agr 3d thejobcrowd
DESCRIPTION
TRANSCRIPT
WHAT MAKES - A GREAT -
GRADUATE SCHEME?
ACCORDING TO GRADUATES
To highlight and share best practice in graduate schemes
AIM:
1. Employee Insights- TheJobCrowd Best Practice Report
2. Employer Case Studies3. Group Sharing
THROUGH:
1. Employee Insights2. Employers Case Studies
- Credo, Microsoft, Sky
3. Group Sharing
THROUGH:
1. Employee Insights2. Employer Case Studies3. Group Sharing
- Further examples
THROUGH:
- Career Progression- Responsibility- Training & Support
THIS SESSION:
Career Progression
No.1 most important factor to new graduates choosing a graduate job
Career Progression
Difference Between the Importance of a factor to New Graduates and the Satisfaction Levels Experienced by Graduate Employees
Career Progression
Difference between the top and bottom rated employers for Career Progression and Overall
Career Progression
+1.44 +0.75
Career Progression needs to be:
Career Progression
Best Practice:
Career Progression needs to be:
Career Progression
Best Practice:
• Clear & Transparent• Demonstrable• Graduate-Led/Employer Supported• Meritocratic• Rapid• Varied
Career Progression needs to be:
Clear & Transparent: in structure and in communication
“Career progression has a clear structure and is well established and publicised”.Graduate Surveyor, Planning, Savills UK
“The downside to being a small-medium company with very little hierarchy and bureaucracy is that the career progression is somewhat unclear”.Test Engineer, Mid-Sized IT Company
Career Progression
Best Practice:
Career Progression needs to be:
Progress is Meritocratic
“There is a clear career progression and the opportunity to move up the ranks once you reach the required level of performance. There is no waiting for your boss to retire in order to get promoted!”Graduate Trainee, Financial Services IT Advisory, KPMG
“Career progression is slow unless you network effectively”.Project Manager, Large Retailer
Career Progression
Best Practice:
Career Progression needs to be:
Progress is Rapid
“The career progression is excellent with the potential to move to a management grade within 3 years”.Strategy Analyst, Asset Strategy, National Grid
“You are expected to put a great deal of work into your position in the 6 months you have at each attraction, but once those expectations have been met you are put in a position to manage your own attraction within 4 years”.Graduate, Merlin Entertainments Group
Career Progression
Best Practice:
Career Progression needs to be:
There are a range of career paths
“The opportunity to work internationally and the opportunity to move within the business means lots of career progression and opportunities”.Customer Management Leadership Graduate, Rolls-Royce
“GE are very flexible about where each employee wants to go. If someone has the drive to do something different, the company will support them. No other company I know of would support an engineer moving into a finance or HR role”.Software Engineer, Aviation Systems, GE
Career Progression
Best Practice:
Career Progression- Sky Case Study
Career Progression at SkyConrad LangworthyHead of Software Engineering AcademyHead of Software Engineering Community
Opportunity
Taking control of your career development
Ensuring People have an exciting career with us!
Having the right support for our people
Things that matter …..
• Relevance
• Maximise skill sets
• Confidence
• Empowerment
• Responsibility
• Reward & recognition
• Adding value
Career Progression- Further Examples?
