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Apprenticeships & Traineeships
 In 1998 the Federal Government introduced Competency based training throughout the TAFE and private provider systems.
This was a move away from the curriculum based system and the redesign and mapping across courses streamlined the learning content into Competency Based Units.
This also resulted in a revised approach to training delivery with Apprentices and Trainees able to access training On the Job, Off the Job, and a combination of the two. In most cases Chefs undergo training in a 6 week block or on day release, whereas Trainees can be trained completely On the Job. There has also been a range of fee for service options made available through TAFE and other private providers.
In late 2005 accelerated programs were offered for Apprentice chefs and experienced industry workers to address the skills shortage. It seems that Competency based training has concentrated on the skills component required for the industry, with little focus on the broader knowledge base required to be successful. This has been largely left to be accessed and paid for by the individual and therefore is not happening.
I feel that without the complementary Knowledge based competencies, such as the basics of marketing, supervisory skills, financial management and human resource management, that were once included in any industry training, we are not preparing young people to handle the operational challenges of the business.
Our currently has an 85% drop out rate or non retention. This means that after graduates attain their certificates they have developed a pattern of leaving the industry within 3 to five years; ‘leaving the industry’ with a massive skills shortage – not an easy problem or a ‘quick fix’.
I think that more response is needed at the grass roots and individual regional levels to develop practical methods of addressing skills shortages than waiting for assistance from State and Federal programs. For example, I was recently impressed to see the results of the Restaurant and Catering Queensland Employment Division who have addressed the skills shortage in regional areas by targeting mature women wanting to get back into the workforce, I believe that they have had a 90% success rate, in placing candidates. This is an entry level program, but the course design of content delivery and speed, is exactly what the operators needed to fill semi-skilled positions.
What the industry needs to consider is practical ways of maintaining interest in the industry not only from entry level programs but initiatives to grow professionals in the industry and to expand their talents.
After reading the characteristics of the Generation X and Generation Y, I cannot help but think that the problem of the skills shortage is not one to throw at the feet of the government. Every industry is facing a tight labour market and is currently reflecting on ways to attract and retain the most talented young people. As an industry we need to lift our game and make changes.
We have to be more aware of what motivates the Gen X and Gen Y talent - to tap into their motivations and adapt to suit them and also satisfy the needs of our industry. Rather than looking at this issue from the top down, perhaps we need to start by addressing the driving forces of these groups.
What do ‘Gen Y’s look for in a job?
- Professional growth and development
- Work-life balance
- Variety
- Social interaction
- Responsibility and input
- Rewards and recognition
Some Ideas to consider…
1. Establish a data base from all the graduate schools and a data base of Industry members e.g. (R&CQ) and;
- Match the skills set with skill requirements of positions
- Areas of interest with travel requirements
- Alternate employment opportunities with experience opportunities ( Chef wanting to Move to FOH)
- Announcements of Innovative developments.
- Matching of skills passport with member relationships ( Internal Reference)
- Request for particular shifts. (eg. Two days per week)
2. Review your approach to Rostering
- Establish flexible roster eg. 2 days per week
- Roster around study time to encourage career development and retention
- Give a variety of roles in the restaurant that enable social interaction
3. Review your approach to managing the team and workload
- Give them the opportunity of input but match it with responsibility
- Let their peers manage them
- Meet with them individually on a quarterly basis
4. Rewards:
- Off set bonuses with HELP (previously HECS) payments
- Consider alternative career paths e.g. Kitchen to Accountancy
- Promote team involvement and social activity
We need to demonstrate a commitment to the individuals and their career development if we are to retain Apprentices and Trainees in the industry. Rather than looking elsewhere for experienced staff we need to be willing to ‘grow’ our own.
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