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TELANTO, 2015. All rights reserved.
TELANTO RESEARCH FINDINGS
TELANTO, 2015. All rights reserved.
TELANTO RESEARCH FINDINGS 2015 SUMMARY
2
The intention of our research was to understand the adoption rate and impact of ACTION LEARNING PROGRAMS in both Academic institutions and companies.
8 week collection period (June & July) and 3 different sample groups. Our data represents responses from 604 participants.
Furthermore, our data shows that the response rate from company representatives was higher than from professionals representing academic institutions - this was, due to targeting the TALENT ACQUISITION and INNOVATION professionals separately.
less partial responses from our academic sample group than from companies. While analysing the data in more depth we identified an error of our survey design which unfortunately allows to answer less questions than initially wished for.
All in all, we can conclude that ACTION LEARNING PROGRAMS are at the forefront of mind in both Academic and Industry professionals. For academic professionals the adoption of such programs is less related to economic results presented to their institutions but rather centred around learning experience, reputation and industry collaboration.
Company representatives shared a high interest in adopting such programs supporting their current recruiting or Talent Acquisition strategies which are slowly drifting away from the traditional modus operandi. In companies where a real-time/world challenge collaboration already exists the wish for more innovative ideas for products and services from multiple academic institutions resonated as the most valuable aspect for collaboration and engagement in such academic programs.
TELANTO, 2015. All rights reserved.
THE OVERALL PERSPECTIVE ADOPTION
3
Prior to our research findings we observed that ACTION LEARNING PROGRAMS were growing in importance both at academic institutions as well as companies.
-200
20406080
Yes No Dont know
Academia Industry
Are you currently deploying ALPs as part of any academic course program or curriculum?
Academia
From the NO RESPONSES we see that more than 40% of the academic institutions surveyed are planning to implement an ACTION LEARNING PROGRAM within the next 12 Months.
Are you currently engaged in ALPs offered by academic institutions?
Industry
TELANTO, 2015. All rights reserved.
THE INDUSTRY PERSPECTIVE ADOPTION
4
Although ACTION LEARNING PROGRAMS seem to be something new, innovation professional tell us that such collaboration is something they are fairly familiar with.
-22,50
22,545
67,590
Yes No Dont knowInnovation Talent
Are you currently envolved or have you been engaged with academic institutions to source innovation or innovative talents?
Would you hire more likely from academic institutions that offered the possibility for prior work engagements as opposed to academic institutions that do not.
Talent AcquisitionInnovation
higher adoption rate from talent acquisition professionals than from innovation professionals
TELANTO, 2015. All rights reserved.
ACADEMIC PERSPECTIVE
TELANTO, 2015. All rights reserved.
THE ACADEMIC PERSPECTIVE GROUPING
6
We grouped the Academic Perspective in a number of core topics in our survey. They included the following items
1. Reputation
1.1. We asked our academic sample group to value the impact of ACTION LEARNING PROGRAMS to the overall reputation of the institution.
2. Learning
2.1. We asked our academic sample group to value the impact of ALPs on the student learning experience.
3. Economic
3.1. We asked the academic sample group to value the economic impact of ALPs to their institution.
4. Collaboration
4.1.We asked the academic sample group to value the impact on collaboration if ALPs were adopted.
5. Recruiting
5.1. We asked the academic sample group to value the impact of their recruitment practices when ALPs were adopted at their institution.
TELANTO, 2015. All rights reserved.
THE ACADEMIC PERSPECTIVE REPUTATION
7
When grouping answers to REPUTATION from our survey we discovered the following
Academia
0
25
50
75
100
Differe
ntiat
ion
Intl. A
llianc
es
Compe
titive
ness
Satis
factio
n
Attrac
tion
Rankin
g
Partn
ersh
ips
Meetin
g req
uirem
ents
Representing values above 6 on a scale from 1-10
Student satisfaction, Attraction of the institution as well meeting student requirements rank highest
TELANTO, 2015. All rights reserved.
THE ACADEMIC PERSPECTIVE LEARNING
8
When grouping answers to LEARNING from our survey we discovered the following
Academia
0
25
50
75
100
Enric
h exp
erien
ce
Real-w
orld
Lear
ning o
fferin
g
Stud
ent P
rofile
Evalu
ation
crite
ria
Moocs
Moocs
+ A
LP
Enriching learning experience in combination with real-life challenges learning rank highest followed by Evaluation criteria
TELANTO, 2015. All rights reserved.
THE ACADEMIC PERSPECTIVE ECONOMIC
9
When grouping answers to ECONOMIC from our survey we discovered the following
Academia
0
15
30
45
60
New B
usine
ss Mod
els
Botto
m-lin
e im
pact
Retain
ing A
lumni
Professionals value the potential economic impact of Action Learning Programs but their focal point is more on maintaining and growing existing revenue streams as such ALUMNI NETWORKS.
