Building National Competencies الوطنية المهارات نبني
Vocational Education in the UAE:
Challenges, Opportunities & Strategies
Skills for Employability Advisory Group Meeting
Dr. Naji Al MahdiExecutive Director
National Institute for Vocational Education (NIVE)October 2009
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Building National Competencies الوطنية المهارات نبني
• The National Institute for Vocational Education (NIVE) is an initiative of the Knowledge and Human Development Authority (KHDA) of Dubai.
• NIVE aims to provide flexible, high quality, world-class vocational education, benchmarked against professional standards that meets the current and future needs of stakeholders, government, the community, employers and individuals in the UAE and the Gulf region.
The National Institute of Vocational Education (NIVE)
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Building National Competencies الوطنية المهارات نبني
• NIVE is a co-ed institution that provides education for all including students with special needs
• NIVE is currently accredited by BTEC and offers FD, ND and HND programmes in Business, Banking, IT, Health and Safety, and Jewellery Business Management.
• NIVE operates on a demand led business model where programmes are negotiated with sponsors from government, business and industry. The majority of students are recruited into organisations before the start of their programmes.
The National Institute of Vocational Education (NIVE)
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Building National Competencies الوطنية المهارات نبني
• Dubai Strategic Plan 2015• KHDA Strategic Plan• Needs of Business and Industry• Aspiration of Students• The Education Sector
NIVE Drivers
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Building National Competencies الوطنية المهارات نبني
• In Dubai’s Strategic Plan GDP is forecast to grow at 11% annually to 2015
• Post 2015 growth is projected to be led by the service sector
Other
RealEstate
Finance
Transport &Communcation
Construction
Manufacturing
Retail& Tourism
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
AED142BAED157B
AED174BAED194B
AED215B
AED238B
AED264B
AED293B
AED325B
AED361B
AED401B
AED436B
AED474B
AED516B
AED561B
AED610B
AED0B
AED100B
AED200B
AED300B
AED400B
AED500B
AED600B
AED650B
GD
P (B
illio
ns)
11%('07 - '15)
CAGR
11%
8%
12%
12%
16%
12%
7%
8.8%('15 - '20)
CAGR
8%
5%
8%
9%
14%
10%
5%
Note:Source: Dubai Statistical Centre Annual Yearbook, 2005
GDP Growth by Industry, (’05 – ’20)
Dubai Economic Position & Projections
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Building National Competencies الوطنية المهارات نبني
Emirati
WhiteCollar
BlueCollar
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
1,372K1,459K
1,554K1,656K
1,765K1,883K
1,989K2,102K
2,222K2,350K
2,486K2,586K
2,691K2,801K
2,915K3,035K
0K
1,000K
2,000K
3,000K3,100K
Popu
lati
on (
'000
s)
5.4%('05 - '20)
CAGR
5.6%
6.7%
2.2%
Note: Source: Dubai Statistics Centre, Dubai Chamber of Commerce and Industry, Parthenon analysis
• Population is projected to more than double by 2020
• The white collar segment is projected to grow at ~7%
Population Growth by Type, (’05 – ’20)
Dubai Demographics Population Projections
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Building National Competencies الوطنية المهارات نبني
Note: Industry growth rates pegged based on Dubai Strategy Document. Growth biased towards service sector post 2010. Growth accounts for both blue collar as well as white collar workers.Source: Dubai Statistics Centre, Dubai Chamber of Commerce and Industry, Parthenon analysis
Workforce Growth by Industry, (’05 – ’20)
• The workforce is set to more that double by 2020
• The highest growth rates are projected in service sectors such as Finance and Real Estate
OtherFinanceHotels &RestaurantsReal Estate
Housemaids
Transport &Communcation
Trading&RepairingServices
Construction
2005 Construction Trading &RepairingServices
Transport &Communcation
Housemaids Real Estate,Renting
& BusinessServices
Hotels &Restaurants
Finance Other 2020F
944K
564K
207K133K 10K
78K83K 44K 52K 2,115K
0K
500K
1,000K
1,500K
2,000K
2,200K
% Manpowerincrease 140% 128% 162% 17% 157% 175% 367% 40%
5.5%('05 - '20)
CAGR
6%
6%
7%
1%7%7%
11%2%
Workforce Growth Industry Manpower Projections
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Building National Competencies الوطنية المهارات نبني
Emirati
Expat
Emirati Graduates('05 - '20)
ExpatsRequired('05 - '20)
Knowledgeworkersin 2020
CurrentKnowledge Workers
Emirati Graduates Expats Required Total requirementat 2020
110K
25K
118K 254K
0K
50K
100K
150K
200K
250K
300K
• At current tertiary level enrollment rates 25K Emirati students will enter the workforce as skilled white collar workers by 2020• There is a forecasted shortage of 118K white collar workers which will have to be filled by expatriates
Note: Emirati tertiary enrolment ratio taken to be 40%, tertiary enrolment age accounted between 20 and 24, inclusive. Current estimates of Knowledge workers includes UAE Nationals employed by the governmentSource: Dubai Statistics Centre, Dubai Chamber of Commerce and Industry, UNESCO institute for statistics, Parthenon analysis
White Collar Workers – Supply and Demand, (’05 – ’20)
Knowledge Workforce Supply and Demand
Building National Competencies الوطنية المهارات نبني
Labour Market Challenges in the UAE
Issues Challenges
Arabic Language Often incompatible with labour market needs.
