<研究ノート>企業内訓練主義からみたリスキリングによる労働移動の課題

The aim of this paper is to realize “labor mobility through reskilling”, which is called “new capitalism”, when considering the segmentalist (in-house training), which is a characteristic of Japan in international comparison of the VET system. is to clarify what the problem is. One of the policy issues in Japan in recent years is the realization of labor mobility through reskilling. Since the rapid technological innovation that is currently underway is driving changes in the industrial structure, it is also necessary to adapt the skills of workers to the digital age. Relearning (= re-skilling) is an urgent need. That is the essence of this policy issue. This is a medium- to long-term problem that Japan faces, and there are many issues that need to be considered. we examined the following two points: (1) what is assumed in the labor movement through reskilling in the first place, and (2) where and how to relearn. We categorized labor mobility through reskilling into three categories, and examined the considerations for each category from the perspective of the CVET mechanism. The following is a summary. (1) In the case of first type of labor mobility. If you try to materialize reskilling in the workplace, your superiors and seniors will take the initiative in reskilling and be actively involved in acquiring new skills (such as DX), or send subordinates and juniors to training. It will be necessary to promote the participation of these workers and strengthen support in terms of time and money, while ensuring that the results of learning through reskilling are reflected in evaluation and treatment. (2) In the case of the second type of labor mobility. When reinforcing the limitations of the first type of labor movement with the second type of labor movement, it becomes necessary to expand the scope of movement beyond individual companies. In other words, it is necessary to build a mechanism and infrastructure to support this in society as a whole. It is also the strengthening of CVET as Sato (2022) calls it, and it is also an improvement of the reality that CVET in Japan is left up to companies and individuals from an international perspective. (3) In the case of aspiring to the third type of labor mobility. After carefully considering the necessity and the advantages and disadvantages of changing the direction, it will be necessary to change the mechanism of career management within the company and the related awareness of career autonomy.