In terms of industry consultation within the governance structure, SAE has a defined procedure for engaging and responding to industry experts. Further, the terms of reference for governance clearly define the role of industry expertise in the development and continuous improvement of curriculum.
In terms of curriculum delivery, SAE has a defined Project Based Learning template that is used to guide the interaction of industry with student projects.
At an Institutional level, the Directorate of Academic & Student Services, under the leadership of the Dean is responsible for these initiatives.
At Griffith, industry engagement opportunities (for example, WIL, internships and careers education) are available and accessible to all students
https://www.griffith.edu.au/employability
The responsibility for industry engagement for learning and teaching is shared across multiple portfolios. The DVC-Engagement has employed an Academic Director of Industry Partnerships, who works with high value super clients across research, teaching and engagement portfolios. The bulk of industry engagement for learning and teaching, however, occurs inside the Groups. In the case of professionally accredited programs, relationships with professional and industry partners are well-established (e.g., QLD Health with the Health Group). Different organisational areas maintain their own databases of WIL contacts (often at School level, but sometimes at Group level). In order to strengthen industry engagement as a central underpinning to the success of graduate employability initiatives, and to learning and teaching more broadly, Griffith is working towards the strengthening the development of industry engagement capacity both centrally and inside elements.
Griffith has a WIL policy, which outlines: a rationale for WIL; characteristics of Griffith WIL experiences; and principles for partner selection: https://policies.griffith.edu.au/pdf/Work%20Integrated%20Learning%20at%20Griffith.pdf)
At Griffith, WIL practice is mature in programs and disciplines where placements are a compulsory requirement for professional accreditation (e.g., teacher education, across the health disciplines). However, to ensure the on-going enhancement of WIL at Griffith, recommendations include:
1. integrate WIL into the university employability framework, and provide support and resources for WIL curriculum development, including recommended models of WIL across the student lifecycle, and pre / post WIL learning experiences, a multi-tiered systems of support for specific student subgroups who require additional development and support to make the most of WIL, and assessment and evaluation of WIL.
2. engage in multi-disciplinary WIL experiences (e.g., partnered projects, service learning).
3. Foster cross-school and university communication and sharing of opportunities by making WIL curriculum maps and WIL contacts across the university accessible to WIL and Engagement staff.
4. Connect WIL staff with one another across the university for professional learning and knowledge sharing.
5. Continue to encourage scholarly practice, forward-thinking and innovation in WIL at Griffith, with an emphasis on scalability of WIL, models that are applicable to online-only students, and models that embrace the 21st century world of work.
6. In line with Griffith's commitment to WIL as a high priority for graduate employability, review staff reward and recognition, and affirm career pathways for WIL academics.
Relationships with the industry are the responsibility of the Industry Engagement Discipline, with the Head of Industry Engagement being the senior lead. 19 FTE staff
Relationships are maintained across the tourism and hospitality sector with each campus managing accounts across states. The Industry Engagement Discipline have a strategic approach to engaging with the industry, sourcing a diverse range of opportunities for students to apply for their WIL placements. Relationships range from 5* hotels, nationally and internationally to smaller boutique properties. Multiple connections with restaurants including hatted properties. Connections within events and tourism agencies. A national CRM system is used to manage relationships. Partner organisations offer support in a variety of ways including WIL placement opportunities', mentoring, guest speaking, contribution to assessment marking eg observing presentations, industry review panels for units.
Relationships are developed and enhanced via 1:1 meetings, hosting events eg golf days or appreciation lunches for 100+ industry partners. These opportunities are used to develop industry understanding of the needs of students in regards to WIL or careers education and seek their contribution to enhance our strategies/units
In addition to sourcing WIL placements, the Industry Engagement Discipline also organise:
Career Fairs employers/industry partners attend events every semester to support employability and WIL opportunities to all students, including graduates. These fairs are accessible by all students, regardless of their program of study and stage of the program they are in. These events are also available to alumni.
