Enhancing Employability

Table of Contents.

1. Evaluation and Diagnosis

1.1 Introduction to Employability
1.2 Theoretical Basis of Material
1.3 Management/Teamwork Simulations
1.4 Personal Branding and Networks
1.5 Placements
1.6 Recruitment Cycles
1.7 How to Sell Yourself
1.8 Problem/Barriers in Career Development/Ethics
1.9 Context of 21st Century Careers

2. Enhancing Employability

3. Smart Action Plan

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Part 1: Evaluation and Diagnosis of employability

a) Introduction to Employability
Weinert (2001, p. 4) defines employability as the ability of an individual to be able to
secure and maintain employment. Thus in this particular context, employability seeks to answer
two significant questions of what makes a person employable and what about them shall make a
potential employer hire him or her.

The labour market is evolving into a more complex market day by day. It is imperative to
me as an individual in search of employment to be able to grasp well the macro-economic factors
that do influence the demand as well as supply of labour, and also the increasingly competitive
nature of the labour market. With the realization that potential employers need recruits who shall
be able to keep up with the volatile dynamism of the labour market, the ability to enhance my
employability also increases. This dynamism has also made it difficult to have job security, since
in such a market, even important considerations such as work experience fall short of
guaranteeing and enhancing employability. This scenario has been driven in part by the
requirement of relevant and functional skills in the job market that will give organisations a
cutting edge over their rivals. Under such circumstances, it has proved imperative upon me to
develop the necessary effective skills to enhance my level of employability (Nathan & Hill,
2005).

This prevailing situation has therefore forced me and many other individuals to re-
evaluate our levels of employability in relation to our placing within the labour market. It is
necessary for individuals to take opportunities availed by various learning institutions which
have revised their curriculums so as to provide effective training to individuals who shall meet
the requirements of the market. I have also learned that once employed to an organisation, it is of
paramount importance to learn many more skills as possible, in order to greatly enhance one’s
employability. In view of this prevailing job market scenario, it therefore becomes of paramount
importance to evaluate my career objectives and goals, as well as the identification of relevant
and desirable skills and also to be able to establish beneficial networking in order to enhance my
levels of employability to higher levels (Nathan & Hill, 2005).

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 .

b) Theoretical Basis of Material

There have been different paradigms theorized to try and explain the concept of
employability with the variables involved too, e.g. the employees and organizations. These
different paradigms focus more light on proper management of people so that their skill, ability
and also knowledge are well harnessed in a manner as to be of great beneficence to the
individuals as well as to different organizations.
There are various theoretical models within which a theoretical framework to the concept of
employability can be formed. These theoretical models include the Social cognitive theory – this
model aims at explaining tasks done by individuals in an organization and the outcomes thereof.
This theoretical model argues that self –efficacy of individuals informs the performance as they
carry out tasks aimed at achieving set goals (Bandura, 2001 p. 5). Another theoretical model is
based on the Social learning theory, which according to Davis and Monahan (2007, p. 47) looks
at the social interactions of employees in a particular organization. It argues that employees are
able to learn from fellow employees based on experiences they have undergone and they are able
to compare and contrast, in regard to enhancing their levels of employability.

This theoretical model sees the learning from each other as affected by a number of factors,
for instance age, because the employees of an organisation in a similar age bracket can have an
easier mode of interaction, identifying with various kinds of experiences as opposed to
interacting with those in an older age bracket. Another factor is the gender of employees, and
interaction is sometimes easier and much more beneficial between opposite genders, and such
interactions can bear fruit in enhancing the employability of a particular employee. Furthermore,
social class too can affect learning, because many organizations still undergo segmentation based
on class, and this can therefore have a great impact on learning and also detrimentally affect
one’s employability. Organizations have applied these theoretical models to enhance employees’
employability (Bandura, 2001 p. 5).

