Training Quality Standard Part B Guidance from The Institute of the Motor Industry (IMI) Automotive Skills
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Training Quality Standard Part B Guidance from The Institute of the Motor Industry (IMI) Automotive Skills developed by The Institute of the Motor Industry for the Training Quality Standard TQS010-2v0 September 2009 Web version
The Institute of the Motor Industry and the Training Quality Standard The Institute of the Motor Industry is the Sector Skills Council for the Retail Motor Industry and has developed this guidance for the Training Quality Standard. Sector Footprint Organisations looking to achieve Part B certification in Automotive Skills will offer training to employers in one or more of the following areas: Light vehicle maintenance and repair Heavy vehicle maintenance and repair Motorcycle sales, maintenance and repair Fast fit operations (tyres, exhausts, batteries, etc.) Accident repair (including windscreen fitting) Body building Parts distribution and supply Vehicle sales (new, used, light vehicle, heavy vehicle etc)
Vehicle rental and leasing (self drive or with driver) Roadside assistance and recovery Lift truck maintenance and repair Motorsport maintenance and repair Further information about each sub-sector and the sector more broadly, please go to the research area of the Institute of the Motor Industry website at: www.motor.org.uk.
Preparing your application Designed to celebrate the best and recognise expertise Part B focuses on the parts of your organisations that have expertise in developing and delivering products and services to employers in a particular sector. Having already demonstrated your organisation’s ability to respond to employers’ more broadly in Part A, Part B focuses assessment on your work to identify, understand, develop and deliver products to, and have an impact on, a specific local sector market. Understanding Part B Part B of the standard focuses on sector expertise and how well an organisation develops and delivers sector specific training products and services that meet their market’s needs. Specifically Part B looks at: the strategy to specialise in working with a particular sector what steps you take to engage employers and other stakeholders to understand your market; how you then use this to create a market analysis which is then used in deploying and resourcing products and services; and the impact this has on your customers and the sector. As with Part A, there is a strong emphasis on a process loop here – making for a more robust assessment, with excellence defined according to the ability to set and achieve against strategy. Part B coverage It is important to understand that the Standard certificates your product and service development, not specific products. Part B is designed to certificate sector expertise at a macro level and does not endorse niche areas of training; so it isn’t possible to scope a minor element of a particular sector. These macro level categories are defined by each SSC and in deciding whether or not a Part B application is appropriate for your organisation, you need to consider whether or not certification at this level will add value to the offer you’re looking to present to your chosen market(s). Scoping your application The scope of your Part B application should be determined by the organisational structure. The sector-expertise you deliver may be the organisations core business, or the responsibility of a specific section or department of the organisation, and a key question to ask is whether
there is a department with responsibility for this sector area for which certification is sought. Where this is the case, it will be this part of the organisation that is subject to assessment. Understanding the Assessment Framework We know that every organisation has its own story to tell – its own market, strategy, resources, way of doing things, and achievements – and what the Standard offers is an opportunity to explain this in a structured way. The Standard’s approach is non-prescriptive and whilst the framework of Part B sets out what an expert provider has to do to demonstrate its capability, it leaves open the question of how. As in Part A, assessment in Part B focuses on an organisation’s ability to: provide evidence of a sound approach to working with their market and their development of training products and services; and demonstrate that these result in positive outcomes for the customers they work with. The distinction between A and B is that Part B looks at these points within the context of a specific sector market, as defined by the organisation making the application. Using the Guidance The guidance is designed to be a series of prompts that help focus the applicant-organisation on how they should be thinking when completing their application-for-assessment. Organisations can take a range of different approaches to meet each indicator statement and the Institute of the Motor Industry have developed guidance to help present these within the context of the sector more broadly. For each indicator statement guidance has been developed which consists of: Points to Consider – a single set of guidance designed to provide examples of what an applicant could include in their application-for-assessment; and Suggested evidence – an articulation of what evidence could consist of to support the outline given in your application. The guidance should not be treated as prescriptive or sub-criteria an organisation must evidence to achieve certification under Part B. The guidance is designed to be prompts that help focus the applicant on how they should be thinking when completing their application-for-assessment. Role of Sector Skills Councils It should be clear that what SSCS aren’t developing are: Individual criteria for each of the sub-sectors the SSC footprint covers. An exhaustive list of criteria, guidance and evidence requirements; and A list of things that providers must do in order to be awarded a badge in their sector.
