Tackling the skills crisis: seven facts to help transform your business training

What is the current skills landscape?

Official statistics from the Government’s Employer Skills Survey show that work-related training in the UK only affects 15% of the workforce[1]. It supports a worrying trend that employers are training less than they were 20 years ago[2]. For example, training investment per employee has declined by 23% over the last decade – in contrast to growth across the EU of 22%.[3]

The world of work is rapidly changing, and the need to develop the skills and capabilities of the workforce is more important than ever before. Training is a crucial feature of quality-assured business processes.

The news is not all bad: studies[4] show that most employees in many organizations undergo induction training, and health and safety training. However, there is an acute skills shortage of mid-range skills in the UK[5]. This can mean that key roles like engineers, IT and digital, and health practitioners are in short supply.

This materializes as a huge commercial impact on the UK, with the skills crisis costing UK businesses at least £2 billion per year[6] in increased recruitment fees, salaries, and temporary staff costs. With a lack of skills, there comes a knock-on effect on business growth, continuity and productivity.

What investment in skills training can employees receive?

Many large and small businesses view training as individual-based, requiring a traditional 'teach and assess' class-based training session. This approach is outdated, overpriced and often ineffective.

As many companies don’t know how to reskill, upskill and organize cost-effective ways to integrate learning and upskilling with their business operations, BSI has created PD 76006:2017, Guide to learning and development.

Workplace experience is often the most cost-effective mechanism for upskilling and reskilling. PD 76006:2017 dispels the 'schoolroom' assumption that learning takes place only in a formal, trainer-led class.

This guide supplies useful tools to help tackle organization learning and development effectively and sets a benchmark for UK companies to hold their learning and development standards against. 

It caters to managers of large organizations, as well as the needs of managers in small and medium-sized organizations that do not have the luxury of large training budgets.

It provides a straightforward route map, directed at non-specialists, written in plain English. Managers and workers can ask the right questions to work out the best ways to develop the skills and capabilities they need.

Seven facts that can revolutionize your firm’s approach to tackling skill shortages

I led the development process for this first National standard in Learning and Development, and want to share seven facts that may help you get started on your organization’s journey:

1)      The immediate work environment is the most appropriate place for upskilling activities

Formal instructor-led learning has a role to play, but the most impactful learning occurs with work colleagues:

1. during the working day as problems arise and are tackled; and
2. from reflecting on experience – especially when things do not go as expected and people work out how to do things better in the future.

These important features of upskilling are often overlooked and 'lost' – but are not difficult to 'capture' and exploit.

2)      Effective upskilling does not occur by chance

Smart managers make sure work roles are demanding enough to stimulate learning. 'Upskilling' happens successfully when managers recognize that triggers for learning occur when individuals:

1. need to do something for the first time;
2. must expand the breadth and depth of what they can do in the workplace;
3. need to achieve a specific outcome or target that is new to them;
4. encounter problems or find that things do not work in the way that was expected; and
5. need to learn a new way of doing something, which requires them to change skills and work role practices.

3)      A one-size-fits-all approach to learning methods is inappropriate

PD76006 provides a business-friendly overview of different methods of training and learning beyond formal training processes. These are helpful if you want to find efficient and productive ways of upskilling, for example: learning through teams and networks; stretch assignments; and buddy systems or leader role-modelling and using technology (e-learning) to upskill and reskill people at work.

4)      Many organizations waste time and money on skill development that is forgotten or never used

Timely opportunities to practice or apply new skills and knowledge are vital. Smart managers plan learning activities for their staff that occur at the point of need, or as close in time to use as possible.

5)      Upskilling is a shared responsibility

Top managers, learners and line managers all have a role to play. PD76006:2017 helps set out the important responsibilities for all those involved.

6)      Continuous assessment and evaluation of the effectiveness of skills development is needed

This can take place by individuals, as well as by managers, to ensure upskilling and capability development is fit for purpose.

7)      Learning and training is not always a neat and tidy 'plan-do-review' process

Upskilling activities generate unintended benefits, both tangible and intangible. These unintended benefits are often the vital ingredient for individual and organizational ability to respond in innovative ways to new and emerging business challenges and opportunities.

Want to learn more about the guide to learning and development?

Buy the PD here: https://shop.bsigroup.com/ProductDetail/?pid=000000000030350673

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Valerie Anderson is a senior academic at University of Portsmouth and an expert member of the BSI Committee for Human Capital Standards (HCS1). She led the development process for the first National Standard in Learning and Development - BS PD 76006: A Guide to Learning and Development. She is Convenor of the ISO TC260 Working Group to develop ISO 30422: Learning and Development in Organizations.