Presented by Wendy Perry Workforce BluePrint

1. Training Needs Analysis in the Sports, Fitness and Recreation Industries Presented by Wendy Perry Workforce BluePrint

2. Objectives • To provide an understanding of how to undertake a Training Needs Analysis (TNA) • To demonstrate how to use National Training Packages to quantify skills, strengths and development needs • To provide the methodologies, tools and frameworks to conduct your TNA • To link TNA with workforce development and workforce planning

3. Program Content • Identifying what your client wants; • Relationship development and management; • Communication and consultation strategies; • Scoping the TNA – who and what to measure against; • TNA methodologies and tools; • Reviewing relevant internal documentation and evidence, past/current projects; • Understanding the external environment; • Developing job skills profiles – different approaches and tools; • Designing competency frameworks – using National Training Packages and competency standards; • Validation strategies; • Identification of strengths and training development needs ; • Latest organisational and professional development methodologies; and • Presentation of a framework and TNA report with recommendations and feedback.

4. Business case for a TNA? • Significant employer or small employer? • Dynamic and complex economic, legislative and contractual environment • Challenges with shift in demographics and age profile • Industry and policy directions (national, state, local) • Strategic and business plan, new project, site, facility • Problems attracting, recruiting and retaining staff • Increase workforce productivity, quality, skills shortages, occupational health and safety, risk • Example of good practice and increasing levels for RTO service contracts/client expectations • Evidence based approach for capability, tenders and proposals

5. Starting points for a TNA • Performance problems • Introduction of a new system or processes • Automatic , irrelevant or habitual training e.g. compliance based (stay in business training) • Significant change/opportunity and need to define capability

6. Develop an outline of your TNA report • Activity: Draw a diagram or mind/idea map of the outline of your TNA report

7. Definitions • Training Needs Analysis (TNA) - also known as a gap needs analysis – identifies skills/competency gaps by isolating the difference in and between current and future skills/competency. This is achieved by collecting both qualitative and quantitative data for analysis. • VET Training and Assessment – formal learning and assessment against units of competency and qualifications from National Training Packages or accredited courses through a Registered Training Organisation • Workforce skills development – all forms of learning and skills acquisition • Workforce development - bridges the gap between the current workforce and the desired workforce forecast • Workforce planning - analysing workforce profile data and trends; forecasting demand; analysing supply; and undertaking a gap analysis

8. Capability Framework Values and Behaviours KPI’s and Targets Skills and Competencies © Workforce BluePrint - 21 December 2010

9. What is workforce development? Workforce development bridges the gap between the current workforce and the desired workforce. Workforce development is underpinned by competency profiling, prioritisation and hot spot analysis.

10. What is workforce planning? Workforce planning relates to analysing workforce profile data and trends; forecasting demand; analysing supply; and undertaking a gap analysis. Data analysis, knowledge management, scenario planning and Imagineering are relevant approaches. Workforce profiling and analysis should reflect organisational structure now and into the future…

11. Different methodologies for TNA’s • Person analysis - profiling individuals • Job analysis – profiling jobs, option: triangulation with 3 profiles per job role • Organisation analysis, option: sample across the organisation – job role based • Bottom up, problem based or profiling against a [future] skills/competency framework Activity: What methodology would suit your organisation?

12. Skills AustraliaService Skills Australia • Skills for prosperity: a road map for vocational education and training • Australian Workforce Futures: A National Workforce Development Strategy • Sport, Fitness, Outdoor and Community Recreation Environmental Scan 2011 • Getting on Track for Change: A workforce development strategy for the sport and recreation industry • Forecast of labour and skills requirements • Productivity in the Service Industries • Pathways to Participation

13. TNA MODEL STEP 1: SCOPE & ENVIRONMENT • Why? • Strategic Objectives • Internal / external environment STEP 5: MONITOR, REVIEW & EVALUATION STEP2: CURRENT WORKFORCE PROFILE • Outcomes of the TNA • Implementation • Monitoring • Skills and competencies • Core, compliance, leadership, functional areas, job specific skills • Issues / challenges STEP 4: VALIDATION & GAP CLOSING STRATEGIES STEP 3: FUTURE WORKFORCE PROFILE • Areas for action/development • Priorities • Resources, timeframes and responsibilities • Skills and competencies • Skills / competency framework • Scenarios

14. Stage 1. Scope and environment • Why? • Duration of Strategic Plan and objectives • Scope – whole workforce? • Stakeholder engagement • Key performance indicators and timetables for implementation • Best fit TNA methodology • External environment – industry, professional, regional trends • Internal environment – timing, context

15. SA State Aquatic Centre Skills and Competency Framework

16. Objectives • To build a competency framework for the South Australian State Aquatic Centre • To profile the skills needed for 41 identified job roles • To identify core (common) competencies required for all staff at the State Aquatic Centre • To use the job skills profiles for competency based recruitment, jobs descriptions and training needs analysis • To identify the common areas for skills development and purchasing of training from Registered Training Organisations

