Labour pains

If you believe the pundits, relying on data from the US, as many as three in five Australians will be looking to change jobs early next year, leading to a mass exodus in March that many have dubbed ‘the Great Resignation’. While Lee is not completely convinced this will happen, she does foreshadow dramatic workplace change. In fact, it’s already underway.

“Australia’s debt to income ratio is a lot higher than many other countries, so while people might be tempted to resign, I am not sure that all of us will be in a position to do that,” she says. “However, employees are definitely reassessing their lives, what is important to them and the role of work. Many are prioritising health and wellbeing and flexible work conditions.

“Organisational research also continues to show that salary is not uppermost in the minds of employees. The top four things people are seeking in their existing or a new role are all about connections with colleagues, being acknowledged by supervisors, being thanked for the work they do, and finding the work rewarding.”

Skills shortages

We are already seeing staff shortages in hospitality and technology. In future, it’s predicted that highly skilled workers in the fields of financial and business services, media and telecommunications, and manufacturing will also be in demand.

“The talent crunch will not be felt in every occupation,” Lee says. “We will certainly see shortages in the technology space if our governments don’t rethink their policies around visa processes, and there is new recognition of what some refer to as ‘soft skills’ and digital literacy – the ability to interact with technology, and a willingness to try and learn.

“It is important to see this as a skills shortage and not a shortage of people. It means there is an opportunity, through development and higher learning, to reduce this gap.”

New expectations, new relationships

One of the well documented outcomes of the COVID pandemic is that employees are more motivated to achieve greater meaning and purpose in their lives.

“In the past, employers have driven what they will provide to employees, but we are now seeing employees seeking greater autonomy and control,” Lee says. “They are no longer passive recipients of work; they are engaging with and directing where they want to be. Many are pushing back against the encroachment of work on their personal lives and pushing harder for better conditions in their workplace.”

Hybrid work models are part of the answer, but Lee suggests organisations need to carefully consider their Employee Value Proposition, and adopt a number of personas. “This means considering the new needs of a range of different staff, what they need and what the organisation can provide,” she says. “Businesses that don’t heed employee calls for greater flexibility, genuine engagement and autonomy will not continue to thrive.”

In this series, UNE’s Acting Deputy Director, People and Culture, Lee Atkinson-Barrett, reflects on the challenges and opportunities in today’s competitive labour market. Here are her top tips for those of us looking to change jobs.

Do your due diligence

“Research the organisation you are looking to join: take a serious look at its strategic plan and annual report, to see what the organisation is reporting on,” says Lee. “Consider interviewing people who work there, to get the lay of the land, and a sense of the workplace culture. Remember that the engagement of a new employee is an agreement between two people, so be prepared in the interview to ask questions about things that are important to you, to establish whether your needs and those of the organisation align.”

Know your market value

“Once you know the skills required to do the job, look at the National Skills Commission of Australia’s recommendations for how they are rewarded,” Lee says. “It’s important to know your market value and to learn how to communicate your transferrable skills in an interview.”

Self-reflection

“Recent events have changed the way many of us think about the function of work in our lives,” Lee says. “In considering a new position, think about your non-negotiables, including the employment conditions and benefits that you want. You may be prepared to take a lower salary in return for other things like a good superannuation package or regional location with a lower cost of living.”

Communicate your needs and ambitions respectfully

“When it comes to negotiating the conditions of employment, engage respectfully and be realistic,” Lee says. “I think COVID has given people a little more courage to ask about more flexible hours, without fearing it could risk their employment. I would like to think that employers would also now respond more favourably.”

Lifelong learning

Whether you decide to stay in your current job or accept a new offer, today’s labour market demands constant upskilling.

“It’s up to each of us to take responsibility for our personal and professional development, and to commit to lifelong learning,” Lee says. “You cannot sit around and wait for employers to provide that for you; they may offer it as an incentive or enticement, which is fantastic, but you also need to invest in your own future. Employees are now likely to move in and out of workplaces, so if you don’t keep pace, you will soon become redundant.”

It’s a very different labour market we now find ourselves in as a result of COVID, and this is posing all kinds of new recruitment challenges for employers.

Not only do they need to retain existing staff who might be weighing up their options; they must also ensure that the costly exercise of recruiting, training and onboarding new staff goes to plan.

UNE’s Acting Deputy Director, People and Culture, Lee Atkinson-Barrett, says organisations are having to change their leadership models and undertake strategic workplace planning in response to new employee expectations.

“Employers can no longer afford to treat people as a head count or a dollar cost; they need to see staff as assets to the organisation, as humans who are increasingly seeking greater meaning and purpose in their work,” she says. “Those employers that become what is being described as ‘radically human’ are seeing the benefits of strong growth and innovation, productivity savings and improved employee engagement.”

In the final instalment in our series, Lee shares her top tips for employers looking to attract strong candidates or retain those they already have.

Look inside

“Sometimes it can be much better to invest in existing staff,” Lee says. “I’m not saying you don’t bring in new employees, but you are far better to train existing employees and build skills internally.”

However, it doesn’t end there. “Employers need to be cautious if they are building in staff skills that are in demand,” Lee says. “Those staff still need to feel valued, to prevent them from being poached, looking elsewhere or launching their own businesses. That’s where career progression can come into the equation.”

Be real

“In job advertisements and interviews, be genuine and transparent,” Lee says. “Represent what is important to the organisation and give applicants a good understanding of what they will be doing and what’s required of the role. That may mean challenging assumptions of what the position used to look like. Just be clear on what you can and can’t offer.

“Sometimes a new employee will join an organisation and what was advertised is not aligned with what the individual wants. It is far better for the employer to be truthful about what is expected, so a new staff member is not as likely to become disenchanted early on.”

Present the whole package

“Consider the whole package you are offering to new staff members, including the workplace culture and lifestyle,” Lee says. “Here at UNE, for example, we offer excellent superannuation and leave entitlements and our staff can live in a community with amazing national parks on their doorstep, and great educational facilities and artistic culture. The wage is important, and you need to be offering a competitive rate, but prospective employees look at the whole package.”

The future is hybrid

“Many organisations are now considering hybrid work models that combine more flexible working-from-home arrangements, if the role permits,” Lee says. “If it’s an option, the employer needs to be truly comfortable offering it.”