Ann Minton Workforce Development Fellow University of Derby Corporate

1. Making Employer & University Partnerships Work Ann Minton Workforce Development Fellow University of Derby Corporate Tony Atherton Vice President Head of Talent & Culture UK Consumer Citibank

2. University of Derby Corporate:What we do • UDC is the business-to-business arm of the University of Derby – with its own dedicated customer service and quality assurance infrastructure. • UDC provides innovative, bespoke, accredited work based learning solutions for large and small employers. • Since 2008, our client base has increased from 8 to 261, our work-based learners have risen from 187 to 2,353, with 750 of those from our collaborative partners.

3. Citibank:Our Talent Management Background Citi Global Process identifies, develops and retains top talent • High Potential • Critical Resource • Promotable • Deep Reach Talent Books are created with Executive team and approved by CEO and myself. Relevant actions are designed and implemented, for example: • Internal Development • Role Rotations and Assignments • Mentoring • Leadership Master Classes However, there was a gap that could not be filled by internal design

4. Citibank:Our Talent Management Background We identified gaps in Senior Management’s readiness to take Leadership roles. • Citi and Egg employees with ‘deep’ experience of their business function. • Risen through the ranks within the same business area/company. • Specialists in their field, missing the broader aspects to business management. • Academic learning limited to under-graduate studies or specialist skills (CIMA, Law degrees etc). • Limited exposure to wider community and business areas. We looked to University of Derby Corporate to assist

5. Our Journey:The History of our Partnership • Discussions began in 2007 about working together. • We initially focussed on the delivery of a Level 7 programme. • There was some discussion about reconfiguring first line management training, ILM was not proving popular or of benefit to the business.

6. CEF BLP LC3 LC2 LC1 MC (*There are additional levels/turns in the Executive Leader space not represented in this diagram) Citibank Leadership Development Pipeline:

7. Our Journey:The Approach to our Partnership Development was aligned to our pipeline and therefore company appraisal system: • Accreditation of in house programmes at L4 and L5. • Joint development/ delivery of L6 programme. • University delivery of L7 bespoke Talent Management programme.

8. Our Journey:Accreditation • Completion of: • Leading @ Citi 2 • Work based project Completion of: • Managing @Citi • People Contract Modules • Leading @ Citi 1

9. Our Journey:Development of Citibank Training Team • Support for in-house training team to become accredited lecturers and access to our CPD portfolio. • Networking with and access to other trainers from a range of organisations. • Initial staff development using our ‘Supporting Work Based Learners’ (SWBL) Programme (Level 6, 30 Credits) specially developed for our Corporate Partners. • Access to UoD’s full range of Management and Leadership Journals. • Educational access to Industry Reports & relevant Academic Research Papers.

10. Our Journey:Evaluation of Accredited Programmes “Feedback to delegates was excellent. I would never have known that the tutors were not full time HE lecturers. “ External Examiner, UG Leadership & Management programmes

11. Our Journey:Talent Management Programme Iterative process • Initial dialogue May 2009 • High level engagement – CEO and Dean of Faculty • Launch Feb 2010 • Part of a strategic relationship Programme Focus • Needed to be Challenging • Contextualised to the finance sector (Citi) • Work Based Assessment • Take individuals out of their silo’s • Flexible approach

12. Our Journey:Key Requirements Knowledge • Academic. • Business Acumen. • Greater understanding of other business functions. Competence • Enabling managers to widen understanding of subjects • Readiness for wider role. Networking/Relationships • Develop broader company network. Outcomes • Learning to learn again. • Qualification that means something to them with or with Citi. • Psychological Contract • Retention tool

13. Our Journey:Programme Overview Year 1 Modules – Selected intentionally to provide holistic learning in business leadership • Finance • Decision Analysis • People Management & Development • Project Management

14. “One of the great things about the programme has been the opportunity to learn as a team; with colleagues from various functions across Citi and Egg. Sharing insight from individual experiences has cultivated a healthy dialogue and debate, strengthening working relationships.” “Taking regular time out to consider Business As Usual in an academic context is invaluable.  Course topics provide the catalyst, and being led by a commercially experienced lecturer gives a great grounding.  Combined they provide a platform to build upon to analyse, consider and implement strategy changes in my department on dimensions that I wouldn't normally spend much time considering.” “The scope of the course is wide ranging and it has had a good mix of both theory and real life examples. For me, one of the most useful learnings to date has been the ability to interpret financial information more effectively. In an organisation such as Citi understanding the key commercial drivers of the business and how specific functional areas contribute towards these is essential.  As such I've been able to apply principles learnt in the classroom at UDC to real situations at work.”

15. Critical Success Factors: • Innovation • Commitment • Founded in Work Based Practice • Partnership working • Critical Review