HRD strategies in medium/ small organisations
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large companies in Europe share a common outlook on HRD, the perspective
in small companies is assumed to be more diverse [R08].
The following featues of HRD activity in small organisations have been
identified in research projects:
management in SMEs is faced with the new learning imperative in working
life. To meet this challenge, they need support for developing awareness
of and practice in HRD related issues [E13c].
would appear to be significant gaps in the skills capabilities of European
SMEs. Small firms tend to concentrate their efforts in developing and enhancing
production-based skills, but there is a clear lack of competencies
in marketing and in cross-job skills [E03c].
lack of financial resources seems to be the main obstacle to the undertaking
of training activities. Training oriented enterprises think that government
should support them in needs analysis and involve them in defining the
contents of training programmes in order to make them more tailored to
the real needs of the company [E03b].
by doing is the prevailing method of acquisition of know-how; on-the-job
experience is considered as the most relevant way of acquiring 'technical'
knowledge, followed by 'mentoring' and the training courses for staff.
The best results in terms of improvement of know-how and competencies have
been recorded by the enterprises which have temporarily introduced experts
in the firm or have incorporated new workers [E03b].
gain from forming clusters, i.e. structured patterns of interaction. The
behaviour of large organisations can act as a role model towards shaping
the collective actions of clusters of SME [E03a].
'aggregare learning' or 'collective learning' among SMEs consolidates their
market position [E03a] [E03c]
creation of formalised organisational processes allows, on the one hand,
knowledge and informal procedures to become more explicit, thereby increasing
the firm's common knowledge; on the other hand, this leads to rigidity,
thereby impeding the rapid decision making which is common in SMEs [E08a].
put forward by project partnerships include the following:
to selected issues
an important role in knowledge creation and knowledge storage because they
generally allow entrepreneurs and managers a great deal of freedom of action.
Policies should be adopted which unleash SMEsí full potential to learn,
create and store knowledge [E08b].
is a need for a European Skills Accreditation System. Such a system
needs to be attuned to the particular features and requirements of SMEs.
It would therefore need to capitalise on the extensive use of informal
learning networks used by SMEs [E03c]