Employer training in Australia : Current practices and concerns
- Authors: Smith, Erica , Callan, Victor , Tuck, Jacquiline , Smith, Andy
- Date: 2019
- Type: Text , Journal article
- Relation: International Journal of Training and Development Vol. 23, no. 2 (2019), p. 169-183
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- Description: This paper presents and analyses results from a research project on current trends in employer training in Australia. While the formal vocational education and training (VET) system is well-researched, the everyday training that happens in workplaces is relatively under-researched in Australia. Using some of the results of an employer survey undertaken in 2015, the paper describes and analyses employer-based training across a range of industry areas. The survey included groups of questions on a range of matters, including the reasons why employers train, and how these relate to employers' perceptions of their operating environment, and the structures they have in place to manage and organize training. Detailed data are provided about three specific forms of training: in-house training and learning; the use that employers make of external providers of training; and employers' use of nationally recognised training - training from the VET system. Finally the paper reports what managers said about the barriers to providing more training. The paper analyses the findings in relation to the literature and also identified changes over time in training practices in Australian companies. Implications for training policy and practice, as well as for future research, are identified.
Modelling the reasons for the use of vocational training in Australian enterprises
- Authors: Smith, Andy , Oczkowski, Edward
- Date: 2015
- Type: Text , Journal article
- Relation: Asia Pacific Journal of Human Resources Vol. 53, no. 3 (2015), p. 370-385
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- Description: This paper analyses a unique data set to examine the determinants of the explicit reasons employers give for training employees in Australia. The nature of the data requires the use of multinomial logit methods to uncover how certain strategic, recruitment and organizational variables impact on the reasons employers provide for their training choices. The results highlight the complexity of training decision-making in enterprises and show that numerous reasons are cited by employers for undertaking training. The most commonly identified training drivers relate to training strategy variables capturing the status of the organization as a registered training organization (RTO), the use of a business plan and strategic importance of training. In contrast, the relatively least important drivers are the level of staff permanence, occupational structure, occupational status and the number of employees. The complexity of training decisions suggests that policy-makers should be cautious in following generic and simple solutions in trying to promote employer training. © 2014 Australian Human Resources Institute.
To have and to hold: Modelling the drivers of employee turnover and skill retention in Australian organisations
- Authors: Smith, Andy , Oczkowski, Edward , Smith, Chris Selby
- Date: 2011
- Type: Text , Journal article
- Relation: International Journal of Human Resource Management Vol. 22, no. 2 (2011), p. 395-416
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- Description: This paper examines the determinants of employee turnover and long-term skill retention in Australian organisations. Three new perspectives are examined: the difference between short-run turnover and long-term retention; the role of different high performance work systems philosophies and human resource practices; and an examination of turnover for various groups of employees based on skill level. The results suggest that the role of learning within organisations is of fundamental importance in reducing short-run turnover and improving long-term skills retention. A series of training and human resource practices have also been found to be important for individual-specific skill categories, but general conclusions for all skill categories cannot be readily made. Finally, different drivers to short-term turnover maybe at play when retention is considered from a long-term strategic perspective. © 2011 Taylor & Francis.
Old dogs, new tricks : Training mature-aged manufacturing workers
- Authors: Smith, Erica , Smith, Andy , Selby Smith, Chris
- Date: 2010
- Type: Journal article
- Relation: Journal of Workplace Learning Vol. 22, no. 5 (2010), p. 277-291
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- Description: Purpose – This paper aims to examine the employment and training of mature-aged workers, so that suggestions for improving training for mature-aged workers may be offered. Design/methodology/approach – Six expert interviews were carried out by telephone, and three case studies involving company site visits were completed. Each company case study involved interviews with managers, trainers and mature-aged workers. The study was confined to the manufacturing industry. Findings – Mature-aged workers bring many advantages to workplaces and some employers show a definite preference for them over younger workers; but in some cases training needs to take account of lack of confidence and literacy and health issues. However, there is great diversity among mature-aged workers. Research limitations/implications – The research is confined to shop-floor workers in manufacturing, and does not address training of mature-aged managers and professionals. The research is small-scale but provides new insights, and importantly the voices of the workers themselves. Practical implications – The paper identifies managerial and training practices that can immediately be implemented. Originality/value – The paper identifies some issues that can be taken up at a policy level as well as within companies. For example, the preference for qualification-based training at a national level is not necessarily consistent with what mature-aged workers prefer.
Learning to control : Training and work organization in Australian call centres
- Authors: Smith, Andy , Smith, Erica
- Date: 2008
- Type: Text , Journal article
- Relation: Journal of Industrial Relations Vol. 50, no. 2 (2008), p. 243-256
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- Description: The organization of work in call centres has been the centre of study and debate for a number of years. This article explores the adoption of nationally-recognized training (based on formal qualifications) in Australian call centres, which is now becoming quite widespread, and its relationship to work organization and human resource management practices. The article draws on a national research project that explored the take up of nationally recognized training by Australian employers. A number of call centres were included in this study that forms the basis for the present article. One of the major attractions for call centre employers, apart from the financial incentives involved in adoption, is the close fit between nationally recognized training and work organization. Because of its on-job nature, such training fits the close quantitative controls that characterize almost all call centres. Because of its integration into the workplace and into work organization, nationally recognized training seems to be moving human resource management processes towards an increased emphasis on employee development.
Engagement or irrelevance? HRD and the world of policy and practice
- Authors: Smith, Andy
- Date: 2006
- Type: Text , Journal article
- Relation: Human Resource Development International Vol. 5, no. 4 (2006), p. 395-399
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- Description: One of the most attractive features of the discipline of human resource development (HRD) is its constant lively sense of debate. Since its emergence in the mid- 1970s as a new area for inquiry and serious research, the field of HRD has been characterized by a sense of openness and debate that is often lacking in other, older disciplines.
- Description: 2003007200
New management practices and enterprise training in Australia
- Authors: Smith, Andy , Oczkowski, Edward , Noble, Charles , Macklin, Robert
- Date: 2003
- Type: Text , Journal article
- Relation: International Journal of Manpower Vol. 24, no. 1 (2003), p. 31-47
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- Description: The widespread implementation of new management practices (NMPs) in industrialised countries has had a significant impact on employee training. Examines five NMPs: the learning organisation; total quality management; lean production/high performance work organisations; teamworking; and business process re-engineering. Focuses on the relationship between organisational change and training at the enterprise level. The research identified important findings in six key areas: small business; the use of the vocational education and training system; the importance of the individual; the nature of training; the importance of behavioural skills; and organisational change. The study confirmed that workplace change is a major driver of improved training provision in enterprises. It showed unambiguously that most NMPs are associated with higher levels of training. The integration of training with business strategy was found to be the most important factor in driving training across a wide range of training activities and appears to lead to an across the board boost to enterprise training in all its forms.
- Description: C1
- Description: 2003007186