Scenario

Background

Apex Work Skills Pty. Ltd. (AWS) is a private Registered Training Organisation, with a student enrolment of 2000 and approximately 50 training staff employed on sessional or full time basis. The RTO has about 30 administration staff.

Traditionally AWS has delivered nationally recognised training courses in construction and business management. Since last year AWS has added qualifications in real estate and property services to their scope of registration.

The CEO of AWS wants the RTO to be known as the best in the country. Recently she has invested over a million dollars in building state of the art facilities, such as new classrooms, workshops, tools and equipment.

AWS always employs suitably qualified and experienced trainers and assessors. In order to ensure compliance with trainer/assessor requirements, AWS has committed substantial funding towards the professional development of its trainers.

The problem

Recently AWS had conducted an internal audit with a reputed VET consultant ahead of their re- registration in a few months. Re-registration audits for ASQA focus on practices and behaviours as well as continued compliance of systems and processes of registered training organisations (RTOs). It's very critical for AWS to be deemed compliant and be successfully registered for a further seven- year period.

During the Internal audit, the consultant suggested to AWS that their trainers and assessors are able to demonstrate random instances of professional development activities, which may not necessarily be relevant to their teaching/training practice in the classroom. The industry currency activities also don't seem particularly relevant to their vocational areas, and the experiences they may have gathered from these occasional activities may not necessarily be beneficial to their classroom teaching.

The consultant also remarked that RTOs must avoid the temptation of throwing money at 'one-off' professional development events to bring about change in the practices of trainers. She says it is not realistic to expect trainers to be taken out of a classroom for just a day or two, introduced to an innovation, a new teaching strategy or a new technology, and then sent back to the classroom and be expected to change their training/ teaching practices.

RTOs that want to ensure that the professional development and industry currency activities of their trainers lead to better training practices in the classroom must have an understanding of the process and motivation for change to the training practices of training staff.

Task 1 - Prepare a monitoring and support strategy

AWS has approved a resource budget for the following plans for a coaching program.

The Learning and Development Manager will do the planning and implementation of the coaching program, and the CEO of AWS will approve all documents. The CEO has also appointed a steering committee comprising the Academic Manager, HR Manager and Compliance Manager to oversee the program and contribute as required.

Establish a framework for monitoring to ensure coaching strategy is implemented consistently with work practices and operational requirements

b. Conduct research and prepare a professional development resource list for coaches to provide support necessary to perform their role as coach effectively and efficiently.

Prepare a list of resources/ activities on coaching, dates, web links, etc. You must provide at least three (3) resources.

c. Design a fact sheet on techniques and practices for resolving differences and problems in coaching relationships, to support coaches and trainees.