《THE-PATH-TO-BEING-AN-EMPLOYER-OF-CHOICE---…：作为一个雇主的选择路径—…课件.ppt》由会员分享，可在线阅读，更多相关《THE-PATH-TO-BEING-AN-EMPLOYER-OF-CHOICE---…：作为一个雇主的选择路径—…课件.ppt（47页珍藏版）》请在三一办公上搜索。
1、THE PATH TO BEING AN EMPLOYER OF CHOICE,LYN RUSSELL PSMCHIEF EXECUTIVE OFFICERTHURINGOWA CITY COUNCILDEPUTY PRESIDENT LGMA QLDNATIONAL DIRECTOR LGMA,THE PATH TO BEING AN EMPLOYER,THE CHANGING CULTURE OF LOCAL GOVERNMENT,THE CHANGING CULTURE OF LOCAL,HOW ORGANISATIONS ARE RESPONDING,Being organised d
2、ifferentlyEmploying and paying people differentlyBeing managed and led differentlyDeveloping new workforce policiesTraining and developing workers in new ways and new skills,HOW ORGANISATIONS ARE RESPONDI,MANAGEMENT / LEADERSHIP IS CHANGING,NOW NEEDS TO MANAGEIndependent professionalsDispersed workf
3、orceContingent workforce (casuals, temps, contractors)Disillusioned workforceNon-committed workers,MANAGEMENT / LEADERSHIP IS CHA,NEEDS NEW LEADERSHIP SKILLS IN:Communicating visionFlexible strategy and tacticsMotivating workers,MANAGEMENT / LEADERSHIP IS CHANGING,NEEDS NEW LEADERSHIP SKILLS IN,ATTR
4、IBUTES OF MANAGERS AND LEADERS,ATTRIBUTES OF MANAGERS AND LEA,NEW MODELS OF LEADERSHIPRESULTS-BASED LEADERHIPKEY ELEMENTS(Ulrich, Zenger, Smallwood, Harvard 1999),DEMONSTRATE PERSONAL CHARACTER(habits, integrity, trust, analytical thinking),MOBILISE INDIVIDUAL COMMITMENT(engage others, share power),
5、ENGINEER ORGANISATIONAL CHANGE (build teams, manage change),SET DIRECTION(vision, customers, future),NEW MODELS OF LEADERSHIPRESUL,THREE CRUCIAL HR CHALLENGES FACING LOCAL GOVERNMENT,The ageing populationChanging workforce expectationsLabour and skills shortages,THREE CRUCIAL HR CHALLENGES FA,POPULA
6、TION AGEING 4 DIMENSIONS,Numerical ageingIncrease in numbers of elderly due to increased life expectancy5000 people now over the age of 100 (500 a few years ago). Will generate huge demand for services and local jobs,POPULATION AGEING 4 DIMENSIO,Structural ageingincrease in proportions of elderly ca
7、used by low/falling birthratesNatural declineMore elderly than children, therefore more deaths than birthsAbsolute declineInability of replacement migration to replace the lost births and increased deaths,POPULATION AGEING 4 DIMENSIONS,Structural ageingPOPULATION AG,Therefore, labour market entry/ex
8、it ratio goes negative in 2017.OptionsAcceptBuffer plans, policies, improved conditionsCelebrate population ageing is full of opportunities,POPULATION AGEING 4 DIMENSIONS,Therefore, labour market entry,Indonesian Demographics,Female,Male,Indonesia 2005,Population (millions)Source: US Census Bureau,F
9、emale,Male,Indonesian DemographicsFemaleM,Australian Demographics,Australia 2005,Female,Male,Population (millions)Source: US Census Bureau,Australian DemographicsFemaleM,LOCAL GOVERNMENT DEMOGRAPHICS,Winter 2004, organisational survey: 5,000 staff from:Blacktown, Burwood, Camden, Cessnock, Dungog, G
10、osford, Gwydir, Liverpool, Newcastle, Richmond Valley, Rockdale, Rous Water, Shellharbour, Singleton, Tumut, Yass,LOCAL GOVERNMENT DEMOGRAPHICSW,1 Regional NSW Council,LOCAL GOVERNMENT DEMOGRAPHICS,1 Regional NSW CouncilLOCAL GO,POPULATION, PRODUCTIVITY AND PARTICIPATION,Population, productivity and
11、 participation are the fundamental equation of skills shortage and the ageing societyWe either have to increase our population, raise our productivity or increase participation rates if we want to continue to grow,POPULATION, PRODUCTIVITY AND P,In reality increasing participation rates is the key, b
12、ut it will bring unique challenges, as we have to learn how to work with a more diverse workforce (aged, disabled, long term unemployed, ethnic, indigenous etc)!,POPULATION, PRODUCTIVITY AND PARTICIPATION,In reality increasing particip,WHO CAN AFFORD TO RETIRE?,Average superannuation holding for Aus
