Global GraduatesHigher Education/BusinessCollaborationPeter ForbesNational Centre for Universities and BusinessUlster May ...
LandscapeGlobalisationFlat economiesChanging fundingHE massificationSupply and demand mismatchingKnowledge economyI...
EmploymentOpportunitiesExplosive growth of creative sectorUnfilled demand for STEM capabilitiesAdvanced manufacturingS...
What Do WeKnowGlobal Graduates reportTalent Fishing reportKnowledge Transfer Partnerships report
Global Attributes
“I think we’re starting to see a particular generation where they thinkof themselves as quite literally world citizens. I ...
TalentFishingAlmost 100 HR Directors and other senior managers sent an on line survey. 43% responded. Plusissues and exper...
Scope All postgraduate study MBA level of study recognised as having somecharacteristics of its own and the subject of o...
Types of Employers: Trawlers ‘Our graduate recruitment is centred on hiringgraduates with a high quality first degree.’Se...
Spearfishers ‘The number of postgraduates hired is relatively smalland in engineering and production teams that requireve...
Anglers ‘Someone with a postgraduate qualification can drawon this to demonstrate their technical proficiency.’Senior man...
Harvesters These use multiple means to attract postgraduates: specialists into research generalists into finance, HR an...
Baitless These don’t seek postgraduates and see no value.
What for you is the value of recruiting staff with a Masterse.g., MA, MPhil?Masters stronglyagreeagree partlyagreedisagree...
What for you is the value of recruiting staff with a Doctoratee.g. PhD, EngD, DPhil ?Doctorates stronglyagreeagree partly ...
Issues for Employers
Some reflectionsThe changing context for taught masters•Global competition is commonly against graduates with 3 to 4+ year...
The Challenge "We know that postgraduates are important drivers ofinnovation, entrepreneurship and growth and thatmany em...
Some reflectionsThe Authentic Graduate• Dr. Peter Hawkins• Authenticity• Building windmills means good career tactics• Lea...
Knowledge Transfer Partnerships 150 cases examined Success factors demonstrate the value of applyingthe rules of collabo...
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Global Graduates - Higher Education/Business Collaboration (Peter Forbes)

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Global Graduates - Higher Education/Business Collaboration (Peter Forbes)

  1. 1. Global GraduatesHigher Education/BusinessCollaborationPeter ForbesNational Centre for Universities and BusinessUlster May 2013
  2. 2. LandscapeGlobalisationFlat economiesChanging fundingHE massificationSupply and demand mismatchingKnowledge economyImpact on learning of ICT and porous global boundaries
  3. 3. EmploymentOpportunitiesExplosive growth of creative sectorUnfilled demand for STEM capabilitiesAdvanced manufacturingSMEs that aspire to grow
  4. 4. What Do WeKnowGlobal Graduates reportTalent Fishing reportKnowledge Transfer Partnerships report
  5. 5. Global Attributes
  6. 6. “I think we’re starting to see a particular generation where they thinkof themselves as quite literally world citizens. I don’t meanconceptually. I mean they see the world as boundary less: that theyare able to move, shift, work anywhere, and do anything.”(Prudential)“I think cultural dexterity is important: an ability not to impose one’sown culture on another, to be sensitive to other cultures and how todo business in different environments.”(PWC)
  7. 7. TalentFishingAlmost 100 HR Directors and other senior managers sent an on line survey. 43% responded. Plusissues and experiences were explored through interviews with:American Express TechnologiesAtkinsAtos OriginBAE SystemsDialog DevicesE-ON EngineeringHSBCInstitute of Employment StudiesLaser Optical EngineeringMicrosoftPRTMQinetiqRIMSelex GalileoSyngentaTelefonica Europe O2
  8. 8. Scope All postgraduate study MBA level of study recognised as having somecharacteristics of its own and the subject of otherresearch
  9. 9. Types of Employers: Trawlers ‘Our graduate recruitment is centred on hiringgraduates with a high quality first degree.’Senior manager - financial services ‘MBA or Masters graduates apply but more so thosewith Bachelor degrees. They are paid the same,there is no direct correlation seen in degree andperformance but there is a slight difference inmaturity and they can handle the ups and downs ofbusiness life better.’Senior manager – IT services
  10. 10. Spearfishers ‘The number of postgraduates hired is relatively smalland in engineering and production teams that requirevery specific knowledge.’ Senior manager - energy
  11. 11. Anglers ‘Someone with a postgraduate qualification can drawon this to demonstrate their technical proficiency.’Senior manager – telecoms Employers may prefer postgraduates for a particularrole or function and because they can be moremature and contribute more quickly. In someinstances, a good first degree plus work experiencemay be equally suitable.
  12. 12. Harvesters These use multiple means to attract postgraduates: specialists into research generalists into finance, HR and other professionalfunctions.
  13. 13. Baitless These don’t seek postgraduates and see no value.
  14. 14. What for you is the value of recruiting staff with a Masterse.g., MA, MPhil?Masters stronglyagreeagree partlyagreedisagree total (excln/a)Subject-specific specialistknowledge46% 34% 14% 9% 35Research/technical skills 33% 46% 18% 3% 33Analytical thinking/problemsolving skills52% 40% 6% 3% 33Maturity 15% 39% 33% 12% 33New ideas, help innovate 24% 50% 24% 3% 34Guaranteed high calibrecandidates6% 24% 52% 18% 33Future leadership potential 16% 34% 44% 6.30% 32
  15. 15. What for you is the value of recruiting staff with a Doctoratee.g. PhD, EngD, DPhil ?Doctorates stronglyagreeagree partly agree disagree total (excln/a)Subject-specificspecialist knowledge62% 24% 6% 9% 34Research/technical skills 56% 31% 6% 8% 36Analyticalthinking/problem solvingskills58% 28% 8% 6% 36Maturity 21% 32% 29% 18% 34New ideas, help innovate 38% 35% 24% 3% 34Guaranteed high calibrecandidates10% 26% 55% 23% 31Future leadershippotential9% 27% 50% 18% 34
  16. 16. Issues for Employers
  17. 17. Some reflectionsThe changing context for taught masters•Global competition is commonly against graduates with 3 to 4+ years’ highereducation•Questionable employment value of taught masters without life or workexperience•Under researched part time postgraduate studyLessons from the widening participation agenda?•UK campuses are valuably multicultural•Can more advantage be taken of porous geographical boundaries?•Are global opportunities only for graduate leaders?
  18. 18. The Challenge "We know that postgraduates are important drivers ofinnovation, entrepreneurship and growth and thatmany employers value postgraduate level skills. However, HEIs and businesses could do more towork together to ensure postgraduates have thebusiness-facing skills that employers need –particularly leadership skills and work experience."
  19. 19. Some reflectionsThe Authentic Graduate• Dr. Peter Hawkins• Authenticity• Building windmills means good career tactics• Learner ownership of their learning and life planningLife Wide Learning• Emeritus Professor Norman Jackson• Equivalence of value of practical, academic and social learning• Impact of mobile and social media
  20. 20. Knowledge Transfer Partnerships 150 cases examined Success factors demonstrate the value of applyingthe rules of collaboration (Spence, Hackman): Shared agenda Shared language Shared values Stretching, achievable objectives Clear identification of the participants Trust Can apply widely to HE/business collaboration

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