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Learning while working
68 Success stories on workplace learning in Europe

SMEs training is not perceived as important by managers and workers alike.
Within funding programmes or sectoral training funds, external assessment
of training needs linking to broader changes at sectoral level, including
raising employer and employee awareness of the benefits of training and the
importance of developing both transversal and technical skills. Coaches, skill
brokers or mediators can have a positive effect on business development
in connection to training, by identifying company needs, offering tailored
solutions and developing flexible training for micro and small enterprises
(European Commission, 2009c, p. 21).

5.3. Partnership approaches to training in SMEs

Many SMEs may need encouragement and support to adopt business
development plans, participate in innovation projects and take full advantage
of technological innovation or new production processes. A supportive policy
environment is needed to transform their working processes or introduce more
efficient work organisation with the help of continuing training. A framework
to foster business development and training in SMEs should combine an
array of policy measures, funding opportunities, and external advice, while
encouraging partnerships between enterprises and a variety of local actors,
‘to create a learning-based process of innovation, change and improvement’
(Cedefop, 2007b, p. 188).
Given the constraints that limit the training capacity of SMEs, partnerships,
and networking between companies and a range of local actors are ways
to develop tailored solutions. Within these partnerships,

‘information flows, experiences are compared and new solutions worked out by extracting
the best out of a broad range of ideas and experiences. Such coalitions can be formed on
many different levels, from small workplaces, to both small and large networks and regions.
Networks can support sector strategies for key local industries, focusing on the types of
restructuring required to sustain competitiveness and employment in the medium to long
term, and skill development agendas’ (Cedefop, 2007b, p. 223).

Regional consortia associating training providers, research institutions and
SMEs provide a platform for consultation, knowledge sharing and developing
common strategies to respond to sectoral changes, and innovation transfer,
in which skill development is critical (Cedefop, 2003, p. 65) Local partnerships
allow economies of scale through common needs analysis and joint training
provision. A strategic vision and a coordination body are needed for the