3. Civil Construction forecasts
1,000,000 160000
900,000
140000
800,000
120000
700,000
100000
600,000
Employees Numbers
500,000 80000
400,000 $M
60000
300,000
40000
200,000
20000
100,000
0 0
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
Total Labour (National) Company X X Required (incl turnover) Total Work Projection ($M)
(based on Construction Forecasting Council 2011 figures)
4. Occupations in Civil Construction
* SkillsDMC – CCF, Civil Construction Occupation Review Report, March 2010)
5. Background Issues 1
• Reasonably buoyant projected work load (CFC)
– Regional, Remote, Cyclical
• Skills required cover minimum of 3 Training Packages.
– SkillsDMC, Manufacturing, Construction, Business, Electical
– Funding in civil construction bound by full qualifications for workers**
– Complexity of VET system recognised a challenge for industry***
• Qualification based skill shortages (e.g. 49% plant operators are qualified)*
– Mixed history of L&D for many blue collar workers
– Completion rates for training low (25-30% nationally*)
* SkillsDMC – CCF, Civil Construction Occupation Review Report, March 2010)
** South Australia DFEEST submission, Skills for prosperity – a roadmap for VET, Skills Australia, 2011
***Skills for prosperity – a roadmap for VET, Skills Australia, 2011
6. Background Issues 2
• Industry values “work experience” as measure for employability over
“competence”
• Training concerns relate to quality of providers, availability and capacity to
deliver to current industry standards
– Experience of external supplier and flexibility in delivery***
– Industry led outcomes requirements especially in contextualisation
* Mark,K & Karmel, T (2000) The likelihood of completing a VET qualification; a model – based approach, NCVER
** South Australia DFEEST submission, Skills for prosperity – a roadmap for VET, Skills Australia, 2011
***Skills for prosperity – a roadmap for VET, Skills Australia, 2011
7. Fact vs. fiction
• Civil Construction Contracting realities
– Remote & dispersed contracts, project life cycles (av. 2 to 3 yrs)
– Workforce demographics (Age, Gender, Ethnicity, Subcontractors)
• Demands for next 5/10 years
– Recruiting suitable local labour, and obligations for govt projects
– Subcontractor quality: “experience overrides competence”
– Projected works (rail, roads, utilities etc..) & recruitment gaps
• L&D & Skills shortage
– Retaining talent especially at later stages of projects
– Mobility of talent to relocate to new projects
– Updating skills currency to new construction techniques
– Training landscape (Funding, ISC, RTO’s, VET & suitability)
8. Ideal Workforce Planning model
Impacts from
strategic business
plans
Monitor, measure & Scenario planning and
Review demand forecasting
Workforce analysis and
Project Workforce Plan
supply forecasting
Corporate Workforce Gap analysis, strategy
Plan development & planning
9. Typical Civil Contractor L&D Planning
Training Management Plans / Workforce Planning
–Tiered approach from Group, through Divisions, Businesses and
projects
Training Matrices
–Identify Competency and skills required for roles
–Classified as mandatory, optional etc
Adapted to State/Territory variances
–Licences
–Compliance
–Legislation
10. Project Based Challenges
• Context
– Average life 2 to 3 years
– Most are subcontractors/temporary
• Training constraints
– Time limitations to complete focuses on RPL
– Workforce available for training
• Candidates
– Recruited locally with variable experience of civil disciplines
– Qualifications levels low or non- existent
– Apprehensive to sign up for training
12. SkillsDMC
• 11 national Industry Skills Councils funded by Federal Government since
2003.
• Develop and manage training packages RII09 covering
drilling, mining, civils and quarrying.
• Recommend approach or process to meet industry’s needs through annual
environmental scan.
• Managing Funding recent role.
• Managing LMS systems (Skills Maximiser) linked to acceptance of funding
• Seek employer data regarding staffing, training, etc..for government
reports.
13. Employers and ISC
• Industry engagement in training package expert group
• Modifying package for flexibility RII10
– Skills sets for employee progression & retention
– New format with stricter guidance for RTO’s
• SME in supporting development of Training & Assessment tools
• Funding (rationale for ISC?)