Responsibility
Responsibility% Of Reviewers Who Rated Category 5/5
- . Responsibility
“When I was at university I had a massive sense of entitlement; I expected to walk out and straight into a mid to senior-level management position. I pictured myself as a high-flying business woman! But of course it didn’t happen and at first I had a massive chip on my shoulder about it”. AUDITOR, FINANCE TEAM, LEADING INSURANCE WEBSITE
Gap between expectations and reality:
Difference Between the Importance of a factor to New Graduates and the Satisfaction Levels Experienced by Graduate Employees
Responsibility
Responsibility needs to include:
Responsibility
Best Practice:
Responsibility needs to include:
Responsibility
Best Practice:
• Ownership & Autonomy• High Profile Projects• Early Responsibility• Senior Exposure• External Exposure• Trust• Support• Responsiveness
Responsibility needs to include:
Ownership & Autonomy
“You have huge responsibility and power over the day to day activities within your branch”. DEPARTMENT MANAGER, FOOD, WAITROSE
“The main positive to working here is the freedom that is given to you. The space that you get to shape your own projects and drive your ideas through is incredible”.FINANCE DEVELOPMENT PROGRAMME, MARS
Responsibility
Best Practice:
Responsibility needs to include:
Early Responsibility
“I had no idea how quickly I would be given responsibility. Within ten minutes of coming back from graduate training I was heading out to client site to start. It was a great start”. ANALYST, PROJECT MANAGEMENT PRACTICE, PA CONSULTING
“I was managing 16 people within 3 months of joining the business, I can’t think of many other companies who give that level of responsibility so early”. SUPPLY CHAIN, JORDAN’S RIVITA, ASSOCIATED BRITISH FOODS
Responsibility
Best Practice:
Responsibility needs to include:
Senior Exposure
“I generally interact with the core decision makers within the business such as the Sector Directors, the Executive Board and PLC board. This gives me significant exposure to the core members of the business at an early stage of my career”. STRATEGY ANALYST, CORPORATE DEVELOPMENT, COSTAIN
Responsibility
Best Practice:
Responsibility needs to include:
Support
“The role gives a lot of responsibility from an early stage, you are expected to work independently and guide your own learning, however there is a strong support network if help is required”. EXECUTIVE MANAGEMENT TRAINEE, HSBC BANK PLC
“The worst thing about the job is the huge amounts of responsibility from the start, even when you don’t have a clue what you’re doing for the first month”. GRADUATE, INTERNATIONAL AIRLINE
Responsibility
Best Practice:
Responsibility- Credo Case Study
Responsibility: The Credo approach14th March 2013
Page 37Ref: Responsibility 140313
Credo: Introduction & context
• Mature, small company
• Short, intensive project work
• High client expectations
• High graduate expectations of responsibility
•Strategy
consulting firm, founded
1999
Services
Corporate strategy
Transaction services
Performance improvement
Clients
Blue-chip
Other corporates
Private equitySize & footprint
35 staff (32 consultants)
UK-based, but global reach
Context
Page 38Ref: Responsibility 140313
TheJobCrowd has outlined key ingredients for providing early responsibility to graduates
We will briefly examine Credo’s approach in
each area
1. Ownership & autonomy
8. High profile projects
2. Early responsibility
3. Trust
4. Support
5. Senior exposure
7. Be responsive
6. External exposure
Page 39Ref: Responsibility 140313
not
1. Ownership & autonomy
Research
Analysis
Insight
Report
Research
Research
Research
Research
Report
Report
Report
Report
or
Transparency:
– Revenue & pipeline
– Profitability
– Fixed salary scale
– Company-wide shared bonus
– Credo corporate strategy
Clear progression and “route to partnership”
We know where we’re going and feel we’re “all in this together”
Culture of broader business ‘ownership’
Workstreams with end-to-end ownership (not standalone
tasks)
Page 40Ref: Responsibility 140313
2. Early responsibility
1 3 4 5 6 7 8 9 102 111213141516
Tra
inin
g
Project work
Tra
inin
g
Project work
Weeks
not
Training Project work
Recruitment
Training
Data sourc
esKnowledge mgmt
Social
events
Marketing
Company meetings
Intranet
Website
‘Real’ work from week 2Meaningful internal
responsibilities for associates
Page 41Ref: Responsibility 140313
3. Trust
‘Get’ things when (clearly) explained
Understand how concepts fit together Work hard when needed
Be proactive
Good quality work, delivered on time
Flag issues so ‘no surprises’
Build on strengths; fill in gaps
Work increasingly efficiently
Find solutions to problems
Be smart
Be professional
Learn quickly
Set high expectations; treat associates as adult professionals and trust them to deliver…
Page 42Ref: Responsibility 140313
Coach; don’t ‘do it for them’
Regular check-ins
– Every day for junior resources
– Weekly wash-ups & ‘answer’ sessions
4. Support
In-project support
Training
Six-monthly lunches with each
Senior manager advocating for your project allocations & wider development
Quarterly internal training days; some external
Coach & mentor system
Regular feedbac
k
Immediate post-project reviews
Six-monthly performance reviews
…but support and coach them to make the grade
Page 43Ref: Responsibility 140313
Weekly ‘what’s the answer?’ sessions
Weekly project ‘wash-ups’
Monthly company meetings
Quarterly feedback sessions
Annual Away weekend
5. Senior exposure
Formal Informal
Project work
Corporate
P
A
A
A
A
PA
A P
not
P A A
AA
AA
Significant interaction (both formal and informal) between partners and associates
Page 44Ref: Responsibility 140313
Target first client exposure in early weeks
– Client meetings
– Direct contact (e.g. calls) with junior/ mid-level clients
Must achieve professional ‘baseline’ first
– Appearance
– Manner
6. External exposure
Increasing client exposure is the goal (once we have a base level of confidence)
Page 45Ref: Responsibility 140313
7. Be responsive
Six-monthly promotion opportunities
– Requires robust review process
High performers move very quickly up the firm
Upwards evaluatio
n
What is/ isn’t working in this project?
