#ISElaunch The latest trends: ISE Development Survey 2018 launch Samuel Gordon ISE Research Analyst 28 March 2018
Thank you for your data! 173 employers; 19,630 graduates 5% of workforce 4,537 per hire 74% retained after three years Free for ISE members Note: benchmarks listed above are averages.
Our story for today is 1. Overview 2. Skills gaps 3. Performance 4. After 5. Engaging programmes stakeholders
Overview 1 28 MARCH 2018 ISE STUDENT DEVELOPMENT CONFERENCE 2018
We are part of people s life-long career journey Primary school Secondary school University Graduate development Employment Years Us
Young people are less prepared for work 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 16-17 year olds in education and employed 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Source: Office of National Statistics.
Retention rates seem to be stable 100% 90% 80% 70% 60% 50% 40% 30% Average share of graduates retained after five years 20% 10% 0% 2011 2012 2013 2014 2015 2016 2017
These feed into your challenges Top challenges Change 1. Managing graduate expectations +3 2. Engaging managers +5 3. Budget constraints -2 4. Post-programme support +6 5. Managing retention rates +1 6. Personalising of development n/a 7. Digital technology in development n/a 8. Effective skills training +1 9. Diversity in development n/a
Skills gaps 2 28 MARCH 2018 ISE STUDENT DEVELOPMENT CONFERENCE 2018
Does this look familiar? Share of graduate intakes which have this skill Managing up 5% Dealing with conflict 16% Negotiation/influencing 18% Commercial awareness 20% Resilience 31% Business communication 32% Self-awareness 39% Time management 56% Problem-solving 71% Interpersonal skills 77% Teamwork 88% Share of employers who train graduates on this skill 59% 73% 89% 85% 72% 88% 85% 78% 68% 84% 81%
The gaps appear to be closing Managing up Dealing with conflict Negotiation/influencing Commercial awareness Business communication Self-awareness Problem-solving Interpersonal skills Teamwork 5% 4% 16% 10% 18% 11% 20% 15% 32% 20% 39% 29% 71% 63% 77% 68% 88% 82% 2017 2015 Employers views on the share of graduate intakes which have each skill.
You re investing more and shifting focus 11 days of soft skills training, up from 8 in 2015 12-percentage-point rise in business communication training Managing up and commercial awareness training are also more common
Closing the gaps may take specific action Took specific action to close skills gaps Helped to improve selection process for candidates Designed more effective on-the-job skills training Clarified organisation's skills needs to students Helped students better articulate their existing skills Improved internship development Engaged w/ wider business to carry out employability outreach Coordinated with universities to avoid duplication of skills training Lowered business expectations on the skill level of graduates Other 74% 42% 34% 18% 18% 16% 13% 8% 6% 6%
Plan for the longer term Capability gaps of organisation 25% 22% 27% 3% 18% 5% Volumes of junior hires needed 14% 45% 26% 13% 2% Development needs of new junior hires 24% 47% 17% 7% 4% N/A - don't plan ahead 1 year 2 years 5 years 10 years Other Part of my remit is to get hiring managers to think strategically when it comes to planning for their early career requirements
Invest in internships and be joined up Do graduates have the soft skills you expect? Overall 48% 37% 15% Those who have done an internship 63% 19% 19% Yes No Don't know 31% have a central budget for internship development 88% assess the performance of interns 49% of teams are responsible for intern development too
Share of intakes which have this skill Tackle apprentice skills gaps in tandem 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Graduates (University leavers) Apprentices (School leavers)
Think carefully about the end-goal for skills Managing up Dealing with conflict Negotiation/influencing Commercial awareness Resilience Business communication Self-awareness Time management Problem-solving Interpersonal skills Teamwork 5% 14% 12% 18% 17% 14% 23% 12% 31% 34% 39% 56% 73% 19% 21% 21% 77% 87% 80% 70% 70% 66% 19% 50% 45% 40% 8% 6% 25% 19% 17% 4% 9% They have this skill They lack this skill - and we did not expect this lack They lack this skill - but we expected this lack
Performance 3 28 MARCH 2018 ISE STUDENT DEVELOPMENT CONFERENCE 2018
You re changing a lot of things Overall - made a change Graduate training Manager training Use of technology for learning Stakeholder engagement HR support Duration of programme Sign-off process or criteria Level of outsourcing 86% 46% 45% 31% 30% 29% 16% 13% 11% Note: the above is the share of employers who made a change for any reason. 66% made changes to improve performance. 42% made changes to improve retention.
