Workplace training and generic and technical skill development in the Australian construction industry

- Purpose The purpose of this paper is to investigate the current skills gap in both generic and skill areas within the construction industry in Queensland, Australia. - Design/methodology/approach An internet-based survey was administered to collect the opinions of construction employees about the workplace-training environment and their perceptions towards training. The survey intended to address the following research questions, specifically in relation to the construction industry. - Findings The survey results reveal that whilst overall participation in workplace training is high, the current workplace training environments do not foster balanced skill development. The study reveals that in the current absence of a formal and well-balanced training mechanism, construction workers generally resort to their own informal self-development initiatives to develop the needed role-specific theoretical knowledge. - Research limitations/implications The findings of the research are based on the data primarily collected in the construction industry in Queensland, Australia. The data are limited to a single Tier 2 construction company. - Practical implications The findings of this study can be utilised to suggest improvements in the current (or develop new) workplace training initiatives. - Social implications The research suggests that workplace training has positive relationship with career growth. The results suggest that in the construction industry, employees are generally well aware of the importance of workplace training in their career development and they largely appreciate training as being a critical factor for developing their capacity to perform their roles successfully, and to maintain their employability. - Originality/value This paper is unique as it investigates the current skills gap in both generic and skill areas within the construction industry in Queensland, Australia. So far no work has been undertaken to identify and discusses the main method of workplace learning within the Tier 2 industry in the context of Queensland Australia.

Women and workplace training : an analysis of policy and practice

[No abstract/summary in thesis]

Two approaches to workplace flexible delivery and assessment in a rural community

The implementation of forms of flexible delivery and workplace training and assessment in rural areas presents particular difficulties for providers and employers alike. This article discusses some of the outcomes of a case-study research and professional development project undertaken in north-west Victoria. It describes the development and implementation of two different approaches to flexible delivery in the areas of engineering and office administration at Sunraysia Institute of TAFE. These two separate developments reversed the decline in the departments' fortunes and proved to be successful from the perspective of the staff who developed the courses, and the clients-employers and especially the students. The implications of these approaches in terms of catering for the learning preferences and contexts of the students are discussed.

Training for the new work order : the adult classroom as a site of class(ed) work

This paper reports on a qualitative case study that investigated how the professional identities of trainers in the adult sector in Australia are shaped by intersecting relations of social class, ethnicity, gender and the discourses of vocational adult education. Interviews with two trainers as well as observations of them at work are analysed and presented here to illustrate how social class, considered in relation to gender and race, is played out through the trainers' identity investments in discourses of nurturance and care and economic rationalism. Such identity investments shape the relationships the trainers develop with their students and the training strategies and practices they privilege. The paper argues the need for trainers to develop critical reflective practices and to interrogate how their investments in particular classed identities shape their views about learning for work and training for work. It also argues the need for more research around social class and trainer identity within the adult sector.

Towards a strategic use of computer mediated communication to support flexible learning in the workplace

A number of central precepts of flexible delivery of workplace training are challenged by research showing that vocational learners are typically non-verbal, and prefer structured and social learning environments. That research is reviewed, together with a number of strategies that will assist flexible delivery to these learners. These strategies are largely amenable to
computer-mediated communication.

Review of 'Responding to CALD learners: cultural diversity in action'

This review evaluates a report prepared by Lynda Achren, Jude Newcombe and Drew Roberts of Adult Migrant Education Services (AMES) for the ACFE (Adult, Community and Further Education Board), Victoria, Australia.

'I see nothing has changed': reshaping practitioner concerns about institutional change

My PhD research revealed widespread disquiet that Training Packages are typically written in a complex and abstract institutional language form that excludes all but knowledgeable readers. Many practitioners and participants struggle to understand the units of competency they are trying to work with. In a national VET system which claims that decision making and policy development are based on consultation and research, how can this disquiet go unnoticed? This paper examines a sequence of five texts drawn from the review and development of the Training Package qualifications for VET practitioners. It argues that the impact of an excluding language form has been recognised and then subsumed in two separate review and  development processes. When the first competency standards for workplace trainers and assessors were reviewed in 1997 much of the target population was found to lack awareness, familiarity, experience or expertise in using the standards. Yet the review is reported to have concluded that most users were satisfied with the language used in those standards. When the  Training Package for Assessment and Workplace Training was reviewed in 2001 the complex language was one of the most common issues raised in unprecedented consultations and was identified as a significant accessibility issue. Yet the Training and Assessment Training Package responded by entrenching the use of this language as a compulsory assessable requirement and suggesting that individuals who have difficulty with the language may require training to improve their own (presumed deficient) language and literacy skills. Practitioner input was ‘written down’ but not ‘taken up’. The paper concludes that the concerns expressed by practitioners exposed to public critique fundamental issues about a Training Package that was a ‘lynchpin’ of the VET system and a key component of the ‘rules of the VET game’. But the concerns were reshaped and redefined in a process that was aligned to national VET policy rather than to local needs.

