SKILLSMART RETAIL
FUTURE SKILLS WALES
2005 SECTOR SKILLS SURVEY
2005
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 Skillsmart Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.6.1 Type of establishment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.6.2 Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.6.3 Financial Turnover . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2 Recruitment Difficulties and Skills Shortage Vacancies
2.1 Extent of vacancies, hard-to-fill vacancies and skill shortage vacancies . . . . . . . . . . . . . . 7
2.1.1 Comparison for Skillsmart Retail over time (comparing 2003 and 2005) . . 8
2.2 Occupational profile of hard-to-fill vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.3 Causes of hard-to-to fill vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.4 Responses to hard-to-fill vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
2.5 Nature of skill shortage vacancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3 Internal Skills Gaps
3.1 Incidence of skills gaps and distribution by occupational group . . . . . . . . . . . . . . . . . . . . 11
3.1.2 Comparison for Skillsmart Retail over time (comparing 2003 and 2005) . 12
3.2 Skills lacking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
3.3 Other technical and practical skills lacking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
3.4 Measures to overcome skills gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
4 Provision of off-the-job training
4.1 Incidence of off-the-job training and allocation across occupations . . . . . . . . . . . . . . . . 21
4.2 Type of off-the-job training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
4.3 Barriers to provision of off-the-job training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
5 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
6 Contribution from Skillsmart SSC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Appendix I: Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Appendix II: Broad Sector and SSC definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Appendix III: Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
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, Skillsmart Retail was
defined by the following SIC codes: 52.1
– 52.6, and was described as the ‘retail
industry’.
design effects for the survey, the
confidence interval at the 95% level4 for
the data for Skillsmart Retail is ±% for a
survey result of 50 per cent and ±5%
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
1.4 Sample size for the Sector
hard-to-fill (HTF) vacancies are
those vacancies self classified by the
respondent as hard-to-fill
A total of 510 interviews were
conducted with establishments in the
Skillsmart Retail SSC. Further analysis
has been obtained by employment in
establishment as follows:
skill shortage vacancies (SSVs)
are defined as hard-to-fill vacancies
where applicants do not have the
required skills, work experience, or
qualifications required
Micro (1-9 employees), unweighted
base size 253
Small (10 – 24 employees),
unweighted base size 112
Medium/ large (25+ employees),
unweighted base size 145
Taking into account the finite
population correction factor3 and
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
many employers are experiencing
vacancies, skill deficiencies etc, or to the
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
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
Skillsmart Retail
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 half were single site (50 per
cent), whilst 42 per cent were multi site
(not head office) establishments. Seven
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 (99 per cent); 1 per
cent were charities.
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
50
One of multiple sites
not head office
42
Head office
7
0
10
20
30
40
50
% of establishments
Source: FSW 2005, question B4a.
Base: all establishments (Unweighted: 510; Weighted: 10,635). Single response.
Donít k now not shown (less than 0.5%)
5
1.6.2 Ownership
1.6.3 Financial Turnover
Over half of establishments were
Welsh5 owned (56 per cent), whilst a
third were other UK owned (34 per
cent). Small minorities were other
European Union owned (4 per cent)
and American owned (1 per cent).
For around a third of establishments
(36 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
around a third of establishments (34
per cent). For 11 per cent of
establishments, turnover had decreased
in the 12 months prior to the survey.
Chart 1.2 Ownership of establishments
Welsh Owned
56
Other UK owned
34
Other EU owned
4
American
1
0
10
20
30
40
50
60
% of establishments
Source: FSW 2005, question B5.
Base: all establishments (Unweighted: 510; Weighted: 10,635). Single response.
Don’t know not shown (5%)
Chart 1.3 Turnover in past 12 months
Increased
36
Roughly the same
34
Decreased
11
Too early to tell,
in business < 1yr
Don’t know
5
14
0
5
10
15
20
25
30
35
40
% of establishments
Source: FSW 2005, question B6.
Base: all establishments (Unweighted: 510; Weighted: 10,635). Single response.
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
6
For public sector, charity and voluntary organisations, the question referred to their ‘financial budget’.
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
SECTION 2 RECRUITMENT
DIFFICULTIES AND SKILL
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;
Skill 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:
17 per cent of establishments in
Skillsmart Retail reported vacancies
compared with the all Wales average
of 21 per cent;
7 per cent of all establishments in
Skillsmart Retail had vacancies that
were proving difficult to fill at the
time of interview (this equates to 40
per cent of all those with any
vacancies);
3 per cent of all establishments had
skill shortage vacancies (this equates
to 18 per cent of all those with any
vacancies).
