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Workshop 1

Workshop 1 Identifying skills demand and using it to shape your course planning and employer engagement Hugh Callaway, Group Director of Marketing and Commercial Businesses, TEC Partnership. Developing Curriculum. Hugh Callaway Group Director of Marketing & Commercial Businesses

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Workshop 1

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  1. Workshop 1 Identifying skills demand and using it to shape your course planning and employer engagement Hugh Callaway, Group Director of Marketing and Commercial Businesses, TEC Partnership

  2. Developing Curriculum Hugh Callaway Group Director of Marketing & Commercial Businesses Managing Director - MODAL Training Ltd.

  3. INTRODUCING THETEC PARTNERSHIP • A group of likeminded, dynamic and innovative colleges training providers • ‘House of Brands’ • Ofsted Outstanding, TEC Silver and award winning • Recognised for robust use of LMI in strategy and curriculum planning

  4. UTOPIA? • Relevant to the labour market • Skills provision that industry needs • Employer involvement BUT IT’S NOT A PERFECT SCIENCE

  5. THE ROLE OF FURTHER AND HIGHER EDUCATION INSTITUTIONS The supply of skilled and capable people

  6. EMPLOYERS AS CUSTOMERS

  7. Labour Market Employers Individuals CREATING SUSTAINABLE COMPETITIVE ADVANTAGE Demand and SupplyofSkills Demandand SupplyofLearning Learning&Skills Providers

  8. THE CULTURE FOR LMI WHAT IS THE BASIS OF STRATEGIC AND CURRCIULUM PLANNING CULTURE? DRIVEN BY POLICY? DRIVEN BY MARKET NEEDS?

  9. START WITH WHAT THEMARKET NEEDS Economic Base Needs Economic Growth Plans Funding and Priorities

  10. USING LMI TO IDENIFY MARKET NEEDS What HIRING data tells us? What FORECAST data tells us? What the MARKET tells us

  11. A STRATEGIC APPROACH TO USING LMI

  12. LMI SUPPORTSSTRATEGIC CHOICE STUDENT DEMAND CAPABILITIES AND RESOURCES EMPLOYER DEMAND UNMET NEEDS

  13. FACTORS THAT IMPACT

  14. OUR APPROACH TO STRATEGY & CURRICULUM PLANNING LMI is owned by Marketing Marketing provides insight Annual Reports Bespoke Requests Curriculum Planning Employers part of the system Curriculum Purchase meetings

  15. WHAT WE DO

  16. Job Volume & Growth • Replacement Demand PROXY DATA FOR SKILLS DEMAND COMPOSITION TRENDS CHANGE • Location Quotient • Hiring Activity

  17. WHAT WE PUBLISH • Reports and videos • Market share • Apprenticeships • Industry analysis • Occupation analysis • Job posting analysis • Skills • Higher education • Skills gaps and future trends

  18. IDENTIFYING OPPORTUNITIES SUMMARY ANALYSIS OF THE ECONOMY WHAT IS CHANGING WHERE ARE THE GAPS 3 1 2

  19. NPD MODEL

  20. DEMAND SIDE QUESTIONS • What are the unmet needs? • Why isn’t our current offer fulfilling the market? • What do competitors offer? • How big is the gap? • Consider: • Employer demand • Student demand

  21. VALUE QUESTIONS • What value overall will this course create? • What value will this course deliver to each stakeholder? • Why is it a good idea?

  22. CASE STUDIES LOGISTICS AUTO PAINT & BODYWORK HGV MECHANICS

  23. RECOMMENDATIONS • LMI is a long-term change management strategy • Ensure LMI has clear ownership • Require investment in time, tools and resources • Ensure LMI information is embedded in planning • Ensure LMI is part of decision making

  24. QUESTIONS Hugh Callaway callawayh@grimsby.ac.uk

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