Strengthening the economy through advanced labor market information systems

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Today’s changing world places many complex challenges to labor market governance and management: the slowdown of the global economy, the structural shifts and evolving skill demands connected to widespread digitalization, as well as increasingly dynamic career paths with more frequent job switching, geographical mobility and flexibility, and multiple transitioning between education/training and employment.

Advanced labor market information systems are key to improving labor market efficiency

To address these challenges, many governments have established active labor market polices (ALMPs) and public employment services (PES) to help workers find jobs and firms fill vacancies. However, due to the complexity and individual set of challenges in any given labor market, there is no simple answer as to how public employment services should be set up and organized. But a well-thought-out information strategy and infrastructure is certainly critical to the success of any PES. If nothing else, the most recent disruptions have shown that effective ALMPs and PES require agile and flexible frameworks to successfully adapt to rapid and at times dramatic shifts in their labor markets. But even the most agile of frameworks is only useful if it includes a system to identify labor market issues as they arise.

Identifying such issues relies critically on the availability and quality of data, information and analysis. Therefore, establishing an advanced labor market information system (LMIS) is an integral step towards more efficient and targeted employment and labor policies by delivering accurate, relevant and timely information to inform design, implementation, monitoring and evaluation of policies. According to the World Bank, advanced LMIS encompass institutional arrangements between key stakeholders (e.g. policy makers and the education system), collaborative partnerships with private sector actors and advanced technology solutions to gather, validate, analyze, and distribute information related to the labor market that is relevant, reliable, useful, and as comprehensive and up to date as possible.

Combining traditional labor market information with real-time data

Traditionally, labor market information (LMI) was primarily gathered from censuses, surveys, case studies, and administrative data. However, this traditional LMI has a disadvantage that is increasingly cumbersome: lag time. In an ever-faster changing world this carries risks such as policies being outdated before they can be implemented, rendering them ineffective if not obsolete. Therefore, an effective LMIS should also incorporate real-time (big) data from additional sources such as online job portals and networking sites. This type of data is not only much more up to date, it also typically contains more detailed information including job activities and requirements regarding education and skills. However, real-time LMI based on online job advertising data also has significant shortcomings: Apart from the challenges of duplicates and inconsistent levels of detail, it tends to be incomplete. Not all jobs are posted online, in particular, this type of data rarely captures the informal sector and is also often biased toward certain industries or occupations. In addition, the data may be distorted by ghost vacancies posted by non-hiring companies that want to cast a broad net for talent. Accordingly, real-time LMI is a complement to, rather than a substitute for traditional LMI.

Empowerment through interoperability

In addition to supporting policy makers and researchers, a strong LMIS should also provide additional services such as job matching, career and skills guidance and government support services through a government-managed online platform with interconnecting subsystems tailored to the different users. In this way, the LMIS strengthens the functioning of the labor market by helping all stakeholders in the labor market including workers, students, firms, and practitioners to make informed choices on a variety of topics such as job search and hiring strategies, curriculum design, career planning and training investments, and more.

International examples of modern LMIS

Worldwide, several countries offer examples of advanced LMIS incorporating LMI from traditional and big data sources and where the information feeds both into and from multiple interconnecting public interfaces to provide comprehensive, verified LMI for research and policymaking as well as job-matching, career guidance and skills development services. These sophisticated services include state-of-the-art tools and technologies such as AI/ML and big data analysis.

