impressive job advertisement

I was really impressed with a job advertisement recently placed with tasmanianjobs.com and I wanted to share it with you and get your thoughts...

The advert is for an Officer Manager with a newly opening dental hygiene clinic. It is best to read the whole advert which you can access from this link http://www.tasmanianjobs.com/jobs/view/index.php?id=3271

The advert starts as follows, but as I said, it is best read in entirety (the link to the PDF job advertisement attachment)

The position title will be ‘Office Manager’ but should probably be aptly titled ‘All Knowing All Fix It Boss Lady’. The first and about only rule that I wish to impose, is that no person works “for me” but rather“with me”, as without high quality staff, I do not operate and my business ultimately fails. This business is new and will go through considerable transformation over the coming 6 - 12 months, and therefore will be as much as mine as it will be yours.

Please, have a look and share your thoughts.

an interesting day...

I have had an interesting day thus far.

It started with presenting at the National Heads of Student Administration (HOSA) conference on 'Labour dynamics and trends in managing staff'. While the content of the presentation was at times quite complex and confrontational, it was an incredibly engaging experience. Essentially, I outlined why we are experiencing the skill and labour shortages we are and provided some guidelines and resources on how to develop strategies to effectively manage an organisations workforce into the future. While some of the delegates may have had difficulty accepting what I was saying, they certainly acknowledged the issue. We then proceeded to have very interesting discussions over morning tea. I left the conference on a high...

A copy of the presentation (slides only) is available at http://www.tasmanianjobs.com/about/newsletters/

I then attended a focus group luncheon based on the Demographic Change Advisory Council's Strategies Discussion Paper, Strategy 1 : Sustaining Tasmania's Workforce. The objective of the focus group was to discuss the initiatives presented in the paper and come up with alternative or additional initiatives. Representatives from Economic Development and Tourism and Skills Tasmania outlined their current initatives in addressing the issue of sustaining Tasmania's workforce. Much of the discussion around the table was focussed on what industry should be doing to engage our youth, the unemployed and all others not participating in the labour market that want to work. Of the 20 people around the table there was only one direct industry representative. All other representation was from government agencies, unions, educators, not for profit organisations and one representative from the TCCI (and me!). The discussions focussed on the supply of labour and how to get these people into the workforce rather than any discussion of demand for labour. In addition, there seemed to be very little understanding of what skill shortages are and what causes them. When demographic change was explained as how and why it contributes to the labour shortage and its implications for Tasmania, one participant stated that they didnt think industry understood demographic influences.

She made a very good point, and I started wondering why industry may not understand what is happening in the labour market today. I wondered whether government actually tries to engage with industry in forums and conferences such as the one I attended today, and then if they do, why doesn't industry get involved? Essentially government is trying to provide information and develop strategies and initiatives that will assist attract and retain a skilled workforce in Tasmania. Ultimately the majority of these skilled people will be employed by industry.

Why are industry not involved?

More information about the Demographic Change Advisory Council (and a copy of the Strategies Discussion Paper) is available at http://www.dcac.tas.gov.au/

media awash with skills issues

Recent newspaper articles highlight the degree of impact that the skill and labour shortages are having in Tasmania (not surprisingly).

What strikes me is that many industry bodies are all kicking and screaming about the skill and labour shortages (and rightly so) and there are a few people or representative bodies that offer advice or bandaid solutions, yet no strategic effort to work together to address the issues is evident. It would appear that there is great opportunity (and demand) for greater collaborative efforts between industry peak bodies, government (at all levels) and other stakeholders.

This week the AMA says the Launceston General Hospital is imploding due to staff shortages, and those that are left are 'voting with their feet' and leaving due to burnout.

The new MBA head said he was concerned about the ageing demographic of the industry and that he would need 220 apprentices per year to be recruited to maintain the existing workforce (let along grow it).

Tasmanian fruit growers are enthusiastically welcoming the possibility of Pacific Islander workers to assist with fruitpicking during the harvest season but are concerned about a lack of public transport and worker accommodation. However, the industry also acknowledges the competition for labour during this period as it coincides with the peak tourism season which has a high demand for retail and hospitality casual labour.

International students lament the inability to secure employment in Tasmania once they have completed their degrees. A spokesman for UTAS said that "students chose to enrol in university courses for the degree only. We don't guarantee or provide opportunities for work or residency after graduation".

The TCCI suggests that a solution to overcoming the cultural integration issues for international students is to encourage participation in work based apprenticeships and traineeships.

These are but examples of what is going on in Tasmania, but who is leading the way???

how to win a war

I have just attended a seminar at the School of Government, UTAS, where Professor Harry Gelber used two war time examples to illustrate how military wars have been won. The wars in question were the 1860 invasion of Beijing by the British and French and the 1940 campaign by the Germans to occupy France.

Regardless of which war, Professor Harry Gelber believes that the art to winning a war is not necessarily decided by the level of military and artillery capacity, but by a combination of strategy and tactics, on-going training and drilling, logistical and administrative preparation allowing for housing (shelter), provisions and weather as well as, very importantly, enthusiasm and morale. In addition, the winning of a military war is also highly dependent upon strong leadership.

