Employer Provided Training in Europe: Determinants and Obstacles

The disabling effects of enabling social policies on organisations’ human capital development practices for women

“…Based on literature on individual level factors related to HCDPs we used the following control variables at the individual level of the respondents: age (at the time of the survey) calculated based on year of birth; educational level (1 = primary education to 7 = doctorate) (Hansson, 2007); current employment status (full time = 1, part time = 2) (Arulampalam & Booth, 1998); size of current employing organisation (1 = fewer than 10 employees to 6 = more than 5000 employees) (Brunello & Wruuck, 2020); having children (2 = yes, 1 = no) (Cuddy et al., 2004); and gender composition of industry using International Standard Industrial Classification of All Economic Activities ‐ Revision 4 with a threshold of 60% (Welpe et al., 2015), that is, 1 = female dominated = >60% women, −1 = male dominated = >60% men, 0 = gender neutral = between 60% and 40% women (Wotschack, 2019). Information on women and men per industry was retrieved from the International Labour Organization (ILO) database (ILO, 2016).…”

The collective voice of unions and workplace training in Italy: New insights from mixed methods

“…Second, training investment may be interpreted as an ‘intermediate’ outcome for the union, in view of ‘final’ ones, such as the protection against unemployment risk, the wage growth or the strengthening of their bargaining power. On the other hand, firms are interested in training to increase labour productivity and competitiveness (Brunello & Wruuck, 2020; Konings & Stijn, 2015). To infer the implications of investment in training on these ‘final’ outcomes, we need detailed information on the skill content of training and on the jobs and tasks where trained workers are employed: for example general versus specific skills or analytical/cognitive tasks versus routine/manual ones (OECD, 2021).…”

Unlocking Sustainable Private Sector Growth in the Middle East and North Africa

“…Formal training of employees can improve firm performance by providing workers with necessary skills, increasing innovation and generally raising the level of competitiveness (Almeida and Aterido, 2015). It can also update the skills of workers in the fast-changing world of digitisation and automation through retraining (Brunello and Wruuck, 2020). The wage returns to training can be high for workers (Konings and Vanormelingen, 2015;Almeida and Faria, 2014).…”