Businesses are spending heavily on recruiting and developing young talent through direct entry graduate schemes and other early careers programmes, yet 25% of companies have unfilled positions due to graduates having a lack of employable skills.
Whilst the transformation in Further Education funding has increased the focus of universities on employability, this is failing to engage a large number of students and provide the personalised support in their moment of need. Many young people are feeling overwhelmed as they take their first steps on their career resulting in high numbers of employees being disengaged and uninspired in their work.
So, who's doing anything about it?
There's a gaping divide in who owns the problem, with employees looking for their employers to take the lead and provide visibility of their future careers options and businesses looking for individuals to take control.
ME+® fills the gap, putting people in control of their own careers and guiding them to achieve their ambitions.
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
Linking to Excellence: best practice in university/corporate partnershipsAlan Bruce
An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)
Contributing to organizations’ growth by assessing, benchmarking & improving ...rohanhexagon
Contributing to organizations’ growth by assessing, bench marking & improving Customer service excellence & Customer experience management through The International Standard for Service Excellence Framework created by The International Customer Service Institute, UK
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
Ever since tech-enabled learning offered a viable alternative to the classroom, we've been extolling the virtues of any-time any-place learning. But has learning innovation kept pace with the new models of any-time any-place working available to today’s worker?
Drawing on research conducted with over 3,000 L&D leaders and 13,000 learners around the globe, this slideshow will explore what the mobile enterprise is looking for from a modernised L&D programme, and how the top learning companies are actually delivering it.
So are our staff reluctant learners? Or are they just reluctant to engage with the solutions that L&D teams provide? In this presentation, Laura Overton, MD of the benchmarking organisation Towards Maturity, explores perspectives from 500 L&D professionals and over 2,000 learners to uncover insights that will really make a difference to learner engagement in your business. Data was taken from the New Learning Agenda www.towardsmaturity.org/2013benchmark and the Towards Maturity Learning Landscape www.towardsmaturity.org/learner .This presentation was first delivered at the UK Learning Technology Conference 2014.
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
Linking to Excellence: best practice in university/corporate partnershipsAlan Bruce
An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)
Contributing to organizations’ growth by assessing, benchmarking & improving ...rohanhexagon
Contributing to organizations’ growth by assessing, bench marking & improving Customer service excellence & Customer experience management through The International Standard for Service Excellence Framework created by The International Customer Service Institute, UK
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
Ever since tech-enabled learning offered a viable alternative to the classroom, we've been extolling the virtues of any-time any-place learning. But has learning innovation kept pace with the new models of any-time any-place working available to today’s worker?
Drawing on research conducted with over 3,000 L&D leaders and 13,000 learners around the globe, this slideshow will explore what the mobile enterprise is looking for from a modernised L&D programme, and how the top learning companies are actually delivering it.
So are our staff reluctant learners? Or are they just reluctant to engage with the solutions that L&D teams provide? In this presentation, Laura Overton, MD of the benchmarking organisation Towards Maturity, explores perspectives from 500 L&D professionals and over 2,000 learners to uncover insights that will really make a difference to learner engagement in your business. Data was taken from the New Learning Agenda www.towardsmaturity.org/2013benchmark and the Towards Maturity Learning Landscape www.towardsmaturity.org/learner .This presentation was first delivered at the UK Learning Technology Conference 2014.
MSMEs need support from the engineering institutes for solving their problems. A novel method has been suggested. The postgraduate students undertake to find a solution through their dissertation.
How ready are our workplaces for these changes? Are L&D and HR professionals pro-actively contemplating innovation in the way learning is conceptualised and delivered?
Will 2020 look drastically different from how L&D is deliveredin 2015? This report provides insights into learning & development (L&D) priorities, future trends and aspirations. It also provides benchmarks into prevalent practices from organisations across the GCC region and beyond.
