Technical skills

Universities should provide the technical capability and leave the coaching of management development to the companies

Broadly I am in support of the intent to expand the skills of the technical engineer to enhance their awareness of what they specialise in and how it relates to the particular business, company or markets they are involved in. However I was disappointed to read Professor Ken Grattan’s take on this. He is advocating the prospect of diluting the technical skills required of an undergraduate engineer in favour of learning management and business skills in which they will have absolutely no working experience at that early stage. Industry requires the best technically trained engineers, that’s why we look to Universities with a good track record of teaching science, maths and technical curriculum. Establishing an excellent grounding in these technical subjects that will encourage students to think through complexity and deliver the solution is the foundation for our engineers. The next stage is to take that raw capability and then expose them to a good graduate training programme whereby they are not simply learning but are encouraged to be directly involved in day to day tasks that have a measured value to the business. They should be encouraged to use their technical skills and learning to ensure they develop in to the technical experts of the future. In this way it is hoped that many will stay the pace long enough to be credited with the title of ‘expert’ or principle engineer, recognised by peers and bosses. The residual individuals who show talent and a leaning towards a business management role could then be encouraged (but only after a minimum of 8 – 10 years post graduation) and coached through the management role via MBA’s or recognised additional professional training. 

Far too many good potential technical engineers are pushed down the management route and therefore may not contribute to the next development or innovation required by their company. They may well be managing the business but if there is a shortage of talent to create and deliver new technical solutions then there may well be no business to manage. Customers require solutions and engineers generally provide these. That has to be an important factor for all engineering companies. So while it’s right to have the best talent running the business it is equally important to have the best brains creating the product or delivering the solution.

Universities should provide the technical capability and leave the coaching of management development and business awareness to the companies taking on the students. 

Crawford F Gorrie, Glasgow

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