© 2013 Government of Singapore A Great Workforce A Great Workplace 1 Christopher Gordon Singapore, Ministry of Manpower 11 April 2014 Creating Good Employment Opportunities through Manpower Planning

© 2013 Government of Singapore A Great Workforce A Great Workplace 2 Upgrade workforce with relevant skills as we restructure our economy How can we continue to create good employment opportunities for all Singaporeans? Ensure all levels of workforce have access to skills development Ensure education system supports the needs of the economy Develop our local workforce 2014 Government of Singapore Sustaining quality economic growth to ensure good job opportunities

© 2013 Government of Singapore A Great Workforce A Great Workplace 3 Manpower demand and supply are affected by many factors Manpower supply - Demographic changes Changing size of cohorts of young workers entering workforce Increased labour force participation rate for older workers - Individuals’ preferences Changes in aspirations towards courses/ jobs - Policy objectives Increased university cohort participation rate (CPR)* Manpower demand - Growth and employment trends of existing industries - Creation of new industries * The university CPR is the percentage of locals, in a Primary One cohort, who matriculate into publicly-funded full-time undergraduate places at our local institutions Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 4 Pre-Employment Training (PET) Identify critical manpower needs Develop a good pipeline of resident workers through the education system Developing our local workforce Continuing Education & Training (CET) Ensure workforce is competitive and possesses relevant skills Prepare for future skills needs

© 2013 Government of Singapore A Great Workforce A Great Workplace 5 Pre-employment Training (PET) – aligning mix of graduates with needs of economy Identify critical manpower needs of industries Annual targets for broad course categories at public institutions of higher learning Ministry of Manpower + Ministry of Education Manufacturing Media Healthcare F&B Retail Infocomm Tourism … etc Engineering Science Computing Biz Humanities and Soc. Sci Example: University course clusters Coordinated overview of manpower demand 2014 Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 6 Close linkage between sectoral agencies and educational institutions on specific content of courses Industry representation on curriculum advisory boards Pre-employment Training (PET) – aligning mix of graduates with needs of economy Collaboration between agencies and industry Planning for a higher-skilled economy Increase public university cohort participation rate from 27% to 40% by 2020 Increase polytechnic cohort participation rate to 45% by 2015 Inclusivity Multiple education pathways with strong investment in both academic and vocational routes e.g. Institute of Technical Education 2014 Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 7 Projections and planning can only achieve broad match in supply and demand of manpower Manpower demand projections act as a guide for planning; to reduce mismatch In PET planning, gestation period is long, need to forecast industry demand 4 years ahead. May not be able to respond immediately to industry needs. Not possible to equate course of study with a specific industry, as some courses are not industry-specific, e.g. mathematics or social science graduates, who can enter many industries. Also, there may be leakage if students aspire to join other industries Nevertheless, these projections help to identify areas where we may need more or less workers over the medium term Continuing Education and Training (CET) planning has a critical role in complementing PET planning 2014 Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 8 Lifelong Learning Culture Strong Tripartite Partnership Quality Training Professionals Best-in-Class Institutions Good Access and Linkages Relevant Training Programmes Government Investment of $2.5bn over 5 years (2010 – 2015) Continuing Education and Training (CET) – maintaining skills relevance 2014 Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 9 Factors affecting CET: Physical infrastructure and capacity, course offerings, curricula coverage, funding approaches External factors e.g. economic climate, employers’ willingness and ability to send workers for training, individuals’ training preferences WDA’s Industry Skills & Training Councils (ISTCs) include reps from industry associations, unions, major employers, and govt agencies School Advisory Committees / Industry Advisory Committees of the Post Secondary Educational Institutions (PSEIs) Advice from industry on training needs, standards and curriculum Some buffer in CET training places to cater to volatility in demand Planned institutional capacity is supplemented by other WSQ approved training providers (third-party and in-house) Training providers are able to ramp up their training capacity by about 10% to 20% in event of downturn Govt-funded CET MOE-funded academic CET e.g. part-time degrees, diplomas, NITEC etc Vocational CET driven by Workforce Development Agency (WDA): Worforce Skills Qualification (WSQ) and WDA- certifiable courses CET planning also dependent on many factors, but more flexible and responsive to changes and industry demand 2014 Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 10 Ensuring relevance of training – Engagement platforms to identify industry’s training needs Industry Skills & Training Councils (ISTCs) Understanding industry’s training needs Develop and validate skills standards Training curriculum and assessment strategies 2014 Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 11 CET assistance for all levels of the workforce Crucial to equip these workers to basic literacy and numeracy skills Generous training subsidies through Workfare Training Support (WTS) scheme Lower-skilled and lower-educated workers PMEs becoming more prone to structural unemployment in a rapidly evolving economy Skills Training for Excellence Programme (STEP) – update, broaden and deepen skills of PMEs Professional Conversion Programme(PCP) –help PMEs to acquire new skills for mid- career switches More targeted employment facilitation for PMEs - Caliberlink Professionals, Managers and Executives (PMEs) SMEs are less likely to send their workers for training Higher funding support for SMEs Workers in SMEs 2014 Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 12 Job Matching 6 Career Centres + CaliberLink 11,850 placed in jobs in 2013 Employability skills assessment Workshops on job search Career and training advisory Labour Market Information Training referrals and facilitation Helping local jobseekers into employment 2014 Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 13 Leveraging on technology to facilitate job matching Jobs Bank To be launched in mid-2014 to improve labour market transparency and facilitate better job matching Local jobseekers can search and apply for jobs online while employers can search and shortlist candidates for their hiring needs Individual Learning Portfolio (ILP) Provide individuals with a whole suite of career tools, labour market information and training information ILP pilot was just launched and will run for one year involving 18,000 users Will eventually merge with the Jobs Bank to form an integrated online system to allow users to plan their learning and career development

© 2013 Government of Singapore A Great Workforce A Great Workplace 14 Strong Tripartism Whole-of-Government Approach Key Enablers for our Manpower Strategies 2014 Government of Singapore

© 2013 Government of Singapore A Great Workforce A Great Workplace 15 Ministry of Manpower, Singapore A Great Workforce. A Great Workplace T HANK Y OU 2014 Government of Singapore