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FEATURE Facts and fi gures

− and when seeking to embrace and understand the role of employers in the wider skills development agenda (i.e. from CBI, 2013 right). Whilst recognising retention data shows improvement in

“Since its introduction fi ve years ago, we have seen a steady growth in

undergraduate demand and recruitment across our business and, to date, we have celebrated 100 per cent retention of NBS students.”

recent years, it is acknowledged that few employers see staff turnover as having a positive contribution to a business; and specifi cally not when many of those leaving are in higher skills areas and roles (the very same areas where the focus of growth in need, and therefore recruitment, are forecast to be). The importance of end of programme options and wider career and talent development is therefore an important factor; particularly when considering the early access to talent offered, the investment to date and the value for all parties from retention. This is a growing area for focus by sponsors and partners of NBS courses and others, for the reasons noted above. Meekins recognises this and suggests that “the measurement of success reaches beyond the degree itself and focuses on how we nurture and retain talent long-term”. In recognising this, he notes that Barclays themselves have recently launched their ‘Grow with Barclays’ Early Careers Programme which helps early career talent realise their potential – and that of the programme − within the business. It also helps them to apply for initiatives such as the Future Leaders Development Graduate Programme, whereby integrating natural progression for high performers and others alike.


employers see staff turnover as having a positive contribution to a business

With this part of the jigsaw adding to other areas of development and opportunity (including a clear strategic commitment and engagement with apprenticeships within Barclays and their partners) they are giving every trainee a number of opportunities to secure a permanent role and ongoing progression (including career and academic) with the business. As Meekins summarises, “the key to our success is inherent in our strong supplier/partnership with Nottingham as well as ensuring we have a robust support framework for our trainees, helping them realise the multitude of opportunities available, and harnessing future talent in doing so.”

Top tips on how to make the most of sponsored degrees:

• Recognise and embrace the wider view and potential for skills, talent and career development.

• Acknowledge the needs and motivations (particularly of employers and talent.)

• Work with partners, more than one if necessary, to get the right solution individually and overall.

• Don’t forget retention and offer and facilitate self-led or structured options and/or support.

• Follow through and build on the investment (i.e. in early career schemes etc.)

Employers and Skills/Talent Development Need and recruiting talent…. CBI (2013) • the demand for leadership and management skills will increase in the next three to fi ve years

• there is clear need for degree level skills across the board with one third of all roles requiring skill(s) at this level

• there an expected reduction in the number of graduate applications and employers are split as to whether they can fi ll higher skill roles (e.g. those above)

• possibly linked to the above, there is an identifi ed likely increase in graduate recruitment spend the coming year(s)

Added to this….. CBI (2013) • 9 out of 10 employers suggest that they (employers) should have greater ownership of the skills development agenda

• there is some concern when it comes to the wider skills levels and focus of, and in, graduates

• there is a need for more work by universities when it comes to courses and their focus and content(s)

• there is need for clarity when it comes to the actual role(s) of employers in the skills development agenda

Recruitment, Retention, Graduates and their ‘Happiness’ Headline data/information…CIPD (2009) • at exit interview, key reasons for leaving include: promotion outside the organisation and lack of development and/or career opportunities

• 30% of leavers in manager/professional category

Regarding graduates specifi cally…. (e.g.CIPD 2006) • remain on average 12 months with fi rst employer (product of current graduate employment situation?)

• 25% expect to be working for same company after 5 years • key reasons for coming and staying: reputation; culture and good people to work with; challenging and interesting work; and ‘happiness’

• key reasons for leaving: lack of training and development as well as the lack of/negative perceptions of the above

Added to this…..(e.g. CIPD 2006) • graduates are looking longer term earlier and at early career stage see salary as important but current remuneration, fair

• graduates are split when it comes to structured and self-driven career progression (although see below) and many identify a lack of degree focus on soft skills and employability

• satisfaction, overall, strengthens with time and graduate satisfaction in role appears higher on structured schemes; although there is less satisfaction (on these schemes and overall) when it comes to coaching and mentoring support

And here, it is noted that supportive structures and culture lead to overall (i.e. graduate and non-graduate) job motivation and focus.


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