© LLLightinEurope, Final Presentation, Brussels September ...€¦ · © LLLightinEurope, Final Presentation, Brussels September 22, 2015 4 Complex job holders experience a sustained

© LLLightinEurope, Final Presentation, Brussels September 22, 2015 2

Income gaps grow with time


Complex tasks

• Optimization of production

• Making predictions

• Making decisions with significant financial consequences

• Teaching

• Planning and organizing work of large teams

Simple tasks

• Following clear and simple instructions

• Cleaning or polishing surfaces

• Serving food

• Organizing limited amount of information

• Filling out forms with known information

• Copy-pasting

What is complex ?


Complex job holders experience a sustained growth of income


Non-complex job holders experience no income growth


The more complex the job, the faster, longer and higher the income


Bottom quintile 2nd quintile 3rd quintile 4th quintile Top quintile

Levels of jobs complexity

The same patterns are also true for USA


The returns to complexity keep on growing

40

% 6

0%

8

0%

6

,5%

7

% 7

,5%

Gains in the rate of return from moving from the least to the most complex job over time


LLLight tested 1129 persons in 40 organization on their skill to solve complex problems


The Complex Problem Solving Skills increase in the same way as complexity in the job increases


Complex Problem Solving skills by company


Complex Problem Solving skills by industry


Complex Problem Solving skills by occupations


Complexity by 220 regions in Europe


With our economic model based on complexity we predict GDP per capita per region very well



• Returns to skills around the world

• Sources and returns to ICT skills

• Learning by problem solving

• The learning effects of skill mismatch

• Human capital effects in leadership

• How companies can overcome education investment barriers

• ….

Further economic analyses LLLight conducted


So what to do? – for instance adult-oriented education


“Solution and Innovation skills”

Mooc was equivalent to a brain

shift. It doesn’t just give

knowledge; it strives to give skills

to find and use the knowledge,

you may not even know you need!


Source: Global Entrepreneurship Monitor, Bosma et al. 2013

Prevalence of different types of entrepreneurship (% 18-64 population iInnovation-driven economies)


Adapted from Stevens and Burley (1997/2003)

© LLLightinEurope, Final Presentation, Brussels September 22, 2015

Focus and research approach

• Employee-driven

– Agri-, food- & fibre industry

– 12 companies

– 234 employees

– > 50 groups

• Latent, independent entrepreneurs

– 257 Students from 2 universities

• Specific Human Capital (Opportunity Competence)

22


Innovative work behaviour and performance

23

Number of ideas adopted by management

Engagem

ent in

inn

ovatio

n


Opportunity competence and innovative work behaviour

24

Identification

Evaluation


Specific role of job tasks and context

Positive influence of:

• Job complexity – how often employees face complex problems in their daily work that take at least 30

minutes to find a good solution

• Job control – the instructions the employees receive regarding the process according to which daily

tasks should be performed

• Individual learning stock – perceived stock of knowledge on the individual level

• Feedforward learning – whether individual learning moves to group learning

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Research Question

What lifelong learning strategies are in place in enterprises and how can they be used towards value creation?

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ENTERPRISE VALUE

CREATION

Learning Systems

& Incentives

Skills Development

Work Design &

Organisation of Work


Research Breadth • semi-structured interviews and confirmatory questionnaire:

28

• 47 interviews

• 182 questionnaires

• 31 EU enterprises

• 163 EU competitors

• 9 EU countries

• 13 EU competitor countries

• 53 industries


Main Finding 1

Soft skills development and transfer to the workplace requires attention

– most highly valued, lacking investment, demand gap

29


Main Finding 2

Workplace climate & contexts need more support

– sense of belonging, ownership, decision-making

– conflicts, burn-outs stress, job insecurity

30


Participating Universities

31


Thank you for your attention

and

please visit www.lllightineurope.com

32

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© LLLightinEurope, Final Presentation, Brussels September ...€¦ · © LLLightinEurope, Final Presentation, Brussels September 22, 2015 4 Complex job holders experience a sustained