Human Capital - Bringing in International Talent - CBS Competitiveness Day 2016
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Presentation by Copenhagen Capacity on bringing in international talent at CBS Competitiveness Day 2016.
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Human Capital - Bringing in International Talent - CBS Competitiveness Day 2016
- 1. Bringing in International Talent Nikolaj Lubanski
- 2. 12-09-2016Copenhagen Capacity |2 Investment promotion Cluster development Talent Copenhagen Capacity is the official organisation for investment promotion, talent attraction and cluster development in Greater Copenhagen. Our goal is to create growth through internationalisation. The world’s most innovative regional investment promotion agency - The Global IPA Innovation Awards 2013 Who are we? Investment Promotion Cluster Development Talent Attraction
- 3. The problem What are the companies experiencing today? The highest proportion of companies have experienced the ‘acute’ skills gap (58%) to some, large or very large extent, due to a lack of qualified employees within the past 12 months. The skill gap varies greatly between regions and is highest in the Capital Region. What companies expect going forward? 50% of companies expect that the skills gap will remain the same over the next 12 months while 41% expect their labor shortage will increase in the period. It is especially businesses that expect employee growth in Denmark, which expects that the shortage of qualified employees will increase over the next 12 months. 9% 33% 43% 13% 2% TO WHAT EXTENT HAS YOUR COMPANY EXPERIENCED AN ‘ACUTE’ SKILLS GAP AS A RESULT OF A SHORTAGE OF QUALIFIED EMPLOYEES WITHIN THE LAST 12 MONTHS? Not at all To a small extent To some extent To a large extent To a very large extent
- 4. Skills gap The biggest shortage of qualified employees are found in th following workforce segments: Scientists and engineers (32%) IT and IT-related (23%) Skilled production workers(17%) 0% 20% 40% 60% 80% 100% Scientists and engineers IT and IT-related Skilled production workers Sales and marketing Others Senior management Management & Administration Overall/general PLEACE RATE THE CURRENT SHORTAGE OF QUALIFIED EMPLOYEES IN DENMARK FOR THE FOLLOWING SEGMENTS: Very significant shortage Serious shortage Moderate shortage Light shortage No shortage I do not know
- 5. 12-09-2016 | www.copcap.comCopenhagen Capacity |5 Suggested solutions 4% 9% 28% 35% 43% 50% 82% 0% 20% 40% 60% 80% None of the above Movement of hard-to-fill positions to company locations outside Denmark Increased focus on recruitment internationally Increased focus on recruitment in Denmark Increased focus on recruiting younger employees Enhanced collaboration with educational institutions to gain first-hand access to future graduates Increased focus on retention and development of talent WITH REGARDS TO THE CHALLENGE OF FILLING CERTAIN POSITIONS DUE TO A LACK OF QUALIFIED APPLICANTS IN DENMARK, PLEASE SELECT THE SOLUTIONS YOU BELIEVE WILL BE THE MOST APPLICABLE FOR YOUR COMPANY OVER THE NEXT THREE YEARS (SELECT UP TO THREE)Difference: The largest and internationally operating companies in the sample tend to seek the solution outward to (increased focus on international recruitment), while the smaller companies focus on increased recruitment in Denmark. The sample companies have several ideas about how to solve and minimize the negative impact of the lack of qualified employees in Denmark.
- 6. 12-09-2016 | www.copcap.comCopenhagen Capacity |6 • We assist businesses in Denmark in attracting foreign talent • We match international talent with companies and aim to get international talents into a career in Denmark What do we do in Talent Attraction?
