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Sporting Workforce Strategy

Sporting Workforce Strategy. Training Event 11 th August 2004 Welcome Nikki Enoch and Jeremy Harries. Agenda. Introductions Reconnecting Story Board Learning tools Strategic framework Successful change model Employers dimension – sharing learning Employees dimension – next phase

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Sporting Workforce Strategy

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  1. Sporting Workforce Strategy Training Event 11th August 2004 Welcome Nikki Enoch and Jeremy Harries

  2. Agenda • Introductions • Reconnecting • Story Board • Learning tools • Strategic framework • Successful change model • Employers dimension – sharing learning • Employees dimension – next phase • Outstanding matters • Agreed actions

  3. Reconnecting One thing: • You’ve done towards developing workforce in Leics. • You hope to get out of today’s event • You want from the strategy

  4. Storyboard

  5. Brief Aim • Research & develop strategy with priorities for • Future actions • Resources Outputs • Current and future demands of coaching workforce • community, school partnership, LAs & sports setting • Definition and understanding of employers network • Future priorities, actions and targets for partners

  6. Your Key Questions Last meeting: • My role and that of others • How do we: • Manage employers expectations of coaches? • Plan for requirements 5+ years? • Use evidence effectively/successfully? • Ensure inclusively and equity? • Sell the concept to funding partners? • Overcome the barrier of ‘not another initiative’? • Will the strategy be rolled out across Leics.? • Build partnerships amongst the different agencies?

  7. Definitions Coach • Anyone who delivers or assists the delivery of a sporting, recreation or physical activity Level one • Able to assist the delivery of an activity; basic understanding of delivering an activity; enthusiastic, well-motivated and good role model Level two • Able to plan and deliver a programme/session; supervise level one coaches and work unsupervised

  8. Reconnecting One thing: • You’ve done towards developing workforce in Leics. • You hope to get out of today’s event • You want from the strategy

  9. Mastery Skill Knowledge Competencies Technical Personal Managerial Other Roles Coach 1 Coach 2 Coach 3 Coach 4

  10. Employers Questions What… • Does it do? • Type and level of sport? • Recruitment and selection processes? • Management, development & retention practices? • Existing baseline data? • Difficulties and issues? • Aspirations / growth potentials? • Does success look like? • Support needs?

  11. Relationship Mapping • Identify the organisations in your network • Write a list of the organisations with who you interact and are key to your future success. • Plot the names on a relationship map. For example: Size of this bubble indicates the importance of that organisation in your future success – the bigger the circle, the more important they are Organisation You Length of this line indicates the closeness of the relationship – the shorter the line, the stronger the relationship What conclusions do you draw? • Are some relationships that are well established that will look after themselves for a while? • Are there some (large bubbles) you need to develop stronger relationships (long lines)? • Make a note of the relationships that need attention

  12. Good Relationships LAs NGBs Clubs Areas for Improvement Education Community sector Commercial sector Employment network Conclusions Complementary Maps

  13. Workplace Settings • Schools – King Edward VII, Coalville • Community – Braunstone, Leicester • Borough • Charnwood • Hinckley & Bosworth • Sports • Rugby • Swimming

  14. Approach • You lead in the settings • With our support • We lead in ‘county analysis’ • With your support • Considerations/options • Individual or sample interviews • Interactive workshops • Analysis of existing information and questionnaires • Share and embed learning • Champion the work

  15. Route Map Training Event 6 x settings: Employers Shared Learning & Planning 6 x settings: Employees (workforce) Shared Learning & Planning Workforce Conference

  16. Actions • ‘Employers’ list • Questionnaires devised • Competency matrix devised • Meetings and workshops held • Dates agreed • 28th Sept – learning event • 19th Oct or 2nd Nov - conference

  17. Achievements & Changes

  18. Support Interview questionnaire Competency matrix Planning Meetings Hinckley and Bosworth King Edward VII SAZ Employers list Employers map 30% sample interviewed Initial analysis Achievements

  19. SAZ Employers

  20. Changes • CSCS • 5fte coaches • 37 pt coaches • 10 sports (multi and outdoor sports) • 42 different partners/settings • Sports coach UK • World Class Coaching • Outcome based strategy • Baseline research • Coach recruitment plan • SLA • Case Study • In2sports Ltd • Conference opportunity • New Partnership

  21. Learning Tools Strategic Framework Managing Change Model

  22. Strategy ‘Strategy’ has many definitions. Mintzberg’s ideas are wider than most: • a plan, some consistently intended course of action • a pattern which emerges over time • a position which provides for competitive advantage • a perspective or abstraction which exists in the minds of people

  23. Strategic Framework Insight Purpose/Values Foresight Business Environment Climate - culture Customers Employee Capability Environment Resources Why are we here? What underpins our approach? Vision and Objectives Success Model Relationships Evaluation Core processes Operating Model Core competencies Finance, marketing, Admin, Engineering, Operations etc. Strategic initiatives Breakthroughs Milestone identification Principles and Policies Behavioural Standards Balanced Scorecard People dimensions Customers Leadership

  24. Strategy Is not… ….the status quo!!!!

  25. Managing Change Model Key Components • Pressure for change • Clear shared vision • Capacity for change • Actionable first steps • Model the way • Reinforce and solidify change • Evaluate and improve

  26. Key Components Pressure for change Clear shared vision Capacity for change Actionable first steps Model the way Reinforce and solidify change Evaluate and improve Consequences (if component is missing) Bottom of the box Quick start - fizzes out Anxiety, frustration False starts Cynicism & mistrust Back to old ways Stagnate Managing Change

  27. Exercise • Agree a really good example from Leics. • Test model • Apply model to workforce strategy Outputs • Agree three actions that would make a difference • One basic • One breakthrough • Record on flip chart

  28. Employers Dimension SAZ Tools & process Findings, analysis and value Applying to other Settings

  29. Tools and Process Victoria and Caron

  30. Exercise • Discuss SAZ employer responses Outputs • List conclusions

  31. Findings and Value Victoria and Caron

  32. Employees Dimension Purpose Key questions Approach Support Discuss!

  33. Outstanding Matters Open Forum

  34. Agreed Actions Open Forum

  35. Thanks

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