Dedicated, permanent positions in the Directorate of Student Life, in the Student Transitions and Employability Team include:
(HEW = Higher Education Worker level)
In addition to the Student Transitions and Employability Team, who are dedicated resources for employability; there is a group of 8 FTE Senior Learning Designers, 2 Academic Developers, 1 Advisor, Student Success Strategy and 21 Learning Advisors, who are dedicated to embedding good practice (including employability) into the curriculum.
These are permanent positions.
As articulated in 11 2.1, responsibility for fostering graduate employability is shared between different portfolios and areas of the university, and across multiple policies and strategies. The Employability Committee has been created to provide advice and recommendations to the University Learning and Teaching Committee on the development of a strategy to deliver a unified, scalable and sustainable employability framework. The Employability Sub-committee of the Learning and Teaching Committee has representative membership drawn from across the university, across the DVC portfolios (such as the Griffith Graduate Research School). Its function is to make recommendations to Academic Committee and the University Executive Group, with respect to the University's Employability Strategy. Its remit includes identifying relevant strategies, indicators and measures of success for implementing the strategy. Employability committee membership is a two-year appointment, with the most recent terms occurring from 1 January 2017 to 31 December 2018.
The members of the Employability Committee are:
a) the Chairperson of the Committee who shall be the Deputy Director (Teaching and Curriculum Transformation) (ex officio);
b) the Dean (Learning and Teaching) or Deputy Dean (Learning & Teaching) from each Academic Group (ex officio);
c) four academic staff members of the University, appointed by the Group Pro Vice Chancellors from among the academic staff of the University. One member shall be from each Group;
d) Dean (Learning Futures) (ex officio);
e) Dean (Learning and Student Outcomes) (ex officio);
f) Director, Griffith International (ex officio);
g) Director, Griffith Graduate Research School (ex officio); h) Director, Student Success Unit (ex officio);
h) Manager, Careers and Employment, Student Success Unit (ex officio);
i) Deputy Director, Development and Alumni (ex officio);
j) Director, Library and Learning Services (ex officio);
k) up to two members of staff appointed by the Chair with specialist expertise in employability;
l) Director, Griffith Enterprise (ex officio);
m) Professor of Entrepreneurship, Griffith Business School (ex officio).
The development of an Employability Action Plan for the university will provide an opportunity to review the governance structures associated with graduate employability, to further optimise their efficacy and representativeness. Depending upon the recommendations adopted, one or more working groups under the Employability Committee may be established, in order to achieve priority project outcomes (e.g., a Work Integrated Learning working party to develop a WIL framework).
Yes, the dedicated WIL Office leads employability with various positions and areas across the institution supporting employability activities.
The WIL Office has seven permanent positions including the WIL Manager (1), WIL Placement Facilitators (4), WIL Assessment Facilitator (1) and an Administrator (1). The WIL Office works with student cohorts across all programs to prepare students for and secure WIL Placements (Industry Training); which is compulsory in all UG and PG programs (nine-month UG placements and six-month PG placements).
The WIL Office is supported by the broader Academic / Registrar governance structures (i.e. moderation process, board of examiners) to ensure course progression and completion of the academic subjects (which make up the WIL Placements).
The Program Managers and Faculty teaching staff action employability activities via the use of industry speakers, industry site visits, industry case studies and industry inspired lecturers that present across all course levels. A number of subjects also have a practical / work focus by their very nature (i.e. hospitality students will learn in our Grand Dining Room and events students will plan and deliver on-campus functions). The WIL Office provides industry contacts to facilitate such program / subject level initiatives. A number of faculty staff are also members of key industry bodies and such relationships are managed individually depending upon the staff involved.
The WIL Office receives feedback from Program Managers on students and provides feedback to the Program Managers and Faculty Management from industry to inform course development.
Additionally, WIL related activities (i.e. volunteer, part-time job and project opportunities) are received from our extensive network of industry supporters and distributed to students. The WIL office also leads employer relationship development (functions, visits) with support from the Program Managers and Faculty teaching staff.
The SRC and other student leadership roles (i.e. Residential Leaders) support employability activities by distributing WIL information amongst the student body and providing student focused feedback to WIL. Given the employability focus of the ICMS Vision and Purpose, the ICMS board is supportive and has industry representation but no dedicated employability role as such.
PACE and the Careers and Employment Service staff, and as incorporated into the broader Deputy Vice-Chancellor Academic portfolio, are the leading teams responsible for the employability agenda across the institution.
The University has roles that were specifically created to support employability of students. From a central management point of view, there are Career Services and the Kahurei Working Group. From a decentralised point of view, there are lecturers/senior lecturers and other support staff tasked with supporting employability initiatives that pertain to academic programmes as part of the need to have practical experiences prior to graduation. Some of these are optional to students, some are compulsory.
Currently, the only dedicated roles are the Industry Liaison Coordinators, however this will be implemented soon with additional resources for careers officers and dedicated functional leadership.
The Director, Student Employability, is responsible for employability across the institution. This is a Senior Level appointment that is a 5 year fixed term contract.