- 7. Our talent attraction efforts
- 8. Copenhagen Capacity |8 12-09-2016 | www.copcap.com Marketing toolbox • More than 200 free marketing materials about Denmark (Place Branding) as an add- on to the company’s own Employer Brand • Infographics, videos, articles, facts, etc. • A free and intuitive download function – easy to use on the company’s communication platforms e.g. social media • Materials can be adapted to the company’s own visual identities (CVI) www.talentattractiondenmark.dk
- 9. Copenhagen Capacity |9 12-09-2016 | www.copcap.com Work life in Denmark
- 10. Copenhagen Capacity |10 12-09-2016 | www.copcap.com • Marketing campaigns exposing Denmark as an attractive career destination • Based on the companies’ need for skills • Supports the companies’ own recruitment strategies Focus: Cleantech, Life Science & IT Target groups: • International specialists • +5 yrs. experience • The majority have spouse/family • Primarily ‘passive’ candidates Success factors: • Higher and effective exposure of career opportunities in Denmark to the right recruitment target groups • Higher traffic of relevant candidates to the companies’ own job postings • The companies’ perceived value by participating the campaigns • More international specialists in jobs • All the campaigns can be found at: www.talentattractiondenmark.com Talent attraction campaigns
- 11. Copenhagen Capacity |11 12-09-2016 | www.copcap.com Targeted international talent attraction By gathering a group of Danish companies within the same sector, we help them: • market themselves to selected groups abroad • screen motivated candidates • employ international talents
- 12. Copenhagen Capacity |12 12-09-2016 | www.copcap.com Targeted campaign approach Focus on Greater Copenhagen and liveability Focus on the specific jobs and companies Screening and matching candidates Attention Social networks & Video Interest & Desire Inspiring content, Targeted job offerings & Headhunting Action Informative landing page
- 13. Copenhagen Capacity |13 12-09-2016 | www.copcap.com By joining your company will: Receive qualified and pre screened candidates ready to employment • We pre-screen the candidates Have cost redutions • Our digitial marketing efforts identify and screen the right candidates for the companies, which saves HR both money and resources. Be part of an overall effort • there is critical a mass and more funds for marketing Recieve subsequent assitance with retention and integration in Denmark • E.g. via our partners (Universities, municipalities, Internationl House, etc.) Next campaigns • Autumn 2016: Gaming, Fintech • Spring 2017: Life Science What is in it for you?
- 14. Copenhagen Capacity |14 12-09-2016 | www.copcap.com Move to DK app • An app that companies, universities and recruitment agencies can share with potential candidates. • An overall gateway to the many websites and authorities who should be contacted when moving to Denmark • In cooperation with our supplier, we can offer a solution where businesses can get the chance to get a customized Move to Denmark app in its own CVI. “It is a one-stop point to information on everything needed when moving to Denmark.” – David Hampton, moved from Canada to Copenhagen
- 15. Our talent retention efforts
- 16. Copenhagen Capacity |16 12-09-2016 | www.copcap.com Talent retention We are building a pool of international talents for Greater Copenhagen. We facilitate contact between Danish based companies and the international talents.
- 17. Copenhagen Capacity |17 12-09-2016 | www.copcap.com Career programmes for international talents Greater Copenhagen Career program: A mentor and networking programme for international students and graduates in Copenhagen. Youth Goodwill Ambassadors of Denmark: A career counselling programme for international full time students studying a Master’s degree.
- 19. Thanks Nikolaj Lubanski Director of Talent Attraction Phone: +45 2216 1511 NL@copcap.com
Notes de l'éditeur
- Definition ”Akut kompetencekløft”: når virksomheden ikke har kunne finde kvalificeret arbejdskraft til en opslået stilling inden for tre måneder. Forskelle: -De største danske virksomheder (målt på medarbejder og omsætning) oplever en signifikant større kompetencekløft. -ICT virksomheder i Danmark oplever, i gennemsnit, et signifikant større kompetencekløft end andre industrier. -Kompetencekløften varierer i høj grad mellem regionerne og er størst i Hovedstaden, hvor 21% i høj, eller meget høj grad oplever en akut kompetencekløft (hhv. 14% i Syddanmark, 11% på Sjælland, 10% i Midtjylland, 0% i Nordjylland). Den oplevede kompetencekløft varierer imidlertid ikke mellem virksomheder, der opererer international eller ej – ligesom den ikke varierer mellem udenlandsejede og danskejede virksomheder. Spørgsmål: -Hvilke virksomheder som oplever en kompetencekløft: CBS er blevet spurgt, om de vil/kan oplyse dette. -Til spørgsmål vedr. medarbejdervækst: Der er ikke blevet spurgt til virksomhedens kompetencekløft internationalt – men til forventninger til medarbejderstaben de kommende 12 måneder i såvel Danmark som udlandet (såfremt virksomheden har aktiviteter uden for DK) -Procentdelen af virksomhedens samlede ledige stillinger, som er forblevet ubesatte i mindst tre måneder, som følge af en mangel på kvalificerede ansøgere, er typisk under 10 procent (22% svarer ingen, 57% svarer mindre end 10 procent, 12% svarer 10-24 procent, 7% svarer 25-49 procent, 1% svarer 50-70 procent, mens 2% svarer ved ikke). Dvs. 20% af virksomhederne har haft svært ved at besætte 10% af deres stillinger eller derover. Én forklaring på, at virksomhederne ”kun” har haft svært ved at besætte mindre end 10% er deres stillinger kan afspejle, at det er en speciael type medarbejdere (specialister), som virksomheder oplever mangel på..
