Thailand HR Strategy Conference 2024

creating first-ever Thailand HR Strategy and HR Transformation Roadmap that applicable across industries and sizes.

Creating first-ever Thailand HR Strategy and HR Transformation Roadmap that applicable across industries and sizes. Join us for a transformative day shaping the future of HR strategy in Thailand

Navigating Multiple Challenges in

Managing Human Capital:

A Complex Path Ahead"

The world is evolving rapidly, becoming increasingly intricate. These changes

impact not only the preferences of customers and the dynamics of businesses

but also reshape the very essence of our workforce and workplaces. Thailand

faces numerous challenges in effectively managing its human capital amidst

this swift and complex transformation. Navigating these challenges demands a

meticulous and locally attuned approach, all while ensuring alignment with

global standards and trends..

The groundbreaking Thailand HR Strategy Conference 2024 — an unparalleled gathering of Chief HR Officers and their deputies from diverse industries, sizes, and sectors, including public and nonprofit organizations. This unique two-day event, led by the seasoned Management Strategist and Practitioner, Tas Chantree, employs a deep drive approach for in-depth, interactive sessions. Participants will collaboratively craft a cutting-edge HR roadmap to navigate the challenges facing Thai organizations in the next 1-3 years. Hosted at no cost, this conference fosters collaboration and knowledge-sharing. Post-event, TAS Consulting, in collaboration with the Personnel Management Association of Thailand and key sponsors, will consolidate insights to create the first-ever Thailand HR roadmap, applicable across industries and sizes. Join us for a transformative day shaping the future of HR strategy in Thailand."

The Headwinds

6-7

About The Conference (date, venue, targeted participants etc.)

Why this event unique

Deep dive methodology

Day 1 and Day 2 Conference agenda : What to expect

About facilitator ; Tas Chantree

Appendix :

6 Key Signals that will impact Human Capital in Thailand

16 - 77

Thailand Human Capital Braces for Headwinds:

In the race to enhance digital skills, our current workforce faces more than just keeping up — it's about survival. Failing to become digitally literate opens the door to potential fraud, exploitation, and deception in the evolving digital landscape. It's not merely a skill upgrade; it's a shield against potential risks and pitfalls in the digital age.

In pursuit of our national aspiration to achieve high-income status, a pivotal step involves enhancing workforce productivity. This necessitates a transformation from predominantly low- skilled, agricultural roles to skilled works, enabling adept use and seamless integration of technologies. While this shift is substantial, it is indispensable for our economic advancement.

As Thailand's population ages, the evident decline in the working-age demographic poses a challenge. Simultaneously, the Talent War escalates, impacting local economies worldwide. Skilled workers become increasingly precious yet more challenging to recruit. Addressing this necessitates organizations to implement systems or platforms supporting workers of all ages, fostering an environment where even those nearing retirement can continue as valuable "ageless workers."

Thailand's human capital, notably among new graduates, ranks lower compared to peers in the same economic tier, as per global assessments (PISA, Human Capital Index, Innovation Index, etc.). This challenges our competitiveness and foreign investor appeal. Until comprehensive national fundamental enhancements are made, organizations must establish systems to swiftly prepare our less experienced workforce, ensuring their prompt and productive integration into the professional landscape. Various factors, including the cost of living, digital fatigue, heightened work expectations, and challenges in adapting to hybrid work, contribute to a diminishing sense of well-being in Thailand. Financial burdens, debts and, in some cases, gambling further strain individuals. The decline in quality of life inadvertently affects the quality and engagement at work, given the absence of a clear boundary between life and work.

Thailand is directly affected by the national shift to a green economy. This change makes certain skills outdated or done by machines, creating a need for a new type of workforce ready for the emerging green economy jobs. We aim to ensure that our workforce is not only locally attuned but also globally competitive in this shift.

Given the multifaceted and complex nature of the challenges, relying solely on best practices and past solution will prove insufficient. This underscores the imperative for collaborative efforts to collectively define a roadmap for organizations in Thailand, spanning across diverse sizes and sectors.

About This Conference:

1 HR Strategy

1 February 2024

2 HR Transformation :

2 February 2024

Participant can register either Day 1 or 2 or both.

Participants: 120 individuals 40 from large-sized and MNC 30 from medium sized enterprises

20 from small-sized enterprises, micro & start up 20 from state enterprises/public organizations 20 from educational sector

Venue : SCB Academy

Registration Fee: No cost. All expenses covered by sponsors and partners.

