Skills Pledge National #2

SkillsPledge

www.theskillspledge.co.uk

ISSUE NUMBER 02

Apprenticeships Are A key fActor to A successful economy‌

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Produced by Northumbria University 185550/10/06training and self development.

TO ISSUE NUMBER02 Chris Roberts, Interim Chief Operating Officer, Learning and Skills Council (LSC) Things have moved on since the last time this publication arrived with you. We are now officially in a recession, and for many businesses the challenge they face everyday is survival. As more and more sectors are being hit by the recession, more businesses, directly or indirectly by being part of the supply chain, struggle.

Many businesses are cutting back on spending, refining delivery and ‘letting go’ of staff to allow their business to continue. Some others however, are spending money to re-train their staff to help the business to survive through these challenging times and succeed when the recession is over. Skills remain high on the agenda of Government and businesses across the UK, and we know from experience and research that those companies that invest in training move out of the recession faster. Those who don’t, struggle to recover.

We know that economic success lies with equipping employers with the skills they need to be competitive in a global market. The Train to Gain service is the key service for employers looking to invest in training and development.

From lower level through to higher level skills, with opportunity to part-take in bite-size chunks of training, employers’ skills needs can be addressed with the assistance of an independent brokerage service and quality training provision.

Since April 2006, over 37,000 employers have accessed training support through Train to Gain, helping 450,000 learners achieve a whole range of qualifications.

Apprenticeships are a key factor to a successful economy and Sir Alan Sugar has been appointed as the face of Apprenticeships for England.

In late February we held a successful Apprenticeships Week in the region, working alongside Sector Skills Council’s and with employers and apprentices from a broad cross sector to demonstrate the benefit apprentices can bring to business.

Of course the Skills Pledge plays a pivotal role in getting the skills message across to employers and employees about the importance of skills. Committing to the Skills Pledge is the first step for many employers to changing how they address skills in the workplace and use it to ‘get the ball rolling’. Over 3,000 employers have committed to the Skills Pledge, which is a fantastic achievement Research has shown that employers who access support through products and services like Train to Gain and Apprenticeships are in a better position to succeed. More information can be found by visiting www.lsc.gov.uk/skillspledge

REGION KEY:

SkillsPledgenational:

CONTENTS 04.

08.

09.

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news bookmark gadgets durham county council directory

l NORTHWEST 14. history of success 16. effective coaching 18. cxl boosts employee skill levels l EAST MIDLANDS 22. managing negativity 24. retraining, retention, results 26. west nottinghamshire college 28. grow your own

“Sometimes training is seen as nonessential, and when budgets get tight, companies start to look at what they can save money on. But to be honest, cutting training is a false economy�

GROW YOUR OWN SEE PAGE 44

l NORTHEAST 32. hartlepool college 34. ncfe 36. fsb / dcs 37. access 38. council makes skills pledge 40. tyne metropolitan college 44. northumbria university 46. baltic training services

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SKILLS PLEDGE MAGAZINE NATIONAL SKILLS ACADEMY FOR RETAIL

From l-r: Martin Beaumont (Chair of Skillsmart Retail), Jane Rexworthy (Head of the NSA for Retail) and Skills Minister Lord Young.

The largest network of retail training centres in the UK The National Skills Academy for Retail is being backed was unveiled at the end of April, with the nationwide by a number of well-known retailers including John Lewis launch of the National Skills Academy for Retail.

Partnership, Marks & Spencer, Boots, Grosvenor and the Lord Young, Minister for Skills and Apprenticeships, British Council of Shopping Centres. joined Theo Paphitis of Dragons’ Den, Mary ‘Queen of “Now is not the time to stop investing in skills. We Shops’ Portas, Charlie Mayfield Chairman of John Lewis know that employers who invest in skills now will be best Partnership and Ian Cheshire CEO of Kingfisher Plc in placed to take advantage of the upturn when it comes.”

London to celebrate the launch of The skills academy will this exciting initiative. oversee the network of walk-in It has been a turbulent year and web based retail skills shops “Now is not the time for the economy but the UK retail on high streets and in shopping to stop investing in workforce continues to grow and is centres across the UK. It will be forecast to increase by six per cent run by local stakeholders including skills. We know that between 2007 and 2017; 214,000 developers, training providers, employers who invest jobs will be created as a result of retailers, and Jobcentre Plus. in skills now will be expansion and 1.2 million jobs will All the retail skills shops need to be filled as a result of people will become part of a network best placed to take leaving the sector. providing access to world-class advantage of the The National Skills Academy skills and business support for for Retail is one of 16 skills retailers, employees and the future upturn when it comes” academies in the National Skills workforce.They will deliver a range Academy Network. All skills of services to drive up the skills academies are employer-led, enabling them to develop levels of everyone within the retail sector – including pretargeted and relevant training for better skills that help employment training,Apprenticeships, retail customer service industries grow. programmes and retail work experience opportunities.

At the launch event, Lord Young said: “It is great to All skills academies are employer-led, enabling them be opening the new National Skills Academy for Retail. to develop targeted and relevant training for better skills Increasing skills in retail is vital to both the sector and the that help industries grow. Employers work with the whole nation and I believe the National Skills Academy government and training providers to shape the training for Retail will set the benchmark for top-quality training and qualifications that will help them compete in global across the country. markets. It is a unique model as business leaders have taken “Now is not the time to stop investing in skills. We control of the design and delivery in their training. know that employers who invest in skills now will be best There are currently 11 active skills academies and five placed to take advantage of the upturn when it comes.” more in the business planning stage.

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www.theskillspledge.co.uk

NEWS

Fight recession by training staff According to the research, nearly nine out of ten HR professionals (88%) believe properly planned staff training can play a major role in addressing the challenges created by an economic slowdown. Despite this, over half (57%) of those questioned say staff training is one of the first budgets to be cut during bad times.

Key findings emerged when HR professionals were asked about the effect of the economic downturn on training budgets. An overwhelming 80% agree that cutting training budgets at this time causes more problems than it solves, while 83% acknowledge that staff training is just as important during a recession as when times are good.

The research shows that HR professionals place a high value on training staff whatever the economic situation, which is extremely encouraging.

What is worrying, however, is that training budgets are high on the list of cuts when streamlining a business operation. It is clear that HR practitioners will be asked to do more with less as recession sweeps the UK.

During times of economic uncertainty more than ever it is essential to have a competent, skilled workforce.

Adaptability is also seen as a key requirement from training when times are challenging. Over four in five (87%) respondents agree that it is

important for training to adapt quickly and efficiently to organisations’ changing needs during an economic downturn.

A similar number (88%) say that the ability to train both large and small numbers of staff cost effectively is important.

HR professionals are looking for flexibility from their staff training.

Whereas they might previously have had the luxury of using a selection of training tools and methods, reduced budgets mean they must be able to produce and adapt materials to suit a variation of situations. With the increased development of eLearning tools and web based solutions, such as learning management systems and rapid authoring tools,HR practitioners can do exactly this. Content can be created quickly and efficiently and all learning activity can be combined in a single platform that can be adapted to specific business processes.

Bring training in-house to cope with economic downturn The research reveals that nearly four out of five (78%) HR leaders believe it is important to reduce costs such as those incurred on external training courses, while over half (57%) want to minimise the time staff spend out of the office on such courses.

In addition, 78% of those surveyed believe it is important to execute a training programme that offers flexible training times for employees. This is particularly true in very large (90%) and very small (82%) of organisations.

Large or small, public or private, the report indicates that regardless of the size or makeup of the organisation, costeffective, flexible training content, that can be produced quickly and effectively, is extremely important to HR professionals during an economic downturn. With the wealth of learning management systems and rapid authoring programs on the market, HR leaders now have a wide range

of products, services and options available to fit their specific training and budget needs.

Now, more than ever, it is imperative to have a fully trained and knowledgeable workforce on hand to see you through these tough times but not at the expense of productivity. eLearning solutions such as virtual classrooms, web based training and mobile learning not only minimise the time employees spend out of the office, but they also allow employees to carry out training at flexible times, thereby reducing impact on their day-to-day work.

www.theskillspledge.co.uk

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Award winning Deborah is going far

Helping Hays Travel’s Deborah Lillie go places is Steve Beavis from Access

Accountant Deborah Lillie is number one after scooping a regional training award and being promoted to a new job within her employer’s new venture.

The 22-year-old from Lobley Hill, Gateshead beat 300 other trainees to be crowned personal achiever of the year by Access, for the commitment and dedication she showed during her Association of Accounting Technicians (AAT) course.

And soon afterwards she was offered the post of assistant accountant with Hays Beds – the company’s new bed bank which will supply its distribution channels with its own accommodation only product.

The fast expanding, Sunderland based travel firm also recently bought out the property rights of Freedom Direct Holidays Ltd. - after it had called in the receivers – and took on nearly all of 109 workers who had

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lost their jobs. Hays now employs 800 staff.

Deborah joined the company as an apprentice three years ago and is now planning to study for Chartered Institute of Accountants qualifications.

“We get great support from them and the learners progress well. It is a fantastic way for them to develop as they get the academic knowledge by studying coupled with hands on experience at work”

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She was nominated for the award by her manager and said: “I’ve worked really hard over the past three years in the foreign exchange team, as well as with Access, but I never expected to win this award. I’m over the moon and I’m sure it helped me to secure the new post.”

Katie Woods-Ruddick, training manager with Hays North East, added: “We’re delighted for Deborah and very pleased with our relationship with Access. We get great support from them and the learners progress well. It is a fantastic way for them to develop as they get the academic knowledge by studying coupled with hands on experience at work.”