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 c) Management/Team Work Simulations
The concept of teamwork has proven to be quite valuable for organizations in achieving set
goals within a particular time frame and many organizations have incorporated this concept in
the running of their operations. Teamwork, as defined by Larssen, et al (2004, 4), is a process
through which collaborative work by the employees of the organisation is employed with the aim
of achieving set goals and targets of an organization. The concept requires of employees to be
able to adapt and also accommodate different standpoints and perspectives from various
members within a specific team. Teamwork has become a vital recruitment component as
potential employers are looking for employees who can fit well within a team setting. This is
attributed to the volatile dynamism experienced in the market as all business operations are all
aiming to effectiveness and efficiency within their operations.

Cushman (2001, p. 11) argues that the concept of teamwork involves four main process steps,
i.e. the process of forming, storming, norming and perfoming. He argues that in the first part of
the process, members of the team establish personal relations through introductions. In the
storming stage, members of the team go into the main business of the team, identifying
objectives of the team and means of achieving them. The norming stage is the part where
members of the team have already come up with a plan and how they will carry out their plan. In
the performing stage of the process, members of the team work effectively to implement the plan
to fruition. All these stages work positively to enhance the employability of an individual who is
a member of a team.

There has to be proper management for teamwork to be effective and bear fruits within
an organisation. This calls for the need for a team leader, who is an individual who will monitor
the operations of the group and also steer the whole team towards the desired direction. The team
leader ought to have should have good leadership skills, integrity, good communication skills,
problem solving skills and decision-making skills and he/she ought to bring out the best in the
rest of the team members; this will greatly enhance the work ethic and employability of
individual team members.

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 d) Personal Branding/Networks

Personal branding entails the idea of packaging oneself in a way that will highly enhance
your level of employability. For an individual to brand and network themselves appropriately,
they have to know who they really are, know who the potential employers are and the
individuals’ value to the employer.

Self-awareness is of high significance in personal branding as this spills-over and helps in

building the levels of self-esteem of an individual. Individuals who know well their career goals
and objectives have an easier time in tracking their life goals and also enhancing their
employability. This also enables an individual to identify his/her personal values such as
professionalism and integrity, coupled with skills like problem solving, decision-making,
communication skills and other abilities.

A brand, according to Pringle (2008, p. 104), is product, product, service, place or person
that is identifiable and is also promoted in a way that users shall perceive and view it as
significant and able to fulfil their requirements. Hence, a personal brand can be defined as the
identity that a particular individual creates for himself or herself in an effort to package and
present attributes and personal values that potential employers shall find useful in their
organisation, thus improving and enhancing their level of employability. (Schwawbel, 2009, p.
53).

The prevailing job market in modern times is bent towards the uniqueness of an
individual. Thus, an employee wishing to secure employment should identify things that can
make him/her stand out. They should survey the desirable qualities that employers find essential
and mandatory, such as positive work ethic, ability to work in a team, honesty and integrity, self-
confidence among others. These attributes and traits traits should be developed, packaged and
presented effectively to potential employers, as this will go a long way in enhancing their
employability (Marchington, Wilkinson, & Sargeant, 2002, p. 218).

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 e) Placement
Placement programs can be defined as a part of learning institutions’ curriculum that usually
requires students of these institutions to be attached to organisations that shall make providence
of real-life work experience. Such institutions may establish relevant networks with
organisations that are interested in having ties with the institution. Part of such an agreement may
include the institution picking suitable candidates for these attachment and internship programs
in the organisation and, in turn, the organisations provide the work experience for the candidates,
and this work experience enhances the employability of the attached students.

Great significance is normally placed on placement programs as it ensures students are

adequately prepared for the real and dynamic job market out there as well as helping them to
acquire relevant job skills. This also offers students the opportunity to apply theoretical material
learned while in school in a manner that is practical in the job market (Neugebauer, & Evans-
Brain, 2009, p. 83). This helps to arouse the interest of students in their ‘career lives’. The
placement program is also designed in a particular way so that students apply for attachments
and internships in choice organisations relevant to their courses and this will enable them to
enhance their employability. The placement is also constantly reviewed by their supervisor with
the aim of providing support to the interns as there is a final grading on the experience gained
from the particular placement.