In most cases, a single set of guidance is adequate to cover the footprint of an SSC, although
where an SSC believes further guidance is required for areas with their footprint, this has
been produced.
Further sector-related information and guidance
The Institute of the Motor Industry has worked collaboratively with LSIS to produce a suite of
resources to offer further support to training providers who are considering or seeking
Training Quality Standard Part B certification in Automotive Skills. The suite of resources
includes the following documents:
a) Readiness Checklist
b) Development Guide
c) Application Guide.
The resources can be downloaded from:
The World Class Skills website http://wcs.excellencegateway.org.uk/resources
The Institute of the Motor Industry website www.motor.org.uk
For further information regarding their availability e-mail Adrian Lawson Development
Manager – Quality Improvement adrianl@motor.org.ukB.0: Strategy
Providers having sectoral expertise have a strategy for working with the sector based on the market including clearly defined objectives. They take
actions to ensure that their aims and approaches are communicated to appropriate stakeholders.
Indicator Statement Points to consider What could count as evidence
B.0.1: The strategy for How your strategy delivers outcomes (effective training and development Strategy document: a copy of a
Define Aims working with the solutions) that meet the business needs of retail motor industry strategy document discrete to the
sector defines employers (not a generic organisation wide strategy for employer retail motor industry. Internal and
aims and engagement if a multi-provision organisation) external documents setting out your
approaches How you use the information gathered through your approaches to B.0.2, strategy for third parties to clearly
which are B.1.1 and B.1.2 to structure the way in which you deliver to the sector, read and understand.
communicated to e.g. major vehicle manufacturer contracts, discrete academies/faculties for Process documentation: internal
appropriate specific type/mode of delivery etc. documents setting out the process,
stakeholders. by which you design, assess and
How your strategy delivers outcomes that positively impact on the retail
motor industry as a whole, not just on individual employers review your strategy. Defined
processes and actions to address
Being clear in your strategy about ‘why’ you are doing ‘what’ you are doing
slippage from performance targets
Identifying your proposed outcomes before building your strategy with and to accommodate industry
consideration to the SMART objectives that link B.0.1 through to B.3.1 change.
How your strategic aims and SMART objectives are derived from Performance documentation:
employers, dealer networks, the wider industry – local, regional, national internal documentation describing
priorities as identified in SSC research, e.g. SSA, SQS - through your own progress towards achieving the aims
research - use of the most current sources of information and SMART objectives of your
Whether your strategy includes solutions to employer business need driven strategy.
by legislation (DEFRA, HSE etc)
How your strategy is influenced by stakeholders, e.g. trade associations,
legislative bodies, financial and insurance organisations, Regional
Development Agencies, funding bodies, SSC, vehicle manufacturers etc
How you communicate your strategy (specifically your aims and objectives)
to stakeholders
How you track progress and respond to slippage against milestones within
your strategy
How results, impact measurements and analysis influence change within
your strategy
6B.0: Strategy
Providers having sectoral expertise have a strategy for working with the sector based on the market including clearly defined objectives. They take
actions to ensure that their aims and approaches are communicated to appropriate stakeholders.
Indicator Statement Points to consider What could count as evidence
B.0.2: The strategy for What approaches/methods you have used to clearly define your market within Market analysis: a copy of the
Define working with the the retail motor industry - in alignment with industry sub-sectors listed at the market analysis and supporting
Market sector is based front of this guidance document documents, data etc. For
on an analysis of Setting out your defined markets so they are clearly understood, i.e. example, in-house sector
the market and including enough detail to allow a reviewer/assessor to fully understand specific market
key customer markets you deliver training to, e.g. light vehicle/heavy vehicle/motorcycle information/research/surveys –
groups. maintenance and repair, body repair and paint - ATA, AMA, technical, local, regional, national.
diagnostics, customer service, management, sales - mainstream Process documentation:
qualifications, Apprenticeships, bespoke full cost courses etc. – which internal documents setting out
geographical areas do you work in, e.g. South East, North West, the process by which you
nationally, regionally, locally etc.? analyse the market to devise
How you have used SSC, internal and other research to help you define your effective training solutions and
market - do you employ specific strategies for a number of different segments of analyse the key customer
the market? groups and sectors in the
market place. Documentation
Identifying key employers/customers for your chosen market - are you clear about
confirming how the market
whom your employers/customers are? – local, regional, national, vehicle
information is incorporated into
manufacturers, franchised and independent dealer networks etc
the strategy.
