Skills Projects Archives - North East Local Enterprise Partnership

By Michelle Rainbow, Skills Director of the North East Local Enterprise Partnership

From the start, we had the bold ambition at the North East LEP to become a national exemplar for skills, social mobility and inclusivity. It’s why we’ve consistently championed an ‘each and every’ approach which has been at the heart of the Strategic Economic Plan, ensuring no one is left behind. It’s been quite a journey.

When I first joined the North East LEP, the approach to skills and inclusion was very theoretical. One of my first jobs was to humanise the economic data and make it all about people and how we could get systems moving and stop those needing extra help from falling through the cracks. We needed something to be delivered through our partners to fix the systemic issues holding people back.

Our initial focus was on older workers, how to support people back into work, how to deliver digital inclusion, how to retain graduates within the region, how to become attractive to new investment in the region and how to have the right pipeline and skilled workforce for businesses to grow and thrive.

These were big challenges and we had to address them all.

Ten years is a long time for economic development and regional skills policy. Since 2014, we’ve seen many leaders come and go. Each new prime minister and secretary of state brought different policies and priorities, which meant working closely with the Department of Education (DfE) to navigate each change.

Establishing good working relationships with the DfE, other government departments, and partners within the North East was a priority from the start. We knew that to have a serious impact, we’d need a depth of trust enabling mutual challenges regarding how money should be spent.

We developed excellent relationships with further education colleges, schools, universities and independent training providers and it made a difference. People knew we were there to listen and were striving to do the right thing with the budgets, constraints and influence that we had. Similarly, we welcomed their honesty, commitment and equal ambition to deliver everything to the highest standards.

In time, our consistent approach to Skills partnership working and delivery led to the North East being chosen to pilot various initiatives, the most well-known being the Career Benchmarks, later rolled out more widely by the Gatsby Foundation, which initiated and funded the scheme. The success of this led to the government launching new statutory guidance for schools on how to deliver careers education with the Gatsby Career Benchmarks at the heart. This legacy is one the team and I are very proud of.

Having a genuinely strategic long-term plan and sticking to it meant we weren’t blown about too much by political headwinds. Being led by the evidence helped to steady the ship through the turbulence of the pandemic, the UK’s exit from the EU, and challenges facing the education landscape post-COVID. Having clear goals with a clear message was really helpful to everyone involved with strategy, policy, and delivery.

A hugely positive development as we move forward is that we will have scope and remit that we haven’t had to date.

You cannot disconnect things like employment and inclusion from health, housing and transport. While before we could go so far in economic development terms, through the new North East Combined Authority, we’ll be able to go much further and connect all these things up.

These significant step changes as we merge into the new combined authority and get more funding and powers are welcomed here and by our partners. I can’t wait to be part of the team to make this happen.

A ground-breaking initiative aimed at shaping brighter futures for young people in South Tyneside has boosted skills and reshaped employer perspectives.

The Mentoring Project was launched to help young people involved with the Youth Justice Service (YJS) to raise their aspirations.

The pilot, led by the North East Local Enterprise Partnership (LEP), matched a group of YJS young people with six employers to provide opportunities to learn about the type of skills and behaviours valued in the workplace and to introduce them to positive employer role models.

The initiative not only refined the mentoring skills of the employers involved but has also provided a deeper understanding of the challenges confronting YJS young people.

An independent review of the pilot has reported benefits for both mentees and mentors, showcasing the project’s significant impact.

According to the review, the Mentoring Project provided mentees, often experiencing their first exposure to work, with practical insights into specific career paths and educational trajectories.

As for the businesses involved, the mentors reported satisfaction in giving back to their communities and broadening their perspectives and skills. They also developed a better understanding of young people’s experience in the context of Youth Justice and thereby broke down some of the barriers around potential stereotypes of young people in contact with YJS.

One of the mentors involved in the pilot, Steve Cumpson Systems Application and Products Basis Manager at Newcastle University IT Service, said: “I had never done anything like this before but the key for me was thinking what if I could even help one person by a small amount, that would be fantastic. I had no expectations going in on whether it would be successful, but this has been one of the best experiences of my life.

“It has just sparked something within me, and it has seemed to work well for me and for my mentee. The feedback has been amazing and quite humbling, and the impact also on my mentee has been special to see. The benefits have been massive and have impacted every part of my life. There is not a single doubt in my mind that I want to continue in this area.”

