tastrainindustryworkforcedevprojectplanreport.DOC

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Tasmanian Training Industry Workforce Development Project Plan Report A report prepared by 3P Consulting October 2011
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Tasmanian Training Industry Workforce Development Project Plan Report Contents Contents ..................................................................................................................... Executive Summary ................................................................................................... Recommendations for the Action Plan ....................................................................... Emerging Directions for VET sector Workforce Development Consideration ........... Main Themes from Consultations .............................................................................. What is Workforce Development? .............................................................................. Demographics and Issues for Workforce Development Consideration ..................... RTO Organisational Profiles ....................................................................................... Survey Results ........................................................................................................... Page 2 of 33
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Executive Summary The objective of this project was to develop a comprehensive Workforce Development Action Plan to enable Tasmanian training industry employers to increase their capacity to attract, retain and develop the training industry workforce, and promote the capacity, participation and productivity of individuals. It had already been identified that the plan would need to consider the various types and sizes of Registered Training Organisations (RTOs), as those with a workforce of less than 20 employees may need a response more focused to small business requirements, whilst those with a larger workforce may have workplace planning needs. The project brief also highlighted the need for the Workforce Development Action Plan to identify and focus on actions owned by industry, with commitment by the relevant stakeholders to actions to be performed in the short to medium term. An industry survey was sent to 112 RTOs, and the results showed only two RTOs have a direct workforce larger than 20, being 22 and 25 respectively. The survey results therefore indicate the training industry in Tasmania consists almost exclusively of small businesses (less than 20 workers), and 40% have five or less staff. This data largely reflects the findings from the 2008 RTO census. Therefore the survey indicates the Tasmanian RTO workforce consists mainly of small and micro businesses in the private sector, and two large public providers; the Tasmanian Skills Institute and the Tasmanian Polytechnic. It should be noted that some private RTOs have much larger workforce numbers when combined with either their interstate RTO operation or with other elements of their overall operation, including apprenticeship centres, group training activities and the like. However, these considerably expanded workforce numbers do not have workforce development needs specifically akin to the training industry in Tasmania; they have different workforce development needs or VET workforce development needs/opportunities that are largely interstate. This small business demographic presents challenges for any industry workforce planning process. RTOs are focussed on sustainability and viability, with a ‘just in time’ approach, as opposed to being in a position to collaborate on workforce attraction, retention, career opportunities and succession planning strategies. Like all small businesses, RTOs have relatively modest revenue turnover, and as training qualifications have an implicit finite
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  • Fall '13
  • Steele
  • Management, ........., workforce development

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