Strategic Planning Process

ASSESS

the Current Environment

Where are we now?

SET

Strategic Direction

Where are we going?

DEVELOP

Strategies & Tactics

How will we get there?

CREATE

Implementation Work Plans

Who will do what by when

DETERMINE

Evaluation Process

How will we know we are succeeding

Strategic Thinking

Strategic Planning

Coca Cola Mission:

To refresh the world…To inspire moments of optimism and happiness…To create value and make a difference

What is a brand?

“The only valid definition of business purpose is to create a customer.”

Peter Drucker

How do you define your business?

Are GTO’s in the training business?

Or in the business of helping people get a better job?

Or helping employers find that

elusive, curious apprentice?

What does my customer need, and how are we going to fulfil that need?

What our customer’s world will look like after we’ve helped them change it.

What does my customer need, and how are we going to fulfil that need?

Democratise the automobile – Henry Ford

What does my customer need, and how are we going to fulfil that need?

A computer on every desk in every home – Bill Gates

Are you about DRILL BITS, or HOLES?

Each year, 10 million customers came in contact withapproximately 5 SAS employees. The contact lasts an averageof 15 seconds. Thus SAS is created 50 million times a year, 15seconds at a time. These 50 million “moments of truth” arethe moments that ultimately determine whether SAS willsucceed or fail as a company. They are the moments when wemust prove to our customers that SAS is their best alternative.

Jan Carlzon

An airline’s 50 million moment’s of truth

What prompts you to look to put on new staff? Please check as many as apply

17 17

22

13

79 9

8

0

5

10

15

20

25

When staff leave When apprenticesleave or reach the

end of theirapprenticeship

Unexpectedcustomer

requests/demands

Need to get balanceof staff of differentages and levels of

experience

When cost ofovertime becomes

too high

Losing staff tocompetitive

companies orindustries

Need for newskillsets in theorganisation

Other reasons

Unexpected or unpredictable customer demand is the key reason for putting on new trades or technical staff. Secondary mention is made of staff leaving or apprentices leaving. These figure indicate customer demand at the fulcrum of employment practices and also that apprentices finishing or leaving is as important as more mature staff leaving.

In what situations and for what reasons do you put on apprentices rather than other types of staff? Please check as many as apply

13

18

24

1715

4

16

3

7

4

0

5

10

15

20

25

30

Cheaperoptions

Better returnfor business

Can trainsomeone up in

the skills weneed

Need youngerstaff to

balance thework force

It helps keeptrades andskills alive

It is less easyfor apprentices

to leave

It helps youngpeople get a

start

Younger staffare more

conversentwith

technology

Apprenticesare the only

way to accessparticular skill

sets

Other reasons

The decision to put on apprentices is based on the fact that an apprentice can be trained in the way that the company requires. The apprentice is seen as representing a better return for the business, as a balance to the older workers and it is seen also as helping younger people get a start. Reasons of value are stronger than those based purely on cost.

What are the key things you look for from an apprentice? Please choose no more than THREE

2

7 7

28

7 6

12

5

14

8

1

11

0

5

10

15

20

25

30

Hig

h s

tan

dar

d o

fed

uca

tio

n

Co

nfi

den

ce

Frie

nd

lines

s

Cu

rio

us/

wan

ts t

ole

arn

Stab

le h

om

e lif

e

Hea

lth

y

Un

der

stan

ds

bu

sin

ess

and

corp

ora

te v

alu

es

Wel

l-o

rgan

ised

Is in

tere

sted

in t

hei

rtr

ade

ou

tsid

e w

ork

Tid

y an

d w

ell

man

ner

ed

Has

qu

alif

icat

ion

sre

leva

nt

to u

s

Kee

n &

eag

er

The main aptitudes that employers are looking for from their apprentices are curiosity/ willingness to learn, interest in their trade outside work, some corporate consciousness and eagerness.

What to you are the key elements and outcomes of a successful apprenticeship? Please tick all that apply

23

20

25

12

26

22

10

0 5 10 15 20 25 30

Someone we can put on once the apprenticeship is finished

Someone who has progressed in their trade to the stage where they…

Someone familiar and comfortable with our organisation

Someone who can fill a skills gap for us

Someone who in the long term represents a sound investment for us

Takes ownership and repsonsibility

They achieve a wider knowledge of our company than just their job role

The key factors in a successful apprenticeship are seen as someone who represents a sound investment for the company, someone who becomes comfortable with the company and who can be taken on as soon as the apprenticeship is finished.

What do you consider the advantages of using a GTO to employers?

12

25

11

19

12

21

14

3

0

5

10

15

20

25

30

Better standard ofapprentice

Helps withpaperwork andadministration

They organise wagesfor the apprentice

They organisetraining for the

apprentice

They oversee thereview process

They help deal withproblems or issues

They support theapprentice on-site

Other Benefits

GTOs are seen more as administrators; they are less seen as offering a better standard of apprentice. The key benefits employers see in using a GTO is that they help with paperwork and problems that may occur through the apprenticeship and organizing training.

Strategic Planning Process

ASSESS

the Current Environment

Where are we now?

SET

Strategic Direction

Where are we going?

DEVELOP

Strategies & Tactics

How will we get there?

CREATE

Implementation Work Plans

Who will do what by when

DETERMINE

Evaluation Process

How will we know we are succeeding

Strategic Thinking

Strategic Planning

Attributes (features) Benefits (WIFM)

THE CYCLE OF SERVICE

Moment of Truth

STARTFINISH

Moment of Truth

Moment of Truth

CUSTOMER