Industry Guest Speakers - available to 1st year students to provide opportunity to meet and network with the industry to discuss career paths and the advantages of WIL placements (Alumni and Industry Engagement teams)
The industry Engagement team and Alumni Development liaise actively with industry to also create ongoing opportunities for alumni
The Learning and Teaching Policy is the central policy by which all SAE curriculum is designed and delivered. This policy clearly outlines the employability agenda of the Institute. This policy is under the purview of the SAE Academic Board.
SAE's Academic Governance framework is supported in operation by the Directorate of Academic and Student Services, under the leadership of the Dean.
It is not possible to provide specific time allocations or job descriptions specifically for employability as it is embedded in the duties of most of the employees of the Institute.
Victoria University (VU) has a reputation as a strongly engaged institution. It has a long and rich tradition of interconnectedness and engagement, particularly with the communities of Melbourne's west.The University's current Vision and Mission inherently incorporate engagement as a necessary condition to their achievement. However, in today's VU, the pattern of this engagement has arguably been characterised by separate silos of activity that relate to the priorities of different parts of the University, rather than being unified as part of a broader whole. It may well have produced positive outcomes, but not in a way that purposefully seeks to support the overall mission of the University and has maximize the potential benefits and opportunities that exist for a university in local, regional and globalised contexts of the 21st Century to an institution in Melbourne's west. This is not stated as a criticism; areas have been seeking to undertake their own work in a way that conforms to broader University goals, but without specific leadership and planning around the engagement function.
The formation of a separate office of Engagement and Government Relations (within the Portfolio of the Vice-President ( Engagement, International & Marketing) gives an opportunity to embrace a more purposeful, impactful and structured approach to aligning the various strands of engagement to efficiently achieve broader strategic, as well as tactical, goals.
Supporting document:
VU AS AN ECOLOGICAL UNIVERSITY: A CONCEPTUAL FRAMEWORK FOR ENGAGEMENT - DRAFT DISCUSSION PAPER
Across ACAP, different disciplines approach industry and stakeholders in different ways due to varying professional accreditation requirements.
Industry engagement is focused on placement opportunities and provision of career information. Careers opportunities, e.g. information sessions, are made available to all students. Faculty are selected with professional practitioner experience considered as a significant criterion for teaching purposes.
In terms of an institutional approach, this is an emerging area. A large-scale institutional project, Service Excellence, is focused on providing a transparent and coordinated approach to the identification and management of opportunities for a better student experience and improved graduate outcomes, as well as research collaboration opportunities. The Service Excellence program will enable professional services to be more effective, innovative and responsible in support of our core teaching and learning, research and research training, and international activities. This will be enabled by the establishment of a Customer Relationship Management (CRM) framework that supports students, maps interactions with external bodies, and raises ECU's reputation with business and industry partners. The CRM framework includes the recent implementation of Salesforce, a globally recognised CRM system that supports the capture, management and use of information about the University's relationship in order to make real-time, informed decisions regarding present or future engagement. Salesforce will be the central source for information about, and interactions with, ECU's industry partners. Further, ECU will adopt account management techniques, through the Strategic Relationships Management team, and take a whole of University approach to engagement with industry partners for teaching, learning and research purposes, rather than a discipline-specific approach.
The Student Transitions and Employability team provides support to industry employers through promotion of the employer's brand and employment opportunities to ECU students for internships through to full time graduate employment. Career and Employability Advisers work with the Schools engaging with industry and employers for WIL activities, networking projects and career fairs. These activities are accessible for all students, recorded and available on CareerHub.
The Salesforce system records and manages information for ECU's industry partners, including WIL, placement and employment opportunities. As Salesforce also manages student information, ECU staff will have greater visibility of this information and can directly link students to these industry opportunities, enabling an improved experience and outcome for both staff and students.
The senior lead for industry is Professor Cobie Rudd, Deputy Vice-Chancellor (Strategic Partnerships). Support, including account management, is provided by the Strategic Relationships Management team which comprises five staff members.
The senior lead for students is Professor Angela Hill, Pro Vice-Chancellor (Education). Support is provided by the Student Transition and Employability team in the Directorate of Student Life.
Yes, particularly as it relates to employers engaged with WIL Placements (Industry Training) but a more structured approach would benefit other stakeholders (i.e. alumni) and activities (i.e. subject level employability activities).
