SkillsPledge
www.theskillspledge.co.uk
ISSUE NUMBER 07
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TELEVISION • RADIO • AFTER DINNER • CABARET
COMEDY AT ITS BEST! YOUR 1ST STOP FOR CORPORATE ENTERTAINMENT Danny has spent 40 years in “the business” and his wealth of knowledge in TV production and script writing is reflected in his hilarious storytelling. Coupled with his own extremely humorous life experiences and of course the odd gag and you have the recipe for a great evening of entertainment. Enthusiastic energetic dynamic and thoroughly entertaining just some of the terms used to describe DANNY CROCKETT by audiences, press and the industry alike. Agreed by all as the epitome of professionalism. Danny’s career covers many iconic TV shows, such as THE COMEDIANS where he was an original; he has worked for all the major TV stations, ITV BBC and SKY and in 1990 he was presented with the frog award for best comedian by SKY. He also enjoyed successes in radio with a Sunday morning show on BBC. Danny has worked with and been influenced by such greats as Bob Monkhouse, Les Dawson Billy Connelly, Norman Collier and Bob Newhart. In 2000 Danny lived in Dubai where he featured strongly on the hotel and corporate circuit. Now back in the UK Danny has extensively cruised The Mediterranean, 2005 saw him in Thomson Gold Hotels in Cyprus performing with great success. Clean family orientated comedy is his forte which is a blessing in the “blue” tinted world Danny is also an excellent vocalist having appeared in musical theatre in the hit show RADIO DJ along with Ray Barrington and Jackie Lee as well as Buddy Holly and Don Williams Tribute shows
SPECIALITIES • Comedian and Raconteur • Afterdinner speaker • Vocalist and much, much more including Events Compere
DANNY CROCKETT From t Show i H s ’ V IT
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ians d e m o eC
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www.dannycrockett.com email:info@dannycrockett.com Skills Pledge Nat 07.indd 2
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SkillsPledgenational:
CONTENTS 04.
northumbria university
16.
retraining, retention, results
05.
distinctive group
18.
training...the measurable impact
06.
news
19.
sqa
08.
bookworm
22.
speak easy
09.
gadgets
24.
why training could hold the key to recovery
10.
durham county council
28.
training is the lifeblood of all companies
12.
edbs
30.
morale boost
15.
tree of knowledge
31.
hull training
Editorial Office Distinctive Publishing 8th floor, Aidan House, Sunderland Road, Gateshead NE8 3HU Telephone 0191 4788300 www.distinctivepublishing.co.uk Note: The views expressed by contributors and correspondents within Skills Pledge are their own. Skills Pledge and Distinctive Publishing cannot accept liability for any views placed via this medium. Feedback can be sought via the contact details above.
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Ewan Waterhouse Business Development
Produced by Northumbria University 185550/10/06training and self development.
ewan.waterhouse@distinctivepublishing.co.uk
Pete Thompson Production Manager pete.thompson@distinctivepublishing.co.uk
Martin Williamson Creative Director martin.williamson@distinctivepublishing.co.uk
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NorthumbriaGraphics n Full colour digital printing. n High quality scanning and copying. n Short to medium run litho printing. n Extensive range of finishing options.
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Request a quote today.
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dis.tinc.tive [di-stingk-tiv] - adjective 1. serving to distinguish; characteristic; distinguishing: the distinctive spots of the leopard. 2. a special quality,to style,SEll attractiveness, etc.; notable. lIcENcE I having WaSN’t aBlE
“WIthoUt a thE cIdER, oNly thE applE jUIcE, So I dEcIdEd - distinctively a. distinctiveness n. a yEaR oR So ago to look INto tURNINg What WaS oRIgINally a MEthod of USINg UNWaNtEd applES INto a SMall BUSINESS.” 7th Floor | Aidan House | Sunderland Road | Gateshead | NE8 3HU T: 0191 478 83 00 | E: enquiries@distinctivegroup.co.uk
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Qualified for Success Lindsay McEvoy of Winn Solicitors is evidence that hard work, determination and a supportive employer can help you reach your goal. Lindsay began work at Winn Solicitors Limited in March 2001. She joined the company as an Admin Assistant when she was 16 and in April of this year she qualified as a Solicitor. When she started at Winn Solicitors there were a total of 15 employees and over a 9 year period this number increased to over 220. The company specialise in road traffic accidents and are market leaders in their specialist field of ‘one stop shop’ accident management. Lindsay’s initial position as an Admin Assistant was just for the summer. She enjoyed her role so much that she remained with the organisation. Whilst progressing her career Lindsay started her law degree at Northumbria University and completed the course in 2007 with the support of the company. After finishing her degree she started her Legal Practice Course (LPC) also at Northumbria University and in 2009 qualified as a Solicitor. She commenced her training contract during her LPC in 2007 and after completing this was admitted as a Solicitor in April 2010. Lindsay comments: “The opportunity and financial support Winn Solicitors have provided to me throughout my training has been incredible. It has taken 7 years of hard work to qualify as a Solicitor and I was thrilled to be admitted in April, it was a very proud moment.” Winn Solicitors have helped and supported Lindsay through all her training. She studied at University part-time and during her LPC took 1 day a week out of work to attend University. Winn Solicitors actively support training in all areas and currently have 60 employees taking NVQ Qualifications. 40 employees from the New Claims Team are taking an NVQ in Customer Service and all Office Administration Assistants study an NVQ in Business Administration. Recently two Paralegals have also passed their College of Law Diploma in Accident Management and Personal Injury after 2 years of studying. Dawn Winn a Director of Winn Solicitors commented: “We always help our staff to achieve their personal and professional goals and Lindsay is a shining example that hard work and determination pays off; well done Lindsay.” If you would be interested in joining a fast moving/forward thinking law firm contact: michael.warmington@winnsolicitors.com.
