agr 3d thejobcrowd

WHAT MAKES - A GREAT -

GRADUATE SCHEME?

ACCORDING TO GRADUATES

To highlight and share best practice in graduate schemes

AIM:

1. Employee Insights- TheJobCrowd Best Practice Report

2. Employer Case Studies3. Group Sharing

THROUGH:

1. Employee Insights2. Employers Case Studies

- Credo, Microsoft, Sky

3. Group Sharing

THROUGH:

1. Employee Insights2. Employer Case Studies3. Group Sharing

- Further examples

THROUGH:

- Career Progression- Responsibility- Training & Support

THIS SESSION:

Career Progression

No.1 most important factor to new graduates choosing a graduate job

Career Progression

Difference Between the Importance of a factor to New Graduates and the Satisfaction Levels Experienced by Graduate Employees

Career Progression

Difference between the top and bottom rated employers for Career Progression and Overall

Career Progression

+1.44 +0.75

Career Progression needs to be:

Career Progression

Best Practice:


Career Progression

Best Practice:

• Clear & Transparent• Demonstrable• Graduate-Led/Employer Supported• Meritocratic• Rapid• Varied


Clear & Transparent: in structure and in communication

“Career progression has a clear structure and is well established and publicised”.Graduate Surveyor, Planning, Savills UK

“The downside to being a small-medium company with very little hierarchy and bureaucracy is that the career progression is somewhat unclear”.Test Engineer, Mid-Sized IT Company

Career Progression

Best Practice:


Progress is Meritocratic

“There is a clear career progression and the opportunity to move up the ranks once you reach the required level of performance. There is no waiting for your boss to retire in order to get promoted!”Graduate Trainee, Financial Services IT Advisory, KPMG

“Career progression is slow unless you network effectively”.Project Manager, Large Retailer

Career Progression

Best Practice:


Progress is Rapid

“The career progression is excellent with the potential to move to a management grade within 3 years”.Strategy Analyst, Asset Strategy, National Grid

“You are expected to put a great deal of work into your position in the 6 months you have at each attraction, but once those expectations have been met you are put in a position to manage your own attraction within 4 years”.Graduate, Merlin Entertainments Group

Career Progression

Best Practice:


There are a range of career paths

“The opportunity to work internationally and the opportunity to move within the business means lots of career progression and opportunities”.Customer Management Leadership Graduate, Rolls-Royce

“GE are very flexible about where each employee wants to go. If someone has the drive to do something different, the company will support them. No other company I know of would support an engineer moving into a finance or HR role”.Software Engineer, Aviation Systems, GE

Career Progression

Best Practice:

Career Progression- Sky Case Study

Career Progression at SkyConrad LangworthyHead of Software Engineering AcademyHead of Software Engineering Community

Opportunity

Taking control of your career development

Ensuring People have an exciting career with us!

Having the right support for our people

Things that matter …..

• Relevance

• Maximise skill sets

• Confidence

• Empowerment

• Responsibility

• Reward & recognition

• Adding value

Career Progression- Further Examples?

Responsibility

Responsibility% Of Reviewers Who Rated Category 5/5

- . Responsibility

“When I was at university I had a massive sense of entitlement; I expected to walk out and straight into a mid to senior-level management position. I pictured myself as a high-flying business woman! But of course it didn’t happen and at first I had a massive chip on my shoulder about it”. AUDITOR, FINANCE TEAM, LEADING INSURANCE WEBSITE

Gap between expectations and reality:

Difference Between the Importance of a factor to New Graduates and the Satisfaction Levels Experienced by Graduate Employees

Responsibility

Responsibility needs to include:

Responsibility

Best Practice:


Responsibility

Best Practice:

• Ownership & Autonomy• High Profile Projects• Early Responsibility• Senior Exposure• External Exposure• Trust• Support• Responsiveness


Ownership & Autonomy

“You have huge responsibility and power over the day to day activities within your branch”. DEPARTMENT MANAGER, FOOD, WAITROSE

