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The Victorian biotechnology industry can be defined as enterprises developing novel products (for example medicines, vaccines, diagnostics, devices and crops) or services in the health, agriculture and sustainable industry sectors. This report provides an overview of the Victorian biotechnology industry workforce and identifies the key workforce issues facing the industry. The report was compiled for the Department of Innovation, Industry and Regional Development (DIIRD) with assistance from employers and employees in the biotechnology industry, education and training providers that support the industry, and recent graduates currently working in the biotechnology industry. Show less

This document is the result of a study commissioned by the Australian Industry Group on the future skill and training needs of Australian industry, on what is shaping them, and on the capacity of our current approaches and institutions to deliver them. The Allen Consulting Group was commissioned to conduct the study, which through surveys, focus groups and interviews, gathered together the views of over 350 companies. The key findings of the report were: important training drivers are competitiveness, innovation, flexibility and customer orientation; that there is a growing emphasis on recruitment as a means to obtain technical and personal attribute skills; a shift to higher skills at all occupational levels; the need for middle level skills in the technical and para-professional areas; the increased premium placed on generic skills; the restructuring of enterprises to maximise the use of skills (for example, through self managed work teams and multiskilling); a preference for training to be delivered in the enterprise; support for competency based training; greater use of group training schemes; and an anticipated greater use of online training. Show less

This paper discusses strategies for developing desirable qualities among the employees of Nepal's Council for Technical Education and Vocational Training (CTEVT) based on the premise that these employees will in turn be training key elements of the wider workforce and so play a critical role in the development strategies of the country. Five determining factors are identified: training, leadership style, autonomy, communication, and organisational culture.

The author asserts that: (1) training, both pre-service and on-the-job should emphasise information access capabilities through incentives; (2) leadership styles should be cordial, warm, and enabling rather than coercive and autocratic; (3) a judicious balance must be struck between encouraging autonomy in individuals and closer supervision in order to build employees' capacity; (4) there should be a free flow of information through the organisation; and (5) an organisational culture of mutual co-existence, collegiate relationships, and humanistic behaviour should be developed. Show less