Defence Employment Offer Dorota Thorp (AIRCDRE Ken Birrer) Practice Forum presented at the 9 th Industrial and Organisational Psychology Conference

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1 Defence Employment Offer Dorota Thorp (AIRCDRE Ken Birrer) Practice Forum presented at the 9 th Industrial and Organisational Psychology Conference

2 RELATED CONCEPTS Definitions Minchington (2005) defines Employer Brand as the image of your organization as a great place to work in the mind of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders). Employee value proposition (EVP) is a term used to denote the balance of the rewards and benefits that are received by an employee in return for their performance at the workplace. An EVP must be unique, relevant and compelling if it is to act as a key driver of talent attraction, engagement and retention. (Corporate Leadership Council) The brand is the essence of the organisation, the EVP is one of the ingredients contributing to and drawing from the essence. (University of Canberra)

3 What is the Defence Employment Offer? DEO Definition The employment offer is the basket of tangible and intangible benefits which Defence offers to potential and serving staff in the armed Services and Civilian staff, designed and marketed to target segments of the employment market so as to meet Defence workforce needs.

4 The Employment Offer Conceptually Overarching offer themes Eg mobility across Defence, choice Fairness Unique Experiences Security Brand Housing Army Navy Air Force Common ADF Elements Primary Offer Career OH&S Leave Reserves Civilians Super Other Eg Ages and Stages Differentiated offer elements

5 Key Issues Defence s current employment offer has not been considered as a coherent package where its various elements are aligned and reinforce each other. There may be gaps in the current DEO, or shortfalls in various elements, or some elements may not be targeted and marketed for best effect. Elements of the DEO may have to be designed and marketed for certain target audiences

6 Purpose of the DEO Project Defence must ensure a competitive Defence Employment Offer (DEO) to maintain adequate recruiting, retention and commitment. The purpose of the DEO project is to identify, regularly revalidate and refine, as necessary, the key elements of the DEO which will ensure that Defence can recruit and retain the workforce required to meet its capability needs. This project embraces the entire Defence workforce: Reserves, Permanent ADF, and Defence APS staff.

7 DEO Project Objectives Review the current DEO Identify the major elements of the desired DEO Establish the gaps between the current and desired employment offers, and the actions required to implement the desired offer Identify the degree and type of segmentation required to effectively deliver the DEO and the way in which the offer can be marketed Put in place a regular evaluation cycle, supported by relevant metrics on the Defence HR Metrics System (HRMeS) to continuously assess the DEO.

8 DEO Project Phase 1 Phase 1 of the DEO Project examined the relative importance and perceptions of how well Defence is delivering both the tangible and intangible benefits of the DEO. Identify features which are common across the workforce and those which are more important to specific workforce segments (in order to effectively communicate the full benefits of its offer to the range of workforce segments). Phase 1 of the DEO project utilised: Existing workforce data; Workforce attitude data obtained from focus groups and stakeholder interviews with Defence personnel; Survey data collected from Defence personnel examining the relative importance of, and how well Defence is delivering on, each of the selected elements of the employment offer; and The examination of the offers of competitor employers.

9 The Nature of the DEO The Things Defence Can Confidently Deliver Competitive environment What is Important to People Competitive environment The Unique Nature of Defence

10 Background: What comprises the core DEO? 5 key characteristics make up the core foundations of the DEO PEOPLE ORGANISATION REWARD OPPORTUNITY WORK 10

11 Background: What comprises the DEO characteristics? 43 key sub-characteristics make up the key characteristics of the DEO PEOPLE Camaraderie Collegial work environment Co-worker quality Manager quality People management Senior leadership ORGANISATION Communication Coordination Diversity Environmental responsibility Empowerment Great employer recognition Industry Formal/Informal environment Market position Fairness Respect Risk taking Organisational size Social responsibility Health and Wellbeing Safety, Privacy and Security Technology level REWARD Remuneration, salary Remuneration, nonsalary Remuneration, situational Retirement benefits Leave OPPORTUNITY Career Management Training and Development Meritocracy Organisational stability Career Progression WORK Business travel Innovation Resources Job impact Job-Interests alignment Location Recognition Work-Life balance Accommodation 11

