organised by:in partnership with:sponsored by: employer engagement the commonwealth club 13 may 2009...
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Organised by: In partnership with: Sponsored by:
EMPLOYER ENGAGEMENTTHE COMMONWEALTH CLUB 13 MAY 2009
How far should universities go to meet the needs of employers?
Employer Engagement
History and Geography
• 1843 private sector
• Manufacturing
• Vocational
• Higher education and advanced skills
• Mode 2 knowledge creation
21st Century Employer Engagement
• New models
• Business support networks
• Applied Research
• Work-related T
• Employability
New Models and Facilities
• Institutes
• Specialist facilities
• Wholly-owned subsidiaries courses
applied research
SMEs & business support
• Activity-led learning
• Live projects
• Internships and placements
• Off-site employer CPD programmes
Work-based and work-related curriculum
Employability: The Add+vantage Programme
• Counts towards final degree marks
• Compulsory
• Free choice of module under different strands:
– The Global Graduate
– The Creative Graduate
– The Influential Graduate
• Staff development programme
• Staff appointment, recognition, reward and promotion criteria
• New types of (hybrid) post
• Estates development
• Legal and financial advice
• Getting funding streams right
Addressing the Issues
Thank you for your attention
Organised by: In partnership with: Sponsored by:
Graham HendersonTeesside University
Work Based Learning
Some ‘Lessons so far’ from the NE
Prof Graham HendersonVice Chancellor and Chief
Executive
Providing Opportunity, Promoting Enterprise, Delivering Excellence
18 April 202314
Where did we start….
• Under-qualified/Under-skilled workforce
• low HE participation rates (c.55% Nat. average)
• low demand for higher skills from learners and employers (due to low perception of ‘value added’)
• Limited understanding amongst some employers of what higher skills their businesses need
• Limited recognition of potential contribution of Universities
18 April 202315
Priorities we had to address
• Building external confidence….… by demonstrating responsiveness, high value added & flexibility
(in structure, content, attendance, location, start/finish: ‘roll-on roll-off’, AP(E)L, staged awards, etc)
• Enhancing understanding of ‘the offer’
• Delivering demonstrable ‘bottom line value added’
18 April 202316
Some examples of what are we doing?
Starting to behave like a business! …..• Demonstrating (& celebrating) a ‘can do’,
‘business solutions’ approach
• Spending more time/resource getting to know our markets & how they’re changing
• Developing a more flexible, responsive & ‘business like’ pan-University interface …….. using a ‘hub and spoke’ model:– central coordination/leadership – senior managers in every school– ‘Account Manager Infrastructure’ – University wide CRM
18 April 202317
Focussing on our economic (& social and cultural) contribution• Regional Economic Strategy (RES)
“placed Universities and Colleges at the heart
of the regional economy”
• Now we….“Place the regional economy at the heart of everything we do”
using a X-disciplinary, cluster based approach reflecting Institutional strengths…. & linking to key regional sectors & Workforce Development priorities
18 April 202318
So what are we doing? (cont’d…)
Taking positive action to change the culture & increase ownership/engage’t through e.g.– a LOT of internal comms.
– reflection in mission… …. Business Engagement Strategy (incorp. WfD Strategy) - one of 3 ‘Primary Strategies’
– limited restructuring
– evolving workloading & rewards systems
– accreditation and approval mechanisms
18 April 202319
Governance & Support structures
• Enterprise Committee
• Workforce Development Strategy Group
• Workforce Development and Enterprise Networks
• Enterprise Development Fund• Enterprise Development Programme
(open to all)
• Uni-wide Policies & Practices
18 April 202320
Building Demand
• Enhanced IAG through ‘ONE DOOR’ ‘gateway’ (partnership with local FECs)
• Involving employers at every stage of design delivery and evaluation… which can assist with the ‘funding model’
• Working through intermediaries,...e.g. NECC, ECITB, NEPIC, NPIA, FSB, Cogent, Skillset, Skills for Health,…
• Embracing ‘QA, Brand & Accredit’
18 April 202321
And… what have we learned ?
18 April 202322
Funding• Funding models can be ‘win:win’…. but …
– it’s ‘risky’ & it’s ‘lumpy’ (producing step changes in funding)
– relies on employers being willing to contribute
• Flexibility of funded nos. is critical - need to: either: know ASNs will be available or: have flexibility to strategically
transfer nos. from elsewhere
otherwise need to go for full cost• Grow when opps. arise - can’t always
choose to grow when it suits you
18 April 202323
Need to • want to do it… (it’s NOT compulsory)• find a way of embedding it as a
widely accepted part of ‘what you do’• balance protecting standards with ‘fit
for purpose’ QA processes • know what you are good at before
you’re asked • establish a reputation for ‘delivering’• work through intermediaries
18 April 202324
And…. to be successful your offer MUST…..
