After reviewing dozens of local skills plans, I see the same fundamental misunderstandings repeated. Here’s what actually matters:

𝟭. 𝗦𝗲𝗰𝘁𝗼𝗿𝘀 𝗮𝗿𝗲 𝗻𝗼𝘁 𝘀𝗸𝗶𝗹𝗹𝘀

An aerospace manufacturer needs accountants, IT staff, administrators, and delivery drivers – not just engineers. Focus on occupational categories and skill bundles, not industrial sectors. The data exists – use ONS occupational employment breakdowns by sector.

𝟮. 𝗟𝗮𝗯𝗼𝘂𝗿 𝗺𝗮𝗿𝗸𝗲𝘁𝘀 𝗮𝗿𝗲 𝗹𝗼𝗰𝗮𝗹, 𝗻𝗼𝘁 𝗻𝗮𝘁𝗶𝗼𝗻𝗮𝗹

67% of workers in England commute less than 10km. A skills surplus in London doesn’t fix a shortage in Manchester. Your skills plan must address YOUR travel-to-work area, not replicate national priorities. This is what the data on functional labour markets tells us.

𝟯. 𝗤𝘂𝗮𝗹𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼𝗻𝘀 ≠ 𝗦𝗸𝗶𝗹𝗹𝘀

A degree signals discipline and baseline knowledge. It doesn’t guarantee competence. Qualifications are proxies for skills. There are a lot of competencies learnt outwith courses and institutions.

𝟰. 𝗠𝗼𝘀𝘁 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗿𝘀 𝗱𝗼𝗻’𝘁 𝗸𝗻𝗼𝘄 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲𝘆 𝗻𝗲𝗲𝗱

Only 40% of UK firms have training plans (IFF, 2019); and 50% have business plans. Frustratingly, asking “what skills do you need?” particularly to SMEs – isn’t going to necessarily get you a credible diagnosis.

𝟱. 𝗧𝗵𝗲 𝗽𝘂𝗯𝗹𝗶𝗰 𝘀𝗲𝗰𝘁𝗼𝗿 𝗿𝗼𝗹𝗲

I’ve come across quite a few public sector officials who paralyse themselves about trying to masterplan skills for the entire economy; yet the public sector skills (note employment support is another whole area) role is usually focused on – a) getting the entry-level skills right; b) building better STEM skills and digital skills in compulsory education; c) encouraging work experience; d) helping to shore up major skills needs more quickly; e) upskilling unemployed or inactive people or those who can progress from a low or unskilled job; f) leading coordination and partnership working; and g) providing evidence and insight.

𝗧𝗵𝗲 𝗳𝗶𝘅?

Evidence-based planning that treats skills as integrated capability bundles within functional labour markets. Use occupational data. Engage employers in diagnosis, not just consultation. Connect workforce development to your economic development strategy.

Remember that skills planning is a process and the economy is dynamic. It’s about continuous improvement and adaptation of local skills systems.

What fundamental have you seen most often overlooked in skills planning?

PS this is all based on content from my forthcoming book – 𝘛𝘩𝘦 𝘓𝘰𝘤𝘢𝘭 𝘢𝘯𝘥 𝘙𝘦𝘨𝘪𝘰𝘯𝘢𝘭 𝘌𝘤𝘰𝘯𝘰𝘮𝘪𝘤 𝘋𝘦𝘷𝘦𝘭𝘰𝘱𝘮𝘦𝘯𝘵 𝘏𝘢𝘯𝘥𝘣𝘰𝘰𝘬.

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