Training is important but it is just one component in any package designed to reduce the impacts of industry restructuring on individuals.
This interview was conducted by Steve Davis with Victor Callan, about his report 'Accelerated apprenticeships', which looked at recent pilots of accelerated apprenticeships in the automotive industry in Queensland.
This research examined recent pilots of accelerated apprenticeships in the automotive industry in Queensland. Interviews with apprentices, employers and teachers showed that the traditional model is still well regarded. It is not failing, but does require evolutionary change.
Skill shortages in the Australian printing industry are examined in this report. The nature of shortages is considered, as well as responses aimed at resolving shortages. First, at the industry level, strategic responses such as investment in technology and diversification are proposed. Responses at the workplace level focus on attracting employees and improving the capabilities of the existing workforce. Finally, training solutions are proposed. These include a focus on new training models involving cooperation between industry and training providers. In summary, this study reveals the complexity of issues that shape skill shortages and the need for any industry to seek a coordinated response that draws upon the efforts of employers as well as training providers.
Highly innovative organisations demonstrate six key characteristics. They create learning cultures which promote innovation as a core organisational capability; employ leaders who are 'failure-tolerant'; identify innovators; reward people who propose innovative ideas; use partnerships; and, promote innovation through teams. This report analyses how well vocational education and training (VET) providers employ the above characteristics. It finds VET organisations are making good progress as innovators, but this progress is uneven as three characteristics often dominate the building of innovation. Typically, VET providers identify innovators, develop partnerships and promote innovation through teams and communities of practice well. To develop innovation further, the author suggests VET organisations need to broaden the range of strategies they are using to promote innovation and offers practical steps to do so.