WORKFORCE PLANNING IN SCHOOLS
|
|
- Karen Bridges
- 8 years ago
- Views:
Transcription
1 WORKFORCE PLANNING IN SCHOOLS Produced by: EB Implementation Taskforce Issue Date: October 2011 Updated April 2014
2 TABLE OF CONTENTS WHAT IS WORKFORCE PLANNING?... 1 Why is Workforce Planning Important?... 1 WORKFORCE PLANNING FRAMEWORK... 2 STEP 1 WORKFORCE ANALYSIS... 3 STEP 2 FORECAST FUTURE NEEDS... 4 STEP 3 ANALYSE GAPS... 5 Workforce Gap Analysis... 5 Example of a Gap Analysis:... 6 STEP 4 DEVELOP STRATEGIES... 7 Human Resource Plan... 7 Example of a Human Resource Plan... 8 STEP 5 IMPLEMENT STRATEGIES... 9 STEP 6 MONITOR AND EVALUATE OTHER FACTORS APPENDIX Workforce Needs - Secondary School APPENDIX Workforce Gap Analysis APPENDIX Human Resource Plan APPENDIX Workforce Planning Checklist... 14
3 WHAT IS WORKFORCE PLANNING? Workforce Planning involves the analysis of the knowledge, skills and abilities within the current workforce and the planning for future human resource needs. Workforce planning includes the analysis of the gaps between the school s current and future workforce and the identification of strategies to meet future needs. Workforce planning is an integral part of the strategic planning process in a school to enable each school to achieve its educational goals. Effective workforce planning means that short and long term staffing needs are planned, documented and implemented in consultation with others, within the allocated funding and in line with the Site Improvement Plan. Why is Workforce Planning Important? Schools are dynamic organisations that respond to a range of educational needs within their local community and the broader educational system. Each school has unique characteristics, needs and goals which are reflected in the Site Improvement Plan and School Context Statement. Human resources are the key resource within a school. It is the people in a school that make the difference to the educational outcomes of students. Having the right workforce to deliver the educational program which meets the ongoing needs of the students in a school is pivotal in the principal s leadership. Effective human resource management involves appropriate planning, recruitment and development of staff. The Principal has a delegated responsibility for the human resource decisions in a school within DECD and industrial frameworks. The PAC works in partnership with the Principal in relation to human resource matters. The funding for the human resource needs in a school comes from a variety of sources. Whilst the Student Centred Funding Model provides the core funds to meet educational and industrial requirements other funding such as Commonwealth and State Government Initiatives and a variety of grants can be used to enhance the human resource profile in a school to address specific educational, equity and social justice issues. The decision making about the expenditure of these funds is made at the school level under the leadership of the Principal. Workforce planning provides the link between site priorities, human resources and school funding. Workforce Planning enables a school to aim to have: the right people with the right skills at the right time and at the right total cost. An effectively planned workforce is better equipped through having the right mix of people and skills to achieve the aims and objectives of the school and its future challenges. 1
4 WORKFORCE PLANNING FRAMEWORK Whilst there is no single process that will suit all situations, there are a number of frameworks or models for effective workforce planning. The key common aspects of these models are summarised in the following diagram. 2. Forecast Future Needs Future school scenarios, n ee ds a n d work fo rce c h a r a c t e r i s t i c s a n d capabilities are identified. 1. Workforce Analysis C u r r e n t w o r k f o r c e c h a r a c t e r i s t i c s a n d capabilities are analysed. 1 Workforce Analysis 2 Forecast Needs 3. Analyse Gaps The gaps between future workforce needs and current work fo rce pr o fil e a re identified and analysed. 6 Monitor & Evaluate Workforce Planning Framework 3 Analyse Gaps 6. Monitor and Evaluate Effectiveness of strategies is evaluated to determine success of planned changes and impact on educational outcomes. 5 Implement Strategies 4 Develop Strategies 4. Develop Strategies Integrated HR strategies are developed to address the gaps between current and future workforce needs. 5. Implement Strategies Investment in strategies and c h a n g e m a n a g e m e n t pr ocesses t o a dd r ess workforce planning issues. A checklist to assist in the workforce planning process is provided in Appendix 4 2
5 STEP 1 WORKFORCE ANALYSIS Analyse current workforce characteristics The first stage in workforce planning is to examine, document and analyse the current staff characteristics and the inter-related school characteristics. As well as examining the details of the current Staff Profile it is useful to look at the associated factors such as funding and expenditure, curriculum delivery and structural aspects of the school. Current Staff Profile This is best documented in a table/spreadsheet. Information that may be considered for each staff member (both teaching and ancillary) includes: Details of appointment to the school date, subject/skills codes o Letters of Appointment, the Bonafide or a search in VSP could assist Skills and Abilities, Qualifications o Undertake a Skills Audit of all staff to identify skills and capabilities outside their appointment o Reports in Professional Profile in HR Management Information may assist Employment Status permanent, temporary, PAT End of tenure if applicable Approved or intended extended leave o Bonafide may assist FTE or Hours Worked o Substantive, current and potential future changes Any specific deployment information e.g. name of person replaced, time allocations of additional duties/responsibilities, acting positions Ensure that all staff on leave with a right of return (or any with a right for placement as notified by your senior HR Consultant) are included. Much of this information can readily be determined by utilising the Staff Listing Report available from the HR Management Reporting tab in the menu of the HR Management Information application in Eduportal. Reports can be generated in Excel for ease of use. Human Resource Income and Expenditure Funding for the current year including any grants used for human resources Total planned HR expenditure for the year against source of funding where applicable Any special arrangements for HR expenditure e.g. additional TRT days, outsourcing costs Curriculum Delivery Curriculum delivered by the school in the current year Other programs that require human resources Structural Aspects Timetable structure Workloads in regard to industrial and DECD policies e.g. school day, face-to-face teaching School context examine the characteristics of the school that impact on human resources planning Current initiatives that impact on human resources 3
