report on developing skills
Developing skills in a large organisation through training and development
A National Grid case study
Page 1: Introduction
National Grid is one of the world's largest utilities. It focuses on the delivery of energy (gas and electricity) safely, reliably, responsibly and efficiently. The networks include: around 4,500 miles of overhead power lines
340 electricity substations
4,300 miles of high pressure gas pipelines around 80,000 miles of distribution pipes delivering gas to 11 million meters.
The skills of National Grid employees are at the heart of its success in reaching world-class safety, operating and financial performance. Many of the company's roles are complex, requiring both a wide range and depth of skills. Some examples of activities carried out in various job areas within the company include:
This case study focuses on how National Grid manages training and development within the organisation.
National Grid | Developing skills in a large organisation through training and development
Page 2: Workforce planning and identifying training needs
Workforce planning
Workforce planning involves making sure that the organisation has the right skills to meet its current and future needs. For example, this might include identifying how many highly qualified engineers National Grid needs in the period 2007-2010. It is then possible to identify whether the company needs to recruit additional specialist engineers from outside the organisation or train those already employed.
National Grid recognises that about 40% of its current workforce will reach retirement age over the next 10-15 years. Combined with the trend over the last decade of fewer students studying engineering at university, this is likely to result in a skills shortage. To combat this, National Grid is actively involved in a number of educational initiatives aimed at students beginning from age nine. These initiatives seek to help increase the number and diversity of young people
A National Grid case study
Page 1: Introduction
National Grid is one of the world's largest utilities. It focuses on the delivery of energy (gas and electricity) safely, reliably, responsibly and efficiently. The networks include: around 4,500 miles of overhead power lines
340 electricity substations
4,300 miles of high pressure gas pipelines around 80,000 miles of distribution pipes delivering gas to 11 million meters.
The skills of National Grid employees are at the heart of its success in reaching world-class safety, operating and financial performance. Many of the company's roles are complex, requiring both a wide range and depth of skills. Some examples of activities carried out in various job areas within the company include:
This case study focuses on how National Grid manages training and development within the organisation.
National Grid | Developing skills in a large organisation through training and development
Page 2: Workforce planning and identifying training needs
Workforce planning
Workforce planning involves making sure that the organisation has the right skills to meet its current and future needs. For example, this might include identifying how many highly qualified engineers National Grid needs in the period 2007-2010. It is then possible to identify whether the company needs to recruit additional specialist engineers from outside the organisation or train those already employed.
National Grid recognises that about 40% of its current workforce will reach retirement age over the next 10-15 years. Combined with the trend over the last decade of fewer students studying engineering at university, this is likely to result in a skills shortage. To combat this, National Grid is actively involved in a number of educational initiatives aimed at students beginning from age nine. These initiatives seek to help increase the number and diversity of young people