Tasmanian Aged Care Sector
Attraction, Recruitment & Retention
Strategy
&
Action Plan
January 2014
Table of Contents
Foreword ............................................................................................................................... 4
Overview ................................................................................................................................ 5
Background and Consultation........................................................................................ 6
Attraction .............................................................................................................................. 6
Recruitment .......................................................................................................................... 7
Retention ............................................................................................................................... 8
Career Pathways ................................................................................................................. 9
Detailed Action Plan ....................................................................................................... 11
Definitions
Aged Care Services- aged care services, community care services and
retirement villages.
Employee Value Proposition- Effective employer branding that seeks to:
• define what the organisation would most like to be associated with as an
employer
• highlight the attributes that differentiate the organisation from other
employers
• clarify what employees and the employer ‘get’ from the employment deal
Place Based Thinking- “...the ability of places to grow drawing on their own
resources, notably their human capital and innovative capacities.”1
List of Abbreviations
ACST
Aged Care and Community Services Tasmania
EVP
Employee Value Proposition
JSA
RTO
Strategy and
Action Plan
TAWIN
VET
Job Services Australia
Registered Training Organisation
Attraction, Recruitment and Retention Strategy and Action
Plan
Tasmanian Aged Care Workforce Innovation Network
Vocational Education and Training
1
2013. Future-Proofing Local Government: National Workforce Strategy 2013-2020. P 41
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Disclaimer
The information contained in this document has been sourced from various
consultations, publications and websites.
The Consultants accept no responsibility for the accuracy or completeness of the
information gained from these sources and recommends that readers exercise
their own skill and care with respect to its use.
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Foreword
Darren Mathewson
Chair
Tasmania Aged Care Workforce Innovation Network, and
Chief Executive Officer
Aged and Community Services Tasmania (ACST)
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Overview
The TAWIN has developed an Attraction, Recruitment and Retention Strategy
and Action Plan (Strategy and Action Plan) to assist the aged care services sector
in Tasmania adapt to the reform agenda and bridge the gap between the current
workforce and the target (future) workforce. The process to date has drawn on
industry expertise from across the state. The strategies consolidate and build on
the achievements of the Aged Care Services Industry Skills Plan, assisting those
in the sector to deliver quality services in a sustainable manner.
The Strategy and Action Plan outlines a range of strategies that form a
framework with the following key headings: Attraction, Recruitment, Retention
and Career Pathways. The identified actions will be implemented over a threeyear period, January 2014 to December 2017, with periodic reviews. The
Strategy and Action Plan supports:
•
•
•
•
•
•
•
Promoting the positive image and role of the aged care services sector in
Tasmania
Equipping the sector to meet increasing workforce challenges in Tasmania
Review current programs to attract, recruit and retain appropriate staff, i.e.
mature age, single parents, etc.
Increase effectiveness and efficiencies in recruitment
Increasing the job satisfaction of those employees already in the sector
Proactively influencing government policy and funding
Develop and promote career pathways which support the exploration of
job roles in line with a reformed aged care sector
As part of a national program TAWIN is a conduit for nationally focused
approaches. It also operates as part of a national network with access to
planning resources and materials in other states and territories. TAWIN has
drawn on the expertise and best practice already developed and relevant to this
Strategy and Action Plan.
The Strategy and Action Plan is a living document, requiring ongoing evaluation
in a changing environment to realise intended outcomes. Responsibility for
achieving the goals of this Strategy and Action Plan however will rely on action
and commitment from aged care service providers; engagement of their staff and
collaboration with supporting stakeholders. Implementation will be
accompanied by progress towards the action plan and reported to the Industry
Reference Group (who will have implementation responsibility past the life of
the TAWIN).
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Background and Consultation
The Attraction, Recruitment, Retention and Career Pathways Strategies have
been developed through an Aged Care Workforce Innovation Regional Project on
behalf of the Tasmanian aged care services sector.
