2010 CRC Showcase - Workforce Development - R1.111 R1.112 & R1.113
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This document outlines three workforce development projects being undertaken by the CRC Workshop: 1. The Attraction and Industry Image project aims to identify strategies to attract more engineers, tradespeople and operational staff to the rail industry. It involves surveys of students and industry. Tentative recommendations include increasing engagement with universities and improving industry branding. 2. The Skilled Migration project researches ways to secure a long-term supply of skilled labour through migration policies and innovative recruitment approaches. Key deliverables include a forum report and information kit. 3. The Staff Retention and Engagement project seeks to identify strategies to improve employee retention and engagement within rail organizations and across the industry through evidence-based practices. It involves case studies
2010 CRC Showcase - Workforce Development - R1.111 R1.112 & R1.113
- 1. Workforce Development Projects CRC Workshop R1.112 Attraction & Image R1.111 Skilled Migration R1.113 Staff Retention & Engagement
- 2. 3 Workforce Development Projects Skilled Neroli Sheldon-RA Migration Frances Brown-PC Ros Cameron-PL Tania Davies-PC Attraction & Retention and Image Engagement Amanda Gudmundsson - PL
- 3. R.112 Attraction and Industry Image The issue The Rail Industry is not attracting sufficient numbers of engineers, tradespeople and operational staff to fulfil current and future needs. The project steering committee Frances Brown Chair (QR) A/P Michelle Wallace Project Leader ARA, QR, Railcorp,TransAdelaide, MetroRail, VicTrack SCU and QUT
- 4. R.112 Attraction and Industry Image Project aims To identify the knowledge and perceptions of rail careers within engineering students, teachers, academics, careers advisors and commercial recruitment consultants To identify better practices in employer branding and attraction strategies among rail and other organisations internationally
- 5. R.112 Attraction and Industry Image Deliverables Interim Report (Jan 2010) Final Report (Nov 2010) Portfolio of better practice in employer branding and attraction strategies especially those that position rail careers favourably (CD-ROM/Webpage)
- 6. R.112 Attraction and Industry Image Data collection 7 focus groups, 34 interviews with students, teachers, academics, careers advisors, commercial recruiters, industry representatives Survey 350+ engineering students Survey Industry HR personnel
- 7. Findings: Career knowledge Generally low level of knowledge Why? 1. Does not feature in engineering curriculum 2. Industry involvement in education low e.g. placements/internships, project sponsorship, guest lectures etc 3. Not the role focus of careers advisors 4. Lack of information Notes: Students, academics, careers advisors, recruitment consultants expressed interest in rail career opportunities
- 8. Findings: Influences Influences on knowledge and perceptions 1. Careers advisors have low influence 2. Teachers/academics some influence 3. Placement officers, recruiters influence 4. Positive perceptions of rail careers from family and friends 5. Negative perceptions from negative media and consumer experiences
- 9. Findings: Student preferences Job characteristic preferences Salary and promotion opportunities Job security and flexibility High level of professional freedom Innovative projects Using cutting edge technology Recognition and support Notes: Initial survey results suggests students do not have a strong view that a rail career will offer benefits sought
- 10. Findings: Perceptions of rail careers Not real engineering maintenance v design Public service slow Pale, male and stale Lack of portability and career opportunities Low prestige Hard to please want experience now Notes: Initial survey analysis indicates most students do not have a clear brand image of rail suggesting they lack information about rails image. Contrasts with views of some graduates/apprentices
- 11. Tentative recommendations Knowledge of rail careers Increase engagement with university sector Improve relationships with influencers Increase information flow Get to students early (placements etc) Branding of rail careers Leverage strong brands of private sector Streamline recruitment processes Consider issues of culture Get to students early Notes: Portfolio provides examples
- 12. International perspective Best practice attraction strategies Viewing universities as fundamental source of talent Providing significant funding to university initiatives Engaging with students early (e.g. placements) Promoting the industry and careers in schools Developing superior recruitment websites Targeting minority groups e.g. those with disabilities Promoting rail as culturally important as well as environmentally necessary (e.g. French Rail film festival, sporting activities, cultural tours) Notes: Portfolio provides examples
- 13. Deliverable: Portfolio Portfolio (CD-ROM/webpage) 1. Designed for industry practitioners in HR, workforce planning, marketing and branding 2. Current issues facing employment brand of rail 3. Feedback from students, recruiters, academics, and careers advisors on rail knowledge and perceptions 4. Suggestions from marketing/branding experts 5. Links to documents, videos, animations and websites that we consider better practice attraction and image strategies (international focus)
- 14. Portfolio