ICMS has an extensive employer / industry database with over 1200 industry partners that have engaged a student for their WIL Placement (Industry Training). An Industry Training handbook is available to all employers. Industry Training progress visits by WIL staff (undertaken with employers at the halfway point of a student placement) allows face to face contact with employers. On-going contact with employers is also consistently maintained via phone, email and industry functions held on and off-campus. Leading industry partners are also involved in the ICMS scholarship program and promoted via marketing collateral.
Employers also contribute on the subject level in a number of ways including in-class presentations and hosting industry site visits. Such activities are on-going with employer approaches occurring on an ad-hoc basis depending upon the faculty teaching staff involved. A number of faculty staff are also members of key industry bodies and such relationships are managed individually depending upon the staff involved.
Plans to define 'Employability' at ICMS will assist to facilitate more consistent approaches to the stakeholders (i.e. employers) involved in these broader employability activities (i.e. in-class presentations).
The 2019/2020 business plan will also include the launch of a strategic approach to the ICMS alumni network, with a view to further leveraging alumni for greater involvement in employability activities.
Across SAE, different disciplines approach industry and stakeholders in different ways due to varying professional accreditation requirements. Industry engagement is focused on placement opportunities and provision of career information. Careers opportunities, e.g. information sessions, are made available to all students. Faculty are selected with professional practitioner experience considered as a significant criterion for teaching purposes.
Careers & Employability team liaise with employers seeking part-time, full-time or graduates, via CareerHub. Permanent allocation of 1 FTE plus temporary allocation of 3.6 FTE. No dedicated industry liaison roles.
The VP (Engagement) through the Director of Partnerships and Manager of Partnerships play lead roles on engaging with community partners for research, employment, sponsorship and WIL/Placement opportunities. See ESE case study below.
Live Ideas is a centralised platform for internship/placement, project, research opportunities and is used for co-curricular projects and directly linked to 16 units. Most Schools maintain separate MySCU sites and listings on SONIA where they advertise School specific placements and jobs. Within each School, academics and professional staff also nurture and develop relationships with industry internship providers and graduate employers. This is important because Schools have personalised links with their students, one of the most important factors in helping their students connect with appropriate learning opportunities.
Many relationships are School-based, e.g.:
SBaT: Maintain relationships with internship providers plus organisations who wish to offer internships. Use a standardised Factsheet, standard enquiry reply template, standard requirements for internship advertisement, confirmation of placement, Student evaluation form and Certificate of Appreciation.
SASS: Has standard processes for placement units.
Occupational Therapy/Allied Health:
* Maintain industry relationships through WIL, with many of them having an agenda and pathway for employability of graduates.
*Health Promotion and primary health care unit – inter-professional with Podiatry, SP and OT where potential employers are present at a student conference with trade stalls– offer exposure and marketing to potential graduates. All students from Allied Health (OT, SP and Pod) are expected to attend Health Promotion conference.
* Discuss curriculum with Course Advisory committee to ensure work-ready graduates. Make changes to course according to feedback of our graduates from potential employers/committee members.
School of Education: WIL as practicum experiences in schools require a consistent approach and are structured formally through specific units. The lead in this WIL is the Director of Professional Experience.
ESE & Engagement case study: An example of Engagement facilitation is the Environmental Science and Engineering School's attempt to renew the spatial science curriculum with the assistance of special science professionals in the local area and NSW. Approximately one-third of all professional positions in environmental science require skills geographic information systems (GIS). Teaching staff worked with a local group, North Coast Spatial Information Group (NCSIG), to review the curriculum of three spatial science units. NCSIG participated in a focus group discussion at one of their regular meetings. They then participated in a survey to indicate the level of importance they placed on individual learning outcomes within the three units. Rather than having a single point of contact NCSIG have continued to provide input into the curriculum. In 2017, SCU staff presented the changes that they have made to the curriculum for discussion. In 2018, SCU staff will present student projects to the group to showcase the achievements of the students. A member of the teaching team has completed a short internship with two organisations (Academic WIL) to improve the authenticity of assessment and the students' experience in the classroom.
At Swinburne different areas manage industry partner relationships as noted below.
