Skills Pledge National #3

SkillsPledgeISSU

E NU

MBER 03

www.theskillspledge.co.uk

THE SKILLS CHALLENGE IS AN INCREASINGLY IMPORTANT FOCUS FOR COUNTRIES ACROSS THE WORLD

Dr Janet Brown, Chief Executive of the Scottish Qualifi cations Authority explains the role of the SQA.

Editorial OfficeDistinctive Publishing8th floorAidan HouseSunderland RoadGatesheadNE8 3HU

Telephone 0191 4788300

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.

Ewan WaterhouseBusiness [email protected]

Pete ThompsonProduction Manager [email protected]

Martin WilliamsonCreative [email protected]

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

contacts WELCOMETO ISSUE NUMBER03

For many employers up and down the country, developing the skills of their employees is not necessarily at the top of their agenda. For some, keeping their heads above water and surviving day to day takes precedence.

For me, spreading the word about how essential it is for employers not to let this aspect of their business slip during these difficult times is my day to day business.

There is a clear link between skills training and improving a business’s chance of survival in an increasingly competitive marketplace. There are many companies out there who put the success of their business down to workforce development and rightly so: your staff are one of your most important resources.

The Skills Pledge goes to the heart and soul of a business or organisation, representing an undertaking to commit to a culture of staff development, starting with those who have the lowest level of skills and qualifications.

There are huge advantages for the employer, employee and the country as a whole in raising skills levels.

By developing tailored action plans, the Skills Pledge enables organisations to take control of training and focus on the skills that they need to succeed. Making and implementing the Skills Pledge enables businesses to drive forward one comprehensive, strategic training programme for the entire workforce, resulting in cost and time efficiencies

Employers see the Skills Pledge as a valuable way to increase productivity, retain and develop their staff and enhance their reputation. To follow in their footsteps and find out how the Skills Pledge can help you and your employees go towww.lsc.gov.uk/skillspledge

Chris RobertsInterim Chief Operating OfficerLearning and Skills Council (LSC)

NorthumbriaGraphics Full colour digital printing.

High quality scanning and copying.

Short to medium run litho printing.

Extensive range of finishing options.

0191 227 4019 [email protected]

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04. focus on ne

08. letter

10. north east clinic

12. bookworm

13. gadgets

14. durham county council

l SCOTLAND18. skills mean more with sqa

20. professional development awards

l EAST OF ENGLAND24. e-learning with inspace

26. green jobs

28. fancy a change?

l NORTH WEST32. alder hey

34. fancy a change? continued

l YORKSHIRE & THE HUMBER36. employee morale

37. hull training

l EAST MIDLANDS40. west nottinghamshire college

42. training - the measurable impact

l WEST MIDLANDS44. walsall council delivers skills for life

46. managing through recession

48. federation of small businesses

l NORTHEAST50. hartlepool college

52. new skills

53. sage

54. stockton borough council

55. tetley

56. nhs 57. directory

58. src

CONTENTSSkillsPledgenational:

REGION KEY:

“Learning is one of the best parts of living. It is just so much more interesting than sitting in front of the TV night after night. It can move

you on with your career and the skills and knowledge gained can allow you to contribute

to society and the world in general.”FANCY A CHANGE? SEE PAGE 28

03www.theskillspledge.co.uk

www.theskillspledge.co.uk04

After all, did not the housing market collapse and didn’t the commercial world implode, bringing an end to building work? And didn’t that mean that the jobs disappeared?

Not quite. As the economy starts to bottom out and turn upwards again, there is a sense of growing optimism in the industry. Building projects are starting and - re-starting - and that means the industry needs young people.

At the heart of the campaign to attract young people into jobs across the North and in Scotland is Construction Skills, the UK’s Sector Skills Council for construction.

Ken Parker, area manager for the North-East, North West, Yorkshire and Humber, is optimistic.

He said: “Building will never stop. It may slow - and nobody wants to see the slowdown we have seen over the past 12 months - but it will not stop. There will always be construction. Young people thinking about their futures should consider construction as an option.”

Ken is eager to point out that the job offers much more than the traditional image of bricklaying and plastering. These days it needs everyone from designers and architects to those specialised in materials technology.

He said: “The industry needs young people with different

capacities and aspirations. The opportunities are there. Take the heritage sector, for instance. There are plenty of pre-1919 houses which require work doing on them and we need to train people in the skills needed to work on them.

“Or take carbon emissions reduction. We need people to work on that and to work with modern building materials.

On the building site of the future you probably will not see so many bricks, instead there will be materials such as glass and fabrics. There are opportunities for people who can work on these futuristic designs. It is a much broader career than the traditional idea of construction.”

However, the industry has had to acknowledge that the recession has brought problems and a major campaign was recently launched to protect those apprentices whose placing are under threat because of the downturn.

Construction Skills says that there are hundreds of ‘at risk’ apprentices in the North and Scotland, particularly bricklayers and joiners.

Russell Buckley, Apprenticeship Manager for Construction Skills North East, said: “The severity of the economic downturn means that the construction industry faces many challenges this year, and continuing the development of the next generation of workers is at the forefront of these.

WHEN BUILDING A CAREER MAKES GOOD SENSE

Amid all the talk of recession and credit crunches, young people looking for jobs this summer could be forgiven for overlooking construction as an option.

“YOUNG pEOpLE THINKING ABOUT THEIR FUTURES

SHOULD CONSIDER CONSTRUCTION AS

AN OpTION”

www.theskillspledge.co.uk 05

“Increasingly, more apprentices are becoming at risk of being laid off, and to stem this tide we need more employers, who have the capacity to offer training opportunities to these young people.

“If this doesn’t happen, then the UK’s construction sector risks seeing the continuation of skills shortages that have plagued the industry since the last recession, caused by laying off experienced workers and reducing the number of new recruits.”

To make sure that does not happen, the Apprenticeship Matching Service (AMS), which seeks to find new work placements for apprentices who cannot continue training with their original employer, has been expanded.

AMS, which was established with the Department for Innovation, Universities and Skills (DIUS) and the Learning and Skills Council (LSC) at the end of last year, helps businesses retain their apprentices through the downturn through a programme of mentoring, advice and help with paperwork.

One firm which made use of the service was JD Joinery & Building, of Newcastle, which was able to help a 19-year-old apprentice complete his training,

Company director Joe Dixon said: “I’m so pleased to be able to accommodate apprentices in spite of the downturn. They should all be given a chance to start out on the right foot when they enter the professional world, and I’m proud of the training I can offer them.”

Paul Mitchell, the apprentice in question, was made redundant last August when he was coming to the end of his NVQ Level 2 in Bricklaying. He said: “At the time, I was worried I might not be able to go on to do my NVQ Level 3, but in October I got a call from ConstructionSkills, asking if I could see Joe at JD Joinery for an interview. I was so relieved when he offered me a job. The company has a great atmosphere and I’m really grateful that I’ve been able to continue working in construction.”

Another young worker grateful for the support is Stephanie Shields, who was half way through the second year of her Painting and Decorating apprenticeship in the Blackpool area, while also studying at Fylde College.

The start of the downturn meant that her original employer could no longer keep her on, leaving her struggling to finish her course and out of work for almost three months.

ConstructionSkills identified Blackpool-based painting and decorating firm Sherwood Décor, which took her on.

Stephanie said: “It’s so important that employers take on apprentices and give young people the opportunity to develop their skills, especially through the recession. I’m in this industry because I enjoy it and I give everything to do my job to the best of my ability.”

Gillian Cain, Apprenticeship Manager for ConstructionSkills North West, said: “Apprentices that come through the AMS are often close to the end of their training and may only have a short amount of learning time remaining, so require only limited financial investment from employers.

“In many ways, apprentices are the lifeblood of the construction industry. ConstructionSkills is committed to maintaining appropriate training levels in the construction sector to retain the skills we need now, avoid future shortages and invest in the skills the industry will need in the future.”

Other initiatives being run include:n Group Training Association: launched predominantly for small and medium sized business, allowing a collection of employers or clients to act as one organisation and share the responsibilities of training an apprentice. n Host Employer model: a scheme where major contractors (usually medium and large companies) act as the ‘host employer’ and take on a number of apprentices, then secure work placements for them within their supply chain. The industry is also supporting the establishments of an academy programme, which is designed to further improve the training of people entering the sector.

For further information on the ConstructionSkills Apprenticeship Programme please visit www.cskills.org or call 0844 875 0086

Apprentices from across the North and Scotland are battling it out to become this year’s best trainee tradesperson.

The Skillbuild competition, which has been running for more than 20 years, celebrates the importance of apprentices and their skills and gives companies a chance to highlight the quality of their workforce and their commitment to training.

Regional heats will be taking place up until July and will culminate with the national final in October, which will take place in Scotland. National winners from this year’s competition could be in with a chance of competing in the 2011 international WorldSkills competition. WorldSkills is held every two years, with this year’s competition being held in Calgary, Canada in September and then in London in 2011.

Sponsors for this year’s SkillBuild include Crown Paints Ltd, British Gypsum, Stabila and the National Federation of Roofing Contractors (NFRC). Please visit www.cskills.org/skillbuild to find out more information about the competition and to download an entry form.

BY JOHN DEAN

FOCUS ON NE


What these two offerings had in common was enviable brand awareness that allowed them access to markets far beyond what could have been expected. The South Sea Bubble would have appeared on any list of great brands, had they had them in its day, yet like boo.com it was shown to be a hollow vessel, more hype than substance.

So when companies produce lists of the top brands should anyone take any notice or are the results just a mish-mash of current tastes, brand awareness and advertising spend? In the recent annual Superbrands survey, a list of supposed best brands, Merrill Lynch came in at 120, Royal Bank of Scotland at 131 and AIG at 327. Yet how can companies responsible for some of the greatest financial mishaps of modern times be regarded as branding success stories?

The survey, commissioned by the Centre for Brand Analysis, a London based research agency, is based largely on the thoughts of over 1000 “business managers” and the Superbrands steering council. The survey is also not supported with an in-depth report on each brand compiled from hard statistical data.

Jasmine Montgomery, managing director of global brand consultancy FutureBrand, a rival to Superbrands, believes that many surveys are merely measurements of brand awareness, often determined by the level of a company’s advertising spend. FutureBrand claims to offer a more prosaic approach to research and includes a variety of other matrix and, apparently, the resulting brand value is accepted on the balance sheet by revenue authorities, accountants and the courts.

But is it really justified to include something as flimsy as brand value

among a company’s assets? Some believe that the growth of branding agencies is linked to the need for advertising agencies to justify the mounting disparity between ad spend and sales – the resulting shortfall being conveniently attributed to brand awareness and development.

Jo Parker, CEO of financial marketing and PR agency Teamspirit, believes that brand image is very important and a value can be attributed to it that sits comfortably on a balance sheet. However, she suggests that the trust between brand and consumer has radically shifted in recent times. She says: “Reputation is

now the most significant differentiator for a brand; it helps retain talent within a business whilst also creating loyalty amongst consumers.”

But when companies with damaged reputations like AIG and HSBC are ranked 98 and 35 respectively in Millward Brown Optimor’s Brandz Top 500 survey what is the rationale? The survey does

combine analysis of financial data with primary research, but then the value of a company’s financial data is not always totally reliable, as the recent government bail outs of ailing banks has shown. Nonetheless, Joanna Seddon, ceo of Millward Brown Optimor, defends the importance of the survey. “Brands can only impact on part of the value of a company such as sales and margins; but what companies do with their money is not a brand’s fault,” she says.

