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150723 inspiring next generation career successv6

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150723 inspiring next generation career successv6

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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.

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.

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150723 inspiring next generation career successv6

  1. 1. July 2015 Brought to you by
  2. 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. 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. 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. 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. 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. 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. 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

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