Employability and work-based learning


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Information on employability and work-based learning contributing to a session on the PostGraduate Certificate in Higher Education at the University of Wales, Newport

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Employability and work-based learning

  1. 1. Employability and work-based learning . <br />Dr Jo SmedleyAssociate Dean (Learning & Teaching), Newport Business School<br />1<br />
  2. 2. Employability and Work-based Learning<br />This chapter raises awareness of the benefits of linking learning and teaching to real-life employment situations with associated case studies and perspectives from employers and graduates to provide guidance for future developments.<br />Core knowledge:<br />Appropriate methods for teaching and learning in the subject area and at the level of the academic programme<br />How students learn, both generally and in the subject<br />Activity areas:<br />Teaching and/or supporting student learning<br />Developing effective environments and student support and guidance<br />Professional values:<br />Commitment to development of learning communities<br />Commitment to encouraging participation in higher education, acknowledging diversity and promoting equality of opportunity"<br />
  3. 3. About employability<br />Employability: a person's capability of:- <br />gaining initial employment<br />maintaining employment<br />obtaining new employment if required (Hillage and Pollard, 1998)<br />Employability depends on:- <br />the knowledge, skills and abilities they possess<br />the way they use those assets and present them to employers<br />the context (e.g. personal circumstances and labour market environment) within which they seek work.<br />
  4. 4. Where is the Drive Coming From?<br />Page 4<br />Where is the need for leadership and management training and development is coming from, what/who is the chief driver for this?<br />Leadership and management development is important to almost all companies and very important to 77%. This is even higher in Corporates (more than 1000 employees)<br />A belief in leadership and management development at the senior level is most likely to have an influence on practice.<br />This indicates that helping senior management see the benefits of leadership and management development in their staff will have a positive impact<br />% Respondents<br />Base: 100<br />
  5. 5. Deliverables: Employers and Workplace Skills<br />Page 5<br />When it comes to deliverables for your staff from a leadership and management programme, what are you most looking for your staff to have developed… RANK IN ORDER OF IMPORTANCE <br />Proportion ranked 1st<br />% Respondents<br />Base: 99<br />
  6. 6. Page 6<br />Course Preferences<br />I am going to read some pairs of issues associated with courses for leadership and management development. Thinking of what you are looking for, which of these do you lean towards? <br />SCALE: Strongly lean towards, Generally lean towards, or lean towards neither<br />Preference for in house delivery of training<br />Preference for external providers<br />Courses are delivered by a reputable University or Institute of Higher Education<br />Courses are delivered by a reputable private training company<br />Courses are certificated and carry a formal recognised qualification<br />Course are not certificated with a formal qualification<br />Courses are specifically designed for our organisation<br />Course are generally available to all companies and individuals<br />Courses offer a flexible learning approaches <br />Courses are delivered using traditional modes of attendance<br />Courses meet the needs of employees<br />Courses meets the needs of the employer<br />Courses are strongly theory based<br />Courses are strongly practically based<br />The employer is heavily involved in the programme of learning<br />The training provider determines most aspects and the employer is not involved in the learning programme <br />Content delivery uses multi modal teaching methods e.g. interactive electronic teaching materials<br />Content delivery utilises traditional teaching methods i.e. lectures, tutorials, practicals<br />Stand alone accredited modules which could build to a formal qualification<br />Complete formal qualification<br />Strongly lean towards<br />Lean towards neither<br />Strongly lean towards<br />Base: 100<br />
  7. 7. Preferred Teaching MethodsFlexible Delivery and Engagement <br />Page 7<br />Which of these teaching methods are you looking for from education and skills development courses in leadership and management<br />% Respondents<br />Base: 99<br />
  8. 8. Work Based Projects Are Most Effective<br />Page 8<br />Which do you feel is most effective in developing the leadership and management skills you need? ALL ISSUES IDENTIFIED IN PREVIOUS QUESTION, RANK IN ORDER OF EFFECTIVENESS<br />First<br />Rank<br />Last<br />Mean Score <br />(Ranking from 1st to 7th )<br />Base: 99<br />
  9. 9. Assessment Preferences For Longer And Shorter Courses<br />Page 9<br />Which approaches to assessment are you looking for, for longer formal qualifications or modules which build to qualifications? <br />And for shorter courses e.g. CPD, executive education, bespoke courses?<br />Presentations and extended writing are the most preferred methods<br />There is an expectation that longer courses will have a range of different assessment methods whereas presentations and group work as a form of assessment are clearly expected for short courses<br />Other suggestions include continuous assessment and feedback/proof of progress to managers<br />% of respondents<br />Base: 95; 92<br />
  10. 10. Employer Led, Employee Gain...<br />Page 10<br />90% of large companies have a programme in place or a preferred/restricted list. <br />Only 10% of the L&M training market is available without working with employers in some way<br />There is the potential for partnerships with private providers and learning organisations to increase visibility and credibility<br />
  11. 11. Developing effective environments and student support and guidance<br /><ul><li>Work-related learning
  12. 12. Liaison
  13. 13. Building on experience, e.g. past projects
  14. 14. Work-placement learning
  15. 15. Employer expectations
  16. 16. Learning from experience
  17. 17. Work-based learning
  18. 18. Communities of practice
  19. 19. Flexible and accessible developments</li></li></ul><li>Professional values<br />Commitment to development of learning communities<br />Peer-to-peer<br />Employer engagement<br />Benefits<br />Commitment to encouraging participation in higher education, acknowledging diversity and promoting equality of opportunity<br />Equal access<br />