Post on 29-May-2020
LEADERSHIP IN VET IN EUROPE
Characteristics and challenges
Grethe Haugøy
Author of Cedefop report on VET leadership
The life of a working paper…
• Published November 2011 by Cedefop
• Quoted by VET researchers in Spain, Lithuania, Malaysia, Indonesia and Australia
• VET leadership still a white spot on the map of school leadership
• The EULIVET project
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
My presentation
• The importance of VET leadership
• The distinctiveness of VET leadership
• European governance trends influencing VET leadership
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Definitions• Leadership vs management
(Bennis and Nanus)
• Leadership vs governance
• From the Cedefop report: positional leaders (employed in a recognised leadership position) in public or private IVET and CVET institutions• Excluding teachers, trainers,
facilitators, HR staff, training managers in companies, etc
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
The importance of VET leadership
• Leadership as a critical success factor in education and training
• The complexity of the VET landscape
• The expectations on learning outcomes of VET
• VET as an agent for change
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
The distinctiveness of VET leadership
The TTnet survey: interviews with VET leaders, policy-makers, leadership trainers and researchers in 10 countries:
Denmark, the Netherlands, the UK, the Czech Republic, Slovakia, Lithuania, Ireland, Finland, Hungary, Malta
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
The connection to the world of work
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Stakeholder involvement
• Involvement of social partners (employers, trade unions)
• VET leaders to ‘realise possibilities’ for companies
• Short-term vs long-term views on education and training
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
HRM complexity
• High emphasis on internal and external training of staff to keep up with changes in labourmarket
• Complex staff with variety ofqualifications, work tasks, workcontracts, collectiveagreements
• Staff being both pedagoguesand technical experts
• Fluctuations and turnover ofstaff
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Pedagogical leadership
• Changing curricula and learning materials
• Innovative study programme development
• Flexible learning designs and up-to-date learning environments
• Basic skills vs technical skills
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Student group complexity
• IVET study programmes
• CVET training for companies
• Diverse student groups withwide age and skills range
• Disadvantaged students and low academic achievers
• Dropout
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
International networking
• Networking with VET actors abroad
• EU projects and co-operation
• Sharing good practice
• Student and staff mobility
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
European trends in governance
• Mergers
• Decentralisation
• Output focus
• Power sharing
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Why mergers?
•Increase quality of VET
•Expand capacity•Make better use of
resources•Demographic decline
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Decentralisation
• WHY? E&T resources will be more efficiently allocated if decisions are made closer to target group and local labour market needs
• From central authority to regional, local or institutional actors
• Transfer of power and work tasks
• Financial independence
• National curricula and VET policy vs local needs and policy
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Output focus
• From input factors to learning results
• Measuring and evaluatingeffectiveness and results ofVET
• Quality assurance systems and benchmarks
• Outcome-based curricula and assessment procedures
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Accountability and customer freedom
• Training vouchers and othermeasures to liberate learners and give them the freedom to choosebetween providers: the creation ofan education market
• Transparency and accountabilityof the use of public funds: New Public Management principles
• From education to skills development
• Breakdown of trust culture
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Power sharing with social partners
Great variation in Europe
• Scandinavia, Germany, Austria: formalised systems of socialpartnerships with employer and employee associations
• UK: informal voluntary partnership
• ‘New’ member states: Increasingpartnerships (EE, LU, CZ, HU) or little/weak development (MT, SK, BG)
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Leadership trends – and challenges
• Increased administrative work load
• Lack of sufficient/relevant training
• Performance-based salary and fixed-term contracts (NPM)
• Increased external networking and less pedagogical day-to-dayleadership
• Increased amount of negotiations, marketing, legal issues
• Increased planning, documentationand reporting
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
Leadership opportunities• Increased school autonomy
• Better quality monitoring
• Learner-centred approaches
• Greater diversity
• More room for experimenting and learning
• Budgetary independence
• Room for visible, courageousleadership
• Room for delegated and transformational leadership
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014
My contact details
Grethe Haugøy
grh@imdi.no
0047 46446595
EUproVET: EULIVET project conference, Alkmaar 16-17 June 2014