Page 17 - Learning-while-working-Success-stories-on-workplace-learning-in-Europe

CHAPTER 1
Learning while working

1.1. Introduction: workplace learning contributions
to the economic recovery

Adult learning in the workplace is a building block of lifelong learning and
labour market policies in Europe. This chapter introduces the European policy
context and focuses on the contributions of workplace learning to economic
renewal strategies, flexicurity agendas and lifelong learning policies.
Before the economic crisis, training investment by companies had declined in
some European Union Member States, although this was not a common pattern
across Europe (Cedefop, 2010b). The workplace had become a major learning
provider and almost half of those who received training in the European Union
did so with the support of their employers (Eurostat, 2009a). Skill provision
was largely responsive to employment needs and employer-led.
There is no research evidence yet across Europe on how the economic
downturn is affecting employers’ behaviour in relation to continuing training
and how current policies that emphasise skill development, as an exit to the
crisis, may be influencing the workplace. The economic downturn runs the risk
of rendering obsolete pre-crisis analyses on company behaviour and trends
with respect to training. A transformed production system may emerge from
the economic crisis, as the decline of some economic sectors may acceler-
ate while others emerge stronger. Already, both enterprises and individuals
need support and encouragement to adapt to labour market changes and skill
development will be fundamental (European Commission, 2010a). At present,
it becomes imperative to equip people with the skills that lay the foundations
for economic recovery and match future employment needs.
In a period of economic uncertainty, employers may be inclined to reduce
and even dispense with training for employees. Simultaneously, economic
pressure can have quite the opposite effect and force companies to explore
new markets or to change business strategies in ways that lead to new train-
ing needs. Companies operating in declining markets may still maintain com-
mitment to training when they consider it vital to compete. By adopting more
ambitious business strategies and introducing new production and working
organisation models, enterprises become more aware of skill gaps and the
need for continuing training becomes palpable. The present economic turmoil