Posts Tagged ‘workforce plan’
NEW for 2012 Workforce Planning and Development Conference Talks (C) and Workshop (W) Topics
Looking for relevant and practical professional development and engaging conference presenters? Any of these NEW topics interest you?
- A Broader View of Client Workforce Development
- An Introduction to Innovative Workforce Management
- Building Competency Frameworks to Measure Workforce Capability
- Developing a Workforce Plan in 5 Easy Steps
- Engaging Employers, Stakeholders and Small and Medium Sized Enterprises
- Future Service Provision
- Give Your Organisation a Health Check or Give your charity a business check
- How to Develop a Skills Profile
- Organisational Development – what every CEO, HR and VET professional must know
- Regional Workforce Planning
- Training Needs Analysis
- Work Life Balance – An Introduction
- Small and Medium Sized Enterprise (SME) Extreme Make-over
- Teleworking and Working at Home
- What’s in your Innovation Toolkit?
- Workforce Development and Planning in Practice
NB. Check out the info on customisation
Supporting tools and resources including:
- NBN Enabled Small and Medium Sized Enterprises (SMEs) – Assess Your Capability; and
- Workforce Planner Self-evaluation
Interested? YES, then read about the details of the topics, send an email to wendy@workforceplanningtools.com.au with your pick and mix list or specific focus area and we’ll come back to discuss what you want, a brief proposal and possible dates. Thank you!
PS. join the Workforce Planning Tools LinkedIn Group for links, tips and hints.
Get Ready for Skills for All
If you are operating in the South Australian training market then ‘get ready’ is the key message from the Department of Further Education, Employment, Science and Technology (DFEEST). Get ready for:
- the application process to open in the last week or two of October 2011;
- the course (qualifications and skills sets/licence outcomes) list in November 2011 – could be a specialist occupation, state priority (such as Defence, Mining, Arts), foundation skills and/or meet specific industry needs; and
- the price list available in December 2011.
Prices will be detailed at a unit of competency level and will vary depending on AQF levels. The rates will be based upon an average of User Choice, Productivity Places Program and TAFESA’s recurrent funding amounts (referred to as FSI500) together with a comparison of interstate VET prices. Payments are planned on units of competency completion (RTOs will need to manage their cash flow well) paid on a monthly cycle with bonus payments for full completions.
Certificate I and II will be fully subsidised, Certificate III and IV 80% subsidised and Diploma and Advanced Diploma 70% subsidised with concessions available (Healthcare/Veterans Card) and 1 skills set/year for eligible applicants. DFEEST will publish a minimum and maximum fee to be paid to make up the difference between the subsidised % and the full costs. RPL will be fully funded.
The Quality Directorate is moving into the area of contract and purchasing quality. Applications for Skills for All will be online, no fees to apply, with no closing date and it’s recommended that the RTO’s CEO gain a log in. RTOs can work on their application over time until they are ready to ‘submit’ their submission. If providers submit in December 2o11, the Minister will make some providers an offer with contract negotiations over January – March 2012 and the first list of Skills for All providers will be made public in April 2012. Fact Sheet 2 Applying to be a Skills for All Provider procedure details the process for applications and assessments.
If you are a User Choice provider and want to continue after July 2012, you need to register as a Skills for All provider. Providers may also wish to register for VET fee help with the option of income contingent loans for students.
Now for the main game, what are the selection criteria (Fact Sheet 3) for providers? Well, it’s all about performance…
- regulatory record (information will be shared with DFEEST and the regulator, ASQA);
- contract compliance;
- financial health (of the whole organisation, not only the RTO);
- number of graduates;
- student and employer satisfaction (quality indicator reports via Training Packages); and
- graduate outcomes.
Tips for providers: focus on your strengths, where industry/client demand and your performance is high, where you have strong industry connections and excellent graduate outcomes.
DFEEST is taking an evidence based approach to Skills for All providers with data and evidence to be provided about:
- Meeting SA Guidelines for RTOs;
- Meeting student learning needs;
- the RTO;
- Training Package/s; and
- Each qualification.
Review Fact Sheet 4 Preparing to Apply to be a Skills for All Training Provider for all the details on specific evidence – if you don’t have a workforce plan for your RTO and/or a recent Training Needs Analysis then this has to be the catalyst!
A few final things..
- What RTOs put in their application will form part of the contract requirements;
- The contract will be monitored with an annual review, reporting and claims requirements, benchmarking across similar courses with triggers if you are an ‘outlier’ in terms of performance/price or receive complaints against your RTO; and
- Information on Skills in the Workplace will be available in October 2011.
Throughout 2012, the level of interest in workforce development, with RTOs building their own workforce plan’s and undertaking professional development in workforce development and planning, has significantly increased as leaders are positioning themselves to be primed for Skills for All and national reforms – are you?
Want to be the first to get the news and info? Subscribe to the Workforce Planning Tools blog and contact our Head Workforce Planner, Wendy Perry via wendy@workforceblueprint.com.au for assistance with your workforce plan.
