The skills to succeed Gaining an edge over your competitors and learning tips about how to improve your business will be the focus of the Skills Summit 2013. Held at the Lockyer Valley Cultural Centre, the Skills Summit is a free seminar designed for businesses looking to improve their practices. The Lockyer Valley is a unique market and topics covered at the Skills Summit will help business owners and managers to further develop their businesses. Some of the topics on the day include: • Improve your business performance • Attract and retain key staff • Learn tools and techniques to streamline processes • Addressing the skills gaps • How to grow your business • Build on your local networks
Regional Workforce Development Strategies have been identified as important to ensure the future prosperity of the Lockyer Valley due to expected population growth, a national ageing workforce and industry demands for higher skilled workers. The Summit has the aim of progressing the draft Workforce Development Plan and provides the participating businesses with development opportunities that are highly relevant to the mix of owner-operated businesses, farms and specialist traders, and locally based mid-sized and large businesses. To progress the Workforce Development Plan we suggest a focus on a stock take of the plan to date, brief introduction of the workforce planning and development model (relevant at a regional and enterprises level) and the majority of the time spent on the action plan component. The draft plan outlines councils’ action plan with strategies, actions and performance indicators. This could be further developed by working through workforce wide vs. critical job role issues, priorities, existing workforce development strategies, designing new workforce development strategies, resources, responsibilities and partners, and timelines. This model could also be used to review the existing draft workforce plan and assistance could be provided by Workforce BluePrint to further develop the plan. Around 2 hours of the program is suggested (perhaps in 2 stints) to be spent on 1. Stocktake, definitions and model and 2. Regional Workforce Action Plan (NB. Workforce BluePrint can provide a template for this activity).
Activity: What are your business case reasons for building a WDP?
Early stages of their lifecycle, products or services with significant growth potential, need to commit significant resources, construction, expansion, building operating capabilities, invest in systems
Still attract investment and reinvestment but are required to earn excellent return results on investment capital, investment – relieving bottle necks, expanding capacity, enhancing continuous improvement
No longer warrant significant investment, only enough to maintain equipment and capabilities, not to expand or build new capabilities
Balanced Scorecard could be a starting point to assess the business overall (especially if an SME)
The right people in the right places with the right skills doing the right jobs
Workforce development strategies to close the gaps identified may include: Attraction, Capabilities, Capacity, Change Management, Communication, Competency Frameworks, Leadership Development, Knowledge Management, Learning and Development, Mission Critical Job roles, Organisational Development/Learning, Professional Development, Recruitment, Retention, Reward and Recognition, Skills, Staff Development, Succession Planning, Team Development, Training and Development, Transition, Values and Behaviours, Work Life Balance. Workforce planning - analysing workforce profile data and trends; forecasting demand; analysing supply; and undertaking a gap analysis Workforce development - bridges the gap between the current workforce and the desired workforce forecast Workforce skills development – all forms of learning and skills acquisition 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 Training Needs Analysis (WDP) - 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.
Who and what to measure against? Reviewing relevant internal documentation and evidence, past/current projects; Understanding the external environment – SSA environmental scan, national and state/territory policies Internal environment – timing, context Refer to WDP template
7.3% unemployment Dec 12 High proportion of income support recipients
The Lockyer Valley LGA had the largest proportion of lone parent families who are jobless (56 per cent) While unemployment has risen, labour market condition relatively strong, however… Employment declined in the Manufacturing and Agriculture, Forestry and Fishing industries Slowing recruitment activity in the Ipswich LGA Regional disparity among LGAs Youth disengagement, particularly females Ageing population in some areas Low educational attainment levels Many employers not employing locals Opportunities Strong population growth and participation rates are rising Employment growth stronger for higher skilled occupations, yet opportunities still exist for lower skilled occupations Employment opportunities for Technicians and Trade Workers and Professionals, and in Accommodation and Food Services, Construction and Health Care and Social Assistance industries Job seekers need to be job ready: literacy and numeracy / work experience / training / employability skills Collaboration amongst all key stakeholders
Examine - Information and data – evidence based approach – what do you need? Image - Skills and competencies/capabilities – process for a WDP Define - Core skills for all - Compliance skills - Leadership skills - Functional skill areas - Job specific skills – draw on white board Example competency frameworks – demonstrate approach Try - Job profile – choose a role in your industry and outline the job specific skills required – validate with SAC job roles
The Lockyer Valley is forecast to have another 25,511 residents by 2031, including an additional 8203 workers. Currently, the overall ratio of residents to workers in the region is 2.5 to 1, and the forecasts suggest further dilution to a ratio of 3.1 to 1. Diluting the number of workers relative to the population will have flow on effects through the economy as workers have higher incomes than non-workers and this may reduce the vibrancy of the regional economy. Image – diagram of current vs. future workforce skills, how does the formula work over time i.e. x years?
