HUMAN RESOURCES TRAINING & DEVELOPMENT PLAN

Transcription

1 HUMAN RESOURCES TRAINING & DEVELOPMENT PLAN TSC HR Plan ADOPTED: RESOLUTION NO:

2 TABLE OF CONTENTS AIM... 1 INTRODUCTION... 1 POLICY STATEMENT... 1 ASSESSING TRAINING REQUIREMENTS... 1 Principles... 2 Apprentices and Trainees... 2 Statutory training... 2 Competency Standards Training... 2 Organisational Requirement... 2 Employee Development... 3 Types of Training Provided... 3 Assistance provided for External Courses... 3 Trainees and Apprentices... 3 Statutory Qualifications... 3 Competency Standards... 4 Organisational Requirement... 4 Employee Development... 5 Application for Employee Development... 5 Review... 6 IDENTIFICATION OF COUNCIL S TRAINING NEEDS... 6 ROLES AND RESPONSIBILITIES... 7 Consultative Committee... 7 Human Resources Officer... 7 Supervisors... 7 Employees... 7 STRATEGY FOR RESOURCING THE TRAINING... 8 Financing the training... 8 Physical resources... 8 Human Resources... 9 Model for the development and delivery of training....10

3 AIM Council is committed to the development of skilled, knowledgeable and dedicated staff. Council recognises the importance of staff training as an essential element of corporate development by the provision of on going training, both on and off the job, for all its employees. INTRODUCTION Training is an important activity undertaken to ensure employees at all levels have the necessary skills to carry out their roles effectively and to ensure the achievement of the organisations objectives. Of fundamental importance is the identification of the value that training adds to the performance of the organisation. Specifically this relates to how the organisation decides what training is needed by its staff, how the training is carried out, how the organisation evaluates the effectiveness of its education and training activities and what processes are put in place to improve the delivery and effectiveness of education and training programs. The management wants to know: what training is required how training should be delivered. how the training improves the performance of the organisation Staff expect: targeted and job related training (for now and the future) to equip them to meet the expectations of the organisation defined outcomes as a result of training quality assurance of training materials and delivery techniques value for time spent in training POLICY STATEMENT Tumbarumba Shire Council is an Equal Employment Opportunity employer and the aim of the Training and Development Plan is to ensure that all employees have equal access to training and development opportunities. Selection for any form of training will be based on: The needs and requirements of the Council Aptitudes and abilities of the individual Budgetary considerations ASSESSING TRAINING REQUIREMENTS Training needs analysis will be conducted annually by each department as part of the annual performance review. Information will be transferred from Competency reviews and Performance Assessments. Training requirements to be considered at this time include: Any change in statutory requirements Competency or skills training needs apparent at the Performance Review Training requests from employees for personal development Page 1

4 PRINCIPLES The primary reason for providing training and development is to meet Council s objectives for continuously improving its performance in delivering quality customer service through responsive staff. Under the Local Government (State) Award, Council is committed to improving skill levels and removing impediments to multi skilling and broadening the range of tasks that the employee is required to perform. APPRENTICES AND TRAINEES Apprenticeships and traineeships are regarded as fixed term positions. Apprentices and trainees will remain employed while they complete their qualification providing that their progress at work and in their studies is satisfactory. Apprentices and trainees are not guaranteed full time permanent employment following the completion of their indenture or traineeship. Continuing employment is dependent on the availability of suitable vacant positions and appointment to those positions is in accordance with the Local Government Act and Council s policy of selection on merit. STATUTORY TRAINING Includes training required by the organisation in order to meet statutory requirements. Examples include: Induction; CPR and CPR refresher; chainsaw safety; confined spaces, crane and plant electrical safety and refresher; first aid certificate and re certification; manual handling; OH&S awareness; OH&S for line managers and supervisors; occupational first aid certificate; pesticide safety (ATRI); traffic control and unrestricted RTA safety inspectors certificate training. COMPETENCY STANDARDS TRAINING Includes training to allow employees to progress to higher levels within their salary grade. Primary training is training identified for employees to complete as part of the Entry level for the position they occupy. Secondary training is training identified for employees to progress through the four steps of the salary system. ORGANISATIONAL REQUIREMENT Includes training where employees are requested to learn new skills to meet organisational needs. This may include succession planning or multi skilling to provide relief in other work areas, specialised training to assist with the implementation of new technology or work practices, or specific training for employees who participate on staff Committees. Page 2