The proportions of vacancies and hardto-fill vacancies were slightly lower than
those reported at an all Wales level
(table 2.1).
Table 2.1 Extent of vacancies, hard-to-fill vacancies and skills shortage vacancies
(2005 data)
All Wales
Skillsmart Retail
% of all establishments reporting vacancies
21
17
% of establishments with hard-to-fill vacancies
10
7
4
3
Number of vacancies
37,875
4,198
Number of hard-to-fill vacancies
13,242
1,193
5,405
436
Vacancies as % of employment
3.5
3.4
Hard-to-fill vacancies as a % of employment
1.2
1.0
Skill shortage vacancies as a % of employment
0.5
*
% of establishments with skills shortage vacancies
Number of skill shortage vacancies
Source: Future Skills Wales 2005. * less than 0.5%. Base:All establishments (All Wales
Unweighted: 6,719,Weighted: 70,515; Skillsmart Retail Unweighted: 510,Weighted 10,635).
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.
7
On a vacancy level hard-to-fill vacancies
accounted for just less than three in
ten (28 per cent) of all vacancies in this
SSC.
Analysis by size of establishment shows
that smaller establishments were more
acutely affected by recruitment
problems than larger establishments.
Thus, micro establishments (1 to 9
employees) accounted for 29 per cent
of employment but 37 per cent of
vacancies, 50 per cent of hard-to-fill
vacancies and 69 per cent of skill
shortage vacancies.
Table 2.2 Summary of reported
vacancies in Skillsmart Retail by
establishment counts by employee size
band
proportions of establishments in
Skillsmart Retail with vacancies and
hard-to-fill vacancies have decreased
since 2003.
2.2 Occupational profile of hardto-fill vacancies and skill shortage
vacancies
Skillsmart Retail was characterised by a
much higher than average proportion
of Sales/Customer Service occupations.
Correspondingly, a higher than average
proportion of hard-to-fill vacancies
occurred in this occupation group
2.3 Causes of hard-to-to fill
vacancies
2.1.1 Comparison for Skillsmart
Retail over time (comparing 2003
and 2005)
At an employer level, in line with the
picture at an all Wales level, the
Further analysis of the characteristics of
hard-to-fill vacancies was not possible
in Skillsmart Retail due to an
unweighted base size lower than 50 in
terms of the number of establishments
reporting hard-to-fill vacancies.
Table 2.2 Summary of reported vacancies in Skillsmart Retail 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 skillshortage
vacancies
Survey-based estimates
1 to 9
29
37
4
50
2
69
10 to 24
18
20
4
26
1
21
25+
53
43
3
24
*
10
Size of
establishment
100%
100%
Shaded columns show row percentages. * less than 0.5%
Source: FSW 2005, questions C1, C2b, C6
8
100%
100%
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Table 2.3 Summary of extent of vacancies, hard-to-fill vacancies and skill
shortage vacancies 2003 and 2005 data
All Wales
% of all
establishments
reporting
% with any vacancies
% with hard-to-fill
vacancies
% with skill shortage
vacancies
Skillsmart Retail
% of all
% of all establishments
reporting
employment
% of all
employment
2003
2005
2003
2005
2003
2005
2003
2005
%
%
%
%
%
%
%
%
25
21
4.9
3.5
19
4.2
3.4
15
10
2.0
1.2
11
1.6
1.0
9
4
1.1
0.5
3
*
*
Source: Future Skills Wales 2003 Generic Skills Survey and Future Skills Wales 2005.
* denotes less than 0.5% but greater than zero. Base: Future Skills Wales 2003 Generic Skills
Survey All establishments (All Wales Unweighted: 6,020 Weighted: 66,431, Skillsmart Retail
Unweighted: 963,Weighted 11,490). Future Skills Wales 2005 All establishments (All Wales
Unweighted: 6,719,Weighted: 70,515 Skillsmart Retail Unweighted: 510,Weighted 10,635).
Table 2.4 Occupational distribution of hard-to-fill vacancies (2005 data)
Share of
Share of hard-to-fill
employment %
vacancies %
Skillsmart
Skillsmart
Retail All Wales
Retail
All Wales
Managers/senior officials
13
3
Professionals
14
6
7
15
11
5
Skilled trades
8
18
Personal service occupations
8
13
Sales/customer service occupations
14
12
Transport/machine operatives
12
9
Elementary occupations
12
18
99%
99%
Associate professionals
Administrative/secretarial occupations
Source: Future Skills Wales 2005, question C4.
