new skills for new jobs action now - presentations

8/7/2019 New Skills for New Jobs Action Now - Presentations

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New SkillsNew Skills

for New Jobs:for New Jobs:

ActionAction NowNow

KeyKey findingsfindings of theof the

expert group reportexpert group report

Brussels, 4Brussels, 4 FebruaryFebruary 20102010


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4 February 2010 New Skills for New Jobs: Action Now

Overview of the report: A new AmbitionOverview of the report: A new Ambition

ProfessorProfessor Mike CampbellMike CampbellDirector of Research and Policy,Director of Research and Policy,

UK Commission for Employment and SkillsUK Commission for Employment and Skills


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A New Ambition

We need a newAmbition,

a new CommonSense:

we need New Skills

for New Jobs

Our prosperity depends on Jobs andProductivity: Skills are vital to both

Yet Europes inconvenient truth is that

we are not sufficiently skilled

Challenges and opportunities aregrowing more urgent, with major

changes in our economy and labourmarket: demographics, globalisation,technological and social change

We can and must do better everyone

needs to step up


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A New Ambition

Make the Case for Skills

Develop a balanced and coherent Action

Programme

Your Agreement, Engagement andSustained Commitment


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Develop the right

mix ofskills!

Proposed lines of action

Bring the worldsof education,training & workcloser together!

Provide the rightincentives forindividuals andemployers!

ActionNow !

Better anticipate

future skills needsand opening up totalent!


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Thank you for your attention!Thank you for your attention!


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ProvideProvidethe rightthe rightincentivesincentives!!

Caroline Jenner & Dr MarkusCaroline Jenner & Dr Markus SchmitzSchmitzCEO of the NGOCEO of the NGO

JuniorJunior AchievementAchievement

Young EnterpriseYoung Enterprise

EuropeEurope

Head ofHead ofDirectorateDirectorate

Basic SecurityBasic SecuritySystemSystem,,

BundesagenturBundesagentur ffrr

ArbeitArbeit


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Develop the right

mix ofskills!



Provide the rightProvide the right

incentives forincentives for

individuals andindividuals and

employers!employers!

ActionNow !

Better anticipatefuture skills needsand open up totalent!


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Investment in skills must be massive and smart!

Better incentives and servicesfor individuals

Better incentives for employersto invest in, and make the bestuse of peoples skills

Incentives for education andtraining

Provide the rightincentives toupgrade and betteruse skills forindividuals and

employers!


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The individuals side

We need better

incentives andservices forindividuals!

Individuals need to take over moreresponsibility for lifelong learning and needsupport

Recognize prior learning and competencesacquired outside the school system

Public institutions need to transformthemselves into modern, flexible andadaptable service providers

Attract people into trainingand learning for life and for work

Traditional matching processes will nolonger work


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Better incentives and services for individuals

Key actions

Make greater use and better evaluate the impact oflearning accounts or learning vouchers based on theprinciple of co-investment by relevant stakeholders

Improve guidance and counseling services forindividuals, make training schemes more effective

Develop and implement tools that help individuals withanalyzing their own skills better

Publicize the opportunities and offers of public andprivate education and training courses

Raise awareness about schemes for recognition/certification and guidance/counseling

Further develop in Public Employment Servicesprofiling systems including internet and skill basedmatching tools


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The employers side

We need betterincentives for

employers toinvest in, andmake the best

use of peoplesskills!

Putting the spotlight on best practices canspur innovation and change across andwithin sectors

Better management of skills will mean moreeffective mobilisation and realisation ofpotential

Overall performance is improved by bettermanagement practices. Investing in theskills of managers is just as critical.

Sustainability in a crisis is largely driven by

skills; quality of our human capital


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Better incentives for employers to invest in, and

make the best use of peoples skills

Key actionsEmployers can incentivize suppliers to invest inskills

Communicate the benefits using many differentchannelsawards, expert intermediaries,

education/training providers.

Use tax incentives, public procurement policies andtargeted investment strategies in the low-

skilled/older workers

Make the exchange of best practice on skills centralto what employer collaboration networks focus on

Consider investments in skills on a par with capitalinvestments on the balance sheet; depreciate as wewould with tangible assets

Better support to SMEs


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The part of education and training institutions

We need

incentives

for education

and

training

institutions!

