This study provides a comprehensive picture of the way in which employers navigate the Australian training system and establish partnerships with registered training organisations. It provides insight into how practices have evolved over the last 20 years.
In this paper, the authors examine the links between human resource management, including learning and development practices, and building innovation capacity.
This literature review examines the role of human capital formation in building innovative capacity in firms. The aim of the review is to develop a model of human capital development factors to be used as a basis for a larger research project where the factors that develop innovation capacity in enterprises will be investigated. The review finds that human capital stimulus factors are developed through appropriate human resource management practices, the learning and development system (in the enterprise) and the tertiary education system. The review also finds that the three key issues in developing human capital for innovation in enterprises are people, knowledge and creativity management.
This study explores the common features of high-quality traineeships using case studies from the cleaning, child care, construction, retail, finance and insurance, and meat processing areas.
The report highlights that there is no simple fix to increasing employer investment in training which has generally not been a core component of long-term business planning.
This report forms part of a comprehensive research program that has examined issues related to building the organisational capability of vocational education and training providers. In particular, this report focuses on the current state of human resource management practice in both technical and further education and private registered training organisations. It also provides an assessment of the extent to which human resource management plays a truly strategic role and proposes approaches to improve both human resource management practice and its impact.
This report examines the ways in which Australian employers retain skilled staff and the ways in which employers enhance their ability to use the skills of their people. The study found that while strategies such as increasing wages and family friendly policies may increase an employee's job satisfaction, the key driver in employee retention is if they feel they are learning and progressing in their careers.
Through an analysis of major surveys, as well as interviews and case studies with firms in four industries - construction, retail trade, manufacturing and health and community services, this research brings us closer to an understanding of the factors that influence training expenditure. The research shows that survey data needs to be complemented with a program of research in a number of industries to provide a richer understanding of the drivers of employer expenditure and practices.
This report aims to provide a clearer understanding of how and why enterprises use nationally recognised type of training. It finds that an enterprise's decision to engage in recognised training is not made lightly and decisions are made afresh each time a new training need arises. Successfully embedding training in enterprises involves a three-phase process - engagement, extension and integration. In most cases, it is dependent on: positive initial engagement; extension of training through a 'VET evangelist' who 'sells' the benefits of recognised training and persuades management; and, integration of competency standards associated with recognised training into many human resource processes. The availability of funding strongly influences whether enterprises use recognised training. However, one of the key reasons why more enterprises have not taken up this training is lack of awareness.
The level of enterprise expenditure on training in Australia appears to be growing, and now compares favourably with countries often held as models for national policy and practice. This report outlines a range of policy options employed internationally, including levies, leverage and partnership arrangements to enhance employer contributions to training. Ultimately, the authors find decisions about expenditure on training depends on employers' interests, values and commitments. If new policies are to be effective and build upon enterprises' commitment to training, it is critical they align with employers' needs, and receive enterprise commitment. For government, a key strategic policy goal is to improve employers' perception of the value of training to increase levels of expenditure.
There is evidence to indicate that a culture of training and learning is developing in Australia's enterprises. The report utilises the data from a range of Australian Bureau of Statistics surveys to develop a picture of the state of enterprise training in Australia and identifies the key factors that are associated with the provision of industry training. The report concludes that the future challenge for Australia's training system is to meet the fragmented demand for training created by an individualised training market.
Older people are flocking to training. They are demonstrating that they want to learn and they can learn. They are also turning more and more to community providers rather than TAFE. Is TAFE oriented too much towards young people, at the expense of the older person?