The ‘skills gap’ is a commonly used phrase throughout the UK’s manufacturing sector – and mostly with good reason. There is often, undeniably, a mismatch between the pace at which the sector is advancing and the skills which exist within its existing workforce.
Indeed, it is even suggested that the skills being trained to the workforce of tomorrow don’t keep up with what is required to remain competitive. Of course, it is also increasingly referenced alongside the continuing challenge we all face in recruiting and retaining good staff.
Any discussion around the skills gap is important not only for individual businesses, but also for UK Plc at large. But I’m not here to argue the extent to which the skills gap exists, or whether indeed it exists at all. Instead, I happen to believe that focusing solely on skills could be to the detriment of UK manufacturing’s ability to thrive.
Experience has taught me that a strong work ethic, coupled with an enthusiasm to learn, really are the magic ingredients and when combined with the right technical skills, then there are no limits to what can be achieved.
THE VALUE OF TAILORED TRAINING
As a business celebrating its twentieth anniversary, ADS Laser has witnessed significant developments and advancements in the technology that we use, and the demands of our customers. As such, we’ve invested significant resources in the training that we offer and the support we provide to our entry-level recruits.
Twelve years ago, in partnership with Leicester College, we launched our first apprenticeship programme in recognition of the combined benefits that it would provide. Not only does it nurture local talent, provide hands-on experience, and cultivate skilled professionals, but in doing so it ensures the future resilience of both our own business and the wider industry.
Amongst the benefits of an apprenticeship-based approach to our entry-level recruitment is the fact that we’re increasing our workforce given the apprentice’s time spent in situ on the shopfloor with us, whilst benefitting from their college training which is – or should be – at the forefront of current thinking.
For the apprentices themselves, of course, the same can be said – they gain exposure to real-world experiences in the manufacturing field with the chance to contribute to real projects alongside more seasoned colleagues, whilst also receiving the most up-to-date training. For us, that’s a win-win combination.
Of course, training doesn’t stop once the apprentice has completed their course. Our team is comprised of a rich and diverse mix of skills and experience, but no progress is ever made from standing still. With that in mind, we commit to invest in the training that’s needed to keep that team at the forefront of our sector.
Beyond mandatory training, we’ve provided appropriate team members with specialist training in areas that include both robotic and laser welding – two areas that are becoming increasingly important to our business – and we’re currently rolling out a new management development framework.
The benefits reaped from both our apprenticeship programme and our continuous professional development commitment are undeniable and, therefore, the value we place on having the right skills in place is clear. However, these commitments in themselves and in isolation are not the only magic bullets that ensure we have the best workforce possible.
BEYOND THE GRADES
I’m a firm believer that even the most highly skilled team member is of little value to the team if they lack the right work ethic, enthusiasm and commitment to contribute not only to our workflow, but to the wider company culture that we’ve nurtured over the past twenty years.
It may be a controversial opinion, but I am not wedded to CVs that are comprised of 10 GCSEs and three A-Levels; those alone do not provide us with the people that we need. Of course, there is often a minimum benchmark to be achieved in order to access training such as apprenticeships, but the rights or wrongs of that system are a discussion for another day.
What this means to me is that someone who can demonstrate ability – not necessarily documented on a certificate – and a willingness to learn has equally as much potential to thrive in the industry as someone else who comes armed with reams of qualifications but no interest in the role.
So, with such value placed on ‘the right person’ before ‘the right skills’, how do we ensure we get that?
I’d love to share the secret of our success but in all reality, there’s not a single magic pill. Instead, we base our interviews around the STAR competency method asking about a situation that the candidate faced, the task that was in hand, the action that they took, and the result achieved.
This, combined with a series of behavioural questions, can prove insightful and needless to say, there’s an element of ‘gut-feeling’ at play too. It’s important, after all, that there’s a good team and cultural fit when we’re all working closely together.
INVESTING IN EMPLOYEES
Our very own Mouna Keenan is a fantastic case in point. She recently completed her Level 3 Business Administration apprenticeship with a distinction, having joined us with very little office experience and no prior knowledge of the metalwork sector. However, from the outset she showed passion, enthusiasm and professionalism and quickly earned recognition throughout the business for her dedication, support and resilience. As a result, she has already been promoted to a dedicated sales administration role.
But we need to ensure that the ‘can-do,’ enthusiastic approach to work remains beyond the interview and initial probation period. Nurturing a team, regardless of how long they’ve been with us – and for many, it’s a long time – is essential to a happy and productive workforce.
In many respects, someone’s work ethic and attitude are clear – the person who puts themselves forward to go above and beyond, stands in clear contrast to the one who delivers the bare minimum and shows no interest in the wider work environment. Nonetheless, there are tools that we use to encourage an open and transparent workplace so that this positive attitude is promoted.
A combination of regular company meetings, 121s, appraisals, a suggestion box, regular employee surveys and peer coaching, all contribute to a work ethos that promotes a sense of belonging and that, in turn, has a positive effect on everyone’s commitment. It’s important to us that we’re an employer of choice not only amongst our existing team, but also those considering a role with ADS Laser in the future.
So yes, keeping abreast of the latest training and investing in upskilling our teams is of vital importance but as the growth that ADS Laser has enjoyed over the past 20 years has shown, success is built on more than technical training alone.
We’ve learnt that investing in people, not just their skills, pays dividends far beyond the balance sheet. By backing those with the right attitude and supporting them through continuous development, we don’t just build better employees; we build a stronger, more resilient business. And if UK manufacturing is to truly thrive, that’s a blueprint worth following.