Student Engagement
The Engagement Division portfolio includes alumni, government, multicultural and indigenous relations, management of multi-faceted partnerships, and engagement with organisations who wish to work with our students, or draw on Swinburne expertise for their own staff development.
The Professional Placements team within the Engagement division is responsible for the delivery of high quality industry placement programs for students. Managers within the Professional Placements team act as ambassadors for the University, initiating, securing and developing Work Integrated Learning (WIL) relationships in collaboration with faculties, centres and corporate services areas. A centralised Professional Placement CRM is utilised to manage industry partner relationships.
Site visits are undertaken for all new industry partners to ensure the placement is appropriate for the program as well as a safe environment for students. All industry partners use the standard Position Description template which is reviewed by Managers and WIL Coordinators (Academic). Once an Industry Partner has offered a placement to a student then a confirmation form is provided to the Professional Placement team. When students are on a placement or internship, a nominated Academic Supervisor conducts a site visit and communicates online with students for assessments. Professional Placement Managers check-in with industry partners in the initial stages of placement. The Professional Placement Portfolio Managers are in constant contact with WIL Coordinators (Academic) to ensure the program provides the best opportunities and experience to all students. The students have access to opportunities as noted under response to 1.8.
Industry Partners are regularly invited to campus. Examples of events include the professional degree networking event and information sessions. Industry Partners are aware that all students must pass a Career Start online module (preparation for placement) which includes a resume, cover letter, interview skills and general workplace expectations. This module is run by Careers and Employability with the support of the Placements team.
Overarching industry engagement
The Careers and Employability teams tailor strategies to deliver on-campus or online campaigns unique to each Employer's needs and the preferences of their target student cohort. The team collaborates internally with the Engagement Departments, Faculty and PAVE representatives, and externally with Professional bodies and associations to drive and share industry insight, connect employers to relevant departments including Professional Placements and inform our educative practise around employer expectations of employability.
Key events
Recognising the changing nature of work, a focus on the lifelong pursuit of developing employability, along with the dual sector offerings of the University, these two key programs evolved:
* Graduate Employability Week
Penultimate to final year students, all disciplines, all qualification levels
* Student Employability Conference
First to Penultimate year students, all disciplines, all qualification levels
Both programs are a cross-departmental collaborative effort (Collaboration and Partnerships, Professional Placements, Advancement, Alumni, Faculty and PAVE representatives) in designing the events and approaching industry experts. Program outcomes aligned to the Australian Blueprint for Career Development, measured the learnings taken direct form industry and have included a positive impact on the participants' confidence and employability preparedness and for some participants, securing employment as a direct result of attending.
At present the responsibility of working with employers/industry/ and stakeholders to support employability is dispersed among different groups; WIL staff, academic staff, Careers Service in Student Engagement. There is currently no overarching framework to link these together to share information and leverage off existing relationships & contacts (e.g. Development Office, HDR, WIL, Careers, Academic industry relationships, etc). The current Student Services and Engagement model focuses on Wellbeing, Learning and Employability. There is a renewed focus in the USC Student Engagement Approach around considering the individuality of each student and a proactive support model is being delivered by teams across Student Services and Engagement.
The Academic Board resolution AB06/11 requires each faculty to establish a separate academic advisory committee for each major area of teaching and research focus in the faculty for the purpose of seeking independent, expert strategic advice on the University's academic programs and increase advocacy with industry and the community. This is not implemented consistently as yet across the two Faculties or eight Schools.
* Are these opportunities accessible for all students?
It is currently not equitable for all students. For example, some placement work is embedded in programs and in other cases students need to source their own WIL experiences/projects. Engagement with industry across the two faculties varies. Support is provided by central professional staff to source potential WIL opportunities and in some cases relies on the academics making the connections at an individual level.
