Understanding the labour profile and developing strategies to respond 17th March 2011

1. Workforce Planning in VLG Understanding the labour profile and developing strategies to respond 17th March 2011 Nerina Di Lorenzo Director City Infrastructure Moreland City Council

2. Study Aims Is it really an issue? How big ? Which Service areas ? How are we positioned to respond? VLG characteristics that are Barriers & Enablers to change Stay Tuned Quantitative data Employee demographic survey Qualitative data 36 Interviews Today

3. Method • 6 Metro Councils: • 2 Outer Metro • 3 Inner Metro • 1 Central

4. Method • 7,228 Data Records • 19% VLG Workforce

5. Method • 7,228 Data Records • 19% VLG Workforce

6. Age 31% under 35 45% over 45 = 14% points 38% under 35 39% over 45 = 1% point

7. Age 30% under 35 43% over 45 = 14% points 28% under 35 48% over 45 = 20% points

8. Age Youth & Leisure Arts & Culture Children’s Services Aged & Disability Children’s Services Civic Safety & Amenity Asset Maintenance Waste & Cleansing Civic Safety & Amenity Youth & Leisure Children’s Services Asset Maintenance

9. Age

10. Gender • VLG women outnumber men by 1.7 to 1 • In the Australian Workforce, men outnumber women by 1.2 to 1

11. Gender • Men were older than Women • 38% men in Physical Services • Men were longer serving 29% > 10 yrs service • Men twice as likely to be Full Time (68% of men) • VLG men more likely to be part time than men in the Australian Workforce • Most women were in the middle and younger age brackets • 68% of women in Social Services • Women were more mobile – 36% < 2 yrs with current employer • Women 2.5 times as likely to be Part Time (43% of women) • VLG women slightly less likely to be PT than women in the Australian Workforce

12. Gender F M

13. Gender F M

14. Employment Status • Less than half of the VLG workforce is Full Time • More full time staff are men (54% men, 46% women) • 81% of part time staff and 72% of casual staff are women

15. Employment Status • Most FT staff in Physical Services –Asset Maintenance (18%) • Most PT & Casual staff in Social Services – 33% of PT Staff in Aged & Disability and 33% of Casual Staff in Youth & Leisure

16. Length of Service

17. Length of Service • Recently Employed staff: • Slightly more women than men • Predominantly full time or casual • Overwhelmingly within the Social function, with Statutory and Physical functions a distant second

18. Length of Service • Established staff: • Slightly more women than men • Predominantly full time – least likely to be casual • Overwhelmingly within the Social function, with Statutory and Physical functions second but less pronounced gap

19. Length of Service • Long serving staff: • More likely to be men – the longer serving and older the more likely • Predominantly full time – the longer serving the more likely • Within the Physical functions – the longer serving the more likely

20. Service Functions • More than half of the VLG workforce is in a Social Function • Over three quarters of Social Function staff are Part Time or Casual so EFT is less than graph

21. Service Types • Over 67% VLG employees in the top 6 services • Remaining 33% split between 18 services

22. What might this mean? • Workforce Ageing is an issue in targeted service areas; chronic in a small handful but less pronounced or non existant in others • Responses should range from long term strategy implementation in the chronic areas, to localised solutions in others • Timescales for responses also range in different services and this should mean our efforts are staged appropriately

23. What might this mean? • Four “chronic” areas needing specific focus; • Aged & Disability • Waste & Cleansing and Asset Maintenance • Finance • Physical injury key risk in the short term • Tendency for older and longer serving workers (males) to remain Full Time is at odds with retirement transition proposals • Trade apprenticeships and Traineeships would play a strong role in this response – particularly in replacing the older male workforce

24. What might this mean? • “Young” Services face a different set of challenges • In the youngest service, casual employment status prevails • Somewhat more white collar/professionally qualified staff in remaining “young” services • Professional mentoring a key requirement to ensure good judgement is developed and executed • Opportunities exist to target these younger groups for development and broadening of knowledge of the business • What other professions do we need to nurture ?

25. What might this mean? • In terms of gender split, women “have the numbers”, and current trends would amplify this • Range of factors influencing this attraction, but suggests Part Time arrangements are not the strongest attractor • Potential attraction of Part Time arrangements to VLG men – offers an opportunity • Female numbers don’t necessarily translate into senior positions • Strategies to attract younger men and develop women into senior roles are a key focus

26. What might this mean? • VLG has some unique competitive advantages over other sectors; • An enormously diverse set of service offerings • A collaborative not competitive sector • A “branch near you” offering geographic diversity and complementing family and environmental balance imperatives • Target our efforts on a smaller group of more critical issues/areas and bring our competitive advantages to bear

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