In achieving the targets of Lisbon Declaration of the EU, the advancement and effectiveness of CVT provided by the enterprises is considered, as an essential core of LLL, the main means to ensure continuous development and adaptation of skills and competencies to the requirements of moving towards a competitive knowledge-based economy. In this context and within the framework of the Leonardo da Vinci project on "CVTS 2 - Revisited (2004-2007)", this paper is an analytical (and comparative) overview of the effectiveness of the measures undertaken and implemented in Europe to foster CVT within the enterprises since the launch of the first major European CVT Survey in 1993/94.Given that the "input measures" (legal, institutional and financial measures and support schemes) are diverse and heterogeneous and do not (in themselves) give reliable information about their effectiveness for CVT promotion in practice, an analytical "input-outcome effectiveness approach" based on linking these "input measures" to their "outcomes" through a set of quantitative and qualitative performance indicators, will be adopted and used (section 1). These (overall and specific) performance indicators (referred to in some of the evaluation studies, surveys and reports) will include for instance the contribution of the undertaken and implemented measures (or sets of measures) to the enhancement of: The rate of "participating enterprises" in the offer of CVT to their employees (where this participation rate is differentiated according to the impact of the enterprises' size, the international dimension of the activity exercised, the economic sector, the mode of CVT offer, the existence or not of an operational CVT provision plan); The rate of employees' access to CVT (including access to the accreditation of experiential learning) by taking into account the differentiating effect of age, gender and the level of initial qualifications; The employees' productivity, flexibility, functional and promotional mobility within the enterprise; The level of employee's basic and specific competencies and skills; The performance of the existing internal system of human resources management and career development; Increasing the employees' attachment and commitment to the company's culture and high quality product standards; In addition to the performance evaluation of CVT promotion measures within the enterprises, this "input-outcome effectiveness approach" will be used to identify (section 2) the basic: Overall trends and implications for "good practices" as effective "outcomes" of investment in CVT promotion (i.e. investment in "human capital" formation and development); Conclusions and policy recommendations including open questions for further research and investigations.