6 STEP 2 FORECAST FUTURE NEEDS Identify future school scenarios, needs, and workforce characteristics and capabilities. Forecasting of future needs should be undertaken in most detail for the following year, but it is also important to consider the longer term needs across a 3 to 5 year period. Plans implemented in the short term should also fit within long term needs. Future scenarios to consider include: School Vision Planned new initiatives that will impact on staffing either requiring new skills/positions or decrease/removal of current roles Human resource allocations needed to support implementation e.g. additional release time for staff member(s), changed/additional leadership role, TRT days Enrolment trends Information about historical progression ratios is available from senior HR consultant Enrolments in feeder preschools/schools Potential changes in diversity demographics Local housing and employment changes Changes in educational providers in the local region e.g. new school New school initiatives that may impact on numbers Staff End of tenure for leadership positions Completion of temporary positions Staff plans for the future leave, right of return, retirement, change in time Staff turnover rates Curriculum Local changes new or deleted subjects, changes in student demand for subjects, change in NIT focus in primary External Factors System wide initiatives Industrial Factors e.g. new enterprise agreement Changes to DECD policy e.g. change to recruitment policy, Reception intake New educational initiatives Financial Resources Impact of enrolment changes on funding o Use the SBPT to test the changes using projected enrolments New school initiatives that may impact on HR funding or expenditure Potential changes in funding e.g. changes in grants. For each of the future scenarios, the impact on staffing at the school should be considered. In a primary setting the teaching position can usually be summarised as classroom, NIT or combined. In a secondary setting it may be necessary to break down the future workforce needs into the numbers of classes for each year level in each of the learning areas. An example of a spreadsheet to record this is provided in Appendix 1. 4
7 STEP 3 ANALYSE GAPS Identify and analyse the gaps between future workforce needs and current workforce profile. Use the information from steps 1 and 2 to identify short and long term gaps between future workforce needs and the current workforce. All changes identified in step 2 should be included. Setting up a proposed Staff Profile including details of known staff and skills may assist in this process. The inclusion of the longer term (3 to 5 year needs) will assist in identifying strategies that can be commenced in the shorter term to meet these longer term needs. A gap analysis can be documented using a table such as that below (also see Appendix 2): Workforce Gap Analysis School Future Workforce Needs Current Workforce Characteristics Gaps short term (next year) Year Gaps long term (next 3 to 5 years) In completing this gap analysis it is necessary to consider: Staff numbers Skills and expertise Both increases and decreases in needs It may also be useful to divide the analysis into sections Critical i.e. future workforce needs that are essential to the school Desirable Possible i.e. future workforce ideas that may occur but are not definite By doing this, a risk assessment is incorporated into the gap analysis and enables prioritisation of identified gaps. 5
8 Example of a Gap Analysis: Future Workforce Needs Current Workforce Characteristics Gaps short term (next year) Gaps long term (next 3 to 5 years) Loss of students due to local demographics means reduction in funding Currently have slightly higher funding than expenditure Possibly will need to make small reduction in HR spending Will need a definite plan to reduce staffing levels across all learning areas 25 hours SSO ICT time to cope with increased computer purchases Removal of Subject X from curriculum at all year levels phased out in 3 years Teachers need skills in use of ICT in classrooms Coordinator to implement Australian Curriculum Current ICT technician employed 15 hours permanent Front Office SSO also has ICT skills 1.0 teacher with skills also in Subject Y Skills audit identified one teacher as competent, most as having some or good skills and two as lacking skills 4 coordinators none with role of Australian Curriculum One with tenure finishing in Jan next year Another actively seeking promotion elsewhere Increase of 10 hours in ICT support Potentially more than 10 hours additional Decrease of 0.3 Year 1 decrease of 0.5 Need all staff to have good or competent skill level Need Australian Curriculum leadership Year 2 decrease of 0.7 Year 3 decrease of 1.0 Need all teachers to be competent by 20 Ongoing need for leadership for at least 3 years The gap analysis is a useful tool to provide information to help members of the school community (PAC, staff, Governing Council) to understand future workforce needs. It can be used as the basis for discussion about strategies to be considered in the next step. 6
9 STEP 4 DEVELOP STRATEGIES Develop integrated HR strategies to address the gaps between current and future workforce needs. This is a problem solving phase involving the identification of possible strategies that can be implemented to remove or decrease the gaps between current and future needs and to address any other issues that may have been identified during the process. One of the key aspects in this phase is to identify the capacity of the current workforce to adapt to meet future needs. Strategies should be documented for each of the gaps identified in the gap analysis. There may be a number of strategies that could potentially address the identified gaps. An example of a possible plan is below (also see Appendix 3): Human Resource Plan School Key Workforce Gap Year Potential Strategies Cost Analysis of Strategies Comments Agreed Strategies Implementation Date At this stage in the workforce planning process, a range of potential strategies and the associated costs (including savings) could be documented. It is useful to leave space for the analysis and agreed strategies to be documented once the necessary consultation, discussion and further research has occurred. There are a number of strategies that schools may be able to consider to reduce or eliminate gaps. The strategies will vary depending on the characteristics of the gap i.e. long or short term, increase or decrease in staffing, critical or desirable. The focus should be on strategies which benefit both the individual and the school. Strategies to be considered include: Staff Development Recruitment Retraining Acting leadership position to broaden skills Succession planning to ensure the retention of skills and knowledge Performance management to support career transition, career planning and provide developmental opportunities Mentoring by another staff member Training and development support, including allocation of additional funding Support for staff wanting/willing to seek position in another school Recruitment permanent or temporary, full time or part time Contract teacher position up to two years Traineeships to fill non-teaching vacancies Use of TRTs Job sharing with another school(s) Broadening of new vacancy descriptors to cover a broader range of skills New leadership position, possibly at changed classification 7
