Workforce Development

Program

A Skills Recognition

Framework

Dr Lisa Davies, University of South

Australia

Aims of this presentation

Definition of terms

Findings from the initial project

P4.109 Scoping the potential of skills

recognition in the rail Industry

Introduction to the new project:

P4 111 Skills Recognition Framework

Researchers and participants

Timetable

Project products

Benefits, links to ARA (2008) strategies

What is Skills Recognition?

Key Terms Explanation

Skills

Recognition

SR

‘A means of analysing and

measuring workforce skills’ (NSW

Department of Education & Training,

2009)

Recognition of Prior

Learning

(RPL)

‘Process that assesses the

individual’s non-formal and

informal learning to determine the

extent to which that individual

has achieved the required

learning or competency

outcomes’

Recognition of

current

competencies

(RCC)

Term used by industry and

employers who regard the

process as ‘assessing and

recognising a person’s current

capacity to perform’

Skills Recognition

Can tell what standards your

staff should meet for a particular

task and give you the tools to

assess whether they are meeting

those standards/gap measuring

Is useful for upsizing,

restructuring, workforce skills

management & development

during change processes.

ARA: The changing face of Rail

ARA, 2008

The rail industry currently faces

‘a limited industry approach to

skills development (which) restricts

its effectiveness to meet workforce

requirements and risks the loss of

industry and technical knowledge’

Scoping Project 2009 - 2010

The

Process

Extensive literature review:

SR, RPL, RCC recommendations,

processes across Australian industries

Consultations with Rail industry:

Interviews 15 (public/private) rail personnel:

HR Managers, TD Managers, CSAs, Drivers.

State, National and International, SA and NSW.

200 to 16,000 employees

Audit:

Evaluation of processes, methods used

Findings:

Recommendations for more detailed &

comprehensive research to develop a

National SR Framework

Scoping findings: difficulties

with current SR

1. Inconsistency in training and SR processes

2. No nationally recognised SR process in rail

3. Safety = key concern in SR planning,

assessment, development

4. Limited transferability within/ between states/

companies

5. Concerns re integrity/equity in SR (women, migrant skills wastage etc)

6. Takes too long

7. Lack of communication about process

8. Perception of no apparent

financial/promotional benefits

9. We miss out on the benefits of training

10. We don’t understand what SR is

Findings: Benefits to Rail

Industry with unified SR

HR Managers and TDM: it would

1. More efficient and cost-effective re

training and development

2. A valuable career development tool/

career pathways

3. Reinforce employee confidence

4. Have potential to improve workforce

planning & assessment during

restructuring & workplace change

5. Enhance attraction, recruitment,

retention = companies have a more

competitive edge

Benefits of unified SR:

Drivers and CSAs1. May lead to a qualification

2. May help you get a better paying job

3. Feel like you’ve achieved something

after getting RPL/SR and going

through training

4. May be an easier way to get a

certificate

5. A reminder of what you can do

6. A reminder of what you can’t do

The new project

Successful completion of

Scoping project P4 09

on time and on budget:

P4 111

Skills Recognition

Framework

Overview P4 111 SR Framework

The researchers UniSA & SCU

UniSA:

Prof Roger Harris: Program leader

Dr Lisa Davies: Project leader

plus research assistant

Dr Tom Short: CRC research fellow

Katie Maher: Masters student

Assoc Prof Michele Simons

SCU:

Dr Ros Cameron: Researcher

plus research assistant

Industry Participants

RailCorp Jackie Walsh: Project Chair

(NSW)

TransAdelaide Darryl Keane (SA)

ARTC Nathan Farr (SA)

MTM Nicole Sullivan (Vic)

PTA Pauline Woods (WA)

ARA Tania Davies (ACT)

Project timetable

2010-2012 Sept 2010 – Aug 2011 Sept 2011 – June 2012

Phase1 Sept -2010: Project

establishment and Ethics

Approval (both achieved)

Increased literature review,

Interview schedule developed

Feb 2011- Aug 2011:

Ongoing data gathering

First Annual Report

Phase 2 June 2011- Aug 2011

Handbook development

Commence development SR

tool kit

Commence Framework

Sept 2011- Dec 2011 Continue

development handbook

Jan 2012- June 2012

SR framework and toolkit.

Second Annual Report

Mid 2012 June 2012 - July 2012 Aug 2012 – Dec 2012

Phase 3 Trialling tools in 2 rail

companies Communicate with

stakeholders

Reflect on the trial

Aug 2012 to Oct 2012

Adjust and adapt products for

approval by steering committee

Consolidate into refined product

Phase 4 Oct 1012 to Dec 2012

CRC review of final report and

products

Benefits of a National SR

Framework for Enterprises:

1. Identifying training needs

2. Enhancing workers’ employability

3. Confirming individual’s competence for appointment

to workplace positions

4. Confirming employees’ competence for classification

to jobs within an industrial agreement

5. Confirming compliance with requirements of

licensing and regulatory authorities

6. Ensuring training time focussed on acquisition of

new skills/ competencies

7. Supporting staff development by increasing staff

motivation to undertake appropriate/relevant

education and training

8. Mitigating risk through analysis of skills atrophy and

assessment of competence/ competence assurance

Benefits

Additional: Benefits for employees

1. Confirming eligibility for entry to or credit in a

qualification or course based on current competence

held

2. Ensuring that learners do not have to relearn skills and

knowledge they already hold

3. Reducing the amount of time and costs required to

acquire a qualification

4. Ensuring employees skills are kept up to date and their

competency in those skills is retained

6 of the 9 strategic recommendations

of the ARA depend on improved SR

Strategy 1: Position the culture of rail for the

future

improved SR of existing employees & new employee

groups (migrants, women, young people) who will change

the culture of the industry.

Strategy 3: Retain experienced staff and the

knowledge they hold

develop a formal knowledge capture database, promote

informal knowledge transfer processes as an

alternative strategy to (formal) skill development.

Strategy 4: Establish more effective migration

arrangements

attending to SR issues for overseas workers.

6 of the 9 strategic recommendations

of the ARA depend on improved SR

Strategy 5: Build new employment and

training pathways (SR & Recruitment)

increasing funds for SR and improving processes for

identifying, fast tracking suitable workers into

engineering and trade roles where shortages are

present; establish bridging skill development programs.

Strategy 6: Introduce more flexible/innovative

work practices

SR will be required to identify e.g. where unskilled or

semi-skilled work is done highly skilled staff

Strategy 7: Ensure a consistent industry

approach to skills development

Common and industry supported national standards

for key qualifications and occupations

Lisa Davies:

Thankyou.

Any questions or comments?

P4 111

Skills Recognition

Framework

Workforce Development Program