Queensland Department of Education and Training - Example

Queensland Department of Education and Training Introduction Strategic planning is a fundamental practice and process for modern organizations, governments and business organizations that would want to not only satisfy the present needs and expectations of its clients, but also, improve its sustainable competition as supported by Bensoussan & Fleisher (2008). In addition, improve its quality of service and product delivery, attain anticipated outcomes and survive in turbulent present market environments that are influenced by social, political, cultural, legal, economical, technological, financial and environmental forces. According to Verardo (1997), strategic plans are meant to develop, allocate and align the resources of an organization, which includes financial resources, capital resources, information, technology, knowledge, material resources and human resources to achieving set goals and strategies. In so doing, strategic plans influence the human resources. This report will analyze the strategic plans at Queensland Department of Education and Training (QDET) and is so doing highlight what is involved in contextualizing a business strategic plan, establishing human resource implications and discussing how to develop an HR policy and plan to counter the identified HR implications. Analysis of Queensland Department of Education and Training’s Strategic Plan The strategic plan for Queensland Department of Education Training for the year 2010-2014 is meant to help in achieving the main objectives of DET which are to allow access to quality early childhood education and care for all Queensland children and to ensure every young Queenslander is ready to support successful transitions to further education, training and work (D.E.T., 2010). The strategic plan entails incorporation with stakeholders to initiate educational centers that integrate early year services and developing a universal access to kindergarten by designing implementation plans in order to address limitations and developing flexible delivery options for small or isolated communities. In addition, guaranteeing greater incorporation of service delivery responsive to community needs and expectations (D.E.T., 2010). In enhancing school readiness, the department strategically plans to not only formulate and establish quality early years curriculum but also, recruit and select skilled, knowledgeable and experiences early childhood workforce and teachers and aid guardians in gaining skills necessary to support early literacy and numeric advancement (D.E.T., 2010). The strategic plan 2010-2014 also entails developing support systems for parents and caregivers to better advance early childhood education and development through parent community partnerships and developing smooth transitions from early years, primary years to high school. Moreover, the department hopes to develop positive schools and students by implementing focused plans to foster positive conduct and teaching social and emotional literacy, and foster overall wellbeing of the students that promotes them to be strong, healthy, eco--conscious and fair citizens (D.E.T., 2010). In addition, the strategic plan anticipates to enhance quality teaching and learning by developing high standards for curriculum, teaching and assessment, and implementing the Australian curriculum and enhancing parent and community partnerships by training guardians to get involved in their children’s learning and establishing parent and community engagement plans that sustain improved student outcomes (D.E.T., 2010). Furthermore, industry partnerships, enahacning educational infrastructures, enhancing education and performance, workforce reforms, developing sustainability and improving quality standards. Internal and external environmental factors affecting the Queensland Department of Education and Training’s Strategic Plan SWOT and PEST analysis helps in identifying the internal and external factors that influences the success of the department’s strategic plan. According to Fine (2009), SWOT entails analyzing the strengths, weaknesses, opportunities, and threats of the plan while (A.R.F. 2003) indicates that PEST entails analyzing the political, economic, social and technological factors that potentially influences the plan. SWOT and PEST analysis of the 2010-2014 Strategic plan strengths weaknesses opportunities threats political access to varied supply of policy legislations that facilitates and supports quality early education for all political stability government involvement in improving early childhood education and care recurring changes to teaching standards changing instructional techniques for early childhood education improved collaboration between DET and the Australian government inadequate nationally consistent regulatory regime for all early childhood and care services the department facilitates the employment process and conditions -inefficient recruitment and selection procedures Economic -funding endorsement from the government , related stakeholders and the community - strong capital base, knowledge and expertise in planning on effective early childhood education and care insufficient training and training finances for the early childhood workforce workforce reforms to better support teaching and learning increased job dissatisfaction due to increased workload increased costs of hiring teachers and support staff low numbers of Queenslanders who have trade, training and tertiary qualifications accessibility to staff training institutions ready to supply of teachers and support workforce lack of qualified and skilled early childhood workforce and lack of support for guardians and caregivers rising demands from