FSS 2020 International Conference Human Capital Group Presentation

Transcription

1 Financial System Strategy 2020 International Conference Human Capital Group Presentation 1

2 OVERVIEW

3 Overview The Nigerian financial economy has experienced a paradigm shift within the last 2 to 3 years The population s exposure to the dynamics of a changing financial system has led to some education and awareness There is much more that is happening very rapidly and intensively The qualification, skill, knowledge and attitude of people will be the greatest impediment or catalyst to our economic growth. The Human Capital Development Strategy provides a plan for developing and retaining high caliber talent required to achieve the overall Vision. 3

4 NIGERIA: Current Position Assessment

5 Global Competitiveness Report World Economic Forum 28 th Global Competitiveness Report 2007 Covered a total of 128 countries Financial System Strategy 2020 Global Competitiveness Index focuses on 9 pillars based on 140 questions: 1. Institutions 2. Infrastructure 3. Macro economy 4. Health & primary education 5. Higher education & training 6. Market efficiency 7. Technological readiness 8. Business sophistication 9. Innovation

6 1 2 COUNTRY Tunisia South Africa Africa s Competitiveness Index Global Competitiveness 2007 (Out of 128) Financial System Strategy Global Competitiveness 2006 (Out of 125) Mauritius Morocco Libya 73-6 Algeria Botswana Namibia Kenya Nigeria Gambia

7 11 12 Africa s Competitiveness Index Global Global COUNTRY Competitiveness Competitiveness Benin Tanzania (Out of 128) Financial System Strategy (Out of 125) Cameroon Madagascar Lesotho Uganda Zambia Malawi Zimbabwe Ethiopia Angola

8 Top 3 African Performers in each Pillar of the GCI Financial System Strategy 2020

9 Nigeria s global competitiveness on higher education Overall rating for Africa Financial System Strategy 2020 Primary enrolment Secondary enrolment Tertiary enrolment Quality of educational system Quality of maths & science education Quality of management and business schools Local availability of research & Training services Extent of staff training

10 Nigeria s global competitiveness on technological readiness Overall rating for Africa Financial System Strategy 2020 Technological readiness Firm level of technology absorption Laws relating to ICT FDI & Technology transfer Mobile telephone subscription Internet users Personal computers

11 State of the Nigerian Educational System: There are currently only 46 tertiary institutions in Nigeria providing education covering all functional areas Out of the 42m Nigerian Children who ought to be in primary school, less than 24 million are in school Out of the 33.9m children of secondary school age, only 6.4m are in secondary schools The Pass rate for 2005 JAMB examinations is about 20% - indicates poor quality of secondary school graduates The Educational system has not been tailored to meet developmental needs of the nation The Federal higher institutions have suffered decay due to poor planning and mismanagement of funds

12 State of the Nigerian Educational System: Emphasis in Nigerian institutions has been on verbal activity rather than skill acquisition and problem solving activities Recently, the ministry of Education has embarked on a reform agenda aimed at restructuring and improving the quality of the educational system. These initiatives include Project CRISIS amongst others Financial Education There is only one recognised institution specifically established to develop technical training for the financial services industry on a continuous basis The Financial Institution Training Centre (FITC) (Source: Ministry of Education) 12

13 Players in the management of financial education Major Players Target Group Role in Human Capital Development Ministry of Education Primary, Secondary Vocational and technical training students Teachers Nigerian Universities Commission (NUC) Financial Institutions Training Centre (FITC) University students Lecturers Basic education in primary and secondary schools. Responsible for adult literacy Curricular development, accreditations, audits of universities Bankers Generic financial Education Chartered Institute of Bankers of Nigeria (CIBN) Institute of Chartered Accountants of Nigeria (ICAN) Bankers Training, research, Certification Holders of: Senior Secondary School Certificate Ordinary National Diploma National Certificate of Education (NCE) Graduates Training, research, Certification, Continuing Professional Education

