See the potential, not the tattoo
See the ability not the disability
Measure the outcomes not the statements
There's not much future in learning. The more you study, the more you know. The more you know, the more you forget. The more you forget, the less you know. The less you know, the less you forget. The less you forget, the more you know!
A large warehouse operation with a relatively static workforce had low level issues related to multiple operational duties that were causing concern. They’d noticed too many near misses and minor incidents which appeared to be related to con-conformance to standing processes and procedures. This was despite significant investment in a team of over twenty colleagues tasked with maintaining and improving skills in their various warehouse duties.
The General Manager had asked the HR and H&S managers to review the matter, but they could not identify why the issues were arising.
Following analysis of the locations existing structure, its custom and practice for assessing and training its workers, and the operational constraints on manpower decisions it becomes clear that the best ROI for the site is to reduce the amount of people conducting the ‘skills’ work so they can be up-skilled to better understand their duties. As part of the solution they’re supported to write OCS for the roles in their departments which identify gaps in knowledge and skills.
A project management process was used to transition the site onto the new processes that reduced near misses and total manpower requirements whilst still delivering the same volumes.
A medium sized transport company with a small warehouse is paying the levy and accruing approx. £450 in their levy account each month. The company has historically taken a few people into its warehouse as operatives training them on the job, with some later going on to gain a vocational licence. They’ve advertised for and employed drivers and office staff as needed. There is no culture of up-skilling employees through structured internal development programmes and the company does not employ anybody who is tasked with specifically managing this area.
The MD wishes to use the levy to take on apprentice drivers as the company is struggling to attract drivers to man their existing vehicles.
Following analysis of the company’s existing structure, its stated business objectives related to employees, and the local labour market intelligence it becomes clear that the best ROI for the levy should be allocated to developing office staff towards better managing the operation. The company will continue to develop employees through the warehouse and then support licence acquisition later in their careers through employee training loans.
A follow up process was agreed to progress operational management solutions.
A large logistics company with multiple operating locations is paying the levy and accruing approx. £5.4k in their levy account each month. The company has used various internal and external programmes to develop employees and has a Safety & Training Manager with several qualified assessors and trainers embedded in the workforce. They advertise for and employ warehouse operatives, drivers and office staff as needed. There is some culture of up-skilling employees through structured internal development programmes.
The CEO wishes to use the levy to take on apprentice warehouse operatives and drivers as the company is struggling to attract quality employees in those roles.
Following analysis of the company’s existing structure, its stated business objectives related to employees, and the local labour market intelligence it becomes clear that the best immediate ROI for the levy should be allocated to developing existing employees to better manage a whole organisation learning culture. The company will use future levy funds to employ newly employed apprentices whilst ultimately holding a longer-term aspiration to become an employer provider.
A follow up process was agreed to create a five-year ELT strategy and associated project plan.