Branding agencies cannot be held responsible for the collapse of financial institutions but the question has to be asked as to the reason why brands so recently celebrated as wealth-growth providers were not given any accompanying “health warning”. Were brand agencies wrong to herald a brand’s strength without questioning its authenticity?

Paul Mead, managing director of VCCP Search, thinks they were. But he argues that many leading brands are worthy of their position on these lists and that their brand image impacts heavily on their business. “Google is a case in point,” he says, “it has such strength in every aspect of its business that, if it does waver, the deep loyalty it has engendered with its customers tides it over. It is simply the world’s most powerful brand which it has achieved by being the best in category and then relying on word of mouth to grow the business. Its reputation is its success.”

The jury is still out as to whether brand lists are worth any more than a cursory glance. But one thing is definite; branding agencies are going to need to be more robust in auditing the financials and risk management of brands if they are not to contribute to more South Sea Bubbles.

ARE BRANDSWORTH ANYTHING?

Anyone who has been through a British education will be loosely familiar with the South Sea Bubble and the catastrophic effect on the nation it had when it burst. Less cataclysmic, but more recent, was the rapid demise, after a meteoric rise, of boo.com.

“REpUTATION IS NOW THE MOST

SIGNIFICANT DIFFERENTIATOR FOR A BRAND; IT HELpS RETAIN

TALENT WITHIN A BUSINESS WHILST

ALSO CREATING LOYALTY AMONGST

CONSUMERS”


In the current economic climate it’s more important than ever to be on top of our personal finances. But sometimes it’s difficult to know where to start.That’s where the Financial Services Authority comes in. We offer a completely free programme of financial education delivered to your employees in your workplace. And, importantly, because we’re the regulator, there’s no selling – simply impartial information and resources to help your employees make the most of their money.

The programme comprises an hour long seminar, delivered by specially trained presenters, together with free supporting guides. We cover everything from budgeting, borrowing, saving and investing and protecting your family and possessions to planning for retirement.

And, to help your employees understand their rewards package, we can include bespoke information about your particular company benefits. So far, since the programme began in 2006, we have reached over three million people and the results are encouraging. Of those who have attended a ‘Making the most of your money’ presentation, 97% believe it is a valuable part of their employer’s benefits. And many of your employees will find ways of saving money. For example, following a recent presentation, one attendee was prompted to check his credit report and, as a result of correcting an error, was able to re-mortgage to a better deal and save £250 a month. Another attendee saved £100 a month by reviewing his insurance policies.

We have already worked with over 750 employers – and again feedback has been extremely positive.

We’ve also recently developed a seminar specifically designed for employers who are looking to provide assistance to employees facing redundancy.

Chris Pond, Director of Financial Capability at the FSA, stresses: “Being more in control of your finances improves both psychological well-being and life satisfaction while reducing stress and anxiety. So, by signing up to the ‘Making the most of your money’ programme, you really could make a difference to the well-being of your employees.”

This is supported by recent FSA research1 which found that people’s financial capability is a strong predictor of their psychological wellbeing. It also revealed that being financial incapable is associated with greater mental stress, anxiety and depression, as well as lower reported life satisfaction. For instance, if someone moves from relatively low financial capability to average financial capability levels, their life satisfaction increases by 2.4 per cent (which is 12 times bigger than the impact of earning an extra £1000 a year) and reduces the likelihood of suffering from anxiety or depression by 15 per cent. For more information on these findings please visit www.fsa.gov.uk/pubs/occpapers/op34.pdf

The ‘Making the most of your money’ programme is one of a number of initiatives led by the FSA under the National Strategy for Financial Capability. For example, we produce a wide range of online information, tools, resources and hard copy guides. Visit www.moneymadeclear.fsa.gov.uk for more information.

And, in April, HM Treasury and the FSA launched a new service “Moneymadeclear™” which provides practical help and information on money matters for people in the North East and North West of England, including free face to face financial guidance. The service, subject to evaluation, will roll out across the UK in 2010. For more information visit www.moneymadeclear.fsa.gov.uk or call 0300 500 5000.

And for more information on how you can get involved in the ‘Making the most of your money’ programme please contact [email protected] and we’ll ask the relevant regional manager to call you back. They will then work with you to ensure the programme is a success in your workplace.

HELP YOUR EMPLOYEES MAKE THE MOST OF THEIR MONEY

1 FSA Occasional Paper 34 – ‘financial capability and wellbeing: evidence from the BHPS’ (the British Household Panel Survey), May 2009

FOCUS ON NE

April 24th, 2014

Teesside Business School

University of Teesside

Middlesbrough

TS1 3BA

Dear Carolyn,

Its 2014 and the recession, of what some economists call the “Naughty Noughties”, has ended. The economic downturn that began in 2007 - with the

American Sub-prime mortgage market imploding, was of such a catastrophic level, that the whole world was simply not prepared for the economic

cataclysm that ensued. Trillions of dollars were pumped into banking systems by governments to relieve the pressure caused by the build up of toxic assets.

The tax payers, governments and companies involved in the global economic collapse, have paid dearly for employing the lassiez fare approach to banking

and financial regulation.

As any effective business leader should realise, a dynamic business person working in the banking sector, will work to the very edge of the boundaries set

out by a regulatory body, to attain the substantial remuneration and bonuses offered by past shadow banking institutions, such as Lehman Brothers and

Merryl Lynch.

The poor management of shadow banking institutions in the past; compounded with corporate greed, was in my opinion the flash-point for the

world to be plunged into a deep recession, the likes of which have not been seen since WW2. World leaders did not fully understand or realise how

intrinsically linked the entire world was, both economically and socially. Significant impact was felt immediately within the heart of the UK financial

sector, as we were so intertwined within the American market.

However, from catastrophe came collaboration, with the proposal of the G20 Summit. The summit signalled a new era of global economic

cooperation to bring light back into the gloom. This was where the signs of a new economic world order were first seen. This new economic world

order brought about unprecedented global social mobility, as both companies and countries talent pools became rich with ‘global citizens’ possessing

new skills and cultural differences that allowed for new angles and insight into both corporate and fiscal problems. With the global economic

playing field somewhat levelled again, every nation realised that if we are to prosper, we must work together and forget petty differences.

2014, the ‘Teenies’ are being regarded as the new era of collaboration, with the new globalised world becoming a crucible for innovation and

group thought, diversity is celebrated and Generation Y has become “Generation Now”.

It had been widely acknowledged that Generation Y required constant feedback and managerial nurturing in order to remain engaged and

enthusiastic in the work place. Generation Y appeared to be less interested in money and more concerned about their own ‘networks’, such as

family, friends and Facebook. Managers realised that ‘Social Not working’ sites were the actual key to empowering and inspiring Generation Y.

Web 2.0 tools were conceived and implemented into existing performance management processes to help encourage better team dynamics, as

well as addressing Gen Y’s need to be professionally involved in decision making early on in their career as well as constant feedback.

I can speak from experience, the Web 2.0 Information management and co-ordination tool I had conceived, designed and created, back in

2007-10, was implemented at ABB Ltd. As ABB was such a nebulous leviathan of a corporation, created by many acquisitions rather than

organic growth, it had been a primary focus of the senior management team to create a sense of a ‘One simple ABB’. Individuals were

simply not aware of everything ABB was capable of and the various divisions operated as separate business units, usually in the same market

place. ‘The Hive’, as the ABB Web 2.0 tool became known, was not only a platform for quasi-divisional ventures or even a Generation Y

support mechanism, it became the common ground everyone in ABB required, creating the sense of a ‘One simple ABB’.

‘The Hive’, more importantly introduced what I called ‘Digital Democracy’- the ability for all ABB personnel to contribute to the

development of new products and services, by the means of an online voting and collaboration platform relating to specific R&D

projects. Who is to say that an internal sales person from China would not come up with a feature for a new ABB product, that would

allow ABB to become the pioneer in a particular market and blow the competition away? ABB has over 125,000 members of staff, all

connected to ‘The Hive’, all collaborating and participating in the future success of ABB.

This trend towards the decentralisation of the decision making process, from the board to the actual process owner, worried some

business leaders, however, the astute and forward thinking leader realised that he/she had simply more data and information from

which to make a decision on. Business solutions became ‘best fit’ as apposed to ‘best practice’.

Technology has advanced exponentially in the last 5 years; people do not have mobile phones, cameras, MP3 players etc.

Convergence has occurred and consumers utilise ‘Universal’ handsets that allow a user to download a piece of software which can

bring extra functionality to the handset be that a VOIP (Voice over internet protocol), Satellite Navigation, or merely the latest

news feed from Twitter. Telecommunication companies have migrated to 5G networks allowing for Television and true real time

video conferencing, cutting down on travel for meetings. In terms of the media, most major newspapers have followed the UK

newspaper, ‘The Guardian’ and are actually considering the end of printed media!

The end of the recession allowed industry to become focussed, once again, on alternate energy sources. The balance sheets of

major corporations have become healthy enough to invest the large amounts of funding required to develop new alternate

power sources and infrastructure. Electric and Hybrid cars are common place and government legislation has dictated that

in order for businesses to claim VAT, they must utilise hybrid transport and logistics, as well as demonstrating dedication to

lowering the negative environmental impact of industry.

In retrospect, one can only agree with what the Wall Street ‘Stock Jockeys’ of the 1990’s would say about a 1969 Moet and

Chandon, 2014 is a good year and in my opinion, collaboration and connectivity was key.

Yours sincerely

Daniel Kolodziej

Northern Regional Manager (OEM/PLC Team)- ABB Low Voltage Products

Daniel began his professional career in 1997 by means of a Modern Apprenticeship with the global company, British American Tobacco. Daniel was awarded with a HND in Electronic & Electrical engineering whilst studying at Darlington College of Technology, which enabled him to travel all over Europe trouble shooting on high speed manufacturing machinery.

“I was always interested in technology from a very young age and used to always dream of being heavily involved in the world of technology”.

However, in 2004 Daniel was unfortunately made redundant along with hundreds of BAT employees. Undeterred and determined to remain within the world of technology, he decided a change in career was required to fulfil his professional aspirations in the world of technology.

“I was always a very good communicator as well as being naturally creative, and thought I could combine these skills along with my engineering background to enter the world of business within the technology sector”.

Daniel utilised his BAT re-training fund to enrol at the North Eastern Chamber of Commerce for sales and marketing training. This helped Daniel in the conception and design of a business that involved charging local businesses for electronic advertisements on a multi LCD screen sculpture, it was called the Silver Leaf project.

“It was more than an electronic bill board, the intention was to invite all of the local schools to enter into a monthly design competition. The kids would be set a design brief such as No smoking day, Ramadan, Christmas etc and the best entries would be displayed on the sculpture as well as each winner receiving a book or art voucher. I also wanted to display local jobs and public council events free of charge to create a digital notice board everyone could get involved with”.

Despite having full financial backing and a number of interested parties for advertisement participation he was never allowed to apply for planning permission.

“I was obviously disappointed but realised I really enjoyed the business and sales experience it gave me”.

In 2005 he was then given a fantastic opportunity by ABB, a world leader in energy and automation technology, as a Sales Engineer in the North East. Daniel performed well and was able to achieve the highest revenue growth percentage in ABB Low Voltage UK. ABB also improved on the initial investment in Daniel and sponsored him to begin an MBA (Master in Business Administration) bridging course via the CMI (Chartered Management Institute) at Darlington College of Technology.

