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In-company trainers as key drivers of quality 97

role to play. To reach reluctant adults who are not motivated, their needs,
expectations and difficulties need to be considered in the design of training
provision and methods, as well as learning services.
A pitfall to avoid is allowing workers with the most urgent need for training
(the less qualified, older workers, employees in restructuring companies)
to remain underrepresented in training programmes and financial incen-
tives that stimulate participation in training. The continuing development of
competences should not be seen as the sole province of the low-skilled,
nor as the privilege of the best qualified. Given that transitions are now an
ordinary part of our working life, continuing learning should be viewed as a
necessity and a responsibility for all, for which we will need to be assisted
by appropriate incentives, guidance and training services.