Redefining Your ePortfolio Strategy: Insights Into Changing ePortfolio VendorsPortfolium
From Texas A&M Tech Summit 2017, learn how Tarleton State University transitioned from a legacy student ePortfolio system to an innovative, cloud-based ePortfolio network with a social media look and feel. In this presentation you'll learn:
-Various ways that Portfolium is utilized campus-wide
-Lessons learned from over eight years of providing campus ePortfolios
-Much More
CORPORATE UNIVERSITY INFRASTRUCTURE for SUCCESSKenny Ong
Evolving Corporate Universities (ECU) Webinar
December 2011
• The importance of embedding a best practice management infrastructure in the organisation structure and administrative systems at an early stage in the formation of a CU
• how a company's best practice administrative infrastructure systems ensure that the best practices are visible
• how best practices can be applied and possibly how they can also leave opportunities for innovations in relation to the company's strategic vision and objectives
Making a Market for Competency-based Credentials: An Overviewmmabbitt
What is competency based credentialing and why is it important?
What is the current state of play in competency based credentialing?
How do we define "quality" credentials?
What can educators, employers, and public policy makers do to make a market for competency based credentials?
As part of the AKQA Future Academy we were set the brief by a recognised high street bank to create a product or service that would define the student experience of tomorrow. This was in order to help the client capture a greater proportion of the student market. We pushed back on the clients understanding of a student and presented to them our product, UpSkill.
Presentation about The Internship institute -- a non-profit focused on best practices in internships that help individuals, organizations and economies prosper.
Talent Talk Webinar Retention Key To Successful RecruitingDavid Freeman
GenX/GenY workers place a much lower value on company loyalty, resulting in lower employment tenure on average than their baby boomer counterparts. Studies predict a massive change in the workforce as boomers retire and younger workers become the largest portion of the workforce. How will you retain the key skills and knowledge that resides with this younger, more mobile workforce? Talent management expert David Freeman walks you through simple steps and strategies for increasing the success of your hiring efforts by focusing on retention.
You’ll learn:
• What motivates the GenX/GenY workers and the most common reasons they leave
• What the industry leaders are doing to retain their people assets
• What you can do to build a solid retention plan
expectation of industries from technical graduatesmp poonia
the effort has been made to discuss about the gaps in skills of engineering graduates in consultation with industries. Various sectors of industries have been invited at NITTTR Chandigarh during ICT based teacher training programs to identify the gaps between the expectations of industries from technical graduates and input provided by engineering colleges as per curriculum.
Dr Annette Foley, "The value of adult teaching and learning practices: A stor...AdultLearning Australia
This session looked at a recent Ballarat University funded project using narrative analysis which involved interviewing 20 young students between the ages of 16 and 21 years enrolled in alternative out of school programs, namely the ‘young mums program’ located in the Wendouree Community Centre, ‘The Stepping Stones Program’ located in Daylesford, and ‘The Link-Up program’ and ‘Youth Works’ both located in Ballarat.
Engaging students, shaping services: the changing face of student engagement ...Sarah Pittaway
Paper presented at UKSG, April 2016
Student / customer / library engagement roles are relatively new in the sector and Worcester is one of the first universities to recruit to this area. Rather than focusing on the relationship between engagement and learning, this role seeks to engage with students as partners and change agents who are actively involved in evaluating, developing and delivering our library service. This paper will outline some of our initial successes and impacts, which are already changing the way we interact with our student population. It will also cover some of the challenges faced along the way, particularly in delivering service change in the context of the radical new service model of the Hive.
MSMEs need support from the engineering institutes for solving their problems. A novel method has been suggested. The postgraduate students undertake to find a solution through their dissertation.
How ready are our workplaces for these changes? Are L&D and HR professionals pro-actively contemplating innovation in the way learning is conceptualised and delivered?
Will 2020 look drastically different from how L&D is deliveredin 2015? This report provides insights into learning & development (L&D) priorities, future trends and aspirations. It also provides benchmarks into prevalent practices from organisations across the GCC region and beyond.