10 Redeployment Redeployment to utilise other skills and abilities of staff member Job rotation Acting leadership position to address a short term need Employment conditions Analysis of impact of staff planning to take leave Potential part time employment Change in time Phased transition to retirement Patterned long service leave Required placement used as a last resort when all other possible strategies have been eliminated Other Use of technology Promotion of school to support quality recruitment e.g. website, student teacher practicums, marketing Strategies to support staff retention e.g. recognition, wellbeing programs, promoting work life balance Example of a Human Resource Plan Key Workforce Gap Potential Strategies Cost Analysis of Strategies Comments Agreed Strategies Implementation Date Increase of 10 hours in ICT support Reduction/ removal of Subject X from curriculum Improve teacher ICT skills 1. Increase time for current SSO by 10 hours 2. Increase current SSO by 5 hours and allocate equivalent of 5 hours ICT work to Front Office 3. Release a teacher for Outsource some tasks to local ICT company 1. Redeploy teacher to other teaching area 2. Discuss possible decrease in time with teacher 3. Phase out subject immediately and look at required placement 4. Don t make any changes until teacher retires in 3 years 1. Allocate additional TRT days and T&D Funds 2. Use Student Free Days 3. Appoint acting Band B- 1 Coordinator to lead 10 hrs. SSO2 5 hrs. SSO2 0.2 teacher salary Approx. $18000 $0 Saving of approx. $20,000 to $30,000 Unknown need new subject $0 now. Unknown for 3 years time Approx $10000 $0 Difference between Band B-1 and teacher plus 0.2 release 8
11 STEP 5 IMPLEMENT STRATEGIES Decide and implement strategies and change management processes to address workforce planning issues. The proposed strategies are discussed and the impacts considered. The benefits and pitfalls in each option should be carefully analysed in consultation with others. The analysis and comments can be recorded in the Human Resource Plan as in the example given above (also see Appendix 3). An equally important part of this stage is the development of a thorough change management process. Whilst cost is one consideration in any human resource plan, there are a number of other factors which may need to be taken into account. One of the most significant is the impacts that proposed strategies will have on school personnel. It is therefore important that there is open communication and consultation to ensure that there is a shared understanding of the proposed strategies. The change process is best supported through long term workforce planning rather than last minute decisions, although there are often unforseen needs that need to be addressed quickly (e.g. staff member moves to another school, change in policy). As with all change processes there is a need for effective risk management. The longer term implications of staffing decisions should be considered. As there are potential changes in funding (e.g. through changed enrolments) or unexpected circumstances that may need to be covered (e.g. additional TRT days needed for teacher release) it is necessary to incorporate a degree of flexibility into the final strategies to minimise the risks. This can be achieved through considerations of the mix of positions such as permanent or temporary, full or part time, teaching or nonteaching and range/combination of skills in a position descriptor. In the initial decision making process it may be necessary to reserve some human resource funding to cover contingencies, but the agreed strategies might include a prioritised list of strategies that will be implemented when funding is confirmed. The tenure of the vacancies for classroom positions should be on-going unless at least one of the criteria for a temporary vacancy is met. The criteria for temporary vacancies are: A teacher is out of the school and holds right of return to the site The school is undergoing a defined curriculum or major function change project The school is undergoing enrolment decline and an ongoing position cannot be sustained A teacher has an approved temporary change in time There are special short-term funding arrangements A position needs to be maintained behind an acting leadership position of 12 months or less In the situations described above, schools are not required to describe a temporary position and may describe an ongoing position if other management strategies are available. In finalising the Human Resource Plan it may be necessary to: Consider modified or new strategies based on information gathered Implement parts of more than one strategy Look at both short and long term strategies to address the issue Implement an integrated strategy that can address more than one need Implement a pilot scheme or trial to determine success of the strategy Prioritise strategies depending on available financial, human and physical resources Implement only the most critical gaps in the short term Use the strategy that provides greatest flexibility for the long term Before implementing any new key strategies it is useful to collect baseline data to enable later evaluation of the success and outcomes of changes. Some strategies may also require goals or set targets to enable effective change measurement. 9
12 STEP 6 MONITOR AND EVALUATE Evaluate effectiveness of strategies to determine success of planned changes and impact on educational outcomes. Workforce planning is a continuous process. To ensure that human resource planning continues to meet the future needs of the school, mechanisms should be in place to continually monitor, review and evaluate the implementation and outcomes of strategies. Issues that may be considered in the monitoring and evaluation phase include: regular review of current workforce profile success of planned outcomes including analysis of the causes of any inadequacies data analysis to determine impact of any new initiatives sharing, promotion and celebration of achievements made as a result of new workforce strategies the need to revisit strategies or change the timeline Workforce planning should be an integral part of the annual and ongoing improvement and accountability processes that occur in schools to improve educational outcomes for students, along with site performance planning and budgeting. OTHER FACTORS School workforce planning must ensure that broader workforce policies are reflected in the school s human resource plan, including: Diversity and Equity Performance Development DECD Policies and Procedures o Part Time Teacher Policy o Leave Policy o Teacher Recruitment and Selection Policy and accompanying Procedures o Policy for the Recruitment and Selection of Ancillary Staff in Schools and Preschools and accompanying Procedures o Merit Selection Enterprise Agreement requirements 10