The speed of change requires moredynamism and more adaptability among

education institutions.

There are many valuable and relevantinitiatives and best practice which canbe leveraged and scaled up.

Skills and competence development willbe improved if the business andeducation communities work more

closely with each other; a constantdialogue.

A stronger more coherent message willaccelerate the sectors shift towardsgreater openness and relevance.


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Incentives for education and training institutions

Key actions

Ensure there is coherence betweeninstruments (such as curricularstandards, learning outcomes,assessment tools)

Manage the quality, training andcontinuous professional development of

educational institutions (educators andinstitutional leaders)


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Bridge the gap &Bridge the gap &developdevelopthe right mix of skillsthe right mix of skills

DrDr GabGabrr HalHalszsz & Jim Devine& Jim Devine

ProfessorProfessor atatUniversityUniversity EEtvtvssLorandLorand (Budapest)(Budapest)

PresidentPresident of Dunof DunLaoghaire InstituteLaoghaire Instituteof Art, Design andof Art, Design and

TechnologyTechnology (Dublin)(Dublin)


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Develop the rightmix ofskills!


Bring the worldsBring the worlds

of education,of education,

training & worktraining & work

closer together!closer together!

Provide the rightincentives for

individuals andemployers!

ActionNow !



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Bring theBring the worldsworlds of education, training andof education, training and workwork

closercloser togethertogether

1. Make education and training more flexible and

more open for innovation and enhance relationshipbetween skills providers and employers

2. Establish skills-based qualifications

3. From initial education and training to continuingand lifelong learning: an opportunity for all


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1. Innovation and leadership for bridging the gap

Experimentation with innovative solutions are

needed to make workplaces more receptive to receive

students for learning practice

to make education programmes more receptiveto include work-related components

Such innovations require an enhancing regulatoryenvironment and committed leadership atinstitutional level


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Develop the rightDevelop the right

mix ofmix of

skills!skills!





ActionNow !



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DevelopingDeveloping the right mix of skillsthe right mix of skills

1. The right skills portfolio

2. Adapt curricula content, teaching, delivery methodsand assessment to the intended learning outcomes

3. The learning sector: a provider of skills but also an

employer with its own skills needs


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1. The right skills portfolio: Attributes

Defined as a shared purpose between the world of

work and the world of education and training Balances job/discipline specific knowledge and

skills with essential transversal skills - T-shapedindividual profile

Creativity, innovation and entrepreneurial ability ishighly valued

Digital Fluency must be a goal for all citizens


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2. The Key to Curriculum Adaptation

Understanding the power of Qualifications

Frameworks

Well-defined Learning Outcomes

Learning Activities that are designed to match theLearning Outcomes

Assessment methods


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3. Enhancing the emergence of a learning sector

Education as a value producing sector in the

knowledge economy

Where are theboundaries of

the learningsector?

What are theskill needs of

the learningsector?

Who isrepresenting the

learning sector?


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14 February 2010, Brussels

Setting the scene:Setting the scene:

Jobs andJobs and sskills for Europe's futurekills for Europe's future

Aviana BulgarelliDirector Cedefop


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The new Cedefop skills forecastThe new Cedefop skills forecast

provides projections of skill supply and demand

uses econometric modelling and time series

is based on official data sources (primarily Eurostat:National accounts and LFS)

provides 3 scenarios covers EU-27, Norway and Switzerland

covers period up to 2020 (2025)

2008 and 2009: still partial estimates


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Key findingsKey findings

Employment in 2020: 235 million (~ pre-crisis peak, 2008)

7 million new jobs + 73 million jobs due to replacements

Jobs becoming more knowledge- and skills-intensive

Impact of globalisation and technological change:

sectoral employment structure

demand for different types of skills

Jobs employing highly qualified people: > 1/3

Jobs requiring medium-level qualifications: ~ 1 out of 2


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205

210

215

220

225

230

235

240

245

2000 2005 2010 2015 2020 2025

Million jobs

- 10 million

- 5 million

Source: Cedefop 2010

Scenarios on the employment impact of the recession (EU-27 + NO and CH)