Access skills advisor, Steve Beavis, said: “Deborah has been one of our training stars and thoroughly deserves her award and I’m pleased the training support we’ve provided to Hays has been so effective.”

NEWS

Public sector leading the way in e-Learning Interestingly, training in the public sector seems to be bounding ahead of the private sector when it comes to eLearning. The research found that four in five (80%) respondents from the public sector state their organisation is using bespoke eLearning content, with 67% using eLearning authoring tools and 65% using learning management systems. These results are significantly higher than those from respondents in the private sector, which were 58%, 44% and 46% respectively.

When asked which training instruments respondents’ organisations already use, again the public sector leads the way. Whereas there was little significant difference

between the public and private sectors for the use of online communities (28%; 26%) and virtual classrooms (24%; 20%), the same cannot be said for audio/visual content (59%; 44%), web based training (59%; 43%) and podcasts (20%; 8%).

The use of bespoke eLearning content and rapid authoring tools within the public sector is encouraging.

It allows organisations in the sector to develop and adapt content quickly and efficiently to meet its changing needs.

Perhaps most importantly in the current economic climate, these tools provide a cost effective way to train staff, despite budget cuts.

UK’s 1st virtual construction site help students The macho world of construction isn’t the most obvious place to look for a new approach to people skills training.

Yet ‘soft skills’ such as the ability to communicate clearly and inspire a team are as critical to the success of any building project as technical expertise.

A new construction training centre – the ACT-UK Simulation Centre - set to open at the Coventry University Technology Park in September 2009 with the backing of the Chartered Institute of Building (CIOB), leading construction companies and Coventry University, will help both construction students and industry professionals develop their people management skills and fulfil their potential through a pioneering combination of virtual reality computer techniques and the use of professional actors.

The centre is the first of its kind in the UK and has been developed by the team which opened the world’s first construction virtual reality training centre – the BMSC (Building Management Simulation Centre) at Leeuwarden in the Netherlands ten years ago.The Leeuwarden centre has transformed the Dutch construction industry’s approach to training and is used by more than 360 Dutch firms because of the programme’s success in identifying and developing trainees’ talents.

UK first The centre offers a unique approach to helping construction managers and students develop people skills as well as helping their individual talents to flourish. “Managing a construction project is hugely challenging,” says ACT-UK managing director Michiel Schrijver.

“Alongside technical knowledge of the build process, site managers need excellent people skills in order to manage subcontractors and other site staff. In addition, they have to work with clients, other consultants who might be involved in the project as well as handling relationships with residents and

the local community. Having the ability to interact effectively with all these different people is essential to completing a project on time and within budget. Expecting construction students to have these skills in place at the start of their careers is a tall order and the nature of the industry means it can be hard for them to gain that experience on site, where mistakes can be both costly and dangerous.”

Growing need for virtual training The main users of the new ACT-UK Simulation Centre will be construction companies but the centre is also set to be used by university and further education college students.

The training facility will recreate, in precise detail, an actual construction site using virtual reality. The three-dimensional computer simulation of the construction project is projected on to a 12-metre panoramic screen in the Simulation Centre.

Trainees use a control stick to ‘walk round’ the site and view the construction work in close-up, down to individual nuts and bolts. Trainees work in fully-equipped site cabins of the kind found on any building site.They are then presented with challenging site management scenarios – based on real-life situations – with site personnel, colleagues, and members of the public played by professional actors. Supervisors observe their behaviour via cameras and then work with trainees to give feedback and pinpoint areas for development.

As well as helping fund the project, Coventry University is working directly with ACT-UK on the development of the centre’s study programmes. Coventry University vicechancellor Madeleine Atkins says: “There is a growing need for this type of training in the UK. The Simulation Centre engages directly with industry - designing bespoke courses for construction companies.This ongoing development will feed through to our courses, ensuring our students are constantly at the forefront of management training and better prepared for the world of work.”

www.theskillspledge.co.uk

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BOOKMARK

TRAINING FOR pROFIT Sets out to guide the trainer into a dynamic way of evaluating the opportunities and benefits of training by relating them directly to the financial performance of an organization. It presents the key concepts, frameworks and basic tools to develop training strategies and plans relevant to the actual needs of a business. A revised and improvide version of the original work published by BACIE in 1990, it promises a powerful approach which can greatly enhance the trainer’s credibility within an organization.

HUMAN RESOURCE DEvELOpMENT Acclaimed on publication as ‘the most comprehensive British analysis of training philosophies, approaches, methods and their underlying historical context currently available in print’, successive editions of Training Interventions have ensured ‘it remains a definitive text’ on training in the UK. For the seventh edition, the new co-authors have revised and updated the text to take account of the growing emphasis on interactive learning, online learning and other recent developments.

The new edition also adopts a more accessible and student friendly approach, with case material, examples, activities and questions to aid student learning.

A GUIDE TO TRAINING & DEvELOpMENT To stay ahead of the competition, today’s organizations must invest in ongoing training that continuously improves their employees’ knowledge and skills. A Practical Guide to Training and Development is a comprehensive resource that offers a theoretical, strategic, and practical foundation of the entire training process. The book outlines a step–by–step approach for assessing, designing, delivering and evaluating training. To stay ahead of the competition, today′s organizations must invest in ongoing training that continuously improves their employees′ knowledge and skills. A Practical Guide to Training and Development is a comprehensive resource that offers a theoretical, strategic, and practical foundation of the entire training process. The book outlines a step–by–step approach for assessing, designing, delivering and evaluating training.

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www.theskillspledge.co.uk

GADGETS

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1. pHILIpS ESSENCE 42pES0001D

3. NOKIA N97

Just 38mm deep, the 42-inch essence boasts truly sensational visuals and several very neat design touches. A detachable speaker bar minimises its “presence” for people with separate sound systems. It also uses a multimedia box to house the three HDMIs and Tv tuner, meaning the actual screen is slim, lightweight and clutter free.

The Nokia chef is serving up a scrumptious, feature-packed N97 “mobile computer”. Tasty ingredients on offer include the touchscreen from the Nokia 5800 Tube - an overdue first for the N-series, plus a web-friendly slide out QWERTY keypad a la the E-series, and the fabulous camera and multimedia features you’d expect from previous N-series releases.

But that’s not the limit of Philips’ thoughtfulness. If your DIY is a touch haphazard, you’ll love that it ships with a uniquely curved wall bracket that compensates for errors made when attempting to drill the bracket holes level. it’s the icing on a resplendent Tv cake.

While still a really great all-round player, the N97 isn’t quite the sum of its brothers’ and sisters’ borrowed parts. It’s still a case of choosing a phone that does everything very well, or a one that does a couple of things brilliantly. The N97 is the former, but is definitely Nokia’s most complete handset yet.

2. SIEMENS GIGASET S685 Ip

4. Hp pAvILION Dv2

Want free calls? You can connect the Gigaset to your router to make free voIP calls to other compatible phones; just plug in an ethernet cable and sign up for a voIP service - but not Skype (ie: the one everybody actually uses).

Other features include voIP calling, SMS, digital answering machine and bluetooth headset connection.

The HP Pavilion dv2 is a solid little all-rounder that gives a lot more power than other ultra-portable netbooks and the kind of portability that used to be reserved solely for far more expensive mini-laptops. If it’s serious computing muscle you’re after, you’ll have to look elsewhere, but for day-to-day computing tasks, coupled with some entertainment functions to keep you occupied when you’re on the move it’s ideal.

www.theskillspledge.co.uk

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DURHAM COUNTY COUNCIL

£6.8 MILLION OFFICE DEVELOPMENT AT TANFIELD Work is now complete on Durham County Council’s most ambitious development project at Tanfield Lea, near Stanley in Co Durham.

The £6.8 million Tanfield Lea Business Centre has been made possible with funding from the Council, One North East, County Durham Economic Partnership (CDEP) and the European Regional Development Fund (ERDF).

This iconic development will provide 40,000 sq ft of modern office and workshop accommodation for businesses in a revolutionary, three-storey building which is targeted at both new and existing businesses and will include a new approach to lettings in order to encourage young entrepreneurs to pursue self-employment.

Facilities in the business centre will include: n 3 floors of modern office space including a communal atrium with kitchen facilities n 45 office units ranging in size from over 100 to over 1000 sq ft n Fully equipped conference and meeting rooms for hire n Fully manned reception providing a wide range of office services n Telephony and Broadband connectivity n Car parking facilities n 24 hour access to individual office units

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Tanfield advert:Layout 1

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DURHAM COUNTY COUNCIL

Tanfield Lea Business Centre inspiring business space Durham’s New £6.8m Office Development

Now Open

To be inspired call (01207) 218219 e-mail: andrea.mcguigan@durham.gov.uk web: www.tanfieldleabusinesscentre.com

“This is a flagship scheme for ROK and we believe that this is a key project to continue the growth and redevelopment of the area” The business centre is located in close proximity to the A6706, direct link road to Gateshead and Newcastle.

Durham County Council’s Principal Development Officer, Ross Bullerwell, said “This major development will have a significant impact on the economy of Durham and ensure that public sector developments continue to lead the way in encouraging economic growth and sustainability in semi-rural locations”.

The official opening of the new centre took place in March 2009. The ceremony

was performed by former Derwentside District Council’s Chairman, Councillor Eric Turner and Leader, Alex Watson as one of their last duties for the District.