13 APPENDIX 1 Workforce Needs - Secondary School Enter figures in shaded cells only Year TOTALS Faculty Total ARTS HPE ENG Art Drama Music PE H Ec Health LANGUAGES Lang 1 Lang 2 MATHS SCIENCE HASS CROSS DISCIPLINARY TECHNOLOGIES Gen Phy Chem Biol Gen Hist Geog RP/PLP Other Gen Wood Metal Other IT TOTAL Semester 1 Year TOTALS Faculty Total ARTS HPE ENG Art Drama Music PE H Ec Health LANGUAGES Lang 1 Lang 2 MATHS SCIENCE HASS CROSS DISCIPLINARY TECHNOLOGIES Gen Phy Chem Biol Gen Hist Geog RP/PLP Other Gen Wood Metal Other IT TOTAL Semester 2 Year TOTALS Faculty Total ARTS HPE ENG Art Drama Music PE H Ec LANGUAGES Lang 1 Lang 2 MATHS SCIENCE HASS CROSS DISCIPLINARY TECHNOLOGIES TOTAL Gen Phy Chem Biol Gen Hist Geog RP/PLP Other Gen Wood Metal Other IT 11
14 APPENDIX 2 Workforce Gap Analysis School Year Future Workforce Needs Current Workforce Characteristics Gaps short term (next year) Gaps long term (next 3 to 5 years) 12
15 APPENDIX 3 Human Resource Plan School Year Key Workforce Gap Potential Strategies Cost Analysis of Strategies Comments Agreed Strategies Implementation Date 13
16 APPENDIX 4 Workforce Planning Checklist Step 1 Current Workforce Analysis Current Staff Profile List of Staff teaching and non-teaching including staff on leave Appointment Details dates, subject/skills codes, classification Type of appointment permanent, temporary, PAT FTE or hours worked substantive, current, potential future changes Leave approved or intended Total FTE of permanent staff Other possible data to consider Skills audit identify capabilities in addition to appointment Age profile retirement planning Future aspirations or plans Human Resource Income and Expenditure Funding and Expenditure amounts and source Current curriculum delivery Structural aspects that impact on workforce planning e.g. timetable, workloads, school context Step 2 Forecast Future Needs School Vision impact on Human Resources Enrolment Trends Known or potential staff changes End of tenure for leadership positions, conclusion of temporary positions Staff plans leave, right of return, retirement, change in time Curriculum Local changes System wide initiatives External factors Industrial DECD policy Financial Resources Use SBPT to show impact of enrolment changes Other changes in funding Forecast HR needs for next year document Forecast HR needs for 3 to 5 years time document Share forecast future needs with staff, Governing Council 14
17 Step 3 Analyse Gaps Compare current and future workforce total FTE/hours, skills/expertise Identify gaps between current and future workforce record in gap analysis table Determine increases or decreases in workforce needs Prioritise gaps critical/desirable/possible, next year/longer term Step 4 Develop Strategies List all possible strategies to reduce or eliminate gaps PAC consult with staff as appropriate brainstorm ideas Consider range of strategies Staff development Recruitment Redeployment Employment conditions Other Calculate cost of each strategy Step 5 Implement Strategies Discussion at PAC and consultation with other staff as relevant. Analyse benefits and pitfalls of each strategy Analyse short and long term risk (including financial) of each strategy Communicate with staff, especially those most likely affected by changes Document agreed strategies and timeline in the Human Resource Plan Collect baseline data and/or set goals/targets as appropriate to enable future evaluation Enact any necessary staff changes using VSP and in consultation with DECD Site HR personnel Step 6 Monitor and Evaluate Evaluate success of strategies Analyse the cause of any inadequacies Analyse data to determine impact of strategies Share, promote and celebrate achievements Review outcomes and adjust strategies and/or timeline as necessary Update Current Staff Profile Workforce planning process is part of annual school cycle Return to step 1 15
Policy for the recruitment and selection of teaching staff in schools
Document uncontrolled when printed - check website HUMAN RESOURCES SERIES Policy ID no HR34 Policy for the recruitment and selection of teaching staff in schools This policy is applicable to: Further assistance:
More informationEmployment of Paraprofessionals in NSW Government Schools Guidelines
This is a joint initiative of the Australian and the NSW Governments Smarter Schools National Partnerships on Improving Teacher Quality and Low Socio-economic Status School Communities Employment of Paraprofessionals
More informationHow to Guide: Planning and Performance: Strategic Workforce Planning
How to Guide: Planning and Performance: Strategic Workforce Planning 1 CONTENTS Topic Page 1 Introduction to Strategic Workforce Planning 3 2 Benefits of Strategic Workforce Planning 3 3 Who is responsible
More informationProcedure Recruitment and Selection of Teaching Staff in Schools
2 Procedure Recruitment and Selection of Teaching Staff in Schools Please note this procedure is mandatory and staff are required to adhere to the content Summary The Recruitment and Selection of Teaching
More informationPROJECT AGREEMENT FOR INDEPENDENT PUBLIC SCHOOLS INITIATIVE
PROJECT AGREEMENT FOR INDEPENDENT PUBLIC SCHOOLS INITIATIVE An agreement between: - the Commonwealth of Australia; and - the State of South Australia. This project will increase the autonomy of government
More informationPERFORMANCE AND DEVELOPMENT FRAMEWORK FOR PRINCIPALS, EXECUTIVES AND TEACHERS IN NSW PUBLIC SCHOOLS
PERFORMANCE AND DEVELOPMENT FRAMEWORK FOR PRINCIPALS, EXECUTIVES AND TEACHERS IN NSW PUBLIC SCHOOLS Introduction and Context The NSW Department of Education and Communities is committed to attracting,
More informationWorkforce Plan Case Study. City of Melville - Western Australia. Dr Shayne Silcox Chief Executive Officer
Workforce Plan Case Study City of Melville - Western Australia Dr Shayne Silcox Chief Executive Officer The City has a clear People approach and deployment that is measured and continuously improved. The
More informationIntroduction. From the taskforce Chair
From the taskforce Chair The South Australian Teacher Education Taskforce is a unique and collaborative body that now, in its third year of operation, looks forward to strengthening the links between the
More informationManagement of Excess Teaching Service
Management of Excess Teaching Service Last updated 6 August 2015 MANAGEMENT OF EXCESS TEACHING SERVICE CONTENTS PAGE OVERVIEW... 2 CONSULTATION... 3 IDENTIFICATION... 5 REDEPLOYMENT/CAREER TRANSITION SUPPORT...