For example, within the Faculty of Arts, Business and Law there is a centralised group of professional staff who support the work of academics in the four Schools within the Faculty. This group of staff is instrumental in ensuring that information about potential WIL opportunities (or an enquiry from a potential host organisation) is distributed amongst the disciplines which are likely to be able to engage with that organisation in the future. As our formal WIL activities must align with the dates of a particular study session and also with a student being enrolled in a WIL course, where an enquiry (or the identified needs of the external organisation) does not align appropriately with the dates of a study period and/or an appropriate course offering, we will then provide the external organisation with details of USC's WES (Work Experience Scheme). The WES framework has been designed to provide opportunities for students to undertake work tasks that relate to their program of study and gain some valuable industry experience without being enrolled in a course and therefore without needing to work for a defined number of hours in the workplace. WES is a particularly useful option for students who, for a variety of reasons, may not be able to commit to the requirements of a WIL course (or may not meet the eligibility requirements for entry to a particular WIL course).
For example, a WIL course may require that a student commit to working one day per week throughout the semester and this may prove difficult for students who are studying full-time and working longer than average part-time hours. However, a student may choose to undertake a WES placement as full-time work for just one week during the mid-semester break which can be a more manageable option for them.
* Who is the senior lead for this work at an institutional level and how many staff are allocated to this area in total across the institution?
The DVC (A) and the PVC (Students) are the senior leads for this work at an institutional level. See 2.1a
Staff are not currently allocated however all Schools and central units are held accountable as embedding employability is a whole of University responsibility. USC will be taking a coordinated approach as of 2019 to support student employability and work integrated learning at USC. The 2019-2022 Employability Strategy allocates responsibilities across the following functional areas: Strategy & Leadership, Information & Systems, Student Support, Learning & Teaching, Curriculum Quality. The Employability Strategy Enabling Plan consists of an integrated suite of human and financial resources dedicated to improving student employability. The elements of the plan are listed and described in the table on page 9 in 1.1.a.
Evidence:
See 1.7c
See 1.1a (Pages 7 & 9)
Partnerships with industry and community organisations are fundamental to providing quality WIL experiences for students. Curtin University is committed to working closely with external partners to ensure graduates are equipped with the skills and knowledge required for a sustainable and productive Australian economy. Moreover, students value networking opportunities with industry and community personnel as it provides exposure to workplace dynamics and raises awareness around career aspirations. External partners are essential for providing workplace supervision and feedback to students on their performance. Industry-based mentors and role models are highly regarded by students.
There are several approaches in the institution's stakeholder engagement imperatives. Engagement has a research and development focus, executive professional development focus, and partnerships around providing work-based experiences for students. While there is some collaboration around these portfolios, there is however a disconnect and inability to leverage from the partnerships to potentially broaden and deepen relationships. Staff involved in nurturing partnerships at a school level have little connection with institutional staff working on building relationships.
* Are these opportunities accessible for all students?
While the majority of students benefit from industry engagement, it is not distributed consistently across the institution. The lack of an operational institutional framework for engaging with industry /community impacts on the ability and propensity of staff to facilitate external stakeholder engagement for students.
* Who is the senior lead for this work at an institutional level and how many staff are allocated to this area in total across the institution?
Within the DVC Academic portfolio there is a Director, Learning partnerships which focuses more corporate partnerships rather than partnerships to support students' employability development. While this position has only been in place since March 2018, there is an intention to develop closer links with Faculties. Some Schools have employed Partnership/Placement Coordinators, these staff are essentially tasked with sourcing partners specifically to provide student placements. A staff member in Curtin Learning and Teaching promotes and builds extensive partnerships with industry and community and performs the role of a liaison person between industry partners and the university, connecting the relevant faculty or school to the partner. However, this role is not formally recognised. While many staff pursue partnerships, it is not formally built into their role and is in addition to other responsibilities.
On a national level, Curtin University staff are involved in the development and enactment of The National WIL Strategy which is premised on establishing partnerships with industry to provide authentic learning experiences for students, culminating in work-ready graduates. Staff of the University continue to inform approaches to drive the National WIL Strategy through collaborative efforts across Australia.
As each programme is quite different there is not a consistent approach but the university programme qualification review procedures must all include stakeholder engagement and the CUAP process include stakeholder engagement. Accredited programmes like Vet, Nursing and Engineering have their own specific requirements for working with employers/industry and stakeholders.
Community and industry engagement happens mainly at college/programme level and there are also community engagement roles specific to each campus.