Placement programs are put in place, with the expectation that student interns will be able to
fully understand how the professional world actually operates, the requirements, demands, as
well as the organisational culture with regard to the volatile dynamism of the job market. A
significant component of placement is the curriculum vitae (CV), which profiles the skills and
abilities of an individual, and is a means through which individuals present themselves to
potential employers. Potential employees should thus write well-choreographed CVs that will
demonstrate one’s level of employability.

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 f) Recruitment Cycle
Roberts (1997, p. 67) defined the concept of recruitment as a process whereby qualified
individuals are attracted to apply for existing vacancies within an organisation or company. The
objective of recruitment to draw out as many applicants as possible so as to increase the chances
of hiring and qualified and relevant candidate. The recruitment cycle, according to Brown (2011,
p. 54), involves a particular process, which starts with defining the requirement. Organizations
do identify a vacancy within the organization that needs to be filled to maintain the smooth
running of operations. Various supervisors do notify the Human resource officer, who takes the
matter to top management.
After the vacancy position has been identified, the next process that requires advertising for
the vacancy available in the organization shall kick in to be able to find out qualified individuals
for the position needed. After this, the opportunity is presented to interested applicants, who have
already been identified and they get the specifications of the jobs available, the skills needed,
benefit schemes and also compensation schemes (Smith, 2005).

After this particular notification with the job specifications has taken place, the organizations
carries out assessment on the potential employees in relation to the CVs they have submitted.
The assessment will look out for the most qualified and relevant individual who will adequately
fill the existing vacancy. After this assessment, a shortlist shall be made of potential work
candidates. The shortlist shall include those who passed successfully the previous assessment
stage. The individuals appearing in the shortlist will then be notified that they have been selected
and will receive an interview offer. For the final selection, an interview panel is formed to
interview the shortlisted candidates and those who are selected are provided with a job offer and
they get more information on the job details (Lin, 2003, pg. 361).
In making the connection, the successful candidates are introduced into the organization
through the process of orientation and induction, which ensures they settle down faster within the
organization. These processes, as outlined by Roberts are a necessity for an organization to
recruit qualified, experienced, competent and highly skilled staff best suited for the job available
in a saturated and complex job market.

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 g) How To Sell Yourself
Selling yourself is a key part of the concept of employability as one seeks to secure
employment. To sell oneself adequately, one needs to carry out a careful assessment and
diagnosis of who he/she is as well as the value he//she will bring to the organization he/she seeks
to work in. this should be in addition to adequate preparation for an upcoming interview.
Interviews aim at testing a potential employee’s personal skills, attributes, personality and
abilities within a short span of time. An individual with enhanced employability will thus should
present themselves in an appealing manner to the interview panel.
A significant way to achieve such an objective is creating a big initial impression, as these
kinds of impressions last. Therefore, within the first few seconds, based on how one looks, one is
able to judge character (Smith 2005, p. 121). Having this in mind, one should be careful with
respect to their dressing, which should be modest and appealing. Be calm and beam with
confidence, as it is vital. Other helpful facts in selling oneself, according to Maurer, et al (1998,
p. 128) are:
• Seeking significant information about the organisation as well as the job description prior
to the date of interview. This will reveal focus areas upon which an individual can do more
research on as they may come up in the interview session.
• Keep time, as this will prove to the potential employers that an individual has effective
time management skills, which are significant for an employee.
• Present clean documents, such as certificates.
• Be friendly and conversational
• Be honest and answer all questions without hesitation. This will show that you can think
on your feet

All these will enable an individual to be able to sell himself/herself in a much more successful
manner and further enhance their levels of employability within the competitive and dynamic
prevailing job market.

