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2017/SOM1/HRDWG/WKSP/015

An APEC Business Advisory Council Labour Mobility Agenda

Submitted by: ABAC

Workshop on the Development of an APEC Labour

Mobility Framework Nha Trang, Viet Nam 18-19 February 2017

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An ABAC Labour Mobility Agenda

February 19 2017Labour Mobility Workshop, Nha Trang Vietnam

The Situation

2013 Talent Shortage Survey, The Manpower Group

Global

Asia Pacific

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The Situation

Most difficult to fill talent categories

The Situation

Lack of Technical Competencies

Lack of available applicants

Lack of soft skills

Lack of experience

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The Situation

Skills shortages

Inhibiting investments and economic development across APEC

Job mismatches

Lack of regulatory convergence of

training standards and mutual

recognition of training outcomes

social dimensions of globalization

Going forward

APEC employers believe that improved talent mobility

would have a positive impact

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Going forward

PwC 18th Annual Global CEO Survey

Increasing concern on skills availability

What is the situation?

Economic costs of skills shortages in Asia-Pacific between now and 2030?

USD10 trillion

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Inept management of the challenge

33m international workers under age 20 worldwide – 40% in Asia Corrupt and discriminatory management of

labour movement process These are NOT migrants – they want in due

course to return home. Corrupt practices and crippling costs

persuade workers to “go feral” – creating an immigration problem

Key Considerations: Societal concerns

For the source economy• Loss of human capital – sometimes permanently• Social costs linked to long separation of families

For the destination economy• Uncoordinated approach by business, workers and regulatory agencies• Dangers of workers “going feral”• Poor anticipation of emerging and future needs

For the workers• Earn in secure and safe conditions; Earn while on the job • Regularly return home with transferable skills and knowledge and with fully

portable benefits

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ABAC Three-pronged approach

Comprehensive regional skills map

Better management of the movement of international labour: the “Earn, Learn and Return” model

Regionwide recognition of skills and qualifications

APEC Skills Mapping Project

• Provides an APEC region perspective on critical skills shortages by drawing together available data on employment projections, skills supply and skills shortages in APEC-member economies

• Encourage economies to build on the existing skills map by submitting information on skills shortages

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Earn Learn Return

ABAC seeks to work with APEC to develop animproved framework that can efficiently manage

cross-border labor flows in the region.

• Earn Learn Return: a new and practical set of ideas to manage regional labour mobility effectively

• Not a “one size fits all” approach

• Addresses the circumstances of different economies, sectors and occupations

• Will evolve as circumstances change

ELR concept developed in a 2015 study by PwC, ABAC’s knowledge partner

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Recognition of qualifications

ABAC strongly supports current HRDWG work to improve region-wide recognition of qualifications

• APEC Occupational Standards Referencing Framework developed in 2015

• Not “one size fits all”: build on the basis of pilots

• Priority sectors, developed in collaboration with sector-representative bodies (ICAO, IMO, WTTC):

• Seafarers• Pilots and air traffic controllers• Allied health workers• Tourism industry workers

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Developing a 21st Century Global Worker Model

• Examine industry specific-cases of skills mobility to understand how the ELR model can be applied to different sectors

• Develop recommendations for APEC economies to support the Global Worker Model to present to APEC HRDWG and BMG

Healthcare Worker Mobility

Study by the Ateneo School of Medicine and Public Health and the Ateneo School of Government on how the ELR model can be applied to healthcare workers

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By 2030:

12,800 new aircraft

280,000 new pilots

By comparison with Atlanta today, the world’s busiest airport with 110m passengers a year, 8 Asian airports will handle more than this

(1) A sector-based governance structure built around a new category called the “APEC Worker”

(1) A sector-based governance structure built around a new category called the “APEC Worker”

(2) APEC-wide regulatory convergence on education and training, assessment and certification of skills and qualifications for each position in each sector.

(2) APEC-wide regulatory convergence on education and training, assessment and certification of skills and qualifications for each position in each sector.

(3)APEC-wide regulatory convergence on a transparent and regulated process for the recruitment, job placement, and deployment of workers

(3)APEC-wide regulatory convergence on a transparent and regulated process for the recruitment, job placement, and deployment of workers

(4) A next-generation framework of new services for the APEC Worker, covering insurance, social security, health benefits, etc.

(4) A next-generation framework of new services for the APEC Worker, covering insurance, social security, health benefits, etc.

The ‘Earn, Learn, Return’ Model

The same governing body would also harmonize standards for education and training, assessment, and certification, and would ensure compliance of APEC members

Circular nature of work contracts, with the worker returning home regularlyPlacement fees are paid by employers, not workers.Contracts are renewable to prevent overstaying.

A governance structure arranged by sector and tailored to each sector’s specific needs.

Fresh, viable, and sustainable new category of services that transcend national regimes to meet APEC Workers’ needs.

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APEC Labour Mobility Framework

• Aims to support current and future efforts in APEC to achieve economic and employment growth through the mobility of labour and skills

• Will provide guidance on the type of collective, multilateral, bilateral and unilateral actions economies can take to address labour force imbalances, and the implementation of the APEC Connectivity Blueprint

Framework was presented at SOM 3 for considerationFramework was presented at SOM 3 for consideration

Going forward

A long-term, regional, and sector-based approach to managing the movement of workers and workforce development.

Sustained and inclusive economic growth supportedby workers with the skills and qualificationsdemanded and recognized by the labor market

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Conclusion

• Seek a transparent and rational policy framework for the movement of workers

• Generate inclusive economic benefits for all economies, and all internationally mobile workers

Thank you