Then, In 2008, Daniel was promoted at ABB to be the Northern Regional Manager of a new team dedicated to supporting OEM (Original Equipment Manufacturers) companies with the wide array of electrical products and services within ABB Low Voltage UK.

In 2009 Daniel completed both CMI diplomas and was about to enrol on the MBA program at UOT when the CMI sent several e-mails to its members regarding an interesting opportunity...

“Basically UOT, offered post graduate students the opportunity to enter a business themed writing competition to win a £9000 MBA scholarship, it was my mum actually convinced me to enter the competition which to my surprise I won!”

Daniel wrote a retrospective letter from the year 2014 which followed the following brief.

How did the current recession begin? How did we get out of it? How has the world of business and management changed? How have things changed for your company or organisation?

Needless to say both ABB and Daniel were thrilled at the prospect of this award from the University of Teesside.

Daniel is still working within the ABB OEM Team and is also, utilising the Web 2.0 tool he designed, contributing in the ABB Group Collaboration program, which discusses and investigates how Web 2.0 technology can help operations globally.


THE YEAR IS 2014...HOW HAS THE WORLD

OF BUSINESS AND MANAGEMENT CHANGED?

April 24th, 2014

Teesside Business School

University of Teesside

Middlesbrough

TS1 3BA

Dear Carolyn,

Its 2014 and the recession, of what some economists call the “Naughty Noughties”, has ended. The economic downturn that began in 2007 - with the

American Sub-prime mortgage market imploding, was of such a catastrophic level, that the whole world was simply not prepared for the economic

cataclysm that ensued. Trillions of dollars were pumped into banking systems by governments to relieve the pressure caused by the build up of toxic assets.

The tax payers, governments and companies involved in the global economic collapse, have paid dearly for employing the lassiez fare approach to banking

and financial regulation.

As any effective business leader should realise, a dynamic business person working in the banking sector, will work to the very edge of the boundaries set

out by a regulatory body, to attain the substantial remuneration and bonuses offered by past shadow banking institutions, such as Lehman Brothers and

Merryl Lynch.

The poor management of shadow banking institutions in the past; compounded with corporate greed, was in my opinion the flash-point for the

world to be plunged into a deep recession, the likes of which have not been seen since WW2. World leaders did not fully understand or realise how

intrinsically linked the entire world was, both economically and socially. Significant impact was felt immediately within the heart of the UK financial

sector, as we were so intertwined within the American market.

However, from catastrophe came collaboration, with the proposal of the G20 Summit. The summit signalled a new era of global economic

cooperation to bring light back into the gloom. This was where the signs of a new economic world order were first seen. This new economic world

order brought about unprecedented global social mobility, as both companies and countries talent pools became rich with ‘global citizens’ possessing

new skills and cultural differences that allowed for new angles and insight into both corporate and fiscal problems. With the global economic

playing field somewhat levelled again, every nation realised that if we are to prosper, we must work together and forget petty differences.

2014, the ‘Teenies’ are being regarded as the new era of collaboration, with the new globalised world becoming a crucible for innovation and

group thought, diversity is celebrated and Generation Y has become “Generation Now”.

It had been widely acknowledged that Generation Y required constant feedback and managerial nurturing in order to remain engaged and

enthusiastic in the work place. Generation Y appeared to be less interested in money and more concerned about their own ‘networks’, such as

family, friends and Facebook. Managers realised that ‘Social Not working’ sites were the actual key to empowering and inspiring Generation Y.

Web 2.0 tools were conceived and implemented into existing performance management processes to help encourage better team dynamics, as

well as addressing Gen Y’s need to be professionally involved in decision making early on in their career as well as constant feedback.

I can speak from experience, the Web 2.0 Information management and co-ordination tool I had conceived, designed and created, back in

2007-10, was implemented at ABB Ltd. As ABB was such a nebulous leviathan of a corporation, created by many acquisitions rather than

organic growth, it had been a primary focus of the senior management team to create a sense of a ‘One simple ABB’. Individuals were

simply not aware of everything ABB was capable of and the various divisions operated as separate business units, usually in the same market

place. ‘The Hive’, as the ABB Web 2.0 tool became known, was not only a platform for quasi-divisional ventures or even a Generation Y

support mechanism, it became the common ground everyone in ABB required, creating the sense of a ‘One simple ABB’.

‘The Hive’, more importantly introduced what I called ‘Digital Democracy’- the ability for all ABB personnel to contribute to the

development of new products and services, by the means of an online voting and collaboration platform relating to specific R&D

projects. Who is to say that an internal sales person from China would not come up with a feature for a new ABB product, that would

allow ABB to become the pioneer in a particular market and blow the competition away? ABB has over 125,000 members of staff, all

connected to ‘The Hive’, all collaborating and participating in the future success of ABB.

This trend towards the decentralisation of the decision making process, from the board to the actual process owner, worried some

business leaders, however, the astute and forward thinking leader realised that he/she had simply more data and information from

which to make a decision on. Business solutions became ‘best fit’ as apposed to ‘best practice’.

Technology has advanced exponentially in the last 5 years; people do not have mobile phones, cameras, MP3 players etc.

Convergence has occurred and consumers utilise ‘Universal’ handsets that allow a user to download a piece of software which can

bring extra functionality to the handset be that a VOIP (Voice over internet protocol), Satellite Navigation, or merely the latest

news feed from Twitter. Telecommunication companies have migrated to 5G networks allowing for Television and true real time

video conferencing, cutting down on travel for meetings. In terms of the media, most major newspapers have followed the UK

newspaper, ‘The Guardian’ and are actually considering the end of printed media!

The end of the recession allowed industry to become focussed, once again, on alternate energy sources. The balance sheets of

major corporations have become healthy enough to invest the large amounts of funding required to develop new alternate

power sources and infrastructure. Electric and Hybrid cars are common place and government legislation has dictated that

in order for businesses to claim VAT, they must utilise hybrid transport and logistics, as well as demonstrating dedication to

lowering the negative environmental impact of industry.

In retrospect, one can only agree with what the Wall Street ‘Stock Jockeys’ of the 1990’s would say about a 1969 Moet and

Chandon, 2014 is a good year and in my opinion, collaboration and connectivity was key.

Yours sincerely

Daniel Kolodziej

Northern Regional Manager (OEM/PLC Team)- ABB Low Voltage Products

FOCUS ON NE


NORTH EAST CLINIC STAFF

www.skillspledge.co.uk10

NEWS

The North East Clinic’s eagerly awaited launch night took place on the 7th May. 210 guests came to take a look around the new impressively refurbished building and celebrated its launch with a glass of champagne and canapés. Guests were given a guided tour of the new 20,000 sq ft premises in Heaton and shown the 12 executive consulting rooms, 4 large physiotherapy rooms, lecture theatre, meeting rooms and training rooms.

A group of consultants from James Cook Hospital said: “The new facilities are amazing.”

In 2006 the North East Clinic started with 4 staff undertaking medical reports and physiotherapy. Since then the service has been expanded and includes all types of rehabilitation

service including tailor made exercise programmes, acupuncture and more consulting facilities for medical legal reports and medical reports.

North East Clinic has already become one of the fastest growing businesses in the North East, having

increased the staff numbers to 22 within 3 years of opening and intends to increase the numbers to 60 by 2010.

The facility is open to members of the public who want physiotherapy and other treatments and to solicitors, medics and other sources who wish to make referrals. The lecture theatre and meeting rooms are available to the medical profession and those undertaking medical or medico-legal reporting courses and training.

Margaret Robinson, Business Manager of the clinic said “Customers and medics have been extremely pleased by the high quality revolutionary service we offer. Their support has been excellent and we anticipate continued rapid growth benefiting the local community in the future”.

ExCLUSIVE LAUNCH EVENING HELD TO MARK THE OPENING OF NEW PREMISES FOR THE

NORTH EAST CLINIC

“CUSTOMERS AND MEDICS HAvE BEEN

ExTREMELY pLEASED BY THE HIGH qUALITY

REvOLUTIONARY SERvICE WE OFFER”

www.skillspledge.co.uk 11

Winn Solicitors have expanded their IT department with the appointment of Neil Henderson as Senior ICT Manager.

Neil has a wealth of experience in IT having worked for Browell Smith & Co for 10 years as their ICT Manager. He has a BSc (Hons) in Computing for Business and undertook a Masters in Business Administration from Newcastle University.

Neil will be overseeing the department of 4. He will be responsible for the strategic growth and development of the department and ensure the IT infrastructure is aligned with business strategy over the coming years.

Neil Henderson comments: “After spending 10 years with Browell Smith & Co, I was looking for a fresh challenge to prove myself and I think I have found this at Winn’s. I have been impressed with the organisation of the office practices and procedures and the ambition of the Directors. It is refreshing to see a firm thriving in the current economic climate.”

The expansion of the IT department has been essential for Winn Solicitors due to the increasing size of the firm. Winn Solicitors continue to strive ahead and maintain their status as market leaders.

NEW ICT MANAGER HELPS TAKE WINN SOLICITORS FORWARD

NORTH EAST CLINIC RECEpTION

L TO R: DAWN WINN (DIRECTOR, WINN SOLICITORS), GHAzALA BASHEY (DIRECTOR, WINN SOLICITORS), MARGARET

ROBINSON (BUSINESS MANAGER, NORTH EAST CLINIC) AND JEFF WINN (MANAGING DIRECTOR, WINN SOLICITORS)

L TO R: DR. SANGHERA (SOUTH HETTON MEDICAL CENTRE), MARGARET ROBINSON (BUSINESS MANAGER, NORTH EAST CLINIC), MR ADAIR, MR CLEMENTS AND MR CHEW (JAMES COOK HOSpITAL)

L TO R: MARGARET ROBINSON (BUSINESS MANAGER, NORTH EAST CLINIC), NEIL HENDERSON (SENIOR IT MANAGER, WINN SOLICITORS)

AND SARAH FRASER (AREA SALES MANAGER, WINN SOLICITORS)

FOCUS ON NE


THE KNOWING - DOING GApThe 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 fi rms 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 fi rst book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results.

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 fi rms 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 fi rst book to confront the challenge of


ANYONE CAN DO ITAt 30, Duncan Bannatyne had no money and was enjoying life on the beaches of Jersey. He saw a story of someone who had made himself a millionaire, and decided to do the same. Five years later he had done it, and now he is worth 168 million. In this remarkable book, Bannatyne relives his colourful path to riches, from ice cream salesman to multi-millionaire, explaining how anyone could take the same route as he did - if they really want to. Hugely articulate, and with numerous fascinating and revealing stories to tell, this is an autobiography and a business book unlike any other - but then Bannatyne isn’t like any other businessman, either.

BOOKMARK

WHAT COLOUR IS YOUR pARACHUTE?what colour is your parachute is a systematic approach to re-assessing yourself, and your potential in the job market. leaving aside the americanisms it takes you through all the common-sense thinking you need to do to remind yourself about your skills, abilities and interests so taht you can assemble or re-assemble your own profi le and look at the job market through (your own!!) fresh eyes - with some optimism!

GADGETS


1. IpHONE 3G SiPhone 3G S is more than just a phone. It combines three devices in one: a mobile phone, a widescreen iPod and an internet device.

The first thing to note about the new phone is that it’s essentially the same handset as the iPhone 3G, with a few tweaks under the hood, an upgraded processor to around 600MHz, improved 3MP camera with autofocus, video recording and a digital compass too. The new processor certainly whips things along at a fair old rate, with applications opening faster and internet sites downloading quicker, also storage has been improved with a massive 32GB.