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NEWS
Construction industry heading for double dipper The UK construction industry is heading for a double dip recession - that’s according to the latest Construction Products Association’s industry forecast. They predict that construction will be the first major industry sector to fall back into recession following a temporary recovery in the first six months of this year. Despite strong growth in the spring and early summer, the forecasts show output will fall in the remaining months of 2010 and the decline will continue into the first part of 2011. Commenting on these forecasts, Michael Ankers, chief executive of the Construction Products Association, said:
“Although 2010 as a whole is likely to be slightly better than 2009, it is very much a year of two halves with construction output slipping back in the second half of the year as a result of growing uncertainty in the housing market and cuts in public spending. ‘Looking forward, the industry needs to see strong private sector growth to offset the significant reduction in public investment that we anticipate over the next few years.” The CPA added that the government’s economic programme must recognise that spending cuts and tax hikes alone will not secure long-term economic growth.
TechConsult UK team achieves highest possible qualifications The team working for Teesside-based recruitment specialists, TechConsult UK Ltd, has notched up a remarkable achievement with each one of them having completed their qualifications to the highest standard. Recently appointed Recruitment Consultant Daniel Hanafin has completed his Recruitment Training with the Recruitment & Employment Confederation (REC). Daniel attained a Certificate in Recruitment Practice, passing with a Merit grade which is the top grade possible. With Daniel passing his course, this means that all the recruitment staff at TechConsult UK are now fully qualified. TechConsult UK, based at The Wilton Centre near Redcar, Teesside, recruits skilled personnel for companies operating within the offshore, fabrication and maintenance, process, shipbuilding, and civil engineering industries. Managing Director Steve Guest said: “Daniel’s success means that all of our people are fully qualified to undertake their jobs to a high professional standard. This is a notable achievement because not every company in the field has staff trained to such a high level.
“It shows that Techconsult UK is setting itself apart from the competition. We regard investment on training as invaluable for the future success of the business. Although there is a recession, we feel that ignoring the importance of training would be a false economy. The company is investing in its employees for the future.” Daniel, who has a Masters Degree in HR, has worked in various roles during his time in the industry, specialising in search and selection. He was brought to TechConsult UK to seek out the very best people that the company’s clients require. He said: “I am pleased that I have completed my qualifications. TechConsult UK is committed to training its staff so that we can provide the very best service possible to our clients.” The Wilton Centre operation is part of the Norwegianbased TechConsult Group, whose offices are in Bergen, Oslo and Stavanger, Norway. For more information, contact 01642 456300, email: info@techconsult-uk.com or visit the website: www.techconsult-uk.com
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BookMaRk
ENd thE fEd In the post-meltdown world, it is irresponsible, ineffective, and ultimately useless to have a serious economic debate without considering and challenging the role of the Federal Reserve. Most people think of the Fed as an indispensable institution without which the country’s economy could not properly function. Ron Paul draws on American history, economics, and fascinating stories from his own long political life to argue that the Fed is both corrupt and unconstitutional. It is inflating currency today at nearly a Weimar or Zimbabwe level, a practice that threatens to put us into an inflationary depression where $100 bills are worthless. What most people don’t realize is that the Fed is actually working against their own personal interests. Congressman Paul’s urgent appeal to all citizens and officials tells us where we went wrong and what we need to do fix America’s economic policy for future generations.
thE kNoWINg - doINg gap The market for business knowledge is booming, as companies looking to improve their performance pour billions of dollars into training programs, consultants, and executive education. Why, then, are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they’ve worked so hard to acquire? The Knowing-Doing gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results.
