Thanks to my colleague JOn for spotting this one:
is "Think HR. Think again" really what the CIPD had in mind??
ttp://www.cipd.co.uk/hr-careers/default.htm?wa_src=vanity&wa_pub=various&wa_crt=thinkhr&wa_cmp=mem_careers
Oct 1, 2010
Sep 24, 2010
Employer Branding summit coverage from ri5....
The lofty aim of the Employer Branding Summit 2010 was to provide practical advice on the implementation and refreshment of an employer brand, thereby improving the internal and external perception of an organisation. This was to be achieved in a day at the Canary Wharf Hilton in London's Docklands. Here, on Thursday 16th September, around sixty delegates from HR, recruitment and employment marketing gathered to listen and contribute to a whistle-stop series of nine enthusiastic presentations from leading employer branding professionals.
Dr Graham Dietz, lecturer in HR management at Durham Business School, who chaired and introduced the summit, said that ultimately the employer brand (EB) is about the covenant of trust between the organisation and the employee. A key point, he said, is that the personality traits of the organisation, including those of its employees, are decisive in attracting and retaining talented people.
Esther O'Halloran, HR director of French bakery and patisserie Paul UK, had a novel approach, offering chocolate bars to those who asked questions. She explained that understanding the employer brand is key, demonstrating how branding their company as very French, quirky, and ‘famille'-oriented has enabled them to align their employer and consumer brands and recruit good people, despite very low initial wages. The attitude, personality and culture-fit of staff are as important as their skills. Having a strong EB has led to a 69% reduction in staff turnover in the last year, yielding substantial savings in recruitment and training costs. The company no longer uses recruitment agencies and spends very little on recruitment overall, with most new joiners resulting from referrals.
Next up was Craig Pattison, senior HR business partner at Lloyd's, who spoke on transitioning the brand into an employee value proposition (EVP) to create a hook to attract and keep the best candidates. His company is a prime example of a brand being misunderstood, as Lloyd's is frequently confused with Lloyds TSB or Lloyds Pharmacies. Much of the work that goes into an employer brand is general common sense and, while it requires a dedicated budget, the cost need not be huge. An EVP can be used to create the voice of the organisation. Much needs to be done before implementation, however, including definition, discovery, research to understand the master brand of the company and perceptions of it, and planning and benchmarking.
A number of questions arose from the first three presentations concerning, among other things, the communication of the EVP, and measuring its KPIs. Suggestions here were to keep it simple, and to use a handful of key measures such as retention, reduction in cost per hire, and overheads. Delegates were also urged to engage with marketing colleagues to ensure that EVPs and an organisation's master brand are in tune.
Helene Williamson, head of resourcing at Monsoon Accessorize, kicked off the post-coffee session by saying that you cannot create an EB, because you already have one. What you can do is research what your brand is, fix any problems, shape the brand by creating an EVP (or more than one), track its impact, and identify brand ambassadors amongst your existing staff. Employer branding should not be viewed as a project, but as a long-term commitment that needs constant care to keep it real and alive. The role of recruitment is to provide the foundations of the brand, and to fish for the best possible people in the right pools, so that they fit the organisation. Often recruiters are guilty of completing an EB project and moving on, without ensuring that brand ambassadors and their line managers have the right support and information.
Honest and open communication between employer and employee is key to keeping employer branding on the right track, according to Simon Russell, director of consulting at Work Group plc, who talked about ‘the discreet charm of the EVP'. An organisation can never be in total control of its EB - just look at BP; all the more reason why it should be investing in its brand, using the EVP as a frank and honest engagement with prospective employees. Employers need to put the candidate first and ask themselves why the person they want to employ should choose to work with their organisation. Recruitment messages should be based on the true culture and spirit of the business. Building a sound EVP will help supply the honest information needed to underpin such realism. Finally, Simon emphasised that all this takes courage - you can't win by doing the same as everyone else, you must be yourself, follow your instincts and not try to hoodwink people.
Martin Cerullo, director of resourcing communications & innovation at Alexander Mann Solutions, picked up the reins from Simon by explaining how to develop a measurable EB experience. After emphasising that measurement starts with your business case, he said that there should be a strong partnership between employer branding and other facets of the business, such as recruitment, HR, sales and marketing. HR's role is to provide data, cut attrition and put a cost on losing people, working closely with marketing. The EB should be looked at from a consumer marketing point of view - he likened buying a new car to the recruitment process, with the candidate as customer. During the Q & A session, Martin said that getting marketing to enter the HR arena and become more involved in both the recruitment process and EVP was quite a challenge, but that it is starting to work in several large blue-chips, such as Shell and Unilever.
After lunch, the sessions became more interactive, including a ‘knowledge sharing networking session' among the delegates on each table. Matthew Jeffrey, head of global talent brand at video games company EA (whose company now makes 65% of its global hires through social media) led a workshop on social media and the employer brand. Social media is an interactive, two-way process, claimed to be different to "old" recruitment advertising methods. The employer brand exists within the organisation, it cannot be created, but an emotional attachment can be built using Facebook, LinkedIn, Youtube, Twitter, blogs and the like. Many delegates were already using social media for recruitment and some have hired people for this specific purpose. The downside is that a disgruntled employee can have a devastating effect on a company's reputation from just one blog - Matthew's advice was to let it go, don't try and hit back; other employees from your online community will often come to your defence. The community becomes self-regulating and it is a matter of trusting your employees not to spend too much time on social media. Matthew concluded by saying that the old ‘post and pray' recruiters have had their day.
Marc Campman, marketing director of social media software company Webjam, spoke on Enterprise 2.0 and how businesses can use internal social networks to support the employer brand and communicate from the bottom up. Enterprise social media leads to more efficiency, innovation and openness. From the employer's point of view, it unites colleagues worldwide and helps improve and expand the business. He cited the somewhat bold predictions by technology research company Gartner that, by 2014, social networking services will replace email as the primary vehicle for interpersonal communications for 20% of business users; and social network analysis will be used routinely by 25% to improve performance by 2015.
