Elechtech Innovation Cluster - part one.
The electronics sector across Lancashire and Cumbria faces a serious skills shortage. The issue is particularly acute for small and medium-sized enterprises (SMEs) because they often lack the scale and resources to address skills gaps on their own. Historically, part of the problem was that local colleges and universities didn’t provide courses that reflected the diverse needs of the industry, with education provision often led by demand from larger employers. At the same time, SMEs struggle to compete with these large employers for talent. Many young people leave the region to seek opportunities elsewhere, leaving SMEs fighting for skilled staff. To tackle these issues, in 2020, several small companies across Lancashire and Cumbria created the Electech Innovation Cluster, a network of 34 electronics SMEs and 44 associates. Our remit spans research, innovation and infrastructure development, but we also collaborate with the education sector on curriculum design, skills bootcamps, T-levels and Higher Education initiatives. Furthermore, members of all sizes are taking on apprentices.
At Oxley Group – a defence and aerospace business with 160 employees – 24 apprentices of various levels make up 15% of the workforce. Like Technologies – a smaller company working in nuclear and power generation – currently employs three degree apprentices, 12% of their workforce. Electech’s collaborative approach has changed how apprentices are recruited and retained, and it’s reshaping how we tackle local skills shortages. SME apprentices get broad exposure to all areas of their business. This is in stark contrast to larger companies, where apprenticeships are highly specialised but often lack breadth. Meanwhile, Electech’s apprentices might get to work across finance, HR, coding, or engineering, all while experiencing the end-to-end product lifecycle.
Our culture is another strength. At Oxley, 160 employees are large enough to offer breadth, while remaining small enough that everyone knows one another. Third-year apprentices now manage much of the induction for new starts – providing a learning opportunity for the older ones, while meeting the needs of new apprentices who want to learn from their peers. The level of pastoral care is unrivalled. In corporates, an apprentice may be one of hundreds, but in SMEs, we can offer direct access to mentors. Meanwhile, apprentices are encouraged to support one another across the cluster. They bring fresh ideas to their businesses, quickly get to see their impact, and have access to progression opportunities that larger firms cannot always offer.
Of course, there have been barriers to overcome. In the past, a key challenge was losing apprentices to larger employers. When you’ve committed resources to training someone, this is always a huge blow. But as a cluster, we are now tackling this head-on by working with larger companies rather than battling them. Together, we’ve launched some exciting joint programmes, outreach initiatives, and training models that aim to strengthen the sector as a whole. Individually, Electech’s members are also finding new ways to attract talent. Structured development plans, regular mentoring, and peer support ensure apprentices feel guided and valued, with clear progression opportunities. Oxley Group has even introduced a four-day week, another attractive proposition that larger organisations cannot always match.
Written by
Kate Houlden (Managing Director, Like Technologies), Jayne Moorby (Head of Marketing, Oxley Group) and Chris Mayne (Managing Director, Teleplan Forsberg).