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Times
6 hours ago
- Business
- Times
Work-ready skills give university students a leg-up in real life
Graduating from a prestigious university was once the key to unlocking a professional career, but for many employers, simply holding a degree is no longer enough. With the number of graduate-level vacancies down 27 per cent in just a year and stark headlines highlighting that 600,000 graduates are on benefits, this year's crop of A-level students are already eyeing their future careers and focused on building the work-ready skills increasingly favoured by recruiters. It's a smart career move as a Chartered Management Institute report shows a big disconnect between student expectations and employer needs, with only 3 per cent of managers agreeing that graduates are ready for the realities of work. 'Good grades are not enough,' Petra Wilton, the CMI's director of policy and external affairs, says. 'Employers want to see what are, in essence, core management skills — resilience, self-awareness, and the ability to collaborate, communicate clearly and adapt quickly to new challenges.' To cater for this seismic shift, a number of universities are developing skills-centric degrees. They offer intensive skills-building, including critical thinking, leadership, teamwork and problem-solving, both through core teaching and as add-on courses. The concept is already embedded in other countries, with Singapore's 21st-century competencies framework and Australia's 'general capabilities' curriculum covering critical and creative thinking, while Finland and Denmark have long promoted project-based learning to foster teamwork and problem-solving. In the UK, universities — including Bristol and Kingston — are championing the change. Kingston's own research found 56 per cent of businesses were now likely to consider a more skills-based approach in their hiring practices, leading the university to roll out its Future Skills model, equipping students with work-ready skills across its entire undergraduate curriculum. Professor Steven Spier, Kingston's vice-chancellor, explains: 'Students should look at how universities will prepare them for careers that are future-proof, so they are able to develop all the attributes required to readily adapt to the challenges of a fast-changing world of work alongside their subject-specific learning.' For parents used to the idea of traditional degrees, the concept may be baffling. As head of guidance at the careers specialist Joanne Carrington is used to explaining the change. 'Parents might find it helpful to reflect on their own workplace. What matters most in new employees? Often, it's not the subject they studied — it's how ready they are to work,' she says. Carrington believes that skills-based degrees build work-readiness from the start; students get experience in real workplaces, build confidence in how businesses work, and learn to solve problems in practical settings. For Robert Craig, chief operating officer at Skills Builder, the rise of skills-based degrees is symptomatic of a wider change in society. He believes skills-based hiring is a better predictor of future performance than the traditional approach, while a recent Harvard Business School study suggests it can also widen the talent pool, benefiting businesses and candidates. 'Skills-based hiring is about focusing on what a candidate can do, not just what qualifications they have,' Craig says. 'It's a shift from asking people to prove they've learnt something to asking them to show they can solve real-life problems and work with others. 'While the subject and the university's reputation are important, A-level students should look for a degree that provides a 'complete toolkit' for their future, combining academic knowledge with explicit opportunities to build the essential skills that employers are crying out for.' Become more skilful in your university search, with support from the National Foundation For Educational Research and Skills Builder. • Degrees have variable returns: Choose a subject that will give you technical and employment skills to position you well to enter occupations that are growing and fit your interests.• Be a skills detective: Look beyond the course content. Investigate how they will help you build skills. Ask about project work, presentations and work placements.• Consider the student experience: Look at student satisfaction with skills and career support. Does the university provide opportunities for students to build their skills, experiences and portfolios beyond their main course?• Build your 'skills CV' now: Don't wait until you graduate. Your part-time job, volunteering, school projects and hobbies are all building your essential skills. Actively seek experiences that will challenge you to lead a team, solve a problem or speak in public.• Learn the language: It's not enough to have skills; you must be able to talk about them. In your statement or an interview, instead of just saying, 'I worked in a shop', say: 'I developed my teamwork skills by collaborating with colleagues to manage stock and my listening skills by carefully responding to customer needs.' Paulina Lipiec, a former teacher, is studying a skills-based degree in forensic psychology at Kingston University. The 27-year-old from Feltham, west London, says: 'There needs to be a shift in how we define success in education. We need to move away from the idea that academic results are the only measure of ability. 'Skills-based programmes don't just build confidence in what you know — they build confidence in yourself, giving you the drive to go further and achieve more. 'Learning why or how something works isn't always enough but being able to demonstrate both personal and professional skills is what truly sets you apart. In today's rapidly changing world, qualities like empathy, communication, leadership, teamwork and time management are critical. 