Universitas Negeri Jakarta (UNJ)Gerard Polla: gerardp@binus.edu

Advancing Strategic Alliances and

Partnerships with International Institutions in Enhancing

Employability and Entrepreneurship

Gerard Polla

gerardp@binus.edu

Name : Gerard Polla, Prof. Dr. Drs. M.App.Sc.Position : Professor in Mathematics Statistics FMIPA UNJ

Former Rector of BINUS University (2005 – 2009) Academic Advisor of BINUS University Director of Graduate Program BNUS University.

Address : gerardp@binus.edu

Publication : In some International Journal Scopus Index and you see at “Scholar Google .com”. Etc.

Product : Write Books, Modules in Mathematics, Computer

Speakers : In many forums at National or Internationals conference, or workshop, or Training etc.

Curiculum Vitae

1.1. IntroductionIntroduction2. Strategic Alliances & Partnership3. Factors Hindering Strategic Alliances4.4. Success Keys and Success Keys and Building Strategic

Partnership 5.5. Enhancing and EmployabilityEnhancing and Employability6. Key Employability Skills & ChallengesChallenges7.7. Conclusion Conclusion

Agenda

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Introduction• The development of IT and business is growing very

fast which has given impact in every aspect of human life including the educational aspect.

• The demands for quality of HE graduates continue to increase in both knowledge and skills.

• How to produce graduates who are qualified and acceptable for work at the International level and in the global market.

• In fact there are many graduates are not acceptable in the global market (industry, international companies etc)

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Introduction• Industry is asking higher standards of

requirements for new employees. One of the biggest challenges for the HE is: most of graduates cannot be accepted in the global market.

• Indonesia is experiencing very rapid transitions in many aspects of life such as switching to a modern industrial society, facing considerable economic construction as well as transformation to political democracy and to a more mature multi-cultural society.

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Introduction• These will give contributions to the change of

employment and entrepreneurial environment. • It is expected that universities in Indonesia will

be able to produce graduates who can compete at International level and its graduates can be accepted to work in the global market.

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Introduction• The rapid growth of Higher Education (HE) has

been expectations increasing and governments seeking to widen participation.

• There are now an urgent need for HE institutions to address the issue of graduate employability.

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Introduction• We are need to discuss how an employability-

friendly curriculum can be developed, which cover a range of topics including:– The challenge of employability– The enhancement of practice– Assessing for employability– The skill plus project

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Main Problem• The main problem lies in that most of the

graduates do not own good academic quality and the sufficient working experience as expected so that they can not be accepted in the global market.

• They are the lacking of the technical and hard skills plus there is the lack of interpersonal skill, not enough international experience, not ready for working process and so on.

• Therefore, the problem would be, “How to increase academic quality of graduates”?

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Solution• Higher Education institutions need to find ways to

advancing their strategic alliances and partnerships with international institutions in order to enhance employability and entrepreneurship skills of Indonesian students.

Some recommendations to answer to the problems mentioned, that is Indonesian Higher Education needs a system breakthrough which will enable them to develop strategic alliances and partnerships with international institutions for enhancing employability and entrepreneurship of Indonesian students.

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Strategic Alliances

• Strategic alliance is an agreement between two or more organizations to cooperate in a specific business activity, so that each party would receive mutual benefits from each other’s strengths, and gains competitive advantage.

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Strategic Alliances

• Strategic alliances involve the sharing of knowledge and expertise between partners as well as the reduction of risk and costs in areas such as relationships with suppliers and the development of new products and technologies.

• Alliance strategy became one of the most important part is important in an organization to gain access to new knowledge and improve the existing knowledge within the organization.

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Current Condition• Strategic Alliances is a strategy in which

organizations seek to incorporate some of the resources so as to create a competitive advantage.

• Every organization involving in an alliance would need to have the resources and specific skills in a field. Capabilities will become Core Competencies of the organization. However, if capacity has not been able to become the Core Competencies, the organization will start planning to make alliances.

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Current Condition• In some alliances, there is a partner that is more

aggressive and contrastingly, there is also more passive partner. Many of the cooperation are not successful because the alliance made by the organizations failed, as the parties working together do not trust each other.

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Factors Hindering Strategic Alliances

1.Risk of leakage of knowledge:

In building the alliance, it may appear that the essential knowledge can leak out from an organization. Organizations involved in strategic alliances are therefore motivated to protect their organization's specific knowledge.

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Factors Hindering Strategic Alliances

2. Knowledge that will be used is tacit

Tacit knowledge cannot be fully or easily articulated and codified, and cannot be easily taught to others, and not easily visible when observed. It is wise to realize that the alliance does not close the possibility that knowledge to be used in the process can still be tacit.

