National Company Employment Strategy 2017-2025
The strategy of the National Company for Employment and Vocational Training 2017-2025 focuses on aligning objectives with national goals, analyzing internal and external environments, implementing strategic methodologies, and improving labor market dynamics through training and youth employment initiatives.
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The strategy of the National Company for Employment and Vocational Training 2017-2025
table of contents 1 Methodology of building and implementing the strategy of NET Match supply and demand the labor market - the National Employment Strategy 2 Align NET objectives with the goals of the National Strategy for Human Resources 3 4 Geometrical strategic map Strategic objectives, initiatives and indicators 5
Methodology of building and implementing the strategy of NET Methodology of building and implementing the strategy of NET Determining the strategic direction that NET should take during the next five years depends on the accuracy of the real analysis based on the historical dimension of the performance of the company and the objectives for which it was established. Therefore, we analyzed the elements of the internal and external environment in all its components. In order to achieve the highest level of accuracy in analysis, the analysis was carried out within the following methodology: Previous performance analysis 1- Mission and Values (long-term) What is the reason for our existence? Strategy Planning 2- Vision (medium term) 3- External analysis (opportunities and threats. SWOT analysis and positioning. (PESTLE) Analysis. Previous performance analysis where are we now? Where we want to be What factors affect our outputs And our results ? surrounding environment? Strategy development our operations? (Value chain) 4- Internal analysis (strengths and weaknesses) strategy translation How can achive to the future vision 5- Strategy Strategy Guidelines How to translate strategy into operational goals Implementation of the Strategy translation 6- The target value for the beneficiaries, the strategic core and strategic map How to translate strategy into operational goals How to define benchmarks and (objectives) to monitor and control the strategy? 7-Designing the Balanced performance card How to build a business plan based the vision and the strategy? Follow-up Monitoring and evaluation of strategy and learning 8-Strategic Management Review Meetings M & E
The role of NET in Matching between supply and demand in the labor market The role of NET in Matching between supply and demand in the labor market - - the National Employment Strategy labor marketstructure the National Employment Strategy Supply side Demand side 3 1 2 Outputs and outcomes youth employment and replacement Attracting youth for training Training and rehabilitation Increased demand effectiveness Raise the efficiency of supply employment matching Marketing for graduates employ the graduates ( employment agreements) employers follow up Key Operations training adaptation Designing training programs according to market requirements The process of targeting ,engaging ,publicity and media theoretical and practical training in the institutes on the job training (recruiters)
National Strategic Objectives for Human Resource Development National Strategic Objectives for Human Resource Development - - Objectives of TVET Objectives of TVET - - 2016 2016- -2025 2025 Develop ways to promote and identify all types of education and skills development this is the role of training and education councils Opportunities Enhancing the quality of TVET and developing high acceptance conditions for trainers This is the role of CAQA Quality Establish clear rules of governance for accountability Results-oriented budgets Effective institutional performance management systems and mechanisms that support decision making Self accountable company (administratively, technically and financially) Target Accountability Adopting creative financing and education methods and activating public-private partnerships Establish centers of excellence managed 100% by the private sector and in cooperation with international accreditation partnerships Foundation: "Educated" , in a continuous development of its strategic performance Curriculum development by the private sector, through engaging them in the process of curriculum design and implementation Expansion in attracted sectors for Jordanian labor force with high salary rates such as hotel services, clean energy sector, logistics sector in the industry Target Creativity Strengthen TVET sector and make it an attractive one Target Educated young and self-reliant producers, represent a good example in the society. Thought patterns A media plan targeting young people enhance the importance of vocational training and salary rates in the sector
