Alison Peters who is the Director of the Council of Social Service of NSW has been interviewed on the Sector Workforce Issues by Miguel Ferrero (MF), convener of the Traning Directions Network. This is a transcript of the conversation.
1) What is your position within the community sector?
I am the Director of the Council of Social Service of NSW (NCOSS).
2) What are the key workforce issues faced by the community sector?
· Poor rates of pay and conditions, compared to other industries with similar skill levels and responsibilities
· High turnover rates - “churn” of workers from employer to employer. Employers in the sector say it is hard to retain good staff.
· An increasingly complex work and regulatory environment requires an ever increasing level of skills, experience and knowledge across all levels of the sector. This isn’t just about increasing and recognising formal qualifications but also about building understanding and networks beyond particular specialisations.
· All of these factors make it harder and harder to attract people to the sector (or to studies that would lead to them working in the sector)
3) What strategies the sector could develop to address these issues?
The sector needs to
· Develop a industry plan for the sector that meets our own unique challenges to attract and retain a highly skilled and sustainable workforce. This plan needs to work for the whole sector and not just individual organisations if it is to be sustainable and therefore needs to be developed collaboratively by the sector for the sector. (for more details about what an industry plan for the sector would involve see: http://www.ncoss.org.au/resources/080708-Industry-Plan.pdf
· Advocate for funding that allows for effective service delivery by skilled workers and that recognises the need to invest in developing such a workforce on a sustainable basis. In other words funding that recognises the true costs of delivering services.
· Support the ASU’s pay equity case! *
4) What is your advice to the community-welfare sector that could be helpful to deal with these issues?
Diversity and collaboration are particular strengths of the community sector. In a fast moving and ever more complex environment it is often hard for individual organisations, or indeed individuals, to see beyond their own organisational imperatives. What this does, though, is reduce our capacity as a sector to thrive and provide quality services that improve the outcomes for vulnerable and disadvantaged people. My advice to the sector is that if we are to be the best we can possibly be as individual organisations (and individual workers) we need to start with a strong foundation and that means a strong sector. We need to use our diversity and our capacity for effective collaboration to build a strong sector as the foundation from which we can all flourish. This means getting involved in the discussion and debate about workforce issues for the sector and not leaving it to others. We also need to support the ASU’s pay equity case!*
*Disclosure – I am a former official and a life member of the ASU.
Wednesday, December 16, 2009
Thursday, December 10, 2009
WSCF Training Focus Groups Report (Jan-Jun 2009)
Dear TDN members
In order to assist formulate training sessions that are responsive to the sector needs WSCF, the training and development team conducted six focus groups from January to June 2009, which were attended by a total of 45 participants.
The aim of the focus groups was to obtain participant’s thoughts, opinions, and experiences relating to post training and to find out what in their opinion were the components that contributed to the learner’s applying learned skills and knowledge into daily work practice. WSCF Learning and Development Team will utilise this information to further improve practice and we are happy to share this information with our TDN colleagues. I have attached the link to this message.
http://www.wscf.org.au/uploads/File/FG_Report_Final_2009.pdf
MF
In order to assist formulate training sessions that are responsive to the sector needs WSCF, the training and development team conducted six focus groups from January to June 2009, which were attended by a total of 45 participants.
The aim of the focus groups was to obtain participant’s thoughts, opinions, and experiences relating to post training and to find out what in their opinion were the components that contributed to the learner’s applying learned skills and knowledge into daily work practice. WSCF Learning and Development Team will utilise this information to further improve practice and we are happy to share this information with our TDN colleagues. I have attached the link to this message.
http://www.wscf.org.au/uploads/File/FG_Report_Final_2009.pdf
MF
Metropolitan South HACC Workforce Project
Dear TDN members
I received this information on this new project. If you are interested you can contact Glen
"This is the first of a series of information sheets that will keep HACC service providers and community care stakeholders updated on the progress of the Metropolitan South HACC Workforce Project. The project has been funded by the Metropolitan South Region of Ageing, Disability and Home Care, Department of Human Services and is being administered by the Bankstown Area Multicultural Network (BAMN). It will be conducted between late 2009 and the end of June 2010.
This is separate yet linked project to the statewide HACC Workforce Project currently underway. The statewide project focuses on research, collecting information from agencies, volunteers and paid staff about the composition of the workforce and its current staff recruitment and retention challenges. The Metropolitan South project will use the research findings of the statewide project and consultation advice from local stakeholders to strengthen workforce development and support capacity in the Met South ADHC Region.
Project Aims and Objectives
The overall aim of the Metropolitan South HACC Workforce Project is to implement cost effective and efficient recruitment and retention strategies for paid workers.
The specific objectives of the project are to:
• review local and other research that can be used as an evidence base and a building block for effective workforce development and support initiatives and strategies
• analyse the potential to establish recruitment and professional development strategies with the vocational education and training (VET) sector
• identify innovative models and notional costs of regional HACC sector recruitment strategies
• produce some form of local resource for on-going use.
