To what extent do local governments use vocational education and training as a staff retention strategy? Human resources personnel from a selection of councils around Australia believed that a lack of career development or training opportunities might cause an employee to leave their organisation. The had some reservations about the quality and value of VET, but planned to continue to use it for staff development as it is the most widely available option. This paper is by a novice researcher from the Community of Practice program, which is part of NCVER's Building Researcher Capacity initiatives.
Half a dozen VET researchers and commentators contemplate the future of the VET sector. Their thoughts point to the need for more effort to articulate the role of VET in tertiary education and to streamline its governance.
This paper focuses on issues which affect the capability of TAFE providers to meet their clients' and stakeholders' needs and draws extensively on the reports of the consortium research program which examined ways to help build vocational education and training (VET) provider and workforce capability. The paper puts this research, most of which was completed in 2006 and 2007, into a contemporary framework. It suggests that TAFE providers need to be free of unnecessary central constraints to help them meet their strategic business needs. This includes more direct control of human resources matters and industrial relations.