PROJECT PROPOSAL

Swadaya Jobs Intelligence System (SJIS)

Prepared By
Table of Content
SECTION 1 - INTRODUCTION

Executive Summary

Objectives

SECTION 2 – SJIS PROPOSAL

Modul 1 : Data Collection

Modul 2 : Data Integration

Modul 3 : Data Analysis

Modul 4 : Data Reporting

Modul 5 : Extensive Module

SECTION 3 – COMPANY PROFILE

Company Profile

Strategic Partnership

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SECTION 1 INTRODUCTION

SECTION 1

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Introduction
EXECUTIVE SUMMARY

Skills are a critical asset for individuals, businesses and societies. The importance of skills is
even more pronounced in a dynamic, globalized world. Building basic skills early on, by
broadening and improving the quality of early childhood, is essential. But it is also crucial to
ensure that skills taught at school are relevant for the working world; that they are maintained
and further improved during working life; and that they are recognized and used by
employers once people are in the labour market.

Matching skills and jobs has become a high-priority policy concern. Skills mismatches occur
when workers have either fewer or more skills than jobs require. Some mismatch is inevitable,
as the labour market involves complex decisions by employers and workers and depends on
many external factors. But high and persistent skills mismatch is costly for employers, workers
and society at large.

Skills mismatch has become more prominent in the global economic crisis. However, it is
primarily a structural issue and as such existed prior to the recent global economic slowdown.
For the same reason, contrary to what some commentators believe, current record-high
unemployment rates cannot be attributed to skills mismatch. Indeed, there is no evidence
that skill levels have collapsed during the crisis.

Many employers report difficulties in finding suitably skilled workers. Although part of these
difficulties are related to skill gaps and deficits in specific sectors, occupations and regions,
they are mostly explained by factors other than skills, such as uncompetitive wages,
unattractive working conditions, poor recruitment policies and/or mismatch between the
location of skills and jobs. As a result, many shortages could be addressed by changes in
training and recruitment practices, as well as by facilitating labour mobility.

A more worrying phenomenon is sizeable qualification mismatch. Affecting workers, firms and
the overall economy, qualification mismatch occurs when a worker’s qualification level is
higher or lower than that required by the job. Although the match between what people can
actually do and the content of their jobs may improve over time, qualification mismatch can
be persistent and leave an adverse or “scarring” effect on an individual’s career. In addition,
unused skills will atrophy, resulting in a partial loss of the (initial) investment in them. Even when
adjustment takes place, it may be costly and prevent the adoption of new technologies.

These points hint at two related crises: high levels of youth unemployment and a shortage of
people with critical job skills. Leaders all around the world are aware of the possible
consequences, in the form of social and economic distress, when too many young people
believe that their future is compromised. Still, governments have struggled to develop
effective responses—or even to define what they need to know. Around the world, the

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Introduction
International Labour Organization estimates that 75 million young people are unemployed.
Including estimates of underemployed youth would potentially triple this number.

This represents not just a gigantic pool of untapped talent; it is also a source of social unrest
and individual despair. Paradoxically, there is a critical skills shortage at the same time. This
problem is not likely to be a temporary blip; in fact, it will probably get much worse. The
McKinsey Global Institute estimates that by 2020 there will be a global shortfall of 85 million
high- and middle-skilled workers.

If young people who have worked hard to graduate from school and university cannot
secure decent jobs and the sense of respect that comes with them, society will have to be
prepared for outbreaks of anger or even violence. The evidence is in the protests that have
recently occurred in Chile, Egypt, Greece, Italy, South Africa, Spain, and the United States (to
name but a few countries).

The education-to-employment system fails for most employers and young people. Examples
of positive outcomes in education to employment are the exception rather than the rule. Two
features stand out among all the successful programs. First, education providers and
employers actively step into one another’s worlds. Employers might help to design curricula
and offer their employees as faculty, for example, while education providers may have
students spend half their time on a job site and secure them hiring guarantees. Second, in
the best programs, employers and education providers work with their students early and
intensely. Instead of three distinct intersections occurring in a linear sequence (enrollment
leads to skills, which lead to a job), the education-to-employment journey is treated as a
continuum in which employers commit to hire youth before they are enrolled in a program
to build their skills. The problem, then, is not that success is impossible or unknowable—it is that
it is scattered and small scale compared with the need.

