Why PGR's need work experience


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  • Job Description refers to both job specific attributes and organisation specific characteristics Define RECRUITMENT and Selection Interview is a selection tool
  • Importance of context.
  • Talk about each of the above from the different perspectives and underline employability as an evolving construct Link back to contemporary ideas of career management from first session and underline that it’s about securing meaningful work Knowledge, skills and attributes Group Discussion (10 minutes) Complete Career Anchors
  • What are essential skills in this context. Teams and technology. Portfolio Career – working in a range of contexts.
  • Exercise on the above (20 minutes)
  • Seven stages of Transition. Exercise: Think of a time when you went through a Transition. (10 minutes) How did you cope? Did you go through these stages?
  • Spend time on how each individual can accomplish each of these, in relation to their development needs. Exercise: What are your opportunities? (10 minutes)
  • 10 minutes
  • Go through appointments memorandum (10 minutes)
  • Why PGR's need work experience

    1. 1. Why PGRs need Work Experience Martin Coffey Career Management Skills Developer
    2. 2. How recruitment works <ul><li>Formal and informal methods </li></ul><ul><ul><li>Competitive situation comparing candidates </li></ul></ul><ul><ul><li>Value of a PhD </li></ul></ul><ul><ul><li>There may be candidates with an advantage </li></ul></ul><ul><ul><li>Those recruiting may ask their colleagues and associates for recommendations </li></ul></ul><ul><ul><li>May recruit those who receive a strong personal recommendation from those they trust </li></ul></ul><ul><ul><li>Offering short-term contracts as an ‘extended interview’ </li></ul></ul>
    3. 3. Recruitment processes of large organisations <ul><li>Job Description = A clear and unambiguous summary of the duties, roles and responsibilities of the post </li></ul><ul><li>Person Specification = A listing of qualities required of the person to carry out the job description </li></ul><ul><li>Ideally the recruiting organization should consider the best methods of assessment for each of the qualities identified. For example, verbal communication skills might be best assessed during an interview. </li></ul>
    4. 4. Overview <ul><li>What is a PGR? </li></ul><ul><li>What is employability? </li></ul><ul><li>What is employability for PGRS? </li></ul><ul><li>What skills are needed inside and outside research? </li></ul><ul><li>Self-assessment(s) </li></ul><ul><li>Ways of improving employability </li></ul>
    5. 5. So… A skill is specific to a particular context Skills can be transferred from one context to another <ul><li>We understand the demands of the context </li></ul><ul><li>we can conceptualise the level of relevant skill that we currently possess </li></ul><ul><li>we are able to assess and d evelop our level of ability </li></ul>… when… … but…
    6. 6. Tendencies of those with high academic experience and low other experience <ul><li>Underestimate the importance of what are sometimes called ‘soft skills’ </li></ul><ul><li>Overestimate the importance of specialist and subject knowledge </li></ul>
    7. 7. What is employability? <ul><li>Knowledge, skills and attributes to obtain meaningful work </li></ul><ul><li>Debate with multiple stakeholders: </li></ul><ul><ul><li>Researchers </li></ul></ul><ul><ul><li>Employers </li></ul></ul><ul><ul><li>Government </li></ul></ul><ul><ul><li>Education and training sector </li></ul></ul><ul><ul><li>Academics </li></ul></ul><ul><ul><li>Private sector </li></ul></ul><ul><ul><li>Recruiters </li></ul></ul>
    8. 8. 21st century careers <ul><li>Globalisation </li></ul><ul><li>Technological change </li></ul><ul><li>Flatter organisational structures </li></ul><ul><li>Prosperity is in knowledge – ‘The knowledge economy’, </li></ul><ul><li>e.g. British gaming industry </li></ul><ul><li>Flexible working and mobile working </li></ul><ul><li>Portfolio and Career Change </li></ul><ul><li>Discontinuity and career change </li></ul>
    9. 9. Skills outside academia <ul><li>Two recent reports surveyed employers of PhDs outside academia – </li></ul><ul><ul><li>employers valued data analysis and problem solving, followed by drive and motivation </li></ul></ul><ul><ul><li>employers were less convinced of leadership skills and commercial awareness </li></ul></ul><ul><li>Where might researchers be strong? Languages, numeracy, analysis, IT, project management </li></ul>
    10. 11. http://www.belbin.com/rte.asp?id=255
    11. 12. Activity <ul><li>Study the list of skills and qualities commonly sought and valued by employers. If you were asked to provide evidence of each of these skills, how confident would you be about your ability to do that? </li></ul><ul><li>For each skill, cite: </li></ul><ul><ul><li>How you rate yourself; </li></ul></ul><ul><ul><li>What experience you have had; </li></ul></ul><ul><ul><li>How you might develop in this area. </li></ul></ul>
    12. 13. Filling the (perceived) gaps <ul><li>How to develop evidence of: </li></ul><ul><ul><li>Leadership? </li></ul></ul><ul><ul><li>Commercial awareness? </li></ul></ul><ul><ul><li>Customer Focus? </li></ul></ul><ul><ul><li>Problem solving? </li></ul></ul>
    13. 14. <ul><li>New skills for an emerging business </li></ul><ul><li>ecosystem (1) </li></ul><ul><li>The ability to work in large groups </li></ul><ul><li>A talent for organising and collaborating with many people simultaneously </li></ul><ul><li>The ability to be persuasive in multiple social contexts and media spaces </li></ul><ul><li>An understanding that each context and space requires a different persuasive strategy and technique </li></ul><ul><li>Measures (of ) your responsiveness to other people’s requests for engagement </li></ul><ul><li>Your propensity and ability to reach out to others in a network </li></ul><ul><li>Fearless innovation in rapid, iterative cycles </li></ul>
    14. 15. New skills for an emerging business ecosystem (2) <ul><li>Creating content for public consumption and modification </li></ul><ul><li>Fluency in working with different capitals, e.g., natural, intellectual, social, and financial </li></ul><ul><li>Thinking in terms of higher level systems, cycles, the big picture </li></ul><ul><li>Filtering meaningful information, patterns, and commonalities from massively-multiple streams of data </li></ul><ul><li>The ability to sense, almost intuitively, who would make the best collaborators on a particular task </li></ul>
    15. 16. Working identity <ul><li>Ibarra (2003) studied career changers </li></ul><ul><li>The work you do becomes part of who you are </li></ul><ul><li>Changes are a process of creating, first testing, a new (working) identity </li></ul><ul><li>Involves new (work) social groups </li></ul><ul><li>Stresses importance of trying things out </li></ul>
    16. 17. Ways of improving <ul><li>Training </li></ul><ul><li>Reflective practice </li></ul><ul><li>Taking on a new responsibility </li></ul><ul><li>Role models, being mentored </li></ul><ul><li>Coaching </li></ul><ul><li>Relevant leisure interests </li></ul>
    17. 18. Activity <ul><li>One time I improved my employability was… </li></ul>
    18. 19. Four keys to success <ul><li>Only apply for positions for which you have a realistic chance of success </li></ul><ul><li>Understand the specification – what’s required of the successful candidate </li></ul><ul><li>Organise your best evidence for meeting all the requirements </li></ul><ul><li>Present the evidence in a convincing manner at every stage </li></ul>
    19. 20. Martin Coffey Career Management Skills Developer [email_address] www.le.ac.uk/pgrd