Presentation on theme: "Strategies for Employer Engagement"— Presentation transcript:
1 Strategies for Employer Engagement NATIONAL HE STEM PROGRAMME SEMINAR - 25 May 2012, Bournemouth UniversityDr Richard Bolden Centre for Leadership Studies
2 Higher Level Skills Research Project Institutional case studies (n=10)Facilitators and barriers to HE-Employer Engagement?DefiningSupportingSustainingCase studies of EE initiatives (n=27)Case studies of EE initiatives (n=27)Institutional case studies (n=10)Literature reviewApril 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
3 Defining the focus of EE activity Strategic fit for the HEI and its partnersConnor 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 relationshipsAlignment with institutional strengths and strategic directionA fit in terms of values, ethos and ways or workingA real business needHE best placed as the learning providerBenefits which the intended learners will easily recognise
4 Defining the focus of EE activity Strategic fit for the HEI and its partnersFinding partners and establishing the relationshipKey stakeholdersHEIsFE collegesPrivate trainersEmployer groupsBusiness LinkRDAsSSCsProfessional bodies…
5 Defining the focus of EE activity Strategic fit for the HEI and its partnersFinding partners and establishing the relationshipDesigning and delivering an appropriate learning packageIV. Assessment or accreditation of in-company learninge.g. awarding academic credits for in-house provisionIII. Short bespoke courses, workshops and seminarse.g. CPD, access to HE, forums (often unaccredited)II. Enhancing existing provisione.g. integrating work based modules into degree programmesI. Major new ventures with employerse.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 learners
6 Supporting Employer Engagement Staff resourcing and capabilitySubjectknowledgeTeaching experienceCustomer focus & service orientationResourcing for EE
7 Supporting Employer Engagement Staff resourcing and capabilityCulture and systems supportive of collaborationBridging culturesFlexible approach to purpose of HEFinancial & admin flexibilityTime and incentives for academics
8 Supporting Employer Engagement Staff resourcing and capabilityCulture and systems supportive of collaborationFunding and investmentRecognising the real cost of employer engagementPublic funding for developmentAssessing sustainability & financial riskAre our staff capable of doing what we’re 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?
9 Developing, sustaining and leading EE An academic with passion for the workCollaborative approachRole clarityEnsure buy-inBuild in continuitySupport at senior levelsNeed for ongoing leadershipRecognise complex leadership needs
10 Institutional approaches to EE Changing 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 systemsStrategic purpose of EE Relationship to academic mission Key beneficiaries Role of HE in society
13 Building genuine partnerships “The 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)
Your consent to our cookies if you continue to use this website.