Several University portfolios (and individuals) engage with employers/industry: Corporate Engagement and Advancement, PACE the Career and Employment Service and Faculties (e.g. through Industry Advisory Boards). However, not all areas or their engagement with industry are coordinated; nor are they solely focussed on supporting employability. A significant amount of industry interaction is still siloed and/or happens independent of the other areas e.g. via relationships between individual academics and industry in relation to course content, opportunities, and accreditation.
Our ability to have a more coordinated approach to industry engagement is further inhibited by our current systems. Most teams currently use different software and technology solutions to store industry contact information, communication with industry and engagement activities. However, Macquarie is moving towards full implementation of SalesForce a Customer Relationship Management (CRM) system. Once implemented, all external partner-facing activities across portfolios will be much more consistent and transparent, and this will definitely enhance our capability for greater institutional coordination.
Corporate Engagement and Advancement (CEA)
The Deputy Vice-Chancellor (Corporate Engagement and Advancement) is responsible for the University's brand and reputation, media and communications, domestic undergraduate recruitment, alumni relations and philanthropy, the University's engagement with corporate partners, the Macquarie University Incubator and Events and Domestic Protocol. This portfolio has been set up to help align and streamline industry engagement, with a focus on large corporates. The Corporate Engagement unit of the portfolio is led by an Executive Director and has a hub-spoke structure. In relation to Employability activities, the Corporate Engagement and Advancement portfolio have actively supported and enabled enhanced collaboration between student-facing/support units: e.g. PACE and Careers (see below), and their engagements with industry.
PACE: Cooperative Education Program (Co-op) and Internships
The Co-op and Internships team form part of the PACE program and have proactively worked with the Corporate Engagement and Advancement team in the student internship opportunities pipeline process (an excel spreadsheet that also includes direct enquires via our PACE email). For example, recently the Corporate Engagement and Advancement team provided the Co-op and Internships teams with contacts at a number of high-profile corporates. Through these leads, it is likely that the University will secure commitment for Actuarial Studies and Accounting Co-ops for 2019 and beyond. While the internship pipeline is not currently supported by a high-tech solution, it does enable inter-portfolio collaboration and relationship building; the intention is to upgrade the technology solution for the pipeline via implementation of Salesforce CRM in 2018-19.
Career and Employment Service
Industry focused events are held as part of Careers Week, that runs twice a year. The events are coordinated by the Career and Employment Service who engage and host corporate partners at the events which are publicised to all students. In addition, Faculty specific sessions feature focus sessions: e.g. STEM day, Law networking night, Volunteer and Not for Profit day for students in those cohorts to attend. Further, a Tapping into Macquarie Talent event is held in November each year targeting employers and showcasing some of our best and brightest students.
There is no consistent approach used across the university or visibility across the different approaches. Any visibility between teams often relies on relationships and conversations between different staff and areas working with employers and industry. However, certain teams do take a consistent approach within their operational area.
WIL Team Approach
Over the last 3 years the WIL Team have attempted to provide a consistent approach, provision of information, and processes for WIL industry partners. Across 3 Schools (B&G, Arts and Law) we now have an (almost) integrated system for all placements and industry projects with a common, shared database of industry partners. This has allowed us to advance WIL opportunities in businesses across more than one discipline in an integrated way.
Example is an aviation company who initially hosted a communication student for a work placement, but have subsequently taken work placement students in HR, accounting, management and business analysis, and have provided industry projects to students in international business and economics.
We have built a student placement / project management system that uses data from our students system to make opportunities accessible to all the students who are eligible for the relevant placements and projects in their discipline. The system also allows the relevant business to view student applications and select their preferred candidate for work placements
Careers Service Approach
The Careers Service manage an online platform called CareerConnect (CareerHub) which allows employers and industry to create a profile and share opportunities with students. This platform is accessible to all current students and graduates. The Careers Service also maintain a wider industry and alumni network who support their various activities.
Overall, there is no explicitly dedicated role overseeing this work, aside from the Work Integrated Learning Manager and Careers Service Manager and their teams.
