This document summarizes an online training program that includes 350 courses across a variety of topics: - Leadership skills, administration skills, software packages, project management, conflict management, problem solving, leading different generations, Six Sigma, and risk management.

1. • On-line training courses
• 350 courses
 Leaderships skills
 Administration skills
 Software packages (Word, Excel, Access, Outlook etc.)
 Project Management
 Conflict management
 Problem solving
 Leading Gen X and Y
 Six Sigma
 Risk management

2. Using Career Management as a
Retention Strategy
Presented by: Michelle Gilmore
Head of Human Resources, GESB
8 May 2012

3. What we’ll talk about today
About GESB and our turnover challenge
Reasons people leave, reasons people stay
A career management initiative in GESB
The impact so far
Questions and Discussion
9

4. About GESB
Superannuation Fund for current and
former public sector employees
$13 billion Funds under Management
Largest locally-based super fund in
WA
WA Government Statutory Authority
Multiple awards for performance,
quality and value for money
10

5. GESB is a high performing fund
Super Ratings Platinum 2012 – fifth year running
Investment Trends Best Customer Service 2011 voted by our members
Investment Trends Best Disclosure of Fees and Charges 2011
WA Contact Centre of the Year 2011
Super Ratings Super of the Year Finalist 2011
Super Ratings Pension of the Year Finalist 2011
Chant West top 10 superannuation fund in Australia 2011
Chant West Five Apples 2010
The Heron Partnership 5 Quality Stars 2010/11
Towers Watson, P&I/TW300 Top 300 global funds 2010
11

6. GESB people
200 people
One location
Mostly career finance sector
people
Some public servants
Some ‘career GESB’ people
12

7. Understanding turnover & retention
Why people leave Why people stay
Shocks Links to other people /
Gradual accumulation of activities
dissatisfaction Congruence between job
Cost benefit analysis and other facets of life
Impulsive emotional Sacrifices – how hard is it
decision to cut ties?
Labour market
13

8. Can we fix it?
For most, the decision to leave
emerges over time
Lee and Mitchell “unfolding”
model of turnover
So how should we intervene to
reduce the likelihood of turnover?
14

9. The GESB Retention Challenge
15

10. GESB has experienced major strategic
changes
From 2000 - getting ready for
competition, Choice of Super
2007 – GESB to become a mutual
fund
July 2008 – mutualisation halted
2009 – government announces
superannuation reforms
June 2011 - CEO leaves
January 2012 - Government appoints
new CEO 16

11. Our turnover history shows the impact
45.0%
Planned
Plannedof
mutualisation
GESB
40.0% mutualisation
of GESB
35.0%
Government
Cost
Challenge;
announces
Whithear
30.0% Review
super reforms
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
2003/4 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 (to 31
Mar) 17
Turnover % FTE Average turnover as % FTE

12. The reforms will take time
Reverse the decision to mutualise
GESB
Keep GESB in the WA public sector
One Way Choice for members
Outsource superannuation
administration
And 14 other recommendations
18

13. Our people risk is out of appetite
Most serious strategic risk
High risk to service delivery
Turnover is above target
This financial year, over 100
years of experience has
walked out of the door
19

14. A workforce recruited for growth is
now tasked with ‘care & maintenance’
More reasons to leave Fewer reasons to stay
 Shocks  Links to other people /
 Gradual accumulation of activities
dissatisfaction  Congruence between job
 Cost benefit analysis and other facets of life
 Immediate emotional  Sacrifices – how hard is it to
response sever the links?
20

15. Our number 1 challenge
In a word, its retaining our people …
“A number of key people have
left and I don't see people
picking up the pieces well which
frustrates me and results in
more work flowing through due
to errors and processing delays.
The people I work with
generally seem down. Energy
and enthusiasm is missing”
21

16. Our retention options
 Deliver with Pride  Group pay rise
 Lead with Pride
 Career Management
 GESB Passport
 Careers Centre
 GESB Good Life
Group
 Values Champions scheme
 Discounts, benefits
Impact
 Career Management  Allowances
 Study Assistance  Salary reviews
 Challenging work  Severance payment / transition
 Promotional incentive when new provider is
Individual opportunities selected
 Access to flexible work
 Excellent entitlements
Non-Financial Financial
22
Type of Reward

17. Career management in GESB
A partnership between GESB and
Donington
23

18. “Great Place to Work” workshops
July 2011 – 90% of GESB people took part
They told us they wanted:
 interaction across the business
Training & development
 Challenging work
 Cross training opportunities
24

19. A neat fit with the reasons people
stay!
Links to other people / activities
Involvement in teams, working groups
Colleague interaction
Congruence
Job uses skills & talents
Feel valued
Values match culture
Sacrifices – how hard is it to cut ties?
Benefits, opportunities, autonomy, pay,
job security 25

20. Making GESB a Great Place to Work
Deliver with Pride
Leading with Pride
GESB Passport
– Careers Centre
GESB Good Life
26

21. The Careers Centre
Delivered in partnership with Donington
Careers Counsellor available every week on site
Focus is RETENTION
Around 30% of the workforce have already taken part
27

22. How it supports retention
Tangible investment in our people
Supports and encourage forward
planning
“Embeddedness”
Independent reality checking
Helps smooth ‘shocks’, allay
misconceptions
Supports managers and our people
28

23. So what do our people think?
Pulse Attributes - Career Development
% staff responding 7-10 on 10-point scale
76 74
64 66
53 52 56 58 56 53
Aug 07 Feb 08 Aug 08 May 09 Jun 10 Nov 10 May 11 Aug 11 Dec 11 Mar 12
I have appropriate oppportunities for personal and professional growth eg
training and development
29

24. Great news, but there is no room
for complacency
Career management is
not the silver bullet –
but you can’t afford not
to do it
Consistency,
consistency,
consistency
30

25. Question Time
31

26. Discussion Questions
How different are GESB’s retention challenges from
yours? Can career management work in your
organisation?
In turnover research currently being undertaken by ECU,
80% of employees rated “Development” very important
in retaining them. Is focussing on career management
enough to stem turnover? What else are you doing to
retain staff?
32

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