# Uk Commission'S Employer Skills Survey 2011: Scotland Results Evidence Report 65 December 2012 Uk Commission'S Employer Skills Survey 2011: Scotland Results

 Ben Davies, Katie Gore, Catherine Riley, Jan Shury, David Vivian, Mark Winterbotham IFF Research Simon Fathers UK Commission for Employment and Skills 
 

 
December 2012 

## Foreword

 
Paul McKelvie Paul McKelvie is a Commissioner of the UK Commission for Employment and Skills. He has held senior positions within the private sector since serving as Director of ScottishPower Learning and Corporate  
Responsibility between 2000 and 2007.  He is a board member of both Skills Development Scotland and the Scottish Funding Council. 

 
Achieving economic growth is a significant challenge facing governments across the globe. Businesses, key to this achievement, continue to face the impacts of the global economic climate, technological advancements, funding challenges, and the squeeze on consumption as business and domestic customers continue to tighten their belts. The ability of businesses to adapt, respond and even thrive in such challenging times relies upon developing and harnessing the talents and skills of their people. There is a significant body of evidence pointing to the value of skills and training investment to individuals, businesses and the economy.  For example, individuals with qualifications are more likely to be in employment and to earn more than those without; businesses that don't train are twice as likely to close down as those that do; and skills contributed to 20 per cent of the productivity gap between the UK and Germany in the early part of this century. The stock of skills in the UK is not keeping up with international competitors and some of our businesses do not adopt strategies which require, use and apply skills. 

As a Commissioner at the UK Commission for Employment and Skills, I recognise that understanding these issues within economic and labour market contexts can help us collectively anticipate skill needs, identify the best means of addressing them, monitor trends and benchmark and shape the supply of, and demand for, skills from business and individuals. The UK Commission's Employer Skills Survey provides a vital piece in the evidence jigsaw, from the all-important perspective of employers, and for the first time, we can compare this experience of employers across the UK, as well as comparing the results to earlier Scottish Employer Skills Surveys. 

This report provides analysis of the skills businesses in Scotland need; the pressures they face in effectively managing their businesses and accessing or developing those skills; how they respond to such difficulties; the extent to which they train and why some of them don't. The evidence that this report provides is useful for policy makers, businesses and those involved in the design and delivery of education and skills programmes, and we are grateful to the 2,500 businesses in Scotland who participated in the research. Training levels in Scotland are above those in the rest of the UK but some businesses in Scotland report skills deficiencies. Whilst those skills deficiencies are not large in number, they tend to be concentrated in specific sectors and geographies where they can have a significant impact on the business, through loss of business or increased workload of other staff. Indeed, the latter may impact on staff turnover and reflect the persistence of skills gaps in certain occupations, caused by staff being new in role. Thus the survey raises challenges for businesses, individuals, government, training providers and other partners about how to tackle the qualitative issues raised in the survey to ensure Scotland's prosperity is not held back in any way by a shortage of skills or by an inefficient use of skills in the workplace. We hope you find this report informative.  We are also keen to get feedback on how we could make our research even more relevant. If you have any feedback or queries, or would like to know more about the Commission's other research, please e-mail info@ukces.org.uk, quoting the report title. 

## Acknowledgements

Many individuals and organisations have been involved in the design and execution of the UK Commission's Employer Skills Survey 2011 and the Scotland Results. Particular thanks are given to the 2,500 businesses in Scotland who gave their time to speak to us. As the lead contractor, we have been supported by the research agencies who conducted much of the fieldwork: BMG Research and Ipsos MORI. The project was sponsored by the four UK governments who came together to ensure the delivery of this first UK employer skills survey was possible. A steering group was established to guide the direction of the project.  
Members attending this group were: Mark Langdon, Department for Business, Innovation and Skills (BIS); Dominic Rice, BIS; Kathy Murphy, BIS; Euan Dick, Scottish Government; Sarah Munro, Scottish Government; Stuart King, Scottish Government; Joanne Corke, Welsh Government; Graeme Belshaw; Department for Employment and Learning Northern Ireland (DELNI); Linda Bradley, DELNI; Tim Devine, DELNI; Mauricio Armellini, Department for Work and Pensions (DWP); Jacqui Hansbro, DWP; Alasdair Yeo, DWP; Anthony Clarke, Department for Education (DFE); Muriel Bankhead, Alliance of Sector Skills Councils; Sally Walters, Alliance of Sector Skills Councils; Helen Lindsay, Alliance of Sector Skills Councils and Mark Spilsbury of the UK Commission for Employment and Skills.  
The report was completed with the assistance of Stuart King at the Scottish Government. 

Thanks are due to staff at the UK Commission who supported the preparation of this report, including Allan Noy and Carol Stanfield. Special thanks are due to the UK Commission project managers throughout the course of the survey, Dr Susannah Constable and Simon Fathers. Jan Shury  
Joint Managing Director, IFF Research Ltd.  
 

| Appendix G: Unweighted base sizes    |
|--------------------------------------|
|                                      |
| Appendix H: Bibliography 55          |
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## Table Of Graphs And Charts

| Table 1.1      | Survey response rates 4                                               |
|----------------|-----------------------------------------------------------------------|
|                |                                                                       |
| Figure 2.1     | Size distribution of establishments and employees                     |
|                |                                                                       |
| Figure 2.2     | Sectoral distribution of establishments and employment 8              |
|                |                                                                       |
| Figure 2.3     | Product Market Strategy positions 11                                  |
|                |                                                                       |
| Table 3.1      | Recruitment of leavers from Scottish education 13                     |
|                |                                                                       |
| Figure 3.1     | Perceived work-readiness of education leavers in the last 2-3 years   |
|                |                                                                       |
| Figure 4.1     | Summary of vacancy measures                                           |
| Figure 4.2     | Incidence, volume and density of vacancies: time series overall       |
|                |                                                                       |
| Table 4.1      | Incidence, volume and density of vacancies: 2011 18                   |
|                |                                                                       |
| Figure 4.3     | Incidence, volume and density of hard-to-fill vacancies: time series  |
|                |                                                                       |
| Table 4.2      | Incidence, volume and density of hard-to-fill vacancies: 2011         |
|                |                                                                       |
| Figure 4.4     | Causes of hard-to-fill vacancies 21                                   |
|                |                                                                       |
| Figure 4.5     | Skill-shortage vacancies route map 22                                 |
|                |                                                                       |
| Figure 4.6     | Incidence, volume and density skill-shortage vacancies                |
|                |                                                                       |
| Table 4.3      | Incidence, volume and density of skill-shortage vacancies: 2011       |
|                |                                                                       |
| Figure 4.7     | Impact of hard-to-fill vacancies                                      |
|                |                                                                       |
| Figure 5.1     | Incidence, volume and density of skill gaps                           |
|                |                                                                       |
| Table 5.1      | Incidence, volume and density of skill gaps                           |
|                |                                                                       |
| Table 5.2      | Incidence, volume and density of skills gaps: profile by occupation   |
|                |                                                                       |
| Figure 5.2     | Causes of skill gaps 31                                               |
|                |                                                                       |
| Figure 5.3     | Impact of skill gaps 32                                               |
|                |                                                                       |
| Figure 6.1     | Incidence of training activity by size 35                             |
|                |                                                                       |
| Figure 6.2     | Incidence of training activity by sector 36                           |
|                |                                                                       |
| Figure 6.3     | Incidence of training and further development by establishment size   |
|                |                                                                       |
| Figure 6.4     | Incidence of training and further development by establishment sector |
|                |                                                                       |
| Table 6.3      | Volume of training 39                                                 |
|                |                                                                       |
| Figure 6.5     | Incidence of training by occupation 40                                |
|                |                                                                       |

## Glossary

This glossary gives a short guide to the key terms used in this report:  

## 

Employment 
The overall number of people employed 
A single location of an organisation with people 
working at it. 
Establishment  
(also referred to as workplace, 
business, employer, site) 
Vacancy density 
The number of vacancies as a proportion of all 
employment. 
Hard-to-fill vacancies 
Vacancies which are proving difficult to fill, as defined by the establishment (from question: "Are any of these vacancies proving hard to fill?"). 
Hard-to-fill vacancy density 
The number of hard-to-fill vacancies as a 
proportion of all vacancies. 
Skill-shortage vacancies (SSVs) 
Vacancies which are proving difficult to fill due  
to the establishment not being able to find 
applicants with the appropriate skills, qualifications or experience. 
Skill-shortage vacancy density 
The number of skill-shortage vacancies as a 
proportion of all vacancies 
Skills gaps 
A "skills gap" is where an employee is not fully proficient, i.e. is not able to do their job to the 
required level. See Appendix A. 
Sector 
For definitions of the different sector groupings 
used in this report please refer to Appendix C. 
Occupations 
For definitions of the occupational groups used in 
this report please refer to Appendix D. 


## Executive Summary

The UK Commission's Employer Skills Survey 20111 is the key UK data source on employer demand for and investment in skills. This report focuses on the findings from the 2,500 interviews in Scotland which covered topics such as skill related recruitment difficulties, skills gaps, employer investment in training, product market strategy and the work-readiness of education leavers. Results are presented where possible by size and by sector. 

## Work-Readiness Of Those Leaving Education

In the last two to three years **27 per cent** of establishments have recruited a leaver of Scottish education.  Establishments that had recruited education leavers generally found them well prepared for work; this perceived level of work-readiness increases with the amount of time recruits have spent in education with those recruited from university best prepared. Among those who felt education leavers were poorly prepared, a lack of working life experience or maturity was the most commonly cited reason. 

## Recruitment And Skill Shortages

At the time of fieldwork (March to July 2011) **13 per cent** of establishments had a total of 
45,800 vacancies between them. This is consistent with the level seen in the 2010 Scottish Employer Skills Survey. 

The labour market is largely able to meet the requirements of most establishments. Four per cent had a vacancy they considered to be 'hard-to-fill'; a total of **10,200** hard-to-fill vacancies equivalent to **22 per cent** of all vacancies.  
Three per cent of establishments had a skill-shortage vacancy - that is a vacancy that was hard-to-fill because candidates lacked the skills, qualifications or experience the employer was looking for.  Skill shortages represented **17 per cent** of all vacancies. Almost all establishments experiencing hard-to-fill vacancies reported that it had some impact on their establishment, most commonly on the workload of their staff but also on their ability to develop new offerings and meet their current objectives. 


