Within the following decade, Australian managers will fight to find the talent to fill key positions. The skills shortage is getting worse and that’ll create tremendous challenges for managers and force organisations to restructure work.
The difficulty is exacerbated in Australia by a large skills shortage looming due to the pipeline of projects within the resources sector and associated infrastructure, and also the requirements of other sectors that risk losing out to fast growing, high paying businesses.
At once, the skills shortages, especially in the west coast, are occurring at a time when folks in the east coast are losing jobs in fighting sectors such as production and retail, along with form government cutbacks.
The skills crisis will probably shape politics.
In 2006, in was causing financial issues for 39 per cent of employers who were being made to pay additional to recruit talent. This had improved to 54 per cent by this past year.
Among the forces helping create the catastrophe may be the ageing people. Global KPMG research demonstrates that boomers are currently leaving the workforce faster than generation Y will be entering.
He says the boomer hegemony found 200,000 enter the work force every year, This has dropped to 100,000 and will continue scaling down, falling to 50,000 by 2025.
One way to deal with the problem is for businesses to begin recruiting older workers. Employers are missing this group.
OBJECTIVE VT chief executive Susan Heron says the survey found that just 21 per cent had programs set up to access to skill sets of retirees or former long-term workers.
“The pattern revealed by our survey is the fact that companies are putting great reliance on training and other largely internal methods to attempt to close their skills gap but the one possible resource they’re overlooking are the elderly and much more seasoned staff. “So, there’s a tremendous upside for the country’s ability-hungry employers when they can better tap into the expertise as well as capabilities of senior Australians. Mature aged Australians, if they’re in the work force or have retired recently, have a wealth of wisdom and occupation know how which provides informed employers having a competitive advantage.”
All this results in profound challengers for supervisors. With this issue the division of the Australian Institute of Management has printed a Green Paper for supervisors. The paper, Managing In A Flexible Work Environment, reveals how supervisors may have their work cut out juggling rosters, ensuring adequate coverage for customer-facing jobs, creating comprehensive predictions of work volumes, engaging additional staff where needed, identifying staff that desire to job share and working with customers to handle expectations.
Supervisors contemplating teleworking arrangements should consider the essence of the jobs being performed, the resources necessary to make certain they get performed, the worker’s style of work, the access to communications and other technology and legal problems around health and safety. They’ll also need to ensure adequate lines of communication for flexible working to “remain in touch”.
She says while introducing flexible work arrangements presents management challenges, attaining a fundamental cultural shift in what’s considered ordinary within the office in a larger challenge.
Innes Willox, the chief executive of the Australian Industry Group, says education hasn’t kept up with these changes and companies must begin investigating more in training.
He says marketing surrounding the Roy Hill project, where Rinehart was bringing in 1700 workers from foreign, had nothing related to direction or the workplace.
Based on the latest Clarius Skills Index, there’s a shortage of 5500 ICT professionals in Australia. Other large shortages are in trades, especially for hairdressers and chefs.
Clarius CEO Kym Quick says companies must look at developing more flexible work practices. That means more part timers, telecommuting and extended leave periods, by way of example. She says it’s not merely important for attracting women – it’s now a draw card for gen Y because they combine work and life, or combination work with study.
“They will forego $10,000 in their base wages, in order to go surfing, or work at home or telecommute two days per week,” Quick says.
Willox says the schooling system must be overhauled.
“What we’ve had in the past is really a model driven by the demands of pupils, instead of the requirements of the business,” he says. “We have this classic instance of getting more personal trainers and gum teachers than we would ever possibly want but we can’t find boiler makers, electricians and plumbers.
“Look in the way children are taught and the things they’re taught. We just have 300 non Chinese students learning Chinese in Year 12 across Australia.”