Why in the UK is not significant weight and importance placed on excessive formal education?

In Germany, Japan and to a slightly lesser extent in the USA, many CEOs and Managing Directors hold PhD degrees. 

In the UK is it however less common. 

If one cannot 'break the experience barrier' by going via the conventional vertical career progression route, can the combined weight of several CIPD 7's and advanced degrees do it, cut the ice or show that you have what it takes, as you demonstrate some type of ability after all to get all the letters after your name?   

Or otherwise, set yourself up on the self-employed route as a travelling speaker or consultant on HR related issues. 

I feel that the UK model is based more on the guild system that originated in medieval times, that you learned, crafted, practised and mastered your trade or profession on the job through practical training and experience as an apprentice. Butcher, baker or candlestick maker.     

That is fine if you can get the jobs, but you can cannot, you then need to go another way, not the mainstream pathway but by thinking outside of the box. 

What is the end result of going all out in education, formal learning and development and if one eventually ends up with a PhD but has never held a managerial or an executive  post as they could not obtain one?  

Nowadays there is never a precise match between your level of education and level of job role.

What is however the also position of people who do get the experience but do not have the educational qualifications?

Parents
  • Have to disagree with you Andre,
    In the countries cited there are numerous examples of very senior people, including CEOs, without a higher level qualification. Over the last 20-30 years most countries (including Japan) have moved towards recruiting or promoting on the basis of relevant experience and demonstrated abilities via their track record. If you are recruiting a CEO or CFO who is 45+, their academic qualification of 20 years ago is largely irrelevant when compared to what they have actually achieved.
    This is not spectacularly new. When I started work in 1979 in international civil enginnering and building, quite a few of the managers of larger construction projects (£100m+ in today's money) were time-served carpenters who had worked their way up and continued to develop organisational and managerial skills. i.e. no engineering degree.
    To be honest, senior jobs are in my experience NEVER filled solely on the basis of academic qualifications; demonstrated relevant track record, plus cultural fit are the determining factors. Senior jobs are less about technical know-how and more about organising, directing, motivating and mobilising teams. Indeed, technical experts often make bad managers when they cannot step away from the technical problems that should be managed and solved by the staff they direct.
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  • Have to disagree with you Andre,
    In the countries cited there are numerous examples of very senior people, including CEOs, without a higher level qualification. Over the last 20-30 years most countries (including Japan) have moved towards recruiting or promoting on the basis of relevant experience and demonstrated abilities via their track record. If you are recruiting a CEO or CFO who is 45+, their academic qualification of 20 years ago is largely irrelevant when compared to what they have actually achieved.
    This is not spectacularly new. When I started work in 1979 in international civil enginnering and building, quite a few of the managers of larger construction projects (£100m+ in today's money) were time-served carpenters who had worked their way up and continued to develop organisational and managerial skills. i.e. no engineering degree.
    To be honest, senior jobs are in my experience NEVER filled solely on the basis of academic qualifications; demonstrated relevant track record, plus cultural fit are the determining factors. Senior jobs are less about technical know-how and more about organising, directing, motivating and mobilising teams. Indeed, technical experts often make bad managers when they cannot step away from the technical problems that should be managed and solved by the staff they direct.
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