2. OLYMpUS E-p1 COMpACT CAMERAThe Olympus E-P1 is modelled around Olympus’ ultra-cool Pen series of cameras that were introduced at the beginning of the ’60s, this modern-day update manages to be the King of retro-cool while also packing enough cutting-edge tech to compete with the DSLRs of the world. Not that you will care what the stuffy purists call the camera as it’s one of the most innovative gadgets on the market at the moment.

Sporting a large 12.3-megapixel sensor, the E-P1 works well in low-light conditions, Olympus has also added 720p video capabilities to the shooter, you can record HD footage in seven-minute bursts or double it in standard-def mode.

3. ARCAM SOLO MINIThe 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 LIvETomTom 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

14

YOUNG

Be inspired atwww.tanfi eldleabusinesscentre.com

or contact Andrea McGuigan on01207 218219

Designed by Inprint, Durham County Council: 01207 218 345

ENTREPRENEUR?

Terms and Conditions apply

TANFIELD LEA BUSINESS CENTREMODERN OFFICE SPACE FOR 18-30s

Units available to young entrepreneurs aged 18-30 years Business to Business sector Rent free for the fi rst 6 months with stepped rent for a further 6 months Ideally located near direct link roads to Newcastle and Gateshead Business Start Up Support Financial Incentives available

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TANFIELD YOUNG ADVERT.indd 1 10/7/09 11:00:58

AGED 18-30 AND LOOKING TO TURN YOUR BUSINESS IDEA INTO REALITY? Look no further than Durham County Council’s Regeneration and Economic Development team who can provide a range of support services to help you on the path to self employment.

A team of coaches and advisors are on hand to offer advice, support and guidance to anyone wishing to fulfil their ambition of running their own business. Support can be given with developing business plans, marketing strategies as well as access to funding towards start up costs.

If you are ready to take on premises then the state of the art Tanfield Lea Business Centre, provides modern business floor space targeted at both new and existing businesses. Young entrepreneurs can benefit from reduced rents for the first year of occupation as well as access to tailored support and grant assistance.

The centre, which has been 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.

Facilities at the centre include:n 3 floors of modern office space including a communal

atrium with kitchen facilitiesn 41 office units ranging in size from over 100 to over

1000 sq ftn Fully equipped conference and meeting rooms for hiren Manned reception providing a wide range of

office servicesn Telephony and Broadband connectivityn Free car parking facilitiesn 24 hour access to individual office unitsn Excellent location in close proximity to the A6706,

direct link road to Gateshead and Newcastle

For those who are already in business and are looking to expand, there are financial incentives available to help kick start a move into larger premises. Grants can be used to contribute towards relevant capital costs which may include overheads, marketing campaigns and improvements to ICT.

For more information contact Andrea McGuigan on 01207 218219 or visit www.tanfieldleabusinesscentre.com*Terms and conditions apply. Contact for details

YOUNG

Be inspired atwww.tanfi eldleabusinesscentre.com

or contact Andrea McGuigan on01207 218219

Designed by Inprint, Durham County Council: 01207 218 345

ENTREPRENEUR?

Terms and Conditions apply

TANFIELD LEA BUSINESS CENTREMODERN OFFICE SPACE FOR 18-30s

Units available to young entrepreneurs aged 18-30 years Business to Business sector Rent free for the fi rst 6 months with stepped rent for a further 6 months Ideally located near direct link roads to Newcastle and Gateshead Business Start Up Support Financial Incentives available

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TANFIELD YOUNG ADVERT.indd 1 10/7/09 11:00:58


These skills include those that are job specific and associated with a given industry sector, updated and honed as demands change. There are also personal and learning skills that enable individuals to become effective lifelong learners by adapting to a changing environment.

There are the fundamental skills of literacy and numeracy and increasingly IT capability, essential for an individual to participate in and contribute to modern society. Today’s work and learning environment requires high levels of communication skills and the ability to solve problems and to work effectively in teams.

Qualifications are essential tools in validating learning for individuals and employers and support the standards of achievement required by the economy, business and society. They also provide a record of progression for individuals as they develop through life, allowing them to build on their prior learning.

Qualifications must reflect the appropriate level of learning, capturing all aspects of the required skills, yet flexible enough to support different learning styles and employer needs. They must be relevant and allow for progression through lifelong learning as the needs of individuals, businesses and society change and they must be of a quality and standard that ensures that their value is maintained over time.

The Scottish Qualifications Authority (SQA) is an executive non-departmental public body (NDPB), responsible for developing, accreditating, assessing and certificating qualifications.

SQA is responsible for developing, in conjunction with Scotland’s diverse business community and the 40 plus Colleges from across the country, work-based qualifications that are specifically designed to improve the skills-base of employees and in turn help make our economy more competitive, while also expanding and developing the career opportunities for many thousands of people.

There are SQA qualifications for everyone – school and college students, trainees, apprentices, and adults – people who already have qualifications and those who don’t, people who are in employment and those who are outside the job market.

SQA aims to continue improving our links with business and industry. We are totally committed to the ongoing process of developing new qualifications to meet the ever changing needs of the people of Scotland and the needs of the Scottish economy.

MAKING SKILLS WORK FOR SCOTLAND


The skills challenge is an increasingly important focus for countries across the world - but

Scotland has recognised that success is not merely about a highly

educated workforce. Achieving sustainable economic

growth will only be possible by making those academic and

vocational skills relevant and ensuring that these skills are applied

in the workplace - whatever the nature of that workplace might be.

DR JANET BROWN, CHIEF ExECUTIvE, SqA

SQASco

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SCOTLANDSKILLSPLEDGENATIONAL


SQA

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SKILLS MEAN MORE WITH SqA

THERE ARE SqA qUALIFICATIONS FOR EvERYONE

SQA


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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/employers

The Scottish Qualifications Authority (SQA) is the national accreditation

and awarding body in Scotland.

SqA WORKS IN pARTNERSHIp WITH INDUSTRY


SQA

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pROFESSIONAL DEvELOpMENT AWARDS

pDAS ARE IDEAL FOR WORKFORCE DEvELOpMENT

SQA


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The need for sharp, flexible, focused education, skills and training at a high level is strongly recognised. Professional Development Awards (PDAs) are designed to develop and deliver these skills.

With a focus on professional/vocational work-based skills development, they are ideal for workforce development. Quick and cost effective to deliver, PDAs have been designed by the Scottish Qualifications Authority (SQA) – Scotland’s national body for qualifications - and are backed by our world-renowned excellence in developing and quality-assuring qualifications.

They develop specialist skills applicable at all stages of career development and are aligned to National Occupational Standards (NOS) and/or professional body requirements. They clearly support Continuing Professional Development (CPD) and are recognised on UK and European Qualifications Frameworks as well as on the Scottish Credit and Qualifications Framework (SCQF).

PDAs are available in an increasing range of subject areas supported by continuous partnership work with employers and industry.

A new suite of nine PDAs in Management have been developed and are jointly certificated with the Chartered Management Institute (CMI).

The PDAs in Management are designed to develop knowledge and understanding of the principles of management. They are relevant to individuals already in or aspiring to a managerial role. They can also support those currently not in employment to develop management skills to help return to the workplace.

The nine PDAs in Management range from Higher (SCQF Level 6) to HNC and HND (SCQF levels 7 and 8) up to Degree level (SCQF level 9):

n PDA in Management (SCQF Level 6)n PDA in Managing Self and Others (SCQF Level 7)n PDA in Managing Self and Others (SCQF Level 8)n PDA in Managing Resources and Quality (SCQF Level 7)n PDA in Leadership and Change (SCQF Level 8)n PDA in Project Management (SCQF Level 8)n PDA in Organisational Leadership (SCQF Level 9)n PDA in Strategic Management (SCQF Level 9)n PDA in Decision Making and Innovation (SCQF Level 9)

The Units that make up the PDAs in Management have been mapped to the National Occupational Standards (NOS) in Management and Leadership developed by the Management Standards Centre (MSC). The MSC is an employer led organisation which champions management and leadership and is the government recognised body responsible for the development and on-going enhancement of the NOS.

More information about PDAs is available from our Customer Contact Centre on 0845 279 1000 or email [email protected].

Developing High Level Skills for a Dynamic, Flexible Workforce

pDAS ARE qUICK AND COST EFFECTIvE TO DELIvER

CASE STUDY

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Developing High Level Skills

for a Dynamic, Flexible Workforce

Flexible qualifications for industry, training and education• Specialist skills applicable at all stages of career development• Enhanced opportunities for part-time provision• Backed by SQA’s world-renowned excellence in developing • and quality-assuring qualifications

www.sqa.org.uk 0845 279 1000 Professional

Development Awards

PROFESSIONAL DEVELOPMENT

AWARDS


Developing High Level Skills

for a Dynamic, Flexible Workforce

Flexible qualifications for industry, training and education• Specialist skills applicable at all stages of career development• Enhanced opportunities for part-time provision• Backed by SQA’s world-renowned excellence in developing • and quality-assuring qualifications

www.sqa.org.uk 0845 279 1000 Professional

Development Awards

PROFESSIONAL DEVELOPMENT

AWARDS


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MOBILE LEARNING ‘PODS’ AND E-LEARNING HELP TRAINING PROVIDER DELIVER NATIONAL TRAINING PROGRAMME

A Bedfordshire based training provider has used Train to Gain funding to overcome major logistical challenges and offer innovative on-site construction training for over 200 employees of a national company.

Construction Gateway has successfully piloted a national NVQ learning programme to employees of Inspace Partnerships, part of Willmott Dixon Group and specialist providers of social and affordable housing. The aim of the training programme is to help Inspace Partnerships achieve the largest number of NVQ qualified multi-skilled engineers available in the housing sector.

Sharon Ayles, Inspace Partnerships’ training manager, had wanted to deliver building maintenance NVQs to employees for over a year, but was unsure how to deliver flexible yet consistent training to employees based at different locations around the country. With the help of Train to Gain, Construction Gateway devised a training programme which could be delivered nation-wide.

Using innovative mobile training pods and e-learning assessments, Construction Gateway was able to overcome the major logistical challenge of delivering comprehensive and consistent training to 228 of Inspace Partnerships’ employees across the country.

The building maintenance NVQ is currently being taken by all of Inspace’s team of bricklayers, carpenters, painters, decorators and roofers to give them a key qualification as part of their work to repair and maintain homes for

social housing landlords. The training is fully funded by Train to Gain and all employees involved should achieve the Level 2 NVQ qualification by the end of the year.

Sharon said: “It’s right that we should help everyone who works with us to gain qualifications and we believe we’ve found the best training provider with whom to do that. It’s so important to offer employees a way to gain recognition of their skills and to reward their hard work. We encourage everyone to continue learning, whatever their age – in fact the oldest participant in our last session was 71.”

Construction Gateway has introduced mobile pods which are taken to learners. This avoids the need for employees to travel or go on-site in order to learn. Every pod holds a training kit that employees can use for practice and doubles as a place for the mobile assessment of new skills such as plumbing or tiling. The mobile pods were introduced for the first hands-on training session in March in Hinkley, Leciestershire and Construction Gateway staff will now travel with the pods to other employees around the UK.

This practical training and assessment is supported by e-learning modules available from any computer, at any time. This prevents vast amounts of paperwork and an online portal enables training managers to monitor the progress of employees at any stage.

Managing Director of Construction Gateway, Steve Makowski, believes that investment in training is essential, regardless of the economic downturn.

