Human Resource Master Plan - Qatar Petroleum人力資源規(guī)劃-卡塔爾石油

1、QNV 2030 and NDS 2011-2016 Human Resources Master PlanDoha May 2012Doha 4 March 2014Qatar Petroleum HR Conference Qatar National Vision 2030 and Qatar National Development Strategy 2011-2016Human Resources Master PlanDr Richard LeeteDirector, Department of Social Development (DSD)Mrs Badria Al Haram

2、iSenior Researcher, DSDMinistry of Development Planning and StatisticsQNV 2030 and NDS 2011-2016 Human Resources Master Plan12345QNV 2030 and Human DevelopmentNDS 2011-2016 and Human DevelopmentQatars Education and Training ChallengesQatars Labour Market ChallengesHuman Resource Master Plan Initiati

3、veConclusionsPresentation Themes6QNV 2030 and NDS 2011-2016 Human Resources Master PlanQNV2030 Foresees A Diversified K-Economy with Increasing Private Sector ParticipationQNV built on four pillars aiming for a society that promotes justice, benevolence and equality Qatar National Vision 2030Humande

4、velopmentDevelop all peopleto enable themto sustain aprosperous society SocialdevelopmentDevelop just andcaring society withhigh moralstandards and active role in global developmentEconomicdevelopmentDevelop competitivediversified economy to secure prosperity for all inpresent and futureEnvironmenta

5、ldevelopmentEnsure harmony betweeneconomic growth,social developmentand environmentInstitutional development and modernisationLaunched in late 2008 by the then Heir Apparent, HH Sheikh Tamim, with broad national ownership1QNV 2030 and NDS 2011-2016 Human Resources Master PlanQatar establishing compr

6、ehensive modern educational and health systems, as well as increasing skills of its labour force, including aiming to attract and retain qualified expatriate workersHuman Development QNVs First PillarQatars future economic success increasingly dependent on ability of people to deal with a global env

7、ironment that is knowledge-based and extremely competitiveTo meet this challengeQNV 2030 and NDS 2011-2016 Human Resources Master PlanNDS 2011-2016 defines programmes and projects towards achieving QNV goalsQNV 2030 articulates long-term national development goalsFrom Vision Goals to National Develo

8、pment Strategy Aligned Around QNVs 4 PillarsInstitutional Development and Modernisation Cross-cutting.launched in October 2008 .launched in March 2011 2QNV 2030 and NDS 2011-2016 Human Resources Master PlanNational Planning FrameworkQatar National Development Strategy 2011-2016Integrates 14 Sector S

9、trategies Aligned to QNV 2030 QatarNationalVision 2030 Defines national development goalsNationalDevelopmentStrategy2011 2016Mid-term Review 2013 Learns lessons and realigns sector and national initiativesSector Strategies 2011 2016 Defines priority sector initiatives Defines priority national initi

10、atives for achieving QNV 2030 goalsPlanning aligned at all levelTop down and bottom upComprehensive review undertaken of implementation progress of NDS programmes and projects towards end 2013 to realign initiativesQNV 2030 and NDS 2011-2016 Human Resources Master Plan NDS contains many far-reaching

11、 education, training and labour reforms as vehicle for social and economic transformation - high priority to building Qarari human capital of knowledge and skills NDS initiatives aim to balance modernisation and traditions- reaping benefits of economic and social development without sacrificing cult

12、ural continuity and national valuesNDS: Multiple Initiatives with Measurable Outcomes and TargetsSupporting Transition to a Diversified Knowledge EconomyQNV 2030 and NDS 2011-2016 Human Resources Master PlanCritical Human Capital ChallengesEducation and Training Under-achievement in math, science an

13、d English language Under-awareness of value of education, especially among males, despite high rates of returns to education Lack of alignment between the qualifications of graduates and the needs of labour market Institutional and human resource capacity constraints3QNV 2030 and NDS 2011-2016 Human

14、 Resources Master PlanHigh Rate of Returns to Education for QatarisBut Low Awareness of Value to EducationnHigh economic returns for continuing to diploma and higher levelsnKey decision on schooling taken at end of secondary level but appears to be a lack of understanding of potential benefits of co

15、ntinuing need to raise awarenessQNV 2030 and NDS 2011-2016 Human Resources Master PlanKnowledge economies are advanced economies that are most reliant on knowledge and less on natural resources, or labour intensive industriesK-economy industries and specialisationsn According to OECD, the following

16、industries are considered basis of a k-economy: High & medium tech manufacturing Finance Insurance Telecommunication Business services Health Educationn Specialisations that cater to these industries at a university are: Sciences Business & economics Engineering Law Pharmacy & medicine H

17、igher EducationNon-K-EconomyHealth & welfareEngineering,manufacturing& constructionSocial sciences,business,law & servicesSciences% of graduatesQatar University2011/2012UKNorwayRep. of KoreaFinland806040201000Qatar needs more knowledge graduates.reforms of Qatar University and courses of

18、 Qatar Foundations Hamad bin Khalifa University helping to meet this needNDS Supports Transition to a K-EconomyEmphasis on Quality Education at All LevelsQNV 2030 and NDS 2011-2016 Human Resources Master PlanQFs Education City Universities Catering for K-Economy and InnovationDegrees and Diplomas Id

19、entical to those in Main CampusesWeill Cornell Medical College 2002 Georgetown School of Foreign Service 2005Carnegie Mellon 2004Virginia Commonwealth1998Biomedical research and healthcare targeting women and child health; utilizing molecular and genetic medicine approachesInternational and regional

