For engagement to take place and flourish there must be mutual benefits for both partners in the relationship. Even where such potential benefits exist there may be constraints on their realization. Few barriers were identified by academic staff:
An award leader at Health Faculty explained the difficulty in identifying ‘who does what’. Where links were established they often depended on interpersonal relationships that were vulnerable to staff turnover so it was difficult to maintain links even where they had been established;
Lengthy and slow process, some employers felt that the university is deficient in terms of customer service and delivery to agreed timetables. Outdated and cumbersome university management practices tended to be slow.
Developing course and meeting business needs takes time but businesses too oftenchange their requirement which means that the university has to keep their courses up-to-date and rapidly innovate new courses to maintain the relationship with the employers and establish long-term strategic commitments towards them
An award leader at Health Faculty explained the difficulty in identifying ‘who does what’. Where links were established they often depended on interpersonal relationships that were vulnerable to staff turnover so it was difficult to maintain links even where they had been established;
Lengthy and slow process, some employers felt that the university is deficient in terms of customer service and delivery to agreed timetables. Outdated and cumbersome university management practices tended to be slow.
Developing course and meeting business needs takes time but businesses too oftenchange their requirement which means that the university has to keep their courses up-to-date and rapidly innovate new courses to maintain the relationship with the employers and establish long-term strategic commitments towards them
