Presented by Wendy Perry

Workforce BluePrintWorkforce BluePrint

Workforce Development – the key to productivity, growing your business and the region

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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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• 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 activities3

Why? = Business case

Stage of the business - growth

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Stage of the business - sustain

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Stage of the business - maturity

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Health Check

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

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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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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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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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Lockyer Valley

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Source: ABS, Census of Population and Housing, 2006 and 2011

Population Profile

RegionAdult

Population (2011)

Growth 2006-2011

Proportion of adult population 65 and

over (2011)

15-24Population

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

Lockyer Valley

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More Jobless Families(with children under 15 years old)

Source: ABS, Census of Population and Housing, 2011

RegionNumber 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%

Lockyer Valley

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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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Lockyer Valley

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Lockyer Valley

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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

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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

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 tea20

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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Building on the Workforce Development Plan

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Top 5 Strengths IdentifiedTop 5 Weaknesses

IdentifiedCommunity 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

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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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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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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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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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.

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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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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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