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Workforce Retention Information for Australian Apprenticeship Centres and Supervising Registered Training Organisation. Background. The intent of the Queensland Skills Plan was to outline a framework to better match the supply of skilled labour, industry’s needs and the economy’s demands.
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Workforce Retention Information for Australian Apprenticeship Centres and Supervising Registered Training Organisation
Background The intent of the Queensland Skills Plan was to outline a framework to better match the supply of skilled labour, industry’s needs and the economy’s demands. Action 14, “Stamping out workplace harassment” prompted a survey – conducted by DETE - on conclusion identified that 35% of apprentices who considered dropping out of their apprenticeship indicated that the workplace environment and workplace harassment was a contributing factor. Other anecdotal information suggests that some workplace cultures still foster practices such as initiation, hazing, and general mistreatment of apprentices or trainee
Summary of positivesA workplace free from inappropriate behaviours
Further positives and benefits: More trained and skilled staff Reduced labour costs associated with frequently re-hiring and training Potential for a competitive advantage due to human resources Better customer loyalty - an employee who is committed to the company reflects this in the way they perform, demonstrating better customer service. Increased efficiency and work quality Increased productivity and profitability Increased image to attract staff
The Negatives: In the workplace: Increased absenteeism and staff turnover Poor morale and erosion of worker loyalty and commitment Bad publicity, poor public image – becoming ‘known’ as a difficult workplace environment Breakdown of teams and individual relationships In apprentices and trainees: High levels of distress, impaired ability to make decisions and poor concentration Loss of self-confidence and self-esteem and feelings of social isolation at work Panic attacks, anxiety disorders, depression, social phobia (withdrawal from usual social interaction) and deteriorating relationships with family and friends Reduced output and performance, incapacity to work, loss of employment
Workplaces that engage and retain individuals are needed to ensure the sustainability of their industry with an aging population. As “Baby Boomers” retire the labour force will become severely depleted. Employers need to develop inclusive workplace practices now – workplaces free from inappropriate behaviours – to ensure the number of apprentices and trainees completing training today will provide a sufficient number of skilled workers tomorrow. What you can do
Inappropriate workplace behaviours Workplace harassment Discrimination Sexual harassment Vilification Victimisation
Workplace harassment (Workplace Health and Safety Qld) is repeated, unwelcome and unsolicited -AND- 2.. the person considers to be offensive, intimidating, humiliating or threatening -AND- 3.. a reasonable person would consider to be offensive, humiliating, intimidating or threatening. ** Does not include ‘reasonable’ management action Workplace harassment is where a person is subjected to behaviour that:
Discrimination(Anti-Discrimination Council of Qld) It is against the law to treat a person unfairly because of their: • sex • relationship or parental status • race • religious belief or activity • political belief or activity • impairment • lawful sexual activity • pregnancy • breastfeeding needs • family responsibilities • gender identity • sexuality • age • trade union activity **Also includes treating a person unfairly because of an association with someone from one of these groups.
Sexual harassment(Anti-Discrimination Council of Qld) Sexual harassment is unwelcome conduct of a sexual nature in relation to a person. It happens when a reasonable person would perceive the conduct as offensive, humiliating or intimidating. It has nothing to do with mutual attraction or friendship between people.
Vilification(Anti-Discrimination Council of Qld) Vilification is a public act or statement that incites others to hate a person or group of persons because of their race, religion, gender identity or sexuality. This sort of hatred is illegal and can show up in a number of ways including through leaflets, speech, graffiti, websites, and public abuse or media remarks.
Victimisation(Anti-Discrimination Council of Qld) made, intend to make, or have helped a person make, a complaint under legislation refused to breach legislation, OR because a person has provided information about a complaint. **It can also include a person who has agreed to be a witness. Generally, victimisation is treating a person badly because they have:
Employer responsibilities regarding workplace practices Employers have the responsibility to meet a duty of care ensuring their workers are free from any foreseeable harm in the workplace. This includes physical harm but has come to include psychological harm which may result from exposure to workplace harassment or discrimination. Employers can be held liable where it is their employees who engage in inappropriate behaviours - this is referred to as vicarious liability.