The final ‘graveyard' slot fell to Graham White, HR director at Westminster City Council, who brought proceedings to an entertaining close with a presentation on using EB for engagement, featuring videos of many terrible TV ads. Key messages were that companies need to understand their employees as well as they understand their customers. In terms of engagement, information is not power if it is not shared.
Overall, a key message of the day was that employer branding is not the remit of any one part of the organisation. The employer brand must fit with the overall consumer or marketing brand of the company, and HR, recruitment and marketing need to work together on this. Another repeated theme was that a successful EB need not be expensive - indeed, if successful, it can achieve substantial savings on recruitment agency costs and other methods. Lastly, authenticity and openness are key in designing your brand.
Dr Graham Dietz, lecturer in HR management at Durham Business School, who chaired and introduced the summit, said that ultimately the employer brand (EB) is about the covenant of trust between the organisation and the employee. A key point, he said, is that the personality traits of the organisation, including those of its employees, are decisive in attracting and retaining talented people.
Esther O'Halloran, HR director of French bakery and patisserie Paul UK, had a novel approach, offering chocolate bars to those who asked questions. She explained that understanding the employer brand is key, demonstrating how branding their company as very French, quirky, and ‘famille'-oriented has enabled them to align their employer and consumer brands and recruit good people, despite very low initial wages. The attitude, personality and culture-fit of staff are as important as their skills. Having a strong EB has led to a 69% reduction in staff turnover in the last year, yielding substantial savings in recruitment and training costs. The company no longer uses recruitment agencies and spends very little on recruitment overall, with most new joiners resulting from referrals.
Next up was Craig Pattison, senior HR business partner at Lloyd's, who spoke on transitioning the brand into an employee value proposition (EVP) to create a hook to attract and keep the best candidates. His company is a prime example of a brand being misunderstood, as Lloyd's is frequently confused with Lloyds TSB or Lloyds Pharmacies. Much of the work that goes into an employer brand is general common sense and, while it requires a dedicated budget, the cost need not be huge. An EVP can be used to create the voice of the organisation. Much needs to be done before implementation, however, including definition, discovery, research to understand the master brand of the company and perceptions of it, and planning and benchmarking.
A number of questions arose from the first three presentations concerning, among other things, the communication of the EVP, and measuring its KPIs. Suggestions here were to keep it simple, and to use a handful of key measures such as retention, reduction in cost per hire, and overheads. Delegates were also urged to engage with marketing colleagues to ensure that EVPs and an organisation's master brand are in tune.
Helene Williamson, head of resourcing at Monsoon Accessorize, kicked off the post-coffee session by saying that you cannot create an EB, because you already have one. What you can do is research what your brand is, fix any problems, shape the brand by creating an EVP (or more than one), track its impact, and identify brand ambassadors amongst your existing staff. Employer branding should not be viewed as a project, but as a long-term commitment that needs constant care to keep it real and alive. The role of recruitment is to provide the foundations of the brand, and to fish for the best possible people in the right pools, so that they fit the organisation. Often recruiters are guilty of completing an EB project and moving on, without ensuring that brand ambassadors and their line managers have the right support and information.
Honest and open communication between employer and employee is key to keeping employer branding on the right track, according to Simon Russell, director of consulting at Work Group plc, who talked about ‘the discreet charm of the EVP'. An organisation can never be in total control of its EB - just look at BP; all the more reason why it should be investing in its brand, using the EVP as a frank and honest engagement with prospective employees. Employers need to put the candidate first and ask themselves why the person they want to employ should choose to work with their organisation. Recruitment messages should be based on the true culture and spirit of the business. Building a sound EVP will help supply the honest information needed to underpin such realism. Finally, Simon emphasised that all this takes courage - you can't win by doing the same as everyone else, you must be yourself, follow your instincts and not try to hoodwink people.
Martin Cerullo, director of resourcing communications & innovation at Alexander Mann Solutions, picked up the reins from Simon by explaining how to develop a measurable EB experience. After emphasising that measurement starts with your business case, he said that there should be a strong partnership between employer branding and other facets of the business, such as recruitment, HR, sales and marketing. HR's role is to provide data, cut attrition and put a cost on losing people, working closely with marketing. The EB should be looked at from a consumer marketing point of view - he likened buying a new car to the recruitment process, with the candidate as customer. During the Q & A session, Martin said that getting marketing to enter the HR arena and become more involved in both the recruitment process and EVP was quite a challenge, but that it is starting to work in several large blue-chips, such as Shell and Unilever.
After lunch, the sessions became more interactive, including a ‘knowledge sharing networking session' among the delegates on each table. Matthew Jeffrey, head of global talent brand at video games company EA (whose company now makes 65% of its global hires through social media) led a workshop on social media and the employer brand. Social media is an interactive, two-way process, claimed to be different to "old" recruitment advertising methods. The employer brand exists within the organisation, it cannot be created, but an emotional attachment can be built using Facebook, LinkedIn, Youtube, Twitter, blogs and the like. Many delegates were already using social media for recruitment and some have hired people for this specific purpose. The downside is that a disgruntled employee can have a devastating effect on a company's reputation from just one blog - Matthew's advice was to let it go, don't try and hit back; other employees from your online community will often come to your defence. The community becomes self-regulating and it is a matter of trusting your employees not to spend too much time on social media. Matthew concluded by saying that the old ‘post and pray' recruiters have had their day.
Marc Campman, marketing director of social media software company Webjam, spoke on Enterprise 2.0 and how businesses can use internal social networks to support the employer brand and communicate from the bottom up. Enterprise social media leads to more efficiency, innovation and openness. From the employer's point of view, it unites colleagues worldwide and helps improve and expand the business. He cited the somewhat bold predictions by technology research company Gartner that, by 2014, social networking services will replace email as the primary vehicle for interpersonal communications for 20% of business users; and social network analysis will be used routinely by 25% to improve performance by 2015.