Project Tasks
Late 2009 and early 2010
The focus in this part of the project will be on gathering all available information on the HACC paid workforce and its challenges and the opportunities that may be available in Met South through the VET and employment services sectors. During this time, the Project Team will:
• analyse Met South HACC workforce data from the statewide project, identifying local trends and challenges across and within the three Local Planning Areas (Inner West, South East Sydney and South West Sydney)
• meet with all the HACC Development Workers and other key HACC stakeholders and develop a picture of local workforce challenges and initiatives
• talk with local VET providers and employment services with which the HACC sector has or could have mutually beneficial working relationships
• combine this information and identify a range of resource options and possible initiatives that could be implemented later in the project.
February and March 2010
The focus in this part of the project will be on consultation with service providers in Met South to determine what workforce development resources and initiatives will be of most value to the HACC sector. During this time, the Project Team will:
• meet with all HACC forums in the Met South region to outline research findings and workshop ideas for workforce development resources and initiatives
• meet again with relevant VET providers and employment services to explore further collaboration initiatives
• confirm project priorities and directions with the Project’s Steering and Advisory Committees.
April to End June 2010
The focus of this part of the project will be on the development of an agreed resource or resources to support on-going HACC workforce development in Met South. The word ‘resource’ here is used in its broadest sense. It could include materials or processes to assist in recruiting, orientating, training or supporting paid staff.
How You Can Help
Agencies with a stake in recruiting and retaining a skilled and dynamic HACC paid workforce can assist by:
• encouraging staff to participate in the upcoming statewide survey of the HACC paid workforce in early 2010
• informing the Project Team of any relevant local or agency workforce recruitment and retention research, collaborations, projects, initiatives or strategies
• meeting with the Project Team to identify potential opportunities for collaboration
• participating actively in the first HACC forums of the year which will greatly influence the agreed path forward
• participating in any trials of resources in mid 2010.
Contact the Project Team
Suggestions, information and feedback can be send to the Project Team indirectly through the HACC Development Officers or directly by contacting Glen Sorensen, Age Communications, PO Box 1231, Bondi Junction, NSW 1355, Phone: 9369 5542.
I received this information on this new project. If you are interested you can contact Glen
"This is the first of a series of information sheets that will keep HACC service providers and community care stakeholders updated on the progress of the Metropolitan South HACC Workforce Project. The project has been funded by the Metropolitan South Region of Ageing, Disability and Home Care, Department of Human Services and is being administered by the Bankstown Area Multicultural Network (BAMN). It will be conducted between late 2009 and the end of June 2010.
This is separate yet linked project to the statewide HACC Workforce Project currently underway. The statewide project focuses on research, collecting information from agencies, volunteers and paid staff about the composition of the workforce and its current staff recruitment and retention challenges. The Metropolitan South project will use the research findings of the statewide project and consultation advice from local stakeholders to strengthen workforce development and support capacity in the Met South ADHC Region.
Project Aims and Objectives
The overall aim of the Metropolitan South HACC Workforce Project is to implement cost effective and efficient recruitment and retention strategies for paid workers.
The specific objectives of the project are to:
• review local and other research that can be used as an evidence base and a building block for effective workforce development and support initiatives and strategies
• analyse the potential to establish recruitment and professional development strategies with the vocational education and training (VET) sector
• identify innovative models and notional costs of regional HACC sector recruitment strategies
• produce some form of local resource for on-going use.
Project Tasks
Late 2009 and early 2010
The focus in this part of the project will be on gathering all available information on the HACC paid workforce and its challenges and the opportunities that may be available in Met South through the VET and employment services sectors. During this time, the Project Team will:
• analyse Met South HACC workforce data from the statewide project, identifying local trends and challenges across and within the three Local Planning Areas (Inner West, South East Sydney and South West Sydney)
• meet with all the HACC Development Workers and other key HACC stakeholders and develop a picture of local workforce challenges and initiatives
• talk with local VET providers and employment services with which the HACC sector has or could have mutually beneficial working relationships
• combine this information and identify a range of resource options and possible initiatives that could be implemented later in the project.
February and March 2010
The focus in this part of the project will be on consultation with service providers in Met South to determine what workforce development resources and initiatives will be of most value to the HACC sector. During this time, the Project Team will:
• meet with all HACC forums in the Met South region to outline research findings and workshop ideas for workforce development resources and initiatives
• meet again with relevant VET providers and employment services to explore further collaboration initiatives
• confirm project priorities and directions with the Project’s Steering and Advisory Committees.
April to End June 2010
The focus of this part of the project will be on the development of an agreed resource or resources to support on-going HACC workforce development in Met South. The word ‘resource’ here is used in its broadest sense. It could include materials or processes to assist in recruiting, orientating, training or supporting paid staff.
