Let’s engineer a solution to the skills dearth
1 min read
The moment I decided to embark on a career in engineering is etched in my mind. I was only seven years old. My dad, who was an engineer himself, was urging my reluctant brother to follow in his footsteps, but he took a different path. It planted a seed in my mind. Why couldn't I be an engineer? I was determined to prove myself.
Today, I am very proud to be an engineer. I love what I do and especially the variety that it offers. Having held a number of technical and operational positions, I'm now competence and development manager at Atlas Copco UK & Ireland. One of my roles is to help the company attract young people and ensure they grow within the organisation.
My own career began with an apprenticeship and, although it wasn't always easy, I was fortunate to be given such a great start in a great environment. That has become my blueprint. It's vital that, as an industry, we get apprenticeships right in order to address the shortage of young people entering into this profession.
First, we must overcome the misconceptions that have grown up around apprenticeships. At their best, they are an incredibly valuable alternative, or enhancement, to formal academic qualifications. There needs to be a concerted effort by businesses, students, academic institutions and public bodies to redefine apprenticeships, simplify the available qualifications and encourage best practice.
At Atlas Copco, we believe in sustainable productivity, and that applies just as much to our workforce as our products. What better way to ensure sustainability than to nurture young talent? This is why we engage closely with local schools and colleges to improve the understanding of what a career in engineering looks like in reality. It's a far more progressive, impactful and varied set of opportunities than most young people think.
Secondly, we need to make sure apprentices are properly integrated into the organisation. An industry contact told me recently that his apprentice had reached the end of a four-year period at the company, but, moving forward, they didn't know how to engage with him. What a waste. They need to be part of the team, not treated separately. Our apprentices – we currently have 10 – get a company vehicle and a full uniform. They get to pursue the path that interests them most.
The solution to the skills shortage will not be found overnight. But if we all embrace our responsibilities as employers, the future looks bright.