Strategic Roadmap Creation: The core purpose of this event is to collaboratively create the first- ever Thailand HR roadmap. Through dynamic discussions and interactive sessions, participants will address current and future challenges, ensuring that the roadmap is not just theoretical but a practical guide for organizations. Post-Event Consolidation: TAS Consulting, in collaboration with the Personnel Management Association of Thailand and key sponsors, will consolidate insights gathered during the event. This consolidation will result in a comprehensive document that serves as a strategic guide for organizations in Thailand.

Why is This Event Unique:

This event stands out for its inclusive approach, bringing together Chief HR Officers and their deputies from all industries, sizes, and sectors, including public and nonprofit organizations. This diverse participant base ensures a holistic perspective on HR challenges and solutions.

What sets this conference apart is its innovative deep dive methodology. Unlike traditional events, this approach creates an immersive and interactive experience, allowing large groups to delve deeply into HR challenges. Participants actively contribute to crafting a dynamic HR roadmap.

The conference breaks barriers by offering a full day of transformative insights at no cost. This accessibility ensures that organizations, regardless of size or sector, can benefit from the collective wisdom and strategic vision shared during the event.

Deep Dive Methodology

Invented by MIT Sloan School of Management

professor Bill Fisher , the Deep Dive

Methodology is a problem-solving and decision-

making approach. It involves a systematic and

immersive exploration of complex issues within

organizations. Fisher's method, known for

fostering creativity and collaboration,

encourages active engagement, dialogue, and

a shared commitment to finding innovative

solutions. The Deep Dive Methodology has

been widely applied to strategic planning and

issue resolution, emphasizing a comprehensive

understanding of challenges through in-depth

analysis and collective problem-solving. It is

particularly notable for its effectiveness in

generating creative strategies through

collaborative, interactive sessions.

Day 1: Human Capital Strategy Roadmap

Welcome and Overview Presentation : Thailand Human Capital Landscape

Deep Dives Session 1

Presentation : The most latest trends & practices from various sources

Deep Dives Session 2

Deep Dives Session 3

Day 2: HR Transformation Roadmap

Welcome and Overview Presentation : HR Transformation concept and current state

Deep Dives Session 1

Presentation : The most latest trends & practices from various sources

Deep Dives Session 2

Deep Dives Session 3

Advanced Management Program #183 Harvard Business School, USA

Managing of People, INSEAD, France

Certified Executive Coaching, Berkley, USA

Executive Management Development, IMD, Switzerland

MA, Communication Research Thammasat University

MPA, Human Resources Management National Institute of Development Administration

BA, Social Work Thammasat University

TAS Consulting Partner

Founder

Siam City Cement .

Chief HR Officer

Holcim

Regional HR

South Asia + ASEAN

Training Manager Recruitment Manager Employee Relation Manager

Siam City Cement

Sony

Training Manager

General Motors

Training Specialist

Dow Chemical

HR Specialist

Ministry of Labour

Government Officer

6 Key Signals that will impact Human Capital in Thailand

Ability to predict is as important as ability to respond.

obvious problem or difficult situation that people do not want to talk about

a high-impact event that is difficult to predict under normal circumstances

a highly likely yet ignored threat

Signal #1

Demographic and societal shift

Redefined Trust & ideological conflict

Power is redistributed and rebalanced

Thing was

Thing is

Information

Employees gradually gain power

Pre-pandemic

2022

2023

54 %

Power is defined as “ influence or control over way of working rewards, career retention, etc .

45 %

Employer

44 %

Who is holding more power?

36 %

31 %

Employee

N= 17050 employee, 1575 employer , 25 sectors 20 demographics Conducted during June – August 2023

Source : Ernst & Young, 2023

23 %

Each generation has been through different experiences

Traditionalist l Silent

I care

My style

I communicate via Feedback?