Other companies involved in the mentoring were Keepmoat, Komatsu, Wates, Goldfinch Estate Agents, and the Port of Tyne.

As a result of the pilot, South Tyneside Council has officially incorporated mentoring into its Business Pledge, offering every business signing up the chance to contribute to this impactful initiative.

A special event was held at South Shields Town Hall to celebrate the success of the pilot project.

Councillor Jane Carter, Lead Member for Education and Skills, said: “This inspirational scheme has absolutely been a win-win for both our young people and employers.

“It has shown just how great an impact can be made when employers are willing to give their time and experience and young people are prepared to learn. By breaking down barriers, this project has helped these young people look forward to a much more positive future.”

Developed by the North East LEP in partnership with South Tyneside Council’s YJS team and with funding by the Careers and Enterprise Company (CEC), the Mentoring Project saw local employers work intensively with the young people over a year.

Michelle Rainbow, Skills Director for the North East Local Enterprise Partnership, said: “We are delighted to have supported The Mentoring Project, which bridged the gap that young people in contact with Youth Justice Service experience when exploring future career pathways.

“The work done so far has begun to dismantle the barriers between YJS young people and employers, contributing to destigmatising this group by fostering greater understanding of their histories and circumstances.”

Ian Buckingham, Strategic Consulting Partner at Mosaic Partners, who delivered part of the training in the project, said: “We have been able to cultivate some exceptional, values-driven mentors from several working generations; develop a toolkit and upskilling approach that now serves as a model for future projects and, most importantly, there have been some excellent early wins and outcomes for several of the participants to help them re-connect with their potential and the wider world of work.”

Ends

By Denis Heaney, Enterprise Adviser Hub Lead at the North East Local Enterprise Partnership

It is quite common to hear employers expressing concerns that young people joining the workforce don’t have the skills businesses require, and recognise a disconnect between the skills they acquire through school, college and universities, and those needed by the world of work.

Thankfully, things are changing. There are more opportunities for industry to work in partnership with academia to influence curriculum development, provide workplace experiences, and educate young people about the careers opportunities available to them.

One of the most successful approaches has been the creation of the Enterprise Adviser Network; a group of passionate and dedicated business leaders that work with schools and colleges to bridge the gap between education and employment, and work with teachers and young people to deliver quality careers education.

Here in the North East, we currently have 191 business leaders in our Enterprise Adviser Network, but we’re looking to boost that number and partner more industry professionals with local schools and colleges.

One of the most common questions I get from businesses when speaking to them about joining the Enterprise Adviser Network is, ‘how much of my time will it take?’ Well the good news is, no matter how much, or how little, time you have available, we can make it meaningful. I think employers often underestimate the positive influence they can make by engaging with education. It doesn’t matter if it’s 1% of your time or 100%, the support we offer ensures your time is impactful.

Being an Enterprise Adviser is about bringing like-minded people together to make a difference in education. And how people choose to do that can be very different.

We’ve had Enterprise Advisers join the Board of Governors to influence at a strategic level, and we’ve also supported Enterprise Advisers to consult on careers programmes in schools. Some Enterprise Advisers have provided a mentoring role to teachers and students, whilst others have helped deliver curriculum-based projects. Whilst the pathways have all been very different, the end result is always the same; better careers education for students, which leads to better outcomes.

An increasingly popular area of support is improving teachers’ understanding of industry by providing time in the workplace. Teachers – along with parents/guardians – are the biggest influencers when it comes to careers guidance. By helping teachers better understand the local economy, they are more equipped to connect learning to the world of work.

Our job at the North East Local Enterprise Partnership is to ensure the engagement businesses have with schools and colleges is as much about meeting business needs, as it is improving career outcomes for students. Employers have the opportunity to influence what teaching looks like, and how the curriculum can deliver the talent and skills they need to fill the jobs of the future.

I very much see the Enterprise Adviser Network as the vehicle for industry to engage with education.

If you or your business would like to find out more about joining the Enterprise Adviser Network and inspiring the next generation about the amazing career opportunities the North East, we’d love to hear from you. You can complete an Expression of Interest via our website – www.northeastambition.co.uk – or email [email protected].

A new resource to boost skills in the region’s health and life sciences sector

Health and Life Sciences – Career pathways for shortage roles is a new resource designed to help:

Businesses working in the region’s health and life sciences sector address skills shortages for key roles

Education and training providers develop industry relevant curriculum

The wider industry grow and thrive in the North East.

