Transcript 4 Delivering the next generation of infrastructure projects

International Local Government Infrastructure and Asset
Management Conference
Delivering the next generation of infrastructure projects amid strong competition for
skilled workers
Bob Paton
Promoting productivity, sustainability and strategic workforce
development in manufacturing.
Manufacturing Skills Australia
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about MSA
workforce development
engineering workforce
today’s workforce
attracting and retaining talent
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Manufacturing Skills Australia
 national body responsible for ensuring that
manufacturing enterprises have the workforce
skills they need to be globally competitive
 one of 11 national Industry Skills Councils
established and funded by the Australian
Government and supported by industry
 ASIC registered public company – not for profit,
owned by 14 industry organisations (7 employer,
7 unions) with an 11 person Board of Directors
 operate in the vocational education and training
(VET) sector as well as whole of tertiary sector
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Roles for Manufacturing Skills Australia
Major roles span:
 develop and maintain national, industry endorsed
Training Packages - to establish skill standards and
provide a framework for skills development
 support the implementation of training - through
advice and resources, workforce development
support and brokerage of Government funded
programs
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Roles for Manufacturing Skills Australia
(cont.)
Major roles span:
 provide leadership to support economic and
environmental sustainability
 provide government with industry intelligence - to
inform the development of policies and programs
aimed at workforce development.
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Manufacturing Skills Australia
Manufacturing Industry Skills Council – ABN 88 006 441 685
Company owners/members
Member
Australian Industry Group
Australian Chamber of Commerce and Industry
Australian Manufacturing Workers’ Union
Australian Workers’ Union
Australian Petroleum Production and Exploration Association
Communication Electrical and Plumbing Union
Construction Forestry Mining and Energy Union
Footwear Manufacturers’ Association of Australia
Furnishing Industry Association of Australia
United Voice
National Union of Workers
Plastics and Chemicals Industries Association
Textile and Fashion Industries of Australia
Textile Clothing and Footwear Union of Australia
ASIC registered public
company
Owned by 14 industry
organisations (7 employer,
7 unions)
Manufacturing Skills Australia
Governance structure
Board of Directors
11 people appointed by
company owners/members
Board Sub-Committees
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Executive Committee
Audit and Risk
Aeroskills
Furnishing
Manufacturing, Engineering &
Sustainability
• Process Manufacturing &
Laboratory Operations
• Textile Clothing & Footwear
• NSW ITAB
Chief Executive Officer
MSA staff
Coverage of Manufacturing Skills
Australia
MSA coverage spans across manufacturing from:
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petrochemicals to clothing
watchmaking to shipbuilding
shoes to mining equipment
mattresses to jewellery
laboratories to concrete pipes
welding to windows
fitters to violin makers
cement to textiles
plastics to steel
cabinet makers to aircraft engineers.
Does not cover:
food/pharmaceuticals or forest
products/paper.
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Addressing skills needs in industry
Workforce development
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business planning
workforce organisation
workforce capability and needs analysis
current skills held
identifying skills gaps
filling skills gaps
– up-skilling existing workers
– recruit existing-skilled workers
– buy in (contractors)
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Demand for engineering workers
 The current level of investment in private
infrastructure projects as a result of the mineral
boom is unprecedented.
