There are five key elements to attraction and retention of staff.
Identify Core Skills
Clearly identify what the local area goals and objectives are and develop a list of core skills required to achieve these objectives. These will form part of the position description which will be used to attract potential candidates.
Recruitment and Selection
The University aims to recruit and select staff to achieve its strategic directions and who demonstrate attributes that are consistent with the organisation’s directions and culture. The position description and advertisement should be used to attract suitable candidates. Refer to the Staff Recruitment and Selection Policy and Guidelines for further information.
Reward and Recognition
The University provides a range of benefits and mechanisms to encourage and support the recognition, reward, attraction and retention of staff. It is important that the local area identifies suitable reward and recognition strategies for the local area, taking into consideration the local environment, cultural issues, etc. Refer to the University’s Remuneration and Reward Policy and associated Market Allowance Guidelines and Performance Based Remuneration Guidelines for further information.
The University provides programs and activities that coordinate development opportunities for all staff. These include induction programs, general and equity development programs and professional development programs. The local area should identify professional development programs that are focussed on improving performance, motivating and encouraging an individual staff member’s growth. Refer to the Induction and Staff Development webpage for further information.
Performance expectations need to engage, motivate and encourage staff to improve commitment and productivity. Performance management is about optimising every staff member’s (including managers) capacity to meet the University’s expectations, the staff member’s personal goals and career aspirations. Performance expectations should be identified annually for all staff, in line with local area goals and objectives. For further information, refer to the UniSA Performance Management website.
Creation of a Workforce Plan can monitor strategies on the attraction and retention of talent. These strategies include recruitment, induction, performance management, professional development and succession planning.
It is recommended that local areas examine their workforce planning needs, at least on an annual basis and align this with the Corporate Business Plan. When researching workforce planning processes, five common steps were consistently found for successful workforce planning:
Strategy and Objectives
Analysis and Forecast
The Annual Workforce Profile Report provides broad workforce data and analysis against a number of human resource indices. Further local area specific data can be gathered by using UniSAinfo. Both of these tools can help with the following steps.
Specific areas for consideration include:
Develop action tables to track the implementation of strategies formulated. Staff involvement at this stage is crucial.
Creation of a Workforce Plan - Monitor and Evaluate
From these action tables a Workforce Plan can be developed. The Workforce Plan will capture attraction and retention strategies that can be monitored on a regular basis. These strategies include:
Creating a Local Area Workforce Plan
Should local areas choose to create a Workforce Plan, two templates have been developed to assist in exploring the above considerations, analysing workforce gaps and determining strategy formulation.
Workforce planning responsibilities must involve appropriate managers and supervisors, including first line managers and HR Officers.
The templates are broken into two parts:
Part 1 – Workforce Planning Questionnaire and
Part 2 – Strategy Development. The
Questionnaire can be used to identify key workforce themes or issues
occurring in the local area. Strategy Development can be used to address
resource implications and identify strategies for each of the workforce
From here a Workforce Plan can be created specific to the local area. It should include timelines, allocate responsibilities and be supported by the relevant Pro Vice Chancellor/ Executive Director.
If a Workforce Plan is created, it is recommended that it be communicated to all staff and monitored annually.
The process is voluntary and can be enhanced to suit the local area’s established processes.