This report explores the movements that workers make in the workforce and whether there are any commonalities.
This final report from a three-year research program puts the focus on the ability of VET to respond to workforce development challenges, particularly in industries characterised as low-skill entry points to the labour market. The key findings highlight the lack of incentive for workers in the meat processing and childcare sectors to train beyond mandatory levels due to casualised working arrangements and little reward for upgrading qualifications. To improve workforce development, using the concept of a vocation implies the capacity to move literally between different skill clusters potentially removing some of the stigma attached to hierarchical structures.
Increasing productivity by moving people from welfare to employment is a priority for the Australian Government. This report considers the complex issues of helping those marginalised from the labour market into employment. Case studies of innovative intermediaries illustrate that both demand and supply factors must feature in order to provide successful assistance to disadvantaged job seekers. Strategies used include networking, adapting to changing conditions and reinventing themselves to fill gaps in the provision of support. Vocational education and training, often touted as an ideal pathway into employment for disadvantaged groups, is described by these intermediaries as inert in the absence of social and economic support.
In this interview, Steve Davis talks with researcher Tanya Bretherton about her report 'Developing the child care workforce: Understanding 'fight' or 'flight' amongst workers'. The early childhood education and care sector in Australia has long been characterised by low-skill/low-pay jobs. The current policy environment, however, may offer scope for the sector to move towards a path of skill growth. This report, based on case studies of four early childhood education and care providers, investigates how innovative employers are overcoming challenges in the sector to improve workforce development.
The early childhood education and care sector in Australia has traditionally been characterised by low skill/low pay jobs and high staff turnover. Some employers, however, have attempted to combat high turnover through careful recruitment and skill development. This research overview describes the approaches of innovative employers who have excelled in the delivery of early childhood education and care services, while also providing staff with a high-quality workplace and attractive employment conditions.
The early childhood education and care sector in Australia has long been characterised by low skill/low pay jobs. The current policy environment, however, may offer scope for the sector to toward a path of skill growth. This report, based on case studies of four early childhood education and care providers, investigates how innovative employers are overcoming challenges in the sector to improve workforce development.
This issues paper reports on the findings from the first year of a three-year program of research by the University of Sydney's Workplace Research Centre. The overarching aim of the research is to investigate how, if at all, vocational education and training can make a difference in improving productivity and workforce participation. The authors describe four domains of social and economic practice in which to frame the second and third year's research, and the key challenges for workforce development in two particular industries: meat processing, and early education and care.
This report has investigated the impact of the increased trend towards casualisation and outsourcing of work on learning arrangements. It found that there has been an increase in highly task-specific or job-specific training. Moreover, labour hire companies tend to spend less on the training of their employees because they prefer to recruit people who already have the skills needed. This means that non-standard workers are largely responsible for accessing, organising and funding their own training.