Engaging Employers for the Learning Sector National Conference

1
Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
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Welcome Introduction

• Jon CollisOperations Director, National Training
  Resources Ltd

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Housekeeping

• Fire Evacuation Procedures
• Tea/Coffee Breaks (Ground Floor)
• Luncheon (Ground Floor)
• Exhibitors Delegate Pack Sponsors
• Delegate Packs
• Mobile Phones
• QA Sessions

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Exhibitors

• Matrix Standard
• TDM Limited
• SEETEC
• Perperitus Ltd
• Lifelong Learning UK
• National Training Resources

Delegate Pack Sponsors

• LLUK

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Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
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Skills Funding Agency Employer Engagement Activity

• Glenn RobinsonLearning and Skills Council

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Employer Engagement Simplification and Skills
Activism

• Glenn Robinson, Development Director
• SFA Head of Employer Engagement

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Shadowy times

• SFA shadow structure now in place- replaces LSC
  in April 2010
• BIS publishing new Skills strategy November 2009
• Next Comprehensive Spending Review
• General election

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Employer Engagement

• Major change in WHO and WHAT of publicly-funded
  employer engagement in next 2/3 years
• WHO agencies/organisations providing Skills
  advice to employers
• WHAT the publicly-funded Skills
  products/services employers receive

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WHO - today

• LSC currently operates National Apprenticeship
  Service, National Employer service, National
  Skills Academies , Leadership Management
  Advisory Service
• And funds the RDA integrated brokerage service
  delivered by Business Link to provide TtG Skills
  brokerage
• And supports more than 1,000 Providers engaging
  employers
• Other publicly-funded employer engagement forces
  include Business Link, Job Centre Plus,
  Manufacturing Advisory Service, UKTI, SSCs
• Separate brands, marketing, websites, CRM and MI
  systems

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Business Support Simplification Programme

• BSSP is a BERR initiated programme to reduce 300
  products/service to 30 and simplify employer
  access to business support by making Business
  Link the primary access channel
• Crusade with strong support from Secretary of
  State
• Reduction achieved autumn 2008 and TtG Skills
  brokerage moved under Business Link in April 2009
  more will follow
• Creation of BIS will enable quicker and smoother
  simplification
• How will Providers be brought within this
  simplified offer?
• UKCES proposal for providers with TQS and
  advisers that have achieved Skills Broker
  Standard (Simplification of Skills, Oct 2008)

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WHAT

• Skills Activism outlined in New Industry, New
  Jobs April 2009
• targeting public policy measures, including
  tailored skills strategies, in growth areas of
  the economy
• Sectoral and spatial prioritisation
• Low carbon, digital, pharmaceutical, advanced
  manufacturing, financial, engineering
  construction
• Skills Activism paper due in autumn 2009
• Increase in employer investment

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WHAT

• Increased planning role for RDAs within national
  framework of priorities
• Skills strategy roles originally in SFA switched
  to RDAs
• RDA as strategic planning and commissioning of
  provision
• SFA procurement and account management
• Inevitable shift in provision required

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Train to Gain Skills Brokerage

• Switched to RDA integrated brokerage service
  provided by Business Link in April 2009
• Regional LSC/RDA joint-planning and monitoring of
  Skills activity
• Planning group including NAS, Job Centre Plus,
  SSCs where joined-up cross-channel planning and
  joint-working starting
• How to include Providers?

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Skills activity April-July 2009

• Standard monthly reports from RDAs
• 9,000 Skills Intensive Assists
• 7,000 Proposals sent to TtG providers
• 13,000 referrals to other Skills support e.g.
  LM, IiP, HE
• 16,000 unique employers supported on Skills

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Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
17
NAS Employer Engagement Plans

• Richard MarshNational Apprenticeship Service

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Employer Engagement Strategy         
Richard Marsh Employer Services Director
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Agenda

• Background
• The National Apprenticeship Service
• Matching supply and demand
• Our employer engagement strategy
• Understanding and encouraging employers
• Working together

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Background
Apprenticeships are back! Cross government
pledge to expand Apprenticeships A new support
service The National Apprenticeship
Service Strategy to create a World Class
Apprenticeship service launched
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Background
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The role of Apprentice Service
Planning and commissioning via SFA and YPLA
(LAs) Engaging Employers Expert point of
focus and resource Ensuing the right courses
and right providers are available
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Matching supply and demand

• Apprentices need employers
• More demand from 16-18 year olds to be
  Apprentices than employer places
• More demand from 25 Apprentices than funding
• Employers reluctant to employ young people?
• Young people reluctant to do the jobs employers
  need? (Care / Warehousing)

