May 11, 2016 - Reform Commission and does indicate endorsement by the Government of Jamaica. Ms. Sonia Jackson,. Cross-Cutting Working Group,. TIPC ...
LABOUR MARKET REFORM COMMISSION
Technology, Innovation & Productivity Committee
Synthesis of major cross-cutting recommendations from the TIPC Working Groups
CROSS CUTTING WORKING GROUP
Chair: Ms. Sonia Jackson Commissioner Silburn Clarke Ms. Corent McDonald
11th May 2016
The Cross-Cutting Working Group was tasked to examine the recommendations emanating from the Working Groups on SME, Public Sector Productivity, Human Factors, National Systems of Innovation and on Labour Market Information and to present a synthesis of the major recommendations which emerged from these five Working Groups. Two tables capture the results of this examination and are presented below. Table 1:
Major common cross-cutting themes from across the five TIPC Working Groups
Table 2:
Cross-cutting recommendations by the subthemes of Technology, Innovation, Productivity and Social Affirmation
The views expressed herein is solely a product of the Technology, Innovation and Productivity Committee of the Labour Market Reform Commission and does indicate endorsement by the Government of Jamaica.
Ms. Sonia Jackson, Cross-Cutting Working Group, TIPC, LMRC
MAJOR COMMON CROSS-CUTTING THEMES across TIPC WORKING GROUPS PSWG
HFWG
LMISWG
SMEWG
CULTURAL LEADERSHIP
Clear end-to-end ownership at the leadership level with better engagement of key process stakeholders and improved use of data for accountability and decision making Institute performance management framework and information system for public sector leadership to be held accountable to drive future skills development, technology-led innovation, lean processes and productivity outcomes Support reform with change management and social engagement & Social Engagement Drive policy and best practices to ensure adoption of ICT as primary platform for
Strengthen all authority systems in social space Training in both public and private sector, but especially the public sector, based on perceived and demonstrated reputations of integrity and other meritocratic principles Measure leadership based on leadership maturity levels and provide coaching to develop their levels of maturity in leadership
Develop standards to collect, store, analyse and disseminate labour market information
Training in highgrowth, exportoriented SME’s in areas of Leadership, Collaboration, Technology, Human Factors, Innovation, Productivity, Competitiveness
NSIWG
collaboration and innovation Demonstrate importance, benefits and role of knowledge management, sharing and communication by active participation and facilitation Create awareness among leaders, employees and citizens of their role in supporting process transformation and best use of supporting information systems Actively champion, participate in, and facilitate knowledge management and sharing, and communicate to staff, other public sector
COLLABORATION
CULTURE & VALUE CHANGES
Drive a culture of Collaboration as an essential behaviour in the public sector workplace and the global labour market Encourage collaboration and provide integrated view of government operations Implement a system of incentives and rewards for individuals and agencies who collaborate well Implement a common, shared IT platform to enable collaboration and sharing of data/knowledge
Drive a culture of collaboration as an essential behaviour in the public sector Culture and behaviour change to break down culture of silos within and outside of each MDA
Conduct training workshops to build collaborative skills: between employers and schools, CDA and schools etc. to manage exploitation of children and child labour
Electronic Labour Exchange (through the MLSS), HEART Trust/NTA Among government ministries, agencies, and private sector entities, between users and producers
Independent thought, self-responsibility, integrity and freedom should be should be added to the list of core values Research on contemporary values needed to better
Collaborative networks of firms operating with high quality standards will enable integration into global value and supply chains and negate the limitations of firm size. Globally integrated network of firms enable intra-firm transfer of knowledge and skills The adaptation of the flying geese model to firm networks demonstrates that innovating firms and replicative businesses may coexist in a harmonious polydextrous network or cluster
Mindset change of business culture: toward innovation and global market demands and one that supports and encourages continuous improvement in
Build innovation by engendering firm-tofirm collaboration and alliances Develop a more structured, coordinated, integrated and cohesive linkages among NSI stakeholders Engage publicprivate partnerships in R&D increase output and diffusion of demand lead STI results
Build research & development (R&D) culture led by our policy-makers for pillar sectors of the economy. E.g. Agriculture, Health, Manufacturing
TALENT POOL
Communicate new HR policies, performance management policies, practices and associated rewards (compliance/noncompliance) to leadership and employees
understand the cultural landscape, and how this relates to productivity and performance Government to increase support for the teaching of core values in all areas of the education system Utilise media to promote core values e.g. 'Success with Integrity' campaign Reform education system to improve capacity ⇛Exploit Caribbeanness in behaviour change programmes Training in: interpersonal skills, intra-personal skills, emotional intelligence, and human resource development Assist SMEs in selecting appropriate talent for their organisations - need for affordable access to low-cost tools for conducting psychometric tests, diagnosis and analyses Periodic assessment of engagement and climate in orgs.
