Writing a good job ad
- Hello everybody.
My name's Jo Hegerty,
I'm from the Department
of Social Services.
I'm the Director for NDIS Communications.
I'd like to start off this afternoon
by acknowledging the traditional owners
of the lands on which
we're all meeting today.
For myself that's Ngunnawal
country also known as Canberra.
I'm just going to start
off with a tiny bit
of housekeeping before we
launch in to the main events.
So we will be able to take some questions
at the end of the complete session.
So if you have a question
for a particular speaker,
please jot it down and pop
it into the Q & A function.
And we will get to those at the end.
As you know this seminar is being recorded
and we will be distributing
the link at the end of the session.
And I strongly encourage
everyone to share that widely
with anyone you think
it may be helpful for.
And if you require them, we
have live captioning enabled.
So thank you very much
for joining us today.
We've pitched this seminar to you
as how to write a good job ad,
but I think actually you'll find
that you're going to get
a lot more out of it.
We're very excited.
Before I introduce you to
the wonderful panelists.
I am just going to
introduce you to the context
of this seminar series
and talk to you a little bit about
the care and support workforce campaign
that I've been working on.
So care and support workforce
campaign is a collaboration
between Department of Social
Services, Department of Health,
and also Department of Veterans Affairs.
It's quite unique to have
a government campaign
that crosses over three departments
and is so extraordinarily collaborative,
but we recognize that there
were really similar workforce challenges
across aged care, disability support
and across veterans services as well.
So Department of Social
Services is the lead.
However, we work hand-in-hand
with Department of Health
and Department of Veteran Affairs,
and also with the Department of Education,
Skills and Employment
DESE, as you might know it,
and also as state and
territory counterparts as well,
'cause you may be aware that there's
other work going on very
similar across other state
and territory governments as well.
Our next slide please.
So A Life Changing Life is our campaign.
It's a $13 million
investment from government
that launched in August.
It continues all the way
through until the end
of the financial year, 4th of June.
However, we are actually anticipating
that it will go on for another year.
So it's been recognized by government
in a really important
sector that we need to grow.
And there's more than
115,000 vacancies predicted
over the next few years,
as you are well aware.
So when we were planning
for this campaign,
we spoke to providers, to
workers, to general population,
to people with disability,
and also veterans as well.
And what we found when we spoke
to potential workers was that
there was a really urgent need to disrupt
what people's perceptions of aged care,
disability support, and
veteran services presently are,
the impressions people
have did not match at all.
The realities that we found
when we spoke to actual
workers in the sector
who told us they love the sector
because of the flexibility.
They love the fact that there's
entry-level work available
and they love the fact that they can enter
in a role and then grow in that role.
And it fits in with their lives.
And it can be something
that you can come into
with no qualifications and progress
and develop in a multitude of ways.
People we found were really
unaware of the variety
of the work across the sector.
And yeah, we found that there was
a really urgent need to disrupt that.
So I will just point out,
We'll refer to it as the
care and support sector,
Our developmental research told us that
it was important to create a brand
because a lot of people
are working in aged care
and disability or in aged
care and in veterans care.
So to create this brand of
care and support sector,
as well as giving people more interest,
perhaps had heard of care, but
they hadn't heard of support,
and putting the two together.
Already told them that
there was more to the sector
than perhaps they had already considered.
So as you'll see here,
this is Tai and Emily,
our campaign users, only real workers
and the people they
support doing the things
that they would normally do together.
So Tai as a disability support worker.
And he and Emily liked to
go on adventures together.
She really likes to get
out and about in Melbourne.
All of our creative uses real people.
And the core of our creative
is about the relationships
that people can build
and the warm experiences
that they have.
And this is evidence throughout
our creative execution.
Can I have the next slide, please?
So when we were in the
process of doing our research,
we found that across gen pop,
there were around 5% only
of people job seekers
who would consider working in aged care,
disability support or veterans services.
And among these...
Sorry, across the people
that we interviewed,
we found that there were certain cohorts
who were much more likely to consider
so went higher than that 5%,
and so this has helped us determine
our target audiences for the campaign.
Next slide, please.
This is Jake and Darcy.
and actually that is Jake's mum
Caroline in the backgrounds
who is also a disability support worker.
So tertiary students is
our first target audience.
This also includes high school students
who may be thinking about what
they want to do after school
perhaps they're not interested
in going to uni immediately.
We also found that
university and tafe students
who are studying health
or allied health qualifications
were very interested
in this kind of work as it helps them get
a little bit of a leg up
in their future career
and puts them into those kinds of services
that they will be eventually working in.
And we also, interestingly,
found that tertiary students
who were studying the humanities
tended to be more likely
to consider working in this sector.
So that's your music,
drama and arts degrees
that may be they can see
a role for their passions
and their skills, like for example, music
and how they can bring them
into the sector as well.
Next slide, please.
Our next target audience
group is searchers,
this is Amber and Stevie.
and Amber is really classic
example of a searcher.
She was working in retail
and it just didn't fit that well with her
she's not that interested in a career
she's more interested in a job
that works around her lifestyle.
And she says that the first day
on the job working with Stevie,
she realized that this
was 100% the job for her.
And that case study is on our website,
if you would like to see the full story.
So searchers, we call them,
so this may be people
who've been displaced
by the pandemic from
hospitality or retail.
And it can just generally be people
who may just be looking
for their forever job.
Next slide, please.
Our third group is more complex.
This is a transitioners.
Here we have Jeff and Ruwan.
Jeff is a veteran and he
lives in an aged care home
and Ruwan really enjoys
hanging out with him
when he has some spare time
and because Jeff has a
passion for model airplanes
and war memorabilia.
Ruwan used to run businesses,
He comes from a culturally
and linguistically diverse background
and he came into the aged care sector
and has really flourished,
and now it has a more managerial role
at the RSL Care that he works at.
So in the transitional audience
we have people who may have worked
for awhile in a professional career,
and they're now looking to make a change
and make transfer into a new role,
potentially one with more meaning.
It includes recent arrivals to Australia,
so recent migrants,
and also includes people
who may be coming back
into the workforce.
So they may not recognize that
they have those soft skills
perhaps they've been caring
for a family member or a child,
and then they're coming
back into the workforce
and obviously their skillset
and their attitude will make them ideal
for this sort of work.
Also in this audiences,
people with disability,
our research found that people
who have experienced or have seen care
and support at work are far more inclined
to consider take-up of these roles.
Next slide, please.
So very quickly how we will get there.
we've got the...
Sorry, this is Damien and Cliff
an Osteopath and his veteran client.
So we have got five
major bursts of activity
as mentioned, it's just under...
we launched in August and
the campaign is running
for just under a year
We've got ads on television,
we've got a lot of out of
home kicking off next year,
now that everyone's
allowed out of their home.
And we have a lot of...
because of our target audiences,
65% of them are under 35
so we have a lot of
digital social activity,
Google search things like catch up TV ads
will appear as well.
So as you can see, it's
quite an investment
by governments to get the word
out there about this sector.
We've also done a couple of
content partnerships to try
and speak to younger people,
junkie and Year13 are examples of that.
So far everything we've
found that the engagement
has been really great on the campaign
we've had more than a
million hits to the websites
and more than 5 million people have seen
our ads on the Facebook network alone,
which is really great.
The website, which I'll
share a link in a moment.
The most popular page,
which is great for us to
hear is the now hiring page.
So when people click on this page,
they will see a job active
link that takes them directly
to a curated list of roles
in disability, support,
aged care, veterans care.
And then we also have Seek links as well,
acknowledging the fact
that something like,
I think it was in one
of our younger audiences
as high as 85% of our target audiences
will go to Seek first
to look for their job.
So if I can have the next slide, please.
We have a bunch of resources
on the website to help you
help us so to speak.