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Employer Engagement vision
All employers to actively consider
Apprenticeships as part of their Recruitment
Training strategies An efficient, consistent
and expert service for any employer interested in
having an Apprentice
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Apprenticeship employers
Customers (known, monitored, rewarded)
130,000 ish!
Prospects (potential customers, targeted)
30,000 ish!
Suspects (to be influenced)
4,000,000 ish!
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Employer Engagement progress
Employer helpline, website and field force
active and well received High level of general
interest amongst employers following
campaigns Managing incoming enquiries
efficiently and consistently CRM system being
used to co-ordinate activity (across partners)
Not persuading enough interested employers
to take on Apprentices (16-18) We do not know
enough about employs Apprentices and why

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Understanding encouraging
Who me?
Why an Apprentice?
Why 16-18?
Backing young Britain
Case studies ROI / business case
Focusing on sectors of highest potential
Making the business case for employers
17 December 2009
Presentation title in footer
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Why an Apprentice?

• What are your Training Recruitment plans /
  issues?
• (listen / investigate / understand)

2. Apprentices are practical and cost effective
( make the business case / ROI / compare to
other options)
17 December 2009
Presentation title in footer
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A compelling case

• Greater loyalty 82 of businesses employing an
  apprentice agreed that they were more loyal
  (Populous)
• Greater productivity 81 of businesses employing
  apprentices agreed that they brought higher
  overall productivity (Populous)
• Tangible contribution 70 of businesses
  employing an apprentice agree they made a
  valuable contribution during their training
  period (Populous)
• Lower employment costs Employing an apprentice
  costs only 11-50 of a more experienced worker
  and pays back after 2 - 4 years, depending on the
  sector (Warwick)

17 December 2009
Presentation title in footer
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Apprentices are the bottom line.
17 December 2009
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Why employ a young person?
Safeguard your future grow your own
! Apprentices are hard working and loyal Young
people have ideas, energy great ICT skills!
Where will you find your key workers in 3 / 5
years time? Do your employees understand your
customers?
17 December 2009
Presentation title in footer
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Who me?
130,000 employers already do In hundreds of
sectors, shapes and sizes Over 180 Frameworks
available We can develop a course to suit you
17 December 2009
Presentation title in footer
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Call 08000 150 600 Or visit www.apprenticeships.o
rg.uk
17 December 2009
Presentation title in footer
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Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
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Improving Employer Responsiveness

• Joanne LewisLearning and Skills Improvement
  Service

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World Class Skills developing responsive
provisionJoanne Lewis24th September
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What is World Class Skills (WCS)?

• The aim of WCS is to
• Deliver a range of products and services for
  providers to support the quality and
  responsiveness of the offer to employers

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World Class Skills - Overview

• Overview of the programme
• Tools and products developed
• Examples of Effective Practice
• www.excellencegateway.org.uk/wcs
• Phone [phone]

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World Class Skills - Overview
Consultancy
Innovation
Events
World Class Skills
Coaching and Mentoring
Thematic Development Projects
Training Quality Standard
National Skills Academies
Apprenticeships
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World Class Skills - Events
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World Class Skills e-learning modules
Funding and Finance e-learning module
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World Class Skills The Training Quality
Standard (TQS)

• Events
• Part B Guidance

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World Class Skills eLMI tool
Number of Manufacturing Employers

• Business Profiling
• Map the location of employers to a very detailed
  sector level
• Understand the profile of business sectors
  locally, regionally or nationally
• eLMI can inform strategic planning through
  supporting identification of new markets or
  opportunities to expand existing markets.
• More efficient delivery of provision

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World Class Skills Thematic Development
Projects

• Engaging SMEs by using e learning and blended
  learning
• approaches.
• Managing in the new economic climate
  responding to the skills
• needs of the sectors affected by economic
  downturn

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World Class Skills - Apprenticeships

• The AID Tool
• An assessment tool to help providers
• to self assess how they improve their
• Apprenticeship provision

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Skills for Life Support for World Class Skills

• Aim to support the delivery of Skills for Life in
  work based context
• Policy background
• Effective Practice Projects

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Skills for Life Support for World Class Skills
Making it work a practical guide to effective
delivery of Skills for Life in workplace learning
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Skills for Life Support for World Class Skills

• New round of Effective Practice Projects
• Policy background
• Future activity

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World Class Skills
Examples of Effective Practice
www.excellencegateway.org.uk/wcs
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QA
Panel Jon Collis (Conference Chairman)Glenn
Robinson Richard MarshJoanne Lewis
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Tea/Coffee Break
Engaging Employers forthe Learning
SectorNational Conference
52
Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
53
Economic Climate Opportunities and Challenges
for Workforce Development

• Alan ClarkeLifelong Learning UK

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Engaging Employersfor the Learning Sector 24th
September 2009

• Alan Clarke
• Sector Engagement Manager
• Lifelong Learning UK

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Content

• Employer engagement
• Employee engagement
• Lifelong Learning UK
• The Workforce Strategy for England
• National Occupational Standards
• The Catalyst Programme

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Models for successful engagement

• What is your Offer?
• Price / Quality / Time
• Needs analysis for employers specialist
  trainers
• Business networking
• Employer support of work placements and visits
• Use of local market information to anticipate
  training needs.