## Internal Skills Mismatch

Most establishments reported that their entire workforce was fully proficient at doing their job. However **17 per cent** reported at least one of their staff was not fully proficient, that is, they had a "skills gap"; this amounted to **122,400** employees or **five per cent** of the workforce as a whole. Skills gaps are most commonly caused by transient factors such as staff being new to the role and training not being fully completed. For this reason they can be an inevitable part of bringing in new staff and developing new products, however they can become an issue when they start to impact on the establishment. Half of employers with skills gaps reported the workload of other staff members was impacted, and a quarter said they experienced increased operating costs and delays introducing new working practices. 

## Employer Investment In Training And Workforce Development

Encouragingly **71 per cent** of employers had provided either on- or off-the-job training to at least one member of staff in the 12 months preceding the survey.  A further **18 per cent** had given staff other more informal development such as shadowing those in higher positions or allowing them to go beyond their current job role to develop. 

In total **1.4 million staff**, or **61 per cent** of the workforce, had received some training in the 
12 months preceding the survey. Staff in Scotland overall had received an average of 4.2 days training each.  This however means that **39 per cent** of staff are not receiving training, most commonly in Sales and Customer Services or Elementary occupations. 


## 1 Introduction

The UK Commission's Employer Skills Survey 2011 is the key UK data source on employer demand for and investment in skills. It is the first UK-wide employer skills survey and is also one of the largest employer skills surveys undertaken in the world with over 87,500 achieved interviews among large and small businesses in every sector.  
The full UK report is published on the UKCES website.2 This report, however, focuses on the findings from the interviews in Scotland in 2011 which enable time series comparisons with the earlier Scottish Employer Skills Surveys (SESS), carried out in Scotland from 2006 to 
2010.3 
The statistics contained in this report have been constructed on a consistent basis to be comparable with the population of establishments in Scotland surveyed in the previous SESS surveys from 2006 to 2010. The population previously surveyed varies slightly across the different nation states that comprise the UK and, therefore, the results contained in the present report are **not directly comparable** with those contained in the UK reports or those of the other individual nations.4 

## 1.1 Methodological Overview

The UK Commission's Employer Skills Survey 2011 was a telephone-based survey. It was conducted in three parts: a core population survey of UK workplaces, and two (smaller) follow-up surveys of workplaces which had provided training for some of their employees in the 12 months preceding the survey, one looking at employers' investment in training 
("Investment in Training Survey"), the other at whether employers that had trained their staff would have liked to have provided more workforce development ("Skills Equilibrium Survey").5  
Below we briefly summarise the key features of the methodology adopted for the core survey. Further details can be found in Appendix B and the separate technical report. 

## 1.1.1 Sampling

The sample analysed for Scotland in this report comprises establishments (i.e. individual sites of an organisation) where at least one person is employed. It encompasses establishments across the full geographical spread of Scotland, in all sectors of the economy (across the commercial, public and charitable spheres). It should be noted that the presence of establishments from multi-site organisations in the survey means that in some instances interviews will have been completed with more than one site of the same organisation. A stratified random approach was taken to sampling the core UK survey, using population statistics from ONS's Inter-Departmental Business Register (IDBR), and setting quotas for establishment size crossed by sector.  All of the employers interviewed for the follow-up surveys had previously been interviewed as part of the core survey (and had given their permission to be contacted for further research).  

## 1.1.2   Questionnaire

The core survey questionnaire was designed in several stages, with the co-operation of the four constituent nations of the UK. There were considerable pressures on the questionnaire both in terms of balancing the need for consistency across the UK with the need for continuity with legacy questionnaires; and also in terms of the drive to cover a wide range of issues without over-burdening employers and creating a lengthy questionnaire. The questionnaire was extensively piloted in May 2010 and again in February 2011, an exercise which included 10 follow-up cognitive interviews.  

## 1.1.3 Fieldwork

Fieldwork for the core UK survey was undertaken between March and July 2011, involving interviews averaging around 24 minutes in length. Table 1.1 illustrates the difference in sample size when the establishments with no employees are excluded to give the establishments on which the data in this report is based. 

The response rate for Scotland in the core survey was 39%.  

Interviews in 
 
Total interviews 
comparable 
Response rate 
population 
Core survey 
2,503 
2,453 
39% 

## 1.1.4 Data Weighting

Findings from the core survey for this report have been weighted and grossed up to reflect the total population of establishments in Scotland with at least one person employed there. The weighting was designed and undertaken within Scotland on an interlocking size and sector basis.  

## 1.2 Comparability With Previous Surveys

It should be noted that the sample size for Scotland in 2011 is considerably smaller than the sample size used in previous SESS surveys (which tended to be around 6,000 interviews). This means that whilst the data for Scotland as a whole is robust, there are limitations on the sub-group analysis that can be conducted. As such, sub-group time series analyses are largely excluded from this report and it is recommended that such comparisons are treated with caution. Where differences are mentioned they are on sufficiently large base sizes to be robust, however some sectors and sizebands will be excluded from this analysis due to small base sizes.    
The survey questionnaire was designed to allow as much time series analysis as possible across the four nations, however inevitably some compromise was needed by each nation to allow for this. As a result, questions in the survey relating to on- and off-the-job training were asked in a different way in SESS to in UKCESS 2011. In SESS10 whether the establishments has trained or not is asked as one question; in UKCESS 2011 it is asked as two separate questions, once for off-the-job training and once for on-the-job. The act of asking it as two questions may lead to more "yes" responses than when it is asked as one, therefore caution must be exercised when comparing the two surveys to account for this difference.  

## 1.3 Reporting Conventions

The survey was carried out at an establishment level; the terms "establishment", "employer", "workplace" and "business unit" are used for this interchangeably throughout this report to avoid excessive repetition and to aid reading.  
The scale and scope of data collected by the UK Commission's Employer Skills Survey 2011 means that it is a valuable research resource supporting detailed and complex statistical analysis of the inter-relationships between employer characteristics, and their practices and experiences. The findings presented in this report have been produced through a more descriptive exploration of the data. The large base sizes on which the all-Scotland findings are based mean that we can have a good degree of confidence in the patterns that we describe; however as mentioned above subgroup analysis is limited due to smaller sample sizes and this document should not be read as a statistical report. A table showing confidence intervals is shown in Appendix E to give some indicative guidance as to what can be considered a "significant" difference at sub-group level. Throughout the report unweighted base figures are shown on tables and charts to give an indication of the statistical reliability of the figures. These figures are always based on the number of establishments answering a question, as this is the information required to determine statistical reliability. Therefore, where percentages are based on "all vacancies", the base figure quoted is the number of establishments with vacancies. As a general convention throughout the report, figures with a base size of fewer than 50 
establishments are not reported (with a double asterisk, "**", displayed instead), and figures with a base size of 50 to 99 are italicised with a note of caution.  
In tables, "zero" is denoted as a dash "-" and an asterisk "*" is used if the figure is larger than zero but smaller than 0.5.  

## 2 Nature Of Establishments In Scotland

In order to give some context to the findings that are presented in this report, and to facilitate understanding of the differences in employers' experiences and practices, this section describes some of the key characteristics of the employer population in Scotland in terms of their size and sector distribution.  

## 2.1 Size

IDBR6 data shows us that the majority of establishments (58 per cent) were small, employing fewer than five people. Sites employing 50 or more staff represent only five per cent of all establishments but account for the majority (57 per cent) of overall employment 
(see Figure 2.1).  

9,300
6,400
631k

 
This picture is consistent with that seen in the previous Scottish Employer Skills Survey 
(SESS) in 2010 in terms of the number of establishments, and there is minimal variation in the distribution by size in the period since 2006. 

                                                 

## 2.2 Sector

Sectoral analysis in this report is based on a 14 sector split, based on the establishment's Standard Industrial Classification (SIC) code.7  
IDBR statistics show that Health and Social Work is the sector employing the highest proportion of workers (16 per cent) and that there is a higher concentration of both establishments and workers in the Wholesale and Retail (15 per cent and 14 per cent respectively) and Real Estate Renting and Business Activities (13 per cent and 14 per cent respectively) sectors.  A similar proportion of establishments are also to be found within the Construction industry (13 per cent). 

Commentary on the sectoral distribution concentrates only on the 2011 picture as the previous 2006, 2008 and 2010 SESS surveys used Sector Skills Council classification for sectoral breakdowns (as opposed to SIC codes) thus time series comparison is not possible. 

                                                 
The differences seen in Figure 2.2 in the proportion of employers and employment in some sectors is a product of the typical size of establishment in these sectors. Sectors such as Health and Social Work and Manufacturing have a higher concentration of large establishments, hence their share of employment is far higher than their share of establishments. Conversely the Construction, Hotels and Restaurants and Transport and Communications sectors are characterised by smaller establishments, hence the opposite is true. Table 2.1 shows the size profile for each sector. 

 
 
1-4 
5-9 
10-24 
25-49 
50-249 
250+ 
Row % 


Scotland 
% 
58 
19 
13 
6 
4 
1 
Agriculture 
% 
82 
15 
3 
* 
* 
* 
Mining and Quarrying 
% 
36 
28 
26 
4 
4 
2 
Manufacturing 
% 
44 
16 
13 
15 
9 
2 
Electricity, Gas and Water 
% 
71 
13 
6 
4 
5 
1 
Construction 
% 
77 
11 
8 
2 
1 
* 
Wholesale and Retail 
% 
47 
28 
16 
5 
3 
1 
Hotels and Restaurants 
% 
51 
26 
15 
6 
2 
* 
Transport and 
Communications 
% 
68 
13 
11 
5 
3 
* 
Financial Services 
% 
56 
24 
14 
4 
1 
2 
Business Services 
% 
57 
12 
15 
10 
5 
* 
Public Administration 
% 
65 
13 
13 
3 
4 
1 
Education 
% 
22 
18 
28 
12 
17 
2 
Health and Social Work 
% 
27 
32 
22 
8 
9 
1 
Community, Social and 
Personal Services activities 
% 
64 
20 
10 
2 
3 
1 

Source: IDBR March 2010 
'*' denotes figure larger than zero but smaller than 0.5.  

