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.

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Manufacturing Skills Australia

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.

ASIC registered public company

Owned by 14 industry organisations (7 employer, 7 unions)

Member

Australian Industry GroupAustralian Chamber of Commerce and IndustryAustralian Manufacturing Workers’ UnionAustralian Workers’ Union Australian Petroleum Production and Exploration Association Communication Electrical and Plumbing UnionConstruction Forestry Mining and Energy UnionFootwear Manufacturers’ Association of AustraliaFurnishing Industry Association of Australia United VoiceNational Union of WorkersPlastics and Chemicals Industries Association Textile and Fashion Industries of AustraliaTextile Clothing and Footwear Union of Australia

Manufacturing Skills AustraliaManufacturing Industry Skills Council – ABN 88 006 441 685

Company owners/members

Manufacturing Skills Australia Governance structure

Board of Directors11 people appointed by

company owners/members

Board Sub-Committees

• Executive Committee• Audit and Risk• Aeroskills• Furnishing• Manufacturing, Engineering &

Sustainability• Process Manufacturing &

Laboratory Operations• Textile Clothing & Footwear• NSW ITAB

Chief Executive Officer

MSA staff

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Coverage of Manufacturing Skills Australia

MSA coverage spans across manufacturing from:– 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 industryWorkforce development

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)

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 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

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Gen Y v Baby Boomer by 5 year age groups

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The engineering workforce

The professional engineering workforceM

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The professional engineering workforce in Australia, Census 2006

Post-graduate

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Employment status

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The engineering workforce

The engineering workforce - technicians and trades

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The engineering workforce in Australia - technicians and trades Labour force February 2012

Engineering, ICT and Science Technicians

Automotive and Engineering Trades Workers

Employment status

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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 workforceFactors 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

www.isc.org.au26

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.

Level 3, 104 Mount StreetNorth Sydney NSW 2060(PO BOX 289 North Sydney NSW 2059)AUSTRALIA

Phone +612 9955 5500Fax +612 9955 8044Email info@mskills.com.auWeb http://www.mskills.com.au