Lessons from Covey: win-win principles for university-employer engagement

Abstract

Purpose -In the UK, universities are coming under increasing pressure from government to strengthen university-employer co-operation and engagement in areas such as student placements, graduate internships, knowledge exchange, enterprise and work-based learning. Both the Higher Education (HE) White Paper (BIS, 2011) and the Wilson Review (BIS, 2012) encourage universities to focus on this agenda, putting businesses at the heart of the system alongside students to maximise innovation, promote growth and "ensure students come out of universities equipped to excel in the workforce". (BIS, 2011, p. 39). The need for universities to engage with employers and build strong relationships to maximise mutual partnership value is integral to this work. The paper aims to discuss these issues. Design/methodology/approach -This paper examines the application of win-win principles (Covey, 1989) to employer engagement activities in HE via two case studies. Following an analysis of the results in each case study, they show that the adoption of such approaches has enhanced employer engagement, consolidated existing employer relationships and led to tangible outcomes such as new student placement opportunities. Findings -The paper suggests that HE employer engagement activities grounded in Covey's win-win principles are likely to enhance results and relationships with employers than those that omit such principles. The paper concludes by encouraging the utilisation of such principles across the spectrum of HE employer engagement activities. Originality value -The authors believe this is the first time this method of analysis has been applied to university-employer relationships.

University-led internships for innovative thinking: a theoretical framework

“…Industry perception on internships is often associated with the benefits that they can receive (Thatcher et al , 2016; Tudor and Mendez, 2014). For example, a partnership between the University of Cape Town and the South African Coal Oil and Gas Corporation has resulted in human resource, technology, and infrastructure development benefiting both the parties (Cele, 2005).…”

Measuring the value of placements to employers

“…There are few examples of placement value being measured or quantified in the grey or academic literature, particularly from the employer’s perspective (Wilton, 2014). Indeed, there is recognition that few have addressed the measurement or evaluation of employer engagement (Tudor and Mendez, 2014) – in spite of the acknowledgement that tools are necessary to measure value in other contexts (see Rintamäki and Kirves, 2017, on the retail context). Anderson et al (2006) suggest that documenting and explaining the cost savings and profit to customers (substantiating value claims) is a good business practice.…”

Challenges of a Work-Integrated Learning Process in a Hospitality Department

“…Constant changes in the industry, as well as in higher education, can be seen as problematic. This could make it hard to maintain the relationships that originally established that connection (Tudor & Mendez, 2014).…”