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Successful Employer Responsive Provision: an Academic Perspective Tracey White

Successful Employer Responsive Provision: an Academic Perspective Tracey White. t.white@mdx.ac.uk Middlesex Business School. Contents. Employer Responsive Provision (ERP) Organizational Needs meets Academic Tradition Supporting ERP Case studies Tensions and difficulties Effective ERP

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Successful Employer Responsive Provision: an Academic Perspective Tracey White

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  1. Successful Employer Responsive Provision: an Academic PerspectiveTracey White t.white@mdx.ac.uk Middlesex Business School

  2. Contents • Employer Responsive Provision (ERP) • Organizational Needs meets Academic Tradition • Supporting ERP • Case studies • Tensions and difficulties • Effective ERP • Support for ERP • Thoughts • ERP Community of Practice

  3. Employer Responsive Provision (ERP) • Shifts away from the learner centred approach • Employer drives curriculum mapped to the organizations needs • Learner at the heart of the process • High levels of risk QAA (2010) • Equal Partnership • Diverse, complex, unique • Fundamental to ERP • Relationship • Sustained interaction

  4. Organizational needs meets Academic Tradition • Move away from training • Functioning Knowledge • Balancing academic knowledge and skills with professional competency / capability • Pedagogical shift to andragogy (Walsh 2008) • Or something new? • Education is transformative and challenges learners to be critical and seek change • Balancing an organizations needs with the ethos of HE

  5. Supporting Employer Responsive Provision • “Working with non-educational partners, in particular, involves a major investment of time to ensure that such organisations fully understand the importance of maintaining a high quality and consistent HE learner experience.” Ambrose and Ni Luanaigh (2009) • Three key areas; • Employer Engagement • Programme design and development • Programme Implementation and Facilitation • Greatest challenges; • The lack of understanding of the partners and their organizations • Just in time solutions • Flexibility

  6. Case Study 1 • Large corporate organization seeking a management development programme in a short timeframe • HE a new concept • Regulations, systems, processes, curriculum design • Profile of employees and the organizational ‘way’ • Organization had specific needs and requirements • Staff / employees used to training • Was viewed as being a pilot • Not communicated effectively

  7. Case Study 2 • Identified need supported by organizational strategy • Full support from senior management • Internally managed to a high level of detail • Employee understanding, support, involvement • Strong partnership between commercial manager / academic which gave rise to; • Common understanding • Rules of engagement • Programme Leader / Academic Team • Importance of involvement

  8. Tensions and difficulties associated with developing ERP • Need for a common understanding of what HE has to offer / organizational needs • Are employers prepared for Change? • Academic staff with correct skills • Engaging learners • Programmes need to be developed at the correct level and be fit for purpose • The application and selection process and criteria are developed in partnership • Strong communications strategy supported with informative events

  9. Effective ERP Structural Capital HEIs Organizations Structural Capital

  10. Nature of the support needed for successful ERP

  11. Key Components to support HEIs WFD Strategies • Institutional Mechanisms • Strategic support and direction • Staff Skills Knowledge • Related strategies / funding /frameworks / resources/systems and processes • Staff Skills Communication • Relationship building / Effective listening / questioning/ Use of language • Staff Skills Other • Drive and motivation / Problem solving / decision making / responsiveness /business and academia / work based learning practitioner • Adapted from Eyres, Hooker and Pringle (2008)

  12. Some Thoughts • Understanding ERP from an organization and employee/learner perspective • Consideration of the key components to support organizations WFD • Understanding the challenges and benefits of continued growth in ERP • Take responsibility for informing, shaping and developing employer partnerships • Marketing ERP and its benefits to grow common understanding and rules of engagement • Staff engaging in ERP – who are they? • Recognize the unique nature of ERP and its changing nature • Not lose sight of the learner and their experience

  13. Employer Responsive Provision Community of Practice • Middlesex University with the Higher Education Academy • Meets 3- 4 times a year • Wide range of universities and interests • LinkedIn site • Next Meeting • 14th May 2012 10 am – 4 pm • ‘Professional Doctorates: Making a Difference in Practice’

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