12 Background: What comprises the DEO characteristics? 43 key sub-characteristics make up the key characteristics of the DEO PEOPLE Mateship (Camaraderie) Collegial work environment Co-worker quality Leader (Manager) quality People management Senior leadership ORGANISATION Communication Coordination Diversity Environmental responsibility Empowerment Great employer recognition Market position Fairness Respect Risk taking Community & Country (Social Responsibility) Health and Wellbeing Safety, Privacy and Security Technology level Industry Formal/Informal environment Organisational size REWARD Remuneration Salary Allowances (Remuneration, situational) Other non-salary benefits (Remuneration, non-salary) Retirement benefits Leave OPPORTUNITY Career Management Training and Development Fair and Transparent Promotion Processes (Meritocracy) Job Security (Organisational stability) Career Progression Career Opportunities (added) WORK Travel Opportunities (Business travel) Deployment Opportunities Innovation Resources Job impact Job-Interest alignment Location Recognition Work-Life balance Accommodation 12

13 DEO PROJECT WE ASKED 2 QUESTIONS: 1) HOW IMPORTANT ARE EACH OF THESE ASPECTS OF DEFENCE EMPLOYMENT TO YOU? 2) HOW SATISFIED ARE YOU CURRENTLY WITH EACH OF THESE ASPECTS OF YOUR EMPLOYMENT WITH DEFENCE?

14 Initial Findings DEO is fundamentally sound with specific areas of weakness Reward (remuneration, leave, retirement benefits) generally rated well Opportunity to improve in career management, training and development, promotion, job security, speed of progression

15 Importance and Perceived Effectiveness of Delivery of DEO Elements: All Defence staff Importance: 1. Opportunity 2. Reward 3. People 4. Work 5. Organisation Delivery Effectiveness 1. Reward 2. People 3. Organisation 4. Work 5. Opportunity Opportunity was rated as the most important element of the DEO overall by Defence people, yet was perceived as the least effectively delivered.

16 Rating by Importance And Perceived Effectiveness: All Defence Personnel

17 DEO Sub-Elements by Importance TOP 5 EMPLOYMENT SUB ELEMENTS BY IMPORTANCE DEFENCE - WIDE JOB SECURITY - JOB SATISFACTION - RESPECT - TRAINING AND DEVELOPMENT - HEALTH AND WELLBEING Navy Army Air Force Army Reserves APS ADF Training & Development Respect Career Management Location Remuneration Non Salary Job Security Leave Retirement Benefits Remuneration Salary Remuneration Non Salary Job Security Career Management Health &Well-being Promotion Training & Development Community & Country Job Security Collegial Work Environment Leader Quality Respect Fairness Job Security Promotion Job Security Training & Development Health & Wellbeing Career Management (Note Career Management, Location and Remuneration for Navy and Remuneration, Salary and Non Salary for Army were equally ranked, resulting in six sub-elements falling in the top five for importance)

18 Importance of DEO Sub-Elements by Workforce Segments TOP FIVE EMPLOYMENT SUB ELEMENTS BY IMPORTANCE ACROSS DEFENCE JOB SECURITY -JOB SATISFACTION -RESPECT TRAINING & DEVELOPMENT -HEALTH & WELLBEING AGED 30 AND UNDER Training & D ment Job Security Respect Leader Quality AGED 31 AND OVER Job Security Health & Wellbeing Retirement Benefits Respect Leave Fairness WOMEN Job Security Work Life Balance Fairness Respect MEN Job security Training & D ment Respect Health & Wellbeing WITH DEPENDANTS Job Security Health and Wellbeing Respect Work Life Balance WITHOUT DEPENDANTS Job Security Training & D ment Respect Leader Quality

19 Next Steps Implement an ongoing DEO survey in a form of a supplement to our existing Defence Attitude Survey, which goes out to a 30% sample of Defence workforce each year (3 x 10% rolling sample); Use the results collected from our first 10% sample (in June 2011) to validate/refine our preliminary findings, as well as validate/refine the DEO framework; Compare our results to CLC benchmarks Fill research gaps in data by carrying out more research on: Reserves, Critical categories, Geographic differences, and Family influences. Develop and implement evaluation metrics on HRMeS (new DEO page) Develop a marketing and communications strategy Re-evaluate DEO on a yearly cycle

20 Changing Conversations BEFORE Lack of clarity and common understanding of what Defence offers to its employees Lack of knowledge of which employment elements are important to our people Lack of knowledge of how satisfied are our people with what Defence offers them Not knowing how the above change over time Inconsistent marketing & communication of various aspects of the offer to various workforce segments No opportunity to compare our offer as a whole with those offered by other employers AFTER Common understanding of what the DEO is and which features are common across the workforce Ability to identify and monitor shortfalls and strengths of the DEO Knowing what elements should be marketed/ communicated and to whom. Ability to compare our full employment package with other employers Evidence base for workforce decisions (and allocations of $) to strengthen the offer and remain competitive... RESULT = Evidence has a voice.

21 Reflections Questions? Reflections? Experiences?

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