Hur kan näringslivet använda Kompetensplattformen?

Transcription

1 Hur kan näringslivet använda Kompetensplattformen? Page 1

2 Volvo in the World Page 2

3 The Evolving Global Reality Brazil 3% of world population 198 m people 2,5 of world GDP Page 3

4 150 million 88 million 134 million 53 million 462 million 750 million 484 million 550 million 600 million Source: Booz & Company Page 4

5 The Current Competition Page 5

6 The New Competition? Page 6

7 The Basis for European Competitiveness For European based Companies/Facilities to compete successfully in the global economy, they will need to compete on the basis of: Premium products High quality Innovation Rapid development Lean organisations - high productivity to offset cost disadvantage Sustainable development solutions Customer Connectivity superior service dimension High Value Add Page 7

8 Competence is the Key to High Value Add Competence We must ensure it s supply Competence is: Knowledge Experience Skills Behaviours Attitude Page 8

9 Competence supply under threat in the West Decreased volume of talent supply Demographics Decreased interest in technical education and career choice Diversity female employment rate needs to increase Less female interest for the industrial sectors Less motivation to achieve higher level positions Page 9

10 Growing Competence in the Emerging Economies In % of college age students in China went to university. - Today 20% Summer 2009, 6,1 million Graduates entered Chinas jobmarket. China produces Engineering Graduates per year. China has one University in Top 50 Globally. India produces Engineering Graduates per year. In India there are 113 universities and colleges. In India the number of engineering colleges has grown at 20% per year, while business schools have grown at 60% per year. In India, aspiration for every child to have a 10 dollar laptop. Page 10

11 Change Volvos Learning Agenda Efficiency Flexibility Change Management Hybrid techniques Service solutions Electrification Environment Safety CAD VCC s Competence Needs Competitiveness Business Relationships management Modern Production-system/ Global Business Acumen Value Stream Analysis Strategic Capability Lean Thinking 6 Sigma Employability Core subjects Diversity / Equal opportunities Generic competences Leadership Capability Qualifiers Page 11

12 Supply and Demand the ideal Scenario for every business Low risk of attrition Low investment in employability Ready for growth Region attracting inward investment due to skills availability Low availability of competence in Region Company High availability of competence in Region Supply High risk of attrition. High investment in employability Risk of stalled growth Outflow of companies Demand Page 12

13 Advantages of the Platform for Trade and Industry Robust analysis of Competence trends; needs and availability. Trade and Industry competence demand can operate as an engine for Competence supply activities. Links learning to the Regional Economic Strategy. Targeted public investment in learning infrastructure and to support economic growth. Support for non-traditional learning partnerships to flourish Quality assurance of the educational offer A model and tools to validate learning outcomes. Common accreditation standards which facilitate labour mobility and flexibility. Page 13

14 The Competence plattform must support lifelong and lifewide learning Recognise Lifelong Learning Lifewide Learning School School Own Own Business Business Career Career Break Break Academic Academic Institution Institution Unemployment Unemployment Retirement Retirement Qualification attainment School School Own Own Business Business Career Career Break Break Academic Academic Institution Institution Unemployment Unemployment Retirement Retirement -academic learning -work-based learning Qualification attainment -private learning -prior learning / accredited learning Page 14

15 Creating An Explosion Of Lifelong and Lifewide Learning Validation Assessment Recognition Accreditation The Region Champions learning Provides enabling infrastructure Co-ordinates research Encourages non traditional partnerships Establishes targets Helps spread best practice Set standards Recognises Excellence Page 15

16 The Globally Competitive Region Experiential Services Advanced Engineering Sustainable Development Solutions Premium Products High Value Add Sweden Unique Swedish DNA Lean Manufacturing Knowledge Products Research & Innovation Superior Service Dimension Page 16

17 Who needs a regional competence platform? We do NOW When do we need it Page 17

18 Back up Page 18

19 Initial HR Assessment of Strategic competence needs VCC Customer Focus Communication Generic Employee Competences Business Acumen Development Excellence in Execution Relationships Lean Competence: Lean thinking, Lean behaviours, Lean system & process knowledge (VCMS / GPDS etc), Lean tools / Quality and compliance systems / Problem solving techniques Deep Car & Automotive Business Competence: Deep product knowledge / Broad automotive industry knowledge / Complete vehicle knowledge / Product planning, brand management, automotive business acumen Commercial Competence: Knowledge of premium customers, markets, emerging markets and external global environment / Business capability / Analysis, planning and strategic skills (including ability to future with high aspiration) / Marketing excellence, management of residual values, vehicle financing / Supply base management / Business relationships management Technical Competence: Automotive electrical, electronics HW, SW, nano, active and passive safety / Engine development with low CO2, hybrid, electrification, battery / Vehicle dynamics, HMI, NVH / Light weight, composite material / Virtual development and calculation / Basic engineering, systems design, CATIA / Connectivity, complete vehicle integration, styling and geometry / Paint processes People Management Business Management Future Business Direction Generic Leadership Competences Personal Characteristics Page 19

20 National Qualification Framework Academic or school based learning -based or career based learning Individual private learning Page 20 Connectivity through Enabling Technology

21 The Learning Hub Concept Industry Sector Organisations Volvo Public Employment Service Employer A Academia Broker Employer C Employer B Learning providers REGIONAL DEVELOPMENT AGENCIES Page 21

22 The Dynamics Around Competence The New World Order V U C A R Volatile (föränderlig) Uncertain (osäker) Complex (komplicerad) Ambiguous (tvetydig) Rapidly Changing (snabba förändringar) Continuous Development Continuous Upskilling Lifelong Learning Page 22