Grant Thornton Aged Care Workforce analysis

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Sumamry of the Aged Care Sector Workforce

Sumamry of the Aged Care Sector Workforce

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  • 1. Aged Care & Workforce Productivity Tuesday 27 October 2011 Rory Gregg Associate Director - Business Transformation Grant Thornton Australia© Grant Thornton International. All rights reserved.
  • 2. Agenda• Highly performing workplaces• Workforce challenges• Key workforce priorities• Questions© Grant Thornton International. All rights reserved.
  • 3. High performing workplacesFinancial benefitsHigh performing workplaces are 12% more High Performing Workplaces: 18 Performance Measuresefficient and effective than low performingworkplacesFor every dollar of investment made, highperforming workplaces generate 12c morein revenueThe profit margins of high performingworkplaces are nearly three times higherthan low performing workplaces.High performing workplaces are 34% morelikely to achieve their stated financial targetsthan low performing workplaces. Source; Leadership, Culture and Management Practices of High Performing© Grant Thornton International. All rights reserved. Workplaces in Australia: The High Performing Workplaces Index
  • 4. High performing workplacesFormula for successLeaders in higher performing organisations: – Prioritise people management as a key priority – Involve their people in decision making processes – Are more responsive to customer and stakeholder needs – Encourage a high degree of responsiveness to change and learning orientation – Enable their people to fully use their skills and abilities at workHigh performing organisations are not just much more profitable andproductive, they also perform better in many important “intangibleattributes”, such as encouraging innovation, leadership of their people,and creating a fair workplace environment. Source; Leadership, Culture and Management Practices of High Performing Workplaces in Australia: The High Performing© Grant Thornton International. All rights reserved. Workplaces Index
  • 5. Workforce challenges Snapshot Employee breakdownOver 90% of workers are women.More than 80% of the workforce has at least 10%one post-school qualification. 30% 60%Nearly 20% of all workers are currentlycompleting some post-school qualification.46% of residential aged care workers had no Permanenet part timeprevious position in the aged care prior to their Permanent full timecurrent role, and a further 6% were in unpaid Casualaged care positions previously © Grant Thornton International. All rights reserved. Source; Workforce Council - Aged care sector interim report (Aug 2011)
  • 6. Workforce challenges Snapshot The aged and community care sector is one of Residential Care 7% the largest and fastest growing employers in the Community Services and Health industries. 29% 63% Employment in residential aged care homes increased by 11.5% from about 157,000 to 175,000 between 2003 and 2007. Personal Carers and Assistants in Nursing Registered and Enrolled Nurses Personal Carers / Assistants in nursing in these Allied Health facilities rose by almost 26% to nearly 85,000 Community Care between 2003 and 2007. 5% 15% Commonwealth supported programs employ 11% about 87,500 people, which is about half the size 69% of the residential aged care workforce Personal Carers and Assistants in Nursing Registered and Enrolled Nurses Source; Workforce Council - Aged care sector interim report (Aug 2011) Allied Health non-direct care roles© Grant Thornton International. All rights reserved.
  • 7. Workforce challenges Aging population is placing significant strain on existing infrastructureWorkforce supply constraints Australian Population Growth• Gender imbalance with the care workforce 30%• Funding models constrain fair and competitive wages 25%• Limited career progression opportunities 20%• Limited investments in leadership development• Restricted mobility & redeployment (residential & 15% community care) 10%• Aged and community care workforce significantly older than comparable sectors in community 5% services 0%Workforce demand constraints 1900 2011 2050• Demand for aged care workers with quadruple by % of Australian over 65 2050 Australian population growth rate• Outdated IR and ER instruments constrain workforce flexibility – staff to patient ratios Source; Workforce Council - Aged care sector interim report (Aug 2011) © Grant Thornton International. All rights reserved.
  • 8. Key workforce prioritiesWorkforce management• Develop management and leadership skills in the aged and community care sectors to attract, recruit, retain and utilise a skilled workforce.• Increase delivery of skill sets to support expanded roles and more complex client needs.• Explore alternate models of care to support clinical and work placements for learners in aged and community care related qualifications.• Review rostering and workforce management assumptions regarding skill mix• Explore opportunities to implement performance and incentive indicators• Greater flexibility on workforce mobility and deployment practices© Grant Thornton International. All rights reserved.
  • 9. Key workforce prioritiesWorkforce investment• Support regional approaches to workforce attraction, recruitment and talent management• Invest in developing top talent (20%) within your workforce.• Ask your people what it’s like to work for you (culture)• Develop programs to support e-learning capacity, including access to resources and development of e-learning champions.• Support local clusters of employer based, education and training providers to support improved training outcomes.• Develop strategic partnerships between researchers, government and industry to support improved data collection and reporting to support workforce planning at local and state levels.© Grant Thornton International. All rights reserved.