CEDEFOP STUDY:
Quality approaches in vocational education and training
(VET) in European small and medium enterprises:
the case of four sectors in three Member States
- The German National Report -
Sylvana Berger
Ulrike Haimerl
Peter Littig
Gerald Thiel
DEKRA Akademie GmbH
Handwerkstraße 15
D-70565 Stuttgart
Tel: +49 711 7861 2965
Fax: +49 711 7861 2655
1
Table of Contents
Executive Summary
1. Introduction and Methodology
1.1 Introduction
1.2 Methodology
2. Sectoral profiles and the training situation
2.1 Introductory remarks
2.2 Sectoral profiles
2.3 The training situation
3. Consolidated sectoral Reports
3.1 Introductory remarks
3.2 Food and Beverages sector
3.3 Retail sector
3.4 Hotel, tourism and catering sector
4. Quality Approaches in small firms’ VET : Sectors’ similarities /
differences and interpretation
5. Summary of findings, conclusions and recommendations
APPENDICES
A. Sources of further information
B. Bibliography
C. Sectoral profiles – Statistics
D. Organisations and firms contacted
2
1. Introduction and Methodology
1.1 Introduction
This report, dealing with the situation in Germany, is the contribution of the DEKRA
Akademie to the study Quality approaches in vocational education and training
(VET) in European small and medium enterprises: the case of four sectors in three
Member States. It was written mainly by Peter Littig and Gerald Thiel, Ulrike
Haimerl delivered contributions to chapter 2.2.1 (Food and Beverages sector) and to
chapter 2.2.3 (Hotel, tourism and catering sector), Sylvana Berger carried out the
primary research (interviews).
1.2 Methodology
In order to achieve comparable results, research had to follow common principles in
all three countries which meant that investigations carried out in Germany had to be
based on agreements made at the beginning of project work, prepared by the
coordinator Prof. Joesph Hassid. These procedures provided:



Desktop research resp. data collection intended to get background information
about the situation in the investigated sectors
Primary research addressed to relevant training providers, associations, and
enterprises, based on two questionnaires agreed by the partners at the
beginning of project work
Recommendations derived from the findings of the investigations
Country-specific methodological issues could only arise during research itself when
interim results made it sensible to pay particular attention of circumstances which
appeared more and more typical for the situation in the country. From the experience
made with interviews and desktop research in the first phase of the study, it could be
said that this concerned mainly the fact that the public system of vocational training,
in particular the dual system of initial training, delivers an umbrella under which the
majority of SMEs is able to organize their human resources development. Therefore it
seemed promising to scrutinize the circumstances more in detail.
3
2. Sectoral profiles and the training situation
2.1 Introductory remarks
Background information of each one of the three described sectors is presented in
this chapter, containing information on historical, structural and economic issues with
emphasis on the labour force situation in each sector.
A respective overview of the situation prevailing in the VET providers’ market is
added, giving information about training practices, institutional arrangements and the
agents operating in the market.
2.2 Sectoral profiles
2.2.1 Food and Beverages sector
Definition Food Sector
Agriculture and food production can be considered one of the oldest working areas of
mankind – in former times for self-sufficiency, today as a big factor in worldwide
economics.
The food sector comprises all enterprises dealing with the production of food, raw
material as well as manufactured food. Looking at the food sector means looking at
the agricultural side and at the producing side: from dairy products, meat and meat
products, sugar and sugar products, fruit and vegetables, alcoholic and non-alcoholic
beverages, bakery products and cereal products, oils and fats to coffee, tea and eggs.
For the purpose of this study, the main focus lies on food and beverage production
covered by NACE 15. The number of small enterprises in Germany, working in this
area, is rather limited, and as far as their training requirements are concerned, they
often rely on their associations in the area of wine-growing, brewery, and mills. These
relatively small associations, on the other hand, carry out their activities under the
umbrella of bigger associations covering the whole agricultural sector, and – in this
context – also the training needs of these enterprises.
Therefore it makes sense to consider in a wider sense the whole sector of agro food
production.
Structure of the Sector
In Germany about 530 000 employees work in 5 900 enterprises. Despite declining
numbers, the food sector still is one of the biggest sectors in Germany.
4
Enterprises
Enterprises
Employees
Source: Statistisches Bundesamt; BVE calculations
Within the sector a turnover of about 130 billion € is gained. After a slight fall in 2002
turnover continues to grow.
135
130
125
120
115
110
105
1998
1999
2000
2001
2002
2003
2004
The Development of Sectoral Turnover in the Agro Food Production (in billion €)
Source: Statistisches Bundesamt
Most of the turnover is generated by meat and meat products, dairy products,
alcoholic beverages, sweets and bakery products with long shelf-life and bakery
products. One fifth of the turnover is earned abroad.
5
2005
Import
Export
Dairy procucts
Meat & meat procucts
Fruit & vegetables
Sugar & sugar products
Alcoholic beverages
Baker‘s ware & cereal products
Fish & fish products
Oils & fats
Coffee, tea, mate
Eggs
Source: Statistisches Bundesamt; BVE calculations, 2005
Sectoral Employers' Organizations and Workers' Unions
In the food sector in Germany – like in most other sectors – there are many
organisations that represent the sector’s interests.
The most important organisations:
 Deutscher Bauernverband (German Association of Farmers): Members are
farmers’ associations at Länder level. The association stands for the political
interests of farmers.
 Verband der Landwirtschaftskammern - VLK (Association of chambers of
agriculture): Members are chambers of agriculture working at Länder level.
This association deals with („official“) consultancy and vocational training.
 Deutsche Landwirtschaftsgesellschaft – DLG (German Society of
Agriculture): Members are farmers and enterprises belonging to sectors
assigned to agriculture and food production. This organisation intends to
promote progress in agriculture and food production.
 Bundesverband der Lohnunternehmen – BLU (Federal Association of Agro
Service Enterprises): Members are enterprises delivering agro-specific
services (e.g. planting, fertilizing) to private and public clients in the area. This
association has made successful efforts to create a new job profile (Agro
Service Specialist – Fachkraft Agrarservice) which has now become a part of
the publicly recognised job profiles (Ausbildungsberufe).
 Centrale Marketing-Gesellschaft der deutschen Agrarwirtschaft mbH –
CMA (Central Marketing Association of German Agriculture)1
 The trade union Nahrung, Genuss, Gaststätten - NGG (food, semi-luxury,
restaurants) is considered the oldest German trade union as one of her
forerunners was the Allgemeine Deutsche Cigarrenarbeiter-Verein (General
German cigars workers’ union), founded in 1865. The union encompasses
about 216 000 members and is organised at district, regional, and federal level.
 The trade union IG Bauen, Agro, Umwelt
(Construction, Agro,
Environment).
Associations dealing with agro food production in the sense of NACE 15:
1
Further information please see chapter 5
6



Verband Deutscher Mühlen (Association of German Mills): About 750
members, 3 member organisations at regional level
Deutscher Brauerbund (Association of German Brewers): 7 member
organisations at regional level
Deutscher Weinbauverband (Association of German Wine-growers): 13
member organisations at regional/local level)
Challenges for the Food Sector
The acting conditions for the food sector are changing permanently and rapidly.
Structural change, increasing competition, globalisation, new technologies, sociopolitical discussions are of big influence.
Internationalisation
Germany with its high population number and big purchasing power is one of the
most competitive markets within the EU, mainly in the food sector. Many partner
countries are putting high efforts to market their products in Germany. The goal of the
„Central Marketing Association of German Agriculture” (CMA, Centrale MarketingGesellschaft der deutschen Agrarwirtschaft mbH) is to increase sales of German
products by developing markets not only within Germany but abroad and to
strengthen the position of German products against foreign products.
Ensuring quality
Measuring and assuring quality is one of the essential tasks for the food-producing
industry, not only due to the recent food scandals in Germany, but also with regards to
the development of new products.