## 2.3 Product Market Strategy

In order to enable further exploration of business strategy, the UK Commission's Employer Skills Survey 2011 included a series of questions designed to locate establishments' product market strategies (PMS).  Private sector employers were asked to rate their establishments on a scale of one to five, compared to others in their industry, in terms of: 

- the extent to which success of products/services was dependent on price; - the extent to which they perceive their establishment to lead the way in their sector in 
terms of developing new products, services or techniques; 
- whether they compete in a market for standard/basic or premium quality products or 
services;  
- and whether they offered a standard range of goods or services, or customised 
products/services with substantial differences according to customer requirements. 
Figure 2.3 (on the next page) shows overall responses to each of these individual position statements.  This shows, for example, that establishments are positioned fairly evenly, with a concentration in the mid-range on price dependency.  Establishments are also much more likely to report competing in a premium quality market than a standard or basic market. 


## 3 Work-Readiness Of Education Leavers Chapter Summary

- 
In the last two to three years 27 per cent of establishments have recruited a leaver of 
Scottish education. This is similar to proportions seen in 2010, however recruitment of those from FE College and University has seen a slight decrease. 
- 
As in previous surveys, establishments that had recruited education leavers generally found them well prepared for work; this perceived level of work-readiness increases with the amount of time recruits have spent in education with those recruited from university best prepared.  
- 
Among those who felt education leavers were poorly prepared, a lack of working world/life experience or maturity was the most commonly cited reason. 

## 3.1 Introduction

Before considering recruitment activity and skills levels more broadly (in Chapters Four and Five), this chapter looks at the recruitment and skill levels of education leavers. More specifically, it looks at the proportion of employers that have recruited anybody into their first job on leaving education in the past two to three years, before then exploring employers' perceptions of these recruits in terms of their readiness for work and their skills. Employers in Scotland were asked about three groups of leavers: those recruited straight from a Scottish secondary school, a Scottish FE College and a Scottish university. 

## 3.2 Incidence Of Recruitment Of School, College And University Leavers

In the two to three years preceding the survey 27 per cent had recruited at least one leaver from Scottish education to their first job, most commonly from a Scottish secondary school: 18 per cent had recruited a school leaver compared to nine per cent recruiting from Scottish FE Colleges and from Scottish universities. For the latter two this is slightly down on the proportions seen in 2010 (see Table 3.1 on page 13). 


 
2006 
2008 
2010 
2011 
Unweighted Base 
6,276 
6,274 
6,001 
2,453 
Column % 
% 
% 
% 
% 
Any 
30 
31 
29 
27 
From a Scottish secondary school 
17 
18 
17 
18 
From a Scottish FE College 
12 
13 
12 
9 
From a Scottish university 
15 
14 
13 
9 
Base: All establishments 

## 3.3 Perceived Work-Readiness Of Education Leavers

Most establishments recruiting leavers from Scottish education find them to be well prepared for work, and this perceived level of work-readiness increases with the amount of time spent in education. Figure 3.1 shows that this has been fairly consistent over time, and that among secondary school leavers there has been a slight upward trend over the last three surveys towards being more prepared. 

## 3.4 Skills And Attributes Lacking Among Education Leavers

Those employers in Scotland who reported that the education leavers they had recruited were poorly prepared for work were asked to indicate what skills or attributes they were lacking. A lack of working world or life experience or maturity was the most commonly cited reason for school leavers not being well prepared, cited by 18 per cent of all those who had recruited from this group. Poor attitude or personality or a lack of motivation was also commonly cited among those recruiting school leavers (13 per cent); poor education (six per cent) and poor literacy or numeracy (one per cent) were less commonly mentioned. A lack of required skills or competencies was the most common reason for FE College leavers (12 per cent, although the base size here is low and thus the figures should be viewed with caution). The base size for those recruiting from Scottish Universities is too low to report robust data on reasons for being poorly prepared. 

## 3.5 Conclusions

Employers who have recruited new staff directly from the Scottish education system in the past two to three years have generally found them well prepared for work. This perceived preparedness increases with the time spent in education, with university leavers seen as better prepared than school leavers. The small minority of employers who find education leavers poorly prepared for work most commonly cite 'lack of experience' as the main reason for this. In contrast, poor literacy and numeracy is very rarely cited as a cause of an education leaver's unpreparedness. 


## 4 Employers, Recruitment And Skills Shortages Chapter Summary

- 
Overall 13 per cent of establishments in Scotland had a current vacancy at the time of the 2011 fieldwork, consistent with the level recorded at the 2010 Scottish Employer Skills Survey. 
- 
The number of establishments experiencing hard-to-fill vacancies decreased from five per cent in 2010 to four per cent in 2011; there was also a marked drop in the proportion of all vacancies that are hard-to-fill from 35 per cent to 22 per cent, continuing a trend 
seen since 2006. 
- 
Despite the fall in hard-to-fill vacancies the proportion of establishments with skillshortage vacancies and the proportion of vacancies that are classed as skill-shortage vacancies has remained consistent with 2010 levels suggesting that the drop in hard-tofill vacancies is not due to an increase in the skills level, qualifications or experience of 
applicants.   
- 
Hard-to-fill 
and 
skill-shortage 
vacancies 
are 
more 
prevalent 
among 
larger 
establishments, and the increase in skill-shortage vacancies since 2010 was most 
marked among establishments with a workforce of 25 or more. 

## 4.1 Introduction

This chapter looks at the demand for and availability of new staff. Specifically it explores current vacancies across Scotland at the time of research; the ability of the market to meet employer demand for new staff and the level of hard-to-fill vacancies; causes of recruitment difficulties focusing particularly on those vacancies that are hard-to-fill specifically as a result of a lack of skills, qualifications or experience (skill-shortage vacancies); and the impact of hard-to-fill vacancies on establishments experiencing them. The measures covered by this chapter are summarised in Figure 4.1 on page 16. 


## 4.2 What Is The Level Of Demand For New Staff?

Overall, around one in eight establishments (13 per cent) in Scotland had a current vacancy at the time of the UK Commission's Employer Skills Survey fieldwork. Whilst this marks a decrease from the level recorded in the 2006 and 2008 Scottish Employers Skills Surveys it remains consistent with that recorded in the 2010 SESS survey. 

In total there were 45,800 vacancies across Scotland at the time of the survey equating to two vacancies per employee (Figure 4.2 on page 17).  
There is however some variation in the proportion of establishments with a vacancy by size and sector. Larger establishments were more likely to have a vacancy, however vacancy density (that is, vacancies as a proportion of current staff) was highest for the very smallest establishments. Education and Community, Social and Personal Services were the sectors where establishments were most likely to have a vacancy at the time of the survey; the latter of these also had a higher than average vacancy density measure with 2.7 vacancies per employee (see Table 4.1 on page 18).  Comparing this to the findings of the 2010 survey suggests that the Business Services and Health and Social Work sectors, and to a lesser extent Construction, have seen a fall in vacancy levels. 


 
% of 
Number of 
Vacancy 
establishments 
 
vacancies 
density  
with a vacancy 
 
Unwtd 
base 
% 
Rounded to 
nearest 100 
% 
Total 
2,453 
13 
45,800 
2.0 
Size 


1-4 
328 
8 
7,800 
4.3 
5-9 
317 
11 
4,100 
2.0 
10-24 
537 
19 
6,400 
1.9 
25-49 
388 
38 
7,000 
2.4 
50-249 
727 
46 
12,400 
2.0 
250+ 
156 
56 
8,100 
1.2 
Sector 


Agriculture 
85 
13 
1,400 
4.9 
Mining and Quarrying 
24 
** 
** 
** 
Manufacturing 
176 
18 
2,900 
1.4 
Electricity, Gas and Water 
79 
7 
600 
1.6 
Construction 
223 
8 
2,700 
2.0 
Wholesale and Retail 
311 
13 
6,000 
1.9 
Hotels and Restaurants 
218 
15 
5,600 
3.3 
Transport and Communications 
221 
14 
4,800 
2.5 
Financial Services 
83 
9 
2,000 
2.2 
Business Services 
338 
10 
6,100 
1.9 
Public Administration 
136 
11 
2,600 
1.7 
Education 
164 
26 
1,900 
1.5 
Health and Social Work 
208 
15 
3,500 
1.0 
Community, Social and Personal Services activities 
187 
24 
4,500 
2.7 

Base: All establishments in Scotland. 

Percentages in Column 3 are based on all employment, percentages therefore represent the number of vacancies as a proportion of all employment. 

Number of vacancies rounded to nearest 100. '**' denotes base size <25: too small to report. Figures in italics denote base size <100: treat figures with caution 

## 4.3 The Ability Of The Market To Meet Employer Demand For New Staff

Just four per cent of Scottish establishments reported having at least one hard-to-fill vacancy at the time of research, equating to a total of 10,200 hard-to-fill vacancies across Scotland (see Figure 4.3 on page 19). The incidence of hard-to-fill vacancies is slightly higher than that reported in 2010 but marks a drastic decrease since 2006 and 2008 when there were over three-times as many hard-to-fill vacancies reported. 

The proportion of vacancies reported as hard-to-fill (density) decreased to around one-in-five (22 per cent) continuing the downward trend seen since 2008. Overall it would appear that whilst the proportion of establishments reporting a current vacancy has remained relatively consistent, it has become less difficult to fill these vacancies.   
"Hard to fill vacancies as a proportion of vacancies" percentages are based on all vacancies, rather than all establishments with vacancies; proportions therefore show the percentage of vacancies which are hard-to-fill. 

Whilst larger establishments were more likely to have a hard-to-fill vacancy (by virtue of being more likely to have a vacancy in the first place), the proportion of vacancies considered hard-to-fill decreased with size of establishment. This means that although smaller establishments were least likely to have a hard-to-fill vacancy in the first instance, a higher proportion of vacancies in smaller establishments were hard-to-fill. This continues a trend seen across previous surveys. 

