Learning at Work

In the Learning Age individuals and their employers will share a responsibility for increasing the quality and quantity of learning at work. We will support employers, employees, and self-employed people in meeting this challenge.

26. The Green Paper asked for views on:

• developing a national framework for learning at work;
• increasing and improving employer investment in learning, especially among small firms; and
• the roles of the National Skills Task Force, TECs, NTOs, Targets and local partnerships in supporting workplace learning.

27. Typical comments from respondents included:

'Until we have a learning culture in the UK, we will continue to lag behind our international competitors.' (individual comment)

'The development of the national framework for the future must have at the centre of its consideration a clear and unambiguous consumer focus and should orchestrate the necessary shift from the current pre-occupation with supply side parameters.' (TEC)

'We share the Government's view that accountability for learning lies with both the individual and employer, supported by the Government.' (employer)

'The new Targets will need…to accommodate learning and achievement which cannot always be readily measured through the formal national qualifications structure but which is none the less valuable and a pre-requisite within the "learning society" model.' (TEC)

'There is widespread enthusiasm for Investors in People amongst training experts and companies which have already achieved the standard. This enthusiasm could be further tapped to encourage new companies to achieve recognition.' (employer)

'Sharing good practice and the creation of a support network for SMEs through a network of small business clubs would be a useful innovation.' (employer organisation)

'The IIP Standard must be accessible in a manner which is relevant to the needs of SMEs to secure their active commitment. Coupled with this, sufficient resources should be available to target SMEs effectively…' (TEC)

'Investors in People is a very useful catalyst to encourage a company to become competitive and look after its staff. However, it is seen as too bureaucratic. The paperwork needs to be reduced and more help supplied.' (employer organisation)

'We welcome the [National Skills] Task Force…' (NTO)

'Local workforce development plans will encourage working together.' (further education college)

'All partners need to work on a changing culture - this cannot come from one body alone.' (NTO)

'A critical condition to enable effective local partnerships will be greater coherence within and between government departments who are jointly steering the work of local partners. "Joined-up" strategic policy development and resource allocation at national level will be critical to enabling "joined-up" delivery, i.e., coherence and genuine partnership at local level.' (TEC)

28. There was widespread support for the creation of a national framework for learning at work.

• Respondents were in favour of national targets 'set and owned' by Government.
• Most respondents expressed strong support for the voluntary approach to workplace learning, although there were a few who suggested that this approach had not worked.
• Many favoured a statutory entitlement to learning for 16 and 17 year-olds in work and some felt that this should be extended to include 18 year-olds. A small minority proposed statutory entitlements to learning for all.

29. The importance of increasing and improving employer investment in learning was almost universally acknowledged.

• Almost all respondents were very supportive of Investors in People and wished to see it more widely implemented.
• Many called for the dissemination of empirical evidence of the contribution learning can make to business success, particularly among smaller firms.
• A number of respondents remarked on the particular difficulties faced by small firms. Investors in People was considered by some to be more difficult for this group. Suggestions included: customised approaches; greater flexibility in evidence; and simpler audit and verification requirements.
• Some respondents suggested fiscal incentives as a way of increasing Investors take-up.
• The idea of employers publishing details of their investment in training was widely seen as a good way of stimulating activity and good practice.

30. In general, respondents wished to see the interested organisations at all levels having clear priorities, but also working in partnership to achieve common goals.

• Respondents expressed support for the work of the National Skills Task Force and endorsed its priorities.
• Links between the Task Force and Regional Development Agencies were generally seen as vital in ensuring that the National Skills Agenda addresses skill shortages at regional level.
• Some respondents recognised the potential of National Training Organisations and wished them to have a higher profile within their sectors.
• The role of TECs was considered to be essentially a strategic one - identifying gaps, driving up quality and guiding employers etc. TECs were seen to be particularly well-placed to co-ordinate the development and production of Workforce Development Plans.