“The main positive to working here is the freedom that is given to you. The space that you get to shape your own projects and drive your ideas through is incredible”.FINANCE DEVELOPMENT PROGRAMME, MARS

Responsibility

Best Practice:


Early Responsibility

“I had no idea how quickly I would be given responsibility. Within ten minutes of coming back from graduate training I was heading out to client site to start. It was a great start”. ANALYST, PROJECT MANAGEMENT PRACTICE, PA CONSULTING

“I was managing 16 people within 3 months of joining the business, I can’t think of many other companies who give that level of responsibility so early”. SUPPLY CHAIN, JORDAN’S RIVITA, ASSOCIATED BRITISH FOODS

Responsibility

Best Practice:


Senior Exposure

“I generally interact with the core decision makers within the business such as the Sector Directors, the Executive Board and PLC board. This gives me significant exposure to the core members of the business at an early stage of my career”. STRATEGY ANALYST, CORPORATE DEVELOPMENT, COSTAIN

Responsibility

Best Practice:


Support

“The role gives a lot of responsibility from an early stage, you are expected to work independently and guide your own learning, however there is a strong support network if help is required”. EXECUTIVE MANAGEMENT TRAINEE, HSBC BANK PLC

“The worst thing about the job is the huge amounts of responsibility from the start, even when you don’t have a clue what you’re doing for the first month”. GRADUATE, INTERNATIONAL AIRLINE

Responsibility

Best Practice:

Responsibility- Credo Case Study

Responsibility: The Credo approach14th March 2013

Ref: Responsibility 140313

Credo: Introduction & context

• Mature, small company

• Short, intensive project work

• High client expectations

• High graduate expectations of responsibility

•Strategy

consulting firm, founded

1999

Services

Corporate strategy

Transaction services

Performance improvement

Clients

Blue-chip

Other corporates

Private equitySize & footprint

35 staff (32 consultants)

UK-based, but global reach

Context


TheJobCrowd has outlined key ingredients for providing early responsibility to graduates

We will briefly examine Credo’s approach in

each area

1. Ownership & autonomy

8. High profile projects

2. Early responsibility

3. Trust

4. Support

5. Senior exposure

7. Be responsive

6. External exposure


not

1. Ownership & autonomy

Research

Analysis

Insight

Report

Research

Research

Research

Research

Report

Report

Report

Report

or

Transparency:

– Revenue & pipeline

– Profitability

– Fixed salary scale

– Company-wide shared bonus

– Credo corporate strategy

Clear progression and “route to partnership”

We know where we’re going and feel we’re “all in this together”

Culture of broader business ‘ownership’

Workstreams with end-to-end ownership (not standalone

tasks)


2. Early responsibility

1 3 4 5 6 7 8 9 102 111213141516

Tra

inin

g

Project work

Tra

inin

g

Project work

Weeks

not

Training Project work

Recruitment

Training

Data sourc

esKnowledge mgmt

Social

events

Marketing

Company meetings

Intranet

Website

‘Real’ work from week 2Meaningful internal

responsibilities for associates


3. Trust

‘Get’ things when (clearly) explained

Understand how concepts fit together Work hard when needed

Be proactive

Good quality work, delivered on time

Flag issues so ‘no surprises’

Build on strengths; fill in gaps

Work increasingly efficiently

Find solutions to problems

Be smart

Be professional

Learn quickly

Set high expectations; treat associates as adult professionals and trust them to deliver…


Coach; don’t ‘do it for them’

Regular check-ins

– Every day for junior resources

– Weekly wash-ups & ‘answer’ sessions

4. Support

In-project support

Training

Six-monthly lunches with each

Senior manager advocating for your project allocations & wider development

Quarterly internal training days; some external

Coach & mentor system

Regular feedbac

k

Immediate post-project reviews

Six-monthly performance reviews

…but support and coach them to make the grade


Weekly ‘what’s the answer?’ sessions

Weekly project ‘wash-ups’

