1. The same report also stated that:
Training by employers is disproportionately focused on highly-skilled workers, who are five times more likely to be trained at work than low skill workers.
Around one third of firms do no training at all, and this varies between 50 per cent of employers in some sectors to just under 5 per cent in the best performing sectors
Research by Cogent, the Sector Skills Council for the science-based manufacturing industries, found:
Most of the training undertaken in the sector was ad hoc – lacking clear structure,
was reactive – responding to an incident or issue either quality or safety related
Was mainly focused on meeting legislative requirements.
The Towards Maturity Industry Benchmark Report found that where companies delivered training:
89% seek benefits related to efficiency – but only 41% are achieving this
88% seek improved individual processes – 39% are achieving this
91% seek improved productivity and engagement – 29% are achieving this
88% seek improved business responsiveness – 24% are achieving this
89% seek improved learning culture – 21% are achieving this
55% of training programmes are still offered entirely face-to-face
One for the key barriers in the report is “Line manager reluctance” (55%) to support development.
Where the report looks at Managers it found:
49% learn more from finding things out for themselves than from the classroom or formal training, (rising with level of seniority from 48% in line manager roles to 54% for those in senior management.)
91% learn from working in collaboration with others
83% from general conversations and meetings
73% Google/other search for web resources
These issues result in:
Performance variations between teams/shifts
A “We can only ever use The A Team for critical tasks” belief
The belief that there are individuals in the business that are “indispensable”
The regular “abuse” your most proficient (best) Operatives
Growing demographic issues
A dysfunctional Performance Management System
No real structured development paths for individuals e.g. new First Line Supervisors
Ad-hoc or reactive/knee-jerk training initiatives
Job descriptions based only on task or outcome (Check yours)
Inconsistent training delivery
Outcomes from training are unclear or none existent
There is a general lack of clear policies and procedures around training
What Employees at all levels want is:
A vision to work towards and clear direction so that they can contribute
Opportunities to develop
Permission to try new things and learn from mistakes
Recognition and Feedback
Time, space and support to do their job
They also want:
To be able to solve problems
To clearly understand their role and priorities
Management to remove obstacles that make it harder to do their work
To get better at what they do every day
Your Line Leaders need:
To create a workplace environment that enhances workers and is a productive use of time
To feel they have to do everything themselves, fail to delegate effectively.
To build engagement
We create frameworks that:
Replace Performance Management with on-going, regular and “healthy” conversations
Equip Managers to better support their teams
Reduce time away from the work place for training
Raise the capabilities of Line Managers
Have Line Managers become advocates of workflow learning
Do more with less (efficiency)
Demonstrate clear value to stakeholders (impact)
Prioritise high value activities (resourcing)
Align training and development more closely with organisational objectives
The best place to start is to undertake a free Current-State Audit to ascertain how good your existing process is.
Contact Competence Management Solutions (CMS) Ltd on

2. Capability Development System Organisational Aims & Objectives
L & D Plan
Policies & Procedures
Development Processes
Standards/Profiles (Generic)
Assessment, Validation & Revalidation
System Maintenance
Developing Organisational Capability – The System
Current State Analysis

3. Implementation Implementing The System
Task Analysis
Task Criticality
Task Allocation
Organisational Structure for Development
Develop Standards (Specific)
Map Current Training Provision
(Gaps?)
Assessment, Validation & Revalidation
Implementing The System

4. Learning Experiences
Experience (70)
Exposure
(20)
Education
(10)
Change Management Implementation
Line Management Capability
Budget & Resource Allocation
L & D Capability
Impact Measurement
Evolving The Processes within an Organisational Capability Development System

5. Organisational Operations Plan
Learning Experiences
Exposure
(20)
Education
(10)
Experience (70)
Organisational Operations Plan
L & D Plan
Policies & Procedures
Standards/Profiles (Generic/Specific)
Development Processes
System Maintenance
Organisational Structure for Development Management
Task Analysis
Task Allocation
Map Current Training Provision
(Gaps?)
Assessment, Validation & Revalidation
Current State Analysis
Occupational Health Criticality
Process Safety Criticality
Environmental Criticality
Business Criticality
Task Criticality
Change Management Implementation
Line Management Capability
Budget & Resource Allocation
L & D Capability
Impact Measurement
Implementing an Organisational Capability Development System