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Initiatives to support HR practice in TAFE Liz Roadley Director Enterprising Results Pty Ltd.

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Presentation on theme: "Initiatives to support HR practice in TAFE Liz Roadley Director Enterprising Results Pty Ltd."— Presentation transcript:

1 Initiatives to support HR practice in TAFE Liz Roadley Director Enterprising Results Pty Ltd

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3 Purpose of presentation Initiatives to support HR practice in TAFE  Report on work to date  Where to from here…

4 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

5 ‘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

6 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

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8 Raising professional standards THE CENTRE ‘Promote professional standards of leaders, educators and workers’.

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

10 ‘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

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12 ‘HR Initiatives’ Project

13  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:

14 ‘HR Initiatives’ Project (cont’d) Aligning employee expectations with strategy Defining human resource issues Developing human resource strategies Managing the HR function Sharing success Enabling and evaluating performance Developing effective managers Designing the organisation Defining staffing needs Strategic staffing Developing capabilities Aligning the management to HR with strategy Source: Walker, 1992, p. 12

15 Management of employee contribution Future/Strategic focus ProcessesPeople 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

16 ‘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…

17 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…

18 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

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20 STRATEGIC 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

21 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

22 Priority issues identified through consultation (cont’d) Priority HR initiatives identified Activity instituteHR strategy Workforce planning Succession planningRecruitment Management development Leadership development Performance developmentAnti-discOH&SIROther 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 i i i i i i i i

23 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

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25 Next steps Agree projects to take forward Report to OTTE Form project teams where appropriate Develop project plans by 23 May (6 weeks)

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27 Priority HR initiatives identified Activity instituteHR strategy Workforce planning Succession planningRecruitment Management development Leadership development Performance developmentAnti-discOH&SIROther 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 Improvements required i i i i i i i i


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