- Tal i parentes angiver andelen af virksomheder, der enten har oplevet stor eller meget stor mangel på medarbejdere inden for de respektive faggrupper Tendens med mangel på faglærte: Tal fra DI (2015) viser, at Danmark vil mangle 44.000 faglige i 2025, hvis det nuværende uddannelses- og beskæftigelsesmønster fortsætter. Primært inden for tekniske områder som elektrikere, værktøjsmagere og industriteknikere. Tendens med mangel på ingeniører: Engineering the future (af IDA og DI) opgør manglen til over 13.500 ingeniører og naturvidenskabelige kandidater i 2025. Der spørges i undersøgelsen (udført af CBS) til syv forskellige faggrupper på linje med en række international studier (fx PwC 2012, ManpowerGroup Talent Shortage Survey 2015; UK Commission’s Employet Skills Survey 2013 mfl.).
- Over 60% af virksomhederne har tilkendegivet 3 løsningsforslag, 24% har markeret to løsninger, mens kun 4% har markret en løsning – hvilket vidner om, at der skal flere indsatser til at løse problemet.. Forskelle: - Generelt viser analysen, at de ”best performing” virksomheder (dvs. dem som har haft vækst og som fremadrettet forventer vækst i DK og Vest Europa), foretrækker øget international rekruttering som en løsningsmulighed. Blandt virksomheder med international aktivitet, peger 35% af virksomhederne på øget international rekruttering som en vigtig del af løsningen – andelen er kun 10% for virksomheder, som udelukkende opererer i Danmark. Endvidere er der flere store virksomheder (målt på antal ansatte såvel som omsætning), der har peget på øget international rekruttering som en løsningsmulighed. Fra de kvalitative interviews: Ovenstående forskelle skyldes bl.a., at de store virksomheder har ressourcer og netværk til at rekruttere internationalt Foruden de opremsede løsningsmulighederne i spørgsmålet (jf. slidet), fremhævede en række virksomheder i en åben svarkategori ”employer brading” som en mulig løsning til at imødekomme kompetencekløften. Mens nogle virksomheder fokuserede på, at de selv skal blive bedre til at brande sig, mente andre at generelt mere branding af Danmark vil være en metode til at tiltrække mere internationalt talent. En række store virksomheder fremhæver, at efterspørgslen ikke kan dækkes med rekruttering i Danmark alene. Muligheden for at tiltrække internationalt talent er en afgørende faktor for at kunne få de rette konpetencer til de ledige stillinger i den nærmeste fremtid. (Eksempel på citat fra Novo: ”For us, it is the war for international talents... Right now and during the next 5-10 years the fight will be fought outside of Denmark”) Opfordring: Vi arbejder på talentindsatser, men virksomhederne har også et ansvar - det kræver at virksomheder åbner op for internships. Blive bedre til at åbne sig for internships, studiejobs osv. Evt. medløsningsforslag, åbner sig op for at tage engelsksproget folk (dette gælder især for de små og mellemstore virksomheder, som i mindre grad fokuserer på internationalt talent i dag) Spørgsmål: -Ift. til løsningen vedr. øget fokus på fastholde og udvikling af talent er der r desværre ikke blevet skildret mellem danske og udenlandske talenter.. -CBS er blevet spurgt, om de vil besvare, hvor mange store virksomheder, der har tilkendegivet, at de har flyttet stillinger til udlandet.