Ali Alimeant meant the objectives of the National Strategy for Human Resource Development the objectives of the National Strategy for Human Resource Development with the objectives of NET with the objectives of NET vertical NET vertical NET GOALS GOALS Objectives of vocational training HR GOLAS Non identical identical Thought patterns Opportunities Quality Accountability Creativity Enhancing the quality of TVET and developing high acceptance conditions for trainers Adopting creative financing and education methods and activating public- private partnerships Develop ways to promote and identify all types of education and skills development Establish clear rules of governance for accountability Strengthen TVET sector and make it an attractive one Performance Governance Systems Results Increase the effectiveness of vocational training Results increase the employability NET GOLAS Increase the role of the private sector in training process management Outputs Increase the demand on NET graduates Outputs Developing mechanisms to follow up the employed graduates Establishment of specialized centers of excellence Developmen t of training curricula Develop mechanis ms for targeting and attracting Building a joint social partnership system with partners Operations Operations Development the marketing mechanisms for graduates Increase the number of employees The core of learning and institutional development Improve the mechanics of media coverage, internal and external communication Establish and deepen the culture of excellence in performance Automation all company s operations and deliver E-services across multiple channels Attracting and developing and human capital and maintain it Development the budget preparation mechanisms
Change Change Agenda Agenda 2017 2017- - 2025 2025 Change Agenda Summary of current status NET GOALS The Company's relationship with the private sector Lack of real additions to the private sector in the management among training institutes Establish centers of excellence100% managed by the private sector Curriculum design and implementation Traditional curriculum that does not encourage on enrollment or employment a partnership with the private sector to :develop, design and curriculum implementation. Educated young and self-reliant producers, represent a good example in the society. Education, training and employment Young people unwilling to learn and having productive jobs hotel services, clean energy sector, and logistics sector in the industry Targeted training sectors Construction Sector Lack of enough sufficient sustainable investments that meet the needs of the institution Investments covering the development needs of the institution. Institutional revenues Institutional spending Budget items Results-oriented budgets Events that will leads to opportunities for the institution. Partnerships, communication Events covering the organization's media needs Educated human resources covering business needs and able to work towards acheving institutional goals Human resources of the institution HR does not work to achieve the institutional future wants / interests. Effective institutional performance management systems and mechanisms that support decision making. Performance management and decision support Ineffective mechanisms for institutional performance management infrastructure and IT services that do not serve the strategic needs of the institution infrastructure and IT services that to serve the strategic needs of the organization information technology An institution that does not have the elements of sustainable institutional learning "educated" institution in the continuous development of strategic performance knowledge management Lack of administrative, technical or financial accountability Accountable Institutionthat : administratively, technically and financially Control and Audit
Timeline of transition in the company's business Timeline of transition in the company's business - - Strategic Track Strategic Track 2025 2025 based on Change Agenda based on Change Agenda increase the employability increase the employability The development of the productive base and the ability of self-reliance Competitiveness and export competencies and human experiences Strengthening the institutional competencies Preparation Start strengthening the sustainability and financial standings Provide efficient human element to the company Provide efficient human element to the company involving the private sector in the ownership of the company Start the transition to centers of excellence in the management of training institutes in partnership with the private sector and flag enterprise The expansion of envolving stimulating ( motivated) sectors for investment and attracting Jordanian labor Expanding the establishment of centers of excellence in various governorates of the Kingdom Export professional human and accredited competencies
NET business areas NET business areas 1 2 Training and rehabilitation of youth Attract young people Transform institutes into centers of excellence in partnership with the private sector and flag enterprise P.P.Ppublic private partnership councils Improve training quality and increase operability involvement the important sectors in the ownership of the company( owner ship) Private Sector Participation in Governance and Management, The private sector represents 78% of the Board of Directors construction industry tourism 3 Focus on targeting among three Badia regions youth employment
Strategic direction of NET Strategic direction of NET - - Focus on Focus on A Establish effective partnerships with the private sector 1 Establish specialized companies Establish centers of excellence 2 skills Development in line with latest updates Manage the competitive advantage of regions Activation of corporate social responsibility Involvement of firms in corporate management 6 employment Sustainability Curriculum design and implementation 3 D Follow-up of the employed graduats to develop professional paths Provide data on trainees Increase the contribution of the private sector in the design of training programs Financial sustainability and self-revenue Ensure training opportunities according to labor market requirements employment 5 Productive training 4 Provide the labor market with professionals according to the employers requirements (Marketing( Preparing the employment mechanisms Gradual transition of income- generating projects Providing training partnerships with financial and non-financial returns for students B Increase the employability level Provide of specialized training C
