Inspire the next generation to overcome skills barriers

It is clear from WM's People & Productivity report and the subsequent roundtable event that employers are concerned about an ageing workforce and how they are going to replace the skills that are lost through retirement. This is an issue that has been identified by employers and other organisations within the sector for a number of years. The solution: inspire a new generation to take up careers in manufacturing. This is easier said than done but it is clear that we, as a sector, need to encourage more young people into our sector. At a recent event hosted by Semta, the sector skills council for science, engineering and manufacturing, employers of all sizes gave presentations on the skills hurdles they face and how they are overcoming them. A recurring theme was that manufacturing as an industry needs an image boost in the eyes of schools, careers advisors and students. There was a strong view that more needs to be done to attract the top students into a career in manufacturing, rather than it being passed off as a 'back up' option if they fail to get into university. They need to be made aware that highly skilled, specialist jobs are widely available, that they could be working on some of the UK's most inspiring projects and for iconic employers, and that the opportunities for progression are great. In short, they need to be enlightened as to the alternative ways into a highly successful career. Alternative pathways that carry weight with industry employers are available and have gained significant government backing. Higher Apprenticeships being a case in point – £18.7m in funding has been made available to launch 19,000 of these degree-equivalent vocational qualifications. Apprenticeships are being made more readily accessible for businesses of all sizes, with grants for SMEs, for example, as well as more widely available support, advice and information. The political will to ensure that young people have an alternative pathway is there. As well as bringing down record youth unemployment figures, the manufacturing sector needs to take advantage of this support to ensure that they are replacing the skills that will be lost through their ageing and retiring workforce. As well as boosting the perception of careers in industry within schools, the sector must also do more to promote and support women in industry. The People & Productivity survey identified that 59% of workforces are at least three-quarters male. More needs to be done to address this imbalance. Working alongside Semta on the Career Advancement and Progression Programme, we have developed a nationally recognised qualification that supports women in any role in industry. In addition to equipping participants with the skills and confidence to tackle specific gender behaviour traits, the qualification also helps businesses to understand and address possible organisational barriers to their female employees. So far, around 1,300 women in leading engineering and manufacturing companies such as BAE Systems, Jaguar Land Rover, Atkins and Airbus have benefited from the qualification, with over half reporting they have taken on more responsibility (58%) while almost one fifth of participants (18%) moved to a new role. The vast majority of participating women (88%) said they have more confidence and self-belief since completing the programme. It is these kinds of qualifications that will support women in industry to advance and develop their skills, but we must also encourage more female school leavers to follow in their footsteps. Role models are the most important single thing we can do to enthuse young people, so upskilling those already in industry will show the next generation that there are no barriers to a successful and fulfilling career in manufacturing. The UK manufacturing industry is worth around £130bn and is vital to the recovery of the UK economy. If we are to ensure its continued success, we must optimise what the ageing workforce can offer to help enthuse and train the next generation. Employers cannot bury their heads in the sand. They need to be thinking long term. They need to be speaking with schools and young people. They need to be creating opportunities for new talent. And they need to think about the future.