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Top firms 'failed to invest'
00:00 30 Sep 1998
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by John d'Arcy
Recent research among Britain's top 50 contractors has found that the training function of many large firms shrank during the recession, according to the Construction Industry Training Board.
The board says in-company training and management development programmes were cut in all but a few firms. Training aimed at a more strategic and integrated appreciation of the business was rare. Many firms recognised that they failed to plan adequately for management progression. Just a few actually increased training.
The board also says it is puzzled by an apparent reluctance on the part of contractors to take up training opportunities for the vital position of site supervisor.
The implied criticism of the majors' lack of investment is contained in a CITB discussion paper drawn up as a draft response to Sir John Egan's report, Rethinking Construction.
The document proposes that the training board should examine the potential increased demand for management development, which is likely to stem from a less confrontational approach and more stable work teams as advocated by Egan as a means towards better construction quality. It says training programmes may need to change the current balance between technical and strategic planning content.
The CITB accepts Egan's contention that the key role on site is that of the supervisor. It notes his view that "the UK has one of the highest levels of supervision on site internationally but one of the poorest records of training for supervisors."
The board queries Egan's assertion that there is "a crisis in training." It accepts that there is a shortage in some traditional skills. But it argues that Egan's view of a skills shortage might better be described as a "skills gap." It says a skill gap implies that, while skills are available, they are inappropriate to meeting changing needs in the construction process. Such issues are best addressed by upskilling rather than new entrant training.
Other actions proposed by CITB include:
l Investigating the training requirements for integrated project management.
l Using the Construction College facilities to familiarise designers with current site practice.
l Reviewing training grants in order to extend rather than deter multi-skilling, while ensuring that multi-skilling does not spell de-skilling.
l Exploring the benefits of team training.
Recent research among Britain's top 50 contractors has found that the training function of many large firms shrank during the recession, according to the Construction Industry Training Board.
The board says in-company training and management development programmes were cut in all but a few firms. Training aimed at a more strategic and integrated appreciation of the business was rare. Many firms recognised that they failed to plan adequately for management progression. Just a few actually increased training.
The board also says it is puzzled by an apparent reluctance on the part of contractors to take up training opportunities for the vital position of site supervisor.
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The implied criticism of the majors' lack of investment is contained in a CITB discussion paper drawn up as a draft response to Sir John Egan's report, Rethinking Construction.
The document proposes that the training board should examine the potential increased demand for management development, which is likely to stem from a less confrontational approach and more stable work teams as advocated by Egan as a means towards better construction quality. It says training programmes may need to change the current balance between technical and strategic planning content.
The CITB accepts Egan's contention that the key role on site is that of the supervisor. It notes his view that "the UK has one of the highest levels of supervision on site internationally but one of the poorest records of training for supervisors."
The board queries Egan's assertion that there is "a crisis in training." It accepts that there is a shortage in some traditional skills. But it argues that Egan's view of a skills shortage might better be described as a "skills gap." It says a skill gap implies that, while skills are available, they are inappropriate to meeting changing needs in the construction process. Such issues are best addressed by upskilling rather than new entrant training.
Other actions proposed by CITB include:
l Investigating the training requirements for integrated project management.
l Using the Construction College facilities to familiarise designers with current site practice.
l Reviewing training grants in order to extend rather than deter multi-skilling, while ensuring that multi-skilling does not spell de-skilling.
l Exploring the benefits of team training.
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