The strategic elemnts of NET and Vocational Training Geometrical building , designning , implementing the elemnts of NET strategy The elements should focus on a set of strategic points, according to its competence employment core Training and Rehabilitation The core of financial sustainability Marketing: electronic link for qualified graduates to work in sites (operatinal portals) such as Akhtabout, Bayt and Opportunitie s.com create a database to increase the demand and easy access to the graduats Investment management: grants , financial donations) employment Training and Rehabilitation attracting youth Signing medium-term employment agreements (12 months and over) with the largest employers in the targeted business sectors To adopt the idea of productive projects and support thsis kind of projects through local and international partnerships and link it with privileged graduates and NET Facilitate the access of the graduates to the lending funds with the identification and reduction of the lending rate through linkages with the development banks Building the company's budget on the principle of results-oriented budgeting and linking ( the budget) to the investment framework and investment flows of the company The establishment of an investment arm to the company based on the development of medium and long-term investment path, fed the investment account in the first 3 years as part of the budget allocated of the company at least 30% each year. To Reach the balance point required in 2022 by relying on the profits of the investment account to cover the administrative costs of the company by 70-90% Develop a track to increase the volume of donations& grants from parties whom supporting the vocational training sector Designing training programs according to market requirements and focusing on construction carees Expansion in vocational training programs for targeted sectors by the labor market such as hotel services, logistics services in industries, clean energy sector Giving priority to the private sector in the management of institutes and centers (centers of excellence) Engage in effective partnerships with the private sector through the establishment of productive companies Building an effective mechanisms for targeting by all available media Use social networking platforms to attract a specific category of Trainees in each sector targeted by the company Entering into financing agreements with the lending funds (JEDCO) to allocate part for the supporting of the investment account of the company Using partners websites to support greater youth attracting (Assets) The field of human capital, knowledge and technology Provide human resources, data, systems, business climate, and appropriate institutional culture 11
Geometric access to the real benefit provided to serve the company's national customers Kingdom Society Contribute to the development of human resources in the Hashemite Kingdom of Jordan What is the long-term impact we are targeting at the national level "economically and socially Develop a long-term investment framework Increased effectiveness of training Increase the employability NET private sector Funding institutions unemployed Provide specific qualitative training according to the requirements of employers What are the expected results among customer s level? Focus on the real benefit provided to direct customers ("customer voice") Increasing the role of the private sector in managing the training process What are the customers needs or expectations to meet and achieved? Improving financial sustainability Increase the demand for NET graduates Features of Excellence in NET customers voice ) (
Geometrical building elements of the institutional competence of NET To achieve the desired results (efficiency levels) among the customer s level , institutional efficiency levels must be strengthened (inputs and operations). Institutional efficiency requirements ("Internal processes development") Training and rehabilitation Marketing Attraction employment Investment Management private sector unemployed NET Graduates Internal processes Entry into strategic financial partnerships Increase the donations and grants Building a social partnership system with partners Establishment of specialized centers of excellence Developing a follow up mechanisms for employees ( graduates) Development of targeting and attracting mechanisms Developing marketing mechanisms for graduates Increase the number of employees Development of training curricula Develop a long-term investment framework All programs, initiatives and projects carried out by NET Learning and development Learning and growth Qualities of excellence in NET is to Meet the organizational institutionalization performance requirements( "institutional capacity") Automate all company operations and deliver e-services across multiple channels Improving the mechanisms of media coverage and internal and external communication Attracting and developing human capital Development of budget preparation mechanisms Establish and deepen the culture of excellence in performance Company input
