Transforming the FE workforce to become a force for change: the need for a workforce strategy

Alison TwineyDirector, England

Lifelong Learning UK

Internal drivers for workforce development

• To deliver new contracts or to work with new groups of learners

• To enable delivery of new learning programmes or different types of learning delivery

• To train and develop new staff• To retrain or upskill existing staff• To enable staff to be vocationally or industrially up to

date

External drivers of workforce development

• In response to learner and employer demands• To take account of regulatory and legislative changes• In response to national policy direction• In response to contractual obligations for receipt of

public funding • In response to technological change – the e-enabled and

e-capable workforce • To ensure survival in the face of domestic and

international competition in a global economy

Vision for the FE Sector workforce (1)

• Fully-professional, responsive and modern, and capable of operating effectively in a learner driven skills environment

• Well-trained and developed with flexibility to embrace new roles and ways of working with different partners and in different locations

• Able to draw on the excellent practice demonstrated by the best providers so that all providers can develop

• Be confident in itself as world class providers of high quality learning and training

Vision for the FE Sector workforce (2)

• Be reflective of the diversity of learners and employers served

• Benefit from outstanding leadership across all providers and the sector as whole, and be able to inspire and motivate

• Develop a culture of personal and provider continuous development and improvement in the context of a self-regulating environment

Implementation Plan

• Published end of March 2008• Outcomes and actions identified meaningful to those

working in all parts of the FE system• Includes recognition of work already underway• Outlines planned actions and outcomes and how these

will be developed or implemented• identifies lead responsibilities and ownership of

outcomes and actions• Intended to be a mirror to help providers with their own

workforce development plans – NOT a blueprint of how to do it

The Guardian 2nd Annual Further Education and Skills Summit 2008

Wednesday 18th June 2008

Alan ClarkeSector Engagement Manager

What I plan to cover

LLUK Workforce Development Strategy

The Catalyst programme

Catalyst legacy?

Opportunities to engage

Priority 1 Understanding the nature of the workforce

Priority 2 Attracting and recruiting the best people and improving the sector image

Priority 3 Retaining and developing the modern, professionalised workforce

Priority 4 Ensuring equality and diversity is at the heart of the strategy, policy making, planning and training

LLUK employers Workforce Development Strategy

Catalyst comprises four major sub-programmes which will support further

education (FE) providers in taking a structured approach to the development of

leaders and managers and in ensuring teachers, tutors and trainers keep their

vocational and subject specialist skills up-to-date.

Catalyst programme

FE Sector (Colleges, adult & community learning & work based learning)

Programme structure

Pass on YourSkills

Encourage practitioners to take up a career in FE

Assist providers to recruit to hard to fill vacancies

Business Interchange

Offering structured work placement opportunities to update vocational skills

Placements currently range from one day to 12 weeks

Leaders and managers

Equality & Diversity

Developing teachersMake a Difference

Recruit highly motivated graduate calibre individuals into management positions

Provide support for them to become future leaders in FE

Business Talent

Attract exceptional talent from business and the public sector directly into senior leadership roles

Strategic review process

Recruitment toolkit

Individual support

Pass on Your Skills Assisting providers to recruit into hard to fill vacancies

Priority skills areas

- engineering

- health & social care

- construction

- STEM (science, technology, engineering and maths)

Further research to identify further skill shortage areas

PTTLLS courses will be available across England from September

Business Interchange

Enables teachers, tutors and trainers in the FE sector to update their industry related skills through a variety of learning experiences

Business Interchange pilot project has proved successful

Due to over-subscription it has not been possible to accommodate all interest during this pilot phase

The full Business Interchange programme will be rolled out from September 2008

Expressions of interest can be made at www.takeeducationfurther.org

Access to a pre-assessed talent pool of individuals from diverse backgrounds to fill your management roles

Recruitment: Online/hard copy application form (live!)Application siftTelephone interviews Visit to FE organisation (optional)Assessment centre (involves FE provider representatives)Final recruitment decision made by FE provider

Leadership development: 12 months of funded leadership development to ‘fast track’

Monitoring and evaluation

www.changeyourfuture.org

Make a Difference

• Attracting leadership talent from outside of the sector

• Marketing to organisations and potential employees

• Strategic review tools and consultant support

• Toolkit for employee recruitment and selection

• Mentor support for employees when first in post

• Central support for Business Talent process

• Monitoring and evaluation to produce sustainable model

• Questions

Business Talent

Catalyst – leaving a legacy

Creating a culture shift in the sector 2,225 people will embark on structured learning & development that will impact on the learning experience of others

2,225 role models?

X organisations impacted – providers & business?

X learners benefit from improved quality of learning

X future leaders use their talent to make a difference

Positive progress on equality & diversity?

Watch this space!!

Catalyst programme Benefits of participation

Access to funded programmes

Assistance with identifying and managing structured employee

development opportunities

Recruitment pool of potential applicants to skill shortage vocational

areas

Recruitment pool of potential applicants to management positions

Funded strategic review of future leadership / management positions

Opportunities to engage• Participation in Business Interchange Sustainability Group

• Participation in consultations

• Participate in the programmes: www.catalystprogramme.org

• Make a Difference campaign: www.changeyourfuture.org

• Business Interchange campaign: www.takeeducationfurther.org

The Guardian 2nd Annual Further Education and Skills Summit 2008

Questions