teacher, parent and employee unions Social competent leadership in DET compromised ideals of teachers, parents and DET community and stakeholder integration and support universal access to kindergarten in the year prior to school Strong culture that promotes respect and accountability low average pays for teachers and early childhood workforce lack of consistent improvements in student performance and unsuccessful reforms to drive training investments and skills reforms stable relationships with stakeholders, teachers, parents and students sustaining current workforce and skill set active enhancement of core ideals of productive relationships, excellence and safe and healthy environments lack of adequate learning and development opportunities, programs, systems and structures performance enhancement poor industrial relations Technological access to modern technological solutions low number of teachers incorporating components of e-learning in early childhood education enhanced educational knowledge management availability of variety of IT solutions fro educational purposes incomplete technological infrastructural expansions Enhance major infrastructure expansion and use of technology in learning institutions and TAFEs. Human Resource Implications From the PEST and SWOT analysis drawn above, there are three key human resource implications identified for the strategic plan 2010-2014, that include the selection and recruitment process, learning and development and the industry relations. Selection and recruitment Human resources are the most valuable and reliable assets to any institution and organization as described by Bensoussan & Fleisher (2008). Attracting, hiring and retaining a valued employee who has adequate skills, knowledge and expertise is crucial to attaining the strategic plan 2010-2014 drawn by the DET. This means that the department should ensure it hires the right employee, at the right price and for the right job position as highlighted by Deb (2006). Adequate financial resources are required to sustain the hiring process, giving rewards and paying employee salaries. The recruited personnel need to not only develop professionally but also in their personal lives (Bandt & Haines, 2004). Therefore, the department needs take the recruitment process as a means of achieving the strategic goals and objectives by aligning the selection and recruitment process to the organizational culture of the department. This means incorporating integrity, respect, accountability and excellence in during staffing. Remunerations and incentives promised during recruitment should be realized upon selection in order to boost employee morale, motivation and job satisfaction, which is essential in helping employees to exploit their best potential, committing more and registering increased work performance to achieve the strategic plan (Elearn. 2009). Additionally, there is need to draw contractual agreements and allow employees to freely associate as emphasized by Jackson & Mathis (2007). Learning and development In the DET strategic plan, learning and development is not only meant for the students from kindergarten, primary and secondary levels, but also involves developing the skills and support for the teachers, community, support staff, parents and care givers. This is in order to improve student outcomes and teaching them how to get involved in ensuring sustainable, quality, safe and healthy living and education for the children. Learning and development as highlighted by Clifford & Thorpe (2007) helps in identifying information and knowledge, accessing it and sharing it among stakeholders. This is essential in enhancing set educational outcomes, competitiveness and developing new innovative ways of making decisions and solving problems within the DET. The knowledge instilled into the stakeholders, teachers and parents should be standardized and consistent to international standards to help apply theory into real life situations. This can be enhanced by tapping into information technology to help in distributing knowledge and skills whenever and wherever it is required and help in cutting on costs and time. learning and development should be viewed as an additional cost but a means of improving skills and knowledge necessary to increase performance and productivity, thus, attaining the set strategic plan and goals as suggested by Clifford & Thorpe (2007). Industry Relations Human resources are impacted by the structure of an organization and its association with industrial unions. Rigid structures are not favorable to initiating employee teamwork, accountability and creativity needed to make the workforce sustainable (Salamon, 2000). Since pressure from industrial unions are among political threats identified, it is imperative for DET to establish effective interrelations with labor unions to ensure employees are efficiently catered for. This includes developing partnerships to foster workforce and labor reforms, developing workforce skills that are demand driven to ensure DET does not incur labor losses and ensuring workforces work under favorable conditions that entails adherence to international occupational health and safety standards, quality management standards and limiting environmental degradation as highlighted by Salamon (2000). HR policy statement Selection and recruitment process and Industrial Relations are the two main areas that will be essential for DET in attaining the 2010-2014 strategic plan goals. Selection and recruitment policy statement The main purpose of the policy is to ensure DET not only attracts qualified valuable employees to facilitate early childhood education and smooth transition between kindergarten, primary, secondary and tertiary levels, but also, to win their loyalty