Price development
The development of the spendings for food is far behind the development of the cost
of living. Until the late 90s it was slightly lower but still developing parallel to the
living costs. A big drop between 1989 and 2000 was followed by a high rise in 2001,
after which the price index for foods remained quite stable while the index for living
costs grew continuously.
7
Index cost
of living
Index foods and non alcoholics
Source: Statistisches Bundesamt; BVE calculations;
index value based on 1995 = 100
2.2.2.Retail sector
A Brief Historical Note
As everywhere, retail has been playing a crucial role for economy for thousands of
years. At least at first sight, the character of retail has not considerably changed within
the major part of this time in terms of size, methods, and structure. Only in the second
half of the 19th century, as a consequence of the industrial revolution, rapid
developments began, leading to a totally different character of retail in Germany. Here
are some data which might, to a certain extent, illustrate the process which led to the
current status:
 First department stores were founded at the end of the 19th century
 At the same time, first consumer co-operatives came up, and enterprises began
to expand their activities by setting up branches.
 Law concerning repayment (“Gesetz betreffend die Abzahlungsgeschäfte“)
was issued in 1894
 Advertising developed as an instrument of supporting sales at the beginning of
the 20th century.
 Limitation of opening times was determined by law in 1919.
 Self service was introduced by large enterprises in the fifties.
 First discounters appeared in the sixties.
 The seventies saw the first self-service department stores
 E-commerce came up in the nineties.
Structure of the Sector
As main areas (in turn divisible in more specific sub-sectors) can be considered:

Health and food retail

Fabrics, clothing, and personal equipment
8

Office, fittings and furnishings, living

Technology2
The Sector’s Performance and Significance
With about 410.000 independent enterprises, 2,7 million employed people, and an
annual turnover of more than 500 billion €, retail is the third-biggest sector in
Germany (after industry and trade). Its contribution to the gross national product
comes to 4,4 %.
In spite of the ongoing process of concentration in the retail sector, there are still a lot
of independent medium-sized enterprises; 87 % of all enterprises even employ less
than 10 people. But in terms of turnover their importance is rather low in comparison
with large enterprises: The 20 biggest food retail enterprises do about 90 % of the
total worth of business in the food retail sector.
The sector has undergone important structural changes in the last years, mainly in
terms of new sales forms. Thus the contribution of discounters to the total turnover of
the sector is very high in comparison with other ways of sales, and is continuously
increasing, as the picture below shows:
86,1
93
90,3
87,1
85
83,4
Supermarkets and other food
markets
Self service department stores
Department stores
22,6
17,9
2000
26
18,1
2001
28,4
29
23,1
16,8
2002
16,2
2003
15,9
2004
23,6
15,4
2005
Fig.1 The Development of Stationary Retail According to Sales Types in billion €
(Source: Statistisches Bundesamt3)
Supermarkets belong mainly to discounters (Aldi, Lidl, Penny), and groups like Rewe
and Edeka. Important enterprises of the second category (self service department
stores) are Schwarz-Gruppe, Metro, again Rewe and Edeka. Main players of the third
category (department stores) are Metro and KarstadtQuelle.
2
This structuring follows the description of sub-sector oriented associations provided by the
Zentralverband des Deutschen Einzelhandels (see below)
3
Statistisches Bundesamt is the federal governmental institution for collecting statistics.
9
Apart from developments reflected in Fig.1, ongoing processes in the area of mail
order selling are important.
20,0
17,6
17,9
18,5
17,9
17,3
16,9
15,0
Mail order retail
10,0
5,0
3,6
2,7
1,8
1,0
4,9
6,1
of which online retail
0,0
2000
2001
2002
2003
2004
2005
Fig.2 The Development of Mail Order Selling in billion € (Source: Statistisches Bundesamt)
As the diagram shows, the turnover of online retail has steadily grown within the last
years, whereas mail order selling as such has reduced.
Labour Force Issues
The table below gives an overview of the developments having taken place since
1999. Reference year is 2000. The difference between people “committed to pay
national insurance fees” and those who are not plays a role since this obligation does
not exist for those who do not get more than 400 € per month (as at 2005).
Year Employed
at 09/30
Of which
Full time
Part time
In
000.
In % In
000
In % In
000.
2.555
2.553
2.564
2.455
2.411
2.459
2.464
100,1
100,0
100,4
96,2
94,4
96,3
96,5
99,7
100,0
97,1
91,9
87,9
84,3
82,3
1999
2000
2001
2002
2003
2004
2005
1.418
1.423
1.382
1.308
1.250
1.200
1.171
1.137
1.130
1.182
1.147
1.161
1.259
1.293
Of which
Work time
volume
Committed Not
to pay
committed
national
insurance
fees
In % In
In % In
In % In
In %
000.
000.
000000
Hours
100,6 583 99,1 554 102,1 3.232 99,7
100,0 588 100,0 542 100,0 3.241 100,0
104,6 618 105,1 564 104,0 3.201 98,8
101,5 491 83,5 656 121,1 2.942 90,8
102,2 486 82,6 675 124,6 2.838 87,6
110,9 546 92,8 713 131,6 2.827 87,2
113,9 580 98,6 713 131,6 2.814 86,8
Fig.3 The Development of Employment and Work Time Volume (Sources: Statistisches Bundesamt,
Bundesagentur für Arbeit4
As can be seen from the table, a considerable reduction of work time volume has
taken place in the last years, and the proportion between full time employment and
part time employment has changed considerably: Whereas in 1999 the majority of
4
Bundesagentur für Arbeit is the federal labour authority.
10
work hours (1 418 000) was allotted to full employment (compared to 1 137 000 work
hours allotted to part time employment), the focus has now shifted to part time
employment (1 293 000 hours in comparison with 1 171 000 hours assigned to full
employment). It is also significant that the percentage of work carried out by people
not committed to pay national insurance fees (i.e. earning less than 400 € a month)
has enormously increased.
Sectoral Employers' Organizations and Workers' Unions
For more than 80 years the Hauptverband des Deutschen Einzelhandels (HDE) has
been the leading association for retail. This organisation stands up for the interests of
entrepreneurs of the whole retail sector, and has about 100 000 member enterprises of
all sub-sectors, sites and sizes. The total turnover of all member enterprises is about
250 billion € per year.
With 14 regional associations addressing political issues arising at Länder level
(Landesverbände) who are in turn organised in bodies working at district level
(Bezirksverbände), the needs of retail enterprises are covered all over Germany.
Activities of this network are supplemented by initiatives of 27 associations oriented
to sub-sectors, working at federal level (Bundesfachverbände), e.g. the Federal
Association of Leather Articles Retail (Bundesverband des Deutschen LederwarenEinzelhandels)., the Federal Association of Fittings and Furnishing Retail
(Bundesverband des Deutschen Möbel- und Einrichtungsfachhandels - BVDM), the
Federal Association of Toy Retail (Bundesverband des Spielwaren-Einzelhandels BVS), or the Federal Association of Fabrics Retail (Bundesverband des Deutschen
Textileinzelhandels - BTE). .Landesverbände as well as Fachverbände are members of
the HDE, thus facilitating concerted action at various political levels, and providing
common services for all kinds of members.
Training and education are important issues for the above mentioned associations,
which is reflected in a considerable number of training centres (Bildungszentren)
established by the regional associations, and technical colleges (Fachschulen) set up
by the sub-sector oriented associations5
Apart from the HDE there is another federal association of retail enterprises: The
Federal Working Group of Medium and Large Sized Retail Firms
(Bundesarbeitsgemeinschaft der Mittel- und Großbetriebe des Einzelhandels - BAG).
This association encompasses 16 regional associations (Landesverbände). About
2 200 retail enterprises are members of the BAG, of which 1 100 are medium-sized or
members of an enterprise group, about 1 100 are specialist shops of various branches.
