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profit from
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learning by David Lowe
MBO: by one who practises what he preaches
AMONG well-known personalities in the road transport industry who are notably keen propagandists for transport education is John Silbermann, managing director of the Brent Group of Companies; and Mr Silbermann puts into practice in his companies what he publicly preaches.
Brent Group has management trainee and management development schemes which are supervised by Mr H. B. Phillips, Group training officer. It has also introduced management by objectives (MBO) as a total exercise throughout the Group.
The MBO method was started some 18 months ago but restructuring within some Group companies which has resulted in people taking on different roles disturbed the exercise and temporarily diminished its effectiveness.
However, the scene is recovering and high hopes are held out for its success. The basic scheme centres around job descriptions and quarterly appraisals of an individual's progress measured against his job description.
The management trainee scheme evolved by the Group runs parallel to the management development scheme and is operated within the general philosophy of the RTITB's policy on this subject. The Group did, however, have a scheme operating long before the advent of the RTITB and the present one is built largely on the earlier training plan.
It was started three years ago on a somewhat ad hoc basis as a two-year course taking school-leavers at A level. Training comprises three elements: on-the-job training; day-release study; and extra-mural study. The day-release study was provided originally by in-Group lectures quite independent of any other educational source but these have now been formalized into the Ealing Technical College transport curriculum where all the day-time study is undertaken. Trainees are expected to study for the CIT examinations at evening classes and this forms the extra-mural study requirement.
The trainee scheme was originally planned on the basis of taking A level entrants at about 19 years old. It was found, however, such candidates were often not of the standard required so, as part of a general tightening up of the standard, the age limit was raised and entry was offered to graduates. This step coincided with the RTITB's policy to encourage the recruitment of graduates into the industry. A policy change which has enabled on-the-job training to be reduced from two years to 15 /18 months.
Prospective trainees undergo stringent intake vetting which involves them in answering a questionnaire application form, writing an essay and facing two tough interviews. In this way unsuitable applicants are filtered out.
Two trainees are taken a year so that four are continually in the system. The rate of trainee intake is linked with the rate of absorption into the Group but there is a degree of wastage, caused by trainees finding they do not like the job or being attracted away by higher salaries elsewhere; also the Group requirement for management staff tends to change at intervals.
Trainees are usually placed in one of the Group companies best suited to their own interests or one in which the managing director feels they would be best suited. Once placed it is not impossible, but not usual, for trainees to change into another Group activity although a trainee can move to a specialization, such as accountancy within the Group.