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To train or not to train? 25

training needs, they start paying attention to external and internal factors
that could constrict training provision, such as limited relevance of training
offer, costs or workload impeding employee release. Then there is the fear
that trained workers may leave the company, with two conflicting arguments:
either training may increase worker mobility, in particular when it leads to
a recognised qualification; or it may strengthen the worker’s loyalty to their
current employer, when training is supported by the enterprise, so reducing
labour turnover (Tamkin, 2005).
CVTS3 corroborates previous research findings indicating that enterprises
face difficulties in estimating their skill and training needs (Cedefop, 2010b). The
lack of awareness of training needs is currently a fundamental barrier to skill
development in enterprises, which will need to be counteracted by appropriate
policy measures. Expanding financial incentives and diversifying training provision
will have limited effect on enterprise training behaviour if not accompanied by
adequate support to assess skills needs, at enterprise and sector level, and
awareness raising activities on returns on investment in training.
However, for enterprises to be more strongly committed to the skill development
of their staff, it would not be enough to raise awareness of the benefits of
training. When enterprises adopt new production processes and organisation
models, and when they integrate technology and innovation, or improve the
goods and services they provide, they are more likely to become aware of skill
gaps related to business development priorities and be committed to training.
However, the present economic downturn may predispose enterprises to be
more conservative in their business development and limit risks. The decision
to train is very much linked to employers formally planning for the future growth
and development of their businesses. The report Ambition 2020: world class
skills and jobs for the UK establishes a close relationship between innovation
in enterprises and the professional development of staff (UK Commission for
employment and skills, 2009). Since the introduction of innovation in enterprises
and skill development reinforce one another, innovation policies and training
agendas should be brought together.