Use of online training is rising but has limits Face-to-face (classroom) Blended learning E-learning modules Experiential e.g. going outdoors Face-to-face (1-to-1) 90% 88% 59% 53% 59% 53% 37% 42% 45% 41% 2017 2016
Manager training is changing too On-the-job briefings with HR Classroom sessions E-learning modules 64% 56% 42% 54% 60% 76% 28% 36% 32% 2017 2016 2015
Try these ideas to engage managers with grads Took other specific actions to help managers engage Produced guidebook on managing graduates Hosted regular group forums for managers Hosted regular 1:1 meetings between managers and HR Changed selection process for managers, to ensure graduates have good managers Tied manager performance objectives to graduate performance 66% 47% 31% 19% 18% 9% Share of employers using these methods.
Does exam support boost exam performance? Paid full costs of sitting for exams and support Paid membership costs of qualifying institution Paid study time Paid for cost of study materials Paid for resits of failed exams Paid partial costs of sitting for exams and support 82% 70% 58% 48% 29% 6% 2017 2016 Is there a correlation? 14% 24% 61% Yes No Don't know
Review the use of rotations Overall - some rotation Same UK region Different UK region International 83% 72% 63% 63% 36% 34% 32% 36% 2017 2016
Review the use of performance appraisals Capture performance on programme Competency-based appraisals Graduate self-assessment 360 degree feedback Strengths-based appraisals Technical tests Psychometric tests 95% 67% 45% 33% 26% 6% 5%
Advise graduates on sign-off processes Assess whether a graduate is ready to progress Met organisation-specific competency framework Successful interview Achieved minimum performance grade/score Passed professional exams Passed specialised development centre 87% 52% 38% 32% 32% 5%
After programmes 4 28 MARCH 2018 ISE STUDENT DEVELOPMENT CONFERENCE 2018
Average retention rates have gone up Overall Transport or logistics Energy, water or utilities Engineering or industrial Digital Banking or financial services Built environment Law 74% 72% 85% 85% 84% 81% 82% 84% 79% 80% 78% 69% 69% 70% 67% 58% Average retention rates after 3 years. 2017 2016
Graduates leave for similar reasons to last year 19%* due to a career change 17%* due to being poached by another firm 11%* due to dissatisfaction with progression *of the leavers who go in the first three years. Based on 46 employers with 1,569 graduate hires.
Are you capturing reliable exit data? Captured reasons Exit interview with HR Exit interview with manager Survey of graduate/s From database of alumni after leaving 91% 94% 67% 70% 30% 32% 11% 12% 6% 4% 2017 2016
Is your reward package competitive? Overall median excl. Law Law Energy, water or utilities Built Environment Retail Banking or financial services Engineering or industrial 22% 84% 35% 25% 25% 15% 11% 2017 2016 2015 Median rates of salary progression after three years. Gaps indicate no available data.
Try these ideas for post-programme support Offered specific post-programme support End-of-programme event e.g. celebration ceremony Opportunity to mentor new graduates Career development workshops Support for internal job applications (if relevant) Access to alumni network Meeting/s with HR 3-12 months after end of programme Extra assessment to identify high performers 82% 53% 46% 45% 36% 29% 15% 9% Share of employers using these activities.
Engaging stakeholders 5 28 MARCH 2018 ISE STUDENT DEVELOPMENT CONFERENCE 2018
Headlines on graduate development teams 3.7 people in the average team 37% of employers have a central HR budget for development 78% of teams have managerial roles
Are recruitment changes affecting development? Introduction of strengthsbased recruitment 17% 9% 74% Other tailoring of recruitment process 23% 8% 69% Recruiting from different universities 13% 18% 69% Adjusting of entry criteria 15% 8% 77% Impact No impact Too early to say Whether recruitment changes have had an impact on the performance and development needs of graduates. The above is based on employers who had made these changes.
Involve stakeholders before and after programmes Senior stakeholders Line managers Mentors/buddies 75% 49% 54% 60% 31% 11% Existing graduates* 64% 1% Contribute to design of programmes Contribute to assessment of whether graduates are ready to progress *For the green bar this represents peers of graduates
Five key areas to act on in 2018 Communicate the university-to-work transition to students Be more strategic wherever you can Review methods of improving graduate performance Plan for better stakeholder engagement Make better use of analytics
Remember: we re part of a life-long career journey Primary school Secondary school University Graduate development Employment Years
#ISElaunch Thank you for listening Engage with the ISE community Let s act on these trends together Samuel Gordon, Research Analyst Institute of Student Employers Phone: 020 7033 2465 Email: samuel@ise.org.uk Twitter: @ISE_research