1. Attraction & Retention Richard Walsh

2. 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%

3. 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

4. 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.

5. 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

7. 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

8. 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)

9. 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

10. Attraction Strategies Cont… Vocational Program Year 11 and 12 Attract 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

11. 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) @ 50 th %]. 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

12. 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

13. 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