PS. Have you seen the latest announcement from Traineeship and Apprenticeship Services about additional User Choice funding for Existing Worker Certificate III Training Contracts? For commencing contracts on or after1.9.11, all existing worker trainees under a Cert III qual will attract a User Choice subsidy in South Australia. For further info, contact Chris Pyne, Manager, Traineeship and Apprenticeship Programs.
Workforce Development Plan
So what is workforce development?
It is an umbrella term for implementing strategies that help you bridge the gap between your current workforce and your target (future) workforce. Workforce development strategies address the gaps that you find when you undertake workforce planning and training needs analysis where the output is a workforce plan. The strategies could be about attraction, recruitment, retention, career progression, succession planning, job design, skills and competencies, values and behaviours, KPI’s and performance.
Generally when you write a workforce plan you cover the same time frame as the organisation’s strategic plan which could be 1, 3, 5, 10 or 20 years depending on your industry and budget cycles. The steps are reflected in the document itself starting with 1. Context and environment, 2. Current workforce profile, 3. Future workforce profile including forecasting demand and supply, 4. Gap analysis, priorities, implementation, 5. Review, monitor, evaluate.
Review your workforce plan regularly – about every 6 months or if there has been a major workforce change or refocus of the business. The workforce plan is a dynamic document resulting in a prioritised action plan identifying who will do what and by when – it’s not uncommon for organisations to have numerous updated versions of their workforce plan over the timeframe for which it has been designed.
As job roles change and you implement workforce development strategies, the framework that measures your workforce capability also needs to change to reflect the organisation’s structure and focus. You may want to build a capability framework to help you measure your workforce capability and capacity. Revisiting your demand and supply forecasting is important to see if you are on track.
The process is facilitated transparently, involving people from across your organisation to help identify strengths, development needs and issues. Communication, consultation and education is critical so you know what to do and what you are aiming for using a practical, straight forward approach – don’t over complicate it!
Evidence based approach to workforce and client demand
Increasingly you are being asked to provide evidence of demand for jobs and skills that are linked to your contracts, funding and proposals as well as your programs and services, and that reach specific outcomes and targets.
So how do you,
- Make sense of the data on business and industry (I), major projects and regional trends?
- Analyse demographics (D) information?
- Know who you should partner (P) with?
- Examine your client (C) profile?
AND
Marry all 4 areas to identify opportunities for new products and services, develop engagement and support strategies, and provide crucial evidence demonstrating how you can meet demand now and into the future?
Workforce BluePrint has developed a methodology and a process to help you quickly and simply understand the industry (I), demographics (D), partners (P) and your client (C) profile resulting in engagement (E), and support (S) strategies, this is what is looks like:
A skills profile (SP) that details foundation skills, transferable skills and industry specific skills plus a competitor analysis (CA) are options you may want to include.
Methodology
- Action research and collection of data for the specified regions, Local Government Areas (LGA’s) or Employment Service Areas (ESA’s)from a range of national, state/territory, local, major projects, regional and industry sources covering industry workforce demand and social demographics
- Analysis of your client profile for the location/s
- Comparison of industry workforce demand profile and social demographics with your client profile
- Identification of themes in the data and validation of analysis with team members working across the specific locations to value add with local intelligence
- Partnership map development with local team members
- Option of skills profile and/or competitor analysis
- Development of an action plan with priorities, engagement and support strategies and validation by team members
- Documentation of the whole process so it is repeatable and can be used across your organisation and at other locations/regions.
Outputs per region or location may include:
- Industry and business workforce profile
- Social demographics
- Partnership map
- Client profile
- Skills profile
- Competitor analysis
- Report and action plan
Get the evidence you need for your business case, tender submission, funding allocations, new program or workforce plan.
Send an email to wendy@workforceblueprint.com.au with the various components that you are interested in – I, D, P, C, SP and/or CA.
Workforce profiling for an island or region
Identifying current skills needs by employers in existing employees and their future workforce and profiling the workforce for an island or a region enables better informed decision making and longer term workforce development strategies.
Analysing the results can provide regional and industry development agencies, local networks, government and funding bodies with insight into strengths vs sustainability, community assets and common development needs.
Collect information and data such as numbers employed by industry, age profile, gender, employment status, skill level, advertised vacancies by month, job type, location, skill level and industry.
Ask business owners about their workforce issues and challenges, the skills needs for their employees and themselves and aggregate the results with the most common development needs.
Design a skills profile that includes foundation skills, transferable skills and job specific skills and map to units of competency from National Training Packages with Skillsbook to make formal recognition and the purchase of training and assessment services easier.
Validate the data analysis, skills profile and dig a bit deeper with businesses to understand what is really casing them problems and what solutions could work.
Summarise the results and trends making recommendations that can be implemented by local people with an action plan.
Publish the report, present the information to all stakeholders including the businesses in the survey, follow through with the actions and keep the action plan as a standing item for the local network with projects and funding built from it.
Move towards a workforce plan for the island or region and for each of the organisations by helping them assess the health of their business, provide support, information, education and mentoring. Work with the businesses on immediate human resource management issues, strategic planning and chat quickly then do.
