Bob Dylan once famously sang:-
“Come gather ’round people
Wherever you roam
And admit that the waters
Around you have grown
And accept it that soon
You’ll be drenched to the bone.
….For the times they are a-changin’.”
Although Dylan was commenting on the political situation in the 1960’s, the sentiment is relevant to the installation business today and, in particular, the issue of training.
More than in any other sector of the security industry the planning, installation, commissioning and maintenance of fire and security systems has become more complex, with what seems at times to be almost monthly developments requiring greater and greater levels of skill, knowledge and adaptability in order to stay ahead of the rising tide of technology and regulation that threatens to overwhelm some small and medium sized businesses.
But technological change and European directives are not the only challenges facing the sector. The profile of the UK workforce has changed and continues to change, affected by a number of factors that impact, both positively and negatively, on the recruitment landscape and which require a response from the industry.
Factors impacting on the recruitment landscape
? The phenomenon of a globally transient workforce that provides a new source of labour with different skillsets, different work ethics, new needs and different expectations.
? A study by Buckingham University showed that in the 10 years from 1996 -2006 the number of students studying music, expressive arts and media increased by 59%, 90% and 249% respectively, whilst the numbers studying physics, science and computing fell by 16%, 18% and 41% respectively.
This trend, which sees young people being drawn towards “softer” academic qualifications and away from technical subjects, reduces the number of school-leavers likely to be interested in training to install security systems.
? The phrase “demographic time bomb” is perhaps becoming overused, but the fact is that the declining UK birth rate, coupled with increasing life expectancy, is creating an imbalance between those entering the workplace and those retiring from it.
On current projections in 2020 there will be 600,000 fewer young people of working age than there will be in 2010: imagine the competition here will be to recruit those that are left!
? There is already a shortage of skilled technicians in the UK. Studies show that by 2012, the year that London hosts the Olympics, the two occupational classifications ‘Technical’ and ‘Skilled’ will suffer the greatest level of skill shortages.
All of these factors mean that employers have got to start rethinking their strategies for future growth and asking themselves some difficult questions.
Questions employers need to ask themselves
? There will be increased competition for the reduced pool of younger workers, so what will the security sector have to do to attract its share of new blood on which to build the future?
? Older workers will have to be encouraged to stay at work past the normal retirement age: how?
? Will they need to be re-trained, and should that investment start now?
? A greater proportion of those entering the workforce will not have studied science or technology to any great degree, and will have to be taught technical skills and knowledge – are the programmes and qualified people in place to fill the knowledge gaps? If not, what are we doing about it?
? Re-skilling migrant workers may have to form part of the plan, perhaps to include additional coaching in language skills: how will that be achieved?
? In the problematical recruitment climate that is looming, what strategies are needed to hold on to the existing workforce, attract new people and give them both the skills to help the company succeed?
? Is a strategy that relies upon buying in skills from competitors in the form of luring away their trained staff by the offer of higher salaries sustainable? Or does a commitment to train and develop people offer a healthier long-term solution?
Review of National Occupational Standards for the security systems sector
It is, perhaps, opportune that Skills for Security will be reviewing the National Occupational Standards for the security systems sector in the autumn. Experts nominated by employers representing each of the specialisms included in the Systems footprint will contribute to the development of a suite of up-to-date occupational standards. These can then be used by employers, the skills body, training providers and the awarding bodies to develop fit for purpose training programmes and qualifications that will help companies maintain their competitive edge.
Apprenticeships are acknowledged to be key to the development of skilled and qualified workers, and research shows that apprentices cost less than un-apprenticed trainees, have higher skill levels and are less transient. The national occupational standards are central to the apprenticeship programme that Skills for Security operates for the systems sector, enabling employers to develop new recruits to NVQ level 2 and 3 without incurring additional costs: the funding available for apprenticeships covers charges related to the attainment of the qualifications, including college fees.
Older workers, including those who are experienced practitioners but do not hold formal qualifications, can also undertake the NVQ as a stand-alone programme outside of the apprenticeship scheme and, again, government funding has been secured by Skills for Security to offset the cost to employers in most cases.
The review of the occupational standards will include a review of the associated NVQs to bring their content up to date, but they can also be the springboard to the development of new training programmes and qualifications where needed.
Undoubtedly, a little attention to staff development will assist systems companies to meet the future with greater confidence and help them avoid being, in Dylan’s words, “Drenched to the bone” or, worse, pulled under by the rising tide of change.