What should an employer do? • An employer must take reasonable preventative action to ensure they discharge their responsibilities • Preventative action, along with action aimed at motivating and retaining apprentices and trainees, can assist retention and completion of training • These workplace practices may take some time - and employers may not have much - but can save considerable time and effort down the track addressing any problems that arise.
Reasonable prevention by an employer includes: a workplace policy outlining unacceptable behaviour a complaint handling system human resource systems workplace training and education. (refer Workplace Health and Safety Qld at: www.deir.qld.gov.au )
Retaining apprentices and trainees Focus on apprentices and trainees to ensure sustainability Have discussions with apprentices and trainees to display an interest in their development Encourage a work/life balance Achieve control in the workplace through: (the ‘master and servant’ relationship no longer exists) Addressing any conflict in the workplace Leading by example, fostering a culture of trust and respect Empowerment (developing self confidence) Providing challenging opportunities Understand why apprentices and trainees have left in the past This is about taking the time to work on the business - not just in the business - to become established as an employer of choice.
Motivating apprentices and trainees Ensure they are released for training Ensure adequate supervision Ensure adequate facilities Ensure they have a range of work Ensure progression is competency-based, not time-based Use rewards and recognition Get involved when managing This is about ensuring the productivity of an apprentice or trainee – maximising the return on the training investment for the employer
Apprentices and trainees are responsible for the quality of training also This is about ensuring an apprentice or trainee understands the value of training – particularly during economic downturn. Those without a qualification will have less security in their working life. • Participating in training • Obeying reasonable and lawful instructions • Getting to work on time each day • Remembering instructions • Working well in work teams • Keeping on top of training bookwork • Communicating (this includes listening)
Retention factors with SRTO influence • Quality of training plan • Use of RPL • Features of off-the-job training
Training plan • Negotiated and agreed to by all parties (apprentice, employer and SRTO) • Take reasonable action to ensure it’s completed and signed within probation • Indicate planned completion date • Performance of workplace tasks/structured training/RPL
Use of Recognition of prior learning (RPL) • obligation to provide recognition of prior learning to all applicants on enrolment • avoids duplication of training, maximising the value of vocational education and training expenditure • provides pathways to higher qualifications for people who may not have had previous access to training • creates a learning culture by valuing and recognising learning that has occurred in the workplace • builds self-esteem by valuing and recognising the skills of individuals.
Retention factors with AAC influence • Quality of information about the nature of the training • The training contract • The nature of support and guidance by third parties
Provision of information Australian Apprenticeships Centres (AACs) are required to inform employers, apprentices/trainees and guardians of matters relating to entry-level training. AAC staff must clearly define as part of the signup process: • the roles and responsibilities of the DETE, AACs, and SRTOs • full User Choice options • DETE’s requirements for the approval and registration of training contracts • rights and obligations of the parties to the training contract, including the obligation of the parties to advise DETE of changes to the contract (e.g. cancellations, amendments and completions) • relevant state funding and program policies • potential costs associated with training.
The training contract AACs are responsible for: • correct completion of the training contract by the employer, apprentice/trainee and parent guardian where required • Verification and submission of contract to DETE for registration • Ensuring, for school-based contracts, the school is aware and supportive of establishing a training contract • Notifying the selected SRTO of the existence of the training contract, enabling the SRTO to accept training and commence training ASAP
AAC’s provide: Support and guidance to apprentices, trainees and their employers to encourage the retention and successful completion of the contract throughout its duration. This may include dispute resolution and complaint processes. Apprentices, trainees and employers are to be made aware that they can contact their AAC at any time to discuss issues relating to the training contract. AACs will make reasonable efforts to answer any inquiry and/or provide assistance in the first instance. Where an AAC is uncertain on how to respond to a training issue raised by an employer, apprentice and/or trainee, the centre should contact Apprenticeships Info to discuss the appropriate response.