Leadership that promotes organizational learning : both sides of the coin

Purpose – The purpose of this paper is to demonstrate how leadership has the capacity to both positively influence learning processes and negatively inhibit organizational learning.

Design/methodology/approach – This is a conceptual paper that brings together an analysis of leadership and organizational learning literature. The argument is centered on transformational leadership and the responsibility for creating an organizational learning culture.

Findings – There is a conventional belief that leaders have solitary control and influence when it comes to setting up organizational learning processes. However, a top-down approach to facilitate and implement learning in organizations is not always an effective method because learning should be a collaborative practice. Thus, to rely fully on leaders to initiate and sustain the learning processes can be counter-productive.

Practical implications – Good and effective leadership is the key to organizational learning. Learning is the only sustainable method of achieving competitive advantage for contemporary organizations because of rapidly changing environmental forces. Corporations with aspirations for long-term survival must facilitate, through their leadership, “the impulse to learn” amongst their members.

Originality/value – Knowledge is lacking in the area where leadership is linked to learning. Such knowledge is important because leaders play a central role in the learning framework and leaders also offer the required guidance for organizations to integrate and sustain learning processes through policy and practice.

Sustaining Victorian certificate of applied learning (VCAL) educators

This paper draws on emerging data from in-progress analysis of interviews with 22 teachers/educators who teach the Victorian Certificate of Applied Learning (VCAL) in the settings of schools, Adult Community Education (ACE) and Technical and Further Education (TAFE). The development and implementation of VCAL occurred in 2002 as a response to Victorian government policy initiatives resulting from the Kirby (2000) Report. The VCAL is offered alongside the Victorian Certificate of Education (VCE), in years 11 and 12 of school, as another pathway into employment or further education and training. VCAL is also offered in the settings of TAFE and ACE. The VCAL curriculum uses applied learning as a pedagogical foundation to engage students in relevant, meaningful and authentic learning. In schools VCAL is delivered by qualified and registered teachers. In the TAFE and ACE sectors VCAL is taught by staff who are not necessarily teacher trained. Many pre-service teaching courses (including Certificate IV in Workplace Training and Assessment) do not include applied learning pedagogy in the curriculum. Since VCALʼs implementation there have been calls for greater consultation with, and support given to, VCAL teachers and organisations (Knipe, Ling, Bottrell and Keamy, 2003, p. 6; Harrison, 2006). Additionally VCAL teachers are frequently ill prepared professionally to manage a cohort which includes a high concentration of disengaged young people demonstrating challenging behaviours and attitudes (Pritchard & Anderson, 2006, p.1). Emerging data from the interviews with VCAL educators indicates these issues have not been addressed and many educators and teachers continue to feel unprepared and poorly supported. This is particularly significant in the light of a recent Victorian government announcement that, despite rising VCAL enrolments, VCAL coordination funding to schools is to be cut in 2012. (VALA, 2011, para. 4). To compensate for a lack of structured support and preparation, VCAL educators are frequently sustaining professional practice by their own agency in adapting already held life-skills and knowledge.

The influence of organisational commitment, job involvement and utility perceptions on trainees’ motivation to improve work through learning

Workplace training is a key strategy often used by organisations to optimise performance. Further, trainee motivation is a key determinant of the degree to which the material learned in a training programme will be transferred to the workplace, enhancing the performance of the trainee. This study investigates the relationship between several components of the Revised Human Resource Development (HRD) Evaluation and Research Model. This model provides a framework for diagnosing and understanding the causal influences of HRD intervention outcomes on training effectiveness. Data were obtained from an online questionnaire completed by 105 employees of various organisations. Findings revealed that affective organisational commitment, job involvement and utility perceptions are predictors of motivation to learn and transfer learning. An interaction effect was found, with increased affective organisational commitment predicting greater motivation to learn when training was of lower perceived utility. These findings suggest that the design and delivery of training should emphasise the relevance and utility of the programme in order to encourage greater trainee motivation and maximise return on investment. Additionally, implementing strategies aimed at promoting organisational commitment would appear beneficial.

