What would the perfect robot manager be like? Looks aside, it would arguably be objective, transparent, unselfish, and apolitical. Because of this, it would assign the right task to every person and reward unselfish team behaviors, creating a culture of trust and keeping morale high. It would monitor individual and team performance with the precision…
HBR STAFF Loneliness is a feeling we’d all like to avoid. Research shows it’s terrible for our health; it diminishes cognitive performance and the immune system, increases the risk of heart disease and dementia and hastens early death. And the psychological effects are just as bad; studies show that people need strong social connections to…
Are you always racing against time? Do you always find yourself stuck with a lot of tasks and no way to manage them? Do you have a satisfied feeling at the end of the day or are you sulking over where the day went? Sourced through Scoop.it from: http://www.lifehack.org See on Scoop.it – Leadership and […]
The latest Teen Tech awards have been announced. They give young people the opportunity to develop STEM ideas in a national competition. https://www.linkedin.com/pulse/teentech-awards-20156-maggie-philbin?trk=hb_ntf_MEGAPHONE_ARTICLE_POST
Solihull College & University Centre and the Greater Birmingham and Solihull Local Enterprise Partnership (GBSLEP), have embarked on an ambitious project for their Aerospace and Aviation Centre at their North Solihull Woodlands campus.Throughout the summer months the college has been working hard in preparing their Woodlands Campus in Solihull to be able to hold the […]
http://dupress.com/articles/employee-engagement-strategies/After decades of corporate discourse about the war for talent, it appears that the battle is over, and talent has won. Employees today have increased bargaining power, the job market is highly transparent, and attracting top-skilled workers is a highly competitive activity. Companies are now investing in analytics tools to figure out why people leave, and the topics of purpose, engagement, and culture weigh on the minds of business leaders everywhere.
Our research suggests that the issues of “retention and engagement” have risen to No. 2 in the minds of business leaders, second only to the challenge of building global leadership. These concerns are grounded in disconcerting data:
Gallup’s 2014 research shows that only 13 percent of all employees are “highly engaged,” and 26 percent are “actively disengaged.”
Glassdoor, a company that allows employees to rate their employers, reports that only 54 percent of employees recommend their company as a place to work.
In the high-technology industry, two-thirds of all workers believe they could find a better job in less than 60 days if they only took the time to look.
Eighty percent of organizations believe their employees are overwhelmed with information and activity at work (21 percent cite the issue as urgent), yet fewer than 8 percent have programs to deal with the issue.
More than 70 percent of Millennials expect their employers to focus on societal or mission-driven problems; 70 percent want to be creative at work; and more than two-thirds believe it is management’s job to provide them with accelerated development opportunities in order for them to stay.
The employee-work contract has changed: People are operating more like free agents than in the past. In short, the balance of power has shifted from employer to employee, forcing business leaders to learn how to build an organization that engages employees as sensitive, passionate, creative contributors. We call this a shift from improving employee engagement to a focus on building an irresistible organization.
Time for a change
One of the issues we must address is the aging idea of an employee engagement survey. While such measures of engagement have been used for years, organizations tell us they aren’t providing modern, actionable solutions.
Consider the typical process: Companies deploy annual surveys to benchmark a company’s level of employee satisfaction from year to year. Most use vendor-provided surveys that claim to be statistically validated ways of measuring engagement.
The marketplace of survey providers, which is around $1 billion in size, is largely staffed by industrial psychologists who have built statistical models that correlate turnover with various employment variables. The pioneer in this market, Gallup, promotes a survey of 12 simple factors that statistically predict retention. Other vendors have their own models, many focused on the characteristics of leadership, management, career opportunities, and other elements of the work environment.
While none of these models are “wrong,” companies tell us the surveys don’t prescribe actionable results. In a recent survey among 80 of the most advanced users of engagement surveys, only half believe their executives know how to build a culture of engagement. Among the broader population, the percentage is far lower.
