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“How will a changing Australia impact the Third Sector?”

Insights from Quantum Market Research’s

“AustraliaSCAN Cultural Change Study”

and

Leadership Management Australia’s “Leadership Employment and Direction (L.E.A.D.)

Survey”

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About the surveys

Quantum’s AustraliaSCAN• Annual survey• Face to face and self

completion• 1,950 respondents• Trend data from the last

12 years

Leadership Management Australia’s L.E.A.D. Survey• Annual• Online and hard copy self

completion• 2,000 plus respondents across

three levels• Business leaders• Senior managers• Employees

• Trend data from the last 4 years

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A glimpse at Australia through the ABS

The median age of the Australian population has increased from:

• 30.2 years in 1983 to

• 36.1 years in 2003

Over the next 50 years the proportion of the population aged 65+ will more than double from 12.7% to 27.1%

Australia's population is ageing because of:

• A sustained low level of fertility (currently estimated at 1.4 to 1.8 babies per woman)

and

• Increased life expectancy

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How will the population change in years to come

The ABS projects the median age of the population will continue to increase over the next century:

• 2003 – 36.1 years

• 2011 – 38.7 years• 2021 – 41.2 years• 2031 – 43.6 years• 2041 – 45.6 years• 2051 – 46.8 years

• 2101 – 47.5 years

What’s your strategy for dealing with an ageing population…• In terms of your workforce?• In terms of your day to day operations?• In terms of balancing demand with supply?

31.6% increase in median age

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AustraliaSCAN 2004

“How are Australian’s values changing and what are the implications for you?”

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0

10

20

30

40

50

60

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Sufficient

Insufficient

With a diminishing sense of control over life…

Poles %

Australia

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..and a growing loss of perceived ability to have an impact (on community, work, country)

Australia

40 37 34 32 32 31 29 29 30 31

22191921222022221818

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Agree

Disagree

% clearly…“Feel I am able to have an impact”

+22 +9

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10

20

30

40

50

1987 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Virtue

Necessity

We remain a nation comfortable with the concept of personal sacrifice…

Poles %

USA Australia

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…and are increasingly feeling we have to put other’s needs first

Australia

3942 41 40 38 39 40

3542

1014121214121313

16

1996 1997 1998 1999 2000 2001 2002 2003 2004

Agree

Disagree

% clearly“I often feel the need to put others’ needs first”

+23 +32

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0

10

20

30

40

50

60

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Necessary

Unnecessary

But we’ve tightened our belts for so long it’s hard to patriotically sacrifice more for the good of the country

Poles %

Australia

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10

20

30

40

50

1987 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Present

Future

So for the time being, the focus on living for the present and thinking for the future are evenly poised

Poles %

USA Australia

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10

20

30

40

50

1987 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Tangibles

Intangibles

We are more interested in buying things that last over experiences that fade

Poles %

USA Australia

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10

20

30

40

50

1987 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Productive

Relaxing

And our leisure time continues to be less about pure relaxation and more about getting the most out of it

Poles %

USA Australia

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What are our views on business?

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We Expect the Basics to be Done Right…

% Vitally Important

Judging the reputation of a business or company

Do your job and do it well, look after customers, act honestly and responsibly

and produce quality

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0

10

20

30

40

50

1997 1998 1999 2000 2001 2002 2003 2004

Uncaring

Caring

But there is a distinct lack of perceived care shown by businesses for their employees

Poles %

USA Australia

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58 55 55 53 52 51

655556

1999 2000 2001 2002 2003 2004

There is also a strong belief that companies should be giving back to the community…

Agree

Disagree

% clearly

“Companies have a responsibility to give back to the community”

+52 +45

…but you still have to be in business to be able to give back

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And whilst businesses are getting better at social responsibility, there is still room to improve

“How big companies meet their social responsibilities”

34 39 40 42

57596065

2001 2002 2003 2004

Well

Not Well

%

-31 -15

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Where does religion fit in our lives?

