Skills Shortages Solutions (HRM15 - ALLC)

Venue: The Grace Hotel

Location: Sydney, NSW, Australia

Event Date/Time: Sep 25, 2006 End Date/Time: Sep 27, 2006
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DAY ONE - 25th September 2006

8:30 Registration

9:00 Opening remarks from the Chair
Greg Tomlinson, Queensland State Director, Stephenson Mansell Group

9:05 PANEL DISCUSSION: Probing the current situation of skills shortages in Australia
Almost all industries are experiencing the impact of skills shortages. What are the key factors in contributing to the current shortage? What can you expect to see in 5 year's time and the long-term future? How can you best utilise the current situation to deal with this issue later down the track? Attend this panel to look at and consider all possible sources for your workforce and how you can best increase your competitive advantage in the current market.
Tony Sheldon, Branch Secretary, Transport Workers Union
Stuart Maxwell, National Industrial Officer, CFMEU Construction and General Division
Rosie McArdle, General Manager Human Resources, OneSteel
Jodi Dickson, Group Employment Relations Manager, Mounties Group
Kathy Rankin, Senior Policy Advisor, Australian Business Limited State Chamber
Bob Olivier, Managing Director, Olivier Group

10.05 Dealing with the Department of Immigration and Multicultural Affairs (DIMIA) in fast-tracking your workers' visa application
• Sifting through the processes you need to go through to recruit international talent - visas and documentation requirements
• Structuring your application to satisfy the governments' policies and procedures
• Analysing the recent changes to visa entitlements and immigration law
• Evaluating DIMIA's strategies in increasing point systems where skills are required
Barbara Maher, Director, Sydney Migration Consultancy

10:50 Morning Tea

11:10 CASE STUDY: Utilising the ageing workforce and population growth to overcome skills shortages
• Preparing your staff for senior operating roles through extensive practical training beforehand
• Offering apprenticeships and ensuring that you have a good succession planning in place
• Utilising the ageing workforce to fill skills shortages gaps by retaining them on a part-time or contract basis
• Proposing flexible working arrangements with attractive salary packaging
• Encouraging the participation of your ageing workforce in job sharing and mentoring programmes by offering them a super-maximisation scheme
• Taking a proactive approach by providing them with an opportunity to take on a more senior role with lesser stress before their retirement
Paul Duckett, General Manager Employee Relations, Coles Myer Ltd

11:55 CASE STUDY: Restraining skills shortages by opting for international recruitment
• Sourcing and recruiting the right talent from overseas based on specific sectors
• Employing overseas professionals with relevant skills for a period of up to 4 years through Standard Business Sponsorship Approval under the 457 Business Visa Scheme
• Selecting from countries like South Africa , Ireland and the UK which have similar demographics as Australia
• Ensuring that the selected skilled employees meet the industry expectations in Australia
• What are the overall statistics of skills shortages locally and internationally?
Bob Olivier, Managing Director, Olivier Group

12:40 Luncheon

1:50 CASE STUDY: Dealing with predicted skill shortages and differentiating yourself through good employment propositions and workforce planning
• Determining the future requirement and capability through workforce strategic planning
• Utilising effective strategies for talent management and knowledge capital retention
• Retaining talent by implementing performance management, learning and development and career structures
• Attracting new and retaining existing staff with the successful balance of financial and non-financial benefits
• Retaining the ageing workforce through flexible work practices
• Transforming human resources as a partner in business success
Tony Wiggins, Acting Human Resource Manager, Queensland Building Services Authority

2:35 Responding to skills shortages by partnering with learning organisations
• Identifying your current and future workforce development and skill needs
• Scrutinising some practical strategies to share industry development needs with trainers and educators
• Providing industry opportunities to engage with schools, vocational training and universities
• Combating the current situation by recognising and engaging with the government's skills and qualifications programmes
• Maximising your business return on skill development through public and private funding and workplace experience programs
Kathy Rankin, Senior Policy Adviser, Australian Business Limited State Chamber

3:20 Afternoon Tea

3:40 CASE STUDY: Assessing graduate recruitment programmes and campaigns implemented to fill the skills gap
• Attracting and encouraging graduate applications by advertising your vacancies at universities
• Further drawing graduates by offering financial and monetary prizes for post- graduate education
• Encouraging early networking and rapport building by sending them to in-house graduate seminars
• Creating talent pools that your company can draw on by planning and focussing internship/ traineeship programmes on practical and technical support skills
• Encouraging people to train in the areas of need by providing a combination of financial assistance and work experience with pay for undergraduates
• Considering recruitment through registered training organisations like TAFE or accredited industry associations
Helen Thompson, ANZ Workforce Management Lead, IBM

4.25 Closing remarks from the Chair

4.30 Close of Day One

DAY TWO - 26th September 2006

9:00 Opening remarks from the Chair
Greg Tomlinson, Queensland State Director, Stephenson Mansell Group

9:05 CASE STUDY: Planning for the future - how Suncorp is addressing skills shortages of the next decade today
• Effectively using attraction and retention strategies to ensure a sustainably high performing workforce
• Developing targeted workforce plans to ensure talent pipelines in critical roles
• Embedding an Employment Value Proposition to create a strong culture
Derek Duffy, HR Strategy Advisor, Suncorp

