Periodic Reporting for period 2 - GETM3 (Global Entrepreneurial Talent Management 3)
Reporting period: 2019-01-01 to 2022-10-31
In 1989, Charles Handy predicted a future in which workers had more, shorter ‘careers’ trading on a portfolio of individual knowledge and skills. He suggested that fewer people would work inside organisations and that we would not be able to “use people as human resources, as if they were forklift trucks with brains, to move around at our disposal. These new workers have minds of their own and have to be persuaded rather than told what to do. They have to be led rather than managed, and that's very difficult and very different.” The future is here.
GETM3 – Global Entrepreneurial Talent Management 3 - focused on young talent as a key driver of future development, developed through cooperation of 3 stakeholders: employers (inc MNC & SME’s), universities and students/graduates. Despite a widely recognized importance of young talent (e.g. Europe 2020), its potential remains largely untapped. They are educated and entrepreneurial and yet experience instability in employment. At the same time, employers report skills mismatch and difficulties with attracting, managing and retaining young talent. To tackle this paradoxical situation, an innovative, multi-perspective approach was needed, reinforced by our 16 partner consortium; comprising of a transnational, inter-disciplinary, inter-generational, gender balanced and inter-sectorial research team. The main objective of GETM3 was to improve employability and future global talent management to support economic development by capitalizing on entrepreneurialism as a key characteristic of the young. To achieve this objective, the project was divided into seven work packages. Three WPs focused on in-depth research of specific issues from each of the stakeholder perspectives. The Integration and Innovation WP, essential for impact, aimed to integrate research outputs and develop GETM3 across dimensions: generations, genders, disciplines, countries, sectors and stakeholders. These were supported by a project management & administration WP and by the Researcher development, knowledge transfer & dissemination WP. In total, 292 mobility months were planned, 232 of those were for EU partners. Matched funding specially dedicated to H2020 was received from the Korean Research Foundation. The overall design of the project built impact through researcher mobility in two ways: researchers gained first hand and in-depth insights on specific issues from various perspectives, and developed their skills through networking and training incorporated into mobility with sandpit events. The final deliverable was a ‘legacy’ project to build upon experience and partnerships built during the project: GETM4 (started 2023).
Research Aims
1. Research deliverables to impact 3 stakeholder groups through knowledge transfer at national, European and global levels.
2. University researcher development through excellent, multi-discipline, international, innovative research, international exposure, mentoring, networking, training, dissemination.
3. Academic impact and esteem through high-ranking publication and dissemination on national, European and global levels.
4. Partnership development with Northumbria’s peers and industry companies and organisations through the project partners and beyond.
GETM3 – Global Entrepreneurial Talent Management 3 - focused on young talent as a key driver of future development, developed through cooperation of 3 stakeholders: employers (inc MNC & SME’s), universities and students/graduates. Despite a widely recognized importance of young talent (e.g. Europe 2020), its potential remains largely untapped. They are educated and entrepreneurial and yet experience instability in employment. At the same time, employers report skills mismatch and difficulties with attracting, managing and retaining young talent. To tackle this paradoxical situation, an innovative, multi-perspective approach was needed, reinforced by our 16 partner consortium; comprising of a transnational, inter-disciplinary, inter-generational, gender balanced and inter-sectorial research team. The main objective of GETM3 was to improve employability and future global talent management to support economic development by capitalizing on entrepreneurialism as a key characteristic of the young. To achieve this objective, the project was divided into seven work packages. Three WPs focused on in-depth research of specific issues from each of the stakeholder perspectives. The Integration and Innovation WP, essential for impact, aimed to integrate research outputs and develop GETM3 across dimensions: generations, genders, disciplines, countries, sectors and stakeholders. These were supported by a project management & administration WP and by the Researcher development, knowledge transfer & dissemination WP. In total, 292 mobility months were planned, 232 of those were for EU partners. Matched funding specially dedicated to H2020 was received from the Korean Research Foundation. The overall design of the project built impact through researcher mobility in two ways: researchers gained first hand and in-depth insights on specific issues from various perspectives, and developed their skills through networking and training incorporated into mobility with sandpit events. The final deliverable was a ‘legacy’ project to build upon experience and partnerships built during the project: GETM4 (started 2023).
Research Aims
1. Research deliverables to impact 3 stakeholder groups through knowledge transfer at national, European and global levels.
2. University researcher development through excellent, multi-discipline, international, innovative research, international exposure, mentoring, networking, training, dissemination.
3. Academic impact and esteem through high-ranking publication and dissemination on national, European and global levels.
4. Partnership development with Northumbria’s peers and industry companies and organisations through the project partners and beyond.
27 deliverables, all approved
11 foreseen risks managed
45 internationally authored publications
2 special issues compiled, edited and published
2 book chapters published
27 conferences organised
42 workshops organised
16 press releases
8 exhibitions
242 social media posts
42 website appearances
7 videos/ films
1 trade fair
Team of 167 researchers and industry representatives of 22 nationalities
53% female
15 quarterly 'sandpits' as networking, training, dissemination and collaboration events, circulating around the 5 countries.
Establishment of a secure data repository on-line, on-line project database, public-facing website, digital and social media platforms and campaign.
