2005
PEOPLE 1ST
FUTURE SKILLS WALES
2005 SECTOR SKILLS SURVEY
ACCAC
Association of School and
College Leaders
Basic Skills Agency
Careers Wales
CBI Wales
Dysg
FSW
PARTNERS
2005
ELWa
ESTYN
Federation of Small Businesses
Fforwm
Higher Education Funding Council
for Wales
Higher Education Wales
Jobcentre Plus
Local Government Data Unit –
Wales
National Training Federation
for Wales
Sector Skills Development Agency
Wales Council for Voluntary Action
Wales TUC
Welsh Assembly Government
Welsh Development Agency
Welsh Local Government
Association
The Future Skills Wales 2005 Sector Skills Survey was undertaken on behalf of the FSW Partnership by
GfK NOP Social Research.
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
CONTENTS
1 Introduction
1.1 Background to the Future Skills Wales Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.2 Survey Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3 Defining the Sector Skills Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.4 Sample size for the sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.5 Reporting Conventions and Report Outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.6 Employer Characteristics for People 1st . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.6.1 Type of establishment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.6.2 Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.6.3 Financial Turnover . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2 Recruitment Difficulties and Skills Shortage Vacancies
2.1 Extent of vacancies, hard-to-fill vacancies and skill shortage vacancies . . . . . . . . . . . . . . 8
2.1.1 Comparison for People 1st over time (comparing 2003 and 2005) . . . . . . . 11
2.2 Occupational profile of hard-to-fill vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
2.3 Causes of hard-to-to fill vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
2.4 Responses to hard-to-fill vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
2.5 Nature of skill shortage vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3 Internal Skills Gaps
3.1 Incidence of skills gaps and distribution by occupational group . . . . . . . . . . . . . . . . . . . . 14
3.1.2 Comparison for People 1st over time (comparing 2003 and 2005) . . . . . . . 15
3.2 Skills lacking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
3.3 Other technical and practical skills lacking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
3.4 Measures to overcome skills gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
4 Provision of off-the-job training
4.1 Incidence of off-the-job training and allocation across occupations . . . . . . . . . . . . . . . . 23
4.2 Type of off-the-job training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
4.3 Barriers to provision of off-the-job training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
5 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
6 Commentary from People 1st SSC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Appendix I: Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Appendix II: Broad Sector and SSC definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Appendix III: Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
1
SECTION 1 INTRODUCTION
1.1 Background to the Future
Skills Wales Survey
Welsh Assembly Government Strategy
documents such as The Learning Country
and The Skills Employment Action Plan
2005 highlight the importance of
joined-up working between employers,
employees and public sector agencies
to raise skills levels and support high
quality jobs in a growing economy.The
need for greater understanding of
employers’ skill needs has given rise to
a number of major surveys in Wales,
England, Scotland and Northern Ireland.
The Welsh research programme, Future
Skills Wales (FSW) has to date
consisted of three surveys (in 1998,
2003 and 2005) commissioned by the
FSW partnership.The focus of the first
two surveys was to look at the generic
skills requirements of employers in
Wales. In both years parallel studies
were carried out among Welsh
households to identify the skills offered
by the Welsh population.
The shape that the Future Skills Wales
2005 Sector Skills Survey (here on in
referred to as FSW 2005) has taken has
been influenced by two main factors:
The desire to produce a common
measure of skills deficiencies which
is consistent and comparable across
sectors, countries and regions;
The need to make this information
available for Sector Skills Councils
for labour market analysis in Wales
enabling shared dialogue by using
comparable and consistent
measures.
SSCs are employer-led organisations
which have been charged with
2
developing skills and business
performance levels in specific, discrete
business sectors, based on detailed
analysis and understanding of the
sector.This has been given additional
impetus through the Sector Skills
Agreements, which are designed to
deliver action to meet priority skill
needs and which are based on rigorous
and robust evidence, including evidence
on skill deficiencies. FSW 2005 aims to
meet those needs as far as possible
within one survey, providing the
efficiencies of central co-ordination and
the benefits of comparability and
consistency.
The main aim of FSW 2005 is to
provide the FSW Partnership with
reliable information on the skills
deficiencies which employers in Wales
experience; information which can be
used to inform skills development
policy and planning.
The specific measures which the survey
covers are as follows:
The incidence of vacancies among
employers and the proportion of
vacancies which are proving hard-tofill because of a lack of suitable skills:
which occupations and which skills
are affected, and what actions have
been taken to deal with them;
The number of employers that are
encountering skill gaps among the
workforce: the extent and nature of
these, which occupations/ skills are
affected, what is their impact and
what actions are taken to deal with
them;
The incidence of off-the-job training
activity, which occupational groups
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
are receiving training and, where
applicable, the reasons why off-thejob training is not currently
arranged.
1.2 Survey Methodology
The survey covered employers across
all business activities in Wales,
employers being defined as
establishments rather than enterprises
(i.e. any site where employees are
based, including head office sites, local/
regional sites and sites of single unit
enterprises). In order to be eligible for
the survey, establishments needed to
have at least one employee (in addition
to any owner/ manager). Based on
IDBR estimates1, there are 70,515 such
establishments in Wales employing just
over 1 million people.
The broad principles of sample design
were as follows:
Sectors were sampled proportionate
to the number of units in that
sector, assuming a total sample size
of approximately 6,000;
The resulting interview targets for
each sector were reviewed to check
whether they would deliver results
which were ±5% reliable at the 95%
confidence level (assuming medium
case scenario i.e. 70% figure).Where
there was a shortfall for particular
sector and where population size
allowed, the interview targets were
boosted to meet the reliability
requirement;
Where size of population did not
allow boosting to this level, targets
were based on the maximum sample
achievable assuming a 4:1 success
rate. (In other words, every four
approaches to establishments would
result in one successful interview).
Within SSC, sample targets were
calculated proportionate to
employment, thereby ensuring that
large establishments (in terms of
employment) would be over sampled.
The target number of interviews per
size band within sector was calculated
on the basis of IDBR counts
(proportional to employment).The
sample was purchased from Experian2.
Some of the initial targets, particularly
in the larger size bands, exceeded the
number of records available from
Experian and had to be adjusted in
order to reflect this.
Business activities which are currently
unallocated to SSCs were grouped into
three categories for sampling and
analysis purposes: primary,
wholesale/retail and business/public
services in line with Sector Skills
Development Agency (SSDA) practice.
The main fieldwork was preceded by a
cognitive pilot and standard pilot, details
The IDBR estimates are based on establishments with 1 or more employees, with an adjustment
made to exclude companies with 1 director as the only employee.The survey excluded all
establishments where the respondent was the only person working at that site, and therefore tables
illustrating establishment counts by employee size band show a minimum number of one employee.
1
Experian is a global information solutions company and provider of sample for the survey.The
Experian database incorporates what was the Yellow Pages database (now Yell.com).The National
Employers Skills Survey 2004, Skills in Scotland 2004 and Northern Ireland Skills Monitoring Survey
2002 also use Experian (previously BT’s Business Database) as a sample source.
2
3
of which are provided in a separate
Technical Report. Fieldwork for the
main stage took place between 10th
March 2005 and 18th May 2005
inclusive using Computer Assisted
Telephone Interviewing. In total, 6,719
interviews were achieved, including 26
Welsh interviews.
1.3 Defining the Sector Skills
Council
The data for each establishment was
coded to 4-digit SIC code.As of
October 2005, People 1st was defined
by the following SIC codes: 55.1, 55.21.
55.23, 55.3 – 55.5, 63.3, 92.33, 92.71,
and was described as ‘Hospitality,
leisure, travel and tourism’.
1.4 Sample size for the Sector
A total of 415 interviews were
conducted with establishments in the
People 1st SSC. Further analysis has
been obtained by employment in
establishment as follows:
Micro (1-9 employees), unweighted
base size 161;
Small (10 – 24 employees),
unweighted base size 106;
Medium/ large (25+ employees),
unweighted base size 148.
Taking into account the finite
population correction factor3 and
design effects for the survey, the
confidence interval at the 95% level4 for
the data for People 1st is +/-7% for a
survey result of 50 per cent and +/-6%
for a survey result of 70 per cent.
1.5 Reporting Conventions and
Report Outline
This report uses a number of terms
throughout.These are defined as
follows:
recruitment problems refer to
vacancies that the employer
describes as either hard-to-fill or
skill-shortage related;
hard-to-fill (HTF) vacancies are
those vacancies self classified by the
respondent as hard-to-fill;
skill shortage vacancies (SSVs)
are defined as hard-to-fill vacancies
where applicants do not have the
required skills, work experience, or
qualifications required;
skill gaps refer to the extent to
which employers perceive current
employees to be less than fully
proficient for their current job.
The figures given in the report either
relate to the number of establishments
reporting a particular issue e.g. how
The finite population correction factor: when enumerating a 95% confidence interval the conventional
way, in most cases, a simplified formula is used which makes the assumption that the universe
population is large relative to the sample size (as a rule of thumb, large is defined as around 5% of the
population). If the sample proportion exceeds this, then we have to apply a finite population
correction, which ensures that we are not over-estimating the real confidence interval.A large sample
to population ratio will lead to a narrower confidence.
3
A confidence interval of 95% means that we can be 95% certain that the true value of a survey
estimate lies within ±5 percentage points of the survey estimate. For example, for a survey estimate of
50%, with a 95% confidence interval, the true value would lie somewhere between 45% and 55%.
4
4
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
many employers are experiencing
vacancies, skill deficiencies etc, or to the
number of employees e.g. when
providing data on the number and
profile of staff employed; the number
and profile of vacancies and hard to fill
vacancies; and the number and profile
of staff with skill gaps.As a rule of
thumb, where figures are based on
establishments they have been weighted
to the total number of establishments
employing at least two people (70,515).
Where figures are based on employees
they have been based on the total
employment base (1,083,795). Results
are reported on the weighted totals,
and tables show the unweighted base
as well as the weighted base. Comment
is also made as to whether this is an
establishment or employee base.
1.6 Employer Characteristics for
People 1st
1.6.1 Type of establishment
The FSW 2005 survey asked questions
related to the nature of the
establishment and this document
reports survey data.The survey data
shows that around two-thirds were
single site (67 per cent), whilst 30 per
cent were multi site (not head office)
establishments. Just 2 per cent of
establishments were head offices.
