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SKILLSIN VIEW
Morgan Rothwell Continued from Page 51
ZW: AI is being fully embraced in our organisation. It’s being used to work smarter, not harder. There is so much reporting that is done, but there are errors so you still need a human in there.
Talent through every stage of a career: How should learning and development evolve from apprentices through to experienced leaders?
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CB: I thought the question should be phrased: ‘How should it evolve from leaders to apprentices?’ I think it should be a top down approach because learning should always be a constant development throughout. If you’ve got a leader who is constantly learning and has a desire to keep learning, that should filter through your mid levels down to your apprentices.
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B&FC Group is one of the UK’s leading providers of professional and technical education. We are focused on developing the highly skilled people needed to drive growth and success in the wider UK economy and to fulfil the workforce needs of local, regional and national businesses both now and in the future through industry training and apprenticeships.
How we support people to develop their skills Supported by:
We are passionate about delivering the skills needed to thrive in a changing economy. Working closely with employers, we look to develop industry relevant training, apprenticeships and higher-level qualifications that build talent, boost productivity and support career progression, helping organisations attract, develop and retain a skilled workforce.
Why Lancashire is a great place to learn ENTER HERE
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Lancashire is one of the UK’s most exciting places to learn and build a career. Major investment in defence, digital technology and advanced manufacturing is creating new opportunities across the region, including the National Cyber Force headquarters in Samlesbury and growing demand for cyber, engineering and nuclear skills. As the North West’s Defence Technical Excellence College, B&FC Group is helping develop the talent needed to support this growth.
blackpool.ac.uk About us
We grow our clients’ businesses through website, digital and social marketing and advertising using a range of modern and traditional techniques and technologies. We are a certified Google Partner, which only five per cent of agencies in the UK achieve, plus we now run ChatGPT adverts alongside our Meta and TikTok ads. We have a dedicated website growth team who specialise in both traditional SEO and AI/AEO website optimisation. Our highly skilled and experienced design team ensures that not only does everything function well, but it looks great too.
How we support people to develop their skills
Everyone in the business has the opportunity to undertake training and qualifications they are interested in and that will help them and our clients. We are certified by Google, Meta and LinkedIn, in addition to having Cyber Essentials and other skills and qualifications – all of which are due to our team wanting to improve and develop.
Why Lancashire is a great place to learn
Lancashire has one of the best further and higher education networks in the UK, along with a diverse range of business, sector and private training providers. In recent years people seem far more aspirational and value the rewards that higher skills and training can give.
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GA: We used to talk about the Peter Principle, so the fact you might be a good engineer or a good technician doesn’t necessarily mean you’re going to translate into a good manager. Because you’re excellent in that field, you get promoted, so we have to be aware of that and make sure people get the training to fulfil that role.
Paul Colman-Smith
JB: Sometimes people don’t want to do it. We have had some amazing chefs in the past, some of them still work for us, and we have asked if they want to be a head chef, but they just want to stay at their level, doing what they do, because they love it. And we’ve got to respect that and work with them with the skills they have currently.
ED: It happens in teaching all the time. The best teachers in the classroom are taken out to become heads of year. You might take someone from teaching 25 hours a week to only two or three because they’re doing head of year stuff.
SH: People need training in those early stages of being a manager. They have to learn how to have difficult conversations and manage conflict.
GA: Sometimes it’s not a bad thing to take people out of their comfort zone and put them in a position they may not fully understand, but as long as you’re supporting them in that, you’re not setting them up to fail.
PCS: We’ve not always gone for experience. We’ve given someone a chance, looked at
Sarah Hall
the potential of where they can be and we’ve decided: ‘You have the chance to make a difference, so take it and make it.’
MR: We have younger people who understand some of the technologies that I have no idea about, and they are passing those skills up, as well as us passing skills down. We totally changed the way we operate in terms of our meetings. We now do an individual meeting every quarter and then every year we have a full team meeting. Individuals are now ambassadors for certain things and then they are sharing the knowledge to the different teams. We have people aged from 18 to 63, and the knowledge passing from an 18 year old to a 63 year old is really quite interesting. The experience being passed back is great too. I love that development.
ZW: It’s got to come from the top down. It is something we embrace and you can’t stop learning, especially in today’s society and how technology is coming along. We learn from the people we bring in. We are constantly educating ourselves and trying to better ourselves for the business and individually.
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