There's a campaign support a kit
and also an employer support kits,
which has all our assets,
all our beautiful images.
You are 100% welcome to use them anywhere
and everywhere there's website copy.
You can use our social media tiles
through your social channels, et cetera
or really easily downloadable.
We have some fact sheets
and we're regularly updating that section.
We're also running the Seek webinars.
We have two more coming up,
which I'm sure we'll tell you about later.
And also we have a targeted culturally
and linguistically diverse
And part of that we're including,
and we've got an upcoming
webinar on cultural competency.
Can I have the next slide please?
So we'd love you to stay
connected with the campaign.
The link is careandsportjobs.gov.au,
add a forward slash employers to that,
and you'll find all
the employer resources.
And we're also on Facebook.
We've created a Care and
Support Sector, Facebook page,
which we'd really love to see
people sharing their stories.
And we're also happy to share any stories
that you have as well through that page.
Next slide please.
So that is me done.
I'm going to hand you over
to the wonderful Steph Hutton
who is going to...
She's a wealth of information
and yeah, we're really excited
about what she's bringing.
The information that she's
bringing to you today.
And then after that, we're hear from Jodi.
So over to you Steph.
- Right, good afternoon, everyone.
And thank you Jo for
such a warm introduction
and acknowledgement of country as well.
And also really fantastic to hear
about all the amazing
resources that are out there
for the hirers within this
care and support sector.
Before I begin my section today,
I would also like to pay respects
to the Bunurong people
of the Kulin nations,
the traditional owners of the land
on which I am dialling in from today.
And I pay my respects to the elders,
past, present and emerging.
So my name is Steph
and I am a Customer Success
Manager here at Seek.
And my role as a Customer Success Manager
is to work with our hirers,
to help them get the most
value out of the tools
and products that they using,
which is why I'm here to
speak with you all today
to help you learn how
to write a good job ad.
So the agenda that we're
going to go through
for the rest of today's session,
firstly, we're going to have a look at,
I guess, a bit of the
backstory as to why we're here.
So look at some of our
current candidate sentiments
and the landscape in which they are now.
We'll also have a look at
how we can attract candidates
into the care and support sector,
as well as how we can attract
candidates regionally as well.
Then we're going to focus on
how to write a good job ad.
So we're going to be looking
at candidates priorities
and behaviour, as well
as looking at headings,
structure and language,
and some ad examples
of some good and maybe
some not best practice ads
that are out on site at the moment.
And then lastly, I will hand
you over to Jodi Schmidt,
who is the CEO of the Human
Services Skills Organization.
Who's going to talk you
through some education
and then we should have
a couple of minutes left
for some questions as well.
So firstly, let's have a look
at the current candidate
landscape to set the scene
for why we're here today.
So the pandemic has prompted reflection
amongst Australian candidates,
which provides a positive opportunity
for the care and support sector
whilst recruiting going forward.
So how are candidates
feeling at the moment?
Based on our latest research,
Australians want to prioritise
a career with purpose
with 31% agreeing that COVID
has made them rethink their career.
We also know that more than one
in four Australian candidates
are looking to change jobs
within the next six months
with younger candidates more likely
to be seeking the change.
And lastly candidates are
seeking security with 41% saying
they would change roles to an industry,
less likely to be impacted
by COVID in the future.
Now these all present
for the care and support
sector moving forward as well
and how you can position your roles.
So let's dive into those three statements
a little bit further.
So we know that over one in
four Australian candidates
are looking to change roles
within the next six months.
However, majority of those are
actually younger candidates,
just like Jo mentioned before.
So we can see that the 18
to 34 year old age group
are those that are most likely
to make a change in the next six months.
Now, keeping this in mind,
we need to think about our current staff
and how we can retain them as well.
If one in four Australians
are going to change jobs,
then retention is equally as important
as finding new candidates
in this anticipated period of attrition.
Seek also ask candidates
what motivates them
to consider an industry switch.
The results showed that
better work-life balance
was the number one response.
Accompanying this in the top five answers
were greater stability and job security,
to find purpose and meaning in life,
which have both components that a role
in the care and support sector
could confidently deliver on.
Being an increasingly growing industry
with a strong purpose
and community connection.
This really highlights the importance
of selling not only the
role in your job ad,
but the industry in which the candidate
will be working in as well,
which we'll expand on shortly.
Next, what are candidates looking for
when they're moving industries?
So there are many factors
that are popular to candidates
when looking to change careers,
which are relevant to the
care and support sector.
This is great for hirers is to consider
as lots of the key drivers that candidates
are looking for can be provided.
For example, transferable skills,
which we'll discuss in a
little bit more detail later,
as well as strong industry
growth and career trajectory.
These are all positive
indicators for industry mobility
into care and support for those candidates
that are looking to shift
careers in the next six months.
So in this session,
we'll talk about how you can address
some of those key appeals
within your job ad as well.
So what does this mean for you as a hirer
within the care and support sector?
So 28% of candidates are
looking to change jobs
in the next six months.
So now is the time to be updating
and refreshing your job
ads as well as revisiting
your hiring processes and activity.
to be highlighting relevant
transferable skills in job ads
to appeal to those who are
considering a career change.
And when considering a new career,
purpose and opportunity
for growth are key drivers,
which should be highlighted
within your role descriptions.
So now that I've sort of set the scene,
let's have a look at how
we can attract candidates
into the care and support sector.
So if we firstly,
think about mobility amongst
80% of applicants for
personal care roles come
from a total of 28 different role groups.
That means there's a huge
opportunity to source
from a broad talent pool
and varying industries
and take advantage of candidates
who have been displaced
and unfulfilled from other industries,
as well as through the pandemic.
So employees interested
in care and support roles
are exploring other industries
then looking for a job as well.
So approximately 8% of
care and support candidates
are only looking at
care and support roles,
which leaves the remaining 92%
of care and support candidates
who are applying for roles in
at least one other industry.
So this is a competitive landscape,
not just amongst the care
and support providers,
but for jobs within other industries
with similar transferable skills.
So which industries
should you be targeting?
Traditionally many care
and support candidates came
from roles such as community development,
receptionists, youth and family services,
informal carers and admin roles.
Recently there has become
a growing opportunity
to engage further candidates from retail,
hospitality, and tourism
and customer service,
following the insecurity
and displacement due to the pandemic.
So we need to think about
these candidates as well
when we're writing our job ads.
Now we ask candidates
who currently don't work
in the care and support sector.
Why a career within this
sector appeals to them.
The top three insights were,
it's a career with meaningful purpose,
it provides flexible working hours
and there are diverse roles available.
So these are all excellent pieces
of information to keep in mind
and provide a good
benchmark on what to include
when promoting your own industry
within your hiring activity.
So now let's have a quick look
at how we can help you
attract those candidates
to your regional positions.
So would candidates are
consider moving locations
for their next job is the
first question we should ask.
And luckily for us,
33% of Metro candidates
said that they are likely
to consider moving location
to secure their next job.
Now of those 33%,
one third said that they
were already in a Metro area,
but would move to another suburb.
9% said they were already
in a regional area
that would move to another suburb
and 14% said that they
would move from a Metro area
to a regional area for the right job.
Now this is really promising
and what's interesting as well
is that the majority of
candidates that answered
they would move from Metro to regional
were also are younger candidates
within that 18 to 34 year old age bracket.
So not only are they the
ones who are most likely
to change roles or careers
in the next six months,
but they are also the age demographic
who is most likely to
move to a regional area
for a role as well.
Now, obviously there are
barriers for people out there
and perceptions into
moving into regional roles.
And some of the key
themes that we picked up
from our research were that,
43% said it would be too
hard to move their family.
24% said that there
limited job opportunities
in their field within regional areas.
And 17% said there's limited entertainment
or things to do within
their regional areas.
