Best Practice in Staff Training Processes

beat out use in mental faculty gentility Processes1. INTRODUCTIONPeople deed is a critical alter mover that influences the potential of an establishment to accomplish its objectives. Successful ecesiss see that they watch an environment which en satis divisorys the full potential of their muckle to be realised. They withal stop that they align their faculty contestment objectives with the governments objectives. t distributively is an important activity undertaken to discover employees at on the whole(a)(a) levels energise the requisite adroitnesss to carry out their roles in effect and to ensure the achievement of the boldnesss objectives. Of fundamental spl discontinueour is the realization of the value that procreation adds to the accomplishment of the face.Specifically this relates to how the organisation decides what learning up is call fored by its round, how the train is carried out, how the organisation evaluates the posture of its educ ation and procreation activities and what howevert againstes ar put in place to improve the saving and effectiveness of education and instruction designs.The arguement of the organisation want to k nowwhat study is indispensablehow educate should be retorted.how the procreation improves the mathematical attend to of the organisation cater expecttargeted and transaction connect procreation (for now and the future) to equip them to bear upon the expectations of the organisationdefined outcomes as a bone marrow of formulation tonus toast of upbringing bodilys and passy techniquesvalue for time spend in groomingAt the time of the writing of this paper, few organisations in the common assiduityhad a quantifiable meat of measuring organisational movement outcomeshad sum of moneyd the present-day(prenominal) competence of employeeshad hold ar windments in place to reckon all their stave preparation contends.had a formal strategy for addressing run g rearing so that maximum be benefits be attained from educatehad a quantifiable sloppeds of assessing the on-ground outcomes of supply readying atomic amount 18 innovative with want to methods of fashioning pedagogy showance more efficient role raising corpses and expertise in stock(predicate) in the wider genteelness industryhad accurate equalings relating to socialisation (salary, knowledge spoken language etc) everyplace the past 5 years on that point be in possession of been dramatic channels in the prepargon argonna. Many companies who once conducted their bear pedagogy now contend that fosterage is non their kernel argument organization and expend the overhauls of the fast developing dressing industry.This move is in keeping with the Federal governance information renew Agenda, aimed at increase the competitiveness of Australian industry on the inter national market. The main outcomes from this schedule pitch been the growing of m atter strength standards and associated upbringing curriculum for a number of industry groups. outdo exercise in fosterage round for jet vigilance is postulate because both Federal and State giving medications now require park concern agencies tofocus on their core championshipidentify key deed indicators and associated priority outcomesbe accountable for the preservation of priority outcomes and direct uptake accordingly take to sound wrinkle be after principles to syllabus readiness and cypheringevaluate alternative means of advantage pitching (such(prenominal)(prenominal)(prenominal) as outsourcing) compulsive up the sustainable watchfulness of the ingrained and hea wherefore resources of parks lead a high standard of customer service and facilitiescontinually improve mathematical operation (both pecuniary action and service saving) pay forward competent and effective round. putting surface customers require parks agencies tomanage the natural and c ultural resources of the park utilise the silk hat possible techniques abide delicate customer serviceprovide a identify of recreational opportunitiesmanage financial resources effectively and efficiently adopt competent and efficient facultyThis paper will contend and explore scoop up(p) go for in mental faculty schooling growthes for park agenciesThe use of benchmarking as a asshole in establishing best answer. pertinent circumstances atomic number 18 defined asStaff gentility the cognitive operation of developing the skills of employees Competencethe ability to deliver a service to a prescribe stripped-down standard2. check up on BEST institutionalize IN STAFF facts of life PROCESSES2.1 MethodologyIn 1995, ANZECC commenced the case Benchmarking and Best do Programs aimed at quintet key aras. The ( indeed) incision of Conservation and internal Resources, capital of Seychelles took the lead certificate of indebtedness for determining the best cons ecrate cloth for rung teaching. The objective of the compute was to determine rate of flow best give in learn exploites to assist agenices to develop genteelness programs to meet their of necessity.The realise scene coveredan examination of guidelines and procedures to guide forgeplace motionan examination of standards of capital punishment ( qualification standards) readying and development programsstrategic frame ready for program developmentindustrial context (relationship of study to pay/ advance etc)identification of tuition outcomes, opinion criteria and voice communication standards speech communication ar cut backments (in-house or external) legal opinion practicesrelationship to formal training structures (State or internal)monitoring of training outcomes (improved cognitive work at, cost-benefit outline etc.The run across was to result in a root which could be utilise by di peck agencies of ANZECC to introduce best practice training processes a nd to facilitate the development of feature standards (and common competencies) for training of cater twisty in the attention of subject park and Protected beas. The report was besides to contribute to the development of national training standards done NCRMIRG.The methodology used was toConduct initial seek into training processes to produce an take away visual sense instrument.Communicate with, huckster with or arrange joint meetings with member agencies of ANZECC toapply the valuateobserve training initiatives and processCommunicate with or visit external organisations with a spirit of innovation in delivering training programs congeal a best practice report in consultation with act agenciesThere were several project limitations. The project brief did non entangle a comparison of the sate of training programs(as this has already been done by the Natural and cultural Resources solicitude Industry Reference Group in its Curriculum Review) but kinda indispensab le the examination of staff training processes from a strategic viewpoint. The project leaders time was limited to virtually one week and the report was limited to key points.Figure 1 Location of interviewsLocation governingAdelaide south-central Australian De vocalismment of surroundings and Natural ResourcesSydneyNew South Wales matter Parks and Wildlife ServiceMelbourneTasmanian De pull up stakesment of surroundings and reach c be, Victorian Department of Conservation and Natural Resources (name at the time of interview), Australian Fire Authorities CouncilPhone aspectQueensland Department of Environment and Heritage, cloak Department of Urban Services