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A low level of membership in religion/church groups has been evident for some time

15

13

15

13 13 13 13

1998 1999 2000 2001 2002 2003 2004

%

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But religious connection is still pronounced – conversion is the issue, commitment is the barrier

%“What do you consider your religion to be?”

None

10

72 72 70 69 69 68 68 65

2525232223202022

7974 9107

1997 1998 1999 2000 2001 2002 2003 2004

Christian

Other

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But there are so many other (more compelling and productive) things to do with my leisure time

4 4

3

5 5

4 4

1998 1999 2000 2001 2002 2003 2004

%

Religious activity as one of top 5 leisure activities

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Is the Internet the new religion?

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Internet: Rapid Expansion As Utility Proven

0

10

20

30

40

50

60

70

1996 1997 1998 1999 2000 2001 2002 2003 2004

Nett makes life Better/

Worse

%

HomeInternet

Connection

We now have more than half of Australia connected to the net at home and near universal access through public facilities

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Internet Hours Reflect Recent Growing Utility

Hours/week use the Internet Internet Users

Outside Home

At Home

Total

0

2

4

6

8

10

1997 1998 1999 2000 2001 2002 2003 2004

We are spending ever increasing amounts of time on the net – a

day a week!

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0102030405060708090

100

1998 1999 2000 2001 2002 2003 2004

Internet Integration

% Frequency Use The Internet

Occasional

Most Days

Every Day

And more than a third are using the net every day or most days

Does your organisation have a profile on the internet?

Are you e-friendly?

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Club/Association Membership

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Fragmented Local Involvement And...

% Membership of Local Clubs & Associations

56%Any Local Group

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Fragmented Volunteering ...

% Volunteering 4, 5 or 6

38%Any Volunteering

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Mask Widespread Community Involvement

% Membership of Local Clubs & Associations or Volunteering 4,5or 6

38%Any Volunteering

56%Any Local Group

67%Any Local Groupor Volunteering

Two-thirds of Australians are involved in a local group or volunteer in some way

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Robust Community Involvement

20

30

40

50

60

70

1999 2000 2001 2002 2003 2004

%

Either

Volunteering

Clubs & Groups

There is a solid level of community involvement – NFP organisations can be and are the beneficiaries in many instances. Rewarding and

consolidating the behaviour to maximise benefit is essential

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0

5

10

15

20

25

30

35

40

45

50

1999 2000 2001 2002 2003 2004

Charitable Actions

% Frequently Do

Buy Pins etc

Fund Raisers

Disaster Funds

Time

Raffles

But charitable actions are in decline (perhaps we are over-taxing the goodwill of the people)

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8386

95

115

104 103

YoungSingles

YoungCouples

YoungFamilies

OlderFamilies

EmptyNesters

OlderSingles

… But It’s More Than Just Available Time

Index: Charitable BehaviourAll people = 100

And the following generations are not as connected to the concept

of charitable behaviour

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It’s about Money in lieu of Time

Frequently(56) Regularly (4,5,6)% Charitable Behaviour

Giving money in lieu of time is the new charitable

approach – people simply don’t have the time to give

and money is their surrogate

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What does the L.E.A.D. Survey tell us about leadership and the future?

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Influences on Employee Performance – Shifts 2000-2003

Employee 2003Being entrusted with responsibility 52% /independence

A good working relationship 44% with Boss

A good working relationship with 41% other staff

Interesting and challenging work 39%

Reasonable salary and pay 37%

Receiving good feedback andcommunication 37%

2001 200045% 57%

39% 42%

37% 39%

45% 44%

41% 33%

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Influences on Employee Performance – Views by Group

Employee 2003Being entrusted with responsibility 1 /independence

A good working relationship 2 with Boss

A good working relationship with 3 other staff

Interesting and challenging work 4

Reasonable salary and pay 5

Receiving good feedback and 5communication

Bus SnrLdrs Mgrs1 1

8 7

11 13

3 5

7 3

2 2

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Employees are feeling pressure from…(Employees View)

