Business leader: We must be creative
ABusiness Horsham leader has identified innovative or ‘left of centre’ thinking as crucial in developing the Wimmera’s capacity to supply its own workforce.
Business Horsham deputy chair Paul Atherton said organisations offering training opportunities in the region also needed to adopt or expand a collegiate approach to make any plan a reality.
He said there was a need for regional areas and centres at the heart of existing or prospective and emerging industries to work towards establishing autonomous workforce supply. And that meant getting up to speed in an ever-changing landscape.
“We must consider the types of skilled people that will be in demand in an evolving future in the Wimmera and Horsham, that includes or supports industries such as mining, renewable energy and information technology, as well as agriculture,” he said.
“Consider, for example, the different types of various skilled roles it takes to run sand-mining operations, which are unfolding as we speak, or something such as cyber-security ventures, which are already critical in the regional business sphere. And then, what skills will be required in supporting modern health and businesses sectors.
“The scope is significant. That means when it comes to providing training and education opportunities, we can’t afford individual organisations falling into a self-interest trap and playing their cards too close to their chest. Education and training in our community must be based on a collegiate approach – it must be a case of ‘all in’.”
Mr Atherton, who operates Athletes Foot business in Horsham, was adding his thoughts to comments from fellow Horsham businessman Brian Watts.
Mr Watts appealed last week for a groundswell of action to capitalise on a Federal Government $2-million Jobtrainer package.
Mr Watts called for a proactive collective approach from major business and community employers to work on a collaborative plan ‘to get things moving’.
What’s needed?
Mr Atherton said a key part of any investigation would be to take an expansive look at what was needed to fill a multitude of skill-based positions.
“We tend to traditionally venture over a lot of old ground in efforts to fill traditional work roles. And while this is still critically important, we must think beyond that,” he said.
“When considering potential career-development opportunities in the region we need to think left field and tap into our imaginations.
“Mineral sands, for example, are on our door step and will be with us for at least an estimated 30 years. This industry will demand skills in both operational and technical spheres.
“The opportunities might go well beyond what we’ve considered important in the past.”
Mr Atherton said a serious analysis of workforce needs would also involve developing a clear and concise understanding of education needs, during and beyond secondary schooling.
“Considering the potential growth in industry, it really does point to a serious examination of local education opportunities – not just in exploring technical trades, but also in academic, graduate and post-graduate areas,” he said.
“Engineering, entrepreneurship, information technology, human resources – whatever fits into the broad picture – we should be considering collectively how we can make this happen.
“And the concepts we explore should be much more than just about training up our locals. It’s about establishing an environment that makes it attractive not only for people to stay, but for people to have good reason to come and live here.
“We will get more professional people to the region if they know there is opportunity for them or their family members to get meaningful training or education here.
“Make that happen and it will have an economic flow-on effect to the benefit of everyone.”