Career Mobility Itp Conference2011 Final
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Transcript of Career Mobility Itp Conference2011 Final
Internationally Trained Professionals Conference
June 8th, 2011, Douglas College, New Westminster, BC
Prepared by Victoria Pazukha, CHRP, CCDP
Principal, Career Mobility Group
Career Mobility: Talent and Career
Management Strategy in a Knowledge Based
Economy
Copyright by Victoria Pazukha 2011. All rights reserved
Session Overview KBE forces & characteristics
What is… & Why Career Mobility
Facts and figures
Global labour and HR trends
Local labour and HR trends
ITP-s : careers and human capital
Career Development in organizations
Career mobility obstacles &
opportunities
Questions
Copyright by Victoria Pazukha 2011. All rights reserved
Knowledge-Based Economy
Knowledge as a tool
Ideas as commodity
Increased number of knowledge workers
Information technology and communications
Enhanced connectivity-knowledge growth &
exchange
Globalization of markets and products
Growth of service industries
New organizational
structures/policies/practices
Copyright by Victoria Pazukha 2011. All rights reserved
What is Career Mobility
The upward or downward mobility in an occupation or the change from one occupation to another.
The lateral mobility in an occupation due tobusiness expansion and/or restructuring
Intercompany assignments
Intra company assignments
International assignments
The international mobility of an occupation dueto globalization, outsourcing & immigration
Boundaryless careers and the mobility ofknowledge workers
Copyright by Victoria Pazukha 2011. All rights reserved
Why Career MobilityExtrinsic Factors Intrinsic Factors
Change happens faster
Globalization & multinationals
Knowledge transfer & sharing
Integration of product markets
Demographics/aging population
Increased population migration
Emerged markets and labour force
Changing organizational structure
Multigenerational workforce
Adaptation to change
Search for competitive positions
Pursuit of a good career match
More focus on work-life balance
Interest in intellectual challenge
Search for personal satisfaction
Desire for reward/recognition
Connectedness
Preference for team work
Search for meaningful work
Copyright by Victoria Pazukha 2011. All rights reserved
Facts and figures The average U.S. worker changes
careers up to 5-6 times during
their lifetime (U.S. Department of Labor)
10 percent of the work force switches
jobs every year (Labor Statistic, Henkoff, 1996)
Majority of employers report skilled workers shortages ( The War for Talent Research
Mc Kinsey, 1997, 2001, 2007)
Increased number of knowledge workers and migration for high paying jobs
Increased number of educated „new entrants‟ - 2006 college graduates - 1.65
Million in US, 3.1 million in India, 3.3 million in China
Global competition for talent is on the rise - Canada attracts around 250,000
immigrants per year and competes for talent with U.S., Australia, New Zealand
and other countries
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World’s foreign born population Migrants per region
Source: BBC News
http://news.bbc.co.uk/2/shared/spl/hi/world/04/migration/html/migration_boom.stm
Copyright by Victoria Pazukha 2011. All rights reserved
Facts and figures
1 in 5 people in Canada is an immigrant - 19.8% of the total population
1991 - 2006 the proportion of male immigrants with a university degree in jobs with low educational requirements increased from 12% to 21% for established immigrants, while the proportion remained stable at about 10% for native-born men.
1991 - 2006, the proportion of established female immigrants with a university degree in jobs with low educational requirements increased more modestly from 24% to 29%, while remaining stable at around 12% for native-born women.
For recent immigrants, the proportion of university graduates in low-skill jobs increased between 1991 and 2006: 25% for men and ~ 40% for women
(Canada Census, 2006)
Copyright by Victoria Pazukha 2011. All rights reserved
Foreign and foreign-born labour force, 2001
Source: BBC News,
http://news.bbc.co.uk/2/shared/spl/hi/world/04/migration/html/migrant_labour.stm
Copyright by Victoria Pazukha 2011. All rights reserved
Global labour and HR trends The War for Talent never ended
Demographics, globalization, the rise of the knowledge worker
Expansion into new international markets
Executives that are able to work abroad
Talented local people
Gen Y challenges (born after 1980)
12% of US workforce
Employment demands and expectations
Interprovincial migration
Knowledge workers
The fastest growing talent pool in most organizations
Create up to 3 times more profit than other employees
Their work requires minimum oversight
Emerging markets & a surplus of young talent – Solution or Challenge?
Wide variation in suitability ( see Table)
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The Talent Challenge
% of candidates considered suitable for hireSource: Interview with HR Managers, Hr Agencies and Heads of Global Resourcing Centres,
McKinsey Global Institute analysis
Engineer Finance Generalist
Central and
Eastern Europe
Hungary 50 50 30
Czech Republic 50 40 20
Poland 50 30 15
Russia 10 20 10
Asia
Malaysia 35 25 20
India 25 15 10
Philippines 20 30 25
China 10 15 3
Latin America
Mexico 20 25 11
Brazil 13 13 8
Copyright by Victoria Pazukha 2011. All rights reserved
Canada labour and HR trends Current and future labour market shortages (national level)
Occupations under demand: health sector, management occupations, oil and gas sector, some trades occupations, IT, science and technology
Growing numbers of retirement opening up many jobs 2 of every 3 job opening on average
Most shortages are expected to persist over the next 10 years
Challenges to increase supply for shortage Sources: unemployed, college grads, immigrants
Growth of a knowledge-based economy
Labour surplus Mainly low-skilled occupations specific to primary sector and to processing, manufacturing and utilities
Balance of labour demand/supply, but shortage of broad skill level
2/3 of all job openings over the next 10 years will be in occupations requiring a post
Uncertainties of labour markets Better LMI on future shortages
Greater responsiveness of the post-secondary education
Better allocation of existing human resources (career mobility, re-training, re-deployment, immigrant integration)
Source: Statistic Canada http://www.hrsdc.gc.ca/eng/publications_resources/research/categories/labour_market_e/sp_615_10_06/shortages.shtml
Copyright by Victoria Pazukha 2011. All rights reserved
Source Statistics Canada:
Annual factors of demographic growth, 1971/1972 to 2009/2010, Canada
Copyright by Victoria Pazukha 2011. All rights reserved
Immigration Patterns
Source: Citizenship and Immigration Canada. Fact and Figures. 2002. Immigration Overview.