Identifying key stakeholders for your chosen market - are you clear about whom
your stakeholders are? – trade bodies/associations, vehicle manufacturers,
finance and insurance organisations etc. as these will influence your chosen
market and key customer groups
How your market analysis identifies bespoke and mainstream training solutions
driven by, for example, new and emerging motor vehicle products, technology,
legislation, compliance and environmental pressures
7B.0: Strategy
Providers having sectoral expertise have a strategy for working with the sector based on the market including clearly defined objectives. They take
actions to ensure that their aims and approaches are communicated to appropriate stakeholders.
Indicator Statement Points to consider What could count as evidence
B.0.3: The strategy for To produce retail motor industry specific SMART (Specific, Strategy document: a copy of
Define working with the Measurable, Achievable, Realistic and Time bound) performance the strategy document which
Results sector defines objectives linked to your strategic aims set out in B.0.1. that impact should include retail motor
specific and on the sector as this is a key requirement at B.3.1 industry specific SMART
measurable Setting out exactly what your SMART objectives are for your chosen performance objectives and the
performance market within the retail motor industry rationale behind them.
objectives Process documentation:
Being explicit in the way your SMART objectives link and follow
through from B.0 to B.1, B.2 and B.3 internal documents setting out
the process by which objectives
Being explicit when describing your SMART objectives so they are
are developed, agreed,
clearly understood, i.e. including enough detail to allow a
monitored, measured and used to
reviewer/assessor to fully understand which markets your objectives
inform your strategy.
are aimed at, e.g. light vehicle/heavy vehicle/motorcycle maintenance
and repair, body repair and paint – ATA, AMA, technical, diagnostics, Monitoring and evaluation:
customer service, management, sales - mainstream qualifications, internal documentation or
Apprenticeships, bespoke full cost courses etc communications which evidence
actions and outcomes to address
How your SMART objectives are monitored, evaluated and their
slippage against agreed
outcomes used to inform your on-going strategy and shape your
objectives.
provision
Note: Increased income is likely to be a naturally occurring benefit of a
responsive training provider and most would strive to improve income.
However, it is not an aim or SMART objective that would impact the sector
and benefit employers but one that would benefit the training provider
themselves. Therefore, it should be avoided unless there is specific
evidence that shows the income has been invested in a way that does
benefit employers and impact the sector.
8B.1: Understand
Providers having sectoral expertise engage in dialogue with employers and stakeholders in their sectors and look to lead in the adoption and
sharing of good practice.
Indicator Statement Points to consider What could count as evidence
B.1.1 Input is sought An employer engagement strategy that sets out how Strategy document: a copy of a discrete
Understand from sector employer input will be gained to shape training provision retail motor industry employer
employers employers on their specifically for the retail motor industry engagement strategy
expectations for The processes you have in place to understand and meet Reporting: minutes from employer
training solutions employer/customer need – business needs analysis forums/meetings/steering groups training
and common (BNA)- training needs analysis (TNA) – employer forums, solution development meetings etc
business needs. steering groups, industry open days etc Staff derived intelligence: records of
How you assess common business need, e.g. from SSC business/training needs drawn from
research, trade body/association research/information, assessor employer visits, front line
aggregated internal research with local, regional, teaching/managing staff liaison with
national employers etc employers, industry open days/evenings,
How you gain awareness of, and respond to current, new outcomes of consultation and networking
or proposed legislation/compliance that will affect with employers.
common business need Process documentation: internal
How you identify and react to common business need documents setting out the process by which
driven by: employer business needs and training
needs analysis is further developed into
(a) the introduction of new motor vehicle products and
training and development solutions.
