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ESRC Seminar Series
Stakeholder perspectives: how employers, trades unions and human resource management professionals see the
purpose and practice of careers support in work settings
WORKFORCE DEVELOPMENT
29th March 2012
1
As a small and dynamic organisation our 100 people are grouped into three professions:
To secure these outcomes the Commission has five distinct assets to draw upon:
Business Plan for 2012 – 13
Key to our ambition is the need to encourage greater employer ownership of skills, working to secure sustainable partnerships for the long term. Over the next 12 months Commissioners will focus on four outcomes:
More employers investing in the skills of
their people
More employers stepping up and taking ownership
of skills
More career opportunities for young
people
More collective action by employers through stronger sectors and local networks
National Occupational
StandardsInvestors in People
Commissioner Insights & Networks
Investment Funds
Ambition
Strategic objectives
• Provide outstanding labour market intelligence which helps businesses and people make the best choices for them
• Work with businesses to develop the best market solutions which leverage greater investment in skills
• Maximise the impact of employment and skills policies and employer behaviour to support jobs and growth and secure an internationally competitive skills base
Outcomes
Assets
Resources
To transform the UK’s approach to investing in the skills of people as an intrinsic part of securing jobs and growth
Research & Technical
Project Delivery
Business Services
Our delivery , core services and people are supported by the following budgets for the year:
Organisation’s running costs
£8m
Programme funding £20m
(excl investment funds)
Investment funds of up
to £62m
Supported by efficient, high quality core services
Finance, HR, IT, Facilities, Procurement,
Communications
Dr Bill McGinnis CBE DL, N. Ireland Advisor, Employment and Skills
Commissioners
Charlie Mayfield, Chairman, John Lewis Partnership
David Fairhurst, Chief People Officer, McDonalds Europe
James Wates CBE, Deputy Chairman, Wates Construction Ltd
Valerie Todd, Director of Talent and Resources , Crossrail Ltd
Trevor Matthews, CEO,Aviva UK
Nigel Whitehead, Group Managing Director of programmes & support, BAE Systems
Lucy Adams, Director of Business Operations, BBC
Jeremy Anderson CBE, Chairman Global Financial Services, KPMG LLP
John Cridland CBE, Director General, CBI
Sean Taggart, Owner & Chief Executive, The Albatross Group
Julie Kenny, CBE DL Chairman & Chief Executive,Pyronix Ltd
Grahame Smith, General Secretary, Scottish Trade Union Congress
Dave Prentis, General Secretary, UNISON
Brendan Barber, General Secretary, TUC
Seyi Obakin, Chief Executive, Centrepoint
Liz Sayce OBE, Chief Executive, Disability Rights
Lord Victor Adebowale, Chief Executive, Turning Point
Dr. Deidre Hughes OBE, Lead Consultant, European Lifelong Guidance Policy Network
Tony Lau-Walker, Chief Executive Officer, Eastleigh College
Prof. John Coyne, Vice Chancellor, University of Derby
Key: Chairman Devolved Administrations Large Employers Small/Medium Enterprises Trade Unions Voluntary Sector FE and HE
If we don’t succeed our economic renewal is at riskOur global performance is NOT world class and is fallingSkills have a role to play in raising future performance
Source: OECD Employment Outlook 2011 and OECD Productivity Database 2010
Geography mattersSignificant variations across the UK
5
East of England
East Midlands
London
North East
Northern Ireland
North West
Scotland
South EastSouth West
Wales
West MidlandsYorkshire and Humberside
UK England
65
66
67
68
69
70
71
72
73
74
75
60 70 80 90 100 110 120 130 140
High employment /Low productivity
High employment /High productivity
Low employment /Low productivity
Low employmentHigh productivity
Em
plo
yme
nt r
ate
: UK
=7
0.3
Productivity: GVA per hour worked (UK=1000), 2010
Productivity and employment in the nations and regions of the UK
Source: ONS
What are the key messages?: Is training investment sufficient?
Total UK investment = £49bn BUT
Around 40% of
employers don’t invest
Just under half of
employees miss out
More training is
provided to “most
skilled” staff
In decline and inflated
by “opportunity
cost”
“Trainers” say cost is key barrier
to more training
Varies by sector
Public sector tops the
league tables
Only 12% of
employees train to qualifi-cations
Non-trainers feel staff
are already proficient
More collective action by employersKey role for our Investment Funds
The UK Commission’s Investment Funds will stimulate and drive employer led action leading to increased ambition and employer investment in skills. So far we have invested over £70m in nearly 90 projects across 20 different employer-led organisations. Our investment has been matched by £19m of direct employer investment and £38m of employer in-kind support. Summaries of all projects can be seen at www.ukces.org.uk
The Employer Investment Fund:The Employer Investment Fund is open only to licensed Sector Skills Councils (SSCs) and is a UK wide fund . Phase 1 delivery commenced in June 2011 and has invested in 14 projects totalling £5m. Phase 2 was launched on 30th June 2011. £61m of investment has now been announced in 63 employer led projects.
The Growth and Innovation Fund:The Growth and Innovation Fund (GIF) is open to all employer representative organisations (including Sector Skills Councils) and is an England only fund. In Round 1, the UK Commission has invested in 10 ‘Best Market Solutions’ totalling £6.3m for projects running until March 2013. Further GIF bidding is currently underway (appr. £30m available).
• Employers should have the space to own the skills agenda – leadership and commitment
• Skills solutions should be designed by employer-led partnerships to reach more people and businesses and raise quality and support innovation
• Public contributions for vocational training should move to employer incentives and investments to support sustainable investments
• Transactions should be transparent to support better evidence, outcomes (VFM)
Securing Employer OwnershipEmployer ownership pilots fund
8
“We need to take determined steps to encourage greater employer ownership of skills, working to secure a sustainable partnership for the long term”
Charlie MayfieldUK Commission for Employment and Skills - Chairman
Opportunity to act nowEngland fund
• Up to £250 million employer ownership investment fund over two years
• Jointly led by BIS, DfE and UKCES
• Need bold propositions from employers, in partnership with colleges and training providers
9
Career Adaptable Competencies(Bimrose et al. 2011)
Career Adaptable Competencies
• Control: exerting a degree of influence on their situations
• Curiosity: broadening horizons by exploring social opportunities & possibilities
• Commitment: experimenting with new & different activities
• Confidence: believing in yourself & ability to achieve your goal
• Concern: developing a positive optimistic attitude to the future
Reference: Savickas et al. (2009). Life designing: A paradigm for career construction in the 21 st Century. In Journal of Vocational Behavior, 75, 3, pp.239-250.
Next steps and more information
• Ownership Prospectus document available from www.ukces.org.uk/employerownership
• Further research information from http://www.ukces.org.uk/ourwork/research
• Further investment information from http://www.ukces.org.uk/ourwork/investment
• Research on Career Adaptability & Skills Supplyhttp://www.ukces.org.uk/publications/er35-role-of-career-adaptability
12
Thank you
For additional information contact:
Dr Deirdre Hughes OBE
Commissioner
UK Commission for Employment & Skills
Email: [email protected]
Tel: 07533 54505713