Ma. Concepcion Sardaña Chief Technical Advisor ILO STED Project in Cambodia & Myanmar 12 August 2015 Annex 3
Ma. Concepcion SardañaChief Technical AdvisorILO STED Project in Cambodia & Myanmar12 August 2015
Annex 3
Human Resources Central to Capability of Firms to Trade
• Strategy choices are influenced by skills and capabilities of business leaders, and are constrained by the skills that can be provided
• Technology determines many skills needs, and the success of technology choices is influenced strongly by skills
• Operating processes and business organization determine many skills needs, and their success is influenced strongly by skills
Skills for Trade and Economic Diversification ‐ STED
The ILO’s methodology to identify and anticipate skills needed to improve productivity,
trade performance and employment in internationally tradable sectors
STED
• Designed to use skills to: – Improve competitiveness– Improve position in international trade– Drive growth in output and sales– Create more decent employment
• Essentially involves:– substantial skills sector studies for traded sectors– with strong social partner and stakeholder involvement,
and – often with continuing project involvement in
implementation (“Full Cycle STED”)23/09/2015 4
• Sector‐basedmethodology to provide strategic guidance on integrating skills development into policies to strengthen traded sectors
What is Distinctive about STED?
5
Skills(Anticipation,
Implementation)
Trade, Industrial Strategy
Stakeholder / TripartiteApproach
STED SectoralApproach
BangladeshYear: 2011Sectors: Agro Processing, Pharmaceuticals
Aid for Trade: EgyptSectors:Food ProcessingFurniture
Aid for Trade: Tunisia
Viet Nam (RF)Tourism, Seafood
Tajikistan (RF)(Commencing)
Jordan (RF)PharmaceuticalsFood processing
UkraineYear: 2010Sectors: Metal Industry, Tourism
KyrgyzstanYear: 2011Sector: Garments
MacedoniaYear: 2011Sectors: Tourism, Food Processing
STED Applications
Cambodia,(SIDA)
Malawi (SIDA)
Myanmar(SIDA)
Current STED Work
• Russian‐funded “Applying the G20 Training Strategy Project”– STED technical assistance in Viet Nam, Jordan, and starting in Tajikistan
• Aid for Trade Initiative for the Arab States– STED technical assistance in Egypt and starting in Tunisia
• SIDA STED project– STED technical assistance in starting in Cambodia, Myanmar, Malawi
– Developing STED programme• Research, Results‐Based Management, Monitoring & Evaluation
23/09/2015 7
STED in Cambodia and Myanmar
A component of the Sweden‐ILO Programme Support 2014‐2017
Time frame: Up to December 2017
Budget: For Cambodia and Myanmar ‐ $1.7 million
Project Management:DWT Bangkok/ILO CambodiaILO YangonSTED Project Team
Technical backstopping:Skills Department in ILO HeadquartersSkills and Employability Specialist and others from the Decent Work
Team in Bangkok
STED Analytical Framework
23/09/2015 9
Sector Selection
Sector Characterisation
Envisioning the Future
Gap in Business Capabilities Required to Achieve Objectives
Modelling Employment and Skills Demand
Implications for Types of Skills Needed
Proposed Response to Future Skills Needs
Business Environment
Gap between Skills Supply and Types of Skills Needed
Gap between Skills Supply and Numbers Needed
Stage 1: Sector position and outlook
Stage 2: Business capability implications
Stage 3: What type of skills?
Stage 5: Skills supply gap
Stage 6: Proposed responses
Stage 4: How many workers by skill type?
Stage 0: Choice of sectors
Full Cycle STED
10
STED Sector Reports
STED Sector Selection
Sector Implementation‐ Sector stakeholders ‐ ILO support‐ Other development partners
National / Sector Skills Institutions‐ Stakeholder skills bodies‐ National capability in skills
anticipation
Sector Stakeholder Steering/Advisory
Groups
Consultation with Constituents
STED Report is Central
• A skills strategy to promote sector development• Key tool to promote implementation
– Roadmap for implementation of the STED project– Roadmap for implementation by stakeholders directly involved in its development
– Analysis useful to a wide range of ministries, agencies, development partners, donors not directly involved who are interested in planning, trade, enterprise development, education, training, environment …
– Tool to shape action by providers of education and training, funding bodies, quality assurance bodies, qualifications bodies …
Development Logic of STED
Developing the right skills
Strengthens Business
Capabilities of Target Sectors
Greater Productivity &
Market Competitiveness
More Employment in Decent Jobs
More Sales in Traded Markets
STED is not a straightforward Training Needs Analysis (TNA).
