Articles from Morgan Hunt

Public sector specialist Morgan Hunt acquires DBM Recruitment to strengthen its services in Scotland

On Monday 17th June 2019, Morgan Hunt, the public sector recruitment business opened the doors to its newly established office in central Glasgow.

Darren Montagu joins Morgan Hunt as Chief Strategy Officer

New appointment utilising expertise to drive innovative resourcing and recruitment strategies for customers of Morgan Hunt.

Apprenticeship reform, the levy and the impact on recruitment

The clock is ticking By anyone’s standards apprenticeship reform will be profound and dramatic. It has been a hot topic for those involved in it but for those outside these circles little is known about what is going on. Even businesses who will have to pay a levy based on the value of their payroll, still seem oblivious to what is coming down the line. That said, there have been a number of large firms that have been involved in collaborating with other firms in their industry to develop new apprenticeship standards.

Those who can – put their #headstogether

Three children in every classroom have a diagnosable mental health disorder.

How to make an interim senior appointment work for you

There is a view that the success of an interim lies in deciding from the outset exactly what you want to achieve and what gap you are seeking to fill. But this in itself isn’t a definitive answer to the ‘how to’ question because beneath this lies behavioural and attitudinal barriers that can have an impact on the success of an interim appointment.

The role of recruitment in the context of Educational change

Teaching practice has come a long way from its earliest predecessors and since lecturing staff are at the centre of everything that goes on in colleges it follows that by developing a climate of learning, which has a commitment to teaching practice development, it will create and sustain the very conditions required for continual improvement of the college and of student outcomes.

The post 16 FE boogie-woogie

FE is about to undergo change, an uncomfortable change that colleges are urged to participate in.

Top eight channels for marketing your college

Marketing has become number one on critical path to marketing further education colleges. Recruiters Morgan Hunt looks at the top eight promotional channels available for colleges and what it takes to be at the top of the game.

Going commercial in FE

Further education is undergoing radical change brought about by cuts in central government funding that urges colleges to be more commercial in their approach. This has resulted in a demand for senior management skilled at developing and overseeing strategies that not only bring income to the college but also student numbers and excellence in learning outcomes. Many educators will be the first to admit that commercial enterprise is out of their comfort zone with business strategy coming way down on their list of competences.Indeed even for a well seasoned business executive it's a tough call balancing all three demands and even more so when the incumbent management might never have been hired for the purpose of performing such roles.Generating income to keep a college afloat and off the proverbial breadline wasn't something that featured on the job description of a Principal 20 years ago. Supporting that activity from department heads, teachers and lecturers was also not required until now. So it's no wonder that staff are raising concern at the very thought; fear of the unknown, unskilled, and the extracurricular which they don't have time for. Unlike a business, colleges can't pick and choose their customers, their price, or their niche; many are required to offer a curriculum for all levels and types, 'going commercial' for an FE college demands a different kind of product mix.So what are the business options?Collaborations including mergers, which can either be stronger colleges taking over weaker colleges, or strong-to-strong mergers, are becoming common for this purpose. In the latter case, an FE institution buys into or partners with another organisation to add commercial value to their ventures.Yet boosting income under a reduced cost base is only one of the challenges within the FE collaborations. The new structure will also need to maintain, if not improve, the educational experience and outcomes for their students. Getting results in this respect will always be the key differentiator.Attracting students is an entirely new ball game in itself. FE institutions have come up with several tactics in this regard including:• Widening their programme offering with priority given to renewable energy, manufacturing and engineering;• Making courses more relevant to employers, thus, encouraging local business support and forging links with the industry; and• Engaging with industry partners in joint ventures where employers train their own staff within college facilities, thus, shaping the education and training received by their future employers (i.e., industry-academy partnership).LeSoCo is an example of adding commercial value through The Skills People; a commercial venture that is part of LeSoCo which sees employer engagement bringing together vocational courses central to their service delivery.Also, FE colleges should start offering business solutions across a wider range of business specialisations like R&D and product design.Undeniably, FE institutions can influence job creation in their local communities by emphasising real-world employment outcomes for their graduates without distracting from the overall education ideals. Bournemouth College is a good example - it has an Employability Advisory Board consisting of local businessmen who work closely with the college and its students in facilitating social enterprise and creating employment opportunities.What skills are required to 'go commercial'?Attracting the right faculty and the right management team are the more challenging tasks ahead. Keep in mind that 'going commercial' for an FE college requires commercial skills, strategies and technologies adopted by senior management staff considering the complexities of income generation, student attraction, and faculty retention, among others.FE institutions have to devise strategies to entice, and retain, the best and most appropriate talent within their management teams. With a tourniquet around the purse tightly constricting funds, the pressure to recruit using the most productive and cost effective methods goes without saying.Financial and management expertise is critical in a new commercial mindset. Current incumbents may not necessarily have these skills and increasingly FE is looking outside of its sector to bring in talent from private industry. Examples of these are; Manchester College with CEO John Thornhill, who previously held positions within the BT Group, including Engage IT, Business Direct Ltd and; and Birmingham Metropolitan College with their soon-to-start Principal and CEO, Andrew Cleaves, who previously held a senior executive position within National Express. Mergers, federations and other types of collaborations and alliances require specialists to maximise on opportunities in student population, income, and education quality.Mergers, federations and other types of collaborations and alliances require specialists to maximise on opportunities in student population, income, and education quality.Bringing in new managers with the expertise in delivering the most productive courses may not be feasible despite more central funding being given to courses that emphasise renewable energy, manufacturing and engineering. Furthermore, trying to attract students in these disciplines is equally as difficult and shouldn't be conceived as the be-all-and end-all to an FE institution's success. Thinking locally and regionally about the student catchment and how a college might dovetail with other education establishments might be as crucial as thinking about how much funding certain courses attract. The marketing landscape will be the driver for FE commercial success because getting this right will help deliver results.FE colleges must then select and adopt the right strategies and seek to appoint the right senior management (e.g., principals, vice-principals, directors, and line managers) who can help them achieve their goals - these are the basics of commercial enterprise that might stand an FE college in good stead.Chris Wimshurst is education director at Morgan Hunt, the recruitment agency