So if we're trying to
relocate people regionally,
this is what people are worried about.
So it's important to
address this in your job ad
and actively considering,
including some of this,
to provide them a realistic expectation
for the candidates as well.
So we need to have a think about,
is there an opportunity
to provide a package
to assist candidates in relocation?
And is there an opportunity to consider
how we could sell the
location or the community
that this role might be located in
as well as the role within the job ad?
And although we can't change
the first one or control it,
it can be addressed in passing by saying,
this role is only
located a two hour drive,
out of Melbourne,
which can help promote the proximity
to their family and friends.
So as a hirer, how can you overcome this?
So we know 18 to 34 year olds are the ones
who are most likely to consider relocation
to a regional area for a role.
Highlight the community
and location benefits
within your hiring processes
and job ads as well,
and highlight any relocation benefits
that might be available as well.
So now that we've had
a look at the backstory
into attracting candidates into
the care and support sector,
now we're going to really have a look in
and how we can optimize our job ads.
So what a candidate is doing on site
and how are they behaving
and what can we actually
be including within our ad
to make sure that it's standing out
and engaging to our candidates?
So candidates are changing
how they're searching.
They want a simple streamlined process.
That's like a Google search.
The relevancy of your ads is now the key
to surfacing them in front
of the right candidates.
So let's think about Google.
If I wanted to find a cafe in Melbourne
that sells really good coffee,
I want the most relevant cafes
to come up in the search results
when I search for that in Google,
not just the restaurant that happened
to mention coffees were
available on the website
that they updated yesterday.
So relevancy is key.
So we've improved the
job search experience
to align with the change in
candidate search behaviour.
We started noticing that
candidates were not filling
in all the boxes on the left.
They would just type in a
keyword or two and hit Seek.
We also noticed that location
was important as discussed,
and therefore we implemented
a granular locations
to align with this as well.
So candidates are now
searching by suburbs.
These are just some things to keep in mind
when putting together your job ad.
So how are candidates searching?
So 72% of our candidates are searching
on Seek using a location
or a granular location,
such as a particular suburb.
We also know that 57% of our candidates
are searching using a keyword.
Now they use a key to matching your job
to more relevant candidates.
So it's even more critical today
to make sure your job title
is aligned to how candidates think
and to similar titles that
are out there in market,
as it's becoming a very
dominant search behaviour.
So only 30% of candidates
actually search using
the classification filter,
and this has been declining over time.
But until it disappears altogether,
we still need to consider that our job
is being posted in the most
or you could be missing out
on some potential candidates.
And finally salary.
With our salary filter,
we found that only 14% of candidates
are actually using this,
which means that 87%
of candidates are not.
That being said, I will
touch on in a little bit,
the importance of displaying
salary within your job ad.
So we'll get into that
a little bit later on.
So something that I wanted to highlight
for you all on the call is,
roles within the care and support sector
are predominantly posted into
two different classifications
here on Seek.
The first is the community services
and development classification.
And the second is the
healthcare and medical.
So I wanted to share with you all
what the top 20 search terms
that are being searched for
by candidates are within
these two classifications.
So the first one is community
services and development.
So these are the top 20
search terms by candidates.
So we can see in their support worker,
disability support worker
and community services,
we can also see terms in
there such as part-time
and entry level.
Now these are not terms
you should be including
in your job title, but somewhere
else within the job ad,
as we don't want to take away
from the market relevancy
of our job titles.
And if we have a look
at the healthcare and
we can see registered nurses, nurses,
and aged care in there as well.
So there's not a one size
fits all for job ads.
So you need to think about the candidates
you are recruiting for
and be a little bit more
strategic in your approach.
So you can use this
matrix to help you plot
where your job might sit.
Now, I'll be taking you through
two of the boxes on here.
As we know right now in this industry,
that candidate supply
is predominantly low.
So we're going to have a
quick look at specialization
when it's high and low.
And when I talk about specialization,
we're talking about the skills experience,
qualifications, licences, et cetera,
that might be required within a role.
So firstly, let's have a
look at high specialization,
low supply roles.
So these might be roles such as physios,
HR professionals or nurses.
Now this is what we'd call
the competitive segment.
As in, you the hirer
needs to be competitive
in order to get the best candidates
out of this particular area.
Now, conversely, we have
the low specialisation,
low supplies segment.
And this is where our support
workers, cleaners, carers,
community care workers,
et cetera, would fit in.
And this is where as a hirer,
we need to be creative.
So looking at different areas and avenues
that we could potentially
find these candidates from,
and when there's low barriers to entry,
helping them get their foot in the door
and upskilling them on the job.
So let's have a look at how we could pop
this into practice within a job ad.
So let's have a look at
that high specialization,
low supply, such as a nurse.
Here, we're really
competing for top talent.
These candidates are highly skilled
and they have choices and
they will often be headhunted.
So you really need to
sell your organization
and the benefits that you
can provide this candidate.
So we need to think about whether
or not our job ad is compelling enough
to make that kind of
candidate consider choosing us
or moving from their current role.
This is where you really need to highlight
any unique selling points
that you might have
that are going to help
you stand out in a crowd
that is competitively
searching for these candidates.
So if we say the example on the left,
if we can say, it sounds okay in theory,
but have we really given
ourselves the best opportunity
to succeed in this market?
It's quite vague and subjective.
Whereas the example on
the right hand side,
is extremely specific and lays out exactly
what the candidate will get
in return if they work for us,
which allows us to be
competitive in what we've written
in our ad versus what our
competitors might have done.
So if this is what...
If we look at what this
looks like in the job ad,
this is where we will
need to consider utilising
something like maybe a standout ad on Seek
to ensure we're capturing the
candidates attention early
and giving ourselves advertising space
to really draw them in.
Now, if we compare that
to the low specialisation
and low supply, such as a support worker.
Now, where the barrier to entry is low,
but there's also a shortage of candidates.
We need to think more creatively
about who we're considering for the role.
So with this one here,
I've eliminated some
unnecessary bullet points
from the original
and I've removed points
that didn't really fit
under specific requirements
and combined some others,
so that it's easier for the
candidate to scroll through.
Now, flexibility in this space is key.
So remember to reduce the number
of requirements is also suggested,
being creative is also important.
So if you would accept a candidate
with a transferable skill
or from a transferable industry,
and perhaps they could take
a course while doing the job,
then I would be highlighting this
so that a candidate is
more likely to apply.
You can say here that I've
highlighted the other industries
that we know candidates are
looking from at the moment,
and I've encouraged them to apply.
For example, with an
entry-level support worker role,
do we really need to list all
these specific qualifications
that they must have before applying
or could they simply have prior experience
and a willingness to learn?
And perhaps we could support
them to undertake a course
whilst they worked for us.
Again with this, what we would look at
is where we might move
from say a classic ad
to a standout ad on
site as it might give us
some more opportunity to include
some of the great reasons
and highlight the benefits
as to why a candidate
should apply with us.
So, now that we've done
all of the background work
into understanding where
we sit in the market,
as well as what we know candidates want
and how to plot our roles
with a bit of strategy,
we can now pop all of this
information into action
when it comes to actually
structuring our job ads.
So I'll start you off
by imagine your jumping
onto a website full of job ads.
You'd know, I guess, yourselves,
or when looking at any website,
we don't have a lot of time to capture
the reader's attention.
In fact, we have only between
about five or 10 seconds
to capture someone's attention
before they move on to the next item.
So that means that here at Seek,
we place a lot of importance
on how your ad stands out
within the search results.
So we're going to spend the next little
while having a look at
our short description
and going through
a really strongly
recommended best structure,
as well as what to include within this,
to help your ads really stand out.
So on the screen here,
we have our two different types of ads.
We've got a classic and what our stand out
or premium ad would look like on site.
