The other 3 Rs - Recruitment, Retention and Retirement

Transcription

1 The other 3 Rs - Recruitment, Retention and Retirement CONCURRENT INTERACTIVE SESSION 1pm-2.30pm Knox Campus: Level 2, 2 Capital City Boulevard, Knox Ozone Wantirna South VIC 3152 Skills Training Australia (TOID 20828) - Phone: or Fax: Web:

2 Facilitators Melinda Burgess CEO Skills Training Australia Trevor Skerry Lead Educator for community services courses, Skills Training Australia

3 Workshop Outline This workshop will address potential ways of utilising the skills and knowledge of an ageing workforce. A group facilitated problem-solving approach will be used looking at workplace scenarios emphasising key issues which may occur over the next five to ten years. Participants will have the opportunity to contribute to the identification of tools and strategies to be used as potential solutions.

4 What we know. Population demographics highlight that within the next five years, Australia will be faced with an ageing workforce and a skills shortage in a number of industries particularly, within the community services and health workforce. At the same time, service providers are faced with the challenges of having to transition to new funding and service delivery models that are viable in a more competitive consumer driven market while providing choice and quality services to clients.

5 Recruitment What we currently know. The Health and Community Services industry is the third largest industry in Australia employing over one million people. Australian Government Department of Employment and Workplace Relations, Australian Jobs 2007, 2007 (

6 Increased demand for workers Australian Community Sector Survey highlighted nearly 60% of organisations surveyed experienced difficulty in attracting qualified staff in the past year. This problem is likely to worsen as demand for services grows and the pool of available workers declines. Australian Council of Social Service Australian Community Sector Survey Report 2007, 2007

7 Why the increase in demand? the population ages and lives longer changing social policies Deinstitutionalisation: (particularly relevant for disability related services) changing models and expectations of service delivery: respite, early intervention, case management, consumer directed care. changes in family situations such as higher divorce rates, declining birth rates and increased female workforce participation

8 Other issues to think about. Who are our workforce? Average 45 years of age Predominantly female High level of part-time and casual staff High staff turnover (anywhere between 1-4 to 1 in 6 per year) Limited tertiary qualifications

9 Pay and remuneration Other issues Flexibility of work hours (both staff and clients) Physical toll of the job (considering demographics of the workforce) Lack of information Increase complexities of people needing support

10 Royal Freemasons Homes -Case Study Offering existing staff financial incentives for assisting with recruitment via word of mouth. Information sessions held for recruitment drives. Advertising on University notice boards to attract students. Extensive induction program and ongoing training and competency assessment.

11 Activity We know the issues but as a group/industry what can we do?

12 Some potential ideas Look at where we are recruiting Young people University students Employment networks Career change/retrenchment Job descriptions Raising the profile of the work/industry Working collaboratively rather than in competition: improving linkages between services Others.

13 Retention High staff turnover (anywhere between 1-4 to 1 in 6 per year)

14 Key issues in retention Role ambiguity Sense of belonging Career path Hours of employment 15 hours for women 20 hours for males

15 The positives of the job Making a difference Challenging Variety of job tasks Entry level opportunities Salary sacrifice or other tax incentives Lots of work Flexibility

16 Mercy Health Care Case Study Retention Strategies Flexible working arrangements. Employee retention increased to 98% from 88% through the introduction of a number of fair and flexible working conditions. Flexible arrangements have included job share arrangements, phased retirement opportunities and phased return to work from parental leave. Another key strategy was structuring work opportunities around school hours for working parents.

17 Activity We know the issues but as a group/industry what can we do?

18 Retirement Planning a retirement strategy for an ageing workforce could include the following key points. Structuring work to suit physical capabilities. Using the skills of the older worker to mentor new recruits. Providing more flexible hours and rosters. Gradual reduction of hours / days.

19 Goldsborough Home Care, UK Goldsborough Home Care employs around 15,000 workers. Most workers are female and aged over 50. Goldsborough ensured its recruitment agencies and its advertisements did not discriminate on the grounds of age. Employees are encouraged to work beyond their pension age, providing they are physically able. Adapting the workplace to include Health and wellbeing initiatives.

20 Some potential ideas Increase acknowledgement and use of existing staff knowledge base Peer preceptorships Increased staff training and development that is relevant to skill and career development Flexibility of work hours Re-entry back into the workplace