Consider the radical changes that have taken place at work: Employees operate in a transparent job market where in-demand staff find new positions in their inboxes. Organizations are flattened, giving people less time with their direct managers. Younger employees have increased the demand for rapid job rotation, accelerated leadership, and continuous feedback. Finally, the work environment is highly complex—where we once worked with a team in an office, we now work 24/7 with email, instant messages, conference calls, and mobile devices that have eliminated the barriers between our work and personal lives.
These changes to the workplace have altered the engagement equation, forcing us to rethink it. For example, a well-known pharmaceutical company found that its executives and scientists in China were leaving the company at an alarming rate. The annual engagement survey provided no information to help diagnose this problem. By running a statistical analysis on all the variables among these departing high-potential workers, the company realized that in China, unlike other parts of the world, people were expecting very high rates of compensation increase every year. The job market there was highly competitive, so people were being poached based on salary progression alone.
Today more and more companies are deploying analytics solutions to predict retention, correlating factors such as compensation, travel schedule, manager, and demographics to understand why certain people are less engaged than others. But the answers are hard to find: High-technology companies, for example, throw benefits at employees to see which ones stick—unlimited vacation, free food, health clubs, parties, stock options, and fun offices are common. Do these all result in high engagement? Most companies can’t really tell you.
So what matters today? How can we create an organization in today’s work environment that is magnetic and attractive, creates a high level of performance and passion, and continuously monitors problems that need to be fixed?
Make work irresistible
Our research suggests that we need to rethink the problem. There are three issues to address:
Companies need to expand their thinking about what “engagement” means today, giving managers and leaders specific practices they can adopt, and holding line leaders accountable. Here we suggest 5 elements and 20 specific practices.
Companies need tools and methods that measure and capture employee feedback and sentiment on a real-time, local basis so they can continuously adjust management practices and the work environment at a local level. These tools include employee feedback systems as well as data analytics systems that help identify and predict factors that create low engagement and retention problems.
Leaders in business and HR need to raise employee engagement from an HR program to a core business strategy.
A refreshed model for engagement
After two years of research and discussions with hundreds of clients, we uncovered five major elements (and 20 underlying strategies) that work together to make organizations “irresistible.” These 20 factors fit together into a whole system of engagement in an organization (figure 1), one that is held together through culture.
Dodgy training providers who promise fake apprenticeships face prosecution under new government reforms.
students offered fake apprenticeships – later to find out they are unqualified
government crackdown on dodgy providers and bogus training courses
businesses and training providers support government crackdown
A family firm of electricians in Milton Keynes and the building company Balfour Beatty told a government consultation they found students being lured into apprenticeships which offered low-level training. At the end of the training programme the students were severely underqualified and were not in a real job.
The cases came to light as the government introduces new powers to prosecute training providers misusing the term ‘apprenticeship’. In the future, anyone offering fake or low-quality apprenticeships training could face the possibility of a fine and prosecution in a Magistrates Court. The government is committed to giving apprenticeships similar legal protection as university degrees.
Skills Minister Nick Boles said:
Everyone knows what a university degree means. It’s an official title. Young people doing apprenticeships should get the same level of distinction.
I’m supporting working people by defining the word ‘apprenticeship’ in law. This will ensure people get the best training and opportunities.
Balfour Beatty, who currently recruits approximately 150 apprentices a year, welcomed the protection.
Leo Quinn, Balfour Beatty Group Chief Executive said:
Protecting and enhancing apprenticeships as proposed by the government’s Enterprise Bill will further build the status of apprenticeships and help to encourage business to invest in them.
Our industry needs talent and skills, therefore it is crucial that apprenticeships remain world-class so that we can continue to attract the best and brightest individuals.
SJD Electrical, a family-run business in Milton Keynes, also welcomed the proposals, highlighting the negative impact of low-quality training courses.
Ruth Devine, Director at SJD Electrical said:
Protecting the term ‘apprenticeship’ will help us attract the most able individuals and offer a guarantee to apprentices that they will receive world-class training.
A number of applicants applying for jobs at SJD who thought they had completed apprenticeships, were surprised to find that they were not fully qualified. Low quality training courses contribute to the many instances of poor workmanship we come across.
