1. Presented by Wendy Perry
Workforce BluePrintWorkforce BluePrint
Workforce Development – the key to
productivity, growing your business
and the region
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2. Outline
• Welcome and outline
• Reasons for a Workforce Development Plan
• Assessing your business workforce development
needs
• Workforce Planning and Development Model
• Definitions
• Steps in the process including stocktake
• Lockyer Valley Regional Council – Draft Workforce
Development plan
• Regional Workforce Action Plan
• Contact details
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3. • Significant employer, small employer, home-based or self-employed?
• Dynamic and complex economic, legislative and contractual
environment
• Challenges with shift in demographics and age profile, skills
shortages, need for higher level skills, population growth
• Industry and policy directions (national, state, local)
• Strategic and business plan, new project, site, facility
• Problems attracting, recruiting and retaining staff
• Increase workforce productivity and quality
• Example of good practice and increasing levels for service
contracts/rate payer expectations
• Evidence based approach for capability, tenders and proposals,
audits
• Workplace Health and Safety, quality requirements, risk management
• Regional workforce retention, threat from other sectors or regions and
need to prioritise development activities
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Why? = Business case

4. Stage of the business - growth
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5. Stage of the business - sustain
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6. Stage of the business - maturity
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7. 7
Health Check

8. WORKFORCE PLANNING
& DEVELOPMENT MODEL
STEP 1: CONTEXT & ENVIRONMENT
STEP 2: CURRENT WORKFORCE
PROFILE
STEP 3: FUTURE WORKFORCE PROFILE
STEP 4: GAP ANALYSIS & CLOSING
STRATEGIES
STEP 5: REVIEW & EVALUATION
•Timeframe, Methodology, Tools
•Why? Strategic Objectives and Scope
•Internal / External Environment
•Consultation and Communication
•Demographics
•Skills and Competencies
•Issues / Challenges
•Critical job roles and gaps
•Areas for action – gaps and issues
•Priorities / Risk Rating
•Workforce Development Strategies
•Resources and responsibilities
•Scenarios
•Critical job roles, Demand vs. Supply
•Skills and Competencies
•Outcomes of the plan
•Evaluation and
Implementation
•Review and Monitoring

9. 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…
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10. 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.
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11. Step 1. Context and
environment
• Why?
• Duration of Strategic Plan and objectives
• Scope – whole workforce and/or region?
• Stakeholder engagement
• Key performance indicators and timetables for
implementation
• Best fit methodology and evidence collection tools
• External environment – industry, professional,
regional trends
• Internal environment – timing, context
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12. Lockyer Valley
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Source: ABS, Census of Population and Housing, 2006 and 2011
Population Profile
Region
Adult
Population
(2011)
Growth
2006-2011
Proportion of adult
population 65 and
over (2011)
15-24
Population
Growth
Median Age
(2011)
Ipswich LGA 127,070 19% 10% 21% 32
Lockyer Valley LGA 27,230 17% 14% 25% 37
Scenic Rim LGA 28,940 22% 17% 23% 42
Somerset LGA 17,060 17% 16% 19% 41
Ipswich and West
Moreton RDA
200,300 19% 12% 22% 35
Queensland 3,456,900 12% 13% 9% 36
Australia 17,363,700 9% 14% 6% 37

13. Lockyer Valley
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More Jobless Families
(with children under 15 years old)
Source: ABS, Census of Population and Housing, 2011
Region
Number of
jobless
families
Proportion of
all families
who are
jobless
Proportion of
couple families
who are
jobless
Proportion of
lone parent
families who
are jobless
Ipswich LGA 3654 19% 6% 51%
Lockyer Valley LGA 739 21% 9% 56%
Scenic Rim LGA 569 16% 6% 47%
Somerset LGA 439 20% 8% 55%
Ipswich and West Moreton RDA 5401 19% 7% 51%
Queensland 62,170 14% 5% 43%
Australia 294,880 14% 5% 44%

14. Lockyer Valley
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15. Step 2. Current workforce
• Organisational chart – numbers, job roles and WHS
responsibilities
• 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
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16. Lockyer Valley
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17. Lockyer Valley
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18. Step 3. Future workforce
• Based on Strategic Plan – fits
with workforce planning
• Decide timeframe to profile out
• Internal and external changes
• What operational structure,
skills and job roles will we need?
• Demand: What critical job
roles? How many people are
needed? What skills are
required?
• Supply: Existing workforce +
change? What skills do we
have?
• Gap: Demand - supply 18

19. Step 4. Validation and Gap
Closing Strategies
• What are the workforce skills/competency gaps and
priorities (critical job roles - hard to fill/replace,
compliance/legislation/regulation, long time to develop
knowledge and skills)
• What gap closing or workforce development strategies
could we implement to change your workforce skills
profile?
• Relationship with regional and industry organisations
• Leadership and regional/organisation wide ownership
• Implementation of action plan mapped back to strategic
directions
• Engagement and Communication – over++
• Responsibilities, Timelines, Resources 19