often stereotyped as

Respect for authority Compliance Custom

Discipline Hard work Loyalty

Written & Formal

No news is good news Take pride in a job well done

Old-fashioned Practical Rule followers

Baby Boomers

Acceptance Workaholism Stimulation

Questions authority Self-centered Crusading causes

One-on- one, Telephone

Not keen on feedback

Ambitious Optimistic Wealthy

Gen X

Self-reliance Informality Skepticism

Task-oriented Autonomous Performance-based

Direct, Email, Text messaging

Direct

Self-centered Risk takers Cynical

Gen Y

Realism Self-direction Goal-focused

Multitasking "What's next?" Work-life balance

Text messaging Social media

Require lots Instantaneous

Job hoppers Tech- dependent Work to live

Gen Z

Uniqueness, creativity Equitability, belonging Shareability

Flexibility Self-reliant Personal freedom

Digital natives Hand-held devices

Require lots Instantaneous

Constantly connected Apathetic Multitaskers

Gen Alpha

Purpose wellbeing Privacy Save the world Superhero

Research, Analysis Prototype Outcome

Platforms, mobile Metaverse

Selectively listen to the person they trust

Superficial Impatient Digital native

Therefore, they are comfortable with different arrangement

Baby Boomers

Gen Y

Gen Z,

Gen X

Gen Xers are still around, and …… many of them are ruling the workplace

Trust among Thai mass class is widely divided

Trust index is level of trust in information provided by Government, Business, Media and NGOs,

Government 56 %

Media 67 %

NGO 68 %

Business 71 %

Trust in

-4

vs. 2022

High Income

Low Income

20% of

China Thailand Saudi Arabia Indonesia UAE India Singapore Malaysia Mexico US Netherland France Germany Ireland Brazil Australia

90 85 84 82 82 76 73 66 64 63 62 60 60 60 56 54 53 52 52 49 48 44

China India Indonesia Saudi Arabia UAE Mexico Malaysia Singapore Brazil Thailand Canada France Netherland

71 70 68 64 63 56 55 55 48 48 47 46 46 43 42 42 41 40 40 35 29 29

The largest gap among surveyed countries

Australia Germany Ireland Sweden Spain

Canada Sweden UK

US UK Japan South Korea

Spain Japan South Korea

Source : 2023 Edelman Trust Barometer

When trust is doubtful, detrimental impacts are spiraled downward

April Fool ’ s marketing tweet April 2022

% 8.1 6.9 5.4 3.7 3.0

Employee bereavement leave September 2023

GDP 1992-1994 1995-1997 2001-2006 2007-2013 2014-2019

Political rally [ and violence] Since mid 20s

IT influencer vs. Apprentice September 2022

Distrust

Ideological polarization

Worsen prejudice

Violence in the street

Slower economic development

Based on Edelman Trust Barometer, 2023

8.1%

6.9%

5.4%

Tom Yum Kung Financial Crisis

3.7%

3.0%

1992

1998

2001

2006

2013

2019

1994

1995

1992 A demonstration against election faction wins Force new prime minister to resign

Jan 2001

April-Sep 2006

2010 Red shirts paralyses parts of Bangkok with months long protests for PM resignation

Feb-May 2014 PAD boycott, election invalidated Thai military stages coup

Government collapses

General election Thaksin ’ s faction wins

PAD boycott, election invalidated military stages coup Thaksin ousted

Source : World Bank

The implication of the signal to organization in Thailand

Redefined Trust & ideological conflict

From noise to signal

NOW

Impact to organization

Large /MNC

Medium

Small/Micro

Not-for-profit

Signal #1

Key questions for the organization to consider

Are leadership competencies still practical ?

When was the leadership development program re- designed?

How does the organization adapt its communication methods to accommodate diverse styles?

Are there mentorship programs in place that facilitate power (and knowledge) transition ?

How does the organization gather feedback, and is it tailored to capture the opinions and perspectives of employees from various age groups?

Are there regular forums or town hall meetings where young workers can openly discuss their perspectives, concerns, and ideas related to workplace policies?

Signal #2

Augmented & Connected world

Workplace Rearrangement

Remote works were experimented during Covid and people love them.

Full-time remote

Full-time in person

Hybrid

Thailand

21%

Australia

China

Hong Kong

India

Indonesia

Japan

Malaysia

Philippines

Singapore

S Korea

Taiwan

Vietnam

N= 19502 workers in Asia Pacific of which 1,000 respondent are from Thailand Survey conducted in March - May 2023

Source : Price Waterhouse Cooper, 2023

Pressure for operational efficiency is continuously increasing after the pandemic.

360

Efficiency

Reduction

Productivity

N 855 earning transcripts Source : Analysis of S&P 100 companies earnings call transcripts, Jan 1, 2021-Aug 2023

Different viewpoints on work & workplace

we are planning to require employees to work in-person full time within the next year.