Base:All establishments (All Wales Unweighted: 6,719,Weighted: 70,515 Skillsmart Retail
Unweighted: 510,Weighted 10,635). Some columns do not add up to 100% due to rounding.
9
2.4 Responses to hard-to-fill
vacancies
2.5 Nature of skill shortage
vacancies
Further analysis of the characteristics of
hard-to-fill vacancies was not possible
in Skillsmart Retail due to an
unweighted base size lower than 50 in
terms of the number of establishments
reporting hard-to-fill 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 Skillsmart Retail are
provided below for reference, together
with the type of occupation in which
the skill shortage was occurring.
Table 2.5 Other technical and practical skills lacking amongst applicants for skill
shortage vacancies (employers’ verbatim comments)
Comment
SOC Group
Need someone to step straight into role,
although obvious training will be needed for
specific branch- eg. someone to deal with
stock rotation
Senior Managers & Corporate Managers
Sales skills
Sales Occupations
Food handling qualifications
Sales Occupations
Somebody who can do the job competently/ Skilled Construction & Building trades
customer handling
They need to have a mechanical and electrical Skilled Metal & Electrical trades
background
Just knowledge- no training
Textiles, printing and other skilled trades
Not thinking practically, more concerned
about money than the job
Source: FSW 2005, Question C9.
10
Process, plant and machine Operatives
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
SECTION 3 INTERNAL SKILL
GAPS
3.1 Incidence of skill 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 skill gap is defined as
existing where, in the opinion of their
employer, an employee is not fully
proficient at their job.
20 per cent of establishments in
Skillsmart Retail 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 in 2005.
In terms of the number of employees,
the survey recorded a total of 10,226
employees with skill gaps at the time of
interview, representing 8 per cent of
total employment in Skillsmart Retail.
Table 3.1 Incidence and number of skill gaps in Wales 2005 and in Skills for Care
& Development
Base:All establishments
Wales 2005
Skillsmart Retail
70,515
10,635
18
20
Weighted base
% of establishments reporting skill gaps
Source: Future Skills Wales 2005, question D7 (derived)
Table 3.2 Incidence of skill 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
Skillsmart Retail
Total number
of employees
with skill gaps
All Wales
63,803
6
10,226
8
Managers and senior officials
4,798
3
588
3
Professional occupations
4,290
3
91
5
Associate professionals
Administrative & secretarial
occupations
3,141
4
39
3
5,873
5
235
4
Skilled trades
6,109
7
246
7
Personal service occupations
5,591
6
0
0
Sales & customer service
15,431
10
7,605
9
Transport & machine operatives
11,146
8
924
15
7,426
6
499
8
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;
Skillsmart Retail Unweighted: 1,495,Weighted 10,226).
11
The corresponding all Wales figure was
6 per cent.
reported a skill gap compared with just
3 per cent in 2003.
The occupational categories in
Skillsmart Retail that had the highest
incidence of skill gaps were:
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 .
Transport/Machine Operatives
(15 per cent);
Sales/Customer Service (9 per cent);
Elementary occupations
(8 per cent);
The skills most commonly reported as
lacking amongst employees were mainly
generic skills, for example, customer
handling skills (68 per cent), problem
solving skills (63 per cent),
communication skills (54 per cent) and
team working skills (51 per cent). In
addition, 41 per cent reported that
other technical and practical skills were
missing.
Skilled Trades (7 per cent).
3.1.2 Comparison for Skillsmart
Retail over time (comparing 2003
and 2005)
There has been a marked increase in
the proportion of establishments in
Skillsmart Retail reporting a skill gap in
2005 compared with 20037; 17 per cent
of establishments in Skillsmart Retail
When asked this question, the
respondent was offered a list of
Table 3.3 Incidence of skill gaps (2003 and 2005 comparison)
All Wales
% of establishments
reporting skill gaps in
any occupation
Skillsmart Retail
Skill gaps
as % of
% reporting
skill gaps employment
Skill gaps
as % of
% reporting
skill gaps employment
2003
2005
2003
2005
2003
2005
2003
2005
19
18
17
6
3
17
20
8
Source: Future Skills Wales 2003 Generic Skills Survey; Future Skills Wales 2005
The definition of skill gaps differed between 2003 and 2005. In 2003, the definition of a skill gap was
where ‘there is a gap between the skills employees have now and those needed to meet current
business objectives’. In contrast, in 2005 in line with other UK employer skills surveys, a skill gap was
defined as where employees were not fully proficient in their job.Therefore, comparisons should be
treated with caution.
7
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.