- 15. R1.111 Skilled Migration project Project Steering Committee Tania Davies Project Chair Dr Ros Cameron Project Leader QR Railcorp TransAdelaide SCU & UoW
- 16. Project Aim To research skilled migration policy frameworks, recruitment approaches and innovative ideas around securing the medium to long term supply of highly skilled labour for the Australian rail industry Engaging multiple stakeholders Research a wide cross section of Australian rail industry
- 17. Skilled Migration Project OUTPUTS 1. Skilled Migration Forum Report 2. Skilled Migration Stage 3 Interim Report - literature review 3. Skilled Migration Stage 4 Interim Report Creativity Hub data 4. Skilled Migration Information Kit DVD/Webpage 5. Skilled Migration Final Report
- 18. Stage 3 Interim Report 1. Rail Industry HR issues & skill shortages 2. Skill shortages in general 3. Historical context of skilled migration in Australia 4. Contemporary policy (skilled migration) 5. Current research in skilled migration 6. Engineering skill shortages/international mobility of the highly skilled
- 19. Skilled Migration Project KEY DELIVERABLES SKILLED MIGRATION FORUM INFO KIT/DVD CREATIVITY WEB PAGE HUB Projects
- 20. Skilled Migration Forum - 26-27 November 2009 DIAC DEEWR EA / APESMA / Australian National Engineering Taskforce Skills Australia VETASSESS / TRA Universities- Engineering academics Recruiters / relocation specialists / migration agents State initiatives Rail industry leaders
- 21. Skilled Migration Forum - workshops
- 22. Creativity Hub projects 1. Attracting and retaining skilled migrants - offshore Methodology: Case studies; interviews; focus groups; questionnaires Recruitment practices and experiences Perspectives from HR, Supervisors & skilled migrants 2. Recruitment of onshore skilled migrants Methodology: Case studies; interviews; 2 surveys EA- Migrant members-online survey AMES- hard copy survey Independent general skilled migration
- 23. Representative industry sample - data collection Government entities/passenger Manufacturing Contractors Consultants Qld NSW Vic SA WA
- 24. Skilled Migration Information Kit - DVD and webpage 7 Sections: Recruitment Skilled Migration Programs Research Skilled Migration Forum Case Studies & Testimonials Useful Links Videos-snippets; podcasts; Ppts; research reports; links; YouTube links
- 25. Recruitment section Recruitment decision tree Costs and return on investment Marketing tools Relocation and settlement issues Induction and rail bridging courses YouTube Recruitment campaigns
- 26. Case Studies State Initiatives: WA, SA and Vic Rail organisations: Recruited onshore and offshore Partnership with recruitment/ relocation companies Perspectives from skilled migrants Perspectives from HR managers and supervisors/operations
- 27. R1.113 Staff Retention and Engagement Project Team: Robert Thompson (QUT) Lisa Bradley (QUT) Yvonne Brunetto (SCU) Artemis Chang (QUT) Bernd Irmer (QUT) RailCorp Queensland Rail V/Line TransAdelaide) VicTrack
- 28. Background Strategic challenges in retention and engagement in rail. High costs associated with the loss of employees, knowledge and capabilities. Need for reinvention of workforce management policies and strategies. Understanding retention and engagement for individuals, organisation and across the industry.
- 29. Project Objectives Identify strategies for improving employee engagement/retention for organisations and industry. Identify and document examples of leading practice in employee engagement/retention for knowledge sharing within the industry. To identify alternatives to retention/ engagement to enhance organisational sustainability and build organisational capacity through knowledge management.
- 30. Project Benefits Practical, industryspecific and evidencebased strategies that can be developed to aid retention and engagement of current and future staff. The implementation of these strategies will help the rail industry redress the expected staff shortages. The adoption of leading practices to manage employee retention/engagement will promote the rail industry as an employer of choice across the wider community. The project will contribute to knowledge sharing in the rail and related industries.
- 31. Key Areas Culture and change HR policies over time Current retention and engagement issues Key human resource capabilities Generational Cohorts Employee types/groups
- 32. Employees today Organisation success and performance a consequence of employee skills and knowledge Ageing workforce Shortage of skilled employees Need to maximise retention and engagement of skilled staff
- 33. Our Focus Age Individual Career Stage Organisation HR Policy Leadership Industry Alliances Talent pool
- 34. Individual Age, generation, career stage, motivation Generational cohorts baby boomer, generation x, generation y Deeper understanding of needs, motivations, career orientation & work/life balance is needed
- 35. Organisational Culture Adaptability Flexibility Autonomy Leadership Relationships
- 36. Industry Organisations may become more innovative or depart from standard HR practices in order to create sustainable competitive advantage Change is a common theme across organisations in the rail industry
- 37. Methods Secondary data collection (meetings and personal communications) Literature review Questionnaire + interviews Case Studies
- 38. Progress to date Literature review undertaken Secondary data collected Identification of broader organisation and industry issues Global examples collected Cross industry comparisons underway