We see full implementation for being fully remote in the next year

68%

61%

We fear productivity has been negatively impacted since a shift to remote or hybrid work

We are as productive or even more productive compared to a year ago

76%

69%

Surveyed during January 7, 2022 and February 16, 2022 from 31 market, including > 1000 sample from Thailand Source : Microsoft, 2022

Illustration ; New York Times

Employees ’ preferences for remote work are justified

OneNote

23% Team Meeting

8 PPT

18 Excel

Communication

10 Word

Creation

The weight of the workdays

15 Email

19 Team Chat

Share of time (%) spent in Microsoft 365 in a rolling 28-day period ending in March 2023 excluding weekends. segment.

Source : Microsoft, 2023

81 %

struggled with having enough time and energy to get their work done (Global 64%)

concerned about lack of innovation (Global 60%)

2/3

they would be missed by colleagues in a majority of their meetings if they couldn ’ t join.(Global 35%)

1/2

they don ’ t have enough uninterrupted focus during their workdays. (Global 65%)

84 %

Furthermore

Do not currently have the right capabilities to get their work done. It is the highest score of surveyed countries (Global 60%, VN 80%, PH 58%, IND 61% JPN 56% CHN 70%)

86 %

Employees voice their dissatisfaction loudly and clearly

Roughly 30,000 employees signed internal petition 2,000 employees participate in walk-out to protest return-to-office mandate

Forbes, July 2023

Googlers protest return-to-office, says work matters, not badges!

Fortune, June 2023

New York Times tech workers to strike over return-to-office rules

Reuter, November 2023

X illegally fired workers over return to office protest,

CNN October 2023

Apple Employees Protests Company ’ s Three-Day-a-Week Office Policy Wall Street Journal, September 2022

Illustration Soth China Morning Post

In Thailand, employees may demonstrate differently

[Digital]

the motions of work without actually being present

Presenteeism

Presenteeism was first introduced as a term to describe the behavior of continuing to work while sick or emotionally troubled Recently, the use of this term has also been extended to the scenario of employees being physically present at work, while mentally detached . These are the employees who show up to work every single day, they attend all mandatory meetings, all while being depleted of any form of motivation. The result is obvious: productivity decreases

Companies try to put cosmetic to entice employee back to office

companies are transforming their offices to lure Boomers, Gen Z, Gen X and more. to bring them back to work and end work-from-home.

Company offer

Bike storage & showers

Employee want

On-site café/free drinks

Social events

workplace technology

Subsidized or free lunch

Gym membership

Subsidized travel

Pet-friendly offices

14 14

On-site child care

Source ; Hay 2023

The real deal should not be happening around infrastructure; rather moves should be made to add newer benefits, flex policies other component that place EX at the center

October 2023

Workers Are ‘ Coffee Badging ’ To Protest Return- To-Office Mandates, While Bosses Spy On Them At Home This new workplace trend has emerged as a way for employees to meet their required in-office attendance policies, but avoid spending too much time there. Coffee badging involves employees going into the office building briefly, usually to grab a coffee or socialize with co-workers, before ducking out as soon as possible

VDO : Remote Working Policy, WHA

The Implication of the signal to organization in Thailand

Workplace Re-arrangement

From noise to signal

NOW

Impact to organization

Large /MNC

Medium

Small/Micro

Not-for-profit

Signal #2

Key questions for organization to consider

Is management clear about the extent to which the organization will embrace flexible work policies?

Have all [HR] processes, from Hire to Retire, been revised to align with the new work arrangement? How has the shift to a new [hybrid] model influenced performance measurement?

How does the organization identify and hire candidates who can seamlessly transition between in-person and remote work in a hybrid model?

Has the organization identify key productivity drivers and measurment?

What hybrid-friendly opportunities are provided for continuous learning and growth?

How does the organization address well-being for employees ?

How is a strong workplace culture fostered? And How to ready supervisor for that?

Signal #3

Technological Advancement and Technological adoption

Reverse impact on employees ’ wellbeing and security

The greater capacity that technology is advancing, the cheaper it becomes

Price changes (%)

Hospital services

of US consumer goods and services

200%

College tuition/Fees

College textbooks

Medical care services

Child care

100

Food & Beverage

Housing

[new] Cars

Household furniture

Clothing

Cellphone & services

software

Toys

-100

Televisions

2022

Source : Bureau of Labour statistic, mentioned in World Economic Forum, 2023

2000

Platform is the production of digital economy by design

Competing in cost by applying economies of scale

higher marginal value at lower marginal cost

Linear business

Platform business

Cost

Value

Business size

Platform size

Owner

Seeker

Share of asset

Platform economy is one in which technology is leveraged to create and manage platform ecosystem that connect various stakeholders These platforms serve as a foundation for enabling interactions , transactions, and the exchange of goods, services, or information. The value of the platform increases as more participants join and engage with it to create network effect.

