GRADUATE EMPLOYABILITY
AND INDUSTRY PARTNERSHIP
MR RÉDA ALLAL, ALGERIA
EMMAG FINAL CONFERENCE
VALENCIA, SPAIN, APRIL 2016
In today’s context of heightened global competition, diverse workforce and
operating margins, Human Resources function needs to have a strategic focus in
delivering tangible value to the Business.
Employees are strategic partners who help in building organization. Companies
are very focused on type of employees they are hiring. There are plenty of jobs
in the market and companies spend huge money on getting right kind of
candidate for themselves. At the same time, there are many students who pass
out from various education programs and ready to get into jobs. But still, many
of them do not get a job. It is because company feels that these students are
not employable.
INTRODUCTION
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Young Workforce Gaduates
Unemployment Rates 2015
Algeria Morocco Tunisia
UNEMPLOYMENT ISSUE – MAGHREB REGION
UNEMPLOYMENT ISSUE – MENA
The educated category
in the Arab countries
represents 40 percent
of the total
unemployed
SKILLS DEVELOPMENT
Technical skill ALONE does not make someone
competitive in the job market New generation
of highly skilled
graduates
Communication skills
Team/interpersonal skills
Problem solving
Quantitative reasoning
Business process knowledge
Project management
…
SKILLS DEVELOPMENT
Today's job candidates must be able to
collaborate, communicate and solve
problems – skills developed mainly
through social and emotional
learning (SEL). Combined with
traditional skills, this social and
emotional proficiency will equip
students to succeed in the evolving
digital economy
THE ROLE OF HEI
“Is it higher
education’s mission to
prepare people for
the skills they need in
an up-to-date fashion
for the 21st century?”
The role of universities
is not just in terms of
preparing graduates for
the labor market, but
also in terms of
developing the full,
integrated personality
of an individual
Santiago Iniguez
Dean IE Business School, Madrid
Universities must face the challenges
of teaching or encouraging
entrepreneurship otherwise, and the
difficulty of adapting education
systems quickly enough to keep pace
with rapidly changing labor markets
THE ROLE OF HEI
DIAGNOSTIC
It takes between 12 and 36 months for new corporate
executives to be operational and therefore
profitable
They believe that
universities should
do more
to enhance
employability skills
Over 90% of managers
are struggling to find
qualified managers and
21% of them believe that
the level of staff
qualifications is insufficient
Employers are looking for more skills and fast payback from their employees
Work productively on a diverse team (76%)
Oral/written communication skill (73%)
Think critically and analytically (73%)
Resourcefulness in solving problems (70%)
Understand and communicate quantitatively (60%)
Integrity & ethics (56%)
Understand global cultures and values (53%)
DIAGNOSTIC
DIAGNOSTIC
Overqualified job seekers
Lack of availability of middle managers
Only 5% of academic degrees are professional
Programmes becomes obsolete
Inappropriateness of training for the
employment market
Employers need “job ready” candidates
We must identify the gap
between delivery and
expectation among
institutes and companies
to making student
employable
DIAGNOSTIC
MOBILIY & EMPLOYABILITY - ERASMUS
Erasmus students increase their
advantage over non-mobile students by
42%
“If you study or train abroad,
you are more likely to
increase your job prospects”
The survey results indicate that 92% of employers are looking for
personality traits found to be enhanced by study or training abroad,
such as tolerance, confidence, problem-solving skills, curiosity, knowing
one’s strengths/weaknesses, and decisiveness.
The report adds, “Tests before and after exchange periods
abroad reveal that Erasmus students show higher values for
these personality traits, even before their exchange starts; by
the time they come back, the difference in these values
increases by 42% on average, compared with other students.”
MOBILIY & EMPLOYABILITY - ERASMUS
MOBILIY & EMPLOYABILITY
“Mobilizing talent … is as much
part of the Fourth Industrial
Revolution … as water and steam
were in the first”
“For regulators and governments,
structural reforms to remove
barriers and bureaucracy and the
simplification of labour markets
remain paramount”
Alain Dehaze, CEO of Adecco Group
WEF Annual Meeting, Davos from 20 to 23 January 2016,
under the theme Mastering the Fourth Industrial Revolution
Working with industry leaders help to:
Define competencies
Curricula development to improve undergraduate and
graduate studies
Student internships
Continue to meet regularly to review the competencies
established, ensuring that they stay relevant and up-to-date
Share experiences and best practices with students
Organize business solving camps in universities
Suggest topics for applied research projects
Entrepreneurship education
INDUSTRY – UNIVERSITY PARTNERSHIP
INDUSTRY – UNIVERSITY PARTNERSHIP
Chambers of Commerce and Industry help to stimulate this partnership
Businesses and
universities must
share responsibility
In the globalization context and competitiveness, the role of a university is further enhanced.
University is no longer confined to traditional roles. Universities need to interact with others in
order to be relevant and progressive.
Symbiosis relationships between the university and industry are very significant because the
relationship between those two can foster economic development of a nation and enhance graduates
employability
Responsibility for filling this gap in knowledge must be shared between businesses and universities,
with awareness on both sides of the complexities of the other.
CONCLUSION