On 14 April 2005 I delivered a paper on ‘Effective VET networking with industry in the marketplace’ at the eighth Australian VET Research Association (AVETRA) Conference in Brisbane. Following are some excerpts.

Abstract

Increasingly, the VET marketplace requires vocational education and training (VET) practitioners to network with industry representatives. ‘Networking with industry’ is a new catch-cry within VET, but more research is needed to understand the complexities and benefits of such networking. This paper is based on research conducted over two years, 2003-2004, of forty networks funded by Reframing the Future. The paper builds on a report entitled Building Industry Training Networks (Mitchell 2004), and shows that networks are complex and can be difficult to manage, as participants’ needs and ambitions can constantly change. To be sustained, networks also need to continuously provide value for all members. The paper provides the VET sector with guidelines of how to effectively build networks that impact positively on the individuals and organisations involved and that enhance VET’s achievements in the marketplace.

Summary points

A summary of the key findings is provided below and a fuller description is provided in Mitchell (2004).

• The trust, goodwill, innovation and collaboration in industry training networks can support the national training system
• The need for industry training networks is increasing, as VET organisations become more aware of their dependency on relationships
• Open or loosely structured networks suit the diverse and dispersed membership of many industry training networks
• Building industry training networks is made challenging by factors such as inexperience in networking and the limited resources of small business to participate
• A deep knowledge of VET and high-level facilitation skills help industry training networks function effectively
• Efficient information sharing processes help industry training networks function effectively
• Industry training networks generate new knowledge about practices and possibilities in the national training system
• Individuals, organisations and systems benefit from industry training networks
• The achievements of the 200-2004 industry training networks are impressive given the complexities faced.

Conclusions

This research indicates that it is possible to effectively build and manage industry training networks in VET. The stories of human, organisational and systemic collaboration set out in Mitchell (2004) provide hope for the positive future development of the VET sector. Further encouragement is provided by additional accounts of the 2004 networks set out in Mitchell, McKenna, Perry and Bald (2005; in draft).

To sustain the achievements of the 2003-2004 networks, continued effort is required by the members of each network. All the networks will need to keep revitalising themselves, as members’ goals and ambitions change and external conditions shift. Effective networks are like every other type of healthy relationship in that they need continual care and attention. Ford et al (2003) caution that networks can easily become burdens and liabilities, if not managed effectively.

References

Ford, D., Gadde, L-E, Hakansson, H. & Snehota, I. (2003), Managing Business Relationships, Second Edition, Wiley,  West Sussex
Mitchell, J.G. (2004), Building Industry Training Networks, ANTA, Melbourne
Mitchell, J.G., McKenna, S., Perry, W. & Bald, C. (2005), New Ways of Working in VET, ANTA, Melbourne (in draft)

For a copy of the paper email me at johnm@jma.com.au