Exclusive Interview – NCDMB Develops a 60-20-20 Model to Tackle Unavailability of Jobs for Trained Technicians

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In a frenzy of clamor for people to be trained in the petroleum sector, the Nigeria Content Development Monitoring Board, NCDMB, in its consistent determination to expand the reach of local content potentials and effects across the strata of the society,  has very successfully seen to the training of very many technicians in its training-support  program. It would have probably been kudos all the way for NCDMB had there been jobs waiting to absorb the trained technicians being churned out of the program, which has suddenly become a major cause for concern over the supposedly well-intended program of equipping the people with technical skill sets to afford them gainful employment.

Instead, the trained technicians are often back to where they came from, well trained and good to go, but have not deployed the technical skills they acquired due to the absence of jobs. The Board appears to be taking the emerged challenge in its stride by creatively developing and repackaging the whole training process and infusing a model, having put in place various schemes and concepts it identifies as the 60-20-20 model.

In an interview with NOGSpeed, the Executive Secretary of the Nigeria Content Development Monitoring Board, Engr. Simbi Wabote stated, “When I took up this responsibility, I saw that everywhere you go, there is a clamour that people should be trained and all that, but nobody sits down to do an evaluation of job availability and opportunities versus the number of people you are training and secondly, no serious analysis of the kind of jobs that will be required versus the kind of training that you will be giving. We sat back and reviewed that process and came up with a policy of 60-20-20 in terms of our training strategy.

Part of it is that 60 percent of the training that we have to give must be tailored towards job opportunities. The other 20 percent will be training and building the capacity of those who already have jobs so that they become more efficient and deliver better service. And then the other 20 percent is soft skill training where we train people on leadership, interpersonal relationships, so we have skewed the training in such a way that they will be job-oriented. An example is the training programme we are running with AOS Orwell of training electrical engineers; building their capacity. At the end of that training, 60 percent of those that were trained will be employed as part of the contractual arrangement between ourselves and AOS Orwell to provide them employment.  We have often told people who have training ideas that will lead to immediate employment after the training to come to us. We are prepared to work with them as opposed to training for training sake. That is the model that we have changed to and adopting currently in NCDMB. That is how change works. It’s more about the short term, medium term and long term impact for change.”

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