and commitment and thus, retain them. The policy will help the department hire the right candidate, for the right job description, at the right time and for the right cost as emphasized by Elearn (2009). This will guarantees selected candidates are able to integrate well within existing work groups, are able to understand the plans, goals and objectives of the department and who best exploits their potentials, skills and knowledge to ensure the vision and mission becomes a reality as recommended by Deb (2006). The selection and recruitment process is meant to develop a workforce that are flexible and adaptable to changing environments, are innovative enough to make the department competitive and are motivated enough to take on challenges and triumph. In addition, hiring a workforce whose skills are demand driven and who are able to transform teaching and learning practice to foster student-learning outcomes through use of rich digital learning ecologies as implied by Bandt & Haines (2004). With a carefully selected competent workforce, DET will be able to attract investors to finance educational projects and infrastructures, attract more parents from diverse social and cultural backgrounds thus, quality education for all Queenslanders as highlighted by (D.E.T 2010). The process is characterized by hiring administrative, support and teaching staff based on merits, skills, expertise, specialization, educational level and cultural fit for the position. To offer the current employees a chance to fill up for positions they may be interested in and qualify for, the positions will be filled by giving first priority to existing employees. Additionally, the process is devoid of discrimination by race, culture, social status, ethnicity, color, religion, unionized employees, sexual orientation, gender, and age, health status among others (Reddy, 2005). Industrial Relation policy statement An effective organization is that which is able to strike a balance on its relationships with the external environment that constitutes government, clients, investors, advertisers, suppliers and labor unions and the internal environment consisting of the management, shareholders and employees. Barrow (2002) implies that this balance is crucial in solving industrial relations conflicts on matters regarding wages and salaries, working hours, working conditions, annual leaves, employment benefits, incentives and the working environment. DET strives in ensuring its existing and potential employees have the freedom to associate and unionized employees are not discriminated during the hiring process, they are offered quality-working environments, labor supplied equals remunerations acquired and dialogue is the first priority incase of conflicts. To ensure industrial relations remains effective, stable and to prevent issues such as strikes and go-slows that negatively influence productivity and performance, the industry relations policy explicitly defines employee roles and responsibilities (Barrow, 2002). In addition, provide resolutions and recommendations for industrial relations conflict, foster creative, rewarding and productive industrial relations and facilitates communication flow and effective leadership to foster teamwork, resolve problems promptly, encourage active consultations and participation by DET, government agencies, teachers, the community, parents and students on the best learning environment to enhance student learning outcomes. Developing a strategic Human Resource Plan for the recruitment and selection process and Industry Relations In order for DET to overcome its strategic challenges that includes universal access to kindergarten in the year prior to school and a new nationally consistent regulatory regime for all early childhood education and care services, increasing the number of Queenslanders who have trade and training and tertiary qualifications. In addition, workforce reforms to better support teaching and learning and continued major infrastructure expansion and use of technology for learning, it requires to attract, retain and develop a workforce that is competent, skilled, committed, knowledgeable and experienced which is only possible through establishment of a strategic recruitment plan as mentioned by D.E.T (2010) . Human Resource Plan for the recruitment and selection process objectives strategic alignment timing and resources milestones measures contingency plans ethical considerations 1. redesign and initiate new recruitment and selection procedures align the hiring procedures and goals to strategic plans and goals as suggested by Elearn (2009) selection, recruitment, hiring and orientation takes a minimum of three months and allocate adequate finances and personnel to facilitate reforms and the procedures enhance time taken to approve candidates low employee turnover rates and reduced recruitment procedures taking place enhance organization change systems to ensure change is not rejected but embraced as suggested by Deb (2006) respecting the opinions and insights of employees and stakeholders in regards to effective recruitment and selection procedures as highlighted by Armstrong (2006) 2. hire and retain skilled, committed and motivated workforces recruit employees that understand the necessity of achieving the set plans and goals as highlighted by Elearn (2009) ensure valued employees get a minimum of three years employment contract the rates of employee turnover of new recruits number of skilled, valuable and quality employees retained after an year of service based on performance appraisal results train and develop existing employees to enhance their loyalty and commitment to DET as suggested by D.E.T (2010) Compliance to applicable labor laws 3. training the HR department