Model of Workforce Planning, Development Services Department Structure for a Medium to Large TAFE Institute

1. Triad Project Participants: Dianne Wisth, Usha Subrail & David Williams 6 June 2005 Model ofWorkforce Planning, Development & ServicesDepartment Structure for aMedium to Large TAFE Institute

2. What would be the primary objectives of a Workforce Planning, Development and Services (WD&S) Department? Should the Department be seen as a strategic business partner in the TAFE environment? How could such a Department develop a whole of organisation culture integrating HR thinking and processes into the core of the TAFEs business focus and activities?

3. KBT ModelFeatures People-management functions are centrally managed, facilitating communication and consistency HR coordinators manage individual business units and areas of expertise 2 HR assistants Professional and organisational development was included in the People Management Group (as of January 2005) Payroll function became part of HR Department (as of January 2005) OHS function has become part of HR Department (as of May 2005)

4. Kangan Batman TAFE Structure

5. NMIT ModelFunctions Personnel Manager is the Director of Corporate Services and has a seat at the Executive Table Staff professional development is devolved to middle management level Strategic OHS and industrial relations are the responsibility of Director of Corporate Services Personnel officers responsible for departmental operational services and also have areas of expertise Payroll is within Finance Department

6. NMIT Structure

7. Other TAFE Institutes Three other TAFE Institutes were interviewed: Gordon Institute of TAFE, Chisholm Institute of TAFE and East Gippsland Institute of TAFE

8. Common themes across the institutes including KBT and NMIT were: Provision of comprehensive range of HR administrative and operational services All cover relatively similar HR functions with a strong focus on compliance requirements and employee relations Well communicated and highly formalized HR policies, recruitment and selection processes & leadership programs All of the Institutes have started to adopt a strategic management approach to HR Roles in KBT and Chisholm with assigned portfolio of Business Unit responsibilities and an area of expertise at the middle level HR positions It�s obvious that all five TAFEs have acknowledged HR as a partner in organisational change Common Themes

9. VicRoads Model The primary role of HR is to: �effectively service the needs of theorganisation and assist in developing,attracting and retaining talent�. Judith Pettit General Manager Human Resources

10. VicRoads Model - Functions Marketing & public relations Health, safety & wellbeing programs IR Workcover and OHS Staff training and development Workforce planning Graduate recruitment Talent management & leadership development Foster & support �people management capabilities�in managers

11. VicRoads Model - Features Promotes individual development Assists in building relationships internally & externally Co-ordinates workforce planning Promotes development of leaders Satisfies both operational and strategic functions Provides tools & support to managers Provides safe & healthy workplace Closer integration of Workcover / IR functions

12. Hewlett-Packard Model Purpose of the HR team is: �to partner with the business to deliver HR services and programs that meet business needs� John Hannelly Director Human Resources South Pacific

13. HP Model � Functions(based on Dave Ulrich model) Day to day operational focus Administrative expert - Compensation, benefits, HR informationsystems & compliance Employee relations expert - Employee relations, labour relations, safety & worker�s compensation, diversity & EEO

14. HP Model � Functions(based on Dave Ulrich model) Future / strategic focus Strategic partner - HR strategy & planning, organisationaleffectiveness, building a strategic HR function, leadership development Change agent - Talent management, staffing, survey action planning, performance management

15. HP Model � Features Satisfies both �operational� and future �strategic� focus roles Addresses �people� and �processes� functions Reviews & revises HR policies Ensures strategic alignment with business Increases profile & credibility of HR Creates synergy through cross-functional projects Increases level of influence

16. Key Challenges For TAFE Build capacity for sustainable organisation performance Aligning and integrating of HR functions to the Business Goals and operations Removing traditional HR concept and shifting the mindset of long-term attitudes towards HR Line Managers accepting that they are part of the operational HR function responsibility Adequate budget and resources are made available to HR repositioning Critical importance to obtain CEO and Executive support