The final ‘graveyard' slot fell to Graham White, HR director at Westminster City Council, who brought proceedings to an entertaining close with a presentation on using EB for engagement, featuring videos of many terrible TV ads. Key messages were that companies need to understand their employees as well as they understand their customers. In terms of engagement, information is not power if it is not shared.
Overall, a key message of the day was that employer branding is not the remit of any one part of the organisation. The employer brand must fit with the overall consumer or marketing brand of the company, and HR, recruitment and marketing need to work together on this. Another repeated theme was that a successful EB need not be expensive - indeed, if successful, it can achieve substantial savings on recruitment agency costs and other methods. Lastly, authenticity and openness are key in designing your brand.
Sep 5, 2010
if you can't beat em - join em....
CIPD awards
Telefónica O2 UK
performance & reward
The O2 people promise is to create a place where “happier people perform at their best and are more loyal”. One element of that, “thanks for a job well done” links directly to reward. In May 2007, a review identified a lack of communication, with staff not appreciating the rewards on offer. In partnership with Penna Barkers, the firm developed O2rewards.com - an interactive portal clearly identifying the elements of the reward package; individualised total reward statements; and interactive tools to help staff choose benefits.
To spread the word, HR used methods such as roadshows, cascading and publicising the portal on plasma screens in prominent locations. More than 13,000 visitors accessed the portal in the two months after its launch in 2007. And 2,254 people enrolled in the flexible benefits scheme last November, up from 2,095 during the last enrolment.
Judges’ comment: “Good use of communication channels across the business to raise awareness.”
Telefónica O2 UK
performance & reward
The O2 people promise is to create a place where “happier people perform at their best and are more loyal”. One element of that, “thanks for a job well done” links directly to reward. In May 2007, a review identified a lack of communication, with staff not appreciating the rewards on offer. In partnership with Penna Barkers, the firm developed O2rewards.com - an interactive portal clearly identifying the elements of the reward package; individualised total reward statements; and interactive tools to help staff choose benefits.
To spread the word, HR used methods such as roadshows, cascading and publicising the portal on plasma screens in prominent locations. More than 13,000 visitors accessed the portal in the two months after its launch in 2007. And 2,254 people enrolled in the flexible benefits scheme last November, up from 2,095 during the last enrolment.
Judges’ comment: “Good use of communication channels across the business to raise awareness.”
Aug 2, 2010
HR market suggests upturn
http://www.personneltoday.com/articles/2010/07/22/56312/hr-jobs-market-buoyant-as-firms-look-to-recovery.html
let's all hope the large axe currently being wielded at the public sector doesn't tip the balance back the other way....
let's all hope the large axe currently being wielded at the public sector doesn't tip the balance back the other way....
Jul 19, 2010
going up
(RTTNews) - Online job opportunities in Europe increased in June for the fifth consecutive month, suggesting the overall industry is on a path of gradual recovery, Monster Worldwide Inc. said on Tuesday. Opportunities climbed 12% compared to June 2009 and their highest level since February 2009.
The Monster Employment Index Europe rose to 114 in June from 112 in May. Online job availability improved the most in production, manufacturing, maintenance and repair, from both a monthly and annual perspective. Among major nations, Germany recorded the sharpest monthly increase, while Sweden continued to exhibit the most positive long-term trend.
“The slight improvement in June is yet another encouraging sign for current job seekers,” said Andrea Bertone, head of Monster Europe. “Whilst both consumer and business confidence remained static between May and June, we have seen positive trends emerge in sectors such as manufacturing and transport and are optimistic about the level of opportunities that are emerging throughout the year,” Bertone added.
The Monster Employment Index Europe is a monthly analysis of millions of online job opportunities culled from a large, representative selection of corporate career sites and job boards across Europe.
For comments and feedback: contact editorial@rttnews.com
Copyright(c) 2010 RTTNews.com, Inc. All Rights Reserved
The Monster Employment Index Europe rose to 114 in June from 112 in May. Online job availability improved the most in production, manufacturing, maintenance and repair, from both a monthly and annual perspective. Among major nations, Germany recorded the sharpest monthly increase, while Sweden continued to exhibit the most positive long-term trend.
“The slight improvement in June is yet another encouraging sign for current job seekers,” said Andrea Bertone, head of Monster Europe. “Whilst both consumer and business confidence remained static between May and June, we have seen positive trends emerge in sectors such as manufacturing and transport and are optimistic about the level of opportunities that are emerging throughout the year,” Bertone added.
The Monster Employment Index Europe is a monthly analysis of millions of online job opportunities culled from a large, representative selection of corporate career sites and job boards across Europe.
For comments and feedback: contact editorial@rttnews.com
Copyright(c) 2010 RTTNews.com, Inc. All Rights Reserved
Jun 17, 2010
end of an era for Personnel Today
sign o' the times folks
still - was always good to have news update in handy newspaper format
http://www.pressgazette.co.uk/story.asp?sectioncode=1&storycode=45597&c=1
still - was always good to have news update in handy newspaper format
http://www.pressgazette.co.uk/story.asp?sectioncode=1&storycode=45597&c=1
May 17, 2010
the talent squeeze is still on...
Employers fear they will not be able to find enough people with skills as demand for talent intensifies post recession, a new study has revealed.
Half of employers (51%) are concerned they will not be able to fill posts requiring the right graduate level or higher skills in the coming years, and a third (32%) don't believe it will be possible to fill intermediate level jobs, requiring skills equivalent to A level. A third (30%) of employers predict the need for lower-level skills will decrease, while just 17% say it will increase.
The survey which formed the CBI report, Ready to grow: business priorities for education and skills, sponsored by qualifications awarding body EDI, was answered by 694 employers, which together employ over 2.4 million people and represent companies of all sizes and sectors.
The survey asked employers to name their top priority for the new government on education and skills. The majority of employers want the government to ensure all young people leave school (70%) or university (81%) equipped with the employability skills they need to succeed in the workplace. These include the ability to communicate, work in a team, solve problems and apply basic knowledge learned at school, such as literacy, numeracy and IT, in a real world setting.