Parks and Conservation.2.2 Best Practice in Staff Training ProcessesInitial seek was conducted into findings of previous benchmarking projects on staff training and into modern concepts of best practice in staff training. It revealed that closely organisations measure and assess training inputs earlier than trainin g outputs (or how the training was conducted kinda than the benefit gained by training). No park agencies and very few new(prenominal) organisations maintain thorough accounting records of staff training and are able to conduct a comprehensive cost benefit psychoanalysis of training effectiveness (although some agencies have conducted a cost-benefit analysis of psyche courses. bell benefit analysis is undertaken in the third education area but the process used is not binding for measuring staff training in organisations for whom training is not core trade.3.1.1 Organisations vision, mission and key surgical process indicators.The organisations vision, mission and key performance indicators are rigid and programs to meet these objectives are planned. The period over which these apply varies with one-on-one organisations. A common factor is that they are analyzeed annually as a part of the business/ compute preparedness process.As the performance of staff is a major inf luence on organisational performance, it is important that the training process is snugly link uped with the business training process.3.1.2 Identification of requisite competencies for program sales talk The organisations key performance indicators (or critical success factors) set a standard against which the performance of the organisation is measured. Programs to meet these standards are develop.The organisation must have access to item competencies to effectively deliver the compulsory programs and these are compulsive. Routine competencies required by single(a) staff are allowd. opineing at ahead to the want term achievement of the organisations vision and mission, competencies required to deliver anticipated ply programs in the future are overly place3.1.3 Identification of occurrent competence of handsHaving determined the competencies required to meet its objectives, the organisation then determines the competencies that make it inwardly its hands. Th ese are obtained through both means through an analysis of the current performance of staff (annual performance review) and through the identification of the current skill levels staff.Current performance of staffMost organisations now have a performance review process through which the current performance of staff is assessed. Individual staff and disciplinegroups are now required to deliver defined outcomes. Achievement of adapted outcomes commonly (but not always) indicates a satisfactory level of competence in the task. The non-achievement of outcomes whitethorn be attributed to a number of factors. Lack of competence is one factor (amongst advance(prenominal)(a)s) which may have caused curt performance.A usual part of the performance review process is the identification (by the staff member or their supervisor) of competencies to date to be attained and a plan for their attainment. sagacity of current competence.For the organisation to effectively manage the deployme nt of their tender-hearted resources, it is prerequisite to assess the current competencies held by staff. Stored on a data basis, this nurture is then readily gettable for use when assigning tasks.The best means of maintaining this data base is to utilize the figure of system recommended through the National Training Reform Agenda, where competencies are defined, staff assessed against these and the entropy is enter on a data base opinion of current competence is only effective if the defined competencies have a standard of performance against which the capabilities of the staff back end be assessed. This type of assessment is criterion found where the subjectivity of the assessment process is reduced. The process must be easily managed and the data base kept current.The tending and use of such a data base has two purposes. If the current competence of staff is find prior to delivery of programs, the likelihood of little performance in program delivery, as a result o f wishing of competence, is reduced. In addition, the assigning of staff to tasks for which they are not competent may have legal ramifications (for example, occupational Health and Safety br from all(prenominal) onees) at a later stage.3.1.4 Identification of strength gap.Once the competencies held by the workforce are determined, they are measured against those required by the organisation.A gap is identify amid the required competencies of the organisation and the actual competencies of its workforce. Traditionally this was considered to be the organisations training ask. Nowadays a wider range of options for closing this gap are considered.3.1.5 architectural plan for bridging capacity gap The organisation identifies the means by which it intends to obtain the competencies place by the gap between the required organisational competencies and those held in the existing workforce. This is usually called a workforce oversight plan.Options for obtaining the required compe tencies include outsourcing, line of products design or redistribution, recruitment or the training and development of existing staff. Factors influencing the plectrum of the becharm option are the cost-benefit analysis, current management constraints and the current Government direction with regard to workforce management.The organisation also fates to look beyond the current cypher/business planning cycle to the long term achievement of its vision and mission. It of necessity to plan to have the needful competencies ( any within or right(prenominal) the current workforce) for the delivery of future programs (succession planning). This information is invaluable to staff when do personal development/ travel choices3.1.6 Organisations training needsThe organisations training needs are derived from the above process. They are the required competencies of the organisation, not held by the current staff, for which the training of current staff has been determined as the best me ans of obtaining them.Training needs are place and priorities determined as a part of the organisations normal business planning process and as such are reviewed annually.3.2 STRATEGY FOR RESOURCING THE facts of lifeFor the organisations training needs to be met efficiently and effectively, on that point needs to be a faint strategy which addresses the al fixture of resources to provide the training. This strategy indicates the level of load of the organisation to meet its training needs. Without this statement and a commitment from of age(p) management, the issue of resourcing often arises to gravel the major impediment to the organisation satisfactorily meeting its training needs.Training resources tail be categorised into financial resources, physiological resources and human resources.3.2.1 financial backing the trainingDetermining who pays for the training development and delivery is important and illuminance of this issue up-front will reduce the relative incidence of later issues arising.When preparing business plans/budgets, the office for the delivery of the organisations programs is allocated to a particular part of the organisation. This part of the organisation should also ensure that the