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Workforce planners & developers network 29 April 2014
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“Hello, we’reCharles Sturt.”
Workforce Planning at Charles Sturt
Workforce Planners & Developers Network29 April 2014
Agenda
• Background
• Workforce Planning Process
• Outcomes of Project
• The Future
Background• Ran a comprehensive workforce planning project in
2006. Major focus was on:– Work/Life Balance– Job marketing– Improving Workplace culture
• Local Govt. Association sponsored new project in 2012 and 2013 in conjunction with Workforce Planning Australia and Workforce BluPrint. Decided to review workforce planning process.
Process• Environmental scan (by Leadership Team) - Identifying external
factors that may influence the size, shape and makeup, of the workforce.
• Workforce Data (FTE, Gender, Age, Length of Service)
• Staff Survey (Interest in career development; Work/life intentions;
Career aspirations; Attraction factors; Productivity improvements; Working
conditions; Retention factors). 309 responses (69%) received.
• Identification of critical jobs (by Workforce Planning Committee)
• Development of attraction/retention strategies for critical
jobs (by Workforce Planning Committee after interviewing incumbents)
Summary of Outcomes
Workforce Planning project identified:
1. A number of critical positions that were deemed as hard to fill (e.g. part of a skill shortage in the job market); AND were deemed as mission critical.
2. Overall CCS is in a healthy position to retain staff in, and attract staff to, critical positions when it needs to:– 92% of respondents intend to continue working at the Council for the
foreseeable future.– 97% staff said they would encourage others to seek work at CCS.
Overview (cont.)
3. Retention and attraction strategies have been identified to retain current incumbents in and attract staff for the identified critical roles.
4. Some of the staff attraction/retention strategies identified (e.g. the need to review work/life balance policy) have led us to look at what the workplace in the future might look like.
Communi
ty
• Jet Vac Operator, Operations Engineer
• Coord Urban Design and Landscape Architect
• Engineers (Coordinator Design, Coordinator Eng Projects, Coordinator Roads, Development Project Engineer, Transport Engineer)
• Technical Officers (Engineering)
• Asset Management Coordinator
• Civil Engineer (Development Services)
• Development Officer - Senior ABS
• Environmental Health Officers
Elected
Member Bod
y
• Communications Advisor (Mayoral Liaison, Speeches, Media,)
Administration
• Database Administrator
• WHS Advisor / Consultant
• Procurement Professionals
• Manager Gov & Op Support
• Team Leader Gov & Bus Support
• Disel Mechanic
Critical and Hard to Fill
Jobs
Retention, Attraction & Management Strategies for Critical Job Roles
Critical
Roles - Retention, Attraction and Management Strategies.xlsx
Key findings from research
• Workers are demanding a new deal from their employers, they want a
choice in how, when and where they work
• Employees of all generations will increasingly do more than one thing at a
time (email, write report, on FB, reading news, texting and answering the
phone, listening to music). Think about your kids, they will be in the
workplace very soon!
The culture is one of immediate answers, with employees willing to connect across more hours and with more flexibility.
• In the 2020 workplace, work is becoming a place to collaborate, exchange
ideas, and communicate with colleagues and customers (as is your home,
your café and other ‘public’ spaces). Developing a culture of flexible
collaboration is how businesses will be competitive in the future.
Through our research, specific ways to develop
and support our organisation evolved:• Strong values
• Flexible
• Ability to blend work and life
• Develop skills further
• Good employer brand
• Leadership
This looks like…. in 2020– Mobile devices have become the office, classroom and concierge for us all (are
becoming the primary connection tool to the internet). This means valuing
communication mechanisms (PC, tablet, phone, new technologies) and
tailored technology (person not position)
– Talent Shortage will be acute
– Businesses will reinvent office space, with workers electing to work at “third”
places (coffee shops, cafes, hotels, free WIFI will be prevalent)
– Our customers increasingly will (are) want service far beyond 9-5, how do we
respond?
– Workers will be able to choose how to work (time of day, location, intensity,
connectivity) and will be encouraged and trusted
This looks like…. in 2020
– Work life blend (flexibility) replaces work life balance
– Companies will hire entire teams to deal with issues/ projects, utilising ex /
transitional employees
– Lifelong learning will be a business requirement and an expectation
– Companies will promote their social responsibility programs to attract and
retain employees
– Egocentric leaders replaced with altrocentric leaders (concern for others
rather than themselves)
– Genuine respectful relationships fostering empowerment and equality
Mapping out next steps ….
Define 2025 Workplace Vision
2014 Model of
WorkStrategic and operational business
needs
Strategy Clusters
Quick Wins
2025 Model of
Work
Strategy Clusters
2025 Workplace Vision
Blending Work & Life
Learning & Development
Ageing Workforce / Retirement
• Digital capability and access• Unrestricted access to technology• Teleworking and collaborative work spaces• Customised Employee choice (person not position)• 5 Generations in the workplace• Consider and promote phased retirement and
part/time project options• Work Life Balance Policy Review
• Increase and legitimise informal learning (70:20:10)• Accelerated leadership development• 2030 leadership competencies• Identify Job specific skills and abilities for the future• Develop career pathways – education, process,
build into culture (particularly field)• Review of part-time assistance policy (learning
providers have changed the way they offer quals)• Knowledge management strategy• Identifying talent not utilised• Political acumen
• Consider school based apprenticeships • Design part-time positions for staff that
have trainees• Under 25 recruitment strategy• Accessing knowledge through
engagement strategies• Early Retirement schemes
Quick wins … a starting point• Incorporate ICAC overview into Corporate Induction Day
(Governance)
• Include interview question in Stay Interviews about level of
Local Government knowledge
• Proactive approach to sourcing external funding for
community related services
• Cultural diversity – employee faces, selection criteria, widen
recruitment sources to include interstate and overseas,
include in Corporate Induction Day, Media and
Communications, education
• Explore field functional capability testing
• Include referrals from existing employees to the internal
advertising process
Questions?
