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One-day interactive workshop designed and delievered in London to an audience of Owner/Founders from SMEs, departmental heads from public sector organisations and two individuals from charities. The session covered the recent developments regarding skills in the UK, from the perspective of organisations both encountering skills shortages and skills surpluses.
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Skills-shortage or surplus?
by Fluid
January 2010
Contents3-4 Introduction to Fluid5-7 Leitch review8-9 Exercise A10-11 Top 10 difficult positions to fill12-13 Main causes of skills gaps14-16 Main skills lacking where skills
shortage vacancies were identified17-19 Global talent shortage20-21 Literacy and numeracy22-23 Soft skills24-25 Government initiatives26-31 Sector Skills Councils32-33 Providers, funders and awarding
bodies34-35 Key Government departments36-37 Skills Pledge38-39 Apprenticeships40-41 Diplomas42-43 National Skills Academy44-45 Train to Gain46-47 Case studies48-49 Exercise B50-51 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
Page 5
Leitch review
Page 6
Leitch review 1 of 2
• Strengthen employer voice• Increased employee engagement and
investment in skills• Expand skills brokerage services• Route all adult vocational skills funding
through Train to Gain and Learner Accounts by 2010
• Improved higher level skills• World Class intermediate skills
Page 7
Leitch review 2 of 2
• Increase employer investment in Level 3, 4 and above qualifications in the workplace
• Increase people’s aspirations and awareness of the value of skills to them and their families
• Create a new integrated employment and skills system to increase sustainable employment and progression
• Develop a nationwide network of local employment and skills boards
Page 8
Exercise A
Page 9
Exercise A
Page 10
Top 10 difficult positions to fill
Page 11
Top 10 difficult positions to fill
• Skilled manual trades• Labourers• Chefs/cooks• Engineers• Admin assistants and PAs• Nurses• Management/executives• Sales representatives• IT staff• Drivers
Page 12
Main causes of skills gaps
Page 13
Main causes of skills gaps
• Lack of experience/recently recruited• Employees lack motivation• Failure to train and develop• Inability to keep up with change• Recruitment problems• High staff turnover
Page 14
Main skills lacking where skills shortage
vacancies were identified
Page 15
Main skills lacking where skills shortage vacancies were identified
1 of 2• Technical or practical skills• Oral communication skills• Customer-handling skills• Problem-solving skills• Team working skills• Written communication skills
Page 16
Main skills lacking where skills shortage vacancies were identified
2 of 2• Management skills• Literacy• Numeracy• Office/administrative skills• IT professional skills• Foreign language skills• General IT skills
Page 17
Global talent shortage
Page 18
Global talent shortage 1 of 2
• CAUSES• Changing demographics• Global competition• Shifting skills requirements• Poor or ineffectual training
Page 19
Global talent shortage 2 of 2
• HOW CAN IT BE RESOLVED?• Better workforce planning• Increased training and development• Greater use of migrant workers• Tapping into underused recruitment pools• Better qualifications and more vocational
training
Page 20
Literacy and numeracy
Page 21
Literacy and numeracy
• 6.8M people aren’t functionally literate• 5M people in the UK have serious difficulty
with numbers• 38% of Jobcentre Plus customers lack
functional literacy• 45% of Jobcentre Plus customers lack
functional numeracy
Page 22
Soft skills
Page 23
Soft skills
• Think past the traditional approach to appraisals
• Get feedback from customers and clients• Involve employees in the design of their
appraisals• Have a conversation with people about the
objectives of the organisation
Page 24
Government initiatives
Page 25
Government initiatives
• Increase in the number of apprentices• Diplomas• Train to Gain• The Skills Pledge• Manager’s observation• Behaviour reinforcement
Page 26
Sector Skills Councils
Page 27
Sector Skills Councils 1 of 5
• ASSET SKILLS, assetskills.org, 888000 people• property, housing, cleaning services and facilities
