Meeting the Business Engagement Challenge Prof Graham Henderson

Meeting the Business Engagement Challenge Prof Graham Henderson CBE Vice-Chancellor and Chief Executive 01 November 2011

Our Mission…. . Providing Opportunities, Driving Enterprise, Delivering Excellence Working in partnership to enable individuals & organisations to achieve their potential through high quality learning, research & knowledge transfer …. . to achieve regional, national & international recognition as the UK’s leading University for working with business…. .

Our Strategic Aim (and motivation for our SDF bid) To build on our earlier progress to become a leading business-facing university. . . by behaving more like a business

Not just a project… more a way of life £ 5. 13 m grant for ‘Building the Future’ to deliver: • New employer partners; • New employer-based students; • Programmes & services tailored to employer needs; and , most importantly… • A sustainable infrastructure; and • A permanent, institution-wide culture change

Our core philosophy • Putting employers at the heart of activity through ‘an integrated business approach’ embracing: – Workforce development – Knowledge Transfer; and – Enterprise … all aligned & delivered as one business service

So, what did we put in place… • Established Business Engagement as a priority • Flipped University inside-out with more business facing people • Established a ‘Hub and spoke’ model involving: – – – A strong central team Strong central coordination & leadership Senior managers in every school A devolved ‘Business Account Manager’ team A University-wide CRM system

So, what did we put in place… (continued) • A ‘team’ of Business Account Managers (devolved but centrally coordinated) charged with developing the employer market in their specific sectors & working collectively to maximise sharing of opportunities and good practice • An Employer Quality Manager with a specific focus on developing a customer service approach

So, what did we put in place… (continued) • A Customer Relationship Management System which required massive changes in mindset, to facilitate sharing information & contacts – a major piece of work requiring ongoing training & support for 3 years and counting. . . • A ‘Development Fund’ for new initiatives to support academic colleagues developing new employer-led activity by either buying out their time or buying in support

So, what did we put in place… (continued) • Theme-based task groups (HR, processes, etc) University-wide groupings of School & support staff addressing necessary changes in HR, quality processes, contracting, marketing/PR, physical environment, etc • Support groups and networks Monthly meetings to support Schools in delivery of their workforce development (Wf. D) programmes

So, what did we put in place… (continued) • An employer engagement model based on a ‘business solutions’ approach Involving working with employers to diagnose needs & propose appropriate solutions from a wide portfolio of possible interventions • An extensive staff development programme Aimed at increasing staff confidence to engage in varous aspects of the business engagement spectrum

So, what did we put in place… (continued) • Flexible, more responsive approval & review processes designed to better reflect the responsive needs of workforce development and (both accredited and non-accredited) employer based training • New academic workloading procedures to facilitate the release of time for bus. engagement

And we took the view that…. if you’re going to do it you have to do it well… & ‘behave’ like a business!! – Professional ‘business like’ interface – Client focussed, flexible and responsive – Accessible & not overly disruptive – Delivering what you say you’ll deliver – Delivering ‘bottom line value added’ – Long term partnership & relationship building (not just transactional) 19 March 2018 Prof Graham Henderson 14

And we further developed our ‘can-do’ approach by: • Enhancing our understanding of markets & market changes • Using intermediaries to reach SME market • Putting in place the processes necessary to achieve: ‘Putting the Customer First’ accreditation

• Pursuing deep, proactive engagement with regional/national stakeholder bodies/intermediaries (NECC, CBI, Io. D, Business Link, LEP, SHA, TVEP, NSAPI, NEPIC, NCSL, SSCs, …) …. making ourselves (& our offer) central to everything that happens in the sub-region • Establishment of School Business Advisory Boards • Hosting and sponsoring major business events

Strategies for Embedding change • • Explicit reflection in Univ. Mission, Vision & Plans Reinforcement in staff recruitment processes Bus. Engagement Strategy - 1 of 3 Primary Uni Strategies Strong & consistent commitment/leadership from the top Senior mgmt opps. & career progression structures Strong internal governance and support structures Creation of a Bus. engagement ‘community’ to provide peer support and share best practice

Progress with Embedding change • Main processes/systems now fully developed & in place • Restructuring concluded to ensure ‘Key’ posts are now consolidated into ‘core University staff model’ • Bus. Engagement ‘Mentors’ identified – a network of staff with bus. experience to support/develop colleagues • Attainment of Putting the Customer First Accred’n (Jan 2010) • CRM system now providing vital market information, & being used for all bus. engagement

Is it working? • Now working with 60+ employers p. a. on Wf. D (both public and private sector) • Strong focus on accreditation of programmes • Excellent ‘multi-touch’ relationships developed (e. g. KTPs, internships/placements, consultancy, bespoke training/CPD, involvement in curric. dev. etc) • Research and publications e. g. Handbook for the Work-based Learner by Palgrave, edited by Dr Ruth Helyer & featuring work from 5 TU staff (1 st fulllength book of its kind)

The numbers • 1745 cumulative fte • 6410 total headcount • 15% of HEFCE’s total employer-based nos. in 2009/10 • 6 account managers • 300+ CRMS users (University wide)

Some of the challenges • Negative effect of the economic downturn! • Adapting Internal processes (previously geared to needs of FT on-campus students) • Staff buy-in (still doesn’t involve everyone – but doesn’t need to) • Costing and pricing (developing new processes for work-based programmes) • Removal of co-funding - will be a real challenge in NE (Working to develop alternative models & non-accredited provision to enable us to offer employers viable HLS progs)

Looking ahead • More important now than ever for HEIs to be working effectively with employers • Bus. engagement to become increasingly integrated with other activities Links to ‘employability agenda’ & applied R&D are critical • Will seek to build on achievements of SDF to grow sustainable business relationships • Challenge: to remain flexible/responsive to market need

Thanks for listening Hope that was of some interest Enjoy the conference