Programme for University Industry Interface

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Programme for University Industry Interface

• Deirdre Hogan (Project Manager)
• Eamon Walsh (COP Manager)
• Ronan Carbery (Academic Researcher)

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Funding for this project was provided by the
Department of Trade, Enterprise and Employment
and the National Training Fund.
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PUII

• A link between University and Industry
• Aims
• To identify the skills and comptencies needed for
  Next Generation Employability in Ireland
• To devise a learning model that can deliver these
  to the individual in the company

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PUII Philosophy
Individual
The immediate product of learning is the
potential to learn more
Data

• Vision To bridge the gap between learning and
  work, so that knowledge at the individual level
  becomes knowledge at the company level, capable
  of creating wealth in the organisation.

Information
Knowledge
Wealth
Organisation
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PUII Philosophy

• To find a solution, PUII will look at

Industry
Individuals
Institutions (Educational)
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PUII Philosophy

• and consider Next Generation

Skills Expertise Certification Flexibility
Interest
Product Process Logistics Finance IT
Employment in Industry
Employability of the Individual
Education by Institutes
The Learner, Technology, Content, Delivery,
Networks, Partnerships, Management
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PUII Organisational Structure
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PUII Executive Board
O O o
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Communities of Practice (COPs)

• COP1 - Collaborative Learning in Large Companies
• IBM, Quinn Direct/Quinn Group, Lucent, Honeywell,
  DePuy Ireland, MSL (Manufacturing Service Ltd.),
  Apple, Dell and EI Electronics.
• COP2 - In-Company Technology Enhanced Learning,
  Instruction and Training
• Hewlett Packard, Analog Devices, Dell, NetG, Bank
  of Ireland, IBM, Eircom and ESB. (not all
  confirmed)
• COP3 - Moving Small Companies Towards Next
  Generation Employability

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Communities of Practice (COPs)

• Outputs
• One Main COP Report
• Papers/Documents/Reports on Best Practice
  Recommendations and How to Move Forward
• Public Seminar
• Pilot Studies/CASE Studies
• Alpha and Beta Test Sites
• Note Outputs will be for public view!

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Today
Manufacturing
Other Food Fashion Wood Energy etc
ICT
Bio-medical
Pharmaceutical
Engineering
Automotive
Software
PC Computing
High Volume µelectronics
Telecommunications
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Next Generation
Research Development
Value Chain
Value-added Services
Manufacturing
Knowledge
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Next GenerationEmployment Employability

• Product
• Process
• Customer
• Supplier
• Logistics
• Finance
• IT
• Organisation

• Choice
• Interest
• Flexibility
• Certification/Transferable
• Skills
• Expertise
• Knowledge
• Personal Development
• Social Development
• Education

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Next Generation
Self Development
Organisation Development
Community Development
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Barriers

• What barriers / impediments prevent us moving to
  the next generation of employability?
• Culture?
• Break the barriers between work and learning?
• New models for people development?
• Networks?
• Collaborative Learning?

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Competencies

• What competencies are required for future
  employability?
• Innovation?
• Project Management?
• People Skills?
• Negotiation?
• Fluency in Chinese?

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Learning Organisation

• A Learning Organisation can be defined as one
  which
• facilitates the learning of all its members
  and ontinually transforms itself. (Pedler et al,
  1994)
• conciously manages its learning processes
  through an inquiry-driven oriantation among all
  its members. (Kim, 1994)
• learns powerfully and collectively and is
  continually transforming itself to better collect
  , manage and use knowledge for corporate
  success. (Marquardt,
  1996)

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Characteristics of a Learning Organisation

• A value-driven business
• Employs participative group methods of decision
  making
• Evolutionary
• Learning is integrated with, and runs parallel to
  work

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What is Not a Learning Organisation?

• Where training is the sole distinguishing feature
  incorporating an individual-level approach
• Hierarchical structures and unnecessary
  bureaucracy exist
• Where learning means participation rather than
  acquisition of knowledge

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Therefore.

• Information flows freely in the learning
  organisation (Watkins Marsick, 1993).
• Everyone has a holistic approach to learning.
• Organisations are localised, extending maximum
  degree of authority and power as far from the
  top as possible.

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Example of a Learning Organisation

• AIB Capital Markets
• employees are assessed vis-à-vis AIB CM
  competency framework. Results are then used to
  develop a personalised training and development
  plan.
• Given the choice of either Action Learning Sets
  (teams tackle a strategic organisational issue
  where they then reflect on and learn from their
  attempts to make real change happen) or
  Leadership Development Program (taught modular
  program incl. Strategic Leadership and
  Employment Law modules).
• Retain and grow their one intellectual property.

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Collaborative Learning

• The interaction of two or more people engaged in
  value creating activities based on improving,
  practising and transferring learning skills both
  within the group and to the organisation or group
  of organisations to which a group belongs
  (Digenti, 1999).
• the construction of shared meanings for
  conversations, concepts, and experiences
  (Roschelle, 1992).

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Future Meetings

• 10th December 03 Location ?Apple?
• 4th February 04 Location ?Intel?
• 24th March 04 Location ?Dell?
• 18th May 04 Location ?DePuy?
• Public Seminar 26th May 04 ?IBM?