What are the ways that you can validate your WDP results? What are the training needs and priorities? (hard to fill/replace, mission critical, compliance) What skill gap closing strategies could we implement to change the workforce profile? Discussion of gaps and strategies that would work to close the gap. Apprenticeships and traineeships? Refine - Implementing a WDP strategy and producing a WDP report – what do you need to cover off?
Overall the Lockyer Valley is a small business economy, with 96% of locally based businesses employing less than 20 staff. The Lockyer Valley has a high number (1600) of owner-operator businesses – farms and specialist sole traders in areas like retail, financial services and arts. The 89 home grown businesses that employ more than 20 staff are vitally important for future jobs within the Lockyer Valley. While the number of very small businesses in the Lockyer Valley is large, and they have a significant impact on the regional economy, the weight of the jobs market is in the mid to large size businesses.
Development and training
Lockyer valley education and skills summit workforce development wp v1.0
Presented by Wendy PerryWorkforce BluePrintWorkforce BluePrintWorkforce Development – the key toproductivity, growing your businessand the region1
Outline• Welcome and outline• Reasons for a Workforce Development Plan• Assessing your business workforce developmentneeds• Workforce Planning and Development Model• Definitions• Steps in the process including stocktake• Lockyer Valley Regional Council – Draft WorkforceDevelopment plan• Regional Workforce Action Plan• Contact details2
• Significant employer, small employer, home-based or self-employed?• Dynamic and complex economic, legislative and contractualenvironment• Challenges with shift in demographics and age profile, skillsshortages, 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 servicecontracts/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 andneed to prioritise development activities3Why? = Business case
WORKFORCE PLANNING& DEVELOPMENT MODELSTEP 1: CONTEXT & ENVIRONMENTSTEP 2: CURRENT WORKFORCEPROFILESTEP 3: FUTURE WORKFORCE PROFILESTEP 4: GAP ANALYSIS & CLOSINGSTRATEGIESSTEP 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 andImplementation•Review and Monitoring
What is workforce planning?Workforce planning relates to analysing workforce profiledata and trends; forecasting demand; analysing supply; andundertaking a gap analysis.Data analysis, knowledge management, scenario planningand Imagineering are relevant approaches.Workforce profiling and analysisshould reflect organisational structurenow and into the future…9
What is workforce development?Workforce development bridges the gap between the currentworkforce and the desired workforce.Workforce development is underpinned by competency profiling,prioritisation and hot spot analysis.10
Step 1. Context andenvironment• Why?• Duration of Strategic Plan and objectives• Scope – whole workforce and/or region?• Stakeholder engagement• Key performance indicators and timetables forimplementation• Best fit methodology and evidence collection tools• External environment – industry, professional,regional trends• Internal environment – timing, context11
Lockyer Valley12Source: ABS, Census of Population and Housing, 2006 and 2011Population ProfileRegionAdultPopulation(2011)Growth2006-2011Proportion of adultpopulation 65 andover (2011)15-24PopulationGrowthMedian Age(2011)Ipswich LGA 127,070 19% 10% 21% 32Lockyer Valley LGA 27,230 17% 14% 25% 37Scenic Rim LGA 28,940 22% 17% 23% 42Somerset LGA 17,060 17% 16% 19% 41Ipswich and WestMoreton RDA200,300 19% 12% 22% 35Queensland 3,456,900 12% 13% 9% 36Australia 17,363,700 9% 14% 6% 37
Lockyer Valley13More Jobless Families(with children under 15 years old)Source: ABS, Census of Population and Housing, 2011RegionNumber ofjoblessfamiliesProportion ofall familieswho arejoblessProportion ofcouple familieswho arejoblessProportion oflone parentfamilies whoare joblessIpswich 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%
Step 2. Current workforce• Organisational chart – numbers, job roles and WHSresponsibilities• What is our workforce skills and competency profile?• What are our skills and development needs? Whereare there skills shortages?• What are our workforce issues that require action? Keyroles that are a priority/difficult to recruit/retain?• Organisations’ strengths and weaknesses?• Staff engagement strategy15
Step 3. Future workforce• Based on Strategic Plan – fitswith workforce planning• Decide timeframe to profile out• Internal and external changes• What operational structure,skills and job roles will we need?• Demand: What critical jobroles? How many people areneeded? What skills arerequired?• Supply: Existing workforce +change? What skills do wehave?• Gap: Demand - supply 18
Step 4. Validation and GapClosing Strategies• What are the workforce skills/competency gaps andpriorities (critical job roles - hard to fill/replace,compliance/legislation/regulation, long time to developknowledge and skills)• What gap closing or workforce development strategiescould we implement to change your workforce skillsprofile?• Relationship with regional and industry organisations• Leadership and regional/organisation wide ownership• Implementation of action plan mapped back to strategicdirections• Engagement and Communication – over++• Responsibilities, Timelines, Resources 19