More informationA toolkit for Western Australian local governments
WORKFORCE PLANNING The Essentials A toolkit for Western Australian local governments WORKFORCE PLANNING The Essentials A toolkit for Western Australian local governments Prepared by the Department of Local
More informationWorkforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
More informationSELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013
SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013 Selection Panel Procedures for School Teachers 2013, which is located on the Department s website at http://www.teach.nsw.edu.au/documents/sel_panelproc.pdf,
More informationHuman Resource Planning
Human Resource Planning Guide for Managers Introduction xxx Overview What is human resource planning? Why is human resource planning important? Who is responsible for human resource planning and who should
More informationCaerphilly County Borough Council. Workforce Planning Guidance. and Template
APPENDIX 1 Caerphilly County Borough Council Workforce Planning Guidance and Template May 2013 1 Content Description Page Number Part 1 Introduction 1.1 Introduction 1.2 What is Workforce Planning? 1.3
More informationAn Independent Public School COLLEGE BRAND COLLEGE CONTEXT PURPOSE STATEMENT GUIDING PRINCIPLES
Business Plan 2013-2015 An Independent Public School Dalyellup College became a separate Year 7 to 12 secondary facility and an Independent Public School (IPS) in 2013 as part of the Dalyellup IPS Cluster.
More informationNOT PROTECTIVELY MARKED. Date: 30 JULY 2015 DIANE VINCENT, DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT
Agenda Item: 13 Report To: Report No: SCOTTISH FIRE AND RESCUE SERVICE BOARD B/POD/07-15 Date: 30 JULY 2015 Report By: DIANE VINCENT, DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT Subject: SCOTTISH
More informationJob Description. contribute to the development and successful implementation of ATM s plans.
Job Description Position: Curriculum and Operations Manager Salary Range: 34,295 to 38599 Reporting to: Director of Operations and Performance Responsible for: Programme Leader, Advance Teaching Practitioner,
More informationPAPER 1 THE SCHOOL COUNSELLING WORKFORCE IN NSW GOVERNMENT SCHOOLS
PAPER 1 THE SCHOOL COUNSELLING WORKFORCE IN NSW GOVERNMENT SCHOOLS Introduction This paper describes the current school counselling service within the Department of Education and Communities (the Department)
More informationBUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development
BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making
More informationRecruitment in Schools
Recruitment in Schools Last updated 6 August 2015 RECRUITMENT IN SCHOOLS CONTENTS PAGE OVERVIEW 2 PREFERRED STAFFING PROFILE 3 VACANCY MANAGEMENT 4 ADVERTISING VACANCIES 9 EMPLOYEES WITH PRIORITY/REDEPLOYMENT
More informationworkforce planning toolkit a guide for workforce planning in small to medium sized victorian public sector organisations
1 workforce planning toolkit a guide for workforce planning in small to medium sized victorian public sector organisations workforce planning toolkit a guide for workforce planning in small to medium
More informationD 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.
1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within
More informationWorkforce Planning & Development Model
Workforce Planning & Development Model Overview what is workforce planning? Workforce planning is an organised process for: Identifying the number of employees and the types of employee skill sets required
More informationHow To Pay Teachers In Nsw
TERMS OF SETTLEMENT The NSW Department of Education and Communities and the NSW Teachers Federation agree as follows. 1. Award duration and No Further Claims clause A new Crown Employees (Teachers in Schools
More informationThis page was left intentionally blank.
This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit
More information1.2 School teacher qualifications are required for employment in all school teacher (classroom teacher and school leader) positions in the
Policy Title: School Teacher Qualifications Published: 2009 Identifier: STQ200908 Legislation: Public Sector Management Act 1994 Public Sector Management Standards Education Act 2004 1. POLICY STATEMENT
More informationThe Latest Developments in Faculty Productivity
TEACHER EDUCATION/EDUCATIONAL LEADERSHIP COURSE GROUP REVIEW PANEL REPORT FEBRUARY 2011 RESPONSE FROM THE FACULTY OF EDUCATION JUNE 2011 The review of the Teacher Education/Educational Leadership courses
More informationWORKFORCE AND DIVERSITY DEVELOPMENT PLAN
WORKFORCE AND DIVERSITY DEVELOPMENT PLAN 2012 2015 Contents Forward...3 Purpose...4 Our workforce priorities...4 Our values...4 GDC commitments...4 Equal Opportunity...5 Our operating environment...5 Agency
More informationJOB DESCRIPTION. 4. DEPARTMENT: Faculty of Education and Children s Services - Department of Initial Teacher Education (ITE)
JOB DESCRIPTION 1. JOB TITLE: Senior Lecturer in Art Education 2. HRMS REFERENCE NUMBER: HR14486 3. ROLE CODE: FINSLTSR5 4. DEPARTMENT: Faculty of Education and Children s Services - Department of Initial
More informationOne Faculty Serving All Students. An Issue Brief by the Coalition on the Academic Workforce
One Faculty Serving All Students An Issue Brief by the Coalition on the Academic Workforce February 2010 About the Coalition on the Academic Workforce The Coalition on the Academic Workforce (CAW) is a
More informationVisitors in Schools Framework
Visitors in Schools Framework Visitors providing services directly to and in support of students Policy and Procedures Policy: Contact: Visitors in Schools Framework: Visitors providing services directly
More informationEMPLOYMENT COMMITTEE 15 JUNE 2005. SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources)
EMPLOYMENT COMMITTEE 15 JUNE 2005 (ITEM 8) SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources) 1 INTRODUCTION 1.1 Succession planning is increasingly gaining acceptance
More informationH:\Public Documents\Workforce Management Plan\2011-2015\Workforce Management Plan 2011-2015 - current version.doc 1 of 32
H:\Public Documents\Workforce Management Plan\2011-2015\Workforce Management Plan 2011-2015 - current version.doc 1 of 32 Table of Contents Executive Summary... 3 Corporate planning at Woollahra... 4 Analysis
More informationHuman Resource Change Management Plan
Structural Reform in Western Australian Local Governments Human Resource Change Management Plan A resource for the progression of your workforce through the structural reform process Contents Human Resource
More informationCHANGE MANAGEMENT POLICY AND PROCEDURE
CHANGE MANAGEMENT POLICY AND PROCEDURE This Change Management Policy and Procedure contains guidance to managers and staff who are involved in the development and implementation of changes in working arrangements
More informationNATIONAL FRAMEWORK FOR RURAL AND REMOTE EDUCATION
NATIONAL FRAMEWORK FOR RURAL AND REMOTE EDUCATION DEVELOPED BY THE MCEETYA TASK FORCE ON RURAL AND REMOTE EDUCATION, TRAINING, EMPLOYMENT AND CHILDREN S SERVICES 1 CONTENTS Introduction... 3 Purpose...