“The only way to stay ahead of competitors is to make sure you are offering the best service. That means continuing to develop and expand your skills base”, said Steve. “If a company loses sight of the importance of training then it risks falling foul of a skills gap. Businesses that continue to thrive are those that understand the need to invest in the future and Inspace certainly shares this ethos. They actively work at being the best.”


CASE STUDY

Having successfully implemented this training for Inspace Partnerships, Construction Gateway will now be able to offer similar national NVQ course models to many of its existing customers through Train to Gain.

Train to Gain is designed to help businesses get the training they need to succeed. A Train to Gain Skills Broker will review a business, carry out a free skills analysis worth £500 and suggest a range of training solutions tailored to your employees. The broker will then

offer a choice of training providers or colleges who can deliver the training package and set up a collaboration such as Inspace Partnerships’ with Construction Gateway. The broker is able to explain all funding options available, provide support at every step and review how the training is progressing for both employers and employees.

Skills broker Oliver Hill, who facilitated the collaboration between Construction Gateway and Inspace Partnerships, encourages all firms to

follow this successful training example. “It doesn’t matter how small or large the company, Train to Gain will help identify and fulfil its training needs,” said Oliver. “Each region has a dedicated broker who can help put together an action plan and help form long-lasting training partnerships.”

For more information on Train to Gain, visit www.traintogain.gov.uk or call 0800 387326.

“BUSINESSES THAT CONTINUE TO THRIvE ARE THOSE THAT UNDERSTAND THE NEED TO INvEST IN THE FUTURE AND INSpACE

CERTAINLY SHARES THIS ETHOS. THEY ACTIvELY WORK AT BEING THE BEST”

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OPPORTUNITIES ABOUND IN THE NEW INDUSTRIAL

REVOLUTIONThey were the people that put the Great in Great Britain, the bridge-builders and

the railway pioneers, the shipyard workers and the mining engineers.

Their skills, coupled with a relentless thirst for innovation, drove the Industrial Revolution in the 19th Century and produced technological breakthroughs that changed the world for ever.

Now, 200 years later, the industries that they created are driving a new industrial revolution which offers immense opportunities for people prepared to learn new skills and harness old ones to work in the renewable energy field.

One of the regions witnessing the phenomena is the North-East of England, which saw the devastation of industries including mining and shipbuilding but has now witnessed the emerging sector creating thousands of new jobs.

For Chris Pywell, Head of Strategic Econominc Change for regional development agency One North East, the fact that the area has such a strong base in heavy industry is crucial.

He points to offshore wind as the most important innovation in the short-term and says that the North East‘s long-established expertise in engineering and associated specialisms is crucial.

He said: “The fact that we have these skills is important and has helped us become an area par excellence when it comes to offshore wind.

“We have the capacity to manufacture the steel, to lay the cables, to create the deepwater quays. We have the skills base required.”

The figures are staggering with estimates suggesting that investment of between £60-80bn is needed in the UK wind sector alone.

Mr Pywell said: “That means large numbers of jobs will be created. The national predictions are for 70,000 jobs to

be created by offshore wind alone and the North East is in a strong position to take advantage of that.”

There are other technologies being developed in the North East and elsewhere, technologies which also rely on a mix of long-established skills and newly developed ones.

These include harnessing wave power, tapping into solar energy and using hydrogen as a fuel, something which suits areas with strong chemical processing industries.

Also offering great promise are the biofuel and biomass industries, technologies which produce energy from organic matter and rely on skills developed in the chemical industry over recent decades.

Mr Pywell said: “I would say that we have just gone through the start phase for this sector and we are ready for the real take-off. It will not happen automatically and it will take a lot of hard work but we have the skills and the infrastructure required. It is what we do. “

For the renewables sector to reach its potential, it is crucial that a new generation of workers skilled in sustainability is developed.

Colleges and universities throughout the country are running more and more courses with this in mind, one of which is Newcastle-based Northumbria University.

The University recently opened its New and Renewable Energy Laboratory, which will support undergraduate and postgraduate teaching and introduce students to the skills needed by the renewable energy industry.

To do that, the laboratory is equipped with equipment including computerised test rigs, a photovoltaic test rig and sophisticated measurement and analysis equipment.

Professor Peter Strike, Deputy Vice-Chancellor (Research and Innovation) at Northumbria, said: “This state-of-the-art laboratory will provide outstanding facilities


FEATURE

to support research and teaching and will contribute to the development of new technologies in the region. “

Dean of the School of Computing, Engineering and Information Sciences, Professor Alistair Sambell, said: “Supporting innovation and technology and providing first class research, which will have a real and meaningful impact on all our futures, is fundamental to the activity within our School.”

The success of the new industries rely on many skills, one of which is the ability of engineers to rise to the challenges.

Underlining that message is a national campaign to encourage modern day engineers to do more to live up to the sense of innovation that drove the Industrial Revolution 200 years ago.

Behind the initiative is a group including the national Engineering Council UK, which holds the national register of a wide range of engineers and wants to see them play a more active role in encouraging sustainability in all areas of industry.

Council CEO Andrew Ramsey believes that their skills are as relevant as ever in the new industries.

He said: “It is certainly our view that engineering skills are transferable.

“Traditionally, engineers were seen as people who would get the job done but not question how it was done. What we are trying to do is bring through a generation of engineers who are prepared to say to their client ‘actually, this is not the most sustainable way of constructing this building, or dismantling this building.’“

Engineering Council chairman Professor Kel Fidler believes that engineering know-how is crucial if the planet is to tackle the challenges it faces from the effects of climate change.

He said: “Professional engineers have a significant role to play in sustainability and should be the providers of options and solutions to maximise social value and minimise environmental impact. “

MP Brian Iddon, a member of the Innovation, Universities, Science and Skills Select Committee, is similarly upbeat.

He said: “Engineering can play a major part in solving global problems such as climate change, food and water supply, energy security and economic stability.”

The Engineering Council and its partners recently launched a set of guidelines to help engineers encourage sustainable thinking. An electronic version of the document can be downloaded from www.engc.org.uk/sustainability

BY JOHN [email protected]


There was a time when people entering a job after leaving full-time education could look forward to a lifetime in the same career.

FANCY A CHANGE?HOW TO CHANGE YOUR CAREER…

However, in recent times, things have changed, partly because there are more opportunities available and also because the move by companies towards leaner operations has led to large-scale redundancies.

But what do you do if you decide it is time for a change of career? Well, for a start it is more complicated than simply waking up one morning with a bright idea.

Paresh Damani, a Careers Coach for the Careers Advice Service, which is funded by the Learning and Skills Council, said: “The first thing we ask people is the reason for wanting to make a change. Sometimes people just want to change, others do it because they have been made redundant.

“Whatever the reason, when considering a career change, self-awareness is important and we ask people if they have the skills to change career, to think about what they can offer.

“It is also important that they research what jobs are available. It is no good re-training if they can’t get a job at the end of the process.

“And if they are seeking to re-train, people need to ask themselves if they are capable of doing that. Can they go back to studying?”

The process goes far beyond the workplace, though. Paresh said: “We ask people to consider what impact the change of career will have on all aspects of their lives. Does the family support

the change, how will it affect the family finances?

“We also ask people how motivated they are. Is this a realistic thing that they are doing at this stage of their life?.”

If the person has resolved all those issues, they then also need to embrace new ways of thinking.

Paresh said; “They will need a CV but it is not simply a case of producing their existing one. They need a CV that is tailored towards the specific career they wish to pursue. They have to think what employers are looking for and show their passion for the subject.”

Plenty of people are resolving those issues and switching careers. One of the initiatives which celebrates those who re-assess their career is the annual Adult


FEATURE

Learners’ Week, which took place in May this year.

Backed by organisations including the Learning and Skills Council and Careers Advice and co-ordinated by the National Institute of Adult Continuing Education (NIACE), the week highlights those who have learnt new skills, many of whom saw their careers taking different directions as a result.

One of the events’ big supporters is television and radio presenter Philippa Forrester, who returned to learning to study a degree in Ecology and Conservation - gaining a First at Birkbeck College in London, while she continued to present BBC science programme Tomorrow’s World.

Phillipa said: “I chose Ecology

because I am passionate about the whole subject. It turned a corner in my career. It allowed doors to be opened to me that had previously been closed. It gave me the extra knowledge and skills that boosted my confidence.

“Learning is one of the best parts of living. It is just so much more interesting than sitting in front of the TV night after night. It can move you on with your career and the skills and knowledge gained can allow you to contribute to society and the world in general.”

Rachel Thomson, Senior Campaigns Officer at NIACE, said: “Learning as an adult is good for your health, your self-esteem and your employability, so don’t miss out on the opportunities available.”

“WHATEvER THE REASON, WHEN CONSIDERING A

CAREER CHANGE, SELF-AWARENESS IS

IMpORTANT AND WE ASK pEOpLE IF THEY HAvE

THE SKILLS TO CHANGE CAREER, TO THINK

ABOUT WHAT THEY CAN OFFER”

BY JOHN [email protected]


CAREER CHANGE


Another award-winner, Peter Lovegrove, aged 40, from Sunderland, was terrified about joining a family learning course three years ago and never imagined that it would lead to a new career as an adult tutor.

Peter feels he didn’t receive the support he needed at school and endured years of bullying.

He said: “I feel sometimes that I failed school, but also school failed me.”

Peter left with few qualifications and took up a number of jobs to pay the bills, including painting and decorating, gardening, factory work, laying water mains, being a milkman and working in a bakery.

He never thought he could have a professional career, until he moved to Plains Farm area of Sunderland with his family. There, he joined a 10-week family learning course at his children’s school.

“It was probably one of the hardest

things I have ever had to do, I was terrified of going back to the classroom. Each week it got easier. After this, I attended more courses and learnt new skills,” he said.

Improving his literacy and numeracy skills gave Peter the confidence to complete a Write CV and Job Search course. He then put all his newly-acquired skills to good use by setting up a voluntary job-search session for people in his local community, with support from Plain Farms Community Initiative.

Peter has since gone to college and completed the 7303 qualification in Teaching Adults. He is now a community tutor and said: “I am, for the first time, doing something I love and enjoy in the heart of my own community and I get paid for it. I never thought a family learning course to help support my children with their homework would change my family’s life so much.”

FANCY A CHANGE?

Also changing direction was Alan Taylor, aged 63, from Coalville, in Leicestershire, who was forced to retire

from an 18-year career in the army due to arthritis, but decided to return to learning and embark on a new career. His dedication and commitment to learning was recognised with a Regional Senior Learner of the Year Award as part of Adult Learners’ Week.

Alan tried his hand at various jobs from sales to working as a postman but was never satisfied, so he decided to return to learning about 10 years ago and now has a raft of qualifications.

Alan went to Loughborough College with an Access to Higher Education course alongside GCSEs in English and Maths and achieved both with excellent results. These led to him achieving a BA (Honours) degree in Archaeology and Ancient History at Leicester University.

He has now become a lecturer at Loughborough College and said: “I respect my students and thoroughly enjoy inspiring them to ‘learn to love learning’, in the way that I did. I help

them to find a sense of self-worth as well as embark on a lifelong learning approach to their careers. I regularly work with students who need a gentle push in the right direction to help them reach their potential, and this is so worthwhile.”

Alan has continued his development by completing City and Guilds Stage 1 and Stage 2 in delivering learning. He’s currently studying a Post Graduate Diploma in Teaching and planning to study for a Masters Degree in Mediterranean Archaeology in 2010.