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 h) Problems /Barriers in Career Development/Ethics
There are many problems and challenges that face employees who are developing their
careers. Getting employed is always the first step in a long and winding road of career
development. There is thus a need for individuals already in employment to enhance their
employability levels, as in this particular way, they will be able to sustain their employment.
They want upward mobility, in order to attain self-actualisation, according to the Roger’s theory,
human beings always desire upward mobility so as to be self-actualized.(Lin, 2003, p. 355). In
seeking this upward mobility, individuals are bound to face a lot of barriers and challenges of
multiple faces, including ethical issues.

One of the barriers that individuals in employment face is the lack of career opportunities of
within some organizations. It goes without saying that some organizations are not committed to
developing the careers of their employees in relation to special skills and knowledge they possess
and this stagnates career development for many individuals (Lin, 2003, pg. 349).

Another barrier, which is gender based regards different social demands, especially on
women employees. The society around women employees puts extra demands on them such as
raising families and making homes, and such extra demands, if not well managed do always have
a detrimental toll on women in employment. Lack of adequate financial resources is also a
pertinent issue that acts as an obstacle to the development of the careers of an individual in
employment. Relevant training and courses that can enhance employability and career
development also need finances, which if lacking definitely poses challenges to people in
employment. The age of an individual too can serve as a barrier to the development of one’s
career, especially for employees nearing the disengagement stage, i.e. retirement. Jackson (2000,
p. 32), argued that the development of a career had 4 stages, which were exploration,
establishment, maintenance and final disengagement.

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 i) Context of The 21st Century Careers
A career, according to Nathan and Hill (2005, p. 193), is a reference to the actions and
progress taken by an individual in the lifespan of their occupation. Careers have been
revolutionised as result of the rapid development of the prevailing labour market. In years past,
an individual could be guaranteed some form of work or employment with little or no education.
However, in the 21st century, things have changed for the worse. Individuals, those in
employment or not, have been going to learning institutions so as to acquire skills necessary to
make someone a highly qualified employee.

Some of these changes have been influenced by a number of social and economic factors, for
instance Globalization – which refers to the interconnectedness of people from different parts of
the world. This has introduced patterns of migration which have seen individuals seeking
employment move to and from different parts of the world searching for better employment
opportunities. This interconnectedness has brought a significant change in the supply and
demand patterns of the labour market, hence the need for individuals to enhance their level of
employability (Lin, 2003, pg. 350).

Technology too has had a profound impact in regard to 21 st century career lines. In an effort
to enhance effectiveness and efficiency of operations, organizations have adopted modern
technology thus laying off some employees. This has then taught many potential job seekers the
need to enhance their levels of employability. Furthermore, diversification within the global
workforce in the 21st century has had a tremendous impact in the entire global job market, as
women have ventured into different employment positions. Such a paradigm shift has meant that
more men have to enhance their employability levels in order to stay aloft in the job market. 21 st
century careers have also emerged from the traditional outlook of decades and centuries past into
a much modern outlook, with more flexibility (Lin, 2003, pg. 355).

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Part 2: Enhancing Employability

The concept of employability can be defined as the capability of an individual to be able

to gain and maintain employment (Hillage and Pollard, 1998, p. 92). Employability relies on a
number of factors, ranging from the abilities and skills one has, the manner in which you present
these skills and abilities to employers, as well as the situation or circumstances in which one is
seeking employment (Hind and Moss, 2011, p. 106). In light of the foregoing, employability is
affected by some factors which most of the time may be outside the control of an individual.

Employability can also be defined as a set of personal attributes, achievements, skills as

well as understandings of an individual, which will enable one to successfully gain employment
and be successful in their preferred occupations, to their own betterment. There are four main
elements of employability, which revolve around the business concepts of sales, marketing and
production and the marketplace in which they operate, which are presentation, assets and
deployment (Lindsay & McQuaid, 2010, p. 98).

