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Sport Workforce Audit Tool Capability Building in Sport Organisations Pre-forum Workshop 2 Our Sporting Futures.

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Presentation on theme: "Sport Workforce Audit Tool Capability Building in Sport Organisations Pre-forum Workshop 2 Our Sporting Futures."— Presentation transcript:

1 Sport Workforce Audit Tool Capability Building in Sport Organisations Pre-forum Workshop 2 Our Sporting Futures

2 What is workforce planning? What is workforce development? Workforce planning enables organisations to review their current and future staff capacity against strategic and operational goals and forms the basis for workforce development strategies such as recruitment, improved management, training and retention

3 Sport workforce roles The sport workforce includes roles such as coach, official, development officer, competition coordinator, administrator and key leadership positions such as executive officer and board director. Roles may be performed by paid staff or volunteers.

4 Sport Workforce Audit Tool: How will it help sporting organisations? Effective workforce management Organisational improvement Dealing with change Assist you with: recruitment – retention - staff development - management - staff motivation – skill development - planning Assist with collaboration on workforce planning It will help you improve your practice or adopt new approaches......NB. it’s not a silver bullet.

5 What is the Sport Workforce Audit Tool? The Sport Workforce Audit Tool (SWAT) is an online assessment that assists sporting clubs and organisations with workforce planning and development Under development by the ASC with advice from a working group

6 How does the Sport Workforce Audit Tool work? 1.Engagement 2.Online survey about your workforce planning and development capability 3.Your results report with recommended actions 4.Implementation

7 1. Engagement It’s for organisations already thinking about improvement. It’s a whole of organisation improvement process. All key people should have input: executive officer, senior manager, other staff and/or board members. It’s supported by leadership organisations in the sport sector.

8 2. Online survey Organisational readiness –We’re doing well in general –Our organisation is motivated to pursue improvement through workforce planning and development Workforce planning –We have information about our workforce –Our workforce will meet future needs –If it won’t, we have a plan to fill the gaps. Workforce development –We have strategies for filling the gaps

9 Survey extract 3.14Our organisation’s two main priorities for growth and development are (select from): Increasing participation - Increasing participation in a key market segments - Moving into a higher level competition - Improving high performance outcomes - Improving our governance - Improving our business operations - Volunteer retention - Delivering a major sporting event - other 1.Moving into a higher level competition 2.Increasing participation in key market segments 3.15Our organisation’s position descriptions describe jobs that match current and future needs and deliver on our plans YesSomewhatNoNot sure 3.16Our current staff has the skills needed to meet current and future needs and deliver on our plans YesSomewhatNoNot sure 3.17When we review our performance against plans we review the ability of our staff to deliver on our plans YesSomewhatNoNot sure 3.18Our current staff is sufficient to meet current and future needs and deliver on our plans YesSomewhatNoNot sure 3.19Our current staff has the right set of skills needed to meet current and future needs and deliver on our plans YesSomewhatNoNot sure 3.20The main work functions needed to achieve our growth and development priorities (identified at question 3.14) are (select from): Coach – Official - Development officer - Board members - Membership officer - Competition/game day coordinator - Event officer - Senior manager - Key volunteers - Board chair/president - Executive officer - Administration staff - Other (may include new functions/roles) 1.Coach - Official – Game day/competition coordinator 2.Development officer Understanding future business need against our current workforce

10 3. Your results report rating Organisational readiness Motivation Workforce information Future needs Workforce gaps Workforce development strategies Workforce planning

11 Your recommendations e.g.: Future needs 1.Results summary 2.Good practice points e.g. –Future planning for the workforce –Analysis techniques 3.Suggested action plan e.g. –Map your workforce against your plan –Focus on your 2 growth goals (e.g. Moving into a higher level competition; and Increasing participation in key market segments) –Identify: priority, responsibility, timeframe, outcomes 4.Resources e.g. –Workforce planning templates –Workforce planning organisations –Add your own resources 5.Key contacts e.g. –Australian Sports Commission - National Sporting Organisations - State/territory departments of sport and recreation - Other sports leadership organisations - Commercial workforce planning providers - Service Skills Australia 5.5

12 4. Implementation of results Options under consideration: –Develop and implement a workforce project or plan –Work with leadership organisations –Access workforce planning and analysis training –Participate in future evaluation

13 Contact information Peter Topp Assistant Director Australian Sports Commission Robin Flynn Project Manager Australian Sports Commission


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