Department Of Training and Workforce Development
The Department Of Training and Workforce Development is a West Australian policy development organization that serves to support the State’s sustained economic expansion by leading and coordinating workforce development strategies and driving a responsive, flexible training system within a State and national framework. It aims to create a skilled workforce to maximize the State’s economic potential for the benefit of the Western Australian community.
Strategies
Inspire Leadership
This will assist staff and stakeholders to promote innovation and flexible responses to the needs of the sector. Building a strong leadership capacity that will align the states resources to best achieve their objectives and state goals.
Quality, integrity, accountability and transparency
Fostering a credible team sensitive to ethical issues and in conformity with relevant codes of ethics. They strategies to incorporate quality, integrity, accountability and transparency in the planning, coordination and provision of workforce development and training outcomes (Bobinski, 2004). This is a move that is seen to garner resource capacities and drive the Department Of Training and Workforce Development towards an increase in output and realization of its potentials.
Collaboration and inclusiveness
The department, through strong bonds and relationships with all stakeholders, internal or otherwise, aims to collaborate and inclusively run its functions. This is in recognition of diverse needs that can fully be satisfied with incorporated effort and linkages with several other departments and inclusiveness that is aimed to improve the execution of organizations goals.
Innovation and agility
Stakeholders look forward to the ingenuity promised by their organizational image. To be able to build a formidable workforce that will spur the state’s economic potential the workforce must elicit innovation and agility that pits them well against the potential challenges that are posed in carrying out their duties.
Key Strategic Directions
Key strategic directions include Leadership. Building a good workforce has to be done it incognito to relevant channels of control and direction, which require understanding of leadership skills (Campbell & Stonehouse, 2004, p.91). Resources without the prudent guidance and inspiration will be inefficient and incapable of reaching its potential.
Collaboration and inclusiveness is another effective, strategic direction that augurs well with the department’s intention of realizing powerful workforce that has the capacity to maximize states returns from financial resources.
The organization is set up within the government to support development strategies and rally workforce to achieve the best from state resources. Therefore, it is largely affected externally and so are its strategies. Government policy directives are a major external determinant (Heathfield, 2011, p.231). The government aims at certain objectives and develops policy and fiscal measures that will achieve these objectives. These policies are interpreted with all departments to implement the set out policies including this department.
Government financing also affects the execution of the department’s goals. Its strategies rely on the financing in order for activities to implement strategies to be carried out. The department being an arm of a bigger policy formulating organ requires finances to achieve the various goals.
The department has internal factors that affect the firm’s strategic plan. Employer employee relations that stage from shared interest in purpose and strategic outcome. Communication within the department helps to create lasting relationships that inspire human resource potential. Vertical communication to effect channels of controls and drive task roles in the department is essential. Horizontal communication between staff and management creates an informal communication that fosters ties that integrates and bonds the department’s personnel (Hunter, 2005, p.69). Human resource works best with a multifaceted communication that draws from all levels, management and subordinate and pits all personnel in good relations that allow focus on tasks as well as rallying resources for achieving department goals.
The department’s strategic objectives aim at making the human resource efficient. In realization, the organization are at best improved, and output increased when psycho-social satisfaction of the human resources is objectified in the group’s strategies. Internal understanding of individual personnel to acknowledge their capacities and direct them to achieve the department’s goals.
Human Resource Implications
Improved communications
Collaboration in the workforce and better understanding of personnel will allow the department to manage and inspire resource mobilization to improve the state’s capacities. Good communication will be realized and the collaboration, and inclusiveness will help to pool the various stakeholders’ input and achieve the department’s goals (Snell, & Wright, 2005).
Appreciation of leadership
The human resource will appreciate the importance of leadership and guidelines including set out rules norms and ethical institutions. Rallying of the human resource into a team will be improved, and the synergy will be directional through conventional relational leadership styles.
Improved output
Ingenious attitude among the personally to think up solutions that should help develop an organization that serves to support the State’s sustained economic expansion and driving a responsive, flexible training system within a State and national framework.