Creating a successful education-to-employment system requires new incentives and

structures. To increase the rate of success, the education-to-employment system needs to
operate differently, in three important ways. First, stakeholders need better data to make
informed choices and manage performance. Parents and young people, for example, need
data about career options and training pathways. Imagine what would happen if all
educational institutions were as motivated to systematically gather and disseminate data
regarding students after they graduated—job-placement rates and career trajectory five
years out—as they are regarding students’ records before admissions. Young people would
have a clear sense of what they could plausibly expect upon leaving a school or taking up
a course of study, while education institutions would think more carefully about what they
teach and how they connect their students to the job market. Second, the most
transformative solutions are those that involve multiple providers and employers working
within a particular industry or function. These collaborations solve the skill gap at a sector
level. Agreements such as non-poaching deals can also boost employers’ willingness to
collaborate, even in a competitive environment. Finally, a comprehensive integrated system
(one or several) is needed for responsibly taking a high-level view of the entire heterogeneous

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Introduction
and fragmented education-to-employment system. The SJIS system proposed in this paper is
a structured call to action to answer this impending crisis and ultimately provide the much-
needed solution to gather the right data, identify the gap and provide the real solution to
the problem at hand.

OBJECTIVES

1. To mine, extract, analyse and map employment data from multiple sources for both
the supply and demand side of the employment chain
2. To analyse the matching gap between both the supply and demand side
3. To offer a comprehensive one-stop information portal (or dashboard) populated
directly from the industry players
4. To offer a comprehensive information portal of the current state-of-jobs in Johor
5. To provide guidance to industry players, educational institutes as well as training
providers to plan the forecasted jobs requirement in the future

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SECTION 2 THE SJIS
PROPOSAL

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The SJIS Proposal
Solution Architecture & Design

The SJIS can be described that the application to be built has four (4) main
components, as follows:

Picture 1: Scheme Application

a) Data Collection

Is a collection of software components which has a role to collect data from

various sources such as social media, web portal, database connector, etc

b) Analytics System

Is a component that contains a collection of software that serves to analyze the

results of the media collection components.

c) Data Visualization

Is a component that interacts with end-users in daily operations, end-user gets daily
operator that interacts with the daily basis applications, as well as user executive
users who need results in a brief resume, yet can support decision making.

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The SJIS Proposal
d) Support System

A supporting component in the operation of system.

All components were designed to be pluggable, so it can be added or subtracted

according to the needs of the overall system.

In the application, using a large system that involves multiple components as well
as various combinations of technology, as has been previously described. Way of
working system can be seen in a simple way with the following scheme.

Data Acquisition

• Retrieval of data from the web and database by the API which has been
provided by each provider

• For websites, news portals, blogs, forums and other websites data retrieved by
scraping technique

Storage, Parser, Indexing, Content Tagging

• The data from Data Sources, later on saved to the temporary storage (in
memory)

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The SJIS Proposal
• Parser (which based on PHP/Python) afterward parsing the data according to the
columns that have been defined and incorporated into the RDBMS MariaDB

• PHP and Python is used as a parser to facilitate change in the future, because the
source of data that can be changed.

• After the outcome of data parsing has successfully stored in RDBMS, then files
inside the temporary will be moved to another place for the archive, afterward
there will be cleaning of temporary.

• Every certain period of data inside the RDBMS is stored in the index, using the
Lucene library.

• Afterward there will be text searching from the Index based on keywords,
locations, secrors, etc. The result is stored in the RDBMS back (only in a form of key).

Analytic

• The key as the result of a single search term, later will be mixed and matched by
using the GPU machine.

• Actually Lucene has a mix and match feature, but it has limitation in only 2048
boolean search, above that number the performance will be decreased, so for
that purpose, GPU is used as a substitute.

• The results of mix and match processing later will be combined to be stored inside
OLAP database using MemSQL.

• Afterward, the results will be visualized.

Visualization

• Built using HTML 5 (Bootstrap Framework), AngularJS and charting library.

• Other Visualization Tools (Tableu, Lumira, Power BI, etc.) can be used in a way
connecting to the system or importing file (csv, Excel, XML, etc.).

