Universitas Negeri Jakarta (UNJ)
Gerard Polla: gerardp@binus.edu
Advancing Strategic Alliances and
Partnerships with International
Institutions in Enhancing
Employability and Entrepreneurship
Gerard Polla
gerardp@binus.edu
Curiculum Vitae
Name
Position
Address
: Gerard Polla, Prof. Dr. Drs. M.App.Sc.
: Professor in Mathematics Statistics FMIPA UNJ
Former Rector of BINUS University (2005 – 2009)
Academic Advisor of BINUS University
Director of Graduate Program BNUS University.
: gerardp@binus.edu
Publication
: In some International Journal Scopus Index and you
see at “Scholar Google .com”. Etc.
Product
: Write Books, Modules in Mathematics, Computer
Speakers
: In many forums at National or Internationals
conference, or workshop, or Training etc.
Agenda
1.
2.
3.
4.
5.
6.
7.
Introduction
Strategic Alliances & Partnership
Factors Hindering Strategic Alliances
Success Keys and Building Strategic Partnership
Enhancing and Employability
Key Employability Skills & Challenges
Conclusion
Introduction
• The development of IT and business is growing very
fast which has given impact in every aspect of human
life including the educational aspect.
• The demands for quality of HE graduates continue to
increase in both knowledge and skills.
• How to produce graduates who are qualified and
acceptable for work at the International level and in
the global market.
• In fact there are many graduates are not acceptable in
the global market (industry, international companies
etc)
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Introduction
• Industry is asking higher standards of
requirements for new employees. One of the
biggest challenges for the HE is: most of
graduates cannot be accepted in the global
market.
• Indonesia is experiencing very rapid transitions
in many aspects of life such as switching to a
modern industrial society, facing considerable
economic construction as well as
transformation to political democracy and to a
more mature multi-cultural society.
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Introduction
• These will give contributions to the change of
employment and entrepreneurial environment.
• It is expected that universities in Indonesia will
be able to produce graduates who can compete
at International level and its graduates can be
accepted to work in the global market.
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Introduction
• The rapid growth of Higher Education (HE) has
been expectations increasing and governments
seeking to widen participation.
• There are now an urgent need for HE
institutions to address the issue of graduate
employability.
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Introduction
• We are need to discuss how an employabilityfriendly curriculum can be developed, which
cover a range of topics including:
–
–
–
–
The challenge of employability
The enhancement of practice
Assessing for employability
The skill plus project
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Main Problem
• The main problem lies in that most of the
graduates do not own good academic quality and
the sufficient working experience as expected so
that they can not be accepted in the global
market.
• They are the lacking of the technical and hard
skills plus there is the lack of interpersonal skill,
not enough international experience, not ready
for working process and so on.
• Therefore, the problem would be, “How to
increase academic quality of graduates”?
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Solution
• Higher Education institutions need to find ways to
advancing their strategic alliances and partnerships
with international institutions in order to enhance
employability and entrepreneurship skills of
Indonesian students.
 Some recommendations to answer to the problems
mentioned, that is Indonesian Higher Education
needs a system breakthrough which will enable them
to develop strategic alliances and partnerships with
international institutions for enhancing employability
and entrepreneurship of Indonesian students.
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Strategic Alliances
• Strategic alliance is an agreement between
two or more organizations to cooperate in a
specific business activity, so that each
party would receive mutual benefits from
each other’s strengths, and gains
competitive advantage.
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Strategic Alliances
• Strategic alliances involve the sharing of
knowledge and expertise between partners as
well as the reduction of risk and costs in areas
such as relationships with suppliers and the
development of new products and technologies.
• Alliance strategy became one of the most
important part is important in an organization to
gain access to new knowledge and improve the
existing knowledge within the organization.
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Current Condition
• Strategic Alliances is a strategy in which
organizations seek to incorporate some of the
resources so as to create a competitive
advantage.
• Every organization involving in an alliance would
need to have the resources and specific skills in
a field. Capabilities will become Core
Competencies of the organization. However, if
capacity has not been able to become the Core
Competencies, the organization will start
planning to make alliances.
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Current Condition
• In some alliances, there is a partner that is more
aggressive and contrastingly, there is also more
passive partner. Many of the cooperation are not
successful because the alliance made by the
organizations failed, as the parties working
together do not trust each other.
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Factors Hindering Strategic Alliances
1.Risk of leakage of knowledge:
In building the alliance, it may appear that the
essential knowledge can leak out from an
organization. Organizations involved in
strategic alliances are therefore motivated to
protect their organization's specific knowledge.
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Factors Hindering Strategic Alliances
2. Knowledge that will be used is tacit
Tacit knowledge cannot be fully or easily
articulated and codified, and cannot be easily
taught to others, and not easily visible when
observed. It is wise to realize that the alliance
does not close the possibility that knowledge
to be used in the process can still be tacit.
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The Benefit
The Benefit of Strategic Alliances
1.
2.
3.
