Interviews with teachers, students and employers found that social media can help to improve student engagement and lead to more course completions; however, there were some concerns around its use.
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.
This literature review compares vocational education and training (VET) and higher education providers delivering diplomas, advanced diplomas, associate degrees and bachelor degrees, as well as noting the changing nature of VET and higher education.
This study examines the existing and potential strategies for sustaining and building greater levels of management and leadership capability in training organisations. The research report is one of the products of a nationally based research consortium: Supporting vocational education and training (VET) providers in building capability for the future.
This report investigates the characteristics and motivations of students who do not complete the training course they enrol in. It finds that non-completion is associated with poor educational background and unemployment and also finds that the numbers of students who leave vocational education and training without any achievements are over estimated, and improvements to data systems are needed.
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.
This project developed and tested a management and leadership capability framework for vocational education and training (VET) directors and senior managers. Nine capabilities emerged as required of VET leaders and managers: provides corporate vision and direction; focuses strategically; achieves outcomes; develops and manages resources; change leadership; interpersonal relationships; personal development and mastery; business and entrepreneurial skills; and develops and empowers people.