'When you know your strengths and have the skills to back them up, you're not just waiting for doors to open up to you, you're actively knocking on them.' Nearly half of UK students now live at home while studying, highlighting a shift in how students approach university life. The Leeds Beckett University report said 64 per cent of students chose a local university to save money while 46 per cent wanted to remain close to their family. However, only 22 per cent said their best choice of course was at their local university. Tracey Lancaster, deputy vice-chancellor, said: 'The next generation of students are navigating many challenges.' Gen Z jobseekers are prioritising 'growth mindset' roles that offer personal development opportunities, as competition with AI for entry-level work intensifies. Younger workers are 68 per cent more likely to prioritise personal development such as language lessons, mentoring schemes and study leave, compared with other generations, the new Flexa's work index reports. The change is being picked up by employers, with 64 per cent of job postings now advertising learning and development benefits. Institute of Student Employers research shows competition for graduate roles is at a record high, with an estimated 1.2 million applications for just 17,000 graduate vacancies last year. With some graduates applying for more than 1,000 roles, applicants are facing burnout before they even begin a job. Oliver Sidwell, of the student jobs board Rate My Placement, said: 'If you think you're suffering, take a break and acknowledge why you're feeling this way and try not to dwell on feelings of rejection.' One in five professional staff is taking their laptop on holiday this summer, leading employment experts to criticise the growing culture of 'leavism', where annual leave is no longer a protected time for rest but an extension of the working week. Nicola Weatherhead from Totaljobs said: 'Whether it's due to internal pressure, unrealistic employer expectations, or a fear of falling behind, this 'always on' culture is taking a toll. Businesses have a responsibility to create environments where rest is respected and encouraged.' The National Farmers' Union is seeking a visionary and values-driven leader to become the next director-general. Representing more than 44,000 farming and growing businesses across England and Wales, the NFU is an influential voice in British agriculture, shaping national policy and promoting the vital role of sustainable food production. As a pivotal position at the heart of a changing and high-profile industry, the appointee will guide the NFU through a time of significant challenge and opportunity, ranging from the transition to post-subsidy agriculture and environmental land management schemes to food security, global trade and evolving consumer expectations. Applicants should bring a deep understanding of the agricultural sector, either directly or through adjacent experience in the wider food supply chain, alongside a track record of strategic leadership in complex, high-stakes environments. Outstanding communication and influencing skills, with the political acumen to build credibility across government and industry, are also desirable. The role is based at NFU's Stoneleigh office, with regular travel to Westminster and other locations across England and Wales. Apply by September 7 at
The Star
20-07-2025
- Health
- The Star
'Quiet cracking': When workplace unhappiness pushes you to disengage
Are you dragging your feet to the office? Doing the bare minimum, avoiding taking any initiative and feeling like you've lost all motivation? Put like that, it sounds like a classic case of 'quiet quitting,' a form of silent withdrawal in which you deliberately refuse to do too much. But when this disengagement is a consequence of your work environment rather than an active choice, it's known as 'quiet cracking.' 'Quiet cracking' describes professional disengagement caused by stress and unhappiness at work. Unlike 'quiet quitting' – which is a conscious choice – there is nothing voluntary or empowering about this form of disengagement. Here, the employee withdraws to protect themselves from an environment they perceive as toxic. In short, it's a psychological survival reaction. The phenomenon is on the rise, even if it remains less well publicised than 'quiet quitting.' Career coach Emily Button-Lynham sees it on a daily basis. 'Toxic workplace cultures ... have led employees to feel a lack of trust and psychological safety,' she told Stylist magazine. The signs are clear. That knot in your stomach when you arrive at the office, the urge to avoid meetings, the feeling of exhaustion when faced with projects. But also the cynicism that sets in, the negativity that takes over, and the growing confusion about your role. The effects can vary from person to person: some sink into apathy, others let their anger and resentment boil over. What they all have in common, however, is a feeling of suffering the effects of their situation rather than choosing to disengage. When work environment turns toxic This loss of trust manifests itself in many ways. Employees no longer believe in management promises, they have growing doubts about the company's goodwill and they feel that their skills are no longer valued. A vicious circle then sets in. According to the 2024 Edelman Trust Barometer, when employees feel that their bosses do not trust them, only 25% still trust their CEO, 43% their manager, and 31% their head of HR. Faced with this mutual mistrust, employees adopt a protective strategy by gradually disengaging. Beyond issues of trust, other structural factors come into play. Typically, poor leadership plays a major role. In Britain, for example, 82% of managers find themselves in this position by accident, without adequate training, according to a study by the Chartered Management Institute. Over time, disengagement at work can lead to burnout. — Freepik These 'accidental' managers navigate their way through their role on the fly, give contradictory instructions, and change