Step 5. Monitor, review andevaluation• Outcomes of the Workforce Development Plan• Regular monitoring and evaluation process – howoften and by whom?• Effectiveness of any strategy that is implemented• Success/otherwise and KPI’s• Recommendations into cycle• Back to the beginningMorning tea20
Regional Development Goals• Increase the development and training opportunities for LockyerValley businesses and residents to meet the demand for higher levelsof skills and qualifications.• Actively promote the lifestyle and community advantages theLockyer Valley region has to offer.• Implement business support and retention strategies to ensure theexisting businesses and residents’ value, maintain and promote thecurrent quality of life amenities and infrastructure offered within theLockyer Valley.The Lockyer Valley Community Plan and the Lockyer Valley RegionalCouncil Corporate Plan both identify regional workforcedevelopment strategies as a key initiative for the region.21
Building on the WorkforceDevelopment Plan22Top 5 Strengths IdentifiedTop 5 WeaknessesIdentifiedCommunity spirit and localknowledgeSkills and qualification gapsand shortagesGreat location, affordableliving and proximity to bigtowns and citiesMigration of skilled workers tomining industriesMature workforce with positivework attributes (Great serviceand loyalty)Lack of commitment,confidence and motivation ofworkforceMulti skilled diverse workforce Lack of transport andaccommodationClose proximity to qualitytraining opportunitiesLack of diversification inindustries
Top 5 Workforce DevelopmentPriorities1. Increasing the level of training and raising thequalification profile of the region through educationand up-skilling were considered a high priority forworkforce development within the Lockyer Valleyregion. Increased utilisation and awareness of thefacilities at the University of Queensland GattonCampus and creating opportunities for learningthrough partnerships and scholarships were suggestedas valued strategies to pursue.2. Promoting the lifestyle advantages and attractivenessof the region is considered an important strategy ofworkforce development, to assist with attracting andretaining skilled workers in the Lockyer Valley.23
Top 5 Workforce DevelopmentPriorities3. Other areas considered important to the developmentof the local workforce were increased development oftechnology and information and using workplacerelated initiatives to attract and retain staff, examplessuggested included team building, flexibility andworkplace appeal.4. Council and the community are to be encouraged tosupport existing business and promote investment anddevelopment of new business to improve the diversitywithin the local economy.5. These workforce priorities align with the communitypriorities identified in the Lockyer Valley Community Planand the Lockyer Valley Regional Council Corporate Plan.24
Strategies for Action• Develop a partnership approach between trainingand education providers to develop a regionalapproach to education and training opportunities.• Promote innovative approaches and opportunities tolearn new skills and competencies.• Encourage mentoring and employment opportunitiesthroughout the Lockyer Region.• Increased awareness and access to education andtraining facilities.• Align the teaching curriculum more closely withidentified industry requirements.• Awards and formal recognition for training and skillsdevelopment.25
Strategies for Action• Promoting the advantages of lifestyleand community spirit offered and valuedin the Lockyer Valley.• Increase awareness of the quality,freshness and availability of fresh foodand produce in the Lockyer Valley.• Highlight and promote local events,community groups, clubs, sportingopportunities and local activities.26
Strategies for ActionIt was noted that many retention strategies alsooverlap with attraction strategies, and mostretention strategies related to lifestyle, facilities anda sense of community.•Lifestyle – attractive country living, providing agrowing lifestyle which is inclusive, safe and healthycommunity.•Facilities – provide and promote facilities for sport,recreation and cultural activities.•Community – an involved community whereworkforce has a sense of ownership with wellplanned and connected communities. 27
Strategies for ActionStakeholders identified who have a role toplay in Regional Workforce Developmentinclude government, business and thecommunity. A coordinated, multifacetedapproach is anticipated to bring the mostbenefits.28
Regional Workforce Action Plan• Gap/Issues – region wide and critical jobroles• Priorities• Workforce Development Strategies• Resources• Responsibilities and Partners• Timelines• Regular review? By whom?29
Workforce BluePrint:www.workforceblueprint.au – check out the email@example.comWPAA (all things VET)www.wpaa.com.auKeep up to date:LinkedIn: http://www.linkedin.com/in/wendyperryFacebook:http://www.facebook.com/WorkforcePlanningToolsTwitter: @WorkforcePlan and @waperryWorkforce Planning Tools:http://www.linkedin.com/groups/Workforce-Planning-Tools-4245718?trk=myg_ugrp_ovrConnect30