So the first and most important
thing when posting a job
and how to write a good
job is the role title.
It needs to be short,
concise, and market relevant,
and it needs to make sense.
So usually this is just exactly
what the role title should be.
So we don't want any extra words in there
such as immediate start or
multiple opportunities available.
The way that our search
engine works here at Seek
is that it's driven by
where we're matching the job
ads that are posted on site
to what we know candidates
are searching for.
Now, if there's extra terminology
within your job title on site,
that is not an actual job title.
This can actually hinder the
performance of your job ad
and not surface it to
as many relevant candidates as possible.
So next, where is the role?
Now we mentioned earlier
that the number one way
that candidates are searching on site
is by using location.
And candidates nowadays are searching
for particular suburbs.
So it's really crucial
that you are including
a suburb location within your job ad.
Now, if you're posting directly onto Seek,
this is as simple as clicking the suburb.
If you're posting through
a software provider
or a recruitment uploading software,
you may not be able to
click a particular suburb,
but if you include the name of the suburb
in the short summary here,
we'll do the hard work for you.
And when your ad is posted onto site,
we will map to the correct suburb.
Now for a lot of the roles
that you'll be hiring for
in the care and support sector,
they might be things
such as support workers
that require a lot of travel.
So I often get the question,
what location should we pop in
when there is going to be multiple?
My advice would be to pick the one that is
either the most central to the area
that there'll be working in and around,
or if they're going to
be visiting an office,
a base or a center.
On a regular basis, I would
be choosing the location
of where that office is based as well.
Now, the next thing that you must include
in your short description,
especially in such a candidate tight
and low supply market is,
what's in it for the candidate?
So we're going to look at two things here,
specific benefits and salary.
So I'll touch on salary first.
The salary field is this section here.
And what a lot of hirers
don't know is that
we can actually fit up to 50
characters in this section
and they don't all need to be numbers.
Now we know that there are
75% of candidates told us
that they're less likely to apply
for a role if the salary is hidden.
So our number one recommendation
would always be to display
the salary or the hourly rate.
Even if you don't believe
it's really competitive out in market,
it's still best to show it.
If your organization really
doesn't want to, that's okay.
But I would be using the salary field
to highlight perhaps any other benefits
that are out there
within your organization
around compensation or salary.
The next is benefits.
So if you're using a standout ad,
you're going to have the added benefit
of having your logo here,
as well as some extra key selling points
to help sell your role to candidates.
Now, in these key selling points,
I would be trying to list as many benefits
and reasons as to why people
might want to join this role as possible.
So think back to all the stats
we haven looked at earlier,
if there's flexible working practices,
if job security is available,
if learning on the job
and skill development
is available as well,
I'd be listing those here
as well as any other perks that
you might be able to offer.
And lastly, what will I do?
Now, this is something that
we continuously see done,
not so well on site.
So what we would recommend here
is in this short description area
to really explain to a candidate
what it is they're going to
be doing within this role,
especially for attracting people in,
from other industries
who may not have done
this type of role before.
It's important that in the search results,
the first time they come
into contact with our ad,
they're getting a bit
more of an understanding
about what they'll be required to do.
So when we have a look at job titles,
you can see some examples of
clear, concise, recognizable,
and market relevant titles on the left.
And then you can see some job titles
on the right that don't
work so well on site.
And I've pulled all of these
directly off our website.
So words like amazing.
Have you got what it takes?
Awesome, et cetera.
We would definitely recommend to stay away
from including these in your job title,
because they actually going to hinder
the performance of your job ad.
Now, if we look at the bottom
one, which is helping hand.
Now this is acute internal title
that an aged care provider
was using on site,
but candidates won't
be searching for this.
So in this particular area,
I would definitely
recommend using an industry
and market relevant job title on site,
and then keeping cute internal titles
for when you're sending out contracts
or discussing the role with the candidate.
Next within our 150
character summary area.
This is where you want to, as I said,
tell a candidate what it is
they might be doing in the role.
So we recommend to stay away
from phrases like this for two reasons.
One being that it doesn't
really tell the candidate
what they'll be doing in the role.
And secondly, a lot of other hirers
are posting these types of things on site.
So it's not differentiating your ad
or helping you to stand out at all.
So instead we would
recommend using action words,
such as the ones on the right
and saying things like support
clients in their home by,
deliver high quality
support in, et cetera,
and using those action words
to help candidates gain an insight.
So now we're going to have
a look at some example ads,
some befores and afters.
So this is one of our classic ads.
So this is an ad that I've
pulled directly on site
and that I've workshopped.
So a couple of things
that I've changed here.
So the first thing is suburb.
I've added in the actual suburb
that the role was located in.
The next is the salary field.
So this one didn't have
a salary field visible,
whereas you can see when we
make the salary field visible,
no matter what the content is,
we're actually gaining a
little bit more real estate
in the search results.
So I've added in hourly
rate plus any allowances
or salary packaging
that might be available.
And of course, whatever
is relevant to your role,
you'll be able to type in here as well.
And then lastly, for this role,
again, the short summary
didn't really give potential candidates
much of an insight as to
what's required of them.
So I just copied and pasted
straight from the full job ad,
some of the action
words and the key duties
that this candidate
would be required to do.
So provide support to clients
in their homes as per care
plan and monitor their environment.
And I've also highlighted
that no previous experience
is required and full training is provided.
Now, this is something again,
if candidates from potential,
other industries are looking at job ads,
this is something that's
going to just confirm
for them that this is a
role that they will be able
to apply for despite perhaps not having
the experience within
this sector specifically.
Now next I have an example
of one of our standout ads.
So the difference here is
that you can have your logo
for branding within the search results,
as well as the ability to
add in extra dot points.
So some changes that I've
made on this one here,
firstly, the job title.
I've removed the words that
were not related to the job
and were not market relevant.
As I know that this will inhibit
the performance of the ad.
Next, I've also added in a
specific granular suburb.
Next I've added in the salary field.
Now they already had a
salary field in this ad,
but I've just expanded.
So I shortened that hourly
rate as much as I can
and add it in a couple of
extra compensation benefits
that the candidate would receive.
Next, if you have the three
key selling points available
to your ads, use them to their fullest.
So highlight benefits,
training, wellbeing programs,
job security, ability to
move to a permanent role,
flexible working arrangements, et cetera.
Now what I've actually done here is,
despite only having three dot points,
I've managed to list nine
different points in the ad.
Now here, you can also utilise
if there are any
qualifications or requirements
that must be obtained by the candidate
before applying to the role,
you'll also be able to express
that in this section here as well.
And then lastly, again,
this short description
wasn't really giving us any insights
into what was going to be
required of us in the job.
So again, I've just copied
and pasted something
from the duties within the long job ad,
as well as highlighted that
travel will be required
by saying this role works
across Greater Sydney.
So next, this is our
recommended jobs structure.
So great ads that work.
We know that we have bolded subheadings
to help candidates scan through content.
And also we add in lots of white space
to help candidates scan,
as well as keeping dot
points short and punchy,
adding in a benefit section
as well as adding in a
how to apply section,
which is really going to help
and give a call to action to candidates
and encourage them to apply further.
Now we know 73% of
candidates view our job ads
on a mobile device.
So it's important to make
sure that our content
is really engaging and
easy to read on a mobile.
So this is an example of
a more dense ad versus
a really nice structured ad.
Now, something that I
would leave you with,
is if your organization has a great video
on what it's like to work for you
or the work that you provide,
I would highly recommend to
include that within your job ad.
Now, if you don't have one specifically,
there's a fantastic Life
Changing Life campaign video.
There's a nice 30 second one,
which would be really great,
powerful message to
incorporate within your job ads
for future candidates as well.
So just to summarize all of
those job ad optimization tips,
we just went through,
I'll leave you with some key takeaways.
