A study of process operatives examined the developments in processing work in 20 organizations within the chemical and food and drink processing industries. Seven exploratory interviews were followed by 20 employer interviews. Technological innovations caused job losses and layoffs. Organizational responses adopted to meet increasing competitive pressures were drivers of change. The role of process operatives was broadly expanding beyond running processing equipment. The introduction of computer technology required less involvement in manual operative tasks and a greater understanding of the processes. Boundaries between process operations and engineering maintenance blurred. The removal of layers of management led to increased employee responsibilities. The main skills and abilities required of process operatives were basic, interpersonal, occupational specific, and personal. To ensure they recruited the right people, employers were using a greater variety of more sophisticated recruitment and selection techniques. Three types of skill gaps were identified: attitudes, personal skills, and technical skills. Developments in training were related to changes in technology and ways of working. Employers placed more emphasis on continuous learning and development and targeted training to fulfill actual needs. They were developing strategies to assist change through cultural change programs, modifications to recruitment and selection processes, and training and development programs. (Contains 21 references.) (YLB)