A comment from the floor also identified that once the battle had commenced, tactics and strategy needed to evolve with change, challenges and unanticipated issues.

I couldn't help but make comparison with the current 'war for talent' we are experiencing. It is not the level of artillery (remuneration) that will win this war either. Sure, it will be a factor, but it is the leadership, strategic approach, committment to on-going investment in skill development, support and engagement with staff (morale) that will make an organisation the victor in the war for talent.

stunned

Reading the BRW this week, I was stunned by economist Mark Wooden’s comments that he does not believe in skill shortages, and that if they do exist it is purely because business is not prepared to pay what the skilled people are worth (The Big Fix, August 7-13, 2008). Unfortunately, it confirms to me that economists do not appreciate or acknowledge the importance of demography in our economy and the subsequent failure to recognise the need for generational replacement of labour (total social production). We have a skill and labour shortage because we have not reproduced enough to replace our existing workforce. It is exacerbated by a strong economy.

Total social production expands on the economic theory of modes of production in which labour is required on a daily basis. Total social production argues that labour must be reproduced on both a daily and intergenerational basis.

Essentially, the concept of total social production is that neither production nor reproduction can take place in the absence of the other. Most economic analysts see demographic reproduction as secondary to economic activity. Such analysts are predominantly concerned with population in terms of labour force participation and the unemployment rate. However, total social production argues that economic production and demographic reproduction are mutually dependent. Total social production theorists argue that economic dependence reflects a general inability (or failure) to acknowledge and integrate the generational replacement of labour.

This failure has already affected, and will continue to affect, the future supply of labour. Hence, we have skill and labour shortages (or people shortages).

Another Employer of Choice Breakfast... but refreshingly different

This morning I went to an Employer of Choice Breakfast hosted by the TCCI and sponsored by Hazell Bros. As you can probably imagine, I go to a lot of conferences, breakfasts and events related to the skill and labour market. However, this one was different. Refreshingly different.

For the first time in a long time, the concept of Employer of Choice didn't focus on Gen Y, or flexibility in the workplace or paid maternity leave, but programs that are actually measurable in improving both business profitability and employee welfare. Hazell Bros provided examples of the programs that they use to better engage with their employees which has direclty resulted in signficant decreases in workers compensation insurance premiums, retention and absenteeism.

Hazell Bros recognise that it is often difficult to separate work from life (and vice versa) and therefore outsources the provision of an employee assistance program (EAP). While EAPs have been used in the workplace since the 1940s, they have traditionally focussed on drug and alocohol related issues affecting an employee in the workplace. It is now more common for employees to experience stress, relationship problems, depression and even conflict in the workplace. These issues can have a detrimental affect on workplace performance.

Hazell Bros believes that providing the means to address personal issues through the workplace provides benefits to both the business and the community.

Tony Newport from Newport & Wildman advised that affective EAPs are an essential tool in the workplace have the following attributes:

1) listen and validate
2) never promise what can not be delivered
3) assert what can't be done
4) acknowledge when a supportive strategy is not working
5) assert what needs to be done

Today's breakfast demonstrated that the Employer of Choice concept is not a soft and fluffy concept as is often intepreted, but can provide real workforce planning solutions with direct results.

Accentuate the positive, eliminate the negative – Tasmanian workplace practices

Many Tasmanian organisations are adopting innovative practices to attract, retain and motive their staff through approaches which meet the needs of both employee and employer.

· A financial services provider rewards and recognises its staff on a monthly basis at a morning tea whereby individual employees are recognised for their efforts across a range of spectrums and gifted with an appropriate reward.

· A restaurateur took his full time staff to Melbourne for an all expenses paid trip in thanks and recognition of their dedication and hard work over the 6 week Christmas New Year period. NB a hairdressing salon owner has been doing the same thing for five years, with no turnover during that period.

· A regional manufacturing firm provides a petrol allowance for those living a long way away and one Friday afternoon per month off for an employer funded BBQ and beers.

· Two businesses less than three years old, one in the IT industry and the other in the administrative sector, provide both share options and profit sharing to new employees in an effort to both differentiate from larger, established businesses but also to create loyalty and productivity through vested interest.

· A number of organisations provide the three days between Christmas and New Year as leave in lieu of work well done (in addition to standard annual leave).

· A statewide financial services organisation employs final year finance or accounting undergraduates, contributes to their fees and provides extensive study leave with the view of providing relevant experience to students as well as securing graduates with experience into the future.

· A not for profit association offers a nine day fortnight (as full time) to employees who are able to complete the required 76 hours productively during flexible work arrangements.

· A business in the IT sector provides its employees with their birthdays as a leave day.

· A community welfare organisation offers its employees three half days per year to go to a child’s sporting or cultural event or attend another community event.

· A number of organisations sponsor a corporate team in a sporting fixture or event or support their staff in a charity event like Movember, Relay for Life or World’s Greatest Shave.

While these approaches may seem simple enough, all organisations report that these innovative practices have provided them an edge in both recruitment and retention as well and employee loyalty and satisfaction.

what are your thoughts?