HR policy and plan
Inspiration of Leadership
Leadership is the process of using communication to influence the behaviour of others to reach organizational goals, Storey (2009), the necessity for understanding leadership and inspiring it cannot be underestimated. To enable the department to respect channels of command, and actively implement the necessary controls organizational objectives will be achieved with minimal friction and unnecessary obstacles. Need for personnel to understand their need to act as leaders and recognize the department structure, not as a rigid bureaucracy but as a relational system of varied authority that allows for emergent leaders, and policy proposal from across the board (Rothwell, & Kazanas, 2003, p.134).
Collaboration and inclusiveness
It is an essential team building tool that recreates the mindset of personnel into one formidable force that interacts internally and externally to take advantage of all the resources at the department’s disposal. Collaboration and inclusiveness build around Elton Mayo’s Hawthorne experiments that made it explicit that organization ought to recognize the workers values and interests in order to align them to the organization’s and this can be well realized through communication and relational openness. Teams are build around trust and openness that is promoted by open channels of communication. Thus, these two strategic implications are very important to the human resource that takes center stage in the Department Of Training and Workforce Development’s strategic plan.
Human Resource Policy Statement
Provision of leadership roles to analyse and coordinate state workforce, developed response that can effectively sustain economic growth in West Australia.
Leadership, across government and industry, in planning will be able to meet the workforce development and skilled migration needs and benefit the state in the present and in the future. Create a leadership that will harness workforce to develop a planning process that is inclusive, dynamic, timely and accessible.
Coordination of department resources and state facilities to create an effective and inclusive coordination of workforce development strategies. Incorporation of various ideas and technologies that will allow for comprehensive data analysis and modeling to inform forecasting and policy development. Linking with various strategic partners and consultative relationships with key stakeholders to increase communication and strengthen development bonds. Investment into proper up to date training and development of the training sector in order to support personnel development need and implementing the various theoretic approaches into concrete situations (Turner, 2003).
Growth of the workforce goal which integrally serves as the basis of its objectives and goals. Through initiatives to increase participation, particularly of under-represented or disengaged groups, attraction and retention of workers with requisite skills, the effective, skilled migration planning and coordination.
Effective collaboration across appropriate State Government agencies, education and training providers and industry in the development of strategies to grow the Western Australian workforce. Effective strategies to attract and retain skilled migrants. Increased participation by underrepresented groups in the workforce by implementing the Department’s commitment as articulated in Building Diversity and Equity in Training 2010-18. Improved delivery of career advice that builds greater synergy between vocational education and training (VET), including VET in schools, and the needs of industry (The Entrepreneur media, 1993). Improve the level of Aboriginal participation in the workforce through implementing the recommendations of the Training together – working together Aboriginal workforce development strategy.
Need for the training of personnel to build a potent team capable of maximum utilization of the state resources to achieve the department’s goal. Initiated through driving, at a State and national level, the development of an innovative, flexible and responsive training sector for Western Australia.
It will be reflected through increased responsiveness and flexibility in training delivery and service provision through State and national reform and improved capability and capacity of the vocational education and training workforce. A competitive and diverse training market with appropriate specialization of training delivery. A more flexible, accessible, responsive and resilient apprenticeship system which is able to respond to changing economic cycles. Recognition of the autonomy of State Training Providers to develop their capacity to respond to the needs of their stakeholders. Improved standards of language, literacy and numeracy within the workforce. Increased productivity of the workforce through improved skill levels. Opportunities for training and the development and recognition of skills are maximized through implementation of the strategies and deliverables outlined in Training WA: Planning for the Future 2009-2018.
Training commitment to regional, Western Australia is further developed and takes account of regional differences and the unique challenges of remote areas. Pathways into further education, training and employment are maximized through access to inclusive lifelong learning as outlined in Community learning in focus: A strategy for Adult and Community Education in WA 2009–2018.
Industry engagement and investment in training is increased through improved collaboration between industry, private and State Training Providers in the delivery of training. Closer relationships between industry and the provider market drive innovation in vocational education and training build confidence in assessment and reduce duplication of effort. International partnerships and education and training markets are developed to support Western Australia’s economic and social outcomes (Snell & Bohlander, 2009).
Use of ingenious ways of tackling situations with tact and effective approaches. This is geared towards improvement of quality and ethically carrying out the organizations goals approaches. By maintaining integrity, accountability, transparency and quality in the governance, performance the organization will be able to improve quality and be responsive to the organization goals.
