1. Triad Project Participants: Dianne Wisth, Usha Subrail & David Williams 6 June 2005 Model of Workforce Planning, Development & Services Department Structure for a Medium to Large TAFE Institute

2. What would be the primary objectives of a Workforce Planning, Development and Services (WD&S) Department? Should the Department be seen as a strategic business partner in the TAFE environment? How could such a Department develop a whole of organisation culture integrating HR thinking and processes into the core of the TAFEs business focus and activities?

3. KBT Model Features People-management functions are centrally managed, facilitating communication and consistency HR coordinators manage individual business units and areas of expertise 2 HR assistants Professional and organisational development was included in the People Management Group (as of January 2005) Payroll function became part of HR Department (as of January 2005) OHS function has become part of HR Department (as of May 2005)

4. Kangan Batman TAFE Structure CEO General Manager Organisational Development CMC ManagerManager POD Human Resources Manager Innovation Coordinator Manager Continuous Improvement OHS CoordinatorProject Officer Human Resources Coordinator Human Resources Coordinator Payroll Coordinator Senior Payroll Officer Payroll Officer Admin Assistant Human Resources Assistant Human Resources Assistant

5. NMIT Model Functions Personnel Manager is the Director of Corporate Services and has a seat at the Executive Table Staff professional development is devolved to middle management level Strategic OHS and industrial relations are the responsibility of Director of Corporate Services Personnel officers responsible for departmental operational services and also have areas of expertise Payroll is within Finance Department

6. NMIT Structure CEO Director - Corporate Services (Personnel responsibility) Manager - Buildings and Properties Manager - IT Services Senior Personnel Officer Manager - Student Services Chief Finance Officer - Finance Manager – Corporate Communications Personnel Officer Personnel Officer Personnel Officer Personnel Officer

7. Other TAFE Institutes Three other TAFE Institutes were interviewed: Gordon Institute of TAFE, Chisholm Institute of TAFE and East Gippsland Institute of TAFE Gordon Approx 500 EFT staff 8.3 staff in HR Dept Senior HR Manager reports to Executive Manager Corporate Support & Dev (Facilities, Finance & IT, Library, Media) Payroll is part of Finance Dept but physically accommodated next HR office OHS part of HR Dept Manger OD reports to Senior Manager HR Chisholm Approx 900 EFT staff 10 staff in HR Dept HR Manager reports to CEO 3 consultants with an area of expertise and responsibility for looking after 1 teaching school and 1 non teaching school Payroll is part of Finance Dept but physically located in HR Dept OHS is part of HR Dept OD is part of HR Managers role PD is part of one of the HR consultants role East Gippsland Approx 250 EFT staff 4 staff in HR Dept HR manager reports to CEO Payroll is part of HR OHS/Risk Co-ordinator reports to Associate Director Corporate Services PD and OD is part of HR Managers role

8. Common themes across the institutes including KBT and NMIT were: Provision of comprehensive range of HR administrative and operational services All cover relatively similar HR functions with a strong focus on compliance requirements and employee relations Well communicated and highly formalized HR policies, recruitment and selection processes & leadership programs All of the Institutes have started to adopt a strategic management approach to HR Roles in KBT and Chisholm with assigned portfolio of Business Unit responsibilities and an area of expertise at the middle level HR positions It’s obvious that all five TAFEs have acknowledged HR as a partner in organisational change Common Themes

9. VicRoads Model The primary role of HR is to: “effectively service the needs of the organisation and assist in developing, attracting and retaining talent”. Judith Pettit General Manager Human Resources

10. VicRoads Model - Functions Marketing & public relations Health, safety & wellbeing programs IR Workcover and OHS Staff training and development Workforce planning Graduate recruitment Talent management & leadership development Foster & support ‘people management capabilities’ in managers

11. VicRoads Model - Features Promotes individual development Assists in building relationships internally & externally Co-ordinates workforce planning Promotes development of leaders Satisfies both operational and strategic functions Provides tools & support to managers Provides safe & healthy workplace Closer integration of Workcover / IR functions

12. Hewlett-Packard Model Purpose of the HR team is: “to partner with the business to deliver HR services and programs that meet business needs” John Hannelly Director Human Resources South Pacific

13. HP Model – Functions (based on Dave Ulrich model) Day to day operational focus Administrative expert - Compensation, benefits, HR information systems & compliance Employee relations expert - Employee relations, labour relations, safety & worker’s compensation, diversity & EEO

14. HP Model – Functions (based on Dave Ulrich model) Future / strategic focus Strategic partner - HR strategy & planning, organisational effectiveness, building a strategic HR function, leadership development Change agent - Talent management, staffing, survey action planning, performance management

15. HP Model – Features Satisfies both ‘operational’ and future ‘strategic’ focus roles Addresses ‘people’ and ‘processes’ functions Reviews & revises HR policies Ensures strategic alignment with business Increases profile & credibility of HR Creates synergy through cross-functional projects Increases level of influence

16. Key Challenges For TAFE Build capacity for sustainable organisation performance Aligning and integrating of HR functions to the Business Goals and operations Removing traditional HR concept and shifting the mindset of long-term attitudes towards HR Line Managers accepting that they are part of the operational HR function responsibility Adequate budget and resources are made available to HR repositioning Critical importance to obtain CEO and Executive support

17. Staff Communications in Marketing/Public Relations Payroll Administration in Finance or Outsourced in whole or part Director Workforce Planning, Development & Services Workforce Services Consultants* Department Senior Educators & General Staff Liaison Officers Strategic Partner Workforce Policy & Services CEO Strategic Partner Workforce Relations & Wellbeing Strategic Partner Workforce Planning & Professional Development Workforce Services Consultants* Workforce Services Consultants* * Denotes Centre of Expertise (Rotational) OH&S Services in Facilities/Resources Department Triad Proposed Structure

