meeting the challenge

Transcription

1 meeting the challenge Attracting and Keeping public sector employees Department of the Premier and Cabinet Government of Western Australia

2 Meeting the Challenge: Attracting and Keeping Public Sector Employees Copyright 2007 by the Department of the Premier and Cabinet. The Department has no objection to this document being copied, in whole or in part, provided there is due acknowledgement of any material quoted from this document. Copies of this document are available in alternative formats upon request. 197 St George s Terrace Perth WA 6000 Phone: Internet: psmd@dpc.wa.gov.au

3 Foreword The Western Australian workforce is undergoing significant change. An ageing population means the number of people willing and able to work could hit an all time low without some creative, flexible thinking on the part of employers. While the Western Australian Government has already done much to prepare for this long-predicted demographic shift, it is imperative that it continues to review its strategies and policies to position itself as an employer of choice in what is an increasingly competitive employment market. Retaining existing quality employees and attracting the next generation of public servants is the only way that Western Australians can be assured of continued excellence in service delivery. Meeting the Challenge outlines a range of strategies already in place to retain staff who might otherwise retire while, at the same time, recruiting skilled and capable young employees. This report also foreshadows some new initiatives which will operate across agencies to ensure the public sector avoids labour shortages and maintains a skilled workforce. M C WAUCHOPE DIRECTOR GENERAL iii

4 Contents Foreword iii Executive Summary v The Context 1 The Public Sector 1 Leadership in the Public Sector 2 Valuing Wisdom and Experience 3 Active Ageing Strategy 3 Mature Age Employment Strategy 3 Access to Training and Development 4 Transition to Retirement 4 Legislative Protection for Mature Age Workers 4 Knowledge Transfer 4 Attracting the Best People 5 Employment Programs 5 Graduate Coordinating Program 5 Review of Recruitment Practices 5 Links with Universities and TAFE Colleges 6 Equity and Diversity 6 Marketing and Advertising 6 Keeping the Best People 7 Public Sector Improvement 7 Flexible Employment Practices 7 Regional Employment 8 Developing Future Leaders 9 Mentoring and Coaching 9 Mobility Register 9 Leadership Development Opportunities 9 Whole-of-Government Initiatives 11 Workforce Planning 11 WA Public Sector Workforce Strategy 11 Human Resource Practitioner Development Strategy 11 Information on Superannuation Options 11 Recognition 11 Further Research 12 Local Solutions 13 Police 13 Teachers 14 Nurses Prison Officers 16 Field Workers 16 References 17 iv

5 Executive Summary A recent survey, Retirement Intentions 2006, reinforced the significance of the ageing issue for the public sector when it found almost two-thirds of employees aged 45 years and older intended to retire in the next 10 years, most taking with them 15 years or more experience. The Department of the Premier and Cabinet s Public Sector Management Division (PSMD) is taking a leadership role on this issue and working with other government agencies to ensure policies and procedures support strategic workforce planning and monitoring. The Department of Consumer and Employment Protection s (DOCEP) Labour Relations Division is already reviewing awards and agreements in a bid to promote flexible work arrangements that support a good work/life balance. Such flexibility should, in time, encourage mature employees to remain or even rejoin the work force. The Government s Mature Age Employment Strategy recognises older workers as a rich resource that must be valued not just for their skills and knowledge applied to their own work, but also for their role in teaching young employees. The strategy seeks to encourage mature public sector employees to stay on with incentives such as flexible work arrangements (i.e. job-sharing and homebased work), ongoing training and development, and alternative job opportunities. Among initiatives currently being considered by the Government is the enhancement of phased retirement options and ways to reward knowledge transfer from mature employees to those who are younger. The Government has also recognised that leaders within the public sector will need to appreciate the importance of retaining mature age employees and be trained in managing a more flexible workforce. Further research will help the Government hone its attraction and retention strategies. A repeat of the Retirement Intentions survey, exit interviews for retiring workers, and an employee survey of staff attitudes will all support ongoing workforce planning and the refinement of policies and practices. While the Government will strive to retain mature employees, it is inevitable that the baby boomer generation will eventually retire. The Government is, therefore, also focussed on marketing public sector careers to young people, university graduates and others seeking employment. The Government is keen to enhance public sector careers by fostering talent. In its leadership development strategy, the PSMD has identified and outlined the skills and attributes required of a public sector leader and has a series of programs to identify and foster current and aspiring leaders. This report explores in detail the measures in place within specific occupation groups including police, teachers, nurses, prison officers and field workers to deal with their particular recruitment and retention needs. The strategies and innovations outlined in the following pages form the basis of the Government s undertaking to attract and retain public sector employees at a particularly challenging time. The Government plans to transform what are difficult demographic changes into an opportunity, enhancing the public sector s reputation as a leader in providing rewarding and interesting careers. v

