Field-of-study mismatch and overqualification: labour market correlates and their wage penalty

an article by Guillermo Montt (International Labour Office, Genève, Switzerland) IZA Journal of Labor Economics Volume 6 Article 2 (2017)

Abstract

Field-of-study mismatch occurs when a worker, trained in a particular field, works in another field. This study draws on the Survey of Adult Skills (PIAAC) to explore how skill supply and labour market demand dynamics influence mismatch. It updates cross-national estimates on mismatch and estimates the mismatch wage penalty.

Findings suggest that around 40% of workers are mismatched by field at their qualification level, 11% overqualified in their field and 13% overqualified and working outside their field. The saturation of the field in the labour market and the transferability of the fields’ skills predict the incidence of field-of-study mismatch and over-qualification.

Workers who are mismatched by field only suffer a wage penalty if they are overqualified.

JEL Classification: J24, J31

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Graduate Employability and Communication Competence: Are Undergraduates Taught Relevant Skills?

an article by Trish L. Clokie and Elna Fourie (Waikato Institute of Technology, New Zealand) published in Business and Professional Communication Quarterly Volume 79 Number 4 (2016)

Abstract

This research establishes the role of communication education in employability by determining how employers of graduates view communication, identifying communication skills that employers view as relevant, and establishing whether these skills are included in communication courses.

To achieve these aims, local businesses were surveyed, and the results were compared with communication course descriptors.

The research shows, consistent with worldwide trends, that local employers value communication competencies highly when recruiting new graduates, and specific communication skills required in an industry reflect course content. However, some skills are still lacking, and the research questions where the responsibility lies in developing these skills.

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The myth of “transferable skills” for senior executives – key lessons to be learnedto be ...

an article by Harry Gray (Dean at Grove International Business School, UK) published in Development and Learning in Organizations Volume 26 Issue 3 (2012)

Abstract

Purpose
This paper aims to challenge the notion that senior managers and executives have a set of “transferable skills” that can be successfully ported from one type of organization to another and even within the same organization.
Design/methodology/approach
The paper reflects on published information.
Findings
The paper calls for a different type of approach to developing senior managers and leaders that requires them to reflect on their own practice.
Originality/value
The paper draws the reader's attention to a potential underlying pattern in the failure of many senior appointments across different industry sectors.

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