Career Guidance for Workforce Development: A European Review. Charles Jackson National Institute for Careers Education and Counselling

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1 Career Guidance for Workforce Development: A European Review Charles Jackson National Institute for Careers Education and Counselling

2 Outline Summarise main research findings Case study of employer provision Highlight key issues and challenges Set out way forward and vision for future

3 Research Objectives To review the range of career advice and guidance provided to employed adults across EU member states To identify innovative or best practice provision: 38 case studies

4 Career Support Paradox Employer focus GUIDANCE GAP Government focus High skill talent Managers, future leaders, etc Majority of employed workforce Low skill disadvantaged Unemployed, economically inactive, etc

5 New sources of career support Professional organisations Specialist Agencies Person Recruitment websites Web 2.0 Peer-to-peer support Trade Unions

6 Changing recruitment processes More complex and specialised labour markets Growth of e-recruitment New players and sources of support Specialised recruitment consultancies Self-help and peer support (MySpace, etc) Move to relational recruitment based on networking and referral Source: Gallagher and O Leary, 2007

7 Building self-reliance Individuals need to: Develop skills for effective career management Understand how specialised labour markets operate Career/HR professionals need to: Embed opportunities to acquire skills and knowledge within interventions Recognise their role in capacity building

8 Nationwide Building Society Career Support for Employees 1. Career Planner framework to support individuals discussions with line managers. 2. Company Intranet providing access to selfhelp career planning tools, information on career options and job vacancies. 3. Central Career and Leadership Development Team offer independent advice via / telephone. Also run career workshops.

9 Nationwide Building Society The Business Case 75% of staff say they have opportunity for personnel development and growth (financial sector norm less than 1/3) Lower than average staff turnover for sector estimated to save 8 million a year Career development => Engagement => Customer satisfaction/retention Source: Hirsh and Jackson, 2004/Purcell et al. 2003

10 Trends in provision Move to self-help strategies Use of ICT (including call centres) Self-help career exploration packages Web-based job search/information facilities On-line recruitment (both internal and external) Tiering of support Social networking Increasing role of informal career support Growth of career coaching as alternative model

11 Career Development Challenges 1. Sustainability of initiatives: lack of continuity in funding or lack of will and support 2. Language and terminology differences between career and HR professionals 3. Lack of understanding of how internal labour markets operate inside organisations 4. Individuals lacking specialist labour market knowledge and skills for effective career management

12 Learning points Partnership working easiest when parties have clearly defined mutual interests Little evidence of individuals being willing to pay real costs of services Importance of marketing the benefits of career development to individuals Range of specialist expertise required for development of services

13 The way forward 1. Strategic framework for coherent provision skill levels, ages 2. Recognise that costs need to be shared 3. Build links between professional groups 4. More effective dialogue between key stakeholders: governments, employers, social partners and intermediaries 5. Key role for governments, social partners (employers and trade unions) and CEDEFOP

14 Increased national productivity & competitiveness ECONOMIC IMPACTS OF CAREER DEVELOPMENT SUPPORT GUIDANCE Cost savings on unemployment & benefits, healthcare & crime Positive skill & career development of the current workforce Informed choices about work & lifelong learning + Smoother transitions + Career management skills Increasing labour market participation of unemployed, inactive & disadvantaged Job satisfaction & quality of working life Hirsh, 2006 SOCIAL IMPACTS OF CAREER DEVELOPMENT SUPPORT Social inclusion & social equity, mental & physical health, crime reduction

15 References Gallagher, N and O Leary, D (2007). Recruitment 2020: How recruitment is changing and why it matters. Demos. Hirsh, W and Jackson, C (2004). Managing Careers in Large Organisations. The Work Foundation. /managingcareersinlargeorganisations.aspx Purcell, J, Kinnie, N, Hutchinson, S, Rayton, B and Swart, J (2003). Understanding the People and Performance Link: Unlocking the black box. CIPD.