This document provides an overview of a Labor Market Information System (LMIS). The key points are:
1. The LMIS aims to link the supply of workers with market demand, provide labor market statistics and analysis to help policymakers, and guide job seekers and employers.
2. It does this through components like career guidance, job boards, training programs, employer/job databases, and analysis of industry and occupational data.
3. Stakeholders that benefit include policymakers, training institutions, employers, job seekers, and others. It helps with activities like workforce planning, curriculum development, and matching jobs with needed skills.
4. The LMIS functions as an ecosystem that connects various
4. واألهداف العامة الرؤية
•ادارة نظامالعمل سوق معلوماتيتيح نظام هوتقيمي
يضاأو الكيفيةو المكية بياانتلا ومتابعةإحصائياتلا
العم سوق عن اذلكية او املتقدمة قتصاديةآلاوذكل ل
و اررالق اختاذ ىف املشاركة افرطال ملساعدةاجعةرم
امل تساعد الىت اتراخلياو يجياتتارتالاسؤسسات
الق تساعد كام مؤهةل عامةل عىل احلصول ىفالعامةل وى
تطلباتمو املهىن تقبلهممس حتديد عىليبرالتد
الا يقرط عن بةاملناس الوظائف عن البحثورشاد
املتاح يبرالتدو الوظيفى.
•امل ابملعلومات بتحليل النظام هيمت يضاأننياوابلق تعلقة
املتاحة اتروالاستامث العمل اءاتراجو.
• LMI/LMIS is the mechanism of linking supply with
demand and Labor Market signaling at an early
stage
• This will help policy makers make and take decision
in the market and education
• Also service provider to provide what kind of
training is require soft or vocational
• The LMI is affecting all the policies whether internal
job seekers, migration or information related to the
job such as salaries, work duration, work movement,
position changing ..etc.
5. T4E+ Training for Employment
Training Employment
Econometrics
Labor
Market S
Predictions
Planning
Policies
Planning
Curricula
Analysis
Reporting
Surveys
Research
Actuals
Policy
Career
Guidance
Employee
Life Cycle
Employer
Jobs History
Labor
Policy
Impact on investment and new projects, starts, value chain and supply chain
10. النظام -فوائد LMI Benefits
•توىاملس وعىل املؤسسة توىمس عىل الشفافية زايدةالقوىم
•و العمل سوق ىف الطلبو العرض عىل بطرالو الرتكزييبرالتد
املهىن
•ماي اجيادو الوظيفية الطلباتو للعروض الوصول رسعةمهنا ناسب
الباحو ماهرة عامةل عن للباحثني يعةرس منظومة خالل منعن ثني
وظائف
•طلب عىل للتعرف املتاحة املصادرو املعلومات تخداماسسوق ات
يبرالتدو العمل
•ا وسطاء دون الوظيفة حاةل عن التعرفو املبارش ادلخولوسطة و
•الطلبو للعرض وقتية بياانت عىل احلصول
•يبرالتد احتياجات عىل يعرسال التعرف
•الطلبو العرض عن توقعاتو احصائيات عىل احلصول
• Transparency on national level
• Focus and demand but consider supply
for future education
• Centralize jobs demands
• Access job information and apply in rely
time
• Link education of required job to filter
the job if certain education certificate is
requited
11. للنظام الرئيسية الوظائف – Main Functions
•و بةواملطل للوظائف الطلبو العرض اسلوب حتسنياتراملها
الوظيفى الارشاد مبنظومة بطهار مع املتاحة
•املطلوب يبرالتدو احلرف عن معلومات ااتحة او توفريحسب
خرىأ معايري نباجب املاكنو النوع
•و وظيفى ملف بناء ىف وظيفة عن الباحثني مساعدةاتراملها منيةت
املتاحة للوظائف التقدمو البحث يقرط عن
•القوىم توىاملس عىل يةرالرضو املعلومات تقيميو مجعللتعرف
ارم او حتديد مث ومن العمل سوق تياجاتحاب تنئبلاوجعة
املتعلقة ياساتالس
•احصائيةو مقيةر بياانت
• Supply / Demand match and CGS
support
• Availing all related information for
training and education by location and
types
• Help researchers to create more papers
into the issue to improve the system
• National collection of data and
tweaking / auditing aligning it with
the national policy
• Econometrical data analyses
