Lisa Halloran
Fire Up Solutions Pty Ltd
Help Employees Choose to Stay, Amplify the Value they Provide and Find New Talent in the Vast Hidden Labour Market.
Friday 14 October 2022
11:00am – 11:30am
Speaker Bio
Lisa was the Workforce Strategy and Organisation Design Lead for Uniting NSW/ACT, where she led the new thinking for the workforce program.
Lisa pioneered the field of engagement and retention research in Australia, enabling employers to improve retention and performance over the last 25 years.
Relying on evidence-based research, Lisa identifies the factors influencing why talent joins, stays or resigns, and pinpoints specific and targeted solutions for key employee segments. She then applies her strategic workforce planning expertise to help organisations assess employment options (casual, flexible, outsourced) that best suit operating needs.
Lisa has been engaged by leading Australian organisations including Red Cross, Uniting QANTAS, Optus, Australia Post, and the Department of Defence, enabling them to reduce turnover and attract and engage talented candidates.
Abstract
The challenge: The aged care sector relies on skilled people who can choose where to work: there are plenty of ‘easier’ jobs with higher pay or more secure hours and in sectors that haven’t experienced adverse publicity.
How will the care sector attract and retain a frontline workforce without the capacity to pay significantly more or fundamentally change the nature of the work?
We’ll focus on 3 priorities and creative workforce solutions for attrition and retention, drawing on successes in aged care and insights in other sectors.
1/Keep the workforce you already have
Organisations can influence 70% of the reasons employees resign. The first priority is to identify why employees leave and address those factors. Typical quit factors in the sector include:
Home care: the number of hours and the location of work, lack of support from their manager or interaction with peers
Residential care: workload, compliance administration, lack of interaction with their manager
We’ll show how to discover specific factors as well as practical examples of how to address them.
2/Optimise the workforce
The aged care sector’s workforce is generally comprised of women, aged mid-40s to early 50s. ‘Optimisation’ is not about making those employees work harder. It’s about organisational capabilities around demand planning, skills development and role flexibility, to the benefit of employee, employer and client.
We’ll explore 7 ways to gain more value from the workforce, including the optimisation of:
- Time
- Skills
- Cost and
- Flexibility
with examples of practical implementation from a range of sectors, including aged care.
3/Attract employees of choice in future
Aged care employers compete with other sectors (eg retail) for the same talent, usually on public job boards where the majority of job seekers and job providers meet (eg Seek, Indeed, LinkedIn). There are more effective options.
We’ll identify a range of ‘exclusive’ talent pools with limited competition where aged care employers have recruitment advantages, including talent pools within:
The current workforce
- Alumni
- Families of clients
- Suppliers and vendors
In addition, exclusive talent pools will enable employers to access the large ‘passive’ candidate pool:
76% of employees are not actively looking.
As well as the non-labour force talent pool:
34% of 15-64-year-olds are not in the labour market.
Presentation includes: Case studies in aged care and relevant cross-industry insights;
Q&A interaction with the audience: Optional – Cross-industry facilitated panel discussion with executives from aged care and other industries.
Help your employees choose to stay, amplify the value they provide and find new talent in the vast hidden labour market.