It has been developed in response to the publication of the North East Health, Life Sciences and Medicines Manufacturing Strategy, which aims to double the number of jobs and businesses in the health and life sciences sector by 2030.

What is Health and Life Sciences – Career pathways for shortage roles?

A free online resource for businesses working in the North East’s health and life sciences sector, Health and Life Sciences – Career pathways for shortage roles outlines the basic and essential skills needed for six key roles where a shortage of appropriately skilled candidates has been identified. The six key roles are:

Analytical Chemist
Process Engineer
Software Engineer
Quality Assurance Manager
Lab Technician
Project Manager.

What help and support can businesses access?

Employers can see the education and training routes available in the region to allow them to grow talent into the six specific roles, including:

Education and training

Apprenticeships
T Levels
Further education.

Uptake of apprenticeships and other vocational qualifications is very low in the health and life sciences sector.

The resource uses existing good practice and occupational maps from the Institute for Apprenticeships and Technical Education (IfATE) to identify better ways to utilise apprenticeship funding and advancements in technical education to develop talent into the six key shortage roles.

Education contacts and courses

Businesses can access information on local education contacts as well as training and courses relevant to each role.

Case studies

Employers can also read case studies about local employers who have successfully adopted the education and training routes outlined in the resource to increase workforce development.

What support is available for education and training providers?

Insight to develop an industry relevant curriculum

In addition to supporting employers in the region with recruitment challenges, the new resource also provides information on skills shortages in the sector, which education and training providers can use to inform the development of an industry relevant curriculum and inform young people about career pathways into in the sector.

How do I access the resources?

Visit the Health and Life Sciences – Career pathways for shortage roles resource.

Visit the North East Health and Life Sciences Sector Careers Toolkit.

In conversation with Jane Klotz, HR Manager at High Force Research

Why did High Force Research choose to invest in apprenticeships?

There are two reasons why the company is so supportive of apprenticeships.

The first is that it’s at the heart of our directors whose own career journeys started down that route. It’s very much a value that we have within the organisation; to give young people an opportunity and route into life sciences.

And second, we see it as a great way to attract young talent, especially those that feel University isn’t the route for them. We could be losing out on some great chemists by only taking on graduates.

What are some of the benefits of taking on an apprentice?

We can mold apprentices in the way we want to, and by learning on the job they very quickly become productive. We are able to get our apprentices working alongside our existing team early on and teach them the things we think they need to learn.

The two apprentices in the company at the moment – Charlie and Jude – are both very committed, and so are the two new apprentices we’re taking on in the autumn. They’ve all demonstrated a real willingness to learn and a passion for life sciences.

Apprenticeships are cost effective too. We’ve chosen to pay more than the apprenticeship rate, and we review salaries annually as they progress through their training. There are no tuition fees for the apprentice to pay and because we’re an SME we only pay a nominal amount towards their academic learning. So it’s really good value for money.

Do you think there is a lack of understanding in the sector about the value of apprenticeships?

Yes, definitely. Historically people still see apprenticeships as being a poor relation to other qualifications.

Apprenticeships are certainly working for us, and the conversations I’ve been having with peers in recent weeks suggest they are beginning to open their eyes and see them as a way forward too.

Why do you think apprenticeships and other vocational qualifications are an important route to careers in health and life sciences?

University isn’t for everyone; I didn’t go to university. How many 18 years old really know what they want to do as a career. Choosing the right degree, and the cost implications that come with it, can be difficult depending on your socio-economic background.

Apprenticeships give people the option to pursue something they love and be on a financial par with graduates. Our apprentices will achieve two qualifications, a degree in Laboratory Science and an apprenticeship qualification. The apprenticeship covers a lot more around business management and all the processes the apprenticeship framework covers. It makes them a very well rounded individual.

Apprenticeships build that understanding of the workplace and develop a business mindset.

Do you think apprenticeships can help address some of the skill gaps in the sector?

Yes, definitely. Because of the way the course is structured and apprentices join from age 18 and 19, we can start to lay those foundations to help them understand what skills and knowledge they need, how we do business, and what the world of work is about. And at the same time they’re learning the technical skills and knowledge that enable them to do the job effectively.

How has the High Force Research apprenticeship programme benefitted the company?

Both Charlie and Jude have a real enthusiasm for what they do and that’s reflected in the quality of their work.

In the second year of his apprenticeship, Jude was one of our most experienced QC analysts. His productivity, even within the first two years of his four-year course, was phenomenal. And Charlie is very much the same.

