F I N A L K A N G A R O O I S L A N D R E G I O N A L W O R K F ... - …€¦ · Certificate 1V...

© Workforce BluePrint 2018

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F I N A L K A N G A R O O I S L A N D

R E G I O N A L W O R K F O R C E A U D I T

R E P O R T

Date: 23.7.18, Version 0.1

Submitted to: [email protected]

Background

In late 2017 The Commissioner for Kangaroo Island (KI) engaged the services of

Workforce BluePrint to undertake a workforce planning project for Kangaroo Island.

The project has resulted in considerable analysis of the workforce needs of the Island

now and into the future and the Plan includes a series of recommendations on the

way forward. The plan was primarily developed through consultation with employers

and industry, not employees.

The Office of the Commissioner for KI (OCKI) is currently working through these

recommendations along with the members of the KI Economic Growth Advisory

Board established by the Commissioner under the Commissioner for Kangaroo Island

Act, 2015. Priorities are being established, partners are being approached to clarify

their interest for involvement and timeframes and budgets are to be set.

Prior to the completion of the workforce plan, OCKI worked with the Kingscote

Council to put an application to the Federal Government’s Building Better Regions

Fund (BBRF) for a project that had 3 streams as follows:

1. Increase local business knowledge, capability and “business readiness”

for growth;

2. Develop and engagement and collaboration strategy to drive

effective regional planning;

3. Increase the business confidence level of KI business leaders and

emerging leaders.

An element of Stream 2 was to “consult with KI workers to undertake a Regional Skills

Audit so that the information gained could be used to assess current skill sets against

the skills needs identified by KI businesses and developers into the future”. This

information was to feed into the Workforce Plan referred to above.

Recommendations resulting from the Workforce Plan that have a direct or indirect

relationship to the conduct of a workforce audit are:

1.1.1. Undertake an annual workforce needs assessment to keep tracking

requirements including development projects, assessing for critical job roles

and effectiveness of workforce development solutions.

mailto:[email protected]

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1.1.5. Promote the variety of work opportunities available including

cadetships, casual work, Internships, summer jobs, work experience and

placements; consideration of skilled migration options and management of a

collective labour pool.

1.1.6. Design a set of KI capabilities that crosses sectors and is relevant for

multiple job roles and implement relevant recognition and development

strategies for cross skilling.

1.3.1. Develop a map of KI career pathways in key industry sectors and the

opportunities these present and have them supported by industry specific

case studies.

2.3.1. Take a “grow your own” approach to upskilling, mentoring and

development, matching what work opportunities and skills are needed with

who has availability and relevant skills. This could include a skills stocktake and

profile of people’s skills and experience across the island with cross skilling

where required. The solution is paired with attracting new people to KI to fill

workforce demand with existing skills and experience.

2.5.3. Implement the set of KI capabilities that crosses sectors and is relevant

for multiple job roles, with relevant recognition and development strategies for

cross skilling.

3.2.1. Expand pool of suitable employees by skilling people across agriculture,

horticulture and viticulture. This could be extended to food, wine, cellar door

and front of house operations.

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Output

Output - It is anticipated that the audit would:

Seek to align the information gained through the audit, where possible, with

the job roles identified in the workforce plan, including the hard to fill job roles;

Utilise already available job role descriptions and design an audit process that

will enable collection of data against these job roles;

Gain information from respondents to the audit, about their employment

status i.e. full time/part time etc. relevant to the various roles or jobs they are

undertake;

Be undertaken through a sample across industry groups possibly through

building on the relationships formed with organisations participating in the

development of the workforce plan;

Be survey based;

Inform the current situation with employees working across industries or

creating career paths for themselves.

The final report would include findings, industry specific results, skills gaps, issues and

priorities, links back to the workforce plan and solutions, plus a presentation that can

be shared with stakeholders.

Methodology

The approach taken to this project included:

Project action plan and engagement/communication strategies

Project meeting – industry skills profiles and draft survey questions

Draft email communication on gaining job role descriptions

Drafting of industry skills profiles and draft survey questions - about

employment status etc. as well as rating of skills in relevant industry skills profiles

Facilitate online survey through employer and industry relationships with an

option of producing employer and industry specific reports; analysis of survey

results and responses

Final report and presentation

Variations: job descriptions were not received from employers, survey questions plus

rating of common skills were included however rating of industry specific skills did not

receive any responses. No employer requested specific information or results for their

workforce only. Appendix A is the outline of the survey questions.

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Results

There were 35 responses to the survey which is a small sample that may/may not

reflect the broader population and so should be taken as an indication only of

where skills strengths and development needs may lie.

In terms of the respondents’ profile, 37% were male and 63% were female. With the

age profile no one answered the survey who was under 18 years, 18-24 years

represented 2.86%, 25-34 years 14.29%, 35-44 years 22.86%, 45-54 years 28.57%, 55-64

years 25.71% and 65+ 5.71%.