Redefining Your ePortfolio Strategy: Insights Into Changing ePortfolio VendorsPortfolium
From Texas A&M Tech Summit 2017, learn how Tarleton State University transitioned from a legacy student ePortfolio system to an innovative, cloud-based ePortfolio network with a social media look and feel. In this presentation you'll learn:
-Various ways that Portfolium is utilized campus-wide
-Lessons learned from over eight years of providing campus ePortfolios
-Much More
CORPORATE UNIVERSITY INFRASTRUCTURE for SUCCESSKenny Ong
Evolving Corporate Universities (ECU) Webinar
December 2011
• The importance of embedding a best practice management infrastructure in the organisation structure and administrative systems at an early stage in the formation of a CU
• how a company's best practice administrative infrastructure systems ensure that the best practices are visible
• how best practices can be applied and possibly how they can also leave opportunities for innovations in relation to the company's strategic vision and objectives
Making a Market for Competency-based Credentials: An Overviewmmabbitt
What is competency based credentialing and why is it important?
What is the current state of play in competency based credentialing?
How do we define "quality" credentials?
What can educators, employers, and public policy makers do to make a market for competency based credentials?
As part of the AKQA Future Academy we were set the brief by a recognised high street bank to create a product or service that would define the student experience of tomorrow. This was in order to help the client capture a greater proportion of the student market. We pushed back on the clients understanding of a student and presented to them our product, UpSkill.
Presentation about The Internship institute -- a non-profit focused on best practices in internships that help individuals, organizations and economies prosper.
Talent Talk Webinar Retention Key To Successful RecruitingDavid Freeman
GenX/GenY workers place a much lower value on company loyalty, resulting in lower employment tenure on average than their baby boomer counterparts. Studies predict a massive change in the workforce as boomers retire and younger workers become the largest portion of the workforce. How will you retain the key skills and knowledge that resides with this younger, more mobile workforce? Talent management expert David Freeman walks you through simple steps and strategies for increasing the success of your hiring efforts by focusing on retention.
You’ll learn:
• What motivates the GenX/GenY workers and the most common reasons they leave
• What the industry leaders are doing to retain their people assets
• What you can do to build a solid retention plan
expectation of industries from technical graduatesmp poonia
the effort has been made to discuss about the gaps in skills of engineering graduates in consultation with industries. Various sectors of industries have been invited at NITTTR Chandigarh during ICT based teacher training programs to identify the gaps between the expectations of industries from technical graduates and input provided by engineering colleges as per curriculum.
Dr Annette Foley, "The value of adult teaching and learning practices: A stor...AdultLearning Australia
This session looked at a recent Ballarat University funded project using narrative analysis which involved interviewing 20 young students between the ages of 16 and 21 years enrolled in alternative out of school programs, namely the ‘young mums program’ located in the Wendouree Community Centre, ‘The Stepping Stones Program’ located in Daylesford, and ‘The Link-Up program’ and ‘Youth Works’ both located in Ballarat.
Engaging students, shaping services: the changing face of student engagement ...Sarah Pittaway
Paper presented at UKSG, April 2016
Student / customer / library engagement roles are relatively new in the sector and Worcester is one of the first universities to recruit to this area. Rather than focusing on the relationship between engagement and learning, this role seeks to engage with students as partners and change agents who are actively involved in evaluating, developing and delivering our library service. This paper will outline some of our initial successes and impacts, which are already changing the way we interact with our student population. It will also cover some of the challenges faced along the way, particularly in delivering service change in the context of the radical new service model of the Hive.
Case of the Disengaged Learner: New Designs for Learning ConferenceKarl Kapp
In the academic world, the terms game, gamification and engagement are becoming hot topics. But is it hype or can “thinking like a game designer” actually enhance instruction and motivate learners? In this interactive, evidence-based session, participants will engage in an instructional event that demonstrates how to pull learners into the content and help them gain the knowledge required to be successful. Along the way, they will explore the definition of gamification, the research evidence supporting its use, and how gamification compares and contrasts with active learning. Come play a polling game and discover firsthand how this approach engages learners, increases learning, and leads to desired academic outcomes.