In the first six months of an apprenticeship, people are picking up the skills, techniques and knowledge so they’re not as productive at that stage. But that changes very quickly and Charlie and Jude are now training some of our new graduates.

Graduates often come to us with a degree in chemistry, but they’ve then got to apply that knowledge to a workplace environment. And it’s all quite new for them; it’s on a completely different scale to what they’ve experienced at University. They don’t, for example, understand the quality system we work towards, whereas our apprentices are learning that from day one. That’s why they’re able to train and mentor new starters.

Why should other health and life sciences businesses consider taking on apprentices?

It’s good for business. I think people worry its going to be a huge burden but it’s actually contributing to your success.

It helps with succession planning too as you’re creating a pipeline of future talent. You also get to nurture that talent and help people grow through their careers.

We’re making sure our apprentices have the opportunity to work in different areas too, so Charlie, for example, will be working with the R&D team. He will be building on the skills he already has.

It’s good for business and I think it’s the right thing to do; it’s a moral obligation.

What advice would you give to other health and life sciences businesses that are considering taking on apprentices?

Think about where that young person would be best placed within the business. Have you got a good team around them and can you allocate a mentor. Do you need to provide some training for that person to be a good mentor or do you already have those skills within your existing team?

Be really clear that you’re giving that young person the best possible experience so you’re setting them up to succeed, not to fail.

We decided to take on two apprentices so they could buddy up with each other. It can be tough fitting in work, study and meeting various deadlines. We do provide time for them to study, and we also provide flexible working. Businesses should think about their working pattern and if they have the right supervision in place.

Finding the right partner is also key. Some providers ask apprentices to go in once a week, and others provide distance learning. Businesses need to consider what the right learning style is for each individual apprentice. You do need to make sure your apprentices are hitting their milestones, and the partnership provider will help with that.

We also had no problem finding apprentices. We advertised via the government website and within one week we had 50 applicants.

I think businesses have a responsibility to create opportunities for young people. They’re the talent of the future.

In conversation with Charlie Ellison and Jude Humphrey, apprentices at High Force Research

Why did you choose to study an apprenticeship over other routes to employment, e.g. A Levels?

Jude: When I was at school I always liked the practical side of things, and the unique appeal of an apprenticeship was that I’d get to work in a lab every day doing hands on work alongside the academic work. That really appealed to me

An apprenticeship is a really good opportunity to get the skills you need in industry whilst you’re studying. And you’re also earning a wage at the same time.

Charlie: For me it was about gaining experience in the workplace, specifically in a lab environment, whilst still achieving a degree. It really gives you an edge over people that go down the university route because they have the theory, but not the manufacturing experience.

You save a lot of money too, there are no tuition fees to think about. Our fees are paid and we earn a wage.

How do you think gaining practical experience while you study will benefit your career?

Charlie: When I’ve spoken to chemists that came from an undergraduate route, they’ve told me lots of jobs they’ve applied for require two years’ experience. Because Jude and I have chosen an apprenticeship route, we now have four years’ experience. That gives us a significant head start over other people. It really improves your confidence as you develop in your career.

Jude: If we were up against the same person going for a job, but they were fresh out of university, we’ve got the same degree but five years of industry experience and we’re fully trained. That gives us a massive advantage over that person.

Also, some of the work I do at university as part of my apprenticeship feeds into my role at High Force Research, and vice versa. I work in analytical chemistry and we’ve just got a new analytical unit at university. A lot of the work we’ve done I already know, which has given me a head start with coursework. I’m also learnt a lot of new things that I can bring into the business too.

What do you enjoy most about your apprenticeship?

Jude: I think for me it’s getting to do lab work everyday. I get to do a range of different analytical techniques and employ a wide range of skills. I’m always being trained in new things so work always feels fresh and different.

As part of our apprenticeship we get 20% of our time to invest in studying and training so I’ve done a first aid course and fire warden training, which has given me some additional qualifications.

We also still get to visit University and take part in social events with other people on our course, so we’re not missing out on that university experience either.

Charlie: There’s a great team of chemists and office staff here who are always available to help me, Jude and new starters to the business. It’s such a nice friendly group of people. The management team is always pushing to give us extra opportunities and experiences too. I got to work in our research site at NETPark and do some completely different chemistry, which was an excellent experience.

