Achieving excellence

Two women at computer

Clarity of purpose and ambitious goals are inherent in all aspects of the work of these outstanding providers. Staff at all levels understand clearly the strategic direction of training. Managers have fostered a self-critical and high-performance culture, setting challenging targets for learners and staff and establishing the infrastructure to deliver them. They lead by example and engender an atmosphere of mutual respect among staff and learners alike.

Man with machine

Developing a workforce with the necessary experience, skills, dedication and commitment to enable them to aspire to being ‘outstanding’ has been a major challenge for all these providers. What has worked for most of them is the concept of ‘growing your own’. This has involved recruiting individuals with the right technical skills and industrial experience, and then developing their teaching and assessment skills with the close support of mentors.

Continues in the 'Achieving excellence' section in the report.

Sustaining excellence

Man with industrial paint sprayer

These providers have established a culture of accountability based on universally understood indicators of success. Each provider has a comprehensive quality assurance framework, often developed in consultation with staff rather than being presented as a ready-made system. The staff feel a sense of ownership as a result and talk about ‘our quality system’ rather than ‘the quality system’.

Woman and two men at computer screen

One of the critical factors in maintaining high standards has been the extension of traditional classroom-based observation to all aspects of the training process. All observers are trained. In the case of four providers, using peer observation from other providers, organised through a peer-referencing partnership, is helping to confirm the robustness of grading.

Continues in the 'Sustaining excellence' section in the report.

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