Transforming your future: flip risks into opportunities and build new capabilities for future growth
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2013 NSW ITAB's conference
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Transforming your future: flip risks into opportunities and build new capabilities for future growth
- 1. Transforming your future: flip risks into opportunities and build new capabilities for future growth Designed by Wendy Perry ŠWorkforce BluePrint @waperry from @WorkforcePlan 1
- 2. 2
- 3. Workforce BluePrint System⢠⢠The full picture 3
- 4. The full picture Smart and Skilled â NSW â ready or not? Victorian Training Guarantee â economics #1 Skills for All â SA â From All to Jobs Skills Fund â Tas â evidence based â no list Investing in Skills â QLD â practical or too complex? ⢠Future Skills WA â forward looking? ⢠National picture â audit committee? entitlement? COAG? ⢠Economic, regional and target group priorities ⢠⢠⢠⢠⢠4
- 5. Workforce BluePrint System⢠⢠The full picture ⢠At this time 5
- 6. Workforce BluePrint System⢠⢠The full picture ⢠At this time ⢠Know what you want 6
- 7. Workforce BluePrint System⢠⢠⢠⢠⢠The full picture At this time Know what you want Evaluate the gaps 7
- 8. Workforce BluePrint System⢠⢠⢠⢠⢠⢠The full picture At this time Know what you want Evaluate the gaps Approach to address gaps 8
- 9. Workforce BluePrint System⢠⢠The full picture ⢠At this time ⢠Know what you want ⢠Evaluate the gaps ⢠Approach to address gaps ⢠Coach to achieve outcomes 9
- 10. Coach to achieve outcomes ⢠Andy Harringtonâs Public Speaker University - book into Melbourne (29.11.13 - 1.12.13) or Sydney (23-25.5.14) ⢠Women in Global Business ⢠Workforce Planners Program â EOI for the 6 week coaching program starting 11.11.13 to build a âdraftâ workforce plan before Christmas ⢠National Funding Update webinar 21.11.13 ⢠VET Strategy and Planning sessions ⢠Future RTO program from January 2014 ⢠Australian VET Leaders and Workforce Planning Tools LinkedIn groups ⢠wendy@workforceblueprint.com.au 10
- 11. Workforce BluePrint System⢠⢠⢠⢠⢠⢠⢠⢠The full picture At this time Know what you want Evaluate the gaps Approach to address gaps Coach to achieve outcomes Timelines 11
- 12. Workforce BluePrint System⢠The full picture At this time Know what you want Evaluate the gaps Approach to address gaps ⢠Coach to achieve outcomes ⢠Timelines ⢠Inspire your workforce ⢠⢠⢠⢠⢠12
- 13. Workforce BluePrint System⢠⢠⢠⢠⢠⢠⢠⢠⢠⢠The full picture At this time Know what you want Evaluate the gaps Approach to address gaps Coach to achieve outcomes Timelines Inspire your workforce Ongoing review 13
- 14. Workforce BluePrint System⢠⢠⢠⢠⢠⢠⢠⢠⢠⢠⢠The full picture At this time Know what you want Evaluate the gaps Approach to address gaps Coach to achieve outcomes Timelines Inspire your workforce Ongoing review Next workforce plan 14
- 16. Connect WPAA (all things VET) www.wpaa.com.au Workforce BluePrint: www.workforceblueprint.au â check out the shop! wendy@workforceblueprint.com.au Keep up to date: LinkedIn: http://www.linkedin.com/in/wendyperry Facebook: http://www.facebook.com/WorkforcePlanningTools Twitter: @WorkforcePlan and @waperry Australian VET Leaders: http://www.linkedin.com/groups/Australian-VETLeaders-3674687?gid=3674687&trk=hb_side_g 16
Hinweis der Redaktion
- Action: Tie all products and services back into systems, Give away the good stuff, Background music playing⌠Good afternoon and Aloha (Iâve just returned from 2 weeks in Hawaii and a having a birthday with a â0â on the end) â Aloha means hello/goodbye and with love â Iâve observed the organising of this conference and for you as delegates I think it really has been done with Aloha. Before I begin, let me ask you a question: Raise your hand if you think would agree that having the right workforce is essential for you to be successful in the future? And raise your hand if you think that what we do, impacts positively on peopleâs lives and on workforces? Today, Iâm going to share insights, working with RTOâs, employers, industry associations, regions and countriesâŚand how to flip risks into opportunities â make sure you are ahead of the game. I believe that peak bodies, industry, business and professional associations, ISCâs/ITAB, governments, regional development agencies, enterprises and local councils should lead workforce planning and development by example. This means having your own workforce plan, keeping on top of these changes and showing your members, clients and stakeholders how to develop a plan and the benefits that this will bring. Many countries look to Australiaâs lead in VET, workforce development and planning⌠copying our system, learning from us (from our mistakes) and I believe this is an important position for us to claim â as a leader in workforce development and planning and skilling. And in line with Smart and Skilled and VET reform now is the perfect time⌠Who agrees that itâs time for all of us to step up? Yes or No? Walk to the past place You may be thinking, itâs hard to get our organisation, or employers and businesses to commit to skilling, workforce development and planning let alone working across an industry or a region or a state or a country. Multiple organisations