DEVELOPING TALENT THROUGH PARTNERSHIPS
Precision learning
In keeping with a long track record of supporting industry by providing the right technical skills, City & Guilds has been working with Honda to create the next generation of trained engineers.
Businesses already face diffi culties in securing specialist skills in areas such as science, technology, engineering and project management, and demand for these skills is likely to grow. It is estimated that an additional 13 million people with professional and technical skills and 900,000 managers and senior professionals will be required by 2017. From agriculture to management, City & Guilds apprenticeships are seen as the benchmark in key industries in the UK and worldwide. In the motor industry, Honda is one example. Thanks to a close working relationship with Honda, hundreds of the company’s young apprentices now gain City & Guilds qualifi cations every year. The Honda Institute is based near Slough and is home to its apprentice training programme. Graham Goodwin, Business Manager for Transport at City & Guilds, explained why the 10-year partnership between Honda and City & Guilds has been such a good fi t. ‘Honda’s strapline is “the power of dreams” and its core values focus on quality and being the best you can be,’ said Goodwin. ‘This fi ts very well with City & Guilds’ dedication to quality assurance and improving individuals’ opportunities and skills across the world.’
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City & Guilds operates alongside a network of colleges, employers and training centres to deliver innovative learning solutions that help learners fulfi l their potential. We need to deliver more value to an expanding global network of training partners. The current tight funding environment has made 2009-2010 a challenging but rewarding year due to productive new partnerships.
In for the long haul
City & Guilds’ partnership with two airlines shows how a commitment to vocational training can reap dividends in even the toughest of trading environments.
When a market contracts, common sense would dictate that an organisation should take defensive measures to ensure it survives the downturn. These might include cutbacks in spending on non-core elements of an organisation – such as training. While quality might take a hit in the short term, the rationale is that when conditions improve, the organisation can reinvest, resupply and rehire. But what if the market never returns to the way it was? The aviation sector faces this conundrum, yet two carriers have taken the long view when it comes to workplace training. Low-cost airline BMI Baby ensured
that it gave its customers exceptional service in 2009 by providing its cabin crew with the chance to complete the Level 2 NVQ in Aviation Operations in the Air – Cabin Crew. Janice Mossie, Recruitment Manager at BMI Baby, said: ‘We want to give something back to our staff to let them know that they are appreciated right from the start of their careers. By training with us they walk away with a national qualifi cation that’s recognised everywhere – because the City & Guilds brand is well recognised and reputable.’ Elsewhere in the aviation sector, City & Guilds’ ongoing relationship with
Flybe, which saw the regional airline’s training centre offi cially accredited in 2009, continued to grow in 2010 when Flybe gained approval to act as a centre for the Institute of Leadership & Management (ILM). The new status allows Flybe to deliver the ILM Level 3 Award in Leadership & Management to employees who undertake the Flybe Leader programme. Flybe Director of HR Simon Charles said: ‘I am pleased that, despite the deepest recession in living memory, the Board continues to support the development of our people to their potential and that these efforts are being externally recognised.’
Read about how City & Guilds is helping build business success at
www.cityandguilds.com/business
QCF progress In September 2010, 340,000 learners were already working on QCF qualifi cations
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