GTHST S PR OTR T I NISNISGIH R ERPEO 6 # – 3…5…–… M . . a2 r0c1h 9 2023
Getting great people in changing times Finding the right people can be tricky – and once found, we want to keep them. Aotearoa’s job market is in flux with a shortage of skilled workers in all sectors, including recreation. Thinking differently about recruitment and retention is proving successful. The NZ employment market Our current employment situation faces: •
Low unemployment rate of 3.2%
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Increased cost of living (at 8.2%) impacts lower income earners
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Many employers competing for staff
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High job churn of more than 20%.
Employers need to consider:
Figure 1 The Washington Post, July 2018. https://www.washingtonpost.com/business/economy/whyyour-pools-lifeguard-is-more-likely-to-be-a-senior-citizen/2018/07/03
Understanding people’s motivations at work is a key factor in successful recruitment and retention of staff. Employees are leaving for a range of reasons, sometimes because they are upset, or simply exhausted – and women are disproportionately affected. The top three employee experiences driving attrition and retention are: •
Workplace flexibility
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Meaningfulness of work
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Adequate support for health and wellbeing.
Workers need clear expectations and plans for hybrid work situation. Overall, flexibility makes us happier. This makes sense for those with conflicting demands on their time. However many of the roles in our sector require attendance on job.
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Creative recruitment approaches
Seeking staff
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Reviewing retention –what makes staff stay in the job
Thinking differently about recruitment is making a difference for some organisations.
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Supporting staff to manage change; personal, social and professionally
Consider some potential employment “personas” say McKinsey and Co.
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Negotiating flexible working conditions with a focus on work/life balance
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Adequate compensation: wages/salary commensurate with expectations.
The Idealists: students and young parttimers, need wooing with flexibility and a willingness to invest in development
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The Relaxers: often older adults and retirees, don’t have career as their first priority, instead they seek meaningful work.
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Non-traditional workers: actively lower the barriers to employment.
What motivates workers? The best thing employers can do right now is stop thinking of the Great Attrition as a business problem, and start thinking of it as a human problem. McKinsey & Co
NZRA Insights Report – Fight, Flight or Freeze in the Red Zone
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