Partnership Approaches to Learning: A Seven-country Study

Abstract

■ This article explores the role of trade unions in innovative learning partnerships. Formal framework partnerships suffer from implementation problems and a lack of focus on worker needs, in contrast to local learning partnerships that address the specific interests of workers displaced through restructuring. The key challenges facing unions are the types of skills addressed, coordination issues across learning partnerships and building the union skills needed to work in partnership.

Explaining activity and exploring experience—findings from a survey of union learning representatives

“…However, employee demand for learning is not necessarily unproblematic. Even where learning agreements are in place, employee demand may be low because of suspicion over management motives (Stuart and Wallis, 2007). Consequently, ‘it is clear that the context into which learning agreements are situated shapes their development and effectiveness’ ( ibid.…”

Fallen Heroes in Global Capitalism

“…The unions were creating communitybased learning centres for steelworkers and redundant steelworkers and their families to help people to cope with restructuring, getting them new qualifications and finding new employment (Stuart and Wallis, 2007 ). Also, the new institution of "union learning representatives" spread; stewards who were already at company level ensured that particular low-skilled workers became interested in further training to enhance their employability (Stuart, Wallis et al, 2005 ).…”

“…This is not unique but does vary across countries. In all countries, regional business developments are the result of complex considerations (Crouch, 2007 ;Sadler, 2004 ), and support structures are subject to path dependencies (Stuart and Wallis, 2007 ).…”

Organizing training for union renewal: A case study analysis of the European Union steel industry

“…The corollary is that the need for a more coherent union skills strategy (by sector) becomes increasingly important, too (see Fairbrother, 2008, 2009). At present, while pockets of union success on training might exist, including within the steel industry (see Heyes, 2009;Stuart and Wallis, 2007;Wallis et al, 2005), the outcome is that steel industry management has significant influence not only on the shape and form of training, but also on the participation of workers (see Leisink and Greenwood, 2007;Stroud and Fairbrother, 2006). Even where institutional and regulatory arrangements have proved important for agreements on learning and setting the conditions of training participation, adherence to such agreements is partial and uneven (Leisink and Greenwood, 2007).…”