HKCSI's Comment on the "Strategic and Organisational Review of the
Vocational Training Council"
November 1996
HKCSI supports the recommendations for organisational change as proposed by the
consultant. We note that many of these proposals are rather radical but we are of the view
that it would be in the interest of Hong Kong as a whole, and of vocational training in
particular, that these recommendations be implemented.
Since the proposals relate mainly to specific organisational arrangement of the VTC, we
do not intend to comment on specific recommendations but would instead make a few general
points from a broad service industries perspective, as follows.
- It has often been said that the VTC is not responding fast enough to the needs of Hong
Kong's restructuring from manufacturing to service industries. Whilst this is valid and is
indeed one of the points we have made, we would caution against unduly emphasising the
division between manufacturing and services. Many of Hong Kong's service industries have
their basis in manufacturing, especially those providing support services for
manufacturing in South China. There is clearly a need for rebalancing, but not for
substitution of one by the other.
- We have reservation, therefore, for a purely sector-based approach in re-organising the
VTC and structuring its courses. Service industries often cannot be compartmentalised to
the same extent as manufacturing. What is important is often the interlinkage among
industries and the upgrading of service processes. In additional to a sectoral approach,
therefore, there should be a functional emphasis which should be integrated into the VTC,
particularly the advisory structure. For instance, in addition to experts from the hotels,
construction, trade, financial services sectors, etc., there should also be appropriate
spokesperson in the areas of secretarial and administrative duties, sales and marketing,
etc.
- The VTC being a "service sector" itself, its clients (the industries of Hong
Kong) would expect it to produce graduates with at least the core, basic skills necessary
for entry into the job market. In the case of the service industries, one of the most
important elements is that of a service-based culture and attitude. The service industries
are diverse with a wide range of possibilities in different fields of training, e.g.
services in the health care, education and cultural sectors, household services (such as
hairstyling, elderly care), catering services, building services, various forms of retail
services, etc. What unifies these is a "service orientation".
- The development of a "service orientation" is especially important in the case
of retrained workers. Very often, the current retraining programme has not been as
effective as it should be, not because workers have not been trained in the service
skills, but because they lack a "service orientation" - a set of attitudes and a
frame of mind which motivate workers to provide quality service to clients. We wish to
emphasise, therefore, the importance of retraining attitudes, rather than just skills.
Those with the right attitude will acquire the skills sooner or later. Those without the
attitude towards a service sector career will not enjoy doing their job, and will not do
the job properly, even if they have been trained in the skills.
- Unfortunately it is not in the consultant's brief to study the issue of introducing
greater competition in vocational training, thus effectively maintaining the VTC's
monopoly position. Our view is that the introduction of policies to stimulate competition
with the VTC will benefit not only Hong Kong as a whole, but the VTC itself also. One area
in which greater private sector participation should be encouraged is that of retraining.
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