20. Step 5. Monitor, review and
evaluation
• Outcomes of the Workforce Development Plan
• Regular monitoring and evaluation process – how
often and by whom?
• Effectiveness of any strategy that is implemented
• Success/otherwise and KPI’s
• Recommendations into cycle
• Back to the beginning
Morning tea
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21. Regional Development Goals
• Increase the development and training opportunities for Lockyer
Valley businesses and residents to meet the demand for higher levels
of skills and qualifications.
• Actively promote the lifestyle and community advantages the
Lockyer Valley region has to offer.
• Implement business support and retention strategies to ensure the
existing businesses and residents’ value, maintain and promote the
current quality of life amenities and infrastructure offered within the
Lockyer Valley.
The Lockyer Valley Community Plan and the Lockyer Valley Regional
Council Corporate Plan both identify regional workforce
development strategies as a key initiative for the region.
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22. Building on the Workforce
Development Plan
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Top 5 Strengths Identified
Top 5 Weaknesses
Identified
Community spirit and local
knowledge
Skills and qualification gaps
and shortages
Great location, affordable
living and proximity to big
towns and cities
Migration of skilled workers to
mining industries
Mature workforce with positive
work attributes (Great service
and loyalty)
Lack of commitment,
confidence and motivation of
workforce
Multi skilled diverse workforce Lack of transport and
accommodation
Close proximity to quality
training opportunities
Lack of diversification in
industries

23. Top 5 Workforce Development
Priorities
1. Increasing the level of training and raising the
qualification profile of the region through education
and up-skilling were considered a high priority for
workforce development within the Lockyer Valley
region. Increased utilisation and awareness of the
facilities at the University of Queensland Gatton
Campus and creating opportunities for learning
through partnerships and scholarships were suggested
as valued strategies to pursue.
2. Promoting the lifestyle advantages and attractiveness
of the region is considered an important strategy of
workforce development, to assist with attracting and
retaining skilled workers in the Lockyer Valley.
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24. Top 5 Workforce Development
Priorities
3. Other areas considered important to the development
of the local workforce were increased development of
technology and information and using workplace
related initiatives to attract and retain staff, examples
suggested included team building, flexibility and
workplace appeal.
4. Council and the community are to be encouraged to
support existing business and promote investment and
development of new business to improve the diversity
within the local economy.
5. These workforce priorities align with the community
priorities identified in the Lockyer Valley Community Plan
and the Lockyer Valley Regional Council Corporate Plan.
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25. Strategies for Action
• Develop a partnership approach between training
and education providers to develop a regional
approach to education and training opportunities.
• Promote innovative approaches and opportunities to
learn new skills and competencies.
• Encourage mentoring and employment opportunities
throughout the Lockyer Region.
• Increased awareness and access to education and
training facilities.
• Align the teaching curriculum more closely with
identified industry requirements.
• Awards and formal recognition for training and skills
development.
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26. Strategies for Action
• Promoting the advantages of lifestyle
and community spirit offered and valued
in the Lockyer Valley.
• Increase awareness of the quality,
freshness and availability of fresh food
and produce in the Lockyer Valley.
• Highlight and promote local events,
community groups, clubs, sporting
opportunities and local activities.
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27. Strategies for Action
It was noted that many retention strategies also
overlap with attraction strategies, and most
retention strategies related to lifestyle, facilities and
a sense of community.
•Lifestyle – attractive country living, providing a
growing lifestyle which is inclusive, safe and healthy
community.
•Facilities – provide and promote facilities for sport,
recreation and cultural activities.
•Community – an involved community where
workforce has a sense of ownership with well
planned and connected communities. 27

28. Strategies for Action
Stakeholders identified who have a role to
play in Regional Workforce Development
include government, business and the
community. A coordinated, multifaceted
approach is anticipated to bring the most
benefits.
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29. Regional Workforce Action Plan
• Gap/Issues – region wide and critical job
roles
• Priorities
• Workforce Development Strategies
• Resources
• Responsibilities and Partners
• Timelines
• Regular review? By whom?
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30. Workforce BluePrint:
www.workforceblueprint.au – check out the shop!
wendy@workforceblueprint.com.au
WPAA (all things VET)
www.wpaa.com.au
Keep up to date:
LinkedIn: http://www.linkedin.com/in/wendyperry
Facebook:
http://www.facebook.com/WorkforcePlanningTools
Twitter: @WorkforcePlan and @waperry
Workforce Planning Tools:
http://www.linkedin.com/groups/Workforce-Planning-
Tools-4245718?trk=myg_ugrp_ovr
Connect
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