Welcome Employability Strategic Enhancement Programme Network Event

1. Welcome Employability Strategic Enhancement Programme Network Event • 29th October 2014

2. Network event 29th October 2014Programme

3. Aim and scope of the employability strategic enhancement programme

4. Principles of the Programme • To enable staff and students across the department and/or institution to work in partnership. • A commitment to develop and implement policies, practices and systems that contribute to embedding employability in the curriculum; • To promote evidence-informed practice; • A commitment to evaluation; • Sharingof experience with the sector.

5. Benefits of participating • Direct access to expertise about embedding employability into the curriculum and leading and facilitating institutional change. • Bespoke advice and support from a HEA consultant • Opportunity to network with other participating institutions through 3 network events. • Access to resources and tools including the framework and case studies. • Opportunity to engage the wider HE sector. • Opportunity to apply for funding to evaluate policy and practice in employability contributing to the refresh of the HEA employability framework.

6. Your role • Undertake an initiative during the programme to enhanceboth institutional strategy and practice; • Develop, use and share evidence; • Evaluate the impact of your enhancement initiative; • Participate in all aspects of the programme including hosting a visit by your consultant, preparation work and attendance at network meetings; • Help develop the HEA’s evidence-base and resource bank; • Inform the refresh of the HEA employability framework; • Share your learning with others and report on progress.

7. HEA Consultant role • Is available during the programme. • Will guide, question, listen, support and advise (as required). • Will understand your work and any issues or challenges you are facing on the programme. • Will represent you and your work (e.g. during HEA planning meetings). • Will undertake a visit and two online meetings during the course of the programme.

8. Aim of network meetings • To provide space and time to work together to: • Envision the project and change • Identify your priorities and outcomes • Clarify your approach • Demarcate the roles of the working group • Identify and address issues facing the team • Learn from other teams and consultants. • Share good practice, resources and networks • Use the time and opportunities to move your initiative forward.

9. Objectives of this meeting • To promote exchange, collaboration and problem solving. • To clarify expectations and roles • To facilitate a collective understanding of the employability framework. • To enable the development of a vision for each institution, highlighting anticipated wider benefits in terms of embedding employability in the curriculum . • To begin the process of creating action and evaluation plans, as an integral part of the programme.

10. Ex 1: Ice breaker:

11. Ex 2: Unpacking the employability Ex 2: Ex 2: Unpacking the Framework

12. Core principles of enhancement • Continual enhancement: commit to the process of continual critique, evaluation and development. • Transitions and progression: apply throughout the academic lifecycle, for all stakeholders. • Holistic approach: take account of the interconnectivities within and across the institution, faculties, departments, services, people and curricula. • Inclusivity: be proactive in developing and embedding inclusive approaches, values and knowledge. • Evidence: utilise underpinning pedagogical research and relevant institutional data.

13. Core principles of enhancement • Teaching quality: ensure the quality of learning and teaching (whether in design, delivery, or evaluation) is core to the enhancement of any theme or discipline. • Leadership: commit and organise resources towards the achievement of a common vision and outcomes. • Shared responsibility: provide clearly definedresponsibilities for all staff and students, not just those with an explicit remit. • Partnership: enable shared ownership and responsibility through working in partnershipwith all stakeholders throughout the process. • Cultural change: facilitate cultural change and recognise the impact of planned changes on the culture of the institution.

14. A Framework for employabilityThe Context • What is the ‘rationale’ that underpins all this work and what holds it all together? • Why do we do what we do? What are we not doing that we could do? • How can we ‘wrap all of this up’ in terms of defining an ‘approach’ to employability? • HEA Teaching and Learning Summit 2012 • HEIs under pressure to meet expectations of students, employers and the government • Lack of clarity in how to adopt a coherent approach to addressing employability • Recommendation : develop a framework for employability

15. The framework for employability • Designed to engage a diverse range of people • Deliberately concise to promote accessibility and encourage ownership and use. • Provides key models and reference to further reading and resources • Seeks to stimulate and facilitate discussion • Encourages reflection, action and review • Intended to be used in conjunction with the HEA publication ‘Pedagogy for Employability’ (2012) • 6

16. The framework for employability • Attempts to support us in developing a defined, more systematic and cohesive approach to employability • Aims to make the ‘implicit’ much more ‘explicit’ • Provides questions at each stage to aid reflection and encourage discussion • Seeks to engage by providing stakeholders with ownership of the process • Supports by providing an underpinning structure • 6

17. Defining and developing your approach to Employability

18. Ex 3: Defining your vision

19. Ex 4: Building the case

20. Making the case for change

21. Leading change Kotter, J. P. (1995) Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-68

22. Learning from change In the HEA’s experience, institutions have needed to consider 3 dimensions of their approach in working towards sustainable, transformative cultural change:

23. Winning ‘hearts and minds’….

24. Adapted from Rogers (1983), Moore (1991), Geoghegan (1994) Number of Adopters Early Market Mainstream Market Late Market Early Adopters Innovators Early Majority Late Majority The ‘Chasm’ Laggards Time 2.5% 13.5% 34% 34% 16% Critical mass for widespread adoption is thought to be 15% to 20%

25. How can we ‘shrink the gap’ between the two key groups of people? • Though people don’t cross the chasm, we can try to reduce its size so that the rate of adoption doesn’t stall too much as adoption moves from the early adopters to the early majority. • The earlier we get the early majority on board, the narrower we have made the chasm. Acknowledgement: Professor Alan Mortiboys; an educational and organisational development consultant

26. Their ‘perceptions’ – of you, your motives or the work area. Their ‘information’ – what they do or do not know. Their ‘attitudes’ – hostile, resistant, trusting or up for it. Their ‘motives’ – their wants, needs, targets or objectives. Their ‘role’- user, member, producer, decision-maker or agent. Their ‘values’ – their beliefs or preferences about what is right. Their ‘language’ – technical, informal, formal. Know your target

27. Building the case • A ‘business case’ documents all relevant facts, linked together in a compelling and cohesive way, including why, what, how, when, where, and who. It may answer: • Why is this work necessary? • What are the benefits or outcomes of the work? • What compelling evidence can you draw on? • How will you conduct the work and measure its impact? • What resources are required to conduct the work? • When will the work be conducted? • Where is the work conducted? • Who will be engaged in the process?

28. Next steps

29. Visits by your Consultant • Will take place between Nov 2014 and Jan 2015 • Will last up to 4 hours. • Will be planned and hosted by you. • Will include your plans and progress in relation to: • Your vision • Alignment with institutional strategy • Engagement of key stakeholders • Issues and opportunities arising • Outcomes and measures of impact. • Will involve discussion of funding opportunities

30. Funding opportunities available • A call for expressions of interest will be issued early Dec 2014 and will close January 2015. • All institutions involved in the SEP programme can apply for funding to; • Inform the refresh of the HEA’s employability framework; • Provide practical tools and resources to help the sector and stakeholders engage with the employability framework; • Synthesise specific evidence as required. • The work undertaken by those who receive the funding will be in addition to the implementation of their planned initiative. • All work will need to be completed by July 2015.

31. Next Steps • Let us have your reflections and ideas, through the feedback survey which we will send to you. • Address any admin/technical queries to SEP2014@heacademy.ac.uk • Your Consultant will contact you to arrange a convenient date to visit. • Contact your Consultant with any specific queries. • Draw on one another’s expertise and experience. • Attend network events: 4th February and 13th May 2015

32. Thank you and close of meeting