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Transforming the FE workforce to become a force for change: the need for a workforce strategy
Alison TwineyDirector, England
Lifelong Learning UK
Internal drivers for workforce development
• To deliver new contracts or to work with new groups of learners
• To enable delivery of new learning programmes or different types of learning delivery
• To train and develop new staff• To retrain or upskill existing staff• To enable staff to be vocationally or industrially up to
date
External drivers of workforce development
• In response to learner and employer demands• To take account of regulatory and legislative changes• In response to national policy direction• In response to contractual obligations for receipt of
public funding • In response to technological change – the e-enabled and
e-capable workforce • To ensure survival in the face of domestic and
international competition in a global economy
Vision for the FE Sector workforce (1)
• Fully-professional, responsive and modern, and capable of operating effectively in a learner driven skills environment
• Well-trained and developed with flexibility to embrace new roles and ways of working with different partners and in different locations
• Able to draw on the excellent practice demonstrated by the best providers so that all providers can develop
• Be confident in itself as world class providers of high quality learning and training
Vision for the FE Sector workforce (2)
• Be reflective of the diversity of learners and employers served
• Benefit from outstanding leadership across all providers and the sector as whole, and be able to inspire and motivate
• Develop a culture of personal and provider continuous development and improvement in the context of a self-regulating environment
Implementation Plan
• Published end of March 2008• Outcomes and actions identified meaningful to those
working in all parts of the FE system• Includes recognition of work already underway• Outlines planned actions and outcomes and how these
will be developed or implemented• identifies lead responsibilities and ownership of
outcomes and actions• Intended to be a mirror to help providers with their own
workforce development plans – NOT a blueprint of how to do it
The Guardian 2nd Annual Further Education and Skills Summit 2008
Wednesday 18th June 2008
Alan ClarkeSector Engagement Manager
What I plan to cover
LLUK Workforce Development Strategy
The Catalyst programme
Catalyst legacy?
Opportunities to engage
Priority 1 Understanding the nature of the workforce
Priority 2 Attracting and recruiting the best people and improving the sector image
Priority 3 Retaining and developing the modern, professionalised workforce
Priority 4 Ensuring equality and diversity is at the heart of the strategy, policy making, planning and training
LLUK employers Workforce Development Strategy
Catalyst comprises four major sub-programmes which will support further
education (FE) providers in taking a structured approach to the development of
leaders and managers and in ensuring teachers, tutors and trainers keep their
vocational and subject specialist skills up-to-date.
Catalyst programme
FE Sector (Colleges, adult & community learning & work based learning)
Programme structure
Pass on YourSkills
Encourage practitioners to take up a career in FE
Assist providers to recruit to hard to fill vacancies
Business Interchange
Offering structured work placement opportunities to update vocational skills
Placements currently range from one day to 12 weeks
Leaders and managers
Equality & Diversity
Developing teachersMake a Difference
Recruit highly motivated graduate calibre individuals into management positions
Provide support for them to become future leaders in FE
Business Talent
Attract exceptional talent from business and the public sector directly into senior leadership roles
Strategic review process
Recruitment toolkit
Individual support
Pass on Your Skills Assisting providers to recruit into hard to fill vacancies
Priority skills areas
- engineering
- health & social care
- construction
- STEM (science, technology, engineering and maths)
Further research to identify further skill shortage areas
PTTLLS courses will be available across England from September
Business Interchange
Enables teachers, tutors and trainers in the FE sector to update their industry related skills through a variety of learning experiences
Business Interchange pilot project has proved successful
Due to over-subscription it has not been possible to accommodate all interest during this pilot phase
The full Business Interchange programme will be rolled out from September 2008
Expressions of interest can be made at www.takeeducationfurther.org
Access to a pre-assessed talent pool of individuals from diverse backgrounds to fill your management roles
Recruitment: Online/hard copy application form (live!)Application siftTelephone interviews Visit to FE organisation (optional)Assessment centre (involves FE provider representatives)Final recruitment decision made by FE provider
Leadership development: 12 months of funded leadership development to ‘fast track’
Monitoring and evaluation
www.changeyourfuture.org
Make a Difference
• Attracting leadership talent from outside of the sector
• Marketing to organisations and potential employees
• Strategic review tools and consultant support
• Toolkit for employee recruitment and selection
• Mentor support for employees when first in post
• Central support for Business Talent process
• Monitoring and evaluation to produce sustainable model
• Questions
Business Talent
Catalyst – leaving a legacy
Creating a culture shift in the sector 2,225 people will embark on structured learning & development that will impact on the learning experience of others
2,225 role models?
X organisations impacted – providers & business?
X learners benefit from improved quality of learning
X future leaders use their talent to make a difference
Positive progress on equality & diversity?
Watch this space!!
Catalyst programme Benefits of participation
Access to funded programmes
Assistance with identifying and managing structured employee
development opportunities
Recruitment pool of potential applicants to skill shortage vocational
areas
Recruitment pool of potential applicants to management positions
Funded strategic review of future leadership / management positions
Opportunities to engage• Participation in Business Interchange Sustainability Group
• Participation in consultations
• Participate in the programmes: www.catalystprogramme.org
• Make a Difference campaign: www.changeyourfuture.org
• Business Interchange campaign: www.takeeducationfurther.org
The Guardian 2nd Annual Further Education and Skills Summit 2008
Questions