qnv 2030 and nds 2011-2016 human resources master plan doha may 2012 doha 4 march 2014 qatar...

QNV 2030 and NDS 2011-2016 Human Resources Master Plan

Doha May 2012

Doha 4 March 2014

Qatar Petroleum HR Conference

Qatar National Vision 2030 and Qatar National Development Strategy 2011-2016

Human Resources Master Plan

Dr Richard LeeteDirector, Department of Social Development (DSD)

Mrs Badria Al HaramiSenior Researcher, DSD

Ministry of Development Planning and Statistics


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QNV 2030 and Human Development

NDS 2011-2016 and Human Development

Qatar’s Education and Training Challenges

Qatar’s Labour Market Challenges

Human Resource Master Plan Initiative

Conclusions

Presentation Themes

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QNV2030 Foresees A Diversified K-Economy with Increasing Private Sector Participation

QNV built on four pillars aiming for a society that promotes justice, benevolence and equality

Qatar National Vision 2030

Humandevelopment

Develop all people

to enable themto sustain aprosperous

society

Socialdevelopment

Develop just and

caring society with

high moralstandards

and active role in global

development

Economicdevelopment

Develop competitivediversified economy to secure prosperity

for all inpresent and

future

Environmentaldevelopment

Ensure harmony between

economic growth,social

developmentand

environment

Institutional development and modernisation

Launched in late 2008 by the then Heir Apparent, HH Sheikh Tamim, with broad national ownership

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Qatar establishing comprehensive modern educational and health systems, as well as

increasing skills of its labour force, including aiming to attract and retain qualified expatriate workers

Human Development QNV’s First Pillar

Qatar’s future economic success increasingly dependent on ability of people to deal with a global environment that is knowledge-based and extremely competitive

To meet this challenge


NDS 2011-2016 defines programmes and projects towards achieving QNV goals

NDS 2011-2016 defines programmes and projects towards achieving QNV goals

QNV 2030 articulates long-term national development goals

QNV 2030 articulates long-term national development goals

From Vision Goals to National Development Strategy Aligned Around QNV’s 4 Pillars

Institutional Development and Modernisation Cross-cutting

….launched in October 2008 ….launched in March 2011

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National Planning Framework

Qatar National Development Strategy 2011-2016Integrates 14 Sector Strategies Aligned to QNV 2030

QatarNational

Vision 2030

• Defines national development goals

NationalDevelopment

Strategy2011 – 2016

Mid-term Review 2013• Learns lessons and realigns

sector and national initiatives

Sector Strategies 2011 – 2016• Defines priority

sector initiatives

• Defines priority national initiatives for achieving QNV 2030 goals

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Comprehensive review undertaken of implementation progress of NDS programmes and projects towards end 2013 to realign initiatives


NDS contains many far-reaching education, training and labour reforms as vehicle for social and economic transformation - high priority to building Qarari human capital of knowledge

and skills

NDS initiatives aim to balance modernisation and traditions- reaping benefits of economic and social development

without sacrificing cultural continuity and national values

NDS: Multiple Initiatives with Measurable Outcomes and Targets

Supporting Transition to a Diversified Knowledge Economy


Critical Human Capital ChallengesEducation and Training

Under-achievement in math, science and English language

Under-awareness of value of education, especially among males, despite high rates of returns to education

Lack of alignment between the qualifications of graduates and the needs of labour market

Institutional and human resource capacity constraints

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High Rate of Returns to Education for QatarisBut Low Awareness of Value to Education

High economic returns for continuing to diploma and higher levels Key decision on schooling taken at end of secondary level but appears to be a lack of

understanding of potential benefits of continuing – need to raise awareness

0.6

3.1

5.2

13.8

10.8

3.4

3.4

1.2

14.8

8.9

0 5 10 15 20

Primary(6 years)a

Preparatory(9 years)

Secondary(12 years)

