Anticipated by leaders in skills and workforce development and coming at a crucial time, the Putting skills at the heart of the economy 2011 conference held on 21 July 2011 at The Crown Conference Centre, Melbourne, was very well attended with a great line up of speakers.
Philip Bullock, Chair of Skills Australia, outlined two aspirations in his opening addresses – help those most at risk; and a resilient workforce. Participation focussing on people on the margins of the workforce with 2.5-3 million wanting work is seen as a major opportunity. Innovation skills are needed to address a lagging innovation culture as well as “…an overhaul of the Vocational Education and Training (VET) sector.” Much also seems to be pinned on the upcoming commonwealth – state/territory negotiations – which will be implemented from 1st July 2012 [will this negotiation mean that Victoria and WA will pass over powers to ASQA??]. Quality across the board is a priority with the National VET Regulator setting the bar, mandatory external validation, funding that rewards quality providers, and the goal of people achieving a full qualification and then a plus – such as skills sets or another [higher] qualification. The new South Australian Skills for All reform was cited as aligning to national directions and a key interest is extra requirements to be certified as a Skills for All provider [I’ll have a go at forecasting these soon as I think the National Workforce Development Agency will be looking at similar guidelines].
Chris Richardson, Director Deloitte Access Economics, Head of Macroeconomic Policy and Forecasting Group talking on It’s all about the economy says“…the world is begging Australia to grow faster…demand is strong…supply is weak… and there is a gap between slow vs. strong sectors.” With the boom in “twins” mining and construction and significant exports with demand for coal and minerals, “…the world has given us a pay rise.” When looking at sectoral growth and contribution to GDP, Chris stated that the majority of the workforce is on the wrong side of the growth areas. He thinks the question is, “…not where the next job will come from, but where the next worker will come from?”… and he advocates for higher migration as a share of population to support Australia’s growth. “The working age population is about to grow recession like, but it’s not a recession!” Big statements posed as questions included, “Can we know what skills we need into the future? [yes we can do some forecasting out especially in core and leadership skills and the alternative of not doing any forecasting is not acceptable] Do policy makers get that Australia’s future lies in skills? And Australians are good at managing adversity but not prosperity.”
Linda Nicholls, AO, Corporate Advisor and Director of a number of leading Australian companies, on It’s all about the real world, began with the reality of needing a workforce with “evidence of skills in use[I really like this term – great for assessment including RPL], that fit into our organisation, and match our customer tastes.” How do you get access to a skilled workforce? – “you can make, buy, rent, hoard or poach” and you want employees who are “retrainable.”
Andrew Stevens, Managing Director of IBM Australia and New Zealand, on Improving participation and productivity, emphasised that the, “…services generate the greatest share of value add i.e. ¾ of Australian employment, 70% of economic activity.” He outlined a new wave of high value services jobs and a number of IBM programs that are focussed on the potential employee pipeline.
The Q and A panel before lunch was our chance to ask the questions and hear responses from a panel of experts… Skills for prosperity – are they in shortage or just underutilised? and facilitated by MC for the day Michael Pascoe, Finance and Economic Commentator. Panel members included Chris Richardson, Linda Nicholls AO, Mick Mahon CEO of Skilled Group, Prof Barbara Pocock Director Centre for Work + Life University of SA, Mary Thompson Managing Director and Owner McLeod Rail and Ged Kearney President Australian Council of Trade Unions.
Mick talked from the practical perspective with an example of his clients putting years into planning and sourcing the supply of truck tyres vs. limited effort into workforce planning. Discussion moved to the management of job roles, the job itself and conditions, and the design, regarding the structure of the job, was seen as important although the direct supervisor/manager is the number 1 reason why people leave organisations. Skills development was seen as a retention strategy not so much as a workforce attraction strategy. “Prosperity is the size of the pie and fairness is how it’s chopped up.” Prof Pocock asked, “Should we all work from very young to very late over the lifecycle?”
For the breakout session, The global dimension of skills and implications for Australia, shared international perspectives from Annie Koh, Associate Professor of Finance Dean, Office of Executive and Professional Education Financial Training Institute, Academic Director, International Trading Institute at Singapore Management University and Julian Gravatt, Assistant Chief Executive Association of Colleges UK. Singapore has 1.9% unemployment and the economy is split 75% services and 25% manufacturing. An interesting example of how Singapore managed the numbers of retrenched professionals from the Global Financial Crisis was to pair people with small – medium sized enterprises as mentors and advisors. Julian talked about the differences between Australia and the UK and the high (81%) success rate and incredibly low numbers of apprentices interested me [something to follow up on].