In order to do a first step towards the creation of a common retail association at
federal level (which shall be achieved up to 2010 the latest), BAG has now become a
member of HDE, and two BAG representatives have become members of the HDE
committee.
Its
approximately
2,4
million
members
make
the
Vereinte
Dienstleistungsgewerkschaft -ver.di (United Service Trade Union), one of the largest
independent, individual trade unions in the world. As a multi-service trade union this
organisation looks after people employed in over 1000 different trades and
5
See „Overview of training in the retail sector“
11
professions, among them all people working in the retail sector. The trade union is
organised at local, district, regional, and federal level, and works within 13 sectororiented areas. Training and education plays also an important role for ver.di; experts
in the field take care of these issues, and there are special programmes for the retail
sector.
12
Government policies towards the sector
Government policies with regard to retail takes place in the area of tension of interest
groups in a way that a clear assignment of diverging positions to parties cannot be
observed. The main subject of political discussion related to retail within the last years
delivers a good example: Since 1996 law ruling closing time has been considerably
liberalised; whereas up to then all shops had to be closed at 18.30 from Monday to
Friday and at 14.00 on Saturday, shops can now be open up to 20.00 at every
workday. But there are suggestions under discussion which exceed these regulations:
Intending to increase turnover, which has not met the expectations within the last
years, a lot of large enterprises demand further liberalisation, including opening times
on Sundays. Not only the employees’ interests conflict with these demands, but also
the interests of smaller enterprises, who are not able keep up with competition by
opening their shops long hours.
As a consequence of this public discussion, new regulations for closing time, after the
recently carried out “federalism reform” belonging to the domain of Länder
legislation, can be expected in the near future, differing from Land to Land. Some
preliminary decisions illustrate how confusing the political landscape looks like if
closing time becomes an issue: When votes had to be taken within the parliamentary
party of the ruling “industry-friendly” Bavarian CSU, a common statement could not
be achieved; Berlin’s red/red coalition, however, announced that they are willing to
liberalize law to a maximum extent.
Challenges and chances in the Retail Sector
 Reduced consumption, together with increasing costs, has intensified pressure
of rationalization; the contribution of the retail sector to private consumption
has been decreasing since years.
 Growing commercial areas are aggravating competition in the retail sector
which is more and more becoming a competition between locations.
 Online trade has become a serious challenge for stationary trade.
 Internationalisation of trade is enhancing performance and quality of supply
and distribution; there are more options for salesmen and clients.
 Discount trade is increasing, not only in the food sector: Discount oriented
sales concepts have achieved nearly the same market share as service oriented
concepts.
 “Client structures” are changing: The number of single households is
increasing, as well as the number of third age people.
 New technologies are still penetrating retail, thereby optimising work
processes.
 Due to these developments, the demand for executives is increasing.
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2.2.3
Hotel, tourism and catering sector
The tourism sector can hardly be separated from the hotel and catering sector. In
general hotels and catering houses are part of the tourism sector. All reports mix the
two branches, even the organisations and associations don’t distinguish them clearly.
In the following report, chapter A describes tourism as a “travelling sector” that also
covers aspects of the hotel sector, chapter B focusses on gastronomy and – with some
side aspects - also hotels. We keep this structuring in all chapters, in particular, as
some differences between the sub-sectors can be observed.
A. Tourism
A Brief History of Tourism
Mankind has been travelling for thousands of years, but the reasons for the journeys
were quite different from today’s: In general, the travellers were traders or pilgrims,
some were travelling for cultural or educational reasons. With the 19th century the
middle class discovered travelling as a leisure time activity, supported by the
development of the railway; first sporting and hiking clubs and associations to
organise youth travel were founded. At the beginning of the 20th century, 200
“Verkehrs- und Verschönerungsvereine” (associations for traffic and embellishment)
were registered in Germany, which can be considered the first traces of mass tourism.
From the start, tourism in Germany was highly organised: Regional clubs and national
associations aimed at entertaining travellers, improving travelling conditions and
developing marketing for cities and regions.
Tourism as we know it now developed after World War II. In 1947 the “Bund
Deutscher Verkehrsverbände” (organisation of German traffic associations) was
founded – later called Deutscher Fremdenverkehrsverband, DFV, then Deutscher
Tourismusverband – a central institution to promote Germany in foreign countries as
an interesting destination and to develop touristic infrastructure. Meanwhile, 4.000
cities are member of tourism organisations, more than 6.000 museums, over 300
theatres, 34 entertainment parks, 122 national parks and reservations, 190.000 km of
hiking trails and 40.000 km of biking trails are available to tourists.
In the fifties Germans began to travel, first mainly within Germany, later they
discovered Italy, Spain and Austria – still the preferred destinations, besides
Germany. Especially the last 30 years travelling activities of the Germans rose from
24 % in 1954 up to 66,8 % in 1989 and reached 73,6 % in 2006. The reason for this
development is a big change in living conditions. Leisure time increased enormously:
from 1,5 hours of leisure time on working days up to 4,1 hours, from 1,5 days’
weekends to 2 days’ weekends, from 9 days annual holidays up to 31 days.
Facts & Numbers
Tourism is one of the biggest industries worldwide: In 1997, a turnover of more than
35 billion $ was generated, consuming 11 % of consumers’ spendings in the western
world. About 100 million people worldwide work in tourism.
14
In 2004 tourism in Germany generated 140 billion € turnover, 2.8 million people
worked in tourism (compared e.g. with car industry: 226 billion €, 0.773 million
people), 8 % of all working people in Germany.
Incoming Tourism
In 2005 hosting, gastronomy and camping developed better than in the four years
before.
116 million guests spent 339 million nights in 54.166 houses.
Where do the guests come from? (2004)
Country
Germany
Foreign countries, of which:
- Netherlands
- United States
- Great Britain
- Switzerland
- Italy
- France
- Belgium
- Austria
- Denmark
- Sweden
- Japan
- Spain
overnight
%
stays (mill)
293.4
86.8
45.4
13.2
8.0
9.5
4.3
9.5
3.8
8.3
2.9
6.4
2.5
5.5
2.0
4.3
1.9
4.2
1.9
4.2
1.6
3.5
1.4
3.0
1.3
2.8
1.2
2.7
Source: Statistisches Bundesamt, Deutsche Zentrale für Tourismus
Outgoing Tourism
In 2004 the Germans made 274 million journeys, 73 % of them within Germany. 1.4
billion overnight stays were booked, 120 billion € were spent, 61.4 billion of them for
trips abroad.
Development: In 2006 travel agencies and organizers were not as happy, since the
hosting industry (turnaround and profit decreased). On the other hand, agencies which
organise bus tours were able to improve their results.
B. Hotels and Catering
The hotel sub-sector consists of classic hotels (hotels, hotel garni etc.) and other
hosting houses (holiday camps, holiday apartments etc.), the catering sub-sector
consists of restaurants and bars, caterings services, system gastronomy and canteens
The hotel and catering sector also is well organized, the central association is the
“German hotel and guesthouse association” (Deutscher Hotel- und
Gaststättenverband, DEHOGA) with 75 000 members.
15
Facts & Numbers
The German hotel and catering sector is influenced by the economic development in
general: After 4 difficult years, in which turnover and results fell continuously, the
central organisation DEHOGA is optimistic and expects an increase in turnover of 1.5
% for 2006 (compared with -2.1 % in 2004) – not only due to the big success of the
football world championship this year and a hot summer!
1 million people working in the hotel and catering sector and 100.000 apprentices
generate a turnover of 55.5 Billion € in 245.000 hosting and catering enterprises, the
biggest part of it in the catering sector.
catering sector
(restaurants,
bars etc.)
58%
cantines and
catering
services
8%
hosting sector
(hotels etc.)
