FEATURE SKILLS / TRAINING
CREATING A STANDARDISED APPROACH TO TRAINING
Find out how 2 Sisters Food Group has addressed the challenges of training inconsistencies and quality control, to achieve training consistency across all of its 42 sites
D
elivering consistent learning and development modules can be a
difficult task, particularly for companies who operate across multiple sites. 2 Sisters Food Group (2SFG) is a privately owned food manufacturing company that, since it was established in 1993, has grown rapidly and expanded to cover 42 manufacturing sites across the UK, Ireland, Poland and the Netherlands, employing approximately 23,000 people. To enable the company to achieve its
goal to ‘Find, Grow, Keep’ the best people in the industry, it needed to share ideas about ways of working and consistency of approach, in terms of learning, training and development, across the business. It has employed a wide range of
different approaches to learning and development, plus numerous legacy training materials. Jenni Chambers, head of talent at 2SFG, said: “Because of the rapid expansion of the business and the number of manufacturing facilities, learning and development approaches varied widely across the group, due to its decentralised nature. We needed to be in a position where our different divisions had more similarities than differences, by establishing consistent standards across the business.” The starting point for this was to get the existing learning and development team together to set clear objectives, ranging from short-term improvements – such as the development of a standardised bank of resources and the
creation of line management standards – to long-term objectives, such as improved productivity and the progression of line managers into management roles. The team then decided upon core topics relating to line manager development, with feedback also sought from site general managers to understand what they felt the needs of their teams were and their recommendations on how this should be delivered. This formed the basis for the development of new training materials for 16 modules, with five core modules identified as effective communication skills; motivating and engaging teams; dignity at work; Myself as a Leader; and conflict management.
THE NEXT CHALLENGE “Our next challenge was how to implement this ‘top five’ and how to establish consistency and standards without stifling the positive work that was being achieved locally. We needed an external sense check,” said Chambers. To help 2SFG gain recognition for its
new courses, The National Skills Academy for Food & Drink (NSAFD) proposed the provision of ‘Programme Recognition’ status, to help 2SFG consolidate and refine its training offering. This would have the benefit of working to consistent standards, while giving the programme added credibility through external recognition. As part of this process, NSAFD would assess the structure and quality of the
Tips for addressing the skills shortage
Rockwell Automation has produced a guide for protecting productivity and safety as workers retire and new technologies redefine roles. The company has outlined a five-step approach to help organisations better prepare their operations and empower their workers. “Workforce availability is a long-term challenge
that is largely the result of major industry shifts occurring simultaneously,” said Blake Moret, senior vice president, Control Products and Solutions at Rockwell Automation. “Ageing workers with deep process understanding are leaving the workforce and being replaced by a new generation of workers. At the same time, new technology is enabling industry to equip their existing workforce with new skills, as facilities and plants become more connected.
8 AUTUMN 2016 | INDUSTRIAL COMPLIANCE
Manufacturers should look at their workforce development needs as an opportunity to differentiate, not as a cost to be avoided.” Because the availability of skilled workers is
shrinking globally, methods such as offshoring and workforce relocation become less effective. The problem must be dealt with by taking a holistic approach to machinery and facility design, training, technology and safety. A white paper outlining
the five-step approach is available at
http://bit.ly/2aICbMa
company’s training courses and learning materials to ensure they met the required assessment criteria. If any gaps were identified, NSAFD’s expert consultants could advise on the materials and training required. Successfully completing Programme Recognition assessment ensures that the training gains the credibility and exposure it requires. 12 months on, this collaborative approach has resulted in a learning and development strategy that has brought 2SFG benefits in terms of sharing best practice, greater efficiency, value for money and a more standardised approach to training and development. Recognised and approved content ensures that the training being delivered is good quality and is in line with industry standards.
“Thanks to our partnership with the NSAFD there is now a dedicated framework in place to support learning and development across the business. So, whether employees work in general management, factory production or health and safety, there is the right training course for them, supported by high-quality training materials. To support the sustainable growth of the business, we need to ensure we have a well-trained, skilled workforce and our partnership with NSAFD has given us the reassurance we needed; the development of our training programmes are truly focused on delivering this goal,” concluded Chambers.
The National Skills Academy for Food & Drink
www.nsafd.co.uk T: 0845 644 0558
/ INDUST RAL COMPA RI CE
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