their minds without explanation. They generate uncertainty and apathy among their teams due to a lack of communication and people management skills. As a result, their employees end up becoming mentally disengaged. Economic instability is also pushing companies to adopt stricter control measures. Faced with uncertainty, they are becoming more focused on micromanagement. This includes an increase in performance indicators, reduced flexibility, the suspension of internal development projects and a forced return to the office, without clear justification. Employees find themselves under constant surveillance rather than being supported in their development. In this kind of stifling environment, they lose all sense of a future within their organisation. Over time, this disengagement can lead to burnout. How to move forward So, how can you break out of 'quiet cracking'? The first step is to identify the root causes of your unease and accept them. 'So often we try to change our feelings and direct all our energy there, when actually it's much more beneficial to notice and sit with those feelings, then create some steps forward,' advises Emily Button-Lynham. Keeping a journal can help you see things more clearly. Next, you need to sort out what is within your control and what is beyond your control. Visualising this distinction will help you regain control of your situation. Then clarify your true professional aspirations, even if the exercise is daunting. This soul-searching will help you build a vision and identify the changes you need to make. Above all, don't despair. Employees often have more power over their situation than they think. The key is to maintain dialogue with your superiors. Present problems in a constructive manner, ask to lead a project and suggest concrete improvements. Show that you remain motivated and capable, despite the difficulties. If no improvement is forthcoming, you always have the option of leaving to find a healthier environment. 'Quiet cracking' is often more a sign of a dysfunctional environment than individual weakness. But it is by gradually regaining control, daring to discuss the issue and clarifying your expectations that you can find meaning again. That way, you can hope to transform silent suffering into constructive dialogue. – AFP Relaxnews
The Herald Scotland
15-07-2025
- Business
- The Herald Scotland
Equipping leaders of tomorrow with the skills to unlock growth
However, adversity breeds ingenuity and no other industry is as well set up as ours to innovate. To do this, we must rewire how we think about leadership. Often people are promoted into management positions because they excelled at their previous role. Previous success in sales, operations, manufacturing or quality control testing, does not necessarily translate into having the skills you need to lead effectively. The Chartered Management Institute calls this phenomenon "accidental managers". As part of their new role, and this can apply right across the Scottish economy, new leaders should be equipped with the frameworks and skills that will allow them to build strong, empowered teams that deliver greater business value and impact. I believe we need a leadership skills accelerator that can practically upskill managers within a short timeframe. Delivered through a partnership between industry and academia, the accelerator could become a recognised benchmark for excellence, future-proofing talent pipelines and elevating Scotland's international profile in life sciences. I envisage it offering intensive, hands-on, real-world training, ensuring future managers understand the role of a leader and possess the strategic thinking necessary to succeed. Not only would this deliver growth in the quality of our people, it would also raise health, safety and quality standards which are so vital to the life sciences sector. Importantly, it would foster the innovation and collaboration required to streamline our manufacturing processes and research, combatting the commercial challenges posed by macroeconomic forces. This is vital in industries where innovation moves quickly and regulatory landscapes can continually change. Organisations like the Scottish Manufacturing Advisory Service, Skills Development Scotland and others already offer valuable practical leadership training. With a compact geography, engaged and connected industry leaders and strong and active support from the Scottish Government, this could be improved and rolled out relatively easily, turning our accidental managers into intentional leaders. This is something I'm passionate about and we are committed to as an organisation with continued focus on training and development for our people. But more can be done at an industry level to ingrain this mindset for future generations. When so often we are talking about the lack of growth in the Scottish and UK economy, investing in leadership could help unlock productivity gains and even drive export growth, ultimately delivering the results our public finances needs. But effective leadership is not just good for the country's bottom line. It is critical for national resilience, especially in the face of current geopolitical instability and recent public health crises. Greig Rooney CMgr FCMI is the Managing Director of Valneva Scotland Agenda is a column for outside contributors. Contact: agenda@
Evening Standard
12-05-2025
- Business
- Evening Standard
How to Build the Mindset of Success: A masterclass with leadership expert Jo Owen
Jo Owen is an award-winning author, leadership expert and social entrepreneur. He co-founded Teach First, the UK's largest graduate recruiter, and has launched multiple NGOs focused on education and reoffending. He's the only person to have won the Chartered Management Institute Gold Award four times, and his books – including How to Lead, Tribal Business School and Global Teams – have been published in over 100 editions worldwide. The third edition of his bestselling Mindset of Success is out this June.
