Ged Leahy, director of strategic workforce and skills planning at UK engine maker Rolls-Royce, talks about how the aerospace industry is meeting the challenge of predicting the skills that will be needed for the future
During his 28 years working at Rolls-Royce, Ged Leahy has witnessed the cyclical nature of the industry, with resulting fluctuations in workforce needs.
In today's increasingly competitive marketplace where skilled technicians and engineers are cherished by employers, aerospace companies are now beginning to address the issue of effective skills planning.
What does your role involve?
I manage the process by which we assess our capabilities and skills needs for the future, while ensuring that plans are in place to meet those needs.
I am also involved in formulating our company policies towards maintaining the supply of high-calibre people with the skills needed by a high technology industry such as ours.
What are the challenges currently facing the aerospace manufacturing sector?
One of the greatest challenges relates to the recruitment of skilled workers and reskilling. As an established name with global interests, Rolls-Royce is very aware of the international skills shortage, compounded in the UK by an emphasis on leading-edge technologies.
Changing demographics, an ageing workforce in the UK and increasing globalisation all contribute towards the current climate.
Due to the Rolls-Royce brand we're protected from this to an extent, but it's an issue we can see affecting our supply chain.
Where do you see the solution?
A demand-led agenda is fine in principle, but we need to be looking at our skills requirements three to five years in the future. The industry is now asking: how can we continue to attract graduates, apprentices and direct entrants into the aerospace business? In the UK, we're now seeing regional trade associations beginning to change the way in which companies manage their workforce planning.
What role do trade associations play?
Trade associations allow aerospace manufacturers to address the problem in a more detailed manner. One such association, the Midlands Aerospace Alliance (MAA), has been particularly effective in developing plans at a regional level.
With up to 100 member companies, including Rolls-Royce, the MAA has started working closely with local training providers on meeting the industry's needs while also helping to promote best practice in terms of skills development among members.
Is the industry beginning to create a workforce for tomorrow?
We're certainly improving. Here at Rolls-Royce we invest more than £20 million ($39 million) annually in skills development and that figure continues to rise every year.
Organisations such as the MAA are also leading the way in how companies can effectively redeploy skills depending upon demand.
We still have to break down the stereotype of engineering being a "dirty" job, but there is an increased awareness of the need to have a coherent workforce strategy which is fit for purpose.
Source: Flight International