34%
Trends
Hosting houses 6
The hosting sector is suffering from overcapacity: Every night one million beds do
not get booked! The only exception are branded hotels (such as hotel groups with an
overall strategy) which experience a notable growth. Today there are 123 hotel groups
with 3.740 houses acting on the German market. Globalisation also leaves its traces:
A rising number of international hotel groups enter the market.
Another increasing market will be city tourism – for private as well as for business
travellers
Catering houses
Surviving in this sector requires a well defined profile. One big winner is the so called
system gastronomy, distinguished by a standardized concept that can be easily
multiplied. Within the food sector they are the only ones generating increasing
revenues (2004 and 2005). This type of gastronomy stands at the crossing of traffic,
work, shopping and free time and offers time saving, fun and entertainment.
Other trends will be wellness, health and ethno food on the one hand, on the other
hand regional specialties will experience a renaissance.
The attitude towards canteens will change – people more and more expect high
quality gastronomy rather than simple feeding.
6
Number of overnight stays see chapter 1.2
16
2.3 The training situation
2.3.1
Food and Beverages sector
Based on publicly recognized job profiles, vocational training is provided in the
framework of the dual system of initial vocational training as well as outside. At the
level of initial training, 13 profiles are available, such as gardener, specialist in dairy
production, preserve hunter, etc. As in the field of handicrafts, advanced training
leading to a master degree (Landwirtschaftsmeister) is possible, and even a higher
degree can be achieved: Agrarbetriebswirt (which does – as the Betriebswirt IHK not denote a graduate having finished academic studies as the title might suggest).
This training is mainly delivered by training institutions founded by chambers of
agriculture at Länder level (Berufskollegs), and within the dual system of vocational
training, where initial training is carried out with the participation of public authorities
and enterprises, leading to a certificate of the Chamber of Agriculture
(Landwirtschaftskammer). Thus, unlike the retail sector, the agro-food sector
experiences a concentration of training and examination (on behalf of the state) in the
hand of a “semi-public” organization.
Especially initial training within the dual system delivers a good (and relatively costsaving) opportunity for SMEs to carry out their human resources development.
Quality is not considered an urgent issue as this training is based on publicly
recognized job profiles from which publicly recognized curricula are derived, and
training leads to a publicly recognized certificate. This is also true for advanced
training where the situation is more or less the same.
Only a limited number of SME’s training activities are carried out outside this
structure, but they are becoming more and more and important. They mainly refer to
legal regulations ; but also to subjects as increase in productivity, enterprise
development. Target groups are owners, administrative and clerical personnel.
Training is mostly delivered by colleges founded by chambers of agriculture. As for
quality assurance, the training institutions mainly rely on participants’ feedback
questionnaires and word of mouth.
The impact of training is considered high by the participants: Since legal issues in this
business are vital to SMEs to keep their license, this training is becoming more and
more a crucial factor for survival.
Apart from initial training which partially is carried out on the job, training is mostly
carried in the framework of open seminars.
2.3.2
Retail sector
Based on publicly recognized job profiles, vocational training is provided in the
framework of the dual system of initial vocational training as well as outside. At the
level of initial training, the most relevant profiles are Verkäufer/-in (Shop assistant)
and Kaufmann/Kauffrau im Einzelhandel (Retail Management Assistant). Building on
that, advanced training is derived from job profiles defined for three higher levels:
17
Fachberater/-in Vertrieb (Technical Consultant for Sales), Handelsfachwirt/-in resp.
Handelsassistent/-in (Senior Trade Specialist resp. Senior Retail Specialist), and
Betriebswirt IHK (which is not a graduate having finished academic studies as the
title might suggest; the abbreviation “IHK” refers to the recognition by the Chamber
of Commerce and Industry).
This training is delivered by training institutions founded by regional retail
associations assembled in the HDE (Bildungszentren des Einzelhandels) , by technical
colleges (Fachschulen) founded by sub-sector oriented associations (Fachverbände),
by independent training providers, and within the dual system of vocational training.
Initial training is carried out with the participation of public authorities and
enterprises, leading to a certificate of the Chamber of Commerce and Industry
(Industrie- und Handelskammer – IHK), who carries out examinations on behalf of
the state, with the help of examiners also coming from the trade union and training
providers’ side.
Especially initial training within the dual system delivers a good (and relatively costsaving) opportunity for SMEs to carry out their human resources development.
Quality is not considered an urgent issue as this training is based on publicly
recognized curricula, deriving from publicly recognized job profiles, and training
leads to a publicly recognized certificate. This is also true for advanced training where
the situation is more or less the same.
Only a limited number of SME’s training activities are carried out outside this
structure. The main topics of interest cover ICT, Controlling, social competences (as
leadership skills, communication skills, customer orientation). Target groups are
owners, administrative and clerical personnel, skilled workers, and the trainings are
delivered by training providers of various origin. On the providers’ end, quality in
training is measured through participants’ feedback questionnaires. Another indicator
for a recognized standard in their training are official certificates delivered by training
providers (They mainly have got their reputation from involvement in publicly
recognized training.)
Within these training activities, tailor-made training plays an increasing role.
The impact of this kind of training is considered high by the participants: For
employees it delivers milestones on their career paths, for enterprises it sometimes
ensures survival in competition.
Apart from initial training which is partially carried out on the job, and apart from
tailor-made training (in-house training), training is mostly carried in the framework of
open seminars.
2.3.3
Hotel, tourism and catering sector
A. Tourism
As in other sectors (e.g. retail), training offers are linked to publicly recognized
profiles, and is carried out in the framework of initial training of the dual system as
well as in seminars used for advanced training, e.g. for the Tourismusfachwirt (Senior
18
Tourism Manager). This kind of training is mostly offered by independent training
providers.
The above mentioned DSFT does only peripherally deal with training related to public
recognition. Based on the above mentioned training needs’ analysis, this institute
delivers training of high topicality, and figures of turn-over clearly show that this is
highly appreciated by participants, mostly coming from SMEs of the sector.
In comparison with other sectors, thus non-institutionalized, directly demand-driven
training plays a bigger role as an instrument of human resources development of
SMEs.
Target groups of training are owners, administrative and clerical personnel, skilled
workers, but also “unskilled workers” coming from other sectors, with a relatively
high command of abilities not directly oriented to tourism.
The impact of this kind of training is considered high by the participants: It offers
opportunities to take over higher responsibilities in a fast changing sector.
Apart from initial training which partially is carried out on the job, training is mostly
carried in the framework of open seminars.
B. Hotels and Catering
Based on publicly recognized job profiles, vocational training is provided in the
framework of the dual system of initial vocational training as well as outside. At the
level of initial training, the most relevant profiles are Koch/Köchin,
Restaurantfachmann/-frau, Hotelfachmann/-frau, Hotelkaufmann/-frau, Fachmann/frau für Systemgastronomie, Fachkraft im Gastgewerbe Building on that, advanced
training is derived from job profiles defined for higher levels, especially the master
level and the Betriebswirt (which is not a graduate having finished academic studies
as the title might suggest).
Training is delivered by numerous schools i.e specialized technical colleges
(Hotelfachschulen), even by universities of applied science (Fachhochschulen), and
within the dual system of vocational training. Initial training is carried out with the
participation of public vocational schools and enterprises, leading to a certificate of
the Chamber of Commerce and Industry (Industrie- und Handelskammer – IHK), who
carries out examinations on behalf of the state, with the help of examiners also
coming from the trade union and training providers’ side.
Especially initial training within the dual system delivers a good (and relatively costsaving) opportunity for SMEs to carry out their human resources development.
Quality is not considered an urgent issue as this training is based on publicly
recognized curricula derived from publicly recognized job profiles, and training leads
to a publicly recognized certificate. This is also true for advanced training where the
situation is more or less the same.
