NCVER's latest strategic plan outlines the vision and mission, and 5 strategic objectives and 6 interrelated standards of quality, that will direct company activities through to 2025.
Combining the Longitudinal Surveys of Australian Youth (LSAY) with other data sources would enhance the breadth of information without adding respondent burden. This discussion paper explores two issues: the potential for linking data from existing administrative collections, such as Medicare, to LSAY; and the feasibility of combining data from the Longitudinal Study of Australian Children and LSAY via statistical matching.
In this phone interview, Roger Harris and Michele Simons talk about how leaders in private providers juggle the educational and business imperatives of their organisation.
How do leaders in private providers juggle the educational and business imperatives of their organisation? Through interviews with senior leaders and managers, as well as employees from several enterprise, industry and commercial registered training organisations, this report examines this overarching question.
In this paper, the authors examine the links between human resource management, including learning and development practices, and building innovation capacity.
What makes for a good approach to leadership development in vocational education and training (VET)? This paper evaluates the existing leadership development program at the Canberra Institute of Technology. Participants in the program felt that it was useful and that they could articulate what the institute wanted its leaders to do, but did not identify themselves as responsible for this. The author suggests that there is a need for clearer articulation of the roles and expectations of leaders. This paper was developed by a novice researcher in the community of practice program and was funded as part of NCVER's building researcher capacity initiative.
The national research priorities for tertiary education and training 2011-2013 were endorsed by the Ministerial Council for Tertiary Education and Employment (MCTEE) in June 2010. This document sets out the context for the priorities, what was learnt from the consultations and the final advice on the priorities by the NCVER Board to MCTEE. The five priority subject areas endorsed are: skills and productivity, structures in the tertiary education and training system, the contribution of education and training to social inclusion, learning and teaching, and the place and role of VET.
Diana Wilkinson, Chief Social Researcher with the Scottish Government, assisted NCVER to facilitate a forum to discuss the development of national research priorities for the vocational education and training sector. This paper summarises Diana Wilkinson's impression of the forum and uses two contrasting case studies of Scotland and Australia to consider the extent to which it is feasible to align academic research investment with medium-term priority-setting.
TAFE institutes offering higher education degrees is a relatively new concept, but the practice is expected to grow as a consequence of government policies aimed at increasing the percentage of Australians holding a bachelor degree. Five research overviews have been developed to accompany the research report on this issue. These overviews draw out the implications of the research for TAFE teachers and managers, staff development and public policy, as well as the issues raised in relation to the status of TAFE degrees.
The preference of students to choose a career in events management over hospitality despite low demand for skills is the focus of this paper. The need for greater involvement of external stakeholders is identified as important in ensuring that students make an informed decision when choosing a career path. A model representing the ideal situation for student decision-making on career choice is proposed. The research was funded through the NCVER's Building Researcher Capacity initiative and was undertaken by a novice researcher in the Community of Practice scholarship program.
Innovation is an important aspect to teaching and learning in the VET sector, and a range of workshops conducted in 2009 identified some key ways of promoting this: using networks to spread new ideas, learning to change in small degrees rather than by radical reform, and encouraging practitioners to reflect on organisational change.
This paper provides an account of the management strategies and processes that TAFE institutes use to evaluate their performance.
This study examines where and how NCVER's research has influenced vocational education and training (VET) policy and practice.
As part of a program of research examining the capability of vocational education and training (VET) providers, this study examines the career pathways of a wide range of VET employees. It found that careers in VET are characterised by high levels of mobility and self-directed career behaviour aimed at achieving two outcomes: job satisfaction and security of employment.
Understanding Australia's vocational education and training (VET) system can be daunting for observers. This paper, written as a background paper for a visit from the OECD, describes Australia's VET system and how it relates to the broader set of education and learning options that are available to Australians.
The findings of a study examining organisational culture and structure in ten public, private, community and enterprise-based Australian registered training organisations is presented in this report. It identifies the ways in which organisational cultures and structures shape what is possible within registered training organisations and how to manage change to build organisational capability.
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.
Organisational capability is recognised as a key to organisational success. The combination of human capital (peoples' skills and knowledge), social capital (relationships between people) and organisational capital (the organisation's processes), is central to building an organisation's capability. The presentation highlights the lessons learnt about building VET provider capability from an extensive two and a half year research program.
The two-year consortium program, 'Supporting vocational education and training providers in building capability for the future' focused on approaches to help VET providers build their capability. These eight papers include a program overview, key contextual issues of concern to VET stakeholders, as well as the overall findings and key messages of each specific research activity. An MP3 audio interview with Berwyn Clayton and Roger Harris can also be streamed or downloaded from the NCVER website.