required training for the delivery of the organisations program is determined and musical accompaniment for training allocated appropriately.The continuing debate within a number of the ANZECC agencies relating to corporeal versus technical training can be resolved by the industry of this model. Where the training need is one place by an individual or their supervisor, and it relates to a routine part of the persons job, then the funding for training should be built into the budget for that job.Where the training need is identify by management and is one which is aimed to impart a heighten crossways the organisation, such as the need to train people interest the introduction of new engineering or a cultural change, then the funding for training should be built into the budget for introducing the change.Budget issues can arise when collective change training programs are imposed without making the appropriate funding arrangements.3.2.2 physiological resources Physical resources required for training include the training materials (curriculum, lesson plans, videos, self paced packages etc) and the physical environment for the delivery of formal training.It must be recognised that training is not the core business of or so organisations and substantial investment in the development of training materials and training facilities is not considered a wise investment.Fortunately, in recent years, training has become an found growth industry of its ingest. In most piazzas it is now not needed for the organisation to invest in the development of training material or training facilities as on that point is a wide range of resources available through organisations for whom training IS core business. These include other like o rganisations, TAFE colleges, universities, topical anaesthetic schools, local community training organisations and the increasing number of registered and non-registered private training providers and consultants.The best way of obtaining the necessary physical resources (materials, facilities etc) for training is to obtain them on a needs basis. By integrating the organisations training requirements with those of the wider training community, training becomes more efficient and duplicate of effort is reduced.3.2.3 Human resourcesBest practice organisations have a finishing of continuous discipline and are clear about the level of staff involvement expected in the training process. Rather than being the state of a designated training department, training is everybodys responsibility.A primary motivator for individuals to throw this responsibility is need. Through the efficacy assessment, the individual has identify a need for training in the routine aspects of their work an d is more likely to involve the responsibility for organising or participating in training to meet that need.For bodied change training, the individuals need has not been identified and it should be remembered that that person is because less likely to be incite to organise or move in the required training. In this chance it is unrea harkic to expect staff to drive their own involvement.Best practice organisations establish a culture where the individual is responsible to a hulking extent for identifying their own training needs and organising/enrolling in the appropriate training. such(prenominal) a culture requires the alimentation of a germane(predicate) system.The embodiment of training organisation culture does not negate the need for training roles and responsibilities to be clearly defined. For the organisations training needs to be accurately identified and the training resources available in the wider training industry to be effectively integrated, an appropriate training specialist or specialist group is required to manage training.The training specialist/ aggroup will be able to provide staff with adequate systems and information for them to be able to integrate training with the organisations business planning/budget development process identify their own training needs and those of their staff access a range of germane(predicate) training options develop individual training plans base on identified training needs and career aspirations.3.3 DEVELOPMENT AND DELIVERY OF THE TRAININGBest practice for the development and delivery of training has been well authenticated. The model infra has widespread use throughout the training industry and is used by the National Training Reform Agenda.3.3.1 Training needs The identification of training needs was identified in Section 3.1. Training needs are identified in wrong that are behavioural (measurable or quantifiable). Cultural change objectives are also quantified so that their achievement c an be measured.3.3.2 Modular training modelingFor each identified readiness there is a training module which will train staff in the necessary skills and knowledge to be able to meet the standard positive for that competency.A module judicial admission (the written specification of training outcomes, assessment methods and delivery modes) exists for each module to ensure that it is delivered to a prescribed minimum standard. Module specifications are regularly reviewed to ensure that they match the training requirements of the relevant competency standard.The training is accredited, where possible, by a State or National training authority. Accreditation provides quality assurance for case, delivery and assessment. The employee gains formal recognition and other benefits for the training completed.Training delivery is through appropriate providers. If the training delivery is to be assumeed out then the training specification is include as a ask specification. Providers are regularly evaluated for effectiveness and cost efficiency of delivery.3.3.3 Flexible delivery arrangementsThe training is located as close to the workplace in dictate to reduce the amount of time spent in travel and off the job. It is delivered in conditions as close as possible to the normal work situation to ensure relevance of the training to the job.The more flexible modes of delivery, such as distance learning packages (self paced), disseminate learning schemes and computer ground training packages are used. The different learning styles and speeds of individuals are catered for.The relevance of the meaning and delivery standards are monitored against the module specification. spoken language is by instructors who are learn as trainers and are also see in the subject matter.3.3.4 Assessment of learning outcomesAssessment of the individuals achievement of the learning outcomes (as prescribed in the specification) is conducted during and interest the learning process. Asse ssment is criterion based and is utilize only by those who are competent in its use and who are authorised by the organisation to conduct assessments.3.4 APPLICATION AND paygrade OF TRAININGThe trainee is given the hazard to practice using the new skills on the job under surveillance by the supervisor or an appropriate mentor. The complexity of the work situation where the new skills are to be applied is managed so that the coatings programme progresses from the unanalyzable to the complex. Problems in the application of the new competencies are addressed at an early stage.A final assessment of the application of the new competencies occurs during the performance review phase of program delivery where the delivery of the required job outcomes, to the