Transcript PowerPoint guide

Meeting employer
needs: responsiveness
and relevance of the
VET system
April 2014
Geoff Fieldsend
[email protected]
All images © Mat Wright
www.britishcouncil.org
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Cedefop study: cooperation between education and
training and the labour market
Map and analyse how VET
systems and the labour
market cooperate and
communicate...
...to renew the content and
profile of VET provision and
qualifications
Antonio Ranieri
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Labour reallocation in times of turbulence
Between employment status
Within employment
 Job-to-job within industry sectors
UNEMPLOYMENT
 Job-to-job between industry sectors
EMPLOYMENT
INACTIVITY
Antonio Ranieri
Substitution needs
Replacement needs
Net employment growth
GROSS
EMPLOYMENT
FLOWS
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Labour market change and training needs
What skills /
Occupations
Market
drivers
Supply
How
many
jobs?
Policy
drivers
Antonio Ranieri
Demand
What VET /
Education
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The Basic Model of Feedback between IVET and the LM
Working definition
 formal Feedback
Mechanisms’ rather
than informal cooperation, purposely
implemented to
allow VET (sub-)
systems continuous
renewal /adaptation
 incremental change
rather than ‘radical’
change
Source: Cedefop, 2009; Fretwell, et al., 2001; Gielen et al., 2000
The UKCES: Employer Investment and Ownership
 The UKCES is a research, policy and investment body sponsored by
the Department for Business Innovation and Skills but more widely
accountable
 It is a ‘social partnership’ led by top level employers, trade unionists,
colleges and universities
 In 2011 it launched a range of new approaches to employer
engagement
 Employer Investment Fund
 Growth and Innovation Fund
 Employer Ownership of Skills (pilot)
 All were clear departures from the current system giving greater
control of funding and policy to employers
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The Employer Ownership Pilot
Investment
Progress and proposals
 £111m invested in 124 projects
with 36 different organisations.
 Six in seven proposals rejected
Matched by £103m of employer
investment.
Mainly company led, business
consortia
Assessment made by
Commissioners
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 A second phase is now
underway with greater
emphasis on collaboration
between employers, providers
and trade unions
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Principles and
Proposals
 Employer led partnerships without central
funding or prescription
 Employer made the customer through
Alongside a number of
Government reports
(Wolf on VET in schools;
Richard on
Apprenticeships;
Whitehead on
qualifications) the
Employer Ownership
Pilot has been a
springboard for radical
change
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purchasing power
 A stable skills system allows employers to
make long term investment decisions
 Better information on labour market outcomes
underpinned by reformed qualifications
 Impact of human capital investment measured
and understood
 Genuine employer-provider collaboration
backed by joint investment and mutual goals
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Policy implications
APPRENTICESHIPS
TAX BREAKS
OCCUPATIONAL
STANDARDS
SECTOR
SKILLS
COUNCILS
PERFORMANCE
‘OUTCOMES ‘
NOT ‘OUTPUTS
‘LMI
FOR
ALL’
INDUSTRIAL
PARTNERSHIPS
COLLEGE
INFRASTRUCTURE
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MANDATORY
WORK
EXPERIENCE
AN INTEGRATED
CO-INVESTMENT
SYSTEM
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Some issues to  Accountability
address and
resolve
 Large employers and SMEs
 Return on Investment
 ‘Scaleability’
 Risk
 Loss of rigour
Risk of “throwing
 Deliverability
out the baby with
 Politics
the bathwater”?
 Scale of change
 Fragmentation and portability
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