Asked how satisfied they were with school and college leavers' employability skills, two-thirds (68%) of employers were dissatisfied with levels of business and customer awareness, over half (57%) were unhappy with self-management skills, and over two-fifths (44%) with young recruits' ability to solve problems.
Despite the recession, nearly half of employers (45%) say they are already having difficulty recruiting staff with skills in science, technology, engineering and maths (STEM), with manufacturers and science-related businesses having the most difficulty finding highly-skilled people to fill their posts. Even more companies (59%) expect to have difficulty finding STEM-skilled people in the next 3 years.
Businesses also say they have a role to play to encourage more young people to study STEM. Most (71%) agree that providing high-quality placements is a good way to do this, and two-thirds (67%) say businesses should engage with schools to help to enthuse pupils about science.
But companies recognise the importance of training during the economic downturn, with two-thirds (63%) seeing investment in skills as very important to their strategic objectives and future growth. Even during the fragile recovery period most employers (72%) plan to maintain or increase spending on training and development - only 28% plan to cut training budgets, most plan no change (58%) and some even plan to increase spending (14%).
Employers are concerned about the basic skills of their current workforce. The biggest problem is with IT skills, where two-thirds (66%) of employers report concern. But half of employers are also troubled by employees' basic literacy (52%) and numeracy (49%) skills.
In the past year alone, a fifth of employers have arranged remedial training for young people they have recruited from school or college, in literacy (18%), numeracy (18%), and IT (22%). When it comes to the existing workforce, employers are also providing basic training in literacy (22%) and numeracy (18%), with the need for IT training even higher (43%).
More firms this year (48%) than 2009 (39%) say improving leadership and management skills is a key priority for them, and this is even higher for the public sector (73%).
Richard Lambert, CBI director general, said: "Our survey shows businesses want tomorrow's workforce to be at the top of the new government's policy agenda. As we move further into recovery and businesses plan for growth, the demand for people with high-quality skills and qualifications will intensify.
"In the future, people with qualifications in science and maths will be particularly sought after, and firms say it is already hard to find people with the right technical or engineering skills. The new government must make encouraging more young people to study science-related subjects a top priority. Businesses can help by showing that these skills lead to exciting and rewarding careers, helping to tackle the big challenges, such as climate change and energy security.
"Employers across all sectors recognise there is a need to improve the calibre of leadership and management skills, and this is particularly marked in the public sector."
And Nigel Snook, EDI Chief Executive, said: "This year's CBI/EDI Education and Skills Survey highlights the importance of creating a clear strategy for vocational education and training which links the development of basic employment skills all the way through to the achievement of high level technical, professional and managerial qualifications.
"The transition from school, college or university to the world of work is still one of the most challenging stages in many people's lives. Despite the fact that employers and government invest considerable sums of money and effort in this area, the survey demonstrates there is still work to do to more effectively harness these resources.
"In particular, there is clear evidence that more practical, experience-based teaching programmes better suit the learning styles of many young people, especially those who are likely to continue their education and development through vocational opportunities.
"The findings also suggest that there would be real benefits from improving the guidance given to young people on the options available to them, and simplifying the contribution of employers to work experience and apprenticeship programmes."
Employers were asked which A level subjects boost a young person's job prospects. Most said young people should choose subjects which improved business ability and knowledge of science and numeracy - namely, business studies (42%), maths (21%), English (13%) and physics or chemistry (9%). The A levels employers rate least in terms of employability are psychology (3%) and sociology (1%).
Studying science to degree level also helps to boost employment prospects. Many employers (42%) do not require a particular degree subject, but a third (34%) say they prefer recruiting people with a STEM-related degree. There is an immediate return to studying STEM at university, with new engineering graduates earning an average of £22,000 and new science graduates earning £21,000. This is more than those entering finance, IT, sales or human resources earn on average, and only graduate managers and lawyers earn more in their first role.
Studying STEM-related subjects opens doors to a range of exciting opportunities, and three-quarters (72%) of employers value what STEM-skilled employees bring to the business.
Companies need more people with STEM qualifications. The sectors which value STEM skills the most are banking, finance & insurance (90%), manufacturing (90%), energy & water (89%) and construction (88%).
Steps business wants the government to take to encourage take up of STEM at school and university include: promoting science and maths in schools (69%); protecting funding for STEM in higher education (52%); and enrolling capable students into all three science subjects as separate GCSEs (42%).
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Half of employers (51%) are concerned they will not be able to fill posts requiring the right graduate level or higher skills in the coming years, and a third (32%) don't believe it will be possible to fill intermediate level jobs, requiring skills equivalent to A level. A third (30%) of employers predict the need for lower-level skills will decrease, while just 17% say it will increase.
The survey which formed the CBI report, Ready to grow: business priorities for education and skills, sponsored by qualifications awarding body EDI, was answered by 694 employers, which together employ over 2.4 million people and represent companies of all sizes and sectors.
The survey asked employers to name their top priority for the new government on education and skills. The majority of employers want the government to ensure all young people leave school (70%) or university (81%) equipped with the employability skills they need to succeed in the workplace. These include the ability to communicate, work in a team, solve problems and apply basic knowledge learned at school, such as literacy, numeracy and IT, in a real world setting.
Asked how satisfied they were with school and college leavers' employability skills, two-thirds (68%) of employers were dissatisfied with levels of business and customer awareness, over half (57%) were unhappy with self-management skills, and over two-fifths (44%) with young recruits' ability to solve problems.
Despite the recession, nearly half of employers (45%) say they are already having difficulty recruiting staff with skills in science, technology, engineering and maths (STEM), with manufacturers and science-related businesses having the most difficulty finding highly-skilled people to fill their posts. Even more companies (59%) expect to have difficulty finding STEM-skilled people in the next 3 years.
