ReportonHumanResourceDevelopment[HRD]2TAFESystemVictorianintheDevelopmentHumanResourceScopingDefiningand1ExecutiveSummaryIntroduction6KeyFindings7Recommendations9Conclusion94AppendicesProjectBrief119ProjectMethodology122Survey112723CaseStudiesofCurrentPracticeInitiativesandProgramsin13TAFEOrganisations69ReportonHRDIntroduction12LiteratureReview13HRDPracticesandTrendsinTAFE29OverviewofCaseStudiesofCurrentPractice40ModelsofHRDInitiatives46Discussion55References58AnnotatedBibliography61DefiningandScopingHumanResourceDevelopmentintheVictorianTAFESystem121INTRODUCTION1.1BackgroundThisreportfocusesontheHumanResourceDevelopmentstructures,policiesandprogramsthatVictorianTechnicalandFurtherEducation(TAFE)Providershadinplaceintheyear2000toensurethattheywereaddressingrelevantworkforceissuesthatwouldrequirethemtomeetpresentandfuturedemands.Theimpactofrapidtechnologicalchangeandtheincreasedlevelofcompetitionassociatedwithglobalisationareaffectingenterprisesworldwide.Thewaypeopleworkischangingdramatically.TheincreasedimportanceoftheKnowledgeEconomymeansthevalueofpeopleresourcestoanorganisation’sbottomlineisgrowing.Inparticular,employeesareincreasinglyrequiredtobemoreflexible,mobileandmoreresponsiblefortheirowndevelopment.TheseexternalforceshavecreatedverysignificantpressuresontheVictorianTAFEsector.TAFEorganisationshaveundergoneamalgamationsandchangedtheirstaffingmixesinresponsetochangefrombothinsideandoutsidethesectorand,specifically,tomajorchangesinthepublicfundingconditionsthatnowapplytothesector.ThesechangeshaveaddedtothepressureontheTAFEworkforcetolearntoadaptandtokeeppacewiththesenewrealities.RecentresearchintotheTAFEworkforcehasrevealedthatcasualisationhasincreasedsignificantlyasaworkforcetrendandthatasubstantialproportionoftheexistingcoreworkforceisnearingretirement.Thismeansthatthedevelopmentofstafftodealwiththenewenvironmentismorecomplex,particularlysincesuccessionplanningacrosstheworkforceisanurgentandemergingissue.ThisprojectisintendedtodescribewhatishappeninginthebroadfieldofHumanResourceDevelopment(HRD)inTAFEorganisationsinVictoria.Thisisanewfieldofresearch,asnogeneralprofileofHRDintheVictorianTAFEsystemcurrentlyexists.TheprojectsoughttoidentifyandupdateknowledgeaboutHRDinTAFEVictoriaandtopromotethosepositivedevelopmentsandinitiativesthatwereidentified.TheprojectteamappreciatesthattheTAFEsystemisacomplexanddiversesystemofproviders,andthatthereisaverywiderangeofHRDpracticessuitedtothespecificrequirementsofparticularorganisations.Asaresult,thisreportmakesnojudgementsontherelativemeritsofdifferentpractices.1.2ProjectOutcomesAlloftheoutcomesforthisproject,asspecifiedintheprojectbrief(seepage119),weremet.Theseare:Aliteraturereview(seepage13)andannotatedbibliographyofcurrentbestpracticeinAustralianHRDwhichisrelevanttostafftrainingandworkforcedevelopmentinTAFEinVictoria(seepage61).AreportofHRDpracticeandtrendsinTAFE,includinganaccountoftheproject’sresearchprocessanditsprincipalfindings(seepage29).Appropriatecasestudies(seepage40forasummaryandconclusionsandpage69forcasestudiesinfull)drawnfromTAFEpracticewhichcanillustratetheabove.ModelsofHRDwhichareclear,communicableandappropriateforTAFE(seepage46).Asetofappropriaterecommendations(seepage9)regardingthefuturepromotionofHRDtoTAFEProviders.returntocontents>>DefiningandScopingHumanResourceDevelopmentintheVictorianTAFESystem132LIT...