19
Only a limited number of SME’s training activities are carried out outside this
structure. They mainly refer to the use of specific software programmes, foreign
language courses, sector specific marketing; target groups are mainly owners and their
family members, as well as skilled workers. Training is delivered by training
providers of various origins. Quality assurance is mainly achieved by feedback
questionnaires and certificates delivered by training providers (They mainly have got
their reputation from involvement in publicly recognized training.)
The impact of this kind of training is considered high: SMEs have realized that human
resources development is an instrument for binding personnel and valuable know-how
and, thus, proves to be excellent return on investment. On the other hand, it has a
considerable impact on customer relationship (guests want familiar faces).
Apart from initial training which partially is carried out on the job, training is mostly
carried in the framework of open seminars.
20
3
Consolidated sectoral Reports
3.2 Food and Beverages sector
3.2.1
The sector’s training needs
Recruitment problems do not exist in this sector.
There is a constant need for updated knowledge/skills, since regulations/laws in the
sector change continuously. Sectoral associations shape these needs based on
observing the market and latest legal developments.
On the other hand, training needs in SMEs are often identified by the
owners/managers who are constantly in close contact with their employees. To some
extent the employees themselves approach their bosses with suggestions for trainings.
This is transferred into a steadily ongoing communication process between
associations and enterprises being their members: Identification of training needs is –
as in other sectors - mainly undertaken within associations whose members are big
enterprises and SMEs as well. The most important associations of the German food
production sector are Bundesvereinigung der Deutschen Ernährungsindustrie
(Federal Association of German Food Industry), Deutscher Bauernverband (German
Association of Farmers): standing for the political interests of farmers. Deutscher
Raiffeisenverband: (rural co-operatives), Deutsche Landwirtschaftsgesellschaft –
DLG (German Society of Agriculture), especially dealing with .progress in agriculture
and food production, .Bundesverband der Lohnunternehmen (Federal Association of
Agroservice Enterprises), and Verband der Landwirtschaftskammern.- VLK
(Association of chambers of agriculture): Members are chambers of agriculture
working at Länder level. This association deals with („official“) training consultancy
and vocational training.
As a social partner involved in the process of setting up publicly recognized job
profiles by law, this organization of chambers takes part in the network of
stakeholders in the relevant area, and transfers into stakeholders’ discussions training
needs which were formulated within internal discussions of the associations by the
member enterprises.
At local level, these chambers, comparable to chambers of commerce and industry in
other sectors, frequently take up the ideas of enterprises coming up on the basis of
market observation which is facilitated by the fact that agro-enterprises are legally
obliged to be members of the chambers.
On behalf of employees, the trade unions Nahrung, Genuss, Gaststätten - NGG (food,
semi-luxury, restaurants) and IG Bauen, Agrar, Umwelt (construction, agro,
environment) as social partners also take part in the above mentioned discussions, but
not equipped with personal resources as ver.di in the retail sector.
These organisations, in particular VLK, have groups of experts in vocational training
research and development at their disposal, who collaborate continuously with experts
21
of the Bundesinstitut of Berufsbildung – BIBB (Federal Institute of Vocational
Training) who have to define new job profiles by law. With regard to the specific job
profiles of brewery, wine-growing, and mills this conceptional work is done together
with the above mentioned associations Verband Deutscher Mühlen, Deutscher
Brauerbund, Deutscher Weinbauverband.
In collaboration with experts and public servants of the ministry of education and
research resp. the equivalents of this ministry at Länder level, the above mentioned
organisations seem to cover also the upcoming training needs of SMEs, since no
activities from their side can be observed which could be considered to be oriented
specifically to their training needs.
Most important factors creating training needs are EU directives, national laws, new
technology, new products, and increasing competition.
As in the other investigated sectors, quality enhancement of training is not considered
a specific issue in terms of the chain of goals setting, implementation of training,
evaluation, change management (incorporation of evaluation results).
3.2.2
SME’s training practices and QA approaches
Main target groups of training delivered by training providers are owners of small
enterprises and their administrative and clerical personnel, having to comply with the
current legal issues in the sector.
These training programmes are mostly prepared by sector experts and training
providers. Tailor-made training is rare, identification of training needs based on
questioning of SMEs does not take place.
A rather limited number of employees, up to 25%, regularly participate in training
programmes. Human resources development seems to be considered an issue, but is
not often put into practice. Training mostly takes place in the framework of open
seminars, organized by training institutions of the associations, but also training of
technology suppliers plays a certain role. Even university departments are involved in
training activities.
As a rule, selection of training providers is not a big issue, since only a limited
number of providers cover the specific training needs of SMEs working in this sector.
Criteria of content selection are relevance, methods, and suitability of implied
arrangements.
Although quality of training is generally considered an important issue, this has no
consequences in terms of certification of training and implementation of quality
assurance methods.
The impact of training on the performance of the business is generally considered
positive; it seems that measuring this impact is relatively easy as training is normally
only initiated from the side of SMEs if enterprises have to meet clearly defined legal
or technical requirements.
22
Quality assurance is mostly limited to the participants’ feedback after the end of
training courses.
Training as regards to current contents and methods is desired and supported, but
specific initiatives from the associations’ and training providers cannot be observed.
3.2.3
The representative organizations, training providers’ and
small firms’ views
Since legal issues in this business are vital to SMEs to keep their license, training is a
crucial factor for survival.
This does not imply the need for special training provisions for certain categories of
personnel (as immigrants, women with children).
Awareness to training programmes offered by training providers mostly arises on the
basis of mailing actions of associations and their training institutions. Enterprises are
mostly content or even very content with courses delivered by these public/semipublic
institutions and the training services technical suppliers offer.
There is no formal participation of employees in training needs identification and
programmes evaluation foreseen. Trade unions play a role at the level described under
2.3 and in the framework of examination boards dedicated to initial training exams.
3.2.4
Government policies for SMEs’ training
Preliminary remark: What is said below for the food sector, is also true for the other
investigated sectors: There are no sector specific government policies for SMEs’
training.
There is no clearly profiled governmental policy taking in account the specific
necessities of SMEs regarding training. These are considered by the above mentioned
players in the course of their investigations and suggestions as far as they appear more
or less by chance due to the specific nature of a sector. In general, it is understood that
these requirement can be met by existing training offers not particularly addressed to
SMEs.
There are some incentives offered by the state for the training of employees. They are
not specifically addressed to sectors:



Law for Advancement Further Training (Aufstiegsfortbildungsgesetz): This
law provides funding instruments for those who have finished initial training
successfully (or have achieved a comparable qualification), and want to use
further training in order to make progress on the career ladder, possibly even
intending to found an own enterprise.
Some funding programmes of the Länder addressed to SMEs (application
procedures are considered as rather bureaucratic).
Funding programmes for additional training for apprentices (referring to
social competences).
23

Bildungsscheck NRW: The government of Nordrhein-Westfalen takes over
50% of the costs of further training of employees of SMEs who have not
taken part in further training for two years.
However, these incentives are not well known to SMEs.
24
3.3 Retail sector
3.3.1
The sector’s training needs
It seems to be not very easy to get skilled personnel for specific products in niche subsectors which require some very specific knowledge (e.g. for golf equipment). At a
more generic level, recruitment of middle management personnel is also difficult.
In SMEs there are good opportunities to identify training needs „on the spot“ since
collaboration between owners (resp. managers) and employees is close. Nevertheless,
contribution of SMEs to the definition of training needs at a generic level is poor; if
they do contribute, they do this in the framework of sector oriented associations (not
only consisting of SMEs) they are members of:
The most important association of the German retail is Hauptverband des Deutschen
Einzelhandels (Central Association of German Retail). As a social partner involved in
the process of setting up publicly recognized job profiles by law, this association takes
part in the network of stakeholders in the relevant area, and transfers into
stakeholders’ discussions training needs which were formulated within internal
discussions of the associations by the member enterprises.
