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Victorian Disability Workforce Database Project

Victorian Disability Workforce Database Project. Workforce Challenges…. Ageing + life expectancy = increased service burden Demand for disability services growing 5%-7%pa Increasing family responsibilities for older women = reduced labour market. Workforce Challenges…. Our ageing population:

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Victorian Disability Workforce Database Project

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  1. Victorian Disability Workforce Database Project

  2. Workforce Challenges… • Ageing + life expectancy = increased service burden • Demand for disability services growing 5%-7%pa • Increasing family responsibilities for older women = reduced labour market

  3. Workforce Challenges… • Our ageing population: • For every new young person entering the labour market today there are 7 workers 45+ yrs available • by 2016 median age will be almost 40 yrs • male participation will fall for all age groups except >60 yrs - female participation will increase in all age groups except 15-19 yrs & 65 yrs+

  4. Workforce Challenges… • Self directed approaches + community inclusion + ageing clients jobs more complex & challenging + often more fragmented • Changing expectations about work from younger people • Sector has relatively poor pay, limited career paths, low public profile

  5. Workforce Challenges… In rural & regional areas, when compared to Melbourne, population is: • Slightly older • Higher % born in Australia • Higher % sole parents • Lower % with year 12 education • Lower % with tertiary qualifications • Growing more slowly • Increasing nos. people >45 yrs moving in

  6. In the face of these challenges increasing interest in workforce • need for accurate & current data, to enable organisations to benchmark & more strategically manage their workforces • Last time Vic data: 2003

  7. Workforce Project Overview • DHS funded NDS to undertake the Workforce Data Project with Rimfire Resources • To provide benchmarking workforce data for the non government Victorian disability sector

  8. Workforce Project Overview • 3 elements: • Workforce and Capacity Review • Employee Review • Salary and Position Review • 113 CSOs funded by DHS Disability Division participated • 2089 employees completed the Employee Review • Stratified Sample, across regions, by funding size

  9. Workforce and Capacity Review: Participant CSOs • evenly split between rural & metro • across all regions • 58% NFP Incorporated & 23% NFP Company Limited by Guarantee • 57% receive >60% income from State Government

  10. Workforce Project Overview: Occupational Groups • Direct Support (eg. Support Worker) • Professional Direct Support (eg. OT) • Indirect Support (eg.Admin Officer) • Professional Indirect (eg. Accountant) • Team Leader (eg. Supervisor) • Management of Service Delivery (eg. Client services Manager) • Executive (eg. CEO)

  11. Workforce and Capacity Review: Employment Type

  12. Workforce and Capacity Review: Employment of Agency, Temp or Casual Staff • Employment of temps is correlated with size of CSO

  13. Workforce and Capacity Review: Workforce Diversity • 57% CSOs measure the Aboriginal & Torres Strait Islander origin of their workforce • Of these, find that 0-8% are of such origin • 88% CSOs measure CALD background • Of these, find that 2%-5% of CALD • 96% CSOs measure if employees identify as having a disability • Of these, 24% reported no employees with a disability

  14. Workforce and Capacity Review: HR Practices • Approx 30% CSOs don’t have designated HR rep • HR Information Systems: • HR Systems 30% • Payroll Systems 83% • E-recruitment System 8% • Roster Management System 16% • Roster Management System Client 21% • Manual Records 35% • Other 4%

  15. Workforce and Capacity Review: Attraction & Recruitment

  16. Workforce and Capacity Review: Attraction & Recruitment Main ways to recruit: • Online Job Boards 64% • Referrals & Networks 48% • Regional Newspapers 37% Ways of selecting staff • Selection criteria 50% • Interview 39% • Reference check 43%

  17. Workforce and Capacity Review: Attraction & Recruitment Time to recruit: • Direct Support: 15-30 days • Professional Direct Support: 31-90 days • Indirect Support: 15-30 days • Professional Indirect Support: 31-90 days • Team Leader: 15-30 days • Manager of Service Delivery: 31-90 days • Executive: 31-90 days

