1. Click to add text Attraction and Retention in VET An RMIT Perspective

2. RMIT University©2008 RMIT VET Directorate 2 Objectives in Attraction and Retention To ensure that RMIT is considered an employer of choice, by offering the opportunities that workers desire in their career goals and aspirations. Issue – Is training a desirable field of employment?

3. RMIT University©2008 RMIT VET Directorate 3 Competition A more competitive VET marketplace will result in more competition for good staff beyond those issues already faced with a declining labour supply. This requires us to understand modern worker needs as well as those of our organisation. Issue: We need great people!

4. RMIT University©2008 RMIT VET Directorate 4 Understanding the needs of the workforce

5. RMIT University©2008 RMIT VET Directorate 5 Understanding the needs of the workforce ValuesTraditionalEmergent CareerCompany’s ResponsibilityEmployees Responsibility PromotionTenureMerit RetentionSecurityGrowth Management Style PaternalisticPeer Organisational Chart AdmireIgnore Changing JobsFearAdvancement

6. RMIT University©2008 RMIT VET Directorate 6 What got us here won’t keep us here

7. RMIT University©2008 RMIT VET Directorate 7 The needs of emergent workers Research shows that those needs relate to the provision of good work/life balance options, recognition of the work that staff undertake, flexible working options and, the provision of learning and development opportunities including strong elements of coaching and mentoring.

8. RMIT University©2008 RMIT VET Directorate 8 The RMIT offer – the Pay issue Recent workforce research is showing a trend of emergent workers away from PAY as the number one priority of going for a job. A recent Australian Institute of Management survey (Diversity@work, 2007) finding work/life balance ranked number one for 49% of respondents When deciding what made a great employer a Robert Walters survey ranked work/life balance as number 1 in Australia at 48%.

9. RMIT University©2008 RMIT VET Directorate 9 Average weekly total cash earnings (ABS data)

10. RMIT University©2008 RMIT VET Directorate 10 A strategic approach A strategic approach to staff attraction and retention requires that HR and line management reconsider the role they play (RMIT HR function largely de-centralised) The ‘organisation’ needs to consider the workers ongoing place how they fit within their local contexts. The process can be considered in three parts, the attraction program, the selection process and the retention strategy.

11. RMIT University©2008 RMIT VET Directorate 11 Attraction How can the attraction campaign reflect the needs we have discussed? They should highlight: Work life balance Job flexibility Satisfaction Learning and Development opportunity Career advancement and diversity in job roles

12. RMIT University©2008 RMIT VET Directorate 12 A Queensland example promoting –Attractive salary packaging –36.25 hours per week –Paid leave and loading –Teacher training –Their EBA! Question: Is that enough? Answer: These days, probably not!

13. RMIT University©2008 RMIT VET Directorate 13 Attraction requires a mixed approach Our experience shows that the best attraction methods work best with those units that have close and direct contacts with industry. In this sense they are “poaching” industry professionals that are looking for the things we have already discussed but not finding them in their industry. Training is a way of keeping connected with their industry whilst enjoying a different perspective on things

14. RMIT University©2008 RMIT VET Directorate 14 Selection The selection of staff is more important than attracting them to a position as this process needs to ensure the right person joins the organisation. Organisational fit is a significant factor in a workers ability to perform and stay with an organisation. Some traditional approaches to job selection such as referencing and paper based selection have a very low rate of job fit accuracy. Head hunting, assessment centres and behavioural interviews are far more accurate in determining “fit” in today’s job market.

15. RMIT University©2008 RMIT VET Directorate 15 Retention “Our staff are obviously the core to our success” Aug ’08 Allan Ballagh Director TAFE Shared leadership Collective responsibility Structured professional inquiry

16. RMIT University©2008 RMIT VET Directorate 16 Retention Workers needs should be considered beyond the process of getting the job. Structures are being put into place that support emergent worker characteristics. These structures include: Effective and proactive work- planning, role definition, professional development opportunities and the way staff are treated (cultural assessment).

17. RMIT University©2008 RMIT VET Directorate 17

18. RMIT University©2008 RMIT VET Directorate 18 In Summary With Good HR Practices RMIT (and VET) is positioned to offer what workers are looking for with the following prevalent factors: –Flexibility in work planning that allows them to keep their industry connections and maintain a work life balance –Providing job roles that reflect interesting work that is valued and recognised by the organisation and wider community –Developing teams that allow trainers to work with others in peer and mentoring/coaching relationships along with more targetted learning and development opportunities Strategic HR is core to this activity, as without a whole of organisation approach to the attraction, selection and retention of staff we will miss the mark.

19. Click to add text Questions?