Firstly, keep those titles
structured and market aligned.
List the salary amount or use the field
to talk to incentives around salary.
Utilize all the fields and all the texts
in the short description.
Structure your ad details
for mobile traffic.
In fact, I implore you all to jump
onto your mobile device after this
and have a look at what your
job ads look like on a mobile.
And lastly, focus on specific benefits
for that industry and role.
So that is everything for me today.
And I would now like
to invite Jodi Schmidt,
who is the CEO of the Human
Services Skills Organization
And she's going to run you
through some key considerations
in regards to education and
training for the sector.
Thank you Jodi.
- Thanks, Stephanie.
And hello everyone.
I'd like to also recognize
the original custodians land,
on which each of us
gather and pay my respects
to elders past, present and emerging.
I'm going to move pretty
quickly through this
so that we've got time for questions
and think Steph's information
has been incredibly valuable.
The Human Services Skills Organization
for context is an organization
that's led by employers
from both the aged care
and disability sector.
That's focused on ensuring
that the skills and training
and workforce development
support that employers need
are in place to address the issues
that are facing the sector.
And namely today we're talking
about the labour market
tension and competition
and the continuing growth and need
for more workers in the sector.
So if you can move us
on, please, Stephanie.
It's really important to provide context
from my perspective.
The National Skills
Commission in 2020 provided
a five-year employment outlook based
on what the national employment market
was intended to look like.
And there was an expected
growth of 7.8% through to 2025.
What's really interesting
about that is in the time
between 2020 and 2021, where we are today,
we've experienced a growth
rate that has taken 35%
of that growth expected through
to 2025 is already with us.
And that's what explains, what
is the tight labour market
that we're all experiencing?
And we're not alone in
healthcare and social assistance.
And whether that's in
disability support veterans
or in aged care.
What's really important also to note
is that healthcare and social assistance,
which includes all of the
sectors we're talking about here
is the largest employer
in the country today
and is expected to grow at double the rate
of the rest of the sectors
that you can see on the slide.
And so that's going to be critical
in terms of how fast we come to market
to attract the right
people to these sectors
and to have a sustainable
workforce into the future.
And therefore today's workshop webinar
is absolutely critical
to your sustainability
of your business.
When we think about attraction,
recruitment and retention,
the advice that you've received today,
I think is incredibly important,
but so too is the skills and the quality
of the individuals once you get them.
We've heard that candidates are willing
to explore options of
care and support roles
for a range of reasons.
But when we talk to
people from the sector,
increasingly we hear them
talk about the satisfaction
that they get from their roles,
the human connection that they have
and the other values that
are really important to them.
And I think it's really important
that we focus on those
things into the future.
What we also find is that
whilst we have nearly
100,000 people a year
in this country go into
the Certificate III
in individual support,
about 30% of them actually graduate
in the original timeframe
in which they approach
And what that means is those individuals
are entering straight into work,
and variably if they have the right traits
and personality aspects.
We're finding that the right
people are often not likely
to have the qualification,
that's directly related to the sector,
but will be attracted.
And what we need to make sure
is that we don't lose them at that point.
Offering them and providing
them with the ability
to attain their qualification
while they're working,
in our experience,
not only provides the best opportunity
for them to be the best
worker that they can be,
but also create some stability
for you as an employer.
We're also finding a lot of candidates
who may bring qualifications
and experience that could be valuable
to the human services sector.
And they're coming from customer service,
other service sectors.
And also all of them are
coming with qualifications
that they may have obtained overseas,
or that haven't been
recognized in Australia.
And we've increasingly find this,
finding this as an opportunity
that would be valuable
to you as employers.
Also and this was covered at the beginning
in terms of thinking about the cohorts
of individuals that you can target.
Individuals with lived experience,
who've had some familiarity
with family care provision
or the like are also good
candidates to enter the sector.
Well, there's no doubt as
there's a need to be creative
and for us to work differently
to achieve the required
recruitment and retention rates,
if we're going to meet the growth
that is coming into the sector.
And I guess the underpinning issue
is that this sector is
seen to have security
because of the long-term expected growth
and the opportunity that will be presented
in a range of roles.
If we move on to the next slide
and that's why pathways are
going to be really critical.
When we think about pathways,
one of the things that we need to do
is really start to highlight
where the pathways are in the sector.
Now this is difficult and
it was certainly identified
in the work undertaken
by the Department of Social Services
and the development of the
NDIS national workforce plan,
that we need to map the job architecture
and really be clear to individuals around
what the job roles are that are
opportunities in the sector,
and then in turn be able
to make them accessible.
So understanding how you might take
a frontline customer
services, staff member
and quickly train them to become
a disability support provider
will be critical into the future.
So the Human Services Skills Organization
with DSS are about to embark
on a project to understand
and document many of
these career pathways,
available in the sector
and then to match and
develop the micro-credentials
and or skill sets that will
unlock that transferability
of skills, both within the
sector and across the sector.
And this is part of the workforce plan.
But in the meantime,
understanding that there
are multiple pathways available already
and can be promoted to
individuals as an attraction
for a new entrance will be really helpful.
Before I given an example of
the work that we're doing,
following the development of
an entry to care all skillset,
which is four of the initial competencies,
out of the Cert III,
we've recently completed
a pilot that seen 65%
of 50 young people across the country.
Not only secure work in
the disability sector,
but commit to undertaking
their Cert III with an RTO,
partnering with employers.
What that means is,
is that they have work ready already
after completing four competencies
that give them the necessary knowledge
and the requirements
of the role compliance
and safety to begin work,
and then to be supported in developing
their knowledge over time.
Again, the thing that will be helpful
in terms of retaining
staff of this nature,
or giving them then and
thinking about the options
in terms of your workforce planning
of perhaps sending them on pathways,
whether it be through
allied health assistance,
through health support services,
or through assistant
that take them on to
and or rolls into the future.
Of course, there's also
the developing areas
of specific specialist skills
that are required in your businesses.
I hear day in and day out
high complex care needs
are really critical medication
delivery is critical,
behavioral support and
to give an example.
And increasingly training programs
are available to skill
in these areas and can be
consumed in an appropriate way
on the job or supported
by good partnerships
with registered training organizations.
We're also working of course on pathways
that then start to extend
a range of other roles
that might be accessible to
individuals who enter this way,
whether it be through
case management, allied health nursing,
coaching and mentoring, and
supervision and leadership.
Next slide please.
So we recognize that collaborative effort
between employers and RTOs
is absolutely critical
to sustaining the
workforce into the future.
And we're working on a
range of projects to try
and highlight best practice in that regard
and to bring those things together.
On the job skills development,
certainly from a vocational education
and training perspective is the best way
to get the best quality
workers in our view.
And we're hearing that from you
as employers across the
country, as we consult.
We're also working on the
range of training products,
but also making recognized prior learning
much more accessible than it is today
in terms of recognizing
those transferable skills.
As a taste of the initiatives
that we're working on,
you can see them there
and you'll find more detail
on our website at hsso.org.au.
But we're here to not only
respond to the training needs
of the disability and the
wider human services sector.
We represent the employers from aged care,
disability, allied health,
and early childhood education and care,
but to respond on the ground
and to assist as is example
of the rapid response aged care workforce,
where we matching existing students
to employers to fill desperate needs
that exist at the moment.
And we're in discussions
around bringing that project
and that initiative to
disability early in 2022.
Last slide, I think Stephanie supporting
and we're supporting both
the initiatives coming out
of the Department of Health
and the Department of Social Services
to enable you to make
the most of the campaign.
A Life Changing Life is really critical.
We have perhaps the danger
of insufficient staff
to deliver the services that we need to
and attracting people to the
sector is really critical.
I can recommend certainly the materials
that are provided on the website
in terms of the Life Changing Life.