• meet a recognised need• be accessible and not overly disruptive• be financially competitive and demonstrate
“bottom line value added”•
For example….. NECC FD in Leadership & Mgmt• Developed in partnership• Employer led content/delivery • NECC oversee recruitment...1st cohort NECC
staff
• Minimal attendance plus…residentials, master classes, in-co. coaching/mentoring & VLE delivery/ support
Organised by: In partnership with: Sponsored by:
James RamsbothamNorth East Chamber of Commerce
James RamsbothamChief Executive
North East Chamber of Commerce
Agenda
• Employer Engagement in FE
• Recruiting a skilled workforce
• Developing a skilled workforce
Employer Engagement in FE
• Start early: 11–16 or 16–19?
• Motivation for engagement
0%5%
10%15%20%25%30%35%40%45%
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ork
Mot
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aisin
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oung
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Motives
% o
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rsFactors motivating engagement
Providers
Factors motivating engagementEmployer
s
0%5%
10%15%20%25%30%35%40%
Social
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Attracting
potential
recruits
Training the
future
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Raise
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PR Other No response
% o
f em
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Employer Engagement in FE
• Start early: 11–16 or 16–19?
• Motivation for engagement
• Esh Group: Fit for Employment
• Business Links and Sector Skills Councils
Recruiting a Skilled Workforce
• Graduate recruiting in recession
• Preparing graduates for employment
• Believing in Progression
Developing a Skilled Workforce
• Lifelong Learning
• Modular Achievement
• Reality of ‘Demand-led’
• Needs or Aspirations?
Organised by: In partnership with: Sponsored by:
Graham LoveQinetiQ and
CBI Higher Education Task Force
Workforce Skills for the 21st Century – an Employer’s
View
Graham LoveCEO QinetiQ GroupMember CBI Higher
Education Task Force
May 2009
36
QinetiQ Group plc
Vision: To be recognised internationally as a leading provider of technology-based services and solutions to customers in defence, security and related markets
• FTSE 250 technology services company supplying defence and adjacent markets
• Home markets in UK, USA, Australia, employing approximately 14,000 scientists, engineers and technicians
• A combined patent portfolio totalling 900+ patent families• Cody Venture Fund formed in 2007 with Coller Capital to exploit non-core
IPR• One of the UK’s leading recruiters of STEM graduates• Extensive STEM Outreach programme; awards include National STEM
Ambassadors awards in April 2009
37
CBI Higher Education Task Force
•Comprises 18 leading businesses and universities from a range of sectors and specialisms
• Objective: to explore what business wants from higher education, how business and universities can best work together and how the sector should be funded
• Report to be published later this summer
38
Business Challenges• Businesses’ key
strategic priorities for the next three years (%)
Source: CBI/Nord Anglia Education & Skills survey 2009
39
Demands of employers• Important
factors considered when recruiting graduates (%)
Source: CBI/Nord Anglia Education & Skills survey 2009
40
High Tech Sector Needs• Proportion of jobs
requiring degree-level skills (%)
Source: CBI/Nord Anglia Education & Skills survey 2009
41
Changes in STEM undergraduates
2000-2006
Source: OFSTED 2006
42
Don’t know 8
Confident 43
Not confident 49
Meeting the needs of the high tech sectorEmployer confidence in their ability to access skilled employees in the future (%)
Source: CBI/Nord Anglia Education & Skills survey 2009
Low-skilled Intermediate-skilled High-skilled
Don’t know 5
Confident 64
Not confident 31
Don’t know 3
Confident 79
Not confident 17
43
Impact of Globalisation• Global markets
• Competition for talent• Competition of ideas• Open Innovation
44
Zephyr Unmanned Air Vehicle
Zephyr – an environmentally-friendly unmanned ultra-lightweight aircraft, designed to fly over long distances at high altitudes powered by solar energy
Defence applications in surveillance & intelligence, earth observation, communications relay
July 2008 - Unofficial world record for longest duration unmanned flight, 82 hrs at 62 kft
45
The Zephyr PartnershipLightweight
carbon structure
Silicon solar cells
Lightweight Payloads
Li-S battery
Propulsion
Aerodynamic design& Wind tunnel testing
Autonomous flight control
Servo chamber
46
Skills for Successful Delivery• Innovation
• Horizon scanning • Technology roadmapping• Technology brokerage • Technology supply chain management• International management• Intellectual property management• Systems integration• Project management
47
Tomorrow’s Workforce• Over 70% of tomorrow’s workforce is already in the labour
market, requiring re-fresh of skills and knowledge over their career lifetime
• Demographics and national economics will necessitate that tomorrow’s workforce stays in employment for longer
• Globalisation will result in tomorrow’s workforce having greater international interchange
• Technology advances will drive new business models and ways of working for tomorrow’s workforce
• Higher Education has a vital role to play in equipping the workforce of UK industry to meet tomorrow’s challenges
48