Download - 2013 ict skill gap v1.2
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ICT Skill Gap and How to Deal with it!
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Content
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Best Practice – Examples from ICT Companies
The Challenge – ICT Skill Gap in Africa
The Solution – Integrated People and Skill Management
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Barriers to Africa‘s Growth
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5.0
2011
3.1
4.7
2010
2.9
5.0
2014f
3.5
5.2
2013f
3.4
5.3
2012e
2.7
Africa’s growth is slowing down, among other factors the lack of skills in the market imposes barriers on future growth.
* Source: Worldbank
South Africa Sub-saharan Africa
Barriers for Africa’s Growth GDP Growth Rate 2010 – 2014* ■ Infrastructure deficits (energy,
transportation and telecommunication) ■ Disadvantages in global trade
agreements ■ Deficits in market quality (e.g. ethnic
segmentation, high share of informal activity)
■ Poor regulatory environment (e.g. high administrative burden, unfavorable tax regulation)
■ Insufficient access to financing ■ Labor market rigidities ■ Lack of tertiary education
qualifications Skill shortage
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Effects of Skill Shortages on African Countries
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Africa’s growth increases significantly the need for skills; a qualitative and quantitative skill gap could block Africa’s path towards a true information society.
Nigeria ■ One of the continent’s
leader in ICT growth ■ Growth of technical
skills outpaced with industry growth and corresponding demand.
■ Educational curriculums are perceived as inadequate to fulfill business’ demands.
South Africa ■ Pace of change in the industry is
accelerating; skills base is not keeping up.
■ Trends such as the cloud, mobile technology and big data require up-/re-skilling or the learning of new skills.
■ Skill shortage severed by brain drain to other African countries.
Kenya ■ ICT sector out-performing other
economic sectors but fails to attract and retain highly skilled people.
■ Some 9,600 professionals will be needed to fill the Kenyan IT workforce by 2013.
■ Government has addressed ICT infrastructure bottlenecks but human resources are lacking
Uganda ■ Fast change of economic environment. ■ Required skills are not available yet;
especially technically skills are urgently required.
■ Massive expansion of higher education system but nevertheless shortages of skills especially in science and engineering.
1991 World Wide Web (WWW)
1993 Pentium
1994
1995
1995
1998
1997 IEEE 802.11
2007 iPhone
2010 iPad
2003
2004
2001
1990 GSM
Standard
1999
2006
1996
2009 Launch
1992 1998 1st MP3 Player
1997 IEEE 802.11
2000 1 GHz
1991 2002
1 Billion PCs shipped
2004 Firefox 1.0
2001 1st UMTS Network
2006 2008
1996 2010 Mobile Phone Users
>4bn.
2008 Internet
User
1.4bn.
1990 2000 2010 2020 2030
Particular Challenges for the ICT Industry
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Especially the rapidly changing ICT market requires corresponding continuous updates of the skill portfolio; to do nothing will just make you left behind.
■ Due to its complexity and pace of change the ICT industry is one of the most challenged in terms of skill management.
■ The growing scarcity of ICT key skills and people requires skill management to become top priority.
ICT Skill Management
ICT Market Africa and Skill Availability
ICT companies’ growth is affected by the mismatch of needed and available skills; they cannot merely rely on governmental initiatives to address this challenge.
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■ Mismatch between educational curriculums and business demands.
■ Rigidities due to unequal access to education
■ Brain drain to countries outside Africa ■ South African labor market:
l Highest Turnover rate in SA: 12% (Pyramid Forecasts, 2006 - 2015, Q4 2010 - Africa & Middle East )
l Lack of Engineers: ”…There are not enough engineers to meet the demand from business and there is an 11% pass rate among engineering and technology students," (Business Day South Africa - May 19, 2010)
■ Africa on the way from being an adopter of technology to develop it themselves further and to innovate.
■ Telecommunications: l Revenue from voice services declines
l Data services gain importance l Shift to convergence – connected life
and work
l Growing competition
ICT Market Africa Skill Availability
15 14 13 12 11 10 08 09
Voice Data
Relying on governmental measures is not enough, how to overcome skill
shortages has to become priority for ICT companies!
Skill Management Challenges for African ICT Companies
In order to become and to stay competitive it is vital for ICT companies to proactively manage their required skill base.
Challenges
Expanding Telco market, growing competition
Lack of transparency with regard to required and available skills
Lack of skilled resources
High fluctuation of skilled resources
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What skills/people do I need? Definition and management of required skills/people! 1
How do I get the people / skills? Obtaining and developing required people/skills! 2
How do I keep the people/skills I need it? Retention of required people/skills! 3
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Content
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Best Practice – Examples from ICT Companies
The Challenge – ICT Skill Gap in Africa
The Solution – Integrated People and Skill Management
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Skills – What Do I Need?
The business challenges the ICT industry is facing require an update of the skill portfolio; skill gaps have to be identified and closed in order to stay competitive.
Business Demands ■ Services as competitive factor ■ Micro segmented target groups / mass
customizing ■ Flexible design of service processes /
partner management ■ Customer service as competitive factor
Skill Requirements ■ Customer- and service-orientation ■ Flexibility with respect to operation ■ Creativity for a high rate of innovation ■ Readiness for learning and for personal
development ■ Self-determined daily business
Business Demands ■ Technology as basis of business
model ■ Unspecific mass business ■ Mastery of mass processes ■ Ensure basic service
Skill Requirements ■ Technology-affinity with deep and
detailed specific know-how
Past Future
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Facilitated by:
Skills – How do I get it?
