Retaining low or unskilled workers with tacit knowledge can be a challenge. With the bare minimum in terms of literacy and numeracy skills, workers cannot easily be developed so that they too can be promoted into better-paying positions. Feeling ostracised, they will easily move to another company when the opportunity to do so arises.
Meanwhile, companies that do want to enrol employees on adult literacy and numeracy programmes struggle to do so because of tight production schedules. This leaves very little time for training and skills development, again limiting clear pathways for progression for blue-collar workers.
Furthermore, employees who have weak basic education skills tend to be disengaged. They do not enjoy their work and lack motivation and inspiration.
These challenges previously prevented a global food producer with a large South African presence from fully harnessing the wealth of tacit knowledge that resides within its blue-collar teams. Comprising a sizeable portion of its 12 000-strong workforce, the company’s blue-collar teams work across more than 40 production plants, as well as about 70 distribution facilities and warehouses. While in the company’s employ, they have accumulated intricate knowledge of its unique operating procedures that provide it with a strategic competitive advantage. No matter how mundane and general their job, each individual team member makes a significant contribution towards the company’s overall success in the country.
Haemorrhaging critical tacit knowledge at a high cost
High employee turnover is ubiquitous especially among blue collar workers. When this occurs, tacit knowledge, which takes time to develop, is lost. This includes knowing how best to perform jobs and how to improve work. It also takes time for new employees to familiarise themselves with a company’s unique culture and way of operating. This is especially the case in the food-processing industry which is highly regulated to ensure the health and safety of consumers. The slightest transgression by employees can have major ramifications, including a complete shutdown of operations by authorities and shattered reputations.
Then there are the high costs associated with attrition of blue-collar workers. This includes recruitment and the extensive onboarding processes involved. The direct cost of replacing employees can be between 50% and 60% of their wage. However, when also considering lost productivity and employee engagement, as well as other “soft” costs, the expenses can be up to 200% of separated staff’s earnings.
Preparing employees for learning journey
We were, therefore, engaged by this client to tailor an adult education and training (AET) solution specifically for its workplaces throughout the country. Employees who have completed our programme will be in a position to start scaling the National Qualifications Framework (NQF), starting their learning journey at NQF 1.
Moreover, as a flexible training provider, we were able plan classes around the company’s demanding work schedules to avoid disrupting production. Training is also undertaken at the workplace, saving in commute time to learning centres.
The ambitious AET programme was initiated in April 2023. More than 70 employees working across 12 different sites have already progressed through the programme.
We are now planning the second phase which will entail equipping a further 50 workers across seven work sites with basic education skills.
Learn more about Triple E Training, which is spearheading a blue-collar work renaissance in South Africa. www.eee.co.za