14 Players in the management of financial education Major Players Target Group Role in Human Capital Development Chartered Institute of Stockbrokers (CIS) Stockbrokers 14 Training, Research, certification Banking Institutions Employees of individual In-house training for employees Money Market Association of Nigeria (MMAN) Chartered Institute of Personnel Management (CIPM) Chartered Institute of Taxation of Nigeria (CITN) Nigerian Institute of Management (NIM) Other financial Education providers Corporate bodies (Banks, Discount houses) Human Capital Management Practitioners, students Tax management and administration practitioners, students Students, Graduates, Managers Employees of financial services institutions Training, certification library, a research, reference and information center, banking, finance and allied disciplines Education, training, research and certification Education, Training, Research and Certification Training and certification Training

15 Regulators of the financial system Regulatory Agency Financial Services Sector Regulated Central Bank of Nigeria (CBN) Securities and Exchange Commission (SEC) Banks, Discount Houses Financial Institutions operating in the Capital Market National Insurance Commission (NAICOM) Insurance firms National Pension Commission (PENCOM) Pension Fund Administrators 15

16 Benchmarking global trends Leading practices from four countries including Singapore, Dubai, South Korea and the United Kingdom were identified and used as benchmark studies. These countries develop Human Capital strategies on 2 levels: Specifically for the Financial Services industry and for the Educational System Strategies adopted for Financial Services Education include: In-sourcing in the short to medium term Continuous review of the educational system to ensure relevance to the financial sector Establishment of an industry owned training institute to meet specific human capital needs of the industry Private sector investment in local institutions to provide financial education Mass Financial literacy programs 16

17 Benchmarking global trends Some of the strategies for developing the Educational System include: Educational Curricula alignment with requirements of employers Positioning technical education as key to economic development Private sector participation in education to complement government effort Use of vocational training methods to boost Human Capital Development Mass literacy programs to improve adult literacy 17

18 Human Capital Development Issues A summary of key issues that have affected the quality of Human Capital within the Financial Services industry can be classified under two categories: Issues which fall within its circle of influence (issues that can influence and/or has control over) Issues which fall within its circle of concern (issues that has no control over) 18

19 The gap that needs to be filled Inadequately skilled Human capital within the financial services industry Poor infrastructure and quality of life Weak leadership & negative cultural values Mass financial illiteracy levels Where we are now Collapse of the Nigerian educational system Absence of industry wide certification FSS:2020 Circle of influence Brain Drain Low leverage on Technology FSS:2020 Circle of concern

20 Human Capital Development VISION AND MISSION

21 Vision To make our Financial Services Industry the Repository of the most talented and the most competent people in the emerging economies by the Year 2020 Key Elements of our Vision: Repository- The store house, primary source Most Talented With natural financial acumen Most Competent Excellent skills, behaviour and attitude 21

22 Mission To constantly attract, develop and retain the best of human capital for our Financial Services Industry 22

23 Key Success Factors (KSF) 1. Private Sector participation in the formation and implementation of educational policies and funding of education 2. Provide incentives to attract leading financial institutions and encourage local financial institutions to invest in Human Capital Development 3. Strategic alliances with international donor organisations for the development of human capital for the financial services industry 4. Stimulate mass financial literacy 5. Supportive immigration policies 6. Reduction of Language Barrier 23

24 Strategic objectives, initiatives & timing

25 Skills relevant to the industry Leadership Managerial Customer service Credit Analytical Communication Interpersonal Information Technology Selling Marketing Numeracy Risk Management CRM Project Management Actuarial Underwriting Research & development Human Capital Management Financial Management Accounting Investment Management Core technical skills

26 Elements of Proposed model for Human Capital Development Create a competency management Framework for the industry Establish reputable financial academies Close gaps between competencies of new hires & requirements Develop mass financial literacy programmes DRIVERS: Corporation, Ministry of Education, Financial System Regulators, Professional Bodies, NUC, National board for technical education OPERATORS: Financial Institutions, Financial Education Institutions, Other Stakeholders ENABLERS: Donor Organisations, NGOs POLICIES: Competency management policy, Aligned curricula, Human Capital Management Guidelines INCENTIVES: Human Capital Development awards for Financial Institutions

27 Strategic Objectives & Initiatives Objective 1 Develop industrywide minimum Competency Requirements for Professionals in the Financial Services Industry, and build a system to monitor adherence Define and communicate competency requirements for key roles in the industry Human Capital Management guidelines for the Financial Services Industry. A policy to ensure compliance by operators. 2. Develop an automated database system to collate and update data on competency levels in the industry 3. Collaborate with industry operators and relevant professional bodies to analyse data on competency levels for key job roles in the industry 27

