Corporate in-house training

The second part of the response of Jaime Augusto Zobel de Ayala to my column last week covers what they are doing to boost skills of their employees. JAZA also talks about how their education arm benefits from their actual experiences in the various industries Ayala is invested in.

JAZA: “Our presence in a wide range of industries gives us a good understanding of the skills gap employers face today. We aim to bridge these gaps by leveraging the complementary strengths of the academic institutions we invest in with our group’s deep industry experience in high-growth service industries such as banking, telecom, retail, tourism, property and IT-BPM.

“As an example, AC Education engages with employer partners such as Ayala group companies and services industry leaders like Accenture in determining the skills requirements for new hires and co-develops the appropriate curriculum based on these requirements.

“Aside from industry-specific knowledge, AC Education’s learning modules focus on IT proficiency, business communication skills, critical thinking, sales skills, to name a few. More importantly, its learning modules provide students with valuable soft skills such as persistence, reliability, integrity and curiosity…

“With operations in Eastern Europe, Mexico, China, US, Singapore, and of course the Philippines, our electronics manufacturing unit, IMI, is our most global business in the Ayala Group. With nearly 15,000 employees around the world, it is also one of our largest employers.

“IMI utilizes a hybrid manufacturing flow where workers are trained to interact with automation. Our employees are, at a minimum, high school graduates, but we have been able to train them efficiently to operate more sophisticated machinery.

“IMI’s training platform, IMI University, offers various competency-based training programs customized to the needs of each employee based on identified skills gaps. Programs include a six-month onboarding training, cadetship programs, technician certifications, coaching clinics, and engineering courses with scholarship opportunities in partnership with the University of Batangas.

“Similarly, our telecom unit, Globe, has its own training platform, Globe University.  As Globe implements its digital transformation program, Globe University has played a major role in upskilling and reskilling the employees with modules on technology and innovation, digital marketing, business intelligence and analytics, information security, as well as soft skills in leadership development and people management. It has so far trained nearly 4,000 employees in these various modules…

“Outside the organization, Globe undertakes initiatives to promote digital citizenship and cyber-wellness among the wider public. In partnership with Optus and Singtel, Globe launched the Digital Thumbprint Program that trains public and private high school students to be responsible online netizens. The program has reached 16,381 students, with 1,729 public school teachers empowered to teach the program to their students.

“With employment opportunities provided to close to 70,000 individuals, Ayala Land’s construction arm, Makati Development Corp. (MDC), has taken proactive steps in strengthening its workforce. In response to an industry-wide shortage in skilled labor, MDC has partnered with TESDA to set up satellite technical training centers that offer construction-based vocational courses.

“To date, MDC has eight fully operational TESDA- accredited technical training centers which are facilitated by 63-in house TESDA-certified trainers. These centers have so far produced 19,800 graduates. Furthermore, MDC has partnered with DTI’s Construction Manpower and Development Foundation for the upskilling program of its construction workforce. 

“While I am a great believer of multi-sector collaboration, I share your view that there are areas where the business sector is best-positioned to take the lead and contribute to our development as a country.

“However, there are still certain aspects where a multi-sector approach is necessary, especially in designing a country strategy for the Fourth Industrial Revolution. A task of this scale requires all stakeholders to be well-involved in the process and their inputs appropriately taken into account.

“You cited the business analytics program that the Commission and Higher Education co-developed with Analitika and IT-BPAP and rolled out in several universities. As you mentioned, our group fully supports this initiative, which I believe is a great example of how strong multisector collaborations can be productive and bring positive results.

“While individual programs are impressive and encouraging, we still need a national effort in crafting a competitiveness roadmap to navigate the challenges around technological disruptions.

“Thanks for your patience. Your column prompted me to reflect and I hope you do not mind my taking this opportunity to respond to your insights.”

ME: Corporate in-house training is really more of a survival strategy to develop the workers needed to advance the business. Not too altruistic, but at least contributes to improvement of lives through better employment prospects.

Reacting to our column last Friday, Ching Aunario sent us an e-mail that points out the contribution of the Dualtech Training Center in Carmelray Industrial Park I, Canlubang, Calamba, Laguna.

According to Mrs. Aunario, Dualtech’s “Electromechanics Technology” consists of two phases:

The first phase is a six month basic integrated learning in the classroom and hands-on training on mechanical, electrical and electronics fundamentals.

The second phase involves on the job experience with partner companies for up to 18 months. During this phase, the scholars attend weekly mentoring sessions in Dualtech to ensure continuing values formation.

Boo Chanco’s e-mail address is [email protected]. Follow him on Twitter  @boochanco.