+ 7 million

additional jobs

No recession scenario

Current baseline scenario

By 2020: 80 million job opportunities

(7 million additional jobs

+ 73 million jobs due to replacements)

- 7 million (job

losses in 2008-09)

Jobs lost in recession, jobs brought by recoveryJobs lost in recession, jobs brought by recovery


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-5 0 5 10 15 20

Elementary occupations

Plant and machine operators and

assemblers

Craft and related trades workers

Skilled agricultural and fishery

workers

Service workers and shop and

market sales workers

Clerks

Technicians and associate

professionals

Professionals

Legislators, senior officials and

managers

Million jobs

Expansion demand

Replacement demand

Total job openings

Job opportunities 2010 - 2020: change by occupational groups (EU-27 + NO and CH)


80 million job opportunities by 202080 million job opportunities by 2020


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0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

Legislators, senior

officials and managers

Professionals

Technicians

and associate

professionals

Clerks

Service workers;

shop and market

sales workers

Skilled

agricultural and

fishery workers

Craft and

related

trades workers

Plant;

machine operators

and assemblers

Elementary

occupations

1990200020102020

Changing occupational structure 1990 - 2020

(EU-27 + NO and CH)


KnowledgeKnowledge-- and skillsand skills--intensive jobs on the riseintensive jobs on the rise


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8.2 8.6 6.5 5.1

20.4 18.3

16.1 14.6

7.46.9

6.7

25.3 25.0

25.926.5

16.9 19.221.5 23.9

21.7 21.9 23.3 23.2

6.8

0%

20%

40%

60%

80%

100%

1990 2000 2010 2020

Non-marketed

services

Business & other

services

Distribution &

transport

Construction

Manufacturing

Primary sector &

utilities

Changing sectoral employment structure 1990 - 2020 (EU-27 + NO and CH)


Continuing trend towards a service economyContinuing trend towards a service economy


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1.3

7.3

3.4

0.3

-2.2

-2.8

7.2

5.5

7.0

4.5

0.4

-3.2

-4.1

10.1

-6 -4 -2 0 2 4 6 8 10 12

Non-marketed services

Business & other services

Distribution & transport

Construction

Manufacturing

Primary sector & utilities

All sectors

Million jobs

2000-10

2010-20

Sectoral employment change 2000 - 2020 (EU-27 + NO and CH)


Job losses and gains in the next decadeJob losses and gains in the next decade


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10.1

-20.7

11.2

19.6

7.2

-12.1

3.7

15.6

-25 -20 -15 -10 -5 0 5 10 15 20

All qualifications

Low qualifications

Medium qualifications

High qualifications

Million jobs

2010-20

2000-10

Demand for qualifications 2000 - 2020: net change of jobs (EU-27 + NO and CH)


More jobs for the better qualifiedMore jobs for the better qualified


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More people with better qualificationsMore people with better qualifications

0

50

100

150

200

250

300

2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020

Million people

High qualification

Medium qualification

Low qualification

Forecast

21 %

15 %

50 %

35 %

31 %

48 %

Supply trends 2000 - 2020: Labour force by qualification (EU-27 + NO and CH)

28 %

50 %

22 %


NB: Labour force aged 15 years and older


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Labour force 2010 and 2020 by age, gender and qualification (EU-27 + NO and CH)

Low qualification

Males Females

20 15 10 5 0 5 10 15 20

2010

2020

2010

2020

2010

2020

2010

2020

2010

2020

2010

2020

15-24

25-34

35-44

45-54

55-64

65+


Males Females

20 15 10 5 0 5 10 15 20

High qualification

Males Females

20 15 10 5 0 5 10 15 20Millions


The best qualified: youth & womenThe best qualified: youth & women


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-6.4

-2.9-2.5

1.3

7.6

-3.1

-2.0-1.8

1.1

5.1

-8

-6

-4

-2

0

2

4

6

8

15-24 25-34 35-44 45-54 55-64

Millions

Population

Labour Force

Changes in population and labour force by age, 2010-2020 (EU-27 + NO and CH)


Older workers need opportunities for learningOlder workers need opportunities for learning

Skill i h h i j b ?


