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Learning while working
66 Success stories on workplace learning in Europe

5.2. Developing training approaches
that suit SMEs

Although statistical evidence indicates that small companies are less likely
to provide training for their employees than larger ones, wide variation in
types of smaller employers argues against generalisations. Patterns of SME
investment in training vary across Europe and, in some countries, total monetary
expenditure on training equals those of larger enterprises:, Ireland, Lithuania,
Malta, Hungary, and Finland (Cedefop, 2010b, p. 105). Statistics on adult
learning and training only partially reflect SME reality. In small enterprises,
training tends to take the form of on-the-job competence development and
non-formal sorts of training, such as mentoring, none of which is properly
reflected in official statistics (European Commission, 2009c).
SMEs face a number of practical organisational problems when it comes
to providing training. How to identify a training programme suited to the
company’s specific needs? How to organise the work and share tasks in
a way that allows employees to follow training without disrupting normal
business? Due to their limited human resources, SMEs are more burdened
than larger enterprises by the administrative requirements of programmes and
incentives that promote continuing training and the transfer of technological
innovation in enterprises. In addition, training content and methods may not
match specific constraints linked to workload and task organisation. SMEs
tend to judge that courses organised by colleges and private providers are
not entirely relevant to their training needs and constraints (Cedefop, 2009g;
European Commission, 2009c). There is an inevitable tension between
SME desire for customised training programmes and more standardised or
harmonised training provision that addresses general sectoral challenges
(Cedefop, 2009g, p. 38). Small enterprises very often do not see their staff
as a source of competitive advantage, and rarely make mid-term business
and training plans, since they look for more immediate business solutions that
continuing training may not be able to provide. The absence of business and
training plans among small firms does not necessarily imply that no training
is taking place but rather that it is not formalised (European Commission,
2009c). However, SMEs are not a homogenous group and some have well-
established and elaborated training strategies.
SMEs tend to be more informal and unstructured in their approaches to
workforce development. The acquisition of new skills and knowledge occurs
as a natural part of day-to-day work in SMEs, often in an incidental way in