Target employers and employees to identify and train persons with no basic qualification or training to become more equipped to deal with their present employment status Implemented programmes (via ICT) to increase human capacity to undertake specific tasks island wide
products, services and processes Reform public sector by building culture of dynamism and agility
Link pay with productivity to quickly adjust compensation Improve the productivity of the workforce through mobile money Capitalize on tech savvy unemployed youth through microwork / Elancing
PSWG
Organizations to employ trained specialist professionals to deal with the psychological wellwellbeing Bolster labour relations law to protect employees HFWG
LMISWG
KNOWLEDGE MANAGEMENT ICT CAPACITY
Review and update all the Acts including ICT that are urgently required for efficient operations in the arena where ICT technology tools are being used Drive policy and best practices to ensure adoption of ICT as primary platform for collaboration and innovation A common public sector collaboration platform for use of email, voice, messaging and other tools by leaders Support reform with change management and social engagement
Take advantage of social media outlets and ICT to enable 'Success with integrity’ media campaign
MLSS information system established as common information system for all information/data flows Increase capacity and instruments to effectively and regularly collect, process and analyse and disseminate relevant and reliable LMI Create programme of awareness-raising among stakeholder Modify and utilize Annual Return Form from the NIS to collect additional data to enrich LMI and to assist with the collection of wage data
SMEWG
NSIWG
Encourage enrolled in LMIS by Public Secondary, Tertiary and Vocational Institutions ⇛Encourage job postings and job search by public sector entities via the LMIS Develop interface between the work permit and the LMIS Implement programmes to increase human capacity to undertake specific tasks island wide Develop programmes and Policies to reduce informality and lack of registration in the economy
KNOWLEDGE MANAGEMENT
Urgent implementation of shared IT services platform to support cross government transformation such as knowledge management Develop Knowledge Management Framework to drive pervasive adoption of KM practices Leaders must actively champion, participate in, and facilitate knowledge management and sharing, and communicate to staff, other public sector
PSWG
HFWG
LMISWG
SMEWG
MACRO ENVIRONMENT INFORMALITY & UNDER REGISTRATION
Community outreach programmes should be funded by the government to encourage out of school males to get certified and trained, and to educate them about some of the negative effects of informality as a value on which to base their livelihood Conduct separate focus groups
Encourage NIS registration and participation to alleviate old age poverty and reduction of state dependency Improve productivity with better educated and skilled workers
Introduce mobile money to increase productivity, compliance & reduce informality
Transform the economy from one that is based on subsistence agriculture, enclave extractive industries, and simple, low skilled manufacturing into one that is based on the production of more knowledge intensive, higher value added goods and services Create knowledgebased society/learning economy to engage and unleash the creative potential of the people (especially in the creation of knowledge intensive businesses) NSIWG
ROLE OF JPC
Address leadership gap in public sector Address the current public sector leadership gap and drive a program of leadership development and change Drive Change Management and social engagement Align people and work better, build capabilities and support front line needs MDAs/JPC
discussions with boys and girls in schools, 10-13 years old, on career options in formal and informal sectors Combat informalism by exploiting Caribbeanness in culturally relevant behaviour change programmes Facilitate analysis of employee and talent pool data by: gender, age, education level, location (rural versus urban) and formal versus informal sectors etc. to complement economic analysis of productivity and innovation In collaboration with research institutions facilitate research on contemporary values to better understand the cultural landscape, and how this relates to productivity and performance Create post for an Industrial/Organizati onal Psychologist or Organizational Behaviour Specialist to conduct analyses
Provide training to the targeted high-growth, export-oriented SME’s in areas of Leadership, Collaboration, Technology, Human Factors, Innovation, Productivity, Competitiveness Develop capabilities within JPC to assess and audit firms for continuous improvements, enhanced productivity and overall business excellence Promote the adoption of the Jamaican BEF through the JPC
LEGISLATIVE FRAMEWORK
Program of legislative change needs to be introduced to encourage creation and adoption of ICT Develop policy framework for collaboration and interoperability across MDA’s Develop a Knowledge Management Framework to drive pervasive adoption of KM practices Implement plan to identify and remove any legislative hurdles to collaboration Define key roles and responsibilities for public
into human factors affecting productivity Facilitate HRD training in the development of a comprehensive package of HRD training options Create a central coordination hub to manage the network alliances and to facilitate collaboration among the providers Collaborate with STATIN to design and execute an annual survey on human factors which impact innovation and productivity Change title of the Ministry of Labour and Social Security to reflect a more positive human growth and development orientation with respect to employees and their workplaces
Develop programmes and Policies to reduce informality and lack of registration in the economy
Proceed immediately with implementation of the Left-Turn-onRed policy Policy, Legislative and Administrative to link pay with productivity Develop macroeconomic policies aimed at reducing the informality and unregistration in the economy
Continue to monitor and assess the legislative and regulatory frameworks to gain and maintain confidence in the IP systems Intellectual Property protection (legislative & regulatory) Adoption of National Systems of Innovation (NSI) policy framework.
