The Higher Level Skills Pathfinder Project

Strategies forEmployer EngagementDr Richard BoldenCentre for Leadership Studies NATIONAL HE STEM PROGRAMME SEMINAR - 25 May 2012, Bournemouth University1Higher Level Skills Research ProjectCase studies of EE initiatives (n=27)Institutional case studies (n=10)Facilitators and barriers toHE-Employer Engagement?DefiningSupportingSustainingCase studies of EE initiatives (n=27)Institutional case studies (n=10)Literature reviewApril 2007 - Dec 2009University of Exeter in collaboration with Universities South West and CIHEover 150 reports reviewedOver 150 interviews conductedIn approx 25 HEIs and 10 FECsOver 30 employers and employer groups consultedCase studies in all English regions

2Defining the focus of EE activityStrategic fit for the HEI and its partners

Connor and Hirsh (2008) Influence Through CollaborationStrategic FitPractical FitPeople FitSpecific Engagement OpportunityMain drivers for engagementTo increase supply of graduates or certain skillsTo improve productivity or ways of workingAdditional drivers for engagementWidening access though lifelong learningTo help create and apply new knowledgeTo develop enterprise and innovationTo motivate staff and build relationships

Alignment with institutional strengths and strategic direction A fit in terms of values, ethos and ways or workingA real business needHE best placed as the learning provider Benefits which the intended learners will easily recogniseDefining the focus of EE activityStrategic fit for the HEI and its partnersFinding partners and establishing the relationship

Key stakeholders HEIs FE colleges Private trainers Employer groups Business Link RDAs SSCs Professional bodies Defining the focus of EE activityStrategic fit for the HEI and its partnersFinding partners and establishing the relationshipDesigning and delivering an appropriate learning package

IV. Assessment or accreditation of in-company learninge.g. awarding academic credits for in-house provisionIII. Short bespoke courses, workshops and seminars e.g. CPD, access to HE, forums (often unaccredited)II. Enhancing existing provision e.g. integrating work based modules into degree programmesI. Major new ventures with employers e.g. new foundation degrees, MSc programmesIV. Assessment or accreditation of in-company learninge.g. awarding academic credits for in-house provisionIII. Short bespoke courses, workshops and seminars e.g. CPD, access to HE, forums (often unaccredited)II. Enhancing existing provision e.g. integrating work based modules into degree programmesI. Major new ventures with employers e.g. new foundation degrees, MSc programmesCreative adaptation of existing HE offeringsEmployers can offer complementary learning experiencesEffective development of new or bespoke coursesAccreditation where appropriateA learning design suitable for the target group of learnersSupporting Employer EngagementStaff resourcingand capability

SubjectknowledgeTeaching experienceCustomer focus & service orientationResourcing for EE

Supporting Employer EngagementStaff resourcingand capabilityCulture and systems supportive of collaboration

Flexible approachto purpose of HEBridgingculturesTime and incentives for academics Financial & admin flexibility

Supporting Employer EngagementStaff resourcingand capabilityCulture and systems supportive of collaborationFunding and investment

Recognising the real cost of employer engagementPublic funding for developmentAssessing sustainability& financial risk

Are our staff capable of doing what were asking of them?Are they recognised & rewarded for this activity?Are our financial and administrative systems up to the job?Are we capable of responding in a business like way?

Developing, sustaining and leading EEAn academic with passion for the workCollaborative approachRole clarityEnsure buy-inBuild in continuitySupport at senior levelsNeed for ongoing leadershipRecognise complex leadership needs

Strategic purpose of EE Relationship to academic mission Key beneficiaries Role of HE in societyChanging contexts for EE Evolving approach Impact of policy, context, etc. Future plans, aspirations and challengesSupporting and resourcing EE Structures of responsibility in HEI top teams Outsourcing and partnerships Organisational support infrastructure Resourcing (human, financial, facilities)Structures for teaching & learning Employer input to curriculum Changing forms of learning delivery Student employability and work experience Accreditation of learningCommunicating and embedding approach Building and sustaining relationships with employers Branding and promotion Institutional culture change Support, reward and recognition systemsInstitutional approaches to EEPutting engagement at the heart of HE

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A leadership challenge?

12Building genuine partnershipsThe key to successful partnerships is developing a relationship based on mutual respect and understanding. To use the analogy from the Native American proverb never judge a man until you walk a mile in his moccasins, universities, employers and other organisations/bodies with an interest in the development of a high-skills economy must take time to get to know one another to develop an appreciation of the unique contribution of (and pressures on) each partner and what each partner could do to facilitate better working relations. (Bolden et al., 2009)

Further detailsRichard.Bolden@exeter.ac.ukwww.exeter.ac.uk/leadership