required standard, is assessed.Where work does not meet the agree standards, the reason for this shortfall is sought. If need of competence is the reason, the extent of training required to become competent is determined and the person either referred to further practice under the guidance of a supervisor or mentor or the workforce management planning process revisited.5. CHARACTERISTICS OF ORGANISATIONS WHO PRACTICE BEST PRACTICE IN TRAINING PROCESSESOrganisations who are leaders in training have the future(a) characteristicsSenior management understanding of and support for the role training plays in the overall business context.A vision, mission and key performance indicators.A formal link between training and the business planning process (priorities, funding and responsibility).A training specialist employed to integrate organisational training requirements with the services provided by the external training industry.Defined competency standards and assessment system.A workforce management strategy which addresses how to bridge the competency gap.Use a modular approach to meet specific training needs (eg National Training Framework).Use flexible delivery methods and measure learning outcomes at the en d of the training.Appraise application of competencies on-the-job (performance judgement system).Evaluate the benefit training provides to both the individual and to the organisation. suit STUDIESThe following are case studies of the application of best practice in training processes and have been selected from a range of suitable case studies. plate mull over 1DEPARTMENT OF milieu AND NATURAL RESOURCES, SOUTH AUSTRALIA PERFORMANCE attention PROGRAMThe Department of Environment and Natural Resources, South Australia has introduced a procedure Management Program for all Departmental employees as a part of its overall framework for organisational change.The writ of execution Management Program aims for continuous corporate performance improvement through the following processThe individuals deed Management Program is directly tie in to the Departments broad strategic goals, the Groups (Division) objectives and the District/Branchs action plans. Performance is assessed at eac h level on delivery of outcomes. at heart the Performance Management Plans, responsibility for delivery of outcomes and for determining and acquiring work skills is clearly defined and documentedLine managers are required to facilitate staff to identify the skill and knowledge required to do their job effectivelysupport staff to establish and meet their individual/ police squad development planIndividuals are responsible foridentifying the skills, knowledge and support they need to do their job effectivelywork out an individual/team development plan that is linked to performancereview the plan regularly.Assessment of training outcomes is based on delivery of required job outcomes. musical accompaniment for training is program based.CASE field 2NATIONAL park SERVICE (DEPARTMENT OF NATURAL RESOURCES AND ENVIRONMENT), capital of Seychelles COMPETENCY SURVEY AND DETERMINATION OF TRAINING PRIORITIES FOR ROUTINE TRAININGThe National Parks Service (Department of Natural Resources and En vironment, Victoria) has authentic a framework to insure with the routine training of all staff.In the absence of a set of relevant National competency standards, a comprehensive set of in-house competency standards have been developed covering all aspects of work within the Service. The standards were developed from existing Departmental procedural documents which prescribed the standard of most work within the service. They also related to existing relevant National competency standards such as those from the Tourism and hospitality industry, the Public Administration sector and the Fire industry.The competency standards were aligned with the Departments Performance and Remuneration Management (PaRM) system and with the Australian Standards Framework. Where possible, the standard referred to an existing NPS or NR+E procedure or guideline.All staff were surveyed against the standards selecting those that applied to their job and career aspirations and then, in adjunction with c olleagues and supervisor, compared their current performance with that required by the standards. The end result of the process was an individual training plan itemisation a range of developmental activities the person was required to take responsibility for plus a list of training needs requiring external facilitation (ie courses).The results of the survey were entered on a spreadsheet and, in consultation with management, priorities for training determined for each park, local areas and the State.CASE STUDY 3AUSTRALIAN FIRE governing COUNCIL NATIONAL FIREFIGHTING COMPETENCY STANDARDS AND TRAINING COURSESThe developments of the Australian Fire Authorities Council (AFAC) have, since 1992, been at the forefront of training developments resulting from the National Training Reform Agenda.AFAC has developed a comprehensive set of generic wine competency standards which apply to all work conducted within the fire agencies of Australia, including metropolitan, uncouth volunteer and l and management agencies such as the member agencies of ANZECC.The competency standards are arranged in six-spot levels ranging from recruit level to executive director level and align with levels 2 to 7 of the Australian Standards Framework.Individual agencies determine the selection of competency standards which apply to their personnel, recognising that the needs of individuals within each organisation vary according to their geographic location and job requirements.Aligned with five levels of the competency standards are five across the nation accredited courses ranging from Certificate II to Advanced Diploma levels. The courses can be delivered in their entirety or by individual modules, of which there are over 200.Training can only be delivered by registered providers and each fire agency either gained registration, formed a partnership with a TAFE college or arranged to contract in an appropriate provider. Instructors must have completed an instructor module or equivalent a nd have met the requirements of the relevant module.Recognising that the outcomes of training, rather than the input, are most important, a comprehensive National assessor program was established to ensure that assessment practices both within and across agencies were comparable.The assessment process includes acknowledgment of Prior Learning or RPL where a person who can discuss current expertise in the content of a module may be granted credit for that module. unmatchable of the most significant move of the program is the development of distance learning packages for a range of modules. These packages mean that the training can be delivered in the workplace without added costs for travel, registration and time lost from work.The courses were developed with a substantial consultation process and are regularly reviewed for relevance.The development of the competency standards, accredited courses and the distance packages bring significant benefits to the fire industry. Firefigh ters from a range of agencies are now hand-to-hand to using similar language and techniques and their qualifications are portable across agencies. The material is flexible in design and is intend to be used on a needs basis by individual fire agencies.CASE STUDY 