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The Role of Human Capital Investment in Sustainable Economic Development. Patrick Sherry, Ph.D. Director, National Center for Intermodal Transportation University of Denver. Overview. Effects of Human Capital Investment Anticipated Economic Activity
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The Role of Human Capital Investment in Sustainable Economic Development Patrick Sherry, Ph.D. Director, National Center for Intermodal Transportation University of Denver
Overview • Effects of Human Capital Investment • Anticipated Economic Activity • Identification of Needed Areas for Human Capital Development • Leadership • Workforce • Practical Considerations for Implementation
I & ITS Experts Group Four Pillars of Activities • Technology (Including ITS and Global Navigation Satellite Systems) • The development and implementation of selected integrated technologies is important to the successful management and operation of intermodal transportation. • Supply Chain Management (Focused on Transportation) • Seamless interconnectivity of different modes of transportation. Efficient management of the supply chain involved in regional freight and shipping movement is critical to seamless interconnectivity. • Sustainability (Including Energy and the Environment) • The identification of opportunities for the development and promotion of fuel efficient transport policies and practices is particularly important in the APEC region. • Human Capacity Development • Human capacity skills are important to the effective movement of intermodal transportation. The ability of the work force to develop, manage, and safely implement existing and emerging technologies is essential to the ongoing facilitation of trade in the APEC region.
US International Container Traffic Source: RITA
What Are US Railroads Doing to Increase Productivity & Profit? Circa 2008-2009 • Developing cooperative alliances • Working with customers • Investing in Technology • Investing in equipment and infrastructure • Investing in employees • Hiring additional employees
Railroad PerformanceClass I Railroads Index 1981 = 100 Productivity Volume Revenue Price Source: Railroad Facts, AAR (Based on a design by R. Gallamore)
Railroad Capital ExpendituresClass I Railroads – and so far 2008 looks to be a paradigm shift! Billions Source: Railroad Facts, AAR
U.S. Railroad Intermodal Traffic(millions) Source: Association of American Railroads’ Weekly Railroad Traffic
U.S. Railroad Intermodal TrafficTrailers vs. Containers (millions) Source: Association of American Railroads’ Railroad Facts
Future Demand for Freight Transportation Will Continue to Grow Billions of Tons of Freight Transported in the U.S. p – U.S. DOT projection
Projected % Growth in Trains Per Day From 2005 to 2035 by Primary Rail Corridor
Class I Railroad Capital Spending vs. Net Income (Current Dollars) Capital Spending Net Income Source: Association of American Railroads
Tax Incentives to Leverage Capacity Expansion • 25% tax credit for projects that expand rail capacity • Expense other infrastructure capital expenditures • Leverage private investment • Need tax CREDITS for HUMAN CAPITAL INVESTMENT
US Rail Employment is Up for the First Time in Decades Total Class I Employment: Jan. 2001-Nov. 2008 Source: Surface Transportation Board
Railroad Employee ProductivityClass I Railroads, Ton-Miles Per Freight Service Employee Millions Source: Railroad Facts, AAR
Investment in Human Capital Related to Increased Productivity Increased Percent Time in Training
The mean proportion of workers being trained in an industry is about 10%. • If industry managed to increase the proportion of workers from the mean to 15% this would be associated with a 4% increase in productivity and a 1.5% increase in wages. • Note that it took the UK economy 13 years to generate an increase in the proportion workers trained on this scale (from 9% in 1984 to 14% in 1996).
Effects of Education on Productivity • Becker 1964, Mincer 1974 looked at the impact of education on earnings or estimated private rate of returns (). • A survey of growth accounting studies covering 29 developing countries found estimates of education’s contribution to economic growth ranging from less than 1 percent in Mexico to as high as 23 percent in Ghana (Psacharopoulos, 1984).
Education is also an important contributor to technological capability and technical change in industry. Statistical analysis of the clothing and engineering industries showed that the skill and education levels of workers and entrepreneurs were positively related to the rate of technical change of the firm (Deraniyagala, 1995). http://www.geocities.com/ceteris_paribus_tr2/i_ozturk.htm
Lucas (1998), found that the higher the level of education of the work force the higher the overall productivity of capital because the more educated are more likely to innovate, and thus affect everyone’s productivity. • Increased education of individuals raises not only their own productivity but also that of others with whom they interact, so that total productivity increases as the average level of education rises (Perotti, 1993). • The impact of education on the nature and growth of exports, which, in turn, affect the aggregate growth rate, is another way in which human development influences macro performance.
