ICT – Workforce Development Plan

Evaluator

IRFI - Istituto Romano per la Formazione Imprenditoriale, Camera di Commercio di Roma, Rome, ITALY

Type/classification

ICT

Contact details of the main implementing body

Name of the organisation, original language

Ministry for Technology – Australia – Victorian Information and Communication Technology Advisory Committee (VICTAC)

Name of the organisation, English translation

Ministry for Technology – Australia – Victorian Information and Communication Technology Advisory Committee (VICTAC)

SECTION A - DESCRIPTION OF THE GOOD PRACTICE

Name of the practice, original language

ICT - Workforce Development Plan

Country

Australia

Description of the practice

ICT will play a key role in a number of key sectors tipped to grow significantly over the next ten to twenty years, including natural gas, water and waste services, agribusiness, health services, tourism and international education.

The ICT Workforce Development Plan aims to:

  • Overcome misconceptions and increase awareness of ICT careers and study
  • Optimise the contribution ICT offers to businesses

 

Improve the alignment between business and ICT teaching

Policy context

Information and communication technology (ICT) drives economic growth, innovation and productivity in Victoria. The application of ICT to business, communities and our own lives delivers efficiency, convenience and innovation.

To ensure that Victoria is well-positioned to take advantage of the dynamic and evolving technology landscape, the Victorian Government is taking action to ensure there are sufficient skilled ICT professionals to lead Victoria on the next wave of economic growth. Since coming to office the Coalition Government has helped facilitate over 4,700 technology jobs and over $1 billion in technology related investment. ICT plays a significant role across all industry sectors, with evidence of growing demand for workers skilled in understanding and applying ICT. Introducing this Victorian ICT Workforce Development Plan is an important step in helping to meet this demand and improving our ability to develop and retain skilled ICT professionals in Victoria.

Labour market context

Although businesses across the economy are engaging with ICT through internet access (91.9 per cent)20, the uptake and utilisation of ICT is patchy. In particular, Victoria’s small and medium enterprises (SMEs) lag behind larger firms in realising the productivity and efficiency benefits of ICT, and report that they lack the requisite skills and capabilities. In 2011-12, approximately 60 per cent of Australian small business (0 to 19 employees) did not have an online presence.21 In addition, SMEs have identified lack of ICT skills and knowledge gaps as a barrier to engaging online business and could be considered at “risk of digital exclusion”.

Improving the capability of Victorian SMEs to understand and integrate ICT is critical to obtaining maximum benefit from digital innovation and requires more than a boost to technical proficiency. The most effective organisations include ICT with core operational and competitive strategies, led by senior management. They appreciate that, used strategically, technology can be the basis for entirely new operations and revenue and not just improvements to existing areas. However, too often businesses do not appreciate the impact and benefits of ICT and view it primarily as a cost, rather than an investment in strategic capability.

ICT workforce planning plays a key role in establishing and extending business capability. Workforce planning is about integrating business strategy, work organisation and job design. Good workforce planning needs to involve senior managers, not just in ICT, and support overall business strategy by helping to manage short term needs while creating a platform for future growth. It can help to get the most from existing employees as well as identify gaps to be filled from external sources. Applying a capability framework, such as Skills Framework for the Information Age, can help for example with comparison of needs across different industry sectors and in matching talent to needs.

Moreover, improving the capability of Victorian SMEs to understand and integrate ICT is critical to obtaining maximum benefit from digital innovation and requires more than a boost to technical proficiency. The most effective organisations include ICT with core operational and competitive strategies, led by senior management. They appreciate that, used strategically, technology can be the basis for entirely new operations and revenue and not just improvements to existing areas. However, too often businesses do not appreciate the impact and benefits of ICT and view it primarily as a cost, rather than an investment in strategic capability.

ICT workforce planning plays a key role in establishing and extending business capability. Workforce planning is about integrating business strategy, work organisation and job design. Good workforce planning needs to involve senior managers, not just in ICT, and support overall business strategy by helping to manage short term needs while creating a platform for future growth. It can help to get the most from existing employees as well as identify gaps to be filled from external sources. Applying a capability framework, such as Skills Framework for the Information Age, can help for example with comparison of needs across different industry sectors and in matching talent to needs.

Activities

ICT Skills Initiatives is a package of industry support to ensure that ICT skills development in Victoria kept pace with changing workforce demands.