BlINk Blink is about the first two seconds of looking--the decisive glance that knows in an instant. gladwell, the best-selling author of The Tipping Point, campaigns for snap judgments and mind reading with a gift for translating research into splendid storytelling. Building his case with scenes from a marriage, heart attack triage, speed dating, choking on the golf course, selling cars, and military maneuvers, he persuades readers to think small and focus on the meaning of “thin slices” of behavior. The key is to rely on our “adaptive unconscious”--a 24/7 mental valet-that provides us with instant and sophisticated information to warn of danger, read a stranger, or react to a new idea.
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www.theskillspledge.co.uk
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gadgEtS
1
2
4 3
1. phIlIpS ESSENcE 42pES0001d
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. 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.
2. applE Ipad
3. aRcaM Solo MINI
The trim silver form of Arcam’s Solo Mini, claims to be serious hi-fi, only smaller. As well as CD, DAB and FM, the Solo Mini has a USB port for playing MP3s straight from a digital device, plus inputs to connect up five bits of external stereo kit, including an Arcam rDock for your iPod. Aside from that, you can adjust the bass, treble and balance - nothing unnecessarily fancy. Paired up with matching Muso speakers, this delivers a virtuoso sonic performance. Tight highs, crisp mids and lean, tight bass - it’s how a good hi-fi should sound.
4. toMtoM go940 lIvE
Apples latest measuring 9.56 x 7.47 x 0.50inches and tipping the scales at 1.5 pounds the Ipad, the front is basically all glass and the back all brushed aluminum. As for the technology there are no USB ports, hDMI or memory slot. This means that it comes with some great features including the full safari browser, youtube and a great gPS Sat-nav application. Meanwhile all of these are powered by a 1gb chipset, in short no lag or crashes. Of course the functionality in the world is no good if your device lacks stamina but this beast lasts up to 10 hours with playtime not bad for tablet technology. So, it looks great, last ages and there’s a vast selection of software available what’s not to love about the IPAD ?
TomTom is the satnav world’s answer to Apple or Sony and the flagship gO 940 LIVe is its most complete in-car companion yet. The gO 940 still sports the intuitive, clear interface we’ve come to expect from TomTom devices but it’s the new LIVe services that really elevate the 940 to dizzy heights. The most innovative of these is hD Traffic. Rather than relying on flaky RDS traffic updates, TomTom gathers the position, direction and speed of mobile phone signals to quickly plot where traffic is building up or has stopped completely. It beams this data to your 940 every three minutes, re-routing your journey as required.
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DURHAM COUNTY COUNCIL
ARE YOU LOOKING FOR BUSINESS PREMISES BUT DON’T KNOW WHERE TO BEGIN?
The £6.8million Tanfield Lea Business Centre has been made possible with funding from the Council, One North East, County Durham Economic Partnership (CDEP) and European Regional Development Fund (ERDF).
The commercial property market in Durham is enjoying a good year in 2010, with major developments at business parks across the county. The North East Technology Park (NETPark), near Sedgefield, has experienced such a successful period of growth over the last five years that it has been necessary to build additional workspace to allow for the expansion of companies already based there, and to meet demand from other companies seeking to locate on the park. Big developments aren’t the only things happening in the county. There are many smaller investments taking place at sites like Tanfield Lea in Stanley. The state-of-the-art Tanfield Lea Business Centre, which was awarded a Very Good BREEAM (Building Research Establishment Environmental Assessment Method) status, uses advances in technology to provide a greener environment for tenants with the inclusion of solar panelling and natural air ventilation. The £6.8m centre has 41 offices including workshop space, and has been identified by Durham County Council as a model of good practice that they aim to replicate across the County. Similarly, St Stephen’s Court in Low Willington has 14 units that are built using sustainable materials. The single storey, high spec offices provide a flexible start as well as move-on accommodation. Other developments in the county include Durham Gate, the biggest mixed development scheme in County Durham. The site has had an overall investment of £100m, and will include 10,000sqm of office space, up to 2,000 jobs in offices, new residential and industrial premises and hotel, leisure and local retail services. Andrea McGuigan, Business Development and Marketing Officer at Durham County Council said “ We want to make it as easy as possible for companies to move to new premises, establish a base for themselves, or to expand their operations. We work in conjunction with County Durham Development Company (CDDC), operating a number of the county’s business parks and other developments and supporting growing companies to expand.” CDDC also runs a web based property finding service which allows companies to search for new premises all over the county, whether they are looking for a new corporate headquarters, an incubation space, a managed business centre, or anything in between. To find out more about how Durham County Council can help you with your commercial property requirements, call 01207 218219 or visit www.wherebusinessgrows.co.uk
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EDBS
Is an apprentice right for your business?