More informationCOMMONWEALTH OF MASSACHUSETTS BOARD OF REGISTRATION IN NURSING
COMMONWEALTH OF MASSACHUSETTS BOARD OF REGISTRATION IN NURSING FACULTY VACANCIES AMONG BOARD APPROVED NURSING EDUCATION PROGRAMS IN MASSACHUSETTS 2010 2011 and 2011 2012 Spring 2010 Survey Summary Nursing
More informationVET guidelines for government schools. Assigning roles. AND managing risk and compliance
Consultation VET guidelines for government schools Leaders Tool #10 Assigning roles D R A F T and responsibilities AND managing risk and compliance Vocational Education and Training Teaching and Learning
More informationNursing. Nunavut. Recruitment and Retention Strategy 2007 2012 NUNAVUT NURSES BE THE DIFFERENCE
Government of Nunavut Department of Health and Social Services Nunavut Nursing Recruitment and Retention Strategy 2007 2012 NUNAVUT NURSES BE THE DIFFERENCE Nunavut Nursing Recruitment and Retention Strategy
More informationJOB DESCRIPTION. 1. JOB TITLE: Senior Lecturer in Computer Science (Cyber Security)
JOB DESCRIPTION 1. JOB TITLE: Senior Lecturer in Computer Science (Cyber Security) 2. HRMS REFERENCE NUMBER: HR14195 3. ROLE CODE: FINSLTSR4 4. DEPARTMENT: Department of Computer Science Faculty of Science
More informationHANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF
HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section
More informationLeadership in public education
Leadership in public education Policy direction overview Discussion paper three Great educational leaders transform the lives of young people and enrich our whole community. They are the exceptional men
More informationTeachers Matter: Attracting, Developing and Retaining Effective Teachers POINTERS FOR POLICY DEVELOPMENT
Teachers Matter: Attracting, Developing and Retaining Effective Teachers POINTERS FOR POLICY DEVELOPMENT Table of Contents Teachers matter: Main concerns and common policy priorities... 5 Why is teacher
More informationRemuneration Teaching Service
Remuneration Teaching Service Last updated 2 November 2015 REMUNERATION TEACHING SERVICE CONTENTS PAGE OVERVIEW 2 REMUNERATION/SALARY PACKAGE 3 REMUNERATION ON EMPLOYMENT, TRANSFER OR PROMOTION 5 ATTRACTION
More informationNSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015
NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015 Our Aboriginal workforce The Australian Bureau of Statistics figures from 2011 estimate that 2.9% of the NSW population
More informationStrategic Workforce Plan 2012 2016
Strategic Workforce Plan 2012 2016 Executive Summary The Treasury Strategic Workforce Plan is a statement of intent for the next four years in relation to the department s people strategies. It is based
More informationHR Enabling Strategy 2012-2017
This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x
More informationSupporting our teachers
Recognise. Respect. Value. Policy direction overview Discussion paper two Better schools Better future Supporting our teachers We can all recall a teacher who made a difference a teacher who inspired us,
More informationAnnual Workforce and Age Profile Report 2005-2006. As at 31 March 2006
Annual Workforce and Age Profile Report 2005-2006 As at 31 March 2006 Human Resources Unit July 2006 INTRODUCTION The human resource indicators in this report provide broad workforce data and analysis,
More informationRecruitment and Selection of Ancillary Staff in Schools and Preschools
Procedure Recruitment and Selection of Ancillary Staff in Schools and Preschools Please note this procedure is mandatory and staff are required to adhere to the content Summary The Recruitment and Selection
More informationSELF AUDITING TOOL FOR HUMAN RESOURCE MANAGEMENT THE UNIVERSITY OF WESTERN AUSTRALIA
SELF AUDITING TOOL FOR HUMAN RESOURCE MANAGEMENT THE UNIVERSITY OF WESTERN AUSTRALIA Aim of the Self Auditing Tool To help Schools and other University work areas become more accountable in relation to
More informationA guide and tool kit for non-government organisations to plan future workforce needs
Workforce Planning A guide and tool kit for non-government organisations to plan future workforce needs Table of contents WORKFORCE PLANNING...1 TABLE OF CONTENTS...2 NON-GOVERNMENT ORGANISATIONS...4 INTRODUCTION...4
More informationHuman Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014
Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area
More informationEvery Student, Every School. Learning and Support
Every Student, Every School Learning and Support PUBLIC SCHOOLS NSW 27/03/2012 www.det.nsw.edu.au Contents Introduction 3 The need for change 5 A framework for learning and support 9 Establishing a framework
More informationHuman Resources and Training update
4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.