Monthly company meetings

Quarterly feedback sessions

Annual Away weekend

5. Senior exposure

Formal Informal

Project work

Corporate

P

A

A

A

A

PA

A P

not

P A A

AA

AA

Significant interaction (both formal and informal) between partners and associates


Target first client exposure in early weeks

– Client meetings

– Direct contact (e.g. calls) with junior/ mid-level clients

Must achieve professional ‘baseline’ first

– Appearance

– Manner

6. External exposure

Increasing client exposure is the goal (once we have a base level of confidence)


7. Be responsive

Six-monthly promotion opportunities

– Requires robust review process

High performers move very quickly up the firm

Upwards evaluatio

n

What is/ isn’t working in this project?

How can we solve these issues?

Associates feed back on manager performance

Weekly wash-ups

Quarterly Partner

feedback sessions

How can we improve the firm more broadly?

Are past improvement initiatives working? If not, why not?

Listen to associates and respond promptly and genuinely to their

concerns

Promote quickly when deserved

Responsibility- Further Examples?

Training & Support

- . Training & SupportTop and Bottom Companies (within Top 100)

For Training & Support

LOWEST RATED COMPANY IN TRAINING & SUPPORT

Training & Support needs to include:

Training & Support

Best Practice:


Training & Support

Best Practice:

• Focus on the Individual• High Quality Courses• Investment in Training• Management Support• Regular & Continued Training• Training from Day One• Wide Range

• Buddy System• Feedback Culture• Mentoring• Support For Study• Whole Company Availability

Training

Support


Management Support

“Training can fall by the way-side as the work load increases”. ANALYST, PUBLIC SECTOR EMPLOYER

Training & Support

Best Practice:


Mentoring

“I have been given a mentor who sits on the Board and I do not believe I would get this one to one training in any other company”. COMPANY SECRETARIAT GRADUATE, BARRATT DEVELOPMENTS

Training & Support

Best Practice:


Buddy System

“You are assigned a graduate buddy that will have been through the same experience as you a year before. This is an invaluable resource and the business will also pay for a meal every quarter for you and your buddy”. GRADUATE FINANCE PROJECTS OFFICER, THE CO-OPERATIVE

Training & Support

Best Practice:


Feedback

“The feedback is fantastic. It takes you by surprise at first, but Newton’s feedback system facilitates progression and personal improvement. I’ve not worked for another company who have been anywhere close at getting this right - it makes a huge difference”. CONSULTANT, NEWTON EUROPE

Training & Support

Best Practice:

Training & Support- Microsoft Case Study

MACH Mission & Value Prop Mission: To contribute to the pipeline of future key talent by providing a recognized brand to attract and retain university talent and structured programming to build skills, assimilate into the workplace and MSFT, and create a lasting network of peers and colleagues.

Start Strong: Build a foundation for how Microsoft works, build core skills to deliver results and strengthen your ability to work effectively with others to increase your impact.

Build your Network:Connect to a global community of over 3,000 peers in over 60 countries. Learn from the brightest in the industry and build diverse relationships to navigate successfully within Microsoft.

Drive Your Career:Maximize the unique experiences, connections and resources available to grow your career. Gain exposure to leaders committed to your growth and long term career.

Value Proposition

Right Content, Right Skills & Right Time

TO

Skill Up 1-7 months

Deliver results quickly and work effectively with others through knowledge and skill building

Alumni Experience

Execute and excel in role and grow your career and network at Microsoft

Start StrongFirst 30 Days

Build the right work habits from day one to accelerate your time to productivity

Accelerate Results8-12 months

Demonstrate your knowledge and build cross-profession skills to drive impact in your business

Increase Impact12 + Months

Drive your performance and impact by being your best self; managing perceptions leading and influencing at any level

MGC@MGX At a Glance

MACH Live Launch!

Training & Support- Further Examples?

[email protected]

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