Businesses also say they have a role to play to encourage more young people to study STEM. Most (71%) agree that providing high-quality placements is a good way to do this, and two-thirds (67%) say businesses should engage with schools to help to enthuse pupils about science.
But companies recognise the importance of training during the economic downturn, with two-thirds (63%) seeing investment in skills as very important to their strategic objectives and future growth. Even during the fragile recovery period most employers (72%) plan to maintain or increase spending on training and development - only 28% plan to cut training budgets, most plan no change (58%) and some even plan to increase spending (14%).
Employers are concerned about the basic skills of their current workforce. The biggest problem is with IT skills, where two-thirds (66%) of employers report concern. But half of employers are also troubled by employees' basic literacy (52%) and numeracy (49%) skills.
In the past year alone, a fifth of employers have arranged remedial training for young people they have recruited from school or college, in literacy (18%), numeracy (18%), and IT (22%). When it comes to the existing workforce, employers are also providing basic training in literacy (22%) and numeracy (18%), with the need for IT training even higher (43%).
More firms this year (48%) than 2009 (39%) say improving leadership and management skills is a key priority for them, and this is even higher for the public sector (73%).
Richard Lambert, CBI director general, said: "Our survey shows businesses want tomorrow's workforce to be at the top of the new government's policy agenda. As we move further into recovery and businesses plan for growth, the demand for people with high-quality skills and qualifications will intensify.
"In the future, people with qualifications in science and maths will be particularly sought after, and firms say it is already hard to find people with the right technical or engineering skills. The new government must make encouraging more young people to study science-related subjects a top priority. Businesses can help by showing that these skills lead to exciting and rewarding careers, helping to tackle the big challenges, such as climate change and energy security.
"Employers across all sectors recognise there is a need to improve the calibre of leadership and management skills, and this is particularly marked in the public sector."
And Nigel Snook, EDI Chief Executive, said: "This year's CBI/EDI Education and Skills Survey highlights the importance of creating a clear strategy for vocational education and training which links the development of basic employment skills all the way through to the achievement of high level technical, professional and managerial qualifications.
"The transition from school, college or university to the world of work is still one of the most challenging stages in many people's lives. Despite the fact that employers and government invest considerable sums of money and effort in this area, the survey demonstrates there is still work to do to more effectively harness these resources.
"In particular, there is clear evidence that more practical, experience-based teaching programmes better suit the learning styles of many young people, especially those who are likely to continue their education and development through vocational opportunities.
"The findings also suggest that there would be real benefits from improving the guidance given to young people on the options available to them, and simplifying the contribution of employers to work experience and apprenticeship programmes."
Employers were asked which A level subjects boost a young person's job prospects. Most said young people should choose subjects which improved business ability and knowledge of science and numeracy - namely, business studies (42%), maths (21%), English (13%) and physics or chemistry (9%). The A levels employers rate least in terms of employability are psychology (3%) and sociology (1%).
Studying science to degree level also helps to boost employment prospects. Many employers (42%) do not require a particular degree subject, but a third (34%) say they prefer recruiting people with a STEM-related degree. There is an immediate return to studying STEM at university, with new engineering graduates earning an average of £22,000 and new science graduates earning £21,000. This is more than those entering finance, IT, sales or human resources earn on average, and only graduate managers and lawyers earn more in their first role.
Studying STEM-related subjects opens doors to a range of exciting opportunities, and three-quarters (72%) of employers value what STEM-skilled employees bring to the business.
Companies need more people with STEM qualifications. The sectors which value STEM skills the most are banking, finance & insurance (90%), manufacturing (90%), energy & water (89%) and construction (88%).
Steps business wants the government to take to encourage take up of STEM at school and university include: promoting science and maths in schools (69%); protecting funding for STEM in higher education (52%); and enrolling capable students into all three science subjects as separate GCSEs (42%).
X
You must login to use Clip & Save
* Clip &
Save
* News
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Share:
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* Stumble It!
* DIGG
* Yahoo
Your Comment
To post comments please log in here
All Comments
There are currently no comments.
Related Media
A talent development approach that integrates learning and performance management is needed to retain staff
Graduate poll calls for an end to 2.1 degree minimum for job applicants
Research predicts return to a pre-credit crunch City jobs market, with talent poaching the norm
The future of work, according to London Business School's Lynda Gratton
Coaching is still not a top priority for many employers
Case Study: Cobham focusses on brand to attract new talent to the organisation
Latest News
Huge increase in police spending blamed on rise in number of officers and 90% hike in overtime payments
PricewaterhouseCoopers' spring graduate intake is its largest ever
New e-recruitment platform London Borough of Kensington and Chelsea
Apr 23, 2010
Key strategies for using Twitter effectively in recruitment
Check out this excellent SlideShare Presentation from one of the most informed voices in social recruiting:
Apr 18, 2010
Social recruiting presentation
Just put finishing touches to a 30 minute blast on the growing importance of Social Recruiting - for CIPD North Yorks Branch meeting tomorrow.
Let's hope they like it...
More to follow...
Let's hope they like it...
More to follow...
Apr 14, 2010
Inspirational HR. Just a Pace away?
I was preparing my weekly Uni lecture earlier this week on the subject of Performance Management, for the part-time CIPD PostGrad course at Leeds Met University.
As is my want, I was looking for an angle to help inspire the students, who have just come from half a day at work ... and aren't usually in the mood to re-enact the classroom scenes from Dead Poet's Society.
I can empathise with them - remembering well my own early career - where the strategic thinking & "big stuff" learned on the CIPD course seemed very distant from the hurly-burly of day-to-day HR Operations. For the part-time students, they're considering Egdar Schien's models of Corporate Culture... having just finished a disciplinary into a mobile phone theft in the admin dept earlier that day.
My response has been to bore them into submission by reminding them that they are indeed the 'HR leaders of tomorrow' -and that their job matters.
So onto the inspiration. It's a Yorkshire story full of symbolism - Pace: a business of the digital age housed in Sir Titus' Salt's gargantuan mill in Saltaire.
