recent approaches to workforce development … · 2013-12-18 · recent approaches to workforce...
TRANSCRIPT
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RECENT APPROACHES TO
WORKFORCE DEVELOPMENT
The Australian Workforce Futures
Strategy and the NSW IDEAS
project
Caroline Alcorso, IFA Conference
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The focus for today
► Key issues in workforce skills
development
► The issues
► Aged services
► Ways forward
► Workforce Futures
► IDEAS project
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How is Australia travelling?
Strong resilience in the face of the GFC and renewed growth but… Global competitiveness: Australia ranks 21st on innovation; just 37% of organisations are active ‘innovators’. Management performance is in OECD ‘second tier’ with long tail of poor performers Productivity: Average annual labour productivity growth has fallen from 2.1% in the 1990s, to around 1.4% in the 2000s; decline in multi-factor productivity growth since 2004
Vocational qualifications: VET enrolments flat-lining since early 2000s; completion rates low
Skill shortages: concentrated in certain sectors and regions; persistent and re-emerge with growth
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> 1.5 million Australians under & unemployed
> 1 million not in the workforce but want to
work
Relatively low participation rate for women of
child bearing age and prime working age men
compared to OECD
Certain groups face profound barriers, eg
Indigenous Australians (48% employment in
2006)
Workforce participation challenge
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What about aged services?
Identified issues include:
Workforce shortages – recruitment challenges
Coping with changing care needs
Job dissatisfaction causing retention problems
Management capacity stretched
Concerns about training quality
Workplace learning constraints
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Strong forecast employment growth
Employment growth: the health and social assistance industry, Australia
Industry
Current
employment
Past growth:
five years to
November 2009
Future growth:
five years to
2014-15
‘000
% of
total ‘000 % ‘000 %
Health care and social
assistance 1204.5 11.1 229.5 23.5 211.5 17.6
All employed
10,844.4
100.0
1,069.1
10.9
1,027.2
9.5
Population: Employed people.
Source: DEEWR analysis of trend data Feb 2010, ABS Cat no. 629.0.55.003
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Growth in lower skilled jobs projected
Average occupation employment growth pa, 2010 to 2025, in three scenarios
Occupation
Open doors
%
Low-trust
globalisation
%
Flags
%
Medical practitioners
Midwifery and nursing
professionals
Health and welfare support
workers
Child carers
Personal carers and assistants
All occupation average
2.3
2.7
2.7
3.3
3.1
2.1
1.7
2.1
2.2
2.7
2.6
1.5
0.5
0.8
1.2
1.8
1.6
0.9
Source: Access Economics (2009) Economic modelling of skills demand, Table D4 (ASCO);
conversion to ANZSCO by CEET (2009). Three-digit ANZSCO job titles are used in this analysis.
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Those policies and practices which support
people to participate effectively in the
workforce and to
develop and apply skills in a workplace
context
and where learning translates into
positive outcomes for enterprises, the
wider community and individuals
throughout their working lives.
Workforce development – a broad definition
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The ‘more is better’ approach facing challenges
New recognition that acquiring
skills is not enough:
“The ability to use particular skills
and knowledge in the production
process, not merely acquiring
them, is what really matters for
productivity and income.”
Australian Treasury Perspectives on Australia’s Productivity Prospects
Treasury Working Paper, September 2006
From an economic
perspective
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Under-employment of skilled people
People with a non-school qualification employed at a lower
level
Source: ABS, Survey of education and work 2001 and 2007, unpublished data using ASCO coding, Cat
no.6227.0. The bars are percentages, with actual numbers of students in ‘000s also noted.
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Skill development depends on the workplace and business context
o first order issues are around
competitiveness/profitability
o second order issues around
how work is organised
o workplace learning typically a
third order issue.
(Keep and Mayhew)
Understand the
organisation
perspective
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SHAPE OF A NEW PARADIGM…..
Previous ways Emerging ways
Focus on the individual Work group focus – collective learning
Qualifications needed for entry level
Lifelong learning; all forms learning and skill acquisition
Making the E&T system work better
Linkages across skills ecosystem
Match and targets Recognition of complexity; active labour market strategies
Supply skills to the workplace Tackle workplace policies and processes
Industry leadership
Employer engagement and collective action
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Skills Australia’s Australian Workforce Development Strategy
► Skills planning
► Workforce participation
► Realising the productive potential of skills
and knowledge at the workplace
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Workforce Futures the recommended approach
Australia has the workforce for a productive,
sustainable and inclusive future. Australian
enterprises effectively develop and use the skills of
their workforce.
Meeting Australia’s
future skills and
workforce demands
Raising workforce
participation
Improving adult
language, literacy and
numeracy skills
Better using skills to
increase productivity
Enhancing the capability
of the tertiary education
sector
Creating a shared
agenda on Workforce
Futures
Governments, industry, education providers, individuals
Skills
planning
Skills
utilisation
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National level
Understanding global and
national trends
Establish frameworks, build
capacity
Collaboration across policy
silos
Workforce development at different levels
Enterprise level
Work organisation and job
design favours complex skills
Leadership and culture
supports skill development
and use
Competitive advantage
through innovation
Industry level
Creating sustainable
industry workforce
Anticipating trends and
skill impacts
Collaboration on common
challenges
Individual level
Learning opportunities
suit changing needs
Flexible career paths
Ability to use and
enhance skills at work
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NSW IDEAS PROJECT 2007-10
Previous ways Emerging ways
Focus on the individual Workplace focus – collective learning √ trial an embedded learning model with educator in residence
Qualifications needed for entry level
Lifelong learning; all forms learning and skill acquisition √ provide access to inspirational learning
Making the E&T system work better √ links organisations to RTOs; influences funding
Linkages across skills ecosystem √ partly – links to universities
Match and targets Recognition of complexity; active labour market strategies
√ employment program and casual labour pool introduced
Supply skills to the workplace Tackle workplace policies and processes - the demand side No but NB role redesign projects in aged services
Industry leadership Employer engagement and collective action √ collective purchasing; labour pool; beyond role industry association
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Health workforce innovation and reform - a model for aged services?
Shared labour pools to encourage job security
Models for whole of organisation learning
Job redesign and role adjustments
Collective approach to training quality
Support for organisation change strategies
Increased management capacity for workforce management