Regardless of size, market or service, one thing that most Preferred Partners can agree on is the profound concerns around ‘The Skills Gaps’ and professional development for existing teams. Our most recent Partners event gave the floor to delegates to discuss, challenge and champion best practice as we focused on finding, training and retaining real talent for our businesses.
Some major themes kept returning – the ever-elusive ‘solution’ to the virtually universal skills gap; and how that reflects on our long-term vision ultimately asking – if we find good and skilled people, how do we keep them?
Lynas Engineers have been investing in our staff from day one – establishing a career route that finds young engineers that have enthusiasm and potential to achieve and guiding them through a professional training programme that is fit for purpose within the business, and the sector. We champion the apprenticeship and ‘on the job’ training options as it gives team members the opportunity to really understand the real-world needs of a business, as well as gaining essential hands on skills and knowledge transfer from established professionals.
This model works for us, and has enabled us to build a team that has a truly unique dynamic and with a skillset that positions Lynas Engineers at the forefront of some really exciting projects across the North. Our team are passionate, invested and staying part of the Lynas team longer than industry average.
However, listening to the Partners around the table, it’s evident that ‘one size does not fit all’. For many, they are facing an influx of applications from international candidates often proves challenging in our sector, as they often do not have working knowledge of UK or regional operational processes and requirements that impact projects. For others, it’s battling the salary war of ever-increasing wages that diverts skilled staff into new roles, leaving some businesses unable to compete. So – in a world of skills gaps, and diverting salaries – how do we keep and train great people?
Martin Heskett of Wolviston Group observed that, “it has become evident that priorities have shifted beyond salary alone. Job security and clear progression opportunities are now becoming equally, important factors when considering a move. In light of recent redundancies among major employers in the region, many candidates are understandably cautious and place a high value on stability.”
Reflecting on the event, what is clear is the shared frustrations across sectors and businesses and ultimately, that every business needs to find a solution that works best for them. It sounds redundant, but being able to find and train newly qualified staff takes a lot of internal resource to manage – but it’s something that works best for us at Lynas Engineers. For others, simply managing their own internal expectations over the average tenure of an appointment is a succession plan of its own. Looking at the future, what we do know is that people’s expectations and requirements from their roles will flux with personal circumstance, ambition and ability to continue learning. Those who don’t evolve with the needs of the business, or that feel positively challenged within their roles will inevitably move on. Staff will seek an increase in salary if other needs are not met in post. So what we must do as business owners, is to listen to the needs of our individuals, be open to change and flexibility (within reason) and ultimately, remain vigilant to the core needs of staff and simply, answer what we can, however we can.