It's a story of an HR Director - with CEO backing - making a clear and substantial contribution to business success. Using all that "big stuff" to actually make a difference.
It crosses engagement. organisational change, culture, internal comms - and above all a total re-calibration of the values and behaviours of the business. All driven by HR. And it's genuinely uplifting. I shared it with the students yesterday and hope it remains with them.
At a time when certain high profile HRD's are 'dissing' HR itself (claiming they are far too business oriented for the title), Jill Ezard has gone a long way to putting that one right - whilst hopefully inspiring the next generation of HR leaders that they really CAN make a difference in their chosen profession.
It's very well worth a read... and I suspect may well end up being cited in an exam answer or two, in a little under a month's time....
http://www.peoplemanagement.co.uk/pm/articles/2010/04/interview-with-jill-ezard-pace-in-the-top-set.htm
As is my want, I was looking for an angle to help inspire the students, who have just come from half a day at work ... and aren't usually in the mood to re-enact the classroom scenes from Dead Poet's Society.
I can empathise with them - remembering well my own early career - where the strategic thinking & "big stuff" learned on the CIPD course seemed very distant from the hurly-burly of day-to-day HR Operations. For the part-time students, they're considering Egdar Schien's models of Corporate Culture... having just finished a disciplinary into a mobile phone theft in the admin dept earlier that day.
My response has been to bore them into submission by reminding them that they are indeed the 'HR leaders of tomorrow' -and that their job matters.
So onto the inspiration. It's a Yorkshire story full of symbolism - Pace: a business of the digital age housed in Sir Titus' Salt's gargantuan mill in Saltaire.
It's a story of an HR Director - with CEO backing - making a clear and substantial contribution to business success. Using all that "big stuff" to actually make a difference.
It crosses engagement. organisational change, culture, internal comms - and above all a total re-calibration of the values and behaviours of the business. All driven by HR. And it's genuinely uplifting. I shared it with the students yesterday and hope it remains with them.
At a time when certain high profile HRD's are 'dissing' HR itself (claiming they are far too business oriented for the title), Jill Ezard has gone a long way to putting that one right - whilst hopefully inspiring the next generation of HR leaders that they really CAN make a difference in their chosen profession.
It's very well worth a read... and I suspect may well end up being cited in an exam answer or two, in a little under a month's time....
http://www.peoplemanagement.co.uk/pm/articles/2010/04/interview-with-jill-ezard-pace-in-the-top-set.htm
Apr 6, 2010
Engaging with engagement
There's a reason EE won't go away..
It's at the core of what HR could and should be doing in the next 10 years.
Well versed clarion call here from a Professor at Cass Business School...
http://www.hrmagazine.co.uk/news/993171/time-employers-engaged-employee-engagement/
It's at the core of what HR could and should be doing in the next 10 years.
Well versed clarion call here from a Professor at Cass Business School...
http://www.hrmagazine.co.uk/news/993171/time-employers-engaged-employee-engagement/
Mar 18, 2010
USING SOCIAL MEDIA TO ATTRACT PASSIVE CANDIDATES
Some interesting thoughts in here from across the ocean...
http://vodpod.com/watch/3256904-using-social-media-to-attract-engage-passive-candidates?pod=#
http://vodpod.com/watch/3256904-using-social-media-to-attract-engage-passive-candidates?pod=#
Mar 12, 2010
The web. Quite simply the story of our age..
http://news.bbc.co.uk/1/hi/technology/8562801.stm
This is a great link summarising the latest data and showing just how web growth has accelerated across the world. Well worth 5 minutes of your time.
For those of us especially interested in how social media is changing the world of candidate attraction and employer reputation - check out the sheer scale of facebook, the 25million people now linked in - and wonder to yourself how Murdoch ever spent so much money buying myspace...
It may be mind boggling in scale, but is already being harnessed to the advantage of th emost enlightened employers..
The direction of traffic is only one way: More dependence upon, expectation of and interaction with the web.
Even if your online Hiring Strategy is not yet digital - in many senses your employer brand already resides online.
It may just be that you're not yet controlling it.
Time to start shaping the conversation?
This is a great link summarising the latest data and showing just how web growth has accelerated across the world. Well worth 5 minutes of your time.
For those of us especially interested in how social media is changing the world of candidate attraction and employer reputation - check out the sheer scale of facebook, the 25million people now linked in - and wonder to yourself how Murdoch ever spent so much money buying myspace...
It may be mind boggling in scale, but is already being harnessed to the advantage of th emost enlightened employers..
The direction of traffic is only one way: More dependence upon, expectation of and interaction with the web.
Even if your online Hiring Strategy is not yet digital - in many senses your employer brand already resides online.
It may just be that you're not yet controlling it.
Time to start shaping the conversation?
Mar 8, 2010
Sunday Times 100 Best Companies
Always an interesting read each year.
Who's been investing in engagement and good HR in the downturn.. and who's slipped away?
I'll have a closer look this week and see if there's highlights to pick out...
For now just to say hats off to those purveyors of rather yummy chicken at Nando's
We ate in the Liverpool branch just prior to Xmas and the staff were indeed superb...
as was the spicy chicken...
http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/best_100_tables/
Who's been investing in engagement and good HR in the downturn.. and who's slipped away?
I'll have a closer look this week and see if there's highlights to pick out...
For now just to say hats off to those purveyors of rather yummy chicken at Nando's
We ate in the Liverpool branch just prior to Xmas and the staff were indeed superb...
as was the spicy chicken...
http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/best_100_tables/
Feb 17, 2010
the light at the end of the tunnel
might not be the light of an onoming train after all?
This is more like the news we are wanting to see..
http://www.hrmagazine.co.uk/news/bulletin/weeklyupdatebulletin/article/984634/?DCMP=EMC-Dailynewsalert
This is more like the news we are wanting to see..
http://www.hrmagazine.co.uk/news/bulletin/weeklyupdatebulletin/article/984634/?DCMP=EMC-Dailynewsalert
Jan 20, 2010
When somebody loved me..