9:55 CASE STUDY: Identifying the needs of foreign skilled employees by recruiting personally at their home country - the Integral Energy experience
• Sending a representative from your company to recruit internationally to understand the needs that overseas talent are looking for and the drivers for them to come to Australia
• Obtaining first hand experience in understanding the issues that they will face in Australia and the demographics in the country you are recruiting from
• Promoting your company by participating in overseas exhibitions and trade fares
David Klages, Manager, Human Resources, Integral Energy

10:40 Morning Tea

11:00 CASE STUDY: Growing employees from within through capability and competency development programmes
• Ensuring future skills requirements are defined through a capability and competency framework
• Assessing and planning development against present and future competency needs
• Making sure your company is aligned with other people and business strategies - do not put the cart before the horse
• Growing people, culture and commitment through custom designed and accredited training and development programmes
• Overcoming the challenges of increased retirement through innovative workforce planning, recruitment, development and training practices
• Engaging in traineeship programs through contract labour suppliers to top-up internal resource
Jane McWilliam, People - OD Manager, Eraring Energy

11:45 CASE STUDY : Getting the most from Generation Y through the adoption of tailored succession planning strategies
• Advancing the company by looking at Generation Y as a need for adjustment not a problem
• Combating high remuneration expectations of Generation Y by promoting less tangible rewards
• Maximising the potential generation Y offers by incorporating flexible work practices including work life balance
• Peaking the loyalty of generation Y workers by offering greater role autonomy
• Improving retention in the Generation Y workforce by clearly laying out expectations between employer and employee
• Growing the company by understanding some of the general motivations they posses
Nicole Fegent, Human Resources Manager, Investec

12:30 Luncheon

1:50 Top 10 tips in retaining overseas skilled workers especially in a fiercely competitive market for skilled people
• Employing your international talent on a timeline employment contract which is based on per project
• Increasing the rate of retention by remunerating on a "phases of period" basis
• Ensuring proper cross-cultural and integration trainings are provided prior to their arrival
• Offering attractive but sensible retention bonuses - tips on how you can stand out among your competitors
Anne Ugurluyan, Director, New Talent - Strategic Recruitment & HR Consulting

2:35 Attracting skilled candidates through good company branding by using effective advertising and marketing strategies
• Understanding that most of your targets are actually not 'candidates'
• Recognising your Employee Value Proposition through meticulous research
• Ensuring your long-term talent supply chain - farming versus hunting
• Attaining a unique market position by building your employer brand
• Selecting the most effective marketing channels through channel planning
• What a good employer brand looks like
• Determining if your company is the "employer-of-choice" through internal surveys (Hewitt Model)
• Increasing your company's employer brand awareness by creating a world-class website
Mike Beeley, Managing Director, Euro RSCG Beeley Callan

3:20 Afternoon Tea

3:40 PANEL DISCUSSION: Attracting and retaining your staff through creative and innovative salary packaging and remuneration
Salary packaging arrangements can be a cost effective and useful method of attracting and retaining your staff. How can you put together creative and innovative packaging? Attend this session to gain and share some practical ideas in improving on your current salary packaging and remuneration schemes.
Virginia Mansell, Managing Director, Stephenson Mansell Group
David Klages, Manager, Human Resources, Integral Energy
Tony Wiggins, Acting Human Resource Manager, Queensland Building Services Authority
Anne Ugurluyan, Director, New Talent - Strategic Recruitment & HR Consulting

4.25 Concluding remarks from the Chair

4.30 Close of Conference


DAY THREE - 27th September 2006
Attracting skilled employees from a limited pool of talent through unique employer branding

Benefit In Attending This Workshop
Australia has a diminishing youth population and ageing workforce and more and more organisations have a problem in attracting quality candidates. This practical workshop looks at how you can actually create, articulate and sustain you company 'brand' and make you the employer-of-choice.

Workshop Agenda

8:30 Registration

9:00 How to create and sustain a unique brand
• Building consensus on what is the 'value add' of the employer through a series of focus groups
• Identifying the key messages that attract your targeted audience through internal and external research
• Do you have a valuable Employer Valuation proposition (EVP) or is it just a corporate fantasy?
• Bridging the gap between reality and the aspired EVP
• Aligning your employer brand with your company's product or service brand through internal branding

10:30 Morning Tea

10:50 Executing your branding campaign
• Improving employee communications by learning to effectively communicate with your staffs internally
• Achieving self-sufficiency in talent acquisition - become a farmer
• Mastering the key-steps in creating a sourcing strategy that will last for years

12:30 End of Workshop A

About Your Workshop Leader
Mike Beeley, Managing Director, Euro RSCG Beeley Callan
Born in England , Mike Beeley spent six years with UK recruitment advertising agencies before making the pilgrimage to Australia in 1989, joining specialist HR Communications agency Austin Knight in Sydney . In the depth of recession in 1992 he jointly formed Beeley Callan Advertising, initially based in Melbourne. Five years later, the agency was sold to the world's 5 th largest advertising agency group, Euro RSCG to form Euro RSCG Beeley Callan. Some 300 clients now call on the agency to uncover and help communicate their employer brands to the market, including corporate giants like American Express, Coles Myer, IAG, AMP, BHP Billiton, Holden and Bank of Queensland.


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