How You Can Help
Agencies with a stake in recruiting and retaining a skilled and dynamic HACC paid workforce can assist by:
• encouraging staff to participate in the upcoming statewide survey of the HACC paid workforce in early 2010
• informing the Project Team of any relevant local or agency workforce recruitment and retention research, collaborations, projects, initiatives or strategies
• meeting with the Project Team to identify potential opportunities for collaboration
• participating actively in the first HACC forums of the year which will greatly influence the agreed path forward
• participating in any trials of resources in mid 2010.
Contact the Project Team
Suggestions, information and feedback can be send to the Project Team indirectly through the HACC Development Officers or directly by contacting Glen Sorensen, Age Communications, PO Box 1231, Bondi Junction, NSW 1355, Phone: 9369 5542.
Wednesday, December 9, 2009
Training Needs Analysis Guide
Dear TDN members
I found this interesting guide which would help you conduct your training needs analysis. The guide tells you how to do it at individual, team and organisational levels. This resource has beed developed by SKILLS THIRD SECTOR which is based in the UK. Skills Third Sector is an independent charity which helps ensure the third sector has the skills and learning it needs to do the best possible job.
http://www.skills-thirdsector.org.uk/documents/Training_Needs_Analysis_full_doc_for_sts.pdf
Happy reading
MF
I found this interesting guide which would help you conduct your training needs analysis. The guide tells you how to do it at individual, team and organisational levels. This resource has beed developed by SKILLS THIRD SECTOR which is based in the UK. Skills Third Sector is an independent charity which helps ensure the third sector has the skills and learning it needs to do the best possible job.
http://www.skills-thirdsector.org.uk/documents/Training_Needs_Analysis_full_doc_for_sts.pdf
Happy reading
MF
Tuesday, December 1, 2009
ENGAGING TOMORROW'S WORKFORCE – Industry Skills Council
This seminar was organised by the Industry Skills Council (Community Services and Health) to explore what strategies the sector needs to implement to attract, recruit and keep younger workers (Generation Y) in the sector. This seminar took place on Friday 27th of November.
Here is a summary of the main thoughts discussed at the meeting
How do we 'sell' the sector to Generation Y?
· Our biggest competition in recruitment comes from the armed forces (Army, Navy and Air Force). They use ideas such as “the spirit of ANZAC”, “mateship”, “adversity”, “sport” and use a computer game format in their training to make the whole career interesting.
The three top selling points, we can use to highlight the profile of our sector:
* One of the most diverse industry in the Australian workforce – more than 500 different occupations supporting the well being of Australians (diversity)
* Big industry and tipped to become the fastest growing industry sector – it is the third largest employer which involves the Government and business sector (choices)
* Make it exciting, rewarding to young people (flexibility, offering training, supportive environment)
There are some 'danger zones' that we need to avoid highlighting, and others we want to emphasize in promoting the sector to Generation Y
Danger marketing zones:
– highlight the low number of young people in the sector
– highlight that 35% of the jobs are located outside capital cities
Emphasize
– Flexibility in working hours (46% part time)
– We are a skilled workforce (75% with tertiary education)
– Skills are transportable and transferable, in case younger workers would like to move overseas or interstate
The presentation concluded with a number of good strategies to start attracting younger workers, including:
· You are “making a difference” in the life of people
· It is meaningful work
· learning life long human skills (knowledge, empathy, understanding)
· Helping you to better grapple with important social and ethical issues
Here is a summary of the main thoughts discussed at the meeting
How do we 'sell' the sector to Generation Y?
· Our biggest competition in recruitment comes from the armed forces (Army, Navy and Air Force). They use ideas such as “the spirit of ANZAC”, “mateship”, “adversity”, “sport” and use a computer game format in their training to make the whole career interesting.
The three top selling points, we can use to highlight the profile of our sector:
* One of the most diverse industry in the Australian workforce – more than 500 different occupations supporting the well being of Australians (diversity)
* Big industry and tipped to become the fastest growing industry sector – it is the third largest employer which involves the Government and business sector (choices)
* Make it exciting, rewarding to young people (flexibility, offering training, supportive environment)
There are some 'danger zones' that we need to avoid highlighting, and others we want to emphasize in promoting the sector to Generation Y
Danger marketing zones:
– highlight the low number of young people in the sector
– highlight that 35% of the jobs are located outside capital cities
Emphasize
– Flexibility in working hours (46% part time)
– We are a skilled workforce (75% with tertiary education)
– Skills are transportable and transferable, in case younger workers would like to move overseas or interstate
The presentation concluded with a number of good strategies to start attracting younger workers, including:
· You are “making a difference” in the life of people
· It is meaningful work
· learning life long human skills (knowledge, empathy, understanding)
· Helping you to better grapple with important social and ethical issues
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