Vacancies in the Manufacturing sector were the most likely to be reported as hard-to-fill, with a third of all vacancies in that sector classified as such. Conversely vacancies in Education were least likely to be classed hard-to-fill (see Table 4.2). Comparing this to the findings from the survey in 2010 suggests that the overall fall in the number of hard-to-fill vacancies is driven primarily by the Construction, Wholesale and Retail, Business Services, Education and Health and Social Work sectors, which have seen the largest falls in both incidence and density of hard-to-fill vacancies. 

 
% of 
% of vacancies 
establishments 
Number of 
hard-to-fill 
that are hard to 
 
with a hard-tovacancies 
fill 
fill vacancy 
Unwtd 
 
Unwtd 
base 
% 
Rounded to 
base 
% 
nearest 100 
Total 
2,453 
4 
10,200 
724 
22 
Size 


1-4 
328 
2 
2,600 
23 
** 
5-9 
317 
4 
1,100 
39 
** 
10-24 
537 
6 
1,600 
104 
25 
25-49 
388 
10 
1,800 
132 
25 
50-249 
727 
13 
1,900 
342 
16 
250+ 
156 
21 
1,300 
84 
16 
Sector 


Agriculture 
85 
8 
700 
15 
** 
Mining and Quarrying 
24 
** 
** 
6 
** 
Manufacturing 
176 
7 
900 
66 
33 
Electricity, Gas and Water 
79 
3 
100 
15 
** 
Construction 
223 
1 
500 
37 
** 
Wholesale and Retail 
311 
3 
1,000 
74 
17 
Hotels and Restaurants 
218 
6 
1,700 
90 
30 
Transport and Communications 
221 
7 
1,500 
63 
32 
Financial Services 
83 
1 
* 
13 
** 
Business Services 
338 
3 
1,100 
97 
17 
Public Administration 
136 
2 
400 
37 
** 
Education 
164 
3 
100 
77 
7 
Health and Social Work 
208 
3 
600 
75 
18 
Community, Social and Personal Services activities 
187 
7 
1,100 
59 
24 

Base: Columns 1 and 2: All establishments in Scotland; Column 3: All establishments with vacancies Percentages in Column 3 are based on all vacancies, percentages therefore represent the number of hard-to-fill vacancies as a proportion of all vacancies. 

Number of hard-to-fill vacancies rounded to nearest 100. 

'**' denotes base size <50: too small to report; figures in italics denote base under 100: treat figures with caution. '*' denotes a figure larger than zero but that rounding to the nearest 100 would round to zero.  

## 4.4 Causes Of Hard-To-Fill Vacancies

Understanding the causes of hard-to-fill vacancies is clearly a prerequisite to introducing effective measures aimed at easing recruitment difficulties and improving the effectiveness of the labour market. Most importantly, it can identify where there are issues finding applicants with the requisite skills to fill the role.  
One third (33 per cent) of hard-to-fill vacancies are caused by a low number of applicants with the skills required for the role. A quarter (25 per cent) are caused by a lack of work experience the company demands and one in six (16 per cent), poor terms and conditions offered for the post. (Figure 4.4). 

motivation or personality

Base: All establishments with hard-to-fill vacancies (unwtd): 217
Responses given by more that five per cent of base shown
 
Results are based on hard-to-fill vacancies rather than establishments with hard-to-fill vacancies; the figures therefore show the proportion of hard-to-fill vacancies caused by each factor reported by employers. Note: Summed percentages exceed 100 per cent because of multiple responses 

## 4.5 Skill-Shortage Vacancies

As discussed above, recruitment difficulties are commonly caused by issues with either the quality or quantity of applicants. Hard-to-fill vacancies caused specifically by a lack of **skills**, qualifications or **experience** among applicants are known as "skill-shortage vacancies"8. 

Where there is an issue with the attitude, personality or motivation of applicants, these are not skill-shortage vacancies. Figure 4.5 shows a "map" of how skill-shortage vacancies are defined. 

                                                 

## 4.5.1 The Incidence, Volume, Density And Distribution Of Skill-Shortage Vacancies

For the vast majority of establishments, demand for skills is met through successful recruitment (or through their current workforce, as will be explored in the next chapter). 

Three per cent of establishments reported having vacancies at the time of the survey that they were having difficulties filling due to a lack of skills, qualifications or experience in applicants for the role (a "skill-shortage vacancy"). This is consistent with the level measured in 2011 and in absolute terms equates to 7,900 vacancies resulting from skill-shortages, again consistent with 2010 figures (see Figure 4.5).  So although there was a drop in hardto-fill vacancies in the 12 months leading up to the survey, this did not necessarily result in a drop in skill-shortage vacancies, suggesting the drop in hard-to-fill vacancies was not due to an increase in the skill level, quality or experience of applicants. Similarly, there has been little change in the proportion of all vacancies in Scotland since 2010 that are caused by skill shortages (17 per cent at the time of the 2011 survey). 

"Skill-shortage vacancies as a proportion of vacancies" percentages are based on all vacancies, rather than all establishments with vacancies; proportions therefore show the percentage of vacancies which are hard-to-fill due to skill shortages. 

As seen at previous Scottish Employers Skills Surveys the proportion of establishments with skill-shortage vacancies increases with size of establishment. 

Establishments in the Manufacturing (seven per cent) and Community, Social and Personal Services activities (six per cent) sectors were most likely to report any skill-shortage vacancies.  Although base sizes are small when breaking down skill-shortage vacancy density by sector, the data suggests that as with hard-to-fill vacancies Manufacturing is the sector where vacancies are most likely to be skill-shortage vacancies (see Table 4.3). The Construction, Wholesale and Retail, Business Services, Education and Health and Social Work sectors had seen the largest falls in skill-shortage vacancies. Conversely however some sectors have seen a rise, most notably Hotels and Restaurants and Manufacturing. 

 
% of 
Number of 
% of vacancies 
establishments 
 
SSVs 
that are SSVs 
with an SSV 
Unwtd 
 
Unwtd 
base 
% 
Rounded to 
nearest 100 
base 
% 
Total 
2,453 
3 
7,900 
724 
17 
Size 


1-4 
328 
2 
2,100 
23 
** 
5-9 
317 
3 
1,000 
39 
** 
10-24 
537 
4 
1,100 
104 
17 
25-49 
388 
8 
1,500 
132 
21 
50-249 
727 
10 
1,300 
342 
10 
250+ 
156 
16 
1,000 
84 
12 
Sector 


Agriculture 
85 
5 
400 
15 
** 
Mining and Quarrying 
24 
** 
** 
6 
** 
Manufacturing 
176 
7 
900 
66 
30 
Electricity, Gas and Water 
79 
2 
100 
15 
** 
Construction 
223 
1 
400 
37 
** 
Wholesale and Retail 
311 
2 
600 
74 
11 
Hotels and Restaurants 
218 
4 
1,300 
90 
23 
Transport and Communications 
221 
5 
1,200 
63 
25 
Financial Services 
83 
* 
* 
13 
** 
Business Services 
338 
3 
900 
97 
15 
Public Administration 
136 
2 
300 
37 
** 
Education 
164 
1 
100 
77 
3 
Health and Social Work 
208 
2 
400 
75 
12 
Community, Social and Personal Services activities 
187 
6 
1,000 
59 
23 

Base: Columns 1 and 2: All establishments in Scotland; Column 3: All establishments with vacancies. 

Percentages in Column 3 are based on all vacancies, percentages therefore represent the number of skill-shortage vacancies as a proportion of all vacancies. 

Number of skill-shortage vacancies rounded to nearest 100. 

'**' denotes base size <50: too small to report; figures in italics denote base under 100: treat figures with caution. '*' denotes a figure larger than zero but that rounding to the nearest 100 or nearest integer would round to zero. 

## 4.6 Impact Of Hard-To-Fill Vacancies

Having established the perceived causes of hard-to-fill vacancies, in particular where this cause relates to skill shortages in the labour market, this section focuses on the impact of all hard-to-fill vacancies on employers. Just two per cent of establishments with hard-to-fill vacancies said they had no impact on the establishment, leaving 98 per cent that have seen an impact. In the vast majority (92 per cent) of establishments with hard-to-fill vacancies, one reported impact is to increase the workload and demand on existing staff. Over half (53 per cent) of establishments with hard-to-fill vacancies reported that they caused a delay in developing new products or services and half (50 per cent) stated they have difficulties meeting customer service objectives.   Hard-to-fill vacancies were less likely to cause difficulties in introducing technological change (15 per cent) or lead to the withdrawal from offering certain products or services altogether (13 per cent).   

## 4.7 Conclusion

The demand for staff is largely being met with just 22 per cent of vacancies being hard-to-fill vacancies, reflecting a steady fall since 2008 when it stood at 50 per cent and 35 per cent in 2010. This might be expected as fewer establishments recruiting will lead to fewer jobs available, so there will likely be more applicants per vacancy and as such more chance of finding a suitable applicant. The proportion of vacancies that are hard-to-fill due to skills shortages however has remained relatively constant since 2010, suggesting the fall in hard-to-fill vacancies can be attributed to an increased availability of applicants rather than any increase in the skills, qualifications or experience of applicants.  
Where hard-to-fill vacancies exist they can have a substantial impact on the establishment in question, with nearly all establishments experiencing a hard-to-fill vacancy saying it has had some impact. This was most commonly an increased workload for other staff, which in itself can lead to morale and retention issues, but also more tangible impacts such as delays in developing new products and services and difficulties meeting service objectives. 


## 5 Internal Skills Gaps Chapter Summary

- 
Most establishments report all their workforce to be fully proficient at doing their job, but 17 per cent report that at least one of their staff is not fully proficient, that is, they have a "skills gap". More than 120,000, or five per cent of the total workforce in Scotland, are reported to have a skills gap. 
- 
Although the proportion of establishments with skill gaps increased slightly between 2010 and 2011, the overall proportion of the workforce with a skills gap continued the downward trend seen since 2008. 
- 
Skills gaps are most commonly caused by transient factors, such as staff being new to the role and training only being partially completed.  
- 
Where skills gaps exist they can have a significant impact on the establishment. The most common impact was an increase in workload for other staff, but others report 
increased operating costs and difficulties in meeting quality standards. 