The services sector in Tasmania, as in other states and territories of Australia, is
characterised by:
•
•
•
•
•
•
•
•
•
•
An ageing workforce
A growing workforce
Substantial levels of part-time and casual employees
Movement of labour between service organisations
Small single site facilities through to larger multi site organisations
Organisations spread across the state
Reductions in government funding
Community’s perceptions of the aged care industry
A requirement for staffing seven day a week, 52 weeks a year and 24 hours
a day
The context of aged care and health reforms
TAWIN has worked in close consultation with individual service providers of
varying sizes throughout the state and the sector as a whole to develop these
strategies. Significant qualitative and quantitative information has been gained
via forums, surveys and consultation. The Strategy and Action Plan has also
benefited from the input of other key stakeholders working with the sector, such
as JSAs, RTOs and Skills Tasmania.
TAWIN acknowledges the many organisations and individuals for the valuable
input and time they have given to this project. Their important contribution will
ensure the Strategy and Action Plan is relevant to the continuing success of the
sector, both now and into the future.
As well as this Strategy and Action Plan, aged care services in Tasmania have an
Industry Skills Plan and an IT and E Strategy. They are designed to work together
in achieving their collective aims and objectives.
Attraction
Tasmania's ageing population will have a greater reliance on aged care services
in the future, and consequently the required workforce will grow. This will put
further strain on workforce numbers unless the sector can attract the
appropriate staff. However, there are several challenges associated with
generating positive interest in the employment opportunities of the aged care
services sector. The current image of aged care services does not adequately
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reflect the variety of roles across in the sector, and image related issues on the
whole have made it traditionally difficult to attract workers.
As identified in the 2010 Aged Care Services Industry Skills Plan, some informal
planning is undertaken by individual organisations, but there is a need to
develop a ‘whole of sector’ plan aimed at consistently promoting the sector’s
strengths. Attraction strategies include:
•
•
•
•
•
•
•
Marketing the sector via traditional and social media as a:
o Career of Choice- with structured career paths for a range of
participants
o Employee Value Proposition- matching employee and organisational
values necessary for both to be successful
o Place Based Thinking- the ability of places to grow drawing on their
own resources, notably their human capital
Promotion of career pathways showing the ability of staff to progress from
entry level positions via traditional and non traditional methods
Targeting particular demographic groups, e.g. mature aged and school
leavers
Mapping and promoting multiple entry points that allow workers of
varying skill levels to begin or restart careers within the aged care sector
Development of a communications strategy for the effective engagement of
stakeholders
Enhancing pre-employment experiences of potential staff with the sector
through programs and placements
Establishing a portal and communication network, which supports the
suite of attraction strategies, i.e. provide practical advice about the
Tasmanian sector
Recruitment
The process of finding, screening, and selecting employees can be a difficult
exercise, especially with Tasmania having some of the lowest workforce
participation rates in Australia. The costs of recruitment to the aged care sector
can be prohibitive with a number of providers not having a dedicated human
resource role. To address this and ensure greater efficiencies and effectiveness in
recruitment a number of strategies have been established. For example ACST
began the Graduate Nurse Program, which has introduced over 90 nurses to the
sector in just three years. Hence, the Graduate Nurse Program has encouraged
‘recruiting outside the square’ to help increase workforce participation.
Traditionally the sector has relied on a merit based selection process to appoint
applicants. Broadening the recruitment net may necessitate the use of
alternative selection processes that will maintain appropriate levels of care for
example appointing an employee who has the capacity to ‘grow’ into the job with
training and support. Recruitment strategies include:
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•
•
•
•
•
•
Collaboration across the aged care sector to create economies of scale and
minimise barriers
Creating a better understanding of what the aged care sector needs with
VET, Higher Education and Job Services Australia providers
Build on the success of proven models to streamline and create entry
programs for the aged care sector
Target potential employees from:
o Other sectors with similar skill sets, i.e. childcare, disability
o Re-engagement of former employees
o Allied health professionals
Implement school based traineeships by working with schools to provide
positive experiences in the Aged Care Services Sector
Establish a portal and communication network for the sector to be used by
external parties seeking relevant information about joining the sector, i.e.