For instance, in Korea, information in the LMIS is used by the Korea Employment Information Service (KEIS) to monitor and evaluate public policies and generate analyses and forecasting for stakeholders such as job seekers, employers, researchers, and policy makers. Data is drawn from national statistics, surveys related to employment and skills, and databases from various interconnected KEIS networks, including HRD-net, a job-training platform, and Work-net. Originally established in 1998 as a publicly managed job-search portal by Korea’s Ministry of Employment and Labor, Work-net now provides comprehensive employment information and support services, including job matching and information on occupational outlooks, working conditions, and skills demand, as well as feeding user-generated data back to KEIS. With the progress of technology, it has added mobile services (2010), big data services (2018), chatbot services (2019) and AI-based job matching services (2020). [1]

The Norwegian LMIS also comprises interconnected subsystems that combine services for labor market supply and demand with data for decision makers and policy makers. The Norwegian Labor and Welfare Administration’s (NAV) online platform for job search and matching services, Arbeidsplassen.nav.no, has been using AI technology since 2019. It contains job advertisements both posted directly on the platform by employers and imported from external, privately managed job portals, as well as a CV database of job seekers, providing a comprehensive overview of the labor market. The system also has access to extensive information on the Norwegian education landscape to enhance the accuracy of job matching and career planning services. This modern digital platform provides automated and highly user-friendly services, and continuously self improves thanks to sophisticated machine learning algorithms in the backend. During the first wave of the pandemic, the system proved scalable by a factor of 8–10 within just a few days to deal with the surge in registrations caused by the dramatic disruptions in the labor market.

The technology behind the semantic search and matching engine and the underlying ontology of Arbeidsplassen.nav.no is provided by JANZZ.technology. JANZZ has been collaborating with several public employment services across the globe to assist their LMIS development. Our services range from state-of-the-art AI-based solutions to gather real-world labor market data and transform it into smart labor market intelligence – including job and resume parsing and automated classification and contextualization of job and skills data – over intuitive and powerful analysis and dashboarding tools that generate actionable insights including skill or workforce gap analyses, training and career guidance or semantic job matching, to designing entire system architectures from scratch. Visit our website and discover the advanced solutions we have created for public employment services or watch the explainer video for our integrated labor market solution JANZZilms!.

 

[1] https://openknowledge.worldbank.org/handle/10986/35378

Is Vietnam the next Singapore?

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JANZZ.technology Viet Nam

Vietnam hopes to achieve high-income status by 2045. The country’s vibrancy is evident by investments in innovation and technology adoption that spur an innovation-driven private sector to build resilient businesses. Vietnam had a GDP per capita of $500 (today’s dollars) in 1985 which was one of the lowest in the world, and by 2021 it had already created a couple billionaire entrepreneurs.[1]

Vietnam’s performance is impressive as it was one of the poorest countries globally that achieved lower middle-income status in under a generation and became a dynamic East Asian economy. Its’ success can be credited to connecting to global value chains and offering favorable conditions to investors—much as it continues to do today according to the Prime Minister of Vietnam.[2] GDP per capita rose three-fold to about $2,800 and poverty drastically declined to less than 2 percent between 2002-2020. The Economist points out “it has been one of the five fastest-growing countries in the world over the past 30 years” ahead of Malaysia, Thailand, the Philippines.[3]

Achieving high-income status is an ambitious goal for a frontier market that already knows much about steady growth and global supply chains. Yet it will require 7% growth per year to achieve. Vietnam knows how to sell its goods abroad; trade exceeds 200% of GDP. Additionally, foreign direct investment (FDI) has been much higher than in China or South Korea for the past thirty years. Global companies were attracted by Vietnam’s cheap wages and stable exchange rate fueling a boom economy. But this export trade is mostly driven by foreign companies and not domestic ones.

With COVID-19, Vietnam had early success limiting the virus and GDP growth remained positive, albeit the lowest in three decades at 2.9%.[4] Yet the Delta variant upended the Vietnamese economy with factories shutting down disrupting supply chains for global companies like Nike, LG Electronics, and Samsung. In the end, the country’s growth outlook performed lower than the world average of 6% between 2% and 2.5%. Nevertheless, it was deep linkages to global manufacturing that sustained Vietnam’s economy in the pandemic.

How does Vietnam achieve high-income status? Answer: Better jobs.

As global uncertainty looms, Vietnam is thinking ahead about its’ future jobs landscape. The country knows it’s overly dependent on FDI and domestic firms underperform. Meanwhile, it’s difficult to remain competitive with increasing wages and ever-changing value chains. So, what can Vietnam do?

