Key Features Of A WSQ Framework

With comprehending the nature of a framework and its fundamental abilities comes the integration of the framework into training programmes. For this, an understanding of the mechanisms of any WSQ Framework is essential. The 3 key features are training and assessment pathways, validation and quality assurance.

The first feature is training and assessment pathways. It has four components, e-learning, classroom training (facilitated learning pathway), on-the-job training (OJT) and workplace assessment.

E-learning is a structured, self-directed mode of learning using online learning portals or other electronic resources. Some degree of facilitation by a trainer may be present. Some advantages of this form of learning include it being suited for

Advantages include high validity as actual performance in the workplace is examined, and the disadvantages include that it may be disruptive to the workplace.

The second key feature is validation. The industry specific WSQ framework is developed by the industry for the industry as a tool to achieve meaningful manpower objectives and to address manpower challenges. To maintain the relevance and credibility of WSQ, every WSQ framework developed goes through a stringent validation process to ensure that the project is grounded on solid and tangible industry development outcomes, and economic and manpower objectives.

To facilitate validation, WDA forms industry or manpower skills and training councils (ISTCs/MSTCs) comprising industry players, training institutions and unions to help identify competencies required for jobs in each sector and to endorse the manpower competency framework. Personnel who are invited for consultation and validation sessions need to have an understanding of the sector at the macro level to provide strategic leadership and guidance in the consultation process, and they may include human resource development personnel who have an overview of the organization structure, job profiles and requirements, and the senior management who know about current skill gaps and emerging skill needs based on industry

One is the declining working-age citizens, and the new immigrants. Singapore will experience an unprecedented age shift between now and 2030. Over 90,000 baby boomers, more than a quarter of the current citizen population, will enter into their silver years, from 2020 onwards, the number of working age citizens will decline, as older Singaporeans retiring outnumber the younger ones starting work. At our current low birth rate, our citizen population will age rapidly, and also start declining in 2025, if we do not take any new immigrants. As such, foreigners will make up the other portion of the workforce. The WSQ system will need to consider the implications of this for funding and accessibility.

The second is that the Singaporean workforce is getting more qualified. As it is becoming more and more better and qualified as better educated young Singaporeans start work, and existing workers upgrade themselves through continuing education and training. We anticipate a significant upgrading of the Singaporean workforce towards professional, managerial and executive (PME) jobs. By 2030, the number of Singaporeans in PME jobs is expected to rise by nearly 50% to about 1.25 million compared to the 850,000 today. Overall, two thirds of Singaporeans will hold PME jobs in 2030, compared to about half