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Workplace Trainers and their Organisational Contexts in Companies - page 5 / 8





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What is the stance of the works council?

2.  The composition / structure of the training personnel and recruitment criteria


What is the mode of operation for recruiting training personnel compared to the general recruitment strategy of the company?


Are there specific job descriptions?


What kinds of incentives do exist?


Principles of the division of labour and the organisation of trainers’ activities / significance of VET competence


What are the demands to be met with regard to the occupational / technical and to the pedagogical competence of the trainers? What is the view of the management and the  trainers respectively?


What is the function of the rotation principle between training workshops and production units? How is VET competence being assured in the enterprise?

4. Competence Development of VET personnel


How are the career pathways of trainers shaped within the company and beyond? How is this related to the company’s general human resource development strategy?


Which measures are taken to enhance the professional development of this group?


How relevant is the general issue of professionalization of VET trainers in this context – both from  the employer’s and the trainers’ point-of-view?

5. Consequences of operational reorganisation and outsourcing


What are the consequences for workplace trainers if parts of the training process are outsourced and taken over by external training institutions?


The research process will consist of a qualitative and a quantitative stage. The aim of the qualitative stage is to gain insight into the companies’ inner dynamics with regard to the activities of workplace trainers by carrying out case studies involving observations and interviews in about 12 different enterprises.

The case studies will be based on the opinions and perspectives of a variety of stakeholders in the learning system of the company. Interviews will be carried out with the management, the HRD department, the head of the training department (if any), different types of trainers, the works council and eventually also apprentices.

The qualitative data will serve to develop a structural model about the interrelation of company parameters and the situation of workplace trainers. In the following quantitative stage the assumptions and parameters of this typology will be tested empirically by carrying out a standardised survey in a panel comprising 1.360 enterprises.5

Sampling of case studies

The enterprises will be selected according to a four-way stratified sampling design. The first stratification criterion is the size of the enterprises (small or medium/big), because it is directly related to the kind of workplace trainers available. The size of the enterprise has a decisive effect on its training possibilities and strategies. Small enterprises offering apprenticeship placements cannot afford any full-time educational staff. The officially registered trainer (Ausbilder) is usually the owner and all training activities are mostly carried

5 For more information about this BIBB panel in German see http://www.bibb.de/de/12366.htm


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