This will be achieved through accountability in decision making. Integrity, transparency and timeliness in the development of plans, policies, procedures, purchasing and service provision. Improved, flexible procurement framework for the purchasing of training and related services. Transparent, reformed funding model that informs the procurement framework and provides for increased flexibility in funding arrangements. Transparent monitoring and evaluation of training delivery and related services. Improved collaboration between training and other education sectors. Departmental service delivery functions meet stakeholder needs. Responsiveness to stakeholder feedback.
Strategic HR Implications
Human resource plans are based on the need to recognize the potential of the human resource to offer the best to the organization. The organization structure works better in an atmosphere where its channels of command are recognized and owned by both the personnel and management. In the case of the Western Australia, the state needs to get the states workers sharp and effective to be able to create a skilled workforce to maximize the State’s economic potential for the benefit of the Western Australian community.
The plan’s objective is to develop the human resource capacities and enable them to serve the state in their various potentials. Align and coordinate their efforts so that they may support the State’s sustained economic expansion through various approaches including leadership. Development of strategies and driving a responsive through coordinating the organization’s workforce and other stakeholders (Jackson & Schuler, 2007). The plan will effectively develop the flexible training system within a State and national framework.
The plan is in conformity with the management strategic plan especially in it stability to form versatile workforce that is well connected and aims at realizing the shared interests with the organization. It gives the strategic management a human approach to the resources at its disposal and overly achieves its collated goals.
It is assumed in the plan that the workers and management will both want to work toward the human resource common interest goal. That all the stakeholders will be willing to cooperate to make the plan possible. It is assumed too that the government and the department will fund the plan viable and thus spend to implement it. It is also assumed that the projected results will be sustained long after the implementation of the plan.
Recommendations
The plan should be implemented over a time with other practices bearing death clauses while other should be incorporated into the tradition of the organization to keep the boning process dynamic and sustainable. The resources necessary to impact the HR plan should be weighed against the company resources available and dispensable. The risks should be analyzed over a SWOT analysis to measure its benefits vis a vis its risks (Heathfield, 2011). For proper implementation, the plan should be carried out with specialists in order for it to be effectively implemented.
It is important to set up planned milestones so that the personnel engaging in the exercises can be able to appreciate the success of the plan’s implementation. Strategically set at reasonable intervals, they will be able to make the personnel adhere to the plan at the very end. Progress should be monitored against the potential of every policy as stipulated in the plan. Quantified measures like progress in work and improved work environment including reduced friction and more focus on the task rather than personality squabbles.
Implementation should be made to benefit the organization and not for any interests otherwise. It should not be implemented on those who do not consent to it to improve the responsiveness and remove revolting feelings. It should be delivered in vocal Braille and written so as not to discriminate on any physical challenges. It should be delivered without bias and aimed at assisting and not other way as to advance personal differences or axe grinding.
It is also vital to ensure that the human resource works as a team. Team building is very essential for productivity. The leaders need to ensure that the ois collaboration in the work place to avoid confusion. The can do this by being inspirational and ensuring that they are leaders in work place and not rulers. This means, leading by example and not words.
References
Bobinski, D. (2004). The role of HR in strategic planning. Web.
Campbell, D. & Stonehouse, G. (2004). Global and transnational business: strategy and management. Hoboken: John Wiley and Sons.
Heathfield, S. (2011). Employee Management and Leadership in the Workplace.
Hunter, I. (2005). HR business partners. United Kingdom: Gower Publishing, Ltd.
Jackson, S.& Schuler, R. (2007). Strategic human resource management. Hoboken: Wiley-Blackwell.
Rothwell, W. & Kazanas, H. (2003). Planning and managing human resources: strategic planning for human resources management. Phoenix, Arizona: Human Resource Development.
Snell, S. & Bohlander, G. (2009). Managing Human Resources. Belmont: Cengage Learning.
Snell, S. & Wright, P. (2005). Human resources and labor relations. Hoboken: John Wiley & Sons, Inc.
Storey, J. (2009). The Routledge companion to strategic human resource management. London: Taylor & Francis.
The Entrepreneur media. (1993). Strategic human resource management: an Australian case study. HR Strategy Model. Web.
Turner, P. (2003). Organisational communication: the role of the HR professional. London: CIPD Publishing.