Skip to main content
Generate PDF
Bookmark and Share

Capital City Partnership: Linking Supply and Demand

24 October 2014 

Capital City Partnership were successful in reeciveing funding to help to consider better ways of linking economic development and employability within Edinburgh.

This work arose from a concern among the partners in Edinburgh that their 'demand led, client focused' approach was not necessarily providing a close enough match between the skills and attitudes of clients and the specific needs of employers.  The evidence for this had come from some employer feedback about the quality of the match between their needs and the candidates they were being presented with.  The focus of the work was on:

  • How to better meet the needs of employers
  • How to increase providers' knowledge of facilities and incentives to increase the appeal of clients
  • How to help organisations to:
    • Better plan for known job opportunities and produce appropriate referrals
    • Grow the capacity of job-ready clients at stage 3 and 4 to meet the anticipated demand
  • How to establish a rapid response mechanism for urgent requests from businesses
  • How to share knowledge and labour market evidence that will contribute towards effective planning of provision.

The task involved in-depth interviews with stakeholders, providers and employer representatives (including both interviews and two workshops for front line staff and managers) what the issues are and how the partners can become more confident that employer needs are being clearly understood and that recruits are being presented to clients only when they provide a strong match with these needs.

These engagements identified seven areas for action:

  • Early intervention:  ensuring young people get the intelligence, support and experience they need to make robust choices about their future.

  • Transforming the quality of intelligence about jobs and careers:  ensuring that all those entering the labour market, together with those who support and train them, have access to high quality insights into current and emerging recruitment and skill needs - and understand the way that employers are recruiting and selecting staff and how this is changing.

  • Transforming employer engagement:  ensuring that there is high awareness (among all businesses, but particularly the smaller end of SMEs) of the support available to recruit and help them be confident that a good match can be made with their requirements.  This will enhance the number and range of opportunities available for those seeking work.

  • Extending the Academy approach:  ensuring that smaller businesses can gain more confidence to recruit by providing candidates with the right skills, attitudes and behaviours.

  • Using procurement to drive the employer focus:  linking financial reward to the satisfaction of employer and client with the quality of their experience.  This will help to drive a strong employer and client centred approach.

  • Joining up commissioning and programme review:  ensuring a strongly collaborative approach to what is commissioned and how delivery is monitored and reviewed in the light of emerging demands.

  • Making sense of the Strategic Skills Pipeline:  strengthening the demand-led focus as people make progress through the Strategic Skills Pipeline.

     

These seven areas of action form the basis for a detailed action plan and the Edinburgh partners are now taking forward priority actions among these.

For further information on this work, please contact Rhona McLinden, Employer Engagement Manager, Capital City Partnership.