Presentation is one key component of employability. To enhance my employability

levels, I worked hard on improving my overall presentation skills, as these skills play a very
significant role when it comes to the process of securing employment. Presentation bases itself
on the ability to demonstrate one’s employability and to present it to the market in a manner that
will help one gain employment. Presentation includes the qualifications one possesses through
prior education, which could be vocational as well as academic, the presentation of one's
Curriculum Vitae including a record of ones achievements, one's work experience and/or track
record and, finally, one's testimonies and references (Rao, 2010, p. 51).

Another key component of employability is the employability assets of an individual. I

worked on my employability assets, and this was able to grant me a favourable advantage over
other potential employees (Ann, 2010, p. 37). Employability assets are a set of assets that include
an individual's skills, knowledge of the target occupation or field and the person’s attitude

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towards how the work will be carried out. Literature over the years has differentiated between
various subparts of assets i.e. high level assets, intermediate assets and baseline assets.
High level assets are skills which aid in contributing to one's organisational performance,
like self-management, commercial awareness and team working. Intermediate assets are those
personal attributes, like initiative and motivation, as well as occupational specific skills and also
other key skills such as communication. Baseline skills are the most basic skills and other
essential attributes such as integrity, honesty and reliability. I also employed the concept of
transferability of employability assets, which is a very key method of greatly enhancing one's
employability. This was able to help me be flexible in shifting from one field of occupation to
another, and this also makes employers keen to work with such an individual (Rao, 2010, p.
104). Individuals have to be able to sufficiently exploit all of their assets in order to market them
and eventually sell them.

Further, deployment is another major component of employability, and is always linked

to a set of abilities that vary from career management skills and/or life skills, such as opportunity
awareness, to a strategic approach to job search skills. Examples of this type of opportunity
awareness include awareness of the labour market, self-awareness, transitional skills and
decision-making skills. A strategic approach in deployment enabled me to adapt to different
developments within the labour market in general and labour opportunities. Job search skills
includes finding a suitable job, as one has access to both informal and formal networks of
employment, which is a key part of employability and the job search (Rao, 2010, p. 67).

Furthermore, being fully aware and recognizing the extent of what assets I possessed, and
the relevance these assets played in regard to the employment opportunities available did a great
deal in enhancing my employability capacity, since I was also willing to undertake extra training
and other activities that helped in upgrading my skills (Ann, 2010, p. 103). Skills such as
problem-solving, initiative and enterprise skills, communication, self-management, planning and
organising, learning, and also a good grasp of modern technology, aided in raising my level of
employability.

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 Further, the ability to realise the employability assets one possesses depends also on one's
personal circumstances, as well as some external scenarios and the existing interplay between
these two (Larsen, Kipper, & Schmid, 2010, p. 155). Personal circumstances could include
household status and an individual's life cycle, various disabilities an individual may have and
also caring responsibilities. External factors could be labour market rules and regulations, as well
as benefit rules, employer recruitment methods and selection behaviour of employers, the pattern
of job openings in a market, the level of job and employment opportunities and macro-economic
demand (Larsen, Kipper, & Schmid, 2010, p. 157).

Sometimes employability can be viewed as subjective and dependent on some contextual

factors, for instance, it can heavily dependent on how an individual appears relative to other
potential workers within a competitive and crowded hierarchy of job seekers within the labour
market (Brown and Hesketh, 2004, p. 81). With the interplay of all of these factors regarding the
concept of employability, I was obliged to demonstrate a relatively enhanced level of
employability, in order for me to have a valuable advantage in the job market, and thus be able to
secure a career as well as to maintain that employment within my field of occupation.

In demonstrating how employable I was potential employers, I was obliged to exhibit

sufficient flexibility, to be able to make required transitions between different jobs and roles
within a particular organisation, so as to meet emergent job requirements (Brown and Hesketh,
2004, p. 87). Such demonstration enables one to be able to maintain his or her employment,
which is a crucial point in the concept of employability. An individual will also need to
demonstrate the ability to do quality work, thus proving to one's employer of his or her worth
and thus indicating a higher level of employability. Hence, one will demonstrate his or her full
productivity in one's particular field or area of occupation.