 By mid-2013 in Queensland alone, for
infrastructure projects with a value in excess of
$300 million, some 30,000 construction workers a
month will be needed across the mining, coal
seam gas/liquid natural gas and public
infrastructure sectors. (Construction Skills
Queensland)
Workforce challenges facing the
engineering industry
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the ageing of the engineering workforce
the very low number of women in engineering
access to education and training in regional areas
mobility of the workforce resulting from some
sectors being perceived as more attractive
 widening gap between supply and demand for
engineering workers
 trade qualified workers tend to retire at the
standard retirement age unlike less qualified or
more qualified workers
Workforce challenges facing local
government engineering employers
 only 20% of the engineering workforce is
employed in the public sector, mainly in rail
 large demand fluctuations in government
investment in infrastructure
 outsourcing of engineering work has led to the
loss of relevant skills from the public sector
Today’s workforce
 consists of three generations – Baby boomer,
Generation X and Gen Y
 financial constraints will mean that baby boomers
are likely to work past retirement age
 baby boomers tend to hold management or senior
roles in organisations
 the other generations may feel there are limited
career options
 there are less people in the Gen Y workforce than
there are people in the Baby boomer workforce
Australian population 2012
Gen Y v Baby Boomer
1,200,000
1,000,000
600,000
400,000
200,000
Gen Y
Females
Females
Males
0
Males
Population
800,000
Baby Boomers
Gen Y v Baby Boomer by 5 year age groups
The engineering workforce
 The professional engineering workforce
The professional engineering workforce in Australia, Census 2006
100,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
Post-graduate
Employment status
Females employed away from
work
Females part-time
Females full-time
Males employed away from work
Males part-time
0
Males full-time
Number of people
90,000
Bachelor
Diploma
The engineering workforce
 The engineering workforce - technicians and
trades
The engineering workforce in Australia - technicians and trades
Labour force February 2012
350
300
250
200
Engineering, ICT and Science
Technicians
150
100
50
Employment status
Females part-time
Females full-time
Males part-time
0
Males full-time
Number of people x 1,000
400
Automotive and Engineering Trades
Workers
Developing, engaging and retaining your
current workforce
Attracting and retaining skilled staff requires you to
become an ‘Employer of Choice’.
Developing, engaging and retaining your
current workforce
Factors that create excellence:
 The quality of working relationships
 Workplace leadership
 Participation in decision making
 Clear values
 High levels of personal safety – physical and psychological
 Feedback
 Autonomy and uniqueness
 Sense of ownership and identity
 Learning
 Having fun
 Community connections
Strategies to attract the best talent
The Gen Y workforce
 under 30
 technology savvy
 highly interconnected
 high level of social consciousness
 want to work for organisations that reflect their
values
Strategies to attract the best talent
Gen Y at work want:
 to continue to learn and grow
 to make an impact and contribute to the
company’s vision
 frequent ongoing coaching by their managers
 public recognition
 ongoing feedback
 flexibility
Retaining and developing talent
People who enjoy their work, particularly its intrinsic
features, are more likely to remain with their
employer.
The ‘learning climate’ of an organisation determines
the extent to which skilled employees are retained
and how their skills are used to greatest effect.
Retaining and developing talent
 Factors that impact retention include:
– opportunities to learn and progress in a career
– application of high-performance work practices
– access to nationally recognised training
Retaining and developing talent
The use of nationally recognised training has been
strongly linked in the research
 to employees deciding to stay with an
organisation, and
 with employers being better able to use the full
range of their employees’ skills
Retaining and developing talent
 Create an organisational climate in which
employee learning, growth and development are
fostered and where people feel that their best
opportunities and experiences for the future will
be realised.
 Training is a crucial component of the learning
climate of an organisation, but equally important
is ensuring that training is mutually beneficial.
 The old ways don’t work.
Mature age workers
The advantages of retaining older workers:
 avoiding labour and skills scarcity and associated
costs relating to recruitment and retirement
 retaining valuable experience and retention of
knowledge within the organisation
 improving work satisfaction, thereby contributing
to improved quality and productivity
 creating greater flexibility and synergy through
workplace diversity
MSA is a proud member of the Industry Skills
Forum
The Industry Skills Council Forum (‘ISC Forum’)
plays a key role in bringing together the 11
Industry Skills Councils (ISCs) to progress cross
industry priorities and support the effective
operation of Australia’s National Training System.
The ISC Forum recognises that ISCs are
autonomous, not for profit, independent bodies
under the Corporations Act, governed by their
respective boards, and which choose to come
together for the common good. The ISC Forum’s
initiatives will support the ISCs’ formal roles and
responsibilities and supplement each Council’s
individual activities and charter.
www.isc.org.au
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Level 3, 104 Mount Street
North Sydney NSW 2060
(PO BOX 289 North Sydney NSW 2059)
AUSTRALIA
Phone +612 9955 5500
Fax
+612 9955 8044
Email [email protected]
Web http://www.mskills.com.au