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Traineeships are apprenticeship-like training arrangements that were initiated in Australia in 1985. They were designed to introduce apprenticeship training to a broader range of industries, occupations and individuals; they are available in occupations outside the traditional trades and crafts. Many companies use them on a large scale, some recruiting their entire shop floor workforce as trainees. This article uses findings from a national project on traineeships in six industry areas to examine the ways in which employers adopt them and the factors which affect their take-up across industries and enterprises. [ABSTRACT FROM AUTHOR]

The provision of, and participation in, workplace training and development has received significant recent attention in Australia in the face of rapid technological change, an ageing labour force and a growing skill shortage. Accordingly, many organisations have put in place policies and practices that ostensibly aim to encourage and support increased employee participation in training programs. From a theoretical perspective, human capital theory offers substantial insights into the economic benefits of training for the employee and the firm, and provides various predictions about the characteristics of individuals most likely to choose training programs. Drawing on an experimental choice analysis conducted in an Australian public sector organisation, this paper examines the applicability off some of these theoretical predictions to workplace training. In particular, it fetuses on the training choices of highly educated workers. [ABSTRACT FROM AUTHOR]

Drawing from the resource based view of the firm (RBV) the argument developed in the paper is that in an environment characterized by increasing levels of skilled labour shortages organisations need to design employment systems that prioritize human resource development to enable competitive advantage. The literature review examines the issues associated with the attraction, retention and development of human resources, and the major contextual issues and debates underpinning skill and labour shortages. A research question is then framed to capture the HR priorities of Australian organisations. We examine responses from 1372 Australian human resources (HR) professionals who participated in an online survey of a national HR professional association and results are interpreted with respect to HR efforts to attract, develop and retain talent. Our findings suggest that employers are addressing issues related to attraction - recruitment and selection. However, in critical HR development areas associated with retention such as training, job design, skill development, careers management and team building, results indicate a lower level of resource allocation. We conclude that this lack of resource allocation is of concern for Australian organisations that are struggling to compete both domestically and internationally for skilled workers. [ABSTRACT FROM AUTHOR]