At local level, chambers of commerce and industry frequently take up the ideas of
enterprises coming up on the basis of market observation which is facilitated by the
fact that enterprises are legally obliged to be members of the chambers.
On behalf of employees, Vereinte Dienstleistungsgewerkschaft -ver.di (United
Service Trade Union)one of the largest independent, individual trade unions in the
world, as a social partner also takes part in the above mentioned discussions,
formulating training needs from the employees’ side which normally means that the
entrepreneurs’ interests in the field are supported.
These organisations have groups of experts at their disposal, who are well-known in
the area of vocational training research and development, and who collaborate
continuously with experts of the Bundesinstitut of Berufsbildung – BIBB (Federal
Institute of Vocational Training) who have to define new job profiles by law.
In collaboration with experts and public servants of the ministry of education and
research resp. the equivalents of this ministry at Länder level, the above mentioned
organisations seem to cover also the upcoming training needs of SMEs since no
initiatives from their side can be observed which could be considered to be oriented
specifically to their training needs.
Main factors creating new training needs seem to be:



Legal regulations (EU directives, national laws). This is mostly
indicated by food retail enterprises.
New technology. This is mostly indicated by technology retail
enterprises.
Competition. This is indicated by all kinds of enterprises.
25
There are, of course, additional sources of identifying training needs: Although
human resources development in a strategic sense is normally not carried out in the
framework of small enterprises, and therefore no specific tools to define the training
needs exist, persons in charge of HR quesions (mostly the owners) are able to clarify
training needs by appearances as they are in continuous touch with their staff. It
depends strongly upon the kind of product these enterprises sell how far there specific
training needs can be encompassed by sectoral training requirements as described
above: The more enterprises sell niche products not covered by big enterprises, the
more competences achieved in the framework of public/private partnerships as
described appear as not sufficient.
As in the other investigated sectors, quality enhancement of training is not considered
a specific issue in terms of the chain of goals setting, implementation of training,
evaluation, change management (incorporation of evaluation results).(see above, 3.2.1
and below, 3.4.1)
3.3.2
SME’s training practices and QA approaches
Main target groups of training offered by training providers are owners and family
members, administrative and clerical personnel, skilled workers.
Training programmes are mostly prepared by associations’ and training providers’
experts, sometimes also tailor-made for interested enterprises.
Up to 25% of employees take part in training programmes every year; as in the other
investigated sectors, ca. 1% of the turnover is spent for the purpose of training.
Human resources development selectively takes place, but does not exist in terms of
strategy. Training is mostly carried out on the job, in-house training (classic type), and
in the framework of intercompany seminars, offered by private training institutions,
technology suppliers, and own trainers. In most cases training programmes are
considered useful (with the exception of some very specialized training which
sometimes does not meet exactly the very specific requirements of niche retail).
Training providers, easily identifiable in the environment of the “dual system
culture”, are selected with regard to relevance, cost, suitability of implied
arrangements. SMEs seem to be sufficiently satisfied by their services.
More and more SMEs realize the importance of implementing staff development
strategies and measuring their efficiency. But certification seems not to be a big issue
at this stage; transfer into everyday routine is supervised to a certain extent. Quality
assurance measure methods as such are not yet very popular for SMEs working in this
area. Therefore it does not surprise that this is also the case for quality assurance of
human resources development: The only applied method is participants’ feedback.
Apart from generic reflections (“Training is necessary to survive on the market”), no
specific observations of the impact of training on SMEs’ performance are expressed.
As a rule, the impact seems to be considered satisfying.
With regard to quality assurance exceeding the borders of publicly recognized
training, it should be taken in account that a lot of training measures are offered to
unemployed people by training providers mentioned above, and that these measures
26
are only funded by the labour authorities if training measures and training providers
themselves are certified on the basis of a legal regulation (Anerkennungs- und
Zulassungsverordnung für die Weiterbildung AZWV- Order to rule recognition and
authorization of providers and measures of further vocational training). If training
providers have undergone the certification process leading to this authorization, this is
normally considered a sign of reliability also for training outside the mentioned
measures.
Continuous training of trainers is, of course, welcomed, but only funded by a very
limited number of training providers.
3.3.3
The representative organizations, training providers’ and
small firms’ views
Training is considered to contribute to the survival of small firms in competition, at
the time enhancing the employees’ possibilities to follow their career paths.
Since relatively many women work in this sector, some training providers offer parttime courses for women on maternity leave.
As already mentioned above, training services are mostly seen as sufficiently
accessible and satisfactory.
Employees participate in training needs identification via their organizations (trade
unions) who play an active role in the process of defining job profiles and curricula,
based on legal provisions.
3.3.4
Government policies for SMEs’ training
There is no sector specific government policy for SMEs training (see 3.2.4).
27
3.4 Hotel, tourism and catering sector
3.4.1
The sector’s training needs
It depends upon the specific situation of the region. It becomes an issue in areas more
distant to city centers.
Since there is a well established tradition of initial training in this sector, normally
being adapted “on the spot” rather quickly to upcoming changes, additional training
needs are not as urgent as could be expected; they are limited to a small number of
topics. On the other hand, quick staff turnaround makes constant training essential
which ensures that training issues remain in the mind of people running hotels and
restaurants, thereby staying attentive with regard to training requirements which
possibly not can be met by spontaneous modification of training on the job.
This sector is fast moving and has to react constantly to new market developments.
There are a lot of associations who deal with tourism issues, contributing to set-up or
modification of public recognized job profiles as Reiseverkehrskaufmann/-kauffrau,
(Tourism Management Assistant), or Kaufmann/Kauffrau für Tourismus und Freizeit
(Management Assistant for Tourism and Leisure). The most important association of
the German hotel sector is Deutscher Hotel- und Gaststättenverband – DEHOGA
(German Association of Hotels and Restaurants) As a social partner involved in the
process of setting up publicly recognized job profiles by law, this association takes
part in the network of stakeholders in the relevant area, and transfers into
stakeholders’ discussions training needs which were formulated within internal
discussions of the associations by the member enterprises.
On behalf of employees, the trade union Nahrung, Genuss, Gaststätten - NGG (food,
semi-luxury, restaurants) is involved in the above mentioned network.
These organisations have groups of experts at their disposal collaborating
continuously with experts of the Bundesinstitut of Berufsbildung – BIBB (Federal
Institute of Vocational Training) who have to define new job profiles by law.
In collaboration with experts and public servants of the ministry of education and
research resp. the equivalents of this ministry at Länder level, the above mentioned
organisations seem to cover also the upcoming training needs of SMEs since no
initiatives from their side can be observed which could be considered to be oriented
specifically to their training needs.
At local level, chambers of commerce and industry frequently take up the ideas of
enterprises coming up on the basis of market observation which is facilitated by the
fact that enterprises are legally obliged to be members of the chambers.
Besides these basic professions there is a vast area for academics: tourism is part of
economic studies at some universities.
An important role with regard to identification of training needs plays Deutsches
Seminar for Tourismus Berlin - DSFT (German Seminar for Tourism Berlin), an
institution supported by 15 tourism-relevant organisations acting as responsible
28
bodies, and funded by the Bundesministerium für Wirtschaft (Federal Ministry for
Economy). This central training institution of the German tourism sector does not
only offer sector-relevant training, but also produces systematic trend and need
analysis, based on an evaluation of sector oriented events and media. Expertise
acquired in this context is used within the collaboration with the Bundesinstitut of
Berufsbildung – BIBB (Federal Institute of Vocational Training) who have not only to
define new job profiles by law, but also test new training approaches in the
framework of “model experiments”. .
Main factors creating new training needs seem to be:



New technology, especially software programmes used in the hotel
sector.
Competition.