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2.4

-0.7

0.5

2.4

-1.0

-4.2

-2.1

0.7

0.6

2.6

6.2

-6 -4 -2 0 2 4 6 8 10

Elementary occupations

Skilled manual occupations

Skilled non-manual

occupations

High-skilled non-manual

occupations

Million jobs

Low qualification


High qualification


Net demand change by occupations and qualifications 2010 - 2020 (EU-27 + NO and CH)

Skill mismatch or changing jobs?Skill mismatch or changing jobs?


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Risk of overeducation, or skills imbalances?Risk of overeducation, or skills imbalances?

High returns of higher education (employment, wages)

Demand for skills: crisis aggravates structural changes

job opportunities for the low-qualified share of better qualified people who may accept jobs

demanding lower qualifications

Skills mismatches and imbalances persisting phenomenonneed to develop the right skill mix to:

match and anticipate knowledge- and skills-intensive jobs

manage transitions in the labour market


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New skills for new jobs: action nowNew skills for new jobs: action now

Human capital matters!to increase innovation and productivity potential raiseemployer ambition to make best use of peoples potential

Upskilling and broadening skills:

to get better jobs, to shape jobs and to contribute to aninnovative economy

Europe has no room for complacency!BRIC countries are increasing shares of high-level jobs


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Thank you for your attention

More information:

www.cedefop.europa.euor

[email protected]

Ask for the full report, available in spring 2010.
http://www.cedefop.europa.eu/mailto:[email protected]://www.cedefop.europa.eu/mailto:[email protected]


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Anticipating better needs and attracting talentAnticipating better needs and attracting talent

GGranran HultinHultin &&Pr. Julia GonzalezPr. Julia Gonzalez

CEO ofCEO ofCadenCadenCorporationCorporation University ofUniversity ofDeustoDeusto(Bilbao)(Bilbao)


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Develop the rightmix of

skills!


Bring the worlds

of education,training & workcloser together!



ActionNow !

Better anticipateBetter anticipatefuture skillsfuture skills needsneedsand open up toand open up totalent!talent!

1 B l b k i lli d l


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1. Better labour market intelligence to develop

early-warning and matching systems

Provide helpful signals to all stakeholders: help to createmarket transparency on skills, raise placement efficiency andencourage adaptive behaviour

Assess existing skills needs and effectively direct the effortson the field of upskilling

Provide a longer term perspective, to anticipate and shapethe future

Develop and refine the methods for collecting andanalysing LMI


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Labour market intelligence: Design Excellent information, interpretation, analysis

and accessibility, easily available oncomparative basis

At sectoral, regional national and cross-

national level With information at the level of qualifications,

competences, wages

Capable of monitoring existing trends and todetect the emergence of skills in sectors


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Anticipation structures

Building strong provider/employer

partnerships Develop agile system of response (not a rigid

plan)

Link with policies to encourage/discouragespecific moves

Concept of demand not as given but ascapable to be shaped

d


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Key recommendations

Key actions Involve potential contributors in the anticipation ofskills needs

Develop comprehensive systems to monitor learnerssuccess

Improve capacity to anticipate future skills at

different coordinated levels

Create European Sectoral Councils with stakeholders

Develop measuring tools for structural imbalances


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2. Opening up to talent

We need to open up to talent inside and outside

The potential of migration is not fully valorized- jobsbelow potential

Top priority to manage labour migration inflows

Recognize and improve migrants skills, support themto full potential and explore potential with effectivecareer guidance at different points of life cycle


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Key recommendations

Key actions

Share information on skillsshortages across Europe and linkthem to migration policies

Reinforce the development ofclear and transparent systems of

recognition of degrees and skills


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In conclusion

Skills really can and do make a difference to peopleslives and futures

EU is not yet highly skilled enough to guarantee itsfuture and `business as usual is not an option

We need:

A change in our thinking about skills

To upskill Europe on a massive scale and in quicktime

To transform a challenge into an opportunity toshape our future


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