He said: “I never fail to be grateful for getting a second chance in learning and can confidently say that I will always be looking to broaden my knowledge in any way that I can.”

* FOR ADvICE ON CHANGING YOUR CAREER, vISIT YOUR LOCAL COLLEGE/ADULT EDUCATION CENTRE/ LIBRARY /LOCAL AUTHORITY FOR ADvICE, CALL THE FREE CAREERS ADvICE LINE 0800 100 900 OR vISIT HTTp://CAREERSADvICE.DIRECT.GOv.UK

OTHER USEFUL WEBSITES INCLUDE:HTTp://WWW.AppRENTICESHIpS.ORG.UKHTTp://WWW.TRAINTOGAIN.GOv.UKHTTp://INOURHANDS.LSC.GOv.UK EMpLOYERS-pLEDGEHTTp://INOURHANDS.LSC.GOv.UK

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ULR CHAIR CHRIS REGAN SIGNING THE SKILLS pLEDGE WITH CHIEF ExECUTIvE LOUISE SHEpHERD

ALDER HEY SIGNS Up TO THE SKILLS pLEDGE

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Learning at Work Day celebrations were given an added boost across Alder Hey Children’s Foundation Trust, when union learning representative (ULR) chair Chris Regan signed the Skills Pledge with Chief Executive Louise Shepherd.

This landmark event in learning was witnessed by all the ULRs across the Trust, Staff Side and by Gareth Jones, Unite Regional Learning Organiser. The signing of the Skills Pledge is the fi rst step in publicly acknowledging the Trust’s commitment to ensure that all staff in bands 1-4 are given opportunities to enhance skills and are able to access learning. Funding from unionlearn enabled ULRs to launch a book club as part of the Celebrating Success event in the Education Centre.

The project will further be enhanced by the secondment of a Learning and Skills for All-funded part-time project worker. The creation of this post will enable staff members to take advantage of information and advice from a dedicated ULR to help access English, Maths, IT, NVQs as well as other learning opportunities.

The Trust, in partnership with ULRs and staff side, is also embarking on an apprenticeship programme. With the hospital- The Children’s Health Park- now in the stages of being agreed and building set to start in 2011, this is the ideal time for apprenticeships to be considered for the future of the Trust’s workforce.


www.theskillspledge.co.uk34 www.theskillspledge.co.uk

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Ged Bretherton, aged 45, from Warrington, has gone from working in a warehouse to attending meetings at Westminster, since he took his first tentative steps into learning. His dedication and commitment was recognised with a National Learning Works Award as part of Adult Learners’ Week this year.

Ged left school with only two O’ Levels. In his late 20s, whilst working in a warehouse office, he took part in a Trade Union Congress course and became a shop steward for the GMB union. Soon after, he became a Union Learning Representative.

Over the past six years, Ged has taken literacy and numeracy courses, completed two Level 3 NVQs, and received a first-class Social Sciences Degree in Politics and Social Policy from the Open University. Studying politics inspired him to get involved in local politics, even going to visit European MPs in Brussels, and by 2006 he had been elected as a local councillor on Wigan Council.

He said: “Learning has been very important to me in giving me more confidence and allowing me to gain better employment. I thought I’d missed my chances but was given a second chance through the

trade union learning opportunities. Since then I’ve embraced learning. I wanted to prove to myself I wasn’t stupid. I wanted a degree for my self-worth, self-confidence and to prove I could succeed.”

Ged Bretherton, aged 45, from Warrington, has gone from working in a warehouse to attending meetings at Westminster.

“LEARNING HAS BEEN vERY IMpORTANT TO ME IN GIvING ME MORE CONFIDENCE AND ALLOWING ME TO GAIN BETTER EMpLOYMENT.I WANTED A DEGREE FOR MY SELF-WORTH, SELF-CONFIDENCE AND TO pROvE I COULD SUCCEED.”

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“Providing quality training linked to the needs of the community”


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 profi ts.

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 confl ict, 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.

MORALE BOOSTCompanies caught in the grip of this severe recession face a very diffi cult challenge:How to avoid deteriorating employee morale.

FEATURE

dis.tinc.tive [di-stingk-tiv]

- adjective1. serving to distinguish; characteristic; distinguishing: the distinctive spots of the leopard.2. having a special quality, style, attractiveness, etc.; notable.

- distinctively a. distinctiveness n.

7th Floor | Aidan House | Sunderland Road | Gateshead | NE8 3HUT: 0191 478 83 00 | E: [email protected]



- adjective1. serving to distinguish; characteristic; distinguishing: the distinctive spots of the leopard.2. having a special quality, style, attractiveness, etc.; notable.



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WEST NOTTINGHAMSHIRE COLLEGE - DEDICATED TO

BUSINESS SUPPORTWe 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 re-skill 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 [email protected]

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ExAMpLE CASE STUDY:CONSTRUCTION EqUIpMENT MANUFACTURER

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 EFFECTIvENESSOF 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;

n Some people (particularly those who left formal education 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”;

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.uk42 www.theskillspledge.co.uk

FEATURE

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 RETENTIONTraining 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 pRODUCTIvITYTraining 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.

Most businesses provide on-the-job training, particularly during induction. Ongoing training almost always shows a positive return on investment.

THE FLOW-ON EFFECTThe 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 wasted time and materials n maintenance costs of machinery and equipment n workplace accidents, leading to lower insurance premiums n recruitment costs through internal promotion of skilled staff n absenteeism.

STAYING COMpETITIvEBusinesses 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 staff morale and satisfaction n ‘soft skills’ such as inter-staff communication and leadership n time management n customer satisfaction.

TRAINING...THE MEASURABLE IMPACT

Regardless of the size or type of anindustry or business, training canhave a measurable impacton performance andthe bottom line.


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WALSALL COUNCIL DELIvERS SKILLS FOR LIFE

Working in partnership with the trade unions to sign up for the National GO Award – a national initiative designed to support public sector

organisations in delivering Skills for Life – has added another dimension to learning at Walsall Council, as well as opening up new possibilities for

expanding its approach to workforce development.

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Walsall Council teamed up with the local authority trade unions (GMB, UNISON and Unite) and training providers to make a commitment to plan and implement a strategy for addressing Skills for Life delivery for the Council’s workforce.

In October 2008, these relationships bore fruit and the Council was awarded the National GO Award. Chief Executive Paul Sheehan has signed the Skills Pledge and the Authority will be working with Train to Gain to look at learning needs across the organisation.

Dave Parkin is Development Consultant within the Human Resources Core Skills team and responsible for managing and coordinating learning and development projects across Walsall. He commented: “The Council has always provided learning and development for staff but, before GO, we hadn’t directly addressed the learning requirements of employees with Skills for Life needs.”

In order to get learning provision off the ground and begin promoting access to Skills for Life, a learning steering group was established and included representatives from unions, training providers and Human Resources. The group decided to focus on the Highways Department within the Neighbourhood Services Directorate – the “depot”.

A survey of employees found that workers at the depot were some of the most disenfranchised in the Council, with reports that staff felt that they were “at arm’s length” from the Authority, both geographically (based away from the main local authority buildings and outside the town centre) and in regard

to perceived opportunities for training and career progression routes.

GMB union learning representative (ULR) Sharon Harding coordinated a promotional campaign over a number of weeks from the depot’s canteen to highlight the Council’s commitment to providing access to learning for all staff. Posters and information were distributed by ULRs at breakfast, lunch and during breaks and sign up for courses in numeracy, literacy and IT exceeded expectations. Thirty- six people came forward for one-to-one information and advice and guidance (IAG) interviews with Next Steps Black Country, in preparation for Skills for Life diagnostics and enrolment on courses.

According to Dave, this helped them to identify their career and learning aspirations and, vitally, the opportunities available to meet their needs. All the interviews were carried out in the workplace and staff appreciated the informal way in which they were carried out.

Despite the initial enthusiasm, there will be some learning barriers for the ULRs and the Authority to overcome. Dave says that people often perceive learning to be “something very dry and academic with no practical application. People often equate it with school and if their experience hasn’t been very positive then their motivation to engage in learning is very low. As far as Skills for Life is concerned there’s also a feeling of stigma attached to it and people often go to great lengths to conceal their needs”.

“We’ve tried to overcome this by explaining that adult learning can be

delivered in a very different way from how it was done at school, and that the benefits can be immediate and are not just work-related. The support from their managers and ULRs has been a crucial element in promoting learning opportunities and eradicating the stigma.” There are currently 20 ULRs within Walsall Council representing three major unions and a rolling programme of ULR training is expected to increase that number. They have received a customised ULR training course focusing specifically on supporting Skills for Life delivery within the Authority.

According to GMB Branch Secretary Chris Kibble, providing learning opportunities is a vital part of the union’s equalities and inclusion agenda: She said: “The pilot scheme identified people who couldn’t read or write and the first manual workers to sign up for learning were predominantly black male workers who hadn’t had the opportunity to go through the education system in the same way as other groups of workers”.

In addition to providing vital Skills for Life learning opportunities and boosting the morale of the workforce, the pilot has also demonstrated the value to the Authority of working in partnership with unions on learning.

“This is our first major partnership with trade unions in terms of learning initiatives. Unions have a considerable amount of knowledge, skills and experience that has been invaluable for the success of the project. The ULRs, with their enthusiasm have, and will continue, to be a key element in promoting workplace learning and without them we couldn’t hope to achieve our aims as quickly and effectively. The trade union partnership has added another dimension to learning in Walsall and has opened our eyes to the limitless possibilities for expanding our approach to workforce development,” says Dave.

“THIS IS OUR FIRST MAJOR pARTNERSHIp WITH TRADE UNIONS IN TERMS OF LEARNING

INITIATIvES. UNIONS HAvE A CONSIDERABLE AMOUNT OF KNOWLEDGE, SKILLS AND ExpERIENCE

THAT HAS BEEN INvALUABLE FOR THE SUCCESS OF THE pROJECT”

WALSALL COUNCIL & UNIONS SIGNING GO AWARD WALSALL GMB ULRS , BRANCH pRESIDENT & GMB EDUCATION STAFF


MANAGING THROUGH A RECESSIONWhy Managing in a Recession Requires More Creativity and Consistency.


FEATURE

Consistently being considered an outstanding manager is always a challenge. When a severe down economy or recession strikes, these challenges expand and multiply. Often, outstanding management careers are made or hurt by the way you respond to these obstacles.

Your creativity can cement your reputation as a successful and rising manager. Yet, not all action plans include revolutionary thoughts and ideas. Often, a heavy dose of common sense, empathy, agreeability, and, most of all, consistency are just as effective.

Here are a number suggestions for becoming a better manager during a deep recessionary period. The creativity factor is up to you.

1. BE sUppoRTivE, oBjEcTivE, FAiR, And cAlm. Just as successful athletic coaches and military officers remain focused and calm to avoid increasing stress on the players and troops, good managers display professional calm during these troubled times.

2. BRing All sTAFF inTo ThE dEcision mAking loop. Always a good idea, bringing your staff into the decision making process is critical during a recession. The spectre of an economy out of control is magnified when staff also feels they have no control over their professional future. Allowing them to participate in the ongoing decision-making process restores some self-confidence.

3. commUnicATE likE yoU nEvER hAvE BEFoRE. As a manager, you’re no doubt already aware of the importance of good communication. The psychological depression that often accompanies a recession mandates that you step up your communications efforts to new levels. Keeping everyone in the “information loop” diffuses many fears and uncertainties..

