Learning and development: A strategic human resource development plan

February 2000

Introduction

This Human Resource Development (HRD) Plan provides for a strategic approach to learning and development within AFMA. It provides a framework for the identification of corporate skill needs, both current and for the future, and for the identification and incorporation of the learning needs of individuals. The ultimate aim and vision is a workforce that has the skills and knowledge to undertake the tasks required of staff, and a workforce that is eager to learn new skills in order to be able to meet future challenges. In other words, AFMA aims to become a learning organisation.

The 2000 Certified Agreement sets out AFMA's purpose and the principles when dealing with staff. The relevant principles are to:

attract and retain, develop and manage quality employees
maintain flexibility in balancing work and family commitments
meet diverse client needs
be accepting of change
give value for money within a cost recovery environment and within budgetary constraints
be an effective and efficient organisation
foster and be committed to two way communication

A strategic HRD Plan will assist AFMA in achieving its purpose and pursuing its objectives as an organisation - an organisation that must demonstrate its value to government and industry, and ensure that the above values and principles are adhered to. HRD cannot achieve the principles by itself or in isolation from other human resource practices and policies - it is one of the foundations that an organisation is built upon and not the only foundation. It must support AFMA's Corporate and Annual Operational Plans, be consistent with the Human Resources Plan and become an integral part of AFMA's business environment. This requires a commitment from all staff for it to be effective, a commitment to identify areas requiring development and a commitment to action in order to address these identified needs.

The Plan must recognise and align with diversity management principles. These principles, which include equal employment opportunity, are further developed and explained in AFMA's Diversity Management Plan. It must also provide a background whereby staff who are less than fully effective can be supported in addressing the areas identified as requiring development.

Legislatively, the Fisheries Administration Act 1991 also requires AFMA to develop and implement a Human Resource Development Plan.

What is HRD?

HRD goes beyond the traditional concepts of training and development through coursework. It should look at the methods that are most appropriate for achieving the desired learnings and encompasses and includes, but is not limited to, on-the-job training, placements, rotations, research, seminars, mentoring, coaching and study. Indeed, without this broader framework, most training ends up as wasted money.

A traditional training course is not always the most appropriate method of learning and it is often the case that the potential learnings that the staff member is supposed to have gained are quickly lost due to a lack of follow up or the opportunity to practice the learnings and cement the knowledge transfer. Managers must provide staff with the opportunities to practice and discuss what they have learnt. The follow up to learning requires both managers and staff to plan how this will be undertaken - forward planning ensures that no-one is forgotten. Although important in all organisations, it is especially true in a small organisation where "repeat" training is not financially feasible.

Managers, therefore, must identify the most appropriate method of learning. This may range from the use of traditional training courses to internal discussions or seminars, from rotational opportunities and mentoring to including junior/new staff so that they can observe more experienced staff at meetings. Not all learning methods cost money - sometimes it "only" requires lateral thinking and an expenditure of effort and minor inconvenience. Further study is an important component of a learning organisation's repertoire. AFMA is committed to supporting staff in their desire to undertake appropriate studies and has a separate study policy to address this issue.

AFMA has a commercially-oriented work environment requiring staff who are client focused and outcome-oriented, able to respond quickly to unforeseen changes, and able to develop options for action through negotiation, liaison, and skilful communication as well as recourse to regulation:

AFMA is an organisation in which staff need to be multi-skilled, flexible, adaptable, innovative and able to think laterally. Staff need to take an active and leading role in developing policies, management and administrative arrangements which ensure the pursuit of AFMA's objectives
the operational context requires empathy with stakeholders across many arenas - environmental, social, political, scientific and industry.

HRD assists AFMA to develop and retain highly skilled people who are motivated, innovative and flexible. AFMA is striving to become a learning organisation, where HRD is an accepted part of individual and organisational responsibilities and people are continually learning. Achieving this will assist AFMA to remain a successful and desirable employer.

How will we achieve this?

In order to achieve the aim of a skilled workforce that is responsive to change, current and future skills gaps need to be identified:

Current skills gaps are those skills and abilities that AFMA needs in its people now but are either missing or need development for fully effective performance. AFMA's Performance Recognition Scheme will assist with the identification of those staff whose skills require development
Future skills gaps are those skills and abilities that AFMA will need in the next two to five years. By identifying them now, AFMA can start to address the needs in a structured and cost effective manner. Once the needs have been identified, individuals must be assessed as to their level of competence and appropriate action commenced

These skills gaps are further broken down into corporate and job-specific training needs:

Corporate training needs are those skills that are applicable across most or all of the organisation
Job-specific training needs are those skills that are specific to a particular area or position eg legal skills, fisheries management

Through the process of developing Performance Partnership Agreements, individual staff learning needs will be identified as well as the preferred method of delivery. Using identified individual needs, and after discussions with managers, corporate priorities will be set for the year.