Initiatives within the plan were developed and delivered in collaboration with industry and education stakeholders and focused on three areas:

  • Careers awareness – to address inaccurate perceptions of ICT careers and encourage young people to pursue ICT-related courses and careers
  • Skills building – to enhance the quality and breadth of tertiary ICT courses and improve the job readiness of ICT graduates
  • Growing the workforce – to develop a skilled ICT workforce, building on the supply of ICT workers from non-education pathways

 

Within the third initiative, actions will be taken in three areas:

  • Overcome misconceptions and increase awareness of ICT careers and study
  • Optimise the contribution ICT offers to businesses
  • Improve the alignment between business and ICT qualifications

 

The most important asset for SMEs is the third set of activities.

Management and operation

N/A

Target groups/beneficiaries

Students, ICT professionals, Employees, Enterprises, SMEs

Start date

Value not entered

End date (actual or planned)

Value not entered

Gender dimension

No gender dimension particularly addressed

Products involved in or resulting from the practice

n/a

Outcomes of the practice (planned/expected and actual)

The evolution of ICT into mainstream business operations across a range of industries has expanded the range of skills required of ICT workers. In addition to workers with technical skills, increasingly businesses are looking for so-called ‘T-shaped’ professionals, with some technical expertise and experience, combined with generalist business skills, such as communication, team work, client management and a broad business knowledge.23 As a result, graduates face challenges securing suitable entry-level jobs, with employers often wanting a level of skills and experience that the majority of graduates simply cannot offer.

The Victorian Government will play a unifying role between the industry and education sectors to improve alignment between the two. To address the need for courses to better respond to the requirements of industry, actions will create ways to bring ICT employers closer to ICT teaching and coursework. This includes providing support to the education and training sector to work with industry to ensure ICT educators have access to the range of up to date technology skills they require to provide students with improved course delivery outcomes.

Source of funding

National budget (tax revenue)

Main responsible body, type

Ministry or other national public body/authority. Please specify

Australian Ministry of Technology

Role of implementing body

Victorian Information and Communications Technology Advisory Committee (VICTAC) is assisting the Government in providing a practical and actionable, forward looking approach to the development and use of ICT by government. The committee will provide advice to the Minister for Technology on the most efficient use of ICT within the Victorian Government. A chief task of the committee is to oversee the development, implementation and regular review of the Victorian Government ICT Strategy.

Other bodies involved in implementation of the practice as partners or contractors

ICT Skills Subcommittee of the VICTAC

Evaluation - Was the practice evaluated?

No

SECTION B - CLASSIFICATION OF PRACTICE

Target group(s)

Employers, People seeking training

Employers

All employers

Jobseekers

Value not entered

People seeking training

Employees, Out or work - youth

B.2 Type of practice

B.2.1 Practices related to management or servicing of clients

Registration, skill assessments, identification of client needs and matching

Value not entered

B.2.2 Practices related to labour market information and improvement of micro and smes’ procedures

Labour market information (LMI)

Value not entered

Micro and SMEs’ procedures

Value not entered

B.2.3 Practices related to skill mismatch reduction

Supports aimed at reducing skill mismatch (targeted to unemployed or employed)

Value not entered

Supports aimed at reducing skill mismatch: labour mobility

Value not entered

Sharing the cost of training and skills development

Value not entered

B.3 Delivery method(s)

Delivery methods involved

Value not entered

B.4 Contracting out

Extent of contracting out of practice: The service is contracted out…

Value not entered

Type of subcontractor(s)

Value not entered

B.5 Partnership

Type of partners involved in implementation of the practice

Value not entered

SECTION C - Information about evaluation of the practice

When was the practice evaluated?

Value not entered

Type of organisation carrying out the evaluation

Value not entered

Details of the organisation responsible for carrying out the evaluation

Name of the organisation, original language/Name of the evaluator

Value not entered

Name of the organisation, English translation

Value not entered

E mail

Value not entered

Web page

Value not entered

Overall evaluation methodology/methodology

Value not entered

Indicators in the evaluation

Value not entered

Main findings of the evaluation

Value not entered

Change in practice following evaluation

Value not entered

C.1 Documentation of the evaluation

Type of documentation

Value not entered

Reference

Value not entered

Monitoring evidence

Value not entered

SECTION D - PRACTICE CRITERIA

D.1 - Evidence of results

Value not entered

D.2 - Relevance

Value not entered

D.3 - Availability of clear and adequate information

Value not entered

D.4 - Impact

Value not entered

D.5 - Innovation

Value not entered

D.6 - Broad-based participation

Value not entered

D.7 - Sustainability

Value not entered

D.8 - Mainstreaming

Value not entered

D.9 - European Added Value and Transferability

Value not entered

D.10 - Additional comments

Value not entered

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