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EDBS
Sarah Marshall Apprenticeship Consultant for EDBS Apprenticeships discusses how an apprentice could benefit your business. DEVELOP A BESPOKE WORKFORCE Apprenticeships are ideal for businesses who want to develop their workforce for the future. When you employ an apprentice you receive an employee who has made an active decision to follow a specific career path that allows on the job training and the ability to gain a recognised qualification. Experience and knowledge gained together. ENHANCE SKILL LEVELS The Apprenticeship framework ensures that all apprentices study towards a recognised NVQ qualification level 2 or 3, functional skills and technical certificates whilst training on the job to receive a ‘real life’ working experience. EDBS Apprenticeships work closely with a number of local colleges and training providers to arrange apprenticeship training that meets your business needs. REDUCE YOUR RECRUITMENT TIME AND COSTS At EDBS Apprenticeships we offer a free apprenticeship brokerage programme to find the right apprentice for your business.We spend quality time with all of our apprentices getting to know their skills, experience and qualifications to ensure that you receive only the highest quality apprentices East Durham has to offer. As the brokerage service is free there are no recruitment costs to pay, we advertise the vacancy and meet all candidates before introducing you to a shortlist of potential apprentices to interview, based on your own requests - freeing up your time to run your business. FILL A SKILLS GAP Apprenticeships are often used by businesses to fill a position which requires a skilled worker that has been difficult to find. The apprenticeship programme offers a great deal of flexibility with over 190 different apprentice areas to choose from, allowing businesses to design the apprenticeship around their own individual business needs, creating a qualified and experienced employee. PROVIDE ACCESS TO FUNDING As part of the Apprenticeship initiative there are a number of funding options available to businesses wishing to employ an apprentice. EDBS Apprenticeships have independent funding available, that can be accessed by apprentices from the East Durham area, although the business can be anywhere within the North East. The aim of this funding is to help make a contribution towards an apprentice’s wage in the first few months of employment. For more information on employing an apprentice contact Sarah Marshall on 0191 586 3366 or visit www.edbsappreticeships.co.uk
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TREE OF KNOWLEDGE
Encouragement despite tough time in the Dragon’s Den
The managing director of motivational training company Tree of Knowledge says that coming away empty-handed from hit TV show Dragons’ Den has restored his faith in business. Directors appeared on the popular BBC 2 show in August, asking the Dragons for £100,000 in return for a 10 per cent stake in their business as they seek to expand from their Dunfermline base in Scotland into the English market. But, after more than two hours’ filming, they failed to clinch a deal after one Dragon said he’d be unhappy taking a big chunk of the business in return for his investment. Managing director Gavin Oattes said:“Basically, what Duncan Bannatyne was saying was that we can get along fine without his money and without giving up a lot of equity in our firm,” “We take tremendous encouragement from that, and the fact that Dragon Peter Jones said we were probably the best in our field he had ever seen. The Dragons have a reputation for being ruthless and driving a hard bargain but they’re a bunch of softies really.” Tree of Knowledge, which delivers motivational goods and services throughout the UK, work mainly in schools and wanted the Dragons’ help and investment as they prepare to attack the English education and corporate market. One of the company’s key products is the Apodo, an oddlyshaped, multi-coloured, toolkit full of weird and wonderful
materials designed for a range of interactive motivational activities. There’s an Apodo in every second school in Scotland and Tree of Knowledge wanted the Dragons’ support with a planned October launch of their Apodo for the business market. The corporate Apodo features a mix of items, ranging from skipping ropes to a movie camera, for use in activities designed to motivate business bosses and their staff. Mr Oattes, who appeared on the show with fellow director Alan Burton, from Dunfermline, said: “Getting the Dragons’ support for our corporate Apodo would have been fantastic. I am sure they would have opened a lot of doors for us. “But ultimately they recognised that we don’t need their help for the price they’d be looking for.They could have tried to rip us off but didn’t and that’s restored our faith in business.” Tree of Knowledge went to Dragons’ Den hoping to attract the support of entrepreneur Peter Jones, who has experience in the education sector south of the border. After what’s been described as a “confident pitch”, the Tree of Knowledge duo persuaded four of the five Dragons – James Caan clearly wasn’t interested – to have a go at one of their motivational games, ‘Naughty Ropes’ which involved untangling skipping ropes.They laughed and joked their way through the exercise but Deborah Meaden then Theo Paphitis declared themselves out of the running as potential backers, followed by the negotiations with the remaining two Dragons which ultimately proved fruitless.
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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. 16 Skills Pledge Nat 07.indd 16
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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.
