Initiatives to supportHR practice in TAFE

Liz RoadleyDirectorEnterprising Results Pty Ltd

Purpose of presentation

Initiatives to support HR practice in TAFE Report on work to date

Where to from here…

Approach

Background to the project

HR strategy

Role of HR

HR initiatives project

Priority initiatives identified

Discussion

Agree projects to develop as submissions to OTTE

‘How does this project fit in with Ministerial Statement and other work being undertaken?’

Three foci for transforming the TAFE workforce: Building skills

Raising professional standards

Managing the workforce strategically

‘Knowledge and skills for the innovation economy, a statement on the future directions for the Victorian vocational and education training system’.

Source: The Hon Lynne Kosky, MP. Minister for Education and Training

‘Knowledge and skills for the innovation economy, a statement on the future directions for the Victorian vocational and education training system’.

Source: The Hon Lynne Kosky, MP. Minister for Education and Training

Building skills

Recruitment and retention of people with industry skills and experience

Targeted professional development

An alumni program

Industry exchange

Recruitment and development of leaders

Raising professional standards

THE CENTRETHE CENTRE

‘Promote professional standards of leaders, educators and workers’.‘Promote professional standards of leaders, educators and workers’.

Managing the workforce strategically

Reforms to human resource management practices and initiatives that reflect the importance of workforce management

‘How is this all to be done?’

3 year workforce development strategy for TAFE developed by: Institute Workforce Working Party (IWWP)

OTTE projects TAFE e-recruitment

TAFE Retirement

Leadership capability framework

HR initiatives

TAFE Alumni

Have your say

Industry exchange

Managers guide to Staff development

‘HR Initiatives’ Project

‘HR Initiatives’ Project

take into account the current TAFE context

take into account major aspects of change within the next five years

proposals must be practicable and theoretically viable

proposals must be costed and with fully scoped implementation processes and timelines

proposals must be supported within Institutes

Develop proposals for initiatives designed to support and promote good practice in HR management and development:

‘HR Initiatives’ Project (cont’d)

Aligning employee expectations with strategy

Aligning employee expectations with strategy

Defining human resource issuesDefining human resource issues

Developing human resource strategies

Developing human resource strategies

Managing the HR function

Sharing successSharing success

Enabling and evaluating performance

Enabling and evaluating performance

Developingeffectivemanagers

Developingeffectivemanagers

Designing the organisation

Designing the organisation

Definingstaffingneeds

Definingstaffingneeds

Strategicstaffing

Strategicstaffing

DevelopingcapabilitiesDevelopingcapabilities

Aligning the management to HR with strategy

Source: Walker, 1992, p. 12

Management of employee contribution

Future/Strategic focus

Processes People

Day to day operational focus

Management of firm infrastructure (HR processes and systems)

Management of strategic

human resources

Management of transformation

and change

‘HR Initiatives’ Project (cont’d)

HR roles in building a competitive organisation

Source: Ulrich, 1997, p. 24

‘HR Initiatives’ Project (cont’d)

Research

Consultation with: Institute Directors,

Deputy Directors,

Corporate Service Managers,

HR Managers; and

Identify priority HR initiatives

Work to date…

HR Initiatives Project (cont’d)

Sector level

Professional development Priority of ANTA, OTTE, individual TAFEs

Leadership development

Workforce planning at sector level

OH&S

Industrial relations

What the research identified…

HR Initiatives Project (cont’d)

Institute level

Varied across Institutes, includes: HR strategy development

Professional development

Leadership development

Workforce planning

HR systems

Performance development Anti-discrimination

STRATEGIC HUMAN RESOURCE MANAGEMENTSTRATEGIC HUMAN RESOURCE MANAGEMENT

‘There has tended to be a focus on operational issues at the expense of strategic planning for workforce charge, and Institutes have had limited capacity to apply sophisticated HR management models’

Source: A Centre for TAFE, 2002

‘There has tended to be a focus on operational issues at the expense of strategic planning for workforce charge, and Institutes have had limited capacity to apply sophisticated HR management models’

Source: A Centre for TAFE, 2002

What the research identified

What’s missing?

‘Few of the programs identified appear to be integrated into more comprehensive workforce management and development strategies or staff retention and recruitment programs.’

Source: Defining and Scoping Human Resource Development in the Victorian TAFE System, ETTE, 2001

‘Few of the programs identified appear to be integrated into more comprehensive workforce management and development strategies or staff retention and recruitment programs.’

Source: Defining and Scoping Human Resource Development in the Victorian TAFE System, ETTE, 2001

Priority issues identified through consultation

Building the skills and ability of HR Managers and HR functions

Skills of Line Managers

HR strategy Workforce planning Succession planning Recruitment Leadership development Performance management OH&S/Work Life

Priority issues identified through consultation (cont’d)

Priority HR initiatives identified

Activity institute HR strategyWorkforce planning

Succession planning Recruitment

Management development

Leadership development

Performance development Anti-disc OH&S IR Other

Chisholm Reskilling

Northern

Kangan Absenteeism

Swinburne Teacher workload

Ballarat Work/life

William Angliss Balance score card

Wodonga

RMIT (2)

Goulb/Ovens

Holmesglen

Box Hill

Bendigo

Sunraysia (2)

Central G

VUT (2)

East Gipps

Geelong

South West

Notes: Medium priority

High priority

Systems improvements required

ii

ii

ii

ii

For discussion…

Professional development program Building the skills and ability of HR Managers

and HR functions

Collaborative projects Skills of Line Managers

Workforce planning

Individual projects

Involvement of top level management

Next steps

Agree projects to take forward

Report to OTTE

Form project teams where appropriate

Develop project plans by 23 May (6 weeks)