4.
Ease of market entry :
Shared risks:
Shared knowledge and expertise:
Synergy and competitive advantage:
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Success Keys
Success Keys for Strategic Alliances:
1. Increasing trust between parties in alliance
2. Establish an independent team to start the alliance
3. All parties involved in the alliance have to contribute
in the process of knowledge acquisition and
knowledge sharing
4. Organizations must make protection of their Core
knowledge
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Building Strategic Partnership
1. Strategies for Curriculum Internationalization
2. Using Online Program to Increase Academic Quality
of Graduates
Examples: BINUS Online Learning Success Story
Advantages of BINUS Online Learning:
1. Flexible: one semester is the regular period
2. Good quality: students learn from the experts in
each field or subject
3. Rich and applicable learning: students are facilitated
to learn from many different sources, to enhance
applicability and rich array of knowledge.
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Enhancing Employability
• Employability skills are defined as skills
required not only to gain employment, but also
to progress within an enterprise so as to
achieve one’s potential and contribute
successfully to enterprise strategic directions.
(DEST, 2002)
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Enhancing Employability
• Entrepreneurial Skills can be defined as the
ability to create something new with value by
devoting the necessary time and effort,
assuming the accompanying financial, psychic
and social risks, and receiving the resulting
rewards of monetary and personal satisfaction
and independence (Hisrich & Peters, 2002)
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Developing Employability Skills
Employability defined
• ‘Employability skills are defined as skills required
not only to gain employment, but also to progress
within an enterprise so as to achieve one’s
potential and contribute successfully to enterprise
strategic directions.’ (DEST 2002a)
Personal Attributes
The Employability Skills Framework incorporates the following
personal attributes that contribute to overall employability:













loyalty
commitment
honesty and integrity
enthusiasm
reliability
personal presentation
commonsense
positive self-esteem
sense of humor
balanced attitude to work and home life
ability to deal with pressure
motivation
adaptability.
There is no doubt that enterprises saw the inclusion of these
attributes as a new and essential component of employability skills.
Key Employability Skills
The key skills identified in conjunction with the personal attributes to make
up the Employability Skills Framework are:
 communication skills that contribute to productive and harmonious
relations between employees and customers;
 team work skills that contribute to productive working relationships and
outcomes;
 problem-solving skills that contribute to productive outcomes;
 initiative and enterprise skills that contribute to innovative outcomes;
 planning and organizing skills that contribute to long-term and shortterm strategic planning;
 self-management skills that contribute to employee satisfaction and
growth;
 learning skills that contribute to ongoing improvement and expansion in
employee and company operations and outcomes; and
 technology skills that contribute to effective execution of tasks.
Learning Experience
Values, Etiquettes, Skills, Competence, Knowledge
Leadership
General
Management
Time Management
Study Skills, Etc
Etiquette
Personal Grooming
Job-Related Material
Motivation
Etc
Lecturers, Staff,
Senior
Students,
Pool Alumni,
of
Pool
of
Pool of Businessmen,
Government
Social Workers
Talents 1 Employees,
Talents 2 Talents
3
Pool of
Talents 4
Research and
Academic-Related
Material
Competition
Etc
Counselors
Advisors
Mentors
Etc
Analysis of Graduates
• Our analysis implies that many HE institute will need to
change. Many universities will need to re-form themselves
to transform if they are to provide the programmes that
make for employability.
• Employer organizations often criticize the standard of
new graduates saying that they leave HE without enough
business sense, understanding of the real world and
readiness for work.
• Soft skill, personal qualities, dispositions and other
achievements are valued. An implication is that the
undergraduate years need to be years of transformation
•
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Transformations
• Students should be transformed academically,
They should be transformed by recognizing that
academic achievements are not the only ones
that matter; other are legitimate and necessarysoft skills for example
• They should be transformed in their ability to
represent the range of their achievements which
will often imply that they will be adding
achievements to working autonomously, self
management for example.
•
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Capable People
Capable People have confidence in their ability to:
1. Take effective and appropriate action
2. Explain what they are seeking to achieve
3. Live and work effectively with others, and
4. Continue to learn from their experiences both
as individuals and in association with others, in
a diverse and changing society.
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Your Key to a Successful Life
Soft Skills
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Hard Skills
Your Key to a Successful Life
ENGLISH/
JAPANESE /
CHINESE
Soft Skills
NUMERICAL
V
SKILLS
ICT SKILLS
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Your Key to a Successful Life
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Great
Graduate
s
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• World-Class Competence
• Good E & E Skills :
– Self Management
– Planning & Organizing
– Communication Skills
– Teamwork
– Problem Solving &
Decision Making
– Initative & Enterprise
• Good Character
• Positive Attitude
What are
Entrepreneurship Skills?
Are the skills : Transferable skills
 Employability skills
 Business skills
 Graduate skills
 Engineering skills?
Classification of
Entrepreneurial attributes
1.