Apprenticeships have proven crucial to provide businesses with the talent and skills they need to grow and the government is committed to supporting 3 million new apprenticeships by 2020.
Notes to editors:
The government ran a consultation on protecting the term ‘apprenticeship’ from 29 July 2015 to 19 August 2015. The consultation was sent to over 500 key stakeholders and was put on the gov.uk and Citizen Space websites.
Over 90 responses were received from a wide variety of interested parties including employers, private training providers, colleges, schools, universities, apprentices and representative groups.
The government response to the consultation will be published on Monday 21 September 2015.
Examples of the apprenticeship term being misused include:
students thinking they had completed an apprenticeship but actually had only taken a low-level technical qualification
students having to find other employers to continue to achieve the qualifications required to complete a full apprenticeship
employers finding students entering the industry only part-qualified and without adequate learning, work-based experience and practical skills
Measures to protect the term ‘apprenticeship’ are contained in the Enterprise Bill. The Enterprise Bill was introduced to the House of Lords on 16 September 2015.
The measures do not affect companies who offer their own high-quality internal apprenticeship scheme.
It’s easy to make others responsible for problems in your organization. Someone else fell short. It couldn’t be you! When leaders blame, everyone blames. Blame is the reason problems persist. If you’re a leader, look around and own what you see. Finger pointing prolongs unhappiness. Others won’t take responsibility until leaders own problems. The trouble is, irresponsible […]
One of the biggest fears of a small business owner is running out of cash. But large businesses in financial trouble face the same risk. To know whether a company is truly on the cusp of hitting a $0 balance in their accounts, you can’t simply look at the income statement. You need to run…
Don’t go through the motions for one more day. Survival might be success during crisis, but it’s failure over the long-term. Define success in order to win. Purpose defines winning. You must know why you exist in order to know if you’re winning. The trouble with systems is they turn winning into efficiency. Just keep the systems […]
This article from David Wortley neatly outlines the process and advantages of using games as part of the class learning strategy…
There is no secret to success, but some qualities and behaviors make success more likely. 25 qualities and behaviors that make success more likely: Intelligence. Authenticity. Talent. Sociability and connections. Resilience. Seeing the big picture. Hard work. Starting. Finishing. Inspiring others. Focus. Vision. Surrounding yourself with talent. Solving problems Adding value. Serving. Passion. Leveraging strengths. […]
Rose Luckin The 200 page report published this week by the OECD is packed with tables and figures that tell a story about the state of 15-year-olds’ educational attainment in maths, reading, science and digital skills in 2012 across the participating countries. The negative message from this report has received considerable publicity: countries that have invested […]
There has been a lot of research into mature students in higher education. My strong impression is that the main focus of it is on access – that is, the rate at which adult students enter institutions, the subjects that they study, the ways in which they study, and their experiences while studying. There has […]
The Journal launches Let’s Work Together campaign to tackle North East skills gap
The Journal is today launching a new campaign to encourage North East companies to work together on addressing the region’s skills gap.
Let’s Work Together will get to the heart of the challenges caused by skills shortages in the North East and showcase the creative ways in which many firms are tackling the issue.
Since 1999 the North East has seen a fall in the proportion of its working age population with no qualifications and an increase in the proportion of its working age population with qualifications at level 4.
But despite the improvements, the region is still lacking in some higher level skills required by employers, and by 2020 it is expected the demand for jobs requiring level 4 and above qualifications will rise by 120,000.
The skills shortage has been highlighted in a number of economic sectors – including construction, engineering, manufacturing and the creative industries – and makes up the backdrop to the North East LEP’s Strategic Economic Plan to create “more and better jobs”.
Many employers in the region have already taken matters into their own hands – with activities such as Ford Aerospace’s Academy training facility for the manufacturing industry; volunteer code learning club, CoderDojo NE and apprenticeship schemes at the regional offices of big four accountancy giants.
Liz Mayes, North East region director at manufacturing trade group EEF, is in the midst of a project to get her own members collaborating on skills gap busting activities.