Interest in this iconic building has been very encouraging with enquiries for modern office accommodation being received from businesses across the many sectors throughout the North East.

ROK Area Leader Neil Jukes said “This is a flagship scheme for ROK and we believe that this is a key project to continue the growth and redevelopment of the area.We will be employing local people to successfully deliver this project over the next year. “ Tanfield Lea Business Centre has achieved a ‘Very Good’ BREEAM rating (Building Research Establishment Environmental Assessment Method), demonstrating the level of environmental design excellence.

For further information contact Andrea McGuigan on 01207 218219 or visit www.tanfieldleabusinesscentre.com

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DIRECTORY

EAST OF ENGLAND East of England Regional Office: Felaw Maltings 42 Felaw Street Ipswich IP2 8SJ T: 0845 019 4180 East of England Area teams: Bedfordshire and Luton 2 Railton Road Woburn Rd Industrial Estate Kempston Bedfordshire MK42 7PN T: 0845 019 4160 E: bedsandlutoninfo@lsc.gov.uk Cambridgeshire Stuart House St John’s Street Peterborough PE1 5DD T: 0845 019 4165 E: cambridgeshireinfo@lsc.gov.uk Essex Redwing House Hedgerows Business Park Colchester Road Chelmsford Essex CM2 5PB T: 0845 019 4179 E essexinfo@lsc.gov.uk Hertfordshire 45 Grosvenor Road St Albans Hertfordshire AL1 3AW T: 0845 019 4167 Norfolk Lakeside 500 Old Chapel Way Broadland Business Park Norwich NR7 0WG T: 0845 019 4173 E: norfolkinfo@lsc.gov.uk Suffolk Felaw Maltings 42 Felaw Street Ipswich IP2 8SJ T: 0845 019 4180 E: suffolkinfo@lsc.gov.uk EAST MIDLANDS East Midlands Regional Office: 17a Meridian East Meridian Business Park Leicester LE19 1UU T: 0845 019 4177 E: eastmidlandsinfo@lsc.gov.uk LSC Derbyshire Area Office: 1 Mallard Way Pullman Business Park Derby DE24 8GX T: 0845 019 4183 E: lscderbyshireinfo@lsc.gov.uk

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LSC Leicestershire Area Office: 17a Meridian East Meridian Business Park Leicester LE19 1UU T: 0845 019 4177 E: leicestershireinfo@lsc.gov.uk LSC Lincolnshire and Rutland Area Office 1B Alpha Court Kingsley Road Lincoln LN6 3TA T: 0845 019 4178 E: lincsrutland@lsc.gov.uk LSC Northamptonshire Area Office Royal Pavilion Summerhouse Road Moulton Park Industrial Estate Northampton NN3 6BJ T: 0845 019 4175 E: northantsinfo@lsc.gov.uk LSC Nottinghamshire Area Office 6th Floor MLS Business Centre City Gate East Toll House Hill Nottingham NG1 5FS T: 0845 019 4187 E: nottsinfo@lsc.gov.uk LONDON LSC London Region Centre Point 103 New Oxford Street London WC1A 1DR T: 0845 019 4144 E: londoninfo@lsc.gov.uk NORTH EAST LSC North East Moongate House 5th Avenue Business Park Team Valley Gateshead Tyne & Wear NE11 0HF T: 0845 019 4181 E: tyneandwearinfo@lsc.gov.uk

SOUTH EAST AREA OFFICES LSC Hampshire and the Isle of Wight Eagle Point - East Wing Little Park Farm Road Segensworth Fareham PO15 5TD T: 0845 019 4182 E: hampshire-IOWinfo@lsc.gov.uk LSC Kent and Medway 26 Kings Hill Avenue Kings Hill West Malling Kent ME19 4AE T: 0845 019 4152 E: informationline@lsc.gov.uk LSC Surrey 48-54 Goldsworth Road Woking GU21 6LE T: 0845 019 4145 E: surreyinfo@lsc.gov.uk LSC Sussex Princes House 53 Queens Road Brighton East Sussex BN1 3XB T: 01273 783555 E: sussexinfo@lsc.gov.uk LSC Thames Valley Pacific house Imperial Way Reading RG2 0TF T: 0845 019 4147 Latimer House Langford Business Park Kidlington Oxford OX5 1GG T: 01865 291700 SOUTH WEST ENGLAND St Lawrence House 29-31 Broad Street Bristol BS99 7YJ T: 0845 019 4168 E: westofengland@lsc.gov.uk

NORTH WEST LSC North West 9th Floor Arndale House Arndale Centre Manchester M4 3AQ T: 0845 019 4142 E: GrManchesterinfo@lsc.gov.uk

WEST MIDLANDS Regional Office (West Midlands) NTI Building 15 Bartholomew Row Birmingham West Midlands B5 5JU T: 0845 019 4143 E: BirminghamSolihullInfo@lsc.gov.uk

SOUTH EAST REGIONAL OFFICE Learning and Skills Council South East Princes House 53 Queens Road Brighton BN1 3XB T: 01273 783555 E: info@lsc.gov.uk

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YORKSHIRE & HUMBERSIDE Mercury House 4 Manchester Road Bradford BD5 0QL T: 0845 019 4169 E: westyorkshireinfo@lsc.gov.uk

North West Region

SKILLSPLEDGENATIONAL

NORTH WEST

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North West Region

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CASE STUDY

History of Success

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Located within Liverpool’s historic Albert Dock, The Beatles Story is a unique visitor attraction that transports guests on an exciting and atmospheric journey into the life, times, culture and music of the Beatles.

The Beatles Story’s aim is to develop as a ‘must-see’ visitor destination and to play a major role in continuing the legacy of The Beatles throughout the 21st century and beyond. In order to meet this vision it must ensure that everything it does is based on excellence and a level of quality that exceeds visitor expectations.

Lizz Morgalla, Guest Services Manager, explains how the quality of the experience at the attraction is maintained through The Beatles Story’s core values: “We have a structure of five key values that are followed; quality, entertainment, life-long learning, accessibility and leadership.

“We have created a working environment where respect for different roles, talents and experience is paramount. We promote equality, trust and integrity so all staff feel motivated and staff training plays a big part in maintaining this.”

North West Region

CASE STUDY

‘With a Little Help From my Friends’ The Beatles Story now forms part of Merseytravel alongside Mersey Ferries, and has adopted its ideas and philosophies in relation to staff progression through its pioneering training and development arm, Merseylearn. This includes making the Learning and Skills Council’s (LSC) Skills Pledge, a public commitment to driving a business forward by training its employees.

Lizz explains: “We already had a similar philosophy to Merseytravel in terms of training, but the Skills Pledge has helped structure this.

“Training and development is a key part of our recruitment process, once we have recruited a candidate we will train them from within, incorporating each individual into the team. Managerial posts are also frequently filled internally, and we feel that this helps keep staff motivated and increases staff retention.

“I am currently completing an ILM Management course and we have several staff completing their NVQ Level 3 in Customer Service with Asset Training. I am now looking for a way to add new training to a structured programme of development.“ A Training ‘Revolution’ Lizz continued: “Making the Skills Pledge not only means that our staff will have qualifications to work towards, but it also creates an encouraging working environment where we welcome suggestions and new ideas.

From L-R: Ashleigh Everett, Team Member, Carole Woodward, Team Member, Jim Softley, Team Leader

“I wouldn’t hesitate to recommend the Skills Pledge to other employers; it’s all about giving our staff opportunities which benefit them, but that also benefit us as a business by ensuring we have the necessary skills and knowledge to succeed, a win, win situation!” www.theskillspledge.co.uk

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EFFECTIVE COACHING Questioning is the critical component of all coaching, it is the principle that coaching is based upon and all good coaches realise that the key to unlocking an individuals potential is through a good use of questions.

In any given developmental scenario, these questions can be used as a fail-safe approach to questioning. The output responses are what will drive an individual on to better performance.

This process is extremely simple and will work in most impromptu coaching scenarios. We have a tendency to overcomplicate processes in business and this for me really demonstrates that often the simplest methods are those that work best. Of course there are times when your coaching will need to be more specific and focused on the individuals needs.

When coaching to develop people it is usually best to avoid starting a question with ‘why?’ The reason for this is that by using ‘why’ we are establishing something as fact. For instance; when I ask a question like, ‘Why do you think you are not good at selling?’ we are subconsciously telling that person that the idea of them not being able to sell is already established.This of course, will undermine their confidence in this area and will ensure that our work to help them meet an objective to start selling is going to be made all the harder.

An example of what you could say instead of ‘Why

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do you think you are not good at selling?’ might be, ‘What is it about selling that you find difficult?’ This could then easily be followed up by a positive question of, ‘When have you been successful at selling?’ This is positive re-enforcement and will help the coachee establish the positive elements of their experience.

You may feel that this approach is not as direct.

However, you should consider what it is you are trying to achieve. If you want to let someone know that they are no good at something, sure, go for the direct approach, but if you want to develop them, use effective questions.

By using questions and encouraging the individual to come up with their own answers, we are instilling a strong sense of ownership. If we as coach provide the answers, then the coachee has no reason to take action as they might not see the value. If a coachee does not complete an action they set themselves then the responsibility for failure is theirs.

Of course, the flipside of this is that success for the coachee is so much sweeter when they realise that the positive result is down to them.

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FEATURE

A Question of Questioning?

In its simplest form coaching could exist on the following three questions: What worked well?

What didn’t work so well?