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FEATURE
Training... The Measurable Impact Regardless of the size or type of an industry or business, training can have a measurable impact on performance and the bottom line.
Research shows that productivity increases while training takes place. Staff who receive formal training can be up to 200% more productive than untrained colleagues who are working in the same role. High labour productivity increases business output and can open a greater share of the market or expand it by improving products, services and reputations. Successful training is focused on supporting your business objectives. Staff retention Training increases staff retention which is a significant cost saving, as the loss of one competent person can be the equivalent of one year’s pay and benefits. In some companies, training programs have reduced staff turnover by 70% and led to a substantial return on investment. Improved quality and productivity Training that meets both staff and employer needs can increase the quality and flexibility of a business’s services by fostering: n accuracy and efficiency n good work safety practices n better customer service.
The flow-on effect The benefits of training in one area can flow through to all levels of an organisation. Over time, training will boost the bottom line and reduce costs by decreasing: n n n n n
wasted time and materials maintenance costs of machinery and equipment workplace accidents, leading to lower insurance premiums recruitment costs through internal promotion of skilled staff absenteeism.
Staying competitive Businesses must continually change their work practices and infrastructure to stay competitive in a global market. Training staff to manage the implementation of new technology, work practices and business strategies can also act as a benchmark for future recruitment and quality assurance practices. As well as impacting on business profit margins, training can improve: n n n n
staff morale and satisfaction ‘soft skills’ such as inter-staff communication and leadership time management customer satisfaction.
Most businesses provide on-the-job training, particularly during induction. Ongoing training almost always shows a positive return on investment.
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www.theskillspledge.co.uk
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SQA
QUALIFICATIONS FOR BUSINeSS
dR jaNEt BRoWN, chIEf ExEcUtIvE, Sqa
The Scottish Qualifications Authority (SQA) is the national accreditation and awarding body in Scotland. SQA is ambitious for Scotland, determined to play a full and committed part in ensuring that the Scottish people and economy benefit from a qualifications system that is all-embracing and delivering and meeting Scotland’s needs. We all need to support our primary resource – our people – with skills and knowledge to be able to respond to economic demands and the ability to compete in an increasing global economy. Together, working through the Scottish government’s Skills Strategy, we can achieve a skilled and productive Scotland that supports growth for individuals, business and society.
SQA works in partnership with schools, colleges, universities and industry to provide high quality, flexible and relevant qualifications and assessments, embedding industry standards. In addition, SQA ensures that qualifications are inclusive, accessible to all, provide clear progression pathways, facilitate lifelong learning and that candidate achievement is recognised. The work of employers is both vital to SQA and the Scottish economy. We aim to continue improving our links with business and industry - SQA offer a wide range of qualifications and services that can help For more information about SQA products and services for employers visit www.sqa.org.uk
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SQA
Qualifications for Business
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SQA
SQA is Scotland’s national accreditation and awarding body. Many people know us for the qualifications taken in schools and colleges but we also offer a wide range of qualifications and services designed to support businesses like yours. We all need to support our primary resource – our people – to develop the skills and knowledge needed to respond to economic demands and have the ability to compete in an increasing global economy. The work of employers is both vital to SQA and the Scottish economy and we aim to continue improving our links with business and industry. Qualifications are an essential tool in validating training and learning but they must be relevant and flexible meeting the requirements of industry now and in the future. We understand employers need staff with up-to-date, relevant and specific occupational skills, whether supporting the development of new skills, updating existing ones or changing from one skill set to another, SQA qualifications provide these and more. Whatever your need, our extensive experience as an internationally recognised provider of qualifications, assessment and quality assurance means you can be sure that our qualifications are fit-for-purpose, reflect the needs of industry
and support learning and progression from apprentice through to director level. We can also provide customised awards, credit rating and endorsement services to create a qualifications and training portfolio to meet the exact requirements of your business. SQA’s Business Development and Customer Support Team is the ‘voice of the customer’ within SQA, allowing us to be responsive to employers’ needs. We can provide information on a variety of training options which may be of interest to your organisation, including identifying partnerships with training providers. For more information please get in touch with the Business Development and Customer Support Team using the contact details below: n Telephone: 0303 333 0330 n E-mail: mycentre@sqa.org.uk n Website: www.sqa.org.uk/businessdevelopment
Together we can achieve a skilled and productive Scotland that supports growth for individuals, business and society.
SEPTEMBER DATES FOR YOUR DIARY! SQA’s Business Development Team will be at the Scottish Training Federation (STF) Annual Conference, Dinner and Awards Ceremony which takes place this year on 22 September at Glasgow’s Radisson Hotel. You can also see us at the Vocational Education: The 2015 Vision Conference on 30 September at the Grand Central Hotel, Glasgow.
