the national skills academy for manufacturing. why was the skills academy created?
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The National Skills Academy for Manufacturing
WHY WAS THE SKILLS ACADEMY CREATED?
©National Skills Academy for Manufacturing 2008
EMPLOYER LED
META
new thinkingnew methods andhigher standards
©National Skills Academy for Manufacturing 2008
Centres of innovation in skills development
RAISE THE STANDARD
A SKILLS REVOLUTION?
1,500,000 employees
10% of GDP
75,000 businesses
33% of UK exports
THE CHALLENGE
Scope Semta footprint
©National Skills Academy for Manufacturing 2008
Amplification Excellence
Collaboration
Values
© National Skills Academy for Manufacturing 2009 All rights reserved
Simplification
WHAT WILL MAKE A DIFFERENCE
Understanding how learning drives business performanceDeveloping global best practice Challenging learning paradigmsSupporting learning transformationTransforming performance outcomesSynthesising best practices into integrated solutionsCreating powerful awareness campaignsDeveloping new training capacity
© National Skills Academy for Manufacturing 2009 All rights reserved
WEAK LINK BETWEEN CRITICAL SKILLS AND BUSINESS OBJECTIVES
OVER EMPHASIS ON DELIVERY WITH LITTLE PREPARATION AND NO FOLLOW THROUGH
DELIVERY IS NOT WORLD-CLASS
FEEDBACK FROM TRAINING IS OFTEN LIMITED WITH NO EFFECTIVE BUSINESS MEASURES MADE OF ACTUAL BENEFITS
BRING IT ALL TOGETHER
LEARNING ENGINE
*
* - with the trainer -
Energising
Commitment
P F
Right Provider
Enhancing
Capability
D
Right ProductThe right ProductThe right Product
The right ProviderThe right Provider
The right ProcessThe right Process
Enabling
Right Process
A E
Competitiveness
EMPLOYER
INDIVIDUAL PROVIDER
PROVIDER
INDIVIDUAL
EMPLOYER
Involv
em
en
t
Learning engine or 5 stage model
In the real world: More for less
The National Skills Academy for Manufacturing needs to add value.
We all need to work together to add value
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