12. الوظيفى لالرشاد تطبيقى مثال –
CGS Career Guidance Practical Example
Referenced from the GCS Model
تقيمي
فىن
ادارة
داءأ
قيادة
13. المعرفة ادارة نموذج
LMIS Knowledge Management
Domain Specific BP
عالقة ذات معل منظومات
Domain Specific BP
عالقة ذات معل منظومات
Domain Specific
Knowledge Base
Domain Specific
Knowledge Base
والبيانات والمستندات النماذج ادارة
Populate
Reference
Reference
Interface & Integrate
LMIS CGS Integration
Populate
21. دولية ومقارانات دراسات
International Best Practices
• Driver for change for skill demand
• Overview of Quantitative and qualitative LMIS
• What are the available models
• Sample from other countries
22. Drivers of change for Skills Demand
دولية دراسات
متغيرات
تحت السوق
الدراسة
23. Overview of Quantitative and Qualitative LMIS
Quantitative Qualitative
Sector
Studies
Econometric
Modeling
Signaling
Job
Opportunity
Index
Enterprise
Survey
Special Studies
(Tracer/Rate
of Return)
Stakeholder
Driven
Forums
Use of
Administrative
Data
الاقت النظرايت اختبارو حتليلصادية
يف املساعدةو ،انحية من اخملتلفةرمس
اترارالق اختاذو ياساتالستنبلاوؤبقمي
املس يف الاقتصادية اترياملتغمن تقبل
خرىأ انحية
24. LMIS: Quantitative
and Qualitative
Approaches
LEVELOFACURACY
COMPLEXITY AND RESOURCE REQUIREMENT
Sector
Studies
Econometric
Modeling
Signaling
Job
Opportunity
Index
Enterprise
Training
Survey
Special Studies
(Tracer/Rate
of Return)
Stakeholder
Driven
Forums
Use of
Administrative
Data
25. Quantitative Approaches to Labor Market Information
SimplestMostComplex
LEVELOFCOMPLEXITY
Approach Benefit Limitation Output Resources
Enterprise
Survey
More specific,
enterprise
level data
Limited to
sectors,
costly
Specific skills
needs of
enterprises
Expertise in
specialized
methods
Econometric
Modeling
Consistent
overview and
forecast
Data
dependent,
Costly, Time
consuming
Projections of
demand
&supply by
occupation/
industry
Expertise in
econo-
metrics,LFS
data
Signaling
Simple, Easy
to do and
update
Data
dependent
Difficult to
interpret
General
trends in
skills demand
and supply
Statistical
knowledge
Time series
Source:
Sparreboom and Powell, Labor Market information and analysis for skills development, ILO Employment Trends Unit
26. Use of
Administrative
Data
little cost,
readily
available data
#of
enterprises,
employed,
unemployed
Limited to
available data
Man hours for
collation,
admin data
Job
Opportunity
Index
Gives insight
into changing
demand
Limited
coverage,
resource
intensive
Newspaper
accounts
List of skills
demand
based on
vacancies
SimplestMostComplex
LEVELOFCOMPLEXITY
Approach Benefit Limitation Output Resources
Source:
Sparreboom and Powell, Labor Market information and analysis for skills development, ILO Employment Trends Unit
Quantitative Approaches to Labor Market Information
27. Qualitative Approaches to Labor Market Information
SimplestMostComplex
LEVELOFCOMPLEXITY
Approach Benefit Limitation Output Resource
Special Studies
(Tracer/Rate
of Return)
More specific
information
vis D&S
factors
Subject
specific/
qualitative
D&S factors
Expertise in
specialized
studies
Partial view,
costly
Source:
Sparreboom and Powell, Labor Market information and analysis for skills development, ILO Employment Trends Unit
Sector
Studies
Comprehen-
sive vis
sector D&S
factors
Sector
specific data
on demand
and supply
Expertise in
quantitative/q
ualitative
analysis
Limited scope,
partial view,
costly if for
all sectors
Stakeholder
Driven
Forums
D&S data
with context/
qualitative
factors
Participatory
Forum for
discussion
Individuals
might
dominate
Regular
forum
discussion
28. Is there a perfect
model for anticipating
skill demands?
