Some printers take the view that, with the economy still struggling, training should be put to one side. It's too expensive and too time consuming, they argue. Put this to Angus Clark, chief executive at TJ International, and he shakes his head. "I can't agree with that," he says. "It's especially important to train when times are tough and we have always been big on training."

TJ International is an academic and technical book printer based in Padstow, Cornwall. It has a workforce of 125, all of whom have benefited from the company's extensive training programme, which has helped the firm win plaudits and awards  locally, nationally and internationally.

Its training strategy was born when the company was given a fresh start in 1995. TJ International was first founded as a commercial printer in Camberwell back in the early 1970s. It spawned a bookbinding business in Essex, which in 1973 moved to Padstow. Eventually books became the core business and, in 1980, print and finishing moved to Cornwall too.
By 1995, Clark, who has been at the company on and off for the best part of 25 years, had returned and felt that training was one area that needed shaking up.

Strategy rethink
"Before I arrived, both time and money were tight and the first thing that was knocked on the head was training," he recalls.

"Companies invest millions in new equipment, but we wanted the best people. We sat down and looked at the things that were wrong with the business. We adapted our strategy."

They decided on five key areas: training and development; safety; the environment; quality; and business performance. To put point one in action, the company devised a detailed training course, which continues to this day.

The two-day course talks the trainees through the structure of the company, explaining the print process from pre-press and platemaking through to the press hall and binding. Flow charts explain the production workflow and there are details on each and every piece of kit, from its Agfa platesetter to its two KBA Rapidas 142 plus its three Océ digital presses.
In 10 years, 550 people have taken the course and around 375 have been customers of the company. Clark says that, when he mentioned to rival print  firms that he'd trained up clients, a few eyebrows were raised. But he believes it's important for buyers to get a clear understanding of the process.

"We are not an educational establishment and it's not all about the theory. We are a printer, but our staff really enjoy explaining what they do to our customers," explains Clark.

It's certainly made an impression as the feedback from clients heaps praise not only on the course, but also on the attitude of the company's workforce. However, the reputation of TJ International isn't just confined to its customers.
"Sometimes we get applications sent through on spec saying that they've written on the strength of our reputation on training and development," reveals Clark.

But like any internal scheme or strategy, to make it successful requires staff buy-in - communication is vital. TJ International has a works council that has a training review once every quarter and includes representatives from every department. Two weeks before each meeting, every employee is given the chance to pitch in and make suggestions to help set the agenda. After the meetings, the minutes are posted up on notice boards.

Clear expectations
The company has also developed a management charter and an internal document details the company's principles, its training commitment and other values. "No one is in any doubt what is expected of them," says Clark.

And trainees aren't limited to one division. Everyone gets an opportunity to understand the other elements of the business, giving them a rounded view and vital skills. This stands them in good stead for career progression, as Clark is a firm believer in promoting from within.

NVQ Level Two is the minimum qualification for staff. Until recently, TJ International linked up with Plymouth College for apprentices, trainees and students. The college had access to European funding and the link-up allowed students to be taught on the firm's site. In most cases, the candidates were in their mid-20s and Clark explains that the prospect of sitting in a classroom, having been out of the education system for some time, was quite daunting.

"We have a training suite here and they were trained on the job," he says. "Our trainees liked it as they didn't have to travel around 50 miles to Plymouth and they managed to get a one-to-one tutor. All the apprentices liked it, as did the tutors."
But, sadly, Plymouth lost its funding and the print college closed. The scheme was under threat, but Clark turned to the BPIF for help. "There was a void and it effectively penalised companies like ourselves," he says.

New partner
The BPIF took the scheme on and 2009 was the first time TJ International linked up with the federation, taking on six trainees. They completed their course last December and all came through very well, according to Clark. One of the candidates shone through. She was initially a contract cleaner at the company and saw an internal advert looking for trainees. She applied and has come through with flying colours getting through to NVQ Level Three. The trainee started off as an assistant in the bindery department, before moving through to folding and is now in gathering.

Expanding the workers' skills set has paid dividends for the company. The average length of service at the company is 10 years and 22% of the workforce have served more than 15 years. Staff retention is at 98% and the awards for its commitment to training have come thick and fast, with accolades from PrintWeek and the BPIF to the Cornwall Business Awards and an EGIN award in 2003 - a particular boost for the company as it was named "best learning company" in Europe.

But while it has gained accolades from customers and the industry, the company's real win has been in retaining its staff and keeping them motivated. Clark is adamant that the commitment to training and development has made a major contribution to the bottom line and that through the  choppy waters of the past year, it has been key to keeping TJ International afloat.