FIT FOR PURPOSE An employer’s perspective from Rolls-Royce Richard Hill Hanoi, 6 February 2007

1. FIT FOR PURPOSEAn employer’s perspective from Rolls-Royce Richard HillHanoi, 6 February 2007 CD07105/FEB01

2. Context for the Learning Organisation • Current themes for international organisations • - Focus on ‘Talent Management • - ‘Developing the Global Organisation’ • Learning moving away from strategy definition to executing the business • - Listening to the voice of the customer • - Effective teams • - Effective individuals • Need for effective framework for learning determined by business drivers • Key considerations for developing company ‘learning systems’ • - Cost effectiveness • - Global/local deployment • - Excellence – current thinking, best practice • - Knowledge sharing

3. Rolls-Royce Learning System • Builds a strategic learning capability linked to business goals • Provides an array of professional and management tools to meet the Company’s need • Facilitates shared learning across the Company • Facilitates global consistency in terms of standards and approaches • Promotes a culture of life-long learning • Demonstrates investment in employee development • The existence of a comprehensive Learning System gives a competitive advantage in recruitment

4. Rolls-Royce Learning System

5. Learning framework • Academic partner - Centre of Excellence • Modular programme • Professional routes Education • Portfolio of professional programmes • Based on professional competencies Core skills • Key functional focus • Derived functional strategy Masterclasses • Formal programme • Functional conferences Shared learning • Institute requirements • Personal assessment Professional recognition CD07105/FEB01

6. Academic Partnerships Corporate ‘Centre of Excellence’ • Core curriculum for corporation - local/regional application • Partnership design - academic/practitioner steering group • Modular construct • World-wide access - consistent approach • Programmes based on business needs and integrating applications • Role of consortia in the ‘Learning System’ • Necessitates academic partner who ‘lives’ with the Company – understanding of changes and impact

7. Relationship with Academic Partners • Outcomes: • Corporate programme credibility through local academic involvement (‘badging’) • Access to US/European/Asian networks • Cost effective partnership: relationship not series of separate initiatives • Continuity and consistency of learning and development support • Strategic sourcing of programme support • Jointly-owned programmes: joint programme direction

8. Demographics Trends • Projections show an almost linear increase in the world’s population • 6,086 Billion in 2000 • 8,199 Billion in 2030 • European projection shows a contrasting trend to the world picture • 728 Million in 2000 • 698 Million in 2030 • 14.7% of the population aged 65 or over in 2000 • 22.9% of the population aged 65 or over in 2030 • Across NA and Europe the projected workforce supporting those in the dependent age categories declines from 2010 • China alone graduates 1 million new engineers every year compared to 170 000 in US and Europe • Both the US and Europe are facing a serious deficit in engineers aged 30-50, most are over 55 years of age • 29% of S&E degree holders in the US are age 50 or over • Women make up 8% of engineers in the UK and 12% in the US • Females make up only 7% of UK engineering graduates • DTI research shows substantial growth in UK SET graduates in computing and medical related subjects only not engineering subjects

9. Graduate Recruitment ‘Employability Competences’. • Cognitive skills ability to identify, analyse and solve problems • Generic Competences key skills such as team working, communication skills, influencing, planning and organising, having interpersonal sensitivity • Personal Capabilities ability and desire to learn for oneself and improve ones self awareness, lifelong learner, self starter/high motivation and drive and finisher.

10. Graduate Recruitment • Technical Ability knowledge and experience of working with relevant modern technology, ability to exploit IT. • Business/Organisation Awareness know how businesses operate through having had work experience, understanding of financial and commercial principles • Practical and Professional Elements practice of continuing professional development (CPD), project a strong professional image at all times, quality orientation and understanding of risk

11. Graduate Recruitment Other features employers will typically be concerned with : • Finding individuals with a genuine interest in your company and industry. • Some are now becoming more concerned with language skills, cultural sensitivity and willingness to be geographically mobile in pursuit of career opportunities. • Achieving an appropriate diversity of intake is a growing goal for many graduate employers. (Male/female, international make up of intakes, ethnic origin of recruits) • Finding candidates with specific leadership potential.

12. Concluding perspective • Recruitment of graduate professionals has a strong international • focus for many companies • - demographics • - declining number of engineering and science graduates • - global expansion with local representation • The development of individuals and teams goes hand in hand • with the development of competitive advantage. A ‘learning • organisation’ is one which uses education and training in a • focused manner to gain competitive advantage