6 The Context Like the rest of the country, Western Australia s population is increasing and will continue to increase in the decades ahead. More overseas and interstate migration, declining death rates and increased life expectancy will all contribute to Western Australia s population growing by more than a million in the next 45 years i. Over the past 20 years, life expectancy has risen by more than six years for males and by nearly five years for females ii. This, combined with a declining death rate across all ages, means more people are living into old age. In fact, it is estimated that the proportion of Western Australians aged 65 years or older will more than double in the next 45 years to 29% iii. This is compounded by the large proportion of the population, born during a period of increased birth rates following World War II, that is now approaching retirement age. This generation of baby-boomers all turn 60 between now and Furthermore, since the 1970 s, Western Australians have been giving birth to fewer children. In 2006, 20% of the State s population was 14 years and younger iv. By 2051, that figure is likely to be between 13 and 16% v. An ageing population and lower birth rates mean a lower proportion of people in the workforce in the years ahead. While 66% of the population was in work in 2003/04, by 2024, just 61% will be in work and, by 2044, just 57% are expected to be in work vi. The implication is clear: Western Australians are steadily ageing and leaving the workforce and there will be proportionally fewer young people available to replace them. The Public Sector The Western Australian public sector workforce is ageing like the rest of the community. In 2006, more than half (54%) the fulltime permanent public sector workforce was aged 45-plus and the proportion of that workforce aged 55 years or older grew to almost 20% vii. The Department of the Premier and Cabinet s publication, Retirement Intentions 2006, has illuminated challenges the sector faces as a result of these community trends. Like a similar survey conducted in 2000, this report examines the retirement intentions of public sector workers aged 45 and over. It highlights that: Almost two-thirds of respondents intend to retire from the public sector in the next 10 years. The people intending to retire in the next 10 years are very experienced nearly three-quarters have 15 or more years experience in the sector. Flexible work arrangements are of interest to the vast majority of respondents (93%), however only 13% of people approaching retirement have taken advantage of the flexible work arrangements already on offer. Nearly 20% of respondents plan to continue working after they retire from the public sector contract employment back in the public sector after retirement and a reduction in hours worked are preferred options. Work-related factors often influence when people choose to retire or stop them wanting to continue in the public sector. Responses highlighted a general lack of understanding about superannuation with almost half the respondents not planning seriously for retirement, if at all. The need to renew and refresh the public sector is not a totally new phenomenon. An average of 3,300 employees (2.6% of the sector) has retired from the sector per year over the past six financial years 1. Around 20,000 employees retired from the sector between 2001 and While the number of people retiring will increase in coming years, the sector has been managing the issue for some time and will continue to do so. 1 Government Employees Superannuation Board. Number of retirements for active members of Gold State Superannuation and West State Superannuation and includes all employees, including those on short-term contracts.

7 Leadership in the Public Sector Meeting the challenges arising from an ageing workforce is a shared responsibility. The Government, agencies, managers and employees all have a collective role in making the public sector the employer of choice for new recruits and a provider of excellent services. The Minister for Public Sector Management provides leadership in promoting the overall effectiveness and efficiency of the public sector. This includes establishing and monitoring public sector employment policy and whole-of-government workforce initiatives. The Department of the Premier and Cabinet s Public Sector Management Division (PSMD) is the central agency working with other State Government agencies to ensure that policies and practices to support strategic workforce planning and monitoring are in place. This also involves working with organisations such as the Office of Shared Services and the Public Sector Standards Commissioner to ensure that recruitment and selection processes work effectively for agencies. The Labour Relations Division of the Department of Consumer and Employment Protection (DOCEP) works with agencies in reviewing awards and agreements to promote more flexible working arrangements. This includes developing approaches which promote work/ life balance and which attract mature age workers to join and/or stay on in the workplace. Chief executives are responsible for the recruitment, training and development, and performance of their employees. On a day-today basis, managers and supervisors can play a big part in attracting mature age employees to join and/or stay in the public sector workplace. Other factors include the individual s own attitude towards their development, career management, work/life balance, and overall satisfaction with their job. The work already done in attracting and retaining the best people stands the Western Australian public sector in good stead for future. With cooperation across the sector, the current challenges can be turned into opportunities to make the State an employer of choice.