13、tralian is $62,0009% will mainly rely on superannuation51% will work part timeNewspoll Australian Superannuation Association 2004,WHO CAN AFFORD TO RETIRE?Avera,WHERE HAVE THE WORKERS GONE?,Annual net new entrant to workforce now is 160,000 p.a.By 2010 it will be 75% less or little more than 40,000
14、p.a.By 2015 it will fall to 20,000 p.a.Businesses will have to recruit from non-traditional areas to sustain their workforce!The Australian, September 18-19 2004, Vartina Nissen, Manpower Australia,WHERE HAVE THE WORKERS GONE?An,AGEING POPULATION IMPLICATIONS,Need for more and different servicesSea
15、change and tree changeAccess and equity issues, transportSeniors policy/mechanismsCommunity wellnessStrategies for inclusionImpact on volunteerism,AGEING POPULATION IMPLICATIONS,THE CHALLENGES,Staff turnover; what level is acceptable, and what are we paying to replace our staff?Effective recruitment
16、 strategiesRetention strategies: holding on to our good peoplePoaching staff versus “growing our own”Is skilled migration a solution?The impacts of baby boomer retirement,THE CHALLENGESStaff turnover;,THE OPPORTUNITIES,Training?.TAFE, Australian Technical College, traineeships, cadetships, on-the-jo
17、b?Skilled migration.but why arent local employers using it?Industry restructuring, technology, innovation,THE OPPORTUNITIESTraining?.T,Workforce planning and succession planning?Being an “employer of choice?”Selling our lifestyle and “sea change”?,THE OPPORTUNITIES,Workforce planning and success,EFF
18、ECTIVE RECRUITMENT STRATEGIES,Ensuring selection and promotion is based on merit, not seniority or other factorsUsing defined selection criteria to assess and compare candidatesUsing selection panels to ensure a balanced approachEnsuring panels are well briefed and competent,EFFECTIVE RECRUITMENT ST
19、RATEGI,Getting a second opinion on candidatesRefereesPsychological testsGiving feedback to unsuccessful candidates,EFFECTIVE RECRUIMENT STRATEGIES,Getting a second opinion on ca,RETENTION STRATEGIES,REWARDS ARE CHANGINGBroad bandingFee based contractsBonusesCompetency based arrangementsProfit sharin
20、gNon-monetary rewardsSelf-managed benefits,RETENTION STRATEGIESREWARDS AR,RETENTION STRATEGIES,THE RISE OF THE “GOLD COLLAR” WORKERNew skills in short supplyWorkers who can name their priceSuits independent contractorsChallenge of attracting and retaining such workersThe increasing importance of emp
21、loyer reputation / attitude to workersImportance of good “people policies” and strategies,RETENTION STRATEGIESTHE RISE O,POACHING STAFF vs “GROWING OUR OWN”,Price of poachingDemise of investment in training (apprenticeships, cadetships etc)Advantages of “home grown” workers,POACHING STAFF vs “GROWIN
22、G OUR,BRINGING IT ALL TOGETHER,The skills crisis in local government now requires strategic action to be taken at four levels:National level ALGA/LGMA/professional associations/Federal GovernmentState level LGAs, LGMA, professional associations, State agenciesRegional level ROCs, shared services, st
23、rategic alliances, informal arrangementsCouncil level,BRINGING IT ALL TOGETHERThe sk,BRINGING IT ALL TOGETHER,There is a need for a full understanding of the size and complexity of the skills shortage issue across local government through research, surveys, taskforcesThere is a need for implementati
24、on of remedial strategies in the short, medium and long term,BRINGING IT ALL TOGETHERThere,BRINGING IT ALL TOGETHER,Potential short term solutions includes:Skilled migration programsGraduate recruitment programsTraining courses for para-professionalsSharing resources across CouncilsUsing Local Gover
25、nment Week to build brand awareness of local government as a career destinationImproving remuneration packages,BRINGING IT ALL TOGETHERPotent,BRINGING IT ALL TOGETHER,Potential medium/long term solutions include:Developing image marketing strategies for local governmentPromoting careers in local gov
