The document outlines a workshop focused on workforce planning and development, emphasizing innovative management strategies and the importance of competency frameworks. It offers guidance on creating effective workforce plans, engaging with employers, and maximizing productivity, while also identifying funding opportunities for workforce development. Additionally, it discusses the significance of partnerships and conducting training needs analysis to enhance organizational growth and workforce capability.

1. Workforce planning and Development
 A Broader View of Client Workforce Development With workforce
development firmly on the national policy agenda, Employment Services and
Vocational Education and Training (VET) providers have a great opportunity
to lead the way in innovative workforce management for themselves and their
clients.
 This workshop will show how to uncover workforce development needs and
business opportunities, outline case studies from a large government
organization to a small-medium sized enterprise, and identify current and new
VET products and services that fit.
 An Introduction to Innovative Workforce Management Take an
innovative approach to managing your workforce focusing on context, culture
and human resource management. Review aspects of your culture that
encourages innovation including leadership, people, values and behaviors.
 Use a creative process to think better about recruitment, performance
management, rewards and recognition, succession and career planning,
flexible work practices, job design and descriptions.

2. Workforce planning and Development
• Building Competency Frameworks to Measure Workforce
Capability A competency framework usually includes skills
and competencies – core (for everyone), leadership and job
specific; capability also includes values and behaviours; and
key performance indicators or targets.
• Once built and validated the framework can be used to
measure individual, team and organisational capability, for
recruitment, career planning, needs analysis, succession,
performance management and transition.

3. Developing a Workforce Plan in 5 Easy Steps
 Developing a Workforce Plan in 5 Easy Steps It’s not as hard as
you think when you have clear process steps, current workforce
profile information, a sound approach to future forecasting, a
workforce plan template to follow and help from experienced
workforce development and planning practitioners.
 You can do it yourself (D.I.Y), get some help through mentoring
and coaching or we can facilitate the process with you. Identify
workforce attraction, retention, succession planning and
transition strategies and implement gap closing strategies.

4. Workforce planning and Development
 Engaging Employers, Industry and Small and
Medium Sized Enterprises Do your research, start
with a link or connection, ask the right questions
and talk 25% of the time maximum.
 Develop your art of conversation to engage
employers and SMEs in assessing their business
and workforce needs, leading to long term, genuine
relationships. Keep up to date with the latest
trends in small business to inform your marketing
strategy.

5. Workforce planning and Development
• Funding for Workforce Development and Planning
Initiatives Assisting participants to identify and apply for
grants, funding and tender opportunities, from small
amounts to $3 million, using an evidence-based approach to
their applications and proposals.
• This professional development workshop will provide an
overview of what’s available and how to best position your
response including available funding opportunities; business
case and capability statement development; using innovative
methodologies and building your response; and keeping up to
date with announcements.

6. Workforce planning and Development
 How to Develop a Skills Profile Two starting points
for a skills profile – the person and/or the job. For
the person, learn how to facilitate a two-way
conversation that draws out their skills, knowledge
and experience, interests, career plans, naturally
occurring evidence and map to competencies.
 For the job, analyze job descriptions and
documentation, discuss tasks and priorities, skills
and competencies required for a good performer.
Use skills profiles to identify skills recognition and
development opportunities and to build into a
competency framework.

7. Workforce planning and Development
 Maximizing Industry Workforce Productivity through
Planning How to triple productivity with a focus on building
industry workforce capability, multiplying your workforce
capacity and improving employee contribution.
 Mining and Resources sector – Impact on Regional Workforce
Planning and Development in South Australia – find out just
how the mining sector is expected to impact on the the local
workforce in regional areas of SA.
 Covering topics such as: regional workforce impacts of
multiple mining projects in regions, regional workforce
composition, and how mining impacts local industry workforce
supply.

8. Powerful Partnerships for Workforce Development and Planning
• Powerful Partnerships for Workforce Development and
Planning – Positioning yourself for the Future Providing
examples of successful partnerships for
workforce development and planning, covering various
models and relationship arrangements including the different
roles of partners, funding opportunities and the importance of
identifying common objectives including:
 Learn how good partnerships work
 Gain insight into what employers want
 Understand workforce planning and development and the
relationship with VET
 Identify funding that may assist your partnership and/or
project
 Design new VET products and services
 Position your RTO ahead of your competitors

9. Training Needs Analysis
 Training Needs Analysis – how to undertake Ideal for practitioners
facilitating internal Training Needs Analysis (TNA), working with
teams, enterprises and organisations, up to major projects such as
large sporting complexes; and business owners and managers
wanting to quickly identify and address training needs for their
business.
 The 1 day workshop covers: Identifying what your client wants;
Relationship development and management; Communication and
consultation strategies; Scoping the TNA – who and what to
measure against; TNA methodologies and tools; Reviewing relevant
internal documentation and evidence, past/current projects;
Understanding the external environment; Developing job skills
profiles – different approaches and tools; Designing competency
frameworks – using National Training Packages and competency
standards; Validation strategies; Identification of strengths and
training development needs ; Latest organisational and professional
development methodologies; and Presentation of a framework and
TNA report with recommendations and feedback.

10. Workforce Development and Planning
 Workforce Development and Planning in Practice Developing
your own workforce is critical to sustainable growth and the
success of your organization.
 Apply a 5-step model to review your current workforce
profile, describe your desired workforce profile and identify
workforce development priorities.
 Learn about current workforce planning and development
practices with examples from across different sectors and hints
on how to take a strategic approach to workforce management.

11. Workforce Profiling
• Workforce Profiling – the key ingredient of
workforce planning Learn how to develop a
competency based job profile and conduct
assessments in the workplace called ‘gap
analysis’. Explore the results and provide evidence
based training needs to your clients.