1. ICT Workforce Exchange
Social Professional Development Network

2. ASEAN ICT MASTER PLAN 5.1 Build Capacity Action Description
Develop a registry of experts and innovators
Establish database of ICT experts and innovators within ASEAN
Forecast ICT manpower demand
Create ASEAN ICT Scholarship Programme
Develop scholarship criteria and identify funding sources
Encourage and attract ASEAN talents to make ICT their career of choice
Support individuals with strong aptitude for ICT
5.2 Develop skills upgrading and certification
Establish MRA for skills certification
Develop ICT skill standards for ASEAN to ensure quality of ICT talents
Promote movement of ICT human capital within ASEAN
Develop ICT certification and skills upgrading programme
Adopt certification of ICT skill sets
Promote marketability of certified ICT experts
Develop a competitive ICT workforce through skills upgrading to meet the demand of ICT resources
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3. ASEAN ICT MASTER PLAN 5.1 Build Capacity Action Description
Develop a registry of experts and innovators
Establish database of ICT experts and innovators within ASEAN
Forecast ICT manpower demand
Create ASEAN ICT Scholarship Programme
Develop scholarship criteria and identify funding sources
Encourage and attract ASEAN talents to make ICT their career of choice
Support individuals with strong aptitude for ICT
5.2 Develop skills upgrading and certification
Establish MRA for skills certification
Develop ICT skill standards for ASEAN to ensure quality of ICT talents
Promote movement of ICT human capital within ASEAN
Develop ICT certification and skills upgrading programme
Adopt certification of ICT skill sets
Promote marketability of certified ICT experts
Develop a competitive ICT workforce through skills upgrading to meet the demand of ICT resources
Outsourcing dead-ends
Why not Indian model
Case Study
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4. Total US/Canadian computing enrolments
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5. US/Canadian new computing enrolments
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6. Demand is far more than supply
Computer and information technology occupations are projected to grow by 22%, adding 758,800 new jobs from 2010 to (Source: US Bureau of Labor Statistics), double what US/Canadian supply can provide
Outsourcing is the current solution for countries like US, European countries
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7. US/European issues
Students leaving before completing program to get job early.
Fast technology changes – long educational program.
Certification program is in-place
Lack of high-skill labor with accumulated knowledge and cross-disciplinary experience
High cost for getting high-skill certification
Very few courses provide cross-domain knowledge and experience
Liberal arts education with broad competency development is no longer sufficient
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8. Viet Nam IT quota/enrolments
Source: Vietnam ICT white book

9. Building ASEAN ICT workforce differentiation
Young, dynamic workforce but experienced with cross-domain knowledge
Sustainable growth of IT workforce to meet high demand from other markets
IT workforce with the ability to keep up with the pace of technology changes
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10. The critical success factors
Experience and cross-domain knowledge is developed, shared by a social competency development network
ICT workforce is sourced from other disciplines as well to create diversity and growth  flexible personal career management and advisory system
Career risk management and workforce exchange for human capital utilization
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11. ICT workforce exchange
Creating Social Learning Network
ICT workforce exchange
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12. Social Learning Ecosystem (The concept: Combining all modes of learning)
Created and Managed by Organizations
Broad Competency Development – Formal Learning
Guided Contextual Learning – Experiential Learning
Social Competency Development – Key Expert Share
Social Contextual Learning – Peer-to-Peer Learning
Competency-Based
Learning
Context-Based
Learning
Created and Managed by Users

13. Social learning system: The core enabler
University/College
Course-based curriculum
Corporate
Work-flow based learning
Seminar/Webinar on special competency
Community
Tagged blogs/articles
Competency Dictionary
Workforce Registry

14. Career Management Helping the individuals Free Career Diagnostics
Career Coaching
Career Risk Management
How to participate

15. Career Management: Free Career Diagnostics
Through career assessment, getting people to know
“what they know”
“what they don’t know”
Identify & suggest appropriate career development plan to
minimize people’s weaknesses
to empower key factors enabling them to perform at their best.
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16. Career Management: Career Coaching
Career coaching for individuals or target groups;
Training HR teams in career coaching so that they can deliver it in-house.
Social professional mentoring network
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17. Career Management: Career Risk Management
Decrease the likelihood of career problems such as being laid off, fired or having difficulty in finding a job.
Activities to devise career risk management:
Networking
Outpacing services
Slack time training.
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18. Talent Management Helping organizations
Competency Cycle Management Tools (CCM)
Human Resource Planning Tools
Corporate Social Learning Platform
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19. Competency Cycle Management Tools (CCM)
Competency development is not a one-time event. Rather, it takes a cyclic form occurring from time to time. E.g. competency deterioration should also be considered due to underutilization.
CCM tools track the competency development in a full cycle to give the best view of a person competency at time. CCM Tools include comprehensive assessment tools during the whole cycle.
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20. Human Resource Planning Tools
Go beyond the boundary of an organization, which allows companies to mutually cooperate and fully utilize human resources suitable for each and all opportunities.
These tools also include reports and dashboards to track employee adoption and use, organizational knowledge sharing activities, and competency weaknesses and strengths across the organization.
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21. Corporate Social Learning Platform
Seamless integration between corporate and public social learning network provides the best learning environment to learners to keep their competencies updated while maintaining corporate security and privacy policies.
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22. Building model sustainability
The economic view
Building model sustainability
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23. Individual has no money to invest in high-skill job
Learner has no
money for start-up
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24. Business cannot do training
Money loss
to competitors
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25. Sustaining the model: IT Workforce Exchange 
Government or not-for-profit organization
as a professional exchange platform  
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26. The initial result
A group of 100+ employee companies in Vietnam has been established.
A registry of engineers going through the model is created  initial start for an expert database.
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27. Our expectations Disseminate the model to ASEAN
To establish a funding mechanism for the not for profit organization (ASEAN, businesses)
To create an alliance of non-profit organization supporting the model
To share the social learning platform as open source project (on codeplex)
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28. THANK YOU Digitize, Personalize
Institute of Digital Technology and Engineering is a non-profit organization established to research, digitize, build, create, disseminate and personalize a social network of expert knowledge.
Our purpose is to facilitate the development of various organizations in reducing costs, increasing productivity, and provide a life-long-learning model for each individual.
THANK YOU
Dr. Bình V. Trần
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