Go to view/master/title master to amend presenter & location Successful Employer Responsive Provision: an Academic Perspective Tracey White Middlesex Business School

2 Contents Employer Responsive Provision (ERP) Organizational Needs meets Academic Tradition Supporting ERP Case studies Tensions and difficulties Effective ERP Support for ERP Thoughts ERP Community of Practice

Shifts away from the learner centred approach Employer drives curriculum mapped to the organizations needs Learner at the heart of the process High levels of risk QAA (2010) Equal Partnership Diverse, complex, unique Fundamental to ERP –Relationship –Sustained interaction Employer Responsive Provision (ERP)

Move away from training Functioning Knowledge Balancing academic knowledge and skills with professional competency / capability Pedagogical shift to andragogy (Walsh 2008) Or something new? Education is transformative and challenges learners to be critical and seek change Balancing an organizations needs with the ethos of HE Organizational needs meets Academic Tradition

“Working with non-educational partners, in particular, involves a major investment of time to ensure that such organisations fully understand the importance of maintaining a high quality and consistent HE learner experience.” Ambrose and Ni Luanaigh (2009) Three key areas; –Employer Engagement –Programme design and development – Programme Implementation and Facilitation Greatest challenges; –The lack of understanding of the partners and their organizations –Just in time solutions –Flexibility Supporting Employer Responsive Provision

Large corporate organization seeking a management development programme in a short timeframe HE a new concept –Regulations, systems, processes, curriculum design Profile of employees and the organizational ‘way’ Organization had specific needs and requirements Staff / employees used to training Was viewed as being a pilot Not communicated effectively Case Study 1

Identified need supported by organizational strategy Full support from senior management Internally managed to a high level of detail Employee understanding, support, involvement Strong partnership between commercial manager / academic which gave rise to; –Common understanding –Rules of engagement Programme Leader / Academic Team –Importance of involvement Case Study 2

Need for a common understanding of what HE has to offer / organizational needs Are employers prepared for Change? Academic staff with correct skills Engaging learners –Programmes need to be developed at the correct level and be fit for purpose –The application and selection process and criteria are developed in partnership –Strong communications strategy supported with informative events Tensions and difficulties associated with developing ERP

Partnership Common Understanding Tri-partite Relationship HEI's Employers Learners Rules of Engagement Effective ERP HEIs Organizations Structural Capital

Nature of the support needed for successful ERP Successful Employer Responsive Provision Employee Engagement and Understanding HE Infrastructure Organizational Workforce Development Support / Strategy Employer Requirements Employer Knowledge of Higher Education HEI Knowledge of Organisation

Institutional Mechanisms –Strategic support and direction Staff Skills Knowledge –Related strategies / funding /frameworks / resources/systems and processes Staff Skills Communication –Relationship building / Effective listening / questioning/ Use of language Staff Skills Other –Drive and motivation / Problem solving / decision making / responsiveness /business and academia / work based learning practitioner – Adapted from Eyres, Hooker and Pringle (2008) Key Components to support HEIs WFD Strategies

Understanding ERP from an organization and employee/learner perspective Consideration of the key components to support organizations WFD Understanding the challenges and benefits of continued growth in ERP Take responsibility for informing, shaping and developing employer partnerships Marketing ERP and its benefits to grow common understanding and rules of engagement Staff engaging in ERP – who are they? Recognize the unique nature of ERP and its changing nature Not lose sight of the learner and their experience Some Thoughts

Employer Responsive Provision Community of Practice Middlesex University with the Higher Education Academy Meets 3- 4 times a year Wide range of universities and interests LinkedIn site Next Meeting –14 th May am – 4 pm –‘Professional Doctorates: Making a Difference in Practice’ 13