Standard educational employment contract 58. lt;Table 4-1> Status of distribution and collection of survey 83. lt;Table 4-2>. Total benefit items for apprenticeship 88. lt; Table 4-4> Cost-benefit analysis result of apprenticeship. lt; Table 4-5> Cost-benefit structure comparison with others. lt; Table 4-6>.
Ⅰ CHAPTER
Background of Korean Apprenticeship
Types of Korean Apprenticeship
Apprenticeship for New Workers
Apprenticeship for Students
Governance and Finance of Korean Apprenticeship
Governance of Korean Apprenticeship
The Korean apprenticeship system is defined as “a new vocational education and training system designed based on German and Swiss apprenticeship systems and tailored to the Korean context. According to the study “An Analysis of the Economic and Social Outcome of Apprenticeship (Jeon et al., 2015)”, the government subsidy provided to the participating company is approximately KRW 2,071,000 per apprentice.
Ⅱ CHAPTER
Current Status of Training Companies
Current Status of Participating Companies
Current Status by Management Authority
Current Status by Certification Methods
Current Status by Company Size
Current Status by Training Period
Current Status by Occupational Fields
Current Status of Apprentices
Status of Apprentices
Current Status of Apprentices' Employment
Current Status by Demographic Standards
Current Status by Educational Attainment
Current Status of Wage Level
companies run the apprenticeship as the company-led type, while the companies participate in the training center-led type of apprenticeships. lt; Table 2-2> Number of companies divided by management authority. The current status of the apprenticeship program in terms of company size is shown in
.
Ⅲ CHAPTER
General Procedure
Second, in the "finalize an agreement" phase, the selected companies enter into an apprenticeship training agreement with the regional department of HRD Korea. In the third phase, the selected companies prepare the internal trainer and staff in the HRD administration for the apprenticeship by offering education and training. In the sixth step, the company that had received certification for their programs conducts OJT and Off-JT.
In the ninth stage, apprentices who pass the external evaluation can enter into a contract with the company as a general worker, provided they can continue to work.
Selecting Company and Training Center
Selecting Company
36. consisting of 3 categories based on 12 criteria; a) appropriateness of the objectives for the training of skilled labor (job training, training period and training share), b) general manager's will (apprentice's salary, working hours, willingness to train and training of trainers in the company), c) business conditions (credit rating, inspection arrears of wages, occupational accident, restriction of participation and number of workers). The criteria for the selection of the participating company consists of 20 subsections in 4 categories, which are a) the suitability of the goals for the training of skilled labor (job training, training period, training proportion), b) the willingness of the CEO (CEO philosophy, training experience) . , apprentice salary, working hours and treatment after training), c) business conditions (credit rating, review of arrears, occupational accident, limitation of participation, number of employees, average salary, first salary of a new employee, employee welfare, technical knowledge and experts in the field), d ) preparation for training (trainer in the company, space and equipment for training). Companies intending to join apprenticeship programs can regularly register at HRD-Net (www.hrd.go.kr).
Twenty-four regional centers for work-learning dual system of HRD Korea notify the lists to HRD Korea's head office, company and dual training center.
Selecting Dual Training center
The organization with recommendations from companies, business councils, colleges, public organisations, administrative main organisations, is entitled to apply for a dual education centre. Currently, most of the dual training centers for apprenticeships are colleges, poly-techs and industrial skills councils (ISCs). The selection standards for dual training center are as follows; a) have the will to run a business, b) possess business ability, c) meet the qualification requirements to apply, d) have the ability to organize, e) be suitable for training, f) be equipped with infrastructure for training. The dual training center has been selected based on standards mentioned above, through document examination, interview and field evaluation.
The process follows these phases: 1) recruitment, 2) evaluation of business plan, 3) selection of dual training center, 4) establishment and completion of an agreement, 5) implementation of business, 6) assessment, 7) account settlement.
Development and Verification of Apprenticeship Program
Development of Apprenticeship Program
The content of apprenticeship program development should be designed to include both general skills from related fields and firm-specific skills. According to the apprenticeship operating manual, the development of apprenticeship program should not only reflect the views of the company; but it should also be designed on the basis of new NCS-based qualification. Apprenticeship program should reflect views of the company and be developed as qualification-based NCS; it must be modularized; and it must be able to meet the certification standard.
Training hours of essential units of competency completed within ±50% of the standard time provided for in the NCS-based qualification.
In-company Trainer & HRD Staff
Roles & Requirements of In-company Trainer & HRD Staff
Training for In-company Trainer and HRD staff
In-company trainer training courses consist of understanding the practice · NCS, the roles of the trainer within the company, the development of the training program and the OJT text as well as, the method of teaching the practice in the field. lt; Table 3-9>. Concept and importance of internship - Development of internship program - Management of internship - Overview and direction of NCS Collective. Training for HRD staff consists of understanding the internship system, administrative processes, internship programs and human resource management.
Concept & process for apprenticeship training - Development of program & textbook - Operation of apprenticeship training - Overview & direction of NCS.
Selection and Treatment of Apprentices
Recruitment and Selection of Apprentice
Status of Apprentice
Subsidized Employment Contract
Chapter Ⅲ_Development and operation of an apprenticeship program 61 Article 2 [Training activities and location] ① The company must provide. Article 5 [Payment of wages and social benefits] ① The company must pay the apprentice wages every month on the date specified below. Chapter Ⅲ_Development and Operation of the Apprenticeship Program 61 The company shall not allow apprentices to work at night or at night.