11 foreseen risks managed
45 internationally authored publications
2 special issues compiled, edited and published
2 book chapters published
27 conferences organised
42 workshops organised
16 press releases
8 exhibitions
242 social media posts
42 website appearances
7 videos/ films
1 trade fair
Team of 167 researchers and industry representatives of 22 nationalities
53% female
15 quarterly 'sandpits' as networking, training, dissemination and collaboration events, circulating around the 5 countries.
Establishment of a secure data repository on-line, on-line project database, public-facing website, digital and social media platforms and campaign.
PROGRESS BEYOND THE STATE of the ART: MULTISOCIATION
Our aim was to innovate research and enhance impact through the production of Argyris’ (2003) ‘actionable knowledge’ through what Smith & DiGregorio (2002) refer to as ‘bisociation’. Bisociation is an entrepreneurial trigger which occurs when two previously unrelated matrices of information or knowledge are combined to create novelty. We exceeded this through ‘multisociation’, a unique concept developed for the purposes of this project and a deliberate plan to apply theory, concepts and approaches from one discipline to several others. One example among many is the application of Lean Six Sigma to every aspect of the research, the integrated outputs and the project management.
Building on the previous inter-disciplinary projects in which the core consortium has been involved, this RISE project extended further across academic subject areas, encompassing various ‘business’ disciplines (strategy, entrepreneurship, human resource management, marketing, supply-chain management, finance), psychology, design, pedagogy, computer science, information systems, architecture (urban planning for work) and even health through the involvement of researchers working with the UK National Health Service on their recruitment and retention. Academics from all of these areas worked across the research.
Multisociation was developed on multiple bases which we described in our application as 'a variety of juxtapositions, sometimes paradoxical', underpinned by 'meaningful combinations'.
Ultimately, our aim was to develop a new definition and approach to managing future talent, beyond the current state of the art, since entrepreneurialism is the missing link in current models.
RESULTS
Our major outcomes were developed in a Work Package developed specifically for the purpose of integrating the work done with three previous stakeholder groups: young people, HEIs and employers. We published a report on best practices of talent management for SMEs, a published research 'handbook', guidelines for employers on applying Lean Six Sigma principles of various activities, case studies of young entrepreneurial talent, recommended curriculum innovations, an evaluation of the impacts across the whole project and a report regarding the sustainable partnerships which have been developed and will be maintained beyond the end of the project. We also developed an on-line 'toolkit' for employers to help manage their younger employees for mutual benefit.
Some interesting "informal" outcomes also developed, such as intercultural understanding of national and institutional differences and similarities. We focussed on how to bridge the various gaps between academic and industry working which will be so valuable in future.
IMPACTS
Our impacts were as follows:
1. researcher development on multiple levels from individual to international.
2. enhancement of research and innovation-related human resources, skills to realise potential
3. development of new and lasting research collaborations
4. transfer of knowledge between institutions and sectors and countries
5. improvement of research and innovation potential in Europe and Korea
6. performance enhancement for participating businesses and beyond to greater dissemination
7. enhanced economic performance for the regions and countries identified as 'in transition' and beyond
Our aim was to innovate research and enhance impact through the production of Argyris’ (2003) ‘actionable knowledge’ through what Smith & DiGregorio (2002) refer to as ‘bisociation’. Bisociation is an entrepreneurial trigger which occurs when two previously unrelated matrices of information or knowledge are combined to create novelty. We exceeded this through ‘multisociation’, a unique concept developed for the purposes of this project and a deliberate plan to apply theory, concepts and approaches from one discipline to several others. One example among many is the application of Lean Six Sigma to every aspect of the research, the integrated outputs and the project management.
Building on the previous inter-disciplinary projects in which the core consortium has been involved, this RISE project extended further across academic subject areas, encompassing various ‘business’ disciplines (strategy, entrepreneurship, human resource management, marketing, supply-chain management, finance), psychology, design, pedagogy, computer science, information systems, architecture (urban planning for work) and even health through the involvement of researchers working with the UK National Health Service on their recruitment and retention. Academics from all of these areas worked across the research.
Multisociation was developed on multiple bases which we described in our application as 'a variety of juxtapositions, sometimes paradoxical', underpinned by 'meaningful combinations'.
Ultimately, our aim was to develop a new definition and approach to managing future talent, beyond the current state of the art, since entrepreneurialism is the missing link in current models.
RESULTS
Our major outcomes were developed in a Work Package developed specifically for the purpose of integrating the work done with three previous stakeholder groups: young people, HEIs and employers. We published a report on best practices of talent management for SMEs, a published research 'handbook', guidelines for employers on applying Lean Six Sigma principles of various activities, case studies of young entrepreneurial talent, recommended curriculum innovations, an evaluation of the impacts across the whole project and a report regarding the sustainable partnerships which have been developed and will be maintained beyond the end of the project. We also developed an on-line 'toolkit' for employers to help manage their younger employees for mutual benefit.
Some interesting "informal" outcomes also developed, such as intercultural understanding of national and institutional differences and similarities. We focussed on how to bridge the various gaps between academic and industry working which will be so valuable in future.
IMPACTS
Our impacts were as follows:
1. researcher development on multiple levels from individual to international.
2. enhancement of research and innovation-related human resources, skills to realise potential
3. development of new and lasting research collaborations
4. transfer of knowledge between institutions and sectors and countries
5. improvement of research and innovation potential in Europe and Korea
6. performance enhancement for participating businesses and beyond to greater dissemination
7. enhanced economic performance for the regions and countries identified as 'in transition' and beyond