She said: “The thing that really struck me coming into this job is that nearly every business is doing something. That could be anything from building an apprenticeship programme, working with schools and colleges or engaging with the Primary Engineering programme.
“There has to be an element of prioritising when it comes to the skills issue. Plugging the immediate gap is important. Getting young people to understand what engineering careers are about is key to that. The business case is strong for getting trained and experienced engineers into schools.”
The Journal’s campaign will tell some of the stories of those companies who are taking action to bolster the region’s skills base both for their own benefit and their wider sectors.
We want to hear from firms who are collaborating to face skills challenges and the successes they have seen.
EEF’s North East Skills Group is a body made up of the region’s prominent manufacturing names, including the likes of British Engines, Sevcon and Quick Hydraulics.
The group has a Skills Action Plan in the making, which is being informed by discussions between employers and consultation with universities, colleges and schools in the region.
Ms Mayes said: “I wanted to focus on particular experiences to support the engineering sector. I didn’t really want to have lots of discussions because the issues are probably very well understood. A lot of businesses have had to help each other anyway – for example a larger corporate working with an SME to attract funding.
“We pulled together two sessions in Teesside and Gateshead on the topic. We’ve also talked to universities, colleges and schools to inform an action plan. Part of the role of this plan is to shout about the activity that’s going on and raise the profile of what we are doing in the region.”
Last week one of the region’s top headteachers has issued a rallying call for businesses to help her deliver the skills the region’s young people need.
Hilary French, headteacher of Newcastle High School for Girls, said that local companies needed to join schools in turning out the workers of tomorrow.
Her school – formed by the merger of the old Church High and Central High schools – has launched a project to foster links with industry and has called on its parents and other supporters to join its campaign.
She said: “We know we are doing a great job educating girls. Newcastle High provides an excellent academic education so strong exam results are a given. In this day and age, however we need to deliver more.
“As well as getting a crop of A*s and As, our pupils must be work-savvy and it is with the help of business, industry and professional services that we can develop and hone the skills they will need to draw upon in their future careers.”
Mrs French’s call echoed words from the CBI’s interim regional director Sarah Glendinning
Writing in The Journal last week, she said: “CBI research finds that employers will need more and more recruits with high level skills. But they are not confident they can find the people they need as it is, and don’t expect things to improve in the future. Many don’t think that the education system is preparing school-leavers with the skills and attitudes that they need to be successful.
The CBI believes that one of the biggest problems is careers advice. More than three quarters of businesses think it is not good enough – and it never has been.
Teachers shouldn’t be blamed for this – they can’t be expected to be experts on all the job possibilities that lie beyond the school gates, or on how young people can best prepare themselves for life beyond school.
A good system needs great careers professionals, but crucially it also needs the input of employers.
Lots of businesses have recognised this and are forging links with schools. It’s no use complaining from the sidelines – the CBI is calling on businesses to communicate what they are looking for and why, and inspire ambition in young people to pursue different career pathways.”
What are you willing to do in order to reach success? It is common among people these days to be average and not stand out too much. But those who are successful do not fall under this category.
In order to stay on top of your game and reach the level of success you want, you need to follow a certain set of self-induced rules. Success is not something that happens by accident; if you want it bad enough, you will get it. Learn the habits that successful people have given up in order to reach their own success.
1. They don’t work in their comfort zone.
What is your comfort zone? Your comfort zone is defined as “A psychological state in which a person feels familiar, at ease, in control, and experiences low anxiety.” When you get outside of your comfort zone, it doesn’t mean that you should strive for a constant state of anxiety and stress. It simply means that, in order to grow, you should try new things and expand your horizons.
The reason we are comfortable in our comfort zone is because we are not taking risks when we are in this state. When we live in our comfort zones, we are living life like hamsters on a wheel, going around and around in a constant cycle, but going nowhere in our lives.
Famous motivational speaker, Les Brown, said it best with, “If you put yourself in a position where you have to stretch outside your comfort zone, then you are forced to expand your consciousness.”
