Tables and Graphs
1. About the study
2. What learning opportunities do enterprises provide?
Figure 2.1. Overview of learning opportunities in enterprisesFigure 2.2. Skills targeted in training opportunities in the EUFigure 2.3. Participation in formal and non-formal trainingFigure 2.4. Provision of on-the-job and course-based training in the EUFigure 2.5. Incidence of informal learning in the EUFigure 2.6. Incidence of problem solving across the EU
Table 2.1. Types of training content offered by enterprises in the case studiesTable 2.2. Patterns in the adoption of types of training content in the case studiesTable 2.3. Types of training content and degree of formalisation in the case studiesTable 2.4. Types of training content and mode of delivery in the case studiesTable 2.5. Different forms of informal learning in the case studiesTable 2.6. Patterns in informal learning in the case studies
3. Why do enterprises train?
4. How do enterprises make decisions about training?
Figure 4.1. Stages of organisational decision-making on trainingFigure 4.2. Enterprises with human resources dedicated to trainingFigure 4.3. Enterprises with financial resources dedicated to trainingFigure 4.4. Involvement of employee representatives in training decisions is generally lowFigure 4.5. Enterprises assessing skill needsFigure 4.6. Alignment between identified skill needs and the training providedFigure 4.7. Provision of internal and external trainingFigure 4.8. Enterprises assessing outcomes of trainingFigure 4.9. Methods to assess training outcomes
Table 4.1. Type of employee involvement observed in the case studies Table 4.2. Approaches to training needs analysis taken by enterprises in the sampleTable 4.3. Corporate actors involved training needs assessmentTable 4.4. Reasons for outsourcing and insourcing trainingTable 4.5. Types of training and outsourcingTable 4.6. Type of methods used to evaluate training
5. Why and how should enterprises be supported?
Annex A. Country notes
Figure A A.1. Incidence of different forms of learning in AustriaFigure A A.2. Factors limiting the provision of training in AustriaFigure A A.3. Incidence of different decision-making activities about training in AustriaFigure A A.4. Incidence of different forms of learning in EstoniaFigure A A.5. Factors limiting the provision of training in EstoniaFigure A A.6. Incidence of different decision-making activities about training in EstoniaFigure A A.7. Incidence of different forms of learning in FranceFigure A A.8. Factors limiting the provision of training in FranceFigure A A.9. Incidence of different decision-making activities about training in FranceFigure A A.10. Incidence of different forms of learning in IrelandFigure A A.11. Factors limiting the provision of training in IrelandFigure A A.12. Incidence of different decision-making activities about training in IrelandFigure A A.13. Incidence of different forms of learning in ItalyFigure A A.14. Factors limiting the provision of training in ItalyFigure A A.15. Incidence of different decision-making activities about training in Italy
Annex B. Econometric analysis
Table A B.1. Enterprise characteristics and the mode of delivery (Box 2.3)Table A B.2. Enterprise characteristics and intensity of problem solving at work (Box 2.5) Table A B.3. Enterprise characteristics and main reasons for providing training (Box 3.1)Table A B.4. Enterprise characteristics and time constraints (Box 3.2)Table A B.5. Enterprise characteristics and direct employee involvement in decision-making on training (Box 4.1)