## 5.1 Introduction

Skills gaps occur when the skills of staff are not adequate to perform their job role, and can have an impact on the efficient functioning of establishments. This chapter will explore their incidence and volume over time, before reviewing the causes and the impact they are having on establishments.  

## 5.2 The Incidence, Volume, Density And Distribution Of Skills Gaps

For the majority of establishments (83 per cent) in Scotland, the entire workforce is regarded as being fully proficient at their job roles; however almost one-fifth (17 per cent) of establishments report having at least one member of staff that is not fully proficient (a 'skills gap'). In total 122,400 workers were considered to have skills gaps, equivalent to five per cent of the total workforce in Scotland. After a decrease in the proportion of *establishments* experiencing skills gaps in 2008 and 
2010, the 2011 figures show that this figure has risen slightly. The proportion of the workforce considered to have a skill gap however continues to decrease, continuing the trend seen since the 2008 Scottish Employer Skills Survey (see Table 5.1).   
 
 
Larger establishments were more likely to report having skill gaps, however this appears to be simply a product of having more staff as the proportion of the workforce with skills gaps is larger for small-to-medium sized establishments. By sector it is the Hotels and Restaurants sector where skills gaps are most prevalent: establishments in this sector were one of the most likely to report having skills gaps, and staff working in Hotels and Restaurants were most likely to be reported as not being fully proficient (with 11 per cent of the workforce in this sector deemed not proficient to do their job to the required level). This is an increase on the levels of skills gaps reported for this sector in 2010. 


% of 
 
% of 
Number of 
workforce 
establishments 
 
that have 
skill gaps 
with a skills gap 
skill gaps  
 
Unwtd 
base 
% 
Rounded to 
nearest 100 
% 
Total 
2,453 
17 
122,400 
5 
Size 


1-4 
328 
7 
8,300 
5 
5-9 
317 
22 
12,700 
6 
10-24 
537 
31 
22,400 
7 
25-49 
388 
39 
16,500 
6 
50-249 
727 
40 
33,400 
5 
250+ 
156 
52 
29,100 
4 
Sector 


Agriculture 
85 
17 
1,900 
7 
Mining and Quarrying 
24 
** 
** 
** 
Manufacturing 
176 
21 
13,300 
7 
Electricity, Gas and Water 
79 
8 
800 
2 
Construction 
223 
12 
7,000 
5 
Wholesale and Retail 
311 
21 
22,400 
7 
Hotels and Restaurants 
218 
27 
18,400 
11 
Transport and Communications 
221 
13 
7,100 
4 
Financial Services 
83 
31 
3,300 
4 
Business Services 
338 
12 
11,400 
4 
Public Administration 
136 
11 
5,600 
4 
Education 
164 
25 
4,000 
3 
Health and Social Work 
208 
17 
20,300 
6 
Community, Social and Personal Services activities 
187 
12 
6,300 
4 

Base: All establishments in Scotland. 

Percentages in Column 3 are based on all employment, percentages therefore represent the proportion of the workforce with a skills gap. 

Number of skills gaps rounded to nearest 100. 

'**' denotes base size <50: too small to report. Figures in italics denote base size <100: treat figures with caution Skills gaps tend to be most concentrated among the lower skilled occupations, specifically, Sales and Customer services staff and those in Elementary occupations.  In both these cases, one-in-fourteen (seven per cent) staff are considered to be lacking in the necessary skills (see Table 5.2).  

% of workforce 
 
 
Number of 
skills gaps  
with skills gaps 
Column % 
Base 
 
% 
Managers  
2,079 
11,000 
4 
Professionals  
645 
8,700 
3 
Associate Professionals  
612 
9,700 
6 
Admin / Clerical  
1,769 
14,800 
5 
Skilled Trades  
790 
11,900 
6 
Caring, Leisure and Other services  
475 
11,100 
5 
Sales / Customer services  
803 
19,000 
7 
Machine Operatives  
599 
9,100 
5 
Elementary  
1,214 
27,100 
7 
Base: All establishments with staff in each occupation 

## 5.3 Causes Of Skill Gaps

The main causes of staff not being fully proficient are presented in Figure 5.2. Results are based on skills gaps rather than establishments with gaps; the figure shows what proportions of skills gaps are caused by the various factors reported by employers. 

Establishments could give more than one cause for skills gaps within each occupation. Training only being partially completed and staff being new to the role are by far the most common causes of skills gaps, with 52 per cent and 50 per cent of all skills gaps respectively being attributed, at least in part, to these reasons. Training proving ineffective (31 per cent), a lack of staff motivation and the introduction of new working practices (both 26 per cent) were also quite common causes of skills gaps. The recruitment and retention of staff are less likely to be cited with around one-in-seven (15 per cent) of employers stating that they are unable to recruit staff with the required skills and fewer than one-in-ten (nine per cent) mentioning problems retaining staff. 


## 5.4 Impact Of Skill Gaps

Overall, 59 per cent of establishments with skills gaps said they had an impact on the establishment. Half of establishments with skill gaps (50 per cent) said they had seen an increased workload for other staff; around one quarter (27 per cent) believe that their skill gaps lead to increased operating costs and a similar proportion (25 per cent) find they encounter difficulties introducing new working practices (see Figure 5.3). 

More than one-in-five (22 per cent) find that skills gaps create difficulties in meeting quality standards and fewer, although a sizeable number, report that skills gaps prohibit their business developing or growing specifically in terms of: losing business to competitors (17 
per cent); or lead to delays in developing new services or products (14 per cent). 


## 5.5 Conclusion

The proportion of staff in the Scottish workforce that have skills gaps is at five per cent, a decrease that follows a pattern seen since 2008 when eight per cent of the workforce was deemed not proficient. The proportion of establishments experiencing these gaps has not decreased from the level seen in 2010, but the skills gaps they do have appear less severe: in 2010 around eight-in-ten reported the skills gaps they were experiencing were having an impact on the establishment, this was down to six-in-ten in the 2011 survey. Most commonly the impact was on other staff experiencing an increase in workload, but other practical impacts such as increased operating costs and difficulties in introducing new working practices were also cited as problems. The biggest causes of skills gaps are transient ones, that is, staff being new to the role or their training only being partially completed, or the introduction of new technology, products and working practices. Training is often a solution to these problems and a lack of training, or a time-lag in seeing the impact of training, can be a cause of these problems. The next chapter explores employer investment in training and in the skills of their staff. 

 

## 6 Workforce Development Chapter Summary

- 
Seven in ten establishments (71 per cent) had funded or arranged on- or off-the-job 
training for at least one of their employees over the 12 months preceding the survey.  
- 
A further 18 per cent had given staff other, more informal development such as supervision, shadowing those in higher positions or allowing them to go beyond their current job role. 
- 
In the 12 months preceding the survey employers in Scotland had provided training to approximately 1.4 million staff, 61 per cent of the current workforce, and provided 9.7 
million training days.  

## 6.1 Introduction

This chapter reports on the quantity of training and development activity undertaken by employers in Scotland. More specifically the chapter discusses the proportion of establishments that engage in training or informal workforce development activities and how this varies by establishment size and sector. It also examines the quantity of training provided in terms of training days and the proportion of workers trained.  
Throughout the chapter, unless otherwise stated, an employer is described as providing training if in the previous 12 months they had funded or arranged one or both of the following for any of their employees based at their site: 

- 
off-the-job training or development: training away from the individual's immediate work position, whether on their premises or elsewhere; 
- 
on-the-job or informal training or development: activities which take place at the individual's immediate work position which would be recognised as training by recipients. 
Training as defined in this way is intended to capture all activity which employers and employees would recognise as training. However, broader activity can take place which leads to skill development but which may not be classified as training. For this reason the UK Commission's Employer Skills Survey 2011 also asked employers whether they had engaged in any broader development activities, specifically: supervision to ensure that employees are guided through their job role over time; opportunities for staff to spend time learning through watching others perform their job roles; and allowing staff to perform tasks that go beyond their strict job role and providing feedback on how well they had done. As we see later in this chapter, a significant number of employers did not provide on- or off-the-job training but did engage in some of these broader development activities. However, unless otherwise stated it is on- and off-the-job training activity which is described in this chapter. 

The way in which the training questions were asked in the previous Scottish Employer Skills Surveys differed slightly to the way it has been asked in the 2011 survey (see section 1.2 of this report). As such the data is not directly comparable for this measure and so time series data is only referred to in a qualitative manner as being indicative of a change rather than as being evidence for a change in levels of training. 

## 6.2 The Extent Of Training And Workforce Development Activity

The majority of establishments (71 per cent) had funded or arranged on-the-job or off-the-job training for at least one of their employees in the 12 months preceding the survey (see Table 
6.1). Slightly more had provided on-the-job training (58 per cent of all workplaces) than had provided off-the-job training (52 per cent); two-fifths (39 per cent) had provided both types of training (see the first column in Figure 6.1). 

The likelihood that training is provided in a workplace is closely related to the number of staff working at the establishment; with the exception of the largest establishment size, incidence of training rises with size of establishment (see Figure 6.1).  Whilst three-fifths (60 per cent) 
of workplaces with fewer than five staff members provided any training in the previous 12 months, more than four-fifths (82 per cent) of establishments with five to nine workers had provided any training, rising to more than nine-in-ten (93 per cent) of employers with 50-249 staff. 

 
 
The incidence of training varies widely by sector, as shown in Figure 6.2.  Incidence of training is less common in the Construction (55 per cent) and Agriculture (58 per cent) sectors and highest in the Education (95 per cent) and Manufacturing (85 per cent) sectors. Differences in the type of training provided by sector was also apparent: on-the-job training was most likely to be provided by the Manufacturing (77 per cent) and Health and Social work (76 per cent) sectors, whilst off-the-job training was most commonly provided in the Education sector (85 per cent). 

0%

## 6.3 Incidence Of Training And Workforce Development Activity

Broader activity can take place in establishments which leads to skill development but which may not be classified as training. For this reason the UK Commission's Employer Skills Survey 2011 also asked employers whether they had engaged in any broader development activities, specifically:  

- 
supervision to ensure that employees are guided through their job role over time;  
- 
opportunities for staff to spend time learning through watching others perform their job roles;   
- 
allowing staff to perform tasks that go beyond their strict job role and providing feedback on how well they had done.  
This section explores the proportion of workplaces that have funded or arranged training or further development for their staff over the previous 12 months. 