People lived across the island from American River to Parndana with half from

Kingscote and a quarter from Penneshaw.

When it came to length of service with current employer, 47% have worked less than

3 years, with a small number of longer term employees.

The numbers of years that respondents worked on Kangaroo Island looked slightly

different indicating possible churn within the first 3 years and perhaps around the

mid-term (5-15 years) mark too.

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When asked how many years people had lived on Kangaroo Island the results were

as follows:

And on the question of how many years do you intend to stay on Kangaroo Island it

was split between a few years (give it a couple of years and see how it goes) to 30+

years with people seeing it as a long term commitment (and potential retirement

option).

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Current main job titles included:

Administration (3)

Apprentice Carpenter

Area Manager

Assistant Manager

Book Keeper for Potato Farmer

Business Support / Office Manager

Caretaker

Cheesemaker

Chef

Cleaner

Clerk

Delivery Driver

Director

District Manager

Field Officer

General Manager

Hospitality (2)

Interpretive Officer

Manager Strategy & Engagement

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Managing Director

Marine Operations Co-ordinator

Nursery Manager

Order Despatch Clerk

Owner/Manager

Proprietor

Ranger

Retail and Fast Food

Sales Consultant

Silviculture and Afforestation Forrester

Truck Driver

Writer and Editor, Freelance

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When it came to industry sector the spread was as follows, with the majority in

Tourism and Hospitality, Accommodation and Food Services:

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The number of years that people had worked in this industry saw more in the mid-

career range from 5-20 years.

And when asked, how long do you intend to stay in this industry, the mid-range was

the dominant response:

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On the question, if you are considering leaving the industry or Kangaroo Island, the

reasons were as follows:

When it came to ‘other’ responses these included:

Schooling restrictions for children

If the island becomes over developed, too many people and/or tourists, if it

loses its open and rugged feeling, peace and quiet lost

Retirement (x 3)

Friends/family elsewhere

I tried to tick island too expensive, better job prospect and training options but

could only tick one regardless of question saying to tick all that are relevant

Old and hospitalised

Not considering

Immigration did not give me the sponsor visa, I applied for the appeal but I

cannot stay for a long time in this situation, I would like to make my family live

here but everything is too difficult

Purchasing a house is unaffordable and access to the mainland is too

expensive

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If you leave your current industry sector, which sector are you likely to move to,

indicated an interest in the following areas:

If you are considering leaving your current employer what would help you to be

retained, the responses indicated employee benefits, guaranteed employment, an

increase in salary and more career opportunities.

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‘Other’ responses included:

Additional offerings, part time guaranteed, flexible work, more career

opportunities

Fuel assistance due to high fuel costs

I'm working hard to improve the current business, I do not want work for others

businesses

Self employed

On the topic of qualifications, 68% gained them off island and 32% on KI with a

spread including:

All relevant qualifications for travel & tourism

Bachelor of Applied Science

Bachelor of Arts

Bachelor of Environmental Science (Biodiversity and Conservation)

BE Hons

BSc, Grad Dip Library and Information Management, Member Board of Editors

in the Life Sciences, Distinguished Editor Institute of Professional Editors

Certificate 1V Horticulture, Cert 1V Ambulance

Certificate III Cheese Making, Equine Nutritionist,

Certificate III Micro Business, Cert III Hospitality, Drivers Accreditation, Cert III

Land Management, First Aid, Fire Fighting

Certificate IV Front Line Management

Certificate IV Invest / Compliance

Certificate IV

Chainsaw Operator, First Aid

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Chef

Certificate II in Civil Construction

Diploma in Business

Diploma in Events Management, Certificate IV Career Development and

Employment Services, Certificate IV Frontline Management

Diploma of Childcare, Certificate I-III in Retail

Diplomas in Business and Tourism

EXPERIENCE

Food Certificate

MSc, BSC Hons, BSc, Diploma Financial Management

None for admin, however, I have done many courses in computer skills and

other related. Not related to admin, I was a nurse for 17 years. Enrolled nurse

cert

Qualifications

Senior first aid, Defence driving, Certificate II Conservation

Tourism for over 20 years

Variety

WHS Certificate IV + Sections of Frontline Management

Licences included:

Bike, Small Truck

Bobcat

Commercial Tour Operator, Coxswain License

Drivers licence (9)

Driver accreditation (3)

EWP, Confined spaces

Extensive

Forklift licence

Front End Loader (3)

Freelance journalist MEAA

HC & R D/Licence. Forklift & EWP High Risk Lic'

MR (5)

Pest Management Technicians License

Skid Steer, Excavator, Workzone Traffic Management

Truck

Other training covered:

All relevant to my position

Ambassador training

Bar, cellar door, animal nutrition ,equine physiology and anatomy

Biological Science Technician

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Certificate IV Tourism, Small Business Management, Certificate II in IT, many

other software courses, such as Word Excel, Publisher

Different front of house computer systems

First Aid

Food safety

I'm am an Chef instructor for AVPN

Lots of small training courses

Machinery tickets

Much

Other training

RSA

RSA and Badge RSA

Sales, Mentoring, Off Shore, Senior First Aid, Computer

Training related to fire response

Variety

For Australian Apprenticeships, there are small numbers in this sample that have

completed (5 people) or are undertaking (1 person).