an employment register
Retention
As well as attracting additional workers, the aged care sector needs to retain its
current workforce. An effort by the sector to maintain a working environment,
which supports current staff in remaining, is critical. During consultation
stakeholders at an Industry Forum reported that remuneration is a significant
issue. In Tasmania the Aged Care Services sector averaged 17% staff turnover in
2010-11, with Registered Nurses having the highest turnover of any
occupational group with just under 26%.2 Hence, to retain staff, policies could be
developed to combat the remuneration problems and increase job satisfaction.
Where retention is not possible, a range of workforce practices and systems that
supports the transfer of skills and knowledge should be implemented. Retention
strategies include:
•
•
•
•
•
•
•
Collecting job satisfaction data
Maintenance of forums and reference groups that identify training and
development solutions for the sector
Increasing understanding of ‘fit for job role’
Establishing programs and strategies that target specific demographic
groups such as:
o 18-25 year age group
o Mature workers
o Single parents
Encourage succession planning to achieve transfer of skills and knowledge
Research and promote innovative approaches to remuneration
Support the creation of contemporary workplaces which may require the
redesign of work flows and job roles
4 Jan 2002. Aged & Community Services Tasmania Survey – Preliminary Report. IMC Link, p 6.
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•
Expand networks for communication and learning - as avenues for sharing
technical expertise, training resources, information and ideas
The Sector also recognises the importance of ongoing training and professional
development that is industry driven to meet current and future needs of both
staff and employers.
Career Pathways
Career pathways are integral to the attraction, recruitment and retention
strategies and offer a clear alignment with training and professional
development that meet employer requirements. The aged care sector needs to
work closely with VET and Higher Education providers to ensure they support
this and break down any barriers that may limit career pathways.
Key components of a career pathway approach include the identification of an
individual’s capability, matched to required roles and ongoing skills
development. This must be appropriate for the individual, giving credit for prior
learning, building on existing skills and adopting strategies that accelerate the
educational and career advancement of the participant.
Organisations who have internal processes that expose employees to different
roles, ensure career pathways are available. However the sector must build on
this and develop programs that will identify and support career pathways
between community and residential services.
Multiple entry and exit points will allow workers of varying skill levels to begin
or advance within the aged care sector. Mobility of roles across the sector could
also assist with the enhancement of career pathways. Finally, programs and
systems incorporating individualised training and career mentoring, as well as
wrap-around support services (particularly at points of transition), could
support the development of individual career plans. Career pathway strategies
include:
•
•
•
•
•
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Engaging key partners at the local and state levels, agreeing to a shared
vision, and gaining support from stakeholders. Roles and responsibilities
are clearly defined and formalised and required skills sets are clear
Defining career pathways so there are clear sequences of education
courses, qualifications and experience that meet current and future skill
needs
Pursuing state and local policy and administrative reforms in order to
promote career pathway system development and to support
implementation
Working with RTOs to map and deliver skills sets that will enable staff to
work across the aged care and disability sectors
Creating clear and graduated pathways between home and community
services and residential services
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•
•
•
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Assessing system-wide change and measuring performance outcomes to
ensure continuous improvement
Developing promotional material for attraction, recruitment and retention
purposes
Identifying individual capabilities and matching them to current and future
roles
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Detailed Action Plan
Strategy 1
Attraction
1.1
Aim:
Outcome:
Ensure the aged care
sector has the required
people employed
Action
The Tasmanian Aged Care Sector is seen as a career of choice
Associated
Actions
Career
Pathways
Promote the aged care sector as a career of choice. Promote a favourable
and realistic view of the sector throughout the state and undertake crosssector marketing.
