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S9C5 - WORKFORCE MANAGEMENT
Table of Contents
WARNING - AAP 7001.059 TAREG VERSION
The procedures in AAP7001.059-TAREG support compliance with AAP7001.053-Technical Airworthiness Regulations, which have been superseded.
Procedures supporting compliance with AAP8000.011-Defence Aviation Safety Regulations are contained in AAP 7001.059-TRANSITION
An organisation’s exposition details which 059 version is applicable
1. Workforce development and professional mastery underpins the success of an organisation. ADDP 1-0 Chapter 3 identifies the ADF intent to ensure high performing personnel are appropriately recognised and given the opportunity to achieve their personal best. Pro-active management of individuals provides opportunities for all members to achieve professional mastery, paying dividends in unit productivity and morale. In addition to WHS Act requirements and PP&C concepts, units must address the following:
WORKFORCE COMPOSITION AND STRUCTURE
2. All aspects of workforce planning must be conducted in an integrated manner, ensuring optimal use of resources and maintaining flexibility of current and future needs. Therefore the current workforce must evolve and develop over time to meet future needs, paying dividends to evolution of capability, midlife upgrades and enhancements.
3. The goal of examining workforce composition and structure is to accurately define the number of personnel with correct rank, category, location and availability to achieve workforce capacity requirements. Once composition and structure has been identified it will form the basis for unit shift rosters.
4. PP&C concepts inform unit rostering which is an essential input to unit capability and performance. Unit rosters are a primary output of the Integrated Activity Plan (IAP). IAP must ensure the total workforce is correctly matched against workload across operations, maintenance, supply and engineering mustering/corps to provide maximum productivity.
5. Although each mustering/corps may have a unique role, leadership qualities and experience can be enhanced across the total workforce via pro-active rostering. The benefits offered by an effective shift rostering plan include:
6. Prevention of position fatigue or stagnation can be achieved by avoiding long term tenures in the same position.
MAINTENANCE SHIFT HANDOVER PROCEDURES
7. To ensure the integrity of maintenance tasks and continued technical safety it is essential that a comprehensive and effective shift handover brief occur. The shift handover is to occur for all key levels within the unit (e.g. Maintenance Managers, Principal Maintenance Coordinator (PMC), WOE, Engineering Officers). This transfer of information is a significant contributor to smooth and effective transition of work from one shift to another.
8. The most effective maintenance shift handovers are those which are conducted face-to-face in a controlled, deliberate and systematic manner. For those shifts where a face to face handover is not possible the written shift handover brief or log is vitally important and the accuracy and clarity of the content essential.
9. The unit SMM and WOE are to determine the minimum scope and topics that are to be included in the shift handover brief and provide guidance on minimum acceptable content levels. The following topics should be considered for inclusion:
10. Due to the complex nature of multiple aircraft maintenance coordination and potential negative effect to unit IAP, an electronic document should form basis of the PMC shift handover brief. This document should be considered a ‘living’ document and be managed within the unit information management system. This will enable access and amendment throughout the working day and across multiple shifts. An example PMC shift handover brief can be found at the Maintenance Operations ToolBox Portal.
TRAINING AND PROFESSIONAL MASTERY
11. In the context of PP&C and the sub discipline of TP&C, training, education and development are essential in ensuring the productivity of ADF future workforce. PP&C training and education aims to ensure operations, maintenance, supply and engineering personnel have the specific skill sets necessary to execute assigned duties.
12. PP&C Training. Personnel who undertake key maintenance coordination and TP&C roles must undergo recognised training. This training will be provided via ADF sponsored courses, service specific courses or FEG based training at incremental stages of career development.
13. PP&C content included within the suite of Senior Maintenance Management courses (ADF) serve to raise awareness, knowledge and skills of engineers as these personnel lead improvements to overall unit productivity and performance. Opportunities for introduction to advanced PP&C training via ADF sponsored courses are as follows:
14. Delivery of PP&C topics should be included throughout service specific training continuums, from initial trade training. to senior NCO. This training is fundamental for improved understanding and effectiveness of personnel in the conduct of maintenance activities and prepares members for employment in the role of PMC. A PP&C knowledge and skills base within the maintenance workforce improves productivity and performance. Enhanced PP&C concepts should be introduced via the following courses:
15. FEGs should develop PP&C courses to meet platform operating concepts, requirements or considerations, increasing understanding to underpin improved interaction and communication between key positions identified in Section 9 Chapter 2. FEG specific PMC courses serve to enhance and expand a range of PP&C skills for personnel within their specific environment. The introduction of PMC courses enables improved consistency in maintenance coordination, including enhanced TP&C and project management capabilities within units.
16. Continuation Training. Units must provide self-development opportunities to individuals as a means of enhancing professional mastery. Continuation training offers a valuable mechanism to refresh understanding and application of TP&C. Units should include PP&C and TP&C components within annual continuation training plans.
WORKFORCE PERFORMANCE MANAGEMENT AND IMPROVEMENTS
17. To ensure a unit is functioning at optimum performance levels, the collation of unit data is required for the creation of workforce management performance measures. Correct measures will identify areas for unit improvement. Measures relating to workforce management can be found in Section 9 Chapter 2.
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