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Current employment status saw most people in permanent ongoing work and then

casual positions.

When asked do you have another job, 80% said no and 20% said yes. On the topic

of workforce utilisation, 47% said they are working too many hours, 43% not enough

hours, 7 people said only in peak/busy season with a percentage that did not

respond to this question.

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The common skills identified for job roles on Kangaroo Island covered:

Customer service and sales

Digital and new technologies

Entrepreneurship and self-employment

Innovation and creativity

Managing or supervising others

Marketing and public relations

Personal presentation and enthusiasm

Planning and organising

Positive attitude and resilience

Problem solving and initiative

Knowledge of experiences, products and services across Kangaroo Island

Knowledge of your organisations offerings, products and services

Speaking languages (Chinese, Japanese, Italian, German, French - other)

Teamwork

Verbal communication

Willingness to learn and self-management

Workplace health and safety

Written communication (letters, reports etc.)

Areas where people had skills to train others were:

Knowledge of your organisations offerings, products and services






People indicated that they were competent in:





The main areas for development were identified as:






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The results are outlined in the table below:

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Additional comments made in the survey were:

Cannot see how you would ensure that we could be employed more than

over the busy tourist season when less people come.

Due to the nature of the environmental field, not much permanent/ongoing

work around. Had to move to Flinders Chase to find permanency, and this

was the main influence in any decisions I was going to make; job security.

Many of my colleagues feel the same way.

The cost of getting off of the island make it very hard for me to continue any

training in my field and prevents me from up skilling my staff as well.

Findings

From the analysis of the survey results, building upon the Kangaroo Island Workforce

Plan, there is a need to retain people who have worked with their employer for less

than 3 years and then around the mid-career mark or identify new opportunities for

them on the island. Attraction, recruitment and retention will be particularly

important in Tourism and Hospitality or areas where there is jobs growth related to

developments and projects.

Specific retention strategies could be designed by employers including support to

travel on and off the island with an Employer of Choice program, outlining additional

employee benefits and support to work on KI. Guaranteed work is also important,

converting from casual to permanent alongside an attractive salary.

There is variety across the qualifications and licences that people hold, with the need

to match this back against requirements identified in the workforce plan, and

consideration of critical job roles and areas such as cleaning, drivers’ accreditation,

hospitality and truck licences. When comparing evidence and information from this

survey to the list of critical job roles for Kangaroo Island there does seem to be a

mismatch in some areas, for example cleaners, chefs and cooks, disability roles,

agriculture and forestry, hospital roles, food, hospitality and tourism including tour

guides, accredited drivers and trades roles.

Australian Apprenticeships is an area for potential growth, particularly for adults and

mature aged people who might be retraining into another industry sector or young

people who could undertake a school based apprenticeship/traineeship. This could

link into the Skilling Australian Fund and together with broader development and

retention needs, see a Kangaroo Island Workforce Development Fund established

and implemented. Broader than supporting only technical qualifications, units of

competency and licences, this fund could be open for non-accredited training and

initiatives such as the Employer of Choice program, coaching and mentoring, and/or

evidence based applications from employers/individuals/partners on the island.

Specific immersive development strategies should be designed for digital and new

technologies, marketing and public relations, knowledge of experiences, products

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and services across Kangaroo Island, speaking languages (Chinese, Japanese,

Italian, German, French - other), and written communication (letters, reports etc.).

Taking a “grow your own” approach to upskilling, mentoring and development,

aligns with the areas that people have indicated that they could develop others.

With some coaching and mentoring support this group could be better utilised to

support people in leadership, resilience, self-employment, workplace health and

safety.

The industry skills profiles (see attachments) can be used by individual and

employment services to see what skills are needed. Employers and industry can

utilise these skill profiles to understand skill strengths, gaps and development needs of

new and current employees, as well as application for the set of KI capabilities that

crosses sectors and is relevant for multiple job roles. This could be built upon to show

the map of KI career pathways in key industry sectors, supported by industry specific

case studies.