9
12
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
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 skill gaps within their workforces:
Common sense (2 per cent);
Product knowledge (2 per cent);
Workplace procedures/requirements
(2 per cent);
Using initiative/ thinking for
themselves (2 per cent);
Job specific (unspecified )
(2 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 in
establishments with 1-24 employees
was similar to that for the average for
Skillsmart Retail. Establishments with
Table 3.4 Skills lacking amongst employees with skill gaps (2005 data)
Base: all establishments with skill gaps followed up
Unweighted
All Wales Skillsmart Retail
1,469
154
12,558
2,125
%
%
General IT user skills
40
32
IT professional skills
26
19
Other technical and practical skills
52
41
Communication skills
49
54
Customer handling skills
57
68
Team working skills
49
51
Problem solving skills
58
63
Management skills
40
42
Using numbers
25
28
Literacy skills
23
22
Welsh language skills
23
22
Work experience (unspecified)
3
5
Time management/keeping
3
2
Sales/marketing skills
2
5
Motivation/behaviour
3
1
Other
2
2
Weighted
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.
3
13
25+ employees tended to differ more
from the average; the proportions
reporting skills lacking was higher for
many of the listed skills but particularly
so for customer handling (81 per cent),
team working (72 per cent),
communication skills (67 per cent) and
other technical and practical skills (55
per cent).
3.3 Other technical and practical
skills lacking
41 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
Table 3.5 Skills lacking amongst employees by establishment count by employee
size band (2005 data)
Establishment count
by employee size band
Base: all establishments with skill gaps
followed up
All
1 – 24
25+
Unweighted
154
**84
**70
2125
1,780
345
%
%
%
General IT user skills
32
31
36
IT professional skills
19
19
20
Other technical and practical skills
41
39
55
Communication skills
54
51
67
Customer handling skills
68
66
81
Team working skills
51
47
72
Problem solving skills
63
63
63
Management skills
42
42
43
Using numbers
28
28
26
Literacy skills
22
23
16
Welsh language skills
22
24
15
Other
2
2
-
None
0
0
2
Don’t know/no answer
3
3
3
Weighted
Source: Future Skills Wales 2005, question D8. Base:All establishments (All Wales
Unweighted: 6,719,Weighted: 70,515 Skillsmart Retail Unweighted: 154 Weighted 2,125).
** small base (less than 100). Multiple response allowed.
14
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
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:
Product knowledge (16 per cent);
Cash handling/checkouts
(12 per cent);
Sales/marketing (9 per cent);
Attitude/manners (9 per cent);
Finance/accounts/book keeping skills
(6 per cent).
Comments received from employers in
Skillsmart Retail are provided below for
reference, together with the type of
occupation in which the skill shortage
was occurring.
Table 3.6 Other technical and practical skills lacking amongst employees with
skill gaps in Skillsmart Retail (verbatim comments from employers)
Comment
SOC Group
For equipment training, stock management,
understanding suppliers’ ordering systems
Routines of the job
Corporate Managers
They don’t do anything/They lack personal
skills, management skills/They lack all skills
The IT system is basic so they need to do a
lot of the work on their own
Just numeracy skills
Corporate Managers
Corporate Managers
Corporate Managers
Corporate Managers
Probably IT/Customer relations
Managers and Proprietors in Agriculture and
Services
General personal computer skills could be
Managers and Proprietors in Agriculture and
improved/Need better people skills
Services
Learning about the products
Managers and Proprietors in Agriculture and
Services
General skills
Managers and Proprietors in Agriculture and
Services
Computer software/General improvements Managers and Proprietors in Agriculture and
Services
To do with stock and ordering
Managers and Proprietors in Agriculture and
Services
Accounting skills/Personal skills
Managers and Proprietors in Agriculture and
Services
Book keeping
Managers and Proprietors in Agriculture and
Services
Time management, team building, management Science and technology associate
training
professionals
Their legislation knowledge needs improving Health & social welfare associate professionals
15
Table 3.6 Other technical and practical skills lacking amongst employees with
skill gaps in Skillsmart Retail (verbatim comments from employers) [cont.]
