In this paper, the authors examine the links between human resource management, including learning and development practices, and building innovation capacity.
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.
In this interview Steve Davis talks with researcher Andrew Smith about his report 'To have and to hold: Retaining and utilising skilled people', which looked at the ways Australian employers retain skilled staff and enhance their ability to use the skills of their people.
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.
This publication, edited by Andrew Smith, summarises the outcomes of research projects funded by the National Research and Evaluation Committee on the subject of return on investment in training.