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VIEWS & OPINION Continued from page 24


Embracing the new normal The pandemic has brought significant challenges in the ways in which we work, but also brought out innovations aplenty across the sector. Universities have adapted well and with resilience but will have to continue to invest in their digitisation and their digital expression. The integrity between institutional brand and values, and the holistic experience across digital and physical platforms needs to keep pushing forward. Students are digitally savvy, and academics and professional staff increasingly so, and therefore institutions need to get to the forefront of digitisation and innovation through technology. Levels of investment elsewhere in the world are very substantial and new models of delivery through digital platforms are emerging and thriving. The UK will need to be a part of this if it is to remain internationally competitive and attractive to staff and students alike. It is not a quick journey, but universities should have a vision for


where they want to be in 15 to 20 years’ time and develop the strategy for getting there – from investment and capital allocation, to approach to risk, to cultural change. This requires courageous leadership and we are very much seeing an increase of interest in this area in the recruitment of institutional leaders.


Reflective of the societies being served This is a time of increased scrutiny of equality, diversity and inclusion matters at organisations across public and private sectors, and there is an ongoing conversation regarding diversity and representation within universities globally. Institutions are


being challenged not only to change the composition of their leadership teams, but also to reflect carefully, and ask difficult questions of themselves on where historic and systemic injustices may lie. Rightly, it has become a central consideration in recruitment. Yet there is still much to be done by both universities and search firms to support the creation of a diverse leadership landscape. Leadership teams must adequately reflect the constituents they


are meant to represent, whether this be in universities, charities, schools, hospitals, sport, cultural organisations or governing bodies. Research from several sources indicates some progression towards this, but there is still a long way to go. Diversity, from the top level down, is integral to the success of any organisation, building stronger teams and supporting organisational resilience by bringing together diversity of background, experience and perspective, creating the conditions for the best possible decisions. And it is the role of recruitment firms, coming alongside universities, to be a driving force behind changing demographics within institutions, so that they can bring forward these diverse appointments in environments that are inclusive and celebrate their unique perspectives. This will ultimately affect the entire sector and be a change for good. Bright, academic minds will never be in short demand. Effective recruitment from and placements in the Higher Education sector have always been important, but as we face these global issues without simple one-dimensional solutions, finding the right people to lead within the sector and outside, is more vital than ever.


The Levelling Up white paper and the need for real social justice


Comment by FLEUR SEXTON, Managing Director of PET-Xi


The publication of the Government’s new Levelling Up White Paper is very welcome - it promises to help secure social justice and tackle the post COVID rebuild. At a time when 4 in 10 Britons expect their finances to worsen over the next year, the White Paper provides local leaders with the tools and offers communities the practical solutions that they need right now. All twelve missions are very necessary, and challenging for those of us working on the ground in communities – but we need to ensure they happen. Our first priority must be building social justice frameworks to provide


stability and help people out of poverty. We need to ensure the data used by the Government to identify the


‘cold spots’ is current and up-to-date in order to address the current postcode lottery. Without data that is up to date we could see more cold spots emerge as plans progress. Devolution will allow local leaders to target funds to help those most in


need. The West Midlands Combined Authority (WMCA) and the Mayoral Combined Authorities, embrace devolution because local leadership works - they can identify local priorities which is impossible to do remotely from Whitehall. The focus on education is welcome, with the forecast that 90% of


children will achieve expected standards by 2030. For children in the most deprived areas, currently with the lowest performance, this equates to an overall improvement of one third – an enormous challenge. The current pay freeze, the continuing exodus from the teaching profession and the


March 2022


falling number of graduates taking up teaching, all seem at odds with these projections for increased attainment. Furthermore, education cannot be removed from its social equation, the


plethora of issues contributing to the under-performance of young people: poverty and social instability, parents struggling with mental health, temporary housing and criminality. If we take Maslow's (Maslow’s Hierarchy of Needs 1943) approach, there are many needs that must be met along the way before we can expect children to be able to sit and concentrate on their lessons. Increased investment in education and skills is a very positive step. As an


ex-Apprenticeship Minister it is no surprise to see Nadim Zahawi using apprenticeships as a core part of the Levelling Up Plan. The main concern here is the country-wide drop in apprenticeship ‘starts’ at intermediate level (Level 2) where most young people enter. Over the past two years we have seen an increase in the number of


‘inactive unknowns’ – people who are no longer actively seeking work or education. The proposed shift towards more advanced level qualifications, could leave these young people who are furthest away from engagement in education, even more isolated. The opportunities offered at T Level, initially introduced to meet the


needs of students and employers in business and industry alike, are still relatively unknown to many disengaged young people. We need to introduce pre-apprenticeship programmes to provide them with the chance to level up before they move to apprenticeship selection. Let’s catch up - right now, there is a lot to do in order for any of the


above actions to happen. Raising engagement and ultimately attainment will be a major driver over the next two years and beyond. So before looking at new future skills, we must address the simplest of things - good levels of maths and English for all. We eagerly await further information about Multiply, the Department for Education’s (DfE) £559m adult numeracy programme. We need to remain focused on removing the injustices which lock


people into a cycle of debt, temporary accommodation and poverty. We need to continue to work hard to address the real issues - the post-COVID and the race and gender-based disparities which are becoming ever more hard-wired and challenging.


www.education-today.co.uk 25


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