2. Educational and Employer landscape is changing
70s âą Degree = employment
80s âą Degree + extracurricular = employment
âą UCAS tariff + 2.1 degree + good university + extracurricular + work
90s experience = employability
âą Higher UCAS tariff + 2.1 degree + top university + extracurricular
Now + work experience of measurable value + own personal brand âMe
PLCâ = employability
âą What will the future be?
? January 2012
PwC
3. The changing landscape for Graduate Recruiters
Schools
Programmes
Business Educational
Change Changes
Work
Tuition Fees
Graduate Experience
and student
Recruitment and
debt
Internships
Immigration Access to
Caps Professions
Apprenticesh
ips
January 2012
PwC
4. The workplace is changingâŠ
Working in Multiple & collaborative teams
a team
Working in Multiple & virtual locations
a location
Having a Having a portfolio of projects
job
One or two
employers/ Multiple employers/careers
careers
Working for
Working for self or small
a big enterprises
employer
Working Technology enables flexibility and
with more work/life integration
technology January 2012
PwC
5. What does this mean for students?
âą Value of degree -Return on investment
âą Choice of routes to employment
âą Place of study â cost versus reputation, choice and student
experience
âą Need to develop skills outside academic core curriculum
âą Hold positions of authority to stand out or demonstrate leadership,
something distinctive
âą Desire for work-life balance from students to be replaced by
work -life integration (How do employers accommodate this?âŠ)
January 2012
PwC
6. A PwC perspective - Navigating the landscape
Talent Employability Choice
January 2012
PwC
7. What PwC is doing to help students develop
employability skills
Creating a supportive framework for students to identify, grow and articulate
their skills;
ï§ PwC Talent Academy
ï§ Inspired Talent entry route
ï§ Entrepreneurship competitions, recognising student creativity
ï§ Campus Employability Campaign which includes one âto-one employability sessions
ï§ Online Employability brochure, quiz and videos
ï§ Skills sessions including specific Employability session & employability themed
sessions woven across suite: commercial awareness, presentation skills, teamworking,
time management etc..
ï§ Close relationships with Careers Advisory Services
ï§ Involvement with a number of universitiesâ own employability programmes
ï§ Developing employability partnerships to provide PwC content on third partiesâ sites
January 2012
PwC
8. Being transparent to students about our core
competencies we recruit against
Share and collaborate Invest in relationships
- Be curious: learn, - Build and sustain
share and innovate relationships
- Lead and contribute to - Be passionate about
team success client service
Enhance value through quality We put ourselves in each otherâs shoes
- Demonstrate courage
and integrity
- Acquire and apply
- Communicate with
commercial and technical
impact and empathy
expertise
- Develop self and others
- Manage projects and
through coaching
economics
- Be open minded, agile
with change and practical
January 2012
PwC
9. Some examples of what Universities are doing
ï§ The Bath Award
ï§ Bristol Plus
ï§ The York Award
ï§ Durham Award
ï§ The STAR Award â Aberdeen
ï§ Global Advantage Award â Warwick
ï§ Personal Skills Award â Birmingham
ï§ Loughborough Employability Award
ï§ Nottingham Advantage Award
ï§ Leicester Award
January 2012
PwC
10. ï§ CMS Modules â Leeds
ï§ Skills for Success â Sheffield
ï§ Graduate Passport â Southampton
ï§ Personal Development and Effectiveness training â Manchester
ï§ Employability Week â St Andrews
ï§ The STAR Award â Aberdeen
ï§ Global Advantage Award â Warwick
ï§ Personal Skills Award â Birmingham
ï§ Loughborough Employability Award
January 2012
PwC
11. How does this relationship add value to
employers?
We work with a number of these programmes.
By continuing to engage with employers, award managers can continue
to develop their offerings in line with the changing landscape of
employment.
Awards can bridge the gap between university and employment and
provide a platform for the messages of employability.
Each award is slightly different. How can employers begin to recognise
and understand an awards value? How can they become more
measurable?
January 2012
PwC
12. Employability skills of the futureâŠ
Innovative
Curiosity Determination Pragmatism Agility Resilience Networked Collaborative
Thinkers
= Entre & intre-preneurs
January 2012
PwC
13. What more could be done? Universities
ï§ Could Universities be more explicit in building employability skills
into the University curriculum?
ï§ Perhaps more consistency or a universal approach to offerings from
Universities for employability?
ï§ Could universities help employers appreciate and understand the
value of the university programmes? For example how will âHEARâ
add value to the student and the employer?
ï§ Be able to report on awards and destinations to âvalidateâ
ï§ Greater collaboration between employers and schools in developing
skills for the future and creating âaspirationâ for different careers /
professions
January 2012
PwC
14. What more could be done? Employers
ï§ Work even closer with Universities and develop stronger links with
academic departments.
ï§ Clearly articulate what theyâre looking for and actively seek to help
students understand their strengths and create their own personal
brand âMe PLCâ.
ï§ Look beyond the classic blunt selection tool of a 2.1 to recognise a
broader context for talent.
ï§ Work with students from year 1 at university and build employer
relationships earlier
January 2012
PwC
Cloud computingTablet computingSmart phones3g WifiCable connectivity.The effect this all has on searching for jobs and investigating potential employers, traditional media, and social media twitter, linked in,
Careers survey - to review student needs(recent survey sent out to key contacts to gain their input of what students need)Developing employability partnerships to provide PwC content on third parties = job boards such as rate my placement to help boost their content.
Enhance value through quality? Demonstrate courage and integrity? Acquire and apply commercial and technical expertise? Manage projects and economics? Be open minded, agile with change and practicalWe put ourselves in each others shoes? Communicate with impact and empathy? Develop self and others through coachingShare and collaborate? Be curious: learn, share and innovate? Lead and contribute to team successInvest in relationships? Build and sustain relationships? Be passionate about client service
We are involved with a number of these programmes, either through sponsorship or directly presenting some of our sessions on the programmes.
We are involved with a number of these programmes, either through sponsorship or directly presenting some of our sessions on the programmes.
Global talent index â Hydric strugglesIdentified the core capabilities for leadership. Lack of curiosity at high levels.Always done this wayâŠ.Less what you know. Its how youâre going to find out.Thirst first learning.Its how you find out. Not what you knowâŠ