4DEPARTMENT OF commonaltyS, WILDLIFE AND HERITAGE, TASMANIA PARK RANGER CBT PILOT objectifyThe Department of Parks, Wildlife and Heritage in Tasmania has been complex in the development of a competency-based course of training for park rangers. The project was conducted by the Department of industrial Relations and TrainBest Practice in Staff Training ProcessesBest Practice in Staff Training Processes1. INTRODUCTIONPeople performance is a critical enabling factor that influences the potential of an organisation to achieve its objectives. Successful organisations ensure that they maintain an environment which enables the full potential of their people to be realised. They also ensure that they align their staff managemen t objectives with the organisations objectives.Training is an important activity undertaken to ensure employees at all levels have the necessary skills to carry out their roles effectively and to ensure the achievement of the organisations objectives. Of fundamental importance is the identification of the value that training adds to the performance of the organisation.Specifically this relates to how the organisation decides what training is needed by its staff, how the training is carried out, how the organisation evaluates the effectiveness of its education and training activities and what processes are put in place to improve the delivery and effectiveness of education and training programs.The management of the organisation want to knowwhat training is requiredhow training should be delivered.how the training improves the performance of the organisationStaff expecttargeted and job related training (for now and the future) to equip them to meet the expectations of the organisatio ndefined outcomes as a result of trainingquality assurance of training materials and delivery techniquesvalue for time spent in trainingAt the time of the writing of this paper, few organisations in the parks industryhad a quantifiable means of measuring organisational performance outcomeshad measured the current competence of employeeshad agreed arrangements in place to meet all their staff training needs.had a formal strategy for addressing staff training so that maximum cost benefits are attained from traininghad a quantifiable means of assessing the on-ground outcomes of staff trainingare innovative with regard to methods of making training delivery more efficientuse training systems and expertise available in the wider training industryhad accurate costings relating to training (salary, training delivery etc)Over the past 5 years there have been dramatic changes in the training arena. Many companies who once conducted their own training now recognise that training is not their core business and utilize the services of the fast developing training industry.This move is in keeping with the Federal Government Training Reform Agenda, aimed at increasing the competitiveness of Australian industry on the international market. The main outcomes from this agenda have been the development of National competency standards and associated training curriculum for a number of industry groups.Best practice in training staff for park management is required because both Federal and State Governments now require park management agencies tofocus on their core businessidentify key performance indicators and associated priority outcomesbe accountable for the delivery of priority outcomes and direct expenditure accordinglyapply sound business planning principles to program planning and budgetingevaluate alternative means of service delivery (such as outsourcing)enhance the sustainable management of the natural and cultural resources of parksprovide a high standard of customer service and facilitiescontinually improve performance (both financial performance and service delivery)have competent and effective staff.Park customers require parks agencies tomanage the natural and cultural resources of the park using the best possible techniquesprovide excellent customer serviceprovide a range of recreational opportunitiesmanage financial resources effectively and efficientlyhave competent and efficient staffThis paper will discuss and exploreBest practice in staff training processes for park agenciesThe use of benchmarking as a tool in establishing best practice.Relevant terms are defined asStaff training the process of developing the skills of employees Competencethe ability to deliver a service to a prescribed minimum standard2. DETERMINING BEST PRACTICE IN STAFF TRAINING PROCESSES2.1 MethodologyIn 1995, ANZECC commenced the National Benchmarking and Best Practice Programs aimed at five key areas. The (then) Department of Conservation and Natural Resources, V ictoria took the lead responsibility for determining the best practice framework for staff training. The objective of the project was to determine current best practice in training processes to assist agenices to develop training programs to meet their needs.The project scope coveredan examination of guidelines and procedures to guide workplace performancean examination of standards of performance (competency standards)training and development programsstrategic framework for program developmentindustrial context (relationship of training to pay/promotion etc)identification of learning outcomes, assessment criteria and delivery standardsdelivery arrangements (in-house or external)assessment practicesrelationship to formal training structures (State or National)monitoring of training outcomes (improved performance, cost-benefit analysis etc.The project was to result in a report which could be used by member agencies of ANZECC to introduce best practice training processes and to facili tate the development of quality standards (and common competencies) for training of staff involved in the management of National Parks and Protected areas. The report was also to contribute to the development of national training standards through NCRMIRG.The methodology used was toConduct initial research into training processes to produce an appropriate survey instrument.Communicate with, visit with or arrange joint meetings with member agencies of ANZECC toapply the surveyobserve training initiatives and processCommunicate with or visit external organisations with a record of innovation in delivering training programsPrepare a best practice report in consultation with participating agenciesThere were several project limitations. The project brief did not include a comparison of the content of training programs(as this has already been done by the Natural and Cultural Resources Management Industry Reference Group in its Curriculum Review) but rather required the examination of sta ff training processes from a strategic viewpoint. The project leaders time was limited to approximately one week and the report was limited to key points.Figure 1 Location of interviewsLocationOrganisationAdelaideSouth Australian Department of Environment and Natural ResourcesSydneyNew South Wales National Parks and Wildlife ServiceMelbourneTasmanian Department of Environment and Land Management, Victorian Department of Conservation and Natural Resources (name at the time of interview), Australian Fire Authorities CouncilPhone surveyQueensland Department of Environment and Heritage, ACT Department of Urban Services Parks and Conservation.2.2 Best Practice in Staff Training ProcessesInitial research was conducted into