5 EMPLOYEE DEVELOPMENT Includes assistance to enable staff to prepare themselves for change and to take control of their own career. Employee development occurs across a wide range of activities from the formal (seminars, conferences, courses) to the informal (on the job assistance, networking, etc). TYPES OF TRAINING PROVIDED Training will be provided on the basis of: On the job Competency assessments will identify some training required as on the job where it is considered more suitable to develop an ability to apply knowledge and skills in the workplace. Requirements for on the job training will become clear after the annual training needs analysis. In House Courses will be organised by the Human Resources Officer to meet training needs identified in the Corporate Training Program. External External courses cover courses studied at TAFE and University, and public training courses held outside of the Council administration building. Tertiary Employees will be responsible for meeting the minimum entry requirements and completing and lodging all applications by the nominated cut off date. The employee will incur any penalties for late lodgement. ASSISTANCE PROVIDED FOR EXTERNAL COURSES Expenses associated with attendance at public training courses and seminars that are held outside the Council building will be reimbursed in accordance with Council s expenses policies. TRAINEES AND APPRENTICES Training for apprentices and trainees that are required as a condition of employment. i. Council will grant paid leave to attend the course requirements, where the training is undertaken during normal working hours ii. iii. Council will grant paid leave for end of semester or formal examinations. All other expenses including travelling and other conditions will be according to the Apprenticeship Board as applicable at the time. STATUTORY QUALIFICATIONS Where the organisation requests that an employee undertake a course of study to meet the statutory requirements. i. Council will grant paid leave to attend the course requirements, where the training is ii. undertaken during normal working hours. iii. Council will grant paid leave for end of semester or formal examinations as follows: iv. one day for morning or afternoon exams, and half a day for evening exams. v. Council will pay 100% of the course fees at the commencement of each stage, but will vi. not, under most circumstances, pay for course fees if the employee is required to repeat subjects. Employees in this category will be required to demonstrate a satisfactory rate of progress through course requirements with the production of successful results at the end of each stage. Any subject indicating a failure will lead to a review of the employee s Page 3

6 vii. performance and of the assistance provided under this category and/or the feasibility of continuing with the course. It is not anticipated that any training will take place outside normal working hours, therefore no overtime will be paid. COMPETENCY STANDARDS Where an employee is requested to complete a course of study to meet the entry level qualifications of the position. While training is being undertaken, the employee will remain at entry level of their grade until the competency review following the completion of the course of study. 1. Council will pay employees as normal working hours to attend the course requirements, where the training is undertaken during normal working hours. 2. Council will grant paid leave for end of semester or formal examinations. 3. Council will pay 100% of the course fees at the commencement of each stage, but will not, under most circumstances, pay for course fees if the employee is required to repeat subjects. Employees in this category will be required to demonstrate a satisfactory rate of progress through course requirements with the production of a transcript of successful results at the end of each stage, or a certificate of completion. 4. An employee is required to advise their Supervisor as soon as they are provided with information indicating a failure. A failed subject will lead to a review of the employees performance and of the assistance provided under this category and/or the feasibility of continuing with the course 5. It is not anticipated that any training will take place outside normal working hours. Travel time outside of normal hours will not be paid, nor will Council pay overtime to employees undertaking study under this clause. ORGANISATIONAL REQUIREMENT Where an employee is requested to complete training to meet organisational needs. This may include succession planning or multi skilling to provide relief in other work areas. 1. Council will pay employees as normal working hours to attend the course requirements, where the training is undertaken during normal working hours. 2. Council will grant paid leave for end of semester or formal examinations as follows: one day for morning or afternoon exams, and half a day for evening exams 3. Council will pay 100% of the course fees at the commencement of each stage, but will not, under most circumstances, pay for course fees if the employee is required to repeat subjects 4. Employees in this category will be required to demonstrate a satisfactory rate of progress through course requirements with the production of successful results at the end of each stage. Any subject indicating a failure will lead to a review of the employee s performance and of the assistance provided under this category and/or the feasibility of continuing with the course 5. It is not anticipated that any training will take place outside normal working hours. Travel time outside of normal hours will not be paid, nor will Council pay overtime to employees undertaking study under this clause. Page 4