technology – electric and hybrid vehicles etc
Trends: Trends revealed by the
(b) rapidly changing commercial/economic circumstances,
development of BNA’s and TNAs with
pressures and demands on the retail motor industry –
employers. These may come from your own
business expansion and profitability requirements
delivery team or the work done to support
(c) changes to finance and insurance legislation in the vehicle Train to Gain brokers.
sales and rental and leasing market
Research: Internal/external research
(d) pressures to improve sales techniques/methods identifying issues and status of the industry
How levels of satisfaction from employers/customers are from an employer perspective – evidence of
obtained and acted upon - how this information is used how this informs strategy/solutions etc.
to change and improve your provision, e.g. content,
mode of delivery, duration etc
9B.1: Understand
Providers having sectoral expertise engage in dialogue with employers and stakeholders in their sectors and look to lead in the adoption and
sharing of good practice.
Indicator Statement Points to consider What could count as evidence
B.1.2 Input is sought The process you have for identifying, developing and maintaining stakeholder Strategy: a copy of a discrete
Understand from appropriate relationships, e.g. with trade bodies/associations and organisations that have retail motor industry
Stakeholders stakeholders to influence on retail motor industry training – RMIF, SMMT, VBRA, BVRLA, stakeholder engagement strategy
share good MVRA, SMTA, Thatcham, FSA, Sector Skills Council, RDA’s, SFA/funding Reporting: minutes from meetings,
practice and bodies, local authorities, statutory inspection bodies etc forums, groups, briefings
understand the Setting out who your stakeholders are and how they influence the summarising learning and
sector’s common development of your strategy, provision and the training and development innovation experiences; minutes
business needs. solutions you offer from partner/stakeholder
How you utilise your relationships with stakeholders to identify common discussions; papers concerning
business needs of the retail motor industry service/provision development.
Evidence of improvement activity
Do stakeholder groups or forums you belong to have a shared vision, i.e.
with direct and positive impact on
defined aims and objectives? How do these fit in with your own objectives?
retail motor industry training.
Do you attend or host established industry related conferences? If so, how do
Process documentation: internal
these influence your training offer? – Who are the stakeholders that attend?
documents setting out the process
How working with stakeholders has encouraged and supported the sharing of by which input from stakeholders
good practice which in turn feeds into your strategy to improve your offer to has shaped strategies, approaches
employers and developed retail motor industry
Collaboration/partnership working that drives good practice, e.g. vehicle knowledge and good practice. How
manufacturer or large training providers that utilise FE providers as an arm of it has defined common business
their own training provision, FE provider groups, e.g. Motor Industry Skills need and helped to set SMART
Consortium objectives.
Do you analyse competitors’ performance to inform own strategy? If so, how Records: records of contact and
do you identify their good practice and embed this in your provision? participation with sector
stakeholders. Records of
collaborative working with other
training providers to identify,
promote and share sector related
good practice.
10B.2: Deploy
Providers having sectoral expertise deploy products and services to meet employer needs, supported by the content, people and resources able to
meet industry expectations.
Indicator Statement Points to consider What could count as evidence
B.2.1: Products and How the products and services you offer to employers’ fit your strategic Process documentation: internal
Deploy services are aims at B.0.1, defined market at B.0.2, SMART performance objectives documents showing the process by
Products and developed and at B.0.3, understanding employers at B.1.1, understanding which products and services are
services delivered to stakeholders at B.1.2, deploying people at B.2.2 and deploying designed. BNA and TNA
industry resources at B.2.3 documentation.
expectations and Being clear about what products and services you offer and to which Reporting: rationales for products
employers’ markets/sub-sectors of the industry they are aimed at – could a and services, research evidence on
business needs. reviewer/assessor understand the specific markets your products and industry expectations and employer
services are aimed at? need used to shape provision. BNA
How you progress market analysis and employer business needs outcomes and the resulting training
analysis (BNA) into quality, innovative and effective training and and development solutions.
development solutions that have impact on employers’ and the Employer feedback: Statements
sector clarifying needs and
How you review and evaluate products and services to ensure sanctioning/endorsing relevant
relevance, quality and currency and that they meet industry training and development solutions.
expectations at the highest level Service Level Agreements:
Evidence of bespoke, non-conventional/mainstream (perhaps non- documented Service Level
publicly funded) product development in direct response to individual Agreements.
employer or common business needs
The strategy and approaches you employ for meeting the requirements
of Service Level Agreements and the type of products and services that
fall within this context
How do you manage the expectations of the sector more broadly? For
example, what consideration is given to under-represented areas, e.g.
vehicle damage assessor training, management training, sales training,
parts training, roadside assistance and recovery training etc?