More informationReview of Financial Planning and Monitoring. City of York Council Audit 2008/09 Date
Review of Financial Planning and Monitoring City of York Council Audit 2008/09 Date Contents Introduction and Background 3 Audit approach 4 Main conclusions 5 Financial Planning Findings 6 Financial Monitoring
More informationRESTRUCTURING PRINCIPLES AND REDUNDANCY GUIDELINES
RESTRUCTURING PRINCIPLES AND REDUNDANCY GUIDELINES Contents 1 Introduction 2 Key Steps to Restructuring 3 Planning 4 What changes need to take place? 5 What are the implications of the changes on my team?
More information2015 TEACHING WORKFORCE SUPPLY AND DEMAND
21/09/15_19195 September 2015 PEO PLE A N D SERV I CES DI REC TO R AT E 2015 TEACHING WORKFORCE SUPPLY AND DEMAND NSW Department of Education 2015 Teaching Workforce Supply and Demand www.dec.nsw.gov.au
More informationJob Description. Business Systems Manager
Job Description Job Title: Business Systems Administrator Designation: Band 2 Administration Work Unit: Business Systems and Information Management Position number: 14682 Responsible to: Business Systems
More informationPosition Description
NSW DEPARTMENT OF EDUCATION AND TRAINING Position Description POSITION DETAILS Position: Reports to: Directorate: Location: Business Intelligence Workstream Lead Learning Management and Business Reform
More informationWORKFORCE PLAN 2012-2014
2012-2014 ADOPTED 25 JUNE 2012 Contents Council Vision Statement... 1 A Workforce Plan as an integral component of Integrated Planning and Reporting... 1 Workforce Strategy objectives... 1 Introduction
More informationPeople Strategy 2013/17
D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised
More informationDecisions 1. Permission to tender for a recruitment partner to supply 15 permanent social work practitioners with a contract value of 159,000.
ACTION TAKEN UNDER DELEGATED POWERS BY OFFICER 28 th October 2015 Title Report of Wards Status Recruitment of Children s Social Work Practitioners Nicola Francis, Family Services Director All Public Enclosures
More informationRoles and Responsibilities Teaching Service
Roles and Responsibilities Teaching Service Last updated 1 January 2015 ROLES AND RESPONSIBILITIES TEACHING SERVICE CONTENTS PAGE OVERVIEW 2 PRINCIPALS 2 ASSISTANT PRINCIPALS 2 LEADING TEACHERS 4 CLASSROOM
More informationWYVERN TECHNOLOGY COLLEGE POLICY NUMBER 7 CURRICULUM POLICY
PAGE 1 OF 8 WYVERN TECHNOLOGY COLLEGE POLICY NUMBER 7 CURRICULUM POLICY PURPOSE The purpose of this policy is to provide the framework within which Wyvern Technology College will carry out its responsibility
More informationDEPARTMENT OF EDUCATION & TRAINING. TEACHER SUPPLY AND DEMAND for government schools
DEPARTMENT OF EDUCATION & TRAINING TEACHER SUPPLY AND DEMAND for government schools State of Victoria, Department of Education & Training 2004 Published by the Communications Division Department of Education
More informationTHE DEPARTMENT OF EDUCATION AND CHILDREN S SERVICES JOB AND PERSON SPECIFICATION
THE DEPARTMENT OF EDUCATION AND CHILDREN S SERVICES JOB AND PERSON SPECIFICATION Title of Position: Workforce Information Analyst Classification Code: ASO5 Type of appointment: Ongoing Temporary Term up
More informationARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011
ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 1 Introduction 1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for
More informationAustralian National Audit Office. Human Resource Management Performance Audit
Australian National Audit Office Human Resource Management Performance Audit December 2008 Australian National Audit Office Human Resource Management Performance Audit December 2008 Commonwealth of Australia
More informationCHANGE MANAGEMENT. February 2015
CHANGE MANAGEMENT February 2015 Authorship : Committee Approved : Approved Date : 03 February 2015 Workforce Policy Lead adapted for local use by Y&HCS on behalf of Harrogate and Rural District CCG CCG
More informationWorkforce Planning, Succession Planning and Capability Planning. 13
Report title Agenda item Workforce Planning, Succession Planning and Capability Planning. 13 Meeting Human Resources, Health & Safety and Equalities Panel 13 November 2008 Date Report by Document Number
More informationPAY POLICY STATEMENT 2015/16
PAY POLICY STATEMENT 2015/16 This Pay Policy Statement is produced in accordance with Chapter 8 of the Localism Act 2011. It was approved by Luton Borough Council ( the Council ) at a meeting of the Full
More informationRural Skills Australia s Submission to the Inquiry into Agricultural Education and Training
1. Submission to the Inquiry into Agricultural Education and Training from Rural Skills Australia 2. Attachment 1 Rural Skills Australia Submission What agricultural based education and training courses
More informationGUIDELINES ON POSITION TITLES
GUIDELINES ON POSITION TITLES Overview Objectives Guiding Principles and Approach Relevant Terms Guidelines Responsibilities and Authorities Cross References Further Assistance 1. Overview These guidelines
More informationNSW GOVERNMENT RESPONSE
NSW GOVERNMENT RESPONSE to the REPORT OF THE LEGISLATIVE COUNCIL GENERAL PURPOSE STANDING COMMITTEE NO. 2 INQUIRY INTO THE PROVISION OF EDUCATION TO STUDENTS WITH A DISABILITY OR SPECIAL NEEDS January
More informationRewards and Incentives Group. Teachers and Head teachers Performance Management. Guidance
Rewards and Incentives Group Teachers and Head teachers Performance Management Guidance This guide is intended for: Governors Head teachers Teachers School Improvement Partners Local authorities Please
More informationPROJECT AGREEMENT FOR INDEPENDENT PUBLIC SCHOOLS INITIATIVE
PROJECT AGREEMENT FOR INDEPENDENT PUBLIC SCHOOLS INITIATIVE An agreement between: - the Commonwealth of Australia; and - Victoria. This project will increase the autonomy of government schools in Victoria.
