QNV 2030 and NDS 2011-2016 Human Resources Master Plan
Qatar Petroleum
HR Conference
Qatar National Vision 2030 and
Qatar National Development Strategy 2011-2016
Human Resources Master Plan
Dr Richard Leete
Director, Department of Social Development (DSD)
Mrs Badria Al Harami
Senior Researcher, DSD
Doha
Ministry of Development
Planning and Statistics
May 2012
Doha
4 March 2014
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
Presentation Themes
1
QNV 2030 and Human Development
2
NDS 2011-2016 and Human Development
3
Qatar’s Education and Training Challenges
4
Qatar’s Labour Market Challenges
5
Human Resource Master Plan Initiative
6
Conclusions
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
1
QNV2030 Foresees A Diversified K-Economy
with Increasing Private Sector Participation
Qatar National Vision 2030
QNV built on four
pillars aiming for a
society that
promotes justice,
benevolence and
equality
Human
development
Social
development
Develop
all people
to enable them
to sustain a
prosperous
society
Develop just
and
caring society
with
high moral
standards
and
active role
in global
development
Economic
Environmental
development development
Develop
competitive
diversified
economy
to secure
prosperity
for all in
present and
future
Ensure
harmony
between
economic
growth,
social
development
and
environment
Institutional development and modernisation
Launched in late 2008 by the then Heir Apparent, HH Sheikh Tamim, with
broad national ownership
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
Human Development
QNV’s First Pillar
Qatar’s future economic success increasingly dependent
on ability of people to deal with a global environment that
is knowledge-based and extremely competitive
To meet this challenge
Qatar establishing comprehensive modern
educational and health systems, as well as
increasing skills of its labour force, including aiming
to attract and retain qualified expatriate workers
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
2
From Vision Goals to National Development Strategy
Aligned Around QNV’s 4 Pillars
Institutional Development and Modernisation Cross-cutting
QNV 2030 articulates longterm national development
goals
….launched in October 2008
NDS 2011-2016 defines
programmes and projects towards
achieving QNV goals
….launched in March 2011
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
Qatar National Development Strategy 2011-2016
Integrates 14 Sector Strategies Aligned to QNV 2030
National Planning Framework
Qatar
• Defines national
National
development goals
Vision 2030
National
Development
Strategy
2011 – 2016
• Defines priority national initiatives
for achieving QNV 2030 goals
Mid-term Review 2013
Sector Strategies 2011 – 2016
• Learns lessons and realigns
sector and national initiatives
• Defines priority
sector initiatives
Comprehensive review undertaken of implementation progress of NDS
programmes and projects towards end 2013 to realign initiatives
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
NDS: Multiple Initiatives with Measurable
Outcomes and Targets
Supporting Transition to a Diversified Knowledge Economy
 NDS contains many far-reaching education, training and
labour reforms as vehicle for social and economic
transformation
- high priority to building Qarari human capital of knowledge
and skills
 NDS initiatives aim to balance modernisation and
traditions
- reaping benefits of economic and social development without
sacrificing cultural continuity and national values
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
3
Critical Human Capital Challenges
Education and Training
 Under-achievement in math, science and English
language
 Under-awareness of value of education, especially
among males, despite high rates of returns to
education
 Lack of alignment between the qualifications of
graduates and the needs of labour market
 Institutional and human resource capacity constraints
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
High Rate of Returns to Education for Qataris
But Low Awareness of Value to Education
2008–2012
2006–2007
University
University
(16
years)bb
(16 years)
8.2
8.9
11.1
10.8
Diploma
Diploma
(14
(14 years)
years)bb
14.8
13.8
Secondary
Secondary
(12
(12 years)
years)
9.6
11.3
1.2
4.2
4.5
5.2
Preparatory
Preparatory
(9(9years)
years)
3.4
3.1
5.4
Females
3.7
Males
Primary
Primary
(6 years)a
(6
years)a
Males
3.4
0.1
0.6
0
Females
2.8
5
10
15
Marginal Rates of Return %
20
0
5
10
15
Marginal Rates of Return %
 High economic returns for continuing to diploma and higher levels
 Key decision on schooling taken at end of secondary level but appears to be a lack of
understanding of potential benefits of continuing – need to raise awareness
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
NDS Supports Transition to a K-Economy
Emphasis on Quality Education at All Levels
Knowledge economies are advanced economies that are most reliant on knowledge and less
on natural resources, or labour intensive industries
K-economy industries and specialisations
