Medium and long term actions (summarised)

Transcription

1 Towards a more effective Labour Market Information System in India Chris Sims, Head, Manipal City & Guilds Joint Policy Advisory Group New Delhi, 15 May 2013 PRESENTATION CONTENTS Key data and information gaps Institutional gaps Stakeholder requirements Vision Assumptions A prioritised framework for action Immediate priorities and short term actions (detailed) Medium and long term actions (summarised) 1

2 KEY DATA AND INFORMATION GAPS: SUPPLY SIDE Skills training providers and learning outcomes Rates of employment, unemployment and underemployment General education data and information Trade-wise occupational qualifications and employability Labour force changes due to retrenchment and company closure Labour force changes due to returning emigrants KEY DATA AND INFORMATION GAPS: DEMAND SIDE Occupation and qualification structures of economic sectors at national, state and district levels Data on demand for skilled workers overseas Data on the impact of demographic change on the demand for skilled workers Average demand for skilled workers for new jobs created each year Data on demand in the informal sector 2

3 GAPS IN THE INSTITUTIONAL STRUCTURE Lack of clear leadership: national body or stated LMI policy Lack of clearly defined roles and responsibilities around data collection, collation, analysis and reporting; overall management; and dissemination and sharing of information Lack of communication, coordination and trust between stakeholders Lack of shared platform or common indices / methodology Lack of clarity among stakeholders on the financial, material and human resources required to build the system STAKEHOLDER REQUIREMENTS Information on demand and supply of labour for specific job roles Wages Training providers and assessment bodies Geographical, sectoral and social categorisation Current vacancies Quality of skills available Projection of future skills requirements Some unrealistic expectations 3

4 VISION Demand and supply signals should inform skills development programme planning and implementation Collection of information or data Programme monitoring Aggregation of information or data Programme planning and implementation Analysis and presentation: LMIA signals of demand and supply ASSUMPTIONS Creation of new institutions should be avoided if possible NSDC role in aggregation of demand side data and information Designation of a national authority to take overall responsibility for LMI Aggregation of supply side data and information also to fall under this authority National authority also to take responsibility for analysis and recommendations based on the information gathered A long term goal is for LMI to be available to the public, free or for a nominal fee 4

5 A PRIORITISED FRAMEWORK FOR ACTION Immediate, short-, medium- and long-term stages, setting out: Goals of each stage Key information gaps to be filled at each stage Rationale for prioritising these information gaps Institutional arrangements/mechanisms to be developed Information flows necessary to incorporate the relevant information into the overall LMIS Institutions that should take the lead Key stakeholders essential for success IMMEDIATE ACTIONS (6-9 MONTHS): GOALS Single lead institution agreed to drive the development of LMIS Formal agreement reached on the priorities for LMI. Parameters of a detailed data and information set to be prioritised by the LMIS are agreed by all key stakeholders. Key stakeholders, users, and different users requirements, are formally identified, mapped, and shared. A revised set of occupational and sector codes is approved and adopted by key stakeholders. Stakeholder engagement activity is initiated. NSDC formally identified as the lead agency to aggregate demandside data and information. 5

6 IMMEDIATE ACTIONS: RATIONALE This stage is the foundation upon which the LMIS can be built Need for a full understanding of the purposes behind collecting further LMI and stakeholder buy-in Review of existing occupational classifications will allow for any gaps or inaccuracies to be addressed; creation of SSC structures gives an opportunity to do this with dedicated sector experts. Opportunity to review and refine specific outputs for short, medium and long term IMMEDIATE ACTIONS: PRIORITY ACTIVITIES Establish agreed set of detailed objectives for the first phase of LMIS development in India Produce revised stakeholder map Produce stakeholder engagement strategy Produce inventory of priority LMIS outputs to be delivered Proposed outputs: Published, agreed set of objectives for LMIS development Revised stakeholder map Stakeholder engagement strategy 6

7 IMMEDIATE ACTIONS: LEAD INSTITUTIONS AND KEY STAKEHOLDERS Until a lead agency has been agreed, the Ministry of Labour and Employment and the National Skill Development Corporation should jointly take the lead, as representatives of the supply and demand side (respectively) of the market for skilled labour. Given the nature of this stage, the full range of stakeholders concerned with LMI will need to be consulted. SHORT TERM ACTIONS (9 MONTHS-2 YEARS): GOALS (DEMAND SIDE) A standardised demand assessment methodology is agreed and incorporated into SSC and NSDC skill gap studies A deeper understanding is built of the current structures of economic sectors in terms of occupations, skills and qualifications A mechanism for delivering LMI on skills needs by sector and by district is piloted at the state level Capacity building is carried out towards the goal of carrying out LMI reporting on an annual basis Data related to the existing employment in MSMEs harmonised with the agreed national classification of occupation 7

8 SHORT TERM ACTIONS (9 MONTHS-2 YEARS: GOALS (SUPPLY SIDE) Data collection from ITIs and ITCs and other training providers in receipt of public funds, including enrolments (and the background of those enrolling), completions, and outcomes, is standardised. A mechanism for aggregating this data and creating an integrated national supply side information system is piloted among central ministries and states. SHORT TERM ACTIONS: RATIONALE (DEMAND SIDE) Priority should be on developing the framework in which demand side LMI can be collected, the data classifications and the methodology Wide roll-out will take considerable resourcing, so in the short term a pilot phase will allow for any issues in implementation to be better understood and planned for. Definite lack of an aggregated picture of industry skill requirements; the state pilot project should aim to demonstrate how this gap can be filled through engaging with employers at the state and district level. Need to give particular attention to the reporting of MSMEs, most of whom are in the informal sector. This means implementation will be long, complex and require the engagement of multiple stakeholders. This approach is currently being progressed under the India-EU Skills Development Project under the auspices of the MOLE. 8