Added responsibility 1

Higher performance expectations 2

Changing organisational structures 3

Job insecurity 4

Higher customer expectations 5

Balance between personal & business life 5

20001

2

7

10

5

4

20011

2

7

9

3

5

Employee

2003

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…and are finding it harder to achieve work/life balance…

Do you have work/life balance….? – % YES

2003 2001

Business leaders 60% 50%

Senior Managers 52% 52%

Employees 60% 64%

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Ageing Workforce – a sleeper

While 49% of Senior Managers and 62% of Business Leaders say their organisations are aware of the implications of an ageing workforce, only 35% of Employees say this is the case.

And only 12% of Employees indicated that their organisations had implemented any changes to deal with an ageing workforce.

As with other issues affecting the workforce in the past (eg Y2K, GST) many organisations appear to be waiting until the issue becomes more pressing and action is critical rather than planning ahead.

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So with this backdrop, what makes for a Good Manager?

In the eyes of Business Leaders…• Clearly communicating where we are going• Being trustworthy and open in approach• Being fair and even-handed• Listening to and respecting the input of others

In the eyes of Senior Managers and Employees…• Clearly communicating where we are going• Listening to and respecting the input of others• Being trustworthy and open in approach• Being fair and even-handed

We appear to be talking the same language!!

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Understanding the Leadership Model of the Future

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The desirable Leadership Characteristics from a community perspective are clear…

% Vital“Important characteristics for a leader in the community”

How do you/your leaders stack up?

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And the most critical competencies and skills for leaders are viewed consistently across the levels…

FIVE MOST CRITICAL COMPETENCIES NOW Business leaders

Senior Managers

Employees

Communication skills 1 1 1

Strategic thinking 2 2 2

Problem solving and decision-making 3 =5 4

Building relationships (external and internal) 4 4 6

Planning and organising 5 3 3

Customer focus 6 12 11

Developing and coaching others 7 =5 7

Outcome focus 8 =8 13

Team work 9 7 5

Initiative (creates/appreciates new ideas and acts on opportunities)

=10 =8 8

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So what does this all mean?

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Drawing from the ABS and AustraliaSCAN

Your organisations and you as leaders need to develop strategies for staff, volunteers, customers and others that:• Deal with the ageing population• Deal with increasing demands on time• Deal with the need to productively use time

(including leisure time)• Deal with the changing face of involvement and

commitment• Capitalise on the desire to “do good”, “be

good” and “connect with community”

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Drawing from the L.E.A.D. Survey

Understand the fundamentals of an effective workplace is critical for future success

Relationships and communication are the keys to developing this understanding and relationships between leaders and employees. Communication is still the core leadership competency

There are a number of issues that leaders will need to grapple with – now and into the future:• Ageing workforce• Post retirement age work options• Paid maternity leave• …and others

Flexibility and tailoring to the needs of individuals is now an essential corporate philosophy. Tomorrow’s organisations need to stay in touch with the needs of tomorrow’s workforce

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Key Insights to Take Away

Tomorrow’s leaders will need the foresight and ability to develop and deliver flexible work environments in order to attract and retain good people and meet their expectations for the longer-term.

Bosses need to openly show that they are able to protect the future and entitlements of their staff whilst dealing with new needs and expectations.

The healthy business of the future will need to reflect the changing desires of employees to progress and grow their careers within their current organisations.

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Key Insights to take away

Leaders will need to explore models of work that embrace people’s lives (rather than the reverse) to enable better balance between work and other aspects of life.

People will be looking for a more rounded work life – one which enables them to put work in its true context (as they see it).

To this end, identifying, developing and implementing flexible work options and approaches that deliver even more stable, more satisfied, yet increasingly challenged and motivated workers will be critical

How does your organisation stack up? Are you prepared for the future that you face?

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If you would like your organisation to be involved in…

L.E.A.D. 2004

…please fill in the form in your delegate kit

These will be collected at the conclusionof the session today