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The SJIS Proposal
Process Flow

DATA COLLECTION DATA PROCESSING & ANALYST DATA VISUALIZATION

Data Indexing
Noise Filtering
Data Collection From
Supply & Demand
Data Analyst
Report
Data Migration Final Result

Portal Jobs Johor

- Job seeker Machine Learning
- Employer Provide Model Training
Job Data Prediction

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The SJIS Proposal
MODUL 1 : Data Collection

The development of this system is an identifying the types of data required by the
demand and supply of vacancy is needed in current industry. There are three types
of data collection in the development of this system are crawler, clipper and
connector.

1) Crawler
Every crawler have their own scripts with same server and also different
token. The function of the token to grab the data from the website.

Overview process flow crawler to represent the dashboard.

Crawler
SOLAR
• Webportals Database
Library for
• Social Get Record Convert to
dashboard Dashboard
media from XML
(Indexing,
• CRM database filtering)
• etc

2) Clipper to get record from website or portal

The Clipper have two component client and database server. Client is user
interacts with to create the clips and Cliplists. The Data take from the
website and passes it on to the database called database server.

3) Connector
Convert data from manual collection example excel template, word to
database using API.

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The SJIS Proposal
MODUL 2 : Data Integration

In the first stage, there are two databases for collecting various types of
information. The first database is a database that stores records obtained from
supply and demand sources. The second job search portal application database.
With job portal, we can provide solid profile both job seeker profile, type of jobs,
employer, industrial location, and etc.

Clean and standardised data is key before any processing can be carried out. Our
data cleaning suit can perform cleansing and transformation on data ensuring
accurate outcomes. An intelligent enterprise application integration (IEAI) tool, This
suit performs transformation and cleansing of unclean data (mostly due to human
error) thereby ensuring resultant clean data which is then stored for future use or
processed further in the next levels.

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The SJIS Proposal
MODUL 3 : Data Analysis

The analysis of data that has been mined from both structured and unstructured
data will then be carried out extensively using predictive analytics. This ecosystem
enables us to understand the level of skills gap that exists in different sectors and
project the trend of job outlooks into the future – 5, 10 and 15 years down the road.

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The SJIS Proposal

The results of the analysis are estimated and all the findings will be included as
follows:-

• Demographic profile includes current employment rates by sex, age and

educational attainment level from industry and job seekers.

• Statistics on the required and offered skills

• The projection trend of required and offered skills

• Trend of field study

• Current skill gaps in industry

• Interests among the job seekers

• Trend of wage offered by the industry

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The SJIS Proposal
• Type and level of job seeker qualification according to industry requirements
covering the types of skills, education, talent, and knowledge that prioritized
by employer

• Unemployment trend among graduates from IPT / ILK in Johor

• Statistics on labor market supply by level

• Statistics on labor market demand by sectors and type of job

• Topology of supply density versus industry

• Matched-group design between the job seeker and industry

• Forecasting of demand in an industry by sector group based on matching

gaps.

Once the gap is analysed, the system would suggest Jobs Matching using our
predictive analytics to see what are the industry tendencies and the employability
of our graduates.

The analysis engine will also include a comprehensive education-to-employment

matching engine to match the database from supply to the available vacancies
from demand so that the user can quantify the real numbers of matching
vacancies and what are the sectors in which the pool of talent is saliently
diminishing and vice-versa.

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The SJIS Proposal

SJIS will include a Psychometric Assessment engine by linking the talent to the
corresponding social media patterns to learn the soft skill sets of the jobseeker and
link it to the employer data on softskills requirement. This will then be ranked and
given a specific score to see whether the critical path to employability rests solely
on skills mismatch, qualification mismatch or pure human tendencies.

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The SJIS Proposal

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The SJIS Proposal
MODUL 4 : Data Reporting

Single-Window reporting dashboard for multiple stakeholders

SJIS provides a single-window dashboard to provide the report of the analysed

data via a dynamic, live and interactive Generic User Interface. The capabilities of
the dashboard is its drill down dynamics, lightning fast response to query and
outputs, and lightweight for use on mobile platforms.