What will you do differently next time? www.theskillspledge.co.uk

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North West Region

CASE STUDY

CXL Boosts Employee Skill Levels Thanks to The Skills Pledge Making Training a Priority CXL is a dynamic social business that provides high quality information, advice and guidance to help individuals move forward in work and life and to support employers in developing their staff.

Offering a range of products to support local authorities and other public sector bodies to develop their employees, CXL’s portfolio of services includes award-winning online products, professional business psychology and one-to-one leadership and workforce development programmes delivered by experienced professionals and tailored to individual needs.

CXL also has a strong track record in delivering information, advice and guidance to people of all ages, including those who are most vulnerable in the workplace, such as offenders and exoffenders, young people and lone parents.

Recognising that their own people are key to their continued success, CXL has designed and implemented a training development programme for all employees to provide opportunities and raise skills across the company.

CXL’s Strategic Business Development Manager, Julie Gelder explains: “We knew that to maintain our high standards and ongoing success we needed to keep our staff up-to-date with relevant training, so in May 2008 we decided to make the Learning and Skills Council’s (LSC) Skills Pledge to publicly confirm our commitment to training our employees.”

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www.theskillspledge.co.uk

“I would definitely recommend that other employers make the Skills Pledge. It’s streamlined all our training needs so we have a focused plan, with all of our development needs now under one umbrella”

www.theskillspledge.co.uk

North West Region

CASE STUDY

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North West Region

CASE STUDY

“We knew that to maintain our high standards and ongoing success we needed to keep our staff up-to-date with relevant training” Pledging a Future Commitment The LSC launched the Skills Pledge to enable employers to make a public commitment to support the development of their workforce. By making the Pledge employers promise to support employees and new recruits in developing their basic skills and working towards relevant qualifications to at least Level 2 – the equivalent of five GCSEs at grades A -C. The Skills Pledge may also encompass additional qualification levels, dependent on the priorities of each employer. As well as raising staff skills, the aim is to create a more productive and competitive workforce.

Julie continues: “We want to provide all staff with the opportunity to improve their skills, whether it be for self confidence in their jobs or in their day-to-day lives. CXL wants to grow its own talent, providing opportunities for employees and equipping them with the ability to step up and take on additional responsibilities. Currently we are looking at our business needs in terms of skills gaps and areas where training and development could make a difference.

“We are currently planning a skills awareness event, with local colleges and Unison, at which staff will be encouraged

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to log on and take a basic skills test at work so we can assess their skills needs.

We are also performing a skills audit of the business, and working on a talent development programme so all staff will have a tailored strategy to raise their skills. We want to help employees to do better, excel in their roles and believe in themselves.”

Carol Lukey, Branch Secretary at Lancashire Unison, also believes the Skills Pledge provides employees with the tools they need to address their training needs: “Lancashire Unison fully supports the Skills Pledge and believes that in the modern workplace, training and personal development opportunities are a basic right for all employees”.

Julie continues: “Previously our training had been a little ad-hoc.We have been involved in Train to Gain through Business Link and have apprentices within CXL, but the Skills Pledge has helped structure our training needs.”

The Journey Continues Since making the Skills Pledge, CXL has forged ahead with reviewing its business training needs and has put together structured programmes for all employees.

Julie concludes: “Skills development is

www.theskillspledge.co.uk

part of an ongoing investment strategy.

We are heavily committed to the advancement of our staff skill levels; for individuals, teams and as a business.

“I would definitely recommend that other employers make the Skills Pledge.

It’s streamlined all our training needs so we have a focused plan, with all of our development needs now under one umbrella.”

East Midlands Region

SKILLSPLEDGENATIONAL

EAST MIDLANDS

www.theskillspledge.co.uk

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FEATURE

Managing Negativity in the workplace Unfortunately, negativity is a natural part of working in a business environment. There is often discontent in some form or another and a good leader recognises this.

By developing an inclusive approach to leadership and involving your team in decision making processes it is possible that the likelihood of negativity arising is minimised, but you should be prepared to deal with it when it does appear as even the most effective leader will run into negativity at some point in their career. The big problem is that negativity can be contagious and once it rears its head, can be very difficult to manage.

Sometimes negativity will arise as a result of company processes or changes required to make an organisation more effective. It can also arise over time for what appears to be no obvious reason.

An organisation that is in the grip of negativity will display an increase in the amount of complaining, a focus on why things cannot be done, a ‘what’s in it for me’ attitude and a view that things will never get better.

When negativity arises, it can sap your energy as a leader and potentially pull you into its grasp. A great leader will use simple techniques to manage negativity in the workplace and ensures their own attitude remains positive and focused.

The following suggestions will help you to overcome negativity when it arises:

Acknowledge negativity Negativity will not go away if you ignore it, in fact it will most likely get worse. If it is not acknowledged, you will lose credibility as a leader. Discuss the negative feelings with those concerned, show that you care and ask for suggestions on how you might overcome the issue.

Identify the positives in all situations It is easy to be dismissive and ignore the input from our team members. Celebrate the small victories and where suggestions will not work, try and identify the elements that you can work on. Positive actions are often a result of lots of little actions rather than one big one.

Be willing to compromise As long as the new position is fair, you lose nothing by moving your stance slightly on an issue to ensure all parties are happy. Just because you are the leader, it does not mean that you cannot modify your position.

It’s not unusual for organisations to go through periods of negativity. How long that negativity progresses is often down to you as a leader. By displaying the correct attitudes and behaviours, you are likely to managing negativity and stop it from becoming an inherent problem. With an open and honest approach to the workplace, you might even remove the likelihood of negativity arising in the first place.

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Give positive recognition often This is something that is often overlooked and leaders can fall into the trap of considering the efforts of their team as ‘part of their role’. Everybody likes to be recognised for their success, so be prepared to acknowledge it at every opportunity.

Avoid colluding on negativity This can be hard! We all like to have a moan about things.

However, by remaining upbeat and positive, we put out the flames of negativity before they start.

Focus on issues, not personalities When you are addressing negativity head on, you should remove the focus from the person and instead look at the issue at hand. Otherwise you risk undermining that person and might escalate the negativity.

Understand their feelings Put yourself in the shoes of the person who feels negative.

This does not mean for you to become negative too, but for you to understand how they might feel in this situation and resolve it accordingly.

Express your ideas and feelings Don’t be scared to let people know how you feel and provide an insight into what you are thinking. Most negative issues can be resolved when everyone is open and honest about their feelings.

www.theskillspledge.co.uk

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25/02/2009 14:25

retrAining, retention, results...

Bosses who ignore their company’s policy on equality and diversity during this deepening recession are putting their businesses at risk, according to Equality Works, the UK’s leading provider of equality and diversity consultancy, training and advice.

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www.theskillspledge.co.uk

FEATURE

“At times like these, it’s important that we do what we can to reassure staff and customers,” says equality Works ceo Jane farrell. “the happier an employee feels in their job the more productive they will be.” “many managers become scared when you mention equality and diversity as they see it as a politically-correct minefield,” says farrell. “in truth it is simple business sense.”

“We act as a ‘critical friend’, offering advice on ways to improve the business that will make management and staff more productive and efficient. in a recession, that needs to become even more acute.” equality Works is already helping a broad range of organisations, including the BBc, Barnardo’s and transport for london. it believes businesses can beat the recession with a diversity and equality action plan that addresses real issues.

“Bosses have to make some tough decisions, including redundancies, to stay in business,” says farrell.

“in terms of staffing and structure, now is a good time to grasp the nettle and tackle diversity and equality to come out stronger the other side.”

RETENTION staff really are the greatest asset of a company and keeping hold of good people saves time, money and adds to specialisation. if you were already losing staff, you need to ask yourself the question why. the process of hiring a new member of staff can cost up to £10,000.

RESTRUCTURING if restructuring is necessary consider the equality and diversity issues in the criteria that you draw up for making posts redundant - if you don’t you could inadvertently make a disproportionate number of women redundant and face costly employment tribunals.

RETRAINING this is about re-educating managers to ensure they do not fall into the trap of cloning themselves when they hire new staff. taking account of equality and diversity means they will attract better people by fishing in a larger pond.

www.theskillspledge.co.uk

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East Midlands Region

WEST NOTTINGHAMSHIRE COLLEGE

West Nottinghamshire College - Dedicated to Business Support We can improve your bottom line – that’s West Nottinghamshire College’s pledge to local, regional and national employers.

The College has a proud track record of making a real difference to businesses, thanks to our groundbreaking workforce development programmes.

We’re one of the largest Train to Gain providers in the country, with half of our turnover coming from workplace training – whether through work-based Apprenticeships or Train to Gain.

We specialise in working with large employers across a range of sectors – namely Construction, Engineering,Transport and Logistics, Health and Social Care, Hospitality and Leisure, Business and Management and Skills for Life.

By identifying your key issues and strategies for improvement, we can design and deliver bespoke training programmes to reskill and up-skill your workforce – helping you to stay ahead of the competition.

And because the College has secured more Train to Gain and work-based Apprenticeship funding than ever before, we can minimise the cost to your business.

The case study opposite showcases the impact the College can have in designing programmes that achieve your business objectives while delivering nationally-recognised qualifications.

To find out how West Nottinghamshire College can improve your bottom line, contact Graham Howe, Director of Employer Engagement, on 01623 413376 or email graham.howe@wnc.ac.uk

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www.theskillspledge.co.uk

EXAMPLE CASE STUDY: Construction Equipment Manufacturer

n Some people (particularly those who left formal education

Background The company began working with the College on the basis of a recommendation from Rolls Royce, who described their approach to working with employers as “flexible, adaptable, innovative and focussed on delivery”.