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Models for successful engagement

• Awareness
• Interest
• Desire
• Action

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Models for successful engagement
Sector Engagement
High
Marketing
Low
Interest
Desire
Action
Awareness
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Engagement in the Learning Sector

• Training Quality Standard
• What are You Known For?
• Bespoke and accredited training and learning
• Skills needs - Collaborative working
• Sector Skills Councils
• Trade Associations

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Quality and Employer Engagement
Quality in a service or product is not what you
put into it. It is what the client or customer
gets out of it.Peter Drucker
The quality of our work depends on the quality of
our people.Unknown
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Employee Engagement
The goal of increased employee engagement is
improved organisational performance rather than
an end in itself.
Put customers second? Put your staff first they
will put their customers first. Dan Bazinet
Overland Trading
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Lifelong Learning UK 4 countries 6 areas of
work
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Further Education Workforce Strategy (2007-2012
England)

• Priority 1 Understanding the nature of the
  workforce
• Priority 2 Attracting and recruiting the best
  people and improving the sector image
• Priority 3 Retaining and developing the
  modern, professionalised workforce
• Priority 4 Ensuring equality and diversity is
  at the heart of the strategy, policy making,
  planning and training

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National Occupational Standards

• National Occupational Standards for Business
  Development / Employer Engagement
• New National Occupational Standards for Employer
  Engagement
• Consultation Late October / November 2009
• Participate alanclarke_at_lluk.org

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FE White PaperApril 2006
The White Paper Vision is to ensure that the UK
is equipped with the skills we need for an
economy that will sustain our quality of life and
our international standing. This FE White Paper
Programme seeks to develop world class management
across FE, and ensure that the FE system has
teachers, tutors and trainers with the right
levels of skill and expertise to deliver
effectively to the sectors they serve
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Catalyst Strategic Overview

• 30M DIUS / BIS Funded Programme September 2007 -
  March 2010
• Outputs- 1,400 Teachers, Trainers Tutors
  complete vocational up- skilling programme
  Business Interchange
• 300 Teachers, Trainers, Tutors Assessors
  recruited into hard to fill vacancies in the
  sector Pass On Your Skills
• 210 Managers recruited and fast tracked
  through leadership and management development
  programme Make a Difference
• Recruitment Resource for Providers recruiting
  Senior Leaders Recruited into the sector
  Business Talent

FE SECTOR - ENGLAND (Colleges, adult and
community learning, and work based learning
providers in receipt of Learning and Skills
Council funding)
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Business interchange
Enables teachers, tutors and trainers in the FE
sector to update their industry related skills
through a variety of learning experiences. We
work in partnership with Sector Skills Councils,
Institute for Learning (IfL) and the Learning
Skills Improvement Service.( LSIS) Have
developed best practice guides and provide
support with locating high quality hosts. Target
1,400 successful business interchanges by March
2010. To date 1,015 placements have taken place
with 196 Placement applications currently being
assessed. Aim to leave a sustainable model which
contributes to FE reforms of continually
professionalising the workforce. Assisting to
build closer relationships between employers and
the FE sector.
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Make a Difference
National campaign to attract, recruit and develop
210 graduate calibre individuals into management
positions into the FE sector. Supports each
providers recruitment methods with HR and
assessment support. Currently 188 Vacancies
registered from FE providers. Each successfully
recruited candidate participates in a leadership
development programme endorsed by the Institute
of Leadership and Management. Aims to inject
new managers into the sector who wish to pursue a
long term career to be the leaders of the future
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Pass on Your Skills
Assists FE sector employers to recruit teachers,
trainers, tutors and assessors into hard to fill
vacancies. Target is to fill 300 hard to fill
vacancies in the sector by March 2010.
Vacancies construction and the built
environment, health and social care, engineering
and manufacturing technologies, science and
maths, retail and commercial services, and
literacy and numeracy. New campaign launched
June 2009. 291 current vacancies in hard to fill
areas. 2,619 candidates registered. Providing
support to candidates to understanding the FE
Sector and with the Application process.
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Business Talent
We have developed in partnership with LSIS a web
based recruitment resource to identify best
practice procedures when recruiting to senior
posts within the FE sector. This includes the
benefits of attracting suitable candidates from
outside of the sector as well as from inside the
sector. This will be available on the Catalyst
and LSIS websites from October 2009
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Participation in Catalyst
5
22
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In Practice - Business interchange
Losing the currency of my knowledge has been a
great concern to me. How can we possibly teach
students who have greater current knowledge than
ourselves? It was such a concern that I
considered leaving the sector and returning to
industry. To a large extent the Business
Interchange placement allayed my
fears. Yorkshire and the Humber, Engineering
lecturer.
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In Practice - Make a Difference
I never realised that there are so many job roles
in the sector, I got interviews for two
management positions in the sector, the interview
process was very different to that of the private
sector, but the Make a Difference programme made
me realise that my management skills were
valuable and made sure that I knew what to
expect. Make a Difference Candidate
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In Practice - Pass on Your Skills
The Pass on Your Skills programme enabled me to
further develop, by showing me how I can pass my
work related skills onto others. This has made
me think of a career teaching what I know,
something I never thought I could ever make a
career out of. Pass on Your Skills Candidate
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Opportunities to engage