All respondents were asked to classify
their establishment as private sector,
public sector, a charity organisation or a
voluntary organisation, and this
question allowed a multiple response.
Almost all establishments surveyed
were private sector (98%), with 1%
public sector and 1% a charity.
Clearly in some sectors sample sizes
are relatively small (reflecting the size
of the sector universe).Where care
needs to be taken in interpreting the
results this is pointed out in the
commentary. Further guidance on the
statistical reliability of figures is given in
the Technical Report (which will be
available on the website
www.futureskillswales.com).
Chart 1.1 Site description
Single site
67
One of multiple sites
not head office
30
Head office
2
0
10
20
30
40
50
% of establishments
60
70
80
Source: FSW 2005, question B4a.
Base: all establishments (Unweighted: 415; Weighted: 8,160). Single response.
Donít k now not shown (1%).
5
Chart 1.2 Type of establishments
Private
98
Public 1
Charity 1
Voluntary 0
0
20
40
60
% of establishments
80
100
Source: FSW 2005, question B4b.
Base: all establishments (Unweighted: 415; Weighted: 8,160). Multiple responses allowed.
Chart 1.3 Ownership of establishments
Welsh owned
48
Other UK owned
43
Other EU owned
3
American
2
10
0
20
30
40
50
% of establishments
Source: FSW 2005, question B5.
Base: all establishments (Unweighted: 415; Weighted: 8,160). Single response.
Mentions of 2% or more. Don’t know/no answer not shown (4%).
Chart 1.4 Turnover in past 12 months
Increased
41
Roughly the same
33
Decreased
10
Too early to tell,
in business < 1yr
7
Don’t know
10
0
10
20
30
40
% of establishments
6
Source: FSW 2005, question B6.
Base: all establishments (Unweighted: 415; Weighted: 8,160). Single response.
50
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
1.6.2 Ownership
1.6.3 Financial Turnover
Almost half of establishments were
Welsh5 owned (48 per cent), whilst
two-fifths were other UK owned (43
per cent). Small minorities were other
European Union owned (3 per cent)
and American owned (2 per cent).
For around four in ten establishments
(41 per cent) the financial turnover6 at
that site was deemed to have increased
over the previous 12 months, whilst it
had stayed at broadly the same level for
a third of establishments (33 per cent).
For a tenth of establishments, turnover
had decreased in the 12 months prior
to the survey.
Ownership was self-classified by the respondent from a choice of Welsh owned, Other UK owned,
Other European Union owned, or Other (specify).
5
6
For public sector, charity and voluntary organisations, the question referred to their ‘financial budget’
7
SECTION 2: RECRUITMENT
DIFFICULTIES AND SKILLS
SHORTAGE VACANCIES
Aside from asking about the number of
vacancies generally, FSW has taken two
more measures relating to vacancies:
Hard-to-fill vacancies – vacancies the
establishments understand to be
hard-to-fill;
Skills shortage vacancies – vacancies
that establishments believe are hardto-fill due to applicants lacking the
skills or qualifications required.The
volume of these vacancies is
determined by the number of
respondents citing the following
reasons for the post being hard-tofill;
Applicants lack the qualifications
employers want
Applicants lack the relevant
experience
Applicants lack the relevant skills we
require
2.1 Extent of vacancies, hard-tofill vacancies and skill shortage
vacancies
On an establishment level:
31 per cent of establishments in
People 1st reported vacancies
compared with the all Wales average
of 21 per cent;
17 per cent of all establishments in
People 1st had vacancies that were
proving difficult to fill at the time of
interview (this equates to 57 per
cent of all those with any vacancies);
4 per cent of all establishments had
skill shortage vacancies (this equates
to 13 per cent of all those with any
vacancies).
These proportions, however, were
higher than those reported at an all
Wales level with the exception of the
skill shortage vacancies, which were at
the same level as those for all Wales
(table 2.1).
Table 2.1 Extent of vacancies, hard-to-fill vacancies and skills shortage vacancies
(2005 data)
All Wales
People 1st
% of all establishments reporting vacancies
21
31
% of establishments with hard-to-fill vacancies
10
17
4
4
Number of vacancies
37,875
6,275
Number of hard-to-fill vacancies
13,242
2,833
5,405
578
Vacancies as % of employment
3.5
8.3
Hard-to-fill vacancies as a % of employment
1.2
3.8
Skill shortage vacancies as a % of employment
0.5
0.8
% of establishments with skills shortage vacancies
Number of skill shortage vacancies
8
Source: Future Skills Wales 2005. Base:All establishments (All Wales Unweighted: 6,719,
Weighted: 70,515; People 1st Unweighted: 415,Weighted 8,160). Note: hard-to-fill vacancies
are a subgroup of ‘vacancies’ and skill shortage vacancies are a subgroup of hard-to-fill
vacancies.All vacancies measures are expressed as a percentage of all establishments in
Wales/in SSC.
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Table 2.2 Summary of reported vacancies in People 1st by establishment counts
by employee size band
% share of total
employment
% share of all
vacancies
Total vacancies
as % of
employment
% share of
hard-to-fill
vacancies
Total hard-to-fill
vacancies as %
of employment
% share of
skill-shortage
vacancies
Survey-based estimates
1 to 9
35
52
13
60
7
69
10 to 24
24
23
8
27
4
15
25+
42
25
5
13
1
16
Size of establishment
101%
100%
100%
* less than 0.5%. Note: some column totals do not add up to 100% due to rounding.
Shaded columns show row percentages. Source: FSW 2005, questions C1, C2b, C6.
100%
Table 2.3 Occupational distribution of hard-to-fill vacancies (2005 data)
Share of
Share of hard-to-fill
employment %
vacancies %
All Wales People 1st
All Wales People 1st
%
%
%
%
Managers/senior officials
13
17
3
2
Professionals
14
1
6
0
7
1
15
1
11
4
5
2
Skilled trades
8
7
18
25
Personal service occupations
8
3
13
4
Sales/customer service
14
23
12
2
Transport/machine operatives
12
1
9
1
Elementary occupations
12
43
18
64
99%
100%
99%
101%
Associate professionals
Administrative/secretarial occupations
Source: Future Skills Wales 2005, question C4. Base:All establishments (All Wales
Unweighted: 6,719,Weighted: 70,515 People 1st Unweighted: 415,Weighted 8,160).
Some columns do not add up to 100% due to rounding.
9
On a vacancy level hard-to-fill vacancies
accounted for just less than half (45 per
cent) of all vacancies in this SSC.
Analysis by size of establishment shows
that smaller establishments were
disproportionately affected by
recruitment problems.
Thus, micro establishments (1 to 9
employees) accounted for 35 per cent
of employment but 52 per cent of
vacancies, 60 per cent of hard-to-fill
vacancies and 69 per cent of skill
shortage vacancies.
Table 2.4 Causes of hard-to-fill vacancies
Base:All establishments with hard-to-fill vacancies
followed up
All Wales
People 1st
725
**85
6,898
1,385
%
%
Lack of skills the organisation demands
30
22
Lack of qualifications
14
7
Lack of work experience
15
8
Low number of applicants with required attitude, etc
21
26
Not enough people interested in job type
25
31
Low number of applicants generally
19
26
Wages lower than other firms
10
13
3
7
12
25
Unattractive/poor terms and conditions
5
3
Poor career progression
2
-
15
30
Competition from other employers
4
4
Other
2
-
No particular reason
1
1
Don’t know/no answer
6
Source: Future Skills Wales 2005, question C6. ** small base (less than 100).
Multiple response allowed. – denotes zero.
11
Unweighted
Weighted
Benefits trap/problem with benefits
Location of firm/poor transport
Long hours/shift work
10
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
2.1.1 Comparison for People 1st
over time (comparing 2003 and
2005)
No analysis was published from FSW
2003 for employers in People 1st.
2.2 Occupational profile of hardto-fill vacancies and skills
shortage vacancies
Notably, People 1st was characterised
by a much higher than average
proportion of Elementary occupations
and Sales/Customer Service
occupations. Correspondingly, much
higher than average proportions of
hard-to-fill vacancies occurred in
Elementary occupations. Less
predictably there was also a higher than
average proportion hard-to-fill
vacancies for Skilled Trades
occupations.
2.3 Causes of hard-to-fill
vacancies
The prime causes of HTF vacancies7
were:
Not enough people interested in
this type of work (31 per cent of
establishments in People 1st with
HTF vacancies);
Long hours/shift work (30 per cent);
It should be noted that none of these
causes were reasons that defined a skill
shortage vacancy (those reasons being
‘lack of skills the organisation demands’,
‘lack of qualifications’ and ‘lack of work
experience).
2.4 Responses to hard-to-fill
vacancies
All establishments that indicated that
they had hard-to-fill vacancies were
asked what measures they had taken or
were planning to take to fill the
vacancies, over and above what they
would do usually (this was a multiple
response question).The most common
responses were to use more extensive
recruitment channels (38 per cent).
2.5 Nature of skill shortage
vacancies
The number of establishments
reporting skill shortage vacancies was
too small for robust analysis, but we are
able to provide anecdotal information
pertaining to the types of technical and
practical skills that were lacking
amongst applicants for skill shortage
vacancies. Comments received from
employers in People 1st are provided
below for reference, together with the
type of occupation in which the skill
shortage was occurring.
Low numbers of applicants generally
(26 per cent);
Low numbers of applicants with the
required attitude, motivation or
personality (26 per cent).
The results are based on hard-to-fill vacancies followed up in detail. If an establishment had more than
two occupations with hard-to-fill vacancies, just two were chosen at random for further investigation
relating to their causes.
7
11
Table 2.5 Measures taken to fill hard-to-fill vacancies
Base:All establishments with hard-to-fill vacancies
All Wales
People 1st
732
**87
6,966
1,427
%
%
Offered higher pay or more incentives
2
3
Offered enhanced terms and conditions
4
2
Considered wide range of applicants
5
6
Changed job spec: give some tasks to other staff
4
8
Changed job specification automating some tasks
1
3
Hired part time staff
1
3
Hired contract staff
2
4
Built links with schools, colleges, universities
4
4
More extensive range of recruitment channels
31
38
Spent more on recruitment/more expensive methods
13
13
Recruited from overseas
4
4
Provided more training to less qualified recruits
7
-
Retrain existing staff
4
3
Contracted work out
1
-
Word of mouth/ networking
5
11
Advertise in job centre
4
2
Ad in store/ shop window
1
2
Other
3
3
No particular measures taken/planned
30
Source: Future Skills Wales 2005, question C11.** small base (less than 100).