8 Valuing Wisdom and Experience Older workers enrich the public sector by virtue of their well developed skills, knowledge and experience. In addition to the value they add as part of their normal duties, they also play an essential role in developing the skills of those new to the sector or those embarking on their career. The Government will continue to develop strategies through which the important contributions of older workers can be maximised. Active Ageing Strategy The Government s 2004 Generations Together: A Guide to the Western Australian Active Ageing Strategy is a 10-year plan addressing the challenges of the ageing population, with an emphasis on the ability to move smoothly through life s stages, supported by an integrated approach to social policy and services. The Active Ageing Strategy focuses on five priority areas, one of which is employment and learning. The strategy encourages employers to attract older workers to the workplace in order to benefit from their skills and experiences. It also advocates innovative workplace practices, transition to retirement and life-long learning to encourage older employees to stay on. It helps mature employees to maintain and develop their skills and enjoy a two-way relationship with work profiting from, and contributing to, the workplace as they age. To make sure the strategy is effective, it includes a range of initiatives and benchmarks which are monitored and reported on. Achievements so far include: The introduction of a series of measures to end the gender pay gap following an internal inquiry into the subject. These include setting up a Pay Equity Unit in DOCEP to implement further recommendations from the inquiry; The promotion of flexible work practices; The development of a Mature Age Employment Strategy; Improvement in the retirement transition through an investigation of flexible work and superannuation options. Conducting research on retiring women s specific needs. The results highlighted the impact of broken workforce patterns and divorce on this group and the need to ensure sustainable pension and concessions systems are in place. Mature Age Employment Strategy The Mature Age Employment Strategy, prepared by DOCEP, encourages mature age employees to stay on by promoting flexible working arrangements which includes phased retirement, ongoing training and development and alternative job opportunities. The strategy addresses concerns that the early retirement of an ageing workforce leaves the community short on labour and skills, highlighting the benefits (for employers and employees themselves) of mature age workers continuing to work. The strategy encourages mature age workers to plan for their financial future taking into account longer life expectancy and promotes the ongoing training, alternative job opportunities, flexible working arrangements and phased retirement options available to them within the public sector. As part of the strategy, fact sheets and booklets are being distributed to public and private sector employers and employees to help them better understand the issues and their options around mature age employment. DOCEP is also promoting mature age employment to the general public advocating more flexible working arrangements for mature age employees and the business benefits of taking on and keeping on mature age employees.

9 Access to Training and Development Flexible working arrangements and phased retirement options for mature age workers need to be more widely available so that these employees stay with the public sector for as long as they are prepared to work. For this to work, managers need to understand the importance of retaining mature aged workers, the benefits of a diverse workforce and how to manage a more flexible workforce. These areas should be made cornerstones of equity and diversity training, leadership development opportunities, recruitment training, induction programs and general management programs. Transition to Retirement The aim of transition to retirement (phased retirement) is to provide Government Employees Superannuation Board (GESB) members with a supplementary income by allowing them to access their superannuation savings through pension payments, i.e. non-commutable allocated pension. Transition to retirement allows members to access their superannuation, once they have reached preservation age (i.e. 55 years), through a non-commutable income stream, without having to retire or reduce their hours of work. Transition to retirement provides benefits to both public sector employees and the State including: retaining mature aged employees in the public sector workforce, and providing possible tax and financial benefits to members. Transition to retirement is currently available to West State Super members. GESB is currently investigating the introduction of transition to retirement for Gold State Super and Pension Scheme members. Legislative Protection for Mature Age Workers Age discrimination is prohibited under the WA Equal Opportunity Act 1984 and the federal Age Discrimination Act These acts make discrimination against any person on the basis of their age unlawful in all employment areas. Employer obligations to older workers are highlighted in the Mature Age Employment Strategy. Knowledge Transfer With nearly a third of employees expected to retire from the Western Australian public sector over the next 10 years, there could be a considerable loss of corporate knowledge. Managers and all those responsible for workforce planning will need to look at ways this knowledge can be passed on before employees retire. The Government is exploring ways of rewarding this kind of knowledge transfer ensuring the lessons already learned are passed on to future generations.