• Pass on Your Skills PTTLS www.passonyourskills.
  com
• Make a Difference www.changeyourfuture.org
• Business Interchange www.takeeducationfu
  rther.org
• Business Talent www.catalystbusinesstalent.c
  om
• www.catalystprogramme.org

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Engaging Employersfor the Learning Sector 24th
September 2009

• Alan Clarke
• Sector Engagement Manager
• Lifelong Learning UK

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Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
78
Building Sales Awareness in your Organisation
Practical Steps

• David BatupPerperitus

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Theme - Maintaining numbers and revenueBuilding
sales awareness
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Last year impact of an unprofessionalresponse
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Kill your sales, kill your business
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Its about how you make them feel
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Impact of customer experience
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Map customer journey
1st Contact
1st Meeting
2nd Meeting
Proposal
Meet the learners
Start the programme
Review the outcomes
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Overlay the customer experience
1st Contact
1st Meeting
Proposal andpresentation
Programme implementation
Finance and Admin
Review outcomes
Positive impact
Good meeting
Responsive
Good engagement with learners
Billing needed some Interpretation and correction
Badly run meeting
Late with the proposal
Neutral impact
Ill prepared proposal
Negative impact
Poor and confused start-up
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Emotional flight path - presentation
Opening
Business issues
Customer story
Solution and Demo
Benefits
Summary Close

• We have listened
• We are committed
• We have a track
• record

• We are focused on the
• business benefits
• We have the solution
• We have the resources
• and expertise
• Our track record

Upbeat Emotional impact

• Needs / Benefit payoff
• ROI
• Speed of implementation
• Understand the business constraints for delivery

• We have listened
• We are committed
• We have a track
• record

Level impact

• We have done this before
• Safe pair of hands
• We have real experience
• We can reduce the risk

Serious Emotional Impact Empathy

• The business issues
• The consequences
• The business goals

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Emotional intelligence
Awareness Impact Management relationships
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Feedback loop

• Ask them
• Why they chose you
• What you did well
• Where you could have improved
• What they would do differently next time
• Is there anything else you can help them
  with

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Benefits to
Customers Providers Staff, and All stake holders
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Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
91
Practical Use of CRM or Building Sales Skills
within the Employer Engagement Team

• Alistair Boyd-MeaneyKirklees College

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Customer Relationship Management A Practical
Guide

• 24th September 2009
• Alistair Boyd-Meaney
• Director of Enterprise Kirklees College

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Objective

• To
• Explore CRM - principles, strategy, solutions,
  applications, systems, software, and ideas for
  effective customer relationship management

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What is Customer Relationship Management, or CRM?

• Customer relationship management (CRM) helps
  businesses to gain an insight into the behaviour
  of their customers and modify their business
  operations to ensure that customers are served in
  the best possible way.

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What is the goal of CRM?

• providing services and products that are exactly
  what customers want
• offering better customer service
• cross selling products more effectively
• helping sales staff close deals faster

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Business benefits of CRM

• Organisational change
• To increase profit and sustainability
• Understand customer needs
• Reduce costs
• Increased customer satisfaction
• Focus on customers
• Maximisation of opportunities
• LMI
• Highlight poor operational processes

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Using CRM

• There are three fundamental purposes of CRM
• Operational - developing basic business processes
  (marketing, sales, service)
• Analytical - analysis of customer data and
  behaviour using business intelligence
• Collaborative - communicating with clients

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Managing customers

• Traditional customer service is something you 'do
  to' the customer
• Modern Customer Relationship Management is 'done
  with' the customer
• 'The Pareto Principle
• Focus on building relationships
• Moments of truth'

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Data Quality Defined

• Accuracy
• Reliability
• Credibility
• Timeliness
• Completeness and
• Appropriateness
• Poor data quality is a behavioural problem, not a
  technology problem

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How to implement CRM

• Stage one - Collecting information
• Stage two - Storing information
• Stage three - Accessing information
• Stage four - Analysing customer behaviour
• Stage five - Marketing more effectively
• Stage six - Enhancing the customer experience

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Technical Considerations

• Scalability
• Middleware
• Support
• Functionality
• Reporting
• Customer privacy considerations and legislation

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What causes CRM projects to fail?