Copyright by Victoria Pazukha 2011. All rights reserved
Immigrant population across countries
Copyright by Victoria Pazukha 2011. All rights reserved
ITP-s : career success
INPUT OUTPUT
Higher level of education
Range of global experience
Mobility across country and organizational borders
Face major life and career changes
Alter and internationalize labour pool
Able to integrate and leverage the international expertise, language knowledge and global networks
Motivation and desire to succeed
Less value for local market
“transition penalty”
Stress related outcomes in achieving career success
Often underemployed
Often focus on acquiring additional human capital
Subjective vs. objective career and career success
Some level of disintegration
Lack of “belonging” feeling
Copyright by Victoria Pazukha 2011. All rights reserved
ITP- s : stock and flow of human capital Stock component: Credentials, KSA-s at a
certain point in time
Not valued, not recognized
Flow component: Conscious investment in training and
development of new competencies
Increases chances for career success
Employers’ role in increasing ITP-s human capital: HR policies and practices that govern training, development, team work, job
rotation
Can influence the transition of ITP-s into the new labour market through recruitment, selection, socialization, and other practices
Will invest in ITP-s‟ integration if have relevant HR metrics
Value of international experience http://www.youtube.com/watch?v=_EokVMpllT8
Copyright by Victoria Pazukha 2011. All rights reserved
ITP-s: career research and findings
Most likely Less likely
Older, married with dependants
More than 40% speak at an unofficial language at home
Have more years of experience
Work in a smaller organizations
Work at jobs below their skill level
Earn less
Be on incentive pay
Be on job rotation
Benefit more from reward programs that are based on objective performance
* Career success of immigrant professional (2)
Work as a union member
Work as a manager
Get a promotion
Stay longer with current employer
Be satisfied with current job
Be satisfied with current pay
Benefit from programs based on teamwork that are generally evaluated more subjectively
Get credits for out of country experience
Copyright by Victoria Pazukha 2011. All rights reserved
Career mobility & organizations Workforce management Attraction & Retention
Succession planning & Talent management
Motivation & engagement
Productivity & effectiveness
Individual & organizational goals
Methods of training & dev-t
Methods of matching skills and people
Employer Branding Effective workforce practices
Team/Belonging
Employee-employer units
OLDT
Culture, values, goals
Learning needs/gaps analysis
Work rotation/skills dev-t
Change management
Industry CD practices
Mentorship/direct/reverse
Core competencies dev-t
http://www.youtube.com/watch?v=HOzPiAhcmEA – rotation
http://www.youtube.com/watch?v=4vZYgD_L2aY – advancement
http://www.kpmgcampus.com/whykpmg/careermobility.shtmlCareer
mobility program
Employee Org
structureCopyright by Victoria Pazukha 2011. All rights reserved
Career mobility
Obstacles Opportunities
Professional accreditation
Local professional standards protection
Labour mobility laws and regulations
Assessment & evaluation
Language competencies
Global competencies
Biases
Resourcefulness
Adaptability/Flexibility
Continuous learning/Innovation
Productivity
Risk reduction
Business growth
Workforce planning/alignment http://www.employment.gov.bc.ca/career
_mobility
http://www.cvh.on.ca/hr/career-mobility.php
http://careermobility.citigroup.com/Mobility/Mobility/Mobility.jsp?lang=en
Copyright by Victoria Pazukha 2011. All rights reserved
Keys to career mobility
success Positive Attitude develop a mindset for adapting to change
Understand concept of career continuum develop new skills and competencies
Conduct self-assessment engage in career exploration
Continue building strong competencies technical, business, interpersonal, global
Compromise Making sense of LMI
Plan B
Be creative Strengthen skills in personal branding
Seek advice/second opinion/ask for help build support network
Copyright by Victoria Pazukha 2011. All rights reserved
References1. Surendra Gera(Industry Canada) Samuel A. Laryea (HRSDC) Thitima
Songsakul (Industry Canada), “International Mobility of Skilled Labour: Analytical and Empirical Issues, and Research Priorities”, Working Paper 2004 D-01. Skills Research Initiative.
2. Tony Fang and Jelena Zikic, Milorad Novicevic, “ Career success of immigrant professionals: stock and flow of their career capital” , York University, Toronto, Canada, University of Mississippi, USA.
3. Matthew Guthridge, Asmus B.Komm, and Emily Lawson, “Making talent a strategic priority”, McKinsey Quarterly, November 2008
4. Bettina Lankard Brown, “Career Mobility: A Choice or Necessity?” Educational Resources Information Centre, Digest no. 191, 1998
5. www.statcan.gc.ca, http://www.hrsdc.gc.ca/eng/publications_resources/research/categories/labour_market_e/sp_615_10_06/page00.shtml
Copyright by Victoria Pazukha 2011. All rights reserved
Questions?
Thank You!
Copyright by Victoria Pazukha 2011. All rights reserved