Contents
2.0 Pilot
Pilot Case Studies
Case Study 1 - Tool - Supervisor Skill Sets
Critical Issue:
How to clearly define the role of
Supervisor to all levels of the workforce;
particularly upper management?
Identified Challenge
Superintendents are continuously commenting on how unaligned their Supervisors are with organisational goals - "they don't know what we want"! The crews never stop complaining about the pressures the Supervisors are putting them under. No one really had any idea of what the real expectations of a Supervisor are.
Rectification
Re-creation of our Supervisor's job description aligned to the skill sets ended up being a fairly straight forward job. The greatest challenge was capturing the prioritised skills in the expected job duties. Having this tool to work with made the job much more straight forward.
The real challenge was getting all upper management and current Supervisors on board. "It was impossible - like herding cats". Making sure these guys committed quality time to this project was challenging in itself.
However, as a result of persistence and bribery we now not only have a group of Supervisors who are much more aligned to management's expectations but they have come together as a strong support network. This was an unexpected but very positive outcome. These Supervisors worked together to create tool box sessions on what the crews can expect from them and what their real role is. All of a sudden they were empowered.
Comments from a HR Manager
Case Study 2 - Tool - Recruitment Tool
Critical Issue: How can current Supervisors be empowered to identify future Leading Hands and Supervisors?
Identified Challenge
We generally rely on the HR Department to identify future Supervisors or just choose the best operator or trades person. We have made some disastrous selections.
Rectification
The first learning for me and the Superintendent was realising that just handing them the tool was not the right way to approach the problem. A half hour spent explaining how the recruitment tool can be used should have been our first step.
After the first hiccup we ended up identifying employees to undertake a Supervisor development program. This is first time since I have been in the industry that there has been some science behind these recruitment decisions.
Comments from a Safety and Training Superintendent
Case Study 3 - Tool - Skills Training & Coaching Guide
Critical Issue: How do you ensure an appropriate level of investment is orchestrated to enable the Supervisors to develop all skills required?
Identified Challenge
Consultation with industry has indicated that the sector has recognised the need to undertake accredited skills training for new Supervisors. The implementation of a coaching/mentoring program to further the Supervisor's learning seems to be very daunting. The time needed for the implementation and upskilling of coaches/mentors is not easily assessable.
Rectification
The purpose of developing the guide was to highlight to the sector the importance of workplace coaching. It is important to note that a tool is not the answer; the organisations need to embrace a culture that supports employee development.
Comments from a Supervisor Focus Group Member
Case Study 4 - Tool - Day in the Life of a Supervisor
Critical Issue: How do you ensure these Supervisors are equipped with tools to enable them to competently perform their tasks?
Identified Challenge
Because of the skill shortages we are still going to have Supervisors whose technical knowledge and industry exposure is limited.
Rectification
Both the Superintendent and the Learning and Development Coordinator customised this tool to complement production and safety expectations of each shift. One organisation created a laminated spiral bound pocket book reference guide the Supervisor can refer to throughout the shift.
Comments from an HR Superintendent &
a Learning and Development Coordinator
Case Study 5 - Tool - Coaching Tools (this study illustrates the transferability of the tools)
Critical Issue: How do you ensure the apprentices' Supervisors are equipped with the skills to provide quality workplace learning?
The workplace learning component of our apprentice's development could be improved two fold. The Supervisors are not equipped or skilled in workplace coaching.
Rectification
The coaching tools were used as a foundation to create a "How to Workplace Coach" course for these Supervisors.
Comments from an HR Superintendent &
a Learning and Development Coordinator
