Shearer Training
SKILL ECOSYSTEMS EXEMPLAR | Belinda Smith, SmithComyn & Associates for TAFE NSW ICVET
Even with the huge travel budget the program is financially viable and the status of TAFE NSW and VET generally has increased significantly within the industry.
In this case study strong links have been established with the Shearing Contractors Association and other industry groups to the extent that existing worker traineeships have gone from 0-270 in 12-18 months. Key partnerships have been formed and supported by effective flexible delivery leading to cultural change in a conservative industry.
TAFE NSW Western Institute is the largest provider of training to the wool harvest industry in Australia. TAFE NSW Western Institute covers approximately 40% of NSW. Many people in this region and especially those involved in Primary Industries live and work in isolated areas.
Impetus
The Australian wool industry has experienced a decline in the Australian sheep flock due to the drought as well as moves by farmers to cattle and sheep meat production. The industry faces a chronic shortage of shearers and due to negative perceptions this trend is not expected to turn around. Shearing has a reputation for poor conditions and hard work involving lots of travel to isolated areas which makes family life difficult.
A survey of shearers by the Australian Workers Union found that when the cost of travel, food, accommodation and tools were taken out, the average shearer was earning less than $35,000 a year. A third were over 46 and only six per cent were younger than 25. Given the injury rate, workers tend to leave at a young age. An industry wool harvesting report estimates there is a shortfall of around 500 in adequately trained shearers and wool handlers entering the industry each year.
Ownership
This unsustainable situation led TAFE NSW and key industry groups to come together to address the issue. Poor career prospects and injury were identified as the main block to people entering the trade. TAFE NSW Western Institute analysed shearer job progression to identify realistic career pathways and produced a careers information kit for schools and TAFE. Working with the industry research and development organisations. Western Institute has been able to update shearing methodologies to reduce the possibilities of injury and to trial new technology.
Cultural Match
The cultural match between the partners is strong, as the industry bodies have been actively seeking solutions to the skill shortage and mechanisms to increase industry wide adoption of innovations.
Credibility
The Program Manager and the Head Coach (see footnote) have high credibility in the industry and are members of industry associations. The Head Coach worked for many years in the industry, has competed, and now runs shearing competitions.
A training program was developed to provide Train the Trainer and Workplace Assessment skills for existing shearers. TAFE NSW Western Institute hand picked experienced shearers with at least five years shearing experience. These shearers often have informal training experience through work with industry bodies. Several of the coaches have won Australian records and most have won shearing competitions. Their credibility increases the trust that the industry partners have in the quality of the training outcomes.
Ownership
Industry groups, major contractors and farmers meet on a regular basis to review content and the quality of the training. The emphasis is always on skills, adoption of new technologies, new OH&S advances, and ways to reduce costs for farmers rather than discussing training programs and traineeship funding. This guarantees industry ownership and maintains the status of the training.
Collaboration
While training was already available for novice shearers (though formerly rarely used), the new coaching program is unique in that it provides professional development for shearers at all levels. The coaches receive additional training from industry bodies in new technologies such as new harvesting technologies, upright posture shearing platforms, and add-on technologies like lightweight electrical motor drives. This is a collaborative process as the shearers test prototypes under real workplace conditions providing valuable feedback to research centres for fine-tuning.
The coaches go into sheds during shearing and discuss individual styles and practices, talking to each shearer as well as the trainees about any technical or other problems they may have, and providing advice and guidance. The coaches are constantly learning new methods of shearing and are able to deliver training for new technologies immediately as they are involved in the testing of prototypes and research. This ensures that novice and experienced shearers have up to date skills.
Industry’s previous negative experiences with traineeships meant that TAFE NSW Western Institute did not mention the term traineeships with industry and to ensure industry ownership, worked to customise the training. The Institute also had to prove that they could deliver the quality and flexibility that the nature of the work required. Major contractors were targeted rather than farmers, as the work is itinerant and means trainees need to move with the work.
The training occurs in the shearing sheds on isolated properties across NSW and this requires the coaches to travel great distances. Access to cars had to be negotiated within the Institute, as normal policy requires staff cars to be returned at the end of the day. Given the amount of travel involved the Program Manager keeps a close watch on travel times of coaches to ensure they do not suffer from fatigue.
Communication
As trainees move around the state following work this creates a logistical problem for recording competency outcomes and ensuring that the on the job training is run to schedule. This problem has been overcome by maintaining records centrally, with the coaches faxing information back to the Institute for inclusion. The faxes are used for general communication between the Institute and coaches as mobile phone coverage is limited and internet access is not guaranteed. This also means that the coaches have gone back to a paper based system for their timesheets rather than the TAFE NSW intranet.
Success
Importantly, even with the huge travel budget the program is financially viable and the status of TAFE NSW and VET generally has increased significantly within the industry. TAFE NSW Western Institute has developed a valuable and effective flexible delivery model for remote areas. The skills gained and lessons learnt by the Program Manager and the coaches are a valuable resource for others in TAFE NSW exploring flexible delivery in remote areas. Finally, the success of this program can be seen in the opening up of additional funding sources from industry organisations and the federal and state governments.
Footnote: The term instructor or trainer had negative associations with the industry due to previous training experiences but the term coach was acceptable and readily understood.
See also
Skill Ecosystems/Industry Partnerships | A-Z Resources
Skill Ecosystems ICVET project for TAFE NSW
Partnerships and Entrepreneurship Theme – for other exemplars and papers