Econometric
modeling
Job opportunity index Enterprise survey
SignalingUse of admin data
Special studies Sector studies
Stakeholder driven
forum
دراسات
دولية
29. • Econometric modeling to
project future labor demand
on a national level by industry
and occupation
• Annual LFS and employee
surveys
• Each state conducts LMIA.
Econometric
modeling
Job opportunity index Enterprise survey
SignalingUse of admin data
Special studies Sector studies
Stakeholder driven
forum
Occupational Projections National
Employment Average Annual Openings
SOC
Code
Occupation Est 2008 Proj 2018 Change Growth Replce Total
41-
1011
First-Line
Supervisors/Managers of
Retail Sales Workers
1,685,500 1,773,900 5.2% 8,840 36,170 45,010
41-
1012
First-Line
Supervisors/Managers of
Non-Retail Sales Workers
506,800 531,200 4.8% 2,440 10,510 12,950
41-
2011
Cashiers 3,550,000 3,675,500 3.5% 12,550 159,440 171,990
US LMI Model
دراسات
دولية
30. Okun's law representing the relationship between GDP growth
and the unemployment rate. The fitted line is found using
regression analysis.
31. • The Skills Development Planning Unit (SDPU) conducts quarterly monitoring reports
on skills supply and the outcomes of training
• Sector Education and Training Authorities (SETAs) conduct sector studies and
stakeholder consultations
• The SDPU also now developing an econometric model for employment projections
The South African LMI Model
Econometric modeling
Job opportunity index Enterprise survey
SignalingUse of admin data
Special studies Sector studies
Stakeholder driven
forum
• The Human Sciences
Research Council (HSRC)
conducts labor market
studies covering priority
sectors utilising employer
surveys
• HSRC conducts semi-annual
LFS and enterprise-based
manpower surveys
دراسات
دولية
32. Sri Lanka LMI Model
Econometric modeling
Job opportunity index Enterprise survey
SignalingUse of admin data
Special studies Sector studies
Stakeholder driven
forum
• Occasional sector studies, e.g.: RMG, provide information on enterprise
characteristics and distribution and an overview of government policies related to
the sector
• TVEC collects and publishes statistics on training, training providers and labor
market data, including job vacancies, based largely on administrative data
• Occasional tracer studies
• Job vacancies
collected from
newspapers as well as
published through Jobs
Net
• Annual labor force
surveys since 1992
دراسات
دولية
33. Sample output
1. Total number of employed people, 2009/10 3
2. Total number of unemployed people, 2009/10 4
3. Unemployment level by age group, 2009/10 6
4. Ordinary unemployment claimants by age group, 2009/ 10 8
5. Educational level of ordinary unemployment claimants: April 2009 to March 2010 9
6. Reasons for termination in commercial employment: 2007/08 to 2009/10 10
7. Growth in the number of commercial employees: April 2009 to March 2010 11
8. Growth in the number of domestic employees: April 2009 to March 2010 11
9. Total number of job vacancies in the financial year 2009/10 13
10. Distribution of vacancies per provincial office 14
11. Quarterly number of vacancies by occupational group 15
12. Quarterly number of vacancies in managerial occupational group 16
13. Quarterly number of vacancies in managerial occupational group per provincial office 16
14. Quarterly number of vacancies in professional occupational group 17
15. Quarterly number of vacancies in professional occupational group per provincial office 18
16. Quarterly number of vacancies in clerical and administrative occupational group 18
