Attraction & Retention

Richard Walsh

Current Status

• No. Employees = 1864 (as at 19/10/2010)• Full Time = 359• Part Time = 1045• Casual = 460

• Average age = 43• New starters (1/1/2010 to 19/10/2010) = 358• Positions (FT/PT/CAS)

• CSE 1 = 634• CSE 2 = 294• Community Care Worker 1,2,3 = 242• Registered Nurse = 120

– Combined 69%

Current Status Cont…• Turnover (FT/PT) previous 12 months = 13.15%• CSE (FT/PT) turnover previous 12 months = 14.47%• Exiting employees (FT/PT/CAS - voluntary/involuntary) from 1/1/2010 = 251• Less than 12 months service = 98

• 50 - CSE New Entrant, Trainee, 1,2,3,4• 10 - Community Care Worker 1,2,3• 10 - RN• 5 - EEN, EN

• 20 - Reason other (not stated)• 17 – Other employment / career change• 12 – Family / health reason• 11 – Personal reason• 6 – Not suitable for employment

Current Status Cont…

• No. of job advertisements (internal/external) to date in 2010 = 182• Total cost of external job advertisements (1/1/2010 to

19/10/2010) = $303,370• Advertising mediums: Papers (IM, SMH, regional papers),

Seek, Jobs for Nurses, Graduate Careers, Nursing Jobs etc.

Attraction

• IRT as a company, brand, reputation, careers, locations, employment package, competitive products and services

• Sound recruitment and selection practices contributes to IRT achieving strategic goals and upholding the values of the organisation

• Job advertisements (attract potential employees and motivate them to apply)

• Expressions of interest

Attraction Cont…

• Pre Employment Checks• Contribute to quality appointments being made

• Position Descriptions (accurate, contemporary, industry standard)

• Common Law Contract position descriptions revised and evaluated using the HayGroup methodology

• Executive and Senior Managers trained in the HayGroup methodology to ensure evaluations are robust and transparent

• Position classifications and descriptions under the Collective Agreement (CA) need to be updated, which will occur in the preparation for the next CA (negotiations start from July 2011)• This work has commenced under the local level realignment however

further input from operations is required to ensure the documents are accurate and contemporary

Attraction Cont…

• Salary and entitlements (competitive against industry)• Common Law Contract positions evaluated using the HayGroup

methodology and salaries benchmarked (Paynet database) against industry (over 370 companies) to ensure they are competitive

• Entitlements within the Common Law contract competitive particularly paid parental leave and flexible working arrangements.

• Collective Agreement (first for IRT) provided the best entitlements of the relevant Awards and 3 x 4% pay increases

• Next round of CA (expires 1/4/2012) negotiations, need to ensure IRT is strong financially to provide a competitive CA

• Salary Packaging opportunities due to PBI (Public Benevolent Institution) status.

• Corporate Uniform (not all companies provide a uniform)

Attraction Strategies• Eligibility Lists (6 – 12 months)• Career Pathways – information via the IRT website

mapping out a career within IRT from each entry point• Cadetship policy review (Health / Corporate) – intake at

specific times of the year aligned to the University intake

• Post Graduation Program (Nursing)• Nursing – Preceptor Support – Professional Support –

UOW & University of Canberra(Jenni Gilkes – Clinical Placement Program Coordinator)

• Employment Casual Pool (Edmen) across IRT• Edmen employees undertake traineeship via IRT College

therefore trained in the IRT way

Attraction Strategies Cont…

• Vocational Program Year 11 and 12Attract young people to Aged Care – high performers provided with a scholarship

• Indigenous Employment Program – additional employment pool to draw upon

• Graduate Careers (Website for University Graduates)• International Placement of Nursing Skills (migration

agent or HealthX)• IRT College

Retention

• Positions revised and evaluated using the HayGroup Methodology – fair robust methodology ensuring accuracy in relation to responsibilities and parity within the business

• Remuneration and entitlements benchmarked against industry [all industry (exclude mining, banking oil & gas) @ 50th %]. Knowing where we are placed can retain employees however also attract suitable candidates

• NPS (Net Promoter Score) randomly sample employees each quarter to assess if they would recommend IRT as an employer

Retention Cont…

• Effective induction / orientation• Right people, right roles at the right time• Capacity, adequate resources, experience and skills to

learn from and support• Career Mapping – opportunity to develop within area of

interest or undertake a new career• Access to development – IRT College• Leadership, mentoring, coaching and rotation programs• Safe workplace

Retention Cont…

• Relationships / Behaviours• Is a common reason why individuals change jobs despite

conditions of employment being acceptable• If security is threatened, individuals fight or flight• Bullying and Harassment Sessions – 190 employees have been

trained since January 2010• EAP Report – increase in employees accessing the service• Leaders have a responsibility to uphold IRT’s values Integrity,

Respect and Trust. How well are we upholding the values as it can impact on retention