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Analysis of Skills Needs in Life Sciences. Merseyside and Halton. Management of the Study. Study commissioned by MerseyBIO on behalf of the Partners Pye Tait Ltd were contracted to undertake survey Steering Group
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Analysis of Skills Needs in Life Sciences Merseyside and Halton
Management of the Study • Study commissioned by MerseyBIO on behalf of the Partners • Pye Tait Ltd were contracted to undertake survey • Steering Group • Ensured the focus of the work had an industry perspective. Chaired by Steve Jones, Novartis Vaccines • Questionnaire Design • Design was driven by industry expertise • MerseyBIO Network • Using our network, we have achieved a very high response rate
Diagnostics Diagnostics R&D Managing an inventory * Consultancy * Ensuring equipment is cleaned Manufacturing * Monitoring competence of staff * Keeping financial records where required R & D * Following the relevant process instructions 9.3 * Writing technical reports 21.9 46.9 * Ensuring own actions protect the environment 21.9 * Setting up systems for managing quality Manufacturing * Setting up equipment Consultancy * Solving packaging problems * Capacity management * Contributing to standard * Testing operations operating procedures * Setting up procedures for * Drawing up principles for dealing with the supply chain ensuring manufacturing adheres to regulations * Providing advice and support for implementation of quality systems Types of skills employed in our industry in Greater Merseyside
Aims of study • Obtain detailed map of skills requirements to meet the demand of this growing sector • Gain in depth understanding of manufacturing and related skills • Inform key partners/stake holders on creating demand- led program of training for the industry • Use the findings to develop a Local Skills Agreement for training • to ensure funding agencies are aligned with industry requirements
Setting the scene – initial information gathering • Desk research – existing detail on skill needs analysed to develop survey structure • Telephone discussions with training providers to establish current specialist training provision • Face-to-face interviews and telephone interviews • Steering group review and input supported by industry specialists
Structure of survey Operators 98 skills assessed Supervisors 51 skills assessed Managers 29 skills assessed • Identified skills for analysis were exclusively based upon technical skill requirements • Managers were asked to comment on the level of competence of their staff relating to the skills defined in the survey • Managers were also asked to comment upon their view of the future relevance of skills
Survey Coverage • 42.8% of companies in Greater Merseyside interviewed • 2895 employees were represented in this survey • Mixture of operational, managerial and technical staff job roles represented
Scoring & Presentation of Results • Managers marked skills between 1 -10 • 10 represented “perfect”, requiring no attention • 1 represented “poor” skill, requiring attention • 7 represented a skill that “meets business requirements”, and therefore considered “satisfactory” • Therefore, scores below 7 are defined skills gaps in the industry, and those considered to be of future importance as “actionable”
Data Processing • Areas were split into three major business sections for • Operational/Frontline staff 98 skills assessed • Technical/Supervisory Staff 51 skills assessed • Managerial Staff 29 skills assessed • Each skill was rated for current importance and future importance to the respondent company • The mean scores across all respondents for a particular skill were calculated. • These results are the basis of the presentation and have identified skills gaps in the current activities required within companies, as well as skills gaps for the future of our sector.
Data Processing • To simplify the identification of the areas of skills shortage, or future gaps, the processed data were plotted on to scatter diagrams. • To ensure consistency of visualisation and allow comparison of the three types of role, scores were normalised relative to the mean score for each group.
Example Scatter Diagram Staff currently Highly skilled. Skills not rated highly for future importance Staff currently Highly skilled. Skills rated highly for future importance Equivalent to a score of 7.00 Current skill Levels are low. Skills not rated highly for future importance Current skill Levels are low. Skills rated highly for future importance
Results identifying actionableSkills gaps for front line/operational staff Normalised mean score Skill score of 7.00
Results Identifying ActionableSkills Gaps for Technical/Supervisory Staff Skill score of 7.00
Results Identifying ActionableSkills Gaps for Managerial Staff Skill score of 7.00
Identified Skills GapsManagerial Staff • Measuring line efficiency and improving Operational Equipment Efficiency • Borderline Skills Gaps - Understanding the legislation regarding waste routes & environmental impact. - Understanding potential hazards with airflow and filter sizes.
Cross cutting themesThose skills that underpin all elements of dealing with supply chain, R&D as well as manufacturing These are skills required across all levels of staff
Current use of Training • Just under one quarter of companies prioritise training that will impact on adherence to regulations (eg: GMP and GLP) • Tend not to use structured training plans but send staff on provision when need arises • Most frequently accessed training (>10% of training) delivered either in-house or externally was related to quality, regulation and technical skills used in R&D and primary manufacture • Barriers: cost of training; time and money lost in releasing staff; and lack of information on specialist training available • 22% of companies have also sourced management development training from external providers
Summary • Sector diverse – range of service and products and stages of development of companies • Despite this – cross-cutting themes affecting everyone • All levels frontline/operational, technical/supervisory and management staff have some gaps • Highlighted are regulation process and quality • Largest percentage gap reported in skill levels – technical/supervisory staff • Frontline/Operational staff demonstrated largest number of skills gaps • Current training provision is not readily available across the sector in the areas of: • Process of automation • use of SPC • Technical report writing • environmental requirements • in-house auditing
