We are Generation UK: Creating a step change for UK student mobility to China

As we celebrate the achievements of Generation UK, we spoke to the British Council’s Jazreel Goh to find out how the flagship initiative began, and the key milestones since then. Throughout the summer, we will be sharing insights from our alumni, universities and partners on leading China mobility programmes, and the impact international experience in China can have on young people from the UK. Share your stories and insights with us using #WeAreGenUK.

You have played an instrumental role in the Generation UK campaign since its inception.  What were the circumstances that led to the launch of the campaign in 2013 and what was the original vision behind the campaign?

A report in 2012 indicated that the level of UK student mobility was still below most other countries in Europe.  The number of students choosing to study or gain work experience in East Asia was even lower. I also noticed that like-minded countries such as the US were making efforts to increase the number of their young people gaining international experience, for example through the ‘100,000 Strong’ initiative.

China was (and still is) the single largest sending country for overseas students, but also one of the fastest growing economies.  I felt very strongly that we needed to address the imbalance of mobility between the UK and China.  More importantly, broadening young people’s horizons and teaching them about the world beyond Europe and the US is vital if the UK is to compete in the global economy.

The vision was to help students gain new perspectives, build their networks and develop cultural understanding through first-hand experience in China. It is an important mechanism for building trust and understanding between the UK and China.  

Why is China an important destination for UK students to gain international experience?

China is an important member of the international community. Its size, rising economic power and influence makes it an important partner for the UK.  A strong anchor of our relationship is the people in our two countries.  We need to expand the close bonds through education and culture.

There are wide-ranging opportunities for the UK and China to work together, from increasing trade to cooperation in science and innovation, and tackling climate change. It is important for the long-term competitiveness of the UK’s economy, that the UK’s future business leaders have strong links with China and the right skillset to drive the UK economy forward.

Were there any challenges you encountered in setting up the campaign and if so, how did you overcome these?

The first challenge was student interest. Encouraging UK students to consider destinations beyond Europe and the US required promotion at both institutional and national level. We organised career advisor missions to China to facilitate links with Chinese businesses and worked with universities to promote opportunities in China.

We found an effective way to increase student interest was to design short group visits. This allowed students to ‘test the water’ and when they returned to the UK, they acted as ambassadors who shared their experiences and encouraged others to take the leap too.

There is an element of ‘fear of the unknown’ with travelling to non-English speaking destinations. The language barrier can be off-putting. To make the opportunities accessible, we designed programmes that did not require any prior Mandarin language skills; the scholarships offered Mandarin tuition, and internship companies had English-speaking supervisors.  

Funding was another challenge. Securing buy-in from stakeholders, both internal and external, is key to running viable programmes. We approached stakeholders across government, universities and corporates to increase the range of funding opportunities and sought alternative financial sources to support participants such as flight sponsorship.

Pastoral support was another important consideration. We conducted a rigorous vetting process to find the right delivery partners who could deliver 24-hour pastoral care and a high-quality experience. Comprehensive pre-departure briefings prior to leaving the UK was also key to ensuring students were fully prepared once they arrived in China.

How has the campaign grown since its inception? What are some of the key milestones?

We launched the campaign in 2013, and by the end of 2019 more than 67,000 young people have taken part in study, work and volunteering programmes across China. This represents over a 100 per cent increase on mobility numbers prior to the campaign’s launch, which is a huge achievement.

We’ve developed a range of programme models, with scholarships and internships as the ‘core’ offerings. The internship programme has seen strong uptake, with over 1,500 participants since 2014. The benefits of gaining international work experience for both personal and professional development is clear, with many alumni attributing their Generation UK experience as playing an important role in their career trajectory.

Generation UK is committed to diversifying the profile of young UK nationals coming to China. In 2016, participants from under-represented backgrounds made up 24 per cent of the programme cohorts. This almost doubled to 43 per cent in 2018. In addition, 100 per cent of Generation UK internship participants are from low-income backgrounds, as stipulated in the eligibility criteria.

In 2016 we launched the Generation UK: China Network to bring together our alumni and all UK nationals with China experience. The network has now grown to over 4,000 members. The Leading Lights Initiative within the Network brings leaders with China expertise and at the forefront of their respective fields together to share insights and guidance with young professionals with China experience.

Why are opportunities like those that Generation UK creates so important for UK students? What benefits do these experiences offer students?

I strongly believe that international experience plays an integral part in personal and professional development. Experience overseas helps broaden young people’s perspectives and develop cross-cultural understanding, which is key to working in today’s global environment.

Our research indicates that participants’ cross-cultural awareness, China knowledge and confidence, and perceived employability all increased as a result of their experience through Generation UK. Most participants cited personal growth and developing soft skills such as perseverance and resilience.  From a practical perspective, many agreed that the internship experience enabled them to learn to communicate in an international business environment, which led to an improved sense of their own abilities for future employment.

What are your aspirations for Generation UK alumni and the campaign’s legacy?

To ensure the sustainability of opportunities in China. The Generation UK: China Network plays an important role in ensuring the legacy of the campaign and connecting UK nationals with experience in China across different sectors and career stages. The Network provides a powerful platform for young people to share their experiences and help inspire the next generation of students to build links with China and further their career prospects.

By connecting China-focused UK professionals and facilitating collaboration, exchange and new business opportunities, we hope to create a positive and long-lasting legacy for Generation UK. This will keep the UK competitive by ensuring that our best and brightest have greater cultural understanding and strong global networks.  More importantly, it will support more students from under-represented backgrounds gain experience in China, and in doing support the UK’s ‘levelling up’ agenda.

Based on your experience leading Generation UK, what advice would you give to universities looking to offer their students international opportunities in China?

Designing an outward mobility programme requires dedicated resources and commitment. It also really helps to have local partners who can provide on the ground support and assistance with implementation. Building up the programme from a small base and allowing alumni to act as ambassadors is a fantastic way to raise a programme’s profile and set partnerships on the path to developing more collaborative opportunities for staff and students.  Offering programmes of different duration and size can also help to cater to the varying needs of different student groups.

How do you envisage the future of outward mobility in a post-Covid world?

Covid-19 has certainly been a catalyst for much innovation in delivering mobility through virtual and blended models. Although there is clear value to these models, the experience of spending time abroad to immerse in a different culture is a transformational experience. It allows our young people to develop flexibility and thrive in an international environment.  In a future that will be even more digital, I believe that having better cultural understanding and appreciating differences through people to people interactions is going to be even more crucial.  

Author - Hannah Silverleaf - Outward Mobility Manager, British Council, China