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The BenefitThe Benefit of Strategic Alliances

1.Ease of market entry :

2.Shared risks:

3.Shared knowledge and expertise:

4.Synergy and competitive advantage:

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Success KeysSuccess Keys for Strategic Alliances:

1. Increasing trust between parties in alliance

2.Establish an independent team to start the alliance

3.All parties involved in the alliance have to contribute in the process of knowledge acquisition and knowledge sharing

4.Organizations must make protection of their Core knowledge

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Building Strategic Partnership 1. Strategies for Curriculum Internationalization

2. Using Online Program to Increase Academic Quality of Graduates

Examples: BINUS Online Learning Success Story

Advantages of BINUS Online Learning:

1. Flexible: one semester is the regular period

2. Good quality: students learn from the experts in each field or subject

3. Rich and applicable learning: students are facilitated to learn from many different sources, to enhance applicability and rich array of knowledge.

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Enhancing Employability

• Employability skills are defined as skills required not only to gain employment, but also to progress within an enterprise so as to achieve one’s potential and contribute successfully to enterprise strategic directions. (DEST, 2002)

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Enhancing Employability

• Entrepreneurial Skills can be defined as the ability to create something new with value by devoting the necessary time and effort, assuming the accompanying financial, psychic and social risks, and receiving the resulting rewards of monetary and personal satisfaction and independence (Hisrich & Peters, 2002)

Developing Employability Skills

Employability defined• ‘Employability skills are defined as skills required

not only to gain employment, but also to progress within an enterprise so as to achieve one’s potential and contribute successfully to enterprise strategic directions.’ (DEST 2002a)

Personal AttributesThe Employability Skills Framework incorporates the following personal attributes that contribute to overall employability:loyaltycommitmenthonesty and integrityenthusiasmreliabilitypersonal presentationcommonsensepositive self-esteemsense of humorbalanced attitude to work and home lifeability to deal with pressuremotivationadaptability.

There is no doubt that enterprises saw the inclusion of these attributes as a new and essential component of employability skills.

Key Employability SkillsThe key skills identified in conjunction with the personal attributes to make

up the Employability Skills Framework are: communication skills that contribute to productive and harmonious

relations between employees and customers; team work skills that contribute to productive working relationships and

outcomes; problem-solving skills that contribute to productive outcomes; initiative and enterprise skills that contribute to innovative outcomes; planning and organizing skills that contribute to long-term and short-

term strategic planning; self-management skills that contribute to employee satisfaction and

growth; learning skills that contribute to ongoing improvement and expansion in

employee and company operations and outcomes; and technology skills that contribute to effective execution of tasks.

Learning Experience

Values, Etiquettes, Skills, Competence, Knowledge

Pool of Talents 1

Pool of Talents 2

Pool of Talents 3

Pool of Talents 4

Leadership General ManagementTime ManagementStudy Skills, Etc

EtiquettePersonal Grooming Job-Related MaterialMotivationEtc

Research and Academic-Related MaterialCompetitionEtc

CounselorsAdvisorsMentorsEtc

Lecturers, Staff, Alumni, Senior Students, Businessmen, Government Employees, Social Workers

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Analysis of Graduates • Our analysis implies that many HE institute will need to

change. Many universities will need to re-form themselves to transform if they are to provide the programmes that make for employability.

• Employer organizations often criticize the standard of new graduates saying that they leave HE without enough business sense, understanding of the real world and readiness for work.

• Soft skill, personal qualities, dispositions and other achievements are valued. An implication is that the undergraduate years need to be years of transformation

•

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Transformations • Students should be transformed academically,

They should be transformed by recognizing that academic achievements are not the only ones that matter; other are legitimate and necessary-soft skills for example

• They should be transformed in their ability to represent the range of their achievements which will often imply that they will be adding achievements to working autonomously, self management for example.

•

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Capable People Capable People have confidence in their ability to:

1. Take effective and appropriate action

2.Explain what they are seeking to achieve

3.Live and work effectively with others, and

4.Continue to learn from their experiences both as individuals and in association with others, in a diverse and changing society.

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Your Key to a Successful Life

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Your Key to a Successful Life

Soft Skills

ENGLISH/ JAPANESE / CHINESE

VNUMERICAL SKILLS

ICT SKILLS

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Your Key to a Successful Life

Great Graduate

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• World-Class Competence

• Good E & E Skills :– Self Management– Planning &

Organizing– Communication Skills– Teamwork– Problem Solving &

Decision Making– Initative & Enterprise

• Good Character• Positive Attitude

What are Entrepreneurship Skills?