A debate and discussion on skilled migration moderated by Tim Colebatch the Economics Editor at The Age Newspaper saw Dr Bob Birrell, Co-Director of the Centre for Population and Urban Research at Monash University teamed with Prof Sue Richardson AM, Principal Research Fellow, National Institute of Labour Studies Flinders University for the negative and Bernard Salt, Business Advisor, Author and Columnist partnered with Cr Nicole Lockwood, President, Shire of Roebourne, WA, for the positive i.e. we should increase skilled migration. The negative team argued that we should focus on those people who could be in the workforce and aren’t as well as opportunities for young Australians, with the positive team showing striking graphs where the gap between the workforce size we need to maintain our economy was overlaid with a massive drop in as the first baby boomers turn 65 this year by Bernard and practical examples of workforce supply and skills demand in places like Karratha. The positive team won although important points were made on both sides – a bit of both sides of the argument is what I would conclude.
I saw the final wrap up by Philip Bullock as a call to action and I finished the conference day with a firm belief that we have reached a tipping point for workforce development and planning in Australia – hopefully the minds of policy makers, definitely in the minds of economists and industry leaders, and increasingly in the minds of people working with the VET sector. Excellent networking where I knew about 1 in 3 or 4 people, with many people who attended the NCVER Conference, a catch up with Dominic at CITT and Secretary for the Australian Digital Television Industry Association at the conference drinks and dinner with a lovely bunch of people including Stephanie Tchan from Central Institute of Technology, Linda and Pierre from TAFENSW, and Kylie Furnell from RESA, topped off a conference that I thoroughly enjoyed – and now onto tipping the workforce development and planning ‘tipping point’ even further!
The CEDA Skills and Workforce Development Forum held on 14 April 2011 in Adelaide focussed on the link between skills, innovation and productivity.
Opened by the Hon Jack Snelling MP, Minister for Employment, Training and Further Education an interesting line up of speakers provided these main messages (as interpreted by Workforce BluePrint):
– Malclom Jackman, CEO Elders Ltd – move towards a high performing organisation, Go 2 client = client focussed sales, recruitment from the widest possible talent pool, challenges in managing a widespread, remote workforce
– Professor Sue Richardson, Principal Research Fellow, NILS, Flinders University – skills depth which is difficult to shift and skills breadth which is more easily transferable, stock of Human Capital = inflows/outflows, depreciation of skills
– Adrian Smith, Chair, SA Training & Skills Commission, Managing Director SYDAC – SA needs a wise investment in skills = evidence based, higher level, qualifications and skills
– Guy Roberts, Managing Director, Penrice Soda Products – moving beyond “stay in business training”, current competencies – target competencies, competency based job descriptions, graduated career ladder; value for money to adding value to creating value; change management – over educate and over communicate
– Chris Wood, Manager Corporate Human Resources and Organisational Development, Santos – huge people challenge with 80 000+ people needed by 2020, 6 years to develop employee to “autonomy”
– Tom Karmel, Managing Director, NCVER – SA against Australia has an over representation of Certificate I’s and II’s, we need higher levels of general education, shortages are about churn they aren’t structural = need for retention stratagies
A whole range of workforce development and planning gaps and issues were raised and I’d like to ask:
What is the number 1 priority for skills and workforce development in South Australia? What about for your organisation? What strategies could be implemented to address these issues and gaps?
For those people working on the Skills for All implementation I’d suggest we to:
– undertake a training needs analysis beyond what is on an RTO’s scope and that matches competencies with job roles and organisation capability
– make RPL opt out of not opt in to i.e. all clients/learners undertake an up front RPL process unless they choose not to
– skills development is about foundation, multi-literacies and transferable skills (breadth) as well as industry and job specific skills (depth)
Overall, South Australia needs an evidence based approach to determining workforce demand for jobs and skills over the short and longer term (for enterprises, industries and regions) – this is the number 1 priority for me.
PS. A statewide skills stock-take would be great too!