Training puts OIS's new recruits on course

Training puts OIS's new recruits on course

Oxford Instruments Superconductivity (OIS), which specializes in designing and manufacturing superconducting magnets and cryogenic systems, needed to set up a new technical-training programme after recruiting 85 new technical staff to help it to deal with a huge backlog of work.

Few of the new UK employees were familiar with the specific superconducitivity technology required and some of the superconductivity technicians recruited from abroad were unfamiliar with the type of technology available in the UK. The new recruits needed to become fully operational as soon as possible – while the company had to maintain its high quality standards.

The OIS technical-training programme was designed to accelerate the learning of the new employees, refresh the skills of existing workers, reduce the calls on OIS experts to provide “off-the-cuff” training, improve delivery times and boost customer satisfaction. Additionally, the company hoped that the training would improve staff motivation, team morale and job satisfaction, and broaden and deepen the range of knowledge of staff and so help some of them to achieve chartered-engineer status.

Following discussions that the newly formed technical-training team held with various departments in the company, the following training was designed:

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  Internal introductory modules, to provide new employees with a basic but comprehensive understanding of OIS products and skills, and greater ability to carry out work unsupervised. These modules lasted between one hour and three days.

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  Internal advanced modules, to furnish detailed understanding of specific skills required by the company. These modules also lasted between one hour and three days.

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  Time spent in operations departments, to impart greater knowledge of the relationship between theory and product and “hands-on” understanding of what designs become. This period lasted between two days and two weeks.

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  External modules in specialist information-technology skills, to help all technical staff to become familiar with the software in use at the company and help them to make unsupervised and efficient use of it. These modules were between one and two days’ long.

A team of internal trainers was given a train-the-trainer course before the main programme began. Between ten and 15 people attended each main-programme module. Initially, they were held about every two months, potentially enabling OIS to train between 60 and 90 people a year in each module. The total number of original trainees was around 150.

Christine Dunford, OIS learning and development co-ordinator, said: “There were enormous differences between the individuals who took part. They were male and female, aged from 18 to 63, of various nationalities, and included brand new staff and people with 30 years’ or more experience. It was an exciting challenge for everyone involved.”

Each new technical recruit was given a personal development plan, specific to the programme. His or her needs were discussed in detail with the relevant line manager. The final personal development plan was then submitted to the learning and development co-ordinator, who organized modules on a regular and priority basis. In some cases, OIS’s existing employees were also given a personal development plan. Records of attendance were kept on a database, and participants were encouraged to keep records of their own attendance and progress.

Each course was monitored using evaluation feedback, and course material or trainer delivery was adjusted where necessary. In particular, significant adjustments were carried out two years after the original programme began. The internal part of programme was put on hold during this period, to concentrate on output.

“This time proved useful in asking technical staff to revisit requirements, as priorities (and many roles) had changed,” said Christine Dunford. “We now have revised requirements and the programme is just beginning a rerun. Initial feedback from the first, improved module is very good.”

The content and delivery of certain modules has been modified following feedback from both trainees and instructors. Additional material has been incorporated to take account of technology changes. “As the programme develops, we are learning to suit module and individual more aptly,” she said. “Additional modules on drawing and design, to address a gap in training identified in our evaluation process, are currently being prepared.”

Looking back on the successes of the programme, she said: “Programme planning – the considerable time and trouble we took to ensure that the modules were in line with our objectives – was definitely worthwhile. The design of module content meant that very few changes had to be implemented. We could really see the benefit to our business, which was a very gratifying result. Good programme planning also meant that we were able to keep within our training budget – and still do.

“Programme adaptability was a further success. It meant that new starters could attend 80 per cent of the modules, while longer-serving employees could attend one or two to enhance their skills or learn about unfamiliar products. Representatives from other departments, such as marketing, could attend when they found this helpful.”

OIS now expects its learners to be fully operational in their roles within 18 months to two years, as opposed to the previous timescale of two to three years. “In fact, they are now operational within six to 12 months – an improvement of between 50 and 80 per cent,” said Christine Dunford. “We are delighted with this improvement and the difference it has made to the company.”

In statistical terms, OIS has cut the number days late in supplying orders by 69 per cent and the number of orders late by 49 per cent. The company has achieved an 18 per cent rise in on-time deliveries. A recent major achievement was the on-time delivery to the customer of a new, award-winning magnet, the most powerful ever made.