The company had established its own Production Process System (PPS) and had already explored the use of Business Improvement Techniques (BIT) to support this.

The company’s aim was to map their PPS to BIT in a much more formal way and to link this to the provision of NVQ accreditation for staff.

While the company has played a lead role in driving the manufacturing skills curriculum with the National Skills Academy for Manufacturing (NSAM), it was not in a position to have its training approved by NSAM. A key aspiration of working with the College was to close the development circle by getting training approved by the training academy it had supported as a lead organisation.

The company recently conducted an Employer Opinion Survey and found that while engineers were happy with the training they received (where investment is driven by statutory requirements and the requirements of new technologies and processes) staff on the shop floor needed broader, more structured and more continuous development.

Working with the College, the company has set out to provide access to learning for every employee.

The company asked the College to help in the following areas: n Establish a flexible approach to the delivery of BIT; n Provide intensive support for individual learners in building their NVQ portfolios; n NVQs for employees who have not historically received regular development opportunities; n Improved scores on Employer Opinion Surveys (on employee development and training engagement themes); n Give staff the skills to support the company’s Rapid Improvement strategy (see below).

Ultimately, impact will be measured in terms of Key Performance Indicators relating to the company’s Six Sigma (Kaizen) based rapid improvement plans: n Increased efficiency (improved production velocity, improved Return On Assets); n A better safety record (fewer accidents); n Improvements in quality (few rejected products).

Assessment of the value and effectiveness of the intervention to date Evidence at this stage relates to gains in terms of transfer of learning to the workplace: n Over the past 9 months the company and College have put 183 people through the NVQ; n There is already a clearer development path within the company – and development is seen as straightforward and easy to access;

with few qualifications) believed they needed a high level of written English to achieve a qualification, but the College team presented the NVQ as a non-threatening development opportunity; n People believe they are capable of achieving – this is a significant change for these learners and, in the view of the company, an important quick win; n The company is scoring 15% higher for training on the Employer Opinion Survey; n While there are factors at play other than the company’s relationship with the College, company leaders see this work as “the glue holding the whole development process together”;

East Midlands Region

WEST NOTTINGHAMSHIRE COLLEGE

Staff who have been with the company for 40 years have accepted the value of the training because it has been presented as relevant to them, and they have been reassured the right kind of support is available from College staff.

Reflections on the partnership with the College n The company felt the College’s assessors were excellent –

well trained and knowledgeable;

n The level of support went well beyond the company’s

expectations;

n The company felt the College were highly committed to

making things happen on time and to the required standard. n The College worked with West Notts in a series of workshops which have helped the two organisations understand each other’s processes; n Assessors were flexible and adaptable – these qualities led the company to view the College as its most effective development partner; n The College team bought an “infectious enthusiasm” to the intervention, which supported the selling of training to the pilot cohort of learners.

These people have, in turn, supported the internal marketing of learning – particularly the marketing of NVQ qualifications.

The future n The company is negotiating to include agency staff in

development activities, to ensure improvements in quality, safety and efficiency across the company; n There will be opportunities for the College to work with other organisations in the company’s supply chain: n The company would welcome the opportunity to highlight this approach to planning development to other companies in the UK engineering-manufacturing sector: n In the spirit of paying back UK Plc for the investment made on the company, it would like to share its development experiences with engineering SMEs.

www.theskillspledge.co.uk

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GROW YOUR OWN Britain’s employers are being urged to “grow their own” after researchers at Cranfield School of Management discovered that investing in training not only saves money but is more effective than shopping around for talent.

Britain Has Got Talent The findings, back up the recent plea from senior businessmen and union leaders for employers to resist cutting training budgets when business turns down.

The report, Nurturing Talent, is the first to compare the impact of recruiting externally with that of developing employees. Three quarters of the 1,189 companies involved in the study felt that training their own staff was more beneficial to their business than recruiting people from outside.

Half the companies discovered that training staff made them more likely to stay. One-third found it increased staff motivation, and almost half actually saved money in the process.

Emma Parry, senior research fellow at Cranfield, who wrote the report, said: “With training budgets often the first to go in a recession, this research demonstrates that growing your own is an effective way for organisations to obtain the skills that they need while saving money.

The findings, back up the recent plea from senior businessmen and union leaders for employers to resist cutting training budgets when business turns down.

The report, Nurturing Talent, is the first to compare the impact of recruiting externally with that of developing employees. Three quarters of the 1,189 companies involved in the study felt that training their own staff was more beneficial to their business than recruiting people from outside.

Half the companies discovered that training staff made them more likely to stay. One-third found it increased staff motivation, and almost half actually saved money in the process.

Emma Parry, senior research fellow at Cranfield, who wrote the report, said: “With

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training budgets often the first to go in a recession, this research demonstrates that growing your own is an effective way for organisations to obtain the skills that they need while saving money.

“I wasn’t surprised by the findings, but it is nice to have the evidence,” she said, adding that it made sense that money spent on headhunters, recruitment firms and timeconsuming selection processes could often be better spent on existing staff.

“It also helps staff retention because staff are more likely to stay if they are being developed. They are more committed and are more likely to go the extra mile if they feel the company is helping them to expand their skills,” she said.

Parry added that the problem was that companies often didn’t see the value of investing in training until it was too late. “Sometimes training is seen as nonessential, and when budgets get tight, companies start to look at what they can save money on. But to be honest, cutting training is a false economy.”

www.theskillspledge.co.uk

FEATURE

“Sometimes training is seen as nonessential, and when budgets get tight, companies start to look at what they can save money on. But to be honest, cutting training is a false economy�

www.theskillspledge.co.uk

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FEATURE

“The business case for developing staff is compelling. Effective training can reduce staff turnover and absenteeism, improve motivation, increase productivity, and help boost customer satisfaction” Sarah Jones, chief executive of Ufi, the organisation responsible for Learndirect and Learndirect Business, which commissioned the report, said: “Organisations must focus on nurturing talent if they are to survive, grow and succeed. The continuous development and growth of people is inextricably linked to business performance.

“The business case for developing staff is compelling. Effective training can reduce staff turnover and absenteeism, improve motivation, increase productivity, and help boost customer satisfaction.”

The report reinforces a plea by some of Britain’s business leaders for employers to resist the temptation to cut spending on staff training.

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In an open letter published recently, business people including Sir Mike Rake, chairman of BT, Sir Stuart Rose, chairman of Marks & Spencer, Richard Lambert, director-general of the CBI, together with Brendan Barber, general secretary of the TUC, urged employers to sustain or even increase their investment in training, saying: “Now is precisely the time to keep investing in the skills and talents of our people. It is the people we employ who will get us through. When markets are shrinking and order books falling, it is their commitment, productivity and ability to add value that will keep us competitive. Investing now in building new skills will put us in the strongest position as the economy recovers.”

www.theskillspledge.co.uk

Peter Mandelson, secretary of state for business, enterprise and regulatory reform, said: “During these difficult times many businesses will look at how to rein in costs. Evidence shows, though, that those that invest in training are less likely to fail.And first-class work-place skills will be key to prospering when the economy turns up. I know people face tough decisions, but I would urge businesses to invest in skills and training to ensure that they are well placed to take advantage of the opportunities when global economic conditions improve.”

Bertram Group, based in Norwich, a book wholesaler with 415 employees, gained greatly from retraining. It reviews staff twice a year to discuss what training they might need and with the help of Learndirect Business finds a course to suit them whether they work in the warehouse or the head office.

Caroline Wilson, head of human resources at Bertram, said the tangible results of the scheme included increased staff retention, excellent motivation and a growing reputation as a good employer.

Another company to use the scheme is Mines Rescue of Mansfield. At risk of going out of business as Britain’s mining industry declined, the company retrained its workforce and transformed itself into an international health-and-safety consultancy which, instead of struggling to survive, now has 1,400 customers throughout the world and an £8m turnover.

Mines Rescue’s commercial manager, Andrew Watson, said Learning through Work had transformed the company.

“Mines Rescue is a constantly changing business, so tailor-made training that meets the needs of our business is a viable and extremely worthwhile investment.”

North East Region

SKILLSPLEDGENATIONAL

NORTH EAST

www.theskillspledge.co.uk

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North East Region

HARTLEPOOL COLLEGE

college leads on environmental innovations

renewable energy centre Hartlepool College of Further Education is demonstrating its commitment to the government policy of reducing carbon emissions by 80% by 2050. Ed Miliband, the government’s new climate change secretary, recently set this goal from its former target of 60%.

The College has invested in a renewable energy centre, in response to an increase in demand from environmentally and economically conscious installers.

At the moment the Centre has solar water heating, air source heating, ground source heating and combined heat and power. This has been completed in partnership with manufacturers such as Ferroli Boilers and Dimplex.

With the support from a grant from the European Regional Development Fund (ERDF), Hartlepool College of

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Simple by Design A household solar water heating system uses solar collectors to capture solar energy and uses this energy to heat water for household use. A well designed system will typically provide 80% of a family’s hot water requirements during the summer months of April to September and make a useful contribution during the rest of the year. This obviously reduces energy consumption which not only assists in the reduction of household bills but also the reduction in carbon emissions.

www.theskillspledge.co.uk

Further Education has been utilising the Centre to disseminate this knowledge and expertise to small to medium enterprises.