2. They don’t do without first learning.
Learning is what we do best. The greatest thing about learning is the benefit that we receive in all aspects of our lives. Successful people strive to continue learning new things and expanding on things that they already know.
If we stop learning, then the only thing we can do is settle with what we already know; if we settle for that, then there is no way to expand our minds. Expansion is essential on the path to success. Since our minds require learning for expansion, we must never stop seeking new knowledge.
Imagine what would have happened if Bill Gates stopped learning and growing. The internet would be much more primitive than it is today. But because he followed his dreams and continued growing, he founded one of the biggest companies in the world and it is still flourishing and growing today.
3. They don’t fear asking for advice.
Richard Branson, a famous entrepreneur, stated, “When you need to make hard decisions, being able to discuss your ideas with entrepreneurs and business leaders who have solved similar problems can make all the difference.”
Asking for advice is not always easy. We think that we have the same opportunity as everyone else and sometimes feel insecure and dependent, so we decide not to ask for advice, and try to figure it out ourselves. But this could be greatly limiting us from reaching our full potential, because the advice we might be seeking could be something that somebody knows very well.
4. They don’t get lost in the small details.
When life gives us seemingly endless opportunities, it is very easy to get lost in the small details. The small details are very easy for us to become focused on, thus causing us to miss out on the overall vision, also known as the “big picture”.
Focusing too much on the smaller details constricts your ability to see how everything ties together. Much of our lives hinge upon the connections that we make with others and with ourselves. If we get lost in the small detail, it is like having missing pieces to a puzzle. How are we supposed to solve that?
Imagine what would have happened if Henry Ford only saw the small details. When building the company that Ford is today, he knew that he must do something different if his company was to succeed. After many people told him it couldn’t be done, his company continued improving upon the smaller details until they got it right.
Henry Ford didn’t focus too much on the small details, which were the hundreds of times he failed; he saw the overall goal and knew that it could be accomplished. It required seeing the bigger picture to make it happen.
5. They don’t multitask.
Multitasking is typically viewed as a skill that only certain people possess. But truth be told, nobody actually has the ability to multitask. Multitasking is known to actually decrease productivity. Those who are successful focus on one specific task and do that task to the best of their ability without interruption.
When you multitask, you limit your ability to fully focus on one specific task at a time. Successful people utilize the talents and abilities that they have by focusing it on one task and one task only.
Emma Watson said, “I just dropped my iPhone in my soup. I think it might be time to tone down the multitasking..” This demonstrates how destructive multitasking is highlighting the fact that when we multitask, we are greatly limiting ourselves.
6. They don’t lie to themselves.
Lying to yourself is one of the easiest things for you to do. It is much more difficult to accept the problems that we have without make excuses for them. Successful people understand that we will encounter problems, both internally and externally.
But it is important to accept the problems that reside in our lives, rather than not dealing with them and lying to ourselves about them.
As Steve Maraboli said, “Stop lying to yourself. When we deny our own truth, we deny our own potential.”
7. They don’t procrastinate in asking for feedback.
Feedback is important, because it gives you a different perspective on your current situation. Sometimes you are not able to see the answer that is right in front of you. But when someone gives you feedback, it allows you to see something from the perspective of someone else.
If you procrastinate asking someone for feedback, you are missing out on time that could be put towards accomplishing your dreams. The longer you wait, the harder it is to utilize advice that others can give you.
“I think It’s very important to have a feedback loop, where you´re constantly thinking about what you’ve done and how you could be doing it better,” entrepreneur Elon Musk once said.
8. They don’t follow, they lead.
You have probably heard the phrase “lead, follow or get out of the way.” There are two types of people in this world: leaders and followers. The ones who are successful are the ones who are leading the pack.
Successful people are not successful because they got there by chance. They did not follow somebody to the finish line. They paved their own path in life to get where they needed to be.
Just as the great Robert Frost stated, “Two roads diverged in a wood, and I – I took the one less traveled by, and that has made all the difference.”
