Building a Culture of Skills Development and Workforce Planning ...

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Workforce Planning within. Enterprises ... company for future tenders and potential clients. “We're not only ... Budge
Building a Culture of Skills Development and Workforce Planning within Enterprises

Robert Adams, CEO Transport and Logistics Industry Skills Council

The Challenge

The Project

Developing a sustainable local workforce in the Pilbara.

“Making Tracks”

History of issues arising from reliance on predominantly FIFO workforce.

10 week program of coaching and tuition to prepare trainees for work. Certificate II in Rail Infrastructure.

A strong desire to give back to the community where they have been working.

Total Value of NWDF program to date $1.253 million. 241 participants overall

Outcomes Of the first 10 trainees – 7 are now fulltime permanent employees.

Making Tracks is a great selling point for the company for future tenders and potential clients.

Locally sustainable workforce.

“We’re not only a skilled workforce; we’re a qualified, skilled workforce.”

Improved worker retention. Local community actively seeking participation in the program.

“The training has changed lives. They’re working hard, they’re earning big money; they’ve bought cars, and clothes; and put a feed on the table for the family.”

The Challenge

The Project

Employee and sub-contractor attraction and retention.

To provide the entire APT workforce with the opportunity to achieve a nationally accredited qualification as an element of its ‘people strategy’.

Involving the whole business at once including 160 owner drivers (micro businesses). Budget constraints – low margin business

Desire to be an Employer of Choice

Raise the professionalism of the industry through establishing a new skilling benchmark as an example for all industry operators.

Outcomes Reduced turnover Increased development and learning culture

Increase in unsolicited applicants to the business Identification and filling of skill gaps through successful skills analysis (providing a model for industry).

Increased job satisfaction and workplace morale. .

Breakdown of business hierarchy “Receiving this recognition will help us to spread the message that our workforces are our most critical asset.”

The Challenge

The Project

Ageing workforce

More than 110 Airport Reporting Officers (AROs) and Works Safety Officers (WSOs) were funded up to 65% of the costs of training in Certificate III in Ground Operations.

Significant budgetary constraints for some airports (particularly regional & remote) Training had to be rolled out across a diverse industry, both in size and geography. Expense (travel, lodging and rostering) and time constraints.

AAA’s initiative aimed to assist individual enterprises in the airports industry to increase productivity and the skills pool available to them.

Outcomes Increased workforce productivity.

Employees now possess transportable, industry recognised qualifications

Building industry wide capability to develop the workforce of the future Supported airports to participate that otherwise could no have afforded to do so

Workforce retention The initiative enabled trainees to qualify to meet CASA regulatory requirements for AROs and WSOs.

Industry is now well placed to meet regulatory requirements

ISC Unique Contribution Independence = capacity to provide impartial advice and guidance. Pivotal role in the national training system = can translate the myriad requirements into business language. Leveraging public funding for employer-led skills development enabling sustainable business investment, while ensuring accountability for results. Providing enterprises with targeted support, network opportunities and tailored services to address their skills needs.

P 03 9604 7200

F 03 9629 8903

E [email protected]