Recommendation

Offer

Request

Fee

Platform

The employment platform, coupled with an emerging mindset, influences the perception of new-gen toward wealth and work

Financial Independence Retire Early is a movement of people devoted to a program of extreme saving and investment that aims to allow them to retire far earlier than traditional budgets and retirement plan would permit

No. of platforms

Delivery

383

Source : Investopedia, 2022

Online web-based

283

106

Taxi

Hybrid

2007

1999

2012

2020

Source : United Nation Development Program (UNDP), 2022

They have tried to find a shortcut to success

Digital currency is so luring for new generation

Crypto

45%

Stock/Share

Fixed deposit

Gov. Lottery

3 0

Gold

2 9

2 6

Mutual Funds

Forex

1 8

Real Estate

1 3

Bond

1 3

Oil

N = 1045 (Nationwide) , surveyed during November 2022

Brand name

They actively put money in platform that they have limited knowledge about

45%

Bitkub Binance Streaming Zipmex

68%

Daily 24%

do online trading/ investment at least once a week

1-2

Per week

18%

3-4 D

5-6 D

46%

14%

12%

Source: Rakuten, 2022

When they need advice, they turn to their heroes

Generation Z are almost five times more likely to get financial advice from social media platforms FinTok and Finfluencer than other generation

Nick Meyer - @nicktalksmoney

Sara Roalia – @sarafinance

Fidelity -@fidelity

660,000 followers

27,000 followers

800,000 followers

19 – year-old making hefty revenue using 10 different income streams Her Tik Tok platform is all about helping other Gen Z women building wealth through investing

A certified Financial planner and tax advisor who intends to make financial education fun with goofy and approachable Tik Tok video

A Boston-based world renown financial services and tax advisor institute with 24 billon USD revenue reported in 2020

As a consequence,

This is the tip of the iceberg because

1 In week

5,644 ~300 complaints Million THB

1. The number of non-reporting could be higher than 90%

Cyber crime complaints May 30 and June 3 2023

2. Romance Fraud cases is zero reporting, whereby the case cause the highest damage in term of financial loss

Fake goods and services

3,074

Investment

Romance shopping Other

Fees for fake part-time job

720

$770 million

25% 14

Loans

558

Call- centre transferring money

95,000 cases

18 10

45%

Fake online investments

105

224

Source: Thailand Police Cyber Taskforce, 2023

Source: Fraud originating on social media in US (2017-2021)US Federal Trade Commission, 2022

Not only online investment, but online gambling is also wide spreading

Online gambling is threatening our future generation

They have spent significantly on gambling

persuaded to make first time gambling via on and offline (8.1 million)

93 %

88 %

15 – 18 year olds

Money spent (THB) monthly average max

Ever or /doing online gambling

Online

Said their acquaintances do or involved in online gabling

Facebook Tiktok Line YouTube

64% 34% 27% 26%

6,000

987

1 st time

14 % 0.470 mio

6,000

1152

1-2 years

N 5,010, 15-25 years old

7,000

1592

>2 years

20 January -24 February 2023

Offline

Government lottery 82K Gambling (types) average 2, max 6 per person

SMS Friend

61% 54%

19 – 25 year olds

2037

1381

1 st time

42 % 2.5 mio

80,000

1654

1-2 years

91,260

1592

>2 years

Government lottery 901K Gabling (type) average 2, max 9 per person

That pushes Thai further into debt trap vortex

of Thai (25million) are indebted , 520, 000 THB on averagPeersonal loan (39%) Credit card (29%)

37 %

58 %

of first jobbers (25-29) have debts, 1 in 4 of them are unable to pay back (NPLs)

30 %

10-25 time credit limit

of debtors hold more than 4 cards

80 %

of borrowers complaints about uninformed or misinformed terms

of Thai do not have emergency saving, 1 in 2 couldn ’ t afford debt payment if income were to fall by 20%

62 %

of people age of 60 are still in debt average 415,000 per person.