• Thinking it is an IT issue
• A lack of commitment
• Weak leadership
• Silo Development
• Trying to implement CRM as a complete solution in
  one go
• Underestimating how much data you will generate
• Lack of resources

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CRM The Future

• From CRM
• TO CEM
• Customer Experience Management!

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Thank you!

• Thank you for your attention, input and
  participation!

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QA
Panel Jon Collis (Conference Chairman)Alan
ClarkeDavid BatupAlistair Boyd-Meaney
106
Luncheon Networking

• Opportunity tovisit the Exhibitors

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Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
108
Practical and Business Advantages of TQS
Principles

• Tony BainesStrategic Performance Management
  (SPM)

109
TQS andEmployer EngagementPractical Business
Benefits of Training Quality Standard Principles

• Tony J Baines
• 24 September 2009

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Presentation Scope Purpose

• Positioning TQS in the Employer Engagement
  agenda
• Overview its formal framework and core
  principles
• Impact illustrate its capacity for beneficial
  impact for Providers and their Employer-Customers

111
1.TQS in the Employer Engagement agenda

• LSIS agenda captures the big national priorities
  - for customer focus, organisational leadership,
  professional delivery - and continuous
  improvement
• Change step-change through new strategies and
  resources - including TQS
• Support great potential to support pursuit of
  those wider outcomes including capacity to
  improve

112
2.i) TQS purpose and framework

• Meaning defines excellence in Providers
  engagement with - and responsiveness to - the
  needs of Employer-Customers
• Modelling it models excellent / world-class
  capability and performance in training
  development provision
• Measurement in its Certification application, it
  measures, recognises and celebrates the best

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The TQS Framework
114
2.ii) Core principles Continuous Improvement -
TQS via EFQM

• TQS also
• Is based on world-class principles of Continuous
  Improvement
• Strategy gt Approaches gt Perform gt Improve
• Makes practical the LSIS drive for a
  self-improving sector and a culture of
  continuous improvement
• The Excellence Model of the European Foundation
  for Quality Management

115
3.Practical Business Benefits of TQS

• Certification formal Feedback Reports provide
  roadmaps for Continuous Improvement Strengths
  Areas for Improvement against best practice
  criteria
• More than just another Quality Standard
  substantial organisation development potential-
• Impact capacity of core principles for practical
  business impact through to the workplace
• Coverage expanding reach in the marketplace
  derivatives for Small Providers, Universities,
  Local Authorities, Employers internal Training
  Units

116
3.i) Benefits for Providers

• Target for never-ending improvement to aim for
  (world class)-
• Structured means of self-assessment /
  improvement
• Comprehensive set of excellence indicators to
  model from
• Descriptors of high performance at every key
  point of provision
• People vehicle for internal staff engagement and
  development
• New ideas from comparing with / trying to match
  the best
• Evaluation (plus) strong focus on feedback
  loops help with how to achieve impact of
  provision on Employer-Customers performance
  outcomes
• Data much improved performance data gt enhanced
  capacity to improve
• Success in key results areas market,
  financials, customer satisfaction (including
  impact), growth

117
3.ii) How can these be achieved ?

• Ownership of likely significant changes
• Openness to honest self-assessment, using the
  Framework
• Practicality making TQS Indicators real and
  practical-
• Business planning methods
• Employee capability professionalism
• Marketing, Sales customer relationships
• ONA/TNA/Contracting/Delivery processes
  delivering impact
• Performance measurement practices
• Management Reviews and Improvement Plans
• Benchmarking external/best practice benchmarking
  (process results)
• Guidance professional advice guidance LSIS
  and others

118
3.iii) Benefits for Employer-Customers

• Confidence in the Sector generally as TQS
  Certifications rise, scope extends and awareness
  increases
• Relevance their bottom-line improvement needs
  better understood gt services delivered that are
  far less off-the-shelf
• Quality experience employees / learners time
  more effectively used on training that has
  valuable impact a consistently high-quality
  learning experience for all
• Investment return measurably better returns on
  investment in training can buy training from
  fewer, better-quality Providers
• Relationships working relationships with
  Providers improved through greater
  responsiveness and flexibility
• Improving results Indirect - but significant -
  contributions to their bottom-line results from
  improved skills and capabilities

119
Summary

• Positioning TQS is in the mainstream of the
  Employer Engagement agenda
• Overview its framework and core principles are
  founded in the drive for continuous improvement
• Impact its capacity for beneficial impact
  extends beyond Quality Certification - into
  practical and business benefits for Providers and
  their Employer-Customers.