all with different needs and objectives, juggling different stakeholder views, finding common ground⌠So if you think about it right now, you must be following some kind of approach, or strategy to manage all these changes and develop your workforce. (current place on stage) Now for most organisations that strategy involves quite a lot of trial and error, or reacting to current and ever changing conditions. And can we agree that there is quite a bit of unwanted stress involved when you are reacting to decisions that are out of your control? Yes or now guys? In managing VET reform and in workforce planning and development, wherever possible, take action so you have an informed workforce (inspire them to come up with solutions to what you first see as risks), the workforce you want, where you want it, and ready to do whatever needs to be done â if not we should call it workforce reacting. Walk to the future place So what I am suggesting is that you inform, plan and develop your workforce 3, 5, 10 even 20 times more efficiently than most organisations do right now. Freeing up your organisation and your thinking to really consider these transformational changes, investigate new opportunities, expand your products and services into new areas, when you want to and how you want to go about it. Get to the future place If you want to create âthisâ (point to the ground to anchor position) different kind of result. (Point back to where you started) to the one you have been achieving over there. Does it make sense to you that you need to be following a different strategy, or formulating different plans, or working from different blueprints to the ones you are using over there? YES or NO team? Go to the current place So the question we have to answer in the time we have today is, if what you are saying is right now I am here, and here is different for everyone. But you want to get over there, wherever there is for you â how do you do it? How do you take action to move your organisation including your workforce from where you are right now to where you need to be. Well does it make sense to you that if you want to tackle anything substantial in life, challenges, risks â you need a set of plans â a blueprint to work from â yes or no team? And those plans need to easy to use and to follow â would that make the likelihood that they will be successful increase dramatically? Yes or no team? Go to the future place on stage If someone was to ask you in 3, 6, 12 months⌠or 3 years time⌠how did you manage these changes, the reform, how did you build such a great approach, you would say âI took action to build a workforce that my organisation is proud ofâŚ. And an organisation that the workforce is proud to be a part of⌠Thatâs the impact I want to have on you. So how do you do it, how do you build a Workforce BluePrint? Weâll be working through a systems solution for Taking Action at this time, not waiting for the next announcement and to flip risks into opportunities⌠every time you see a risk in what we talk about, note it down and then see if you can flip it! TAKE ACTION is the term that I want you to know and rememberâŚ
- Teach â write down TAKE ACTION along the side of your page or in your mobile device Anchor - Universal experiences, Stories, Activities â tell you a story about TAKING ACTION â step back on stage Maldives story â phone call from Nelson, launch of the Tourism Apprenticeship program, meeting at the Presidents palace and debrief with the minister and all his advisers. Search â Have you ever had an experience that took you a while to process what actually happening? SceneStateStars â see, shaped, speechStruggle/conflictSummitSolutionSeeding Relate â so whilst not everything was perfect or all neatly in place, the Maldives government and tourism industry realized that they need to take action now and after the workshops I provided them with an action plan for the further implementation of Appâships, VET models and the design of industry sector workforce plans. Takeaway Salt â 6 Câs â write this down
- Teach â key questions â why are you doing this? What is motivating you? What happens if you donât do it and what do you get if you do? Anchor - Universal experiences, Stories, Activities â everybody in the organisation needs buy in and an understanding â tempting to brush over this, word of warning â you could be heading into dangerous waters. Relate â Has anyone started something with the best of intentions, however your good intentions did not get the results youâd hoped for? With the implementation of the national entitlement in a few states so far and with a considerable funded list to start out with plus very open eligibility criteria this has seen massive growth in enrolments. In a number of qualifications it has been to the detriment of the existing fee for service market â just about killed it off. Then state governments have tried ways to find out what is going and where FFS is being âsubstitutedâ. One mechanism included an online survey that took me 2 hours to complete where they asked for the names of providers who were âsubstitutingâ. Takeaway â communication and consultation is king! So what is going on in the Australian VET landscape? Salt â 6 Câs â write this down
