Workshop 1- An introduction to AI by Craig Holdcroft Lecturer in Business and Digital Marketing, Business School – Weds 21st Feb 1.00-3.00
Workshop 2 – How to use AI for your Literature review and synthesis by Dr Jane Wellens, Head of the Graduate School – Weds 28th Feb 1.00-3.00
Workshop 3 – Reviewing and repurposing your research for different audiences with Prof Jon Fairburn, Business School – Weds 6th Mar 1.00-3.00
Workshop 4 – Using AI to provide research career support with Gary McNally, Research Training Manager, Research Impact and innovation Service – Weds 13th Mar 1.00-3.00
Workshop 5 Qualitative skills and AI with Dr Jane Wellens, Head of the Graduate School – weds 20th March 1.00-3.00
All sessions in R312 Science Centre Leek Road, Staffordshire University
Toolkit to be launched in Autumn from Advance HE website
A cross disciplinary groups of experts from Staffordshire University have been awarded a Collaborative Development Fund grant by Advance HE to develop and support postgraduate research students.
Project overview
Generative AI (GAI) presents a paradigm shift for research practice; Sabzalieva and Valentini (2023) identified a range of possible uses including during the writing, research design, data collection and data analysis stages and Nordling (2023) found that 33% of postdoctoral researchers use ChatGPT to support their research. However, those numbers may well be exception in disciplines where AI technologies are integral to the science, most researchers are currently novices in terms of understanding the opportunities and limitations of GAI in their own disciplinary and research contexts. This project will also consider postgraduates on taught and doctoral programmes as well as those supervising them, and those leading the governance of programmes and research practice.
As researchers increasingly deploy GAI, there is a need to ensure that they are aware of its potential and limitations, know how to evaluate the reliability and validity of outputs and understand its wider societal, ethical and integrity implications.
This project will work with postgraduate students and doctoral supervisors to: (i) Co-create, deliver and evaluate an experiential workshop programme of workshops exploring the application of GAI technologies in five different areas of research practice: a. Literature reviews and synthesising of existing research b. Reviewing and re-purposing own research for different audiences c. Translation and undertaking research in another language d. Qualitative Research skills e. Researcher career support (ii) Integrate cross-disciplinary activities to enable participants to: a. Review, compare and critically evaluate the usefulness, validity, and reliability of the GAI outputs for different research processes, methodological and disciplinary contexts. b. Explicitly consider the societal, ethical and integrity implications of utilising GAI in these contexts. (iii) With participants, co-create a set of principles for GAI for consideration by senior leaders in HE. (iv) Disseminate the outcomes as re-usable learning objects and case studies for use by those involved in supporting researcher development
This project is interested in the presence in Stoke-on-Trent of an IT or digital sector of substantial size, high productivity, and continued growth relative to the local economy. The purpose of this research is to conduct primary research:
(i) to map the IT sector in Stoke;
(ii) to analyse the IT sector origins, structure, performance, and current and potential role in the local economy; and
(iii) thereby to inform evidence-based policies to sustain and develop this emergent sector.
The available data, notwithstanding the widely known limitations at the local area level, is entirely consistent with the anecdotal picture: digital is already a major component of the local economy. In 2019, according to the experimental local area ONS GVA data[1], the digital sector accounted for 10.6% of GVA in Stoke-on-Trent, significantly higher than both its 2.1% contribution to output across the rest of Staffordshire and its 6.2% share of UK GVA. And digital in Stoke -on-Trent is fast growing: the relatively high share of local economic output reflects growth of 500% in GVA in the city since 2010, compared to a rough doubling of the sector across the UK and in the rest of Staffordshire.
As a result of this rapid growth, Stoke-on-Trent had the 42nd largest digital sector in the country in 2019 among ITL3 regions in GVA terms, despite being only the 122nd largest local economy. By contrast, Staffordshire was the 23rd local economy in size terms, but only 65th when ranked on size of its digital sector.