9. They don’t let the past dictate their future.
The past is something that we will never change, nor should we want to change it; because without it, we would not have learned the lessons we needed to learn. Therefore, we would wind up making the same mistakes over and over again until we learned the lesson that life is trying to teach us.
At one time, businessman Shahid Khan washed dishes for $1.20 an hour. His humble background did not prevent him from thinking bigger though. With a net worth of $3.8 billion dollars, he now owns Flex-N-Gate, one of the largest private companies in the U.S., the NFL’s Jacksonville Jaguars, and Premier League soccer club Fulham.
10. They don’t hang around negative people.
Negative people are very destructive to be around when it comes to achieving success, because there are so many situations that life throws at us and causes us to get down on ourselves or our situation. But some people like to focus on this aspect of life the majority of the time.
When you are around negative people enough, you start to see things negatively and you begin to lose sight of your dream. Success is more about mindset than anything, and if you always have a negative mindset, life will reward you with negative outcomes to deal with.
Joel Olsteen once said, “You cannot expect to live a positive life if you hang with negative people.” So if you wish you be successful, don’t focus on the negativity that others bring.
To be successful requires focus and determination. It seems that every successful person follows similar patterns. Therefore, it’s easy to see why they are where they are. They knew what they had to do in order to achieve their dreams and they didn’t let anyone or anything stop them from getting there.
You have the power in yourself to become one of those successful people you admire and look up to.
Want your business to appear in Entrepreneur magazine? Tell us how you’re empowering employees, and you could be selected for a full-page promotion provided by Colonial Life.
Every entrepreneur faces challenges, risk and uncertainty in the pursuit of their dream. To endure and make that dream a reality requires many skills and traits, the chief of which is confidence.
No entrepreneur can launch an idea, service, product or business without a strong sense of self confidence and self belief. The good news is that confidence can be learned. Each of us already has the ability to kick start our confidence into high gear. Here are five principles for shifting your thinking toward greater confidence and belief in yourself.
1. Principle of outcomes.
This is akin to the scientific law of cause-and-effect where every outcome has an identifiable trigger event. But our response to a given event is another variable to consider within the context of personal development. While we have little control over the external events in our lives we have 100 percent control over how we respond to those events.
Our response to any event directly impacts the outcome. Self help expert Jack Canfield distils this concept into a formula:
Event + Response = Outcome
If we don’t like a given event and we want to change a potential outcome, the only way to do that is by consciously changing our response. When applied, this is a very useful way to build confidence in yourself.
2. Principle of control.
It stands to reason that your confidence is in direct proportion to the amount of control you exhibit regarding your external responses and behaviors. The greater the levels of autonomy, freedom and independence — all summed up in the concept of control — regarding your responses and internal beliefs, are proportionate to your level of self confidence.
Anyone seeking more control in their life has to make different decisions than they’ve made in the past, respond differently to their circumstances while accepting responsibility for the consequences of those behaviors. Assuming greater control in your life can only boost your confidence.
3. Principle of correspondence.
This is the idea that your “outer” life is a physical manifestation of your “inner” life – as within, so without. In other words, nothing on the outside is going to change without first changing what’s on the inside of you. The quickest way to do that is by replacing your negative and ineffective concepts, beliefs or insights with new ones.
Two of the best resources to reboot your inner self are the classic books, How to Win Friends and Influence People by Dale Carnegie and The Power of Positive Thinking by Norman Vincent Peale. I read both of these books as a teenager when I had very low self esteem and confidence and they changed my life.
4. Principle of self limits.
Simply stated, nobody can rise above their own self perceptions. If you’ve programmed yourself, or you’ve been programmed by others, to believe that you’re a loser and your life is a dumpster fire — it’s difficult to change that perception. It requires intentional effort and mental re-framing on your part to breakthrough that kind of negative self image. It’s virtually impossible for you to succeed without removing your self limits.
One of the most effective tools that elite athletes use to bounce back from a devastating loss or “career-ending” injury is through visualization, where they mentally create in their minds’ eye the imagery of performing at a high level and winning. They play that internal video over and over in their heads as they do the physical work and training that’s necessary to achieve their respective vision.