- Teach â Letâs compare notes across jurisdictions⌠Whatâs the Skills List likely to look like? Firstly a list of qualifications â Certificate III as the core and foundation courses with learner support for disadvantaged learners particularly through TAFE NSW and ACE providers. Secondly a list of targeted training â pre-voc, skill sets particularly for jobseekers and retrenched workers, Certificate V â Advanced Diploma qualifications in skill priority areas. Eligibility with weightings/subsidies based upon location and target groups (particularly Aboriginal people, students with a disability and welfare recipients, regional and remote areas for disadvantaged students). The list will be reviewed after a year and Iâd suggest this may need to be sooner depending on implementation issues and âdemandâ. NSW Skills Board In September 2013 a new skills board was announced to lead the implementation of Smart and Skilled.  This board replaces the NSW board of Vocational Education and Training and is chaired by Mr Philip Clark AM. Mr Bert Evans AO, chair of the Board has been appointed Mr Evans as the first New South Wales Apprenticeships Ambassador. Members of the NSW Skills Board come from the Australian Industry Group, Australian Workforce Productivity Agency, Deutsche Bank, Australian Indigenous Mentoring Experience, small business operator, ABS and the Office of Education, Department of Education and Communities. As the boardâs role emerges Iâll be interested to watch their focus as in other states and territories such groups have been tasked with identifying future workforce demand, critical job roles and priorities. If this is not a features of the boardâs role, the task of implementing Smart and Skilled may be very âhere and nowâ rather than forward thinking, proactive and dynamic. Ideally an evidence based New South Wales workforce plan would identify workforce priorities linked to economic development goals, regional needs and specific target groups. This intelligence could inform a âlistâ however a list [whatâs on, off, when should changes be made] is fraught with difficulties whereas an application based approach underpinned by evidence would be based upon workforce demand. VIC â spin squeezing, TAFE Structural Adjustment Fund SA â Skills for All to Skills for Jobs Tassie - Colleagues from Tasmania are working away in a practical, pragmatic way to identify workforce priorities and training needs for the state and to influence national programs and initiatives. Whilst new evidence is being collected through consultations and forums, Tasmaniaâs current approach to priorities for training and workforce development are outlined here. Upcoming Employer of Choice events build upon the work Skills Tasmania has been doing engaging workforce planning and development practitioners and Registered Training Organisations in workforce development as well as promoting good practice by employers. In fact, both Skills Tasmania and TasTAFE have taken up the challenge to lead practice by demonstrating the importance of workforce planning and development for their workforce. QLD - So here are my questions: Is Certificate III the new entry level? How relevant is Certificate I and II? How old, is old for an existing Certificate III qualification? How will the Certificate III qualification cover lower level skills if needed? How are skills shortages being identified? How will demand and supply be identified and linked to skills and qualifications? What evidence based methodology will be used? and How small is the first list of proposed contestable qualifications? What are the things to watch? If you are a provider, do you want to become an âapproved providerâ â this is your business decision Consider the impact on the local fee for service market There is the language of demand and supply but where is this represented in the proposed contestable qualifications list There is a need for evidence based industry and regional workforce plans WA - A âforward lookingâ approach to determining state priorities will be based upon determining a list of occupations that are in high demand. What does the guarantee mean? For qualifications that are categorised as a state priority, the government will not limit the number of training places that will attract a government subsidy, except where there is evidence that the number of enrolments in a state priority qualification may lead to an oversupply of graduates. Enrolments in state priority qualifications will be monitored on an ongoing basis and should there be a risk of oversupply, the government may, with prior notice, cease providing a subsidy for any new enrolments in that qualification. Anchor - Universal experiences, Stories, Activities â think about the jurisdictions you are working in, how will you get this information across to your team, what are the implications for your workforce? Relate â difficult to keep up with each state/territoryâs approach right? Takeaway â check out the WFBP and WPAA blogs for recent posts on the latest announcements. Salt â so what about the timing of all of this and your response, donât wait for the next announcement â you donât need to!