TELANTO, 2015. All rights reserved.
THE ACADEMIC PERSPECTIVE COLLABORATION
10
When grouping answers to COLLABORATION from our survey we discovered the following
0
22,5
45
67,5
90
Partn
ersh
ips
Relatio
nship
s
Prox
imity
Qua
lity
Retain
ing A
lumni
Extending existing University partnerships and industry relationships remain highest in the overal ranking.
Academia
TELANTO, 2015. All rights reserved.
When grouping answers to RECRUITING from our survey we discovered the following
THE ACADEMIC PERSPECTIVE RECRUITING
11
0
22,5
45
67,5
90
Recru
itabil
ity
Easie
r exc
hang
e with
recr
uiter
s
Earli
er ta
lent s
cout
ing
Academia
Although RECRUITABILITY has been ranked high in the overall responses, EXCHANGING TALENT INFORMATION WITH RECRUITERS was marked as top value to academic professionals.
TELANTO, 2015. All rights reserved.
INDUSTRY PERSPECTIVE
TELANTO, 2015. All rights reserved.
THE INDUSTRY PERSPECTIVE GROUPING
13
We grouped the Industry Perspective in a number of core topics in our survey. They included the following items
1. Recruiting
1.1. We asked the industry sample group to value the impact of ALPs to the overall recruiting practices of the institution.
2. Innovation
2.1. We asked the industry sample group to value the impact of ALPs on the student learning experience.
3. Economic
3.1. We asked the industry sample group to value the economic impact of ALPs to their institution.
4. Collaboration
4.1.We asked the industry sample group to value the impact on collaboration if ALPs were adopted.
5. Reputation
5.1. We asked the industry sample group to value the impact of ALPs to the overall reputation of the institution.
TELANTO, 2015. All rights reserved.
THE INDUSTRY PERSPECTIVE RECRUITING
14
When grouping answers to RECRUITING from our survey we discovered the following
60
65
70
75
80
Stud
ent a
vaila
bility
Stud
ent I
dent
ificat
ion
Build T
alent
Relatio
nship
Mgmt
Inter
actio
n (1-
to-N
)
Talent
0
20
40
60
80
Chang
e Tra
dition
al
Gradu
ate R
ecru
iting
Challe
nge b
ased
Games
Demon
strat
ed S&
C
Innovation
TELANTO, 2015. All rights reserved.
THE INDUSTRY PERSPECTIVE INNOVATION
15
When grouping answers to INNOVATION from our survey we discovered the following
0
20
40
60
80
Spee
d of Id
eas
Numbe
r of Id
eas
Obt
ain fr
om ac
adem
y
Multipl
e cha
lleng
es
Tech
nolog
y
Innovation professionals told us that engaging with academia to source Innovation works best if collaboration takes place with multiple academic institutions and providing multiple challenges at once to students.
Innovation
TELANTO, 2015. All rights reserved.
THE INDUSTRY PERSPECTIVE INNOVATION
16
When grouping answers to INNOVATION from our survey we discovered the following
0
20
40
60
80
Company is self-sufficient to provide innovations
Innovation Talent
Interestingly, Talent Acquisition professionals are more positive about their company’s ability to provide innovations in a self-sufficient fashion compared to their innovation colleagues.
Innovation
TELANTO, 2015. All rights reserved.
THE INDUSTRY PERSPECTIVE ECONOMIC
17
When grouping answers to ECONOMIC from our survey we discovered the following
0
22,5
45
67,5
90
Gener
ate h
igher
RO
I
Cash A
wards
to at
tract
0
22,5
45
67,5
90
Willi
ngne
ss to
pay
Innovation Talent
Innovation
Price tags are equally distributed amongst innovation & talent professionals.
TELANTO, 2015. All rights reserved.
THE INDUSTRY PERSPECTIVE COLLABORATION
18
When grouping answers to COLLABORATION from our survey we discovered the following
0
25
50
75
100
IP co
ncer
ns
Exist
ing R
elatio
nship
s
Posit
ive E
xper
ience
Enga
gmen
t Pos
itive
Lack
of r
esou
rces
to m
anag
e
Stre
ngth
ening
ties
to A
cade
mia
Innovation Talent
TELANTO, 2015. All rights reserved.
THE INDUSTRY PERSPECTIVE REPUTATION
19
When grouping answers to REPUTATION from our survey we discovered the following
0
20
40
60
80
Brand awareness
Innovation Talent
Brand awareness, ranks nearly 4 times higher from Talent Acquisition professionals than from Innovation professionals
#telanto
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