Business Council for Sustainable Development Australia

Response:

To further strengthen Jobs and Skills Australia's ability to provide advice to the government, the organization may want to consider the following design considerations:
1.Assessing the business need: Conducting a skills audit to identify the most essential capabilities needed to achieve the government's workforce strategy and ensuring upskilling efforts are aligned with broader workforce and people strategies.
2. Laying the cultural foundation: Establishing a culture that encourages and rewards continuous learning and clarifying the investment in terms of money and senior management time. Having a consistent message built around the firm's upskilling approach and plans can also help facilitate a learning environment and help employees internalize the message.
3. Defining and sending new demand signals: Developing a clear and consistent way of describing roles and skills across the talent marketplace to clarify the demand for particular skills.
4. Developing and implementing an upskilling program: Continual learning, blending learning, learning in the flow of work, employee-led innovation, data and AI, diversity and inclusion, technology tools and platforms, social learning, and early enthusiasts are elements that can boost employee engagement in upskilling programs.
5. Measuring the success of an upskilling program: Measuring inputs, outputs, and impact of learning and development programs through surveys, online learning community activity, number of downloads of materials shared, and long-term impact. Adopting a skills audit that helps continually track and analyze progress.
6. These design considerations have been identified as leading practice in developing successful upskilling programs and could be considered by Jobs and Skills Australia to further strengthen their ability to provide advice to the government.

Response:

There are several principles that could guide Jobs and Skills Australia's priorities and workplan. These include:
- Assessing the business need: Before developing any skills development programs, Jobs and Skills Australia should conduct a skills audit to identify the most essential capabilities needed to achieve the business strategy. They should clearly identify the key business priorities and how skills development feeds into them.
- Defining and sending new demand signals: Jobs and Skills Australia should define new demand signals that clarify the demand for particular skills in the talent market. They should assess the best way of sending it, such as to the at-risk or under-qualified workers, and ensure needed skills are developed.
- Developing and implementing an upskilling program: Jobs and Skills Australia should develop and implement a cost-efficient program that is continually learning and integrated with the rest of a person’s professional life. They should prioritize who to start with and where they can deliver the most business value. They can consider implementing various techniques to support learners including the use of technology tools such as virtual reality (VR), social learning environments and role models.
- Measuring the success of an upskilling program: Jobs and Skills Australia should assess the success of learning and development programs through measuring a variety of metrics such as inputs, outputs, and impact. Measuring the longer-term impact will help Jobs and Skills Australia understand if the upskilling program has helped to drive business priorities.

By following these principles, Jobs and Skills Australia can prioritize its activities and develop a workplan that is aligned with the specific needs of the Australian workforce and business environment.

Response:

We recommend several ways Jobs and Skills Australia (JSA) can seek broader input into the development and refinement of its work plan. 

One way is to engage with internal and external stakeholders through surveys, focus groups, and other consultation methods. This can help JSA better understand the current and future needs of employers, workers, and the wider community. For example, JSA can collaborate with industry associations, labour unions, education providers, and government agencies to gather feedback and co-create solutions.

Another way is to leverage technology tools and platforms to engage with stakeholders, such as apps, chat rooms, and virtual reality. JSA can create online communities of practice to foster collaboration and knowledge sharing. Additionally, JSA can use social media to promote its initiatives and engage with a wider audience.

JSA can also seek input from early enthusiasts of new skills, upskilling opportunities, or strategies, as they can provide valuable insights and emotional impact within the organization’s culture. 

Furthermore, JSA can consider integrating diversity and inclusion considerations when setting up upskilling programs to ensure everyone has access to these opportunities. 

Finally, JSA can continuously track and analyze its progress using skills audits and various metrics to ensure that it is delivering on its intended objectives.

Response:

We suggest several ways Jobs and Skills Australia could engage with tripartite partners, experts, and other interested parties in its major studies, including:

Consultation: Engage with tripartite partners, experts, and other stakeholders through a consultation process to gather feedback and input on the major studies. This could involve targeted surveys, interviews, focus groups, and workshops.

Collaboration: Collaborate with tripartite partners, experts, and other stakeholders throughout the major study process to ensure that their expertise is integrated into the study. This could involve establishing working groups or committees that bring together diverse perspectives.