sector leaders in driving collaboration and execute HR development and change program Implement a common, shared IT platform to enable collaboration and sharing of data/knowledge Implement a system of incentives and rewards for individuals and agencies who collaborate well
CROSS-CUTTING THEMES By Technology, Innovation, Productivity and Social Affirmation
PSWG
TECHNOLOGY
INNOVATION
PRODUCTIVITY
Drive standardization, economies of scale and fair competition through the use of technology to improved procurement processes Government needs to review and update all the Acts, such as the Electronic Transaction Act and the Evidence Act, that impact the use of electronic/digital data for storage and dissemination of information Review and update all the Acts including ICT that are urgently required for efficient operations in the arena where ICT technology tools are being used Drive policy and best practices to ensure adoption of ICT as primary platform for collaboration and innovation Leaders to use a common public sector
New collaborative behaviours are required to support individual and team-level innovation as a means of driving productivity. Existing procurement policies need to be changed to deliberately encourage the development of the local future skills and SME participation required for innovation and productivity, rather than continuing to depend on the importation of these key capabilities. Leadership to take the lead in implementing Key Performance Indicators that are directly linked to productivity and innovation, and be held accountable for these outcomes through effective performance review processes
Existing procurement policies need to be changed to deliberately encourage the development of the local future skills and SME participation required for innovation and productivity, rather than continuing to depend on the importation of these key capabilities. Public sector leaders should take the lead in implementing Key Performance Indicators that are directly linked to productivity and innovation, and be held accountable for these outcomes through effective performance review processes Public sector leaders must lead the process of changing the organizational structures and associated review processes to support the goal of productivity, adopting technology,
SOCIAL AFFIRMATION
collaboration platform email, voice, messaging and other tools Leadership to drive future skills development, technology-led innovation, lean processes and productivity outcomes. Leadership to implement IT Systems to support Knowledge Management. Public sector leaders, employees, along with citizens to be made aware of their role in supporting process transformation, including best use of supporting information systems. Culture of silos within and outside of each MDA needs to be broken down through leadership, training, discussions, reinforcement, and the use of technology GOJ to encourage common, governmentwide shared HR IT platform service that supports the implementation of new HR policies and practices
where appropriate, to support the transformation.
HFWG
Public sector leaders must lead the process of changing the organizational structures and associated review processes to support the goal of productivity, adopting technology, where appropriate, to support the transformation. Take advantage of social media outlets and ICT to enable 'Success with integrity’ media campaign
Employee and talent pool data should be analysed by gender, age, education level, location (rural versus urban) and formal versus informal sectors etc. to complement economic analysis of productivity and innovation Research on contemporary values is required to better understand the cultural landscape, and how this relates to productivity and performance. JPC should create a post for an I/O Psychologist or OB Specialist who can use the psychosocio-cultural framework to conduct analyses into human factors affecting productivity, complementing the current work of the JPC
Programmes should be implemented to increase human capacity to undertake specific tasks islandwide (MIS, Employment services, career development officer, corporate communication officer, admin) Reform education system in general, but at least to educate and train the talent pool based on findings of the consultants’ report GOV to increase support to infuse teaching of core values in all areas of the education system Independent thought, self-responsibility, integrity and freedom should be considered for addition to the list of core values for Jamaicans in Vision 2030 if consultations deem them applicable
Success with integrity’ media campaign – should be funded by the government to empower specific groups/agents to promote productivity and integrity, as well as other positive national values
LMISWG
MLSS information system established as common information system for all information/data flows Increase capacity and instruments to effectively and regularly collect, process and analyse and disseminate relevant and reliable LMI Modify and utilize Annual Return Form
Teaching of civics in primary schools should be extended into secondary schools and reinforced throughout the curriculum Exploit Caribbeanness in behaviour change programmes: change programmes that follow a strictly formal approach are unlikely to be successful in changing the ‘masses Training should include but not limited to interpersonal skills, intra-personal skills, emotional intelligence, and human resource development
SMEWG
from the NIS to collect additional data to enrich LMI and to assist with the collection of wage data All persons enrolled in Public Secondary, Tertiary and Vocational Institutions should register their skills with the LMI Encourage job postings and job search by public sector entities via the LMIS Develop interface between the work permit and the LMIS Implement programmes to increase human capacity to undertake specific tasks island wide Develop programmes and Policies to reduce informality and lack of registration in the economy The Jamaica Productivity Centre would be tasked with delivering training to the targeted high-growth, export-oriented SME’s in areas of Leadership, Collaboration, Technology, Human Factors, Innovation, Productivity, Competitiveness
The Jamaica Productivity Centre would be tasked with delivering training to the targeted high-growth, export-oriented SME’s in areas of Leadership, Collaboration, Technology, Human Factors, Innovation, Productivity, Competitiveness
a)
Link pay with productivity Develop a clear, unambiguous, sustainable and equitable method to align compensation with productivity Develop capabilities within JPC to assess and
Identify feasible market opportunities for microwork and e-lancing
Encourage broad-based indigenous innovation by modernizing access to patenting Explore innovative options to increase funding solutions to the high-growth, exportoriented sector
NSIWG
The overall objective of a well-developed STI sector is to supported by an effective National System of Innovation (NSI) that will: a) engage and unleash the creative potential of the people (especially in the creation of knowledge intensive businesses) influence by a knowledge-based society/learning economy . b) enable sustainable exploitation of natural resources towards the development of vibrant export driven industries.