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SPEAK EASY
PRESENTING IS A SKILL IN ITS SELF I Believe the best value for money course in Presentational and Confidence Skills you could invest in!
Brendan Healy
n n n n n n n n n
Dealing with Stress Looking the Part Stand and Deliver Team Work Your Brain and Mouth Begining, Middle and End How to Take Questions confidence the key Message RecEIved and Understood The Big Finish
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I am sure as you read this article you will come to the same conclusion as I and my colleague’s, we invest a large part of our budget in supporting the skill base we have, and then assume they have the capability to present! As a company we pride ourselves in the highest possible skill level of our employees, we demand the best from them, they are in the qualified to degree level in the disciplines we select, and we support them in those disciplines with further training to enhance their skills, then we ask them to present our company and major projects to customers at the most crucial stage of proceedings without any training what so ever in the art of presenting then scratch our heads when things don’t go our way! Having made the decision that we needed help in improving our presentation skills we set about the task of selecting a company to support us, myself along with our marketing director Susan Dawson talked to several companies in this field, then one evening while attending an awards dinner hosted by Brendan Healy I mentioned to a fellow guest about our situation and how I would like to be somewhere as good as our host at presenting, she the informed me Brendan along with Ron McKay (Danny Crockett) had a company doing just what we wanted Speakeasy Associates, after a brief chat with Brendan we made an appointment to discuss our needs Ron and Brendan came to our premises and spent half a day (no charge) defining our need and explaining how best to move the training forward. Once we had decided to appoint Speakeasy we thought we would have the senior partners and associates attend the first course. It was a first class day full of information delivered in a relaxed
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SPEAK EASY atmosphere but left us in no doubt that we had defined the problem and the need for training. We then engaged them to deliver a number of courses over the next year, the benefits have been enormous in the improved skill level of those people attending the sessions. As you would imagine from having two professional comedians delivering the course there is no shortage of humour during the proceedings, however it is all relevant and the course compiled in such a way as to understand the need to remain calm and to help your audience to relax When we where first given an insight into the content of the course myself and Susan where in truth a little taken a back, as was everyone else, when
told we would be using nursery rhymes as the foundation for improving our presentation skills, but once into the swing of the course it becomes very apparent how cleverly the guys have used this concept to underpin of best use of rhyme and language. I as a senior associate along with my partner have no doubt that with Speakeasy we get great value for money the results are not only in improved relations with our customers but an all round improvement in the confidence of those who have attended the courses. Ron and Brendan are easy to work with but committed to delivering the best for their clients. In seeking to improve the presentation skills of ourselves and our
team we found two people who deliver an excellent service with commitment to their customer, the very thing we believe we do, and now we know how to present that to our customer Speakeasy Associates not only give you the tools and the confidence to present yourself and the company in the right manner, but are a great support in the completion and delivery of final presentation to the customer. Mark Thomson Senior Partner Ryder International Architects Contact Speakeasy Associates on 0191 4155670 www.speakeasyassociates.co.uk
“When you invite people (your audience) to listen to your presentation, it should be like Alice stepping through the looking glass. You should take them on a journey from the start guide them through the middle and lead them out at the end� Ron McKay
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CASE STUDY
In tough economic times, training budgets often come under severe pressure. Indeed, they are often among the first to go. However, those working in the industry believe that it’s a false economy if they are cut back. They point to the advantages of running training programmes which help workers to improve their skills, a process which is both for their benefit and for that of the company. The industry identifies a number of advantages. They say that Training and Development: n helps employees gain confidence the more they learn n helps to increase the knowledge and skills of employees at each level. It helps to
increase job satisfaction as well, giving staff a feeling of being valued
n helps to increase the productivity of the employees, which helps the organisation
further to achieve its long-term goal
n helps develop a sense of team work, team spirit and collaborations, providing a
joint sense of purpose
n helps to create a learning culture within the organisation. n helps to build a positive perception and feeling about the organisation at all levels
- people are given a sense of constant development
n helps in improving upon the quality of work and work-life of employees who
undergo training
n helps to create a healthy working environment, partly through helping to build
good employee relationships
n helps in improving the morale of the workforce n helps to create a better corporate image n helps organisations adopt more effective decision-making and problem-solving
through a better understanding of organisational policies
n helps in developing leadership skills, motivation, loyalty, better attitudes and other
aspects that successful workers and managers usually display.