The opportunity cost of working in Tasmania

I am regularly contacted by people wanting to relocate to Tasmania. These people have usually identified that Tasmania will provide for their lifestyle of choice (understandably!), but they have concerns about the opportunities for meaningful employment here.

For all choices that are made there is an opportunity cost. In choosing the lifestyle that Tasmania has to offer the opportunity cost is the higher income foregone from working interstate. While Tasmanian wages and conditions are on an upward trend there is still a differential between salaries in a similar position in Tasmania and in a major city on the mainland. As the demand for skilled labour intensifies worldwide this differential is not likely to change.

It has previously been argued that Tasmania’s cost of living is more affordable than our mainland counterparts, apparently justifying our lower wages. However, a number of external factors have contributed significantly reducing this relative affordability, including interstate rates, the drought and the oil price.

The questions for relocators to ask are, what is the value of a lifestyle in Tasmania? Is it at least equal to the wage differential? What is the opportunity cost of not relocating to Tasmania?

The questions for employers to ask are, can you afford not to attract and retain the skills and labour you require?

Tasmania's population debate

Last week's Employer of Choice Conference in Launceston created a media frenzy following Bernard Salt's and Natalie Jackson's presentations on population ageing, the labour market and the implications and opportunities for Tasmania.

All three of Tasmania's state political leaders entered the debate, along with the TCCI and the Sustainable Population Australia Tasmanian branch, however Associate Professor Natalie Jackson, Demographic Analytical Services at the University of Tasmania believes that if there is to be a debate about an optimal size for Tasmania's population, then it is important to understand the following facts:

1. Calls for a debate on an optimal size for Tasmania’s population miss the point about population ageing and composition. Across Australia, even with a net international migration gain of 140,000 per year, the next decade will see the nation’s population aged 65+ grow by 43 per cent while all other age groups combined will grow by only 7 per cent.

2. Similarly, between now and 2028, Australia’s population is projected to grow by 5.8 million (27%), but that will involve a doubling of the population aged 65+ years, against growth of 16% for all other age groups combined.

3. Arguing that we don’t want Tasmania to become a retirement village similarly misses the point. The next 20 years will see relatively wealthier, healthier retirees. It is likely that encouraging more of them to come here – whether to live or to visit -would stimulate the economy enormously; and stimulate jobs in the retail, hospitality and building sectors that would keep more of Tasmania’s young people here. (I [Natalie] have referred to this previously as Clayton’s population growth: the growth you are having when you no longer have growth).

4. Despite the present small increase in birth numbers, the excessive loss of Tasmanians aged 18-38 years over the 1990s continues to play the major role in the state’s future demographic fortunes, as does the continuing net outflow in this demographic. Before thinking about population size per se it would be germane to shore up the glaring bite in the age structure. These are the people who have the babies, keep the schools, retail and housing industry going, and are needed to replace the state’s baby boomers (who incidentally plan to retire earlier than their mainland counterparts). Note that this outflow did not stop even during the recent period of net migration gain, while in the 2006-07 year, net interstate migration removed a further 1,220 persons aged 10-34 years.

5. When talking about growth targets, some thought should be given to when it is hoped they could be achieved by, and thus whether or not they are feasible. For example, to achieve a population size of 600,000 by 2020 would require a consistent annual net migration gain of approximately 4,000 per year. At a net gain of 2,000 per year it could be achieved by the mid-2030s.

6. Tasmania’s ‘low’ population growth needs to be seen in the context of Europe, where zero growth is now the norm and will be permanently so; the result of population ageing. Keep in mind that Australia’s growth rate is unique in the developed world, and in fact is presently above that for the entire world.

Where are the opportunities for Tasmania’s youth?

Recently tasmanianjobs.com has increasingly been contacted by graduates lamenting the fact that they can not secure a meaningful job in Tasmania. It may be a case of over supply of graduates for the available jobs in Tasmania, but it may also be that employers are reluctant to employ or invest in recent graduates. With access to suitably qualified people being the number one constraint for Tasmanian businesses for 17 consecutive quarters, as identified by the TCCI Business Expectations Report released last week, it would appear that Tasmania’s youth, and particularly graduates, are an under-utilised resource for addressing skill and labour shortages in Tasmania.

These graduates are reporting to tasmanianjobs.com that they are being offered opportunities interstate, however would prefer to stay in Tasmania. Essentially, young Tasmanians are being forced to leave the state to gain meaningful employment opportunities in their preferred career path.

While Tasmania is reporting it’s lowest ever unemployment levels, currently 4.3% and equal to the national rate[1], the breakdown of unemployment and participation rates by age group provide a poignant insight into the realities of Tasmania’s labour market.

The above chart details the unemployment and participation statistics for Tasmanians by age group. As illustrated, it is Tasmania’s younger age groups that have the highest rates of unemployment. With the ageing of the population and imminent cross over of more labour market exits than entrances, Tasmania’s youth provides a real opportunity to retain skilled, educated persons and labour supply in the state.

[1] ABS 6202.0 Labour Force July 2008