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Meeting the real needs of business

Meeting the real needs of business. Rod Cooke, CEO. What’s it all about?. Meeting the real needs of business though: T raining standards developed with employers Employer led training, workforce planning and development activities What are the future directions for workforce development?

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Meeting the real needs of business

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  1. Meeting the real needs of business Rod Cooke, CEO

  2. What’s it all about? Meeting the real needs of business though: • Training standards developed with employers • Employer led training, workforce planning and development activities What are the future directions for workforce development? • Current challenges - what are the real needs of business? • Opportunities to address challenges through the workforce

  3. Training standards We work with employers and other stakeholders to ensure that our Training Packages meet industry needs through: • Joint Training Package Advisory Committee • Industry Reference Groups • Subject Matter Expert Groups • Continuous Improvement Plan

  4. Continuous Improvement Plan

  5. Employer led training To address the needs of business, training must be employer led – where employers are involved in: • Aneeds assessment to get the right match between the training, trainee and the job role • Ensuring that relevant work systems are in place to support the trainee to act on their learning • Providing appropriate, supervised work placements • Supporting trainees by providing appropriate mentoring, follow up and support to ensure training has intended impact

  6. Role for RTOs What role do RTOs have in employer led training and workforce development: • Act as a business partner – • Advising employers on: workforce development strategy, recruitment, retention, leadership development and change management • Flexible delivery of qualifications through training, skills recognition, aligning assessments to induction and orientation programs etc.. • This requires knowledge and understanding of employers’ business plan and objectives – i.e. their business needs But just what do we mean by ‘workforce development’, and where does training fit…

  7. More than just training: ‘Workforce development’ invites us to think beyond training as a single solution to skills shortages by: • Incorporating knowledge from: organisational development, strategic planning, human resources, leadership development, workforce planning, community capacity building as well aseducation and training • Building the capacity of individuals, businesses, local networks and communities in an integrated framework

  8. Best practice workforce development According to the literature, successful WFD: • Is holistic – involving multiple strategies that respond to different layers of interconnected need • Takes a long term, strategic and planned approach • Involves networks of stakeholders working collaboratively • Employer led with sustained support from senior executives / CEOs • Promotes strong leadership and leadership succession • Engages employees in their organisation’s culture and future • Supports business development for individual enterprises • Has a sector-wide dimension • Supports local/ regional planning • Involves industry-driven training and education

  9. WFD – Why do it? Why would an employer want to participate in workforce development? • The ‘return on investment’ for WFD includes: • Recruitment and retention of good staff • Enhanced workplace cultures • High quality service provision • Increased productivity

  10. Future directions: industry challenges Workforce development activities are needed to address current business needs, which include a need to: • Meet increased demand for services in the context of an ageing workforce • Do more with less – maximise workforce productivity (without effective measures) • Respond to changing client needs, new service delivery models and a shifting policy landscape

  11. Future directions: industry challenges CS&HISC supports best practice workforce development through brokering funds and innovative programmes that address specific challenges, for example in Aged Care: The sector will need a total pool of almost 980,000 workers by 2050, this is over 700,000 more workers than in 2010 Workers are older than in other sectors, with an average age of 48 in residential care and 50 in community care Service providers are changing their business models and developing their workforce to respond to Aged Care Reform

  12. Supporting workforce development Current innovative workforce development programmes that draw on best practice include: • Aged Care Leadership Project • Strategic, sector wide, industry driven initiative to build leadership capacity in aged care • Aged Care Workforce Innovation Network (WIN) • Holistic approach to WFD operating in 10 regions across Australia • Works with individual businesses on employer led solutions to develop businesses that are better prepared for aged care reform • Facilitates regional collaboration to identify workforce development needs and develop local/ regional plans to address these needs • Regional workforce initiative for the Disability sector being led by National Disability Services – Tasmania pilot

  13. Future directions: opportunities Opportunities to meet increased service demand: • Work collaboratively to develop local/ regional solutions to improve recruitment and retention: • Identify sources of new workers – what strategies are required to access potential workers from the under-qualified and unemployed? • Create new roles and opportunities for existing workers – how to retain the experience of mature workers in physically demanding roles?

  14. Future directions: opportunities Opportunities to meet increased service demand (continued): • Employers and training providers work together to improve regional training capacity: • Identify barriers to developing required workforce capability – where can we improve training design, pathways and flexibility of delivery? • Take advantage of existing networks such as Tasmania’s Clinical Education Network which involves universities as well as RTOs: http://www.tcen.com.au/

  15. Future directions: opportunities 2. Opportunities to improve workforce productivity: • How productive is your workforce? • Given the lack of formal measures – organisations need innovative ways to evaluate their organisation’s performance • Identify issues affecting workforce productivity in your organisation, for example: • Do workers have the required English Language, Literacy and Numeracy skills they need to do their jobs effectively and efficiently? • Do something to address barriers to productivity: • This might involve training – do workers have the skills for the job? • It is also likely to involve streamlining systems and processes to better support workers in their roles

  16. Future directions: opportunities 3. Opportunities to respond to changing client needs, policy and services: • Change can be intimidating but it also provides new opportunities for: • Organisations to improve the services they provide • Employers to attract new and different types of people to their organisation • Employees to develop their role and career in new directions, acquire new skills, take on leadership responsibilities, work in different areas Work to address the challenges identified has already begun – some of it using funding provided through the Aged Care WIN…

  17. Support for aged care – tailored grants Of the 25 Aged Care providers in Tasmania that completed the Reform Ready Review process: • 17 have applied for a Tailored Grant to address Reform Ready Review recommendations • So far 16 have received formal/informal approval, the majority address: • Risk and Financial Management • Quality Systems & Processes • Strategic Directions • 5 are using their grants to work collaboratively on: • Strategic direction, improving systems and training across 3 sites • Leadership development across 2 sites

  18. Support for aged care – regional projects Tasmania also has funding for two regional WIN projects: • Attraction, Recruitment, Retention & Career Pathways • Develop and implement a strategy, action plan and resources to support attraction, recruitment & retention in Tasmania • Improve delivery of Certificate III in Aged Care/ Home & Community Care by enhancing relevance of training to industry and reform context • Develop resources to support induction of new employees • Aged Care IT&E Capability Project • Develop an IT and E Capability Strategy and Action Plan • Aims to identify and use innovative technologies to gain efficiencies in the delivery of aged care services

  19. Key points Effective training and workforce development is all about meeting the real needs of business. This requires: • Employers to play an active part in identifying their business needs and in training and workforce development solutions • Local and regional collaborations that take a holistic, strategic approach to workforce development • National oversight of training and workforce development to ensure we meet national requirements for the future health and community services workforce

  20. Final thought Investing in your businesses needs means valuing and investing in your staff… How well do you do this in your organisation, and how can RTOs better support service providers?

  21. Contact Community Services and Health Industry Skills Council:

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