More informationThe position is classified as School Services Officer Level 2 by virtue of the requirement to:
Page 1 of 8 SCHOOL SERVICES OFFICER POSITION INFORMATION DOCUMENT CLASSIFICATION: POSITION TITLE: DISCIPLINE: SSO-2 STUDENT SERVICES OFFICER ADMINISTRATION LEVEL CHARACTERISTICS The position is classified
More informationRecruitment and Selection Services Centre Team Leader
Job Description Recruitment and Selection Team Leader Band 5 Job Title: Band: Reports to: Recruitment and Selection Services Centre Team Leader 5 ( 21,388-27,901 per annum) Service Delivery Manager Accountable
More informationSUCCESSION PLANNING AND MANAGEMENT GUIDE
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
More informationProcedure for the recruitment and selection of ancillary staff in schools and preschools 2014
Procedure DECD 14/12968 Procedure for the recruitment and selection of ancillary staff in schools and preschools 2014 Summary This document outlines procedures to support the document Policy for the recruitment
More informationCHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011
CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...
More informationTrade Training Centres in Schools Programme
Trade Training Centres in Schools Programme Discussion Paper for Stakeholder Consultations February 2007 1 Contents Introduction...3 Overview...3 Programme objectives...4 Priorities...4 A partnership approach...5
More informationTechnical Staff in Schools, Staffing and Conditions. Policy Statement
Technical Staff in Schools, Staffing and Conditions Policy Statement LTB-STAV 2007 Table of Contents Survey questions 3 1) The current situation 4 2) Policy recommendations 5 a) Staffing 5 b) Career Structure
More informationHEALTH INFORMATICS RESEARCH SCHOLARSHIP
HEALTH INFORMATICS RESEARCH SCHOLARSHIP TERMS AND CONDITIONS OF AWARD The Health Informatics Research Scholarship (HIRS) aims to encourage research into how clinicians, academics and researchers can work
More informationMAINTENANCE OF ACCREDITATION AT THE PROFICIENT TEACHER LEVEL
MAINTENANCE OF ACCREDITATION AT THE PROFICIENT TEACHER LEVEL INFORMATION FOR TEACHERS YOUR CONTINUING PROFESSIONAL DEVELOPMENT YOUR MAINTENANCE OF ACCREDITATION REPORT REVISED: 22 JANUARY 2014 Contents
More informationNATIONAL PARTNERSHIP AGREEMENT ON IMPROVING TEACHER QUALITY
NATIONAL PARTNERSHIP AGREEMENT ON IMPROVING TEACHER QUALITY Council of Australian Governments An agreement between the Commonwealth of Australia and the States and Territories, being: t t t t t t t t the
More informationCareer Management. Succession Planning. Dr. Oyewole O. Sarumi
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
More informationICAN Case Management Standards
ICAN Case Management Standards The purpose of the standards will be to: Provide a framework/ tool to ensure that a minimum service is delivered across all schools, irrespective of service provider. Assist
More informationJOB DESCRIPTION. 1. JOB TITLE: Senior Lecturer in Computer Science (Cyber Security)
JOB DESCRIPTION 1. JOB TITLE: Senior Lecturer in Computer Science (Cyber Security) 2. HRMS REFERENCE NUMBER: HR14196 3. ROLE CODE: FINSLTSR5 4. DEPARTMENT: Department of Computer Science Faculty of Science
More informationWorkforce Management Plan
Career Enterprise Centre Workforce Management Plan 2012-2015 All Staff\100 Administration\108 Planning\IPS\Workforce Plan\CEC WORKFORCE MANAGEMENT PLAN.doc INTRODUCTION Introduction The Career Enterprise
More informationSupervisors Guide to Induction and Onboarding
Supervisors Guide to Induction and Onboarding Human Resources University of Southern Queensland Document title 1 Contents... 1 Welcome... 3 What is induction and onboarding?... 3 Induction... 3 Onboarding...
More informationdeveloping an action plan Implementing change: Implementing change: developing an action plan
Implementing change: developing an action plan Implementing change: developing an action plan Implementing change: developing an action plan Implementing change overview The change process through which
More informationThe Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached.
Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 March
More informationRevision Number: 3. PSPHR504A Implement workforce planning and succession strategies
Revision Number: 3 PSPHR504A Implement workforce planning and succession strategies PSPHR504A Implement workforce planning and succession strategies Modification History Release TP Version Comments 3 PSP12V1
More informationBSB51915 Diploma of Leadership and Management. Course Overview
BSB51915 Diploma of Leadership and Management Course Overview Table of Contents Table of Contents... 1 1. Welcome... 2 1.1 The Victorian Chamber Team... 2 2. BSB51915 Diploma of Leadership and Management...
More informationTechnical Workshop on Assessment and Recommendations Santo Domingo, 24 April 2014
Strategic workforce planning and management to meet current and future public service delivery challenges Technical Workshop on Assessment and Recommendations Santo Domingo, 24 April 2014 1 Assessment:
More informationHuman Resources Frequently Asked Questions
Human Resources Frequently Asked Questions These FAQ s have been developed and agreed with union officials and county councillors and are in use currently for the SOR project ongoing in other parts of
More informationJOB DESCRIPTION. 1. JOB TITLE: Senior Lecturer in Business and Management. 4. DEPARTMENT: Business Strategy, Finance and Entrepreneurship
JOB DESCRIPTION 1. JOB TITLE: Senior Lecturer in Business and Management 2. HRMS REFERENCE: HR/15117 3. ROLE CODE: FINSLTSR5 4. DEPARTMENT: Business Strategy, Finance and Entrepreneurship 5. ORGANISATION
More information