And as if that was enough, there is another good reason to take training seriously - the law demands it in many cases. Take health and safety, an area where legislation is changing so rapidly that training needs to be up to date to ensure that companies do not put their people at risk. Or end up in court charged with breaching health and safety legislation because they had not properly trained their staff in the latest developments. No court in the land will accept ignorance as a defence when it comes to health and safety and the penalties of getting it wrong can be significant....CONTINUED ON PAGE 27
“Take health and safety, an area where legislation is changing so rapidly that training needs to be up to date to ensure that companies do not put their people at risk�
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CASE STUDY
Why training could hold the key to recovery www.skillspledge.co.uk
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CASE STUDY
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CASE STUDY Every worker, from those dealing with dangerous chemicals to operating electrical equipment, from those moving machinery to staff handling deliveries, must be constantly aware of the dangers and constantly subject to training in their field. The law demands that they be regularly updated through a properly structured training programme. It may cost money and time in the short term but the benefits in the long term are obvious for all to see. According to the Health and Safety Executive (HSE), good practice backed up with training makes sound business sense because companies can: n Protect their workers from the suffering caused by accidents and ill health n Reduce absence and sick leave n Retain staff n Maintain their reputation n Boost productivity and profits n Reduce insurance premiums and legal costs if they have a good safety record.
However, there is another good reason to continue training, which is nothing to do with meeting legislation and protecting workers and everything to do with keeping ahead of the competition. It makes good business sense to update your employees’ skills. Those involved in training argue that cutting its budgets back during tough economic times actually puts a company at a disadvantage financially because it dulls the edge of workers. Trainers say that good training gives companies a cutting edge as it helps ensure that employees are innovative because of their deeper understanding of the field in which they work. A properly trained worker may look at things differently, identify opportunities that had not occurred to them before and be inspired to suggest news ways of working. Done properly, training can change working lives and give workers the confidence to suggest innovations. If, however, those employees do not open their minds - or are not allowed to open their minds - to different ways of thinking, they are unlikely to take advantage of opportunities when they present themselves, according to those working in training provision. And that can leave a company ill-equipped to handle the challenges of business, particularly when trading conditions are so tight and a bright idea can be priceless. Trainers do acknowledge that in a recession it is tempting to scrap training budgets and neglect the development of a company’s most important asset, their people. They know that the bottom line does not always seem to accommodate the needs of training, that reducing spending rather than increasing investment seems to make more sense in a recession. However, they argue that investing in talented staff can make all the difference when it comes to winning contracts and launching new ventures. It could even be the difference between survival and failure. And that’s worth everything.
“A properly trained worker may look at things differently, identify opportunities that had not occurred to them before and be inspired to suggest news ways of working”
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CASE STUDY
Training is the lifeblood of all companies Apprentice Ben Garrick is certainly one game teenager after being taken Even more so for a family firm with a reputation for backing up machinery sales with parts and repair services. Laura Brown stresses the importance of training not just new staff, but long serving members of the team at agricultural engineers AF Wiltshire in Godalming, Surrey. Thirty-four-year-old Laura is a partner in the firm founded by her father Albert in 1970. He still works in the business with his wife, Hazel, and 11 employees. Now Laura has been invited to join Lantra’s national steering group for apprenticeships - a role she is looking forward to developing this autumn. AF Wiltshire serves the agricultural
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and ground care industry in Surrey, West Sussex and Hampshire, selling Landini tractors, new and used machinery, spare parts, servicing and repairs. Laura joined 10 years ago, leaving behind her original career in psychiatric nursing. This summer the company employed its latest apprentice and Laura is keen to continue training for others in the business, including herself. She is hoping to combine her work, caring for a toddler and taking a foundation degree in Machinery Dealership Management. “Dad was an agricultural engineer
originally. He started working on his own then took on other people and added the parts and sales departments.We have had that structure for a long time now and it works well for all of us. We have new and used machinery sales, the parts department with three employees - two of them on the road calling on agricultural businesses, golf courses etc. We have five engineers in all, plus the apprentice and Sarah handling accounts,” Laura explains. “The new apprentice started here the day after his 16th birthday in July.