The National
12-03-2025
- Business
- The National
Professionals in UAE rethink sabbaticals, from mini-MBAs to year-long career breaks
Companies and professionals in the UAE are taking a new look at sabbaticals, with some opting for structured mini-MBAs and skill-building programmes, while others are committing to longer career breaks of up to a year for travel, family time or personal growth. A sabbatical - a period of usually between four to six months away from work when a person is still technically employed and may be paid - seems impractical in the UAE, where the job market is fast-paced and industries evolve rapidly. But as conversations around work-life balance shift, some more progressive firms are discovering ways to offer extended time off to their employees. Dubai-based specialist PR and communications agency TishTash recently introduced such a policy, allowing full-time staff who have been with the company for three years or more to take a mini sabbatical of up to three months off. 'Allowing staff the time to do this will only benefit TishTash in the long term, as staff come back with a renewed energy and often bring something new to the table,' managing director Polly Williams told The National. 'It also strengthens employee loyalty and boosts team morale.' Sabbaticals have been on the rise at companies worldwide, particularly as people head back to offices post-pandemic. According to data from the UK's Chartered Management Institute last year, more manager-level professionals than ever are choosing employers that offer sabbaticals, with 53 per cent saying their organisations provide some form of sabbatical leave. The research showed employees under 55 are especially likely to value this option, with 80 per cent saying it is important, citing reasons such as improved mental health, fostering a flexible work culture and increasing talent retention rates, particularly at a time when burnout is at its highest globally. Harvard Business Review also conducted in-depth research into the trend last year by interviewing 50 professionals from various sectors, concluding every participant in the sample experienced significant, positive changes in their personal lives after taking a sabbatical. As per the UAE's labour law, sabbaticals have to be extended only to Emirati employees who work for the federal government and wish to start a business, a policy introduced in 2022. Employees can take one year off to start the business without losing their job and will be entitled to 50 per cent of their salary during the leave period. In the private sector, HR consultant Sarah Brooks believes long breaks are still a tough sell. It is uncommon to find companies willing to accept long leave, whether paid or unpaid, she told The National: 'There's an added issue with the associated costs and complications around residency visas for employees.' Anastasiya Golovatenko, business consultant and director at Dubai's Sherpa Communications, said rather than taking extended time off, many professionals in the UAE are taking leave for short-term educational programmes to learn new skills, without leaving their jobs. 'We notice a growing preference for mini-MBAs and short-term courses,' she said. 'These programmes enable professionals to focus on areas of interest without major career disruptions, ensuring they remain competitive.' According to the Pearson Skills Outlook, tech and business-related fields – such as software, e-commerce and financial services – are among the most sought-after for professionals looking to future-proof their careers. Ms Golovatenko said employees are also preparing for a more tech-driven world by honing essential human skills such as problem solving, critical thinking, teamwork and leadership. For some employees, a short course is not enough. Maxime Coche, a senior project director working in the UAE's engineering industry, took a full year off, despite his company approving only a six-month sabbatical. When he was not granted the time he wanted, he resigned. In 2012, before having children, Mr Coche and his wife took their first sabbatical while working in their home country of France. The experience left a lasting impression and they knew they wanted to do it again. In 2023, he took his second career break. The couple, now parents to three children, waited until their youngest was old enough to remember the journey and their eldest was still young enough to want to travel with them. 'For us, with the kids, to spend some nice time together and only together, this was one of the triggers," he said. Another major factor was perspective. After the disruption of the pandemic, he said he realised work would always be there, but opportunities for extended time off with his family would not. This time, over the course of 12 months, he and his family travelled extensively, visiting countries across Africa, Asia and Oceania. Their trip was not only about sightseeing but also about experiencing life outside the corporate routine. They also homeschooled their children throughout the journey. Once it was over, Mr Coche said he felt refreshed and rejuvenated, with more motivation to work, and was able to rejoin his former employer. He is already planning his next sabbatical. 'Each time we've done this, we [came back to] a better job and better conditions … it's just about taking the decision and going for it. Only good things came out of it for us," he said. Several employees at TishTash have already taken short sabbaticals and the new policy has positively affected the company's profitability and workplace morale, according to Ms Williams. 'Renewed creativity, increased performance and just a happier team are some of the benefits we are seeing," she told The National. "Offering sabbaticals is similar to our other flexible working policies, and although there do need to be clear expectations and guidelines in place, flexibility in different forms has only proven to increase our profitability over the last few years.' The company offers the sabbaticals on a first-come, first-served basis. It's a mix of partial and unpaid, with other benefits continuing throughout the period. A freelancer usually covers the roles of the absent team member while they are away. Ms Williams said the benefit of being a small or independent business is that you can create policies that work for you and your team. 'There are several different models you can look at with a focus in different areas such as eligibility, compensation, and duration," she said. "There is no one-size-fits-all, but offering this type of flexibility really can increase your company's productivity and make for a very happy workforce." Unless your company actively adopts this approach, Ms Golovatenko said employees must carefully weigh the pros and cons before approaching their employer about taking a sabbatical. "Industries evolve rapidly and stepping away for an extended period can make it difficult to regain footing, as roles may have significantly advanced during their absence," she said. 'In competitive job markets such as Dubai or the UK, taking a sabbatical can create opportunities for others to fill the gap.'
