Symposium (Part B)

Building the capability of VET Providers contd...

Changing nature of work within society that also apply to the training organisation.

We are not short of theories about learning! They bring with them particular views on learning, learners and teachers. VET practitioners are not tied to any one theory, there is a pragmatism in selecting and combining theories for application to our practice. However the problem with the theories is that they are grounded in assumptions such as the separation of work and learning, and the roles that exist. Through the lens of these theories, what happens in the workplace does not fit. So the question then is... new ways of bridging the gap between work and learning, and the "ways in which workplaces can provide an environment becomes a natural and automatic outcome of learning... without direct educational interventions."

Only considered RTOs with 50+ employees.

Research to follow up on - check paper for references:
- Skule and Reichborn who identified 7 factors that influenced learning in the workplace.
- Unwin and Fuller about expansive learning environments for apprentices.

From the research 4 main categories were identified - work environment, work process environment, social interaction environment and managerial environment. There's a post earlier in this blog from a presentation Clive gave for TAFE Tasmania in October 2005 which gives some explanation of these terms.
So how can this be made useful to VET Practitioners??????
Did a smallish survey to test the theories. Initial results starting to come in, and it appears that they will have to rethink some sections of the survey. Tool has some value as a tool for Learning Development people within organisations, however a second and perhaps more important from Clive's perspective, it will start a dialogue about making the work environment more conducive to learning.

Project not yet started as place in the whole 2 year program is later.
Business models starting to emerge as commonplace in VET. Team comes from a human resource management and educational backgrounds.
Looking at HR practices as a whole eg recruiting, performance, training, pay etc etc.
Focus on strategic HR management rather than HR operations level.
Best fit rather than best practice - best fit for the case in point.