Best Practice Statement
MEP-8 Rev 1
This Best Practice Statement identifies performance and behaviour for effective service and delivery of Group Training. It addresses our core functions and issues affecting the manner in which they are performed.
- Quality training
- Focus on outcomes
- Regular support for apprentices, trainees and Participating Training Companies (PTCs)
- Best practice in business management
- Observance of all statutory requirements
- Active participation in the Group Training network
- Partnering industry and government in advancing structured skills training
- Making a positive contribution to community well-being
Recruiting apprentices and trainees
Effective recruitment is critical in achieving successful outcomes from structured training. The following elements increase the likelihood of good recruitment:
- Current applicant and vacancy registers
- Promotion and advertising
- A formal selection process including career guidance where necessary
- Induction to all work and workplace behaviour and practices as determined by assessment of employer and employee needs
Employing apprentices and trainees
MIGAS is the legal employer of apprentices and trainees.
We are responsible for seeing that their employees receive all industrial entitlements and are treated appropriately, wherever employed. We are required to:
- Like any employer, identify and maintain current knowledge of industrial conditions and entitlements; and
- Ensure that PTC’s are aware of appropriate work practice and behaviour.
Selecting Participating Training Companies (PTCs)
The PTC role is critical to successful delivery of Group Training. While potential PTC’s may have particular requirements, at all times the major focus should be on the employment and training needs of the apprentice or trainee.
PTCs are chosen because of:
- Adherence to quality employment standards;
- Ability to provide appropriate employment and training support; and
- Likelihood of long-term engagement.
Management of training
Effective management of training and relationships between the various parties calls for:
- Regular and open communication;
- Structured field support for apprentices and trainees;
- Support for PTCs;
- Planned rotation of apprentices and trainees where appropriate; and
- Program of liaison with Government and other training intermediaries at the local level.
Relating to the community
Group Training has its origins in community support and, while commercial factors play a part, community focus remains a significant feature. The profile of Group Training and of Group Training Organisations is significantly enhanced when they:
- Participate in activities that benefit their local communities; and
- Lead their communities in addressing employment and training issues.
The reputation of MIGAS and of Group Training itself is formed not only by what is done but how functions are performed. Positive impressions are more likely if MIGAS:
Maintains a high industry profile and receives recognition as a “good employer” through:
- Pursuit of quality;
- Provision of good working conditions;
- Timely payment of employee entitlements;
- Observance of Awards/Agreements;
- Identifiable policy on privacy and EEO;
Exhibits full and timely compliance with statutory employer reporting and financial management requirements:
- Annual reports;
- Transparency of accounts;
Displays prudent financial management:
- Relevant financial ratios;
- Appropriate reserves;
Practices good corporate governance:
- Board composition and focus;
- Frequency of meetings;
- Relationship between Board and executive; and
Identifies as a leading participant in local community activities:
- Employment and training initiatives;
- Service clubs;
- Relevant local events.