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effective, and that the community is better served by this integration. This also
guarantees that investments in education and training are aligned with
investments in the workforce development.

Decision making processes in the networks can take several forms, such as
roundtables with representatives (directors, coordinators, etc.) of the VET
centres and of the employer organisations. These meetings can serve different
purposes:

▪ Identify which professional areas have shortage of entry level staff or skills

needs of current staff needing to be reskilled/upskilled
▪ Identify which areas have a high turnover and understand if it can be
reduced by investing in vocational training and work-based learning

▪ Decide how investments in work-based learning are made
▪ Develop training programmes
▪ Align training among VET providers and other training providers such as
secondary schools and postsecondary training providers

▪ Set how trainees are allocated among employer organisations

It is crucial that the consortiums set action plans considering the topics they
approach in each meeting and that the needs of all involved parts are considered
in them.

To maintain successful long-term networks, it is necessary continuous
communication - it supports a positive participation in which commitment is
built and the same vision is shared. This will guarantee a higher success of
learners during theoretical and practical training, and that employers are
provided qualified workers meeting their needs.

Organisations from different regions can work together, even uniting public and
private funding, to support the alignment of VET programmes with the common
needs of different regions.

The stage in which employers are most involved is when a company or
association assumes leadership for workforce development initiatives or
partnerships. In this stage, taking the lead on employees’ development, they can
bring their combined resources, expertise, and influence in solving labour issues

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