Comment
SOC Group
Basically admin has multiple roles e.g. where
there are petty cash balances these are now
done on the computer and therefore staff
have to be retrained on how to use the
computer system and are re-learning
everything
Administrative occupations
Job specific training/Credit controllers may
have come from other areas with e.g.
accounts or administrative skills but needing
credit control skills/We have provided NVQ
Administrative occupations
Their control over the branch invoice prints/ Administrative occupations
They need to have more understanding of it/
So they can deal with queries from the
branch/ Charge
A big use of the mainframe/In-house e-mail
and intranet use
Using numbers/Organisational skills/Time
keeping
Fitting ability
Administrative occupations
Speed of job/Gaining more experience from
the training programmes
Coping with stress/Customer handling
Textiles, printing and other skilled trades
Using Checkouts
Sales occupations
Push in the sales
Sales occupations
Secretarial and related occupations
Skilled agricultural trades
Textiles, printing and other skilled trades
Knowledge of products and selling skills/
Sales occupations
Telephone skills and general tweaking
Probably customer service/That’s probably
Sales occupations
the main thing we look for nowadays
Training- technical side would be recording
Sales occupations
data, and practical would be how to lay out an
account, cash handling and counting stock and
how to use the new technology
16
Common sense
Sales occupations
Learning about the products
Sales occupations
Merchandising/Putting stock up neatly
Sales occupations
Customer care, being polite, knowing their
job, lots of them don’t know what they’re
supposed to be doing, what’s required of
them, they’ve never been taught properly
Sales occupations
Using the electronic checkout
Sales occupations
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
Table 3.6 Other technical and practical skills lacking amongst employees with
skill gaps in Skillsmart Retail (verbatim comments from employers) [cont.]
Comment
SOC Group
Job dependent on the department they’re
working in
Initiative
Sales occupations
Just generally working really
Sales occupations
Task skilled organisation, understanding the
systems, company ones
Getting on with the work/Not doing what
they are told
Tills/ticket printing
Sales occupations
Organisational skills/Time keeping
Sales occupations
Practical skills
Sales occupations
Using the till
Sales occupations
Dispensing of medicines and knowledge of
medications
Technical knowledge and more up to date
technical knowledge
Use of the technology and tills
Sales occupations
Till breakdown/Computer breakdown
Sales occupations
More Information Technology
Sales occupations
Sales occupations
Sales occupations
Sales occupations
Sales occupations
Sales occupations
Need supervisory skills on processing refunds Sales occupations
and returns
Basic till work/Product knowledge
Sales occupations
Completing tasks set/Manner around
workplace
Computer skills/Artwork/Old fashioned
method of work
Sales skills
Sales occupations
Sales occupations
Sales occupations
They think that they are the boss/And that no Sales occupations
one is as good as them/And also lacks any
type of communication skills
Ability to plan a project/Detailed understanding Sales occupations
of products and how they fit together/
Awareness of product and service costs
People have come from other areas and need Customer service occupations
specific customer service training
Initiative and learning
Customer service occupations
Learning different parts of the job
Customer service occupations
17
Table 3.6 Other technical and practical skills lacking amongst employees with
skill gaps in Skillsmart Retail (verbatim comments from employers) [cont.]
Comment
SOC Group
The sales assistants have not had the proper Customer service occupations
training and obviously if you have not had the
proper training then they cannot do their job
properly
The ability to provide customer service to
the level we expect/Time management/
Communication skills
Customer service occupations
Merchandising layout and presentation
Customer service occupations
Knowing how to use the equipment such as
the PDT machines
So they need to know about the product/
How to use/How to approach customers/
Bakery types
Customer service occupations
Effective warehouse management skills,
logistics
There is always new technology coming in
and they need to be kept informed of it
Taking the tool element out so things can be
adjusted by hand/More user friendly
Lack of courses in graphic design
Transport & mobile machine drivers and
operatives
Elementary trades, plant and storage related
occupations
Elementary trades, plant and storage related
occupations
Elementary trades, plant and storage related
occupations
Elementary administration and service
occupations
Elementary administration and service
occupations
Elementary administration and service
occupations
The communication skills
Stock Rotation/ Replenishment
Legality of paperwork
3.4 Measures to overcome skill
gaps
All respondents who reported skill 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 81 per
cent provided further training/
18
Customer service occupations
Process, plant and machine operatives
development amongst the workforce,
whilst 57 per cent had changed
working practices.A half (50 per cent)
had increased or expanded trainee
programmes, whilst 47 per cent
reported reallocating work within the
company.These proportions were in
line with the all Wales figures.
Some establishments had looked
externally for solutions.Thus, 31 per
cent had increased recruitment, whilst
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
one in five (20 per cent) had expanded
recruitment channels.
9 per cent of establishments reported
that no particular action had been
taken.
As a further point, minorities of
employers in Skillsmart Retail took
different measures in response to skill
gaps, namely:
In house training (4 per cent);
More supervision/one to one
supervision (2 per cent);
Improved sales/customer service
(2 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
for Skillsmart Retail than establishments
with 1-24 employees. For example, 99
per cent of establishments with 25+
employees had provided further
training/development compared to 81
per cent of the total. Similarly, 68 per
cent of establishments with 25+
employees had increased/expanded
trainee programmes compared to half
(50 per cent) of all employers in
Skillsmart Retail.
