Skills Utilisation and Skills Development Policy in Singapore

Prof. Johnny Sung

Centre for Skills, Performance and Productivity, IAL

Institute for

Adult

Learning

Singapore

PART 1: SKILLS UTILISATION

Centre for Skills, Performance and Productivity, IAL

SectoralApproach to

SkillsDevelopment

The Concept ofSkills

Utilisation

SKILLS UTILISATION

The concept has been around for a while:

Sociologists - social construction of skills; new work practices & de-

skilling

Industrial/occupational psychologists – workplace behaviour &

performance

Management – ‘scientific management’; ‘human-relations school’

Contemporary interests

Low/sluggish productivity improvement

Persistent low pay

Globalisation, de-regulation and impact of technology

Centre for Skills, Performance and Productivity, IAL

What is it and why is it important?

THE POLICY CONTEXT OF SKILLS UTILISATIONWhat is the missing link?

Centre for Skills, Performance and Productivity, IAL

SkillsNeeds

MarketFailure

Supply ofSkills

SkillsPolicy

Human Capital Based

Demand for Skills

Business Strategy

HR (Recruitment,

Rewards), Work

Processes, Job

Design, Leadership

& Management,

Workplace Quality,

Innovat ion

Skills Ut ilisat ion

The Productive System

Sector Specific Policy to Support Skills Utilisation

SkillsPolicy

Productive System Based

Skills deficit

Does not focus on skills utilisation

THE STRATEGIC SKILLS MODEL

TR – mostly influenced by

‘product market strategy’

IR – mostly influenced by

‘competitive strategy’ via

people

All positions in the business

strategy space are ‘viable’

… but with very different

skills utilisation implications

Centre for Skills, Performance and Productivity, IAL

The Link Between Business Strategy and Skills Utilisation

TechnicalRelations

InterpersonalRelations

TaskFocused

PeopleFocused

Differentiation

Standardisation

Business StrategySkills Space

TechnicalRelations

InterpersonalRelations

THE PRIVATE (UNARMED) SECURITY INDUSTRY

• Licensing for agencies and workers

• Job is narrowly defined - ‘guarding’; 2

qualifying modules; emphasis on

‘security’ only

Only citizens, PRs or Malaysians can

be employed; mostly old and poorly

educated segments of society

A body count approach to contracting

Low pay, long hours, poor morale and

lack commitment

Centre for Skills, Performance and Productivity, IAL

A case of a low-waged and low-skilled sector

TaskFocused

PeopleFocused

Differentiation

Standardisation

Business StrategySkills Space

X

THE PRIVATE (UNARMED) SECURITY INDUSTRY

Key players in the industry:

The ‘regulator’

The union (unarmed security

officers)

Property management firms (the

buyers)

Security agencies (the sellers)

WDA - training providers

IL:

The relative powers of the

stakeholders

Their interests

Finding a win-win for sustainability

Centre for Skills, Performance and Productivity, IAL

The application of ‘institutional logics’ for change

TechnicalRelations

InterpersonalRelations

TaskFocused

PeopleFocused

Differentiation

Standardisation

Business StrategySkills Space

X

PART 2: THE SECTORAL APPROACH

Centre for Skills, Performance and Productivity, IAL

SectoralApproach to

SkillsDevelopment

The Concept ofSkills

Utilisation

CONTENTSECTORAL APPROACH TO SKILLS DEVELOPMENT

SECTORAL MANPOWER STRATEGIES

Continue to:

improve the access to training

increase engagement of employers

and individuals

improve the quality of provision

Seek greater understanding of

the productive system for

improved skills utilisation

By sector, formulate policy that

are relevant to skills utilisation

work practices

job quality

Centre for Skills, Performance and Productivity, IAL

Policy Challenges in Singapore

0 20 40 60 80 100Broad Skills Index

Accomodation & Food

Retail

Transport

Construction

Wholesale

Community Services

Manufacturing

Business Services

Infor Comm

Finance/Insurance

Broad Skills Index by Industry

Minimum

Qualification

Required

Init ial

Training

Required

Continuous

Learning

Required+ +=

Broad Skills

Index

(BSI)

SECTORAL MANPOWER STRATEGIES

Continue to:

(a) improve the access to training

(b) increase engagement of

employers and individuals

(c) improve the quality of provision

Seek greater understanding of

the productive system for

improved skills utilisation

Formulate policy that are relevant

to skills utilisation

(a) work practices

(b) job quality

Centre for Skills, Performance and Productivity, IAL

2

2.5

3

3.5

4

4.5Literacy

Physical

Numeracy

Influence

PlanningCommunication

Problem Solving

Leadership

Teamwork

Generic Skills by Selected Industry

Manufacturing Retail Trade

Food & Accomodation Information & Communication

Financial & Insurance

Policy Challenges in Singapore

SECTORAL MANPOWER STRATEGIES

Centre for Skills, Performance and Productivity, IAL

Policy Challenges in Singapore

Continue to:

(a) improve the access to training

(b) increase engagement of

employers and individuals

(c) improve the quality of provision

Seek greater understanding of

the productive system for

improved skills utilisation

Formulate policy that are relevant

to skills utilisation

(a) work practices

(b) job quality

20

30

40

50

60

70Pay

Job Security

Intrinsic JobQuality

Work Time Quality

Skills Development

Job Quality Indicators Comparison of Selected Sectors

Manufacturing Retail Trade

Food & Accomodation Information & Communication

Financial & Insurance

DISCUSSION

Centre for Skills, Performance and Productivity, IAL

Thank You