skills acTion Plan for The food and Beverage secTor - Department of ...

More documents

Recommendations

Info

A summary table below outlines some key shortage indicators for each occupation, as well as the skill shortage assessment for each occupation: • Both genuine skill shortages and recruitment and retention difficulties clearly affect the following occupations namely: baker, butcher, chef, dairy farmer/ dairy farm worker, and possibly also impact on food technologists. • Electrician and fitter and turner both suffer from a genuine skill shortage and sales marketing manager probably also face such a shortage. • Production manager 6 is probably not suffering from skill shortages, although this does not preclude shortages existing in specific niche manufacturing industries. There are a variety of ways to address skill shortages (ie. enticing expatriates back home, immigration, attracting people from similar/related occupations, substitution with technology and/or up-skilling the existing workforce). Other sources include providing incentives for older people to work for longer (before retiring), incentives for non-working parents to re-enter the workforce earlier, and incentives to attract non-traditional workers to occupations (eg. women to become fitters and turners). While skill shortages can be addressed through means identified above, there is a need for integrated conversations between training providers, unions, employers and government agencies. A summary of potential ways to address skill shortages for each selected occupation is outlined in Appendix 2. The potential solutions are specific applications of priority two and three approaches. The following table 1 summarises the results of the skill shortage indicators and assessments for each occupation. Appendix 3 contains an explanation of terms and sources used in the development of this information. Table 2 contains demographic and qualification related information about each selected occupation. 6. It should be noted that there are many terms used for production manager such as site, plant, logistics or procurement manager, hence it is possible that not all data relating to production manager has been captured. Also note that anecdotal evidence suggests most production managers come about through promotion rather than by acquiring a relevant qualification. This is an example of where industry training levels may need to be increased above level four. 33
TABLE 1: SKILL SHORTAGE ASSESSMENTS The following table summarises skill shortage indicators and assessments for each occupation (also refer to Appendix 3 for an explanation of terms used and more detailed statistics and source information). Occupation Fill rate Training rate Retirement rate Vacancy growth rate Wage rate Genuine skill shortage Recruitment & retention difficulty Production Manager - - 0.9% -36% $39.87 Probably not Probably not Sales/Marketing Manager - - 0.6% 7% $52.06 Probably Probably not Food Technologist - - 0.9% 37% $28.56 Possibly Possibly Chef 51% 4.1% 0.3% 14% $15.18 Yes Yes Dairy Farmer/ Dairy Farm worker - - 1.7% 17% $18.07 Yes Yes Electrician 30% 2.6% 1.1% -10% $23.89 Yes No Fitter & Turner 27% 3.0% 1.5% 3% $22.86 Yes No Butcher 62% 1.9% 1.0% 38% $16.12 Yes Yes Baker 37% 1.2% 0.6% 24% $17.07 Yes Yes TABLE 2: DEMOGRAPHIC AND QUALIFICATION DATA PER SELECTED OCCUPATION Source: Statistics New Zealand 2001 Census Occupation Male Female (%) (%) Non- Pakeha (%) Age (15-29) Age (30-49) Age (50+) School (%) Post School (%) Degree or Higher (%) >50hrs per week Production Manager 86 14 13 13 64 23 54 34 13 46 Sales/Marketing Manager 67 33 9 18 64 17 54 24 22 42 Chemical Engineer 67 33 17 26 55 19 23 25 51 20 Chef 64 36 34 50 43 7 58 39 3 24 Dairy Farmer/Dairy Farm Worker 66 34 6 22 54 25 74 22 4 64 Electrician 99 1 10 25 53 22 24 75 1 22 Fitter & Turner 100 0 11 20 56 25 41 58 1 24 Butcher 96 4 25 34 43 23 70 29 1 28 Baker 70 30 34 42 45 13 78 20 2 22 34
Page 1 and 2: Skills Action Plan for the Food and
Page 3 and 4: CONTENTS PREFACE 1 CONTENTS 2 CHAIR
Page 5 and 6: A number of these opportunities wer
Page 7 and 8: Skill Shortages • Information has
Page 9 and 10: Priority 3: Attractive Careers High
Page 11 and 12: INTRODUCTION Background Food and be
Page 13 and 14: Sector section of this report, wher
Page 15 and 16: This requires a national means of e
Page 17 and 18: CURRENT LABOUR MARKET AND EMPLOYMEN
Page 19 and 20: • A large portion of food and bev
Page 21 and 22: • Long hours in some parts of far
Page 23 and 24: SKILLS WORKING GROUP PRIORITIES The
Page 25 and 26: • Over the five year period (2000
Page 27 and 28: Occupations by Value-Chain Activiti
Page 29 and 30: LABOUR PRODUCTIVITY Source: A Treas
Page 31 and 32: and science and technology’s abil
Page 33: There are different types of skill
Page 37 and 38: 2. More Strategic Investment in Tra
Page 39 and 40: While industry training is an appro
Page 41 and 42: Tertiary Education Commission - Fun
Page 43 and 44: across the Primary Sector), which i
Page 45 and 46: APPENDIX 1 AUSTRALIA/NEW ZEALAND ST
Page 47 and 48: C216 C217 C218 C219 Bakery Product
Page 49 and 50: h. Reduction of training fees to en
Page 51 and 52: Sources for the above table: 1. Dep

skills acTion Plan for The food and Beverage secTor - Department of ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?