Skills and Training – what does the future hold?
In the fourth instalment of our new series focusing on skills and training, Richard Brown of RJG Technologies discusses important areas that need consideration and action in order to secure the skills needed for the successful future of the industry.
Acute skills shortages are holding back businesses and there is a growing concern about not only how the skills gap will be filled, but also where the pipeline is for the workers of the future. Unless the industry takes a proactive approach to training the shortage of skilled workers, then it will continue to restrict the future growth of the plastics sector. However, are the career paths available in the plastics industry widely known and are we communicating succinctly the subjects relevant to future careers to the workers of the future? To address this, we need to look at what actions are needed to ensure we have a steady stream of skilled workers for the future and where to start.
Education, Education, Education
To ensure the pipeline is being filled we need to be changing the perception of the industry by supporting schools, offering careers advice and investing in workplace training – we need to promote our industry more in these areas. The BPF has launched the ‘Polymer Zone’, an vehicle to support teachers to help children and young people to learn about why plastics are important as part of the curriculum. It has established a network of polymer sector ‘Ambassadors’, who will visit schools and give students an insight into jobs and the wider polymer industry. In addition, as is highlighted in the earlier pages of this issue of BP&R, the Worshipful Company of Horners promote Polymer Study Tours to educate teachers on the science, technology and applications of polymers to provide information and create interest, which it is hoped will promote recruitment into the industry via the education system.
However, getting the skills and education system right across the country will be a big challenge for the Education Minister to ensure that the Apprenticeship levy supports and delivers what our industry requires.
Training Needs Assessment
In the here and now though, we need to maximise the efficiency of any training programmes and determine what additional training is needed. The starting point for this is to identify the gaps of knowledge in our workforce through a Training Needs Assessment. This is series of questions aimed and determining the individual knowledge of the employee and analysing the answers to ensure training is aimed at the right areas. A training matrix can then be developed so that the employee can see the way that training can be of benefit to their progression so they understand the areas where their knowledge needs to improve, with their progress is monitored as their skills develop.
A marathon, not a sprint
We do need to acknowledge that training is a process, not a one off event. Training has to be a structured process and planned to ensure that the best return on investment is achieved. Training needs to be championed from the top of an organisation and the importance communicated to employees.
We also have to recognise that learning does not happen instantly and if we try to compress training into a tight timeframe, because business demands dictate, we will frustrate the learner and bring the training into question. Therefore, it is not a sprint but more like a marathon. The performance of the individual, the benefits to the business and the impact the training has had, must be measured with respect to key performance indicators e.g. faster cycle times, reduced rejects, less downtime etc. These results will reinforce the impact that well trained staff have on a business and send a formidable message that training works.
In the book ‘The Wicked Wit of Queen Elizabeth II’ by Karen Dolby, there is the following quote: “At an honours investiture ceremony, the Queen was particularly impressed by a soldier to whom she was giving an award for gallantry. When she commended him for his bravery, he answered simply, ‘It’s just the training.’ She replied, ‘I have a feeling that in the end, probably, the training is the answer to a great many things. You can do a lot if you’re properly trained.”
How does this relate to workforces in the plastics industry? Are we training to gain a competitive edge and improve our performance? Only you can answer these questions. Being competitive and remaining competitive requires a focussed, well-trained team. Training handed down on the job is not the answer, but a focused training plan delivered in a supportive learning environment is.
About the RAPRA Training Programme
Drawing on its experience of providing technical support through a unique network of Preferred Service Providers, RAPRA have launched its comprehensive training programme representing the best of rubber, plastics, composites and related industrial training available in the UK, of which RJG is one of those providers.
RAPRA will continue to identify where the gaps are and will be on the lookout for high quality, relevant training courses to add to the training programme.
The RAPRA Training Programme can be viewed at www.rapra.org/capabilities/training