Foreign language requirements
As in the other investigated sectors, quality enhancement of training is not considered
a specific issue in terms of the chain of goals setting, implementation of training,
evaluation, change management (incorporation of evaluation results).(see above, 3.2.1
and 3.3.1)
3.4.2
SME’s training practices and QA approaches
Main target groups are owners and family members, administrative and clerical
personnel, skilled and unskilled workers (who play an important role in this sector
since seasonal differences create a demand for .additional personnel).
Training programmes are mostly prepared by sector experts and training providers, in
the case of tourism partially based on .a continuous discourse between SMEs and the
training provider7
Up to 50% of employees take part in training programmes every year; as in the other
investigated sectors, ca. 1% of the turnover is spent for the purpose of training.
Human resources development selectively takes place, but does not exist in terms of
strategy. Training is mostly carried out in the framework of open seminars, offered by
private training institutions.. In most cases training programmes are considered as
useful (with the exception of some very specialized training which sometimes does
not meet exactly the very specific requirements of niche retail).
Training providers are selected with regard to relevance, cost, suitability of implied
arrangements, very often on the basis of recommendations delivered by exparticipants. SMEs seem to be sufficiently satisfied by their services.
SMEs put a lot of value on highly efficient courses (short and good). But they
(themselves) do not measure them in a structured way; participants’ satisfaction is the
only quality assessment criterion.
7
DFST, see appendices
29
The amendment of service quality is considered the main impact of training on the
SMEs’ performance. As a rule, the impact seems to be considered satisfying.
With regard to quality assurance exceeding the borders of publicly recognized
training, it should be taken in account that a lot of training measures are offered to
unemployed people by training providers mentioned above, and that these measures
are only funded by the labour authorities if training measures and training providers
themselves are certified on the basis of a legal regulation (Anerkennungs- und
Zulassungsverordnung für die Weiterbildung AZWV- Order to rule recognition and
authorization of providers and measures of further vocational training). If training
providers have undergone the certification process leading to this authorization, this is
normally considered as a sign of reliability also for training outside the mentioned
measures.
The above mentioned DSFT uses an elaborated approach of quality management to
make sure that training always meets customer expectations (Qualitäts-Gütesiegel
Stufe I nach dem Schweizer Modell). This quality management model ensures
identification of weaknesses as well as the introduction of amendment measures
derived from this analysis.
Trainers are mainly responsible for their own qualification; in some cases foreign
language courses and IT training is funded (especially in the actual tourism sector).
3.4.3
The representative organizations, training providers’ and
small firms’ views
It is observed that training becomes essential for keeping up with competitors; SMEs
have realized that binding personnel and, thus, know-how produces excellent return
on investment; it has also an impact on customer relationship (guests want familiar
faces) ;
Often family members of owners are to be prepared for taking over the business.
Training provisions for special groups are not offered so far.
As already mentioned above, training services are mostly considered as sufficiently
accessible and satisfactory.
As in other sectors, employees participate in training needs identification via their
organizations (trade unions) who play an active role in the process of defining job
profiles and curricula, based on legal provisions.
3.4.4
Government policies for SMEs’ training
See above
30
4 Quality Approaches in small firms’ VET : Sectors’ similarities /
differences and interpretation
The most important sectors’ similarity in terms of small firms’ VET quality
approaches is:
 VET of small firms is not well developed, enterprises questioned said that not
more than 25% of their personnel regularly participates in training activities.
 VET of small enterprises mainly takes place in the framework of publicly
supported training based on officially recognized job profiles; SMEs use the
environment of the “dual system” as a basis for their human resources
development.
 Quality assurance methods for training are not applied by SMEs themselves;
they rely on quality measuring of training providers and associations.
Against these communalities, differences of sectors do not play a big role: They are
mainly related to drivers of training design and percentages of participation in
training.
31
5 Summary of findings, conclusions and recommendations




As a matter fact, SME driven training does not take place: Training is always
related to the compensation of deficiencies appearing in daily work life.
These deficiencies are considered in the framework of training related
activities of associations, social partners, etc., delivering also opportunities for
SMEs to participate in training, but this happens in a wider context, not
specifically dedicated to SMEs.
There are no efforts observable to formulate the specific needs of SMEs with
regard to training, let alone quality assurance of human resources
development.
SMEs are obviously not in a position to launch initiatives of this kind,
government(s) should foster models of HRD and HRD quality assurance based
on the collaboration of SMEs or the collaboration of SMEs and big
enterprises in order to achieve sustainability of HRD in this field.
All over Germany there exists – as can be read in the OECD studies of the last years –
a considerable problem with the training rate of non-formal learning of the employers.
Compared with other industrial countries this rate is much too low and gets lower the
smaller the companies are. – This does not give any information on the number of
people who are involved in informal learning processes: More than a third of all
employees in all German companies is not involved in any non-formal training. –
Especially in SMEs this quota is much worse and non-formal training is taking place
only when it is forced by legislation like in the food and beverage sector.
This last topic should be the basis of recommendations for the future at national level
in Germany as well as at European level.
1. Politics at national and European level has to make clear that life-long-learning
and continuous training have never been more important for people and the
companies than today.
2. With the help of politics it has to be made clear that training should be an
important and necessary investment for all companies in order to be able to get fit
for the future: Training of employees should be no longer regarded as a cost
driver, but as an inevitable investment in the human capital of the companies.
3. Especially associations and politics have to make clear that it is very important for
SMEs to train their employees as this is and will be necessary to keep competitive
with bigger companies.
4. The employers of SMEs should be supported in creating the right framework that
helps motivating their employees to learn and providing them with opportunities
to encourage them in being innovation drivers.
5. SMEs should be familiarized with the opportunities offered by IT-supported
learning in order to supply more of their employees with reasonable learning
opportunities.
6. Politics should support especially SMEs in future-oriented HR strategies as most
employees are working in SMEs and as the German society is a knowledge-based
society that depends on the knowledge, skills and competences of each citizen.
32
7. A very important point for politics is to take care of training problematic target
groups like elderly employees or others which could be supported by some special
financial help. –
8. Elderly employees should be motivated (financially and morally) to be aware of
their training needs and to do participate more in training, knowing that this is not
a sign of weakness but a sign of competence and responsibility.
9. Especially in SMEs, training should be more oriented to the future and not just to
daily business and daily needs.
10. Since most SMEs do not have enough know-how and not enough personnel
resources to provide high level quality learning opportunities on their own, they
should be encouraged to deliver these learning opportunities in collaboration with
other enterprises in the framework of networks of various kinds (for instance of
associations, public private partnerships). This should be made attractive by public
funding.
11. This high-quality training should take place permanently as a significant part of
the necessary life-long learning process.
12. ‘Official’ quality systems should be simplified in order to make them more
transparent, more effective and more user-oriented.
13. Following the recent developments at European level (EQF!), quality systems
should be more oriented to the outcomes of learning processes and not so much
about to the process itself as ISO does.
14. A Europe-wide information database should be set up which enables SMEs to
learn more about good practice examples in VET, and that will help them to solve
their own problems of performance improvement.
15. SMEs should recognize (with the help of associations and politics) that the risk of
investing in human resources is much lower than the risk of not investing.
Associations to which the owners of SMEs belong should use their contacts to
these entrepreneurs to discuss with them in seminars which fatal consequences it
has if companies avoid any human resources development activities.
16. Additional training activities of SMEs and their employees should be supported
by more financial incentives, such as bank loans for training costs, training funds,
or voucher models for training in SMEs like in North-Rhine Westfalia (Germany).