The use of the SWOT (Strength, Weakness, Opportunity and Threats) analysis helped me
greatly to self-evaluate and to discover my strengths and weaknesses. Analyses of these strengths
and weaknesses have the potential to affect the level of one’s employability, either positively, as
in the case of strengths, or negatively, with regard to the weaknesses. Being abreast with one's
opportunities, as well as one's threats, will go a long way in tremendously improving one's level

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of employability, which will in turn enable him or her to be in active employment for an
extended period, as the individual will be able to at least maintain gainful employment.

The SWOT analysis also enabled me to be actively deployed, as I was able to diagnose
one's occupational interests and abilities. It also played a very crucial role in demonstrating my
presentation skills and capabilities, and made sure that my strengths and opportunities stood out,
thus automatically increasing my level of employability (Mordini & De Hert, 2010, p. 147).
SWOT, when employed effectively in evaluating oneself, will help raise the skill profile of an
individual and boosts the flexibility and competitiveness of an employee within the job market.
Applying SWOT enabled me to participate effectively within field of occupation, and this made
me a very effective and competitive employee.

In addition, the SWOT analysis will further enable me to enhance my level of

employability, by helping me to adequately isolate my strengths and opportunities, then working
on these to hone them, and eventually I will be able to improve my skill profile. A number of the
ways in which I have worked on my skill assets include lateral thinking, organisation and
planning, extensive teamwork etc. My asset skills can also further be improved through extended
essays, course projects and dissertations, as these activities are known to equip one with valuable
analysis and research skills that will most certainly raise the level of one's employability (Rao,
2010, p. 89). I gained and enhanced my independent research skills through undergoing further
education and training, aside from improving on the planning and organizing of my personal
work. Having worked on these particular skills has strengthened the presentation of my
employability i.e. they have added onto my Curriculum Vitae, therefore granting me a strong
presentation and the required competitive edge over other potential employees. It has also
sharpened my overall analytical skills, by debating and identifying inconsistencies in reasoning,
as well as by data analysis. Hence it is certainly justifiable that applying the SWOT analysis has
greatly enhanced my level of employability to a much higher level.

With all the above considerations which I took into account, I was able to tremendously
enhance my level of employability to greater levels. It has helped me to become very
employable, both in gaining new employment, as well as maintaining one's existing employment.

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Part 3: SMART action plan (Sustainable Development)

Even though there is no set standard in regard to employability skills as various

organisations need different set of skills for different functions in an organization, (Coetzee &
Roythorne-Jacob, 2006, p 17), there has been a necessity for employees to engineer a plan for
improving and maintaining their employability skills. Such an action should further enable
someone to have room for adjustments so as to fulfil different requirements, as required in then
the job market. I have set out a SMART action plan to enable me achieve this entails the
measurable and realistic targets that I have set, which will also help me enhance my
employability on an on-going basis.(Lehman, DuFrene, 2007, p 145). These targets should be
based on skills that we already have, and if not, one should have an action planned to learn them.

Setting clear goals and targets using the SMART action plan will further help me to
evaluate what I need, and in the event that these resources are not available, then I shall seek
other ways of acquiring alternative resources (Lehman, DuFrene, 2007, p 149). Moreover I will
look to forecast possible challenges and risks to the action plan I seek to implement to sustain the
enhancement of my employability. Each action plan faces various challenges, and listing
possible challenges will give me the chance to solve these challenges, to ensure that on an on-
going basis, my employability continues to be enhanced.

These actions will fit well with my way of learning, observation and careful analysis,
even with regard to setting a good timeframe to complete tasks given. The SMART action plan
will thus be a very relevant and justifiable course of action and therefore will ensure on-going
sustenance of the enhancement of my level of employability. (Mordini, & De Hert, 2010, p 28).

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