10 Attracting the Best People The retirement of baby-boomers is inevitable and while the sector can try to keep them on for as long as possible, recruitment plans need to be made to address potential staffing shortfalls. The Government will look at ways to better market career opportunities in the public sector. This is particularly important if the sector is to continue to attract young people, university graduates, people returning to the workforce and those seeking new employment opportunities. Employment Programs The Public Sector Management Division (PSMD) coordinates entry-level employment programs from which State Government agencies can recruit. The programs include: Entry Level Employment Program (ELEP) comprises approximately 1,000 registered job seekers that have met the minimum requirements of the public sector recruitment test. Western Australian State Government agencies use the ELEP to recruit registered job seekers for employment opportunities as they arise. The Public Sector Traineeship Program provides unqualified job seekers, under-25, with an opportunity to apply for business traineeships in the Western Australian State Government. Graduates of the business traineeship program receive either a Certificate II or III in Business - a nationally recognised qualification. School-Based Traineeships are available to students in Years 11 and 12. The students work in a State Government agency two days a week and attend school three days a week. This program begins to prepare students for the workforce as well as working towards their Western Australian Certificate of Education and a Certificate II in Business - another nationally recognised qualification. In addition, options are being explored to recruit level 2 and 3 officers through recruitment pools similar to those used in the ELEP. This approach would give agencies a database of level 2 and 3 officer applicants without having to repeatedly go through recruitment processes. It would also provide applicants, particularly graduates, with a single point of entry into the Western Australian public sector. Graduate Coordinating Program Many State Government agencies recruit university graduates on an annual basis. Graduate programs are usually based on a structured development program in service delivery, policy, corporate services and many other areas of the public sector. PSMD hosts an internet portal on behalf of agencies that run graduate programs with advice for prospective applicants. These programs allow agencies to attract young people with excellent qualifications and a desire to work in their given field. For successful applicants, these programs offer the opportunity to gain intensive career development and valuable experience. Review of Recruitment Practices PSMD has reviewed the factors which influence employees to choose and stay working in the public sector. Specifically, it looked at the recruitment, selection and appointment (RSA) process, ways to streamline and improve it and how impediments, barriers and complexities in the process might be addressed. Human resource managers and line managers throughout the sector were consulted along with key stakeholders in the recruitment process (shared service centres, the Public Sector Standards Commission, and the Government Media Office). The resulting discussion paper with proposals for the improvement of the RSA process will soon be circulated for comment. The paper includes case studies of innovative and efficient recruitment processes in different areas of the public sector.

11 Links with Universities and TAFE Colleges Links with universities and TAFE Colleges help ensure that enough people are being trained in specific occupations and that the skills being developed are relevant to the workplace. By building and reinforcing existing links with institutions the sector can continue to give feedback on its skills needs. Links with universities and TAFE Colleges also enable the public sector to be marketed as an attractive career path to students and graduates. Equity and Diversity The Equity and Diversity Plan for the Public Sector Workforce (EDP2), launched by the Hon. Alan J Carpenter, MLA, in June 2006, underlines the Government s commitment to developing an equitable and diverse public sector workforce that is representative of the Western Australian community at all levels of employment and enables employees to combine work and family responsibilities. The Office of Equal Employment Opportunity also provides consultancy services to agencies as well as measuring, evaluating and reporting progress in achieving diversity and EEO objectives. The Office also provides resources to support agencies in achieving equity and diversity in the workplace. made by employers in making workplaces more diverse and equitable. Marketing and Advertising There will be an increasing need to market the sector as competition for skilled employees builds. Marketing could focus on less well publicised benefits of working in the public sector including careers that serve the community good, innovative work, comprehensive professional development opportunities and a potential for career progression that many other employers cannot match. The Government will commission a recruitment material review ensuring such benefits are clearly highlighted. Government job vacancies are advertised on a dedicated website This site allows applicants to search for vacancies, receive job alerts and hosts links to other agencies with major recruitment campaigns such as the Department of Health s nursing campaign. The Candidate Management System allows agencies signed up to the Recruitment Advertising and Management System, to automate their recruitment and advertising processes. What this means in practice is a seamless recruitment process, starting from advertising the vacancy, through to informing successful candidates of their appointment.

12 Keeping the Best People Attracting people to the public sector is the first step. Ensuring that they stay is a greater challenge. As people move through various stages of their lives, personal and professional goals may change. As a progressive employer, the public sector will continue to ensure that by offering a range of innovative and flexible working arrangements, the needs of its workers can be met. Public Sector Improvement Retirement Intentions 2006 identified a number of factors influencing an employee s decision to retire. While some factors cannot be easily addressed in the working environment, such as health issues or family pressure to retire, factors such as job satisfaction, work/life balance, access to flexible working arrangements and job stress can be addressed. The Government has committed to a Public Sector Improvement Strategy costing $ million over five years. The strategy includes many elements covered throughout this paper and focuses on: Attraction and retention strategies Workforce planning including an improvement to whole-of-government data collection Workforce development with emphasis on skill development in the regions Another critical element of the strategy is the ongoing review and restructure of the public sector bodies to enable the best match of organisational structure, functions and ability to deliver services to the community. Flexible Employment Practices The Government wants to help employees balance work, personal and family commitments. Flexible arrangements are supported by awards and agreements (which are regularly reviewed and updated) to enable employees and employers to negotiate more flexible employment conditions and work arrangements. Examples of initiatives promoting a better work/life balance for employees include: Flexible hours starting and finishing earlier or later; Part-time work reducing hours or days of work; Job sharing; Flexible use of annual and long service leave to take more regular breaks from work; Purchased leave - 44/52 salary agreement purchase of up to an additional eight weeks of leave each year with the cost spread over the year by salary averaging. - deferred salary arrangement 80% of salary paid over five years so that 12 months paid leave can be taken in the fifth year. Leave without pay; and Home-based work. Flexible working arrangements and part-time work opportunities help improve retention, attendance, job satisfaction, morale and productivity. Flexible leave arrangements give employees space in their lives for other responsibilities and interests. They also help employers to manage peaks and troughs in workloads.