Openness: Ensure transparency and openness in the major study process by sharing the study design, methodology, and findings with tripartite partners, experts, and other stakeholders. This could involve public consultations and open forums to discuss the findings and recommendations.

Knowledge-sharing: Encourage knowledge-sharing among tripartite partners, experts, and other stakeholders by disseminating the findings of the major studies through various channels, such as reports, briefings, webinars, and conferences.

Leading practices in this area include the use of stakeholder engagement frameworks and tools, such as the AA1000 Stakeholder Engagement Standard, which provides guidance on engaging with stakeholders throughout the project lifecycle, and the GRI Sustainability Reporting Standards, which require companies to report on their stakeholder engagement practices. Additionally, Jobs and Skills Australia could look to examples from other organizations, such as the World Business Council for Sustainable Development, which has developed a guide on stakeholder engagement for sustainable business (e.g. Skills strategies for a sustainable world of work: a guide for Chief Human Resources Officers), and the International Labour Organization, which has established tripartite committees to address labor issues.

Response:

Jobs and Skills Australia (JSA) could collect the following new information through its engagement to build a stronger evidence base:

- Business needs and priorities: Conducting a skills audit to identify the most essential capabilities needed by businesses to achieve their strategies, including the skills that will be needed in the future.
- Demand signals: Clarifying the demand for particular skills by sending messages from businesses to their workforce or talent market.
- Upskilling program effectiveness: Assessing the success of learning and development programs through measuring a variety of metrics such as inputs, outputs, and impact.
- Employee engagement and participation: Boosting employee engagement and participation in upskilling programs by considering elements such as blended learning, learning in the flow of work, employee-led innovation, data and AI, diversity and inclusion, technology tools and platforms, and social learning.
- Input from tripartite partners and experts: Engaging tripartite partners, experts, and other interested parties in major studies to ensure that Jobs and Skills Australia is well-informed of industry needs and workforce trends.

By collecting and analyzing this information, Jobs and Skills Australia can build a stronger evidence base and ensure that its workplan and priorities are aligned with the needs of businesses, employees, and other stakeholders in the Australian economy.

Response:

Jobs and Skills Australia can expand its engagement by following the below principles and practices:

1. Assess the business need: Jobs and Skills Australia can assess the skills and talent requirements of various industries by conducting a skills audit. This will help them to identify the essential capabilities needed by the industries and the skills that need to be developed.
2. Define and send new demand signals: Jobs and Skills Australia can define new demand signals and send them to the talent market to help clarify the demand for particular skills.
3. Develop and implement an upskilling program: Jobs and Skills Australia can develop and implement an upskilling program that delivers business strategy by aligning a skills plan with the wider business and people strategy. The program can be implemented in a cost-efficient way, and learning experiences can be blended, and data and AI can be used.
4. Measure the success of an upskilling program: Jobs and Skills Australia can measure the success of the upskilling program by assessing metrics such as inputs, outputs, and impact.
5. Seek broader input: Jobs and Skills Australia can seek broader input into the development and refinement of its workplan by engaging with tripartite partners, experts, and other interested parties. The organization can also consult with a range of stakeholders such as employers, unions, industry associations, and government agencies.
6. Engage a broader range of skills and industry stakeholders: Jobs and Skills Australia can engage a broader range of skills and industry stakeholders in its work by establishing partnerships with industry associations, training providers, universities, and other stakeholders to ensure that the training programs are tailored to the needs of specific industries.

Response:

There are various outreach strategies that Jobs and Skills Australia (JSA) could use to increase visibility and use of its products and advice. 

One approach is to ensure effective communication and engagement with stakeholders, including tripartite partners, industry and training providers, and other interested parties. JSA could leverage a variety of channels, such as webinars, social media, email newsletters, and public events to share its work and gather feedback. 

Another strategy is to collaborate with business non-government organizations as well as national industry associations and peak bodies, to reach a broader, global audience and gain credibility. 

JSA could also consider publishing regular reports, case studies, or blogs to share insights and best practices with its stakeholders. 