It’s a nice feeling to know you’re being trusted with new opportunities. We’re not treated like an apprentice; we feel part of the team.

Why should other young people interested in a career in health and life sciences consider an apprenticeship?

Charlie: After doing it for three years, I definitely wouldn’t change my decision about doing an apprenticeship. For me, it’s been a much better experience than going to university.

I’ve really valued being trusted and having the opportunity to work alongside high-level chemists as well as lecturers. Jude and I are currently the only two apprentices at High Force Research and we get to be around PhD and masters chemists who share their knowledge with us and help us develop. We learn things you just wouldn’t cover at university.

Jude: You get a real in-depth knowledge of industry and understand how a company works. People that do a degree don’t get that. We’ve gained skills in other areas too, like business improvement, and health and safety. We’ve also seen how to take an idea right through to the product stage.

There’s also the added benefit that, for most people studying an apprenticeship, you have a guaranteed job after too.

To find out more about High Force Research, visit highforceresearch.com

To find out more about apprenticeships, visit northeastambition.co.uk/options

When a college and local business share a common goal, they can build a special working relationship that achieves exceptional results. The close partnership between AkzoNobel and Northumberland College has developed a whole-college approach to high quality careers guidance and a successful pathway into local employment.

A global manufacturer of paints and coatings, AkzoNobel opened a new factory in Ashington five years ago. Despite its international profile, the company recognised its responsibility to tackle the local challenge of long-term high unemployment in rural Northumberland. It identified a strategic objective to enhance careers education and ensure a future local workforce.

The North East LEP played a key role in establishing and cultivating the partnership between AkzoNobel and Northumberland College. Enterprise Co-ordinator Lucy Johnson laid the groundwork with an understanding of the needs and ambitions of both organisations. This ensured a positive and sustained match. The LEP facilitated discussions, fostering a mutual understanding of each other’s agendas, terminology and organisational structures. All sides recognised the immense benefits of a whole-college approach, with the full support of Vice Principal Vikkie Morton and with AkzoNobel joining the board of governors.

This unique partnership gave Director of Student Services Ruth Magnus and AkzoNobel Enterprise Adviser Alex Wardle the autonomy and scope to deliver an ambitious strategic careers plan. Ruth introduced Alex to the college’s relevant curriculum departments and student communities. A whole-college approach, says Ruth, provides learners with the best guidance and employer encounters, “from their first course of study through to their next steps into employment, apprenticeships or higher education.”

Working closely with Curriculum Director Robert Stewart, they identified areas where AkzoNobel could make positive interventions. For example, AkzoNobel used its industry knowledge, technical expertise and focus on lean techniques to introduce practical problem solving methodologies and theories on personality types into pastoral lessons.

Alex is an enthusiastic and engaged Enterprise Adviser who has devoted time to thoroughly understand how the college works. This dedication has given AkzoNobel insight into how they can best add value in preparing students for the world of work. “The right frame of mind is key”, says Alex. Students need to be encouraged to start thinking early about their career progression and to understand the behaviours and attributes employers are looking for.

The college is piloting a Reward and Recognition Scheme to emphasise employability skills. Over the year, AkzoNobel will run three masterclasses for Engineering and Construction students. The college will award students with a certificate based on their attendance and progression, as well as volunteering in the community. This certificate will be recognised by AkzoNobel and guarantee them an interview, demonstrating their readiness for the world of work.

Alex expects this scheme to expand into other curriculum areas, and Ruth would like to see it replicated across the Education Partnership North East, building similar relationships between Sunderland College and Hartlepool Sixth Form and local employers.

AkzoNobel also supports the college with workshops, one-to-one sessions and mock interviews, as well as site visits and work experience placements. Last month, Northumberland College held a successful career fair for National Careers Week, where students learned more about opportunities with AkzoNobel and other local employers.

Alex is a driving force in the expanding and deepening cooperation between the college and local business. She has been instrumental in bringing more employers and colleges together through her work with the Enterprise Adviser Network. By working collaboratively across colleges, this group of advisers has been able to share and promote best practice.

AkzoNobel now has former college students working at its Ashington site and sees more leavers applying. The partnership also contributes to job satisfaction and wellbeing at AkzoNobel. “Going into college and delivering a masterclass is not part of the normal job,” explains Alex, but it has led to greater engagement in the team. For example, when a new operator came for an interview, he remembered the site manager from a college visit. “It’s lovely for the employees to know they can have an impact, even if it is a couple of years down the line.”