1/4

40% of credit card holders choose to pay minimum rate (3%)

Have informal debt, averaging 54,300 THB per person of a random sample of over 4,600 households

42 %*

Source : Bank of Thailand, 2023

The deteriorated quality of life lead to fragile family relationship

Their quality of life are below par

that affects relationship within their families

therefore need to find way to earn more

Reduce Expenses

75%

increase income by working more than1 jobs

47%

54%

Somewhat Good

64 %

Fairly average

15%

Invest more

Poor Somewhat Poor

11%

Get loan

Excellent

56%

Sell their asset

agree

neutral

disagree

Thai found that life has become more and more stressful

number of depression and psychological disorder cases in Thailand is increasing by 1-2% each year,

Dr. Apichat Jariyavilas, Department of Mental Health

Thailand ’ s Google search index search for “ Depression ” during 2004 - 2029

Number of f Thai patients with chronical schizophrenia and depression has been increasing 34 : 10000

2009

2011 2013 2015 2017

2019

2004

2019

The implication of the signal to organizations in Thailand

Reverse impact on employee wellbeing and security

From noise to signal

1-2 Year

Impact to organization

M Large /MNC

Medium

Small/Micro

Not-for-profit

Signal #3

Key questions for the organization to consider

Are there flexible work policies that allow employees to explore additional income sources while maintaining their primary employment with the organization? Any legal/compliance issues?

Do supervisor possess the skills to detect early signs that individual employees may be experiencing challenges or difficulties?

Does your organization have financial education programs in place ?

Are there Employee Assistance Programs (EAP) that provide support and guidance on holistic wellbeing?

Is there support and guidance for employees considering the desire for early retirement ?

Has the employee survey been customized to include questions that can identify potential area of concern?

Are there clear guidelines and policies regarding the legal and compliance aspects of engaging in activities such as online gambling and high-risk investments?

Signal #4

readiness and availability of young talent

Productivity loss due to skill shortage and mismatch

Moving our country forward into high income nation,

Our workforce need to be radically reformed

Source : TDRI, Bank of Thailand, 2023

Skill shortage is continuously persistent

CEOs perceive it will severely impact business outlooks

83 % HR is struggle to find enough talent with skills needed by the business. 57 % Say skill shortages are undermining the ability to sustain corporate performance

Talent shortage

26%

Inflation

Recession

Supply chain disruption

Rising interest rates

N 312 CEO and C-suite Source : Gartner 2023

Energy cost

Top CEOs ’ concerns for business in Thailand

Attract and retain talent

59%

Developing next gen leaders

Maintaining engaged workforce

Digital transformation

Global recession

New product innovation

Outperforming key competitors

Navigating uncertainty

Retraining/upskilling

Succeeding with emerging tech

N 396 Leaders Source : DDI,2023

It causes bottleneck to the business transformation

Regulatory barrier

Lack of external and internal expertise

Lack of strategy & vision

Immature culture

2020

Situation is worsen

Organizational silo

Inadequate training

2022

Existing IT legacy

[un] fit technologies

Budget & resources

Executive support

25%

43%

20%

Digital Laggard

Exploring Digital

Doing digital

Becoming digital

Being digital

Optimize existing to new business model

not plan limited initiative and investment

automate existing capabilities. No real change

automate extend capability, same business model

Synchronize with change on same business model

39%

45%

Digital Customer

Digital Work

Digital Core

Source, Deloitte, 2022

Thailand is an aged nation. We have heard this, but do we truly comprehend the implications?

And it is the first among the developing countries that becomes Hyper-aged society

Thailand is approaching super-aged society in the next 5 years

Hyper-aged countries in 2035

Hyper aged

Super aged

% of total population

Aged

High Income Nation

Aging

Middle Income Nation

Source : United nation, 2022

2017 2021 2028

2035

This severely hurts growth, productivity, and innovation of the country.

Unattractive market mean less FDI which directly contribute to skill development and innovation

Negative effect on the economic growth by reducing size of workforce

Labour supply shortage of qualified workers

Constraining revenue due to lower personal income tax

Rising health and age care cost eat up the government fund

People who is supposed to be driving force is … leaving the workforce

69%

Malaysia

Indonesia Philippine

Vietnam

China

Thailand's working-age population is projected to decline the fastest

Thailand

2022

2050

Source: Oxford/Economics/Haver Analytic/United Nation, 2023

Early retirement

Contingent work

Job sharing

Self-employed

Outbound migrant worker

Not in education, employment or training- NEET

Development of Thai at all stages raise serious concerns

53% of 15year old children struggled to apply the mathematics they learned in school to solve everyday problems

Core curriculum of grades 1 through 12 remains bound by the “ essential content ” of the curriculum introduced in 2001 .