  18. Workforce and Capacity Review: Attraction & Recruitment Top Benefits offered: • Salary Packaging • Leave Loading • Flexible Working Hours Salary Packaging: • 91% CSOs offer this to employees • But Employee Review indicates only 32% take up Salary Packaging (75% of full timers; 36% part timers; 5% casuals)

  19. Workforce and Capacity Review: Attraction & Recruitment Leave Loading: • 76% of permanent employees receive leave loading Flexible Staffing • 79% implementing Flexible Staffing practices • Flexible start & finish times • Casual staff on payroll • Part timers

  20. Workforce and Capacity Review: Training

  21. Workforce and Capacity Review: Training Internal Staff Training & Development: • Formal induction training (85%) • Organised Professional Dev’t activities (79%) External Staff Training & Development • Conference (76%) • Regional training (72%) • Management/leadership programs (62%) • Training organised by other CSOs (62%)

  22. Workforce and Capacity Review: Training Days allocated to Training & Support: • Over 70% CSOs offered 1-5 days for FT & PT staff • Approx ½ CSOs provide 1 day training • 30% of CSOs do not offer any on-going training & Support to Casuals

  23. Workforce and Capacity Review: Training Mandatory Training Priorities: • Dealing with Challenging Behaviours • Management/Leadership • Communication/ Conflict Resolution External Training Priorities: • First Aid • Manual Handling • Medication Endorsement

  24. Workforce and Capacity Review: Career Advancement • 76% CSOs offer career advancement opportunities • Reasons for not offering career advancement opportunities • Correlation with size of CSO

  25. Workforce and Capacity Review: Employee Satisfaction • 76% CSOs measure career satisfaction • Using: • Internal survey • External service provider • Other • Staff retention • Management impressions • Productivity

  26. Workforce and Capacity Review: Attrition • Full time & part time employees: 14% • Casual employees: 13% • For ¼ of CSOs direct support worker attrition – almost 100% of their turnover • For over ½ of CSOs direct support worker attrition – over 60% of their attrition

  27. Workforce and Capacity Review: Departures • Over 80% conduct exit interviews • Over ½ CSOs have workers who return to the organisation after leaving • CSOs have higher number of people expected to retire in 3-5 yrs than in 1-2 yrs • 3/4 CSOs believe that the nos. of employees will grow; because of their Growth Strategy, or Natural Growth

  28. Employee Review: Occupational Groups • 50% participants – Direct Support Staff • 14% Team Leaders • 11% Professional Direct Staff

  29. Employee Review: Demographics • Almost one third (31.02%) of all participants aged between 45 – 54 years; 5% under 25 years.

  30. Employee Review: Demographics • 13% survey participants – CALD background (1. German, 2. Chinese, 3. Italian) • 6% of survey participants – identified as having a disability

  31. Employee Review: Workforce Tenure • Nearly 60% participants – working in sector > 5 years • Over 22% participants – working in sector between 5 – 10 years • Less than 42% - working in sector < 5 years

  32. Employee Review: Qualifications

  33. Employee Review: Employment Type

  34. Employee Review: Casuals • Casuals were asked if they received as many shifts/hours as they would like from primary employer: • 51% YES • 19% NO • 30% Sometimes • 67% casuals work for ONE employer • 23% casuals work for TWO employers • 8% casuals work for THREE employers

  35. Employee Review: Workforce Motivations • Top motivations: • ‘ability to contribute to the well being of others’ • ‘exciting & challenging roles’ • ‘flexible work environment’ • Why people stay: • ‘content with current role’ • ‘flexible working environment’ • ‘feel that I am giving back to the community’

  36. Employee Review: Workforce Satisfaction Satisfied about: Familiarity with mission statement and/or organisation’s values My organisation plays a positive role in the community Understanding of my role’s responsibilities Least satisfied with: Pay (and pay scales are the most common reason job offers are not accepted according to participants) Feedback and performance reviews Opportunities for career advancement