Transformation of economy from efficiency-driven economy to innovativecentric (knowledgebased, learning economy augmented by other critical factors within the economy) Transition must be strongly supported by a knowledge-based society /learning economy augmented by other critical factors within the economy and strongly recommends the adoption of National Systems of Innovation (NSI) policy framework.
audit firms for continuous improvements, enhanced productivity and overall business excellence Leveraged electronic payment services in order to reduce the adverse productivity impact of the current practices, that of workers losing time in banks in order to access funds Mobile Money Strategy for increasing productivity, increasing compliance and reducing informality
Eg. Nutraceuticals, agrobased products, c) catalyse economic and quality employment expansion in various areas of the economy such as manufacturing d) advance domestic and international trade competitiveness through infrastructural development to guarantee efficiencies and effectiveness in the country’s trading relationships
Develop a national R&D budget with buy-in from key stake holders e.g. SRC Implement fiscal and monetary policies to create more R&D activities supporting innovation from the private sectors Sustainable curriculum reform in the areas of the natural sciences, and applied mathematical sciences to augment existing STEM programs Engage stakeholders who are developers of infrastructures necessary for innovation initiatives Engage and unleash the creative potential of the people (especially in the creation of knowledge intensive businesses) influence by a knowledge-based society/learning economy Engage public-private partnerships in R&D activities towards the development of commercialized products and services for the domestic and international markets
REFERENCES: Barrett, A., Tennant, V., Cooke, K., Ivey, P., & Kahwa, I., & Clarke, S., (2016). Reforming Jamaica's National Systems of Innovation. Technology Innovation Productivity Committee LMRC. Technical Report. DOI: 10.13140/RG.2.1.2384.1685 Clarke, S. S. A. (2010). Building a knowledge society one individual at a time: a multi-level review. Clarke, S., & Goodleigh, L., (2015). Terms of Reference of the Technology, Innovation and Productivity Committee, Labour Market Reform Commission. Technical Report. DOI: 10.13140/RG.2.1.3823.8887 Clarke, S., Jones, A., Douglas, C., & Duncan, N., (2016). Towards a talent-driven outward-oriented globally-competitive SME framework : Discussion Paper. Technical Report. Report number: Report #3, Affiliation: Labour Market Reform Commission, Technology, Innovation & Productivity Committee. DOI: 10.13140/RG.2.1.1461.032. Clarke, S., Jones, A., Ramkissoon, M., Eyre, M., Tennant, V., Barrett, A. P., Douglas, C., Jackson, S., Oliver, G., Cooke, K., Gregory, R., Oliver, G., Briscoe, T., Gutzmer, D., Kahwa, I., Thomas, R., Savage, M., Duncan, N., (2015). Discussion Paper; Technology Innovation Productivity Committee LMRC. Working Paper. Technology, Innovation & Productivity Committee. Labour Market Reform Commission. DOI: 10.13140/RG.2.1.4800.6162 Eyre, M., Tennant, V., Douglas, C., Jackson, S., Cooke, K., & Clarke, S., (2016). Labour Market Reforms for enhancing Public Sector Productivity in Jamaica. Technical Report. Public Sector Productivity Working Group, Labour Market Reform Commission, Technology, Innovation & Productivity Committee. DOI: 10.13140/RG.2.1.2264.1048 Ramkissoon, M., Tennant, V., Jackson, S., Briscoe, T., & Clarke, S., (2016). Human Factors Affecting Productivity in Jamaica: Technical Report on Preliminary Findings. Human Factors Working Group. Technology, Innovation & Productivity Committee. Labour Market Reform Commission. DOI: 10.13140/RG.2.1.1589.6729 Tennant, V., Jackson. S., McKenzie, S., Clarke, S., (2016). Review of the Labour Market Information Systems of Jamaica. Technical Report Labour Market Information Systems Working Group. Technology, Innovation & Productivity Committee. Labour Market Reform Commission.
