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PGCertHE Employability Presentation


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PGCertHE Employability Presentation

  1. 1. Employability and work-based learning Dr Jo Smedley Associate Dean (Learning & Teaching), Newport Business School
  2. 2. Employability and Work-based Learning <ul><li>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. </li></ul><ul><li>Core knowledge: </li></ul><ul><ul><li>Appropriate methods for teaching and learning in the subject area and at the level of the academic programme </li></ul></ul><ul><ul><li>How students learn, both generally and in the subject </li></ul></ul><ul><li>Activity areas: </li></ul><ul><ul><li>Teaching and/or supporting student learning </li></ul></ul><ul><ul><li>Developing effective environments and student support and guidance </li></ul></ul><ul><li>Professional values: </li></ul><ul><ul><li>Commitment to development of learning communities </li></ul></ul><ul><ul><li>Commitment to encouraging participation in higher education, acknowledging diversity and promoting equality of opportunity&quot; </li></ul></ul>
  3. 3. About employability <ul><li>Employability: a person's capability of:- </li></ul><ul><ul><li>gaining initial employment </li></ul></ul><ul><ul><li>maintaining employment </li></ul></ul><ul><ul><li>obtaining new employment if required (Hillage and Pollard, 1998) </li></ul></ul><ul><li>Employability depends on:- </li></ul><ul><ul><li>the knowledge, skills and abilities they possess </li></ul></ul><ul><ul><li>the way they use those assets and present them to employers </li></ul></ul><ul><ul><li>the context (e.g. personal circumstances and labour market environment) within which they seek work. </li></ul></ul>
  4. 4. Where is the Drive Coming From? Where is the need for leadership and management training and development is coming from, what/who is the chief driver for this? % Respondents 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) A belief in leadership and management development at the senior level is most likely to have an influence on practice. This indicates that helping senior management see the benefits of leadership and management development in their staff will have a positive impact Other drivers mentioned: Legislative requirement for the inspectorate Business Advisors Strategic Health Authority Regulator, Council of Wales
  5. 5. Deliverables: Employers and Workplace Skills 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 % Respondents Proportion ranked 1st
  6. 6. Course Preferences 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? SCALE: Strongly lean towards, Generally lean towards, or lean towards neither Preference for in house delivery of training Courses are delivered by a reputable University or Institute of Higher Education Courses are certificated and carry a formal recognised qualification Courses are specifically designed for our organisation Courses offer a flexible learning approaches Courses meet the needs of employees Courses are strongly theory based The employer is heavily involved in the programme of learning Content delivery utilises traditional teaching methods i.e. lectures, tutorials, practicals Stand alone accredited modules which could build to a formal qualification Preference for external providers Courses are delivered by a reputable private training company Course are not certificated with a formal qualification Course are generally available to all companies and individuals Courses are delivered using traditional modes of attendance Courses meets the needs of the employer Courses are strongly practically based The training provider determines most aspects and the employer is not involved in the learning programme Content delivery uses multi modal teaching methods e.g. interactive electronic teaching materials Complete formal qualification Strongly lean towards Lean towards neither Strongly lean towards
  7. 7. Preferred Teaching Methods Flexible Delivery and Engagement Which of these teaching methods are you looking for from education and skills development courses in leadership and management % Respondents Action learning coaching and mentoring Drama based situations
  8. 8. Work Based Projects Are Most Effective 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 Mean Score (Ranking from 1 st to 7 th ) Rank First Last
  9. 9. Assessment Preferences For Longer And Shorter Courses Which approaches to assessment are you looking for, for longer formal qualifications or modules which build to qualifications? And for shorter courses e.g. CPD, executive education, bespoke courses? % of respondents Other suggestions include continuous assessment and feedback/proof of progress to managers Presentations and extended writing are the most preferred methods 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
  10. 10. Employer Led, Employee Gain... 90% of large companies have a programme in place or a preferred/restricted list. Only 10% of the L&M training market is available without working with employers in some way There is the potential for partnerships with private providers and learning organisations to increase visibility and credibility
  11. 11. Developing effective environments and student support and guidance <ul><li>Work-related learning </li></ul><ul><ul><li>Liaison </li></ul></ul><ul><ul><li>Building on experience, e.g. past projects </li></ul></ul><ul><li>Work-placement learning </li></ul><ul><ul><li>Employer expectations </li></ul></ul><ul><ul><li>Learning from experience </li></ul></ul><ul><li>Work-based learning </li></ul><ul><ul><li>Communities of practice </li></ul></ul><ul><ul><li>Flexible and accessible developments </li></ul></ul>
  12. 12. Professional values <ul><li>Commitment to development of learning communities </li></ul><ul><ul><li>Peer-to-peer </li></ul></ul><ul><ul><li>Employer engagement </li></ul></ul><ul><ul><li>Benefits </li></ul></ul><ul><li>Commitment to encouraging participation in higher education, acknowledging diversity and promoting equality of opportunity </li></ul><ul><ul><li>Equal access </li></ul></ul>