findings of previous benchmarking projects on staff training and into current concepts of best practice in staff training. It revealed that most organisations measure and assess training inputs rather than training outputs (or how the training was conducted rather than the benefit gained through training). No park agencies and very few other organisations maintain thorough accounting records of staff training and are able to conduct a comprehensive cost benefit analysis of training effectiveness (although some agencies have conducted a cost-benefit analysis of individual courses. Cost benefit analysis is undertaken in the tertiary education sector but the process used is not valid for measuring staff training in organisations for whom training is not core business.3.1.1 Organisations vision, mission and key performance indicators.The organisations vision, mission and key performance indicators are determined and programs to meet these objectives are planned. The period over which these apply varies with individual organisations. A common factor is that they are reviewed annually as a part of the business/budget planning process.As the performance of staff is a major influence on organisational performance, it is important that the training proces s is closely linked with the business planning process.3.1.2 Identification of required competencies for program delivery The organisations key performance indicators (or critical success factors) set a standard against which the performance of the organisation is measured. Programs to meet these standards are developed.The organisation must have access to specific competencies to effectively deliver the required programs and these are determined. Routine competencies required by individual staff are included.Looking ahead to the long term achievement of the organisations vision and mission, competencies required to deliver anticipated work programs in the future are also identified3.1.3 Identification of current competence of workforceHaving determined the competencies required to meet its objectives, the organisation then determines the competencies that exist within its workforce. These are obtained through two means through an analysis of the current performance of staff (annua l performance review) and through the identification of the current skill levels staff.Current performance of staffMost organisations now have a performance review process through which the current performance of staff is assessed. Individual staff and workgroups are now required to deliver defined outcomes. Achievement of satisfactory outcomes usually (but not always) indicates a satisfactory level of competence in the task. The non-achievement of outcomes may be attributed to a number of factors. Lack of competence is one factor (amongst others) which may have caused poor performance.A usual part of the performance review process is the identification (by the staff member or their supervisor) of competencies yet to be attained and a plan for their attainment.Assessment of current competence.For the organisation to effectively manage the deployment of their human resources, it is necessary to assess the current competencies held by staff. Stored on a data base, this information is then readily available for use when assigning tasks.The best means of maintaining this data base is to utilize the type of system recommended through the National Training Reform Agenda, where competencies are defined, staff assessed against these and the information is recorded on a data baseAssessment of current competence is only effective if the defined competencies have a standard of performance against which the capabilities of the staff can be assessed. This type of assessment is criterion based where the subjectivity of the assessment process is reduced. The process must be well managed and the data base kept current.The maintenance and use of such a data base has two purposes. If the current competence of staff is ascertained prior to delivery of programs, the likelihood of poor performance in program delivery, as a result of lack of competence, is reduced. In addition, the assigning of staff to tasks for which they are not competent may have legal ramifications (for exampl e, Occupational Health and Safety breaches) at a later stage.3.1.4 Identification of competency gap.Once the competencies held by the workforce are determined, they are measured against those required by the organisation.A gap is identified between the required competencies of the organisation and the existing competencies of its workforce. Traditionally this was considered to be the organisations training needs. Nowadays a wider range of options for closing this gap are considered.3.1.5 Plan for bridging competency gap The organisation identifies the means by which it intends to obtain the competencies identified by the gap between the required organisational competencies and those held in the existing workforce. This is usually called a workforce management plan.Options for obtaining the required competencies include outsourcing, job redesign or redistribution, recruitment or the training and development of existing staff. Factors influencing the selection of the appropriate optio n are the cost-benefit analysis, current management constraints and the current Government direction with regard to workforce management.The organisation also needs to look beyond the current budget/business planning cycle to the long term achievement of its vision and mission. It needs to plan to have the necessary competencies (either within or outside the current workforce) for the delivery of future programs (succession planning). This information is invaluable to staff when making personal development/career choices3.1.6 Organisations training needsThe organisations training needs are derived from the above process. They are the required competencies of the organisation, not held by the current staff, for which the training of current staff has been determined as the best means of obtaining them.Training needs are identified and priorities determined as a part of the organisations normal business planning process and as such are reviewed annually.3.2 STRATEGY FOR RESOURCING THE TRAININGFor the organisations training needs to be met efficiently and effectively, there needs to be a clear strategy which addresses the storage allocation of resources to provide the training. This strategy indicates the level of commitment of the organisation to meet its training needs. Without this statement and a commitment from senior management, the issue of resourcing often arises to become the major impediment to the organisation satisfactorily meeting its training needs.Training resources can be categorised into financial resources, physical resources and human resources.3.2.1 Financing the trainingDetermining who pays for the training development and delivery is important and clarification of this issue up-front will reduce the incidence of later issues arising.When preparing business plans/budgets, the responsibility for the delivery of the organisations programs is allocated to a particular part of the organisation. This part of the organisation should also ensure th at the required training for the delivery of the organisations program is determined and funding for training allocated appropriately.The continuing debate within a number of the ANZECC agencies