18. Model Structure Liaison officer responsibilities Department ‘point of contact’ for staff development issues (mentoring, PD, career planning, etc) Liaise directly with ‘Strategic Partner’ and ‘Consultants’ Department designated points of responsibility for work force planning, development & services Dedicated time allocation for role

19. Staff Communications in Marketing/Public Relations Payroll Administration in Finance or Outsourced in whole or part Workforce Services Consultants* Strategic Partner Workforce Policy & Services CEO Strategic Partner Workforce Relations & Wellbeing Strategic Partner Workforce Planning & Professional Development Workforce Services Consultants* Workforce Services Consultants* OH&S Services in Facilities/Resources Department * Denotes Centre of Expertise (Rotational) Director Workforce Planning, Development & Services Department Senior Educators & General Staff Liaison Officers Key Responsibilities Employee Relations Case Management Health & Wellbeing Programs Reward & Recognition OH&S Liaison Union Liaison Workforce Risk Triad Proposed Structure

20. Staff Communications in Marketing/Public Relations Payroll Administration in Finance or Outsourced in whole or part Director Workforce Planning, Development & Services Department Senior Educators & General Staff Liaison Officers CEO Strategic Partner Workforce Relations & Wellbeing Strategic Partner Workforce Planning & Professional Development OH&S Services in Facilities/Resources Department * Denotes Centre of Expertise (Rotational) Strategic Partner Workforce Policy & Services Workforce Services Consultants *CoE 1 Workforce Services Consultants *CoE2 Workforce Services Consultants *CoE3 Triad Proposed Structure

21. Department Senior Educators & General Staff Liaison Officers Recruitment Co-ordination Leave / Absenteeism Management planning Induction with Department Probation/Qualifying Period review Co-ordination Leave Management Payroll Liaison Contracts Management Classification & Remuneration Co-ordination Terms & Conditions of Employment Position Description Co-ordination Co-ordination of staff/union consultative mechanisms HR Information system audit Superannuation Managing Diversity Exit Interviews Workforce Database Maintenance Policy Development & Implementation Performance Review * CoE 1 – Superannuation & Remuneration Packaging; *CoE 2 Diversity; *CoE3 – HR Information System Development Key Responsibilities Departmental/Campus based portfolio Strategic Partner Workforce Policy & Services Workforce Services Consultants *CoE 1 Workforce Services Consultants *CoE2 Workforce Services Consultants *CoE3

22. Staff Communications in Marketing/Public Relations Payroll Administration in Finance or Outsourced in whole or part Workforce Services Consultants* Strategic Partner Workforce Policy & Services CEO Strategic Partner Workforce Relations & Wellbeing Strategic Partner Workforce Planning & Professional Development Workforce Services Consultants* Workforce Services Consultants* OH&S Services in Facilities/Resources Department Director Workforce Planning, Development & Services Department Senior Educators & General Staff Liaison Officers * Denotes Centre of Expertise (Rotational) Triad Proposed Structure Key Responsibilities Workforce Profiling Talent Management Change Management Leadership Development Corporate Training Program Career Planning Staff Mentoring

23. Staff Communications in Marketing/Public Relations Payroll Administration in Finance or Outsourced in whole or part Director Workforce Planning, Development & Services Workforce Services Consultants* Department Senior Educators & General Staff Liaison Officers Strategic Partner Workforce Policy & Services CEO Strategic Partner Workforce Relations & Wellbeing Strategic Partner Workforce Planning & Professional Development Workforce Services Consultants* Workforce Services Consultants* * Denotes Centre of Expertise (Rotational) OH&S Services in Facilities/Resources Department Triad Proposed Structure

24. Model Structure Key Features Director is expert in Executive Team Director WPD&S is responsible for linking strategic direction of institute with department functions Offers complete people management Direct link between Strategic Partners & department liaison officers in all aspects of people management Campus / departmental split between Workforce Services Coordinators Workforce Services Consultants are generalists and have Centre of Expertise (rotational)

25. Staff Communications in Marketing/Public Relations Payroll Administration in Finance or Outsourced in whole or part Director Workforce Planning, Development & Services Workforce Services Consultants* Department Senior Educators & General Staff Liaison Officers Strategic Partner Workforce Policy & Services CEO Strategic Partner Workforce Relations & Wellbeing Strategic Partner Workforce Planning & Professional Development Workforce Services Consultants* Workforce Services Consultants* * Denotes Centre of Expertise (Rotational) OH&S Services in Facilities/Resources Department Triad Proposed Structure

26. How Do We Get There? Gain Senior Management commitment to the new structure and approach Assess HR staff skills by conducting a gap analysis Actively implement redeployment, training, retraining and recruitment to bridge skills gap Allocate Departmental Liaison Officer roles, time fraction and reflect roles in their PDs and provide intensive training.

27. Train and support line managers in taking Workforce Relations operational responsibility Empower line managers to make operational Workforce Relations decisions Keep abreast with changing environment and challenges Maximise the use of Workforce Relations Information Systems and Technology Implement HR-based KPIs across the institute How Do We Get There?

28. Now that we have convinced you of the benefits of this proposal how can we take this forward?

29. Staff Communications in Marketing/Public Relations Payroll Administration in Finance or Outsourced in whole or part Director Workforce Planning, Development & Services Workforce Services Consultants* Department Senior Educators & General Staff Liaison Officers Strategic Partner Workforce Policy & Services CEO Strategic Partner Workforce Relations & Wellbeing Strategic Partner Workforce Planning & Professional Development Workforce Services Consultants* Workforce Services Consultants* * Denotes Centre of Expertise (Rotational) OH&S Services in Facilities/Resources Department Triad Proposed Structure