Ruth reports significant improvement in soft skills at the college, including attendance. In addition, students have a more positive attitude on campus and are more engaged with their studies. This strong performance has followed through into work experience, with fewer placements breaking down due to attendance or attitude. Employer feedback also shows greater satisfaction with students.

“Education feeds industry”, says Alex, and “it’s absolutely the right thing for business to support the college and in the past, we have let that relationship drift apart.” Ruth agrees: “Our courses need scrutiny from business to keep them relevant and up-to-date.” This engagement is essential to ensure students have the values and skills for a successful career. “It is necessary,” says Alex, “if businesses want to be sustainable, with a future ready workforce. It is the only answer.”

Find our more about the North East LEP’s Enterprise Adviser Network, and how your business can support careers education in the region.

In November 2020, government published its ambitious ten point plan for a green industrial revolution in the UK.

Focused on increasing ambition in emerging and growing sectors like offshore wind, low carbon hydrogen, and electrification, it cemented government’s aim to build back better from the coronavirus pandemic, support green jobs, and accelerate the UK’s path to net zero.

Announced as part of the ten point plan was the formation of a new Green Jobs Taskforce – made up of representatives from industry, trade unions, and the skills sector – which would set the direction of travel for the green jobs market.

On 15 July, the Green Jobs Taskforce published its first report to government, industry, and the skills sector, outlining the importance of investing in the UK workforce to ensure people develop the right skills to deliver the country’s net zero transition, and thrive in a green economy it creates.

The report is of particular relevance to the North East, where green jobs are poised to transform our economy. We are already one of the world’s leading destinations for offshore wind, and recent investments from Nissan and Britishvolt have put our region at the forefront of the electric vehicle market. Innovations in heat networks and other forms of low carbon heat – including mine energy – also position the North East to become the UK’s first low carbon heat cluster, which will see the region benefit greatly from the growth of the green economy.

So how do we plan to maximise on this unique opportunity and play a central role in helping the UK reach its net zero target by 2050? Working alongside partners in industry and academia, we’re mapping the current and future skills needs in the green economy to ensure sectors in the North East – particularly those with the biggest potential for growth – have access to the talent and expertise they need to scale.

As facilitator of the skills workstream for Energi Coast – North East England’s offshore wind cluster – the North East Local Enterprise Partnership is working with industry and the education sector to develop an action plan to meet the needs of the sector with demand-led provision. Central to this is the commitment to increase diversity and inclusion in the offshore wind industry, and the group is actively working with employers to review their current recruitment and retention processes to ensure opportunities are provided to all.

The Energi Coast skills group is also working on a series of case studies that will reflect the partnership approach adopted by the offshore wind industry, the education sector, and government, in ensuring green careers advice is available to people in all sectors and at every stage of the career journey; reinforcing the importance of reskilling and retraining in creating new green jobs.

The low carbon heat supply chain is another significant growth area for the region’s economy, and we’ve recently completed a piece of work to identify the opportunities that exist both now, and in the future, for supply chain businesses, and what this will mean for skills demands. Additionally, as outlined in our Recovery and Renewal Deal for the North East, we’re addressing the need for investment in skills and training around retrofitting by working with the North East and Yorkshire Local Energy Hub on a housing retrofit skills model.

The North East’s significant automotive cluster and hub of activity in the battery and electric vehicles sectors means it’s well placed as a UK centre to meet the global demand for electric vehicles, and help lead innovation in the sector. Nissan’s decision to open a new gigfactory battery plant at its site in Sunderland, and the news Britishvolt will open another gigfactory in Northumberland, demonstrates the industry’s level of confidence in the North East. To ensure we have the skills to meet the demand, we’re working with the North East Automotive Alliance to address skills development in electrification and electric vehicle batteries.

The North East LEP’s Skills team is working alongside the eight early adopter status T-Level providers in the region to help strengthen their links with the business community, ensuring the new vocational qualifications – which include a 45-day industry placement – meet the needs of employers, and help deliver the skills needed to meet the green jobs of the future.

The Skills team is also working with the North East Institute of Technology, local colleges, and major employers like Nissan and Esh Group, to highlight Higher Technical Qualifications in subjects like advanced manufacturing and other STEM topics, as skills in these areas will be central to delivering the green industrial revolution in the UK.

The green economies of the future offer a huge opportunity for the North East to grow its economy and create thousands of more and better jobs. But to do that, we need to invest in skills – both in our future workforce via schools, colleges and universities, but also in our workplaces, by re-training and re-skilling our existing workforce.