Multiple response allowed. Don’t know not shown
23
Unweighted
Weighted
12
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Table 2.6 Other technical and practical skills lacking amongst applicants for skill
shortage vacancies (employers’ verbatim comments)
Comment
SOC group
A whole range of skills
Reliability, practicality, no practical hygiene
certificate, higher levels
Operating equipment in the kitchen
Managers and proprietors In Farming/
Horticulture/ Forestry/ Fishing/ Service
industries
Textiles, printing and other skilled trades
Textiles, printing and other skilled trades
Never worked in kitchen and can't cook- a
lack of understanding.
we are looking for experienced people with
the right qualifications.
Knowledge and background, it takes the right
sort of person, it’s not like working in a pub.
Cooking skills.
Textiles, printing and other skilled trades
Have the skills to cook a la carte meals
Textiles, printing and other skilled trades
Ability to produce standard required
Leisure & other personal service
occupations
Process, plant and machine operatives
Cooking.
Cooking/ speed of service
The ability to work quickly and logically.
Textiles, printing and other skilled trades
Textiles, printing and other skilled trades
Textiles, printing and other skilled trades
Elementary Administration and service
occupations
Elementary Administration and service
occupations
Source: FSW 2005, Question C9.
13
SECTION 3:
INTERNAL SKILLS GAPS
3.1 Incidence of skills gaps and
distribution by occupational group
Respondents were asked, of all their
staff in each occupational category,
what proportion were fully proficient at
their job.A skills gap is defined as
existing where, in the opinion of their
employer, an employee is not fully
proficient at their job.
18 per cent of establishments in People
1st reported a skill gap (or a lack of full
proficiency) in any one occupational
group.This figure was in line with the all
Wales figure reported in FSW 2005.
In terms of the number of employees,
the survey recorded a total of 6,831
employees with skill gaps at the time of
interview, representing 9 per cent of
Table 3.1 Incidence and number of skill gaps in Wales 2005 and in People 1st
Base:All establishments
Weighted base
Wales 2005
People 1st 2005
70,515
8,160
18
18
% of establishments reporting skill gaps
Source: Future Skills Wales 2005, question D7 (derived)
Table 3.2 Incidence of skills gaps and distribution across occupation groups
(2005 data)
Skill gaps as %
of total
employment
Total number
of employees
with skill gaps
Skills gaps as
% of total
employment
People 1st
Total number
of employees
with skill gaps
All Wales
63,803
6
6,831
9
Managers and senior officials
4,798
3
512
4
Professional occupations
4,290
3
55
6
Associate professionals
Administrative & secretarial
occupations
3,141
4
27
5
5,873
5
204
8
Skilled trades
6,109
7
270
5
Personal service occupations
5,591
6
258
11
Sales & customer service
15,431
10
2,243
13
Transport & machine operatives
11,146
8
74
11
7,426
6
3,188
10
ALL
Elementary occupations
Source: Future Skills Wales 2005, question D7(derived)
Base:All employees with skill gaps (All Wales Unweighted: 10,157,Weighted: 63,085;
People 1st Unweighted: 1,122,Weighted 6,831)
14
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
total employment in People 1st.The
corresponding all Wales figure was 6
per cent.
The occupational categories in People
1st that had the highest incidence of
skill gaps were:
Sales/Customer Service (13 per
cent)
Transport/Machine Operatives (11
per cent)
Personal Service occupations (11
per cent)
possible skills that might be lacking and
was also given the option to report
other skills that might be missing.This
resulted in the following skills being
mentioned by minorities of employers
with skills gaps within their workforces:
Motivation/ behaviour (8 per cent)
Workplace procedures/requirements
(6 per cent)
Time management/ keeping (4 per
cent)
Health and safety/Hygiene (4 per
cent)
3.1.2 Comparison for People 1st
over time (comparing 2003 and
2005)
Common sense (4 per cent)
No analysis was published from FSW
2003 for employers in People 1st.
Stock management (2 per cent)
3.2 Skills lacking
Establishments that had experienced
skill gaps8 were asked to define what
skills they felt needed improving for an
occupation where staff members were
considered to be less than fully
proficient .
The skills most commonly reported as
lacking amongst employees were mainly
generic skills, for example, customer
handling skills (74 per cent) problem
solving skills (61 per cent), and team
working skills (60 per cent). In addition,
communication skills were lacking for
nearly half of employees with skill gaps
that were followed up (47 per cent).
Sales/marketing skills (3 per cent)
For the purposes of analysis by size for
this question, the data for
establishments with 1-9 employees and
10-24 employees have been combined.
Generally the pattern of skills lacking
for People 1st in establishments with 124 employees is very similar to that for
the average for People 1st.
Establishments with 25+ employees
tend to differ more from the average;
the proportions reporting skills lacking
is higher for many of the listed skills
but particularly so for customer
handling (87 per cent), team working
(72 per cent) and communication skills
(69 per cent).
Notably, when asked this question the
respondent was offered a list of
The results are based on skill gaps followed up in detail. If an establishment had more than 2
occupations with skill gaps, just two were chosen at random for further investigation relating to skills
lacking.
8
15
3.3 Other technical and practical
skills lacking
31 per cent of establishments with skill
gaps that were followed up cited other
technical and practical skills as lacking.
Respondents were asked to provide
details of the types of technical and
practical skills missing and this resulted
in a wide range of responses. (Note:
some of these were generic skills; this
was not a surprising outcome of the
exercise given that other technical and
practical skills were defined to the
respondent as ‘skills that are specific
to your industry or this type of job’).
Concentrating only on non-generic
skills, those most commonly cited
included:
Food/drink/bar/cellar/hospitality
work (23 per cent)
Product knowledge (13 per cent)
Unskilled practical tasks/cleaning/
dishwashing (11 per cent)
Table 3.3 Skills lacking amongst employees with skill gaps (2005 data)
Base: all establishments with skill gaps
followed up
All Wales
People 1st
Unweighted
1,469
139
12,558
1,445
%
%
General IT user skills
40
15
IT professional skills
26
11
Other technical and practical skills
52
31
Communication skills
49
47
Customer handling skills
57
74
Team working skills
49
60
Problem solving skills
58
61
Management skills
40
39
Using numbers
25
32
Literacy skills
23
21
Welsh language skills
23
28
Work experience (unspecified)
3
1
Time management/keeping
2
4
Sales/marketing skills
3
3
Motivation/behaviour
2
8
Other
2
2
Don’t know/no answer
3
Source: Future Skills Wales 2005, question D8
Multiple response allowed. Mentions of 2% or more at an all Wales level.
5
Weighted
16
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Efficiency/ability to do the job
(11 per cent)
Technical skills/procedures
(10 per cent)
Comments received from employers in
People 1st are provided below for
reference, together with the type of
occupation in which the skill shortage
was occurring
Table 3.4 Skills lacking amongst employees by establishment count by employee
size band (2005 data)
Establishment count
by employee size band
1 – 24
25+
Base: all establishments with skill gaps followed up
All employees employees
Unweighted
139
**61
**78
1,445
1,132
314
%
%
%
General IT user skills
15
14
20
IT professional skills
11
11
11
Other technical and practical skills
31
26
47
Communication skills
47
41
69
Customer handling skills
74
70
87
Team working skills
60
56
72
Problem solving skills
61
59
69
Management skills
39
39
39
Using numbers
32
33
28
Literacy skills
21
21
24
Welsh language skills
28
29
25
Other
2
3
-
None
5
5
1
Don’t know/no answer
-
-
1
Weighted
Source: Future Skills Wales 2005, question D8
Base:All establishments (All Wales Unweighted: 6,719,Weighted: 70,515 People 1st
Unweighted: 139 Weighted 1,445).** small base (less than 100). Multiple response allowed.
17
Table 3.5 Other technical and practical skills lacking amongst employees with
skill gaps in People 1st (verbatim comments from employers)
Comment
SOC Group
Cash handling
Corporate Managers
That’s specific to the business/Product
care/Product delivery
On the job training, specific courses,
introduction to basic management.
Wine knowledge.
Specific forestry skills.
Managers and Proprietors in Agriculture and
Services
Managers and Proprietors in Agriculture and
Services
Managers and Proprietors in Agriculture and
Services
Managers and Proprietors in Agriculture and
Services
Managers and Proprietors in Agriculture and
Services
Teaching and research professionals
Basic computer skills/General skills.
Business and public service professionals
Chip Handling/Game Pacing and interaction
with the customers about the pace of the
game.
Accuracy of completing financial
reports/That’s all they have to do.
Want them to be up to NVQ 2 level
Culture, media & sport occupations
Selling skills.
Skilled agricultural trades
Just being able to run the chefs more
proficiently like a manager would.
Rotate and clean barrels/Cellar work.
Administrative occupations
Administrative occupations
Opening champagne and wine bottles,
Textiles, printing and other skilled trades
operating PDQ/VISA machines, and day to day
customer service skills.
Have got NVQs but lack experience/Need to Textiles, printing and other skilled trades
improve the level and standard of their work.
Knowledge of food and what to do with
Textiles, printing and other skilled trades
it/Food safety/Health and safety.
Health and hygiene/Cooking.
Textiles, printing and other skilled trades
Lack of practical knowledge specific to food Textiles, printing and other skilled trades
preparation.
I think it’s just a case of general training at the Textiles, printing and other skilled trades
moment/They are not as good as the others/
They have a lack of experience.
Dexterity in silver service/Interpersonal skills. Leisure and other personal service
occupations
18
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Table 3.5 Other technical and practical skills lacking amongst employees with
skill gaps in People 1st (verbatim comments from employers) [cont.]
Comment
SOC Group
Waiters need waiting skills, food handling,
customer service skills/Bar staff same skills
required as above/Reception staff need
computer skills/Customer service as well as
numeracy, literacy skills in all 3 categories.
Leisure and other personal service
occupations
Computer skills/Technical procedures.
Sales occupations
Operating and cleaning of machinery/Servicing Sales occupations
customers.
Only in cooking.
Sales occupations
Getting used to working in the club/And
getting used to the systems.