13 The Retirement Intentions 2006 survey highlighted very low numbers of respondents who are applying flexible working arrangements despite overwhelming interest expressed by respondents. Wider-reaching, flexible working arrangements help keep mature age workers in the workplace, reducing the impact of a tighter labour market, and help to attract and retain employees of all ages. The Government will continue to review awards and agreements for opportunities to introduce further flexible working arrangements. Training for managers in fostering and managing a flexible working environment is essential if existing provisions are to be expanded. Greater flexibility will be of benefit to workers of all ages looking for a better balance between work, family and other pursuits. The Government will also look at ways to monitor the use of flexible working arrangements across the sector and identify areas which require further development. Regional Employment A range of financial and professional incentives is available to public sector employees who work in remote and regional areas. The incentives can include: Housing, electricity and water subsidies; Air-conditioning subsidy; Removal allowance; Remote community allowance; Annual leave travel concession; Paid travel time for sick leave, annual leave and bereavement leave; Additional leave entitlements; Training and development benefits; and An attraction and retention allowance. These are provided through relevant award schemes and industrial agreements.

14 Developing Future Leaders An important part of ensuring that the public sector continues to deliver the services demanded by the community is ensuring that future leaders have access to development opportunities. Similarly, staff currently in management or supervisory roles need to continually update their skills to meet the demands of the modern working environment. The Public Sector Management Division has developed a number of programs designed to ensure that current and future leaders are well skilled. Mentoring and Coaching Coaching services are included in several existing leadership development programs. For example, the recently launched Coaching Skills for Managers program is giving managers the skills to enhance employee performance through coaching. The Government is investing in research and programs to help existing leaders in the public sector, as well as developing mentoring and coaching programs for future leaders. These programs will be monitored and reviewed, and it s expected they will expand to meet demand in the public sector. Mobility Register PSMD is developing a Mobility Register that will fast-track the development of high-performing individuals providing ongoing learning and development opportunities. The Register will give agencies secure access to a talent pool to meet short-term employment opportunities. The register will also be a valuable resource to agencies when additional staff are required at short notice to undertake project work, for example. Leadership Development Opportunities The PSMD has identified and outlined the skills and attributes required of public sector leaders in its comprehensive leadership development strategy and offers a range of programs to help current and aspiring leaders develop them. The strategy has been the catalyst for much more activity across the sector in this area over the last six months. The following table gives a brief overview of each program in the strategy:

15 Course Overview Target Audience Duration 360 Feedback/ Assessment Service Participants receive a confidential detailed written report showing their strengths and areas for development, and a personalised feedback/coaching session. Leaders and aspiring leaders Leadership Enhancement Program Opportunity to further develop leadership skills and explore a range of contemporary management issues relevant to Government. Senior Executives with CEO potential 6 months Pathways to Leadership Opportunity to develop leadership skills in context and develop valuable networks within the public sector. Mid Level managers (levels 7 to 9) 6 months Foundations of Leadership Assessment of leadership capabilities, individual coaching and a series of workshops. Mid Level managers (levels 5 to 6) 6 months Leadership Skills Workshops Opportunity to develop practical skills and knowledge to help managers to put new skills into practice. The workshops are designed specifically for a public sector environment and can be delivered either as open programs or in-house. Mid Level managers to Senior Executives 1-2 days ANZSOG Executive Master of Public Administration 2 ANZSOG (Australia and New Zealand School of Government) is a consortium of governments and universities providing postgraduate education and professional development for the public sector leaders of today and tomorrow. Level 7 to Senior Executives Every two years Public Sector Fellowship Program 3 Joint initiative - the Department of the Premier and Cabinet, Curtin Business School and the Institute of Public Administration Australia WA Division. Mid Level managers (level 5 and above) 3 months full-time applied research 2 10 full scholarships are offered for a Master of Public Administration. 3 Results in publication of a substantial research paper. 10

