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new staff members to the company’s work processes, and for the continuous
development of experienced workers. On-the-job or workplace learning is
considered an effective form of training as it allows the immediate application
of acquired knowledge and skills to the workplace. Workplace learning is
based on the principle of learning by doing and includes demonstrations
by a more experienced employee, performance under supervision, and
coaching, job rotation and participation in specific projects.
This introductory chapter on learning while working is followed by an
overview of workplace learning and continuing training in Europe. To train or
not to train? To be trained or not to be trained? These are the underlying core
questions of the second chapter, in which the main obstacles, challenges
and motivations to learning are discussed from the perspective of both
employers and employees.
The third chapter calls for combining different kinds of incentives in any
policy strategy or programme that intends to broaden access to learning
opportunities in the workplace. Besides financial incentives, the chapter
highlights the positive incidence of career guidance, validation of learning
and basic skills acquisition in motivating workers to keep learning.
The fourth chapter addresses the role of collective bargaining in promoting
lifelong learning and discusses a series of good practices that trade unions
have been carrying out in the workplace to increase adult participation in
further education and training.
The fifth chapter argues that strategies that encourage lifelong learning and
skill development in the workforce should pay attention to the specific needs and
challenges of SMEs and their employees. The chapter highlights key success
factors in adapting learning provision to the working practices and requirements
of SMEs, in particular through partnerships that integrate a broad range of
stakeholders at local level and through consortia led by enterprises.
The sixth chapter discusses the contributions of adult learning, continuing
training and career guidance and counselling to socially restructuring practices
in enterprises. It presents key policy issues that need to be considered to
minimise the tragic effects of restructuring processes on individuals and local
communities, support worker transition to other employment, and pave the
way for future growth and job creation in local communities.
The final chapter acknowledges the key role of trainer in promoting high
quality continuing training opportunities that take into consideration the needs
of both employers and employees. It discusses trends related to competence
requirements, training and professional development of in-company trainers,
based on examples of commendable practice.