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Close 24 September 2009
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Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
122
Senior Management Involvement in Employer
Engagement

• Paul HafrenWarrington Collegiate

123

• Paul Hafren
• Principal, Warrington Collegiate

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125

• Warrington Collegiate 18m turnover
• 2 colleges in one Warrington Vocational College
  Warrington Business School (WBS)
• WBS houses Train to Gain Apprenticeships
  Trade Union Education Full Cost Recovery
  International Business Conferencing Enterprise
  Incubation Leadership Centre
• Ofsted see employer engagement as key strength
  30 of income coming from WBS T2G contract
  exceeded by 300 in 2008/2009

126
Why are senior managers involved?

• Warrington Collegiate has committed to being an
  outstanding vocational College
• Strongly differentiating our services to
  employers has been a strategic action
• Training organisational development for
  businesses is a competitive but infinite market
• Serving employers outstandingly well creates the
  type of brand value we want

127
Why are senior managers involved?

• Warrington has a strongly enterprising local
  economy
• Direction of travel in a series of government
  policies initiatives (Foster Leitch Fees
  Train to Gain....)
• IIE concept what you focus on you move
  towards...what senior managers focus on the
  organisation moves towards
• This has been a want to and not a have to - a
  significant difference

128

• As part of a complete campus re-build separate
  building created to house dedicated business
  services
• Creation of Warrington Business School brand
• Quantum tipping point of services teams
• New cadre of staff with distinct appropriate
  contracts
• Senior manager responsible with 3 Directors as
  direct reports plus support from strategic
  funding strategic partnerships

129

• Variety of delivery modes with emphasis on
  embedding services in organisation industry
• Relationship building networking with
  organisations agencies (Sector Skills) local
  authority
• Commitment to outstanding quality using TQS as
  a benchmark
• Managing creative conflict internally

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Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
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Importance of Account Management

• Andrew HooperNewbury College

132
The Importance ofAccount Management

• An introduction

Andrew Hooper Director of Employer Engagement and
Sales
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What is Account Management?
Account Management is the process of maximising
the return on your investment in a customer by
defining and actioning appropriate plans that
will enable you to build on the present, to
manage the future.
Peter Cheverton, Key Account Management
135
Why is Account Management important?

• Raises the barrier-to-entry for the competition
• Reduces cost of sale
• Enhances reputation
• Enables better forecasting
• Drives higher levels of revenue and profit
• Creates opportunities for diversification

136
Three levels of relationship
Strategic relationship integrally involved in
planning. Solutions and advice seen as central
to client success
Advisory relationship advisor on LD issues,
supplier of choice.
Transactional relationship provider of products
or services.
137
Risks in not having an effective approach.

• Remain stuck in supplier tier
• Mistakes are harder to recover from
• Lowers the barrier-to-entry for the competition
• Only basic customer satisfaction is achievable
• Reduced opportunities
• Sales
• Marketing/PR

138
Were not alone!
From csoinsights.com
139
Were not alone!
From csoinsights.com
140
Success Factors

• Clear Process
• Employer/customer journey
• Enquiry handling
• Underpinning Technology
• A CRM system

141
Success Factors

• Named Account Managers
• Territory/sector expertise
• Named Key Accounts
• A team-based approach
• Ownership
• Capability

142
Whos in the team?
Internal team
External team
Delivery partners
Employer facing
Support
T2G Brokers
Sales/Business Development
HR/LD
Business link
Delivery team
Accounting
Suppliers
SMT
Facilities
Networks or trade associations
Marketing/PR
Logistics
143
Identifying Key Accounts

• Analyse the customer base
• 80/20 rule
• By business volume
• Learners, Fee income, Funding
• By size
• By profile

144
Identifying Key Accounts

• Put them in context
• Whats the mission?
• Local, regional, national
• Whats the business strategy?
• Priority sectors
• capability
• Produce your target list
• Top 10
• 3-4 per person max

145
Key Account Strategy

• Key Account Plans
• Organisational profile
• Business challenges solutions
• Decision makers (centralised or distributed)
• Cross-selling opportunities
• Targets
• Actions

146
Strategies for Account Development

• Develop, dont maintain
• Document good news
• Generate leads and references
• Continually reassess understanding of needs
• Influence future decision criteria

147
Sources of information

• Neil Rackham
• Huthwaite
• Miller Heiman
• Strategic Account Management Association (SAMA)
• CSO Insights.com
• Raintoday.com
• Businessballs.com

148
Neil Rackham
149
Huthwaite
150
Miller Heiman
151
Raintoday.com
152
CSO Insights.com
153
SAMA
154
Thank youAny questions?

