Meeting Workforce Demand and Changing Workforce Patterns – a Flexible Workforce
Activity: What are your business case reasons for building a WDP? Fulcrum diagram – people vs. other costs
The right people in the right places with the right skills doing the right jobs
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 – Regional environmental scan, national and state/territory policies Internal environment – timing, context Refer to WDP template
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 job roles
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?
Workforce planning for changing demographics v0.1 wp
Presented by Wendy PerryWorkforce BluePrintWorkforce BluePrintWorkforce Planning forChanging Demographics1
Outline• Hi there!• Reasons for a Workforce Plan• Workforce Planning and Development Model• Definitions• Steps in the process• Workforce development strategies to attract,recruit, retain and develop across multi-generations• 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 or decline• 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…5
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.6
Step 1. Context andenvironment• Why? Australian workforce demographics change…• Duration of Strategic Plan and objectives• Scope – whole workforce or a proportion?• Stakeholder engagement• Key performance indicators and timetables forimplementation• Best fit methodology and evidence collection tools• External environment – industry, professional, regionaltrends• Internal environment – timing, context7
Step 2. Current workforce• Organisational chart – numbers, job roles and WHSresponsibilities• What are our workforce demographics?• What is our workforce skills and competency profile?• What are our skills and development needs? Whereare there skills shortages?• What are our critical job roles and workforce issues thatrequire action? Key roles that are a priority/difficult torecruit/retain?• Organisations’ strengths and weaknesses?• Staff engagement strategy8
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 are the criticaljob roles? How many peopleare needed? What skills arerequired?• Supply: Existing workforce +change? What skills do wehave?• Gap: Demand - supply 9
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 10
Step 4. Workforce developmentstrategiesTo attract, recruit, retain and develop across multi-generations:•Balancing the age profile – apprenticeships, careerpromotion activities, graduates, recruitment, traineeships,work placements, VETiS•Retention – career development, change management,communication, exchange programs, flexible workpractices, leadership development, project based learning,reward and recognition, performance management,training needs analysis and development, work life balance•Transition – buddying, coaching, flexible work practices, jobrole redesign, knowledge management, phased retirement,succession planning11
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 beginning12
Workforce Action Plan• Gap/Issues – region wide and critical jobroles• Priorities• Workforce Development Strategies• Performance measures• Resources• Responsibilities and Partners• Timelines• Regular review? By whom?13
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_ovrConnect14