Large Youth Population Pressure on education and labour market for first time job seekers.
Education Systems Not outcome-based, lacks benchmarking and progression paths.
Large Government Sector offering more benefits
More pressure for government or semi-government jobs and little focus on private sector and entrepreneurial activities.
Duality of Labour Law Offering more benefits in certain sectors.
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Building National Competencies الوطنية المهارات نبني
Labour Market Challenges in the UAE
Issues Challenges
Youth Unemployment Not enough suitable jobs being created at the lower level and education is not enough for high added value jobs.
Low Female Participation Fewer female employment opportunities and education not geared to job opportunities available.
Expatriate Workforce Large numbers of highly educated expatriate workforce available at lower wages.
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Building National Competencies الوطنية المهارات نبني
Challenges to developing Quality VE in UAE
Issues Challenges
Negative branding perceived as manual labour, as last resort for low achievers as “cul de sac” with no progression
Outside mainstream education
Sets outside the academic systemDetached from business and industryFragmented (in-company, school level, tertiary level, professional development)Poorly funded
Outdated focuses on old skills and technologiesSupply oriented Misinterpreted in business context
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Building National Competencies الوطنية المهارات نبني
Challenges to developing Quality VE in UAE
Issue Challenge
Unknown Standards Lack of benchmarkingNot recognised by HELack of vocational qualification framework Limited examples of good vocational educationNot linked to practices in business and industry
Limited Limited in rangeMostly for males
Weak Quality Culture System attitude towards qualityIntrusive nature of quality
Poorly Rewarded Graduates
Low paid graduateLower status graduates
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Building National Competencies الوطنية المهارات نبني
Opportunities for developing quality VE in UAE
Issue Challenge
Applying a Quality Model Vocational frameworkLinkages with jobs and employersClear specification of curriculaTransparent quality assurance systemBenchmarking
Re-branding VE Integrating VE with HEImproving rewards and status of graduatesOffering international scholarships to VE graduatesPartnering with major employers (including government)National campaigning
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Building National Competencies الوطنية المهارات نبني
Opportunities for developing quality VE in UAE
Issue Challenge
Extending the Range and Levels of VE
Offering multi-level programmesOffering programmes across the range of vocation
Improving the Intake of VE Greater selectivity of studentsOffering career guidancePartnering with schools
Improving Enabling Inputs Teaching and learning (Learning time, Teaching methods, Assessment, feedback, incentives)Teaching and learning materialsPhysical infrastructure and facilitiesHuman resources ( teachers, principals, verifiers, supervisors and administrators)Institutional governance
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Building National Competencies الوطنية المهارات نبني
Opportunities for developing quality VE in UAE
Issue Challenge
Improving Graduates’ Characteristics
AttributesAttitudeBehaviourKnowledge of subjectKnowledge of industrySoft skillsJob specific skillsWork experience
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Building National Competencies الوطنية المهارات نبني
Employee Characteristics most difficult to find
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Building National Competencies الوطنية المهارات نبني
Employee characteristics to develop most in the next 5 years by country (%)
Total IndiaSouth Africa
China UAE Brazil
Base : All Recruitment 194 41 40 31 41 41
Creativity/innovation 43 46 30 42 46 49
Professional qualifications 42 39 48 52 32 44
Ability to work in a team 39 51 28 39 39 39
Leadership skills 38 54 28 45 20 44
Relevant previous experience 31 29 38 48 32 15
Multi-tasking 31 44 28 19 39 22
Academic qualifications 30 32 43 13 24 34
An ability to learn and develop 29 34 28 32 24 27
Commitment to the role 29 37 28 29 22 29
Hard working 28 32 28 29 24 29
Staff management skills 28 34 35 23 24 24
Client management skills 27 32 15 35 20 37
Integrity/honesty 26 29 20 35 12 34
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Building National Competencies الوطنية المهارات نبني
Strategies
• Re-inventing the educational system• Alignment of education with future goals and strategies• Integration of the whole educational structure• Provision of labour market information system• Utilisation of international best practice• Attracting and retaining highly skilled employees• Invigoration of the role of business and industry• Creation of quality assurance and vocational framework
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Building National Competencies الوطنية المهارات نبني
Strategies
• Re-inventing the educational system• Aligning education with future goals and strategies• Integrating the whole educational structure• Creating a labour market information system• Utilising international best practice• Attracting and retaining highly skilled employees• Enhancing the role of business and industry• Creating quality assurance and vocational framework
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Building National Competencies الوطنية المهارات نبني
Strategies
• Re-inventing the educational system• Alignment of education with future goals and strategies• Integration of the whole educational structure• Provision of labour market information system• Utilisation of international best practice• Attracting and retaining highly skilled employees• Invigoration of the role of business and industry• Creation of quality assurance and vocational framework
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Building National Competencies الوطنية المهارات نبني
Strategies
• Re-inventing the educational system• Alignment of education with future goals and strategies• Integration of the whole educational structure• Provision of labour market information system• Utilisation of international best practice• Attracting and retaining highly skilled employees• Invigoration of the role of business and industry• Creation of quality assurance and vocational framework
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Building National Competencies الوطنية المهارات نبني
Thank You
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