Stronger Organisations

Skills and training

We have a great deal of experiencing helping identify whether a training programme has been effective or not, whether this be in terms of assessing whether the intended learning has been understood and applied by delegates or whether it has been value for money. Kirkpatrick evaluation and return on investment methodologies are just some of the tools we have applied in nearly 30 years of research in this field that has led to us publishing good practice guidance for organisations and sectors wishing to better understand the impact their investment in skills and training is having. At a more strategic level, we have delivered a number of 5-year longitudinal skills and education programmes, written sector skills strategies and devised impact frameworks in sectors as diverse as engineering, nuclear, creative and culture, sport, community development, home building and construction. At a European Level we have evaluated many ESF sector skills and standards projects, whilst in the UK we have supported strategies seeking to improve leadership, management, technical, human factors, digital and collaborative skills within industries and local workforces. Research studies of note have sought to understand what are the most effective ways to learn and how to help learners revise effectively for technical tests to encourage long-term knowledge retention.


Culture and behaviour change

This is an area of development following a 12 month study exploring the relationships between culture, behaviours, quality and productivity in the workplace. By completing a rapid evidence assessment, qualitative research programme with 100 behavioural insights specialists, employers and trade federations, and drawing on 500 interviews with employees in the selected sector, a short-list of high-impact solutions were identified that would more likely lead to the nurturing of positive behaviours and reduction of negative behaviours affecting business’ productivity and quality. The findings of this study has been embedded into the long-term investment and commissioning approach of the UK construction sector, but is likely to have significant transferability to other highly regulated sectors with similar industry drivers.