5 minute read • published in partnership with CQM Training & Consultancy
Driving growth: 5 practical actions to ensure upskilling delivers lasting value
More manufacturers are looking internally to develop the talent they need. But turning intent into lasting results often proves harder than it looks. Drawing on 20 years of workforce development experience, CQM’s Andy Cheshire explains how manufacturers can make upskilling an effective driver of long-term business growth.
Skills shortages are now the top barrier to growth for 75%* of UK manufacturers, with 91% saying their business is taking on more responsibility to train employees due to talent scarcity. Three in four are actively upskilling or reskilling workers to bridge this gap, and investing in workforce development** is now the number one priority in 2026, ahead of plant and machinery, and digital technology.
Continued investment in the face of economic challenges suggests confidence in future growth and is an encouraging signal from manufacturers. The growing focus on developing people also signals a wider recognition that skilled employees are central to unlocking the full value of every other investment a business makes.
Any efficiency initiative – whether a factory upgrade, new technology or process optimisation programme – only delivers results if employees have the capability to implement, challenge and refine it in practice. That means developing transferable, foundational problem-solving skills, not simply training people to follow new processes.
Approaches such as continuous improvement, Lean Six Sigma and change management training matter because they equip teams to diagnose root causes, collaborate across functions and adapt as conditions change.
A workforce that lacks confidence and authority to drive improvement, resists change or demonstrates poor problem-solving is a warning sign that your approach to people development isn’t right. Left unaddressed, these issues will constrain operational agility and ultimately stifle growth.
What success looks like when training is done right
I’ve seen firsthand that manufacturers who succeed treat workforce development as a continuous, strategic investment, fully integrated into their business goals and operational priorities – not a one-off box-ticking requirement.
What do I mean by success when training is done right? At CQM Training and Consultancy, we don’t operate as a traditional consultancy. Our focus is on building capability inside organisations, ensuring skills remain embedded long after a programme ends. Process improvement sits at the core of every programme we deliver across continuous improvement, leadership development and vocational apprenticeships, with outcomes explicitly linked to efficiency gains, cost reductions and operational performance.
On average, participants in our programmes generate £220,000 in annualised savings. That equates to £589 of value created for every hour released for an apprenticeship, and £1,373 per hour on our commercially funded continuous improvement and leadership courses. Crucially, those benefits don’t stop when the programme finishes. Those same skills continue to be applied year after year, compounding the return on investment over time.
We also see the impact on progression and retention. We recently celebrated the first ten apprentices to complete our Food Industry Technologist Level 3 apprenticeship programme at leading manufacturers, including Innocent Drinks, Matthew Walker and Samworth Brothers. Three participants have already been promoted, including one who joined as a QA lead and is now an operations manager.
5 ways to ensure upskilling delivers real value
In my experience, whether upskilling delivers lasting operational improvement or fades into the background comes down to how the programme is structured, supported and embedded within the business.
1. Set clear goals and a ‘why’
Every programme must have a defined purpose, with outcomes clearly linked to individual growth and organisational objectives. Employees engage most when they understand why they are being trained, and the impact on operational performance, creating motivation and accountability from day one. This way, training avoids becoming an afterthought or compliance exercise.
Clear goals also guide managers and mentors, helping them to provide focused support and ensure training is aligned with KPIs and measurable results. Without this clarity, programmes risk becoming abstract exercises rather than drivers of improvement.
2. Sponsorship is critical
Training works best when participants have a dedicated sponsor or mentor within the business. These champions provide practical guidance, help learners apply new skills in real situations, and offer timely feedback when challenges arise. The best act as role models, share knowledge, help create opportunities and are genuinely invested in their mentee’s development.
Done well, mentoring benefits both parties. Mentees gain clarity, confidence and direction, while mentors gain fresh perspectives and develop their own coaching, communication and delegation skills. Structured mentoring also embeds learning within daily operations, ensuring knowledge is applied consistently rather than remaining theoretical – enabling faster, more sustainable progress.
3. Give it structure
Upskilling cannot be a one-off, occasional event; it requires regular, scheduled activity. Consistent touchpoints allow employees to apply knowledge, reflect on outcomes and embed new skills before moving on to the next topic. Over time, this structured approach accelerates learning, strengthens engagement and ensures benefits are realised more quickly for both participants and the wider business. Much like in sport, performance improves with consistency, turning training from a short-term activity into a reliable driver of capability.
4. Keep it simple
Training programmes often fail when they attempt to cover too much or address competing priorities. A smaller number of topics, delivered through real-world application, is far more effective. Keeping content focused helps participants grasp, retain and apply learning, rather than becoming overwhelmed by complexity.
Simplicity also strengthens mentoring and support, providing a clear framework for guidance and feedback. A well-structured, focused programme encourages engagement, reinforces the relevance of learning and ensures participants contribute measurable business improvement – whether through reduced errors, improved throughput or solving operational challenges. It also makes impact easier to measure, giving managers confidence that time and resources are translating into tangible results.
5. Think multi-year, not short-term
Upskilling is a long-term strategy. Multi-year training plans allow employees to develop progressively, take on increasingly complex challenges and apply their skills across different roles or processes. Plans should also include follow-on courses or additional learning opportunities to deepen or broaden skillsets over time, ensuring development doesn’t plateau after a single programme. Long-term programmes create visible career pathways, boosting retention and engagement, while embedding a culture of continuous improvement.
Take the guesswork out of workforce development
At CQM, we remove the guesswork from workforce development, providing clarity and confidence in choosing the right training. Our approach includes:
• Collaborative Partnership – Working together to understand your organisation’s needs, challenges and strategic objectives.
• Tailored Development – Flexible programmes aligned with operational goals to deliver practical, business-focused outcomes.
• Seamless Integration – Development is designed to complement broader business priorities for smoother implementation and faster results.
• Practical Focus – Real-world application and measurable results equip employees to solve problems, embrace change, inspire others and drive continuous improvement.
For manufacturers looking to ensure their upskilling programmes truly deliver, the time to act is now. The right approach can drive productivity, retention and business growth for years to come.
In 2026, the gap between manufacturers that embed lasting capability, nurture improvement cultures and unlock the full value of their workers, and those that rely on short-term fixes will be hard to ignore. The former will be solving problems faster, retaining talent and extracting more value from every investment they make. The latter will still be asking why performance hasn’t shifted. Which side of that divide will you be on?
