Although BTEC has considerably refined its approach to the development and embedding of common skills (core skills) within its Higher National Programmes in recent years, argues that there are still a number of problems associated with the practical operation of this strategy and obstacles to a deeper acceptance of the common skills pedagogy within a higher education context remain. From a survey of students who completed a Higher National Diploma at Sheffield Business School in 1993 the crucial issues in this respect were seen to be the complexity of the common skills strategy, difficulties in the area of assessment, the value placed on subject knowledge by students, the lack of an acceptance of a common skills profile when applying for jobs, interviews, and further study, the fact that students thought some skills to be more important than others, and the fact that the development of skills was not undertaken with sufficient reference to probable future contexts where they could be utilized.
The introduction of Training and Enterprise Councils (TECs)
represents a unique opportunity to promote the “skills
revolution” initiative of the CBI (in partnership with the
Government) and the broader service framework for small business
organizations. Describes some preliminary research which seeks to
provide an indication of the cumulative effect of national and local TEC
marketing initiatives on small business firms in the Sheffield area.
Takes an early look at the issue around the question of TECs′ success.
Findings indicate that, although general awareness about TECs is low
among small business organizations, those who have used a TEC service
have experienced satisfactory and quality service encounters. However,
TEC marketing campaigns have been less than totally effective, to date,
and more attention needs to be paid to the issues of target
market‐related needs, attitudes, and promotional strategies.
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