Priority
High
TAWIN
ACST
Service
Providers
Medium
Service
Providers
TAWIN
Recruitment
1.2
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As part of this process we will:
• Research effective marketing campaigns developed by various
members of the sector, i.e. national, state, and individual
organisations
• Develop a statewide corporate image (leveraging off the work
already done) with core messages around:
o Career of Choice
o Employee Value Proposition
o Place Based Thinking
• Highlight the different models of care, eg CDC and NDIS
• Encourage sector members to integrate the core messages in their
promotion and attraction campaigns
• Employ the appropriate mix of new and traditional media
Develop strategic partnerships that will enhance open communication and
actively support the positive promotion of the sector, i.e. schools, VET,
university and allied health professional bodies.
Stakeholders
Retention
Recruitment
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Timeframe
1.3
Actively target particular demographic groups underrepresented in the
current aged care workforce:
•
•
Career
Pathways
Low
Mature aged
School leavers
1.4
Facilitate the development of individual and organisational ‘Ambassadors’
to promote the aged care sector via personal testimonials.
Career
Pathways
Medium
1.5
Develop a Communications Strategy for the effective engagement of
stakeholders.
Facilitate enrolment into entry-level training and development programs
with a view to attracting trainees to the sector, with a focus on entry-level
qualifications.
Recruitment
High
Retention
Medium
1.6
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Schools
VET Sector
University
Allied
Health
Professional
Bodies
JSAs
Schools
RTOs
Service
Providers
ACST
Service
Providers
Employees
ACST
All
Service
Providers
RTOs
Strategy 2
Recruitment
2.1
2.2
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Aim:
Outcome:
Increase the capability of
the Tasmanian Aged Care
Services Sector to identify
and attract potential
employees.
Action
The aged care sector workforce in Tasmania is appointed from a highly competitive
process and meets the needs of the ageing Tasmanian community
Focus on reducing the barriers into the sector and create multiple entry
points for potential staff:
• Research existing programs to identify what works and share with
each other. Eg New Directions and Graduate Nurse Program
• Work collaboratively across stakeholders to create supportive
partnerships and ensure training remains responsive to industry
demands
• Develop meaningful opportunities for prospective employees to
engage with the sector, i.e. volunteering, traineeships, work
experience
• Explore opportunities for shared employees across organisations as
we utilise the Employment Register
• Strategically increase support mechanisms for employees entering
the Tasmanian Aged Care Services Sector such as:
o Sharing best practice in induction processes
o Mentor/Buddy guidelines
o Investigating role fit
Through the continuation of reference groups/networks, work in
partnership with training providers to develop and implement preemployment and entry level training programs that support/promote:
• The participation of people who will realistically be employed by
the sector
Associated
Actions
Recruitment
Priority
High
Stakeholders
RTOs
Service
Providers
Industry
Reference
Group
Attraction
Career
Pathways
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High
RTOs
JSAs
Service
Providers
Industry
Timeframe
2.3
A realistic understanding/perspective of what it means to work in
the sector
• Participants who are equipped with the required skills and
knowledge to be effective and efficient entry level workers
• Consistent delivery and quality of the training being provided
Continue the Graduate Nurse Program.
2.4
2.5
•
2.6
2.7
2.8
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Retention
Reference
Group
Career
Pathways
High
Implement the Enrolled Nurse Transition to Practice Program.
Career
Pathways
High
Broaden recruitment practices to include alternative selection processes to
the merit-based model to enable appointing an employee who has the
capacity to ‘grow’ into the job with training and support.
Retention
Low
TAWIN/ACST
Service
Providers
Attraction
Low
Service
Providers
Attraction
Low
Schools
Attraction
High
Job seekers
JSAs
RTOs
Aged Care
Service
As part of this process we will:
• Research models
• Disseminate information on best practice through the IT ‘portal’
Establish a program of targeting potential employees including:
• Other sectors with similar skill sets, i.e. childcare, disability
• Re-engage former employees
• Allied health professionals
Implement School Based Traineeships by working with schools and
organisations such as the Beacon Foundation to provide positive
experiences in the Aged Care Services Sector.
