Page 47 - Learning-while-working-Success-stories-on-workplace-learning-in-Europe

Broadening access to learning in the workplace 41

in learning by groups with lower participation patterns in education and
training. Consequently, incentives that encourage low-skilled adults to
participate in training differ from those targeting workers with high formal
education attainment and are combined with an assortment of learning
support services, in which guidance and counselling play an important
role (Cedefop, 2009d; 2009f). Information and counselling are critical in
bringing learning-disengaged adults into education and training, improving
retention rates and helping them achieve their learning goals.
Sectoral training funds may involuntarily reinforce existing patterns in
training participation and human resources policies, when the beneficiaries
are well educated staff in technical positions or workers employed in large
enterprises (Cedefop, 2008f, p. 123-134). The fact that the groups benefiting
most from subsided training activities are those with the highest skill levels is
no surprise, since training funds support activities initiated by the companies.
To give access to learning opportunities to a broader range of staff through
training funds, individual workers may directly request financial support for
training-related activities independently of the enterprises’ interests, to increase
their personal and professional development in Spain France, Italy and the
Netherlands (Cedefop,2008f, p. 171). Ideally, both employer and worker
interests should be considered in the design of incentives and training offers.
To avoid focusing narrowly on specific sector-related skills and the short-term
needs of employers, some sectoral training funds explicitly encourage worker
employability through transversal competences that may aid mobility across
enterprises, sectors and even occupations (Cedefop, 2008g, p. 16). Several
sectoral funds also pay special attention to vulnerable groups of employees with
lower training participation rates, such as the low-skilled and older workers, and
those in danger of being made redundant because of restructuring plans.
Communication and marketing strategies are needed to ensure that both
employers and employees are familiar with incentives and training opportunities.
However, communication campaigns alone may not be sufficient to increase
enterprises’ commitment to training, if there are no support services in place
to help employers formulate their training needs in line with their business
development plans, conceive and put into action training strategies, and
organise training activities at company premises. To encourage training in
enterprises, national and sectoral policies, services and funding mechanisms
need to tackle the following challenges:
(a) given that enterprises may not be aware of sectoral changes and skill
needs associated to technological change and innovation, some employers
may not realise the need to adapt their business approach and the