16 Whole-of-Government Initiatives The State Government has implemented and is developing a range of initiatives that operate across all agencies and are designed to ensure that the public sector attracts and retains an appropriately skilled workforce. These initiatives enable agencies to plan methodically for their workforce s future. They also provide managers and employees with comprehensive professional development opportunities and attractive working conditions throughout their careers. Workforce Planning Agencies are encouraged to develop and monitor their workforce plans to ensure they have the right number of people with the right competencies, now and in the future. The findings and analysis of the Retirement Intentions 2006 survey will help inform agencies planning for the future needs of the workforce, allowing them to take early action. WA Public Sector Workforce Strategy In consultation with key people across the public sector, the Government will develop a workforce blueprint for human resource planning to help agencies manage their specific workforce needs in the future. The strategy will encourage mature age workers to delay retirement, particularly early retirement, from the public sector, by giving them alternative job opportunities and phased retirement options. Human Resource Practitioner Development Strategy This initiative helps human resources practitioners adopt a truly strategic approach to workforce management. It includes programs covering the principles of strategic human resource management as well as specific workshops in workforce planning, workforce measurement, and attraction and retention. Importantly, the initiative also gives public sector human resource practitioners the chance to engage with the broader profession through ongoing professional development and education. Information on Superannuation Options The Government Employees Superannuation Board (GESB) regularly hosts free seminars to inform members about their superannuation. Seminars can be tailored for particular agencies and held in the workplace, or members may register their interest in attending free retirement planning days or retirement options seminars. GESB also provides a comprehensive website with publications, information on state and federal changes to superannuation, calculators, and an online service, Member Online, which encourages members to take an active role in managing and maximising their super. GESB also provides members with statements informing them of their superannuation balances bi-annually. These member statements are accompanied by a newsletter called Super Outlook designed to keep members up to speed with relevant superannuation issues and GESB initiatives. GESB s wholly-owned subsidiary (GESB Wealth Management Pty Ltd trading as GESB Financial Advice) commenced providing a personalised financial advisory service to members of GESB schemes (including members of the Parliamentary Superannuation Scheme and the Judges Pension Scheme) in April The service is provided on a fee-for-service basis. The State Government s Office for Women s Policy is also promoting the importance of women adopting an independent financial plan with the booklet, SuperWoman: Women and Superannuation Securing your Future. Recognition Government will consider ways of recognising agency achievement where there is a strong culture of staff development, achievement, promotion of teamwork, and recognition of work/life balance. 11

17 Further Research More research into attraction and retention in the public sector will support ongoing workforce planning and the refining of policies and practices. This may include repeating the Retirement Intentions surveys to monitor any changes in employees retirement intentions, including whether 2006 survey respondents who said they would retire, did so. Another area worthy of more research is flexible working arrangements. The Retirement Intentions 2006 survey found significant interest in these options but low up-take rates. Research could examine the perceived and actual barriers and ways to improve flexible working arrangements and their use by public sector employees. Exit interviews for retiring workers can establish the reasons for leaving and could provide an opportunity to encourage the employee to take up contract employment back in the public sector. Research could examine how useful exit interviews are currently, and how they can be used better to identify future employment opportunities and a pool of employees interested in contract work. An employee survey of staff attitudes, views and perceptions of the working environment would help all agencies plan for the future. The survey could be modelled on the Australian Public Service s (APS) survey which covered issues including work-life balance, leadership, service delivery, working with external stakeholders, job satisfaction, and learning and development. The APS survey has been conducted for four consecutive years and now enables comparison of trends over time. The results of an employee survey would provide information on workplace culture, how changes are affecting staff, and key issues facing the sector and its employees. It would also enable the success of development and retention strategies to be measured and evaluated. 12

18 Local Solutions The public sector suffers skills shortages like other industries. In addition to whole of government strategies, individual agencies are also developing a range of initiatives to address attraction and retention issues relevant to particular occupational groups. Examples include: Police The International Police Recruiting Program has successfully recruited around 180 officers from overseas and offered a further 400 officers jobs in the force. Overseas recruiting, however, can only be a stop-gap measure as it does not address the issues associated with drawing people from the local community. Policies and procedures have been modified to make it easier for police officers who have resigned from WA Police to return without loss of rank or recognition of years of service and current skills. A more streamlined process has also been adopted for police officers returning to WA Police after a short period of time, including streamlined training programs. Flexible working arrangements are addressed in mandatory equal opportunity training sessions and a DVD shows how a policy can be transformed into an action. The DVD complements the existing Flexible Work Options Kit, which outlines the application and approval process, and provides advice for both staff and managers. The Kit is available electronically to all employees. The Mentoring Program has maintained a focus on helping members of diversity groups, including women, Indigenous Australians, culturally and linguistically diverse employees, youth and employees with disabilities. Training is provided to mentees and mentors and development days are held regularly with activities and guest speakers. Diversity Networking Groups contribute to an environment where all employees feel more supported and therefore inclined to stay employed by WA Police. The Leadership Development for Women program assists female police officers and police staff to develop their leadership skills and knowledge. The program is facilitated by the University of Western Australia and aims to challenge and change the existing organisational culture to be more inclusive of women. Corporate Health Strategy, Fit for LIFE, is aimed at enhancing the health, fitness and wellbeing of WA Police employees, on physical, mental and emotional levels. The strategy s success is evaluated through annual random health assessments, surveys and questionnaires, a review of data on sick leave, incident data, attrition rates and an annual wellbeing survey. The Equity and Diversity Policy is backed by a training program requiring all employees to attend equal opportunity training. All employees will also be required to participate in equal opportunity refresher training every three years, which will be provided in an e-learning environment. The Separation Management Policy gathers feedback from separating employees and provides employees with support and information to help them in their decision-making. All female police officers who submit their resignation are also interviewed by Human Resources before they leave, to ascertain their reasons for leaving and to identify any opportunities to retain these officers. WA Police participates annually in a Survey on the Wellbeing of the Professions: Policing, Nursing and Teaching, coordinated by the Institute for the Service Professions at Edith Cowan University. Occupational commitment and feelings towards employers are highly influential on employee wellbeing and the survey looks at how people in these areas feel about their workplace and their profession more generally. This survey is related to a research project undertaken by the Institute entitled Attraction and Retention in the Western Australian Public Sector Regional Workforce. A broad project on the ageing workforce is being undertaken, comprising of four project phases looking at long serving officers (a survey of the needs and concerns of police officers aged 45 years and over and/or with 25 or more years of service has already been completed), youth, women, and culturally diverse groups. 13

