CURRENT TRENDS AND PERSPECTIVES IN IMPROVING LABOUR MARKET INFORMATION AND SERVICE DELIVERY

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2 CURRENT TRENDS AND PERSPECTIVES IN IMPROVING LABOUR MARKET INFORMATION AND SERVICE DELIVERY Translating Labour Market Information into Proactive Interventions on Job-Skill Matching Tagaytay City, Philippines 23rd October 2015 Jonathan Barr, OECD

3 Benefits of LMI For individuals stimulates career choices, available occupational options, as well as training opportunities For job seekers, provides skill level requirements, working conditions, prevailing wage rates, and effective job search strategies. For employers, can guide compensation strategies, recruitment efforts, training practices, investment and location decisions. For the skills system, can be useful when forecasting student demand, developing curricula, and planning course offerings.

4 What does it mean for PES? Improving the collection and use of data and evidence can improve PES services across the board. LMI represents an important aspect of PES work, both for use in designing programmes and policies and as an output used by other stakeholders (e.g. employers, education and training providers, as well as researchers). Timeliness, quality and the availability of disaggregated data are important aspects when assessing the utility of LMI. Analysis and interpretation are critical in converting LMI into useful intelligence about the labour market and assessing implications for employers, individuals and government

5 Understanding the relationship between skills supply and demand SKILLS GAPS AND SHORTAGES HIGH SKILL EQUILIBRIUM Skills demand LOW SKILL EQUILIBRIUM SKILLS SURPLUS Skills supply

6 The balance between skills supply and demand varies at the local level United Kingdom Korea

7 Dashboard index: Local flexibility/adjustability in the employment policy framework United States Flanders (Belgium) Canada Czech Republic Korea France Northern Ireland (UK) England (UK) Trento (Italy) Sweden Israel Ireland Australia 1,0 1,5 2,0 2,5 3,0 3,5 4,0 4,5 5,0

8 Dashboard index: Flexibility tends to improve policy integration and coordination 5,0 4,5 4,0 Degree of Flexibility 4,5 4,5 4,5 4,0 4,0 4,0 4,0 4,0 Degree of policy co-ordination and integration 4,5 3,5 3,5 3,5 3,5 3,5 3,5 3,0 3,0 3,0 3,0 3,0 3,0 3,0 3,0 3,0 3,0 2,5 2,5 2,5 2,5 2,0 1,5 1,0 United States Flanders (Belgium) Canada Czech Republic Korea France Northern Ireland (UK) England (UK) Trento (Italy) Sweden Israel Ireland Australia

9 Local governance: How often do employment offices work in partnerships? Source: Survey of employment and skills policies in ASEAN countries, OECD ESSA initiative,

10 What does it take to work in partnership effectively? Shared understanding of the issues/data Capacities Flexibility Coordination mechanisms Leadership

11 Workforce Intelligence Network, Michigan, United States The Workforce Intelligence Network (WIN) is a collaborative effort between seven workforce boards, nine community colleges, and economic development partners to build and share labour market intelligence and help consortium members, particularly community colleges, make better real time decisions regarding skill gaps. For example, one local workforce board, SEMCA has used information on emerging industry needs to create a local talent pool for computerised numerical control and welding. Each year it also completes a Region Top Jobs report, which includes the availability of current and projected opportunities by occupation, with the number of openings, and the rates of pay

12 Workforce Planning Boards, Ontario, Canada In 1994, 25 Workforce Planning Boards were established across Ontario through a joint funding arrangement between Canada and Ontario to plan and lead labour market activities at the local level These Workforce Planning Boards undertake the following activities: Engage labour market partners at the local level to identify and respond to key employment and training issues and priorities; Research employers skills requirements to gain insight into occupational and skill needs specific to local industry; Facilitate local planning where community organisations agree to implement joint actions to address local labour market gaps; and Develop partnership projects that respond to local labour market challenges.

13 Sectoral Networks and Talent Houses, Antwerp, Belgium Several sectoral networks have been established bringing together educational providersand labour market actors aimed at promoting smooth transitions from education to work. These sectoral networks are governed by the City of Antwerp and VDAB, who have signed a formal collaboration agreement. Each network establishes collaboration between stakeholders through a sectoral commission, a core group and thematic working groups. The aim is to develop action plans (for the short and long term), starting from a thorough analysis of the local educational system and the labour market. Four sectoral networks have been converted to Talent Houses: 1) Construction (Talentenwerf); 2) Industry (Talentenfabriek); 3) Harbour Logistics (Talentenstroom); and 4) Education (Onderwijstalent).

14 OECD Southeast Asia Regional Policy Network on Education and Skills Objective is to: tackle cross-cutting education, employment, training and skills issues, build the capacity of practitioners in implementing effective strategies, and develop governance mechanisms which foster greater policy coordination. Annual network meetings are organised to bring together various stakeholders to discuss key skills challenges, identify best practices, enable peer learning and build capacities.

15 OECD reviews on Local Job Creation Reports published: Australia, Canada, Ireland, Northern Ireland, Korea,, United States, Czech Republic, England Released in 2015: Israel, Sweden, Flanders, France, Poland, Turkey

16 Thank you