Striking as these figures are, they don’t tell us the full story. The 2019 GVA data identifies Stoke-on-Trent as having the 11th largest Arts, Entertainment and Recreation (AER) sector in the UK among ITL3[2] areas. The AER sector in Stoke-on-Trent is almost 3 times the value of that in Staffordshire, despite the county’s local economy being three times that of Stoke-on-Trent in total. The explanation is not hard to find; gambling accounts for over 97% of the AER sector in Stoke-on-Trent, reflecting the presence of the HQ and core operations of Bet365, one of the world’s leading online betting companies.
On any measure Bet365 is a digital company. If we adjust the ONS data using employee numbers as a proxy for GVA share, the digital sector in Stoke-on-Trent would on a conservative basis have been worth around £1 billion in GVA terms in 2019. This level of GVA would make Stoke-on-Trent, the 25th largest digital ITL3 area in the UK. On productivity, the performance is even more impressive. Matching the available data on employment to the sector GVA data at the local authority level[3], Stoke-on-Trent’s digital sector productivity of £153k per job is the fourth highest in the UK. Adjust for Bet365’s presence and the city moves up to third place, just ahead of the City of Westminster and behind Hounslow, home to Heathrow Airport, and Portsmouth, home of IBM. Even allowing for the fact that by combining some ITL areas the local authority measure may dilute the digital strength of places such as Reading, this ranking is very different to that for productivity (GVA per job) across the local authority area, in which Stoke-on-Trent is in the bottom quartile nationally.
The structure of Stoke’s digital sector initially appears to comprise of one (very) large firm (bet365) together with a large number of micro, small, and medium size firms. To what extent might bet365 be functioning as an “anchor” firm is to be investigated. However, it is clear that “digital Stoke” is not a one-firm phenomenon but is based on a wide range of firms in a range of sub-industries.
Next steps
We are currently processing and collecting primary and secondary datasets for mapping using Geographic Information Systems.
We will be looking to interview past and current workers in the digital sector starting in 2024.
If you can assist or are interested in further information about the project please contact Christine Dover below.
[1]Regional gross value added balanced by industry and all ITL regions. May 2021, ONS.
[2] International Territorial Level, a recognised classification to allow comparison of places of similar sizes.
[3]Regional gross value added (balanced) by industry: local authorities by International Territorial Level (ITL) region. May 2022, ONS. Business Register and Employment Survey. 2021, Nomis.
Risk-taking, curiosity, flexibility and adaptability, or opportunity-seeking are often thought to be characteristics of entrepreneurs. Positive effects of entrepreneurship are far-reaching. Entrepreneurship can be a contributor to economic growth and development, creator of employment, lead to increased spending in markets, lead to knowledge transfers, and innovation (Meyer and de Jongh, 2018).
Global initiative Global Entrepreneurship Week is a campaign designed to “celebrate and empower entrepreneurs in every country and community around the world – especially those individuals who face structural barriers or may have never considered the idea of launching a startup”.
Thousands of activities are organised across the world to celebrate entrepreneurship and Staffordshire University join the cause. Several sessions were delivered this week and while we are coming to the end of Global Entrepreneurship Week, there is still some time to engage with some of the activities. The sessions delivered by Staffordshire University staff and entrepreneurs in residence (Kieron Chadwick, Dr Joe Hazzam, Dr Ema Talam and Jonathan Westlake) and have covered topics such as digital adoption for entrepreneurs, social media and AI in the context of entrepreneurship, ethical considerations when starting your business, and intrapreneurship and building skills and competencies to act as an entrepreneur. Over 120 students have engaged with Global Entrepreneurship Week this year and there is still some time to engage with exciting activities around entrepreneurship if you follow this link.
At Staffordshire University, we offer variety of undergraduate and postgraduate programmes related to entrepreneurship. Full list of courses offered is available here.