Have a quick look at this folks...
http://www.youtube.com/watch?v=px0j1EHF8Y0
Go on - you welled up didn't you? It's impossibe not to...
This heartbreaking scene popped into my mind today - whilst thinking about social recruiting, attending an excellent event with @petergold99 (tweet tweet)
Now... investing in innovative new platforms for attracting talent is not only the way to go - but what many of us enjoy talking about more than anything else... Indeed, seeing clients reap the benefirts of a direct hiring strategy is what I get out of bed for in the morning...
But.... let's not forget the discarded doll that is sometimes the current workforce.. If your recruitment strategy is 2.0, and your internal comms are still very much at 1.0 - then there is what I believe they call nowadays a 'disconnect' on a potentially damaging scale...
Your potential talent is crucial - your current talent ten times more so.
Look after them - invest in an internal comms strategy and engagement programme every bit as compelling as your shiny new recruitment methodology.
Result? Infinity.... and beyond
http://www.youtube.com/watch?v=px0j1EHF8Y0
Go on - you welled up didn't you? It's impossibe not to...
This heartbreaking scene popped into my mind today - whilst thinking about social recruiting, attending an excellent event with @petergold99 (tweet tweet)
Now... investing in innovative new platforms for attracting talent is not only the way to go - but what many of us enjoy talking about more than anything else... Indeed, seeing clients reap the benefirts of a direct hiring strategy is what I get out of bed for in the morning...
But.... let's not forget the discarded doll that is sometimes the current workforce.. If your recruitment strategy is 2.0, and your internal comms are still very much at 1.0 - then there is what I believe they call nowadays a 'disconnect' on a potentially damaging scale...
Your potential talent is crucial - your current talent ten times more so.
Look after them - invest in an internal comms strategy and engagement programme every bit as compelling as your shiny new recruitment methodology.
Result? Infinity.... and beyond
Jan 11, 2010
Snow costs UK plc £2.2bn Really???
http://www.hrmagazine.co.uk/news/bulletin/weeklyupdatebulletin/article/976514/?DCMP=EMC-Dailynewsalert
Who adds these things up - a small retired man with a tweed jacket, box of eccles cakes and a book of log tables sitting in a potting shed?
If it's proper cost benefit analysis you're after Cyril, can you please factor in:
- The homeworking phenomenon - which will accelerate as a result of this freeze
(companies love it - it saves them fortunes - ask BT)
- The added motivation and results of those at work
- The extraordinary feel good factor the snow has brought -
smiling faces, increased incidences of saying "'Mornin" to passing strangers
- The sheer novelty of the quality and depth of the snow
- the lack of rain for a whole month
- the sledging, skiing and dare I say it.. FUN
- the health gains through walking everywhere
- with of course less petrol / aviation fumes in the air
Nobody likes the end bit when it gets slushy as here today in Yorkshire - but for Santa's sake let's remember the last 4 weeks with fondness. My bet is you'll be telling your grandchildren about Xmas09 / Jan10 some day... with a smile on your face.
Yours
(W)hinterland Consulting
Who adds these things up - a small retired man with a tweed jacket, box of eccles cakes and a book of log tables sitting in a potting shed?
If it's proper cost benefit analysis you're after Cyril, can you please factor in:
- The homeworking phenomenon - which will accelerate as a result of this freeze
(companies love it - it saves them fortunes - ask BT)
- The added motivation and results of those at work
- The extraordinary feel good factor the snow has brought -
smiling faces, increased incidences of saying "'Mornin" to passing strangers
- The sheer novelty of the quality and depth of the snow
- the lack of rain for a whole month
- the sledging, skiing and dare I say it.. FUN
- the health gains through walking everywhere
- with of course less petrol / aviation fumes in the air
Nobody likes the end bit when it gets slushy as here today in Yorkshire - but for Santa's sake let's remember the last 4 weeks with fondness. My bet is you'll be telling your grandchildren about Xmas09 / Jan10 some day... with a smile on your face.
Yours
(W)hinterland Consulting
Jan 7, 2010
Talking in a winter Hinterland...
Just thought I'd bring you up to date with where the hinterland has taken me so far - and where I hope it will be going in 2010...
My core desire to help clients attract, retain and engage talent remains undimmed.
Despite the obvious dislocations in the labour market, my long-standing truism I think still holds true: Hiring people is easy, it's hiring the good ones that's the tough bit.
Hiring strategy is of course only half the story - it's what you do with them when you get them on board that matters. Though "employee engagement" is a regular staple in the HR press these days, few organisations have really grasped the potential of integrating attraction, internal comms and genuine engagement activity. The dividends are there for all to see - from Watson Wyatt to the major Gallup survey. And the work I've done so far in this regard has been enlightening to say the least.
Client wise, my primary focus has been with a fantastic FTSE business... helping them model and implement a Hiring Strategy fit for the Web2.0 age. The aims are largely twofold: to reduce the cost of hiring by enabling them to insource recruitment with a little help from me - and to develop a genuine platform to progress with their explicit desire to become an employer of choice in their field. The work goes on - implementation is never straightforward and the bigger challenge then begins.. But all signs are positive so far - and making it happen in 2010 will be a huge accomplishment for all of us.
Consulting back into my old world of recruitment communications has also been great fun. Despite difficult times, my most loyal client in the sector have kept on winning new business, hopefully due in some small part to the investment they make in bringing in their favourite 'pitch doctor'. (Working on and then hearing they had won a major 7 figure account was a definite highlight of 2009)Working on briefs, helping shape the thinking - and rehearsing the team down to the ad libs - it is living proof that practice really does make perfect when it comes to pitching to clients.
The "perfect pitch" training one day course has also been v well received - and again is a blast to deliver. I'm hoping to stretch this offer outside rec comms this year - the principles are all the same, any prof services business presenting to win work should consider a small investment in this regard in my humble and unbiased opinion...
The watch word with all this work is RESULTS. As long as they keep coming back for more, I must be doing something right I guess...