20、 studies, public policyComputer science and managementFashion, textiles design and testing, design sector mappingTexas A&M 2007Science and engineering, research in environment, process safety, petroleum reservoirs, telecommunication and powerNorthwestern University 2008Faculty of Islamic Studies

21、 2007Journalism and communications programmeRelate Islamic legacy to modern challenges and solutionsHEC Paris 2010Executive education programmes in financial management; fostering strategic innovation; and leadership and change Innovative designUniversity College London Qatar 2011Research in archaeo

22、logy, conservation, cultural heritage and museologyCulture and heritageEnablerUniversityField of SpecialisationResearchPolicy, social, science and businessScientific and technical Academic Bridge Programme 2001 (post-secondary foundation)QNV 2030 and NDS 2011-2016 Human Resources Master PlanEmerging

23、 Technical Education and Vocational Training Pathways to EmploymentTechnical Workers Backbone of all EconomiesSecondaryFoundationUniversityAdvanced technical andvocational education andtraining institutesTechnicaland vocationaleducation andtraining institutesEmploymentAcademic pathwayTechnical pathw

24、ayTechnicalVocationalSkill streamEmerging enhanced pathwaysExisting pathwaysCollege of the NorthAtlantic-Qatar,teacher training facilityof Qatar UniversityCommunity collegePreparatory Qatar opened its first Community College, in partnership with Houston Community College in 2010, thereby complementi

25、ng the College of North-Atlantic Qatar -Internationally recognised diplomas and degrees in support of Qatars aim to become a premier knowledge-based societyQatars current and proposed pathwaysQNV 2030 and NDS 2011-2016 Human Resources Master PlanCritical Human Capital ChallengesLabour Market Policy

26、and Regulations Qatari labour supply is small relative to size and needs of economy Qatari preference for public sector employment, including uniformed services, with lack of incentive for skills upgrading for performance based progression Private sector preference for lower skilled workers and low

27、productivity labour intensive production No incentives for higher skilled expatriates to upgrade their skills with constraints of sponsorship system Weak institutional capacity, including between public and private sectors and in relation to information and data4QNV 2030 and NDS 2011-2016 Human Reso

28、urces Master PlanUnprecedented Choices for Young Qataris in Expanding Labour Market: Unemployment 3%Overall Qataris Make-up just 6% of 1.3m WorkersSecond chance programmes (technical education and vocational training (TEVT) in skills and to standards that labour market demands) provide opportunities

29、 for Qatari youth to salvage their life prospects, reduce wastage of valuable human resources and increase needed Qatari numbers in the workforce- Qatar Career Fair places increasing emphasis on showcasing training and development opportunities for young QatarisEntrepreneurship has the potential to

30、offer youth a viable alternative employment to the public sector. But it requires support for project incubation and creation of culture of risk-taking and innovation- Enterprise Qatar and ictQatar has begun initiatives to reduce barriers and to encourage young Qataris to start small businessesBut y

31、oung Qataris often lack relevant skills to take advantage of employment opportunitiesQatari youth also lack incentives to work in private sector more than 8 out of 10 Qataris employed in government/government corperationsQNV 2030 and NDS 2011-2016 Human Resources Master PlanQatari Share of Employmen

32、t in Private Sector Extremely Low at all Skills Levels Qataris account for less than 1% of workers in the private sectorOnly in the government sector do Qataris comprise more than half the labour force: but even here non-Qataris account for 47% of employeesQNV 2030 and NDS 2011-2016 Human Resources

33、Master PlanHuman Resource Master Plan (HRMP)Labour Market Sector Strategy Initiative to be Implemented 2014 to 2016Stakeholders in public and private sectors work together for mutual benefit to develop a HRMP for Qatari and non-Qatari labour force HRMP as a tool to improve institutional labour marke

34、t planning capabilities- Meeting labour force needs by aligning labour supply with needs of economy while linking to labour market policies Proposed HRMP activitiesAssess labour force needs by sector in short and medium termSpecify type of higher education and training requirements to meet Qatari la

35、bour force needsDetermining expatriate labour mix required by broad skill levels and sectorDevelop management strategy for maintaining relevance of PlanCommunications about HRMP with stakeholdersQNV 2030 and NDS 2011-2016 Human Resources Master PlanHRMP Supporting Transition Towards Knowledge Focuse

36、d ProductionnQNV 2030 aim of increasing diversified labour force participation of Qataris and targeted participation of non-Qatarisis can be supported through improved human resource planningnCreating a single HRMP that all stakeholders can reference when reviewing policies, regulations and hiring o

37、f employeesnLinking higher education, training programmes, that support attraction and retention of targeted expatriates through increased HR planning nHRMP will takes account of perspectives from Qatar Petroleum and other industry leaders as well as MoLSA, SEC, MDPSAligning Qatars Labour Market Con

38、ditions with its Economic Development AspirationsQNV 2030 and NDS 2011-2016 Human Resources Master Plan Raise net enrolment rates above 95% throughout K-12 Include and operationalise work skills in national curriculaSubstantially increase gross tertiary enrolment ratiosIncrease number of scientific

39、research publications and patentsIncrease labour force participation rates of Qatari men and women Increase proportion of Qataris in the private sector Improve global ranking in labour productivity Increase proportion of high-skilled expatriate labour Implement comprehensive Human Resources Master Plan TargetsTargets Universal and inclusive access to high quality K-12 education Awarene