Both Staffordshire University and ERSA have been exploring models of labour market policy which are inclusive and democratic. The Job retention rotation model promoted by the Danish Government and trade unions has had a great deal of success in engaging unemployed/ disadvantaged groups with employment and at the same time providing unskilled workers opportunities to participate in vocational training. The model enables employees to be released from work to undertake study, by replacing them with substitutes who have been unemployed. The unemployed participants receive pre-employment support and mentoring as part of the scheme. Through this approach, those otherwise excluded from the workforce, are given a unique opportunity for paid work experience and vocational training. Employers benefit because production/services continues while staff are freed up to develop their skills.
This model has been mainstreamed in some European countries, promoted by the European Union, and successfully piloted in Scotland by the Workers Education Association. An essential ingredient of the JR model is the role of social dialogue and the bringing together of relevant labour market partners, including trade unions and worker representatives. For more information on the Danish approach see
The main aim of the Conference was to focus on solutions to poverty and inequality by considering the possibilities of initially piloting such an initiative in the UK, possibly in the Stoke/North Staffordshire area. Previous reports by Staffordshire have drawn attention to deep seated in work and out of work poverty (see https://eprints.staffs.ac.uk/7621/ ) where a large proportion of working age adults are either excluded from the labour market or in low paid/skills employment. A key focus is also to assess how trade unions/civil society organisations can play a greater role, along with other stakeholders within the UK employment and skills system.
Summary of all the presentations is available for download below at the bottom of the page
Speakers at the conference
Professor Martin Jones (VC) Staffordshire University
Professor David Etherington, Professor of Local and Regional Economic Development, Staffordshire University – Job retention and social dialogue: Lessons from Denmark
Jill Rutter, Head of Programme and Policy, Learning and Work Institute – Which way now for employment support?
Dr Katy Jones, Research Fellow, Centre for Decent Work and Productivity, Manchester Metropolitan University – What role for employers?Universal Credit and Employers: exploring the demand side of UK active labour market policy
Matt Pointon West Midlands TUC – and the development of the TUC-WMCA Skills Partnership.
Simon Harris, North Staffordshire and Stoke on Trent Citizens Advice
Alexandra Jones, Policy Manager – Gingerbread – The Single Parent Employment Challenge: Overview and Key Findings
Plenary Summary – Elizabeth Taylor CEO Employment Related Services Association (ERSA)
We are now offering again the opportunity for a student placement to assist you with your digital marketing needs. This placement is credited as part of their course MSc in Digital Marketing Management
To get our Masters students ready for the industry we have two modules:
Digital Marketing Strategy in Practice (Jan to April 2024)
This module will prepare a tri-partite agreement between the student, the academic staff and the organisation as to the focus of the project. During this time the student and the organisation will develop the working relationship and the student will receive access to the data and systems needed to carry out the initial assessment
First, the student will assess the existing marketing practice (using analytics, comparison against four competitors, best practice in the sector and discussion with the organisation as to what they are trying to achieve).
From the evidence strategic options will be prepared and discussed with the organisation and the strategy agreed for the placement. Finally, consideration will be given as to how to make the project sustainable (so that it can continue after the student leaves).
Once there is agreement the tripartite form is completed and signed. This work carried out between January to April 2024.
The Digital Marketing Work Placement
A credited work experience (600 hours) to deliver the project with the organisation concerned. (April to August 2024).
The project can be in any type of organisation e.g. private sector, public sector, charity or a university. It is not essential for the work project activity to take place at the premises – many of the projects have been remotely delivered due to COVID.
We’re not sure what we’re doing with our marketing can you help? You are very suited to a placement. The student will first review your activity and then in discussion with you provide you with options depending on what your needs are.
What is digital marketing? Digital marketing covers a very wide range of techniques to both get your messages out and to get customers to engage with you. From website design, SEO optimisation, content creation (including podcasts, films and blogs), email marketing, social media, PPC campaigns and more – digital marketing is so much more than just social media. In fact, we have found that in general in recent years social media has been quite a way down the list of effective strategic approaches that organisations can take to develop their digital marketing.