Establish an employment register through an IT network system/portal
which can be used by all stakeholders:
• Job seekers
• JSAs
• RTOs
Career
Pathways
Page 14 of 20
ACST
University
Service
Providers
ACST
VET
• Aged Care Service Providers
• Schools
Include positive personal testimonials.
2.9 Investigate the viability of a model to facilitate the mobility of staff such as
workflow redesign and a Statewide Aged Care and Community Care
Enterprise Bargaining Agreement.
2.10 Continue the New Directions Program
Strategy 3
Retention
3.1
3.2
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Providers
Schools
Retention
Low
Attraction
High
Service
Providers
Union Bodies
Service
Providers
ACST
Aim:
Outcome:
Increase the capability of
the Tasmanian Aged Care
Services Sector to support
current staff in remaining
in the sector.
Action
Organisational processes ensure the current and future workforce has high job
satisfaction levels
Conduct a:
• Comprehensive ‘Skills Audit’ in relation to the current and future
skills and knowledge requirements of our workforce
• A job satisfaction survey
Based on the information received through our ‘Skills Audit’, job
satisfaction survey and exit surveys:
• Inform/educate relevant stakeholders of the outcomes of our ‘Skills
Audit’
• Encourage/support the sector to:
o Provide opportunities for promotion from within, thereby
enabling employees to reach their potential within their
current organisation
Associated
Actions
Career
Pathways
Attraction
Priority
Stakeholders
High
Service
Providers
ACST
High
Service
Providers
Recruitment
RTOs
Career
Pathways
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JSAs
ACST
Timeframe
Provide job-fit for people and valuing job satisfaction
Create contemporary workplaces and the redesign of
workflows and job roles
o Utilise personal development plans and promote further
studies
o Develop a skill matrix and a register aimed at defining
opportunities for staff to fully utilise their skills
o Utilise mentoring, interim placement, job swaps,
secondments and taking on the responsibilities of more
senior staff on a temporary basis as opportunities for staff to
perform higher duties
o Explore the feasibility of a ‘whole of sector’ job satisfaction
survey tool and an exit survey tool on an online portal to
ensure the collection of consistent data
TAWIN, (and then the Industry Reference Group), will research and
maintain an awareness of any opportunities for the sector to access funding
for training and development. TAWIN will implement strategies to ensure
that the sector is kept up to date with this information, such as:
• Exploring the feasibility and ongoing viability of accessing funding
to establish an ‘Industry Skills Centre’ in the North and North West
of the State, in line with the one in the South
Continue networks – RTO Roundtable and Industry Reference Group, and
continue to develop other networks as required.
o
o
3.3
3.4
Career
Pathways
Low
ACST
RTOs
Service
Providers
Career
Pathways
High
Career
Pathways
Medium
Service
Providers
TAWIN
RTOs
Industry
Reference
Group
Service
Providers
Develop and implement protocols and processes that support/promote the
delivery of quality training (accredited and non accredited) and
development
3.5
Research and promote innovative approaches to remuneration.
Explore creative methods of remunerating staff, for example:
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3.6
3.7
3.8
3.9
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• Acknowledging long service in the sector
• Gala nights
• ‘Well done’ category in staff newsletters
• Movie vouchers
Retain the workforce where possible, to ensure business continuity and
excellence in service delivery. Focus on:
• 18-25 year age group
• Mature workers
• Single parents
We will do this through:
o Researching other sectors’ retention methods and learning from
ourselves
o Sharing the information with Aged Care Service Providers
o Mentoring
Implement programs to develop succession and workforce planning.