Placing HR talent is something I'm planning to do more in 2010. I'm meeting so many talented people along the way - and then running into senior HR managers needing a particular fit, it would be silly not to. If it's up and coming 20/30 something talent you're after, do let me know.
Can't sign off without mentioning my first foray into University lecturing. Whilst not strictly under the Hinterland banner, I have thoroughly enjoyed 'guesting' at Leeds Met Uni - and we've just agreed that I'm to carry on delivering the Employee Resourcing module on the p/time CIPD course this next semester. I had no idea whether I'd love it or hate it - and it's been a lot of hard work getting up to speed, especially theory wise. Truth is I've enjoyed it enormously, largely thanks to the energy and spark of the students, who were a pleasure to teach. It has developed my levels of understanding, has refreshed me in areas that needed it - and helped me see that the theory does actually matter alongside all the practical insights I have to hand. It's also a great means for keeping you on your mettle - the students aren't slow to let you have their feedback!(which thankfully has been largely v positive).
Enough said - here's to a steady and stable 2010 - expecting any more would be folly I think you'd agree. Or as Frasier might say: "Good HR Health... "
Here to help your business perform better when you need me...
Best
Mike
My core desire to help clients attract, retain and engage talent remains undimmed.
Despite the obvious dislocations in the labour market, my long-standing truism I think still holds true: Hiring people is easy, it's hiring the good ones that's the tough bit.
Hiring strategy is of course only half the story - it's what you do with them when you get them on board that matters. Though "employee engagement" is a regular staple in the HR press these days, few organisations have really grasped the potential of integrating attraction, internal comms and genuine engagement activity. The dividends are there for all to see - from Watson Wyatt to the major Gallup survey. And the work I've done so far in this regard has been enlightening to say the least.
Client wise, my primary focus has been with a fantastic FTSE business... helping them model and implement a Hiring Strategy fit for the Web2.0 age. The aims are largely twofold: to reduce the cost of hiring by enabling them to insource recruitment with a little help from me - and to develop a genuine platform to progress with their explicit desire to become an employer of choice in their field. The work goes on - implementation is never straightforward and the bigger challenge then begins.. But all signs are positive so far - and making it happen in 2010 will be a huge accomplishment for all of us.
Consulting back into my old world of recruitment communications has also been great fun. Despite difficult times, my most loyal client in the sector have kept on winning new business, hopefully due in some small part to the investment they make in bringing in their favourite 'pitch doctor'. (Working on and then hearing they had won a major 7 figure account was a definite highlight of 2009)Working on briefs, helping shape the thinking - and rehearsing the team down to the ad libs - it is living proof that practice really does make perfect when it comes to pitching to clients.
The "perfect pitch" training one day course has also been v well received - and again is a blast to deliver. I'm hoping to stretch this offer outside rec comms this year - the principles are all the same, any prof services business presenting to win work should consider a small investment in this regard in my humble and unbiased opinion...
The watch word with all this work is RESULTS. As long as they keep coming back for more, I must be doing something right I guess...
Placing HR talent is something I'm planning to do more in 2010. I'm meeting so many talented people along the way - and then running into senior HR managers needing a particular fit, it would be silly not to. If it's up and coming 20/30 something talent you're after, do let me know.
Can't sign off without mentioning my first foray into University lecturing. Whilst not strictly under the Hinterland banner, I have thoroughly enjoyed 'guesting' at Leeds Met Uni - and we've just agreed that I'm to carry on delivering the Employee Resourcing module on the p/time CIPD course this next semester. I had no idea whether I'd love it or hate it - and it's been a lot of hard work getting up to speed, especially theory wise. Truth is I've enjoyed it enormously, largely thanks to the energy and spark of the students, who were a pleasure to teach. It has developed my levels of understanding, has refreshed me in areas that needed it - and helped me see that the theory does actually matter alongside all the practical insights I have to hand. It's also a great means for keeping you on your mettle - the students aren't slow to let you have their feedback!(which thankfully has been largely v positive).
Enough said - here's to a steady and stable 2010 - expecting any more would be folly I think you'd agree. Or as Frasier might say: "Good HR Health... "
Here to help your business perform better when you need me...
Best
Mike
Jan 6, 2010
Jan 5, 2010
On second thoughts..
Wetherby is looking rather pretty just now....
Employee Engagement starts tomorrow....
Employee Engagement starts tomorrow....
Post Xmas Blues.. Snow Fever...Jim Royle-itis?
whatever - we ceratinly don't want to be at work it seems.. Happy new Year to all of you as interested as I am in Employee Engagement .. it could be a challenging year ahead!
A third of UK employees (33%) say they have not felt valued by their employer during the recession and would leave for another job if they could, according to new research.
According to the poll of 950 workers commissioned by PricewaterhouseCoopers, of those respondents who said their employer had shown appreciation for them in the downturn, 41% said they had no plans to leave as a consequence of this loyalty while just 23% said they would consider leaving regardless.
Only 7% of respondents said they did not understand how their role fits within the big picture of the organisation they work for so lack of engagement seems more strongly linked to feeling appreciated than a lack of belonging.
Michael Rendell, partner and leader, human resource services at PricewaterhouseCoopers, said: "Workers' ambitions to find new roles could be good news in terms of creating movement and opportunities in a rather stagnant labour market and within companies - organisations will need to strike a balance between enjoying the reduction in employment costs that attrition can bring with the need to avoid overstretching existing staff.
"New Year is clearly a popular time for people to make important decisions. Rather than losing their best people as individuals resolve to make changes to further their careers, organisations need to articulate the internal options available to top performers and remind workers why they chose to work for their employer in the first place - be that a competitive salary, interesting work or operating with values that match their own.
"Some big employer brands fell down at the end of the ‘noughties' and the impact long-term of people decisions taken during the downturn is now being felt. The ways people are recruited, rewarded, retained, incentivised, trained and retired over the next few years will determine the employers of choice for the new decade and beyond."
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