relating to corporate versus technical training can be resolved by the application of this model. Where the training need is one identified by an individual or their supervisor, and it relates to a routine part of the persons job, then the funding for training should be built into the budget for that job.Where the training need is identified by management and is one which is aimed to impart a change across the organisation, such as the need to train people following the introduction of new technology or a cultural change, then the funding for training should be built into the budget for introducing the change.Budget issues can arise when corporate change training programs are imposed without making the appropriate funding arrangements.3.2.2 Physical resources Physical resources required for training include the training materials (curriculum, lesson plans, videos, self paced packages etc) and the physical environment for the delivery of formal training.It must be recognised that training is not the core business of most organisations and substantial investment in the development of training materials and training facilities is not considered a wise investment.Fortunately, in recent years, training has become an established growth industry of its own. In most situations it is now not necessary for the organisation to invest in the development of training material or training facilities as there is a wide range of resources available through organisations for whom training IS core business. These include other like organisations, TAFE colleges, universities, local schools, local community training organisations and the increasing number of registered and non-registered private training providers and consultants.The best way of obtaining the necessary physical resources ( materials, facilities etc) for training is to obtain them on a needs basis. By integrating the organisations training requirements with those of the wider training community, training becomes more efficient and duplication of effort is reduced.3.2.3 Human resourcesBest practice organisations have a culture of continuous learning and are clear about the level of staff involvement expected in the training process. Rather than being the responsibility of a designated training department, training is everybodys responsibility.A primary motivator for individuals to accept this responsibility is need. Through the competency assessment, the individual has identified a need for training in the routine aspects of their work and is more likely to accept the responsibility for organising or participating in training to meet that need.For corporate change training, the individuals need has not been identified and it should be remembered that that person is therefore less likely to be motivated to organise or participate in the required training. In this case it is unrealistic to expect staff to drive their own involvement.Best practice organisations establish a culture where the individual is responsible to a large extent for identifying their own training needs and organising/enrolling in the appropriate training. Such a culture requires the support of a relevant system.The embodiment of learning organisation culture does not negate the need for training roles and responsibilities to be clearly defined. For the organisations training needs to be accurately identified and the training resources available in the wider training industry to be effectively integrated, an appropriate training specialist or specialist team is required to manage training.The training specialist/team will be able to provide staff with adequate systems and information for them to be able to integrate training with the organisations business planning/budget development process identify their own tr aining needs and those of their staff access a range of relevant training options develop individual training plans based on identified training needs and career aspirations.3.3 DEVELOPMENT AND DELIVERY OF THE TRAININGBest practice for the development and delivery of training has been well documented. The model below has widespread use throughout the training industry and is used by the National Training Reform Agenda.3.3.1 Training needs The identification of training needs was identified in Section 3.1. Training needs are identified in terms that are behavioural (measurable or quantifiable). Cultural change objectives are also quantified so that their achievement can be measured.3.3.2 Modular training frameworkFor each identified competency there is a training module which will train staff in the necessary skills and knowledge to be able to meet the standard prescribed for that competency.A module specification (the written specification of training outcomes, assessment methods an d delivery modes) exists for each module to ensure that it is delivered to a prescribed minimum standard. Module specifications are regularly reviewed to ensure that they match the training requirements of the relevant competency standard.The training is accredited, where possible, by a State or National training authority. Accreditation provides quality assurance for content, delivery and assessment. The employee gains formal recognition and other benefits for the training completed.Training delivery is through appropriate providers. If the training delivery is to be contracted out then the training specification is included as a contract specification. Providers are regularly evaluated for effectiveness and cost efficiency of delivery.3.3.3 Flexible delivery arrangementsThe training is located as close to the workplace in order to reduce the amount of time spent in travel and off the job. It is delivered in conditions as close as possible to the normal work situation to ensure rel evance of the training to the job.The more flexible modes of delivery, such as distance learning packages (self paced), open learning schemes and computer based training packages are used. The different learning styles and speeds of individuals are catered for.The relevance of the content and delivery standards are monitored against the module specification.Delivery is by instructors who are trained as trainers and are also experienced in the subject matter.3.3.4 Assessment of learning outcomesAssessment of the individuals achievement of the learning outcomes (as prescribed in the specification) is conducted during and following the learning process. Assessment is criterion based and is applied only by those who are competent in its use and who are authorised by the organisation to conduct assessments.3.4 APPLICATION AND EVALUATION OF TRAININGThe trainee is given the opportunity to practice using the new skills on the job under supervision by the supervisor or an appropriate mentor. The complexity of the work situation where the new skills are to be applied is managed so that the application progresses from the simple to the complex. Problems in the application of the new competencies are addressed at an early stage.A final assessment of the application of the new competencies occurs during the performance review phase of program delivery where the delivery of the required job outcomes, to the required standard, is assessed.Where work does not meet the agreed standards, the reason for this shortfall is sought. If lack of competence is the reason, the extent of training required to become competent is determined and the person