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Employability: assets, deployment and presentation | ||
An individual’s ‘employability assets’ comprise their knowledge (ie what they know), skills (what they do with what they know) and attitudes (how they do it). There are a number of detailed categorisations in the literature which, for instance, distinguish between: * ‘baseline assets’ such as basic skills and essential personal attributes (such as reliability and integrity). * ‘intermediate assets’ such as occupational specific skills (at all levels), generic or key skills (such as communication and problem solving) and key personal attributes (such as motivation and initiative), and * ‘high level assets’ involving skills which help contribute to organisational performance (such as team working, self management, commercial awareness etc.) Further key points from the literature include the importance of the transferability of these skills from one occupational or business context to another for employability and the increased attention employers are paying to the softer attitudinal skills in selecting employees. Merely being in possession of employer-relevant knowledge, skills and attitudes is not enough for an individual to either ‘move self-sufficiently’ in the modern labour market or ‘realise their potential’. People also need the capability to exploit their assets, to market them and sell them. DeploymentThese are a linked set of abilities which include: * Career management skills — commonly identified as self-awareness (ie diagnosing occupational interests and abilities), opportunity awareness (knowing what work opportunities exist and their entry requirements ie labour market knowledge), decision-making skills (to develop a strategy of getting from where you are to where you want to be) and transition skills. The latter generally includes: * Job search skills — ie finding suitable jobs. Access to formal and informal networks is an important component of job search and employability. * Strategic approach — being adaptable to labour market developments and realistic about labour market opportunities, including the willingness to be occupationally and locationally mobile. There is obviously an important inter-relationship between assets and deployment. The extent to which an individual is aware of what they possess in terms of knowledge, skills and attitudes and its relevance to the employment opportunities available may affect their willingness to undertake training and other activities designed to upgrade their skills etc. PresentationAnother key aspect of employability is being able to get a particular job, once identified — sometimes included under career management skills, but is given prominence as a separate element here due to its crucial importance to securing employment. It centres around the ability to demonstrate ‘employability’ assets and present them to the market in an accessible way. This includes: * the presentation of CVs etc., (including Records of Achievement) * the qualifications individuals possess (both academic and vocational), perhaps accredited through prior learning * references and testimonies * interview technique, and, of particular importance, * work experience/track record. Copyright 2008 - France BtoB from Wikipédia
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• Limitations of EVM
• Employability • Project management • Management by objectives • Duties of the directors • Creative director • Project accounting | |
