OF ALL the proposals floated in the recent
White Paper on Population, the best idea in my view is the suggestion
that we develop a Singaporean core in the workforce.
This would not have been possible in 1960, when many workers barely finished primary school.
Today, 60 per cent of school cohorts go on to
tertiary education at universities, polytechnics or Institutes of
Technical Education.
Our four universities and six polytechnics
confer degrees or diplomas on some 30,000 graduates a year across the
knowledge spectrum.
These young minds offer us the perfect
platform for building up a Singaporean core. Though they may have
outstanding academic achievements, they may not all be job ready. Just
as our full-time national servicemen have to complete Basic Military
Training to be battle ready, similarly, we need to train and induct
trainees before putting them to work.
Much more effort needs to go into giving our
well-educated young talent the necessary support to help them build on
their core competence, so they can perform at the workplace and truly
become part of a sterling Singaporean core. This cannot be left to the
whim and fancy of individual companies.
I would therefore suggest that the $3.6
billion set aside by the Ministry of Finance for the Work Credit Scheme
(WCS) to support wage increases for those for those earning up to $4,000
a month be used instead to pay the salaries of young cadets for one
year. At the end of the year, the employer can decide to offer them jobs
or release them back to the market.
The employer will be required to reimburse
MOF half the stipend paid to those who are rejected for whatever reason.
This clawback is necessary to ensure that HR departments organise
training and induction programmes with serious intent to retain suitable
cadets.
In my view, only the medical faculties of
universities run proper internship programmes. Others do not. It is fine
to say that trainees have to learn on the job. Far too often, I have
seen young cadets virtually left to their own devices. In time, they
become frustrated and even cynical.
The key performance indicators of the CEO,
head of human resource and other operating departments should measure
how well they train their charges. For example, KPIs should track the
number of new cadets they induct successfully into their organisation
each year. The Board Member chairing the Nominations or Remuneration
Committee should have oversight of the whole process of identifying and
developing talent for their organisation.
On the supply side, university dons will have
to be proactive in seeking out training positions for their fresh
graduands. Their responsibilities as teachers do not end simply with the
conferment of degrees. They will have to get in touch with prospective
employers, understand their needs, and teach their students to have the
skills, knowledge and aptitude to meet the needs of business and
industry.
There will be kinks. From time to time,
accusations of favouritism and nepotism will be made. I believe that
only an open and transparent system funded from the WCS can raise the
core competences of the Singaporean workforce.
On a personal note, I would like to say that
my civil service career flourished because I was fortunate to have (the
late former finance minister) Mr Hon Sui Sen and (the late former deputy
prime minister) Dr Goh Keng Swee as mentors in my formative years. They
were truly selfless men.
Unless we make an all out effort to raise
Singapore's core competences, we will slide back to be a stagnant
backwater as we were in danger of becoming in the 1950s.
When we started out in the early 1960s to
industrialise our economy, the average educational level of workers was
barely that of the Primary School Leaving Examination. So Singaporeans
had to be satisfied with low-skilled, low-wage jobs sewing garments,
assembling transistor radios and knitting hair wigs.
By concentrating on industrial training, we
were able to upgrade to higher skills - precision engineering involving
miniature ball bearings, watch movements and constant speed drives.
As we stepped up enrolment in universities
and polytechnics, we were able to attract knowledge-based industries
such as petrochemicals, pharmaceuticals, repair and maintenance and
soon, manufacture of Trent aircraft engines.
Our growth trajectory was rising smoothly
from labour-intensive to skilled and knowledge-based activities, until
the global financial crisis struck.
We got cold feet, backed away from
manufacturing and promoted softer options such as regional headquarters,
logistics hubs, casino tourism and wealth management.
At this inflection point, we reverted back to
labour-intensive activities. A million foreign workers were brought in
to man low-skilled and low-wage economic activities, straining our
housing and transport infrastructure. Instead of punching above our
weight, we performed below our knowledge potential. Today, we have
thousands of young graduates becoming property agents or relationship
managers selling esoteric products.
Importing cheap labour to man service
industries is a dead end for Singapore. With so many hungrier and
smarter people out there, our gentry debates work-life balance and
outsources whatever chores we find disagreeable to do ourselves. We have
acquired gourmet taste but have no clue how to fry an egg.
In recent years, Singaporeans have fallen
into the bad habit of kicking the can down the street. If Singapore,
once so rich with promise, fails, I would place it squarely at the door
of our political, administrative and business elite.
It is a hard judgment. Unfortunately it is true.
I have been pointing out for as long as I can remember that our leaders lack courage. Sure they did some seemingly courageous things but that is I think only because the old man insisted. These leaders have been drifting away from substance to form. My first impression of the drift was the early SAF recruitment adverts when the second generation took over. Then most people do not agree with me but now that they are slipping in a hurry people are trying to convince me about what a few of us already know for years.
Source: Blogging For Myself
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