Many employers have recognised that there are more clients asking for this new technology to be introduced in new and existing buildings. The most popular course is the BPEC accredited solar water heating. This technology is proven to reduce energy consumption within domestic buildings, and, therefore is becoming popular for home owners to install. The course provides information on how to select, install and commission the most appropriate solar system for a building based on the client’s needs and how to maintain the system once installed. Installers who successfully complete the BPEC Domestic Solar Hot Water Heating training course can gain access to the DTI’s low carbon buildings programme (LCBP).

The LCBP is managed by the Energy Savings Trust (EST) and BPEC’s Domestic Solar Hot Water Heating course is the only one to be recognised by the EST for which householders can draw funding for new installations.

Renewable energy technology in higher education The grant from the European Regional Development Fund has allowed specialist Hartlepool College staff to research new areas of expertise in renewable energy technologies.

The product of this research has introduced air source heat pumps and combined heat and power to the centre.

The legacy will be the availability of an excellent resource for the North East region that will benefit students and employers alike. These renewable technologies have also added value to the learning environment for existing higher educationstudentsin the College.

The Centre is currently used to develop and promote research amongst

students studying for a Foundation Degree. This higher education programme is in Building Services Engineering with renewable energy technologies.

The course is accessed by students in the Building Services sector with aspirations for career development.

The environmental agenda with the focus on carbon emission reduction has promoted the Building Services sector to be a vital contributor to the govemment reaching its environmental targets. Therefore, the sector will require an increasing amount of well qualified individuals to satisfy the demandfrom an industry that can only expand.

“Renewable energy has become a key focus for our business. The solar water heating course was very beneficial to us. It is a proven alternative energy source to a domestic home. It will help reduce household bills as well as reducing carbon emissions” “Through one of our major projects we are now working closely with Hartlepool College to develop an effective course in the installation, maintenance and commissioning of ground source heat pumps” Tom McLaughlin, Regional Director, Lorne Stewart PLC

North East Region

HARTLEPOOL COLLEGE

“As a strategic body that represents the skills requirements of employers we are very pleased that Hartlepool College is moving forward quickly in the development of renewable energy courses” “This can only help employers to meet the demands of future environmental requirements. We fully support the College in this work” Owen Callaghan, Summit Skills the Sector Skills Council for Building Services Engineering

telephone 01429 292888 for more information www.theskillspledge.co.uk

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North East Region

Appr

NCFE

NCFE AND THE QUALIFICATIONS AND CREDIT FRAMEWORK (QCF) David Grailey, Chief Executive at national qualification provider NCFE, shares his thoughts on the Qualifications and Credit Framework (QCF). there’s been a lot of talk lately about developments within the Qcf. this new framework is at the heart of a major reform of the vocational qualifications system designed to make the system simpler to understand and more inclusive.

We’re working hard to transfer our existing NQF qualifications onto the QCF and our aim is to have our qualifications available on the QCF by September 2010.

However as many of you will be aware, there have been delays with this and we’ve received a number of queries from centres about our QCF qualification development.

We share your frustration with these delays - we’re as keen to develop our QCF qualifications as you are to deliver them. Rest assured we’re putting pressure on so that we get answers and as soon as we hear what’s happening, we’ll let you know.

From our point of view we’ll do everything we can to keep you informed - we’ll update our sector pages on the website with progress and information on the QCF, and we’ll send email updates out to programme contacts. Our Essential Guide to the QCF also offers a concise overview on the subject.

The QCF offers more freedom, choice and opportunities for learners and will provide a much more flexible approach for centres. At NCFE we’re looking forward to more of our portfolio being available on this framework, so in these challenging times we need to work together to get the best outcome for your learners.

DAvID GRAILEY, CHIEF ExECUTIvE, NCFE

NCFE ESSENTIAL GUIDES We’ve expanded our range of Essential Guides to include an Essential Guide to the QCF. This no–nonsense publication gives a concise and easy to read overview of everything you need to know about the QCF including its structure, what a Learner Record is and what NCFE is doing about the QCF. We also have a range of other titles available in our suite of Essential Guides including: n n n n n

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Functional Skills Foundation Learning Tier (FLT) Diplomas Workforce Development Accreditation Services

To download a copy of any of our Essential Guides, or to order printed copies, please go to our website www.ncfe.org.uk or contact 0191 239 8000.

www.theskillspledge.co.uk

Apprenticeships advert:Layout 1

11/05/2009

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s p i h s entice

Appr

Apprenticeships can make an oganisation more effective, competent, productive and competitive by addressing skills gaps directly.

All ages and abilities are eligible for an Apprenticeship as well as existing employed staff, opening the door to trainong to a wider variety of people.

The qualification is fully funded Apprentices must be employed to complete an Apprenticeship and there is no age limit.

Apprenticeships are available at Level 2 and in some cases Advanced Apprenticeships at Level 3 are available.

Hairdressing Beauty Barbering IT Services Business Administration Construction - Painting and Decorating Construction - Brick Laying Construction - Joinery Electrical Polymer Processing Health and Social Care Childcare Hospitality Technical Theatre

If you have an employee in your workplace you would like to start an Apprenticeship, contact our Business Solutions Team. www.srcbusiness.com, info@srcbusiness.com, 01642 732375

North East Region

FEDERATION OF SMALL BUSINESSES

Small businesses must be recognised for their role as skills trainers The Federation of Small Businesses in the North East has reaffirmed that small businesses that offer on-the-job training are contributing to a skilled workforce, but are going totally unrecognised.

According to a recent FSB survey of nearly 9,000 members, ‘learning by doing’ was one of the most popular and effective training methods for employees and nearly 70 per cent of responding firms saw sustained growth after their employees taught themselves by getting on with the job, while more than half grew as a result of being given on the job training by a superior. The survey results, also point out that much beneficial training is unaccredited by policy makers, leaving small businesses

and their employees skilled but with no official qualifications.

“Many small firms are finding that there are basic skills shortages in new staff and that it is not only efficient but effective to train their staff in-house. However, for the smallest firms, providing training can be a challenge, and certainly is a struggle when they train up their staff but aren’t recognised for it. It’s time that small businesses that give their employees their own very beneficial training are officially recognised for doing so. The role small businesses play in this area of training the UK’s workforce should be properly acknowledged and the achievements of small firm employees actually recognised under official accreditation. In the current

DCS Training is a construction training provider delivering quality provision to improve employment and education opportunities and achievement to a wide ranging learner base. The company was set up in 2004 and changed status to a non profit making community interest company in 2007.

Colin Stratton, FSB Regional Chairman for the North East of England

economic climate, it is also imperative that the Government, employers and employees invest in the skills they need to both support small businesses and get people back into work during these difficult times.”

If you want any further information on the FSB or wish to join please email: david.longstaff@fsb.org.uk

Much emphasis is placed on the quality of training our learners receive and this is reflected in the training and development of the DCS staff team.

Since joining the company as Training Manager in 2006 Operations Director Wendy Chambers has seen the staff team grow from three to twelve and each team member has gained qualifications from Level 2 up to Level 4 since joining the company.

DCS are committed to the Skills Pledge with the full support of the team which is evident in their personal achievements and commitment to lifelong learning.

The company deliver a thirteen week training programme to New Deal clients, an alternative learning programme to 14-16 year old young people who have not engaged with mainstream education as well as designing and delivering bespoke training courses for partnership agencies such as Fairbridge.

DCS have two training centres in Byker and are opening a new centre in Scotswood at the end of May. DCS plan to expand the provision offered to 14-16 year old students in both the East End and West End of the city as well as extending our offer to Job Centre Plus clients.

We also offer a commercial Health and Safety consultancy working with companies to design a bespoke training package as well as a comprehensive service from risk assessments to method statements.

Enquiries for all our services can be found on DCS Training website at dcstraining.co.uk or you can telephone the head office on 01912652277.

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www.theskillspledge.co.uk

Pssst...Access trains Sunderland librarians Sunderland City Library staff can hardly keep quiet about a new training programme which is really giving the service something to shout about.

A training programme in providing high quality advice and guidance, being delivered by local training company Access, marks a new chapter in the library’s drive to improve customer service.

Skills Advisers from Gateshead based Access are currently helping 10 library staff to perfect their customer service skills through NVQ accredited work based learning and apprenticeship programmes. And there are plans to roll out the programme to all staff, making all of Sunderland City Libraries an even more customer friendly zone.

Denise Shields, Sunderland City Libraries Library Development & Projects Officer said: “We have had a really good reaction from our staff about the training. We like to think of it as a natural extension of their job as it gives them the opportunity to give our customers an enhanced service.

“We decided to use Access because of its good reputation and from the start the training has gone extremely well.”

Increasingly called upon to deliver advice and guidance training to the service sector, Access can also open doors to funding packages to help support the programmes, which can extend up to NVQ level 4.

North East Region

ACCESS

Shouting about their new skills are library staff (L-R) Geoff Dunn, Sharon Laidler and Denise Shields

Christine Scott, Operations Director with Gateshead based Access said: “We are looking forward to helping City of Sunderland Libraries to become a leader in the way it delivers services to its customers. Library staff are called upon to provide advice and guidance on a wide range of topics extending well beyond the traditional bookrelated enquiries. This work-based training programme will enhance and accredit the well-developed skills already demonstrated by library staff ”.

NE training to beat recession North East businesses are training their way through the recession according to the boss of one of the region’s leading workforce development specialists.

Malcolm Armstrong, managing director of Gateshead based Access, says his company is working with more clients – 164 local and national businesses - than at any time in its 25 year history.