Table 3.7 Measures taken in response to skill gaps (2005 data)
Base: all establishments with skill gaps amongst
employees
All Wales Skillsmart Retail
Unweighted
1,469
154
12,558
2,125
%
%
Further training amongst workforce
84
81
Changed working practices
59
57
Reallocated work within company
51
47
Increased/expanded trainee programme
50
50
Increased recruitment
34
31
Expanded recruitment channels
23
20
3
2
Weighted
Other
No particular measures taken
6
Source: Future Skills Wales 2005, question D11. Multiple response allowed.
Don’t know not shown
9
19
Table 3.8 Measures taken in response to skill gaps by establishment count by
employee size band (2005 data)
Establishment count by
employee size band
Base: all establishments with skill gaps
amongst employees
All
1 – 24
25+
Unweighted
154
**84
**70
2,125
1,780
345
%
%
%
Further training amongst workforce
81
77
99
Changed working practices
57
56
61
Reallocated work within company
47
47
45
Increased/expanded trainee programme
50
46
68
Increased recruitment
31
31
29
Expanded recruitment channels
20
19
23
Other
2
2
2
No particular measures taken
9
10
1
Weighted
Source: Future Skills Wales 2005, question D11. Base:All establishments (All Wales
Unweighted: 6,719,Weighted: 70,515. Skillsmart Retail: Unweighted: 154 Weighted 2,125).
** small base (less than 100). Multiple response allowed. Don’t know not shown.
20
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
45 per cent of employers had funded
or arranged off-the-job training for
their staff in the 12 months prior to
the interview; a lower proportion 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 Managers/Senior Officials (69 per
cent) and Sales/Customer Service
occupations (59 per cent). Compared
to the all Wales figures, a higher than
average proportion of establishments
provided off-the-job training for Sales/
Customer Service occupations.
Analysis by the size of establishment
revealed that off-the-job training was
more likely to be offered by
establishments with 25 or more
employees (77 per versus 69 per cent
of small and 38 per cent of micro
establishments). Establishments of 25 or
Table 4.1 Incidence of off-the-job training and allocation across occupation
groups (2005 data)
Skillsmart
Retail
Incidence of off-the-job training (question E1)
All Wales
Base: all establishments
Unweighted
6,719
510
70,515
10,635
%
%
58
45
4,339
286
40,803
4,807
%
%
Managerial occupations
65
69
Professionals
25
9
Associate professionals
15
6
Administrative/secretarial occupations
35
17
Skilled trades
19
8
Personal service occupations
12
0
Sales/customer service
22
59
9
4
17
7
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
21
more employees were notably more
likely than smaller establishments to
provide off-the-job training for
Managers/Senior Officials,
Administrative/Secretarial and
Sales/Customer Service occupations.
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 quarter of establishments (23
per cent) were providing mainly
statutory training, whilst a third (35 per
cent) reported that their off-the-job
training was mainly non-statutory.Two-
Micro
(1 – 9)
Small
(10-24)
25+
Table 4.2: Incidence of off-the-job training and allocation across occupation
groups by employment in establishment (2005 data)
Establishment count by
employee size band
253
112
145
8,425
1,495
715
38
69
77
**97
**77
112
3,230
1,028
549
%
%
%
Managers/Senior Officials
64
77
87
Professionals
10
5
10
6
5
4
11
18
47
Skilled Trades
8
6
13
Personal Service occupations
0
0
1
54
65
76
Transport/Machine Operatives
2
8
8
Elementary occupations
5
6
17
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
Associate Professionals
Administrative/secretarial occupations
Sales/Customer Service
Source: Future Skills Wales 2005. ** small base (less than 100).
22
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
fifths of establishments (40 per cent),
however, reported that their off-the-job
training was evenly split between the
two types.These findings were in line
with those at an all Wales level.
Analysis by size of establishment
revealed that levels of statutory training
were consistent regardless of the
numbers in employment. However,
micro establishments were more likely
than larger sites to report that they
mainly provided non statutory off-thejob training.
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.
The most common response (86 per
cent) was staff have sufficient skills to
do their job, whilst 62 per cent of
establishments said that they preferred
another method of training (e.g. on-thejob); these proportions were in line
Table 4.3:Types of off-the-job training (2005 data)
Base:All establishments providing off-the-job
training
All Wales
Skillsmart Retail
4,339
286
40,803
4,807
%
%
Statutory, that is, because it is a legal requirement for
your staff to be trained in this area
23
23
Non statutory, that is, not legally required
33
35
Evenly split between the two
42
40
1
2
Unweighted
Weighted
Don’t know
Source: Future Skills Wales 2005, question E3. Multiple response allowed.