– Suitability for ISC or TAFE/RTO’s
• Tier 2 engagement
• Developing International scope
14. Training Suppliers
• Projects traditionally local sourced influenced by
local staff (HR)
• Over 3000 training suppliers of one type or
another in NSW
• Supplier key abilities are:
– consistent quality
– ability to meet project needs and contexts,
– Understand client quality needs (e.g.. RMS)
– Funding support
• Use Procurement approaches
• Maybe partnering if part of employer process
15. Employees
• Engineer
– full time, graduates in-house scheme
– Possibly liked to EA
• Specialist contracted (surveyors, drillers)
– Qualified and have current tickets
• Supervisory
– full time payroll
– Formal qualifications possible
– Will have tickets if needed for work area specialism
• Manual
– Likely to be unqualified
– Temporary
– Options to train mixed and may need coercion
• Apprentices/traineeships
– may occur pending contract type
– NSW Training guidelines for govt contracts
16. Collaborative Partnering
• Procurement Policy
• Internal SME(e.g. Concrete) • HR liaison with TAFE/AAC/ISC
• Workforce Planning Policies and • Workplace Assessor support
Support • SME
• Standardised assessment Tools
Employer Project
ISC TAFE • Lead RTO
• Verification of competence
• Manage Funding • Training and assessment
agreements delivery and engagement
• Enabling Skills Maximiser • Certification
• Reference point support • Traineeships liaison with
AAC/ISC
17. Key attributes
• 70 registrations for various Cert III’s
• 64 completions (80% vs. National c.30%)
• 20% trainees female
• Indigenous comprised 6% trainees
• Embedded assessors comprising supervisory staff
• TAFE Trainers attended in-house training e.g.
concrete, GPS systems for CPD
• Finalist in NSW Training Awards
19. Partnering Plus?
• Where collaboration enables working
in collaboration exploring synergies
and seeking common aim in areas
where there has been little existing
information
– Attain excellence in skilling
– Break new ground in developing
resources
– Sharing expertises
– Mutual skilling
20. Case Study 2 Partnering Plus
• Preferred supplier basis
• Training via Partnering
– Integrating in-house assessing
– 26 Cert III Civil Construction related certifications
– 100% completion
• Piloting new units
– 15 Concrete paving SOA
• Developing new resources
– ASCP technical training subcommittee
22. What's next?
• Australian Workforce & Productivity Agency (Skills
Australia)
– 4 scenario planning models
• Future of Work will change irreversibly
• Global competition will increase
• Funding to be simplified
• Recognise and develop approaches for Gen Y
23. Participation issues
• To 2025 industry need of higher skill levels
will continue
• Productivity needs essential to survive global
competitiveness, through enhanced skills
• Labour mobility is an issue
• Skills and workforce development tailored to
meet specific industry and regional needs
• Education and training system to be forward
looking to meet industry skills need
• Increase participation in learning and
work, maybe new learning paradigm
26. Challenges for projects
• Mentoring and skill transference better
developed
• Sourcing reputable and consistent training
suppliers state-wide/nationally/internationally
• Skills need is immediate which is not enough
time to train to full competence
• Locations not where unemployed and skilled are
• Competition from mining
• Workforce mobility needed between projects
and areas if work was more regular and
predictable
27. The future in high tech world
• Challenges and opportunities
– Re-skilling, continual CPD
• Traditional roles will disappear
– Become more highly skilled
– up-skilling of existing workforce
• Technology will
– open up new labour markets
– attract non-traditional skills into the
industry
28. Stateless training
Global Branding
Suppliers • Cafeteria Agency
• Trainee
• RPL selection
• TAFE • Timetable free • Qualification
• Mature
• RTO • iTunes U • Licence
• VOC
• ERTO • Skill Set
Global • ISC’s Global
• SOA
Learners Platform
29. Summary
• Share best L&D practices
• Encourage learning organisations
• Tier 2’s need support
• Open collaboration IP is history its already out there
• Think global
• Assessment and certification brand is USP
• Less time dependant and attendance based
approaches
• Funding less complicated
• Regional workforce development planning in need
hotspots
• Role of Skills Councils in to meet future needs