Apprenticeships and Train to Gain courses are particularly popular with numbers up 24% over the past 12 months, he says and the trend looks set to continue into the autumn.

“North East businesses appear to be tackling the economic downturn differently to those in the past by training their way out of recession,” says

Malcolm:“The fact that the government has relaxed some of the funding restrictions means that companies can now access training programmes that are often fully funded, keeping costs low but impact high.

“I think managers want to be in the best possible position to take advantage of the upturn when it comes and that means having people performing to their full potential.

“Most of our programmes are popular, including areas such as advice and guidance, customer service, team leading and management.The feedback I’m getting is that people see it as a way of securing their business and ensuring that their teams and individual employees are performing to the highest standards.”

www.theskillspledge.co.uk

MALCOM ARMSTRONG, DIRECTOR, ACCESS TRAINING

Tel: 0191 490 4646 www.accesstraining.org

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North East Region

CASE STUDY

Council makes Skills Pledge REDCAR and Cleveland Council has signed the Skills Pledge to encourage and support every member of its workforce to make the most of their skills.

Council Leader Councillor George Dunning and Chief Executive Amanda Skelton have put pen to paper as signatories of the Skills Pledge, drawn up by the Learning and Skills Council (LSC).

Led by the LSC, the pledge is a voluntary commitment by organisations to support all employees to develop their skill levels to at least Level 2, the equivalent of five A-C grade GCSEs. Redcar and Cleveland Council, the Borough’s largest employer, is making a three-pronged commitment, through the Skills Pledge, to: n Actively encourage and support their employees to gain the skills

and qualifications that will meet the needs of their business and support their future employability n Further support their employees to acquire basic literacy and numeracy skills and work towards their first full level 2 qualification n Demonstrably raise their employees’ skills and competencies to improve our organisational performance through investing in economically valuable learning and development.

Councillor Dunning said: “We are delighted to be signing the Skills Pledge and make a public commitment to what we have always believed was a key part of our role as a public service employer.

“Everyone who works for the Council should know that we put them first, value their commitment and encourage them to develop the skills necessary to do the job to the best of their ability.

“The Skills Pledge underlines that and also gives us the opportunity to develop a learning and development action plan to support staff, enabling them to extend their skills base.”

The LSC’s regional director Chris Roberts said: “As an organisation that’s services impact directly on the lives of local people, this public commitment will not only drive the Council’s business forward, it will have a much wider impact within the Borough and region as a whole.

“The Council has recognised this need and I am delighted that they have made the voluntary commitment to increase the skills of their workforce.”

“We are delighted to be signing the Skills Pledge and make a public commitment to what we have always believed was a key part of our role as a public service employer”

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www.theskillspledge.co.uk

North East Region

CASE STUDY

Seated is George Dunning (Leader of Redcar & Cleveland Borough Council) L-R: Amanda Skelton (Chief Executive, Redcar & Cleveland Borough Council), Brian Johnston (LSC Skills Broker), John Harris (Principal Officer, Redcar & Cleveland Borough Council) and Diane Hunt (LSC Partnership)

For more information on the Skills Pledge, visit www.traintogain.gov.uk or call 0800 015 5545.

Media contacts: Ann Barnes, Regional Press Officer, LSC North East Tel: 0191 492 6355, email: ann.barnes@lsc.gov.uk Paul Daniel, Public Relations and Communications Officer, Tel: 01642 771153, email: paul_daniel@redcar-cleveland.gov.uk

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North East Region

TYNE METROPOLITAN COLLEGE

The Career Development Centre @ TyneMet is a newly realigned Centre for Adult Learners Our aim is to provide quality education and training to improve people’s skills and knowledge base in order to help them find work, to keep them up to date or to improve their career prospects.We are a demand led department, meeting the needs of employers and employees to ensure that the skills and training delivered improve the potential of the work force. hrough our three directorates, we offer a wide range of programmes in a variety of industries, and our remit continues to grow and develop in line with commercial needs. Operating throughout the year and not just during term time, these courses offer a cost effective way for you to develop the potential of your staff and to improve competitiveness, performance, productivity and motivation across the business.

DIRECTORATE OF PRE EMPLOYMENT The Directorate of Pre Employment offers courses in literacy, numeracy and ESOL and a wide range of courses designed for learners returning to work and study.

The Directorate’s key aims are to: n n

n n

n

Engage learners returning to work and study Increase the opportunities for learners to undertake Skills for Life qualifications.

Create closer links with employers to deliver the Skills Pledge.

Increase the ways in which Tyne Met College works in a collaborative partnership with other key agencies such as Jobcentre Plus, Working Links, Princes Trust and North Tyneside Council to provide a cohesive approach to improving skills and employment opportunities.

Deliver a variety of ESOL courses to provide the opportunity for people whose first language is not English. Improving their employability chances.

and workforce consultants we can advise and support your organisation promising you and your employees a rewarding and positive experience at Tyne Met. An ambitious and inspirational programme of work is currently within the work force brief, working with childcare and foster carers, floristry, education through initial teacher training qualifications, hospitality and catering, holistic therapies, electrical installation and fitness instruction as a sample of the breadth delivered on site with structured programmes supporting the career change opportunities presented to our learners.

SKILLS PLEDGE We are committed to the national Skills Pledge, having signed it on behalf of our own staff and are able to offer complete bespoke organisational and individual training needs analysis.

We will work with you to understand your requirements in building a tailored programme of learning.

HOW WE WORK TOGETHER:

DIRECTORATE OF WORK FORCE DEVELOPMENT Workforce Development @ TyneMet supports employers and employees in the work place. Tyne Met is able to offer tailored training packages to meet individual requirements. Working offsite in a range of training environments and employers’ premises at times to suit the workforce needs, contributing to the regional drive to meet the level 2 and level 3 qualification targets.With our team of dedicated, enthusiastic trainer/assessors

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www.theskillspledge.co.uk

TRAIN TO GAIN We have excellent success rates and strong on going partnerships with our clients, representing our commitment to a quality learning experience. Train to Gain forms a significant role within the Work Force Directorate. 2006/2007 success rate at 83% is significantly higher than any other regional or national success rate statistic. Through close working partnerships with employers and trainers and ensuring we have the right learner on the right programme, a successful journey is started; providing the employee with the confidence and support to succeed.

North East Region

TYNE METROPOLITAN COLLEGE

DIRECTORATE OF HIGHER EDUCATION AND ACCESS Universities @ TyneMet offers a unique Higher Education experience. Focussing on teaching for learning, the directorate stimulates participation and success in higher level skills with an emphasis on employability and vocational learning.

A highly supportive and inspirational learning environment, excellent partnerships with local Universities and a bespoke access provision are all factors helping to raise aspiration within the region. We offer a wide range of Foundation Degree, HND and Teacher Education courses. These programmes are designed through collaboration with organisations including employers,higher education institutions and colleges, enabling students to make an immediate contribution to the workplace.

Higher Education changes lives for the better – not only do government statistics show this but our students tell us how gaining higher level skills has increased their life chances and raised the standard of living for them and their families.

Pre Employment (Engage)

Hajara

Literacy & Numeracy “It has improved my confidence and my English and IT Skills and helped me to meet other people from different backgrounds. I am looking forward to my future in the UK and aim to study for a degree in Early Childhood Education in the near future.”

Ugandan-born Hajara was forced to flee persecution in her native country in 2004, leaving behind her life as a qualified teacher. Granted asylum in the UK with her husband in 2005, Hajara enrolled on courses through TyneMet College to develop her basic skills (Literacy and Numeracy Levels 2). She is now working towards CLAIT and Teaching Assistant Level 2, having passed Level 1 with flying colours.

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North East Region

TYNE METROPOLITAN COLLEGE

Jack Oliver NVQ Level 3 in Pharmacy Services “I am delighted with this course; it is very interesting and I like learning something new but which has direct relevance to my job. I’ve found the tutors to be approachable and friendly. Being a modern apprentice will definitely open up new opportunities for me.”

Workforce Development (Development)

After completing a degree in Biotechnology Jack decided to change career direction.

He joined an Advanced Modern Apprenticeship scheme which offers him the chance to continue earning while retraining for a career in Pharmacy. As part of the scheme, Jack now works as a trainee Pharmacy Technician at Newcastle’s Freeman Hospital where he is working towards an NVQ Level 3 in Pharmacy Services. Jack also attends TyneMet one day per week to do a BNC Pharmacy Services course to gain the underpinning knowledge and key skills required for his job.

Katherine Lowther NVQ Level 2 in Engineering “I’d always loved working with my hands at school but wasn’t sure how this could translate into an actual career. My Apprenticeship changed all that; because I’m based in a real workplace it’s opened my eyes to a whole world of new jobs I never even knew existed. Now, because I’m working towards a qualification at the same time, I know that my Apprenticeship is taking me a step up the ladder I want to climb.”

Katherine left school at 15 with no qualifications. Returning to college aged 19, Katherine began to give more serious thought to her career prospects. Having inherited a love of hands-on practical work from her mechanic grandfather, Katherine applied for an Apprenticeship at SCA Hygiene in Prudhoe. As a fully-fledged apprentice Katherine attends TyneMet as part of her training towards a Performing Engineering Operations NVQ Level 2 and BTEC National Certificate in Operations & Maintenance.

