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Duke University – Pratt School of Engineering – www.pratt.duke.edu
Vivek WadhwaExecutive in Residence, Pratt School of Engineering, Duke UniversitySenior Research Associate, Labor and Worklife Program, Harvard Law SchoolFellow, Social Sciences Research Inst, Duke University Columnist BusinessWeek.com
www.GlobalizationResearch.com
Duke University – Pratt School of Engineering – www.pratt.duke.edu
Overview
Common belief: managing supply of S&E talent key to building R&D-intensive industries
Reality: graduation rates are not the issue China only limping forward despite huge advantages in graduation rates,
infrastructure and research while India racing ahead as global R&D outsourcing hub
How? -- Investment by leading Indian companies in workforce development Opinions on HK workforce dev and competitiveness HK needs to learn from India, emulate some Chinese policies, foster innovation
Duke University – Pratt School of Engineering – www.pratt.duke.edu
Workforce development in India -1
Workforce Recruitment
Résumés don’t reflect potential and degrees are not a proxy for skill and competency. Hiring is based on ability and competence
“Bulk” hiring from universities Open door interviews/storefronts Lower–tier schools, non-metro areas, women, retirees, ex-servicemen, older
workers, disadvantaged groups
New Employee Training
“Army boot camp” like training for new recruits in technical as well as soft-skills 2-7 month training programs for “freshers” Infosys’ new center can train 13,500. TCS aiming for 30,000 at a time Complemented by extensive mentoring and on-the-job training
Duke University – Pratt School of Engineering – www.pratt.duke.edu
Workforce development in India -2
Ongoing Skill Development
40-150 hours mandatory formal training every year for every employee Supplemented by extensive mentoring/informal training Extensive online training programs which employee are rewarded for completing “Leaders as Teachers” – senior executives deliver training. Cadence requires
every manager to spend 1-2 weeks a year. Satyam mandates 30 hrs. “Communities of learning”, seminars, expert talks, online technical forums
Managerial development – 3 years from “fresher” to manager
Extensive managerial development programs usually in conjunction with leading business schools.
Career progression planned and predictable Senior Management invests significant time in coaching/mentoring Promotion from within policies
Duke University – Pratt School of Engineering – www.pratt.duke.edu
Workforce development in India - 3
Performance management/appraisal
ERP-like systems manage employee development through their careers Sophisticated, frequent review processes like 360 degree feedback Tied to training, salary and career progression HCL has “Employee first, customers second” program to empower employees Employees often appraise managers and senior leaders; results available on line
Upgrading education
Training academics, funding curriculum development Leading companies have helped develop customized degree programs Strong university to industry linkages
Duke University – Pratt School of Engineering – www.pratt.duke.edu
HK experts on workforce development
While the HK Science Park may have some advantages in terms of IP, HK does not have the ecosystem for R&D
HK companies do not spend on training and development because of historically high turnover
Training and development generally reports to HR. Uncommon to have a director of training and development -- reflecting the low importance of this function
Family owned companies in HK depend on their founders and children. There is no culture of training and staff development
Individual demand for training is high as individuals know that they need to obtain knowledge and capabilities to compete
Duke University – Pratt School of Engineering – www.pratt.duke.edu
HK experts on competitiveness
There is no meaningful R&D in HK, and most R&D in China is limited to copying technologies and business models
Shanghai companies are catching up to HK in management knowledge, but they still lag in their ability to apply this.
HK managers have had greater exposure to international business practices and global competition and are more adaptable, confident, and cosmopolitan than their Chinese
Local engineering graduates do not enter engineering… they prefer to work in sales and marketing
Agilent has sizeable R&D in Beijing/Shanghai – not HK because of lack of tax incentives/government subsidies
Duke University – Pratt School of Engineering – www.pratt.duke.edu
Recommendations for Hong Kong
Make workforce development a strategic national priority and differentiator. Learn from the new guru – India. Focus on moving workforce up the ladder rather than graduating more
Teach entrepreneurship at all levels. Business is an integral part of HK’s culture, but building high growth business requires a high level of education and training.
Provide sanctuary for America’s lost skilled immigrants
Provide seed funding for tech startups
Adapt Chinese model of subsidies and tax breaks. It’s not a level playing field. HK needs to develop industrial policy similar to its neighbors and create real incentives