Skills can be obtained externally (recruiting) or internally by developing the people and skills towards the desired direction.
Organization and processes
Information and communication technology
Change Management
Corporate strategy Driving demand for people and skills
Continuous people and skill management
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People and Skill Development Lifecycle
Recruiting Performance Management
Leadership Management
Training & Development
■ Consolidated approach for developing and managing skills ■ Alternative career models (e.g. dual career paths, expert careers) ■ Exclusive & demand oriented measures for high performer and
potentials
■ Annual target management and performance evaluation process ■ Transparent evaluation according together defined objectives ■ Systematic development based on individual strengths and areas for
improvement
■ Systematic development of employees’ careers ■ Wider range of new career opportunities:
l Vertically and horizontally
l Across functions, across divisions, across countries/regions
■ Communication and involvement: Embed corporate strategy, mission and values in employees’ mindsets
■ Employees understanding they are part of the corporate family ■ Employees committed to work together for the strategic objectives
Consequences Skills – How do I keep it?
Valuable skills need to be retained; monitoring continuously employee performance and ensuring employees‘ commitment ensure to keep the skill base up to date.
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Employee Engagement
Future Job Orientation
Continuous Dialogue
People Growth
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Content
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Best Practice – Examples from ICT Companies
The Challenge – ICT Skill Gap in Africa
The Solution – Integrated People and Skill Management
Example – Employee Engagement
By the One Company Project Deutsche Telekom achieved to create a shared mindset for 230,000 employees all over the world and ensured their strategic alignment.
Guiding Principles
Segment perspective
Efficiency targets
ScopeSHQ in bn. €, Budget 2011:6,1
0,7
0,6
0,01
0,2
0,1
4,3
0,010,4
Service Units
0,21,1
1,1
0,3
0,1
Corporate Functions
0,6
1,8
Total GHS Budget 2011 Not in Focus
0,6
e.g.§ Digital Business Unit§ T-‐Venture§ TM UK§ HfTL§ Arbeitnehmer Vertretung
Vivento
Services – Finance
GHS-‐EU
Services –HR
Services – CTIO Group Bus. Security
CTIO
GHS – Finance
GHS –DRC GHS – CEO
GHS –HR
SHQ ScopeBudget 2011
GHS Others
Group strategy
Deutsche Telekom : ONE COMPANY PROGRAMME
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Example – People Development
By creating a corporate university this client implemented a sustainable high performance culture and realized significant cost savings of their training activities.
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Content & Platform Corporate Culture
Achievements
Corporate
University
Mind Expansion
Business Insights
Leadership Behavior
Performance Culture
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2
3
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Strategic Concept
Learning Architecture
Normative Fundamentals
Operational Platform
■ Highly developed people with outstanding skills
■ Entrepreneurial spirit and motivation
■ Improved business success
■ Improved customer satisfaction
■ Utilization of existing experts ■ Improved confidentiality of own insights ■ Significant cost savings in the external
education (approx. 15%)
Example – People Development and Alternative Career Concepts
This European Telco provider systematically aligned the people development activities and implemented corresponding tailor-made alternative career concepts.
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Spec
ials
**
Bas
ic*
Know-How IP (advanced) Know-How IP
Project Management.
Business Success
Project Mgmt. (advanced)
ProDat (Optional)
Technical English (Optional)
Challenging client situations
Discussion with team leader / team to optimize working procedures
Job shadowing
Projects with lower complexity
Communication & Didactics
Market in Transition: Our chances Cross-and up selling
Projects with moderate complexity
Presentation Training
Presentation Training
Training Portfolio Target Group Oriented Trainings Horizontal Career
Service Engineer System Centre
Special Service Engineer
Exp.Gr. 2 Master
Horizontal Career
Customer Service Engineer
Service Engineer
Exp.Gr. 1 Expert
■ Special Service Engineer Consumer ■ Special Service Engineer Business Customers
■ Service Engineer Service Centre
■ Service Engineer Consumer ■ Service Engineer Business Customers
■ Customer Service Engineer Consumer
■ Customer Service Engineer Business Customers
Working Techniques and Methods
Operating Systems & Admin Leadership
Information Technologies
Network Technologies
Product and Services
This Price is hot
Master Expert Master
& Expert
* Basic: Provided trainings for the usual vertical career path (62 different courses offered)
** Specials: Provided trainings for the additional horizontal career path (17 different courses offered)
Qualification
Qualification
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Example – Evaluation of Competencies
Slovak Telecom implemented a systematic evaluation of competencies in order to identify strengths and weaknesses of top managers and to develop them accordingly.
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Evaluation of Competencies and Career Potential at Slovak Telekom
Detecon Assets
Detecon developed an unrivaled, comprehensive set of ICT skill management tools in order to ensure customized high quality project results for our international clients.
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Job Profile & Skill Tool Skill Tree
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Detecon Assets
The combination of ICT expertise and leading edge HR know-how is unique in the consulting market.
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Leading Intellectual Capital (Examples)
Corporate Culture & Telco Excellence
HR Maturity & Talent Management
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We make ICT strategies work
Thank you!
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