23% of 0-1 year old children play electronic devices

14 % were exclusively breastfed during their first six months of age

1 in 5 live apart from parent (both alive) and the rate is

1 in 2 of grade 2-3 do not have foundational numeracy skills

too much screen time can negatively impact a child ’ s ability to interpret non-verbal cues and learn the social skills necessary for developing empathy WHO recommended no screen time for child under 2 year old

continually increasing

70% old 2-5 year old children spend significant screen time on electronic devices

2005 2012 2019

44% experienced physical punishment

Within 10-15 years

Within 20 years

Within 5-8 years

Time to enter labour market

100% studied online for 2 years

40.30 million with the majority of the workforce under 35 years of age

15% or 1.4 million of youth aged 15-24 years in Thailand are NEET,

14% of our workforce is highly skilled professionals while 70% have only received an elementary education

68% of them lack the motivation to develop skills or work due to a perceived lack of opportunities. 70% are female, most of whom dropped out of school due to pregnancy or caring responsibilities

Ranked 101 of 113 in English proficiency index

Existing Workforce

NOW

TAS Analysis using data from Unicef, TDRI, World Bank

Even those who should represent a fresh inflow still require significant time to become productive

Despite being at forefront in educational investment

A significant number of students still struggle to understand what they read

Total Public Expenditure on Education as % to GDP

Others

Tertiary

Functionally illiterate !!?!!

16%

Secondary

Primary

SGP JPN IDN

THA

MYS KOR

Source : World Bank, 2018

With high participation rate in formal education

31%

Primary

100%

Secondary

47%

in village

SGP JPN IDN

THA

MYS KOR

in small towns

schools in large cities

Source : World Bank, 2018

Source : OECD 2016

A lack of guidance and data to aid students in decision-making is leading to skill mismatch

Over 50% of graduate student said they didn ’ t choose the study field that fit their interest

Almost 40% got a job that mismatching the field of study

คณะที่มั่นใจว่าสอบติด

40%

Field of study mismatch

45% คณะที่สนใจ

คณะที่มีการจ้างงานมาก

คณะที่จบมาแล้วได้ ค่าตอบแทนสูง

ตามพ่อแม่ ผู้ปกครอง (9%) ตามเพื่อน (5%)

Over qualified

Source : Research Center for Social and Business Development, 2015

And. Business Administration predominantly influence their decision

Business Adm.

35%

Education

Engineering

Computing

Social science

Journalism

Under qualified

Health

Humanities

Law

Arts

Source : OECD, 2021

FIN

USA

KOR

THA

Physical science

Source : OECD, 2021

Jobs that were sought after recently are becoming exposed job today.

Low potential for both

High potential for Automation

High potential for Augmentation

29 %

43 %

28 %

Prepare informational or instructional materials

Coordinate with others to resolve problems

Analyze data to improve performance

Communicate with others about business strategies

Evaluate the characteristics, usefulness or performance of products or technologies

Analyze performance of system or equipment

16 %

22 %

61 %

Determine resource needs of project or operations

Explain regulations, policies or procedures

Interview people to obtain information

Coordinate group, community or public activities

Manage budgets or finances

Train others on operational or work procedures

Source, World Economic Forum, 2023

June 2023

I've lied on every job applications and have a successful career because of it. If I'm asked to do a skill I've lied about,

YouTube rescues me every time

New grad's Opinion on ethic sending worrisome signals [to employer]

เกือบครึ่งหนึ่งของนักศึกษาเคยพบเห็นพฤติกรรมที่ผิดจริยธรรม 1 ใน 4 ของนักศึกษาที่สารวจความคิดเห็นระบุยอมรับพฤติกรรมเหล่านั้นได้

พฤติกรรม

เคยพบเห็น ยอมรับได้

ทาสิ่งที่อาจารย์ต้องการเพื่อแลกเกรด

13%

แอบจด เอาข้อมูลเข้าห้องสอบ

13%

39%

แอบดู ลอกคาตอบเพื่อน

24%

51%

ไม่ทารายงานเอง ใช้วิธีจ้างทา

25%

45%

ทารายงานโดยวิธีคัดลอกงานเก่า

16%

38%

ให้คนอื่นไปสอบแทน

11%

N 1080 4 th year university student from 14 institutions

Source : Research Center for Social and Business Development, 2015

February 2020

78% of job seekers lie during the hiring process

Pressure to land the job cause the lie candidates made

Responsibilities in general .