 According to OECD, the following industries are
considered basis of a k-economy:
– High & medium tech manufacturing
– Finance
– Insurance
– Telecommunication
– Business services
– Health
– Education
 Specialisations that cater to these industries at
a university are:
– Sciences
– Business & economics
– Engineering
– Law
– Pharmacy & medicine
– Higher Education
% of graduates
100
10
80
31
8
28
8
4
14
Sciences
42
Social sciences,
business,
law & services
10
16
16
5
Engineering,
manufacturing
& construction
Health & welfare
35
33
60
20
25
40
9
22
19
14
Non-K-Economy
20
20
25
26
27
33
0
Finland
Rep. of
Korea
Norway
UK
Qatar University
2011/2012
Qatar needs more knowledge graduates.…reforms of
Qatar University and courses of Qatar Foundation’s
Hamad bin Khalifa University helping to meet this need
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
QF’s Education City Universities Catering for K-Economy
and Innovation
Degrees and Diplomas Identical to those in Main Campuses
Academic Bridge Programme 2001 (post-secondary foundation)
Enabler
University
Weill Cornell Medical
College 2002
Carnegie Mellon
2004
Texas A&M
2007
Georgetown School of
Foreign Service 2005
Northwestern University
2008
Faculty of Islamic Studies
2007
Field of Specialisation
 Biomedical research and healthcare targeting women and child
health; utilizing molecular and genetic medicine approaches
 Computer science and management
Scientific and
technical
 Science and engineering, research in environment, process
safety, petroleum reservoirs, telecommunication and power
 International and regional studies, public policy
 Journalism and communications programme
 Relate Islamic legacy to modern challenges and solutions
HEC Paris
2010
 Executive education programmes in financial management;
fostering strategic innovation; and leadership and change
Virginia Commonwealth
1998
 Fashion, textiles design and testing, design sector mapping
University College London
Qatar 2011
Research
 Research in archaeology, conservation, cultural heritage and
museology
Policy, social,
science and
business
Innovative
design
Culture and
heritage
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
Emerging Technical Education and Vocational
Training Pathways to Employment
Technical Workers Backbone of all Economies
Qatar’s current and proposed pathways
Secondary
Technical pathway
Technical
Vocational
Skill
stream
Existing pathways
Technical
and vocational
education and
training institutes
Foundation
College of the North
Atlantic-Qatar,
teacher training facility
of Qatar University
Community college
University
Employment
Preparatory
Academic pathway
Advanced technical and
vocational education and
training institutes
Emerging enhanced pathways
 Qatar opened its first Community College, in partnership with Houston Community College in 2010,
thereby complementing the College of North-Atlantic Qatar
- Internationally recognised diplomas and degrees in support of Qatar’s aim to become a
premier knowledge-based society
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
4
Critical Human Capital Challenges
Labour Market Policy and Regulations
 Qatari labour supply is small relative to size and needs of
economy
 Qatari preference for public sector employment, including
uniformed services, with lack of incentive for skills
upgrading for performance based progression
 Private sector preference for lower skilled workers and low
productivity labour intensive production
 No incentives for higher skilled expatriates to upgrade
their skills with constraints of sponsorship system
 Weak institutional capacity, including between public and
private sectors and in relation to information and data
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
Unprecedented Choices for Young Qataris in
Expanding Labour Market: Unemployment 3%
Overall Qataris Make-up just 6% of 1.3m Workers
But young Qataris often lack relevant skills to take advantage of employment
opportunities
Second chance programmes (technical education and vocational training (TEVT) in
skills and to standards that labour market demands) provide opportunities for
Qatari youth to salvage their life prospects, reduce wastage of valuable human
resources and increase needed Qatari numbers in the workforce
- Qatar Career Fair places increasing emphasis on showcasing training and
development opportunities for young Qataris
Qatari youth also lack incentives to work in private sector – more than 8 out of 10
Qataris employed in government/government corperations
Entrepreneurship has the potential to offer youth a viable alternative employment to
the public sector. But it requires support for project incubation and creation of
culture of risk-taking and innovation
- Enterprise Qatar and ictQatar has begun initiatives to reduce barriers and to
encourage young Qataris to start small businesses
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
Qatari Share of Employment in Private Sector
Extremely Low at all Skills Levels