How can we solve these issues?
Associates feed back on manager performance
Weekly wash-ups
Quarterly Partner
feedback sessions
How can we improve the firm more broadly?
Are past improvement initiatives working? If not, why not?
Listen to associates and respond promptly and genuinely to their
concerns
Promote quickly when deserved
Responsibility- Further Examples?
Training & Support
- . Training & SupportTop and Bottom Companies (within Top 100)
For Training & Support
LOWEST RATED COMPANY IN TRAINING & SUPPORT
Training & Support needs to include:
Training & Support
Best Practice:
Training & Support needs to include:
Training & Support
Best Practice:
• Focus on the Individual• High Quality Courses• Investment in Training• Management Support• Regular & Continued Training• Training from Day One• Wide Range
• Buddy System• Feedback Culture• Mentoring• Support For Study• Whole Company Availability
Training
Support
Training & Support needs to include:
Management Support
“Training can fall by the way-side as the work load increases”. ANALYST, PUBLIC SECTOR EMPLOYER
Training & Support
Best Practice:
Training & Support needs to include:
Mentoring
“I have been given a mentor who sits on the Board and I do not believe I would get this one to one training in any other company”. COMPANY SECRETARIAT GRADUATE, BARRATT DEVELOPMENTS
Training & Support
Best Practice:
Training & Support needs to include:
Buddy System
“You are assigned a graduate buddy that will have been through the same experience as you a year before. This is an invaluable resource and the business will also pay for a meal every quarter for you and your buddy”. GRADUATE FINANCE PROJECTS OFFICER, THE CO-OPERATIVE
Training & Support
Best Practice:
Training & Support needs to include:
Feedback
“The feedback is fantastic. It takes you by surprise at first, but Newton’s feedback system facilitates progression and personal improvement. I’ve not worked for another company who have been anywhere close at getting this right - it makes a huge difference”. CONSULTANT, NEWTON EUROPE
Training & Support
Best Practice:
Training & Support- Microsoft Case Study
MACH Mission & Value Prop Mission: To contribute to the pipeline of future key talent by providing a recognized brand to attract and retain university talent and structured programming to build skills, assimilate into the workplace and MSFT, and create a lasting network of peers and colleagues.
Start Strong: Build a foundation for how Microsoft works, build core skills to deliver results and strengthen your ability to work effectively with others to increase your impact.
Build your Network:Connect to a global community of over 3,000 peers in over 60 countries. Learn from the brightest in the industry and build diverse relationships to navigate successfully within Microsoft.
Drive Your Career:Maximize the unique experiences, connections and resources available to grow your career. Gain exposure to leaders committed to your growth and long term career.
Value Proposition
Right Content, Right Skills & Right Time
TO
Skill Up 1-7 months
Deliver results quickly and work effectively with others through knowledge and skill building
Alumni Experience
Execute and excel in role and grow your career and network at Microsoft
Start StrongFirst 30 Days
Build the right work habits from day one to accelerate your time to productivity
Accelerate Results8-12 months
Demonstrate your knowledge and build cross-profession skills to drive impact in your business
Increase Impact12 + Months
Drive your performance and impact by being your best self; managing perceptions leading and influencing at any level
MGC@MGX At a Glance
MACH Live Launch!
Training & Support- Further Examples?