17. Quarterly number of vacancies in technicians’ occupational group
35. العمل خطة- - Considerations
•بقياتسالو بةواملطل املعلومات توضيح
•القص املدى عىل احملصةل املعلومات ازنوتو بطرمع ري
للمس بعيدلا املدى عىل يطيةلتخطا تياجاتحآلاىف اعدة
تخطيطلا
•املوجود املعلومات مصادر مع الاحصائيات دقة بطر
ومصادرها
•الطرق دمج-الكيفيةو المكية بياانتلا
•للنظام املؤسىس الشلك تبارعآلا ىف خذال
•قياىس نيفتص عىل بناء بياانتلا توصيفISCO-08
الصن بني املتابعةو اانتراملقا معل عىل يساعداعات
ماكنالوalso SOC
•الوظائفو العمل اترملها دوىل نيفتص تخداماسNQF
•http://en.wikipedia.org/wiki/National_Qua
lifications_Framework
• Information management and priority setting
• Planning of information gathering and short-
term objectives
• Lining of accurate statistics with the available
information and sources
• Merging of research methodologies ad
outcome
• Consideration of in situational setup
• Codification of the Labor Market Jobs per
country lining if not the same with the other
international codes
• Use of national qualification framework
36. دولية اعتبارات – International Consideration
•خمتلف يةمؤسس اترتباعا دوةل لك متثلتنعكس ة
تخدمةاملس خييةرالتا بياانتلا عىل
•للتع املؤسىس بناءلا يةوتق عىل العملعىل رف
دل لساسة طبقا املهىن هيلالتأ تياجاتحاوةل
•ا لتحديد القطاعى املنظور عىل الرتكزيلوايتول
(املعلومات مجلع ليةأ)
•سك اتراملهاو العمل سوق نتاجئ تخداماساس
يرالتدو هيلالتأ امجرب مع العالقة لقياساملهىن ب
اررمتساب نتاجئلا هذة تقيميو ومتابعة
• Circumstances differs from country to
another however the approach and
objectives should be the same
• Sectorial approach is common as long
as it is unified in the end
• Measuring the performance of the
LMI and the quality of integration is a
key success factor
• Quality and continuous improvement
is cannot be skipped including
auditing which means you have to
have a quality and auditing officer
• Reporting online and all the time
accepting feedback means you are in
your correct road.
37. الخالصة - Summary
•كبرم نظام هو املتاكمل العمل سوق معلومات نظام(بس غرييط)
بياانتلاو لوجيةوتكنلا اتودال جودة عىل فقط متديعولعىل لكنو
ىف البدء قبل علهيا احلصول يمت الىت املعايري من عددبيقلتطا
•عنارص لها يقةرط ولك نفيذلتا ىف للبدء طرق عدة هناكنقاطو قوة
ضعف
•الن جناح عنارص مهأ من الاكمل تخطيطلاو املؤسىس بناءلاظام
•املعايري مهأ من بياانتلا يةرومعام وجودة مصادر عىل التعرفالىت
اول هتااسرد جيب
•الوظيفىو القطاعى توىاملس عىل تياجاتحالا ماىه
•ما ماكن من البدء من لبد–يالوط نتظارالا او
• There are also other approaches in
architecting, design and improving
current LMI on the national level but
for a greater benefits which is in the
end combines the final work.
• This could be based on Value chain
and supply chain network
• Investment required and available
natural resources
• Education esp. vocational and road
map to graduation and employment
• Supply and sector based LMO
38. البيانات قواعد – Databases not tables
Job
Seeker
Vacancy
Training
Skill
Curricula
Organizat
ion
Service
provider
Training
schedule More
DBs
39. Working Team
Hassan El-Meligy
h.meligy@beta-research.com (SME Labor Market Expert)
h.meligy@ieee.org (Senior Member)
M: 0100109405
Director of Strategic Management Solutions
Certified Management consultant and Technology Architecture Expert
Masters of Science in Business Information Technology
Senior IEEE / ACM / PMI and European Information Society Member
Previous experience & project with the World Bank, IFC, EBRD, EC/EU, Social Fund, MCIT,
MTI and a long list in labour market, process reengineering, OSS, Innovation, R&D
Profile at LinkedIn www.LinkedIn.com/in/hassan2000