But I think for us as the employers,
we need to make sure that
we capture all of those
who are interested and
have the right skills
and make sure they're in the funnel
that translate into staff into the future.
And the HSSO are certainly here
to support you in that regard.
And then I think we've
got a following slide
with some contact information
and we move to question.
So back to you, Stephanie.
- All right, thank you
so much for that, Jodi.
That was really insightful as well.
So myself, Jodi and Jo,
we've only got a couple of minutes left.
So I have had some questions come
through in the Q&A box.
So I might hand this one over to the group
and any of us might answer this
'cause it seems relevant for all of us.
So Liv has asked us, if
younger people are more likely
to consider the care and support sector,
how can we reach them?
So I might throw that one out there,
not sure if Jo, you want to jump in
or I'm happy to start off with that one.
- Yeah, I'm happy to jump in.
Certainly we're finding that
social media is one suggestion.
If you're advertising
your jobs on social media,
that is helpful.
If you don't have access
to the right channels,
then perhaps there's
potential to ask your staff
to push it out through
their networks as well.
Peer support, particularly
in the culturally
and linguistically diverse space,
we've had a lot of feedback
that those non traditional
are quite effective.
So holding things like jobs fairs
potentially in your local
library, something like that,
getting people together so
that they can ask questions
of actual care and support
workers is also a potential idea
that you could do to in your community.
And certainly I'll just mention,
we do actually have exhibition pack,
which you can find through
the campaign resources page
if you did want to do a job
fair or anything like that,
or just pull up banners,
we've got posters, et cetera.
Those would be my top suggestions.
- If I could suggest Stephanie,
Jo mentioned the campaign
that the department is doing with Year13.
Year13 is a platform that has access
to 1.6 million young
people who are thinking
about what their careers will bring.
And it profiles both information
about the disability sector
and the broader human services sector.
We also working with Year13
over the next 12 months
to work on an attraction
for 15 to 24 year olds.
And I think that's a good place to start.
Along with local schools
in many instances,
vocational education and training programs
have been delivered in skills
where we're starting in the early areas
of individual support or
other community services,
Community Cert IIs and
and community services where
you may be able to partner
with those schools, not only
to provide work placement,
that is often a try before
you buy arrangement,
but also to think about
courting the future workforce.
Other places like the YMCA
are working really hard to build...
They've set themselves a target
of having 30,000 young people
working in disability sector
in the next five years,
really targeting those university students
that Jo talked about who are really keen
on exchanging retail jobs traditionally
for work with more purpose.
And there's a huge range of
opportunities in that regard.
I think we're almost out of time.
So I'm just going to jump
in there and say as well,
from my perspective,
in terms of the actual
content that's in your ad,
young people at the moment
that have more choice
than ever on site.
So what are you popping in the job ad
that really sells the organization
in your care provider?
Or what things can you look
to maybe incorporate moving forward
as well to help attract
that young talent as well?
So look, that's pretty
much all from us today.
So I just wanted to say a
couple of words in closing.
Thank you so much for joining us
for our second webinar of the
Life Changing Life campaign.
There are two more coming up,
so I would highly recommend registering
your interest for those.
We will be sending a recording
of this session later in the week,
as well as the slides that we
went through for the session.
And we will also be providing links
to all of the Life Changing
Life campaign resources
for you and your teams
to be able to reference moving forward.
So I just wanted to say thank you again
so much for joining us,
and I hope that you all have
a lovely rest of your afternoon.
Thanks again, everyone.
- Thank you.
Developing and communicating an effective employer brand
Cultural awareness and engagement training
This cultural awareness and engagement training webinar aims to help care and support sector employers understand the opportunities and benefits employees from multicultural backgrounds can provide in building a diverse and culturally responsive workforce.
The webinar also aims to develop the cultural awareness of care and support employers, empowering and enabling them to engage more effectively with multicultural communities, candidates and employees.
- It's my absolute pleasure to be your host this morning.
But before we kick things off,
I'd first like to acknowledge the traditional custodians
of the land on which we meet, live, learn, and work.
For me this morning, it's Gadigal people of the Eora Nation.
I'd like to pay my respects
to Elders past, present and emerging
who have cared for this land since time in memorial
and commit ourselves to a future with reconciliation
and renewal at its heart.
Please feel free as we join,
we've got people joining from all over Australia today.
So, please feel free to pop into the chat
where you're joining us from today.
And we'll just move into some introductions
and a little bit about what we're going to cover this morning.
Just a note before we do kick things off
that we'll be recording this session.
And for the next hour,
myself, Jamel and Melba will be joining you to talk
through the next steps around cultural diversity
in the workplace.
For the next hour, we'll be discussing,
lovely people are popping in the chat
where they're joining us from, thank you everybody.
For the next hour,
we'll be discussing cultural diversity across Australia
and what that means
for the care and support sector in particular.
we'll build our cross-cultural knowledge.
We'll reflect on the unconscious thinking and biases
that we all possess and learn how to be aware of them.
Then we'll identify tools and resources
to create more inclusive and supportive workplaces.
And we'll focus on the recruitment
and onboarding of multicultural staff.
we'll learn how to harness cultural diversity
for the benefit of the people you support and employ.
It's wonderful that we have a really diverse range
of providers on the call today.
Some of those with great experience working
with multicultural clients and staff,
and others that may be new to this conversation,
which is okay,
'cause we're all at different stages in this journey,
and that's the point of today.
Today is about supporting each other
and growing our understanding of others,
building the confidence to meaningfully engage
on the topic of culture,
and making the most of the opportunities
that cultural diversity presents.
To get the most out of this collaborative session,
we need to be open, curious and most importantly respectful.
All questions are welcome and encouraged.
So, please feel free to pop any questions, statements,
or even if you want to share some stories or anecdotes
in the chat box today.
And there'll be time later
to delve into those and unpack them a little further.
There'll be a mix this morning
of theory, storytelling, sorry,
discussion, group exercises, to prompt new thinking
and challenge our existing ways
of thinking about culture.
At the end of the session,
we'll have developed and shared some tangible next steps
that you can implement in your workforce.
Now for some brief introductions.
My name's Kylie,
you can probably see my name on the screen there.
And as I said,
it's my absolute pleasure to be your host this morning.
A little bit about me, for the past 15 years,
I've worked with people from diverse backgrounds
on their journey to settlement, education
and employment here in Australia.
My background is in vocational education and training,
employment services, human resources
and workforce development.
I'm extremely passionate about working with organisations
that promote high performing psychologically
and culturally safe
and most importantly, harmonious workplaces.
I've spent many years as an executive
and consultant working to support and advocate
for people from culturally
and linguistically diverse backgrounds
and people with a disability.
- And good morning
from the land of the Boon Wurrung and the Wurundjeri.
I come from Melbourne.
Yes, I am a cross-cultural educator
as you can see on the screen
and I've had more than three decades of experience
in the cross-cultural training,
particularly with the grassroots communities.
And I'm an advocate of,
a strong advocate of multiculturalism.
I was a commissioner
with the Victorian Multicultural Commission for five years.
In fact the first appointment
of the then Premier Steve Bracks.
And I have been working on delivering leadership courses
for multicultural committees, particularly women
and I'm in my semi-retirement,
but as you know, we women, we don't stop, don't we?
So, I still keep on doing a lot of things.
So, this is one of the things that really interest me,
working with employers
on how to make sure that there is productive diversity
in our workplaces.
So, good morning, everyone again,
and I hope you will get a lot from this webinar, thank you.
- So, we're back in action guys.
So, apologies for that.
Jamel works to champion cultural awareness
in the education sector
by facilitating and presenting
in professional development, workshops, conferences
and events nationally.
Having studied Aboriginal culture,
she's passionate about instilling cultural awareness
and understanding in organisations.
organisations to foster connectivity, compassion
for multiculturalism and citizenship.
