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


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


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


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


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


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


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)


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


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)


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


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


Source Statistics Canada:

Annual factors of demographic growth, 1971/1972 to 2009/2010, Canada


Immigration Patterns

Source: Citizenship and Immigration Canada. Fact and Figures. 2002. Immigration Overview.


Immigrant population across countries


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


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


http://www.youtube.com/watch?v=_EokVMpllT8

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


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

http://www.youtube.com/watch?v=HOzPiAhcmEA

http://www.youtube.com/watch?v=HOzPiAhcmEA

http://www.youtube.com/watch?v=4vZYgD_L2aY

http://www.youtube.com/watch?v=4vZYgD_L2aY

http://www.kpmgcampus.com/whykpmg/careermobility.shtml

http://www.kpmgcampus.com/whykpmg/careermobility.shtml

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


http://www.employment.gov.bc.ca/career_mobility

http://www.employment.gov.bc.ca/career_mobility






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


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


http://www.statcan.gc.ca/

http://www.hrsdc.gc.ca/eng/publications_resources/research/categories/labour_market_e/sp_615_10_06/page00.shtml

http://www.hrsdc.gc.ca/eng/publications_resources/research/categories/labour_market_e/sp_615_10_06/page00.shtml

Questions?

Thank You!


career mobility itp conference2011 final

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