In doing so we’ll position the North East as a major destination for skills and talent in green jobs, helping attract more businesses to invest here, ensuring the North East is at the forefront of the UK’s green industrial revolution.

Employers in the North East are helping young people at risk of long term unemployment take their first steps into the workplace.

Businesses including Sunderland-based automotive manufacturer Unipres have signed up to the Kickstart Scheme, which provides funding to employers to create six month job placements for people aged between 16 and 24 who are receiving Universal Credit.

Unipres currently employs 35 Kickstart trainees and has plans to recruit five more in the next few weeks.

Rob Dodds, Apprentice Coordinator at Unipres, explained: “The reason we got involved is that it’s an ideal opportunity to give young people a chance to gain valuable experience in the workplace.

“They’re indispensable to the business as well – it’s another form of recruitment for us and these are the future stars. It’s a win-win situation for the business and for the trainees.”

The Kickstart Scheme offers funding to cover the relevant National Minimum Wage for 25 hours a week, plus the associated employer National Insurance contributions and employer minimum automatic enrolment contributions. Funding is also available to support young people to develop new skills and to help them move into sustained employment after they have completed their Kickstart-funded job.

20-year-old Ehsan Izadi, who is working as part of the Quality Assurance team at Unipres, said: “I was working in a pizza shop but when COVID came around, the shop was closed. I was looking for a job and saw the opportunity with Unipres. It was easy to apply through the job centre and it was a big opportunity for me.

“I like learning and improving my CV – if you have six months experience at Unipres it’s really important for your CV.”

Another North East business taking part in the Kickstart scheme is Northumbrian Water. Kay Penney, Human Resources Director at Northumbrian Water, said: “When the Kickstart Scheme was announced by the Government, we jumped at the opportunity to support young people to increase their employment prospects.

“So many of our workforce have come to us as young people, taking their first steps in the world of work, or returning to employment after enforced breaks, and they have become valuable employees playing important roles in our business.

“The jobs market is a very competitive place at the moment, whatever experience you have, but we know many young people are really finding it hard to get a break. We hope that the experience, learning and qualification they get from coming to us through the Kickstart Scheme will give them a valuable step up.”

Michelle Rainbow, Skills Director at the North East Local Enterprise Partnership, added: “Through Kickstart, businesses can help young people gain skills and experience that will help them to avoid long-term unemployment.

“And of course, support like this is especially important now, as so many young people have seen their plans affected by the pandemic. The fact that the North East business community has the opportunity to step up and help young people avoid unemployment is fantastic.”

Joanne Jobling, Service Leader for DWP in Northumberland, Tyne & Wear said:

“Kickstart has already made a remarkable difference to the lives of many young people – with the support of businesses, we want to maximise the impact of Kickstart in the North East, changing more lives for the better and supporting our economy now and in the future. We are working closely with the North East LEP and other key partners to encourage as many young people as possible to contact their local jobcentre to apply for the fantastic opportunities that are being created.”

Businesses in the North East can apply to join the Kickstart Scheme through the North East Growth Hub. Businesses can also register to join an online event by the IoD North East on 30 June, explaining more about Kickstart. Register for a free place here.

Kickstart vacancies in the North East will be advertised via northeastopportunities.co.uk.

The world of work today is very different to the one I first joined. It’s estimated young people can expect to change careers between five and seven times, and at least two of those will not be of their choosing. Looking back with what may be rose-tinted glasses, it seemed easier to move around and experience different jobs when I began my career.

I think if I was looking to offer some general advice to young people today it would be to keep your career options open. Don’t close them down before you have to and focus on one specific area.

It’s a positive thing to sample different work environments. I’ve worked for a multinational company, the government, a regional development agency, and for a number of years I ran my own marketing consultancy, which allowed me to work with a range of businesses and clients.

It’s not always about what you do, but the environment that you work in. If you’re happy and comfortable in your chosen environment you feel like you belong, and that gives you the best chance of a fulfilling and rewarding career.

It always strikes me as sad when some people are stuck in jobs they don’t like. You spend more time at work – in normal circumstances – with your work colleagues than you do at home. Why then would you do something you don’t enjoy?

When I was at school, I didn’t really benefit from any specific careers advice; there certainly wasn’t a sustained programme to recognise talent. Someone would come to the school for half a day and ask what you liked doing. I do remember someone saying they wanted to travel and they were advised to be a bus driver.