In addition to the 71 per cent of establishments in Scotland who train staff, a further one-infive (18 per cent) have provided more informal development activity for their staff. The total proportion of establishments in Scotland that provide any form of staff development is 89 per cent; however 11 per cent of establishments offer no development at all for staff. Larger establishments are more likely to offer any form of development (Figure 6.3). 

The incidence of staff development varies by sector, as Figure 6.4 shows. The Business Services and Construction industries were least likely to offer staff any form of development, with approaching a quarter and a fifth of establishments respectively offering no development for staff. Education and Electricity, Gas and Water were most likely to offer staff development. 

## 6.4 The Proportion Of The Workforce Receiving Training

Having briefly considered broader development activities, the remainder of this section deals with on- and off-the job training.  
In the previous 12 months employers in Scotland had provided training to approximately 1.4 million staff. Notwithstanding possible double counting (staff being trained by two or more different employers in a 12 month period), this is equivalent to 61 per cent of the total workforce and a total of 9.6 million training days and averages to 4.2 training days per employee (see Table 6.3). Volume of training (proportion of workforce trained) by size of establishment was relatively consistent in the 12 months preceding the UK Commission's Employer Skills Survey with the exception of the smallest establishments in which around four-fifths (79 per cent) of the workforce were trained.  Employees in the establishments with a workforce of 5-9 workers received the most number of days training (5.9 per employee).   
Volume of training was highest in the Financial Services sector, where 93 per cent of the workforce received training in the 12 months preceding the UK Commission's Employer Skills Survey; it was also within this sector that employees received the most amount of training (7.0 days per employee) although the low base size means figures for this sector need to be treated with some caution.  

 
% of 
Number of 
Days per 
Days per 
workforce 
 
days training 
employee  
trainee 
trained 
 
Unwtd 
base 
% 


Total 
2,453 
61 
9.7m 
4.2 
6.8 
Size 


1-4 
328 
79 
0.8m 
4.5 
5.7 
5-9 
317 
61 
1.2m 
5.9 
9.7 
10-24 
537 
59 
1.6m 
4.8 
8.1 
25-49 
388 
57 
1.5m 
5.1 
9.0 
50-249 
727 
59 
2.8m 
4.4 
7.5 
250+ 
156 
59 
1.8m 
2.6 
4.4 
Sector 


Agriculture 
85 
49 
0.1m 
2.5 
5.1 
Mining and Quarrying 
24 
** 
** 
** 
** 
Manufacturing 
176 
52 
0.5m 
2.7 
5.2 
Electricity, Gas and Water 
79 
63 
0.1m 
3.9 
6.2 
Construction 
223 
67 
0.5m 
3.9 
5.9 
Wholesale and Retail 
311 
59 
1.8m 
5.7 
9.6 
Hotels and Restaurants 
218 
63 
0.9m 
5.5 
8.7 
Transport and Communications 
221 
53 
0.5m 
2.8 
5.2 
Financial Services 
83 
93 
0.6m 
7.0 
7.5 
Business Services 
338 
54 
1.3m 
4.2 
7.7 
Public Administration 
136 
52 
0.7m 
4.5 
8.7 
Education 
164 
58 
0.4m 
2.9 
5.1 
Health and Social Work 
208 
78 
1.5m 
4.2 
5.4 
Community, Social and Personal Services activities 
187 
48 
0.5m 
3.1 
6.5 
Base: All establishments. 

'**' denotes base <50: too small to report. Figures in italics denote base size <100: treat figures with caution Training was not evenly distributed across the workforce, with Machine Operatives least likely to have received training (43 per cent) and those in Professional occupations most likely to have done (73 per cent, see Figure 6.5). 

 

## 6.5 Conclusions

The majority of employers (71 per cent) had funded or arranged on- or off-the-job training for at least one of their employees over the 12 months preceding the survey.  Informal development such as supervision, shadowing those in higher positions or allowing them to go beyond their current job role was provided by a further 18 per cent of employers.  
Scottish employers provided training to approximately 1.4 million staff, 61 per cent of the current workforce, and provided 9.7 million training days. As seen in previous surveys, training is not evenly distributed across the workforce. For example, Machine Operatives are less likely to be trained than other occupations (just 43 per cent are compared to 61 per cent of the workforce as a whole), as are staff in the Agriculture or Community, Social and Personal Services sectors. 

## 7 Conclusions

The UK Commission's Employer Skills Survey 2011 is a large scale employer survey covering an extensive range of topics, including recruitment, internal skills gaps, investment in training and product market strategies. This concluding chapter summarises the key messages coming out of the project for Scotland, and, in drawing comparisons with the previous Scottish Employer Skills Survey (SESS) series (carried out in Scotland most recently in 2010), discusses the ways employers are reacting to the economic climate. 

## The Extent Of Skill Deficiencies

Skills deficiencies measured by this project cover both internal skills gaps, where staff are not fully proficient to perform their job role, and external skills shortages where establishments are having difficulties finding people with the appropriate skills to fill vacancies ('skill-shortage vacancies').   
The survey data shows that by and large the labour market is meeting employers' demand for skills, with just three per cent of employers experiencing a skill-shortage vacancy and 17 
per cent having staff who are not proficient to do their job to the required level. Skill deficiencies are uncommon in Scotland but where they do occur they can impact on business performance. The most commonly reported impact of skill deficiencies is on the workload of other staff; also commonly mentioned were delays developing new products and increased operating costs. This suggests that skill deficiencies could be, for pockets of the economy, proving a barrier to growth and profitability. It needs to be borne in mind that having a skills gap can be caused by transient factors where some employees may be new to the role and developing proficiency, or where the nature of the role is changing to meet new business opportunities. In such cases skills gaps would be expected to decrease over time, and are not necessarily a negative thing as they may reflect a business that is innovating and evolving its offer to remain competitive. 

The skill deficiencies which do exist are represented unevenly across the economy in different sectors and occupations.  Those sectors with higher than average rates of skill shortages include the Manufacturing sector and the Community, Social and Personal Services sector, while skills gaps are most common in the Hotels and Restaurants sector. Across all sectors skills gaps were most commonly seen in traditionally "lower skilled" roles of Sales and Customer Services and Elementary occupations.  

## Training Activity

The majority of employers (71 per cent) had funded or arranged on- or off-the-job training for at least one of their employees over the 12 months preceding the survey.  Informal development such as supervision, shadowing those in higher positions or allowing them to go beyond their current job role was provided by a further 18 per cent of employers.  
Scottish employers provided training to approximately 1.4 million staff, 61 per cent of the current workforce, and provided 9.7 million training days. As seen in previous surveys, training is not evenly distributed across the workforce. For example, Machine Operatives are less likely to be trained than other occupations (just 43 per cent are compared to 61 per cent of the workforce as a whole), as are staff in the Agriculture or Community, Social and Personal Services sectors.   

## Work-Readiness Of Education Leavers

Employers who have recruited new staff directly from education in the past two to three years have generally found them well prepared for work. This perceived preparedness increases with the time spent in education, with university leavers seen as better prepared than school leavers. The small minority of employers who find education leavers poorly prepared for work most commonly cite 'lack of experience' as the main reason for this. In contrast, poor literacy and numeracy is very rarely cited as a cause of an education leaver's unpreparedness. 


## Appendix A: A Note On Proficiency And Skills Gaps

To ascertain the number of staff with skills gaps, respondents were asked, for each major (one-digit SOC 2010) occupation where they employed staff, how many of those they employed were fully proficient. If respondents asked for clarification, then a proficient employee was described as 'someone who is able to do their job to the required level'. 'Proficient employee', however, is clearly a subjective and relative term to the extent that: 

•
different managers in an organisation may have different views on whether an individual member of staff is able to do the job to the required level. Indeed they may have
different views on what the required level is that the organisation is looking for within an
occupational category
•
an employee could be regarded as fully proficient but if the requirements of the job
change (for example, some new machinery or technology is introduced) then they could
be regarded as not being able to do their job to the required level, despite the fact that
their skills were unchanged
•
the same is true if a person were to be promoted to a more demanding position - the
company might go from having no skills gaps to saying that this newly promoted
member of staff was not fully proficient in the new job, despite having the same
proficiency as before
•
different companies may be more demanding and 'critical' of their staff than others: an
individual considered fully proficient by one company might be seen as having a skills
gap if performing the same role to the same standard in another company.
A final point to note is that the survey categorises all staff as either fully proficient or not: it takes no account of the range that can clearly exist between those who are very nearly proficient and those who significantly lack the skills that employers require. While from a policy perspective, therefore, there is clearly interest in raising the skill levels of the workforce, survey data can only identify changes year on year in the proportion of staff reported as fully proficient, not cases where skills levels have been raised but where staff still remain below full proficiency. 

## Appendix B: Technical Appendix

A full Technical Report accompanies the main UK Commission's Employer Skills Survey report and can be downloaded from the UKCES website or obtained by contacting UKCES directly. This appendix provides brief details on the key areas of sampling, fieldwork and analysis. The data reported in this document came from the core survey in the UK Commission's Employer Skills Survey.  

## Sampling

This report uses a sample comparable to that used in SESS10, with all establishments with one or more people employed at them eligible. Quotas were set on a size by SSC within region basis, proportioned to give a robust base size in each subgroup of the overall sample. Sample was drawn from Experian's business database. 

## Fieldwork

A total of 2,503 interviews were completed in Scotland, by telephone using computerassisted telephone interviewing (CATI) technology, of which 2,473 had 1+ employees (records with 0 employees 2+ working proprietors were not in the SESS10 survey, so were excluded from the 2011 legacy analysis). Interviews were conducted with the most senior person at the site with responsibility for recruitment, human resources and workplace skills. 

Scotland fieldwork was undertaken by Ipsos MORI, and took place from March to July 2011. 