Jamel's personal and professional experiences
have contributed to her curiosity
and extensive knowledge
on Australia's rich multicultural history.
And on that note, I'll hand over to the fabulous Jamel.
- Thank you.
Oh, Siri, thinks you're talking to her.
Ah, that's hilarious.
I'd like to start by acknowledging
the Aboriginal ancestors of the land.
I live in Melbourne,
in the Kulin nations of the Wurundjeri people.
But today I'm actually sitting in Adelaide
on the lands of the Ghana people.
And I pay my respects to the Elders of the past,
the present and the future.
Thank you, Kylie for your introduction
and sorry everyone about the technical issues
that we'd had.
But I'd first like to start by finding out
what we think culture is.
I'd like you to all open up your chat box
and I will find mine as well.
And I'd like you all in one word or a couple of words,
write in the chat box for me, what you think culture is.
Have we got any takers?
While you are doing that as well,
just to let you know,
I've been teaching cultural education
and Bollywood dancing in schools nationally.
And I actually worked with ACARA
in the consultation of cultural curriculum inclusion
in the national curriculum, which was fantastic.
And I'm actually doing my MBA as well.
And it's great to see so many people here
that are wanting to make a difference.
And we're in that point in our history
where there are a lot of changes going on.
So, now just going into the chat their values, beliefs,
set of beliefs within the group,
shared way of living, belongings, the values and customs
of particular group of people, foundation platform.
Culture is the collection of customs, values
of a group of people, awesome.
I think the other thing that we forget
is culture is actually a lot to do
with the foods that we eat
and the dress and the way in which we think.
And I know that many of the times I get things like country,
the country that you're from.
And I'd like everyone to take a quick guess
as to where you think I was born.
I wasn't born here in Australia.
I'll give you that straight away,
but I was actually born overseas.
Can we have any guesses as to where you think I was born?
India, okay, good, good, good, good start.
Actually, I was actually born in England
and I came to Australia when I was four years old.
My parents were born in Malaysia,
my grandparents were actually born in Punjab.
Which is the region between North India
and Pakistan divided by the partition
when the British left in 1947.
One of the strongest parts of our Australian values
is things like Mateship, to be a larrikin,
to be a humanitarian.
We're always worried and looking out for each other
and other people and other countries as well.
And the way we do something in your home,
your community, your country,
or most importantly in your workplace,
that is culture.
Now at the very end of this whole presentation,
you're actually going to be asked for five things
that your organisation can do or must do
to build a more diverse workforce.
Who are the key stakeholders to make these things happen?
And the actions you need to take to make it happen.
So, please, as you go through this presentation,
write down questions, write down ideas, raise your hand.
And if somebody is raising their hand,
please, I'm not looking at the full screen,
so do interrupt as well.
But anything that you want to input that is relevant,
there's nothing culturally insensitive
that will make me offended.
This is your opportunity for asking questions on religion,
on culture, anything insensitive
that you think normally, or I better not ask.
I don't want to be out of place.
Nothing is out of bounds in this.
And I guess it's a real good opportunity
for you to get involved,
and have those questions answered.
Now, of course, if you start telling me,
I don't look like a Bollywood princess,
I might get offended, but no, seriously.
I'm here as an open book.
So, please feel free to actually ask
and pose those questions.
Preity, can we go to the next slide?
Now Australia is multicultural and linguistically diverse.
One of three people are born overseas
and other than England and New Zealand,
the top countries include places like India,
China, Vietnam, Philippines.
Now within care and support sector,
which is the largest and fastest growing industry?
Bilingual support is now crucial, critical,
and obviously very common.
But we'll be further exploring why it's important
and how you can encourage, build and support culturally
and linguistically diverse workplace.
Preity should we go to the next slide darling.
As you are well aware, care and support roles
are as diverse as the people and communities we work with.
There are so many beliefs to building an inclusive
and diverse workforce
and also creating inclusive and accepting workplaces.
Now Melba is going to go through with you in more detail,
all of that stuff, in more depth.
But as you read through the slides,
let me tell you of my own personal experience.
Now I think we should go to the next slide.
We can go through this case study,
but as we go through this case study
I'd like to tell you, my parents were actually granted
the NDIS care and support package.
And after navigating through all the options and companies
as their daughter and in Western terms,
I think I'm referred to as their carer,
I had to choose a provider and company.
They all charged similar percentages,
their cleaning costs and all that sort of thing
were all similar.
So, I chose the one
that A, on their link highlighted diversity
and cultural understanding.
B, had a photo of diversity,
and C answered the phone immediately
and got to back to me within a few hours.
Now, with names like Mr and Mrs. Singh,
it's not hard to tell that we're culturally diverse.
My mom has white carpet
and there was no real cultural sensitivity that we don't,
there was no real cultural sensitivity for the people
that came that we don't wear shoes inside.
Now I understand occupational health and safety,
but as they walked in a simple comment like Mrs Singh,
I understand that you don't wear shoes inside,
but for health and safety reasons,
we need to keep our shoes on, we mean no disrespect.
I would suggest that my Mum
would've felt a lot more at ease and comfortable.
So, just something to think about.
Now, we're going to look at this case study
a little short video that we're going to present now.
And we're going to play this video of a support worker
and the client.
It's in language, don't worry,
it has subtitles.
Good time to put on your glasses
if you need them to read the subtitles.
But when you're watching this and reading this little video,
I want you to really think about and look at it,
and knowledge the relationship created
between Jackie and Maria,
the client and the care worker, the bond.
Not only is Jackie there to support Maria,
but Jackie is in that process as the care worker.
She'd be hearing the stories of their community.
She'd be herself learning traditional words for things.
Perhaps learning traditional family recipes
and planting techniques.
These things would all have died with Maria
if Jackie hadn't ever actually put that kind of effort in.
And this is promoting and supporting culture and keeping it,
not just surviving, but also thriving.
And I know we don't encourage touch at all,
but Maria is close and comfortable enough
to put her hand on Jackie's shoulder in laughter and banter.
When they're out shopping,
they would understand the ingredients.
For example, my mom might say, I need dhania.
And none of you are really going to know
what dhania is unless you are from the Indian culture.
And that's the dog scratching on the carpet,
sorry about that.
But dhania is actually just coriander.
Now lets play this video
and let's go from there and see
what we can talk about afterwards.
Preity, I'll leave it with you.
So, it is, yeah, we're still very good.
So, I mean it's important to consider
how culture can be the connective thread
in various dynamics
and understanding how best to harness
this can form part of the client's support plan.
Your workplace culture, a more diverse workforce
and a better asset to society.
Now here comes the practical
and exciting side to the presentation.
I think we're going to the next slide please, Preity.
And please give a wave,
we can't actually see you so there's no point waving,
but our most esteemed presenter,
please welcome Melba.
- Can you go back to the previous one Preity.
Thank thanks, Jamel, that was amazing.
Now we are going
into a more in-depth discussion of diversity
or workplace diversity, inclusion and others.
So, in understanding the breadth of multiculturalism
and the values this brings to the care and support sector,
we need to understand how diversity in the workplace
is best understood and approached by employers.
Diverse people bring different values.
As you can see behaviours, communication styles
and ways of working to our places of employment.
It's important to recognise that these definitely exist
and let's work hard to create more inclusive environments
where our employees can feel, seen, heard and respected.
So, this section now, setting the scene,
diversity in the workplace,
will cover communication styles, unconscious bias
and cultural safety.
So, let's go to the next slide.
Now this is just a simple differentiation
of diversity being the mix of people in your organisation
and inclusion is getting this mix to work.
Next slide please.
Diversity Council Australia,
recently developed a guide
for how to assess cultural diversity in your workplace,
and it's called Counting Culture.