Qataris account for less than 1% of workers in the private sector
Only in the government sector do Qataris comprise more than half the labour
force: but even here non-Qataris account for 47% of employees
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
Human Resource Master Plan (HRMP)
Labour Market Sector Strategy Initiative to be
Implemented 2014 to 2016
 Stakeholders in public and private sectors work together for mutual
benefit to develop a HRMP for Qatari and non-Qatari labour force
 HRMP as a tool to improve institutional labour market planning
capabilities
- Meeting labour force needs by aligning labour supply with needs of
economy while linking to labour market policies
Proposed HRMP activities
 Assess labour force needs by sector in short and medium term
 Specify type of higher education and training requirements to meet
Qatari labour force needs
 Determining expatriate labour mix required by broad skill levels and
sector
 Develop management strategy for maintaining relevance of Plan
 Communications about HRMP with stakeholders
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
HRMP Supporting Transition Towards
Knowledge Focused Production
Aligning Qatar’s Labour Market Conditions with its Economic
Development Aspirations

QNV 2030 aim of increasing diversified labour force participation of
Qataris and targeted participation of non-Qatarisis can be supported
through improved human resource planning

Creating a single HRMP that all stakeholders can reference when
reviewing policies, regulations and hiring of employees

Linking higher education, training programmes, that support attraction
and retention of targeted expatriates through increased HR planning

HRMP will takes account of perspectives from Qatar Petroleum and
other industry leaders as well as MoLSA, SEC, MDPS
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
What NDS Aims to Achieve by 2016
Knowledgable and Skilled Entrants to Labour Force and
Highly Motivated and Capable Workforce
Education and Training - Outcomes
Targets
 Universal and inclusive access to high quality
K-12 education
 Awareness of skills required for world-of-work
 Alternative pathways to tertiary education and
alignment of TEVT with labour market needs
 Achieving higher level scientific innovation
 Raise net enrolment rates above 95% throughout
K-12
 Include and operationalise work skills in national
curricula
 Substantially increase gross tertiary
enrolment ratios
 Increase number of scientific research
publications and patents
Labour Market - Outcomes




High quality training opportunities for Qataris
Incentives for private sector Qatari employment
Increased labour force productivity
Attracting and retaining high quality expatriate
talent
 Nurturing and managing human resources
Key
Education,
Training &
Labour
Outcomes &
Targets
Targets





Increase labour force participation
rates of Qatari men and women
Increase proportion of Qataris in the private
sector
Improve global ranking in labour productivity
Increase proportion of high-skilled expatriate
labour
Implement comprehensive Human Resources
Master Plan
QNV 2030 and NDS 2011-2016 Human Resources Master Plan
6
Conclusions
Improved Human Resource Planning
 QNV 2030 foresees progressive transformation to
diversified competitive knowledge economy with increased
private sector engagement
 NDS 2011-2016 multiple project initiatives aiming to create
an educated, capable and motivated workforce with focus
on improving outcomes for Qataris
 Qatar must migrate towards a higher wage economy in
which there are incentives for skills development and
investment in capital and technology
 Qatar’s knowledge economy needs migration policies and
labour market regulations to attract and retain talented
workers
 HRMP will guide transformation