33
APPENDICES
Appendix A
Sources of further information
Bayerischer Hotel- und Gaststättenverband e.V. (Bavarian Hotel and Restaurant
Association)
www.bhg-online.de
Bundesinstitut für Berufsbildung – BIBB (Federal Institute of Vocational Training)
www.bibb.de
Bundesministerium für Bildung und Forschung – BMBF (Federal Ministry of
Education and Research)
www.bmbf.de
Bundesverband der Agrargewerblichen Wirtschaft e.V. - BVA (Federal Association
of Agro Trade)
http://www.bv-agrar.de
Bundesverband der Lohnunternehmen – BLU (Federal Association of Agro Service
Enterprises)
www.lohnunternehmen.de /
Bundesverband des Deutschen Lederwaren-Einzelhandels (Federal Association of
Leather Articles) Retail.
www.lederwareneinzelhandel.de/
Bundesverband des Deutschen Möbel- und Einrichtungsfachhandels - BVDM
(Federal Association of Fittings and Furnishing Retail)
www.bwb-online.de/bvdm/
Bundesverband des Spielwaren-Einzelhandels - BVS (Federal Association of Toy
Retail)
www.top10spielzeug.de/bvs/index.html
Bundesverband des Deutschen Textileinzelhandels - BTE (Federal Association of
Fabrics Retail).
www.bte.de/
Bundesvereinigung der Deutschen Ernährungsindustrie (Federal Association of
German Food Industry)
http://www.bve-online.de/
Centrale Marketing-Gesellschaft der deutschen Agrarwirtschaft mbH – CMA (Central
Marketing Association of German Agriculture)
www.cma-marketing.de
34
Deutsche Landwirtschaftsgesellschaft – DLG (German Society of Agriculture)
www.dlg.org/de/ueberuns/zentralausschuss.html
Deutscher Bauernverband (German Association of Farmers)
www.bauernverband.de/
Deutscher Brauerbund (Association of German Brewers)
www.brauer-bund.de/
Deutscher Tourismusverband (German Tourism Association)
www.deutschertourismusverband.de
Deutscher Hotel- und Gaststättenverband - DEHOGA (German hotel and guesthouse
association)
www.dehoga.de
Deutscher Industrie- und Handelskammertag – DIHK (German Association of
Chambers of Commerce and Industry)
www.dihk.de
Deutscher Weinbauverband (Association of German Wine-growers)
www.dwv-online.de/
Deutsches Seminar for Tourismus Berlin - DSFT (German Seminar for Tourism
Berlin)
www.dsft-berlin.de
Hauptverband des Deutschen Einzelhandels- HDE (Central Association of German
Retail)
www.einzelhandel.de
IG Bauen, Agro, Umwelt (Trade Union for Construction, Agro, Environment).
www.igbau.de
IG Nahrung, Genuss, Gaststätten - NGG (Trade Union for Food, Semi-luxury,
Restaurants)
www.ngg.net
Verband der Landwirtschaftskammern - VLK (Association of Chambers of
Agriculture)
www.landwirtschaftskammern.de/
Verband Deutscher Mühlen (Association of German Mills)
www.muehlen.org/
Vereinte Dienstleistungsgewerkschaft -ver.di (United Service Trade Union)
www.verdi.de
35
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45
Appendix C
Sectoral profiles – Statistics
Food Sector
Page 5 – Development of employees in the food sector
Enterprises
Enterprises
Employees
Source: Statistisches Bundesamt; BVE calculations
Page 6 - The Development of Sectoral Turnover in the Agro Food Production
(in billion €)
135
130
125
120
115
110
105
1998
1999
2000
2001
Source: Statistisches Bundesamt
Page 6 – Import - Export
46
2002
2003
2004
2005
Import
Export
Dairy procucts
Meat & meat procucts
Fruit & vegetables
Sugar & sugar products
Alcoholic beverages
Baker‘s ware & cereal products
Fish & fish products
Oils & fats
Coffee, tea, mate
Eggs
Source: Statistisches Bundesamt; BVE calculations, 2005
Page 8 – Developments of population’s spendings in food/beverages
Source: Statistisches Bundesamt; BVE calculations;
index value based on 1995 = 100
47
Retail sector
Page 10 - The Development of Stationary Retail According to Sales Types in
billion €
93
90,3
87,1
86,1
85
83,4
Superm arkets and other food
m arkets
Self service departm ent
stores
22,6
17,9
2000
23,6
23,1
18,1
2001
Departm ent stores
29
28,4
26
16,8
2002
16,2
2003
15,9
15,4
2004
2005
Fig.1 The Development of Stationary Retail According to Sales Types in billion €
(Source: Statistisches Bundesamt8)
Page 10 - The Development of Mail Order Selling in billion €
20,0
17,6
17,9
18,5
17,9
17,3
16,9
15,0
Mail order retail
10,0
5,0
0,0
1,0
2000
1,8
2001
2,7
2002
4,9
3,6
2003
2004
6,1
of w hich online retail
2005
Fig.2 The Development of Mail Order Selling in billion € (Source: Statistisches Bundesamt)
8
Statistisches Bundesamt is the federal governmental institution for collecting statistics.
48
Page 11 - The Development of Employment and Work Time Volume
Year Employed
at 09/30
Of which
Full time
Part time
In
000.
In % In
000
In % In
000.
2.555
2.553
2.564
2.455
2.411
2.459
2.464
100,1
100,0
100,4
96,2
94,4
96,3
96,5
99,7
100,0
97,1
91,9
87,9
84,3
82,3
1999
2000
2001
2002
2003
2004
2005
1.418
1.423
1.382
1.308
1.250
1.200
1.171
1.137
1.130
1.182
1.147
1.161
1.259
1.293
Of which
Work time
volume
Committed Not
to pay
committed
national
insurance
fees
In % In
In % In
In % In
In %
000.
000.
000000
Hours
100,6 583 99,1 554 102,1 3.232 99,7
100,0 588 100,0 542 100,0 3.241 100,0
104,6 618 105,1 564 104,0 3.201 98,8
101,5 491 83,5 656 121,1 2.942 90,8
102,2 486 82,6 675 124,6 2.838 87,6
110,9 546 92,8 713 131,6 2.827 87,2
113,9 580 98,6 713 131,6 2.814 86,8
Fig.3 The Development of Employment and Work Time Volume (Sources: Statistisches Bundesamt,
Bundesagentur für Arbeit9
Tourism
Page 15 – Countries of origins of the incoming tourists
Country
Germany
Foreign countries, of which:
- Netherlands
- United States
- Great Britain
- Switzerland
- Italy
- France
- Belgium
- Austria
- Denmark
- Sweden
- Japan
- Spain
overnight
%
stays (mill)
293.4
86.8
45.4
13.2
8.0
9.5
4.3
9.5
3.8
8.3
2.9
6.4
2.5
5.5
2.0
4.3
1.9
4.2
1.9
4.2
1.6
3.5
1.4
3.0
1.3
2.8
1.2
2.7
49
Source: Statistisches Bundesamt, Deutsche Zentrale für Tourism
50
Page 16 – Percentage of employees in sub-sectors of tourism
catering sector
(restaurants,
bars etc.)
58%
cantines and
catering
services
8%
hosting sector
(hotels etc.)
34%
51
Appendix D
Organisations and firms contacted
Institutions
Bayerischer Hotel- und Gaststättenverband e.V.
Akademie Berlin-Schmöckwitz
Hotelmanagement Akademie
Bayerischer Brauerbund
Verband deutscher Mühlen
Deutsches Seminar für Touristik
Touristik Akademie
Hauptverband des deutschen Einzelhandels
Akademie Handel
Located in
Munich
Berlin
Koblenz
Munich
Bonn
Berlin
Munster
Berlin
Berlin, Munich
DAA München
Munich
Companies
Tourist Information in a small town
Hotel in a middle-sized industrial city
Clothes shop
Golf equipment and on-line shop
Brewery
Winery
Located in
South Bavaria
South Bavaria
Bavaria
Munich
Southern Germany
SW-Germany
52
Size
approx.
Founded
in
15
16
8
10
2
2004
1794
2001
1989
1954