management• AUTOMOTIVE SKILLS, automotiveskills.org.uk, 521000
people• retail motor industry• COGENT, cogent-ssc.com, 422000 people• chemicals, pharmaceutical, nuclear, oil & gas, polymer• CONSTRUCTION, cskills.org, 1780000 people• construction• CREATIVE & CULTURAL SKILLS, ccskills.org.uk, 349000
people• advertising, crafts, cultural heritage, design, music,
performing, literary and visual arts
Page 28
Sector Skills Councils 2 of 5
• E-SKILLS UK, e-skills.com, 804000 people• IT and telecoms• ENERGY & UTILITY SKILLS, euskills.co.uk, 261000 people• electricity, gas, water and waste management• FINANCIAL SERVICES SKILLS COUNCIL, fssc.org.uk, 1020000
people• financial services• GOSKILLS, goskills.org, 577000 people• passenger transport• GOVERNMENT SKILLS, government-skills.gov.uk, 937000
people• central government
Page 29
Sector Skills Councils 3 of 5
• IMPROVE, improveltd.co.uk, 370000 people• food and drink• LANTRA, lantra.co.uk, 342000 people• environmental and land-based industries• LIFELONG LEARNING UK, lluk.org, 823000 people• education, community learning, libraries, work-based
learning & development, archives and information services• PEOPLEFIRST, people1st.co.uk, 1874000 people• hospitality, leisure, travel and tourism• PROSKILLS UK, proskills.co.uk, 371000 people• process & manufacturing in building products, coatings,
glass, printing, extractive industries and mineral processing
Page 30
Sector Skills Councils 4 of 5• SEMTA, semta.org.uk, 1208000 people• science, engineering and manufacturing technologies• SKILLFAST-UK, skillfast-uk.org, 256000 people• fashion and textiles• SKILLS FOR CARE AND DEVELOPMENT,
skillsforcareanddevelopment.org.uk, 967000 people• social care, children, early years and young people• SKILLS FOR HEALTH, skillsforhealth.org.uk, 1730000 people• health sector• SKILLS FOR JUSTICE, skillsforjustice.com, 292000 people• Policing & law enforcement, youth justice, custodial care,
community justice, courts service, prosecution service and forensic science
Page 31
Sector Skills Councils 5 of 5• SKILLS FOR LOGISTICS, skillsforlogistics.org, 684000 people• freight logistics and wholesaling industry• SKILLSACTIVE, skillsactive.com, 302000 people• sport, recreation, health, fitness and the caravan industry• SKILLSET, skillset.org, 213000 people• broadcast, film, video, interactive media and photo imaging• SKILLSMART RETAIL, skillsmartretail.com, 2639000 people• retail• SUMMITSKILLS, summitskills.org.uk, 381000 people• building services engineering
Page 32
Providers, funders and awarding bodies
Page 33
Providers, funders and awarding bodies
• Higher Education Institutions• Further Education providers• Schools• Private training providers
Page 34
Key Government departments
Page 35
Key Government departments
• DIUS• DCSF• BERR• DWP
Page 36
Skills Pledge
Page 37
Skills Pledge
• Voluntary, public commitment• Access to Train to Gain• Leitch review
Page 38
Apprenticeships
Page 39
Apprenticeships
• 200 types across 80 sectors• Owned by employers• Bring a competitive edge, higher
productivity, improved quality of work, reduced costs, increased employee satisfaction, strong employee career progression and a more diverse workforce
Page 40
Diplomas
Page 41
Diplomas
• New qualification from 2008 for 14-19 year olds combining theoretical study with practical experience, helping develop skills highly valued by employers and universities
• Input from over 5000 employers• Cover 17 disciplines• Available at three levels-Foundation,
Higher and Advanced
Page 42
National Skills Academy
Page 43
National Skills Academy
• Network of employer-led world-class centres of excellence, delivering the skills required by each sector of the economy
• Employers take control of the design and delivery of learning in their industry, working in partnership with Government and training providers
Page 5
Train to Gain
Page 6
Train to Gain
• Key recommendation of the Leitch review• Provides impartial, independent advice on
training to organisations across England• Improved productivity and
competitiveness• Skills broker carries out needs analysis• Primary target has been ‘hard to reach’
employers
Page 5
Case studies
Page 6
Case studies
Page 5
Exercise B
Page 6
Exercise B
Page 43
Conclusion & Questions
Page 44
Conclusion
• Summary• Questions
