FIT FOR PURPOSE An employers perspective from Rolls-Royce Richard Hill Hanoi, 6 February 2007 CD07105/FEB01.

FIT FOR PURPOSE

An employer’s perspective from Rolls-Royce

Richard Hill

Hanoi, 6 February 2007

CD07105/FEB01

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Context for the Learning Organisation

• Current themes for international organisations

- Focus on ‘Talent Management - ‘Developing the Global Organisation’

• Learning moving away from strategy definition to executing the business - Listening to the voice of the customer

- Effective teams- Effective individuals

• Need for effective framework for learning determined by business drivers

• Key considerations for developing company ‘learning systems’ - Cost effectiveness - Global/local deployment - Excellence – current thinking, best practice - Knowledge sharing

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Rolls-Royce Learning System

Builds a strategic learning capability linked to business goals

Provides an array of professional and management tools to meet the

Company’s need

Facilitates shared learning across the Company

Facilitates global consistency in terms of standards and approaches

Promotes a culture of life-long learning

Demonstrates investment in employee development

The existence of a comprehensive Learning System gives a

competitive advantage in recruitment

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Rolls-Royce Learning System

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Learning framework

CD07105/FEB01

Education

Core skills

Masterclasses

Shared learning

Professional recognition

• Academic partner - Centre of Excellence• Modular programme• Professional routes

• Portfolio of professional programmes• Based on professional competencies

• Key functional focus• Derived functional strategy

• Formal programme• Functional conferences

• Institute requirements• Personal assessment

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Academic Partnerships

Corporate ‘Centre of Excellence’

Core curriculum for corporation - local/regional application

Partnership design - academic/practitioner steering group

Modular construct

World-wide access - consistent approach

Programmes based on business needs and integrating applications

Role of consortia in the ‘Learning System’

Necessitates academic partner who ‘lives’ with the Company – understanding of changes and impact

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Relationship with Academic Partners

Outcomes:

Corporate programme credibility through local academic involvement (‘badging’)

Access to US/European/Asian networks

Cost effective partnership: relationship not series of separate initiatives

Continuity and consistency of learning and development support

Strategic sourcing of programme support

Jointly-owned programmes: joint programme direction

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Demographics Trends Projections show an almost linear increase in the world’s population

6,086 Billion in 2000 8,199 Billion in 2030

European projection shows a contrasting trend to the world picture 728 Million in 2000 698 Million in 2030 14.7% of the population aged 65 or over in 2000 22.9% of the population aged 65 or over in 2030

Across NA and Europe the projected workforce supporting those in the dependent age categories declines from 2010

China alone graduates 1 million new engineers every year compared to 170 000 in US and Europe

Both the US and Europe are facing a serious deficit in engineers aged 30-50, most are over 55 years of age

29% of S&E degree holders in the US are age 50 or over Women make up 8% of engineers in the UK and 12% in the US Females make up only 7% of UK engineering graduates DTI research shows substantial growth in UK SET graduates in computing and

medical related subjects only not engineering subjects

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Graduate Recruitment

‘Employability Competences’.

Cognitive skills ability to identify, analyse and solve problems

Generic Competences key skills such as team working, communication skills,

influencing, planning and organising, having interpersonal sensitivity

Personal Capabilities ability and desire to learn for oneself and improve ones self awareness, lifelong learner, self starter/high motivation and drive and finisher.

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Graduate Recruitment

Technical Ability knowledge and experience of working with relevant modern technology, ability to exploit IT.

Business/Organisation Awareness know how businesses operate through having had work experience, understanding of financial and commercial principles

Practical and Professional Elementspractice of continuing professional development (CPD), project a strong professional image at all times, quality orientation and understanding of risk

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Graduate Recruitment

Other features employers will typically be concerned with :

Finding individuals with a genuine interest in your company and industry.

Some are now becoming more concerned with language skills, cultural sensitivity and willingness to be geographically mobile in pursuit of career opportunities.

Achieving an appropriate diversity of intake is a growing goal for many graduate employers. (Male/female, international make up of intakes, ethnic origin of recruits)

Finding candidates with specific leadership potential.

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Concluding perspective

• Recruitment of graduate professionals has a strong international focus for many companies

- demographics - declining number of engineering and science graduates - global expansion with local representation

• The development of individuals and teams goes hand in hand with the development of competitive advantage. A ‘learning organisation’ is one which uses education and training in a focused manner to gain competitive advantage