Governance Infrastructure of Education – Training – Work Continuum: Some Missing Dots

In Carton, M. & Hofmann, C. (Guest Editors), “The Education-Training-Work Continuums: Pathways to Socio-Professional Inclusion for Youth and Adults.  NORRAG Special issue (NSI) 8,  Geneva: Norrag and ILO.

This chapter proposes a governance infrastructure to guide and coordinate six education–training–work transformations, namely, human capacity and demography; consumption and production; decarbonization and energy; food, biosphere, and water; and smart cities and digital revolution (The World in 2050 Initiative Report, 2018).

Publication

Jamaica’s development of women entrepreneurship: challenges and opportunities

Public Administration and Policy, Vol. 22 No. 2, pp. 152-172

The economic conditions in Jamaica and the role of females as domestic caregiver have made it difficult for women to enter the labour force even though Jamaican women are relatively better educated than men. Women remain at a disadvantage in the labour force. Jamaica’s legislation and budget allocations in favour of female entrepreneurship are analysed to identify where and how Jamaica is investing its efforts to improve women’s participation in the labour force. The authors conclude with suggestions on how the Jamaican government could facilitate further women entrepreneurship development to reach a more gender balanced inclusive socio-economic development.

Publication

Policy Debate | Learning to Grow Beyond the Middle Income Trap Singapore as an Export Model?

International Development Policy. Article and Debates 5-3.

In the initial paper ‘Learning to Grow’, the authors argue that a key challenge for middle income countries is to avoid ‘the middle income trap’. In this situation, economic growth has come to a halt and a country is unable to transition to the next level in part due to inadequacies in high level human capital. Taking the example of Singapore as a country that has avoided the middle income trap, the authors call for ‘a much closer alignment of policies for human capital and economic development’ and a ‘human capital focused development strategy’. In his answer, Professor Gopinathan, from the National University of Singapore, analyses some key conditions that were crucial for Singapore’s success and questions whether the model could be exported to other contexts.

Publication

Policy Debate

Stakeholder-based Monitoring of Leadership Training in Public Administration

Stakeholder-based Monitoring of Leadership Training in Public Administration, 2013. Yiu, L.& Saner, R. in de Vries, M.S. & Bouckaert, G. (eds.) Training for Leadership. Public Administration Today Series. Bruylant. p.201-220

Abstract

Governments have made on-going investments to maintain and improve their civil servants’ mastery of their policy leadership functions. In addition to the remedial aspects of education and training, more proactive activities have been organised in order to upgrade the competence levels
and enlargement of the skill sets of the civil servants to prepare them for redeployment in the multi-tasking job environments of the 21st century.

Despite constant improvements of the instructional process of train ing and despite the establishment of “Standards of Excellence in the Public
Administration Education and Training” (2008) and the development of accreditation schemes at the institution and programme level, results of these efforts in improving training at the in-service training institutions (ISTIs) show limited outcome in terms of institutional performance improvement
(Yiu & Saner, 2009).

Leadership development needs to be embedded within the larger contextual frame of a government’s overall strategy and social contract. A stakeholder-based approach is necessary to increase the relevance of leader ship development programmes. Ownership and engagement of the primary
stakeholders of such training programmes requires additional management and staff time and resources at the ISTIs.

This chapter introduces a quality assurance dimension, which is not sufficiently addressed by the Standards of Excellence for Public Administration and Education (2008). The authors describe the benefits of applying the ISO 10015 Standard for Training. This standard ensures
efficient organisation of the learning process but also shows that successful training requires stakeholder involvement in the training of proper gover nance processes and a close alignment between leadership competence and the country’s development strategy.

Publication

Talent Attrition and Retention: Strategic Challenges for Indian Industries in the Next Decade

Attrition rates have been high in several of the key sectors of the Indian Economy leading to discussions about which could be the best retention strategies to counter high labour turnover. Measurements are scarce of HR functions in Indian . This article contributes to the measurement of Indian HR function by reporting on the findings of a survey of attrition in Indian companies and by discussing the possible strategies chosen by Indian companies to counter costly labour turnover. The authors question the causal link assumed by a large number of Indian companies that higher attrition can be contained through the payment of higher compensation packages. Paying higher salaries to retain staff increases operational costs without that this measure can guarantee lower attrition or ensure positive performance levels. The authors instead suggest that Indian companies should.

Article

Survey on training quality management in Europe: Need for improvement

It can be difficult for the uninitiated to understand in-company training. Most companies will say that “employees are our most important asset” and “we are committed to developing our human resources”, but managers may still know little about the actual return on training activity. Has it been useful? For whom? What has been achieved?

This article is published in Brazil in Portuguese.

Article (Portuguese)

Survey on training quality management in Europe – Need for improvement

The survey questionnaire was sent to 100 European companies, of which 34 responded. The highest response rate was from companies in France, Great Britain and Switzerland. Others were from Belgium, Germany, Italy, and the Netherlands. Participating companies were mostly large and medium-sized enterprises engaged in construction, banking, industrial goods, insurance, automobiles, media and communications, and pharmaceuticals …

“This article first appeared in the November 2009 issue of ISO Focus magazine www.iso.org/isofocus and is reproduced with the kind permission of the ISO Central Secretariat”

Article

Employee Turnover Study

Centre for Social Eco-Nomic Development (CSEND), the parent organisation of the AdeQuaTE, with the support of the Confederation of Indian Industries carried out an on-line survey regarding employee turnover. Results of this on-line survey is published in the “Research Report”, 2008, Lichia Yiu and Raymond Saner, Geneva.

Research Report

Weiterbildungsinvestititionen lohnt sich das?

Zertifikation: Weiterbildungsinvestititionen lohnt sich das? Raymond Saner und LIchia Yiu, 2007

Saner (German)

Warum die Zertifizierung sinnvoll sein kann Gespraech

ISO 10015: Warum die Zertifizierung sinnvoll sein kann Gespraech mit Professor Raymond Saner