Human Resources Management

Subject:

Case Study – Technoprint

Nation

01235 432032

April 2008

Date

Further information

UK-Wide

Informal ‘self-selected’ learning

Reference

CS22

Creating committed staff with informal ‘selfselected’ learning In the highly competitive print market, which has faced fierce competition from overseas and an estimated 60,000 jobs lost in the last five years alone, keeping and developing talented people is vital if individual companies are to stay in business. For small, specialist printers like Technoprint who have around twenty employees; the creation of a formal, highly structured, in house training function is not an option – there simply aren’t the resources available to do so. Operating out of two sites in Yorkshire, the Technoprint winning approach to training is focused on responding to individual needs, whilst retaining the breath and depth of knowledge that today’s customers’ demand. Their continuous development strategy is highly flexible, and, as Managing Director Mark Snee says, “it might sound crazy but it works!” Following changes to the funding of apprenticeships, the last Technoprint apprentice finished their formal programmes back in 2005. From that point onwards, the company has taken direct responsibility for their skills base and provides practical opportunities for individuals to develop further, post-apprenticeship. Their strategy has been to adopt a ‘self-selection’ approach to learning, whereby individuals are supported and encouraged to develop their skills and knowledge in the areas they are most comfortable, have a natural skills match and a professional interest. “One of the difficulties with training is creating a real desire to learn. With a small, self-contained team such as ours, it is much easier to see and build upon

individual areas of interest and natural skill sets – purely because we know each other so well. As a result our people are far more empowered and enthusiastic about their own development...