Student motivation, by: Haseen Ah-HassanHaseeb Ahmed
I'm student from Zakho University English department, as any other students I had my own presentation in ELT (English Language Teaching) about Student Motivation, then when I got excellent for my presentation I decided to shared it with everyone.
Experience Counts! Leveraging Internship/Externship Experience to Secure Employment for your Graduates.
Join highly-rated APSCU speaker Ann Cross of the Sparrow Group and Connie Johnson Ed.D, Chief Academic Officer at CTU for this interactive and engaging workshop about standardizing and implementing institutional wide externship best practices. This is not a theoretical workshop- You’ll hear stories of success, see data that supports employment outcomes and leave with tools that you can take back to your institution and use immediately.
Workforce Development Overview for the Defense and Homeland Security Consortium on May 12, 2008 by Opportunity, Inc. and the Peninsula Council for Workforce Development
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in Life Sciences want.
New perspectives on employability & the graduate labour marketjeannebooth
Presentation to Deakin University Arts and Humanities Faculty(April 2011) on new ways of looking at employability and the graduate labour market. Also overview of regional skills development programme for creative and cultural sectors and SALAMI Labour Market Intelligence Data project.
150921 UBS workshop - Taking control of your career with ME+®ME+
Taking control of your career with ME+®
ME+® is a mobile tool which is grounded in some solid concepts around self-assessment and understanding careers transitions to support development and career progression.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. THE GRADUATE MARKET
£30,614
(1) AGR (Association of Graduate Recruiters) Graduate Recruitment Survey 2015 Winter Review
(2) Oxford Economics Report 2014
(3) The Graduate Market in 2015, by High Fliers Research
(4) CBI (Confederation of British Industry)
The figures The facts
2.3 million
graduates
enrolled in the UK
The time it takes a university
graduate to reach Optimum
Productivity(2)
The amount spent by Association of
Graduate Recruiters members in the
UK on their graduate recruitment
marketing in 2013-2014, with an
average of £2,007 per vacancy(1)
40 weeks
The average cost for
employers to replace a recruit (including the costs of recruitment team,
onboarding, training, to get them up to Optimum Productivity)(2)
Just under
£20.5 million
25%
Of companies have
unfilled positions
due to graduates
having a lack of
employable skills(1)
8.1%
more entry-level vacancies
than last year(3)
Most important factors in recruiting
school and college leavers(4)
Transformation of Further
Education funding has
resulted in an increased
focus on employability
Universities need
deeper relationships
with employers and to
engage students
effectively in career
education
The majority of Association
of Graduate Recruiters
members run a graduate
development
programme, typically
lasting for 1-2 years,
including on-the-job
training, training away from
the job and studying for a
professional qualification(1)
The substantial increase
in graduate vacancies
for 2015 takes graduate
recruitment beyond the
pre-recession peak in the
graduate job market in
2007 and means that
there will be more
opportunities for this
summer’s university-
leavers than at any time
in the last decade(3)
Almost three-quarters
of the unfilled
graduate vacancies
were at accounting and
professional services
firms, in the public
sector and the Armed
Forces(3)
30%
38%
85%
24%
63%
44%
14%
3. HOW GRADUATES BEHAVE
Employability
Students are not thinking about employability for most of
the time whilst at university.
But, when they do start thinking about it, they are often
overwhelmed by too much information.
Feedback and guidance
Students value feedback, guidance and respect those with
real experience/achievements
The structure/guidance/support to help them reflect on
their strengths and interests and to visualise their
ambitions is absent.
For many, this has been lacking throughout their
education, resulting in over 61% of employees(1) feeling
disengaged and uninspired in their work.
Student behavior – Survey outputs
Careers education in the UK is
failing our kids, our businesses and
our future prosperity.
Careers Lab, 2014
Careers Lab provides support for businesses to build their
relationships with schools
(1) The engagement levels of British employees, CIPD
(2) ME+ survey
(3) Employer Perspectives Survey 2014, UKCES
From students who took part in the ME+® AGCAS
workshops, the ME+® Careers Lab workshops and FDM
interns.
