Christchurch ICT Sector Workforce Survey

1. Christchurch ICT Sector Workforce Survey Helen Shorthouse Client Manager - Technology, CDC October 2012

2. Survey Background • Completed in response to a recognised issue within the sector and as part of CERA’s and CDC’s longer-term workforce strategy. • 300+ ICT companies from Christchurch contacted to complete an online survey. • 62 responses (19% response rate). • Close representation of sector demographics. • 11% of respondents had over 50 employees. • 53% of respondents had less than 10 employees. • 73% of respondents were CEOs, managing directors or owners.

3. Existing and Future Demand • Over the last 12 months respondents shared a net gain of 177 employees. • Respondents forecast an additional 272 employees to be recruited in the next 12 months. • Of these 63% (170) will be for businesses with 21+ employees. • Since the earthquake respondents stated that it has been harder to recruit (62%) than retain (39%) employees. Conclusion: Labour market demand and recruitment difficulties are likely to increase in the next 12 months.

4. Staff Availability • 48% of all respondents considered the availability of skilled employees in Christchurch a barrier to achieving organisational goals. • The lack of skilled staff is most acute within larger companies (59%). Conclusion: Workforce dynamics are adversely impacting up to 50% of the sector.

5. Recruitment Confidence and Tools • Over 50% of respondents indicated that specialist roles involving ICT Architect, Database/Data Warehousing, Telecommunications are Somewhat or Highly Unlikelyto be filled in the next 12 months. • Programming & Development, Help Desk & IT Support, Electronics Engineering, Sales and Marketing were the most likely to be filled. Conclusion: Specific roles can be identified that are in higher demand and that are harder to recruit for.

6. Employee Attraction • 79% of large companies and 65% of small companies consider it imperative or of high value that the overall attractiveness of Christchurch as an ICT employment destination is better communicated. • 70% of respondents considered it is an imperative or high value strategy to attracting suitable skilled workers from other regions of New Zealand to Christchurch. Conclusion: Companies believe there is a need for Christchurch and Christchurch’s ICT sector to improve its employment profile.

7. Education Links • 73% of respondents viewed better links with education institutions a key strategy to overcoming skills shortage barriers. • 55% of large ICT firms and 39% of small firms agree that tertiary institutions are not training people with their skills organisations need. • 73% of all respondents indicated that the creation of more internships through local tertiary institutions is imperative or high value. Conclusion: Schools, tertiary and businesses need to work more closely to encourage higher course uptake and industry alignment.

8. Proposed Responses • Over 90% of respondents found value in strategies that focus on raising the sectors employment profile (in response priority order): • Communicate Christchurch's overall attractiveness as an employment destination • Enhance the employment profile of Christchurch's ICT sector in New Zealand • Enhance the employment profile of Christchurch's ICT sector overseas • Encourage more informal ICT sector networking events • ICT sector collaboration when recruiting (e.g. combined advertising) • Over 80% of respondents found value in sector focussed recruitment strategies (in response priority order): • Addition of specific ICT professions on the New Zealand immigration skills shortage list • Encouraging a shared pool of employees between local ICT businesses • Provision of a support services for employing skilled migrants • Facilitation of targeted recruitment fairs overseas • Over 90% of respondents found value in sector focussed education / development strategies (in response priority order): • Development of better links between ICT businesses and education institutions • Creation of more ICT internships through local tertiary institutions • Development of a schools campaign to raise the profile of ICT sector careers

9. Recommendations Christchurch’s ICT sector needs a three pronged strategy to be governed by an industry lead ICT Sector leaders group. This would initiate, approve and oversee the implementation of sector related projects. Three specific recommendations include: • The creation of a Christchurch ICT employment brand that can be used for collective regional attraction and retention plus support offshore marketing activities of individual businesses. • Encourage the increased development of grown talent by guiding the education community to grow the right talent to meet industry skill demand. • The creation of unified recruitment strategies leading to domestic and international labour pools via the talent needs of businesses throughout the region combined and considered at a sector level.

10. Next Steps • Formation of a steering group (in progress) • Business, tertiary, schools and government • Presentation to ICT Minister (completed) • Exploration of intervention projects to assist workforce dynamics: • Increased internships • Better business input into course content • Streamlined immigration processes • Sector profile activities