17. Job roles SAC Customer Service Officer SAC Customer Service Supervisor SAC Customer Service Coordinator SAC Membership Sales and Liaison Officer SAC Venue and Duty Manager SAC Health and Wellness Membership Sales SAC Aquatics Operations Manager SAC Human Resources Manager SAC Human Resources Officer SAC OH&S Manager SAC Finance Manager SAC Accounts Payable Clerk SAC IT Systems Maintenance Manager SAC Event Management Officer SAC Lifeguard SAC Swim Instructor SAC Aquatic Program Leader SAC Stadium Program Leader SAC Sports Shop Manager SAC Sports Shop Retail Staff

18. Job roles SAC Child Care Centre Manager SAC Child Care Staff SAC Cleaning Staff SAC Window Cleaners SAC Cafe Manager SAC Chef SAC Kitchen Hand SAC Cafe Waiting/Serving Staff SAC Cleaning Manager SAC Groundsperson SAC Grounds Manager SAC Machinery Maintenance Officer SAC Pool Maintenance Officer SAC Maintenance Manager SAC Nutritionist SAC Sports Podiatrist SAC Pilates Physiotherapist SAC Hydrotherapy Physiotherapist SAC Group Training Instructor SAC Gym Instructor SAC Gym Manager

19. State Aquatic Centre Competency Framework JOB SPECIFIC General Centre Leadership Skills Pool & Swim School Compliance Gym Leadership CORE Shop Maintenance Cafe Child Care Creche WFBP - V1 10th October 2010 © Workforce BluePrint 2010

20. Functional Profile

21. Core Competencies BSBINN301A Promote innovation in a team environment BSBOHS407A Monitor a safe workplace BSBCUS402A Address customer needs BSBSUS301A Implement and monitor environmentally sustainable work practices SRXGCSO06A Address client needs SRXGRO002A Deal with conflict BSBREL401A Establish networks SRXRIK001A Undertake risk analysis of activities BSBOHS201A Participate in OHS processes SRXINU004A Promote compliance with laws and legal principles BSBCUS301A Deliver and monitor a service to customers BSBWOR301A Organise personal work priorities and development BSBINM301A Organise workplace information BSBMKG413A Promote products and services BSBWOR402A Promote team effectiveness BSBWOR204A Use business technology BSBDIV301A Work effectively with diversity

22. Training Packages

23. Engagement and Communication Strategies • Whole of organisation? All job roles? • Utilise communication mechanisms across the organisation – executive, management, general staff, clients • Incorporate existing information e.g. Staff surveys, job descriptions ... • An approach that works well is a practitioners working group representing job roles and supported by HR/OD teams • Development of a project action plan

24. Stage 2. Current workforce • Organisational chart – numbers and job roles • What is our workforce skills and competency profile? • What are our skills and development needs? Where are there skills shortages? • What are our workforce issues that require action? Key roles that are a priority/difficult to recruit/retain? • Organisations’ strengths and weaknesses? • Staff engagement strategy

25. TNA - Skills and Competencies(Stock-take) • What are we measuring against? • What are our strengths? • What are our development needs? • Consideration: for individuals, for job roles, for teams, for locations, for the organisation?

26. Stage 3. Future workforce • Based on Strategic Plan • Decide timeframe to profile out • Internal and external changes • What operational structure, skills and job roles will we need? • Skills demand: What profile do we need? What skills are required? • Supply: What is likely to happen to our current workforce skills profile +1, +2, +3 years

27. Action Learning Action/Applied Research Appreciative Inquiry Buddying and work shadowing Coaching and mentoring Communities of Practice (CoP) Competency Mapping Creative Idea Generation Ecosystem Fun Factor Idea Mapping/Mind Mapping K-cafes Knowledge Management Mutual gains bargaining Networks Problem-based Learning Project-based Learning Scenario Planning Skills Recognition Speed Thinking Strategy Formulation Work-based Learning OD/PD approaches

28. Action/Applied Research

29. Appreciative Inquiry

30. Community of Practice (Adapted from E Wenger 2006) of Sense community Practice Domain Practice Practice Communities of practice are groups of people who share a concern or a practice for something they do and learn how to do it better as they interact regularly. Source: http://www.ewenger.com/theory/ WFBP - V1 23rd August 2010 © Workforce BluePrint 2010

31. Capability measurement – teams, organisations, projects, networks, CoP’s Capability/Competency frameworks (skills and behaviours) linked with values Competency based everything - job descriptions, recruitment; performance management; retention and career progression/planning Use of clever tools and systems Skills profiles (current vs. future requirements) and skills recognition (RPL) Qualifications and Statements of Attainment as recognition for employees Example of CoP participation mapped to TAAENV501B: Maintain and enhance professional practice Competency Mapping

32. VET Workforce Capability Framework Generic Capabilities Administration & IT Learning Facilitation (Training, Teaching) Management e-learning Policy Leadership Skills Program & Quality Coordination Language, Literacy & Numeracy Vocational/ Technical Capabilities Assessment & Skills Recognition Workforce Development International Engagement Network, Industry & Community Engagement Business Development & Marketing Career Development Learner Support / Case Management Leadership

