Docstoc

Microsoft PowerPoint - Shaddock FINAL NDS Hobart 29 April.pptx

Document Sample
Microsoft PowerPoint - Shaddock FINAL NDS Hobart 29 April.pptx Powered By Docstoc
					        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.

				
DOCUMENT INFO
Shared By:
Tags:
Stats:
views:17
posted:8/9/2010
language:English
pages:45
Description: 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.