Lifelonglearning

At the recent launch of the Chemical Industries Association's lifelong learning guides and materials, there was an emerging theme from the discussions between the employers present. Our industry is very good at managing its task - at ensuring that the right volume of quality product is produced on time and to the correct specification - but it is not always as good at managing the people who produce the product. Yet as one employer said: `Most chemical companies have similar equipment. The only way to gain the competitive edge is through our people.'

To support the industry in progressing these ideas, the CIA has developed its set of materials to support individuals, managers and organisations engaging in lifelong learning. Companies as diverse as BP Amoco, Dow Corning and Glaxo Wellcome have contributed to the project by sharing their experience of establishing a lifelong learning culture.

Plant and equipment do not by themselves produce top quality chemicals. It is thoroughly trained, qualified and motivated people who make the essential difference to output, quality, customer service and the effective implementation of Responsible Care; and, of course, to the profitability of the industry. The challenge for us is to improve the way we manage our people and to believe that, with such improvement, our tasks will be achieved more competitively.

Since its introduction, the Investors in People scheme has been seen by the CIA as a vehicle for improving business performance through the development of people. Setting out to meet the standard is not pursued for philanthropic reasons, but for sound business reasons - because companies want to maintain their competitive edge and market position on the global stage. As one employer put it: `We need to keep our eye on the ball, rather than on where we think the ball should be landing.'

A number of CIA projects confirm that developing people's skills and knowledge directly contributes to the efficiency and profitability of chemical companies. In BP Amoco the lifelong learning culture is not an `optional extra'; it is a business imperative. Blake Holt, HR manager at BP Amoco and chairman of the chemical sector's National Training Organisation (NTO), said: `If we are to meet our aspirational goals, we will do it through the skill and ability of our employees. We must therefore give them opportunity and support in constantly updating and practising their skills, and we must create a culture where people learn from each other to spread knowledge and learning around the company.'

Dow Corning's Barry site identified a need to improve training and to test and demonstrate the competence of its staff. One of the strategies chosen was to establish simple, well-managed and quality-controlled systems for the delivery of NVQs. By securing the commitment of employees through a continuous assessment and feedback process, the site achieved a step change improvement in performance.

We in the chemical industry can be proud of our track record in many areas of training, although much of the training offered has tended to address traditionally vital areas of need, such as operating a process; following a procedure; or carrying out a safety routine. However, while this will always be important, we must widen our view of the type of learning which people will need for the future. We cannot simply provide people with the knowledge and skills they need to do a job any more. That job might not exist in a year's time, and besides, employers want people who can adapt, change and above all, learn quickly and effectively. In other words, we want people to engage in lifelong learning.

Glaxo Wellcome introduced a new competency framework in 1997, in order to help employees `get the most out of their careers with Glaxo Wellcome' and to `give the business the best chance of continuing to be successful.' The company sees learning and development as critical to its continued success. But the onus is not all on the employee. Achieving the desired state of learning and development is a partnership between employer and employee. PE

Penny Horner is NTO Policy Manager at the Chemical Industries Association