We are not just asking employers what skills they want and need.
We are trying to identify what most needs to be done on skills to have a significant impact along this chain, and to take / facilitate / inspire action to achieve this.
Sector Selection ‐ Criteria
• Economic development perspective• Potential for impact• National and sector stakeholders• Avoiding duplication / seeking synergies• TVET, universities, other provision
Sector Selection –Economic Development Perspective
• Which sectors should be priorities?• Which traded sectors are potentially strong enough to
compete effectively?• In what sectors is there a clear basis for competitive
advantage?• How attractive are markets in terms of growth, potential
profitability, offering jobs at a skill level appropriate to the country’s economic development path?
• What is best for economic diversification? (widening range of traded sectors on which country is mainly dependent)
• Coherence with sector development priorities of the country
Sector Selection –Potential for Impact
• Greater value of sales of traded products / services (whether greater volume or greater unit value)
• Potential for greater decent employment – ideally through improving both numbers and job quality
• Taking some account of employment effects throughout the economy – direct employment in the sector, indirect employment in the sector’s supply chain, and induced employment arising from consumer spending by those employed directly and indirectly
• For example:– Direct employment in processing food for export– Indirect employment in agriculture, transport, agricultural wholesale to
supply food processing sectors with raw materials– Induced employment in retail, wholesale, consumer services etc. paid for
by spending of those employed directly and indirectly
Sector Selection –National and Sector Stakeholders
• Approval by national stakeholders– Have to choose in coherence with perspectives of constituents and
other national counterparts – Will want national stakeholders to own the sector analysis and
recommendations, as this may be key to an effective institutional response, allocation of resources, enabling of institutional change, complementary action beyond sector stakeholders etc.
– Hope to mainstream good skills policy approaches nationally
• Engagement by sector stakeholders– Methodology depends on active engagement by sector level
stakeholders through interviews, surveys, steering groups, workshops, ownership of implementation
Sector Selection –Avoiding Duplication / Seeking Synergies
• When selecting sectors, must understand existing policy and TA context, including existing sectoraldevelopment studies, strategies and policies
• Select sectors and adapt methodology to avoid unnecessary duplication and to make best use of existing high quality analysis, strategies, implementation
Sector Selection – TVET, Universities , Other Provision
• STED is designed to cover skills associated with all levels and types of education and training
• ILO has a particular competence at TVET level• Institutionally, preference for sectors in which TVET level skills have a significant role
Case Study –Sector Selection in Jordan continued
Duplication Risk (USAID)
Low Competitive Significance of TVET Skills
PotentialImpact of Skills on Desired Outcome
Shortlist
Ready‐made garments
Furniture
Software and IT Services
Tourism
Healthcare Tourism
Food Processing
Pharmaceuticals
Financial Services
Publishing
Printing / Packaging
Policy Coherence and STED
• Planning• Industrial and trade policy• SMEs, FDI, Competitiveness, GVCs/RVCs• National Employment Polices (NEPs)• Education and training policies• Sustainable and green development• Science policy• Health, food safety, technical standards, regulation
CTIS 2014‐2018Ten Priority Export Sectors
• Garments• Footwear• Light manufacturing/special economic zones• Processed food• Fisheries• Milled rice• cassava• Natural rubber• Tourism • High value silk
Proposed selection criteria 1. Current export position (export value, import value,
export growth)2. Potential growth of exports in sector3. Presence of sector/industry groups4. Current and potential support agencies5. Current employment level6. Potential for employment growth7. Indirect employment creation8. Skills shortage/gap9. Expected occupational demand (of H, M, L skills)10. Training institutions supporting the sector
Thank you