We need someone to set up and run some social media accounts? This has been a common request but so often it is based on very little. What are you trying to achieve? Which social media channel matches the personas of your customers? What is the size of your marketing budget for paid adverts on these channels? Most social media channels have been tightened so organic growth can be very small without a budget.
We’re a B2B business can you help? Yes, B2B often requires a different approach to a B2C organisation. B2B organisations are often sitting on unused assets.
What resources will the placement need? A line manager who can respond to updates and proposed work to give feedback. To provide a recommendation on Linkedin at the end of a satisfactorily completed project.
Will we need to pay for the placement? We have had paid and unpaid placements on the course (the work-placement is credited). Placements that are paid are likely to have access to a wider range of possible students. Some companies have paid a stiped for satisfactory completion of the project. We would expect any organisation to pay for any transport costs and meal allowance if working on site.
If you are ready to start, please contact the student direct. If you have any other queries, then please contact one of the staff tutors below
As my internship journey with Staffordshire Forensic Partnership draws to a close, I stand at the crossroads of discovery and reflection. In this blog post, I invite you to join me in revisiting the pivotal moments, invaluable lessons, and transformative growth that have defined my time here.
The Journey Began in June!
Clueless, anxious, and a bit ecstatic, my journey at the Staffordshire Forensic Partnership started in June 2023. The three initial feelings were just the tip of the iceberg of what I felt because I always wanted to over-achieve in life. This aspiration has allowed me to push boundaries, overestimate my goals, and eventually strike success in the past. But this time, it was different. I was accompanied by highly professional and trained staff members who helped me pave realistic, timely, achievable, and specific goals. I learned that while confidence is necessary, overconfidence in any workplace can lead to problems. But more on that later!
Planning what I wanted to achieve and do in the placement for my first learning. It was the first step towards realizing that planning is helpful in every facet of life. It helps you strategize, contemplate, and manifest. I was deployed in the company’s social media department and was in charge of generating organic leads. Organic and developing are two intimidating words; how would I have known what people would want to read and/or like?
However, this is where the fun part began. I began to research, conducted a thorough competitive analysis, evaluated strategies, and drafted my version of a testing strategy. Slowly, I began to test my content on different channels; one of my favorites was the mighty LinkedIn. I started by visiting different conferences and workshops, posting blog articles on topics like CSI and the latest forensic trends and interviews with Academics, Police and Students. While the pieces managed to gain traction, the over-arching goal of achieving more kept pushing me to try new ideas.
The growth phase (Improvise, Adapt, and Overcome)
As with all great digital marketers, there is not a one-size-fits-all strategy. Especially in the digital space. There is always a need for improvisation, and this is where I learned the role of content curation during my placement. After creating my blogs, I realized my LinkedIn audience greatly appreciates video-based content. I decided on the idea of creating podcasts with Staffordshire Alumni who were employed in the forensics field. The idea of podcasts was solid because people habitually scroll or listen. This passive content consumption is widespread because it is effortless and allows people to do their work without distraction. It’s like being on social media yet working at the same time.
In the next stage, I could loop in two additional guests after reaching out to different guests and explaining my agenda. I launched the podcasts in their basic formats through audio files, and they garnered an overwhelming response from the community. Not only engagements, but I was also able to grow the organic follower count on LinkedIn. This is where I learned that I had overcome the plateau of engagement, likes, and page reach. Initially, I struggled with Word Press but then when you have the right support, you are always able to get pass through it.
I learned how to do specifications on the website. Working with Police, Academics and to top that in the field of Forensics, it was not easy as you know nothing about the subject. But eventually with time, I learned about the field through different workshops and conferences. I also visited Staffordshire Police Headquarters with an opportunity to meet with their Communications team. I sat with each one of them to know their respective roles and to have all the motivation and inspiration of how do they manager their respective job roles and responsibilities.