4. don’T REcommEnd sTAFF REdUcTions UnTil yoU’vE ExhAUsTEd All oThER AvEnUEs To sAvE monEy. Regardless of your authority level, explore all other methods of reducing expenses and maximizing revenue before you submit to the temptation of making staff reductions to balance a budget in stress. Even if you have only modest control of personnel decisions, developing new useful ideas to cut costs and increase income still might save some jobs. Your superiors will look at you a bit differently, too.

5. sTREss EdUcATionAl And pRoFEssionAl dEvElopmEnT To REmAining EmployEEs.After a layoff or downsizing, remaining staff will be expected to work even harder than before, often doing multiple jobs to get through the recession. Educational and professional development is often pushed to the bottom of the “to do” list because of time and budget constraints. If anything, you should stress the importance of cross-training and new knowledge more than during the growth periods.

6. concEnTRATE on ThE “now,” BUT dEvElop A vision FoR ThE FUTURE. As a successful manager, you can probably multi-task with the best of your peers. This is a perfect time to take this talent very seriously. Live and manage in the “now” to keep your department afloat, but also work on developing a vision for the future. Recessions don’t last forever (it just seems like they do) and sharing your visions with your staff can be wonderful positive therapy for your entire department.

“ThE spEcTRE oF An Economy oUT oF conTRol is mAgniFiEd whEn sTAFF Also FEEls ThEy hAvE no conTRol ovER ThEiR pRoFEssionAl FUTURE”


SKILLED SMALL BUSINESSES TURNING THE WHEELS OF RECOVERY

A comparison of FSB data collected over the past ten months suggests that the economic position small businesses are in is starting to improve since a low point at the end of last year. A rising number of small businesses are now experiencing an increase in trade, with the latest poll showing 23 per cent of FSB members noticing a rise compared with 16 per cent in February.

By the end of last year, up to 40 per cent of small businesses had highlighted the cost of fi nance as a big problem; now 25 per cent cite the cost of fi nance as a concern, which indicates that small fi rms are seeing a very gradual easing.

According to the latest poll, 68 per cent of business owners are looking to act on a rise in confi dence and say they

plan to grow in the next six months, with fi rms hoping to invest in new products, more staff and marketing. In particular job creation has improved in the North East with opportunities available for job seekers within the small business sector.

The FSB is now urging the Government to ensure small fi rms can be at the forefront of tackling unemployment by supporting apprenticeships, short-time working subsidies and increasing the thresholds before Income Tax and National Insurance contributions are payable.

Colin Stratton, Regional Chairman for the FSB in the North East said: “North East small businesses are naturally fl exible and innovative in recessions and these fi gures show that despite the very many negative forces on them, they

are being cautiously optimistic and are looking to expand. Although we are certainly not out of the woods yet, many small fi rms are seeing increased footfall and fi nding it easier to obtain crucial fi nance in the winter months, when things were at their worst so far. The Government must look to small and medium businesses, which employ 58.8% of the UK workforce and make up 99.9% of businesses, to build the post recession economy and help them employ more people and ease the bureaucracy and tax burdens which many still face.”

COLIN STRATTON, FSB REGIONAL CHAIRMAN FOR THE NORTH EAST OF ENGLAND


FEDERATION OF SMALL BUSINESS


- adjective1. serving to distinguish; characteristic; distinguishing: the distinctive stripes of the zebra.2. having a special quality, style, attractiveness, etc.; notable.



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The Skills Pledge, being driven in the region by the LSC North East, aims to encourage businesses and organisations to commit to staff training and development. Since its launch, over 300 employers in the region have made the public commitment to people development.

As part of the second anniversary of the Skills Pledge last month, a week was dedicated to celebrating the success of organisations that have a desire to see their people become better skilled. Those who have made a public commitment to developing their workforce, actively encouraging employees to train and learn new skills, will see a number of benefits. By opening up their minds to learning and up-skilling, employees

will see improvements to their home and work lives and employers will have a better chance of coming out of the recession more quickly than those who don’t invest in people development.

Hartlepool College, which employs 500 people, made the voluntary, public commitment to support all its employees to develop their skills in November 2007. Since then, the college has gone on to see hundreds of its employees complete a range of learning opportunities.

Martin Slimings, Teaching and Learning Coordinator, said: “Employees are now more proactive in identifying training needs and have an expectation for development. The College offers focused staff development periods throughout the academic year to

encourage and support individuals in their own learning journey”,

David Waddington, Principal and Chief Executive of Hartlepool College, added: “Research shows that one of the keys to a successful, productive business is having a skilled and competent workforce. The Skills Pledge shows publicly and demonstrably the importance placed on investing in the skills of the employees. Experience shows that if employees can be encouraged and supported to gain new skills and their first qualifications that can transform their belief in themselves and their motivation at work.”

Hartlepool College made the commitment to actively encourage and support employees to gain skills and

COLLEGE REAPS THE BENEFITS OF THE SKILLS PLEDGE

The Learning and Skills Council (LSC) North East is celebrating the second anniversary of the Skills Pledge with Hartlepool College of Further Education,

which marks 18 months of commitment to people development.

L TO R: FRONT ROW: LESLEY pERKINS, KAREN RICHARDSON, MANDY SISSON; MIDDLE ROW: KEvIN FINCKEN, DOMINIC

vIzzARD AND MARK ROBINSON; BACK ROW: STUART BUTLER

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.

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.

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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qualifications that will support their future employability and meet the needs of the organisation. Their commitment ensures that employees acquire basic literacy and numeracy skills and work towards their first Level 2 qualification.

David Waddington continued: “We are proud to be one of 300 employers in the region publicly committed to its people and their development. Individuals at HCFE gaining new skills through learning has benefited our business – learning gives people confidence and confident people can contribute more to the business.”

Employers that make the Skills Pledge have access to a Skills Broker through the Train to Gain service to help them identify their training requirements and come up with an individual action plan tailored to their needs. The North East is currently one of the top performing regions in the country when it comes to learners achieving through Train to Gain. Since the service was launched nationally in 2006, 50,000 learners have achieved their qualifications and some 10,000 businesses have benefited.

Chris Roberts, Interim chief

operating officer, LSC, added: “The Skills Pledge is an important tool to get employers thinking about skills and how they can benefit the business, before publicly declaring their commitment to people. Developing this further by investing in learning will strengthen the skills of individuals and the business and

at a time when employers and individuals face difficulties, it more important than ever to realise the potential a better skilled workforce can bring.”

Employers looking to make the Skills Pledge, please visit www.lsc.gov.uk/skillspledge

“EMpLOYEES ARE NOW MORE pROACTIvE IN IDENTIFYING TRAINING AND HAvE AN ExpECTATION FOR DEvELOpMENT. THE COLLEGE OFFERS FOCUSED STAFF DEvELOpMENT pERIODS THROUGHOUT THE ACADEMIC YEAR TO ENCOURAGE AND SUppORT INDIvIDUALS IN THEIR OWN LEARNING JOURNEY”

The Learning and Skills Council (LSC) North East is celebrating the second anniversary of the Skills Pledge with New Skills Consulting, who this week have joined a growing number of North East companies committing to the development of their staff by making the Skills Pledge.

New Skills Consulting, founded in 2005, is an ambitious and growing economic development consultancy, committed to supporting the acceleration of regeneration in the North East. Having recently been awarded with the Investors in People (IiP) accreditation, they are further developing their staff by making the Pledge.


New Skills Consulting managing director Peter Graham said: “As a company whose activities focus on promoting skills and business development, we recognise the importance of investing in people and supporting them to reach their full potential. We are focused on providing an excellent service to all of our clients and this means having enthusiastic, skilled and motivated staff. Signing the Skills Pledge will help us to demonstrate to current and potential employees, as well as to our clients, that we are committed to the personal development of all of our staff.”


Peter Graham continued: “At present we have a team of eight people, but to support the ongoing growth

and development of the company we are currently recruiting two additional consultants. As a company we believe it is important to value and invest in our staff and ensure that everyone has the right skills and support to do their job to the highest possible standard. We want people to be able to develop and grow and take advantage of the opportunities we offer for career progression. We also want people to feel as though they have a real say in what we do and a stake in the company’s future. The Skills Pledge will ensure we do all of this, and much more.”

Chris Roberts, chief operating officer, LSC added: “There is a clear link between skills training and improving a business’s chance of survival in an increasingly competitive marketplace. The Skills Pledge goes to the heart and

soul of a business or organisation. It represents an undertaking to commit to a culture of staff development, starting with those who have the lowest level of skills and qualifications and we want employers to know that the Skills Pledge makes a lasting impression on their business and the bottom line. There is no doubt that the Skills Pledge is gathering momentum here in the North East but we must never become complacent. We want more and more employers to come forward and make the Skills Pledge. There are huge advantages for employer, employee and for the region in raising skills levels.”

For more information on how to make the Skills Pledge visit www.lsc.gov.uk/skillspledge or call 0800 015 5545.


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NEW SKILLS CONSULTING MAKE THE PLEDGE

“THERE IS A CLEAR LINK BETWEEN SKILLS TRAINING

AND IMpROvING A BUSINESS’S CHANCE OF SURvIvAL IN AN INCREASINGLY COMpETITIvE

MARKETpLACE”

ACCESS


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The customer service team at The Sage Gateshead is hitting the high notes thanks to a specially tailored training programme.

Seven staff have enrolled on a course designed to perfect their skills through NVQ accredited work-based learning and apprenticeship programmes.

The iconic music centre, located on Gateshead Quays, was keen to further develop its front of house team, encouraging them to go the extra mile for visitors and create a positive and welcoming image.

So the training - funded by the Learning and Skills Council - was developed and is being delivered through a unique partnership between local training provider Access and The Sage Gateshead’s own customer service management team. The programme includes modules relating specifically to

arts venue based roles which has made it a hit with all concerned.

The Sage Gateshead also runs extensive in-house training for its entire customer service team which is almost 200 strong. This training covers a wide range of topics including stewarding performances, leading tours and school visits, manual handling, operating access equipment, silver service, selling tickets, bar work, health and safety, selling merchandise and first aid.

Margaret McCallum is one of the employees enrolled on the Access course. She said: “I’m really enjoying the training and feel like I’m learning valuable skills to better equip me in my role.”

Catherine Hymers, head of customer services at The Sage Gateshead, added: “We believe in investing in our people and as well as our in-house training we were pleased to give our staff the opportunity to try new things through working with external training

providers. We want our employees to be happy and confident in what they do and we felt that NVQs were the perfect way to make this happen.”

Malcolm Armstrong, managing director of Access, added: “This is an excellent example of a company using work based learning and apprenticeships alongside its own in house training to create a bespoke accredited training programme.

“The Sage Gateshead is to be commended for its imagination and commitment to staff training. We are pleased to be working in partnership to develop such a unique programme.”

CUSTOMER SERVICE STAFF HIT THE HIGH NOTES AT THE SAGE GATESHEAD

FRONT, AMY BRADLEY AND BACK, FROM LEFT, MARGARET MCCALLUM, CATHERINE HYMERS AND WENDY COOK


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Adult Learners’ Week got off to a great start in the North East as Stockton Borough Council signed the Skills Pledge; a government-led initiative which at its minimum is a voluntary, public commitment by the leadership of a company or organisation to support all its employees to develop their basic skills, including literacy and numeracy, and work towards relevant, valuable, vocational qualifications to at least Level 2.