At a local level, Faculty Employability Teams and the Student Employability Centre are responsible for the day-to-day operation of employability programs and the support of students. These positions are a mixture of permanent ongoing positions and shorter term (normally 3 year) contractual positions. Through the Student Strategy Employability Initiative, an additional sixteen staff were appointed centrally on fixed term contracts (3 years), with additional staff being employed within the Faculties to support student employability enhancement activities.
See 1.9, 2.2 and 2.6a
Corporately funded Careers and Employability positions include:
Intention to develop (1 x FTE) Industry Coordinator for HDR students in 2019
There are large placement teams in both HES and BELA faculties including x 1 Coordinating Academic Support Officer in HES and BELA and teams of up to 10 x FTE for placement support for students on mandatory placement
PVC Students - Director, Centre for Student Success - Employability Projects Officer
Learning Hub Manager - Learning Advisors (Careers)
WIL Managers - WIL Coordinators
Clinical Placement Coordinators
WIL Partnerships Manager - WIL Systems Analysts
Yes, the Vice Chancellor has Graduate Outcomes as a KPI, which is board level. We have a Vice-President who is responsible for Employability and Graduate Success at the Senior Executive level. There is a Director, Employability and Graduate Success. There are Careers Educators and a range of staff within Employability and Graduate Success.
Additional KPIs include the number of available internship and student placements, as well as the number of work integrated learning experiences available to students. The University needs to be able to continue to and commit to building the capacity of staff to support students as active participants by strengthening their career preparedness and employability through internships and placements, and through the preparation to undertake these experiences. The newly formed Placements Hub is tasked with the role to work closely with Schools and disciplines to develop agreements with external organisations providing placement experiences, consolidate and streamline student compliance, strengthen the use of the University's placement management system as the enterprise solution for student placements, and foster external relationships on behalf of the University.
This information is difficult to provide as employability is factored into many different roles and projects within the ACAP business.
The Directors Student Engagement in each Faculty have a responsibility for embedding employability development in the student experience. These are full time, fixed term appointments with multiple responsibilities. Given the demands of this role, in practice minimal time is dedicated solely to employability. It is impossible to accurately determine the time allocation given to the employability agenda. The impact of the Director Student Engagement role is dependent on the capacity and understanding of individuals in the position. There is considerable variation of practices and influence across the faculties.
The Associate Director Careers and Employment is responsible for driving the employability agenda from an institutional perspective.
As previously highlighted these are with Industry Engagement Discipline and Alumni. No role is specifically only focusing on employability
As stated in Item 1.1 & 2.1 the responsibility for employability is embedded across the university and incorporated into different teams. No one area of the university owns employability but specifically the DVC (Academic) is responsible for the Learning Transforming Strategy including curriculum design.
The Swinburne Council is the governing body of the University and therefore primary responsibilities include the overseeing and monitoring the academic activities of the university. It is responsible for establishing policy and procedural principles, consistent with legal requirements and community expectations. The Council may delegate powers or functions and for academic matters it does this through the establishment of the Academic Senate which as the principal policy-making and advisory body on all matters relating to and affecting the university’s teaching, research and educational programs.
When the University is proposing a move into a new discipline sector such as Health Professions, the Council are provided with an extensive submission in the first instance, to decide if the product is suitable for the University brand. The accreditation begins if approval is granted by Council and managed by faculty and support teams with Academic Senate ensuring that accreditation includes graduate attributes that align with the employability strategy.
Yes, but. The Associate Director for Strategy in the EEU (which sits in the office of the Pro Vice-Chancellor of Education), acts in lieu of a role managing WIL across the University, as part of their position. This is not a fixed arrangement. However the University has established a Work Integrated Learning Strategy Working Group, to have their first meeting on the 15th November, to discuss issues pertaining to embedding employability across the institution. This Group has representatives from key stakeholders across the University, including student representative, Alumni, business engagement, Associate Directors for Learning and Teaching, and unit coordinators running WIL units. Furthermore the external consulting review will recommend a business model moving forward for 2020 (which will include the management structure of such team).
The CCIWA placement officers will be up to 4 FTE assigned to the CCI contract with UWA at any given time. Furthermore, the University has three Placement officers on one year contract position, and a placement assistant on one year contract as well. Furthermore, for majors which involve professional accreditation, they will have unit coordinators running practicum units, and/or units with WIL embedded. Some of these positions will be tenured, while others on a contract.
The only roles responsible for employability across the institution would the Careers Service team, WIL team and Career Learning Spine Academic Lead. However, these staff do not necessarily reach across the institution. Some disciplines have established industry advisory boards to inform their course design. There are no student representatives explicitly responsible for employability.
Industry advisory councils provide input into strategy and direction of faculties.
eg. The Business School Advisory Council is a bi-annual gathering of approximately 40 industry CEO's and high-level executives to discuss the strategy and direction of the Business School with the Deans and senior management. This includes input into the strategic direction of WIL and industry engagement.
Employability is part of the role of many staff, but there is no set allocation of time as such.