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MYANMAR BUSINESS SURVEY: DATA ANALYSIS AND POLICY IMPLICATIONS Figure 3.28. Is technical or professional skill an issue? Other services Manufacturing Agriculture Hotels and restaurants Trade Extractive industries 0 20 40 60 80 100 Per cent Yes No Source: ESCAP-OECD-UMFCCI Myanmar Business Survey Database. Figure 3.29. Most frequent skills problems 800 Number of respondents 600 400 200 0 Lack of adequate skills Labour costs are too high for skills needed Skilled employees move to work aboard Skilled employees move to other firms Skilled employees move to larger firms Skilled employees move to other sectors Source: ESCAP-OECD-UMFCCI Myanmar Business Survey Database. education as part of the overall reforms of the education system. Businesses can also contribute by forming partnerships with the Government in developing vocational training and research institutes. 4. Computer and ICT skills are lacking at all levels Figure 3.30 shows that more than 25 per cent of the respondents indicated that their top management lacked adequate skills in the use of computers as well as information and communications technology (ICT). This result is mainly due to the large number of micro and small-sized firms in the sample who disproportionally have trouble hiring top management with these skills or, more likely, because the owners of those smaller entities lack such skills. Larger firms are more concerned about communications, interpersonal skills, work ethic, analytical thinking, finance and foreign language skills (figure 3.31). Lower down the corporate hierarchy, professionals and skilled workers are the most lacking in management and leadership skills. Addressing this deficiency requires the formation of additional higher education schools in related fields, such as business administration, legal and engineering (OECD, 2013). Greater cooperation between the dozen or so ministries responsible for education will be necessary for identifying future skills demands in Myanmar and for developing policies accordingly. 5. Skilled worker shortages are mostly addressed through in-house training Most firms that had experienced a skills shortage chose to organize in-house training to upgrade the skills of their employees (figure 3.32). Very few firms reported relying on external training by public or private centres. In fact most firms do not cooperate with any 38
CHAPTER 3. Data analysis Figure 3.30. Lack of business skills, by hierarchy Top management Middle management Lower management Professionals Skilled workers Unskilled workers Interns 0 20 40 60 80 100 Per cent ! Management and leadership Analytical thinking and problem solving Finance, accounting and budgeting Selling and customer service Foreign language Creativity and initiative Technical skills Computer and ICT Communication, interpersonal and work ethic Source: ESCAP-OECD-UMFCCI Myanmar Business Survey Database. Figure 3.31. Lack of skills in top management Micro Small Medium Large 0 20 40 60 80 100 Per cent Management and leadership Analytical thinking and problem solving Finance, accounting and budgeting Selling and customer service Foreign language Creativity and initiative Technical skills Computer and ICT Communication, interpersonal and work ethic Source: ESCAP-OECD-UMFCCI Myanmar Business Survey Database. Figure 3.32. Measures for overcoming skills shortage 1 500 Number of respondents 1 000 500 0 Organized in−house training Paid for employees to attend private training externally Outsourced tasks where skills are missing in−house Paid for employees to attend public training externally Strengthened links with schools or universities Provided scholarships for prospective employees Sent employees to free training externally Established an in−house training unit or centre No action taken Source: ESCAP-OECD-UMFCCI Myanmar Business Survey Database. 39
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Myanmar Business Survey Aaron Soans
Page 3 and 4: Myanmar Business Survey: Data Analy
Page 5: FOREWORD With vast natural resource
Page 9 and 10: Acknowledgements This publication w
Page 11 and 12: 2. Market conditions As the country
Page 13 and 14: Abbreviations and acronyms ADB AEC
Page 15 and 16: FIGURES Page 1.1 Structure of the b
Page 17 and 18: CHAPTER 1. Business environment Int
Page 19 and 20: CHAPTER 1. Business environment as
Page 21 and 22: CHAPTER 1. Business environment Whi
Page 23 and 24: CHAPTER 1. Business environment wit
Page 25 and 26: CHAPTER 1. Business environment was
Page 27 and 28: CHAPTER 1. Business environment por
Page 29 and 30: CHAPTER 2. Methodology and data col
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Page 39 and 40: CHAPTER 3. Data analysis Overall bu
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Page 75 and 76: CHAPTER 3. Data analysis AGRIBUSINE
Page 81 and 82: CHAPTER 4. Policy implications The
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Page 87 and 88: eferences Abe, M. (2014). “Growin
Page 89: eferences (undated). “Enterprises
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United Nations ESCAP Rajadamnern No
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