One of the emerging requirements for a successful economic development program is a workforce delivery system that works for local, emerging, and new businesses in the community. • Survey after survey notes businesses need a skilled workforce to be competitive. Traditionally economic developers have not had to deal with the workforce delivery system and that system tends to be complicated by regulations, vendor influence, and perceptions that it only deals with those least capable of holding a job. • International Economic Development Council http://www.iedconline.org/?p=Training_Workforce#agenda
In a study of more than 3,100 U.S. workplaces, the National Center on the Educational Quality of the Workforce (EQW) found that on average, a 10 percent increase in workforce education level led to an 8.6 percent gain in total productivity. But a 10 percent increase in the value of equipment increased productivity just 3.4 percent.Another study by ASTD showed that “leading-edge” companies trained 86 percent of employees while “average” companies trained only 74 percent. Leading edge companies also spent twice as much per employee. Companies that invest the most in workplace learning, the study showed, yielded higher net sales per employee, higher gross profits per employee, and a higher ratio in market-to-book values.
An Expanded Role for APEC • To increase and sustain economic development there needs to be continued investment in education and training of workforce • APEC can take the lead by providing training and development actiiities for key leaders throughout the region • In addition to providing skills training APEC should seek to enhance the leadership and developmental sklls of key industry represntaitinves • Focus should be aon giding and shaping the values and praoctices fo businesses from the top as well as supporting skills development at all levels
Business Week’s 50 Most Innovative Companies • 1 1 APPLE 2 2 GOOGLE 3 3 TOYOTA MOTOR 4 5 MICROSOFT 5 7 NINTENDO 6 12 IBM 7 15 HEWLETT-PACKARD 8 13 RESEARCH IN MOTION 9 10 NOKIA 10 23 WAL-MART STORES 11 11 AMAZON.COM 12 8 PROCTER & GAMBLE 13 6 TATA GROUP 14 9 SONY 15 19 RELIANCE INDUSTRIES 16 26 SAMSUNG ELECTRONICS 17 4 GENERAL ELECTRIC 18 NR VOLKSWAGEN 19 30 MCDONALDS 20 14 BMW 21 17 WALT DISNEY 22 16 HONDA MOTOR 23 27 AT&T 24 NR COCA-COLA 25 47 VODAFONE 26 NR INFOSYS 27 NR LG ELECTRONICS 28 NR TELEFÓNICA 29 31 DAIMLER 30 34 VERIZON COMMUNICATIONS 31 NR FORD MOTOR 32 35 CISCO SYSTEMS 33 48 INTEL 34 28 VIRGIN GROUP 35 NR ARCELORMITTAL 36 40 HSBC HOLDINGS 37 42 EXXONMOBIL 38 NR NESTLÉ 39 NR IBERDROLA 40 25 FACEBOOK 41 22 3M 42 NR BANCO SANTANDER 43 45 NIKE 44 NR JOHNSON & JOHNSON 45 49 SOUTHWEST AIRLINES 46 NR LENOVO 47 NR JPMORGAN CHASE 48 NR FIAT 49 24 TARGET 50 NR ROYAL DUTCH SHELL
Innovative Transportation Companies http://images.businessweek.com/ss/09/04/0409_most_innovative_cos/index.htm
Procter & Gamble • Gets 400,000 applications for entry-level management positions each year. • It will hire less than one half of 1% of them, • "We actually recruit for values," says Chief Operating Officer Robert McDonald. • "If you are not inspired to improve lives, this isn't the company you want to work for." • The careful vetting, training, and career development pay off. P&G boasts 23 brands with at least $1 billion in annual sales and is the market leader in everything from detergent to diapers to razors. • bringing in and promoting creative thinkers. • Interviewers look for what they call a candidate's "power," including leadership ability and empathy. • Innovation skills and values are measured in an online assessment. "Our managers are skilled at probing for the right fit," says William Reina, director for global talent. "The people they identify score well on the assessment." • every department has its own "university." The general manager's college, holds a week-long school term once a year when there are a handful of newly promoted managers • There are nearly 50 courses—helps managers with technical writing or financial analysis.