Strategic Map Vision: A main stream of qualified workers Mission:Non-profit company seeks to be a major source of qualified labor market by increasing the effectiveness of training through involving the private sector in the training process and increasing the demand for the graduates of the company using the best marketing tools and ensuring the financial sustainability of the company Governance and marketing and employment core financial sustainability Training and Rehabilitation core Society Develop a long-term investment framework Increasing the effectiveness of vocational training Training and Rehabilitation Increase the employability Marketing employment Investment Management Attraction private sector NET Customers trainee Graduates Increasing the role of the private sector in the management of the training process Increase the demand for NET graduates Improving financial sustainability Entry into strategic financial partnerships Building a social partnership system with partners Increase the donations and grants Developing a follow up mechanisms for employees ( graduates) Establishment of specialized centers of excellence Internal processes Development of targeting and attracting mechanisms Developing marketing mechanisms for graduates Increase the number of employees Development of training curricula Develop a long-term investment framework Learning and The core of learning and institutional development Growth Automate all company operations and deliver e-services across multiple channels Improving the mechanisms of media coverage and internal and external communication Attracting and developing human capital Development of budget preparation mechanisms Establish and deepen the culture of excellence in performance teamwork Institutionalization of our work Core Values: The initiative Creativity and excellence
Strategic level ( Strategic level (1 1): ): dimenssion dimenssion of learning and internal development of NET of learning and internal development of NET # # 1 Strategic goal Strategic goal Attracting and developing keeping the human capital Goal definition Goal definition Improve recruitment and career development and maintain qualified and skilled human capital in the company through the development of programs, training and systems of incentives to enable manpower to perform its functions effectively with quality and efficiency. Indicator Indicator Job satisfaction rate among NET staff Career turnover rate percentage of staff incapacity coverage Percent of staff incapacity related projects to the goal related projects to the goal s implementation study and Review project of human resources policies (correction all types of recruitment, standardization of recruitment mechanisms for employees in all departments, review of job descriptions of employees Study Project (review the salary scale, mechanisms of the and the reward/ insentives mechanism Administrative Instructions project (tasks of the administrative units) study and review project of the individual performance evaluation system of the staff The Development of Budget Mechanisms preparation s implementation 2 Percentage of actual expenditure from allocated spendings Development of budget preparation mechanisms Develop and manage effective budget preparation and financial risk management processes in accordance with the best international standards, ensuring efficient management and allocation of funds for the company's various projects Percentage of implementation of results-oriented budget implementation Percentage of results-oriented budget Commitment ratio with financial risk management systems The percentage of the allocation that is transferred between budget items
# # 3 Strategic goal Strategic goal Automate all company operations and deliver e- services across multiple channels Goal definition Goal definition Automate All the services of NET and provide them to beneficiaries through multiple channels using the best practices and available tools , alline with ensuring the existence of technical infrastructure and effective IT systems to meet all beneficiaries requirements with efficient and flexible way to support the deliver of NET programs and services . Provide media and communication Mechanisms through the establishment of a clear media policy to highlight the activities of NET and to aware citizens and partners of the company achievements Indicator Indicator percentage of automated operations percentage of automated services Percentage of services provided through electronic channels Level of electronic readiness related projects to the goal related projects to the goal s implementation Project : Develop the electronic resources system of NET ( ERP Project to study the possibility of developing the website (to become an incubator for various initiatives s implementation 4 Media Coverage percentage of the company's activities number of monthly visitors to the company's website number of followers on social networking/ socialmedia sites per month number of people ( reactors) with the company's activities on the websites Implementation rate of the Fund's strategy by each level Commitment to implement the strategic management system of governance ratio percentage of initiatives that results from strategic management meetings performance implementation Percentage of each strategy core / element The project of establishing an administrative unit specialized in Media and communication Set a mechanisms and a clear media plan porject an internal electronic communication plan set Project to build relationships and establish a database of media net work Improve the mechanics of media coverage, internal and external communication 5 a study and development project of the organizational structure and administrative units (Project Management Unit, Internal Audit Department, Investment Unit, Human Resources Unit, Strategic Planning Unit) Performance Management System project (Strategic Management Knowledge Management Project Project of electronic monitoring and evaluation system Establish and deepen the culture of excellence in performance Create and deepen a culture of excellence in performance through inculcating institutional values and building internal capabilities and reducing bureaucracy, to deliver high quality services to clients; and linking incentives to the performance and productivity of the staff.