Service standards/Stock awareness.
Sales occupations
Sales occupations
As they are trainees, just more experience in Sales occupations
customer handling and dispensing drinks.
Organisation skills, speed with which they
Sales occupations
carry out their jobs and honest/That’s all.
Direct one-to-one selling.
Sales occupations
Day to day running/Auditing and money
laundering.
Miscellaneous
Sales occupations
Organisation skills.
Customer service occupations
Technical skills.
Customer service occupations
Making of food/Food preparation and
beverages as well/Learning to use machines
such as coffee or washing machines etc.
Get used to our way of doing the job.
Customer service occupations
Customer service occupations
Customer service occupations
Pouring drinks.
Elementary trades, plant and storage related
occupations
Job orientated skills.
Elementary trades, plant and storage related
occupations
Changing barrels/Technical cellar work.
Elementary trades, plant and storage related
occupations
Serving customers/Customer service/General Elementary administration and service
bar work.
occupations
Standard procedures of our company.
Elementary administration and service
occupations
19
Table 3.5 Other technical and practical skills lacking amongst employees with
skill gaps in People 1st (verbatim comments from employers) [cont.]
Comment
SOC Group
The way that the staff handle themselves in
the kitchen.
Product knowledge.
Elementary administration and service
occupations
Elementary administration and service
occupations
Bar service skills/Dealing with the cellar
Elementary administration and service
equipment.
occupations
Ability to do waiting and
Elementary administration and service
barwork/Interpersonal skills.
occupations
Cleaning corners/Just general level of work. Elementary administration and service
occupations
Dishwashing/Practical skills.
Elementary administration and service
occupations
Equipment maintenance/Calibration of kitchen Elementary administration and service
equipment/Equipment maintenance.
occupations
More experience needed.
Elementary administration and service
occupations
No skills missing in relation to the specific
Elementary administration and service
industry.
occupations
Punctuality, basic communication skills, a work Elementary administration and service
ethos.
occupations
Knowledge of service and hospitality skills.
Elementary administration and service
occupations
Run the restaurant like a manager would.
Elementary administration and service
occupations
It’s an initiative sort of thing/They don’t look Elementary administration and service
for things to do I have to spell things out for occupations
them/Cleanliness/And being more efficient.
Customer service.
Elementary administration and service
occupations
Something that will come with more
Elementary administration and service
experience
occupations
Company is based on speed efficiency and
Elementary administration and service
quality/So have to be quick at using the
occupations
machinery and putting sales through the till/
And following procedure.
Source: FSW 2005, Question D9
20
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
3.4 Measures to overcome skills
gaps
All respondents who reported skills
gaps amongst their staff were asked
what measures, if any, they had taken to
overcome a lack of full proficiency at
that establishment.
The most common responses involved
making changes internally.Thus 86 per
cent provided further training/
development amongst the workforce,
whilst 66 per cent had changed
working practices. Over half (56 per
cent) had increased or expanded
trainee programmes.These proportions
were in line with the all Wales figures.
44 per cent reported reallocating work
within the company; a lower proportion
than at an all Wales level (51 per cent).
Some establishments had looked
externally for solutions.Thus, 49 per cent
had increased recruitment, whilst 36 per
cent had expanded recruitment channels.
4 per cent of establishments reported
that no particular action had been
taken.
As a further point, minorities of
employers in People 1st took different
measures in response to skill gaps,
namely:
College/night classes (3 per cent)
Meetings/ feedback sessions/one to
ones (3 per cent)
Disciplinary action/ warning letters
(2 per cent)
In order to understand the measures
taken in response to skill gaps by
establishment size, it was necessary to
merge the data for establishments with
1 – 9 employees and 10-24 employees
due to small base sizes.
Establishments with 25+ employees
tended to differ more from the average
Table 3.6 Measures taken in response to skills gaps (2005 data)
Base: all establishments with skill gaps amongst
employees
All Wales People 1st
Unweighted
1,469
139
12,558
1,445
%
%
Further training amongst workforce
84
86
Changed working practices
59
66
Reallocated work within company
51
44
Increased/expanded trainee programme
50
56
Increased recruitment
34
49
Expanded recruitment channels
23
36
Other
3
1
No particular measures taken
6
4
Weighted
Source: Future Skills Wales 2005, question D11 Multiple response allowed
21
Table 3.6 Measures taken in response to skills gaps (2005 data)
Base: all establishments with skill gaps amongst
employees
All Wales
Unweighted
1,469
139
12,558
1,445
%
%
Further training amongst workforce
84
86
Changed working practices
59
66
Reallocated work within company
51
44
Increased/expanded trainee programme
50
56
Increased recruitment
34
49
Expanded recruitment channels
23
36
3
1
No particular measures taken
6
Source: Future Skills Wales 2005, question D11. Multiple response allowed.
** small base (less than 100)
4
Weighted
Other
for People 1st than establishments with
1-24 employees. For example 64 per
cent of establishments with 25+
employees had increased recruitment
compared to 49 per cent of the total
and 45 per cent of establishments with
1-24 employees.
22
People 1st
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
SECTION 4: PROVISION OF
OFF-THE-JOB TRAINING
4.1 Incidence of off-the-job
training and allocation across
occupations
50 per cent of employers had funded
or arranged off-the-job training for
their staff in the 12 months prior to
the interview, and this proportion is
slightly lower than that recorded at the
all Wales level (58 per cent).
In terms of the types of occupations
receiving off-the-job training, this was
most likely to be funded or arranged
for Managerial occupations (73 per
cent) and elementary staff (44 per
cent). Compared to the all Wales
figures, higher than average proportions
of establishments in People 1st
provided off-the-job training for:
Elementary staff
Managerial occupations
Analysis by the size of establishment
revealed that the greater the number of
employees, the more likely that off-thejob training was offered by an
establishment.
Table 4.1 Incidence of off-the-job training and allocation across occupation
groups (2005 data)
Incidence of off-the-job training (question E1)
All Wales
People 1st
6,719
415
70,515
8,160
%
%
58
50
4,339
274
40,803
4,059
%
%
Managerial occupations
65
73
Professionals
25
4
Associate professionals
15
3
Administrative/secretarial occupations
35
11
Skilled trades
19
24
Personal service occupations
12
5
Sales/customer service
22
27
9
1
17
44
Base: all establishments
Unweighted
Weighted
% of establishments providing off the job training
Off-the-job training by occupation group (question E2)
Base: all establishments providing off-the-job training
Unweighted
Weighted
Transport/machine operatives
Elementary occupations
Source: Future Skills Wales 2005
23
4.2 Type of off-the-job training
In order to gauge what type of training
was being provided to employees,
respondents were asked whether the
off-the-job training they provided was
mainly statutory (i.e. legally required),
non statutory or evenly split between
the two.
Around a third of establishments (32
per cent) were providing mainly
statutory training, whilst another
quarter (24 per cent) reported that
their off-the-job training was mainly
non-statutory.Two in five
establishments (41 per cent), however,
reported that their off-the-job training
was evenly split between the two types,
which was in line with the findings for
Wales overall.
All
Micro (1-9
employees)
Small (10-24
employees)
25+
employees
Table 4.2 Incidence of off-the-job training and allocation across occupation
groups by establishment count by employee size band
415
161
106
148
8,160
6405
1165
590
%
%
%
%
50
42
72
88
274
**68
**76
130
4,059
2705
835
519
%
%
%
%
73
72
67
84
Professionals
4
3
7
6
Associate professionals
3
3
1
5
Administrative/secretarial occupations
11
9
8
28
Skilled trades
24
16
37
40
5
6
3
7
27
25
22
47
1
0
3
3
44
38
57
54
Incidence of off-the-job training (Question E1)
Base: all establishments
Unweighted
Weighted
% of establishments providing off the job training
Off-the-job training by occupation group
(question E2)
Base: all establishments providing off-the-job
training
Unweighted
Weighted
Managerial occupations
Personal service occupations
Sales/customer service
Transport/machine operatives
24
Elementary occupations
Source: Future Skills Wales 2005. ** Small base (less than 100)
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
4.3 Barriers to provision of offthe-job training
Establishments that had not funded or
arranged off-the-job training in the past
12 months were asked why, and this
was a multiple response question.
Nearly two-thirds of establishments
within this group (64 per cent) said that
they preferred another method of
training (e.g. on-the-job), a slightly
higher proportion than recorded at the
all Wales level. However, the most
common response (85 per cent) was
‘staff have sufficient skills to do their
job’.
Some establishments appeared to have
recognised a need for off-the-job
training but had not provided it
because there was no suitable training
available (18 per cent). Over a quarter
of establishments were concerned that
the staff they trained would then be
poached by other employers (27 per
cent).
Time constraints and cost were also
commonly cited reasons:
28 per cent of establishments that
did not provide off-the-job training
cited time constraints
26 per cent cited the cost of training
as a prohibitive factor and 18 per
cent stated that they had no money
available to fund off-the-job training
Table 4.3 Types of off-the-job training (2005 data)
Base:All establishments providing off-the-job training
All Wales
People 1st
4,339
274
40,803
4,059
%
%
Statutory, that is, because it is a legal requirement for your staff
to be trained in this area
23
32
Non statutory, that is, not legally required
33
24
Evenly split between the two
42
41
1
3
Unweighted
Weighted
Don’t know
Source: Future Skills Wales 2005, question E3. Multiple response allowed
25
Table 4.4 Barriers to provision of off-the-job training (2005 data)
Base:All establishments not providing off-the-job
training
All Wales
Unweighted
2,288
136
28,850
4,060
%
%
Staff have sufficient skills to do their job
83
85
Cost of off-the-job training
24
26
Time constraints
38
28
No money available for training
23
18
There is no suitable training available
21
18
Lack of information on training available
26
24
Other training method preferred (e.g. on-the-job training)
60
64
Trained staff will be poached by other employers
20
27
Others
2
1
Don’t know/no answer
2
1
Weighted
Source: Future Skills Wales 2005, question E4. Multiple response allowed.
26
People 1st
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
SECTION 5
SUMMARY
Tackling recruitment difficulties
and skill shortages.
skills, problem solving skills and team
working skills.
Levels of vacancies and hard-to-fill
vacancies in People 1st were higher than
those recorded at an all Wales level.
Thus, 31 per cent of employers were
experiencing vacancies and 17 per cent
reported having hard-to-fill vacancies.
