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Attracting Talent To Rail Industry

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Analyse the current strategies used by the rail industry, rail HR practitioners and possibly your organisation to attract skilled staff

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Attracting Talent To Rail Industry

  1. 1. Tony Wiggins AHRI Queensland Vice President andConvenor Attraction, Recruitment and Retention Forum HR Manager Queensland Health 1
  2. 2. My contribution today… analyse the current strategies used by the rail industry, rail HR practitioners and possibly your organisation to attract skilled staff 2
  3. 3. Outline Analyzing the current strategies in place to attract skilled staff to rail What is working well and lessons learnt for 3 organisations Attraction, Branding and Gen Y 3
  4. 4. Current situation• Ambitious agenda• Skills shortages - performance• Certain skills shortages remain critical• Competition• International pool• Australia - skilled trades, engineers and technicians - ranked 1st, 3rd, 6th• Little research - attraction and branding 4
  5. 5. Rail and ageing workforce FTE 2005 250 200 150 100 50 0 20 23 26 29 32 35 38 41 44 47 50 53 56 59 62David Ellwood (Dean of Harvard University`s Kennedy School of Government) in J. Barrett "An impending work crisis" ( Newsweek, 2002) Source: BCG analysis 5
  6. 6. Rail and ageing workforce Demography poses an risk for many companies  Loss of competence  Declining productivity  Lower motivation  Increasing costs  Less innovation "If there is a crisis, it will be too late“  Mindset cause the talent shortage  Little bit of imagination - beat the skills shortage 6
  7. 7. A tale of 3 organisations 7
  8. 8.  2009 - Privatisation Westrail Granted 49 year lease Controls 5100 km rail infrastructure - SW W Aust Access management, signalling, controls, communications, rail construction ... 240 employees 500 million tonnes hauled per annum 8
  9. 9. Challenge - 2008 Skills crisis, labour shortage, resources boom - GFC Poor imageStrategies – Critical Workforce Areas Electricians National training qualifications Train controllers Training, meaningful work, recruitment (cultural fit), multi-users Engineers Graduates +5, lifestyle (not $), supernumeraries, opportunities to „mix and match‟, 9
  10. 10.  2000 - Merger Clyde Engineering + Walkers 2001 - Merger Downer Group with EDI Provides rolling stock services to the A/Asia 1,900 people (rail) 25,000 (group) 30 facilities centres – A/AsiaChallenges Branding – 1 EDI Downer group Not seen as a sexy career 10
  11. 11. StrategiesGraduates Structured, strong robust program Ongoing coaching and development Transitioned into the businessApprenticeships Linkages with schools – cadets (Newcastle) Manufacture Sydney trains Sponsorship local football teams 11
  12. 12.  Location - Queensland based/national entity Assets - $12 billion People - 5,000 Revenue - >$3.5 B Freight - 238 M tonnes p.a. Locations – delivery 500 Capital works portfolio - $1.5 billion 144km of new track - next 20 years 12
  13. 13. Challenge Male, pale and stale Oil, gas and mining Poaching - Australian market International projects - impact QR/Rail not sexy - not EOC – first contact Does not feature on the radar - job hunters 13
  14. 14. Strategies – Critical Workforce Areas Rebranding QR 2000  “QR more than I‟d imagined” It is not trains, it‟s logistics Fresh look - going places, new opportunities Female, graduate and fresh International  Recruitment – expat engineers  Bowen Basin projects 14
  15. 15. Strategies – Critical Workforce Areas Australia  Social Media  Thinking outside square/ transferable skills  Designing job families  Recruitment - cultural fit  “Not just a job, a lifestyle”  Financial, career, work and lifestyle benefits 15
  16. 16. Different problems, similar strategies Recruitment + cultural fit On-boarding Learning and development Lifestyle Job variety Career development Employer of Choice 16
  17. 17. Link betweenAttractionand Branding 17
  18. 18. Townsville Hospital Tired of living to work, rather than working to live? Fed up with traffic slowing you down? Interested in professional development & achievement? Want to be an integral member of a service dedicated to caring for the community? Then why not consider a rewarding career working in tropical North Queensland? 18
  19. 19. Attraction and Branding Critical to talent acquisition and retention Blend - culture, reputation, products and services, and the way it deals with and values its workers. Difference - place to work - potential and current employees. Challenge - the way rail currently thinks and behaves. 19
  20. 20. It’s talking about the basics … 20
  21. 21. Where is rail at the moment? Has a low brand awareness Poor brand image Potential recruits - see rail as little value Seen as 21
  22. 22. Employer brand - critical questions What are the major factors that are influencing rail to develop and maintain employer brands? How will an effective rail brand assist in the attraction and retention of quality staff, particularly Generation Y? How does the rail industry/individual rail entities undertake research and develop an employer brand that delivers results? 22
  23. 23. Asking critical questions leads to … Culture and values Employees are passionate about, and fit in. More than recruitment Focus - candidate market Living the brand values internally - build the brand externally – attract high demand recruits Draw people in, right people in & with the right fit. Less time to hire Objective - employer of choice (EOC) 23
  24. 24. Gen Y, branding + recruitment “If youre not willing to have good leadership, challenging work, not willing to mentor me, then I‟m not coming to work for you” Avril Henry , Executive Director, AH Revelation 24
  25. 25. EOC Traditional strategies - not any more! Identify and establish key points of difference 4 most important EOC attributes  Excel in people leadership  Create a compelling employment offer for employees  Fast track development of people  Culture and values are viewed as critically important. Hewitt Associates 25
  26. 26. EOC - Bottom Line Results Job applications – x2.5 Staff turnover - 15% compared to 20% Sector share prices - higher Revenue growth – 2 times higher Profit growth – x4 higher Long-term investment of 5-7 years 26
  27. 27. HR strategic partners in business Sourcing - Recognition and Involve Onboarding Cultural Fit Rewards EveryoneSource: BCG Creating People Advantage 2008 Leadership and Interesting and Culture Fun
  28. 28. Where to from here? Past and Future Current Solutions Restraints Whole of Industry Global and national Approach - skills shortage Rebranding Fluctuating global Cultural Change financial markets Harmonisation of Ageing workforce Rail Industries 28
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