19 Teachers In February 2007, the Minister for Education and Training announced the establishment of an Education Workforce Planning Taskforce to investigate the quality of teachers in Western Australia; initiatives to ensure an ongoing supply of teachers. The final report is anticipated at the end of the year. Final Year Teaching Scholarships are offered for students of a Bachelor of Education or Graduate Diploma of Education course. Since 2003, 245 scholarships have been awarded and 171 of these recipients are still teaching in public schools. Design and Technology Scholarships will support 20 students in 2007/08 to undertake a two-year Bachelor of Education program to teach design and technology. Teachers in some regional and remote areas are entitled to up to $15,000 additional salary, subsidised housing allowance, leave allowances and relocation cost assistance. A recruitment campaign targeted at both newly-qualified and experienced teachers from the United Kingdom has been undertaken. It is anticipated that up to 150 teachers will be recruited as a result of the 2006/07 campaign. Twenty teachers have taken up positions in rural schools since the start of the 2007 school year. On-line recruitment is being undertaken by advertising through sites such as and In a two week period, 13,586 hits on the Department s advertisements on the three sites were recorded. The Department will raise its interstate profile by participating in employment expos, such as Go West. The Department is examining the: - Development of appropriate packages for retirees to re enter the teaching workforce; - Phased Retirement Options; - Improved Graduate Recruitment Process; and - The streamlining of all existing recruitment and related processes. Nurses Since 2003, WA Health has recruited graduate nurses using a centralised application system called Graduate Nurse Connect. In 2006, WA Health recruited 479 graduate registered nurses into graduate transition programs for 2007 across the WA public health sector. A marketing campaign entitled Never Just Another Day was developed in 2006 to attract high school students into nursing. The aim of the campaign was to market the profession as a positive career choice that offers flexibility, diversity and opportunities to travel and work across a range of industries and specialty areas. The initial evaluation of the first phase of the campaign has indicated a positive response by school leavers and an increased level of interest in nursing as a career. Further development of this campaign is occurring currently. More information can be found at WA Health provides funding support to health services to conduct a number of re-entry, refresher and up-skill programs for registered and enrolled nurses, and midwives to re-enter the nursing workforce. In 2006, 153 nurses were supported to undertake these programs. WA Health has, for many years, offered nursing scholarships for undergraduate nursing and postgraduate nursing and midwifery studies. In 2007, $1.89M in scholarships has been made available to 497 successful applicants. 14