Levels of skills shortage vacancies were
in line with the all Wales figure. In terms
of numbers employed, smaller
establishments in People 1st were
disproportionately affected by
recruitment problems.
A third of establishments in People 1st
(31 per cent) said that their employees
lacked other technical and practical skills
and anecdotal data provided an indication
of the types skills lacking and in which
occupation types these occurred. For
example, those employed in managerial
occupations were thought to lack skills
relating to product care, wine knowledge,
managing chefs.Those employed in
textile, printing and other skilled trade
occupations were thought to lack skills
relating to (amongst others) operating
PDQ/VISA machines, knowledge of food
safety, health and hygiene skills, and skills
relating to food preparation.
The prime causes of hard-to-fill vacancies
were: not enough people interested in
this type of work, long hours/shift work,
low numbers of applicants generally and
low numbers of applicants with the
required attitude, motivation or personality.
Anecdotal data provided some
indication of the types of other technical
and practical skills lacking amongst
applicants for skill shortage vacancies,
and in which occupation types these
occurred. For example, some employers
felt that applicants for vacancies in
textiles, printing and other skilled trades
occupations lacked skills relating to
operating in the kitchen (e.g. operating
equipment, practical hygiene certificate).
Addressing skill gaps and
deficiencies in the workforce
18 per cent of People 1st establishments
reported skill gaps, and these were most
likely to occur amongst Sales/Customer
Service,Transport/Machine Operatives
and Personal Service occupations.
The skills most commonly reported to
be lacking amongst the existing
workforce were customer handling
The most common measures taken in
response to skill gaps were to provide
further training/ development (86 per
cent of those with skill gaps) or to
change working practices (66 per cent).
Improving employer investment in
training and workforce
development.
Half of employers in People 1st were
investing in off-the-job training (compared
to the average of 58 per cent across all
establishments in Wales).A higher than
average proportion of employers providing
off-the-job training were providing
statutory training (32 per cent compared
with the all Wales figure of 23 per cent).
85 per cent of employers in People 1st
that did not provide off-the-job training
said that this was because staff had
sufficient skills to do their jobs.The
other key barriers related to preferring
a different training method and time
constraints.
27
SECTION 6: COMMENTARY
FROM PEOPLE 1ST SSC
The Future Skills Wales survey
highlights a number of key challenges
for the sector, many of them are not
new, but we now have a unique
opportunity to tackle them.
The hospitality, leisure, travel and
tourism sector in Wales is large and
diverse. It employs a workforce of
nearly 100,000 employees across 14
industries from hotels, restaurants and
pubs, to gambling, travel and tourism
services. It is characterised by small
and micro owner operators, with the
large chains present mainly in Cardiff
and Swansea.
Looking at the survey findings it is
greatly encouraging that over 40
percent of employers are reporting an
increased financial turnover, especially
as many operators are competing hard
in an increasingly aggressive global
market.The tourism industry is a major
contributor to the economy in Wales.
According to the Wales Tourist Board,
tourism spending from overnight and
day visitors contributes more than £2.5
billion to the Welsh economy,
equivalent to seven percent of GDP.
The survey underlines the fierce
recruitment challenges the sector faces.
At 8.3 percent, it has more than double
the number of vacancies as a
percentage of employment than is
found across the whole of the Wales
economy. Nearly of third of employers
put this down to not enough people
interested in this type of work as well
as long hours and shift work.These
findings are confirmed in recent
research by People1st forming part of
the Sector Skills Agreement process
that looked at the skill needs of the
28
sector in Wales. It found that employers
were indeed struggling to recruit.This is
something that the sector has long
suffered from. However, our research
found that the problem goes beyond
merely the poor perception of the
sector as a career and rest squarely on
poor staff retention.
Across the sector in Wales staff
turnover is currently in the region of
34 percent.This is equivalent of losing
33,000 people a year. If we were to
factor in the average cost of
recruitment and initial training we can
see that it is costing the sector the
equivalent of £50m a year.This is £50m
that the sector is losing because it has
attracted the member of staff, but has
failed to retain them. Not only is this an
extortionate amount of money the
sector can ill afford to lose, it also
results in large numbers of employers
reporting that their staff lack the
required skills to meet their business
needs – largely because they are not
staying long enough in post to become
competent in their job.This survey
found that 18 percent of employers
were reporting skill gaps.
In particular, this survey highlights three
areas: management, chefs and customer
service skills. Once again this confirms
our own research and highlights the
main priorities for the sector emerging
from the Sector Skills Agreement
process.
Nearly, three quarters of employers
believe their staff lack customer
handling skills, compared to just 57
percent across the Wales economy as a
whole.This is important given the
increasing expectations of consumers’
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
for quality products and services at a
reasonable price. Chef skills also
emerge as both skill shortages and skill
gaps.The growing trend towards more
authentic cooking, using fresh
ingredients is resulting in more chefs
being able to both prepare and cook
from scratch. Finally, 40 percent of
employers report skill gaps in
management skills. On the back of the
recruitment problem many managers
are being promoted far earlier than
they were five or ten year’s ago.While
technically proficient they lack
fundamental management skills, in
particular people management skills.
This not only is hampering our
productivity as a sector, but is directly
attributing to the large labour turnover.
The challenge for the sector is clear.
However, many operators are struggling
to overcome these problems. Increasing
numbers of employers are filling posts
through international workers.
Currently four percent of the sector
workforce in Wales are international
workers. However, we need to go
beyond this short-term solution and
address a poor training and continuous
professional development culture
where managers are trained and can
motivate their staff and in turn
maximise the performance of their
businesses.
We have an opportunity to create
change and that opportunity is the
Sector Skills Agreement. For further
information see www.people1st.co.uk.
29
APPENDIX I:
GLOSSARY OF TERMS
Business Eye
A free, impartial information service for
Wales created to find the answers to
business questions.Aimed at all types of
businesses or new start ups seeking
general business advice.Aims to put
businesses in contact with support
from the public, private or voluntary
sectors.
Education and Learning Wales
(ELWa)
ELWa is an Assembly Sponsored Public
Body (ASPB) established by the
Learning and Skills Act 2000. Its remit
covers further education, governmentsupported training, adult community
learning and school sixth forms. ELWa’s
main statutory responsibilities are to:
Secure the provision of facilities for
post-16 education and training in
Wales (with the exception of higher
education);
Encourage young people and adults
to participate in learning;
Encourage employers to participate
in, and contribute to the costs of,
post-16 education and training.
Establishment
Any site where employees are based
and therefore including head office
sites, other local/regional sites and sites
of single unit enterprises.
Experian
Global information solutions company
and provider of sample for the survey.
The Experian database incorporates
what was the Yellow Pages database
(now Yell.com).
30
Generic skills
Skills that are transferable across most
jobs and without which it is very hard
to get work or progress in the labour
market.
Job specific skills
These are the skills that are needed to
work for a particular employer,
reflecting the specific needs or methods
of that employer.
Hard-to-fill vacancies
Vacancies that are self classified by the
respondent as hard-to-fill.
Inter Departmental Business
Register (IDBR)
A list of UK businesses maintained by
National Statistics (NS) and combines
the former Central Statistical Office
(CSO) VAT based business register and
the former Employment Department
(ED) employment statistics system. It
complies with European Union
regulation 2186/93 on harmonisation of
business registers for statistical
purposes.
Labour force
The total number of workers available
for employment.The labour force is
made up of two distinct elements –
those who are in work and those who
are not in work but who would like to
be, given the opportunity.
Labour Force Survey
Largest regular household survey in the
UK.A nationally (UK) representative
sample of approximately 120,000
people are interviewed over a three
month period.The survey asks a series
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
of questions about respondents’
personal circumstances and their labour
market activity. Results are published
every month for the latest available
three month period.
SOC
Standard Occupational Classification
system used to provide a consistent
occupational breakdown for UK official
statistics.
Recruitment problems
Refers to vacancies that the employer
describes as either hard-to-fill or skillshortage related.
Sector Skills Council (SSC)
Independent, UK-wide organisations
developed by groups of influential
employers in industries or business
sectors of economic or strategic
significance. SSCs are employer-led and
actively involve trade unions,
professional bodies and other
stakeholders in the sector. SSCs are
licensed by the Secretary of State for
Education and Skills, in consultation
with Ministers in Scotland,Wales and
Northern Ireland, to tackle the skills
and productivity needs of their sector
throughout the UK.
Skills deficiencies
Refers to the sum of skill gaps and skill
shortage vacancies.
Skill gap (Or internal skill gap)
The extent to which employers
perceive employees are less than fully
proficient for their current job.
Skills shortage
Where employers are unable to find
new staff with the skills that they
require.This is one of a number of
possible causes of a recruitment
difficulty.
Skill shortage vacancy
These vacancies are defined as hard-tofill vacancies where applicants do not
have the required skills, experience, or
qualifications.
SIC
Standard Industrial Classification system
used to provide a consistent industrial
breakdown for UK official statistics.
SSC footprint
The coverage of a Sector Skills Council
in terms of types of industry that fall
within the remit of that SSC.The SIC
codes used are a ‘best fit’ of each SSC’s
core business sectors and the extent to
which this is an exact fit varies between
SSCs.
Vacancies
A measure of the level of recruitment
activity in the labour market.
31
APPENDIX II:
BROAD SECTOR AND SSC
DEFINITIONS
In line with other UK employer skill
surveys, sector analysis of FSW 2005
has moved towards defining sectors in
a manner more consistent with SSC
definitions of the sectors they cover,
rather than the more general
definitions of sector used in previous
surveys.
The SSC and its corresponding Broad
sector category are shown below
together with a description of the
sector and a definition in terms of
Standard Industrial Classification (SIC).
The SIC codes used are a ‘best fit’ of
the SSC’s core business sectors and the
extent to which this is an exact fit
varies between SSCs.Annex II: Broad
Sector and SSC definitions
SSC description, SIC definitions and corresponding Broad Sector category
32
SSC name SSC description
SIC definition
Broad Sector
People 1st
55.1, 55.21, 55.23, 55.3-55.5
Hotels/catering
63.3
Transport/Communication
92.33, 92.71
Other Services
Hospitality, leisure,
travel and tourism
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
APPENDIX III: QUESTIONNAIRE
Future Skills Wales 2005
Future Skills Wales 2005
Sector Skills Survey
Employer Questionnaire
SCREENING QUESTIONS
ASK TELEPHONIST
S1.
