5. Training and Retraining

Strategy Coordinator:
Carmen Paquette, Consultant,
adult education, Ottawa

“On the whole, workshop participants feel that the present training and retraining situation is quite dismal. They agree on the urgent need to end the retraining of women for obsolete jobs, and find it appalling that so many women are still being directed towards secretarial jobs. A major problem lies in the fact flat government retraining continues to be perceived as a depository for welfare recipients.

Participants agree that some work has been done to improve raining and retraining conditions, but they feel that it has been largely inadequate for the needs. For example, retraining women for word processing in the office is a step in the right direction, but it is leading to their obsolescence in the medium term. It certainly is not a comprehensive solution. Affirmative action retraining is also a step in the right direction, but it, too, is leading women in to middle-management positions, which are precisely the types If positions which will be disappearing with the expansion of the new technologies. Participants certainly did not suggest that affirmative action should be abolished; however, they do think hat we must realize its limitations and examine better, broader avenues for the future.

The National Training Act was discussed. Participants feel hat this act cannot be of much help to women, because it is focused on industrial jobs - an area where we continue to have only limited access. Women, it is felt, are at risk of being left out of the application of this piece of legislation.

One recent and growing development is vendor training. A major limitation in that area is that management tends to limit the number of employees who receive training, largely as a result of the high cost of the equipment. Workers are encouraged to question the distribution of funds within their institution, and to seek participation in the decisions surrounding capital expenditures and money allocated for training.

Comparisons between in- and out-house training led to the observation that in-house training is advantageous, because it is offered on location; however, participants said, it is frequently geared towards those who are perceived to have potential for management positions; i.e., men. Outside training often corresponds more closely to the needs and interests of women. Unfortunately, however, many women are badly informed of their existence and of conditions for enrolment.

Participants insist on the need to develop an active, continual retraining attitude: an attitude that says, "We are in control of our lives and we must be continually learning what we need to retain control." There were differences of opinion on what is considered as appropriate training, but on the whole, it was agreed that a good balance is required, between generic retraining - transferable skills in decision-making capabilities, communication and problem solving - and specific skills in computer use. Some participants put forth interesting ideas for the design of courses, which would include counseling, so that women would increase their awareness of their personal learning style, their own career path and their own life-style, while receiving hands-on training.

Elsewhere, it was stated that we need a directory of information on the successful training models which prepare women for the future. Let us not forget that we are training re-entry women, who are underemployed, potentially displaced, or have just recently moved into middle-management positions; immigrant women; and women from diverse regions, whose needs are specific. It is unrealistic to think in terms of a national training program! We must consider the unique needs of each region.