Achieving Skill Mobility in the ASEAN Economic Community: Challenges, Opportunity, and Policy Implications

Despite clear aspirations by the Association of Southeast Asian Nations (ASEAN) to create an effective and transparent framework to facilitate movements among skilled professionals within the ASEAN by December 2015, progress has been slow and uneven. This report examines the challenges ASEAN member states face in achieving the goal of greater mobility for the highly skilled, including hurdles in recognizing professional qualifications, opening up access to certain jobs, and a limited willingness by professionals to move due to perceived cultural, language, and socioeconomic differences. The cost of these barriers is staggering and could reduce the region’s competitiveness in the global market. This report launches a multiyear effort by the Asian Development Bank and the Migration Policy Institute to better understand the issues and develop strategies to gradually overcome the problems. It offers a range of policy recommendations that have been discussed among experts in a high-level expert meeting, taking into account best practices locally and across the region

International Cooperation on Trade and Labor Issues

The relationship between the labor market and international trade is a broad and complex subject that has been the focus of significant attention in recent years. Discussion and analysis in this area has covered a number of discrete issues, including the effect of shifting trade patterns on employment levels and earnings in domestic markets, the impact of wage levels and labor legislation on the location of production facilities, and the positive and negative aspects of the cross-border movement of workers, among others. The continuing importance of labor issues within the larger trade debate is highlighted by the inclusion of measures relating to labor standards and/or the cross-border movement of workers in recent bilateral and multilateral trade agreements such as the North American Free Trade Agreement (NAFTA), the General Agreement on Trade in Services (GATS), and the U.S.–Oman Free Trade Agreement. This paper aims to provide background for future work on trade-related labor issues by describing how labor issues such as internationally recognized labor standards and the cross-border movement of workers have been addressed by international organizations, as well as in U.S. trade legislation and recent trade agreements

Moving people to deliver services : how can the WTO help?

The previous General Agreement on Trade in Services (GATS) negotiations produced little liberalization of the movement of individual service providers (mode 4), and the potentially large global gains from suchmovement remain unrealized. In the current negotiations, as part of the Doha Development Agenda, developing countries are seeking greater openness in their area of comparative advantage: the movement of providers unrelated to commercial presence abroad. At the same time, many multinational firms would like easier intra-corporate movement of their personnel. We describe how this coincidence of interest could be harnessed to deliver greater openness at least for skilled service providers.Environmental Economics&Policies,Health Monitoring&Evaluation,Decentralization,Public Health Promotion,Banks&Banking Reform,Trade and Services,Environmental Economics&Policies,Health Monitoring&Evaluation,Governance Indicators,Banks&Banking Reform

Lifecycles of Competition Systems: Explaining Variation in the Implementation of New Regimes

The aim of the study was to investigate the crimes and punishments that were commonly occurring between the years 1601-1651, and how the distribution was between men and women represented in the court in district Sjuhundra and Njurunda district. To answer these questions, a quantitative examination of court records conducted in which the crimes and punishments have been categorized. The results that have emerged have been the basis for the conclusions issued in the essay. The results showed that the most common target types were various civil and propertycase and the most common punishments were sentenced to fines and settlements. It was predominantly men who were in the court, the proportion of women was between 13-22%. The conclusion is that men were increasingly confronted with the court than the women and the crimes and punishments in comparison to the two districts were relatively equal

Demography, Migration and Demand for International Students

The following sections are included: DEMOGRAPHIC SHIFT AND THE LOOMING ‘WAR FOR SKILLS’ THE ATTRACTION OF INTERNATIONAL STUDENTS AS SKILLED MIGRANTS GROWING GLOBAL COMPETITION FOR INTERNATIONAL STUDENTS TWO INTERNATIONAL STUDENT MIGRATION CASE STUDIES Foreign Doctoral Students in the US Australia INTERNATIONAL STUDENT MIGRATION: SELECT POLICY CHALLENGES REFERENCE

Why Civil Service Reforms Do Not Work

Public sector reform (PSR) efforts in developing countries have been less than successful in the past. Motivated by budgetary considerations, they have focused on downsizing and procedural changes without radically altering the outmoded incentive system, which, in many countries, is now characterised by declining real wages, wage compression, and a non-merit promotion and reward system. Using results from the incentives literature, this paper argues that, for a reform effort to succeed, public sector human resource management (HRM) will have to be reformed at an early stage to establish productivity incentives in the public sector. These will include introducing substantial autonomy to organisations in their work, incentive schemes, and HRM along the lines of the now well-accepted concept of central bank independence. Past PSR efforts have also attempted to conduct a unified reform effort led centrally by the ministry of finance. A continuous process like PSRspread out over a considerable period and involving many different people and organisationsmight need to build in decentralisation, local leadership and local incentives, and HRM. PSR must be based on the recognition that people are at the heart of public service. As a result, managing human resources must be at the centre of any effort. The people who are at the center of this change can either be its architects and beneficiaries or its losers and therefore opponents of change. Design and implementation of reforms must, therefore, be sensitive to this important fact. It is essential that the reform is led by individuals at the organisation level who understand the vision as well as process of change. Governments must empower such leadership to guide, initiate, innovate, and manage change.Civil Services, Reforms

Why Civil Service Reforms Do Not Work

Public sector reform (PSR) efforts in developing countries have been less than successful in the past. Motivated by budgetary considerations, they have focused on downsizing and procedural changes without radically altering the outmoded incentive system, which, in many countries, is now characterised by declining real wages, wage compression, and a non-merit promotion and reward system. Using results from the incentives literature, this paper argues that, for a reform effort to succeed, public sector human resource management (HRM) will have to be reformed at an early stage to establish productivity incentives in the public sector. These will include introducing substantial autonomy to organisations in their work, incentive schemes, and HRM along the lines of the now well-accepted concept of central bank independence. Past PSR efforts have also attempted to conduct a unified reform effort led centrally by the ministry of finance. A continuous process like PSR—spread out over a considerable period and involving many different people and organisations—might need to build in decentralisation, local leadership and local incentives, and HRM. PSR must be based on the recognition that people are at the heart of public service. As a result, managing human resources must be at the centre of any effort. The people who are at the center of this change can either be its architects and beneficiaries or its losers and therefore opponents of change. Design and implementation of reforms must, therefore, be sensitive to this important fact. It is essential that the reform is led by individuals at the organisation level who understand the vision as well as process of change. Governments must empower such leadership to guide, initiate, innovate, and manage change.Civil Services, Reforms

Assessing the Changing Employment Profiles in the Telecom Sector: Implications for Education and Training

Telecom sector in India has been growing very fast and changing very rapidly in service delivery mechanisms used, target segments addressed, technogical platforms for service delivery etc. Globally also the growth scenario is very positive. This means that this sector offers employment opportunities that are attractive. In order to exploit these opportunities, the sector needs people with the approppriate employment profiles that match the changing requirements both in atributes and numbers. However, the current education system is not equipped to provide the requisite profiles. This paper identifies and quantifies the skill gap both in terms of focus areas and numbers by segmenting the sector. It suggest directions in which the change must happen. It also reviews innovative approaches in the private and government sector in India and abroad with a view to assess the adapatability of these approaches on a larger scale in India.