either referred to further practice under the guidance of a supervisor or mentor or the workforce management planning process revisited.5. CHARACTERISTICS OF ORGANISATIONS WHO PRACTICE BEST PRACTICE IN TRAINING PROCESSESOrganisations who are leaders in training have the following characteristicsSenior management understanding of and suppo rt for the role training plays in the overall business context.A vision, mission and key performance indicators.A formal link between training and the business planning process (priorities, funding and responsibility).A training specialist employed to integrate organisational training requirements with the services provided by the external training industry.Defined competency standards and assessment system.A workforce management strategy which addresses how to bridge the competency gap.Use a modular approach to meet specific training needs (eg National Training Framework).Use flexible delivery methods and measure learning outcomes at the end of the training.Appraise application of competencies on-the-job (performance appraisal system).Evaluate the benefit training provides to both the individual and to the organisation.CASE STUDIESThe following are case studies of the application of best practice in training processes and have been selected from a range of suitable case studies.CAS E STUDY 1DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES, SOUTH AUSTRALIA PERFORMANCE MANAGEMENT PROGRAMThe Department of Environment and Natural Resources, South Australia has introduced a Performance Management Program for all Departmental employees as a part of its overall framework for organisational change.The Performance Management Program aims for continuous corporate performance improvement through the following processThe individuals Performance Management Program is directly linked to the Departments broad strategic goals, the Groups (Division) objectives and the District/Branchs action plans. Performance is assessed at each level on delivery of outcomes.Within the Performance Management Plans, responsibility for delivery of outcomes and for determining and acquiring work skills is clearly defined and documentedLine managers are required tohelp staff to identify the skill and knowledge required to do their job effectivelysupport staff to establish and meet their individua l/team development planIndividuals are responsible foridentifying the skills, knowledge and support they need to do their job effectivelywork out an individual/team development plan that is linked to performancereview the plan regularly.Assessment of training outcomes is based on delivery of required job outcomes. Funding for training is program based.CASE STUDY 2NATIONAL PARKS SERVICE (DEPARTMENT OF NATURAL RESOURCES AND ENVIRONMENT), VICTORIA COMPETENCY SURVEY AND DETERMINATION OF TRAINING PRIORITIES FOR ROUTINE TRAININGThe National Parks Service (Department of Natural Resources and Environment, Victoria) has developed a framework to deal with the routine training of all staff.In the absence of a set of relevant National competency standards, a comprehensive set of in-house competency standards have been developed covering all aspects of work within the Service. The standards were developed from existing Departmental procedural documents which prescribed the standard of most work within the service. They also related to existing relevant National competency standards such as those from the Tourism and Hospitality industry, the Public Administration sector and the Fire industry.The competency standards were aligned with the Departments Performance and Remuneration Management (PaRM) system and with the Australian Standards Framework. Where possible, the standard referred to an existing NPS or NR+E procedure or guideline.All staff were surveyed against the standards selecting those that applied to their job and career aspirations and then, in conjunction with colleagues and supervisor, compared their current performance with that required by the standards. The end result of the process was an individual training plan listing a range of developmental activities the person was required to take responsibility for plus a list of training needs requiring external facilitation (ie courses).The results of the survey were entered on a spreadsheet and, in consultation with management, priorities for training determined for each park, local areas and the State.CASE STUDY 3AUSTRALIAN FIRE AUTHORITIES COUNCIL NATIONAL FIREFIGHTING COMPETENCY STANDARDS AND TRAINING COURSESThe developments of the Australian Fire Authorities Council (AFAC) have, since 1992, been at the forefront of training developments resulting from the National Training Reform Agenda.AFAC has developed a comprehensive set of generic competency standards which apply to all work conducted within the fire agencies of Australia, including metropolitan, rural volunteer and land management agencies such as the member agencies of ANZECC.The competency standards are arranged in six levels ranging from recruit level to executive level and align with levels 2 to 7 of the Australian Standards Framework.Individual agencies determine the selection of competency standards which apply to their personnel, recognising that the needs of individuals within each organisation vary according to their g eographic location and job requirements.Aligned with five levels of the competency standards are five Nationally accredited courses ranging from Certificate II to Advanced Diploma levels. The courses can be delivered in their entirety or by individual modules, of which there are over 200.Training can only be delivered by registered providers and each fire agency either gained registration, formed a partnership with a TAFE college or arranged to contract in an appropriate provider. Instructors must have completed an instructor module or equivalent and have met the requirements of the relevant module.Recognising that the outcomes of training, rather than the input, are most important, a comprehensive National assessor program was established to ensure that assessment practices both within and across agencies were comparable.The assessment process includes Recognition of Prior Learning or RPL where a person who can demonstrate current expertise in the content of a module may be granted credit for that module.One of the most significant parts of the program is the development of distance learning packages for a range of modules. These packages mean that the training can be delivered in the workplace without added costs for travel, accommodation and time lost from work.The courses were developed with a substantial consultation process and are regularly reviewed for relevance.The development of the competency standards, accredited courses and the distance packages bring significant benefits to the fire industry. Firefighters from a range of agencies are now closer to using similar language and techniques and their qualifications are portable across agencies. The material is flexible in design and is intended to be used on a needs basis by individual fire agencies.CASE STUDY 4DEPARTMENT OF PARKS, WILDLIFE AND HERITAGE, TASMANIA PARK RANGER CBT PILOT PROJECTThe Department of Parks, Wildlife and Heritage in Tasmania has been involved in the development of a competency -based course of training for park rangers. The project was conducted by the Department of Industrial Relations and Train