Page 86 - Learning-while-working-Success-stories-on-workplace-learning-in-Europe

CHAPTER 7
In-company trainers as key

drivers of quality

7.1. Introduction

As stated in the Communication New skills for new jobs (European Commission,
2008c), upgrading skills is not a luxury for the highly qualified: it is essential for
all of us. Trainers in enterprises and training consultants are in the front line of
current initiatives aiming to upgrade the skills of the workforce and promote
lifelong learning. National and sectoral initiatives that stimulate training and
attempt to reinforce its relevance for enterprises – through subsidies, training
levies and support services for enterprises to plan and deliver training – are
having a profound effect on the competences required from trainers, particularly,
when training should be delivered by accredited providers. In some Member
States, remarkably little attention is paid to the ‘professionalisation’ of trainers
of adults in enterprises. While national strategies for lifelong learning, incentives
and subsidising mechanisms for continuing training are stimulating a training
market that offers a broad choice to companies and workers, through tailored
training solutions, the continuing professional development of trainers is crucial
to respond to the changing demands of both employers and employees.
For the purpose of this analysis, trainers are working as freelancers or within
institutions for continuing training that deliver training to enterprises, or they can
be staff members who carry out induction, continuing training and education
functions. While trainers are increasingly seen as the guardians of quality
training in enterprises, this chapter argues that insufficient opportunities and
incentives for professional development are open to them. Within enterprises,
a large part of on-the-job training is provided by skilled workers, who do
not have a professional identity as trainers. The chapter discusses current
challenges and dilemmas related to trainers’ competence development, as well
as opportunities to strengthen their professional status. Based on examples of
commendable practice, the chapter gives some indications on how to enhance
the training and professional development of in-company trainers.