F: Yes, I do. I think that colleges need to listen to what employers are saying about the need for people to learn to work in groups. In this situation, people get used to cooperating and sharing information. Of course, at the moment, we＇ve got examination systems that doesn＇t allow for collabora¬tion. So it seems to me that more team work is required when it comes to studying.
M: What kind of skills would you say employers are looking for? I mean, are graduates ready for work?
F: Well, as always, some are, and some aren＇t. You see, the colleges have to achieve good ex¬am results, but this isn＇t always what employers are looking for. Certainly in the service sector, em¬ployers want people who can interact with customers and who can work as part of a team. The ability of using computers and all the other new technology isn＇t such an issue anymore. I suppose employers feel they can take it for granted now and it＇s very easy to train people up.
M: And how does a company decide whether a graduate has the skills he＇s looking for? For example, what is the selection procedure at Carters?
F: Well, the first stage consists of individual interviews. These are followed by group exercises. There are three exercises and they last about 24 hours. I suppose ideally they should be longer. But there are some practical constraints. Anyway the process itself gives people the opportunity to display certain skills, like the ability to work in a team or the ability to plan and organize.
M: Do these skills develop after selection?
F: We can teach graduate employees certain things, such as leadership techniques, and we also encourage certain things with rewards, initiative for example. But the basis of our approach is career development for all graduates, not just the real high fliers. We actually think the companies benefit more from improving the performance of the typical graduates, not just a selected few.
M: Kate Orebi, Thanks for joining us.