Welcome to part 2 of my journey at Realise Performance
This week I learned about redundancy, redeployment and retrenchment. I also read about the specific steps involved when making a role redundant.
Redundancy refers to a job or position rather than a person. When a job is no longer needed it becomes redundant.
Re-deployment is about transferring a person from a redundant job to another job. Where a job is redundant and there and no opportunities to redeploy that person to another job, that person is retrenched.
Retrenchment involves termination of employment, provision of redundancy entitlements and provision of other entitlements.
Redundancy is complex. It is not about performance management it is about the organisation’s true need for a certain position. When considering redundancy there is a process to be followed to ensure consultation, communication, options for both employees and the organisation are part of the decision.
Before starting my internship my understanding of redundancy, redeployment and retrenchment was very minimal and I did not know the exact steps involved when making a role redundant. Furthermore, working in the office has also shown me the ramifications of such decisions on organisations and employees and how the redundancy process is implemented in real life.
When first starting my internship I read through the Human Resources Benchmarking Report created by Realise Performance for the Aged and Community Services sectors. At the time this was so I could get a better understanding of the business.
This week, I was asked to revisit the report with a HR perspective to see what I would identify as potential issues. Three issues stood out: aging population, high staff turnover and operational issues.
Firstly, 85% of employees in aged care are aged 50 and over. As the aging population increases this will become extremely problematic. A strategy needs to be implemented in order to attract younger employees. For example: representatives could go to universities and schools to reposition the profession in an engaging way for younger people.
This finding also found me asking additional questions such as:
Why isn’t aged care attracting younger employees?
Do young people view their careers in a different way?
Why are older people choosing to work in aged care?
Who is working in aged care?
Will the physical aspect of the role cause other issues?
Why are certain individuals attracted to this profession?
The second stand out was related to voluntary staff turnover. Voluntary turnover is much higher than surveys conducted of other industry groups. This is problematic as the true cost of replacing an employee is estimated to be the cost of their yearly salary. I discussed the reasons behind this with the team at Realise and started to appreciate the challenges facing the sector.
The final stand out related to operational issues.
Firstly, 85.29% of directors from non-for profit boards are unpaid. This is problematic. Aged Care is a multi-billion dollar industry and good governance is essential. How can the sector attract great directors if they are not valued accordingly?
Secondly, Aged care is a people centric industry and less than 20% of corporate hours are devoted to HR and only a quarter of the organisations use HR Information Systems (HRIS). Given that salaries are the highest expense component of the business and people management consumes the most management time having systems and resources to manage these factors would lessen the risk and cost to organisations.
In Summary, the Human Resources Benchmarking report highlighted to me the complexity of the aged care industry. Before reading the report my understanding of the industry was minimal. I now know that the industry is emerging, developing and changing. There are many multifaceted problems and many different solutions.
This week I spent most of my time learning about Realise Performances CRM. This would be a boring repetitive task if I had to do it all day everyday but it gave me an appreciation of why a CRM is necessary and the many benefits and uses it has in today’s business world.
Not only did I learn how to use Adobe Catalyst, I gained understanding of the back end of the website and understood how the CRM and Adobe Catalyst are leveraged for client and relationship management, gathering data about the most effective ways to market and advertise the company and its products and services.
Data entry into a CRM may be boring and repetitive but I can’t imagine how the same results could be gained if an organisation did not use a CRM.