11B.2: Deploy
Providers having sectoral expertise deploy products and services to meet employer needs, supported by the content, people and resources able to
meet industry expectations.
Indicator Statement Points to consider What could count as evidence
B.2.2: People arranging Competencies Staff development: records of
Deploy and delivering What competencies do you require amongst all staff involved in employer facing industry specific CPD. Results of
People products and training for the sector and why? These may include: actions delivered against skills
services have the audits. Up to date records of staff
(a) Retail motor industry technical/non-technical qualifications at or above
knowledge and qualifications and experience in a
level of training delivered (sub-sector specific if appropriate).
skills to meet format employers can understand.
sector (b) Assessor qualification (A units) – membership of the Institute of
Employer feedback: positive
expectations. Educational Assessors – ATA Assessor Award
reports on the quality of delivery
(c) Internal verifier qualification (V units) staff. Declarations
(d) Mainstream teacher/training qualification – at Degree level agreeing/authorising delivery teams
(e) Motor industry professional association membership, e.g. The Institute in advance of training delivery.
of the Motor Industry Learner feedback: positive reports
(f) Sufficient motor industry experience (as defined by the employers, on the quality of the learning
customers and stakeholders within your chosen market). experience linked to quality of
delivery staff. Reporting process to
Are staff qualifications and experience agreed and sanctioned by employers
enable comparison.
purchasing the training? If so how, and what evidence is there of this?
Reporting: self assessment reports,
Do you have a matrix of skills and capabilities of all staff involved in
teaching observations, effectiveness
management, delivery, assessment and verification of training?
profiles, appraisal evidence of
Continuing Professional Development meeting targets. Meeting minutes
How are the skills and practical experience (relating to the sub-sector context) from staff meetings with employers
of your staff assured? For example, do you carry out a skills audit? If so are and stakeholders.
staff evaluated with an action plan developed to meet their needs? Is there a Process documentation:
clear and effective retail motor industry specific CPD plan in place? documents or diagrams showing
Staff mentoring programme – would the mentoring process give employers how staff are made aware of the
confidence that delivery staff can meet their and industry expectations? strategic aims, the market, the
Evidence that front line staff regularly meets directly with employers and SMART performance objectives,
stakeholders to drive up their understanding of employer/business need and employers, stakeholders, resourcing
industry expectations and the desired outcomes in terms
of achievements and impact on the
Evidence that front line staff understand the strategic aims at B.0.1, the market
sector
at B.0.2, the SMART performance objectives at B.0.3, the desired results at
B.3.0 and the impact required at B.3.1
12B.2: Deploy
Providers having sectoral expertise deploy products and services to meet employer needs, supported by the content, people and resources able to
meet industry expectations.
Indicator Statement Points to consider What could count as evidence
B.2.3 Resources used to How you ensure that all resources and equipment used in training Records: evaluations/assessments of
Deploy arrange and and assessment are available and appropriate for current practice resources against employer/customer/
resources deliver products in the workplace and meet industry expectations at the highest dealer network expectations, and
and services meet level – what evaluation processes do you have? evaluations of options. Records to show
sector expectations The scope of resources – consideration to the whole learning proactive approaches to improve
environment – what is available to learners, teaching/assessing resources on a continual basis.
staff, e.g. facilities, classrooms, vehicles and other physical Insurance/asset equipment registers.
resources that enable effective outcomes of your strategic aims at Financial reports/audits.
B.0.1 and SMART performance objectives at B.0.3 and support Employer/stakeholder feedback:
your products and services identified at B.2.1 positive reports on the quality and
How you ensure that resources deployed reflect the particular relevance of resources, vehicles,
nature of your chosen sector or sub-sector as identified in Define equipment – the whole learning
Market at B.0.2 environment.
Evidence of support from vehicle manufacturers and employers - Learner feedback: positive report on
letters of endorsement, the donation/supply of vehicles, equipment the quality of the learning experience
etc. and suitability of resources. Accounts of
success attributed to quality of provision.
