NDS is to replace the Nintendo Game Boy (GB) series of next-generation handheld, the PSP and the current host biggest difference is that there are two screens and touch screen to the next screen. Nintendo NDS which is produced, ids is the iQue company produced.
NDS National Workforce Project: What has been learned? Tony Shaddock University of C University of Canberra Overview Aims of the national project Rationale Methodology & procedures Results Survey Pilots Limitations Implications and what next? Aims Increase awareness of workforce capacity challenges Understand factors affecting attraction and retention of g y workers in the non government disability sector Trial selected strategies and add to the knowledge base Promote networking and strengthen relationships among non government disability organisations, VET and other k h ld stakeholders. Rationale Skill ecosystem approach emphasises systems thinking holistic understandings complexity of contexts, circumstances & forces p relationships & communication multi‐ multi‐faceted solutions Methodology & procedures Stage one Stage two Literature review – Literature review – Selection of 13 pilot sites mainstream and disability Pre‐pilot technical assistance Pre‐ Website development about ‘workplace‐ about ‘workplace‐based Awareness‐ Awareness‐raising workshops h’ research’ On‐line survey On‐ Conduct of pilots, site‐ Conduct of pilots, site‐selected Development of a retention & p data & Most Significant recruitment ‘tool kit’ Ch T h i (MSC) Change Technique (MSC) Ongoing support, trouble shooting and data collection Sharing and final debriefing in May 2009 Evidence g “It’s great to be convinced but it’s even better to be convinced by y evidence.” (Latour, 2005) Results: 1 From the literature Skill formation alone is inadequate Work organisation, job design and ‘conditions’ are key factors Models of service delivery and types of work are changing and so are employee needs and expectations. Results: 2 The survey On‐ On‐line Simple and short Si l d h t Specifically designed for this p j project Developed iteratively and piloted Survey: Respondents National survey y Queensland 153 (13%) NSW 239 (21%) Ranking format Victoria 298 (26%) 1168 Tasmania 41 (4%) South Australia 97 (8%) respondents* Western Australia 146 3 ; 73% female; 27% (13%) Northern Territory 30 male (3%) *electronic submission ACT 115 (10%) ACT ( %) Respondents X age Under 2o 10 20‐ 20‐29 217 30‐39 30‐ 259 4 40‐49 40‐ 33 330 50‐60 50‐ 298 O 6 Over 61 54 Survey qualitative data More than half the respondents added comments. There were 476 references to ‘pay’ f t ‘ ’ 95 references to ‘wages’ 95 references to ‘money’ 82 references to remuneration 82 references to ‘remuneration’. “Please address wage concerns to keep the good workers” & We do our job for the love of it and definitely not for the money” Interpreting the results The ‘pay’ issue in context of The main reason workers say they would leave is ‘pay’ Personal development is the main reason for staying High proportion expect to be still working in the organisation High proportion expect to be still working in the organisation in 3 years. WHAT COULD ALL THAT MEAN? The pilots: Action research model Characteristics of typical action research Takes action Has at least 2 goals – addresses an issue/problem and contributes to knowledge Is interactive Focuses on understanding issues in context and appreciating complexity and holistic solutions y Is fundamentally about changeg The pilots: Action research model Characteristics of action research (continued) Occurs in an ethical framework May include multiple source of data - triangulation R i pre-understanding and ‘i id ’ and practitioner Requires pre- d t di d ‘insider’ d titi knowledge Is usually conducted in real time – retrospective action research is possible but difficult j g ( g Should be judged with reference to its own criteria (and not against so- the criteria of so-called ‘real research’. *See Coghlan & Brannick (2005) p. 11 Ladder of Inference 40 Shaddock, 2009 Most Significant Change technique: What people said Importance of data for testing assumptions and improving one’s strategies Positive spin‐off of being involved in a national project Positive spin‐ i d i b l l Recruitment and retention are about people, values, relationships & caring* relationships & caring* Trialing recruitment and retention strategies may look simple – Trialing recruitment and retention strategies may look simple – bit it’s not. The economic downturn poses threats and opportunities* The economic downturn poses threats and opportunities* * Further developed in MSC Round 3 Most Significant Change technique: What people said technique: What people said Improving attraction and retention is an ongoing activity* Some strategies take longer to ‘bite’ so they are hard to evaluate in a one year project Some strategies that should have worked, did not work Some strategies that ‘should’ have worked did not work Some strategies had unintended + and ‐ Some strategies had unintended + and ‐ consequences Many successful attraction strategies involve win‐ Many successful attraction strategies involve win‐win outcomes for the organisation and for (sometimes new) groups/pools of workers Organisations within this sector should be engaging in more mutually advantageous collaboration and networking. Further developed in MSC Round 3 * Further developed in MSC Round 3 Most Significant Change technique: What people (Round 3) technique: What people (Round 3) Important to involve staff. Two way ‘supervision’ Relationships important, particularly with VET Need to be inventive and think laterally about tapping new f k h i d sources of workers to the industry Job (re)design Job (re)design should be always on the agenda Multiple career pathways are needed Action learning/research supports organisational Action learning/research supports organisational development Disability work is valued work. Some limitations Field‐ Field‐based research Supervision Variation in quality Some data ‘perceptual’ HOWEVER More awareness of assumptions Greater attention to data and evidence More knowledge of the need for multiple sources of data Willingness to change as a result f h d of the data. Implications and what s next? Implications and what’s next? Further involvement in national workforce initiatives Development of a national strategic workforce plan Continuing the evidence‐ Continuing the evidence‐based approach to strategy development Encouragement of networking, sharing & ll b ti t dd collaboration to address workforce issues.
Pages to are hidden for
"Microsoft PowerPoint - Shaddock FINAL NDS Hobart 29 April.pptx"Please download to view full document