Articlegreen2011

The challenges for sustainable skills development in the UK automotive supply sector

9 citations0/0 files storedManagement Research Review

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Human Resource Development and Performance Evaluation Vocational Education and Training Competency Development and Evaluation

Abstract

Purpose The purpose of this paper is to develop a model for sustainable learning that can be used to target training resources more effectively. The focus is the automotive supplier chain where skills development is an urgent problem. Design/methodology/approach A number of different surveys have been combined to draw out government, employer and staff approaches to training. From these a model was developed and its elements tested on a further group of small to medium‐sized companies (SMEs). Findings From the initial surveys the outcomes of training across this segment of the industry were mostly unknown, unmeasured and often unpredictable. This result was in keeping with wider research which has indicated that even in large enterprises some 60 per cent of training budgets lack quantifiable targets to achieve. Amongst the smaller SMEs the skills needs were different to those of the larger enterprises. Practical implications A model has been presented that can support sustainable learning. More specific criteria could be used to target training resources selectively. If an enterprise is ready, motivated and receptive; if training is only given to selected suitable staff whose achievement is subsequently recognised; if the training is relevant and focused; then the sustained learning will lead to measureable outcomes that relate to the enterprise's goals. Originality/value The model provides a framework of criteria to target training more effectively. This is potentially a new way to focus skills development. The companies most likely to meet these criteria will be the competitive and innovative companies. The results can be adapted and applied also to most European SMEs.

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References

1985The Reflective Practitioner: How Professionals Think in Action 1991The fifth discipline, the art and practice of the learning organization 1992The machine that changed the world 1998Toyota production system: beyond large-scale production 2002The fifth discipline-the art and practice of the learning organisation 1993Toyota Production System 2017The Age of Discontinuity 1989KIRKPATRICK'S LEVELS OF TRAINING CRITERIA: THIRTY YEARS LATER

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2015The Application of Sustainable Practices and Performance Measures in the Automotive Industry: A Systematic Literature Review 2012Training & Development Practices in National Bank of Pakistan

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