Customers (PD Ports) • Established 1852 (Powell Duffy Steam Coal Company) • Based in NE – operates throughout key UK ports with a growing

European presence• Owns & operates ports of Tees and Hartlepool • Major deep sea complex along NE coast • Large land owner • PD Logistics

PD ports provides a multi touch example of University andbusiness interaction involving consultancy, KTP, awarding of generalcredit, short UCPD’s, several Fds, top ups to degree status, currentlydeveloping graduate training scheme

PD Ports Their motivations:• Changes in ownership – resulting in fragmented (and limited) training &

development strategy• Training needs analysis – showed their skills gaps • Initial focus on up-skilling to Level 2 – health & safety etc – legislated • Recruitment difficulties (some very specialised skills required)• Prime location

Their challenges:• Required an enhanced induction process• Growing own staff – from school science schemes, to apprenticeship, to choice

of Fd, to Degree• Succession planning • Future focussed use of premises • Needed multiple levels/subjects – crossing academic schools

Teesside UniversityOur motivations:• Large employer • Interesting range of employees• ‘Open Book’• Pro-active Staff Development Manager • On our doorstep• Developing area – the riverside• Fitted university’s strengths • Had funding (at the time)Our challenges: • Patience with PD ports – it had to be right for them• Tenacity without pushing – keeping the mutual relationship going• Open mindedness and listening• Being prepared to accept that the victory (or relationship) may be lost• Involving colleagues – diplomatically/strategically

Messy Isn’t It? Account ManagersAcademic Registry Quality & StandardsAcademic Schools Student RecruitmentFinance Marketing

Reputation

Professional bodies

Own Provisions Profit Training budget

Fitness for PurposeTimeframes

Commitments Outcomes

Aspiration Quality Award Value

NewnessWork & Family

Invisibility AspirationVaried Expectations

External demandsFinance

Managing the ‘messiness’• Business toolkit that collectively stores:

o Processeso Documentation & formso Guides

• Contracts and learning agreements• CRMS• Account Managers

CRMS – Why we did it?The big filing cabinet - but cleverer!

Create & Record Customer

Information

Create & Record Customer

Information

Share with othersShare with others Creates Transparency

Creates Transparency

Builds Customer Intelligence

Builds Customer Intelligence

Allows targeted marketing and engagement

Allows targeted marketing and engagement

Produces Intelligent and accurate MI

Produces Intelligent and accurate MI

Data Protection Compliant &

Auditable

Data Protection Compliant &

Auditable

Reduces Duplication

Reduces Duplication

Standardises essential

information

Standardises essential

information

CRMS – How we did it?• Mapped the customer journey

• Identified critical steps for various types of projectso Created workflows to manage these

• Devised bespoke training workshops and manuals

• Made sure the ‘system’ matched the process (and was compatible with existing systems)

• Continuously analyse/monitor the information

•Now in phase 3 development

•Developed CRMS working groups that still exist

CRMS – How we use itEngageEngage

Create Records Create Records

DeliverDeliver

ReferReferDiagnose NeedDiagnose Need

Propose SolutionPropose Solution

MonitorMonitor

Feedback Feedback

What skills/characteristics are required?– Open mindedness– Awareness of complexities– Ability to understand/make connections– Widely networked with experts– Problem solving – Analytical– Intellectually curious & innovative – but, also patient and realistic

(sound familiar? A bit like a good graduate……….)

The Future • Labour market intelligence suggests we need to

continuously talk to companies http://www.teesvalleyunlimited.gov.uk/empskills/documents/TVJSU_report_final.pdf

• ‘Train the Trainer’ – type modules• Openness to hybridity – i.e. mix of providers• Keep working on seamless interface – i.e. hide the wiring • Develop/inform/support – our own colleagues

• Academic mentorship scheme• PgC module• Networks

• Increasing the scope of Customer First

Dr Ruth HelyerHead of Workforce Development (Research and Policy)Teesside Universityr.helyer@tees.ac.uk01642 384268

Lisa McKeownQuality Manager (Employer Engagement )Teesside Universityl.mckeown@tees.ac.uk01642 384328