Use of employer premises and equipment etc for training delivery
Vehicle manufacturer support:
Investment, maintenance and revamp strategies/plans - a strategy
accounts of vehicle manufacturer
for obtaining and utilising various funding streams to support
support, i.e. donation/supply of vehicles,
continual resource development and improvement
equipment and resources. Accounts of
A strategy for effective financial management to ensure quality strong working relationships and/or
resources, i.e. investment in capital equipment etc – evidence that partnership arrangements.
funding rates agreed by funding bodies and the SSC goes fully to
Resource investment: investment plan
retail motor industry provision
- stated intentions regarding
Evidence of employer, customer satisfaction with your provision capital/physical resource investment to
and records of suggestions for future development meet strategic aims, SMART objectives
and support products and services
effectively.
13B.3: Perform
Providers having sectoral expertise cause improving results or sustained good performance in the areas defined in their strategic objectives.
Indicator Statement Points to consider What could count as evidence
B.3.0 Indicators of Graphs/tables/diagrams showing sustained high levels of Reporting: graphs, tables representing
Achieve performance performance, achievements, progress and improving trends linking improving trends, performance and
results against strategic to, and giving full coverage of, the SMART performance achievements against SMART performance
objectives show an objectives set out in B.0.3 objectives set out in B.0.3. Results set and
improving trend or Being explicit about what the graphs/tables etc mean – what evaluated against retail motor industry
a sustained high exactly are they showing? benchmarks, national, regional etc. -
level of sourced from SSC, funding bodies and other
How accurate information is collected and documented in relation
performance. credible and current research reports
to objectives and targets. How the data is displayed in a format
that can show levels of performance and trends.
Benchmarking against national and regional data, achievement
rates and trends, e.g. Apprenticeship framework achievement
rates sourced from SSC and funding body research etc. – other
credible and current research that is applicable to your SMART
performance objectives and strategic aims
14B.3: Perform
Providers having sectoral expertise cause improving results or sustained good performance in the areas defined in their strategic objectives.
Indicator Statement Points to consider What could count as evidence
B.3.1 Impact on the Processes and evidence of impact on employers and the sector Performance data reporting: trends,
Achieve sector shows an aligned to your SMART objectives set out in B.0.3 performance and achievements that impact
impact improving trend or The impact of specific examples of training on the sector – those the sector aligned to SMART performance
sustained high aimed at addressing sector priorities objectives set out in B.0.3. Statistical
level of evidence of sustained high level of
Impact can be viewed in two ways:
performance performance linked to impact of training
A) Indicators of sector impact through, for example only, your offer and delivery to sector priorities etc.
contribution to: Evidence of proven ability to react to needs
1. volumes achieving certification to meet DEFRA refrigerant of change within the industry, e.g. to new
handling legislation - a significant ‘compliance’ need for products and vehicle technology. Reports on
the sector the impact of lifelong learning programmes
2. volumes achieving improved customer service skills - agreed with employers.
identified in the SQS research as a significant issue and Employer satisfaction surveys and
common business need for the sector analysis: Aggregated results of employer
3. volumes achieving Automotive Technician Accreditation surveys/questionnaires. Analysis and
(ATA) - improving consumer confidence and ‘fix first time’ presentation of satisfaction survey results
rates driven through assessment of current competence and how this impacts on sector priorities and
and sign up to an ethical code of practice influences on-going strategy. Employer
declarations of satisfaction, e.g. how training
4. volumes achieving Apprenticeship frameworks – the SQS
has impact on their productivity, profitability
identifies keeping up with vehicle technological
and efficiency.
advancements as a key issue for the sector
Strategy evaluation plan: Evidence of how
B) Outcome measures of sector impact for example aggregated
impact performance will inform on-going
employer feedback showing:
strategy to further impact on sector
1. ‘fix first time’ rates have improved priorities and workforce development.
2. customer service indicators (CSI) have improving trends
3. improvements in productivity, profitability, efficiency
4. improvements in employer staff retention, progression
Review process, action plans to re-develop strategy/objectives in
response to, for example, slippage from SMART targets and
industry change - forming a continuous improvement loop
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