Career Mobility Itp Conference2011 Final

Career Mobility: Talent and Career
Management Strategy in a Knowledge Based
Economy

Internationally Trained Professionals Conference
June 8th, 2011, Douglas College, New Westminster, BC

Prepared by Victoria Pazukha, CHRP, CCDP
Principal, Career Mobility Group

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 to
business expansion and/or restructuring
 Intercompany assignments
 Intra company assignments
 International assignments
 The international mobility of an occupation due
to globalization, outsourcing & immigration
 Boundaryless careers and the mobility of
knowledge workers


Why Career Mobility
Extrinsic Factors Intrinsic Factors
 Change happens faster  Adaptation to change
 Globalization & multinationals
 Search for competitive positions
 Pursuit of a good career match
 Knowledge transfer & sharing
 More focus on work-life balance
 Integration of product markets
 Interest in intellectual challenge
 Demographics/aging population
 Search for personal satisfaction
 Increased population migration  Desire for reward/recognition
 Emerged markets and labour force  Connectedness
 Changing organizational structure  Preference for team work
 Multigenerational workforce  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)


Engineer Finance Generalist

Hungary 50 50 30
Central and Czech Republic 50 40 20
Eastern Europe Poland 50 30 15
Russia 10 20 10
Malaysia 35 25 20
Asia India 25 15 10
Philippines 20 30 25
China 10 15 3
Mexico 20 25 11
Latin America Brazil 13 13 8

The Talent Challenge
% of candidates considered suitable for hire
Source: Interview with HR Managers, Hr Agencies and Heads of Global Resourcing Centres,
McKinsey Global Institute analysis

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  Less value for local market
 Range of global experience  “transition penalty”
 Mobility across country and  Stress related outcomes in
organizational borders achieving career success
 Face major life and career  Often underemployed
changes
 Often focus on acquiring
 Alter and internationalize labour additional human capital
pool
 Subjective vs. objective career
 Able to integrate and leverage the and career success
international expertise, language
knowledge and global networks  Some level of disintegration
 Motivation and desire to succeed  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


ITP-s: career research and findings
Most likely Less likely
 Older, married with dependants  Work as a union member
 More than 40% speak at an  Work as a manager
unofficial language at home
 Get a promotion
 Have more years of experience
 Stay longer with current
 Work in a smaller organizations employer
 Work at jobs below their skill level
 Be satisfied with current job
 Earn less
 Be satisfied with current pay
 Be on incentive pay
 Be on job rotation
 Benefit from programs based on
teamwork that are generally
 Benefit more from reward evaluated more subjectively
programs that are based on
objective performance  Get credits for out of country
* Career success of immigrant professional (2) experience

Career mobility & organizations
 Workforce management  OLDT

 Attraction & Retention  Culture, values, goals
 Learning needs/gaps analysis
 Succession planning & Talent
 Work rotation/skills dev-t
management
 Change management
 Motivation & engagement
 Industry CD practices
 Productivity & effectiveness
 Mentorship/direct/reverse
 Individual & organizational goals
 Core competencies dev-t
 Methods of training & dev-t  http://www.youtube.com/watch?v=
 Methods of matching skills and HOzPiAhcmEA – rotation
people  http://www.youtube.com/watch?v=4
 Employer Branding vZYgD_L2aY – advancement
 http://www.kpmgcampus.com/whyk
 Effective workforce practices Career pmg/careermobility.shtml
 Team/Belonging mobility
program
 Employee-employer units

Org
Copyright by Victoria Pazukha 2011. All rights reserved Employee
structure

Career mobility
Obstacles Opportunities

 Professional accreditation  Resourcefulness
 Adaptability/Flexibility
 Local professional  Continuous learning/Innovation
standards protection  Productivity
 Labour mobility laws and  Risk reduction
regulations  Business growth
 Workforce planning/alignment
 Assessment & evaluation  http://www.employment.gov.bc.ca/career
_mobility
 Language competencies  http://www.cvh.on.ca/hr/career-
 Global competencies mobility.php
 http://careermobility.citigroup.com/Mobil
 Biases ity/Mobility/Mobility.jsp?lang=en


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


References
1. 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/categori
es/labour_market_e/sp_615_10_06/page00.shtml


Thank You!

Questions?


Career Mobility Itp Conference2011 Final

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