7 EMPLOYEE DEVELOPMENT Includes assistance to enable staff to prepare themselves for change, and to take control of their own career. Employee development occurs across a wide range of activities from the formal (seminars, conferences, courses) to the informal (on the job assistance, networking, etc). Where an employee has applied to undertake training to improve or update qualifications, and the General Manager has approved that training this shall be called Tertiary Study Assistance, whereby: i. Council will reimburse course fees up to a maximum of $1,500 per annum for voluntary tertiary/tafe courses endorsed by Council; ii. Up to 10 days per annum paid leave be granted for attendance at residential schools; iii. Council will meet appropriate travel costs to attend all residential schools; iv. Appropriate leave will be granted to attend examinations; v. At the discretion of the General Manager, any contribution by Council towards course fees may have to be repaid if the employee is unsuccessful in gaining a pass in the relevant unit; vi. Leave with pay and travel costs to attend residential schools will not be granted for any units being repeated; vii. The employee will be responsible for all other expenses including textbooks; viii. This policy applies to permanent full time staff only; ix. Council assistance to any employee will be reviewed if in the opinion of the General Manager continued results are not satisfactory. APPLICATION FOR EMPLOYEE DEVELOPMENT All applications for assistance in accordance with the above categories are to be sent to the Department Director for consideration in conjunction with the organisational training plan. Applications close on 30 September each year. Following recommendation by the Department Director, applications are forwarded the General Manager, who will make a decision. Employees will be notified by the end of December if their application has been successful. Once approval is granted, it remains automatic for the duration of the course, subject to satisfactory progression and performance. In special circumstances employees may make application for assistance throughout the year, ie, new employees of Council. In considering applications for assistance under this policy, Manex will have regard to the following matters: The relevance of the training with regard to the employee and Council s current to midterm needs The employee s work performance The employee s study assistance record Whether or not the qualification the applicant is seeking is consistent with an achievable career opportunity within Council; and Budgetary considerations Page 5

8 REVIEW Council may withdraw support for educational assistance for employees under the following circumstances: i. Behaviour and progress of the employee; ii. The educational requirements of the course provider(s); iii. Repeated failed subjects; iv. Unsatisfactory work performance of the employee; v. On termination of employment with the Council. IDENTIFICATION OF COUNCIL S TRAINING NEEDS Council s training needs are best identified using the following model: Model for the identification of Council s training needs Council s vision, mission and key performance indicators Identification of competencies (current and future) Identification of current competence of staff eg performance review, assessment of current competence Identification of competency gap Plan for bridging competency gap eg. recruitment, job redesign or training Council s training needs Current competencies obtained by staff is held in a data base and readily accessible. The maintenance and use of such a data base has two purposes. If the current competence of staff is ascertained prior to delivery of programs, the likelihood of poor performance in program delivery, as a result of lack of competence, is reduced. In addition, the assigning of staff to tasks for which they are not competent may have legal ramifications (for example, Occupational Health and Safety breaches) at a later stage. Page 6

