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

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

3. 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

4. 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

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

6. Who Comprises Your Workforce?
people
individuals
paid/unpaid volunteers

7. 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)?

8. 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

9. 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)

10. 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

11. 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

12. 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 (

13. 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 million regularly spending more than one hour per week supporting their sport

14. 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

15. 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

16. 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

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

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

19. 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

20. 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

21. 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)

22. 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)

23. 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

24. 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

25. 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

26. 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

27. 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)

28. 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

29. 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

30. Further Information Further information can be obtained from:
your national governing body
Sport England –
your county sports partnership
Business Link –
the SkillsActive Regional Development Manager –

31. runningsports free downloads top tips quick guides
best practice case studies
workbooks
workshops
newsletters...and much more