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Bridging the skill gap

According to the Statistical Institute of Jamaica, as of October 2006, the unemployment rate in Jamaica was 9.6%. While this represents an overall decline compared to say, 2004, unemployment in Jamaica is still high and that fact has become even more evident as new graduates hit the streets this year in search of jobs.

Many are finding that to be employable, it is not enough to be a graduate. In the modern work environment one has to be skilled. The lack of skills robs job seekers of opportunity and costs Jamaica millions of dollars in lost revenue annually.

From basic literacy and numeracy to computer competence, every worker must now be armed with a range of skills to perform effectively in the workplace. Every employee must be equipped to function in a highly competitive, global environment.

These increasing demands, according to Manpower and Maintenance Services Limited (MMS) CEO Audrey Hinchcliffe, are proving to be even more challenging for developing countries like Jamaica. “While many of our unemployed would wish to change their status, they simply do not have the skills to find jobs,” Mrs. Hinchcliffe said. “In many cases even the employed are not able to perform efficiently and effectively because of low skill levels. If we are to achieve the levels of productivity to see real growth in Jamaica’s economy, this is an area that must be addressed urgently,” she added.

Enter the Institute for Workforce Education and Development (IWED). The training arm of MMS, IWED was opened in 2005 to provide “work-relevant training” that caters to the specific needs of the trainees and client companies that it serves. “Through IWED we focus not only on skills training, but on customizing that training so that those who complete the courses also leave with a greater understanding of organizational culture and their role in improving productivity at the workplace,” Mrs. Hinchcliffe said.

Selected training programmes at the Institute are certifiable by the National Council on Technical Vocational Education and Training (NCTVET) and National Vocational Qualification of Jamaica (NVQ-J), Jamaica Foundation for Lifelong Learning (JFLL) and the Jamaican Institute of Management. Attempts are being made by Training Director Audrey Leahong to forge alliances with other organizations in an effort to broaden the range of certified courses that IWED offers.

Ms Leahong said most curriculum outlines “include a list of core topics, but are also tailored to match the client’s needs. Participants undergo an intensive period of training in theory and practice as well as follow-up on the job assessments.” Courses include: Cleaning Techniques for Janitorial Services, Customer Service - Level 1, Food Handling Practices and Procedures, Home Management, Introduction to Housekeeping/Hospitality, Ornamental Horticulture and Grounds Maintenance, Occupational Health and Safety for Industry, Pest Control Management, Time Management, Workplace Education and Workplace Professionalism, among others.

IWED is already making its mark. According to Audrey Leahong, “We have trained over 70 participants with the assistance of the National Housing Trust Inner City Housing Project (NHT/ICHP) through its Job Fair in October 2006, World Cup Cricket in 2007, and the Manpower and Maintenance Placement Agency. Over 65 participants were placed and are still employed either part-time, full-time, or have started their own businesses.” The participants work in a wide range of areas from household helpers, gardeners and janitors to administrative and clerical officers.

“We recognize that the workplace is changing rapidly and that the training offered must be tailored to address those changes. We are determined to bridge the skills gap. At IWED, our objective is not only to train workers but to develop a new work culture where all trainees are equipped with the required skills to be competent; are committed to improving their performance on the job, and understand what it means to provide a high standard of service, Mrs. Leahong said. One of IWED’s objectives, she added, is also to encourage participants to leave “possessing the will to overcome limitations” in keeping with the organization’s motto.
 
Improving performance through training

In a global environment that is becoming increasingly competitive, the importance and value of training cannot be overstated. While it may not be the only solution, the experts all agree that training is absolutely essential if companies are to improve efficiency and remain competitive, empower staff to adapt to the demands of the changing global landscape and maintain high levels of productivity.

According to Melvah Blake, head of the Institute for Workforce Education and Development (IWED), a Manpower & Maintenance Limited Company, the benefits of training to the organization “go beyond the bottom line to improve the status, confidence and interactive skills of employees, provide motivation and add overall skill value to the workplace.” Those who receive training will also find that there is the added benefit of career enhancement.

Ms Blake explains that wherever there is a lack of motivation, there is often under performance. “Sometimes during a training session one can actually see the light of understanding go off in the eyes of many of those who are being trained. This comes from the recognition that there is much to learn and learning improves the capacity to function efficiently. It is exciting to see de-motivated people in a training session become excited and motivated to do a good job as they finally begin to understand their roles in the organization.”

Ms Blake further explains that a trained employee invariably becomes a more confident worker. This confidence comes from “a greater sense of empowerment as the trained employee will be more equipped to execute his or her duties.” Increased confidence in this instance can positively affect the bottom-line.

Training is also important as it can help to expand the vision of both the employee and the organization. When staff are exposed to new ways of doing things or helped to apply different methods of analysis to problem solving, this can embolden them to think more creatively and less conventionally, according to Blake. “An employee who is given the tools and encouraged to think and take an interest in the organization can be of immense value to that organization”, she adds.

At the same time, Ms Blake is aware that many organizations fail to train because they are wary of employees leaving. “That is a risk one takes when one trains but one always has to look at the broader picture. A more competent and capable staff is not only one that has all the necessary degrees and certificates. It is the employee who understands the organization and its culture, has a handle on what is happening in the marketplace, and appreciates how he or she fits into the plans and strategies to move the company forward, who will be of greatest value to the company.” Ms Blake is convinced that it is training that will bridge the knowledge gap and best equip employees to function at maximum efficiency thus ultimately giving the company the competitive edge.

 
 


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