• Andrew HooperE a-hooper_at_newbury-college.ac.uk

155
Engaging Employers forthe Learning
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Thursday, 24 September 2009 Lakeside Centre,
Birmingham
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Delivering Employer-Responsive Distance Learning

• Derrin KentTDM Limited

157
WBL 2.0 by derrin_at_tdm.info

• Delivering
• employer-responsive
• distance learning

http//tdm.info
158
http//TDM.info

• We
• Improve
• Learning
• and
• Business
• processes
• with Open Source Technologies

http//tdm.info
159
http//tdm.info
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Engaging New ClientsEngaging New Existing
EmployersEngaging New Existing
LearnersEngaging New Future Mentors
http//tdm.info
161
Engaging New ClientsMake Your Website work for
you

• Describe your business in 25 words on your home
  page Who you are, What you do, Why you are
  unique.
• Overcome client barriers (eg Trust / Remote
  Location)
• Run a Readability Test on your Website
  http//www.readability.info/

http//tdm.info
162
Engaging New ClientsMake Your Website work for
you

• Run a Speed Test on your website
  http//websiteoptimisation.com/
• Set up a Custom 404 page Apologise, Give
  alternatives, Give a menu bar
• Call to Action (Dont just give information)
• Free Downloads (give a reason to visit) eg
  Whitepapers, Useful Activity Handouts

http//tdm.info
163
Engaging New ClientsMake Your Website work for
you

• USE Google Analytics!!!
• http//www.google.com/analytics/
• BUT....
• Decide on 3 or 4 KPIs to tell the story of your
  websites success

http//tdm.info
164
Engaging New ClientsUse Social Networking

• Use Social Media effectively - including Blogs,
  Vlogs, Podcasts or Forums
• Give to get (80/20 rule ref knowledge vs
  promotion)
• Build your following (Set clear expectations for
  followers )
• Engage your audience (Prompt responses / link to
  others)
• Less is more (Keep it short and brief!)
• Visit http//tdm.info to find out about
• Open Source Software for these functionalities

http//tdm.info
165
Engaging New ClientsUse Social Networking

• Choose your SaaS Social Network Tools Carefully
• Facebook http//www.facebook.com/
• Linked in http//www.linkedin.com/
• Twitter http//twitter.com/
• Google Groups http//groups.google.com/
• Ning http//www.ning.com/
• Ecademy http//www.ecademy.com/
• You Tube http//www.youtube.com/
• Flickr http//www.flickr.com/
• Delicious Tags http//delicious.com/tags/derrin
  
• Who are your audience?
• Where are your audience?

http//tdm.info
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Engaging New ClientsUse Social Networking

• Duplicate Content, Dont Duplicate effort
• Feedburner www.feedburner.com/

http//tdm.info
167
Engaging New ClientsUse Social Networking

• Duplicate Content, Dont Duplicate effort
• Ping.FM http//ping.fm/

Lets you update Facebook, Twitter, Wordpress and
LinkedIn in a single entry
http//tdm.info
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Engaging New ClientsUse Social Networking

• Duplicate Content, Dont Duplicate effort
• Tweetdeck http//tweetdeck.com/beta/

Lets you update several twitter accounts,
facebook and myspace in a single entry.
http//tdm.info
169
Engaging New ClientsUse Social Networking

• Use Social Media systematically
• Set up a workflow, eg
• Blog
• RSS Feed
• Company Twitter
• Facebook Fan Page
• Email Newsletter

http//tdm.info
170
Engage New ClientsUse CRM

• Implement these Free and Open Source
  Applications
• vTiger http//www.vtiger.org/
• SugarCE http//www.sugarcrm.com/

Lead vs Prospect Lead there seems to be an
opportunity Prospect we are in with a chance,
here!
http//tdm.info
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Engage New ClientsUse Shopping Carts

• Easily sell new things to existing clients.
• Use these free and Open Source Applications
• Magento http//www.magentocommerce.com/
• VirtueMart http//virtuemart.net/

http//tdm.info
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WBL 2.0The world is different

• WBL2.0 http//mahara.tdm.info/view/view.php?id4
  
• Web2.0
• We now have the read and write web
• PDAs
• The Internet and Multimedia are now in your hands
  ( iPhone / G1 / Blackberry )
• Walled Gardens in the Cloud
• We can learn and do business whenever we want
  both in public or in private
• The (Wo)Man is in the Machine
• Learning can be delivered Just-in-Time

http//tdm.info
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WBL 2.0Agendas have changed

• Peak Oil http//peakoil.org.uk/
• On whose agenda do you travel?
• ZPD http//en.wikipedia.org/wiki/Zone_of_proximal
  _development
• On whose agenda do you train?
• New Capitalism http//blogs.harvardbusiness.org/h
  aque/2009/07/today_in_capitalism_20_1.html
• People are Teleworking
• People want to add value, not just make profit
• UK Ltd. is bust
• Jobs are transitory
• Knowledge is value

http//tdm.info
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Engaging New ClientsEngaging New Existing
EmployersEngaging New Existing
LearnersEngaging New Future Mentors
http//tdm.info
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Engaging New EmployersGet Recommended