28 Strategic Objectives & Initiatives Objective 2 Upgrade existing Financial Academies & Institutions and collaborate with leading Financial Education Institutions to accelerate the development capabilities and innovation in financial products and services Develop an Industry wide Knowledge Management Framework 2. Conduct current state assessment of existing Financial Education Institutions 3. Explore possibilities for strategic alliances with Foreign Educational institutions, donor organizations and Nigerians in the diaspora to develop existing Institution 4. Identify, accredit, invest-in and regulate existing Institutions capable of providing financial education & certification 28

29 Strategic Objectives & Initiatives Objective 2 Upgrade existing Financial Academies & Institutions and collaborate with leading Financial Education Institutions to accelerate the development capabilities and innovation in financial products and services 5. Introduce Standard Certifications for key job roles in the industry 6. Develop incentives to encourage collaboration between local educational institutions and financial institutions to promote financial education 7. Establish a financial services academy 8. Conduct annual audits to ensure that the financial services academy remains relevant to the development of the industry

30 Strategic Objectives & Initiatives Objective 3 Develop supporting skills (Legal, Accounting etc.) that will lead to talent clusters typical of leading international financial centres 1. Identify typical skill sets required for complex financial transactions from other leading financial centres 2. Influence the redesign of the curricula in those areas as appropriate 3. Explore possibilities for strategic alliances with foreign institutions and Nigerians in Diaspora

31 Strategic Objectives & Initiatives Objective 4 Develop specific and deliberate programs focused on tapping the skills of Nigerians in Diaspora 1. Engage in continuous communication with the Diaspora through the many organisations that exist 2. Seek to form a Financial services Diaspora Group, which is ready to support the development of financial skills 3. Create opportunities for members of the Diaspora to engage with our local financial economy as a step to returning home!

32 Strategic Objectives & Initiatives Objective 5 1. Publicise expectations and objectives of Proactively influence the policy development and implementation of the Nigerian Educational System to address developmental needs of the financial system Identify relevance of current educational curricula the future needs of the Financial services industry 3. Organise a stakeholders conference to devise strategies for influencing educational policy development 4. Influence the redesign of the educational curricula to emphasize specific skills requirements 5. Collaborate with foreign financial institutions to ensure continuous identification of relevant skills for the financial sector and to align with the educational curricular 32

33 Strategic Objectives & Initiatives Objective 6 1. Identify and define elements of financial literacy education 2. Design the blue print for mass financial literacy education Stimulate mass financial literacy 3. Launch mass financial literacy programme 4. Influence the incorporation of elements of financial literacy education into the curricular at all levels of Education

34 Objective 7 Strategic Objectives & Initiatives Create Small Business Development Centres (SBDCs) in Universities with MBA Programs to provide consulting services and impart business skills to MSMEs 1. Study existing SBDC Programs at Wharton, Columbia etc 2. Encourage Nigerian Universities to locate SBDCs 3. Explore forming alliances between the Nigerian SBDCs and those at foreign universities

35 Implementing HCD Strategy Agree Agree the FSS:2020 value organisational Agree what the proposition indicators of framework that success should with respect to will manage be to measure Human Capital and drive the performance Development HCD initiative Set up various 4 HCD initiatives 5 Define the 6 to meet the training needs of the curriculum, different scope, sectors of the activities and Financial infrastructure services to provide industry training 7 Recruit trainers 8 9 to research, Define trainer develop, profiles, job manage, and execute the descriptions training and initiatives and expectations curriculum Agree the measurable outcomes for each sector training initiative Set performance standards, rewards, penalties and continuous trainer development

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37 Conclusion The availability of skilled Human Capital is fundamental to creating and sustaining the momentum of. There is an immediate need to enhance the skills of the current workforce and a medium to long term need to develop a continuous pipeline of quality Human Capital for the Nigerian Financial Services Industry. This will depend heavily on the reformation of the collapsing Educational and Institutional structures in Nigeria..and on the collaborative and co-opetitive attitude that the existing players in the Financial Services industry decide to adopt 37

38 Conclusion We must start by believing that it can be done We must commit to doing it We must have the will to do it We must be passionate to sustain it If we really stop to think about it it really can be done

39 Thank you for listening