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.
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.
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.
This report explains the planning processes and financial arrangements underpinning the vocational education and training (VET) sector. It looks at the structural capacity of the sector to respond rapidly and efficiently to a dynamic labour market and changes in pattern of skill demand. The report finds that the complexities of the labour market and the multiple demands on the VET system mean that the planning processes used by state and territory authorities are relatively different, dynamic and, in some instances, quite complex.
This report examines Australian studies of work organisation and how the workplace is changing in response to pressures from increased global competition, rapidly changing consumer markets and the expansion of the services sector, all of which necessitate much more flexible work practices. The research finds that the success of teamwork is patchy, as is implementation of other aspects of the high performance model. The research also finds that, while a curriculum response is not necessary from the vocational education and training (VET) sector, the changing work environment is an important consideration in VET policy and planning.
This paper draws on a research project which developed a change management strategy to assist two TAFE institutes in addressing and improving their planning culture. It outlines the principles and processes which emerged from the research and presents the guidelines for linking the strategic planning process to actions and performance within the different levels of a complex vocational education and training (VET) organisation. The paper should be of interest to VET organisations seeking practical ideas and guidance in how to implement organisational change and development processes.
This study shows how a group of employers understand the provision of literacy, numeracy and employability skills and the continuing development of these skills in their workplaces. It demonstrates that some employers accept that it is both necessary and the employer's responsibility to provide learning and development opportunities for these skills. However, employers are looking for support in doing this. The challenge for training organisations is in building capability and capacity to support this effort. Successful development strategies in the workplace tended to be part of the normal cycles of skills training and continuous improvement.
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 study examines the nature of the training activity of private registered training organisations (RTOs) offered to Australian students in 2003, based on data from a national sample of 330 RTOs. The study also provides estimates of the private sector's overall contribution to the total vocational education and training (VET) effort in Australia for that year. Private providers are diverse and cover a wide variety of types. Generally they are small organisations offering a wide range of programs; both accredited and non-accredited. While there are some issues relating to data quality, it is clear they make a substantial contribution to the overall Australian VET effort. It is estimated that, in 2003, private RTOs had about 2.2 million students, which compares with 1.7 million students in the publicly funded sector in that year. However, comparisons with the public VET sector are problematic because there are no estimates available of the training hours delivered by private RTOs.
This report presents a profile of technical and further education (TAFE) institutes for the 2003 calendar year. The project was undertaken to illustrate the extent of variation in the sector. The report also provides data on TAFE institutes that can be used by the institutes for planning, performance monitoring and marketing purposes.