Visit to Staffordshire Police Headquarters – Zainab in the fore ground
Bidding a hard farewell
At the end of this placement, I would be remiss if I did not say that I have a whole new perspective on digital marketing. My advice to all future digital marketers is based on different tiers. Tier 1 starts with understanding your audience and who you are primarily reaching; this is very important. Without your audience, you’re just shooting arrows in the dark, which might land, but who’s to know where. Tier 2 involves understanding the audience’s pain points and creating personalized content. This personalization consists of following social media trends or posting enough content to become one.
Pro tip: I suggest pumping lots of content if you’re managing a relatively new page. A suitable method for this is to create a content calendar that allows you to plan ahead. It enables you to estimate the type of posts, maintain diversity, and reach those hungry people.
The last tier involves content monitoring and improvisations at the very best. Content monitoring will help you evaluate the performance of every post, helping you make intelligent decisions.
As I bid farewell to this beautiful place, I only wish to see the page flourish and carry on the foundation to build into a social media giant.
3.15 ’AI and Social Media Marketing’’ with Dr Joe Hazzam
3.35 ‘Working on Digital Marketing at Middleport Pottery’ with Tselmeg Bat-Erdene (who completed her placement at the pottery) and Louise Bartley (Marketing and Comms Manager for Middleport Pottery
4.00 ‘Network branding in SME’S’ with Vicky Roberts
4.20 Panel discussion ‘Trends and developments in digital marketing’ with Craig Holdcroft, Vicky Roberts and Paul Dobson
4.50 Developing the marketing plan for a research institute with Stella Godwin (who completed her placement at the institute) – will include details of this year’s opportunity for a placement
5.10 Using Generative AI with SME’s (the basics of getting going) with Craig Holdcroft
5.30 Work placements on the MSc Digital Marketing Management by Prof Jon Fairburn – for businesses or organisations that would like to know more about hosting a work-placement
Courses and training
At Staffordshire University we offer undergraduate, post graduate and professional courses in Digital Marketing
This is the first in a series of blogs where we will look at the use of Artificial Intelligence in universities, businesses and society.
Artificial intelligence (AI) has advanced significantly in recent years, offering both opportunities and challenges for the research community. We would like to kickstart a conversation about how AI tools like ChatGPT are affecting the landscape of academic research, and how Staffordshire University researchers can avoid being left behind. It is very likely that within a couple of years the use of tools like ChatGPT will be as common to academics as the use of word processors and email.
The Promise and Pitfalls of AI in Research
While AI platforms like ChatGPT have sparked a range of reactions from excitement to skepticism, their application in research has been problematic. Early iterations of these tools have been criticized for the unreliability of their sources and their tendency to “hallucinate” facts.
However, recent improvements in AI technology have begun to mitigate these issues. Some AI models and sites are now capable of identifying research funding opportunities, drafting project briefs, assisting in grant application writing, and even conducting literature reviews with credible sources.
The Competitive Edge in Adoption
Researchers adopting these AI-assisted methodologies are potentially at an advantage, poised to outperform their peers in terms of productivity and efficiency. We know that researchers at other institutions are already incorporating AI tools into their research workflows. We can only assume the same is happening at Staffordshire, but we simply don’t know who, or how.
Next steps at Staffordshire University
The potential for AI in research is huge, but its effective implementation raises important questions for our academic community. To explore these issues, you can join the MS Team – Artificial Intelligence at Staffordshire University (open to all staff and PGRs) with which we will co-ordinate meetings, discussion, resources etc.
We’re sure these conversations are already happening across the University. For those interested in developing this further, or who would like to join the conversation, please contact Professor Jon Fairburn (jon.fairburn@staffs.ac.uk) or Gary McNally (gary.mcnally@staffs.ac.uk)
Case Study: Enhanced Customer Service Through AI at Octopus Energy including this key quote “Octopus Energy reported that customer emails answered by the AI achieved an 80% satisfaction rate, significantly higher than the 65% achieved by human workers. Additionally, the AI system greatly improved productivity by handling a considerable portion of customer email inquiries.” Note The Times (8/5/23) reported that the AI was now doing the job of 250 employees.