Table 4.4 Types of off-the-job training by establishment count by
employee size band
Base: all establishments providing off-the-job
Micro Small
training
(1-9) (10-24)
Unweighted
**97
**77
Weighted
3,230
1,028
%
%
Statutory, that is, because it is a legal requirement for
23
23
your staff to be trained in this area
Non statutory, that is, not legally required
43
19
Evenly split between the two
32
56
Don’t know
2
1
Multiple response allowed
25+
112
549
%
25
13
61
1
23
with the figures recorded at an all
Wales level.
Time constraints and cost were also
commonly cited reasons:
44 per cent of establishments that
did not provide off-the-job training
cited time constraints;
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 (23 per cent).
Further analysis by the size of the
establishment was not possible due to
small base sizes.
23 per cent cited the cost of training
as a prohibitive factor and 19 per
cent stated that they had no money
available to fund off-the-job training.
Table 4.5: Barriers to provision of off-the-job training (2005 data)
Base:All establishments not providing off-the-job
training
All Wales
Unweighted
2,288
214
28,850
5,620
%
%
Staff have sufficient skills to do their job
83
86
Cost of off-the-job training
24
23
Time constraints
38
44
No money available for training
23
19
There is no suitable training available
21
23
Lack of information on training available
26
27
Other training method preferred (e.g. on-the-job training)
60
62
Trained staff will be poached by other employers
20
16
Others
2
2
Don’t know
Source: Future Skills Wales 2005, question E4. Multiple
response allowed.
2
3
Weighted
24
Skillsmart
Retail
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
SECTION 5: SUMMARY
Tackling recruitment difficulties
and skill shortages.
Levels of vacancies and hard-to-fill
vacancies in Skillsmart Retail were
slightly lower than those recorded at an
all Wales level.Thus, 17 per cent of
employers were experiencing vacancies
and 7 per cent reported having hardto-fill vacancies. Levels of skill shortage
vacancies were in line with the all
Wales figure. In terms of numbers
employed, smaller establishments in
Skillsmart Retail were
disproportionately affected by
recruitment problems.
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 sales occupations lacked
skills relating to selling and food
handling.
Addressing skill gaps and
deficiencies in the workforce
20 per cent of Skillsmart Retail
establishments reported skill gaps, and
these were most likely to occur
amongst Transport/Machine Operatives,
Sales/Customer Service, Elementary
and Skilled Trades occupations.
The skills most commonly reported to
be lacking amongst the existing
workforce tended to be generic, such
as customer handling skills, problem
solving skills, communication skills and
team working skills.
Four in ten establishments in Skillsmart
Retail (41 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 as Managers and
Proprietors were thought to lack skills
relating IT, people skills, book keeping.
Those employed in Sales occupations
were thought to lack skills relating to
(amongst others) product knowledge,
customer service, use of tills and
technology and supervisory skills.
The most common measures taken in
response to skill gaps were to provide
further training/ development or to
change working practices.
Improving employer investment in
training and workforce
development.
Just under half of employers in
Skillsmart Retail (45 per cent) were
investing in off-the-job training
(compared to the average of 58 per
cent across all establishments in Wales).
Off-the-job training was most
commonly provided to Manager/Senior
Officials and Sales/Customer Service
occupations.
86 per cent of employers in Skillsmart
Retail 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.
25
SECTION 6: CONTRIBUTION
FROM SKILLSMART SSC
The retail sector is a major employer
throughout Wales accounting for an
estimated 15 % of all employment.
Skillsmart Retail Ltd is the sector skills
council covering those enterprises,
large and small who sell goods to the
public via physical premises such as
shops and stalls and those who trade
through mail order or the internet.
The findings of the Future Skills Wales
report 2005 provide some indication of
the main skills issues confronting the
Welsh retail sector.
Skills Gaps have a greater impact on
the retail sector than skills shortages.
This is in line with the whole Welsh
economy.
The report also highlights the
considerable challenges confronting
retailers to improve many of the ‘soft
skills’ of their employees.These include
customer handling, problem solving and
communication skills.The results of the
survey indicate these skills are more
significant to retail than the rest of the
Welsh economy.
Size has an important bearing on the
extent of skills gaps being reported.
The findings of the report also begin to
highlight the importance of this factor.