Overall, from this sample there is alignment to a degree with employers’ skills needs

and misalignment to a number of critical job roles, a somewhat underutilised

workforce in the mature age bracket, and the need for ongoing, guaranteed,

sustainable work to impact retention of employees by their employer and on

Kangaroo Island.

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Appendix A - Kangaroo Island Regional Skills Audit

Introduction

Related to the Kangaroo Island Workforce Plan, we now have the opportunity to see

how the existing workforce and local labour market, match the current and

emerging skills needs for job roles across all industry sectors.

Under the Federal Government’s Building Better Regions Fund (BBRF), an element of

the application that the Council was successful in gaining and we are working with

them on was a project to “consult with KI workers to undertake a Regional Skills Audit

so that the information gained could be used to assess current skill sets against the

skills needs identified by KI businesses and developers into the future”.

As an employee on the island, it would be very helpful for this project if you could

please respond to the following questions and indicate which relevant skills you need

development in, are competent/skilled, or could develop others.

This survey may be shared by your employer and through other mechanisms such as

social media, so please complete the survey only once.

If you have any questions regarding the survey please do not hesitate to contact me

on [email protected], thank you.

mailto:[email protected]

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Skills Audit Survey

To assess the capacity in the current workforce on the island the following survey

questions are designed for employees to answer.

About you

1. What is your gender?

2. What is your age?

3. Where do you live? Location (where you live) Free text

4. How many years have you worked with your current employer?

Less than 12 months

1-3 years

3-5 years

5-10 years

10-15 years

15-20 years

20-25 years

25-30 years

30+years

5. How many years have you worked on Kangaroo Island?

6. How many years have you lived on Kangaroo Island?

7. How many years do you intend to stay on Kangaroo Island?

8. What is your current main job title? Free text

9. What industry sector/s is it in?

Accommodation and Food Services

Administrative and Support Services

Agriculture

Arts and Recreation Services

Construction

Education and Training

Electricity, Gas, Water and Waste

Financial and Insurance Services

Health Care and Social Assistance

Information Media and Telecommunications

Manufacturing

Mining

Professional, Scientific and Technical Services

Public Administration and Safety

Rental, Hiring and Real Estate Services

Retail Trade

Tourism and Hospitality

Transport, Postal and Warehousing

Wholesale Trade

Other (please specify)

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10. How many years have you worked in this industry sector?

11. How many years do you intend to stay in this industry?

12. If you are considering leaving the industry or island what are the reasons?

Getting on an off the island is too expensive

Housing isn’t available

Employer is not actively trying to retain me

Training options are limited

Better job prospects elsewhere

Other

13. If you leave your current industry sector, which sector are you likely to move

to?

Accommodation and Food Services

Administrative and Support Services

Agriculture

Arts and Recreation Services

Construction

Education and Training

Electricity, Gas, Water and Waste

Financial and Insurance Services

Health Care and Social Assistance

Information Media and Telecommunications

Manufacturing

Mining

Professional, Scientific and Technical Services

Public Administration and Safety

Rental, Hiring and Real Estate Services

Retail Trade


Transport, Postal and Warehousing

Wholesale Trade

Other (please specify)

14. If you are considering leaving your current employer, what would help you be

retained?

Additional offerings from your employer to be retained by them

Employee benefits such as allowances, health support, leave, transport costs

covered

Full time or part-time guaranteed employment (as opposed to casual)

Flexibility and work life balance

Increase in salary

More career opportunities

Upskilling and training

Other – for example housing and transport access

15. What qualifications and licences do you hold? Qualifications, Licences, Other

training

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16. Did you gain these qualifications and licences mostly on or off the island?

On/off

17. On Australian Apprenticeships and Traineeships:

- Are you completing?

- Have you completed?

- Never undertaken?

- School Based Traineeship?

18. What is your current employment status?

- Permanent / ongoing

- Casual

- Temporary contract

- Apprentice/trainee

- Unpaid worker, including volunteer

19. Do you have another job? Yes/No If yes what is the job title? Free text

20. Are you currently working?

- Too many hours

- Not enough hours

- Only in peak season

About Your Skills

21. Thinking about your current main job please review the following common

skills and indicate which relevant skills you need development in, are

competent/skilled, or could develop others:







Personal presentation and enthusiasm





Knowledge of your organisation’s offerings, products and services


Teamwork

Verbal communication




Choose from options of:

- I can train others

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- I am competent

- I need development

- Not applicable

Please focus on your main industry sector and click on the relevant link below to rate

your skills against the relevant profile for your current job:

Agriculture, Horticulture and Forestry

Building and Construction

Retail, Business, Personal and Property Services

Community Services, Health and Disability

Food and Wine

Government (local, state) and Education


Transport and Logistics

Indicate which relevant skills you need development in, are competent/skilled, or

could develop others.

Choose from options of:

- I can train others

- I am competent

- I need development

- Not applicable

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