Re-training of the unemployed an employed work force to enhance professional qualifications

HRDA is a semi-governmental organization that financially supports retraining of professionals so that they can be employed more easily. In the process, they produce studies that assess the needs of the market, the available ways for professionals to further educate themselves, etc. The target groups are both employed and unemployed people.

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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?

However advanced the economy of a country, there is always a percentage of the working force that is either under qualified or not up-to-date in the knowledge required to get a job or improve their job standards. The existence of a governmental or semi-governmental organisation that will use own resources to support re-training of the work force deals with this problem. This is a program that has been going on for a long time and has proved to be highly successful.

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?

It is important that the organisation that will support the re-training of work force is well aware of the needs of the market. Thus, this organisation needs to analyse frequently the market needs and identify the areas that further training of the relevant work force is necessary. This leads to successful training programs that are accepted positively by the industry and thus have a positive impact on the latter's needs.


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

Obviously, the funding available for such a training scheme is the major constraint. Acceptance by trainees and the industry is a lesser constraint, assuming that the success of previous such programs has led to the building of trust and appreciation for such training.

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?

An organisation such as HRDA can assist in the analysis of the needs of the market and the funding of relevant and appropriate training programs. But it cannot offer the programs themselves. Thus, there is a need for training organisations to apply for this funding and through it offer re-training courses to the work force.

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?

This is an easily replicated model, assuming that the government of a country has the ability and the strategy to create a (re-)training framework for the work force, at national or regional level (in problematic regions regarding employment).

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 re-training of professionals leads to better employment opportunities. Successful training schemes lead to acceptance by the industry and work force.


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 whole industry and work force ecosystem in a country or specific regions.