52%

7 in 10 workers confessed they had lied on their resumes.

My job title

No. of people I managed.

Length of time I was employed.

Name of company employed

An entire position .

Accomplishments I achieved .

Never

My skills section .

No but I have consider lying

Awards or accolades .

Lie frequently

My education credentials .

33 Once or twice

A career gap .

Source : SHRM, 2023

July, 2023

Job applicants are battling AI résumé filters with a hack

Employee still rely on corporate ’ s program

Hold Bachelor Degree

37 %

Bangkok

17 %

Central

Northern

14 %

10 %

Southern

15 %

Provided by Government

Others

Provided by Corporate sector

Source : National Statistical Office, mentioned by Bank of Thailand, 2020

Organizations talk about skill building, very few realize it

Measuring impact, assessing & improving program

Developing program, activating plan

Ideating, seeking buy in, mobilizing resource assembling team

Haven ’ t started any work yet

Source :, Workplace Learning Report, Linkedin, 2023 N= 1,579 L&D/HR Pro, 722 employee across geography including Thailand

2022

2023

Having a system to prepare workforce is a must for corporations in Thailand

Source : World Economic Forum, 2016 Quality of education as perceived by countries business community

Corporate in Thailand need to prepare workforce to be ready for work on their own

Corporate Training

Education System

Vietnam

Singapore

Malaysia

Philippines

Indonesia

Reskilling is required not only for technical skills but also for leadership and self-effectiveness.

Analytical thinking

Creative thinking

Resilience, flexibility and agility

Motivation and self-awareness

Curiosity and life long learning

Dependability and attention to detail

Technological literacy

Leadership and social influence

Empathy/active listening

System thinking

Talent Management

customer services

Reading, writing, mathematics

Resource management

AI and Big data

Design and user experience

Multi- lingualism

Teaching , mentoring

Programing

Marketing and media

Manual dexterity

Environmental stewardship

Global citizenship

Sensory-processing abilities

Reskill focus 2023-2027 (%)

Source, World Economic Forum, 2023

As AI advances, people skills become increasingly critical.

2016

2018

2023

Time management & Ability to prioritize

Ability to work effectively in team environments

Ability to communicate effectively

Willingness to be flexible, gile, adaptable to change

Analytics skills with business acumen

Ethics and integrity

Industry/professional specific skills

Proficiency in reading, writing and mathematics

Foreign language

Capacity for innovation and creativity

Basic computer and software application skills

Proficiency in STEM

Q : What do you believe are the most critical skills required of the workforce today N 3000 C-suite, 20 industries, 28 Countries (December 2022 – January 2023)

Long spell on remote learning impact critical skill of fresh grad workforce

conduct comprehensive literature review in order to understand

Adjusted way of living and studying due to Covid

Factors that cause undesirable learning experiences

Improper course material

impacted mental health. Increased stress load

Changing course expectation

Limited connectedness to peers and professors

Loneliness and Depression

Caused detrimental effect on self-efficacy

Decreased quality of life

which is critical in fostering empathy and building trust

Interpersonal relationship & Communication skill

professional judgement and decision making

90%

26%

29%

92%

100%

94%

Perhaps because they believe that college graduates possess more- refined social, or “ soft, ” skills — the ability to work in groups, say, or to communicate efficiently in real-time, or to prioritize tasks.

The implication of the signal to organizations in Thailand

Productivity loss due to skill shortage and mismatch

From noise to signal

2-3 Year

Impact to organization

M Large /MNC

Medium

Small/Micro

Not-for-profit

Signal #4

Key questions for the organization to consider

Have organization conducted a comprehensive assessment of the current skills gap within your organization, considering the evolving needs of the digital economy? How is your talent acquisition strategy adapting to incorporate alternative work arrangements, such as gig workers, human-machine augmented roles, and outsourcing?

Is recruitment process valid to identify the right fit for the organization?

Instead of leaving L&D to solely own initiative, are HR systems integrated around the skill shortage issue?

Is performance management designed in a way that encourages and recognizes skill enhancement ?

How does your organization ensure knowledge transfer and retention of institutional knowledge, particularly when engaging with gig workers and outsourcing partners? Are there established transition paths for individuals in alternative work arrangements to move into more traditional roles or vice versa, promoting career development?

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