Diploma(14 years)b

University(16 years)b

Females

Males

2006–2007

Marginal Rates of Return %

University(16 years)b

Diploma(14 years)b

Secondary(12 years)

Preparatory(9 years)

Primary(6 years)a 2.8

3.7

4.5

11.3

11.1

0.1

5.4

4.2

9.6

8.2

0 5 10 15

Females

Males

2008–2012

Marginal Rates of Return %


20 25 26 2733

19 1422 16 5

20 25 910 16

3128

3533

42

10 8148 4

Knowledge economies are advanced economies that are most reliant on knowledge and less on natural resources, or labour intensive industries

K-economy industries and specialisations

According to OECD, the following industries are considered basis of a k-economy:

– High & medium tech manufacturing– Finance– Insurance– Telecommunication– Business services– Health– Education

Specialisations that cater to these industries at a university are:

– Sciences– Business & economics– Engineering– Law– Pharmacy & medicine– Higher Education

Non-K-Economy

Health & welfare

Engineering,manufacturing& construction

Social sciences,business,law & services

Sciences

%of graduates

Qatar University2011/2012

UKNorwayRep. of Korea

Finland

80

60

40

20

100

0

Qatar needs more knowledge graduates.…reforms of Qatar University and courses of Qatar Foundation’s Hamad bin Khalifa University helping to meet this need

NDS Supports Transition to a K-EconomyEmphasis on Quality Education at All Levels


QF’s Education City Universities Catering for K-Economy and Innovation

Degrees and Diplomas Identical to those in Main Campuses

Weill Cornell Medical College 2002

Georgetown School of Foreign Service 2005

Carnegie Mellon 2004

Virginia Commonwealth1998

Biomedical research and healthcare targeting women and child health; utilizing molecular and genetic medicine approaches

International and regional studies, public policy

Computer science and management

Fashion, textiles design and testing, design sector mapping

Texas A&M 2007

Science and engineering, research in environment, process safety, petroleum reservoirs, telecommunication and power

Northwestern University 2008

Faculty of Islamic Studies 2007

Journalism and communications programme

Relate Islamic legacy to modern challenges and solutions

HEC Paris 2010

Executive education programmes in financial management; fostering strategic innovation; and leadership and change

Innovative design

University College London Qatar 2011

Research in archaeology, conservation, cultural heritage and museology

Culture and heritage

Enabler University Field of Specialisation Research

Policy, social, science and

business

Scientific and technical

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Emerging Technical Education and Vocational Training Pathways to Employment

Technical Workers Backbone of all Economies

Secondary Foundation University

Advanced technical andvocational education and

training institutes

Technicaland vocationaleducation and

training institutes Em

plo

ymen

t

Academic pathway

Technical pathway

Technical

Vocational

Skill stream

Emerging enhanced pathwaysExisting pathways

College of the NorthAtlantic-Qatar,

teacher training facilityof Qatar University

Community college

Pre

par

ato

ry

Qatar opened its first Community College, in partnership with Houston Community College in 2010, thereby complementing the College of North-Atlantic Qatar

- Internationally recognised diplomas and degrees in support of Qatar’s aim to become a premier knowledge-based society

Qatar’s current and proposed pathways


Critical Human Capital ChallengesLabour Market Policy and Regulations

Qatari labour supply is small relative to size and needs of economy

Qatari preference for public sector employment, including uniformed services, with lack of incentive for skills upgrading for performance based progression

Private sector preference for lower skilled workers and low productivity labour intensive production

No incentives for higher skilled expatriates to upgrade their skills with constraints of sponsorship system

Weak institutional capacity, including between public and private sectors and in relation to information and data

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Unprecedented Choices for Young Qataris in Expanding Labour Market: Unemployment 3%

Overall Qataris Make-up just 6% of 1.3m Workers

Second chance programmes (technical education and vocational training (TEVT) in skills and to standards that labour market demands) provide opportunities for Qatari youth to salvage their life prospects, reduce wastage of valuable human resources and increase needed Qatari numbers in the workforce

