Category Archives: Workforce Development

Recognition

By | Human Resource Management, Workforce Development, Workforce Planning | One Comment

Yesterday I attended a CEDA luncheon with Hugh Mackay on his new book What makes us tick: The ten desires that drive us.

Hugh covered the ten desires including:

The desire to be taken seriously

The desire for ‘my place’

The desire for something to believe in

The desire to connect

The desire to be useful

The desire to belong

The desire for more

The desire for control

The desire for something to happen

The desire for love

Mackay asserts that the desire to be taken seriously is the most important one, “Not seriously as in ‘Oh what a serious person!’ but seriously as in ‘Please recognise and acknowledge me as an individual.’ (p.2)

So how does this apply to workforce management?  Well I’d suggest this desire relates to every aspect of working effectively with people – recognising their achievements, skills, performance, career aspirations, leadership, issues, ideas, work load, work-life balance and the importance of engaging people in decision making, problem solving and change implementation.  A good reminder really of the need to practice recognising people every day.

Workforce Development funding

By | Vocational Education and Training, Workforce Development, Workforce Projects | One Comment

So where to look for funding opportunities to support your workforce development project or training of your staff?  Here’s a couple of sites and links you might find useful with programs funded by the Australian Government:

Critical Skills Investment Fund

Workforce Innovation Program

Clean Sustainable Skills Package

Teaching and Learning Capital Fund

Workplace English Language and Literacy Program

Productivity Places Program

Industry Training Strategies Program

Jobs Fund

Innovation Fund

Applications for Training Grants

Family Centred Employment Project

Social Enterprise Development and Investment Fund

IBSA supporting Workforce Development

Ausindustry Programs and Grants

Enterprise Connect Services and Grants

Grantslink

Post your links of funds and grants you know of and look out for a new blog post with state and territory specific funding information soon.

99 Ways to Retain Good Staff

By | Human Resource Management, Workforce Development | One Comment

At a recent Enterprise Connect workforce re-engineering network meeting, participants took on the challenge of coming up with 99 ways to retain good staff.  Here’s the results – we got to 63 so what else would you add?

  1. Rubber chicken award – recognition of a job well done
  2. Clear career pathways
  3. Exchange programs – across the organisation, outside and back again
  4. Defined expectations from the team member and manager
  5. Understanding of the psychological contract and unwritten agreements
  6. Two-way, meaningful communication
  7. Performance – defining good and poor performance
  8. Input into decision making
  9. Empathy and understanding for issues outside of work
  10. Team discussions, meetings and planning
  11. Democratic workplace and included
  12. Birthday leave – leave day for your birthday
  13. Flexibility with work commitments – early/late start
  14. Professional development
  15. Events, dinners and industry functions – BBQ’s, Melbourne Cup, lunches, Christmas
  16. Conferences and travelling
  17. Boss willing to work alongside staff
  18. Nice work environment
  19. Positive atmosphere
  20. Health and well being programs, flu shots, checks
  21. Free drinks machine, tea, coffee and biscuits
  22. Years of service awards
  23. Bring your partners along to special events
  24. Gifts, thank you, pressies and awards
  25. Transport provide for special occasions
  26. Know your staff well – personal interests, partner and kids names
  27. Balance in the team – experience, knowledge, skills, generations
  28. Find out what people want to be known for
  29. What do people say and think about you?
  30. Accommodation and housing
  31. Project based opportunities
  32. Exciting work
  33. Clear about future directions
  34. Access to the boss
  35. Multi skilling
  36. Find out what work people want to do
  37. Share management duties such as chairing meetings
  38. Activities to support charities and volunteer
  39. Public acknowledgement
  40. Massages, mini breaks
  41. Listening
  42. Photos, video of career history
  43. Wellness programs
  44. Work sports teams and leagues
  45. Manage the poor performers
  46. Toolbox chats
  47. Social and environmental responsibility initiatives
  48. Competency based recruitment and selection
  49. Match ethos and values
  50. Attitude over aptitude
  51. Set goals and review regularly
  52. Build your own training centre – pride and joy to conduct own training
  53. Ask why do you stay?
  54. Immaculate facility
  55. Social club and activities
  56. Demonstrate good management in the tough times with clear communication
  57. Internal mentors
  58. Mid-career opportunities – networking of similar cohort across the organisation
  59. Higher education opportunities – complete a Masters degree as a group
  60. Phased retirement
  61. Surprises – nice ones
  62. Exercise program – Pilates as a group
  63. Gym program to support physical requirements of the job

Temporary Work as a Retention Strategy

By | Workforce Development | One Comment

It might seem counter intuitive?  More temporary work is being offered as short-term contracts ranging in length from a few months to around 18 months as a retention strategy for some employees.  The contractor and project-based temporary workforce is responding to employer needs for staff who have specific skills and knowledge.  Employees can also develop expertise in a set of skills, be involved in particular projects or work for key employers to boost their resume and career.  A temporary contract is particularly popular in defence and mining industries and for major infrastructure projects in civil construction and rail.  The trend seems more towards a pool or group of people working together around a project and a specific contract rather than temping doing general kind of work.  These opportunities are very much around project-based expertise.  People tend of want that flexibility as well because it gives them experience in different areas.  Project management gives them different skills sets.  Temporary work allows employers to match their workforce to the projects that have on the go at any moment and ramp up projects quickly.  Some staff are juggling multiple projects or jobs and gaining work through word of mouth in their personal or professional networks, rather than being employed by a temping agency.  Temporary contracts also allow workers to have extended mini breaks between jobs which means they work hard and have limited work life balance during the life of the contract.  But it allows them extra time off between projects.  There are extra benefits rather than pay and employers are using temporary work as a retention strategy.

As interviewed by Cara Jenkin, CareerOne Editor and published in The Advertiser, CareerOne section on 30.10.10 p. 3

So You Think about your Workforce

By | Human Resource Management, Workforce Development, Workforce Planning | No Comments

Today’s result in the 2010 Melbourne Cup with all the hype about So You Think as the absolute favourite (who then came third) goes to show you can’t make assumptions.

Often I get asked these questions – What’s going to happen to our workforce?  Will our key people be leaving soon?  What will help to retain our staff?  Don’t make assumptions about these important answers.

Now I know horses don’t talk, so why don’t you ask your staff what they want, what their plans are into the future and what can you do to retain the people you need for your business success.