For the JSI initiative to be robust and effective, watertight collaboration within the ecosystem of stakeholders is key on multiple fronts.
Shape demand for jobs and skills
Efforts to identify jobs and skills that may evolve at the sectoral level were spearheaded through the Industry Transformation Maps (ITM), Jobs Transformation Maps (JTM) and Industry Digital Plans (IDP). The TACs and unions have an important role given their extensive network. They can also be instrumental in providing in-depth sectoral insights and aggregating demand for jobs and skills. Further, while existing grants and schemes are available for enterprises, they need more direct help in implementing the ITM, JTM and IDP initiatives.
Develop and curate training programs
The training provider landscape today is crowded and can be hard to navigate. Hence, the JSI is expected to work closely with well-established training providers to curate and update programs in line with identified sectoral needs. For instance, polytechnics may be tapped into as a key training partner for the JSI. There should also be a tight feedback loop between identified sector needs and training providers so that the training programs remain relevant.
Consolidate view of worker supply
We expect the JSI to have a consolidated view of the workers undergoing relevant training by JSI training providers. This facilitates their subsequent placement in enterprises and can start with “through-train registration” of these trainees, with support from stakeholders such as unions to build up a worker supply database.
Facilitate “frictionless” matching and user experience
It is critical to design the matching process such that enterprises can access the talent supply easily. Employment facilitation agencies can play a key role in direct matching and supporting workers and enterprises. Additionally, TACs and unions are important multipliers in this effort.
Manage programs and funding
The JSI will need strong program management capabilities to integrate and coordinate the efforts of all stakeholders. This is no simple task and requires dedicated resources. Funding needs to be carefully designed to incentivize the right training and placement outcomes while ensuring that the cost is not prohibitive to workers and enterprises.
Execute with agility
The JSI benefits for enterprises and workers will be manifold. Enterprises gain from increased access to a wider talent pool with sector-relevant skills, shorter time-to-hire, increased productivity, and lower hiring and training costs. Workers enhance their employability through better skills currency and access to improved employment and earnings prospects that support their career development across multiple sectors.
Yet, execution can make or break the JSI initiative. Will it serve as a multiplier to existing efforts or become another layer of coordination?
As we await details of the JSI initiative in the Committee of Supply debate, what is certain is that the JSI, enterprises and workers must adopt an agile mindset to learn, adapt and correct their course as implementation scales up.
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Summary
The Jobs-Skills Integrator (JSI) initiative helps link up industry, training and employment facilitation partners with the aim of translating training into good employment outcomes.
To be effective, the JSI needs to facilitate watertight collaboration between stakeholders across key areas. These include shaping demand for jobs and skills, curating and updating training programs in line with identified sectoral needs, consolidating the view of the worker supply, facilitating “frictionless” matching, and managing programs and funding. Agile execution of the JSI initiative is also crucial.