2.
3.
4.
5.
Intellectual skills
Professional skills
Transferable (Key) skills
Knowledge & awareness of
Attitudes
Industry wants Engineers with
Entrepreneurial skills
Which can include :
• Ability to recognise an opportunity
• Research skills
• Decision making and goal setting
• Planning
• Critical thinking
• Adaptability and flexibility
• Communication and team-working etc.
Graduate Attributes
English/
Chinese/
Japanese
Proficienc
y
BINUS
Graduates
WorldClass
Technical
Competenc
e
6 Key
Soft Skills
Employability &
Entrepreneurial
Skills
Numerical
Literacy
ICT Skills
Personal Attributes that contribute
to overall employability
•
•
•
•
•
•
•
•
•
•
•
•
Loyalty
An ability to deal with pressure
A sense of humor
Personal presentation
Adaptability
A balanced attitude to work and home life
Positive self esteem
Reliability
Commitment
Motivation
Common sense
Enthusiasm
6 Key
Soft
Skills
Six Key Soft Skills
SelfManagement
Team Work
Communication
Problem Solving
& Decision
making
Planning &
Organizing
Initiative &
Enterprise
Conclusion
•
Strategic alliances open up opportunities for
organizations to gain knowledge and leverage
strengths with partners.
•
Employability skills are critical to economic
competitiveness and to the ability of individuals to
get and progress in work.
•
To enhancing knowledge management through
strategic alliances or partnership the first factor is
to make the alliances and the partneship succeed
as well.
Conclusion
•
To make the inisiatif of knowledge management
running succesfully in the strategic alliances as
their objective. The company has to make the
environment as comfort as possible.
•
Implementing knowledge partnership, the strategic
alliances can get the benefit of the knowledge as
maximize through their partnership at all levels
without creating the barriers between organization
and the individual.
Conclusion
• Institution, as collectivities, are expected to
respond to the expectations of governments
and their agencies.
• Curricula will need refocusing in some contexts
if students are ton be as fully equipped as
possible to make clams for employability.
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References
• Adam, S. (2001). Transnational Education Project: Report and
Recommendations. Confederation of European Union Rectors'
Conferences, University of Westminster. Retrieved May, 2005 from http
://www. crue. org/espaeuro/transnational education project. pdf Allen, M.,
• Akio, T. (2005). “The logic of strategic alliances”, Institute of International
Relations and Area Studies, Ritsumeikan University, 2005.
• Arash Najmaei, Zahra Sadeghinejad, Competitive Strategic Alliances
Through Knowledge Value Chain, International Review of Business
Research Papers Vol. 5 No. 3 April 2009 Pp. 297‐310
• Bennett, N., Dunne, E., and Carre, C., (2000) Skill development in
Higher Education and Employment. Buckingham: Society for Research
in Higher Education and Open University Press.
• Brennan, J. (2003) Graduate Employability: 10 Issues for Debate and
Inquiry. Mimeo London: The Centre for higher education Research and
Information (mimeo).
•
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References
• Connell J And Voola R. 2007, “Strategic Alliances And Knowledge
Sharing: Synergies Or Silos?”, Journal Of Knowledge Management Vol.
11 No. 3 2007, Pp. 52-66.
• Hamel, G. (1991) Competition for competence and inter-partner learning
with international strategic alliances, Strategic Management Journal, 12:
83-103.
• Harvey, L., Locke, W., and Morey. A., (2002) Enhancing Employability,
Recognizing Diversity. London: Universities UK;
• Iyer 2002, “Learning in Strategic Alliances: An Evolutionary Perspective”,
Academy of Marketing Science Review, , 2002 No. 10.
• Janczak, Sergio. 2008. “Knowledge and Learning in Strategic Alliances:
how to learn with cooperation”. Problems and Perspectives in
Management, Volume 6, Issue 1, 2008
• Knight, P.T., and Yorke, M., (2003) Employability and good learning in
higher education. Teaching ln Higher Education, 8(1), 3 – 16.
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References
• Najmaei, Arash and Sadeghinejad, Zahra. 2009. “Competitive Strategic
Alliances Through Knowledge Value Chain”. International Review of
Business Research Papers Vol. 5 No. 3 April 2009 Pp. 297‐310
• Peter, K., and Mantz, Y., (2004) Learning, curriculum and employability
in higher education.
• Pownall, H., and Rimmer, J., (2002) Employability and the curriculum:
keys to success in integrating work and learning in Europe: ASET
Annual conference proceedings, education and training 15-17.
• Shelly Yeo, Peter Taylor and Martijntje Kulski. (2003) Quality Assurance
monitoring of Transnational On-line teaching and learning in higher
education: a constructivist perspective.
• Taylor, P.G., (1998) Employability skills: from corporate wish list to
government policy. Journal of Curriculum studies in higher education,
23(3), 269-79.
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Q&A
terima kasih
to help
student
to become
smart
to help
student
to become
smart
and and
good
thank you