It was also quite common at the time to choose between arts-based or science-based subjects. Now, people don’t necessarily have to do the classic trio of subjects – maths, physics and chemistry. People can choose to study a mix of subjects that gives them a breadth of knowledge.

It’s really important to introduce people to the world of work from an early stage and that’s something we try to do in the centre’s visitor attraction, Life Science Centre. We offer an informal learning environment and we want to inspire people when they visit, ignite their curiosity and get them thinking in different ways. We encourage people to think creatively and imaginatively. Those skills are important in the world of work, particularly in science.

We have a mantra at Life Science Centre, which is ‘hands on, minds on, hearts on’. I firmly believe people learn better when they’re actively engaged in something that interests them.

It’s also important to say it’s okay to not know what you want to do in the future; people shouldn’t be worried or ashamed about that. Take your time and get it right.

We often talk about change in the workplace, and we’re currently seeing that at an unprecedented rate. That’s why I think young people should be flexible and not take themselves down a route they’re not sure of.

Parents have an important role to play in that, too. Young people often find they move unconsciously down a career path prompted by their parents.

Sadly, stereotypes still prevail in the science and technology sector, and some of that can come from parents, especially those without an interest in the area. That can discourage young people from pursuing STEM subjects, so we need to help students and their parents understand how science qualifications can stand them in good stead across many different careers.

In the gaming sector, for example, a large majority of people have qualifications in maths and physics. Unfortunately, young people don’t often make the connection between those exciting, emerging jobs and science subjects.

I’m often asked about my role within the science sector, and what skills and qualifications it takes to become a chief executive.

The first skill is to learn from your mistakes. We all make them, but it’s how you learn from the experience that’s important. I think it also benefits your staff to see someone in a senior leadership position make a mistake and own up to it. It gives them the courage to do the same.

Something that’s always been, and will continue to be important, is communication. It’s essential to be able to explain to people not just what, but why they’re doing something. When people don’t know what’s happening, they fill in the gaps themselves. Communications is something I feel I have a particular strength in, as I worked in the industry for a long time. I believe communications should be frequent, honest and simple.

Developing effective relationships is vital, too. I think a lot of people forget when you have a relationship with an organisation, it’s with the people within it.

Whilst it might sound obvious, listening skills are very important. If you think about our current situation, senior leaders need to understand how it’s impacting staff, their families and their lives. You only get that from listening.

You also need to take risks, and that’s something we’re very good at in Life. As a not-for-profit independent trust, we have a lot of autonomy and entrepreneurial spirit. We used that to adapt during the coronavirus pandemic to become an NHS large vaccination centre.

Taking risks fits with my next attribute, which is thinking outside the box. Despite being a not-for-profit, we think commercially at Life. By making a profit we can improve and expand the job we do – and do it better. That’s why it’s key to learn from other sectors and other businesses.

If I wasn’t chief executive of Life, I’d like to be either a wildly successful criminal barrister, or a wildly successful crime fiction writer. I’m always told only a small handful of people become successful criminal barristers. I’d definitely want to be one of the rich ones.

Linda Conlon is Chief Executive of the International Centre for Life, which opened in May 2000, with the purpose of inspiring everyone in North East England to explore and enjoy science and to discover its relevance to their own lives.

Linda is the first woman from Europe to be elected as Chair of the Association of Science and Technology Centres (ASTC), a body which represents more than 600 centres from over 50 countries. Linda is also a former board member of Ecsite, the European network of science centres and museums, and former Chair of its UK equivalent.

In recognition of her outstanding service to science and science education in North East England, she was awarded an MBE in January 2016.

www.life.org.uk

Category: Skills Projects

Mentoring project tackles barriers to youth employment

Your opportunity to shape careers education for students in the North East

Career pathways for shortage roles

A new resource to boost skills in the region’s health and life sciences sector

High Force Research apprenticeship case study

In conversation with Jane Klotz, HR Manager at High Force Research

In conversation with Charlie Ellison and Jude Humphrey, apprentices at High Force Research

An outstanding college business partnership in Ashington

Andrew Clark, Energy Lead at the North East Local Enterprise Partnership, on the publication of the Green Jobs Taskforce report

North East businesses helping young people at risk of long-term unemployment into work

In conversation with Linda Conlon, Chief Executive of the International Centre for Life, about inspiring young people through careers education