Re-training of the working force

The open enrollment program of CIIM provides a dynamic learning and scientifically inspired environment in which learners receive a transformational learning experience. CIIM personnel work alongside with the learners to help them further develop their skills and knowledge so they can make more effective contributions to their organization. Both unemployed and employed people are targeted. The program is sponsored by government funds.


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Impact

What was the challenge intended to be addressed? Why? What did work well? What did not work well? What have been the main achievements? How did you evaluate its success? What has been the change brought by this good practice?

Although people employed by organisations and companies are expected to have the formal qualifications for the work assigned to them, after some time the dynamics of their working environment, makes their qualifications outdated. Furthermore, unemployed graduates after some time will also need to update their knowledge in order to remain competitive in getting hired. The program addresses this need by re-training people according to the type of work they are already doing or planning to apply for. The training was overall successful with the trainees being satisfied as to the knowledge and skills they acquired. Success was evaluated by means of how effective the new knowledge was in the work the trainees were doing at their places of work or, for the case of unemployed people, how this training helped them to find a job.

Success Factors

What are the enabling conditions (e.g. institutional, economic, social/cultural, regulatory) that needed to be in place or played a facilitating role for the good practice to be successful?

The government's recognition of the need to train and re-train graduates in association with the society's acknowledgement of the need to implement such good practices offered a positive institutional and social framework to establish such a training framework.

Constraints

What are the challenges, barriers or limiting factors encountered? How have they been addressed?

The initiative was financially supported with government funds and once this source of funding ceased to exist, the program was difficult to remain alive. Thus, there is a need to have a funding source for such initiatives.

Feasibility & Sustainability

What are the elements that need to be put into place for the good practice to be sustainable (institutionally, socially, economically, etc.)? If applicable, indicate the total costs incurred for the implementation of the practice. What are the benefits compared to total costs?

Such initiatives remain sustainable if the market itself, e.g. private companies, recognise the need to redirect part of their revenues in supporting such initiatives, not only for their own employees (for whom the advantage are obvious) but also for unemployed people, as these people will them form a working force that can be used by the companies.

Replicability & Upscaling

What are the possibilities of extending the good practice more widely? What are the conditions that need to be in place for the good practice to be successfully replicated in a similar context? What are the steps that should be taken/respected to ensure that the good practice is replicated / up-scaled, but adapted to the new context?

The initiative can be replicated in any society and market, if there is an organisation that will be found and funded (either by government and/or private funds) to organise the establishment of such training initiatives.

Lessons learned

What would have facilitated an earlier and/or bigger impact? What are the key features that should be kept in mind if this would have to be implemented again? What would you do differently if you could go back in time? What could have been done better?

The approach to learning is highly interactive with a blend of best practices, principles and skills that can be taken back to the job and be immediately applied. Decision-making exercises, role play and other action-based learning activities are also used to help participants discover more about their own management, teamwork and leadership style. The trainers bring real world business experience and keep the content pragmatic and current with managerial techniques that respond to today’s work environments.

Context

Please provide some information about the context and initial situation that can help in fully understanding the action (e.g. information about the national system, applying regulations, etc.)

The Cypriot market comprises a working force with a significant percentage of tertiary educated graduates, Furthermore, some of the business sectors undergo dynamic changes (e.g. the recent discovery of gas and oil or the establishment of casinos). These changes require the re-training of the working force.