S2.
Good morning/afternoon my name is ............. I am calling from NOP, an independent
research agency. We are conducting a major research project on behalf of the
Future Skills Wales Partnership. Can I just check, is that (INSERT ORGANISATION
NAME)?
Yes
1
No
2
TYPE
IN
CORRECT
NAME
We are conducting a survey about recruitment, human resources and workplace
skills. Can I speak to the person at this site, who has greatest involvement in these
sorts of issues?
If respondent attempts transfer to someone at another site
We need to speak to someone at this site rather than someone at another branch or office of
your organisation. Could I speak to the person at this site who would have the best overview of
the skills that your establishment needs its workers to have?
SINGLE CODE
Yes, correct
1
Go to A1
respondent speaking
Yes - transferred
2
Definite appointment
Soft appointment
Refusal
Refusal – company
policy
Refusal – taken part
in other survey
recently
Nobody at site to
answer questions
Not available in
deadline
Company too small/
<2 employment
Duplicate – already
called about this
survey
3
4
5
6
MAKE APPOINTMENT
CLOSE
7
8
9
10
11
1
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A. INTRODUCTION
A1. READ OUT: Good morning/afternoon my name is ............. I am calling from NOP, an independent
research agency. We are conducting a major research project amongst employers in Wales concerning
recruitment of staff and skills levels within workforces, so that we better understand the future skills
needs of Wales. All information collected will be treated in strict confidence by NOP, in accordance with
the Data Protection Act. (ADD IF NECESSARY: The research is being conducted on behalf of the Future
Skills Wales Partnership).
If code 1 at S2
READ OUT: All information collected in the survey will be treated in strict confidence by NOP, in
accordance with the Data Protection Act. (ADD IF NECESSARY: The research is being conducted on
behalf of the Future Skills Wales Partnership).
INTERVIEWER NOTE: Stress if necessary that:
• The survey is conducted on behalf of the Future Skills Wales Partnership which includes the Welsh
Assembly Government, ELWa (Education & Learning Wales), WDA/Welsh Development Agency,
Sector Skills Councils and a whole host of public and Private sector representative bodies (read out
the following list if necessary).
ACCAC (the Qualifications, Curriculum and Assessment Authority for Wales), Basic Skills Agency,
Careers Wales, Confederation of British Industry in Wales, Dysg (the Learning and Skills Development
Agency’s operation in Wales), Higher Education Wales (The national organisation representing the
higher education sector in Wales), HEFCW (Higher Education Funding Council for Wales), JobCentre
Plus, ESTYN (Her Majesty’s Inspectorate for Education and Training in Wales), Federation of Small
Businesses, Fforwm (the national organisation representing further education colleges in Wales), Local
Government Data Unit - Wales, National Training Federation for Wales, Secondary Heads Association,
Sector Skills Development Agency, Wales Council for Voluntary Action, Wales TUC, and Welsh Local
Government Association
• Establishments have been randomly chosen from Yellow Pages
• No information about individuals or organisations will be identified in the results unless they ask
someone to contact them
• Respondents will be given the choice to receive a copy of the report of the findings at the end of the
interview
• If respondent has any queries about the survey, they may contact Joanne Corke of the FSW
Partnership on 01443 663716 or Viv Young at NOP on 020 7890 9840.
ASK: The interview should take no more than 15 - 20 minutes of your time, depending on your answers.
Would it be convenient to conduct the interview now or should I call back?
2
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Future Skills Wales 2005
IF RESPONDENT ATTEMPTS TO TRANSFER: We are interested in the activities at this particular site.
It is unlikely that anyone else will know about this as well as you do.
SINGLE CODE
Yes - continue
1
Continue
Definite appointment
3
MAKE APPOINTMENT
Soft appointment
4
Refusal
5
CLOSE
Refusal – company
6
policy
Refusal – taken part
7
in other survey
recently
Nobody at site to
8
answer questions
Not available in
9
deadline
Company too small/
10
<2 employment
Duplicate – already
11
called about this
survey
ASK ALL
3
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B3.
How many employees - full-time and part-time (by part-time we mean people working
between 8 and 31 hours a week)- do you have at this site? Please include yourself
and all those on the payroll (INCLUDING directors and out-workers such as sales
representatives but not self-employed or outside contractors/agency staff).
TYPE IN EXACT NUMBER AND CATI WILL AUTOMATICALLY CODE – KEEP
RAW DATA HERE.
IF RESPONDENT IS UNSURE, PROMPT FOR APPROXIMATE NUMBER OR BEST
ESTIMATE. IF STILL DON’T KNOW, ASK THE FOLLOWING (and code first which
applies):
Is it:
A3.
1
1
2-4
2
5-9
3
10 -24
4
25 -49
5
50 -99
6
100-199
7
200- 249
8
250- 299
9
300+
10
Don’t know
11
THANK & CLOSE
THANK & CLOSE
Would you like the interview to be conducted in English or Welsh? DO NOT READ
OUT
English
1
CONTINUE
Welsh
2
READ OUT: I will need to
arrange for our Welsh
interviewer to call you back.
When is the best time of day to
contact you?
Note day/ time
Say Welsh, but don’t want to make
an appointment so will do now
3
CONTINUE
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FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Future Skills Wales 2005
READ OUT
For your information, the results from the survey will be held by the Future Skills Wales Partnership and
relevant Sector Skills Councils in the form of a database of results with individual company names
removed. All information will be used only for statistical purposes unless you ask for someone to contact
you.
B. ESTABLISHMENT DETAILS
Firstly, I would like to ask you some background information about this establishment or site. By
establishment or site, I mean this single location, even if it encompasses more than one building.
ASK ALL
B1.
Your establishment has been classified as … (READ OUT SIC DESCRIPTION
HELD ON DATABASE)
Is this correct?
Yes
No
2
1 GO TO B3
GO TO B2
ASK IF CODE 2 AT B1
B2.
What is the main product or service of this establishment? WRITE IN.
INTERVIEWER: PROBE AS NECESSARY
Eg. What is the main activity of this establishment?
What exactly is made or done at this establishment?
What material or machinery does that involve using?
TO BE CODED TO 4 DIGIT SIC 2003
(IF DK, THANK AND CLOSE)
B4A.
From the following, how would you describe your establishment? Is it . . . ? READ
OUT. SINGLE-CODE
a)
b)
c)
d)
Single site
Head office
Or, one of multiple sites, but
not head office
(Don’t know)
1
2
3
4
( )
5
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b) And is it ….. READ OUT. MULTI-CODING ALLOWED
a)
b)
c)
d)
e)
f)
A Private sector organisation
A Public sector organisation
A voluntary sector
organisation
A Charity organisation
Other (please specify)
(Don’t know)
1
2
3
4
5
6
( )
ASK IF ANY OF THE FOLLOWING SIC CODES AT QUESTION B1 (75.11, 75.12, 75.13, 75.14,
75.21, 75.3)
c) Do you consider yourself to be part of… READ OUT. SINGLE CODE.
INTERVIEWER: if local office of a central government department, treat as central government.
If local council or body overseeing local government or local education authority, treat as local
government
Central government
1
B5.
Or Local government
2
DO NOT READ OUT: Neither
DO
NOT
READ
OUT:
Other
(SPECIFY)
DO NOT READ OUT: Don’t know / not
sure
3
4
5
[If single site, code 1 at B4] Are you….? [If not single site, codes 2- 4 at B4) Thinking
of the wider organisation, is it . .?. READ OUT. SINGLE CODE
a)
b)
c)
d)
Welsh owned
Other UK owned
Other European Union owned
(Other)
2
3
4
1
e)
Don’t know
5
ASK ALL
B6.
Within the last year, has the financial turnover (FOR PRIVATE SECTOR-CODE 1
AT B4b)/ financial budget (FOR PUBLIC SECTOR- CODE 2, 3, 4 AT B4b) at this
site increased or decreased, or has it stayed roughly at the same level? SINGLE
CODE ONLY
Increased
Decreased
Roughly at the same level
Don’t know
Too early to tell - have been
in business less than a year
1
2
3
4
5
6
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Future Skills Wales 2005
C. Current vacancies and recruitment difficulties
C1. I would now like to ask you about vacancies at this establishment. How many
vacancies, if any, do you currently have at this establishment for full or part time staff?
PROBE FOR BEST ESTIMATE
[WRITE IN NUMBER…….. (ALLOW DK . If 0 or DK, GO TO D1]
ASK ALL WITH VACANCIES AT C1
C2 IF C1>1: Are any of these vacancies proving hard to fill? / IF C1=1: Is the vacancy
proving hard to fill?
Yes
1
Go to C2
No
2
Go to D1
Don’t know
3
Go to D1
If Yes at C2 AND C1>1 (IF YES AT C2 AND C1=1, GO TO C3)
C2b - How many of your <textfil – no of vacancies at C1> are proving hard to fill?
[WRITE IN NUMBER…….. (ALLOW DK . If 0 or DK, GO TO D1]
C3. In which specific occupation(s) do you currently have hard to fill vacancies at
this establishment? I will record details for up to 6 different occupations.
PROMPT FOR FULL DETAILS TO ALLOW 2 DIGIT SOC CODING (e.g. what is
the job title? What type of manager are they? ) RECORD DETAILS FOR UP TO
6 OCCUPATIONS
C4 How many hard to fill vacancies do you currently have for <OCCUPATION
AT C3>? PROBE FOR BEST ESTIMATE
C3 – occupation type
Occupation 1
<text>
Occupation 2
<text>
Occupation 3
<text>
Occupation 4
<text>
Occupation 5
<text>
Occupation 6
<text>
C4 – number of
hard to fill
vacancies
TOTAL HARD TO FILL VACANCIES
[INTERVIEWER NOTE : total number of hard to fill vacancies at C4 must not be greater than C2B]
There is no C5
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Calculate the number (K) of different occupations for which a hard-to-fill
vacancy exists at this establishment.
K=
Questions C6-C9 are asked in turn for each of the K occupations with a
hard-to-fill vacancy. If K>2, select two of the hard-to-fill vacancy types at
random and ask questions C6-C9 about these vacancy types.
INTRODUCTION: I’d now like to ask you some questions about your hard-to-fill vacancies /
vacancy.
