Organisations operating in the accredited education and training space are looking at increasing their competitive advantages.
Many apply for an extension of scope to offer more qualifications or additional electives. They increase their chances of success if the qualifications they wish to offer are selected based on current and measurable potential market traction as opposed to hopeful assumptions.
Training organisations are increasingly looking at expanding their reach into markets where they may face less tough competition. They expand by offering diverse qualifications to attract and serve new markets. Each qualification requires a tailored marketing strategy to attract different market segments.
This compelled me to research if youth interventions address this issue. Civil society, the private sector and government typically shape the nature of interventions targeting youth, yet possibly do so with little, if any, direct input from intended youth beneficiaries.
Youth interventions must match the complexity of their needs. With employment difficulties increasing and compounded by the impacts of an unequal society, complex interventions are required to address youth challenges.
Accredited training organisations are increasingly facing new competitors who challenge their market dominance. Most clients are ones with long histories and successful trajectories that suddenly stopped paying off.
Companies who absorb unemployed youth are awarded BEE points, rebates and can be refunded all stipends paid to learnership candidates.
The benefits exist in order to persuade companies to create opportunity for the unemployed.
Job transition strategies are key to reducing retrenchment and unemployment. Savvy HR practitioners will need to identify which positions are most threatened and how these workers can be productive elsewhere in the organisation. However not all opportunities are appealing to the workforce.
This post introduces an approach to planning for viable and desirable job transitions for careers disrupted by technology.
South African education, training and development organisations wanting to expand into reskilling will need to find ways to identify declining and growing job markets.
Education, training and development organisations navigate paths across new terrain and lead markets into the future. This future changes at different speeds, with technology changing behavior and jobs.
As a strategist in education and training I’m often approached by newbies and experts who ask these questions. One receives a serious response, the other a warning of retribution!
Here’s the simple version of the SETA accreditation process, extracted from Services SETA.
Diversified development interventions need to address the youth market and it’s myriad problems. Do you know where the youth come from and how they feed into the labour market, looking for employment or education?
Conflict among learners can emerge at organisations who run different SETA interventions. Here’s some advice on how to practice damage control.
Which programmes are trustworthy and market related? Is non credit bearing training worth the investment? Markets are concerned with these issues as they often question impacts and worth.
Learnerships and apprenticeships have two primary target groups, the employed (18.1) and the unemployed (18.2). It’s important to manage expectations in a way that ensures learners take ownership of their development.
The path starts with
a CV if you’re an individual
a corporate profile
if a registered business.
Colleges, provinces and population dynamics.
Training material is your love-hate communication to participants and the professional training team using the content. If material doesn’t carry your brand and the content fails to inspire, you have a problem!
A list of 30 policies and procedures to help organisations prepare their accreditation portfolio of evidence. Use this list to create a policy framework for your Quality Management System.