Capacity-building in nonprofit organizations : Is there a blended learning paradigm for the sector?

Blended learning models are widely-used, successful training vehicles for e-learning and workplace training, in corporate as well as higher education environments. Increasingly, Web 2.0 applications, imbedded within blended learning models, are being recognized for their utility in these settings. Concern for the sustainability and relevance of nonprofit organizations has sharpened the interest in building effective capacity-building models for the sector. Can Web 2.0 technologies enhance capacity-building models in the Third Sector? Because blended learning is a remarkably adaptable and fluid model, its potential for transforming capacity-building models in the nonprofit sector is thought to be significant. This paper introduces the concept of transformational approaches to capacity-building and asks if blended learning paradigms that incorporate interactive next-generation technologies might strike a responsive chord in the sector. The authors present research to date on blended learning and capacity-building to lay the foundation for the introduction of one blended learning model for training and education in the nonprofit sector. While the authors suggest that blended learning, as it is evolving, is the key to driving innovation in capacity-building models, they recognize that tailoring blended learning to the audience is critical in achieving success. It is suggested that for optimal results, capacity-building efforts should be built on holistic approaches to the integration of individual self-actualization goals with mechanisms for organizational and sector empowerment, using the technologies imbedded with blended learning. © 2011 Springer-Verlag.

Capacity-building in nonprofit organizations using blended learning as a gateway to practitioner education

Experience to date in for-profit as well as in educational settings has demonstrated that blended learning models are effective training vehicles for online instruction and workplace training. Increasingly, technology is playing a critical role in how e-learning is being delivered. Concern for the sustainability and relevance of nonprofit organizations has heightened interest in building effective capacity-building models for the sector. Because blended learning is a remarkably adaptable and fluid model, its potential for transforming capacity-building models in the nonprofit sector can be significant. Are web-based technologies enhancing capacity-building models in the Third Sector? This chapter explores the use of blended learning models within different educational environments to provide the context for asking the question: can blended learning paradigms that incorporate interactive next-generation technologies be widely accepted and implemented in the Third Sector? To establish a baseline for future studies, researchers surveyed nonprofit practitioners in Western Pennsylvania, US and Victoria, Australia. Results from three surveys conducted in 2011 reflect an awareness of the value of web-based training and education for nonprofit practitioners, but do not provide evidence of widespread usage. © 2013 Nova Science Publishers, Inc. All rights reserved.

A new perspective on competency management: Implemented through effective human-computer interaction

Making an informed decision on whether an individual is suited to undertake an educational course or industry training programme can be very frustrating. When dealing with young adults at different cognitive skill levels, it is important to be able to identify and distinguish between their knowledge/competency levels, mostly on the basis of the evidence gathered from test-items. The current absence of appropriate measurement tools to determine skill/competency/knowledge levels remains a practical issue. The main aim of this paper is to discuss the management of this important differentiation in cognitive skill performance. One of the dilemmas surrounding this type of competency evaluation is the time it takes to test an individual. Insisting for instance, that a novice undergoes a long and arduous test, including many difficult testing items, results in lowered self-esteem, reduced motivation for learning something new, may induce stress related disorders. Similarly, expecting a more competent individual to undergo numerous simple test-items can generate the same negative result. A Competency Management System (CMS) is presented to initiate effective human-computer interaction (HCI) for cognitive skills assessment. © 2009 Springer-Verlag US.

High impact training : achieving synergies between program management education and workplace practice

This paper addresses the challenges of transfer of training back to the workplace for programme and project managers who are being groomed for the leadership of large and complex projects. The paper draws on the experience of the development and delivery of Queensland University of Technology (QUT) education programs: an Executive Masters of Complex Project Management and a series of Continuing Professional Development (CPD) events for an Australian government agency, Defence Materiel Organisation (DMO). Drawing on notions of ‘far transfer’ (Laker 1990; Noe, 1986) and ‘transfer climate’ (Kozlowski & Salas, 1993; Yamnill & McLean, 2001), the paper describes the steps undertaken to achieve a design that ensures that programme and project leadership skills developed through these corporate education programs become successfully embedded back in the organisation. Further, the paper reports on a small qualitative study where the programme success was evaluated by the organisational sponsor, senior leaders and program participants. Nine interviews were conducted and analysed to identify the success of far transfer and transfer climate four months after the return of program participants from cohort 1 2008 to the workplace.