9 SHORT TERM ACTIONS: RATIONALE (SUPPLY SIDE) Evidence suggests a lack of an aggregated picture at the national level of people who enrol/complete TVET and other skills development programmes and what the outcomes of training are. Establishing a clear picture of the current supply situation is essential in order to have a starting point for future development of the skills supply in response to improved demand-side indicators. Given the large number of training institutes in India, it is proposed to focus in the short term on ITIs and ITCs and other providers in receipt of public funds, as these are more accessible and their numbers are more precisely known. In the longer term it will be necessary to expand this to include other private training providers who do not receive public funds to deliver training. SHORT TERM ACTIONS: PRIORITY ACTIVITIES (DEMAND SIDE) Establish institutional linkages between employers in the pilot state with organisations responsible for collecting LMI using the standardised classifications and agreed methodology. Establish connections at the state and district level between SSCs / industry bodies and local employment exchanges in the pilot state. Deliver increased capacity to undertake employer engagement in the pilot state for SSCs, industry organisations, and employment exchanges, including, where necessary, investment in physical infrastructure and staff training/recruitment. Carry out pilot survey of skills needs by sector. 9

10 SHORT TERM ACTIONS: PRIORITY ACTIVITIES (SUPPLY SIDE) Institutional linkages between training providers in receipt of public funds and the agreed lead agency Pilot mechanism for collecting data on learners in publicly funded institutions using standardised methodology SHORT TERM ACTIONS: KEY INSTITUTIONS AND STAKEHOLDERS (DEMAND SIDE) The agreed lead agency should work with Sector Skills Councils, MOLE and the NSDC to revise the standardised classifications, and commission a suitable research agency to devise methodology In sectors where they are well established, SSCs should lead on developing the employer engagement strategy in support of the pilot LMI collection; where not possible industry organisations should lead Employment exchanges have valuable networks and an existing brand name and will be a key partner for SSCs and industry organisations, helping avoid duplication of effort and generate local insight quickly The NSDC should lead on aggregating the data from the pilot and producing the pilot demand report. Key stakeholders include state governments and training providers 10

11 SHORT TERM ACTIONS: KEY INSTITUTIONS AND STAKEHOLDERS (SUPPLY SIDE) The agreed lead agency should work with MOLE and the NAVTP to gain access to the ITIs and ITCs respectively, and with other ministries to access training providers in receipt of funds from them. The state government in the pilot state should be treated as a core partner to ensure smooth implementation. Demand side institutions (particularly SSCs and the NSDC) should have the opportunity to have input on the pilot mechanisms to ensure that they accord with employer needs. The AICTE should be given the opportunity to feed into the design of the supply side mechanism and their support should be sought to ensure training provider cooperation. Other Central Government Ministries should be kept informed of progress in preparation for rolling out the mechanism to other training institutions at a later stage. SHORT TERM ACTIONS: INFORMATION FLOWS (DEMAND SIDE) SEE PAGE 28 11

12 SHORT TERM ACTIONS: INFORMATION FLOWS (SUPPLY SIDE) SEE PAGE 30 PROPOSED OUTPUTS: SHORT TERM Sectoral skills needs report for the pilot states, with information at a district level, to be used as a model for future annual reports. MSME occupational classifications in line with overall classifications Report on supply of trained people from publicly-funded training providers in the pilot state, to be a model for future annual reports Pilot version of supply side information system, developed jointly with the pilot demand-side system as the two building blocks of the LMIS Pilot demand/supply report, bringing together the demand and supply information generated in the pilot states during this stage. This should be designed to be a template for more comprehensive, national-level reports at a later stage. Beta version of electronic information system, including elements of data and information that are planned for the medium and long term 12

13 MEDIUM TERM ACTIONS Roll state-level skills needs report out nationwide Build institutional capacity to support roll-out Agree annual schedule for collection of skills needs reports Pilot and operationalise online portal Mechanism for aggregating data and information from training providers in receipt of public funds is rolled out nationwide Pilot expansion of supply-side LMI to include training providers not receiving public funds in selected pilot states. MEDIUM TERM ACTIONS PROPOSED OUTPUTS Annual state skills needs report Pilot report of non-iti and non-itc training providers in the pilot state Annual report of ITI and ITC intakes and outputs Register of non-iti and non-itc training providers in pilot state National skills demand/supply report, to be model for an annual report The shared electronic information system should be launched at the national level by the end of the medium term period. 13

14 LONG TERM ACTIONS Incorporate census data and overseas markets and migration into LMI Review and refine system Develop relevant demographic information in support of LMI Strengthen linkages between demographic statistics and LMIS Rationalise information on training providers Develop deeper understanding of patterns of non-completion and other priority research issues Develop mechanisms for an improved understanding of the impact on the labour force of company closures / retrenchments Channel data of graduates passing out of non-vocational streams in universities and the secondary school boards LONG TERM ACTIONS PROPOSED OUTPUTS Annual report on overseas demand for skilled Indian labour Aligned census data in order to support LMIS Amended census data with specific intent to support LMIS Mechanisms to provide census data for the LMIS Annual report on retrenchments to feed into LMIS Annual report on learner pathways and destinations Annual report on learner profiles in schools and universities 14

15 THANK YOU THANK YOU MEDIUM TERM INFORMATION FLOWS DEMAND SIDE 15

16 MEDIUM TERM INFORMATION FLOWS SUPPLY SIDE LONG TERM INFORMATION FLOWS DEMAND SIDE 16

17 LONG TERM INFORMATION FLOWS SUPPLY SIDE 17