![]() Other research studies argue that new graduates may possess the desired employability skills, but are not aware that they have them ( Jackson, 2013 Strachan, 2016). Some research studies support employers’ perceptions, pointing to a “skills gap” between the employability skills that graduates possess and the requirements of prospective employers ( Boden and Nedeva, 2010 Jackson and Chapman, 2012). ![]() Researchers offer various explanations for this shortfall. Nearly half also said that they are seeing insufficient oral communication (46 per cent) and literacy skills (42 per cent) in the workforce” (p. Surveying over 1,500 Ontario employers, Stuckey and Munro (2013) report that “ver 70 per cent said that there are gaps in critical thinking and problem-solving skills. Canada, Australia and the UK, for example, have made funding partly contingent upon the twinned “demonstrable graduate outcomes” of disciplinary competence and employability skills ( Bridgstock, 2009).ĭespite these employer calls and supporting government efforts, many employers report a gap between the skills they are looking for and the skills job candidates have. In some cases, they insist that postsecondary funding be tied in part to preparing graduates for the workforce. Governments have taken note of this trend, too. Research suggests that employability skills are highly valued, and that many employers rank employability skills above degree designation or university reputation ( Finch et al., 2012). As listed in recent reports, the top 10 employability skills for undergraduates as identified by employers include oral and written communication, leadership, teamwork, conflict management, initiative, responsibility, decision making, problem solving and critical thinking skills ( Hart Research Associates, 2013 Drummond and Rosenbluth, 2015). ![]() Over the last decade, employers have become increasingly vocal about employability skills: the set of transferable skills characterized as the higher-order thinking skills and personal attributes that employees need to succeed in a work environment ( Dacre Pool and Sewell, 2007 Lowden et al., 2011). The full terms of this licence may be seen at Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial & non-commercial purposes), subject to full attribution to the original publication and authors. ![]() This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Copyright © 2019, Jill Tomasson Goodwin, Joslin Goh, Stephanie Verkoeyen and Katherine Lithgow License ![]()
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