Making the Most of Your People… Workforce Development Planning [Date] [Venue] [Tutor] Produced in association with SkillsActive

Your Vision! Why are you attending today? What do you hope to achieve after today? Do you have a business or development plan?

Workshop Outcomes By the end of this workshop, you should be able to: describe the process of workforce development planning explain the benefits of workforce development planning establish an action plan to produce and implement a workforce development plan

Structure of Workshop This workshop contains information on: the process involved in workforce development planning the benefits involved in workforce development planning action planning for workforce development planning

Activity Who comprises your workforce? What type of organisation is it? What is workforce development?

Who Comprises Your Workforce? people individuals paid/unpaid volunteers

What Type of Organisation Is It? Is it a… club (coaches, officials, team managers, club secretary, chairperson, volunteer coordinator) local authority or leisure trust (facility staff, sports development staff, coaches, activity coordinators) governing body (including paid and unpaid staff) school/further-education college/higher-education institute private concern (health and fitness chain, outdoor centre with facility staff/instructors)?

What is Workforce Development? develops people is a mechanism to improve workforce skills and effectiveness supports the workforce offers guidance offers continuous professional development Workforce development is measured by: training needs analysis (TNA) appraisals strategic plans action plans

Workforce Development The term workforce is used to describe all the individuals involved in delivering the activities of an organisation Workforce development is education, training and development for paid and unpaid staff, and means developing skills in the workplace to ensure all staff have the relevant skills, competencies and ability to complete their work. Workforce development can influence recruitment and recruitment processes (SkillsActive, 2006) A workforce development plan/strategy enables an organisation to identify where it is in terms of developing the skills of its workforce, where it wants to go, and how it intends to get there. This will involve recognising the current competencies of the workforce and any skills gaps or shortages needing to be addressed. This could include how an organisation plans to recruit its workforce (SkillsActive, 2006)

The Workforce Development Process Stage 1 Identifying Need Stage 3 Departmental/ Organisational Needs Summary Stage 4 Workforce Development Plan Stage 6 Evaluation Stage 5 Implementation and Monitoring Stage 2 Training Needs Analysis The Workforce Development Process

The Key Benefits of Workforce Development Formalises training opportunities Develops people’s skills Improves performance and quality Improves customer service Adds value to the club/organisation Values people – rewards, motivates Makes recruitment strategies effective Encourages volunteers to get involved Reduces staff turnover – retains people (volunteers) Creates a better-trained workforce Reduces financial losses Increases opportunities to access funding Structures planning

Skills Strategy – An Overview In March 2005, the Department for Education and Skills (now the Department for Children, Schools and Families) published the White Paper Skills: Getting On in Business, Getting On at Work: to ensure employers had the right skills available to them to support the success of their businesses for individuals to gain the skills they needed to be employable and personally fulfilled (www.dfes.gov.uk/publications/skillsgettingon)

Skills Strategy – Key Benefits The Active Leisure and Learning sector contributed £8.6 billion to the UK economy in 2004 The sector employs 634,000 paid employees in five sub-sectors Whole-sector employment is evenly distributed across the UK The sector includes paid workers, self-employment and unpaid voluntary work in over 36,500 public, private, voluntary and not-for-profit organisations There are 5.8 million volunteers working in sport, some 1.9 million regularly spending more than one hour per week supporting their sport

Skills Strategy – Legislation and Organisations Sector Skills Agreement (SSA) and regional action plans offer an outline of the sector’s skills and training requirements: – workforce development planning: an output from the SSA and regional plans Agencies that can assist include county sports partnerships (CSPs), national governing bodies, the Learning and Skills Council (LSC), regional development agencies, SkillsActive and Sport England NB: However, actual current workforce development planning within the sector is sporadic, informal, lacking detail and not always implemented, and there are barriers to its implementation

Skills Gaps and Shortages People do not possess the required skill levels to perform their role (also known as a training gap) Skills shortages: The skills are in short supply and it is difficult to recruit somebody with the required skills

Examples of Skills Gaps and Shortages A volunteer coach has earned a promotion to a coach management position but does not have any experience of managing people. This person has a skills (or training) gap and will require training to become a competent manager Skills shortages: The creation of a new position within an organisation, such as club volunteer coordinator, requires skills that the current workforce does not have

Activity – Skills and Competencies Identify a role or job Prioritise the skills required Prioritise the competences required

Activity – Skills and Competencies (continued) Identify what training you use/need Who delivers the training? How is the training delivered?

Activity – Skills and Competencies (continued) Who delivers the training? in-house external organisations schools colleges universities professional/governing body How is the training delivered? workshops conferences classes (college course) online What training you use/need: health and safety legislation coaching/teaching/instructing officiating management exercise and fitness customer service team building

Reasons for Training for health and safety for legislative purposes for personal development to meet minimum operating standards to improve skills of workforce and fulfil organisational role/service to keep up to date to improve performance to improve service

Methods of Delivering Training Workshops Seminars Practical sessions Work-based learning Distance learning materials Lectures Electronic (web/e-based) learning materials Blended learning (combined tools – electronic with other resources) Facilitated/supported learning (mentoring, personal coaching, tutoring)

Effective Learning Methods Variety Participant involvement Awareness of the stage of learning a person is at and the type of delivery methods that can assist this (direct guidance through to discovery learning) Using methods that complement people’s preferred learning style (eg visual, auditory or kinaesthetic)

Barriers to Training Cost Travel constraints Lack of funding Time Impact on resources Not knowing what training to undertake Not knowing what training is available Not doing workforce development planning Poor access to relevant training (not local or not prioritised in work programmes) Poor relationships with FE and HE or governing body Accredited and non-accredited qualifications

Where are you now and where do you want to be? Activity Identify the skills you currently have within your club or organisation Identify future skills requirements of your club or organisation

Future Skills Requirements Coaching/teaching/instructing – extend the school’s agenda and provide a greater range of leisure services Officials (people to help run leagues and events) Club administrators/committee members (eg chairperson, secretary, treasurer) Sports development (eg for Olympic and Paralympic Games or for updating legislation) Identify new, growing areas of service that require new skills (eg activity programmes for GP referral schemes) Enhance community development (eg social and diversity awareness) Keep up with equitable practice Manage new facilities/resources and communities, and expand the workforce

How Do You Know If You’ve Got There? Measuring success: Improvements in results Financial savings Examples of good practice Retention of workforce Career progression Potential issues: Difficulty in measuring changes in behaviour Could be threatening to volunteers – increased legislation/paperwork/ bureaucracy, qualifications How to measure success: Internal and external feedback Peer-group reviews Workplace assessments References to job or role Setting of targets

Development Opportunities Available runningsports workshops sports coach UK workshops National governing body awards Mentoring opportunities Placement opportunities First-aid courses Professional body qualifications and training Distance learning courses Qualifications (FE and HE)

Workshop Outcomes By this stage of the workshop, you should be able to: describe the process of workforce development planning explain the benefits of workforce development planning establish an action plan to produce and implement a workforce development plan

SkillsActive CD This CD contains: a guide to Successful Workforce Development Planning a glossary of terms audit information information on Training Needs Analysis information on Skills for Life Screening a departmental/organisational needs summary an annual training planner useful contacts examples of workforce development plans blank workforce development plan templates

Further Information Further information can be obtained from: your national governing body Sport England – www.sportengland.org your county sports partnership Business Link – www.businesslink.gov.uk the SkillsActive Regional Development Manager – www.skillsactive.com

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