33. Knowledge Management • Tacit knowledge – is knowledge that is difficult to be transferred to another person by means of writing down or verbalising it. Referred to as ‘know-how’

34. Knowledge Management • Explicit knowledge - is knowledge that has been or can be articulated, codified, and stored in certain media. It can be readily transmitted to others • Explicit – Explicit = Combination • Explicit – Tacit = Internalisation • Tacit – Tacit = Socialisation • Tacit – Explicit = Articulation

35. Mind Mapping

36. Skills Assessment Good Practice Model Validation of skills and evidence Conversational Facilitated process Competencies Mix of direct & indirect evidence Identification of development gaps and career pathways Identification of strengths Facilitated Self Assessment KPI’s Third party/ Supervisor verification Values and behaviors Naturally occurring evidence Workplace based Underpinned by principles of assessment © Wendy Perry & Associates Pty Ltd 2008 WPAA - V1 September 2008

37. Speed Thinking Steps (Adapted from Ken Hudson 2010) Start - 9 responses/ideas/situations in 2 minutes - can do individually to generate more ideas 4.Action - 9 action steps in 2 minutes (or finished product) 2.Evaluate - in 2 minutes and pick one - can do as partners 3. Build - highest evaluated options and make it 9 times better - 9 more ideas/bullet points WFBP - V1 23rd August 2010 © Workforce BluePrint 2010

38. The Strategy Canvas High Low WFBP - V1 23rd August 2010 © Workforce BluePrint 2010

39. Blue Ocean Strategy (adapted from W Chan Kim & Renee Mawborgne 2005) Value innovation - creating a leap in value for buyers and your company. Equal emphasis on value and innovation, align innovation with ability, rice and cost positions Blue Ocean Strategy: - creates uncontested market space - make the competition irrelevant - create and capture new demand - break the value-cost trade-off - align the whole system of a firm’s activities in pursuit of differentiation and low cost 4 Actions Framework Reduce Which factors should be reduced well below the industry’s standard? Create Eliminate A New Value Curve Which of the factors that the industry takes for granted should be eliminated? Which factors should be created that the industry has never offered? Raise Which factors should be raised well above the industry’s standard? WFBP - V1 23rd August 2010 © Workforce BluePrint 2010

40. Step 4. Validation and Gap Closing Strategies • What are the workforce skills/competency gaps and priorities (hard to fill/replace, mission critical, compliance) • What gap closing or workforce development strategies could we implement to change your organisation’s workforce skills profile? • Relationship with regional and industry organisations • Leadership and organisation wide ownership • Implementation of action plan mapped back to strategic directions • Engagement and Communication – over++ • Responsibilities, Timelines, Resources

41. Stage 5. Monitor, review and evaluation • Outcomes of the TNA • Regular monitoring and evaluation process • Effectiveness of any strategy that is implemented • Success/otherwise and KPI’s • Recommendations into the TNA cycle • Back to the beginning

42. Tools • HATS, Mahara, iMindMap, Moodle, Skillsbook

45. Evidence based approach to workforce and client demand CLIENTS INDUSTRY DEMOGRAPHICS x C1 C2 C3 C4 C5 C6 C7 C8 C9 C10 C11 C12 C13 C14 C15 x D1 D2 D3 D4 D5 D6 D7 D8 D9 D10 I1 I2 I3 I4 I5 x x x x PARTNERS P11 x ENGAGEMENT P12 P6 SUPPORT x x x E1 E2 E3 E4 E5 E6 E7 E8 P10 x P5 S1 S2 S3 S4 S5 S6 S7 S8 P1 P2 YOUR ORGANISATION P13 P7 P9 P3 P4 P16 x P8 P14 P15 © Workforce BluePrint 2011

46. Organisational Capability Qualifications Individual Capability Industry Capability Workforce Development Tenders/Proposals Compliance/Registration QA Small Medium Enterprises Market Drivers Benchmarking Training Needs Analysis Training Needs Analysis Workforce Planning Skills Shortages Economic Sustainability Industry Growth Licensing Compliance Legislation Job requirement Upgrade/Currency E.g.: TAA 04 Performance/KPI’s Apprenticeships Traineeships Personal Developers Self Employed WORKFORCE PLANNING CONTINUUM Job seekers Re-entrants to labour markets Career changers Skill Improvers Workforce Development Tenders/Proposals Market Drivers Supply Chain Skill Ecosystem Training Needs Analysis Team/project development Training Needs Analysis Internal benchmarking Performance/KPI’s Economic Sustainability Regional Growth Labour Shortages Community Planning Training Needs Analysis State/Territory/Region/ Community Capability Team/Project Capability Skills Profile Cluster/Network/Market Capability © Workforce BluePrint 2010 9

47. Contact us • Action plan and take-aways www.workforceplanningtoolscom.au wendy@workforceblueprint.com.au Tools: • http://www.workforceinfoservice.sa.gov.au/tools/bbctoolkit • www.ntcoss.org.au • Workforce Planning Standards: http://infostore.saiglobal.com/store/Details.aspx?ProductID=996804 • http://www.development.tas.gov.au/betterworkplaces/better_workplaces/better_workplaces_kit