Dancing to the marginal cost of a student

Jive swings in student marginal cost are not good for further education.Many further education colleges and universities are gearing themselves up for an increase in student numbers. To cater for this much higher demand many institutions have builders on site that are busy refurbishing and adding extra space.A Guardian survey reveals some institutions setting ambitious targets by as much as 50%. The impetus behind this new confidence is the removal of government limits to student numbers. Now institutions can take on unlimited numbers of home and EU undergraduate students. However removal of the limits does not necessarily mean that colleges should throw financial caution to the wind or that the demand will be there.Increases in student numbers to the level that some educational institutions are predicting will have an impact on courses taught and staffing. Some courses cost more than others and the combined effect of a rise in total cost can dramatically change the marginal cost of a student.Why is the marginal cost important?Marginal cost is an important concept in education. It is the increase or decrease in the total cost that a college or university will incur by enrolling one extra student where economies of scale are important. If the student fee is greater than the marginal cost then university funds will be greater than the added cost. However if the fee is less than the student marginal cost then the institution will lose money.Political intervention can make or break education finances and any careful financial forecasting and planning by the college as costs, income and student numbers dance to different tunes could waltz smoothly into the red.Labour were looking to lower tuition fees to £6,000 for students starting university in September 2016 a move which could result in a dip in student enrolments in September as school leavers look to delay starting their courses. This kind of yoyo forecasting is difficult for colleges because while lower student fees may be great for the student the marginal cost can vary greatly and could have a detrimental effect on the college.Expansion requires significant investment and is a long term decision. Short term political decision taking for populist voting can have significant financial impact on colleges and make financial planning precarious to say the least. Blaming the Principal for such jive swings in the finances is not always fair and reasonable yet many governing stakeholders try to do this as a way of explanation.Courses can be cross subsidised, but using the marginal cost for student intake is a way to decide whether a college wants to quick step or rumba into the new student year. Diseconomies of scale will show if more lecturing staff, more management, or more equipment is required for the extra numbers of students and if student enrolments have been fully tapped up if moving into the high marginal rate is economic or not. Removal of the limits on student numbers may sound tempting but the laws governing business economics still need abiding.


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