action learning adoption in industry & academic institution

TELANTO, 2015. All rights reserved.

TELANTO RESEARCH FINDINGS


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.


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


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


ACADEMIC PERSPECTIVE


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.


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


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


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.


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


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.


INDUSTRY PERSPECTIVE


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.


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


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


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


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.


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


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

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action learning adoption in industry & academic institution

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