Strategic level ( Strategic level (2 2): internal operations of NET ): internal operations of NET # # 1 Strategic goal Strategic goal The Development of targeting and attracting mechanisms Goal definition Goal definition This goal focusing on harmonizing the supply side of the labor market through the development of targeting young people process by using modern methods Indicator Indicator Number of enrolled students in training programs related projects to the goal related projects to the goal s implementation draft media plan s implementation Development the company's website Nunber of adopted mechanisms for targeting Percentage of students who dropped out after registration (Non-enrolled after the distribution of registered students on worshops / classes) project of activating the company's accounts on the electronic communication sites 2 Number of centers of excellence Mafraq center of excellence for training on logistics (industry The Establishment of specialized centers of excellence Entering in real partnerships with the private sector through engaging the private sector in: centers management, curriculum design and implementation of training programs to ensure that the training outcomes are in harmony with the requirements of the employer s needs Number of enrolled students in centers of excellence Mafraq center of excellence for training in the clean energy sector employment ratios for centers of excellence graduates Center of Excellence (training hotel services) Center for Excellence in Logistics Training for Ports A center of excellence for training on construction services in Zarqa Governorate Training Curriculum Development Project Electronic Training Project 3 Completion rate in curriculum development The Development of training curricula Curriculum development process is the main requirement for upgrading the training outcomes that will lead to modern curricula according to future developments Percentage of the private sector participation in developing the training curricula according to each program
# # Strategic goal Strategic goal Goal definition Goal definition Indicator Indicator related projects to the goal related projects to the goal s s implementation implementation Project agreements with partners Project agreements with funds 4 Number of signed agreements with recruiters / employers Number of signed agreements with the lending funds Percentage of employees through agreements Network availability ratio for marketing Number of used mechanisms in marketing Building a social partnership system with partners NET is seeking to build a social partnership system with partners, whether recruiters / employers or small-scale lending funds, in order to maximize self-employment 5 Establishment of a network for the marketing of graduates Developing marketing mechanisms for graduates In order to optimize the benefits of training outputs and ensure complementarity between training and employment, this will focus on the use of new means of marketing This goal focusing on the follow up of NET employed gradutes to ensure employment sustainability 6 Project follow-up system Number of mechanisms adopted to follow up the employees Percentage of those who continued working for more than 12 months The rate of increase in the number of employees Developing a follow up mechanisms for employees 7 Study of the sectors that stimulate employment Increase the number of employees To achieve the required increase in employment, this objective focuses on the company entering new paths and new sectors Considering that NET a non profite company,then it focuses on increasing donations, and grants 8 Project grants and aid in the Kingdom Rate of increase in the size of grants and donations The size of grants and donations Increase the size of donations and grants Entry into strategic financial partnerships 9 Project: Establishment of an operational training and investment factory For Construction Berkast (Ready Construction Preparing the draft plan and the investment map Number of investment partnerships entered into by the company The size of investment partnerships entered into by the company The company will seek to expand investment financial partnerships across various sectors in order to strengthen the principle of self-reliance 10 The existence of an investment framework The size of investments entered into by the company Develop a long-term investment framework This objective focuses on developing an investment pathway that enhances the company's financial sources of income
Strategic level ( Strategic level (3 3): the direct customers of the company ): the direct customers of the company # # Strategic goal Strategic goal Increase the role of the private sector in training process management Goal definition Goal definition To guide the management of the company to be run in the mentality of the private sector, which is based on the elements of efficiency and strengthen the mechanisms of operation and to achieve the desired goal This objective will focus on increasing the role of the private sector in managing training processes according to their way. NET is oriented to be a major source of qualified workers in the various labor sectors Indicator Indicator Percentage of training programs designed by the private sector 1 2 Percentage of NET graduates employees of the company Average retention period for NET employed gradutes The financing of the company's budget items of income ratio The size of financial investments Rate of return on investment Increased demand for NET graduates 3 Improve financial sustainability The policy of self-reliance in the diversification of income sources will enhances the confidence of the decision-makers in the outputs of NET output Strategic level ( Strategic level (4 4): government and society ): government and society # # Strategic goal Strategic goal Increasing the effectiveness of vocational training Increasing the employability Goal definition Goal definition Export the Jordanian competencies with highly skilled professional level, for different labor sectors Indicator Indicator Demand factor for NET graduates Average Trainee Graduates 1 2 employment Ratio Comparison of employment in NET with general employment rate Partnerships with different sectors to establish centers of excellence in partnership with the private sector to ensure employment and employment sustainability 3 Size of rapid liquide cash The complementary investment framework will Enhances the financial position of NET, and will also be reflected on the increase of training outcomes and employability. Strengthening the investment framework