## Response Rate

The response rate for the survey in Scotland was 39%, calculated as a proportion of all completed contacts. A detailed breakdown of survey outcomes is shown below:  

% of 
complete 
Outcome 
Number of 
contacts 
% of all 
sample 
contacts 
Total sample 
19140 
100% 
 
Ineligible 
1123 
6% 
 
'Live' / not available during fieldwork / 
out of quota 
9589 
50% 
 
Unobtainable number 
1951 
10% 


Total complete contacts 
6477 
34% 
100% 
Achieved interviews 
2503 
13% 
39% 
Respondent refusal 
3114 
16% 
48% 
Quits during interview 
154 
1% 
2% 
Company policy refusal 
706 
4% 
11% 

## Questionnaire Design

The questionnaire design harmonised previous questionnaires used by the four nations of the UK in their own skills surveys. This included the National Employer Skills Survey series in England, the Scottish Employer Skills Surveys, the Northern Ireland Skills Monitoring Surveys and Future Skills Wales. A task and finish group chaired by the UK Commission and including IFF Research, and representatives from each of the four nations, was set up to drive this process. The group's aim was to develop a questionnaire that answered the Employer Skills Survey objectives, whilst maintaining time series data for each nation as far as was feasible in the framework of the ESS. The questionnaire is available on the UK Commission's website at: http://employersurveys.ukces.org.uk/ess/ess11/default.aspx.  

## Weighting / Grossing Up

Data for the survey was weighted and grossed up to population estimates of establishments and to the population of employees, as derived from the 2010 Inter-Departmental Business Register (IDBR). 

The data for Scotland in this report was weighted using interlocking grids of SSC by sizeband in each region of Scotland.  Target weights were used to gross up the survey data to the population: 

- 
Population: 1+ employees (all establishments with one or more people employed, 
records with 0 employees / 2+ working proprietors were not in the SESS10 survey, so were excluded from the 2011 legacy analysis) 
- 
Strategy: Size by SSC within region - size bandings matched SESS10.   

## Appendix C: Industry Coding

Each establishment was allocated to one of 14 sectors, based on their Standard Industrial Classification (SIC). SIC 2007 was used to classify establishments using the following method. Using the four-digit Standard Industrial Classification (SIC) supplied for each record from the Experian database, a description of business activity was read out to each respondent. If they agreed that this description matched the main activity undertaken at the establishment, then the SIC on Experian's database was assumed to be correct. If however the respondent felt the description did not correspond to their main business activity at the site, a verbatim response was collected to find out what they do (see question A7 on the survey; questionnaire available at www.ukces.org.uk). At the analysis stage this was coded to a four-digit SIC which was then used as the basis for allocation into sector. The table below shows the 14 sectors and their corresponding SIC 2007 definitions. 

Sector 
SIC 2007 
A - Agriculture, forestry and fishing (01-03) 
1. Agriculture 
Including farming, hunting and other related service 
activities, 
forestry 
and 
logging, 
fishing 
and 
aquaculture B - Mining and quarrying (05-09) 
2. Mining & Quarrying 
Including mining of coal, metals, sand/stone/clay, and extraction of crude petroleum and natural gas C - Manufacturing (10-33) 
3. Manufacturing 
Including manufacture of food and beverage, 
textiles, chemicals and chemical products, basic pharmaceutical products, other mineral products, manufacture of metals and metal products, machinery, computer and electronic products and equipment, motor vehicles and other transport equipment, furniture, and repair and installation of machinery and equipment 
4. Electricity, Gas and Water  
D - Electricity, gas, steam and air conditioning supply (35) E - Water supply, sewerage, waste management and remediation activities (36-39)  
 
Including electric power generation, transmission and 
distribution, 
manufacture 
of 
gas 
and 
distribution of gaseous fuels, steam and air conditioning supply, water collection, treatment and 
Sector 
SIC 2007 
supply, sewerage and waste collection, treatment and disposal activities and materials recovery F - Construction (41-43) 
5. Construction 
Including the construction of buildings, civil engineering (constructing roads, railways and other utility 
projects), 
demolition, 
and 
specialised 
activities such as electrical installation, roofing and scaffold erection 
6. Wholesale and Retail 
G - Wholesale and retail trade; repair of motor vehicles and motor cycles (45-47) Including sale, maintenance and repair of motor vehicles, 
parts 
and 
accessories, 
non-vehicle 
wholesale 
(for 
example 
agriculture, 
food, 
household goods), and the retail trade of all products whether in stores, stalls, markets, mail order or online 
7. Hotels and Restaurants 
I - Accommodation and food service activities (55- 56) Including hotels, campsites, youth hostels, holiday centres, 
villages 
and 
other 
short 
stay 
accommodation, restaurants and takeaways, event catering and licensed clubs, pubs and bars 
8. Transport and Communications 
H - Transport and storage (49-53) 
J - Information and communication (58-63) 
Including land, water and air transport (passenger and freight), warehousing and support activities for 
transportation, 
postal 
and 
courier 
activities, 
  
publishing (books, journals, newspapers etc and software/computer games), television, film and music 
production, 
broadcasting, 
telecommunications, computer programming and consultancy, information service activities (e.g. data processing and hosting) 
9. Financial Services 
K - Financial and insurance activities (64-66) Including banks and building societies, activities of holding companies, trusts, funds and similar financial entities, credit granting, pensions, insurance and reinsurance 
Sector 
SIC 2007 
L - Real estate activities (68) 
10. Business services 
M - Professional, scientific and technical activities 
(69-75) 
N - Administrative and support service activities (77-82) Including the buying, selling and renting of real estate, legal activities, accounting, bookkeeping and 
auditing, 
management 
consultancy, 
architectural and engineering activities, scientific research and development, advertising and market research, specialist design, photographic activities, translation and interpretation, veterinary activities, renting and leasing of tangible goods (motors, household, machinery), employment agencies, travel agencies and tour operations, security and investigation activities, office administration and business support 
11. Public Administration 
O - Public administration and defence; compulsory 
social security (84) Including administration of the State and economic 
and social policy of the community, provision of services to the community as a whole such as defence activities, foreign affairs, justice and judicial activities, fire service and compulsory social security activities P - Education (85) 
12. Education 
Including pre-primary, primary, secondary and 
higher education, other education (such as sports, driving schools, cultural education), educational support activities Q - Human health and social work activities (86-88) 
13. Health and Social work 
Including Hospitals, medical and dental practices, residential care, social work activities 
R - Arts, entertainment and recreation (90-93) 
14. Other Community, Social and Personal Services 
S - Other service activities (94-96) Including performing arts, libraries and museums, gambling and betting, sports facilities, amusement and recreation activities, activities of membership organisations (religious, political, trade union, professional), 
personal 
services 
(hairdressing, 
Sector 
SIC 2007 
beauty, 
textile 
cleaning, 
well-being 
activities, 
funeral activities) T - Activities of households as employers; undifferentiated goods and services producing activities of households for own use (97-98) 
NOT COVERED IN SURVEY 
U - Activities of extraterritorial organisations and bodies (99) Including households as employers of domestic personnel, private households producing goods for own use 


## Appendix D: Occupational Coding

The occupational data collected in the survey were collected both pre-coded and verbatim. The former included the occupational breakdown of employment (question D5 to D8) where respondents were asked how many of their workforce fell into each of the nine major (onedigit) Standard Occupation Classification (SOC) 2010 categories (Managers, Directors and Senior Officials through to Elementary Occupations). However, on vacancy measures (for example the occupations in which vacancies exist - question C2) this information was collected verbatim. This was then coded at the analysis stage, where possible to a four-digit level SOC, if not three, two- or one-digit level. 

Examples of what might fall into each occupational band are as follows: 

Occupational group 
Service sectors (retail, business, finance, transport etc) 
Public sector (Public Admin, Health, Education etc) 
Primary sectors (Agriculture, manufacturing, construction etc) 
Managers, Directors and Senior Officials 
Site managers, Department Heads, Shift Managers (not supervisors) 
Directors, Managers / Branch/site managers, shift managers (not supervisors 
Police inspectors and above, department heads, Head teachers, Senior Officials 
Professionals 
Doctors, nurses, midwives, teachers, social workers, librarians  
Professional engineers, software and IT professionals, accountants, chemists, scientific researchers 
Solicitors, lawyers, accountants, IT professionals, economists, architects, actuaries 
Associate 
Professionals 
Science and engineering technicians, lab technicians, IT 
technicians, accounting technicians 
Insurance underwriters, finance/investment analysts and advisers, 
writers/journalists, buyers, estate agents 
Junior police/fire/prison officers, therapists, paramedics, community 
workers, H&S officers, housing officers 
Secretaries, receptionists, PAs, telephonists, bookkeepers 
Administrative staff 
Secretaries, receptionists, PAs, communication operators, market research interviewers, clerks 
Secretaries, receptionists, PAs, local government officers and assistants, office assistants, library and database assistants Chefs 
Skilled Trades 
Motor mechanics, printers, TV engineers, butchers 
Farmers, electricians, machine setters / tool makers, carpenters, plasterers Care assistants, nursery nurses 
Travel agents, travel assistants, hairdressers, housekeepers 
Caring, Leisure and Other Service Occupations 
Care assistants, home carers, nursery nurses, ambulance staff, pest control, dental nurses, caretakers 
Customer care operations 
Customer facing roles: sales staff and call centre agents 
Sales assistants and retail cashiers, telesales, call centre agents 
Sales and customer service occupations 
HGV, van, fork-lift, bus and taxi drivers 
Drivers, vehicle inspectors  
Process, plant and machine operatives  
Routine operatives, drivers, machine operators, sorters and assemblers Labourers, packers, goods handling and storage staff 
Elementary occupations 
Bar staff, shelf fillers, catering assistants, waiters/waitresses, cleaners 
Labourers, cleaners, road sweepers, traffic wardens, security guards 

## Appendix E: Sampling Error And Statistical Confidence

Sampling error for the survey results overall and for different sub-groups by which analysis is presented in the report is shown in Table F.1. Figures have been based on a survey result of 50 per cent (the 'worst' case in terms of statistical reliability), and have used a 95 per cent confidence level. Where the table indicates that a survey result based on all respondents has a sampling error of +/- 0.32 per cent, this should be interpreted as follows: 'for a question asked of all respondents where the survey result is 50 per cent, we are 95 per cent confident that the true figure lies within the range 49.68 per cent to 50.32 per cent'. These confidence intervals are based on the assumption of a normal distribution of responses. 