Some examples of data presented in the report are as shown. The data are
crawled from JobsMalaysia’s database

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The SJIS Proposal

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The SJIS Proposal
The data can be easily exported out into multiple formats (pdf, csv, spreadsheets,
etc), emailed or even printed directly from the interface.

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The SJIS Proposal
MODUL 5 : Extensive Module

This particular module discussed the access to the repository and also the
presentation of the report for varying stakeholders

1. There will be a simplified Business Intelligence dashboard for public access

available from our hosted portal.
2. Access to the report varies between different stakeholders with Swadaya
Insan Johor having the total access to every facets of the data, and could
dictate how the other users would be able to view the datasets.

Customizeable dashboard layout

for different stakeholders

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SECTION 3 COMPANY
PROFILE

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Company Profile
DIGITAL JOHOR SDN BHD

Digital Johor Sdn Bhd endeavours to be an emerging decision science and big
data Analytics Company focusing on charting a new path to business value
creation through inspired analytics.

It is founded on the belief that data is a society’s most valuable economic asset
and analytics is the emerging path to value creation. We shall serve our clients in
Johor and beyond to find and capture hidden value from data through a unique
blend of business acumen, decision science, big-data technology and a unique
delivery model.

Managing state government often requires impassioned debate about the best
way to allocate resources, deliver services to the people and build budgets that
reflect elected leaders’ and citizens’ priorities. We endeavour in bringing data-
driven insights to the Johor State Government to these discussions through its use of
analytics.

State Government administration and GLCs are fertile ground for policymakers’
vision of more effective, timely decisions. Every State GLC, agency, department
and bureau has years’ worth of data that has been collected and documented.

Now more than ever the Rakyat, in fact, increasingly expect government agencies
to manage and analyse their voluminous data sets in ways that benefit the public
and enable government transparency.

Data and analytics is the combination of two powerful computing trends in

government. States and local authorities across the globe are beginning to amass
huge amounts of structured and unstructured data, and are using the algorithms in
analytics software programs to make more informed decisions. This is resulting in
saved time and resources for agencies and citizens alike.

Buy or browse something from Amazon, Zalora, Lazada or Mudah and you will soon
find the online retailer telling you what other products you might like. Each day,
companies of all sizes discover new ways to gain customer insights that allow them
to target products and services with unprecedented specificity.

This same technology can fundamentally change the way government operates,
breaking down hierarchies and silos, enabling preventive action, incorporating
citizens into every aspect of governance and increasing overall efficiency.

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Company Profile
Data analytics offer us unprecedented opportunities to improve the effectiveness
of government. The key to these opportunities is "big data," the ever-growing
volume of information created and captured by the modern digitized world, from
cloud-based systems to sensors to smart devices. New data-mining techniques
allow governments to break through legacy-system barriers that seemed
insurmountable only a couple of years ago.

We soon will see new solutions in every area of government, from how public
agencies hire, train and promote, to how performance is measured, how problems
are identified and pre-empted and how personalized services are delivered.
Awareness of these new tools and opportunities can help the public sector break
out of its hierarchical and rule-driven structures and reinvent itself through voices
from the field, case studies documenting proven results, and fresh ideas.

Although the term seems enterprise-oriented, a significant component of the big

data in the civic realm comes from the community. The Rakyat generate data
when they converse with their government via social media, when they participate
in online “ideation” forums, and when they call a helpline or use city apps to report
problems or rate services. This citizen feedback can be curated into solutions to
guide governments' rulemaking, problem solving and resource allocation.

The greatest public value and insights come when governments, through their
open data and transparency initiatives, produce usable information that allows
meaningful public participation in the delivery of public services.

Our aim is to help catalyse the state government use of data, analytics and civic
engagement technology. Within Johor we will be responsible in highlighting model
programs, identifying best practices, curating resources, supporting cities
embarking on new data projects, and connecting leading industry, academic and
government officials in the field.

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Company Profile

STRATEGIC PARTNERSHIP

Partnerships have always been a critical strategy for businesses looking to

grow in unfamiliar markets, tap new customer segments, or sell additional
products or services. Realising today’s hypercompetitive, hyper-connected
marketplace, Digital Johor Sdn Bhd has steps for strategic partnership to
develop innovative technology, expand our shared ideas, and capture new
sources of opportunities.

Digital Johor collaborates closely with :

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