- Teach â stock take of what you have Anchor - Universal experiences, Stories, Activities - Q. Seeing the full picture, what are some of this risks to your organisation at this time? Relate â can you flip 1? Takeaway â can your team help you flip the risks into opportunities? Salt â so if you know what you have at this time, then where to next?
- Teach â whatâs the likely environment? The driving forces, how certain or uncertain are you about them and is there just one preferred scenarios or multiple options? Anchor - Universal experiences, Stories, Activities â on Monday, working with the defence sector on an industry workforce strategy Relate â unsure if all the stakeholders would agree on the preferred scenario but it was the most obvious, aspirational and achievable Takeaway â if you donât know what you want and you are always dealing with the current workforce profile then your playing catch up right? Salt â so who is good at maths?
- Teach â here understanding the full picture, what we have at this time, what we want â then itâs a basic maths equation â got this, want this, whatâs the difference? Anchor - Universal experiences, Stories, Activities â are all gaps created equal? Could there be a bigger theme going on? Relate â can you spot the theme or story in your organisation? Takeaway â perhaps consider a book, nursery rhyme, movie, song that fits the theme (future) of your organisation? Salt â how likes fixing things?
- Teach â depending on your workforce gaps/issues, risks there will be many options to address them Anchor - Universal experiences, Stories, Activities â think of a workforce issue or a gap that you know of right here, right now for your organisation â with a partner youâll have 2 mins to come up with 9 possible approaches to address the gaps Relate â your approaches are your workforce development strategies Takeaway â opportunity to be creative and innovative in your problem solving Salt â and if you havenât done this before or very often, some help
- Teach â C is for coach Anchor - Universal experiences, Stories, Activities â consider who should be your coach? Relate â someone who does what you want to do extremely well Takeaway â lots of options for you within your organisation, outside, f2f, online, peers Salt â at the moment I have 2 âcoachesâ and perhaps a couple who are âunofficialâ
- Teach - Best public speaking development program I have ever attended Anchor - Universal experiences, Stories, Activities Relate â if you want to get good at being ahead of the VET game and transforming your workforce then here are a couple of opportunities for you Takeaway â email me for further detail on any of them Salt â hope to have some more LinkedIn connections before I finish today
- Teach â necessary, keep you on track, agreed with that buy in, follow up/review process Anchor - Universal experiences, Stories, Activities Relate â something like a workforce plan shouldnât be written on a weekend, generally takes 6-12 weeks depending on scope and consultation Takeaway â industry or regional plans will take longer but treat this like any other project Salt â
- Teach â inspire and lead by example Anchor - Universal experiences, Stories, Activities â DET QLD IT Div Manager Relate Takeaway Salt â an particularly over the next 12-18 months its going to be important that you revisit your plan
- Teach â ongoing review Anchor - Universal experiences, Stories, Activities â how often, what agenda should this go on? Relate Takeaway Salt â 6 Câs â write this down
- Teach â next version Anchor - Universal experiences, Stories, Activities Relate Takeaway Salt â stay in touch
- Teach â Transforming your future, a better, brighter future where you are in control as you are taking action, at this time, Yes or No? Anchor - Universal experiences, Stories, Activities â felt emotional or had tears at graduation ceremonies, heard some amazing stories Relate - what you do positively impacts on peopleâs lives Takeaway â donât ever forget that⌠Extinguish any negativity and flip risks into opportunities â all transforming your future in VET. Salt â please stay in touch, thank you, Mahalo!