Sampling error (at the confidence 95 per cent level) associated with findings of 50 per cent 
Number of 
(Maximum) 
interviews 
Sampling Error 
Scotland 
2,453 
+/-1.98 
By size of establishment 
1-4 
328 
+/-5.41 
5-9 
317 
+/-5.50 
10-24 
537 
+/-4.23 
25-49 
388 
+/-4.98 
50-249 
727 
+/-3.63 
250+ 
156 
+/-7.85 
By sector 
Agriculture 
85 
+/-10.63 
Mining & Quarrying* 
24 
+/-20.00 
Manufacturing 
176 
+/-7.39 
Electricity, Gas and Water 
79 
+/-11.03 
Construction 
223 
+/-6.56 
Wholesale and Retail 
311 
+/-5.56 
Hotels & Restaurants 
218 
+/-6.64 
Transport and Communications 
221 
+/-6.59 
Financial Services 
83 
+/-10.76 
Business Services 
338 
+/-5.33 
Public Administration 
136 
+/-8.40 
Education 
164 
+/-7.65 
Health and Social Work 
208 
+/-6.80 
Community, Social and Personal Services 
187 
+/-7.17 

* Mining and Quarrying base size falls below the reporting threshold

## Appendix F: Weighted Base Sizes

Throughout this report figures have been reported next to their unweighted base sizes to demonstrate statistical reliability. For reference, the following table shows the weighted number of employers this represents for the key measures in the report. 

Weighted base 
Scotland 
165,910 
Chapter 3: Work-readiness of those leaving education 
Taking on leavers from education in the last 2-3 years 
44,176 
From Scottish Secondary School 
30,370 
From Scottish FE College 
14,623 
From Scottish University 
15,233 
Chapter 4: Employers, Recruitment and Skills shortages With a vacancy 
22,196 
With a hard-to-fill vacancy 
6,669 
With a skill-shortage vacancy 
5,235 
Chapter 5: Internal Skills Mismatch With at least one skills gap 
27,664 
Chapter 6: Employer Investment in Training and Skills Providing any training 
117,807 
On-the-job training only 
30,724 
Off-the-job training only 
22,179 
Both on- and off-the-job training 
64,904 
Providing no training for staff 
48,103 

## Appendix G: Unweighted Base Sizes

This annex shows a reference table of the key unweighted base sizes used in this report. 

Note that throughout the report, figures are not reported where the base is under 25 and are highlighted in italics where the base is 25 to 49. 

Establishments with… 
Overall 
Vacancies 
Hard-to-fill 
vacancies 
Skills gaps Estab's that
train 
Scotland 
2,453 
724 
217 
790 
2114 
Size 
1-4 
328 
23 
9 
35 
203 
5-9 
317 
39 
13 
79 
261 
10-24 
537 
104 
32 
158 
474 
25-49 
388 
132 
41 
154 
360 
50-249 
727 
342 
93 
295 
680 
250+ 
156 
84 
29 
69 
136 
Sector 
Agriculture 
85 
15 
8 
20 
55 
Mining and Quarrying 
24 
6 
4 
5 
21 
Manufacturing 
176 
66 
27 
76 
153 
Electricity, Gas and Water 
79 
15 
5 
18 
66 
Construction 
223 
37 
13 
62 
188 
Wholesale and Retail 
311 
74 
25 
117 
262 
Hotels and Restaurants 
218 
90 
31 
104 
190 
Transport and Communications 
221 
63 
18 
50 
184 
Financial Services 
83 
13 
1 
28 
75 
Business Services 
338 
97 
34 
95 
287 
Public Administration  
136 
37 
9 
41 
119 
Education 
164 
77 
11 
48 
156 
Health and Social Work 
208 
75 
18 
68 
198 
Community, Social and Personal Service activities 
187 
59 
13 
58 
160 

## Appendix H: Bibliography

Futureskills Scotland (2007) *Skills in Scotland 2006*, Futureskills Scotland, Glasgow. Inter Departmental Business Register (March 2010). ONS. Labour Force Survey, UK, October-December 1993 and 2010. ONS. 

Scottish Government Social Research (2011) *Skills in Scotland 2010.* Scottish Government, 
Edinburgh. 
Scottish Government Social Research (2009) *Skills in Scotland 2008.* Scottish Government, 
Edinburgh. 
UKCES (2009) *Ambition 2020: World class skills and jobs for the UK - The 2009 Report.* UK 
Commission for Employments and Skills, Wath-upon-Dearne and London.           
UKCES (2011) Employer ownership of skills: securing a sustainable partnership for the long 
term. UK Commission for Employments and Skills, Wath-upon-Dearne and London. 
 
 
List of previous publications Executive summaries and full versions of all these reports are available from www.ukces.org.uk Evidence Report 1 
Skills for the Workplace: Employer Perspectives Evidence Report 2 
Working Futures 2007-2017 
Evidence Report 3 
Employee Demand for Skills: A Review of Evidence & Policy Evidence Report 4 
High Performance Working: A Synthesis of Key Literature Evidence Report 5 
High Performance Working: Developing a Survey Tool Evidence Report 6 
Review of Employer Collective Measures: A Conceptual Review from a Public Policy Perspective Evidence Report 7 
Review of Employer Collective Measures: Empirical Review Evidence Report 8 
Review of Employer Collective Measures: Policy Review Evidence Report 9 
Review of Employer Collective Measures: Policy Prioritisation Evidence Report 10 
Review of Employer Collective Measures: Final Report Evidence Report 11 
The Economic Value of Intermediate Vocational Education and Qualifications Evidence Report 12 
UK Employment and Skills Almanac 2009 
Evidence Report 13 
National Employer Skills Survey 2009: Key Findings Evidence Report 14 
Strategic Skills Needs in the Biomedical Sector: A Report for the National Strategic Skills Audit for England, 2010 
Evidence Report 15 
Strategic Skills Needs in the Financial Services Sector: A Report for the National Strategic Skills Audit for England, 2010 

## Evidence Report 16 Strategic Skills Needs In The Low Carbon Energy Generation Sector: A Report For The National Strategic Skills Audit For England, 2010

Evidence Report 17 
Horizon Scanning and Scenario Building: Scenarios for Skills 2020 
Evidence Report 18 
High Performance Working: A Policy Review Evidence Report 19 
High Performance Working: Employer Case Studies Evidence Report 20 
A Theoretical Review of Skill Shortages and Skill Needs Evidence Report 21 
High Performance Working: Case Studies Analytical Report Evidence Report 22 
The Value of Skills: An Evidence Review Evidence Report 23 
National Employer Skills Survey for England 2009: Main Report Evidence Report 24 
Perspectives and Performance of Investors in People: A Literature Review Evidence Report 25 
UK Employer Perspectives Survey 2010 
Evidence Report 26  
UK Employment and Skills Almanac 2010 
Evidence Report 27  
Exploring Employer Behaviour in relation to Investors in People Evidence Report 28 
Investors in People - Research on the New Choices Approach Evidence Report 29 
Defining and Measuring Training Activity Evidence Report 30 
Product strategies, skills shortages and skill updating needs in England: New evidence from the National Employer Skills Survey, 2009 
Evidence Report 31 
Skills for Self-employment Evidence Report 32 
The impact of student and migrant employment on opportunities for low skilled people Evidence Report 33 
Rebalancing the Economy Sectorally and Spatially: An Evidence Review Evidence Report 34 
Maximising Employment and Skills in the Offshore Wind Supply Chain Evidence Report 35 
The Role of Career Adaptability in Skills Supply Evidence Report 36 
The Impact of Higher Education for Part-Time Students Evidence Report 37 
International approaches to high performance working Evidence Report 38 
The Role of Skills from Worklessness to Sustainable Employment with Progression Evidence Report 39 
Skills and Economic Performance: The Impact of Intangible Assets on UK Productivity Growth Evidence Report 40 
A Review of Occupational Regulation and its Impact Evidence Report 41 
Working Futures 2010-2020 
Evidence Report 42 
International Approaches to the Development of Intermediate Level Skills and Apprenticeships Evidence Report 43 
Engaging low skilled employees in workplace learning Evidence Report 44 
Developing Occupational Skills Profiles for the UK 
Evidence Report 45 
UK Commission's Employer Skills Survey 2011: UK Results Evidence Report 46 
UK Commission's Employer Skills Survey 2011: England Results Evidence Report 47 
Understanding Training Levies Evidence Report 48 
Sector Skills Insights: Advanced Manufacturing Evidence Report 49 
Sector Skills Insights: Digital and Creative Evidence Report 50 
Sector Skills Insights: Construction Evidence Report 51 
Sector Skills Insights: Energy Evidence Report 52 
Sector Skills Insights: Health and Social Care Evidence Report 53 
Sector Skills Insights: Retail Evidence Report 54 
Research to support the evaluation of Investors in People: Employer Survey Evidence Report 55 
Sector Skills Insights: Tourism Evidence Report 56 
Sector Skills Insights: Professional and Business Services Evidence Report 57 
Sector Skills Insights: Education Evidence Report 58 
Evaluation of Investors in People: Employer Case Studies Evidence Report 59 
An Initial Formative Evaluation of Best Market Solutions Evidence Report 60 
UK Commission's Employer Skills Survey 2011: Northern Ireland National Report Evidence Report 61 
UK Skill levels and international competitiveness Evidence Report 62 
UK Commission's Employer Skills Survey 2011: Wales Results Evidence Report 63 
UK Commission's Employer Skills Survey 2011: Technical Report Evidence Report 64 
The UK Commission's Employer Perspectives Survey 2012 
Evidence Report 65 
UK Commission's Employer Skills Survey 2011: Scotland Results Evidence Reports present detailed findings of the research produced by the UK Commission for Employment and Skills. The reports contribute to the accumulation of knowledge and intelligence on skills and employment issues through the review of existing evidence or through primary research.

All of the outputs of the UK Commission can be accessed on our website at www.ukces.org.uk 

UKCES
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This document is available at www.ukces.org.uk under "Publications" ISBN 978-1-908418-00-5 © UKCES 1st Ed/12.12