That vision allows them to push beyond their physical limits. This concept of visualization can also be applied by anyone who needs to push beyond their own internal limits toward a new level of self confidence.
5. Principle of expectations.
Closely associated with the preceding principle is the concept of expectations, which means that whatever we expect to happen, good or bad, usually does. All of us have experienced or witnessed firsthand a “self-fulfilling prophecy” where an expected outcome ultimately came to pass.
The reason for this is that when an expectation, positive or negative, becomes a key focus of our thoughts, we tend to make decisions, associate with enabling individuals and behave in ways that pull that expectation into our reality.
This principle is summed up in the quote by Henry Ford, “If you think you can do a thing or can’t do a thing—you’re right.”
While these principles are simple to understand, they’re not easy to apply. However, each of us has the ability to apply these transformative concepts to any area of our lives and re-apply them at anytime for a reboot of needed confidence.
A big mistake a lot of us make in our work is to confuse our careers with the jobs we have right now. This is a problem because we end up confusing job management with career management. And believe me, there’s a difference.
When you are managing your job, you focus on:
Accomplishing current tasks and responsibilities
Attending company/organization-sponsored training
Networking on behalf of your company
Doing things right and meeting company/organization expectations
There’s nothing wrong with any of this. Job management is necessary to keep your current position and will help you develop your reputation for future opportunities.
The problems arise when every ounce of energy you have for work is poured into your current job, with nothing left over to think about and prepare for a future that most likely will not be with your current company or organization.
Job management is about pleasing your current employer. Career management is about creating your own path.
What have you learned
When you are managing your career, you still do some of the job management tasks I identified above.
But you are also carving out time, attention and energy for thinking through and acting on your own goals and desires in your career. You:
Regularly reflect on your career–what you are learning, what you want to be learning, how you are using your strengths and sparks.
Seek out and create relationships that support your own growth and development.
Are in charge of your own learning, recognizing that your knowledge and skills are YOURS and that they are one of your main sources of competitive advantage.
Assess your company’s professional development opportunities and know when it’s time to strike out on your own.
Treat your career as an experiment, taking risks and trying out new ideas and possibilities.
Pay attention to what’s going on in the larger world–other industries and occupations–and to how these trends may impact your current job and your future.
Have a layoff plan, recognizing that no job–NO JOB–is permanent.
Most of all, you regularly assess and develop your habits of career resilience. When you build your resilience, then you are automatically paying attention to managing your career.
Published first by FE Jobs.
This summer, the Department for Education (DFE) and Department for Business, Innovation and Skills (BIS) decided to start a programme of area-based reviews of 16-plus provision. They announced the need for “fewer, larger, more resilient and efficient providers” in the future. Proposing that it will allow greater specialisation, creating institutions that are “genuine centres of expertise” that can support progression up to a high level in professional and technical disciplines.
Last week an FEweek survey revealed huge unease from the 38 principals of colleges whose future has been put in question by the post-16 education and training reviews.
“Almost 90 per cent of principals affected by new area reviews are unhappy with government guidance outlining how the process will work”
Earlier this month, the government published its guidance separately identifying 22 general FE colleges and 16 sixth form colleges that will be directly involved — but no schools, UTCs, free schools, or independent learning providers. There has since been industry uproar that only including general FE colleges and sixth form colleges paints an incomplete picture of post-16 provision.
One principal answered: “The most significant issue is the exclusion of school sixth forms, university technical colleges (UTCs), free schools and [independent] training providers from the reviews.
“This is not a review of the post-16 sector, but a partial review. It would appear that ‘wasteful duplication’ is only acceptable for A-levels and provision for the most able young people, even to the detriment of quality.”
Martin Doel, Chief Executive of the Association of Colleges, said “all provision in an area” should be considered.
The area reviews for Birmingham and Solihull, Greater Manchester, and Sheffield city region will continue this month.
Have your say here. Go to FE jobs to Give them your opinion on the area-based reviews…
Or comment here and I will post your feedback to FE Jobs Site.