26、ernmentEntry level programs “growing our own”Flexible exit strategies for older workers,BRINGING IT ALL TOGETHERPotent,Employment of target groups women, workers with disabilities, NESBGreater investment in training and developmentSuccession planningRestructuring to achieve internal efficiencies, in
27、cluding process improvements and greater use of technology,BRINGING IT ALL TOGETHER,Employment of target groups ,NATIONAL SKILLS SHORTAGE COMMITTEE INITIATIVES,Priorities identified in addressing the skills shortage issue:Image marketing for local governmentBecoming an “employer of choice”: eg. Flex
28、ible work arrangements, pay, work and family initiatives, meritGrowing our own people traineeships, cadetships, entry and exit strategies, upskilling,NATIONAL SKILLS SHORTAGE COMMI,Progressive leadership approaches, inclusive, transformational, inspirationalGiving staff greater autonomy,NATIONAL SKI
29、LLS SHORTAGE COMMITTEE INITIATIVES,Progressive leadership approac,NATIONAL INITIATIVES UNDERWAY,National Skills Shortage Committee comprises all national professional bodies in local governmentMembers have put in funding to employ a project officerA draft national strategy has been completed in 2007
30、 and is seeking implementation funding,NATIONAL INITIATIVES UNDERWAYN,QLDProfessional Staff Recruitment Working Group State funding to employ a project officer to help develop a skills formation strategy for local government,EXAMPLES OF SKILLS INITIATIVES: STATE LEVEL,QLDProfessional Staff Recrui,RE
31、GIONAL INITIATIVES,Local government graduate programs clusters of CouncilsRegional Organisations of Councils partnership with university to offer engineering cadetshipsShared services arrangements eg. Armidale/Dumaresq strategic alliance,REGIONAL INITIATIVESLocal gove,COUNCILS WORKING TO BECOME EMPL
32、OYERS OF CHOICE,Providing guidance/checklists on good HR practices in:Workforce analysis and planningSuccession planningMerit based recruitment and selectionDiversity managementWork and family balance strategies,COUNCILS WORKING TO BECOME EMP,Enterprise bargainingRemuneration strategyPerformance man
33、agementCareer planning and developmentConsultative mechanismsWorkplace health and safety/zero harm,COUNCILS WORKING TO BECOME EMPLOYERS OF CHOICE,Enterprise bargainingCOUNCILS,Employee wellnessFlexible work policies and practicesWork redesignOptimising technologyLeading changeEmployee assistance and
34、 safety nets,COUNCILS WORKING TO BECOME EMPLOYERS OF CHOICE,Employee wellnessCOUNCILS WORK,Employee relationsInvestment in flexible learning and development strategiesLeadership developmentMeasuring HR outcomesAND.walking on water too.!,COUNCILS WORKING TO BECOME EMPLOYERS OF CHOICE,Employee relatio
35、nsCOUNCILS WOR,SO, IF YOUR ORGANISATION ISNT YET AN EMPLOYER OF CHOICE?,ADD VALUEActively participate in corporate planning processes and continually put skills and ageing issues on the agenda (eg. During SWOT analysis)Submit useful discussion papers/agenda items to your executive teamArrange for vi
36、siting speakers to attend meetings to educate on key issues,SO, IF YOUR ORGANISATION ISNT,BE A PLAYERActively participate on corporate committees and project teams to ensure HR dimensions of projects are addressedNominate HR staff for internal and external recognition awards, leadership programs etc
37、. and say what good things they are doing,SO, IF YOUR ORGANISATION ISNT YET AN EMPLOYER OF CHOICE?,BE A PLAYERSO, IF YOUR ORGANIS,KEEP LOOKING OVER THE NEXT HILLKeep up to date with emerging trends, best practices, and what progressive organisations are doing, and regularly feed that back to your le
38、aders,SO, IF YOUR ORGANISATION ISNT YET AN EMPLOYER OF CHOICE?,KEEP LOOKING OVER THE NEXT HIL,NEVER STOP LEARNINGKeep up to date via professional development, formal and informal training, mentoring, reading, study tours, conferences etc. Be a role model!,SO, IF YOUR ORGANISATION ISNT YET AN EMPLOYER OF CHOICE?,NEVER STOP LEARNINGSO, IF YOUR,QUESTIONS/DISCUSSION,QUESTIONS/,
