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
  • Having a degree is not necessarily a measure of your ability to do a job well. It is however, a measure of your ability to learn.

    Many - but not all degrees, cover what in effect is just the theory. In the context of HR, knowing that there are different models of HR management isn't really going to help you progress or indeed become an adept HR manager. Recognising that you are in an organisation which operates a different system than your previous job won't help unless you have the personal skills to adapt and change to the different system.

    Knowing that the average human attention span is less than an hour, won't help you as a trainer if you don't know what to do about it.   I recall that when I did my HR Diploma - at a university!,  we had one of our  tutors who had an academic qualification in some field of neuro science as its now called.  He gave us a 50 minute lecture on learning theory, including the fact that the human brain can't take in information for more than 20 or 40 minutes or whatever.   So when I asked him why we get continually fed with lectures, he was unable to give a decent answer.  He was a useless trainer.

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  • Having a degree is not necessarily a measure of your ability to do a job well. It is however, a measure of your ability to learn.

    Many - but not all degrees, cover what in effect is just the theory. In the context of HR, knowing that there are different models of HR management isn't really going to help you progress or indeed become an adept HR manager. Recognising that you are in an organisation which operates a different system than your previous job won't help unless you have the personal skills to adapt and change to the different system.

    Knowing that the average human attention span is less than an hour, won't help you as a trainer if you don't know what to do about it.   I recall that when I did my HR Diploma - at a university!,  we had one of our  tutors who had an academic qualification in some field of neuro science as its now called.  He gave us a 50 minute lecture on learning theory, including the fact that the human brain can't take in information for more than 20 or 40 minutes or whatever.   So when I asked him why we get continually fed with lectures, he was unable to give a decent answer.  He was a useless trainer.

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