Federal Government Held by Managers/Employers: Discrepant views about: A willingness to learn Development of independent skills employees- A certain amount of initiative that Conceptions of the ‘big picture’ 2 interviewees increases as the time employed related to the job such as the full increases scope of work Good work ethic The amount and kind of work Work output and increasing productivity directions provided The type and amount of induction Held by Apprentices/Trainees: The communication of expectations To be told what to do The amount and type of feedback Provided with feedback provided Positive encouragement Working conditions and issues Development of greater work such as pay, compliance and hours competence, capacity and scope of work The rate at which competence is acquired Private RTO Held by Managers/Employers: Discrepant views about: Adding value to the business The role of the trainer RTO support systems Held by Apprentices/Trainees: Issues related to off the job training Clear training outcomes such as time demands and quality To complete the or Recognition of prior learning and traineeship experience Employee Peak Held by Managers/Employers: Discrepant views about: The acquisition of knowledge and skilled The role of the apprentice/trainee Organisation output is higher than for normal as a learner employees Unrealistically high The speed at which the learning expectations about employability skills takes place Levels of performance in the Held by Apprentices/Trainees: workplace Dependent on how they entered the Assessing levels of achievement: or traineeship. A pre competency based or time based means that expectations are more realistic. The expectation of a relationship with a skilled tradesperson The learning processes and outputs will be of a high quality The learning processes and outputs will be of a high quality Employer Peak Body Held by Managers/Employers: Discrepant views about: To impart skills The conditions of training To sometimes have a paternal The significance of the training relationship contract To give back to industry Attitudes to pay rates Apprentices/trainees may be less Levels of work monitoring autonomous Performance at work Held by Apprentices/Trainees: To gain a qualification To gain skills through work Both sides expect through “learning application”
Federal Government employees- 2 interviewees Held by Managers/Employers: A willingness to learn A certain amount of initiative that increases as the time employed increases Good work ethic Work output and increasing productivity Held by Apprentices/Trainees: To be told what to do Provided with feedback Positive encouragement Development of greater work competence, capacity and scope Discrepant views about: Development of independent skills Conceptions of the ‘big picture’ related to the job such as the full scope of work The amount and kind of work directions provided The type and amount of induction The communication of expectations The amount and type of feedback provided Working conditions and issues such as pay, compliance and hours of work The rate at which competence is acquired Private RTO Held by Managers/Employers: Adding value to the business Held by Apprentices/Trainees: Clear training outcomes To complete the or traineeship Discrepant views about: The role of the trainer RTO support systems Issues related to off the job training such as time demands and quality Recognition of prior learning and experience Employee Peak Organisation Held by Managers/Employers: The acquisition of knowledge and skilled output is higher than for normal employees Unrealistically high expectations about employability skills Held by Apprentices/Trainees: Dependent on how they entered the or traineeship. A pre means that expectations are more realistic. The expectation of a relationship with a skilled tradesperson The learning processes and outputs will be of a high quality The learning processes and outputs will be of a high quality Discrepant views about: The role of the apprentice/trainee as a learner The speed at which the learning takes place Levels of performance in the workplace Assessing levels of achievement: competency based or time based Employer Peak Body Held by Managers/Employers: To impart skills To sometimes have a paternal relationship To give back to industry Apprentices/trainees may be less autonomous Held by Apprentices/Trainees: To gain a qualification To gain skills through work Both sides expect “learning through application” Discrepant views about: The conditions of training The significance of the training contract Attitudes to pay rates Levels of work monitoring Performance at work
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