We will do this by:
o Undertaking research to identify core components of succession
and workforce planning
o Identifying and promoting tools and models
Continue reference groups and networks focused on communication and
learning for the sharing of:
• Technical expertise
• Training resources
• Ideas
Build inclusive culture across the sector and at the organisational level by:
• Attracting the ‘right’ staff to the ‘right’ jobs (marketing of
industry and specific organisations)
• Empowering staff – involving them, providing opportunities for
input to service design and harnessing current knowledge and
Career
Pathways
Medium
TAWIN/ACST
Service
Providers
Career
Pathways
High
ACST
Service
Providers
Career
Pathways
High
All
Attraction
High
Service
Providers
Career
Pathways
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JSAs
•
•
•
•
•
•
skill
Professional development
Building culture and values into all you do
Developing strong leaders
Changing from a ‘just caring’ to service culture
Creating and promoting flexible conditions, work/life balance
and job satisfaction. Maximising flexibility and work
preferences for staff (e.g. across agencies HACC/residential)
Value adding/building onto job role (clearly defined)
Strategy 4
Career Pathways
4.1
Aim:
Outcome:
Increase the capability of
the Tasmanian Aged Care
Services Sector to ensure
career pathways are
available
Action
Clearly articulated career pathways exist at an organisation and ‘whole of sector’
level and staff are encouraged and supported to pursue them
Associated
Actions
Attraction
Review and update the Industry Skills Plan.
As part of this process we will:
• Facilitate, implement and promote programs to educate the sector
on workforce planning and the associated benefits
• Continue to collect, analyse and disseminate information that will
support evidence based workforce planning
• Given the changing environment and demographics of aged care
services in Tasmania, conduct workshops/forums monitor progress
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RTOs
Priority
High
Stakeholders
TAWIN
Retention
ACST
Career
Pathways
Service
Providers
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Timeframe
towards developing ‘the workforce of the future’
Undertake a mapping exercise to identify current roles and analyse
future need. Knowledge of particular job roles will assist with
knowing which skills are needed for each specific role
• Work with RTOs to map and deliver skills sets that will enable staff
to work across the aged care and disability sectors
Develop and invest in career pathways within the sector. Identify
opportunities to source funding to assist this. Raising and/or leveraging
necessary resources to develop and operate the career pathway system and
its education and training programs.
Develop both internal and external programs that enable career pathways
between home and community services and residential services.
Develop diverse and flexible entry pathways to a career in Aged Care.
•
4.2
4.3
4.4
4.5
4.6
Promote career pathways that show the ability of staff to progress from
entry level positions via traditional and non-traditional methods.
Support employees’ career development through the provision of
mentoring, professional development and training.
Undertake effective promotion of the sector via various media platforms to
highlight positive opportunities (e.g. growth sector, multiple career
pathways).
Medium
Service
Providers
ACST
Retention
High
Attraction
Recruitment
Retention
High
Retention
High
Attraction
High
Service
Providers
Service
Providers
ACST
TAWIN
Service
Providers
Service
Providers
TAWIN
ACST
Attraction
Low
Develop resources for ‘whole of sector’ and at an organisation level in
printed and electronic formats.
4.7
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Raising industry profile through strong marketing program; such as banks,
defence force, local government, agriculture.
Build partnerships with:
• RTOs
• Recruiters
• Schools (all tiers)
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RTOs
JSAs
Schools
Service
4.8
Ensure potential career pathways are communicated to, and understood by,
students considering a career in the aged care sector.
Develop a program for Allied Health Professionals’ training and education in
Tasmania.
Attraction
High
Providers
ACST
Service
Providers
Recruitment
4.9
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Research other programs to investigate the feasibility of providing
opportunities for trained dental aged care nurses, nurse practitioners and
allied health professionals to work in the aged care sector.
Service Providers work collaboratively and discuss their organisational
career pathway processes and undertake gap analysis to build
organisational capacity.
Retention
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Medium
Service
Providers