C6 What are the main reasons that the <OCCUPATION-k> vacancy is/ vacancies are
proving hard-to-fill? (DO NOT READ OUT. CODE ALL MENTIONED)
C6
Lack of skills the organisation demands
1
Lack of qualifications the organisation demands
2
Lack of work experience the organisation demands
3
Low number of applicants with the required attitude, motivation or
personality
4
Not enough people interested in this type of work
5
Low number of applicants generally
6
Wages lower than other firms
7
Benefits trap/problem with benefits
8
Location of the firm/poor public transport
9
Unattractive/poor terms and conditions of employment
10
Lack of/poor career progression
11
Job entails shift work /long/unsocial/irregular hours
12
Too much competition from other employers
13
Other (WRITE IN)
15
No particular reason
16
Don’t know
17
There is no C7
8
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Future Skills Wales 2005
IF CODES 1, 2 OR 3 AT C6, ASK C8.
C8 Which of the following skills, if any, have you found difficult to obtain from applicants for
<OCCUPATION-k>? (READ OUT AND CODE ALL MENTIONED).
CATI TO ROTATE PRECODES, BUT ALWAYS KEEP CODES 1,2,11 IN SAME ORDER.
CODE 13 (OTHER) SHOULD ALWAYS APPEAR AT THE END OF THE LIST.
General IT user skills
1
IT professional skills
2
Other technical and practical skills
11
Communication skills
3
Customer handling skills
4
Team working skills
5
Problem solving skills
6
Management skills
7
Using numbers
8
Literacy skills
9
Welsh language skills
10
None
12
And what else? (WRITE IN)
13
(DO NOT READ OUT) Don’t know
14
If CODE 11 ‘Other Technical and practical skills’ at C8, ASK
C9
You said you have found it difficult to obtain other technical and practical skills from applicants for
<occupation>. Exactly what types of technical and practical skills are you finding difficult to obtain?
If necessary: we are interested in skills that are specific to your industry or this job
[PROBE FOR DETAIL]
Open question
There is no C10
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ASK ALL WITH HARD TO FILL VACANCIES C2=YES
C11. Which measures have you taken, or do you plan to take, at this establishment to fill
the hard-to-fill vacancies, OVER AND ABOVE what you would do normally? (DO NOT
READ OUT. CODE ALL MENTIONED)
Offered higher pay or more incentives than normal
Offered enhanced terms and conditions
2
Considered a wider range of applicants
3
Changed the job specification by giving some of the tasks to other staff
4
Changed the job specification by automating some of the tasks
5
Hired part-time staff
6
Hired contract staff
7
Built links with schools/colleges/universities
8
Used more extensive range of recruitment channels than normal
9
Spent more on recruitment or used more expensive methods
10
Recruited staff from overseas
11
Been prepared to provide more training to less qualified recruits
12
Retrain existing staff
13
Contracted work out
14
Other (WRITE IN)
15
No particular measures taken/planned
16
10
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Future Skills Wales 2005
D. Skill Gaps
I’d now like to turn to the skills within your existing workforce. Please do not think about any external
recruitment problems that you may face.
ASK ALL.
D1. Thinking about your current employees, would you say that there is a gap between
the types of skills that your current employees have now, and those that your company
needs to meet its business objectives?
If necessary: We are only interested in skills gaps that are holding back current business
objectives for your company/ organisation
Yes
1
Go to
(D2)
No
2
Go to
(D3)
D2. How significant is this skills gap, in terms of the effect on your establishment’s ability
to meet its business objectives? Would you say that the skills gap is having a ……
(READ OUT. CODE ONE ONLY)
Very significant/major effect
1
Significant effect
2
Minor effect
3
Or, no real effect
4
READ OUT
You said there were [ number of staff from B3] staff at this establishment, including yourself. I would like
you to break this number down into 9 specific occupation categories with no overlap. If staff have more
than one job, please only include them in their main function.
IF NECESSARY, INTERVIEWER READ OUT THE NINE CATEGORIES:
The nine categories are:
• Managers and Senior Managers
• Professional Occupations
• Associate Professional & Technical Occupations
• Administrative and Secretarial Occupations
• Skilled Trades Occupations
• Personal Service Occupations
• Sales and Customer Service Occupations
• Process, Plant and Machine Operatives
• Elementary Occupations
I will be able to give you examples to help you categorise your staff. Some of these categories may not
apply to your establishment, but are intended to cover ALL possible occupations.
IF NECESSARY: I will be able to fax or e mail you a sheet listing the different categories to help you
with this if necessary
TAKE FAX NUMBER/ E MAIL ADDRESS AND FAX / E MAIL SHEET TO RESPONDENT.
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D3. Do you employ any of your staff at this establishment as: (READ OUT EACH
BOLD HEADING ONLY). This will include:
CATI TO LIST 2 DIGIT SOC SUBGROUPS
IF NECESSARY, REMIND RESPONDENT: If staff have more than one job role,
please only include them in their main function.
ALLOW NULL = NONE OF THIS TYPE OF STAFF EMPLOYED
1. Yes
2. No
FOR ALL CODE 1 (YES) AT D3, ASK.
D4. Thinking about <textfil 1 digit SOC category from D3> how many in this group are
employed as… (INSERT EACH SUBGROUP OF MAIN GROUPS CODED AT D3]
IF MORE THAN 100 EMPLOYEES AT B3, ADD IF NECESSARY: This can be an approximate number
D4
D3
Number of
Yes No
employees
Managers & Senior Managers, ADD IF NECESSARY
The types of occupation that might fit in this category are:
[IF ‘MANUFACTURING’ (SIC ON SAMPLE – 01 to 45)
directors/ chief executives of major organisations, finance
and functional managers, farm managers
[IF ‘SERVICES’ (SIC ON SAMPLE: 50-74 & 93) directors/
chief executives of major organisations, functional
managers, quality managers, restaurant managers.]
[IF ‘PUBLIC SECTOR’ SIC ON SAMPLE 75-99 excl 93):
senior officials, social services managers, officers in
armed forces, housing managers),
Corporate Managers, ADD IF NECESSARY
[IF ‘MANUFACTURING’ (SIC ON SAMPLE – 01 to 45) for
example directors/ chief executives of major organisations,
functional managers, quality managers]
[IF ‘SERVICES’ (SIC ON SAMPLE: 50-74 & 93) for
example directors/ chief executives of major organisations,
functional managers, quality managers.]
[IF ‘PUBLIC SECTOR’ SIC ON SAMPLE 75-99 excl 93): for example
senior officials in national and local government, social services
managers, officers in armed forces),
Managers and Proprietors in Agriculture and Services, ADD IF
NECESSARY
[IF ‘MANUFACTURING’ (SIC ON SAMPLE – 01 to 45)
farm managers, conservation managers, recycling
managers]
[IF ‘SERVICES’ (SIC ON SAMPLE: 50-74 & 93)
conference
managers,
restaurant
managers,
shopkeepers.]
[IF ‘PUBLIC SECTOR’ SIC ON SAMPLE 75-99 excl 93 housing
managers, refuse disposal managers, leisure services managers)
2
(1 – 99999)
(1 – 99999)
12
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Future Skills Wales 2005
Professional occupations, ADD IF NECESSARY The
types of occupation that might fit in this category are:
[IF ‘MANUFACTURING’ (SIC ON SAMPLE – 01 to 45)
professional engineers, IT strategy professionals,
accountants, scientific researchers]
[IF ‘SERVICES’ (SIC ON SAMPLE: 50-74 & 93)
accountants, IT strategy professionals, architects.]
[IF ‘PUBLIC SECTOR’ SIC ON SAMPLE 75-99 excl 93):
doctors, teachers, social workers, librarians.]
Science & technology professionals, ADD IF NECESSARY
For example, professional engineers, IT strategy professionals,
chemists)
Health professionals ADD IF NECESSARY
For example, doctors, pharmacists, vets)
Teaching and Research professionals ADD IF NECESSARY
For example, education officers/ inspectors, teachers, lecturers, scientific
researchers)
Business & public service professionals ADD IF NECESSARY
For example, solicitors, accountants, social workers, clergy, librarians)
Associate professional and technical occupations, ADD IF
NECESSARY The types of occupation that might fit in this category are:
[IF ‘MANUFACTURING’ (SIC ON SAMPLE – 01 to 45) science and
engineering technicians, IT technicians.]
[IF ‘SERVICES’ (SIC ON SAMPLE: 50-74 & 93) insurance underwriters,
investment advisers, writers/journalists, sales reps, fitness instructors]
[IF ‘PUBLIC SECTOR’ SIC ON SAMPLE 75-99 excl 93) nurses, junior
ranks of armed services, community workers, housing officers, train
drivers.]
Science & technology associate professionals ADD IF NECESSARY
For example, science and engineering technicians, IT technicians
Health & social welfare associate professionals ADD IF NECESSARY
For example, nurses, community workers, paramedics, therapists
Protective service occupations ADD IF NECESSARY
For example, junior ranks of armed forces, police)
Culture, media & sport occupations ADD IF NECESSARY
For example, fitness instructors, writers/ journalists, graphic designers
Business & Public service associate professionals ADD IF NECESSARY
For example, insurance underwriters, sales reps, housing officers, train
drivers)
Administrative and Secretarial occupations, ADD IF
NECESSARY The types of occupation that might fit in this
category are: office assistants, local government
assistants, receptionists, PAs
Administrative occupations, ADD IF NECESSARY:
For example, wage clerks, local government assistants, civil service
executive officers,}
Secretarial and Related occupations, ADD IF NECESSARY
For example secretaries, receptionists & PAs, telephonists
1
2
(1 – 99999)
(1 – 99999)
(1 – 99999)
(1 – 99999)
1
2
(1 – 99999)
(1 – 99999)
(1 – 99999)
(1 – 99999)
(1 – 99999)
1
2
(1 – 99999)
(1 – 99999)
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Skilled trades occupations, ADD IF NECESSARY: The types of
1
occupation that might fit in this category are: electricians, gardeners,
motor mechanics, TV engineers, chefs
Skilled agricultural trades ADD IF NECESSARY
For example, farmers, gardeners
Skilled metal and electrical trades ADD IF NECESSARY
For example, electricians, TV engineers, machine setters, mechanics)
Skilled construction & building trades ADD IF NECESSARY
For example, roofers, decorators, plasterers)
Textiles, printing and other skilled trades ADD IF NECESSARY
For example, printers, chefs, florists)
Personal service occupations, ADD IF NECESSARY The types of
1
occupation that might fit in this category are: travel agents, hairdressers,
nursery nurses, teaching assistants.]