Development of Human Capital • Begins with the leadership • Having a vision • Recognizing that technology levels the playing fields • Recognize that new technology will take time to develop • Recognize that we need to improve our ability to identify new techs • Recognize that we need to implement new techology
Leadership Competencies Vision Values Problem Solving Execution Communication Skills
How do you develop Innovative and Productive Leadership? • Our Team at the • National Center for Intermodal Transportation has • Twenty Five years of experience developing leaders • University of Denver Pioneer Leadership Program • Center for Creative Leadership Consultants • Academics – USC, Harvard, Georgia Tech • Businesses - • Trainers
Technical Assistance Provided by our extensive industry contacts and ITI board members
Identify Gaps in Skill, Knowledge & Capacity • Evaluate BENCH STRENGTH
THINKING SKILLS Critical Thinking Skills
Working With TOP Leadership Teams APEC Leadership SHOULD take the LEAD with • Both PUBLIC and PRIVATE SECTOR • Identify key COMPETENCIES needed • Identify key areas for development • Create opportunities to discuss and promote INNOVATIVE thinking and development • Ensure that EXECUTIVES are thinking about how to develop their workforce • Encourage incentives to promote HUMAN CAPTIAL INVESTMENT • FACILITATE evaluation and growth of executive Capability & Bench Strength • Examine key areas for growth • Promote the thinking and investment needed to advance and develop the workforce • Work with Teams to create Strategic Vision
Workforce Development Activities Provide COACHING and MENTORING Identification of Skills Needed Intermodal Skills Identification of Gaps Development of Skills Courses • “Needed Intermodal Skills” • “Intermodal Managers” • “Refrigeration Handlers” Identification of Available Training Programs Insufficient Training Available
FOUNDATIONAL KNOWLEDGE: Government Regulations & Policies Available Transport Technology Global Business Environment General Business Environment Labor Relations Various Transportation Modes How Modes Interface Understanding of Legal Issues INTERPERSONAL SKILLS: General Managerial Skills Customer Service Skills Communications Skills Listening Skills Sales Skills Coalition Building Skills Teambuilding Skills Conflict Management & Negotiation Leadership Skills Priority Skill Areas ANALYTICAL SKILLS: Environ Impact Analysis Economic & Financial Analysis Policy Analysis Strategic Planning Forecasting Skills Futures Analysis Systems Analysis Ethical Analysis TECHNICAL SKILLS: Computer Applications Technology Management Modeling Skills Logistics & Supply Chain Processes Data Gathering, Analysis & Manipulation Marketing Skills Transportation Experience
Success Stories Cohort 1999-2000 • José Antonio Pérez Antón was promoted to Chief Executive Officer of Grupo ADO. Cohort 1 • Shannon Brown, Senior VP and Chief Human Resources Officer FedEx. • Michael Byrne, CEO, Linfox Australia, Pty Limited. • Bruce Denny, Asst VP, Terminal Operations, with Pacer Stacktrain. • Barbara Gilliland, Principal at Parametrix Consulting in Denver. • Adam Rodery, Director, Operational Process Improvement with Excel. • Chris Schuleit ,Vice President of the Enterprise Business Development with Hub Group.
Cohort 2 • Michael Brothers, Vice President, Intermodal Operations, at JB Hunt Transport Services, Inc., • David Leech, Vice President of US Operations, Southern Region of FedEx Express. • Adam J. Lemarr, Manager of Intermodal Hub Operations within Norfolk Southern. • James Price, Vice President Rail Operations, Hampton Roads Transit, Norfolk, Virginia. Cohort 3 • Grantley Martelly, Regional General Manager, Utah Transit Authority. • Tim E. Naylor, Manager of Service Delivery, Utah Transit Authority. • Than Seeds, Vice President of Operations, Americas with APL. • Ben Sullivan, Country Manager of Linfox, India.
Challenges • Economic activity increasing • Shortage of skills in developing economies • Intelligent Transportation • Intermodal Transportation • Employment outlook good • Shortages of key talent identified • Opportunity to shape the future • Develop self-sustaining training efforts