Are the skills :- Transferable skills Employability skills Business skills Graduate skills Engineering skills?

Classification of Entrepreneurial attributes

1. Intellectual skills2. Professional skills3. Transferable (Key) skills 4. Knowledge & awareness of5. Attitudes

Industry wants Engineers with Entrepreneurial skills

Which can include :• Ability to recognise an opportunity• Research skills• Decision making and goal setting• Planning• Critical thinking• Adaptability and flexibility• Communication and team-working etc.

Graduate Attributes

Personal Attributes that contribute to overall employability

• Loyalty• An ability to deal with pressure• A sense of humor• Personal presentation• Adaptability• A balanced attitude to work and home life• Positive self esteem• Reliability• Commitment• Motivation• Common sense• Enthusiasm

Six Key Soft Skills

6 Key Soft

Skills

Conclusion• Strategic alliances open up opportunities for

organizations to gain knowledge and leverage strengths with partners.

• Employability skills are critical to economic competitiveness and to the ability of individuals to get and progress in work.

• To enhancing knowledge management through strategic alliances or partnership the first factor is to make the alliances and the partneship succeed as well.

Conclusion• To make the inisiatif of knowledge management

running succesfully in the strategic alliances as their objective. The company has to make the environment as comfort as possible.

• Implementing knowledge partnership, the strategic alliances can get the benefit of the knowledge as maximize through their partnership at all levels without creating the barriers between organization and the individual.

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Conclusion • Institution, as collectivities, are expected to

respond to the expectations of governments and their agencies.

• Curricula will need refocusing in some contexts if students are ton be as fully equipped as possible to make clams for employability.

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References• Adam, S. (2001). Transnational Education Project: Report and

Recommendations. Confederation of European Union Rectors' Conferences, University of Westminster. Retrieved May, 2005 from http ://www. crue. org/espaeuro/transnational education project. pdf Allen, M.,

• Akio, T. (2005). “The logic of strategic alliances”, Institute of International Relations and Area Studies, Ritsumeikan University, 2005.

• Arash Najmaei, Zahra Sadeghinejad, Competitive Strategic Alliances Through Knowledge Value Chain, International Review of Business Research Papers Vol. 5 No. 3 April 2009 Pp. 297‐310

• Bennett, N., Dunne, E., and Carre, C., (2000) Skill development in Higher Education and Employment. Buckingham: Society for Research in Higher Education and Open University Press.

•  Brennan, J. (2003) Graduate Employability: 10 Issues for Debate and Inquiry. Mimeo London: The Centre for higher education Research and Information (mimeo).

•  

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References

• Connell J And Voola R. 2007, “Strategic Alliances And Knowledge Sharing: Synergies Or Silos?”, Journal Of Knowledge Management Vol. 11 No. 3 2007, Pp. 52-66.

• Hamel, G. (1991) Competition for competence and inter-partner learning with international strategic alliances, Strategic Management Journal, 12: 83-103.

• Harvey, L., Locke, W., and Morey. A., (2002) Enhancing Employability, Recognizing Diversity. London: Universities UK;

• Iyer 2002, “Learning in Strategic Alliances: An Evolutionary Perspective”, Academy of Marketing Science Review, , 2002 No. 10.

• Janczak, Sergio. 2008. “Knowledge and Learning in Strategic Alliances: how to learn with cooperation”. Problems and Perspectives in Management, Volume 6, Issue 1, 2008

• Knight, P.T., and Yorke, M., (2003) Employability and good learning in higher education. Teaching ln Higher Education, 8(1), 3 – 16.

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References

• Najmaei, Arash and Sadeghinejad, Zahra. 2009. “Competitive Strategic Alliances Through Knowledge Value Chain”. International Review of Business Research Papers Vol. 5 No. 3 April 2009 Pp. 297‐310

• Peter, K., and Mantz, Y., (2004) Learning, curriculum and employability in higher education.

• Pownall, H., and Rimmer, J., (2002) Employability and the curriculum: keys to success in integrating work and learning in Europe: ASET Annual conference proceedings, education and training 15-17.

• Shelly Yeo, Peter Taylor and Martijntje Kulski. (2003) Quality Assurance monitoring of Transnational On-line teaching and learning in higher education: a constructivist perspective.

• Taylor, P.G., (1998) Employability skills: from corporate wish list to government policy. Journal of Curriculum studies in higher education, 23(3), 269-79.

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