Employability Summit 4: 17th December 2013 - Stephen Isherwood "Graduate Labour Market 2014"

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Stepehen Isherwood's presentation on the "Graduate Labour Market 2014" during the Employability Summit on 17th December 2013 at University of Leicester

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Employability Summit 4: 17th December 2013 - Stephen Isherwood "Graduate Labour Market 2014"

  1. 1. The Graduate Market in 2014 Stephen Isherwood Chief Executive Association of Graduate Recruiters
  2. 2. The graduate market in 2014 1. Changes in the hiring market 2. Recruiting trends
  3. 3. Have we turned the corner? Expected percentage change in vacancies from 2011-2012 to 2012-2013 by sector Consulting or business services firm 36.3% Energy, water or utility company 30.8% IT/Telecommunications 14.6% Engineering or industrial company 10.1% Retail 9.7% Public sector 5.2% Investment bank or fund managers Law firm FMCG company Accountancy or professional services firm Banking or financial services No change -5.4% -10.5% -17.1% -45.1%
  4. 4. But the landscape is very familiar Predicted vacancies by sector % of 18,913 vacancies Accountancy or professional services firm 18.7% Engineering or industrial company 14.9% Retail 10.3% Public sector 10.0% Banking or financial services 9.4% IT/Telecommunications 8.7% Law firm 6.8% Investment bank or fund managers 4.3% Consulting or business services firm 2.9% Energy, water or utility company 2.8% FMCG company 2.2% Transport or logistics company 1.3% Insurance company 0.9% Construction company or consultancy 0.9% Other 1.9%
  5. 5. How big is my market really? Graduated 2:1/1st Medicine, dentistry etc Further study Traveling etc Market size 7% interested in accounting Big 6 vacancies 230,000 27,000 48,000 14,000 141,000 9,870 5,000
  6. 6. Talent spotting • • • • Shift in emphasis to talent spotting Candidate processing outsourced Campus brand building (ROI) Early identification – Internships – One-year placements – First year spring weeks • Degree partnerships
  7. 7. What does good look like? 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. An ability to work collaboratively with teams of people Excellent communication skills: both speaking and listening A high degree of drive and resilience Ability to analyse make sense of complex situations An ability to embrace multiple perspectives and challenge thinking A capacity to develop new skills and behaviours according to role requirements A high degree of self-awareness An ability to negotiate and influence An ability to form professional networks Awareness of issues affecting sector applied to
  8. 8. What does good look like? • Practically intelligent problem solver • Can get things done with and through others • Passion to do the job
  9. 9. A global mind-set What it isn’t: • Can’t work with different cultures • Has no interest in what is happening in other countries • Inflexible approach to work
  10. 10. Developing a global mind-set • Cross-cultural experience • Learn a new language • Travel/work/study abroad • Solve problems flexibly • Read the Economist
  11. 11. In summary • • • • • Increasing competition for talent Earlier targeting Focus on ROI Addition of a global mindset Employers getting serious about social mobility
  12. 12. Questions?

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