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1、,Doha May 2012,Doha 4 March 2014,Qatar Petroleum HR Conference Qatar National Vision 2030 and Qatar National Development Strategy 2011-2016Human Resources Master PlanDr Richard LeeteDirector,Department of Social Development(DSD)Mrs Badria Al HaramiSenior Researcher,DSDMinistry of Development Plannin
2、g and Statistics,1,2,3,4,5,QNV 2030 and Human DevelopmentNDS 2011-2016 and Human DevelopmentQatars Education and Training ChallengesQatars Labour Market ChallengesHuman Resource Master Plan InitiativeConclusions,Presentation Themes,6,QNV2030 Foresees A Diversified K-Economy with Increasing Private S
3、ector Participation,QNV built on four pillars aiming for a society that promotes justice,benevolence and equality,Launched in late 2008 by the then Heir Apparent,HH Sheikh Tamim,with broad national ownership,1,Qatar establishing comprehensive modern educational and health systems,as well as increasi
4、ng skills of its labour force,including aiming to attract and retain qualified expatriate workers,Human Development QNVs First Pillar,Qatars future economic success increasingly dependent on ability of people to deal with a global environment that is knowledge-based and extremely competitive,To meet
5、 this challenge,NDS 2011-2016 defines programmes and projects towards achieving QNV goals,QNV 2030 articulates long-term national development goals,From Vision Goals to National Development Strategy Aligned Around QNVs 4 PillarsInstitutional Development and Modernisation Cross-cutting,.launched in O
6、ctober 2008,.launched in March 2011,2,National Planning Framework,Qatar National Development Strategy 2011-2016Integrates 14 Sector Strategies Aligned to QNV 2030,Comprehensive review undertaken of implementation progress of NDS programmes and projects towards end 2013 to realign initiatives,NDS con
7、tains 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 skillsNDS initiatives aim to balance modernisation and traditionsreaping benefits of economic and social development without
8、 sacrificing cultural continuity and national values,NDS:Multiple Initiatives with Measurable Outcomes and TargetsSupporting Transition to a Diversified Knowledge Economy,Critical Human Capital ChallengesEducation and Training,Under-achievement in math,science and English languageUnder-awareness of
9、value of education,especially among males,despite high rates of returns to educationLack of alignment between the qualifications of graduates and the needs of labour marketInstitutional and human resource capacity constraints,3,High Rate of Returns to Education for QatarisBut Low Awareness of Value
10、to Education,High economic returns for continuing to diploma and higher levelsKey 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,Knowledge economies are advanced economies that are most relia
11、nt 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 manufacturingFinanceInsuranceTelecommunicationBusiness servicesHealthEducationSpeciali
12、sations that cater to these industries at a university are:SciencesBusiness&economicsEngineeringLawPharmacy&medicineHigher Education,Non-K-Economy,Health&welfare,Engineering,manufacturing&construction,Social sciences,business,law&services,Sciences,%of graduates,Qatar University2011/2012,UK,Norway,Re
13、p.of Korea,Finland,80,60,40,20,100,0,Qatar needs more knowledge graduates.reforms of Qatar University and courses of Qatar Foundations Hamad bin Khalifa University helping to meet this need,NDS Supports Transition to a K-EconomyEmphasis on Quality Education at All Levels,QFs Education City Universit
14、ies Catering for K-Economy and InnovationDegrees 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
15、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 an
16、d 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,Innovat
17、ive 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,Academic Bridge Programme 2001(post-secondary foun
18、dation),Emerging Technical Education and Vocational Training Pathways to EmploymentTechnical Workers Backbone of all Economies,Secondary,Foundation,University,Advanced technical andvocational education andtraining institutes,Technicaland vocationaleducation andtraining institutes,Employment,Academic
19、 pathway,Technical pathway,Technical,Vocational,Skill stream,Emerging enhanced pathways,Existing pathways,College of the NorthAtlantic-Qatar,teacher training facilityof Qatar University,Community college,Preparatory,Qatar opened its first Community College,in partnership with Houston Community Colle
20、ge in 2010,thereby complementing the College of North-Atlantic Qatar Internationally recognised diplomas and degrees in support of Qatars aim to become a premier knowledge-based society,Qatars current and proposed pathways,Critical Human Capital ChallengesLabour Market Policy and Regulations,Qatari
21、labour supply is small relative to size and needs of economyQatari preference for public sector employment,including uniformed services,with lack of incentive for skills upgrading for performance based progressionPrivate sector preference for lower skilled workers and low productivity labour intensi
22、ve productionNo 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,Unprecedented Choices for Young Qataris in Expanding Labour Mark
23、et: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 res
24、ources and increase needed Qatari numbers in the workforceQatar 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
25、 for project incubation and creation of culture of risk-taking and innovationEnterprise Qatar and ictQatar has begun initiatives to reduce barriers and to encourage young Qataris to start small businesses,Qatari youth also lack incentives to work in private sector more than 8 out of 10 Qataris emplo
26、yed in government/government corperations,Qatari Share of Employment in Private Sector Extremely Low at all Skills Levels,Qataris account for less than 1%of workers in the private sectorOnly in the government sector do Qataris comprise more than half the labour force:but even here non-Qataris accoun
27、t for 47%of employees,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 l
28、abour market planning capabilities-Meeting labour force needs by aligning labour supply with needs of economy while linking to labour market policiesProposed HRMP activitiesAssess labour force needs by sector in short and medium termSpecify type of higher education and training requirements to meet
29、Qatari labour force needsDetermining expatriate labour mix required by broad skill levels and sectorDevelop management strategy for maintaining relevance of PlanCommunications about HRMP with stakeholders,HRMP Supporting Transition Towards Knowledge Focused Production,QNV 2030 aim of increasing dive
30、rsified labour force participation of Qataris and targeted participation of non-Qatarisis can be supported through improved human resource planningCreating a single HRMP that all stakeholders can reference when reviewing policies,regulations and hiring of employeesLinking higher education,training p
31、rogrammes,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 Qatars Labour Market Conditions with its Economic Development Aspirations,R
32、aise net enrolment rates above 95%throughout K-12Include and operationalise work skills in national curriculaSubstantially increase gross tertiary enrolment ratiosIncrease number of scientific research publications and patents,Increase labour force participation rates of Qatari men and womenIncrease
33、 proportion of Qataris in the private sector Improve global ranking in labour productivityIncrease proportion of high-skilled expatriate labourImplement comprehensive Human Resources Master Plan,Targets,Targets,Universal and inclusive access to high quality K-12 educationAwareness of skills required
34、 for world-of-workAlternative pathways to tertiary education and alignment of TEVT with labour market needsAchieving higher level scientific innovation,Education and Training-Outcomes,High quality training opportunities for QatarisIncentives for private sector Qatari employmentIncreased labour force
35、 productivityAttracting and retaining high quality expatriate talentNurturing 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,
36、QNV 2030 foresees progressive transformation to diversified competitive knowledge economy with increased private sector engagementNDS 2011-2016 multiple project initiatives aiming to create an educated,capable and motivated workforce with focus on improving outcomes for Qataris Qatar must migrate to
37、wards a higher wage economy in which there are incentives for skills development and investment in capital and technology Qatars knowledge economy needs migration policies and labour market regulations to attract and retain talented workersHRMP will guide transformation,ConclusionsImproved Human Resource Planning,6,