UNSW Careers and Employment, PVC(Education)
* Employer Liaison role: This role is the key contact for graduate and internship recruitment and organises the employer events targeting students on campus including 2 annual careers expos, on-campus employer presentations, International Students Careers Week, the Employer Breakfast, Employer Survey and the Investment Banking and Consulting Evening (IBCE). These events are accessible to all students (accept the IBCE which is by application). This role generates and fosters relationships with employers (over 2,400 in 2017) and works with employers to map out employer engagement and relevant programs each year.
* Careers Consultants in the team also have relationships with employers and alumni through organising panels for students, workplace experiences, and programs for students that they run.
WIL Central, PVC(Education)
* A business case is currently in to establish a WIL Central team with 4 staff within the office of the Pro Vice-Chancellor (Education) who will play a crucial role in operationalising the WIL Procedure developed by the PVC (Education) that is currently under review. Further, WIL Central will provide ongoing University-wide governance to standardise and, where required, provide support for the optimal design and delivery of WIL at UNSW; engage with external industry, regulatory and government agencies; and design and implement ongoing University-wide WIL quality improvement strategies. WIL Central will support faculties in providing WIL and enable all students to have access to WIL opportunities.
WIL teams (faculty-based)
UNSW faculties have staff dedicated to WIL working within the faculty with local relationships. See point 1.8
Industry engagement working group
*This group includes representation from all faculties/divisions/units that engage with industry about WIL opportunities. The central purposes of this group are to:
o Share and leverage our industry engagement experience
o Establish some consistent messages to start speaking as one university
o Create visibility of the industry relationships across the university to identify overlaps/gaps, strengths/weaknesses, etc.
o Begin to formulate some shared industry engagement goals for 2018 and beyond
Founders Program
UNSW Founders Program is an initiative of the UNSW Entrepreneurship team in the Division of Enterprise. It comprises 10 interlinked programs that support students, research staff and alumni to develop, launch and grow high impact startups. The program also offers entrepreneurial skill building in design thinking, team building, pitch presentation and prototyping. In 2018, the team have supported over 200 startups and over 9000 participants through skill building program. Employer relationships are managed at the local level and it is accessible to all students.
Examples and/or numbers of key industry relationships.
Key industry relationships include relationships with;
*Commercial accelerators and incubators (such as muru-d, BlueChilli, Fishburners, Cicada Innovations, H2 Ventures);
* Venture Capital (such as Blackbird Ventures, Airtree Ventures, Right Click Capital, Square Peg Capital)
* Professional Services (such as McKinsey, KPMG, Herbert Smith Freehills, Squire Patton Boggs)
UQ is a large university with many stakeholders to consider when engaging with industry, and as such there is no official senior lead for industry engagement at an institutional level. However from a practical perspective, the Director, Student Employability, is the unofficial lead on engagement with industry for employability, with the Student Employability Centre fielding general enquiries.
UQ works with employers, industry, and stakeholders in variety of ways across the institution with most of the work in this area being managed at a local level within Faculties or Schools - often by Faculty employability teams or by Alumni and Advancement teams.
From a practical perspective the engagement with industry takes many forms across the university, including guest lecturing, research collaborations, provision of case studies, networking opportunities, work integrated learning collaboration, and Industry Advisory boards. Engagement with industry is not consistent across the institution, and there is sometimes also variation within Faculties and Schools. It is likely that an outcome of the Program Architecture Review will be that Industry Advisory Boards be established consistently at Faculty or School level.
The central Careers team within Student Employability Centre engages with industry to provide opportunities for students to connect with employers on a regular basis. They arrange the UQ Careers Fair, Volunteering Expo and Employer presentations on campus. They also source industry representatives for lectures, panels and other fora on campus. These opportunities are available for all students across all disciplines.
UQ does not currently have any staff dedicated specifically to relationship management for the purpose of employability development. Many staff engage in this work as a smaller part of larger roles in Work Integrated Learning, Career Development Learning, Alumni engagement, and course coordination and administration.
In early October 2018 a UQ collaboration with industry was awarded the winner of the Australian Collaborative Education Network (ACEN) Local Hero Award recognising the Wildlife preservation Society of Queensland's contribution to work integrated learning in Environmental Management beyond the expectations of the size of their organisation http://acen.edu.au/2018-acen-award-finalists/
This is just one example of the engagements with industry that foster student employability development.
