Skill formation

Abstract

This article reports on research carried out under the Economic and Social Research Council's (ESRC's) Learning Society Programme. The program comprised 14 projects involving research into the learning society and the ways in which it can contribute to the development of knowledge and skills for employment and in other areas of adult life. Case studies are presented to illustrate how organisational change has reduced the role of formal one-off training courses and refocused attention on skill formation as a continuous process. The learning process is now focused on the workplace rather than the training department within organisations. The author argues that the process of learning at work has become more central to the achievement of business objectives as a result of organisational changes. Managers, supervisors and employees are now becoming actively involved in the process with the trainer taking on more of a consultative role in facilitating workplace learning. However, learning at work is still seen by many of those directly involved as something that naturally occurs without the need for much support. The major implication of this for the research agenda is the need to develop more adequate theories of learning in the workplace.