20 Local Solutions (cont.) WA Health has participated in centralised overseas recruitment initiatives since late To date, WA Health has centrally recruited more than 70 registered nurses and midwives to Western Australia and has provided visa sponsorship to an another 341 across a range of specialty areas. This has been achieved through targeted advertising campaigns and participation at skilled migration expos, in partnership with the Department of Immigration and Citizenship and the Small Business Development Corporation of Western Australia. More information can be found at WA Health maintains a competitive national position in both wages and conditions which is reflected in the industrial awards and agreements covering enrolled nurses, nursing assistants and registered nurses. Details can be found at: wa.gov.au/awardsandagreements/. The awards and agreements also incorporate a number of provisions to attract and retain nurses, particularly in regional Western Australia where nursing turnover is often higher and replacements difficult to find. As an example, the Registered Nurses Agreement provides for the payment of gratuities to nurses who remain employed in remote and rural settings. The management of nursing workloads assists in the retention of nursing staff for the public health system. The Nursing Hours per Patient Day model developed for WA Health in 2002 is now a feature of both the registered and enrolled nurses industrial agreements and promotes and monitors reasonable workloads for all nurses and midwives working in inpatient areas. The WA model has since been adopted by other States. WA Health has taken an innovative approach in introducing work/life balance for its 35,000 employees. Nurses working in WA Health can look forward to a workplace that offers them a satisfying job while achieving optimum family, community and leisure time. WA Health has created a publication for nurses and other health workers including a guide to entitlements and 101 attraction and retention strategies. More information can be found at The Marr Mooditj Foundation in collaboration with WA Health and Department of Education and Training are implementing an enrolled nurse-training program specifically for Aboriginal and Torres Strait Islander (ATSI) people, to increase the number of ATSI people employed in mainstream health services. The first student intake commenced on 12 March Research undertaken for the Never Just Another Day campaign identified a need for hands-on learning for Year 10 students considering a career in nursing. The research also identified the lack of available work experience programs in the acute health sector. A jointly-funded pilot program for a one-week placement for high school students has been developed with the School of Nursing, Midwifery and Postgraduate Medicine, Edith Cowan University in conjunction with WA Health. This program will commence in July 2007 with 25 students from Western Australian schools participating in the first group. 15

21 Prison Officers The Department for Corrective Services has embarked on a Prison Officer Strategic Recruitment Project to implement an informed, coordinated and targeted method of recruitment to meet an urgent requirement for additional prison officers to staff the State s custodial system. The project has four areas of focus: Regional recruitment. Work on attraction strategies in regional areas has begun. Prison based recruitment working parties along with networks within the various regional areas have been developed. Roebourne Regional Prison and Eastern Goldfields Regional Prison are prisons receiving particular attention. Aboriginal recruitment. This involves building relationships and engaging with Aboriginal communities and stakeholders. Review of internal processes: Several initiatives to improve internal processes are being explored e.g. review of interstate fitness testing, medical guidelines and integrity testing. In addition, data from previous recruitment campaigns is being collated and analysed to better target advertising efforts. An exit survey and process is also being developed which will inform retention and recruitment efforts. Financial incentives and conditions of employment for prison officers include: Flexibility in working conditions - prison officers work 10 out of 21 days. Specific incentives being offered in the Eastern Goldfields. Regional allowance this varies depending on status e.g. single, married, married with children and ranges from $40 to $120 per fortnight. Government Housing subsidy - prison officers at Roebourne Regional Prison receive 100% rental subsidy. A Housing Subsidy Scheme is being offered to employees at the Broome, Roebourne and Eastern Goldfields Regional Prisons who purchase a house in the region can receive $9,000 per year over 5 years. Field Workers Current strategies for attracting and retaining field workers in the Department for Child Protection include: A specific marketing campaign launched in mid March 2007 to promote the new Department for Child Protection, including newspaper and radio advertising and the launch of a targeted recruitment information web site. The Life-Changing Career website provides specific recruitment information about the Department and the careers it offers. It links to a departmental, regional-specific website with information for people considering working in country areas. Other creative and innovative advertising and promotional strategies including the use of flyers, accessing professional websites and networks and directly sourcing potential graduates at Australian and overseas universities. The development of innovative selection assessment processes for field workers including the use of large group recruitment exercises for entry level recruitment; a simplified written application process and tailored assessment processes for communities with a significant Indigenous population including visits to work sites for short listed applicants during which they meet with, and are assessed by, community members. Access by existing staff to scholarships for full-time tertiary studies both at undergraduate and graduate levels. In 2007, 19 scholarships were awarded for study for the Graduate Certificate in Child Protection Practice at the University of Western Australia. This qualification was developed through collaboration between the Department and the University. The implementation of the Working in Partnership with Indigenous People (WIPWIP) program in regional areas to up-skill employees in Indigenous issues and to help staff build relationships within their local Indigenous communities. 16

22 References i Australian Bureau of Statistics. (2007) Western Australian Statistical Indicators. Catalogue number ii Australian Bureau of Statistics. (2005) Deaths. Catalogue number iii Australian Bureau of Statistics. (2005) Population Projections Australia. Catalogue number iv Australian Bureau of Statistics. (2006) Australian Demographic Statistics. Catalogue number v Australian Bureau of Statistics. (2005) Population Projections Australia. Catalogue number vi Australian Productivity Commission. (2005) Economic Implications of an Ageing Australia. Australia Government: Canberra. vii Human Resource, Minimum Obligatory Information Requirements,

23 Department of the Premier and Cabinet 197 St George s Terrace, Perth WA Department of the Premier and Cabinet Government of Western Australia PRINT DATE: MAY 2007