  37. Employee Review: Workforce Satisfaction Majority of participants generally positive about their work environment: eg Almost 95% agree or somewhat agree: ‘I have the opportunity to use my skills’ Over 80% agree or somewhat agree: ‘I feel I work in a supportive, fun environment’ But: Over 30% feel their employer can’t provide opportunities for career advancement Over 30% disagree with ‘ I receive regular feedback & performance reviews’ Nearly 29% disagree with ‘I usually get acknowledged or rewarded when I do something well’

  38. Workforce Project: Regional Trends • Metropolitan CSOs • Use wider variety of primary recruitment source strategies • More likely to measure employee satisfaction • More likely to adopt a flexible staffing approach • Consistently responded with belief in growth of organisation, due to growth strategy • Higher % employees in 25-44 age group • Higher proportion of CALD employees

  39. Workforce Project: Regional Trends • Eastern Metro • 4th lowest regional attrition rate for FT & PT staff • 3rd highest regional attrition rate for casual staff • Most likely to respond that their workforce will increase within 2 yrs (85.71%) • Most likely to nominate a growth strategy as the reason for this increase (61.11%) • Least likely to measure the origin of the workforce (only 19.05% do so) • One of three regions that included participants that do not offer salary packaging to staff.

  40. Workforce Project: Regional Trends • North & West Metro • 2nd highest regional attrition rate for FT & PT • Highest casual regional attrition rate for casual • One of three regions that included participants that do not offer salary packaging to staff.

  41. Workforce Project: Regional Trends • Southern Metro • 3rd highest regional attrition rate for FT & PT staff • 4th highest regional attrition rate for casual staff • Most likely to implement flexible staffing strategies (88.24%) • One of only two regions where an external rotation/secondment was not available to staff

  42. Workforce Project: Regional Trends • Gippsland • CSOs least likely to employ designated HR professional (with Hume) • Highest attrition rate for F/T & P/T staff • 3rd lowest regional attrition rate for casual staff • Employees display the least intention to leave their current employer • Most likely to measure the origin of their workforce (80%)

  43. Workforce Project: Regional Trends • Barwon-South Western • 3rd highest regional attrition rate for FT & PT staff • 2nd highest regional attrition rate for casual staff • Employee participants holding a doctorate trended higher than non-metro counterparts (1.09% hold this qualification)

  44. Workforce Project: Regional Trends • Hume • CSOs least likely to employ designated HR professional (with Gippsland) • 3rd lowest regional attrition rate for F/T & P/T staff • 3rd lowest regional attrition rate for casual staff • Loddon Mallee • Over 40% CSOs spend 2-3% of total revenue on training • Lowest regional attrition rate for F/T & P/T staff • 4th lowest regional attrition rate for casual staff

  45. Workforce Project: Regional Trends • Grampians • 2nd lowest regional attrition rate for FT & PT staff • Lowest regional attrition rate for casual staff • One of two regions where an external rotation/secondment was not available to staff • One of 3 regions that have participants that do not offer salary packaging to staff

  46. Workforce Project: Funding Group Trends • Increase from the lowest to highest funding groups correlates with higher % in the areas of: • Attrition rates • Roles not accepted • Opportunities for career advancement • Measuring employee satisfaction • Utilisation of agency or casual/temporary staff • Salary increases

  47. Salary & Position Review: • Job Descriptions & Salary/Benefits for 83 positions • Eg. Receptionist $42,800 • Eg. Disability Support Worker $47,246 • Eg. Support Services Coordinator $55,763 • Eg. Human Resources Manager $87,946 • Eg. Chief Executive Officer $160,487

  48. Implications for disability service providers • What are we doing well ? • Where do we need to focus our attention? • New or amended strategies? • What support can be provided by NDS?

  49. Questions for discussion • Casuals: They are a significant portion of our workforce. Is this a problem? How can we better support & manage casuals? • Positive feedback & performance management of staff. Strategies for CSOs & the sector to improve this? • Career Opportunities. Is this a problem? Strategies for CSOs & the sector to extend staff career opportunities?

  50. Further Resources www.nds.org.au Victoria / Projects / Workforce Resources

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