on effective recruitment and selection processes enlighten the recruiting department on importance of effective and non-discriminatory hiring practices in attaining anticipated goals and plans drawn by DET Adequate training facilities for the HR department and ensuring hiring time frames are adhered to as highlighted by Elearn (2009) the HR department recruits the right candidate for the right position and at the right cost low job dissatisfaction, increased employee morale, increased work performance, and achievement of the 2010-2014 strategic plan facilitate regular training and development and contracting recruitment agencies to facilitate hiring Accountability of resources, compliance to statutory and legislative requirements. Human Resource Plan for Industry Relations objectives Strategic alignment timing and resources milestones measures contingency plans ethical considerations 1. improve systems of learning, improve working conditions and enhance administration of benefits and remuneration administration for teachers and administrative personnel provide a favorable working experience in order to motivate parents, students, teachers and the administration to commit in attaining student learning outcomes as supported by D.E.T (2010) offer permanent and pension able employment terms and ensure employees are accordingly paid for services rendered as suggested by Barrow, (2002) workforce, teachers and students are able to realize effective learning experiences that is crucial for quality learning universal access to kindergarten in the year prior to school and sustained improvements to student learning as highlighted by Deb (2006) encourage participation and support from the community, teaching fraternity and other education related sectors compliance to applicable labor laws and regulations as suggested by Armstrong (2006) 2. Foster effective and productive industry relations align the goals of the internal and external environment to those of DET Enhance communication and involve all stakeholders in decision making and problem solving processes as stated by Barrow (2002) minimize job dissatisfaction and industry relations conflicts that results in strikes and go slows reduced rates of industry conflicts and low rates of valuable employee turnover enhance systems of dialogue and consultations on matters that aggrieve either parties respect to insights and views expressed by labor unions and the stakeholders Recommendations The strategic HR plan for recruitment and selection process and industry relations recommends that Queensland Department of Education and Training redesigns its current recruitment and selection procedures to ensure there are no employment malpractices such as discrimination and to ensure the right candidates for the right job positions and whose cost is effective is hired. Which means the candidate with the best skills, cultural fit, knowledge and abilities is selected as suggested by Armstrong (2000). In addition, DET needs to foster conducive environment for developing industrial relations that promotes occupational health and safety, quality and safe environments for the community and learning institutions as highlighted by Barrow (2002). It is imperative that a resource and implementation committee is set up to facilitate monitoring of the progress, recommend reviews and facilitate reform agendas after every half-academic year, a point stressed by Reddy (2005). Conclusion Contemporary organizations cannot enhance its competitive edge, effectively satisfy the changing needs and tastes of their customers, motivate its employees and survive the turbulent market environments and cutthroat competition without formulating and implementation of strategic plans. The report has analyzed the strategic plan 2010-2014 at Queensland Department of Education and Training (QDET). In so doing, it has highlighted what is involved in contextualizing a business strategic plan, establishing human resource implications and discussing how to develop an HR policy and plan to counter the identified HR implications. References A.R.F. (2003). Development of a strategic planning process. New York: American Water Works Association. Armstrong, M. (2000). Strategic human resource management: A guide to action. Singapore: Kogan Page Publishers. Armstrong, M. (2006). A handbook of human resource management practice. Singapore: Kogan Page Publishers. Bandt, A., & Haines, S.G. (2004). Successful strategic human resource planning. Houston: Systems Thinking Press. Barrow, C. (2002). Industrial relations law. Upper River Saddle: Routledge. Bensoussan, B.E., & Fleisher, C.S. (2008). Analysis without paralysis: 10 tools to make better strategic decisions. London: FT Press. Clifford, J., & Thorpe, S. (2007). Workplace learning & development: Delivering competitive advantage for your organization. Singapore: Kogan Page Publishers. D.E.T (2010). Department of education and training: Strategic plan 2010-2014. Queensland: Department of Education and Training. Deb, T. (2006). Strategic approach to human resource management. Montreal: Atlantic Publishers & Dist. Elearn. (2009). Recruitment and selection. Sidney: Elsevier. Fine, L.G. (2009). The SWOT analysis: Using your strength to overcome weaknesses, using opportunities to overcome threats. Sidney: Create Space. Jackson, J.H., & Mathis, R.L. (2007). Human resource management. London: Cengage Learning. Reddy, M.S. (2005). Human resource planning. Washington DC: Discovery Publishing House. Salamon, M. (2000). Industrial relations: Theory and practice. London: Financial Times Prentice Hall. Verardo, D. (1997). Managing the strategic planning process. New Jersey: American Society for Training and Development. 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