Outputs show the followings:
Spontaneous
Random
Passive/Avoid taking risks
Alienated/Disengaged
Lack of ambition
Lack of drive
Complacent
Consumerist
Focused
Disciplined
Professional
Prepared for career entry
Preparedness of University/Higher education
leavers for employment
From very poorly prepared to very well prepared(2)
4. WHAT IS NEEDED
Businesses* have highlighted the skills needed for the 21st Century workplace:
In an increasingly competitive employment market, employers are
looking beyond simple academic achievements when considering
applicants for a job or internship.
Many now expect to see evidence of other skills and achievements
that boost someone’s attractiveness as a potential employee.
Businesses want graduates who not only add value but who have the
skills to help to transform their organisation in the face of continuous
and rapid economic and technological change. All graduates –
whatever their degree discipline – need to be equipped with
employability skills.
In today's business environment of constant change, we believe people
need a structure to support them to be more self-directed and with
that they are more likely to succeed.
* CBI 2014
** Edge foundation, report written by Kevin Lowden, Stuart Hall, Dr Dely Elliot and Jon Lewin
Self-awareness
Self-management
Clarity of vision of
success
Business & customer
awareness
Communication
Team working
Problem solving
Self-confidence
Leadership skills
Employability skills**
includes:
5. CAREERS OWNERSHIP
** Source: Career management, making it work for employees and employers| Radha Chakraborty and Stephanie Rudbeck
Of employees report
that they have to take
ownership of their own
career**
48%
Whilst nearly half of the working population in the UK recognise that they need to take
ownership for their career, this is just a start.
Equipping everyone to be self-directed through their career will lead to long-term
success both for themselves and the organisations they work for.
* “The Real Story Behind Career Development: Who is Responsible?” joint research study conducted by EdAssist and the University of Phoenix
The results of this study demonstrate why many workers and organisations fail at career
management – each believes the other should be responsible.
85%
98%
80%
What managers think
Employee’s ownership
Employer’s ownership
Who should identify job
opportunities and career paths?
Who owns the employee’s
professional development?
Who owns the employee’s career
management?
71%
74%
68%
What workers think
Employers should provide
professional development training
Employers should provide
career-advancement mentoring
Workers should continually
update and improve their skills
Workers should be responsible
for building their job-hunting &
career-planning skills
6. INSPIRING CAREERS WITH ME+®
ME+® puts people in control of their careers and provides a structure to help them.
ME+® inspires, prompts and guides me to understand and fulfil my potential right now,
tomorrow and in the future. Bringing me closer to the objectives of the organisation
I work for and making his relevant to my own opportunities and career choices.
An approach and system that supports people through their ‘career moments’
Engaging
Shaping/tracking
Career management
ME+ checkpoint
ME+ app
Data reporting
Reflecting/choosing
Participating/planning
Progressing/sharing
User experienceToolStage
of ME+® beta testing
users feel more aware
of what's driving them
and what they want to
achieve in their career
91%
7. PUTTING PEOPLE IN CONTROL
Empowering people to take actions and make
changes they are committed to
A mobile digital app that is accessible 24/7
through multi-channels
Designed to meet and support the needs of
the users:
clarifying ambitions
preparation & planning
Collaboration
reflection & learning
action & follow up
Supports users throughout their careers
Tailored to the organisation’s needs and
personalised by users
8. Scope
Understand target audience, their
behaviour and create experience vision
Design & produce
Design approach and materials (online
and offline) to deliver experience vision
Pilot
Put in the hands of up to 200 users
Insight
Capture user feedback and analyse user
data
Refresh
Refresh design based on actual user
experience
Deployment planning
Develop communications plan and
schedule
Launch
Roll-out approach and toolkit for target
audience
User data insight
Analyse data to understand actual user
behaviour and capture insights
OUR ME+® DEVELOPMENT & DEPLOYMENT PROCESS
Stakeholder engagement
Key stakeholders identified and workshops, interviews and surveys used to
engage throughout
Scope
Design &
produce
Pilot
InsightRefresh
Deployment
planning
Launch
User data
insight