Jonathan McCutcheon Service Management

Higher Education (Progress) 42

I had been working as a System Administrator for about four years, basically staying at the same level. I wanted to develop my career and progress into management so I decided to do a Foundation degree course in Service Management. I chose TyneMet because I wanted to learn and work at the same time. The course covers areas such as: personal development, marketing, service quality, business innovation and design. I feel I have learnt a lot, both in terms of knowledge and experience, and I soon felt ready to take on new challenges.With my new confidence, I applied for, and was accepted as a Practice Manager of Brunton Park Medical Group. It is a small but growing practice which has really challenged me but I have the confidence and experience that I’ve gained on the course to help me. The Partners of the practice were intrigued at the structure of the course but deem it advantageous to provide continued support for me.

When I’ve completed this course, I am looking to further my education by attending the final year at Sunderland University to get a BA (Hons) in Applied Management.

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Career Development @ TyneMet There’s a career with your name on it.....

North East Region

TYNE METROPOLITAN COLLEGE

Why not tap into our funded training that improves skills at no cost to employers *, kick started with a computerised Training Needs Analysis in a large range of occupational sectors Including: Pre-Employment skills for life skills for work emPloyability WORKFORCE DEVELOPMENT HOSPITALITY AND CATERING WASTE MANAGEMENT AND RECYCLING BUSINESS ADMIN AND CUSTOMER SERVICE EDUCATION TRAINING AND WORK BASED LEARNING CARE AND EARLY YEARS SCIENCE AND PHARMACY ENGINEERING HAIR, BEAUTY AND FLORISTRY LAUNDRY AND CLEANING HIGHER EDUCATION FOUNDATION DEGREES IN: LEADERSHIP AND MANAGEMENT SERVICE MANAGEMENT ACCOUNTANCY COMPUTING AND MANY MORE...

We can giveyou : n Customised training n Flexible delivery systems n Solutions to gain an

advantage over competitors n Qualifications from all

industry sectors

Contact Eileen Rowett: Career Development E: joan.wardle@tynemet.ac.uk Telephone 0191 229 5306 Embleton Avenue Wallsend Tyne and Wear NE28 9NJ

*subject to meeting funding criteria

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North East Region

NORTHUMBRIA UNIVERSITY

Dedicated Team Give Business Unrivalled Access to University Expertise

Businesses across the North East, the UK and the globe are benefiting from first class training, knowledge transfer, research and development and student placements thanks to a dedicated division at Northumbria University.

Set up over 20 years ago, Northumbria’s Commercial Enterprises (NCE) provides business with a gateway to the university’s expertise.

NCE Director Tony Hackney and his team provide a vital direct link for businesses who want to benefit from the wealth of research, knowledge and expertise at Northumbria.

Tony says: “Partnership working and knowledge transfer is essential for business in the global economy and it is especially important in the current economic climate. We can offer real tangible support to business by providing bespoke training to improve the skills of both managers and staff, access to the university’s technical and research facilities and direct access to intellectual property.”

Major companies such as Procter & Gamble and Northumbrian Water have benefited from partnership working with Northumbria University, along with SMEs such as Cramlington-based Osborne Engineering.

Osborne Engineering operates across five continents and is at the cutting edge of design and manufacture of white metal components for the oil and gas, power generation and petrochemical industries.With six Northumbria graduates now in management and senior staff positions, Managing Director Shukri Benfaied believes the company has benefited directly from a 10 year collaborative partnership with the university.

He says: “The partnership has enhanced our research and

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development, stimulated knowledge transfer and ensured that first class North East graduates have invested their talent and intellectual property in the region. It’s a winning formula for education, business and the regional economy.”

Dudley-based Owen Pugh is also working with NCE to develop its workforce skills. The company’s diverse business includes construction plant hire, earth-moving and demolition contracting and aggregates. Managing Director John Dickson says: “Our business has grown from a small family run business into a diverse business with a wide range of clients and equipping our managers and staff with the right skills to meet the future challenges of the business is essential.”

As well as supporting business in the North East, NCE also works with companies around the globe. It was a Regional and National Training Award Winner in 2008 at the UK Skills National Training Awards and Northumbria is one of only a few UK universities to have been approved by the Chinese Foreign Experts Bureau.

More recently NCE are now registered with the Institute of Leadership & Management (ILM) as a Provider of the following Endorsed Programmes: n The Assertive Manager; n Creativity; n Leading a High Performance Team; and n Communication Excellence.

To find out how your business can benefit from working with Northumbria University, contact Northumbria Commercial Enterprises on 0191 227 4148.

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North East Region

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BALTIC TRAINING SERVICES

Peart’s have the drive to manufacture its own success!

www.theskillspledge.co.uk

With company roots which can be traced back 85 years, family owned F Peart & Co Ltd, now in its third generation, knows no limit when it comes to building a successful business.

North East Region

BALTIC TRAINING SERVICES

The Hartlepool based company has evolved from a coal merchant in the early 1900’s to a leading oil distributor and fencing manufacturer. It is the largest independent distributor of fuel in the North East, boasting a fleet of 40 vehicles, and a distribution network from the Scottish Borders to the Midlands.

Peart fencing, which has established itself as one of the market leaders in its field, manufactures and distributes nationwide a range of steel fencing products - mesh fencing systems, palisade, railings and pedestrian barriers.

Thanks to a customer-focused approach and investment in the skills of its employees, the company boasts a turnover in excess of £120m, and a workforce of 150.

“They both found it very beneficial to their role within Diesel Fleet Service increasing their awareness for professionalism every day and the consistent need for continuous customer care” With a customer support strategy based upon total, no compromise customer satisfaction, Peart values its long term customer relationships. Peart recognises the important role its employees play and so values their input. In particular, the company strives to have a motivated and trained workforce which is aware of its responsibilities to its customers.

Through Train to Gain F Peart was quick to recognise the added value that NVQs could bring to key members of its team.

Engaging with Baltic Training Services in the summer of 2008 a plan was devised to deliver NVQs in almost every sector of the business.

Forty tanker drivers have recently achieved their Carry and Deliver Goods NVQ Level 2 at the Hartlepool, Birtley and Doncaster depots. David Taylor who co-ordinates the transportation and delivery of the heating fuel also achieved his NVQ Level 2 in Traffic Office. Diesel Fleet service team and other departments at the Hartlepool office have also completed their NVQs in Customer Service.

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North East Region

BALTIC TRAINING SERVICES

“When we first approached our drivers with regards to obtaining NVQ’s in Carry and Deliver Goods we half expected that one or two of them might resist, none did. Even better, the process was well organised and painless and the driver feedback positive” - Peter Kitchen, Director, F Peart

Thirteen employees in Peart Fencing have successfully achieved their BIT level 2 NVQs and down in Birmingham at Cannock Gates two have achieved Level 2 NVQs in Warehousing and twelve more in Performing Manufacturing Operations Level 2. The customer service team at Cannock Gates also completed Baltic training’s “Totally Focused” package, twenty hours of bespoke training and NVQ Level 2 in Customer Service.

Peter Kitchen, Director at F Peart explained:“When we first approached our drivers with regards to obtaining NVQ’s in Carry and Deliver Goods we half expected that one or two of them might resist, none did. Even better, the process was well organised and painless and the driver feedback positive. The guys seem to like having this qualification, I think they quietly view it as an achievement, and for sure the company likes the fact that its employees are trained and can be seen to have passed this assessment.”

Baltic training has also focused on up skilling Peart’s customer service: “Diesel Fleets Services had two members of staff Shirlee Bestwick and Susan Ashby who completed their NVQ Level 2 in Customer Service earlier this year.

They both found it very beneficial to their role within Diesel Fleet Service increasing their awareness for professionalism every day and the consistent need for continuous customer care” added Amanda Byrne, Diesel Fleet Manager.

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Managing Director of Baltic Training Services,Tony Hobbs said: “Our aim here at Baltic Training is to provide quality bespoke vocational training packages to help employer’s improve their people’s skills. Working in partnership with the LSC and FE colleges, as a train to gain provider we want to help maximise people’s potential and help to create a motivated and well trained workforce”.

Skills for Life with Baltic Training Services.

In July 2007, the Government (Department for Education and Skills) announced a new objective to help 95% of the adult population of working age achieve functional literacy and numeracy (the level of skill generally needed to get by in life) by 2020.

One of the ‘Department for Education and Skills’ biggest challenges is reaching people in the workplace who need to adjust their skills and getting employers to recognise the benefits of raising the skills of their workforce.

Luckily for the employees at FPeart, the company has recognised the benefits of raising the skills of the workforce and has given its employees the chance to improve their literacy and numeracy skills by engaging with Baltic Training Services.

Through the Train to Gain government initiative Baltic Training Services and FPeart developed a model that works for this company and its employees. The initial aim is to get everyone up to level 1 and then to move

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on up to level 2. Some of the employees were already able to achieve their level 2 and they were supported in achieving this.

Based on FPeart premises the Learning Centre run by Baltic Training provides support in Literacy and Numeracy and the centre tutors have provided the opportunity and flexibility for FPeart employees to engage in learning in the workplace.

Initially learners felt it was maybe not to their benefit to do this ‘Literacy and Numeracy malarkey’ but once they started they warmed to the programme and started to encourage others to participate. The majority of the learners now want to return to continue their learning. The relaxed atmosphere in the centre, the excellent tutors and the made to measure model have contributed to the success of this programme.

Baltic Training Services Evans Business Centre Durham Way South Aycliffe Ind Park Newton Aycliffe Co.Durham DL5 6XP T: 01325 329 828 E: info@baltictraining.co.uk www.baltictraining.com