Additionally, JSA could consider creating online platforms or communities that offer a forum for stakeholders to share experiences and ideas, ask questions, and seek advice. Examples of leading practice include the World Economic Forum's Future of Jobs platform, which provides an online community for stakeholders to share best practices, resources, and insights on the future of work, and the World Business Council for Sustainable Development's (WBCSD) CEO Guide to the Circular Economy, which includes a range of resources and tools for businesses to adopt circular practices.

Response:

Some general principles for presenting data and analysis effectively include:
- using clear and concise language, 
- using visual aids such as charts and graphs to make data more accessible, and 
making sure the data is relevant and actionable. 

Jobs and Skills Australia could also consider consulting with experts in data visualization and presentation to ensure their data and analysis is presented in the most effective way possible.

Response:

As part of the  World Business Council for Sustainable Development, we at the Business Council for Sustainable development Australia consider work and skills are the most important ingredients at the heart of achieving the Sustainable Development Goals (SDGs). 

A lack of the right skills, particularly for disadvantaged groups, will make it difficult to find well-paying jobs. New technologies, socio-economic developments, and events such as the COVID-19 pandemic are putting the world of work in constant flux, creating opportunities but also exacerbating inequalities. 

To create future-proof businesses and a more sustainable future of work, we recommend designing and implementing comprehensive skills development strategies that empower people through relevant skills and increase decent employment opportunities. This can contribute to inclusive and equitable quality education and promote lifelong learning opportunities as well as promoting full and productive employment and decent work for all, as outlined respectively in Sustainable Development Goals 4 and 8. 

We see Jobs and Skills Australia as an opportunity for government, and with the support of businesses, to reinforce social cohesion, reduce inequalities, and have a significant positive impact on society.

Here are our key recommendations for Jobs and Skills Australia. To strengthen the ability to provide advice to the government, Jobs and Skills Australia should consider:
- Conducting a skills audit to identify the most essential capabilities needed by the workforce to achieve the government's objectives.
- Developing and implementing an upskilling program that aligns with the government's priorities.
- Defining and sending new demand signals to clarify the demand for particular skills in the workforce.
- Evaluating and adjusting policies, processes, and incentives to reinforce and encourage a culture that supports upskilling efforts.

To guide priorities and workplan development, Jobs and Skills Australia should consider the following principles:
- Aligning priorities with the government's objectives.
- Adopting a continual learning model.
- Promoting diversity and inclusion in upskilling programs.
- Ensuring that learning takes place through day-to-day experiences.
- Encouraging employee-led innovation.
- Leveraging technology tools and platforms.

To seek broader input into the development and refinement of its workplan, Jobs and Skills Australia should consider:
- Consulting with industry stakeholders and experts.
- Engaging with tripartite partners.
- Conducting surveys and gathering feedback from the workforce and the community.
- Holding workshops and focus groups to obtain additional insights and feedback.

To engage tripartite partners, experts, and other interested parties in its major studies, Jobs and Skills Australia should consider:
- Forming working groups and task forces with a diverse range of experts and stakeholders.
- Conducting interviews and surveys with global as well as national business and industry leaders and experts.
- Hosting events, such as conferences and roundtables, to foster dialogue and discussion.

To build a stronger evidence base, Jobs and Skills Australia should consider collecting the following types of new information:
- Data on emerging industries and their required skills.
- Information on the impact of upskilling programs on business outcomes.
- Insights on the effectiveness of different upskilling methods and technologies.

To expand its engagement to include a broader range of skills and industry stakeholders in its work, Jobs and Skills Australia should consider:
- Reaching out to diverse industry stakeholders and organizations.
- Collaborating with other organizations to achieve common goals.
- Developing partnerships with education providers to support lifelong learning.

To increase visibility and use of its products and advice, Jobs and Skills Australia should consider the following outreach strategies:
- Developing a strong online presence and social media strategy.
- Creating engaging and informative content to attract attention and interest.
- Hosting events, such as webinars and conferences, to promote its work and share knowledge.
- Establishing partnerships with media outlets to promote its work.

To present data and analysis to best inform its work, Jobs and Skills Australia should consider:
- Presenting data in a clear and concise manner that is easily understandable.
- Using visual aids to make complex data more accessible.
- Tailoring data and analysis to the needs of different stakeholders and audiences.
- Ensuring data is up to date and accurate.