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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
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
1
2
3
4
5
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
6
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
1
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
2
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
Pla
nnin
g al
igne
d at
all
leve
l
Top
dow
n an
d bo
ttom
up
Comprehensive review undertaken of implementation progress of NDS programmes and projects towards end 2013 to realign initiatives
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
3
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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 %
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
Ac
ad
em
ic B
rid
ge
Pro
gra
mm
e 2
00
1 (
po
st-
se
co
nd
ary
fo
un
da
tio
n)
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
4
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
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 and NDS 2011-2016 Human Resources Master Plan
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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