The Global Auction - Education and Employers Taskforce

1、Hugh Lauder - University of BathPhillip Brown - Cardiff UniversityInaugural Education and Employers Taskforce conference: The Point of Partnership - understanding employer engagement in education Learning Isnt Earning: How the Global Auction for Jobs is Breaking the Promise of Education:The Second C

2、risis of Western CapitalismTechnological Evolution Knowledge Economy;The Age of Human Capital - Education, Jobs and Rewards;Comparative Advantage:Developed Economies = Quality (Brain)Developing Economies = Price (Body)Western Win, Win In the past, material forces were dominant in national growth, pr

3、estige, and power; now products of the mind take precedence. Nations can transfer most of their material production thousands of miles away, centring their attention on research and development and product design at home. The result is a new and productive partnership between “head nations, which de

4、sign products, and “body nations, which manufacture them , The Rise of the Virtual State, 1999.Head and Body NationsHigh Skilled Magnet EconomyHigher SkillsRaising Quality StandardsInnovation and R&DForeign TalentEfficiency & Justice Learning = EarningPolicy SolutionThomas Friedmans The World is Fla

5、t?The World is Uneven, Fragmented & Uncertain Question Promise of Education, Jobs & Rewards (Knowledge Economy)Global Auction = Dual Auction:Forward/Progressive (High Skills, High Wages)Reverse/Dutch (High Skills, Low Wages)Punch LineThe Global Auction for JobsFor many but not all graduates the Glob

6、al Auction is a Dutch Auction. There are four elements to this:The globalization of high skills.The quality=cost revolution.Digital Taylorism.The War for Talent.Examine Views of Transnational Companies;Examine Views of Senior Policy-Makers, including China & India.Research BackgroundSeven Countries

7、- Britain, China, Germany, India, Singapore, South Korea, and the United States; Core Sectors Automotive, Financial Services and ITC/Telecoms;Company Interviews: 125 company interviews = 105 outside of UK;Policy Interviews: 65 policy interviews = 43 outside UK.Research BackgroundHE enrolments double

8、d within a decade from 33.4 to 62.9 million (1995-2005);China overtaken US with over 20 million in HE (2006). Now 27 million enrolled in HE;Over 60 percent of engineering doctorates were awarded to foreign students in both American and Britain.1/ Globalization of High Skills We have an “inside out,

9、not outside in model which is very clever. It gives us more flexibility over what to do where Senior Indian Manager, EU Electronics, Mumbai What is really different here is research, we generate ideas for the frontline to useThese are the areas that we find that talent is delivering to an even highe

10、r standard than expected. Were not doing those menial call centre type jobs. Its global work and thats where we think weve been able to add a lot more value than what was initially expected and that will continue. Senior Indian manager, US Bank, Mumbai 2/ QualityCost RevolutionKnowledge Work Working

11、 Knowledge Simplify Codify Standardise Digitalise Standardisation in terms of IT has become hugenot only standards for a single customer but across countriestechnology is the ultimate equaliserit will drive globalisation, drive changeI hope that people dont get reduced to the state of dronesbut I th

12、ink increasingly employment will shrink.Chief Information Office, Financial Services. 3/ Rise of Digital Taylorism Developers (creators)Demonstrators (executioners)Drones (digital routine)Three Kinds of Knowledge Workers?:Segmentation of High Skilled Labour;Performance Not Simply Skills; Its more im

13、portant to get great talent, since the differential value created by the most talented knowledge workers is enormous. McKinsey Consultants.4/ War for TalentGlobal Skill Webs Competitive advantage through people leverage global supply of skills, knowledge, talent., etc.;Value is created through webs

14、of skills/capability that cut across traditional relationships between employees, suppliers, companies, universities, etc. within the global economy.Internationalisation/De-nationalisation of HR Strategies;TNCs will use different strategies but common pressure points Knowledge arbitrage.The Conseque

15、nces?The problems:Massive public and private debt;Fundamentally unbalanced economy;Three forms of market failure: Banking, reliance on the state, lack of private employers in significant parts of the country.Income for graduates polarising;A highly unequal tertiary education system.Solutions?This conference is an important start.An appreciation of the difficulties employers, especially SMEs and education face.Sophisticated industrial policy not to pick winners i