The aim of this research has been to examine the implementation of National Vocational Qualifications (NVQs) in engineering in the Greater Nottingham area from the perspective of management of change. It has concentrated on the effects of change on those directly responsible for managing training programmes within their companies, and their reactions to it. A model for the management of change has been developed, which has been used to interrogate the data obtained from semi-structured interviews. By coincidence, or fate, the research was completed shortly before the introduction of the Learning and Skills Council (LSC). A number of similarities have been discovered in the training backgrounds of those involved, despite differences in such factors as the engineering sectors in which they work, the size and age of their company. The major conclusions drawn from the results have been the need to identify key people at an operational level who are required to implement change practically, and to ensure that readiness, relevance and resources are identified for them, through the context, nature and politics of the change, if they are to engage with the vision. The implication of this study is that this has not been addressed in a systematic way for engineering in the Greater Nottingham conurbation. The result has been a flawed implementation of the original intention, which has led to the development of informal, ad hoc relationships to fill the vacuum. These are matters to be addressed by the LSC if the situation is not to be perpetuated. © 2002, Taylor & Francis Group, LLC.
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