For a start, there are limits to what foreign firms can do to drive Vietnam’s development.

Vietnam’s economic success is attributed to its’ 50+ million jobs in recent decades. A big push in services and manufacturing reduced poverty in a country where 3 in 4 Vietnamese work in either family farming, household enterprises (unincorporated, non-farm businesses), or uncontracted labor. Economic growth happened because labor productivity increased alongside wages.[5] Yet Vietnam needs to further develop its services sector improving the quality of jobs if it is to achieve high-income status.

There is a strong government push to foster a Vietnamese chaebol system comparable to South Korea’s. Chaebols are the large conglomerates that helped develop South Korea’s new industries, markets, and export production making it one of the Four Asian Tigers. Vietnam already has the Vingroup with operations across education, health, real estate, and tourism. Developing a system of “national champions” may be the way to offset the widening gap between foreign owned firms and domestic ones, which have more barriers to access capital.

Vietnamese firms can also benefit from the growing Asian consumer class. There is a large consumer market waiting to be untapped in the region, especially if Vietnam expands its knowledge intensive services and modernizes its agro-business sector. Perhaps by creating jobs away from more traditional sectors, it can play a role in developing small and medium enterprises that better integrate into the larger economy and enhances supply chain connectivity.

Of course, this is not to say that Vietnam should forget traditional sectors completely. They represent most jobs in the country, about 30 million. Jobs in farming should diversify agricultural output into higher value-added crops and local value chains. And household enterprises must increase the quality of goods and services to remain competitive regionally and globally.

Human capital investments will be key in fostering an agile workforce ready to embrace tomorrow’s jobs. The Vietnamese labor force should build 21st century skills with adequate education and training. Future industries in Vietnam will require new skills sets, ways of working, and business models to export and expand. Automation may also displace jobs and enable others to become more efficient and productive.

It is evident that trade and consumption is already changing and impacting Vietnam. Much like Singapore, it can remain business friendly and competitive by focusing on public-private collaboration, innovation and digital transformation, and connecting qualified workers to the right jobs.

Here at JANZZ.technology we are ready to assist Vietnam towards its 2045 development goals.

 

[1] The Economist. November 27th, 2021 Edition. Vietnam has produced a new class of billionaire entrepreneurs. https://www.economist.com/business/2021/11/27/vietnam-has-produced-a-new-class-of-billionaire-entrepreneurs
[2] World Economic Forum. October 29th, 2021. Prime Minister of Viet Nam Speaks with Global CEOs on Strategic Priorities in Post-Pandemic Era. https://www.weforum.org/press/2021/10/prime-minister-of-viet-nam-speaks-with-global-ceos-on-strategic-priorities-in-post-pandemic-era/
[3] The Economist. September 4th, 2021 Edition. The economy that COVID-19 could not stop. https://www.economist.com/finance-and-economics/2021/08/30/the-economy-that-covid-19-could-not-stop
[4] International Monetary Fund. March 2021. IMF Country Focus: Vietnam: Successfully Navigating the Pandemic. Washington, DC. https://www.imf.org/en/News/Articles/2021/03/09/na031021-vietnam-successfully-navigating-the-pandemic
[5] The World Bank. Vietnam’s Future Jobs: Leveraging Mega-Trends for Greater Prosperity (Vol. 2): Overview (English). Washington, D.C.: World Bank Group. https://documents.worldbank.org/en/publication/documents-reports/documentdetail/670201533917679996/overview

When it comes to the use of AI in HR, it is past high time

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There are numerous constitutional articles, laws, ordinances and regulations according to which companies must conduct their daily activities. And the number of these legal foundations is constantly increasing. A relatively new piece of legislation in Europe is the EU’s General Data Protection Regulation, or GDPR for short, which was adopted in 2016. The aim of this transnational regulation is to standardize the collection, processing, storage and deletion of personal data by private and public actors.  » Read more about: When it comes to the use of AI in HR, it is past high time  »

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