1 employer role: what does good employer support look like and where is it happening? david massey,...
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Employer role: What does good employer support look like and where is it happening?
David Massey, UK Commission for Employment & Skills
Andrew Murphy, Director of Sales, Avanta
Ian Smith, Network for Skills
Carole Still, Simply Business Skills
What does good employer practice look like and where is it happening?David MasseyUK Commission for Employment and Skills
0
200
400
600
800
1,000
1,200
16-24 Un-employed
All Vacancies (thousands)
Youth unemployment
Structural barriers
• A shift in the composition of jobs in the labour market
• The emphasis on experience and the death of the “Saturday Job”
• Recruitment methods and a reliance on word of mouth recruitment
So what does good employer practice look like?• Recruitment of young people including recruitment methods
• Offering work experience
• Providing apprenticeships / non-graduate routes into work more generally
Recruitment
Any under 25 recruited
(27%)
742,723
819,272
Recruited 25+ only (16%)
Not re-cruited (4%)
883,339
Base: all UK employers
Recruitment• Why haven’t employers recruited young people?
• No young people applied
• Young applicants lack experience
• Change recruitment practices
Work experience• Despite importance to employers only a quarter offer work experience
• Employer barriers:• No suitable roles• No-one’s asked us• Lack of time and resources
• Employer benefits• Recruitment method• Management/mentoring skills of existing staff• CSR/reputational benefits + knock on effect on staff
Quality work experienceTraditional view of work experience: 2 week full-time placements
Part of the “no suitable roles” is the perception of the traditional work experience. Instead we need to think of work experience in its broadest sense. Work experience can include:
• Visits to local businesses / site visits• Mock interviews and feedback• Mentoring• Solving a real life challenge or puzzle• Full-time placements• Enterprise competitions • Pitching / bidding for real contracts
All of these can cross-over. For example a high quality full-time placement might include solving a real life challenge, mentoring and mock interviews
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Plans to offer in the future (32%)
Have Appren-tices now (9%)
Aware & very good knowledge
(8%)
Don't have or offer (85%)
18% 41%
Heard the term but don't know what's
involved (16%)
2%
Offer Appren-ticeships but
don't have now (6%)
Apprenticeships
No particular reason
No one has enquired about doing one lately
Never have before so haven’t considered it
Bad experience with training providers in the past
No need (unspec.)
All our staff fully skilled, no need
Apprenticeships are only for manual staff / not for professionals
We cannot currently afford to
Not suitable for our business (e.g. too small / new)
1%2%3%3%
5%12%
0.010.01
0.030.04
0.090.18
0.020.03
0.10.12
0.140.15
Reasons why employers don’t engage
Base: all employers not offering apprenticeships
Perceived
structural barriers
Actively choosing not to
Low awareness /
passive disengagem
ent
Further readingUKCES – The youth employment challengehttp://www.ukces.org.uk/ourwork/youthemployment/youth-employment-challenge
UKCES – Scaling the youth employment challengehttp://www.ukces.org.uk/publications/scaling-the-youth-employment-challenge
CIPD – Employers are from mars, young people are from venus http://www.cipd.co.uk/publicpolicy/policy-reports/mars-venus-jobs-mismatch.aspx
What Employers Want...
8th MayAndrew MurphyDirector of Sales
Employer Challenges...
• Conflicting Government incentives• What provider to choose
– 100+ private providers per region– 5+ Colleges per region– Local Authority service provision– Work Programme Providers– WP Sub Contractors
• Identifying tangible evidence of success• Improving their engagement of new employees• Retaining and Developing staff...
Employers Want....
• You to understand their business – ONA• Identify their Universal training requirements – TNA• Single point of contact• Single solution for Recruitment and Staff Development• Programmes built for them or their industry
Master Vendor Model
Hospitality Retail W&D
Employer Model
Recruitment Pre Employment Training Apprenticeships Staff retention
Direct Delivery
Direct Delivery
Supply Chain
Partner Region
Direct Delivery
Direct Delivery
Supply Chain
Avanta Region
Direct Delivery
Direct Delivery
Supply Chain
Avanta Region
Relationship Mapping
NAM
RAM
ERM
HR Director
Regional Manager
Branch Manager
Avanta Employer
Competency modelling - introduction
www.london.dalecarnegie.com
Iain Smith
Network for Skills
The Employer’s Perspective
Competency modelling - introduction
www.london.dalecarnegie.com
• Loads of unemployed, NEETs, etc
• School performance is variable
• School leavers are often nowhere near prepared enough for the work place
• Lots of new and different types of schools and academies
Context
Competency modelling - introduction
www.london.dalecarnegie.com
• The Government really isn’t in a place to help
• But adds to the problem by changing everything all the time
• Questions
1: Are whim, assumption and TV celebrities real ingredients for success?
2: Which credible brand would launch a product before they have gone through many stages of creation?
• We say this is employer led……but good employer support needs good Government behaviour too
Made worse
Competency modelling - introduction
www.london.dalecarnegie.com
• Employers spend £billions on training their workforce
• They also engage in Government driven schemes…but this can be hard work
• Many run great employability programmes:- TfL, BP, BT, EON….
• Lots of us engaged with 14-19 Diplomas
• Many have engaged with UTCs
But:
• You can’t change everything all the time and be surprised that employers struggle to understand / engage / do what the Government says it wants (today)
Despite this … employers have stepped up….and did ages ago