The embedded model will provide consistency in this regard as Faculty based Career Development Advisers will be charged with linking with discipline specific clubs and societies to connect with relevant industry partners. This will facilitate a line of sight across Faculties, coordinated by the Student Employability Centre, that will provide greater transparency and understanding of systemic industry engagement.
Furthermore, recent implementation of a placement management system to track and manage all student placement activities will assist in recording and reporting industry connections across UQ.
This is something that needs addressing, perhaps through a formal Community of Practice which brings together those working in industry engagement roles, for example. Many of these relationships are managed at the local level. That said, a number of relationships are coordinated centrally through the Careers Team (and our Industry Engagement Officer who connects employers and industry with relevant areas.) Student Leadership, Career Development and Employment Team activities including; UTAS webpage, Career Peers/Careers Professionals/Career Educators, VCLP, CareerConnect and IPrep
No, there is not one single place and approach for engaging with employers and industry. We currently rely on goodwill between Careers and Schools to share stakeholder information and build relationships. The Careers service has a Business Partnership Facilitator and Employer Liaison Coordinator which both engage with employers and industry on student employment, careers education and expos/conferences. Schools have Engagement Officers which work similarly on the engagement of industry partners.
Opportunities for students are dependent mostly on embedded WIL in curriculum (Schools), with a range of extra-curricula opportunities managed through Careers and made available widely through CareerHub. Further work is planned with the data provisioning of CareerHub and an increased focus on the use of CareerHub for all employment and employment-like opportunities, to improve consistency.
Within the schools there are many examples of ongoing and evolving relationships with local employer and community groups such as the partnership between the School of Music and the Penrith Symphony Orchestra, the collaborations between the School of Law, the Parramatta Community Justice Clinic and a number of local law firms and the School of Medical Science and the Forensic and Analytical Science Service. Where these are placements or work experience opportunities arising, a placement agreement is developed to identify the roles and responsibilities of the University and the placement organisation in relation to a student's placement experience. There are international relationships for example the collaboration between the School of Podiatry and the Irish NHS which supports the WSU placement of students in the High Risk Foot service in Galway.
Relationships with industry occur across the university for varying purposes, however, they are not centrally or consistently managed. There is evidence of relationships:
* Employer relationships maintained through faculty at a course examiner level
* Employer relationships maintained through faculty an placement level and recorded through InPlace
* Employer relationships maintained through Careers & Employability team and recorded through CareerHub/Access
* Evidence of relationships with industry for program design and accreditation
* Government funded internships for PhD students APR Internship; A/P Linda Galligan (HoS ACES) is the APR Internship liaison. APR Internships are government funded and incorporated in a framework managed through AMSI (Australian Mathematical Sciences Institute) - https://highered.amsi.org.au.
In 2019, the RGS will be more intrinsically involved: 1 x FTE HDR Industry Coordinator (position title and description yet to be finalised)
No; there is no consistent approach because there is no central protocol for university staff to interact or engage with industry. Similarly, industry approaches university through numerous ways. The reason that industry is contacted is dependent on the business unit and individual staff member.
Industry approach the University via Alumni, Business Development, Student Guild, Careers Centre, placement officers, CEED, McCusker Centre for Citizenship, and also through academics. In addition, the university is also being contacted through a page on the UWA website (Business and industry) that allows industry to contact the appropriate faculty or be pointed towards the right direction.
Students have access to these opportunities by expressing interest in one of the WIL units across the faculties. Students become eligible for these units by having met the required Weighted Average Mark (WAM), having completed a certain number of course credits and being able to undertake the unit in their course schedule. Some opportunities are limited to certain programs, for example CEED.
Most of the opportunities are presented to all students however some opportunities have a preference on students who have a higher score or are Higher Degree by Research (HDR) students such as CEED.
At an institutional level, the industry engagement team is responsible for building relationships with industry which are then funnelled to WIL teams. On a case by case basis, WIL placement officers engage with industry to find suitable work placements for students. From 2019, CCIWA will be taking on some of these responsibilities.
Currently there is an approximate of 20 staff being allocated for WIL placements across the institution. As for embedded WIL activities this is the responsibility of the unit coordinators.