Going global in small steps: e-internships in SMEs.

Technological developments over the last thirty years increasingly shaped the means by which we recruit, select and appraise employees. Today, technology supports more flexible and geographically dispersed working modes: From teleworkers, to virtual workers, to e-interns (also known as virtual interns). The current article describes how developments in e-HRM and changes in employment forms contribute to the development and increasing popularity of e-internships (better known as virtual internships) amongst small and medium-sized enterprises. In this paper, we reflect on the rise of e-internships across different countries and relate this to e-HRM and technological advances. We explore the opportunities and challenges. These include developing effective global talent and knowledge management practices, managing diversity as well as intellectual and social capital. We furthermore link the employment of e-internship practices to strategic organizational goals and learning. In the final section, we also critically reflect on the high investment required for e-internships to succeed. The discussion on e-internships is set in the literature on e-HRM, virtual teams and knowledge management, which is furthermore supported by interviews conducted with e-interns or internship managers. Keywords: e-internships, virtual internships, computer-mediated communication

Working for Families Phase 1 Evaluation 2004-2006 Executive Summary.

This report presents an evaluation of Phase 1 of the Working for Families Fund (WFF) covering 2004-06. WFF was established to invest in new initiatives to improve the employability of parents who have difficulties in participating in the labour market, specifically in employment, education or training. The Fund supported these parents through helping them find sustainable childcare solutions and through providing or accessing other relevant employability-related services. In rural areas, barriers created by poor transport, limited services and the lack of a critical mass of clients were also particularly important. WFF contributes to the Scottish Executive’s Closing the Opportunity Gap approach to tackling poverty and disadvantage, by improving rates of employment and economic activity, and to its commitment to eradicating child poverty within a generation.

Workplace learning and the employment relationship in the public sector.

Training that is relevant to employers is not necessarily enriching for employees, especially those on the lower salary scales. The authors argue that the analysis of training and development needs to be understood in the context of the employment relationship. Drawing on reasearch evidence from six case studies in the public sector, the article examines the impact of changes in work organisation on workplace learning, managers' and employees' own strategies towards it and the limitations of tools such as appraisal. Since employees' existing qualifications are poorly utilised and their development needs often frustrated, issues concerning job design, occupational progression routes and employee entitlements need to be addressed