The Skills Pledge signing is a fitting culmination to four years of bringing learning to the Council’s 8,000 staff through the Learning for All-funded Taking Stock in Stockton project. The UNISON-led project, which came into being in 2004, has engaged over 800 learners and as of this year has become self-sustaining – with the Skills Pledge keeping up the momentum and ensuring learning is still very much ingrained into the work environment. The 14 ULRs throughout the Council will also be continuing their hard work providing information, advice and guidance to their fellow members and colleagues.

George Garlick, Chief Executive of the Council, Julia Spittle, Head of Human Resources and Ken Lupton, Leader of the Council were the signatories to the Skills Pledge at the

event held at Stockton Town Hall. Barney McGill, Regional Manager for unionlearn and John Brookes, Branch Education Officer for UNISON Local Government also lent their support and praised the fantastic work around learning carried out at the Council.

John Brookes said: “When our formal funding came to an end it was imperative to keep the momentum created by the Taking Stock in Stockton (TSiS) project going. TSiS has given people confidence and encouragement to get back into learning. The Council’s commitment to the Skills Pledge will ensure that the fantastic work that the Learning for All Fund money has allowed will continue, and that it will keep on making a valuable difference to staff here at Stockton Borough Council.”

Barney McGill added: “The Taking Stock project has been a great success so far, and we have been proud to support it – what is even more impressive is to see that the hard work and partnership approach has resulted in signing the Skills Pledge. This will ensure that learning is always on the agenda at Stockton Borough Council. I would like to take this opportunity to congratulate all those involved with the project so far and I wish them all the very best for the future.”

STOCKTON BOROUGH COUNCIL ‘TAKES STOCK’ AS IT

SIGNS THE SKILLS PLEDGE

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Tetley UK, based in Eaglescliffe, began making tea in 1837 and produces in excess of 18 billion tea bags every year.

The Eaglescliffe factory is one of the largest tea production facilities in the world, and produces the majority of Tetley products. It employs 520 staff and was involved in Adult Learners Week in May, which culminated in a Skills Pledge signing in time for the second anniversary.


As part of the second anniversary of the Skills Pledge in June, a week was dedicated to celebrating the success of organisations that have a desire to see their people become better skilled. Organisations that have made a public commitment to developing their people and actively encouraging employees to train and learn new skills will see a number of benefits. As employers, they will have a better chance of coming through the current downturn more quickly than those who don’t invest in people development and their staff will see improvements in both their home and working lives.

Tetley UK, UK Operations Director Steve Eastham commented: “It is a pleasure to work with our partners from Unite and GMB to increase the emphasis on learning and skills for our staff. This initiative perfectly compliments the work that Tetley are doing to offer NVQ Levels 2 and 3 training opportunities to all of our employees.”

HR Manager UK Operations, Kevin Wilson, added: “It is important to recognise that developing and training people in the right way can support our company in being a success in today’s challenging environment. Working in partnership with our Trade Unions on projects of this manner now and in the future, demonstrates that we have a common goal that the whole workforce can contribute towards, and feel a real sense of achievement both personally and collectively.”

The Pledge is a voluntary public commitment to support all employees to develop their skills to at least Level 2, the equivalent of five GCSEs at grades A* - C, and in signing it, employers commit to actively encourage and support its employees to gain skills and qualifications that will support their future employability and meet the needs of the organisation. Employers that make the Skills Pledge have access to a Skills Broker through the Train to Gain service to help them identify their training requirements and come up with an individual action plan tailored to their needs. The North East is currently one of the top performing regions in the country when it comes to learners achieving through Train to Gain. Since the service was launched nationally in 2006, 50,000 learners have achieved their qualifications and some 10,000 businesses have benefited.

Chris Roberts, chief operating officer, LSC added:“The Skills Pledge is an important tool to get employers thinking about Skills and how they can benefit the business, before publicly declaring their commitment to people. Developing this further by investing in learning will strengthen the skills of individuals and the business and at a time when employers and individuals face difficulties, it more important than ever to realise the potential a better skilled workforce can bring.”


TETLEY MAKE THE PLEDGE

“IT IS A pLEASURE TO WORK WITH OUR pARTNERS FROM UNITE AND GMB TO

INCREASE THE EMpHASIS ON LEARNING AND SKILLS FOR OUR STAFF. THIS

INITIATIvE pERFECTLY COMpLIMENTS THE WORK THAT TETLEY ARE DOING TO OFFER Nvq LEvELS 2 AND 3 TRAINING

OppORTUNITIES TO ALL OF OUR EMpLOYEES”

The Learning and Skills Council (LSC) North East is celebrating the second anniversary of the Skills Pledge with Tetley UK, who have recently joined a growing number of North East companies committing to the development of their staff by making the Skills Pledge.

L TO R: KEvIN WILSON, HR MANAGER, ELAINE pRESTON, UNION LEARNING REp AND STEvE EASTHAM (UK OpS DIRECTOR)


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THE NHS REAP THE BENEFITS OF THE SKILLS PLEDGE

The Learning and Skills Council (LSC) North East is celebrating the second anniversary of the Skills Pledge with the NHS in the region, which

marks 18 months of commitment to people development.

With nearly 77,000 employees and as the largest employer in the region, the NHS in the North East is a front-runner in the national drive to develop the literacy and numeracy skills of its workforce and was one of the first organisations to make the Pledge in April 2008.

The region has eight hospital trusts, 12 primary care trusts, one ambulance trust and two specialist trusts providing mental health and learning disabilities services – all of which have made the Skills Pledge.

Some 47% of the NHS staff in the region fall into the non professionally qualified staff groups. And by making the Pledge, the NHS organisations have demonstrated their commitment to ensuring that the basic skills needs of NHS staff will be met, whilst going the extra mile in training and developing many non-professionally qualified employees by giving them the skills needed to modernise services and deliver the best patient care.

The North East Strategic Health Authority (SHA) works to make sure that health services in the region are fit for purpose, high quality and meeting all targets, and that the local NHS is providing well planned services to meet local need.

David Stout, acting Chief Executive, SHA, said: “People are undoubtedly the most important resource in delivering our ambitious healthcare improvement programme. As a region, we must develop the skills of our existing workforce and recruit, retain and develop the highest calibre people for our future.

“All the NHS organisations in the region are fully committed to ensuring that people in the North East are treated by appropriately skilled people and recognise the importance of developing and nurturing their staff. The Skills Pledge supports this commitment.

“We will continue to support our organisations to deliver their action plans

around the Skills Pledge. In addition, the sector skills council for health, Skills for Health, is working to develop programmes which will address the needs identified in the skills pledge, helping organisations deliver their commitment to staff.”

Linking to the skills pledge, the NHS in the North East has just launched a new way of working that will change the face of education and training. NHS North East People is one of the first ways of working of its kind in the country. It will put in place processes to help more people gain access to careers in the NHS, look closely at the quality of education and training delivered and bring organisations that deliver services together with education commissioners so that the education and training needs of staff can be heard.

This new way of working will look at the learning and development of all levels of staff, including those not employed to a minimum Level 2.

The Skills Pledge, being driven in the region by the LSC North East, aims to

encourage businesses and organisations to commit to staff training and development. Since its launch, over 300 employers in the region have made the public commitment to people development.

As part of the second anniversary of the Skills Pledge, a week was dedicated to celebrating the success of organisations that have a desire to see their people become better skilled. Organisations that have made a public commitment to developing their people and actively encouraging employees to train and learn new skills will see a number of benefits. As employers, they will have a better chance of coming through the current downturn more quickly than those who don’t invest in people development and their staff will see improvements in both their home and working lives.


Chris Roberts, Interim chief operating officer, LSC, said: “The Skills Pledge is an important tool to get employers thinking about Skills and how they can benefit the business, before publicly declaring their commitment to people. Developing this further by investing in learning will strengthen the skills of individuals and the business and at a time when employers and individuals face difficulties, it more important than ever to realise the potential a better skilled workforce can bring.”


“THE SKILLS pLEDGE IS AN IMpORTANT TOOL TO GET EMpLOYERS

THINKING ABOUT SKILLS AND HOW

THEY CAN BENEFIT THE BUSINESS”

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: [email protected] Cambridgeshire Stuart House St John’s Street Peterborough PE1 5DD T: 0845 019 4165 E: [email protected] Essex Redwing House Hedgerows Business Park Colchester Road Chelmsford Essex CM2 5PB T: 0845 019 4179 E [email protected] 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: [email protected] Suffolk Felaw Maltings 42 Felaw Street Ipswich IP2 8SJ T: 0845 019 4180 E: [email protected]

EAST MIDLANDS

East Midlands Regional Office: 17a Meridian East Meridian Business Park Leicester LE19 1UU T: 0845 019 4177 E: [email protected] LSC Derbyshire Area Office: 1 Mallard Way Pullman Business Park Derby DE24 8Gx T: 0845 019 4183 E: [email protected] LSC Leicestershire Area Office: 17a Meridian East Meridian Business Park Leicester LE19 1UU T: 0845 019 4177 E: [email protected]

LSC Lincolnshire and Rutland Area Office 1B Alpha Court Kingsley Road Lincoln LN6 3TA T: 0845 019 4178 E: [email protected]

LSC Northamptonshire Area Office Royal Pavilion Summerhouse Road Moulton Park Industrial Estate Northampton NN3 6BJ T: 0845 019 4175 E: [email protected] LSC Nottinghamshire Area Office 6th Floor MLS Business Centre City Gate East Toll House Hill Nottingham NG1 5FS T: 0845 019 4187 E: [email protected]

LONDON

LSC London Region Centre Point 103 New Oxford Street London WC1A 1DR T: 0845 019 4144 E: [email protected]

NORTH EAST

LSC North East Moongate House 5th Avenue Business Park Team Valley Gateshead Tyne & Wear NE11 0HF T: 0845 019 4181 E: [email protected]

NORTH WEST

LSC North West 9th Floor Arndale House Arndale Centre Manchester M4 3AQ T: 0845 019 4142 E: [email protected]

SOUTH WEST ENGLAND

St Lawrence House 29-31 Broad Street Bristol BS99 7YJ T: 0845 019 4168 E: [email protected]

Cornwall Penhaligon House Green Street Truro TR1 1DZ Tel: 01752 754170 WEST MIDLANDS

Regional Office (West Midlands) NTI Building 15 Bartholomew Row Birmingham West Midlands B5 5JU T: 0845 019 4143 E: [email protected]

SOUTH EAST REGIONAL OFFICE

Learning and Skills Council South East Princes House 53 Queens Road Brighton BN1 3xB T: 01273 783555 E: [email protected]

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: [email protected] LSC Kent and Medway 26 Kings Hill Avenue Kings Hill West Malling Kent ME19 4AE T: 0845 019 4152 E: [email protected] LSC Surrey 48-54 Goldsworth Road Woking GU21 6LE T: 0845 019 4145 E: [email protected] LSC Sussex Princes House 53 Queens Road Brighton East Sussex BN1 3xB T: 01273 783555 E: [email protected] 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 YORKSHIRE & HUMBERSIDE

Mercury House 4 Manchester Road Bradford BD5 0QL T: 0845 019 4169 E: [email protected] SCOTLAND

Scottish Qualifications Authority The Optima Building 58 Robertson Street Glasgow G2 8DQ T: 0845 2791000 E: [email protected] Scottish Qualifications Authority Ironmills Road Dalkeith Midlothian EH22 1LE T: 0845 2791000 E: [email protected]


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Skills Pledge National #3

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Transcript of Skills Pledge National #3