- Qatar Career Fair places increasing emphasis on showcasing training and development opportunities for young Qataris

Entrepreneurship has the potential to offer youth a viable alternative employment to the public sector. But it requires support for project incubation and creation of culture of risk-taking and innovation

- Enterprise Qatar and ictQatar has begun initiatives to reduce barriers and to encourage young Qataris to start small businesses

But young Qataris often lack relevant skills to take advantage of employment opportunities

Qatari youth also lack incentives to work in private sector – more than 8 out of 10 Qataris employed in government/government corperations


Qatari Share of Employment in Private Sector Extremely Low at all Skills Levels

Qataris account for less than 1% of workers in the private sector Only in the government sector do Qataris comprise more than half the labour

force: but even here non-Qataris account for 47% of employees


Human Resource Master Plan (HRMP)Labour Market Sector Strategy Initiative to be

Implemented 2014 to 2016

Stakeholders in public and private sectors work together for mutual benefit to develop a HRMP for Qatari and non-Qatari labour force

HRMP as a tool to improve institutional labour market planning capabilities

- Meeting labour force needs by aligning labour supply with needs of economy while linking to labour market policies

Proposed HRMP activities Assess labour force needs by sector in short and medium term Specify type of higher education and training requirements to meet

Qatari labour force needs Determining expatriate labour mix required by broad skill levels and

sector Develop management strategy for maintaining relevance of Plan Communications about HRMP with stakeholders


HRMP Supporting Transition Towards Knowledge Focused Production

QNV 2030 aim of increasing diversified labour force participation of Qataris and targeted participation of non-Qatarisis can be supported through improved human resource planning

Creating a single HRMP that all stakeholders can reference when reviewing policies, regulations and hiring of employees

Linking higher education, training programmes, that support attraction and retention of targeted expatriates through increased HR planning

HRMP will takes account of perspectives from Qatar Petroleum and other industry leaders as well as MoLSA, SEC, MDPS

Aligning Qatar’s Labour Market Conditions with its Economic Development Aspirations


Raise net enrolment rates above 95% throughout K-12

Include and operationalise work skills in national curricula

Substantially increase gross tertiary enrolment ratios

Increase number of scientific research publications and patents

Increase labour force participation rates of Qatari men and women

Increase proportion of Qataris in the private sector

Improve global ranking in labour productivity Increase proportion of high-skilled expatriate

labour Implement comprehensive Human Resources

Master Plan

Targets

Targets

Universal and inclusive access to high quality K-12 education

Awareness of skills required for world-of-work Alternative pathways to tertiary education and

alignment of TEVT with labour market needs Achieving higher level scientific innovation

Education and Training - Outcomes

High quality training opportunities for Qataris Incentives for private sector Qatari employment Increased labour force productivity Attracting and retaining high quality expatriate

talent Nurturing and managing human resources

Labour Market - Outcomes

KeyEducation, Training &

LabourOutcomes &

Targets

What NDS Aims to Achieve by 2016Knowledgable and Skilled Entrants to Labour Force and

Highly Motivated and Capable Workforce


QNV 2030 foresees progressive transformation to diversified competitive knowledge economy with increased private sector engagement

NDS 2011-2016 multiple project initiatives aiming to create an educated, capable and motivated workforce with focus on improving outcomes for Qataris

Qatar must migrate towards a higher wage economy in which there are incentives for skills development and investment in capital and technology

Qatar’s knowledge economy needs migration policies and labour market regulations to attract and retain talented workers

HRMP will guide transformation

ConclusionsImproved Human Resource Planning

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qnv 2030 and nds 2011-2016 human resources master plan doha may 2012 doha 4 march 2014 qatar...

Documents

human development nds

qnv goals qnv

priority national initiatives

equality qatar national

broad national ownership

vision goals

goals planning

statistics slide