Reason, type and process for disciplinary proceedings are used in accordance with the company's employment rules.
Operation of OJT & Off-JT
Program Operation
Apprenticeship consists of three types of operations which are linear type, circulation type and mixed type. For the linear type, an Off-JT is carried out that includes the theoretical learning of all the subjects, initially; while field exercises are later conducted as OJT. The mixed type performs Off-JT subjects of only one week or one month while performing OJT for the rest of the period.
The mixed type is the most recommended method among three types, and it is usually the type offered.
On the Job Training(OJT)
In the circulation type, students participate in courses consecutively; where for each course the student first undergoes Off-JT, followed by OJT. The duration of the student's OJT should be included and specified in the training plan, with OJT to be carried out during the day, but also in less than 5 hours per day and 15 hours per week. In the case of short-term training, the training time can be extended, provided that it is less than 15 hours per week.
The Apprentice will receive a weekly assessment from an in-house trainer.
Off the Job Training(Off-JT)
If the Off-JT is developed by the trainer within the company, it will actually increase his/her burden of developing a theoretical education. Some companies prefer the option of offering Off-JT through an in-house management, because by doing so, it is easier for them to match the Off-JT program with the characteristics or specialization of the company. Companies intending to offer Off-JT will need a proper instructor who possesses and is able to impart a broad theoretical knowledge related to the relevant field.
More than that, the company must report on the implementation of the training, showing the necessary documents such as the Off-JT schedule and the contract with the trainee.
Internal & External Evaluation
Internal Evaluation
Furthermore, the company must carry out a test when the training is approximately 40% and 80% completed. The company/training center must keep related documents such as test sheets, results and scores for approximately three years. The company/training center will confirm the final list of candidates who have passed the internal evaluation for full competency.
And then the company issues the certification under the names of ISC, dual training center and the company for the apprentices who pass and submit the results to HRD Korea.
External Evaluation
The external evaluation consists of a paper exam including true or false, multiple choice questions, short answer questions, descriptive tests and practical assessments such as field evaluation, evaluator research and portfolio. The evaluation is carried out just before the training is to be completed or scheduled according to the annual plan. The external assessment is carried out against the NCS-based qualification test standards, which are developed by industry councils and focus on practical skills, rather than textbook knowledge.
Apprentices who have completed the apprenticeship program and passed the external examination are entitled to a certificate of completion; and this certification will be converted to an apprenticeship.
Monitoring & Consulting
Monitoring Phases
The supervisory authority for the company differs depending on the types of activities, namely company-managed type and training center-managed type. In the case of the company-managed type, a monitoring team is formed, consisting of HRD Korea branch staff and external experts, from polytech, ISC, internal trainer and employment center. The training center-led type coordinates its own monitoring team; and report the operational status of the partner company with which they have entered into a double joint training agreement to the regional department in HRD Korea.
Monitoring team in individual company consists of personnel from regional branch in HRD Korea or dual training center personnel6) and two external experts.
Monitoring Type
The company-led type is supervised by the regional department of HRD Korea, a dual training center manages the partner company with which they had entered into an agreement and reports the results to the regional department of HRD Korea. However, the regional department will provide the budget for training after the company has compensated for their mistakes and missing documents and uploaded them to the website. In the initial phase of the training, the monitoring team visits the company two weeks before the training or within two months after the start of the training, and introduces the process and administration (use of LMS) for training.
During the training, the visit monitoring team consults with the company about student management, instruction and evaluation.
Ⅳ CHAPTER
Economic outcomes of Apprenticeship
Social outcomes of Apprenticeship
National level
Organizational level
The representative research on the results of the practice in Korea is "Analysis of the Economic and Social Results of Korean Learning". Chapter Ⅳ_Results of Korean Learning 85 Source:Jeon et al(2015) Analysis of economic and social outcomes of Korean practice, KRIVET. The annual benefit per intern averages 49,840,000 KRW, and this number is higher than the second-year internship training benefit in other countries.
Jeon et al (2015) examines the social outcomes of Korean practice, which is categorized into three levels; a national level, an organizational level and an individual level.. The social results of the practice at the national level are analyzed as a) improvement of youth employment, b) reduction of the age of entering the first job, c) reduction of the period for the search of employment, d) alleviates the mismatch between supply and demand.
Ⅴ CHAPTER
Need for a centralized and systematic database on apprenticeship
Conducting cost-benefit analysis of apprenticeship annually
Dissemination of economic and social outcome and best practices
Paradigm Shift
Drawing up a plan for apprentice's long-term tenure
Enhance follow-up research on apprenticeship system's social outcomes and apprentice's labor market settlement
In order to continuously manage the results and improve the system's weaknesses, it is important to establish a systematic database on apprenticeships. Secondly, it is necessary to conduct annual research into the economic results of apprenticeships, based on a cost-benefit analysis. Therefore, it is important to research the economic outcomes of Korean apprenticeships and obtain objective data, and compare them with the annual cost-benefit progress of other countries.
Third, it is important to discover and promote the economic and social outcomes of apprenticeships, as well as best practices based on the types of activities.
2.4 The Relationship between the Sequence of Information, Sequential Presentation, and Self-Review The belief-adjustment model proposed by Hogarth & Einhorn 1992 predicts that when
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