It is recognised that, while some training is relevant across all levels of staff, other needs are specific to certain levels, based on work requirements. This does not mean that staff are restricted to training within their current level but rather identifies the minimum competencies expected of staff working at a given level. There are five streams of identified learning competencies. These streams are:

management and leadership skills (both existing and potential managers)
general skills
information technology skills
communication skills
job-specific skills

A structured program, based on these groups and streams, will be developed so that staff have the opportunity to learn in a manner that is appropriate and cost effective.

AFMA also recognises the importance of preparing staff to undertake higher level work. This is important from a succession planning perspective as well as ensuring that high performance capabilities are developed. Achieving this will benefit both AFMA and staff. The streams, therefore, will address not only the skills required for the current level but also those skills that may be needed for effective performance at the next level.

Other activities that support the learning and development of staff include:

recognition that keeping up to date with developments in our field/s is an important component of learning. Building activities such as literature research into staff workplans recognises that it is a valid part of learning and of importance to AFMA
the creation of "forums" to deal with specific challenges/problems can help with the development of staff as well as exposing staff to other ideas. The manager meetings have started this process but extending this concept to other staff or using the concept to brainstorm or gain consistencies in approaches will be of value
a (two-monthly) in-house seminar series, targeting developments in issues relevant to AFMA allows for the greater dissemination of information and increases the effectiveness of communication channels. These seminars may be delivered by AFMA staff or by external speakers
development opportunities for staff are important but can be too expensive for individual programs/fisheries to support. The creation of a corporate development fund will allow staff to enjoy these opportunities and accrue the benefits for both themselves and AFMA. Staff will be invited to nominate proposals on an annual basis and these will be judged on their value. Development opportunities could include overseas visits, conferences and full time study
staff can refresh and develop through working with other organisations. Acknowledging the need to minimise disruption to operations, AFMA will progress the development of a placement program whereby staff may be outposted to other relevant organisations for a period with the aim of gaining experience in the workings of that organisation and gaining insights and skills that can be brought to bear on their work in AFMA. Relevant organisations may include other international organisations, Commonwealth agencies, State fisheries or industry. The program may include interchanges, with staff from the other organisation gaining experience working in AFMA.

An adjunct to this is industry placements/experience of 1-2 weeks to enable staff to gain a wider appreciation of the context in which they are working and making decisions.

Responsibility

Responsibility for HRD within AFMA rests at the following levels:

Managing Director and General Managers - strategic leadership for HRD, identification of future learning needs and committed support and active encouragement of the HRD Plan
managers - ensuring the implementation of HRD within their program, including identifying individual and corporate learning requirements with staff, identifying and facilitating opportunities, and ensuring the provision of training and development to meet those requirements
staff - identifying their learning requirements according to their level and/or function, identifying learning priorities with their managers, and pursuing HRD opportunities which could help them improve their individual productivity and effectiveness and progress their career goals
the Human Resources Section - planning for and providing HRD which is relevant to the Authority and its staff, steering the organisational HRD Plan, and providing advice and assistance regarding the implementation of the HRD Plan wherever possible

Review and evaluation

The HRD Plan will be reviewed twice yearly -- at mid-year to review progress, and towards the end of the year to assist in preparing the following year's priorities and Plan. The review process will be undertaken in parallel with the annual budgetary cycle and the performance management cycle.

The success of the HRD Plan will be assessed against the objectives and performance indicators for each stream and group. Evaluation will take place at three levels:

the program level in terms of impact on productivity, efficiency and program objectives
the level of the individual in terms of competency development and improvement in work performance and productivity
the delivery level in terms of the cost effectiveness, efficiency and appropriateness of delivery and administration

Funding

Currently, all HRD funds across AFMA are administered by the Human Resources Section. From the 2000-2001 financial year, financial arrangements for HRD will be split. There will still be a central budget administered by Human Resources that will address corporate training needs as well as other developmental opportunities such as study and graduate training. Within this budget, however, there will also be a notional branch allocation to cater for individual requirements, or identified needs specific to a branch. Training conferences and seminars may also come out of branch allocations. This will allow costs to be more accurately allocated across the various fisheries.

Data collection and reporting will be the responsibility of the Human Resources Section, to enable the review and evaluation of the Plan.

Page last updated 26 July, 2005