higher education and workforce development: twelve steps to success iain nixon, managing director...
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Higher Education and Workforce Development: Twelve Steps to Success
Iain Nixon, Managing Director KSA
Purpose
> Inform HEFCE policy development> Inform employer focused provision developments> Provide accountability
> …and to help deliver value for money from future funding!
Demand led environment
Increased and sustainable demand for higher level
skills from employers and employees
Employer engagement/ responsiveness is seen as a strategic priority for the higher education sector
Sustainable capacity and capability
Operationally scalable and financially sustainable
business models
> There has been a shift to a ‘solutions’ rather than a ‘product’ based approach
> A much wider range of business development and marketing interventions are now used
> Reliance on extending existing employer relationships or referrals
> Formalised, integrated approaches to customer relationship/account management under-developed
> There has been a shift to a ‘solutions’ rather than a ‘product’ based approach
> A much wider range of business development and marketing interventions are now used
> Reliance on extending existing employer relationships or referrals
> Formalised, integrated approaches to customer relationship/account management under-developed
An effective and sustainable demand-led
environment for higher level skills has been created
Outcomes
An effective and sustainable demand-led
environment for higher level skills has been created
Strategic prioritisation
Increased and sustainable demand for higher level
skills from employers and employees
Sustainable capacity and capability
Operationally scalable and financially sustainable
business models
> Employer engagement has become a strategic priority for most
> Commitment has been embedded in institutional strategies and operations
> Transformational change has been stimulated in some instances
> A degree of cultural change has been observed
> Further transition required if institutional culture is to be fully aligned to the workforce development agenda
> Active leadership at the most senior level has been critical
> Employer engagement has become a strategic priority for most
> Commitment has been embedded in institutional strategies and operations
> Transformational change has been stimulated in some instances
> A degree of cultural change has been observed
> Further transition required if institutional culture is to be fully aligned to the workforce development agenda
> Active leadership at the most senior level has been critical
Outcomes
Employer engagement/ responsiveness is seen as a strategic priority for the higher education sector
Employer engagement/ responsiveness is seen as a strategic priority for the higher education sector
An effective and sustainable demand-led
environment for higher level skills has been created
Demand for higher level skills
Sustainable capacity and capability
Operationally scalable and financially sustainable
business models
> Demand for higher level skills from employers and employees has increased
> Exponential growth in accreditation of employers’ in-house training
> Most are focused primarily on engaging with large employers
> Strategies to target priority sectors/groups of employer are underdeveloped or in their infancy
> Proportion of HEIs actively developing a ‘sales pipeline’ is low
> Any significant increase in fees is likely to affect purchasing decisions made by employers
> Demand for higher level skills from employers and employees has increased
> Exponential growth in accreditation of employers’ in-house training
> Most are focused primarily on engaging with large employers
> Strategies to target priority sectors/groups of employer are underdeveloped or in their infancy
> Proportion of HEIs actively developing a ‘sales pipeline’ is low
> Any significant increase in fees is likely to affect purchasing decisions made by employers
Outcomes
Increased and sustainable demand for higher level
skills from employers and employees
Approaches to market focus
Comparatively increased levels of riskSmaller cohorts from each employerLower levels of return on investment for institution
Comparatively decreased levels of riskLarger cohorts from each employerHigher levels of return on investment for institution
Markets accessed directly by institution
Markets accessed directly by institution and indirectly through supply chains and intermediaries
Markets accessed indirectly through supply chains, intermediaries and third party providers
Large national and international
companies (>250)
Increased and sustainable demand for higher level
skills from employers and employees
Employer engagement/ responsiveness is seen as a strategic priority for the higher education sector
An effective and sustainable demand-led
environment for higher level skills has been created
Sustainable capacity and capability
Operationally scalable and financially sustainable
business models
> Capacity and capability to respond more effectively to the needs of employers has been built
> Attracting, retaining and developing the ‘right’ staff with the necessary mix of skills has been problematic
> Most HEIs have initiated some form of staff development which vary in scale and focus
> Additional capacity is likely to be maintained at least partially, with some re-organisation and re-focusing
> Capacity and capability to respond more effectively to the needs of employers has been built
> Attracting, retaining and developing the ‘right’ staff with the necessary mix of skills has been problematic
> Most HEIs have initiated some form of staff development which vary in scale and focus
> Additional capacity is likely to be maintained at least partially, with some re-organisation and re-focusing
Outcomes
Sustainable capacity and capability
Sustainable capacity and capability
Increased and sustainable demand for higher level
skills from employers and employees
Employer engagement/ responsiveness is seen as a strategic priority for the higher education sector
An effective and sustainable demand-led
environment for higher level skills has been created
Operationally scalable and sustainable
> A range of business models and structural arrangements have been adopted
> Finding the right business model requires innovation and experimentation
> Most visible progress made by those that have created more autonomous employer-facing operations
> A range of business models and structural arrangements have been adopted
> Finding the right business model requires innovation and experimentation
> Most visible progress made by those that have created more autonomous employer-facing operations
Outcomes
Operationally scalable and financially sustainable
business models
Twelve steps to success
1) Gather evidence to make a robust business case for continued investment
2) Critically appraise the current 'state of readiness' to respond to employers' needs
3) Identify and develop opportunities to collaborate with other providers
4) Adopt pro-active and sophisticated approaches to business development
5) Ensure that existing relationships with employers are optimised
6) Approach working with employers as a collaborative venture
Twelve steps to success
7) Continue to develop and enhance pedagogical approaches
8) Strive to provide maximum flexibility around delivery mode and timing
9) Ensure an adequate 'supply chain' to support delivery
10) Evaluate the contribution and impact of the higher level skills interventions
11) Incentivise, reward and recognise the contribution of staff
12) Remodel the approach to costing and pricing
Summary
> Supported an expansion of workforce development activity within the HE sector
> Galvanised parts of the HE sector to bring about institutional change
> Helped promote access to, and progress through, HE for a wide range of learners
> Legacy likely to be employer relationships, staff capacity and capability, and systems and resources developed
For further information please contact:
Iain NixonKSA T: 07717 651679 [email protected] www.theksapartnership.co.uk
Thank you