In Chapter Three it was pointed out that the varied duties of providing advisory, individual and collective conciliation and arbitration services within each region, called for the development of a flexible and adaptable manpower resource, not least because of the constantly changing levels of demand for each type of service. A brief explanation of the broad choices available to a regional director to organise his staff on a generalist or specialist basis was also given. While the choices that are made are not crucial, they remain important even when allowance is made for the influence exerted by the geographical nature of a particular region. Their importance is related to what are thought to be the advantages and disadvantages of each approach to the advisory and conciliation functions as such and the contribution that each approach is held to make to the effective deployment of the region’s manpower. The efficient use of advisers is certainly of concern to ACAS management, to Department of Employment survey teams, and should, it is hoped, be of some interest to taxpayer funders of ACAS. It is therefore thought useful to elaborate, without going into fine detail, the generalist v specialist debate touched on in Chapter Three and to associate that debate with other aspects of the management of the advisory service especially where these relate to the issue of specialism.
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