Caring personal service occupations ADD IF NECESSARY
For example, care assistants, nursery nurses, dental nurses)
Leisure and other personal service occupations ADD IF NECESSARY
For example, travel agents, hairdressers, undertakers, teaching
assistants)
Sales and customer service occupations, ADD IF NECESSARY The
1
types of occupation that might fit in this category are:, sales assistants,
telesales, call centre agents, customer care occupations
Sales occupations ADD IF NECESSARY
For example, sales assistants, telesales, rent collectors, market traders)
Customer Service occupations ADD IF NECESSARY
For example, call centre agents, customer care occupations
Process, plant and machine operatives, ADD IF NECESSARY The
types of occupation that might fit in this category are: machine operators, 1
assemblers, van drivers, construction, scaffolders
Process, plant and machine operatives ADD IF NECESSARY
For example, machine operatives, assemblers, machinists )
Transport & mobile machine drivers and operatives ADD IF
NECESSARY
For example, van, fork lift, bus, taxi drivers)
Elementary occupations, ADD IF NECESSARY The
types of occupation that might fit in this category are:
[IF ‘MANUFACTURING’ (SIC ON SAMPLE – 01 to 45)
labourers, packers, cleaners]
[IF ‘SERVICES’ (SIC ON SAMPLE: 50-74 & 93) bar staff,
/catering assistants, security guards, cleaners]
[IF ‘PUBLIC SECTOR’ SIC ON SAMPLE 75-99 excl 93)
cleaners, road sweepers, traffic wardens]
Elementary trades, plant and storage related occupations ADD IF
NECESSARY
1
2
(1 – 99999)
(1 – 99999)
(1 – 99999)
(1 – 99999)
2
(1 – 99999)
(1 – 99999)
2
(1 – 99999)
(1 – 99999)
2
(1 – 99999)
(1 – 99999)
2
(1 – 99999)
For example, farm workers, labourers, packers
Elementary administration and service occupations ADD IF
NECESSARY
For example, security guards, cleaners, catering assistants, traffic
wardens )
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(1 – 99999)
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Future Skills Wales 2005
THERE IS NO D5 OR D6
READ OUT:
IN EACH CATEGORY OF STAFF, I’D LIKE TO KNOW HOW MANY YOU THINK ARE
FULLY PROFICIENT AT THEIR JOB. BY FULLY PROFICIENT I MEAN SOMEONE WHO
IS ABLE TO DO THEIR JOB TO THE REQUIRED LEVEL.
ASK ALL, ASKING FOR EACH OCCUPATION WITH 1+ EMPLOYEES AT D4.
CATI TO LIST ONLY THOSE 2 DIGIT SOC OCCUPATIONS CODED AT D4
D7. How many of your existing [INSERT NUMBER] staff employed as <OCCUPATION>
D4> would you regard as fully proficient at their job?
0-NUMBER
GIVEN AT D4
Managerial occupations
Corporate Managers
Managers and Proprietors in Agriculture and Services
Professional occupations
Science & technology professionals)
Health professionals)
Teaching and Research professionals
Business & public service professionals
Associate professional and technical occupations
Science & technology associate professionals
Health & social welfare associate professionals
Protective service occupations
Culture, media & sport occupations
Business & Public service associate professionals
Administrative & secretarial occupations
Administrative
Secretarial and Related occupations)
Skilled trades occupations
Skilled agricultural trades
Skilled metal and electrical trades
Skilled construction & building trades
Textiles, printing and other skilled trades
Personal service occupations
Caring personal service occupations
Leisure and other personal service occupations
Sales and customer service occupations,
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Sales occupations
Customer Service occupations
Process, plant and machine operatives
Process, plant and machine operatives
Transport & mobile machine drivers and operatives
Elementary occupations
Elementary trades, plant and storage related occupations)
Elementary administration and service occupations)
(CATI TO CALCUATE LACK OF FULL PROFICIENCY (P) FOR EACH CATEGORY. THIS IS DEFINED
P=D4 – D7)
If more than one occupation at D7 lacking full proficiency), CATI to randomly select TWO occupations for
follow up at D8 and D9
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FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Future Skills Wales 2005
ASK D8 – D10 FOR EACH OCCUPATION IN TURN WHERE P >0
D8 And still thinking about your <occupation at D7> staff that lack full proficiency, which, if
any of the following skills do you feel need improving? (READ OUT AND CODE ALL
MENTIONED)
CATI TO ROTATE PRECODES, BUT ALWAYS KEEP CODES 1,2,11 IN SAME ORDER.
CODE 13 (OTHER) SHOULD ALWAYS APPEAR AT THE END OF THE LIST.
General IT user skills
1
IT professional skills
2
Other technical and practical skills
11
Communication skills
3
Customer handling skills
4
Team working skills
5
Problem solving skills
6
Management skills
7
Using numbers
8
Literacy skills
9
Welsh language skills
10
None
12
And what else? (WRITE IN)
13
(DO NOT READ OUT) Don’t know
14
If CODE 11 ‘Other Technical and practical skills’ at D8, ASK
D9
You said that other technical and practical skills need improving. Exactly what types of technical
and practical skills need improvement amongst <occupation> staff? [PROBE FOR DETAIL]
If necessary: we are interested in skills that are specific to your industry or this job
Open question
There is no D10
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ASK WHERE P>0 FOR ANY OCCUPATION TYPE at D7
D11. Thinking more generally about all types of staff, which of the following measures, if
any, have you taken at this establishment to overcome a lack of full proficiency amongst
some of your staff? (READ OUT AND CODE ALL MENTIONED
Increased recruitment
1
Provided further training/development amongst the existing workforce
2
Changed working practices
3
Reallocated work within the company
4
Expanded recruitment channels
5
Increased/expanded trainee programmes
6
And what else? (WRITE IN)
10
(DO NOT READ OUT) No particular measures taken
11
(DO NOT READ OUT) Don’t Know
12
ASK ALL LACKING FULL PROFICIENCY IN >1 OCCUPATION AT D7
D12. You told me that the following occupations lacked full proficiency [CATI to list all occupations
types at D7 that lack full proficiency, i.e. P>0]. In which occupation types is a lack of full proficiency most
critical in terms of holding back business objectives? [If more than 2 occupations at D7 where P>0, read
out] I will list up to two occupation types.
[List up to 2 occupations where P>0]
[IF 1 OCCUPATION LACKING FULL PROFICIENCY AT D7
You told me that <occupation type at D7 that lacks full proficiency, i.e. P>0) lacks full proficiency. Is this
lack of full proficiency critical in terms of holding back business objectives?]
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FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Future Skills Wales 2005
E. Off-the-job training
I AM NOW GOING TO ASK YOU SOME QUESTIONS ABOUT OFF-THE-JOB TRAINING. BY OFFTHE-JOB TRAINING, I MEAN ALL TRAINING THAT WAS DELIVERED AWAY FROM THE
IMMEDIATE WORK POSITION. IT CAN BE GIVEN AT YOUR PREMISES OR ELSEWHERE. IT
INCLUDES ALL SORTS OF COURSES – FULL OR PART-TIME; CORRESPONDENCE, DISTANCE
OR E-LEARNING; HEALTH AND SAFETY TRAINING AND SO ON – AS LONG AS IT IS FUNDED OR
ARRANGED BY YOUR ORGANISATION FOR EMPLOYEES WORKING AT THIS SITE.
E1 ASK ALL.
Has your organisation funded or arranged any off-the-job training for any of your employees
over the past 12 months at this site?
Yes
1
Go to
(E2)
No
2
Go to
(E4)
Don’t know
3
Go to
Section F
ASK IF HAVE ARRANGED/FUNDED TRAINING CODE 1 AT E1
E2
And for which of the following categories of employees at this site has off-the-job
training been funded or arranged over the past year?
PROGRAMME CATI TO LIST ONLY 1 DIGIT SOC OCCUPATIONS FROM D6
MULTI-CODE
Code all that
apply
Managerial occupations
Professional occupations
Associate professional and technical occupations
Administrative & secretarial occupations
Sales and customer service occupations,
Skilled trades occupations
Personal service occupations
Process, plant and machine operatives
Elementary occupations
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E3. Is the off-the-job training you provide for staff at this establishment mainly …
ONE ONLY
Statutory, that is, because it is a legal requirement for your staff to be
trained in this area (add if necessary: for example Health and Safety
1
training)
Or Non statutory, that is, not legally required
READ OUT. CODE
2
Or, evenly split between the two?
3
(Don’t know)
4
E4 Why have you not arranged or funded any off-the-job training for your employees over
the past 12 months. Is it because of any of the following …… (READ OUT. CODE ALL
THAT APPLY)
Staff have sufficient skills to do their job
1
Cost of off-the-job training
2
Time constraints
3
No money available for training
4
There is no suitable training available
5
Lack of information on training available
6
Other training method preferred (e.g. on-the-job training)
7
Trained staff will be poached by other employers
8
Any other reason (WRITE IN)
9
There is no E5
F. Final Section
F1.
Do you currently have any skills or training issues on which you would like information or help in
identifying the most appropriate source of advice? I can pass on your details on to Business Eye or
ELWa and ask someone to call you. [If necessary: we will only pass on your name, address and
telephone number, NOT your answers to this survey]
Interviewer notes: BUSINESS EYE is a free, impartial information service for Wales created to find the
answer to your business questions. Whether you are an established company, a new idea, a sole trader
or an employer of hundreds, Business Eye can put you in contact with support from the public, private or
voluntary sectors.
ELWa helps businesses to improve results through making the most of their people.
1. Yes
2. No
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FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Future Skills Wales 2005
F2. The results will be reported in the autumn of 2005, and we can arrange for the Future Skills Wales
Partnership to send you a summary of results. Would you like to receive a copy? EMPHASISE: If you
do want a copy we will only pass on your name and address, and not your answers to this survey.
Yes
1
No
2
CHECK CORRECT
ADDRESS AND POSTCODE
ON SAMPLE
Continue
Thank and close
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NOTES:
54
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
NOTES:
55