• FeeFo http//www.feefo.com/

http//tdm.info
176
Engaging New EmployersGet Recommended

• TouchLocal http//www.touchlocal.com/

http//tdm.info
177
Engaging Existing Employersuse effective email
marketing

• Does your email signature carry branding? a
  proposition? business information??
• Use Winback emails (We are still missing you).
• Use email marketing
• MailChimp for integrations and templates
  http//www.mailchimp.com/
• Remember to mix text with images

http//tdm.info
178
Engaging Existing EmployersBecome More
Responsive

• Use Surveys
• SurveyMonkey http//www.surveymonkey.com/
• Lime Survey http//www.limesurvey.org/
• Tip Use a freeform field.
• Tip Tell us what you think... - in the
  subject line great response to email marketing

http//tdm.info
179
Engage Existing EmployersThe Account
Development Matrix
http//tdm.info
180
Engage Existing EmployersFormal Account Planning

• Assess and Review Account Issues
• Assess Quality of Relationships
• Plan Frequency of Contact for Sales Calls
• Plan Relationship Development (as distinct from
  sales calls)
• Identify Potential Opportunities
• Succession Planning

http//tdm.info
181
Engaging Existing EmployersSeek to improve, not
just to serve

• Ask them what they need
• Identify training needs they dont know they have
• Relate Training Goals and Objectives to the
  business plan
• Encourage Knowledge Transfer with Competitors
• Biscuits are not the same as ideas
• Mahara (http//mahara.org i.e. Walled Garden) is
  not the same as LinkedIn (i.e. Cloud)

http//tdm.info
182
Engaging New ClientsEngaging New Existing
EmployersEngaging New Existing
LearnersEngaging New Future Mentors
http//tdm.info
183
Engaging New LearnersUse Web2.0 Localisation
Media

• Qype http//www.qype.co.uk/

http//tdm.info
184
Engaging New LearnersUse Web2.0 Localisation
Media

• Nru http//www.lastminute.com/site/labs/nru.html
  

http//tdm.info
185
Engaging New LearnersUse Web2.0 Localisation
Media

• Local Eyes http//www.localeyes.org/live/

http//tdm.info
186
Engaging Existing Learners Seek to improve, not
just to qualify

• How do your interventions improve business
  efficiencies?
• Train to do new things well, not just the same
  old things better
• Learners should know what they are learning and
  why they are learning it
• Keep the employer informed re learner progress

http//tdm.info
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Engaging Existing Learners Use best-of-breed
Free Software

• Use Mahara ( http//mahara.org ) for Reflective
  learning in personalised e-portfolios
• Mahara also allows for leaner ownership and
  portability
• Use Moodle ( http//moodle.org ) for its Social
  constructivist learning psychology.
• Think Just-in-time learning, and put the
  (Wo)Man in the Machine.
• Use Xerte (http//www.nottingham.ac.uk/xerte/ )
  for interactive, professional and accessible
  e-learning content
• Visit http//tdm.info to find out more about
• these enterprise-class Open Source Software
  applications

http//tdm.info
188
Engaging New ClientsEngaging New Existing
EmployersEngaging New Existing
LearnersEngaging New Future Mentors
http//tdm.info
189
Engaging Mentors

• Give in order to get
• Mentors need content, too
• Mentors need structure, too
• Mentors need just-in-time support, too
• Mentors might tell you what employers and
  learners wont
• Mentors beget learners

http//tdm.info
190
http//tdm.info Tel [phone]
derrin_at_tdm.info Please ask your Questionsat
our website... ...or at the stand outside.
http//tdm.info
191
Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham
192
Employer Perspective

• Dominic WattsMicrosoft UK Ltd

193
Field Readiness _at_ Microsoft

• Dominic watts
• Business Manager, Higher Education

194
Agenda
195
(No Transcript)
196
Alignment and support

• Align to sub scorecard
• Budget
• Headcount

• Align to business
• Plan with segments
• Appoint FRM

• Scorecard
• FRI
• Capacity

197
What this looks like...
198
Delivery
199
Sources
200
Individual
201
Access
202
(No Transcript)
203
Monitor
204
(No Transcript)
205
Reporting
206
(No Transcript)
207
Tips
208
Thank you

• Dominic Watts
• dwatts_at_microsoft.com

209
QA
Panel Jon Collis (Conference Chairman)Tony
BainesPaul HafrenAndrew HooperDerrin
KentDominic Watts
210
Conference Close
Engaging Employers forthe Learning
SectorNational Conference
211
Engaging Employers forthe Learning
SectorNational Conference
Thursday, 24 September 2009 Lakeside Centre,
Birmingham