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CASE STUDY
“The new apprentice started here the day after his 16th birthday in July. He is the son of someone who used to work for us a long time ago and they asked if Sam could come on work experience. He loved it so much he asked if there was a job going.” He is the son of someone who used to work for us a long time ago and they asked if Sam could come on work experience. He loved it so much he asked if there was a job going. “Our last apprentice, Ben Jimmison, had just finished his Level 3 training so the timing was perfect. Ben too came for work experience and asked for a job when he was 16. He’s now 22 and a qualified agricultural engineer. When Sam finishes, we will take on someone else.” Laura joined as business manager and became a partner in 2006: “My job is to manage the business, finances, our business plan, staff, recruitment and training as well as selling machinery.We’re lucky, our people have been with us a long time. Ian in the parts department started in 1988 - he gave my Dad a medal when he’d done 20 years with us! David Renmant our sales manager has been with us even longer and Mark the workshop manager started here when he left school. “We’re fortunate in that we have just the right number of engineers we need now, but we went through a long period when we struggled to recruit, partly because of high employment and people not wanting to come into this industry. We’re a family firm, so not as glamorous as the big name dealers, but anyone who works for us finds it more interesting because they’re more challenged. We put a lot of emphasis on the service side as well as the machinery.” AF Wiltshire takes advantage of specialist product training offered by manufacturers and provides statutory training, but has also worked closely with their local Business Link to access management training. “I’ve done various courses but don’t have a certificate to prove it and I want one,” smiles Laura. “I did a
creative leadership course through the University of Creative Arts, which was great because it was local and ran over a few months. That involved analysing your team, getting the best out of them, understanding how people learn and conducting assessments. I also met other business leaders and we drew a lot from each other. Now Dad, Mark and have done some more ad hoc management training here through a business leaders grant, on dealing with different situations, setting your own goals and improving our management skills.” Laura does not need to be convinced of the value of training: “For me it’s essential. Training gives people confidence, it shows them you care about them, that you are involved in what they want to do. And if they have the skills to their job they do it better which is going to enhance your profits. “It’s also important to bring in new people. That stops everybody stagnating. Our engineers are training others, which encourages a more proactive culture towards learning. It’s not just about renewing skills but awareness. And it works both ways. The older generation might cut corners a bit so the trainees who have been taught to do things very carefully remind them!” Laura says AF Wiltshire customers are so used to the company training its people that the apprenticeship is taken as a ‘given’. Now she is looking forward to working with the Lantra steering group to encourage more young people into the agricultural engineering sector. The first step, she suggests, could be educating careers teachers about what is involved, because it is by no means a traditional engineering role. “A lot of engineers in this industry haven’t enjoyed school or a traditional way of learning but they end up with fantastic skills. We should encourage
apprenticeships where people learn on the job in a more practical way.You start with the raw materials and ‘create’ your own staff your own way,” she says. “As well as English and Maths, I would also like to see an improvement in communication skills and the ability to produce written work. We need to make trainee engineers more professional, including talking to customers, without swamping them with academic work.” But Laura says there is one other hurdle the land based industries must overcome - generating interest from young people to start working in the sector. “There’s no point creating a fantastic apprenticeship if nobody knows what it is or nobody is attracted to the industry in the first place. Some sort of taster would be good. We take one or two work experience youngsters every year. The last one wanted to be an engineer but in the RAF! He really enjoyed it here but he wasn’t going into agriculture.” Laura would also like to see more interest from girls in what is historically but not essentially a totally male profession: “One girl came on work experience and ended up working in a parts department. But there’s no reason a female couldn’t get into engineering.” And Laura has one final request for everyone involved in agricultural training - stop changing the terminology! “The education system drives me nutty with all the different terms. They change the names of courses and qualifications and trying to keep up with that as an employer is impossible. What we need is people who understand what we do and the training offered. When you’re running a business you don’t have time to find all the information, you need something specific to land on your desk. Hopefully we can make that happen.”
“While you might not paid very much when you start, as you get up to management, which you can do, or even perhaps set up your own business, it can be very fruitful. It’s a great thing to do and I would definitely encourage anybody to do it.” www.theskillspledge.co.uk
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fEatURE
MORALe BOOST Companies caught in the grip of this severe recession face a very difficult challenge: How to avoid deteriorating employee morale. While on the surface one would expect that employees who remain would be grateful that their jobs have been spared, evidence from this and other recessions suggests that they feel overworked, threatened, and vulnerable. in most cases morale suffers. Morale affects performance, and during a recession organisations are threatened with a double-edged sword. At the same time that their business is contracting, employee morale threatens to make matters even worse. Lower morale can translate into “recession fatigue.” This is a situation where the company experiences a series of problems that include a decline in productivity, deteriorating customer service, increased sick days, falling sales, higher costs, and lower profits. indeed, the only way to escape these problems is to stop doing what most company do. instead, companies must be proactive in addressing employee morale. Three leadership principles that, if followed, may help managers navigate through the transition in an honest and ethical way. 1.When tough steps need to be taken, management should openly discuss the challenges they face with employees. it will be uncomfortable, especially for those who want to avoid conflict, but employees will respect the honesty. 2. The frequency of communication with the workforce must increase. Communication reduces anxiety and can stabilise, if not improve, morale. Don’t delegate this responsibility to lower levels. Top management must do it. 3. Maintaining the morale of those who remain must become a top priority. it is important to recognise that they are suffering from a “Post Downsizing Stress Syndrome.” Hopefully following these principals will reduce “recession fatigue” and to establish a healthier organisational environment for those left behind.
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