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In Italy, all responsibility for vocational training has been delegated to the regions. At the regional level, three types of training are available: training for work, on-the-job training, and training under special state legislation. No obligation is placed on employers to train the work force. Most worker training is informal and conducted without recourse to any in-company training department. Medium-sized and large companies generally have their own training departments. In-company trainers have many or few functions, depending on the size of the organization. They may be managers, organizers, planners, full-time instructors, or part-time trainers. Channels of access to the training profession include training on the job and institutional training. Within companies, the training section tends to be in the personnel department. No real career process exists for an in-company trainer. The growing tendency is for a streamlined training section that assesses training needs and designs required courses. Training work is provided by outside consultants. At Unilever Italia, training is directed by a training board that consists of a number of managers and the directors of personnel of individual Unilever companies. The board's terms of reference are the analysis of training needs, formulation of annual plans, and supervision. A special feature of the Pirelli Group is that the training process is very extensive, affecting all levels from management to the shop floor. (YLB)
German legislation contains provisions on both initial and further vocational training. Three types of continuing training are distinguished: retraining, updating training, and upgrading training. Industries contribute the largest share of funding and participants to continuing training. In-company continuing training differs greatly according to the size of the company and economic sector in question. The organization of in-company training depends on the size, structure, and nature of the company. In small and medium-sized enterprises, the proprietor or personnel department is responsible for continuing training. In most large-scale enterprises, a central personnel or training unit is responsible; in some, continuing training is structured according to the divisional or matrix organization principle. Continuing training through networks is another organizational form used by small and medium-sized companies. Because the field is not formally regulated, formal qualifications and professional careers in continuing vocational training are quite varied. The field of responsibility and the related scope of continuing training personnel depend on the organizational position of the trainers' activities within the company. Future training needs include social skill training and an increasing proportion of enterprise-based training. (A 19-item bibliography and case studies of 2 companies that offer continuing training are included.) (YLB)
A study examined employee training policies and their implementation in four or five large companies in five countries (Belgium, Spain, France, the Netherlands, and the United Kingdom). Data were gathered through interviews by an expert in each of the countries using an interviewer's guide developed for the project (resulting in approximately 30 case studies), and through previous research in the countries. Some of the results of the survey were the following: (1) training is becoming more important in strategic planning; (2) training decisions are being made at the highest levels of management; (3) training plans are usually medium-range--about 3 years; (4) most training was still being given to the managerial staff and the "hard core" of the work force, although some evidence pointed to training being made available to the lowest grades of workers; (5) unions usually did not play much of a role in training--planning for training was between management and individual workers; (6) continuing training involved work organization and content, mobility, and pay; (7) types of training identified include technical, general, and social skills training; (8) certification of workers for completion of training courses or skills acquisition is sometimes used as an incentive, although it has some disadvantages to employers; (9) little importance was given to evaluation of individuals completing training projects; (10) training models included training provided by a company department, training partly inside and partly outside a company, and all outside training; and (11) all training studied was paid for by the employers, but there is increasing pressure for training to be paid for by workers or by the state. (Appendixes include an interviewer's guide, company profiles, and a chart of continuing training policy and its implementation in the five countries.) (KC)
'. . . I would recommend this book to any student of international employment relations. It approaches the subject from a wide and unusual angle and is rooted, most importantly, in research.' - Len Holden, Asia Pacific Business Review Historically, alternative models of the employment relationship have developed across culturally diverse nation states. However, the trend towards globalization incorporates a powerful force towards an international uniformity of employment relations. Underlying the issues addressed in this book is the question of how important cultural differences are and will continue to be.