Establishments employing 25 or more
employees report a greater amount of
skills gaps when compared to those
employing 1-24 employees.The report
also highlights how larger enterprises
are more likely to provide formal
training than smaller organisations.
Skillsmart Retail has completed
secondary and primary research on the
Welsh retail sector.‘Developing Retail
Businesses in Wales’ was completed in
26
2005 and provided insights into the
Welsh retail sector using both national
data and industry specific intelligence.
It also investigated business and skills
needs of retail communities in four
Welsh towns.
In March Skillsmart Retail began its
Sector Skills Agreement.This will build
upon our previous research and guide
our future activities in Wales.
The following highlights just two factors
influencing the business and learning
support required by retailers.We see
these as important areas to develop
and we will seek to extend our
understanding of these in the future.
The different experience of
Independent and Multiple retailers
The experience of independent and
multiple retailers differs significantly.
Our work throughout the UK and
Wales itself indicates that individuals
within independent retailers require a
broader range of competences to do
their jobs. In addition, independent
retailers are more likely to seek help
from local providers of business and
learning support.
Those working in multiple retailers may
be more likely to specialise and be able
to draw upon support from within the
organisation. Multiple retailers are also
likely to demonstrate a greater
inclination for formal qualifications.
The effect of location on retailers
The diversity of business and learning
needs amongst retailers is further
increased by the location of retail
businesses.A full outline can be found
within Skillsmart Retail’s report
‘Developing Retail Businesses in Wales’.
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
A large proportion of the retail activity
in Wales can be found within the
densely populated South East.Areas
such as Cardiff and Swansea account
for 25% of all Welsh retail floor space.
Wrexham is the largest retail
destination in Wales outside of the
South East Region.
Wales has a significant rural geography,
many outside of the south eastern
concentration.The business challenges
for retailers in these areas can be quite
different from those in larger towns
and cities.
Many rural retailers will be seeking to
provide products and services to local
populations. Others will be seeking to
benefit from the Welsh hospitality and
tourism industries.
Retail is a complex sector, independent
and multiple retailers confront very
different challenges. Location remains
an extremely important factor in
determining who the customers will be
to a store and who can be employed
within it.
For further information please contact
Ian Wheeler, research manager on the
details below.
Ian Wheeler
Research Manager
The Sector Skills Council for Retail
40 Duke Street
London
W1A 1AB
Phone 020 7399 3461
Ian.wheeler@skillsmartretail.com
27
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).
28
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.
Recruitment problems
Refers to vacancies that the employer
describes as either hard-to-fill or skillshortage related.
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.
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.
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.
SIC
Standard Industrial Classification system
used to provide a consistent industrial
breakdown for UK official statistics.
SOC
Standard Occupational Classification
system used to provide a consistent
occupational breakdown for UK official
statistics.
29
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.
SSC names, description, SIC definitions and corresponding Broad Sector
category
SSC name
Skillsmart Retail
30
SSC description
Retail industry
SIC definition
52.1-52.6
Broad Sector
Wholesale/retail
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
September 2005
GfK NOP Social Research
31
Future Skills Wales 2005
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
September 2005
GfK NOP Social Research
32
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
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
September 2005
GfK NOP Social Research
33
Future Skills Wales 2005
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
4
September 2005
GfK NOP Social Research
34
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
September 2005
GfK NOP Social Research
35
Future Skills Wales 2005
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
September 2005
GfK NOP Social Research
36
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
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
7
September 2005
GfK NOP Social Research
37
Future Skills Wales 2005
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
September 2005
GfK NOP Social Research
38
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
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
9
September 2005
GfK NOP Social Research
39
Future Skills Wales 2005
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
September 2005
GfK NOP Social Research
40
1
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
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.
11
September 2005
GfK NOP Social Research
41
Future Skills Wales 2005
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
September 2005
GfK NOP Social Research
42
1
FUTURE SKILLS WALES 2005 SECTOR SKILLS SURVEY
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)
13
September 2005
GfK NOP Social Research
43
Future Skills Wales 2005
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 )
14
September 2005
GfK NOP Social Research
44
(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,
15
September 2005
GfK NOP Social Research
45
Future Skills Wales 2005
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
16
September 2005
GfK NOP Social Research
46
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
17
September 2005
GfK NOP Social Research
47
Future Skills Wales 2005
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?]
18
September 2005
GfK NOP Social Research
48
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
19
September 2005
GfK NOP Social Research
49
Future Skills Wales 2005
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
20
September 2005
GfK NOP Social Research
50
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
21
September 2005
GfK NOP Social Research
51