Skills shortage or skills mismatch?

28 April, 2016

Industry and Government have taken pro-active steps over recent years to fight the looming skills shortfall within the UK manufacturing sector. However, there is still concern that we are going to face a real setback in terms of engineering advancement and productivity, if we are unable to find a solution to what is a long standing problem.

The number of engineering apprenticeships is double what they were a decade ago. The volume of students taking AS level STEM (Science, Technology, Engineering and Mathematics) subjects has risen by a third in the same time frame. Equally, the number of applications for higher education courses is on the increase. So why do engineering businesses still find significant problems when recruiting at all levels within their organisations?

Variables

At graduate level; engineering degrees vary drastically, and some are exceptionally niche. This can result in the graduate only applying for specific roles that may be seen as a continuation of their studies.

A Controls & Instrumentation graduate is likely to be very precise in their approach and preclude themselves from wider opportunities, even within engineering. Whereas those who study Business, Economics or other Social Sciences are less restricted, therefore increasing their chances to enter the working population.

If graduates are being too specific in their job search, employers can be equally accused of being too explicit in their requirements. Businesses must recognise that they need to recruit graduates based on potential, aptitude and desire. It is then their responsibility to train the skill.

If a graduate has demonstrated the ability to succeed within their chosen discipline, businesses should be sufficiently confident in their own training and development, that they are able to educate irrespective of the engineering specialism.

Mismatch

This mismatch within the demand and supply of skills does not only occur at graduate level, it can be a trend that follows throughout all levels of an organisation. Since 2008/9, there has been very little appetite for risk across many sectors, including the UK manufacturing. In this case, businesses are avoiding it entirely in their hiring process. Why the reluctance to hire experienced engineers, who would require additional investment to align their skills with a new employer?

We rarely see businesses willing to back themselves to invest their resources in this way. They are inclined to play a waiting game to find the ideal applicant, but are not necessarily prepared to pay the premium required for their skill set. Often leaving critical positions open for far longer than necessary. What impact does this have on productivity?

Would a wiser business decision be to evaluate how long it would take to get a return on that investment from a motivated engineer, learning new skills? Many businesses have become so pre-occupied with the fear of making a mistake in their hiring process; they are missing out on our current highly skilled workforce.

What of the thousands of engineers within the UK oil & gas market, who have seen their whole landscape shift? Which employers across the UK manufacturing sector will be willing to utilise the years of experience that is currently flooding the market? The resources are there, but to take advantage it will take a change in mindset and some forthright decision making.

The responsibility does not lay solely with the employer; if a particular expertise is no longer in demand, applicants need to consider other options. This may mean they have to demonstrate flexibility in their financial demands, in return for new gained skills from future employers.

Foundations in place

Foundations have been put in place at grassroots level to promote engineering within the education sector, so we will have more engineers graduating and forging careers in the segment. However, this alone will not suffice. With the advent of Industry 4.0, there will be an ever present need to re-educate our existing workforce. We must ensure we are optimising the skills we currently have and are continually challenging what our existing engineers can offer. I believe businesses and employees alike must demonstrate confidence and willingness to train and advance our already highly skilled industry. If we do not adapt and react to this evolving and dynamic market, we will inevitably find ourselves lacking on the world stage.