9 Staff has an obligation and responsibility to participate in and contribute to their own development. Each Department is responsible for identifying training and development needs for their departments as part of the annual staff review system. ROLES AND RESPONSIBILITIES CONSULTATIVE COMMITTEE The role of the Consultative Committee will be to assess and make recommendations on training issues that arise in relation to the particular matters mentioned in the training provisions of the award. This is an important part of its contribution to the consultative and participation processes. In particular, the Consultative Committee is to be involved in the design of Council s training plan which arose from an analysis of the training needs identified with the Council. HUMAN RESOURCES OFFICER The role and responsibilities of the Human Resources Officer under this plan will be to: i. Maintain training records; ii. Act as liaison officer between Council and employees regarding Council s responsibilities on Occupational Health and Safety matters; iii. Induct all Council employees; iv. To liaise with the Consultative Committee on all training matters; v. To monitor and record each training exercise including performance assessment and budget; vi. Advise the General Manager of training that exceeds budget forecasts; vii. Advise employees on the availability and content of courses available; viii. Request, in a timely manner, requirements by supervisors for training in their section/s. SUPERVISORS The role and responsibilities of the supervisors under this plan will be to: i. Act as advocate for their staff during the budget process; ii. Control the training budget for their section; iii. Monitor the training outcomes, quality standards, resources, recording and overall control of the training functions; iv. Establish performance indicators to measure training outcomes; v. Assist training officer in the induction of employees. EMPLOYEES Employees have a responsibility under the plan to: i. Develop skills acquired during training; ii. Maintain competency in all activities that form part of their present role; iii. Apply skills acquired from training courses particularly relating to Occupational Health and Safety matters; iv. Participate actively in the development of individual training plans; Page 7

10 v. Provide feedback to the Consultative Committee and Occupational Health and Safety Committee on training issues; vi. Provide feedback to the supervisor regarding the outcomes of training through the course assessment form. STRATEGY FOR RESOURCING THE TRAINING For Council s training needs to be met efficiently and effectively there needs to be a clear strategy which addresses the allocation of resources to provide the training. This strategy indicates the level of commitment of Council to meet its training needs. Without this statement and a commitment from senior management, the issue of resourcing often arises to become the major impediment to satisfactorily meeting the training needs. Training resources can be categorised into financial resources, physical resources and human resources. FINANCING THE TRAINING Determining who pays for the training development and delivery is important and clarification of this issue up front will reduce the incidence of later issues arising. Human Resources should ensure that the required training is determined and funding for training allocated appropriately. Where the training need is identified by an individual or their supervisor, and it relates to a routine part of the person s job, then the funding for training should be built into the budget for that job. Where the training need is identified by management and is one which is aimed to impart a change across the organisation, such as the need to train people following the introduction of new technology or a cultural change, then the funding for training should be built into the budget for introducing the change. PHYSICAL RESOURCES Physical resources required for training include the training materials (curriculum, lesson plans, videos, self paced packages etc) and the physical environment for the delivery of formal training. It is not necessary for Council to invest in the development of training material or training facilities as there is a wide range of resources available through organisations for whom training IS core business. These include other like organisations, TAFE, universities, local schools, local community training organisations and the increasing number of registered and non registered private training providers and consultants. The best way of obtaining the necessary physical resources (materials, facilities etc) for training is to obtain them on a needs basis. By integrating the organisation s training requirements with those of the wider training community, training becomes more efficient and duplication of effort is reduced. Page 8

11 HUMAN RESOURCES Through the competency assessment, the individual has identified a need for training in the routine aspects of their work and is more likely to accept the responsibility for organising or participating in training to meet that need. For corporate change training, the individual s need has not been identified and it should be remembered that the person is therefore less likely to be motivated to organise or participate in the required training. In this case it is unrealistic to expect staff to drive their own involvement. For the organisation s training needs to be accurately identified and the training resources available in the wider training industry to be effectively integrated, Council s Human Resources Officer is required to manage the training needs and organise/enroll personnel into the appropriate training. This requires the support of a relevant system currently being utilized by HR Module within Civica. The Human Resources Officer will be able to provide staff with adequate information for them to be able to: integrate training with the organisation s business planning/budget development process identify their own training needs and those of their staff access a range of relevant training options develop individual training plans based on identified training needs and career aspirations. Page 9

12 MODEL FOR THE DEVELOPMENT AND DELIVERY OF TRAINING. Training needs (competencies) Application of new competencies Modular training framework training specifica tion on the job providers practice (with mentor or supervisor) (accreditation if required) performance review Assessment of learning Flexible delivery outcomes on the job component criterion referenced distance packages qualified trainers Page 10