This guide includes assessing factors,
such as cultural background, language, religion
and even global experience.
Some steps include asking employers
about their cultural background,
languages spoken and country of birth.
So, workplace diversity
can really promote better business performance
and productivity, more creative innovative thinking
among staff and improved health and wellbeing
because all of these are going to be considered.
As you can see, here on the slide,
the step one, two, three and four.
And what I like best is actually the last one,
where on top of the basics,
we get to know what are the religious and faith affiliations
of the people in our workplace.
And what have been their global experiences?
Because everyone who comes here,
every migrant refugee who comes here in this country,
bring with them a lot of experience
that can contribute to the productivity in the workplace.
And in fact to social cohesion
and other needs of the society.
Can we move to the next one?
To give you a broader context,
we'll begin by examining individualist and collective traits
and how they manifest in different cultures
and workplace environments.
Individualists, as you can see in these two columns,
prioritize the needs of the individual
over the needs of the group.
In this culture, individuals pride themselves
of their autonomy and independence.
On the other hand, collectivist cultures prioritize
the needs and goals of the group
over the needs and desires of an individual.
The individual's relationship
with other members of the group
and the interconnectedness between them is key
to each individual sense of identity and belonging.
In a workplace setting,
employees who are individualists
or who work in individualist organisations tend
to be productive, proactive, ambitious and goal oriented.
However, they can also be competitive
and highly focused on climbing the career ladder
which can lead to stress and burnout.
Employees who are collectivists
or who work in collectivist organisations,
prioritize harmony and loyalty
and place value on being a good team player.
However, because collectivism focuses on adopting the views
and values of the group,
individuals may also feel unable
or unwelcome to truly express their opinions or ideas.
From a multiculturalist perspective,
countries around the world have historically been sorted
into one of the two camps,
based on traits of their people and societies.
For example, as you can see on the examples there,
North Americans and Europeans,
view themselves as an entity that is distinct, autonomous,
self-contained and endowed with unique dispositions.
Meanwhile, most Asians, Africans, Latin Americans
and Pacific Islanders,
view themselves as part of a larger social network
that includes one family,
one family, coworkers
and others to whom they are socially connected, okay
So, that's the difference between individualists
and collectivist cultures.
Can we go to the next slide now, Preity, thank you.
Now, individualists and collectivist cultures also mean
that they have very different communication styles
particularly in the workplace.
And you probably observe that a lot amongst your workers.
Communication styles can be verbal or non-verbal.
These characteristics are often so deeply ingrained in us
that we are unaware of them.
So, on the left hand column as you can see,
is the general type of communication.
And the second one is how people
from the individualist or Western culture behave
and the other one,
and the right side, how the collectivist cultures behave.
So, you can see with the body language,
the individualist culture people, are quite informal,
in the way that they actually greet people.
They can do it by handshake,
or they can just even say hi, hello, okay?
While people from the collectivist cultures
are quite formal.
Sometimes some of them can be very formal
and they will bow.
They will even hold their hands like that and bow
in front of you.
Or as in the case of the Filipinos where I come from,
just really bowing, okay?
And with a big smile.
Now, the second type it's about the volume of the voice.
It's important to know that the collectivist cultured people
are usually soft speaking, okay?
They demonstrate courtesy and respect.
We are very big on respecting the authority, okay?
So, sometimes you might find that you're very young,
you're 25-years-old and a 70-year-old employee,
will speak to you in a soft voice and will bow to you,
because that's how collectivist cultures are, okay?
Thus of course, as Western people,
they're likely to speak with emphasis
and usually very emphatic and loud speaking.
Okay, so you can see there, the communication style
where individualist culture people are very direct,
very verbal, okay?
While in our cultures, we are usually indirect
and we have a lot of non-verbal clues or cues.
Sometimes you ask them and you don't hear the answer yes,
because they will just nod, you know?
So, yeah, it's so important to actually,
be mindful of the communication styles of people
from the collectivist cultures,
so that you can fine tune better
how you are going to deal with them.
Next slide, please.
Another context to look at is the unconscious bias, okay
Unconscious bias are preferences
that we have and are unaware
of based on our brains making decisions quickly.
Our unconscious biases affect our judgment, actions
and behaviour towards other people on everyday basis.
Within these, they're typically
and as you can see here on the slide,
the unconscious biases can be based on a number of factors,
gender, race, sexuality, job position, your generation,
socioeconomic background, nationality and language.
Can you go to the next slide please?
Affinity bias is connecting with others
who share similar interests, experiences and backgrounds.
On the other hand, perception bias is forming stereotypes
and assumptions about a certain group of people.
Unconscious bias in the workplace,
often manifests as a group think,
where a thought process
and decision making are usually collective,
causing others to silence their voice
or feel as though their opinion may not be valued
because they have to follow what the group says.
It's important that we all commit
to fostering self-awareness
and check in with ourselves regularly,
to sense how we and others are operating in the workplace.
Are we designing diverse teams with diverse perspectives?
Are we providing staff with opportunities
to connect and learn from one another?
Because all these biases can be corrected
if there are opportunities for these people to mix, okay?
And learn from one another,
and get the best out of each other.
What systems can we put in place to reflect
and avoid such biases?
These are all the important questions to ponder
on following this session.
Next slide please.
Now, so this session is introducing the importance
of cultural safety in the workplace.
Embracing and valuing a multicultural workplace
cannot be achieved without cultural safety.
Cultural safety means that everyone is treated
with respect and inclusion, okay?
Employers and clients feel comfortable,
if comfortable supported and respected.
You do not have to be an expert in every culture
or have the answers to be culturally aware
and make everyone feel safe.
Cultural awareness recognises
that we may all have a view of the world around us
and perceive ourselves and relate to others differently.
Cultural safety means you are aware
of your unconscious biases.
So, that includes judging people's behaviours and beliefs.
And these include your assumptions about different cultures,
that not all people identify with their culture
or religious background.
So, all those stereotypes sometimes you would just
have to throw them out of the window,
because there are some people who will not be following
their culture or religious backgrounds, traditions,
and ways of doing things.
So, at the end of the day,
we are still dealing with human beings,
and each human being is unique.
So, whilst culture is very important to look at,
we should also look at the context of what's happening
in the society and in the world.
And now, as we see,
you know, social media affecting everyone,
a lot of our understanding of people
previously may have to change, okay.
Next slide, please.
So, be aware of your own.
I think this has been discussed already in the previous one.
However, what's important on this slide
is that we shouldn't make assumptions.
Culture is fluid, and that's what I'm saying.
And the behaviour and beliefs
of people within each culture can vary considerably.
Next slide please.
So, how do we create
a more diverse and inclusive care and support workforce?
At this point in the session
we have already covered a lot, isn't it?
We have looked at cultural diversity
from a migration perspective.
We have touched on multicultural Australia,
unpack the communication differences
and discussed the importance
of cultural safety, et cetera, et cetera.
So, we know the diversity is a wonderful asset
to any business.
Now, how do we harness a multicultural workforce?
Now we should look
at how to recruit multicultural employees.
So, these are just some of the tips, okay?
Looking at the employees or potential employees,
you have to think that as people looking for jobs,
these people are also looking for good companies
to work with.
You know, they want to work with leaders in the industry,
they want to work with good bosses, okay?
So, that's where they will be coming from.
Yes, they do want jobs, to have jobs,
but they also want to make sure
that they're going to be working with a very good employer.
So, let's look at how to recruit these potential people.
It's very important
that you co-design your recruitment process.
That means you have to talk with your clients,
participants and existing employees,
to be able to get the benefits of working
in the sector from them,
and you can include that in the co-designing
of your recruitment materials.
Ensure that your job advertisements are accessible.
So, you may want to actually,
look at the last, that point there,
develop your recruitment materials in language,
in their languages.
So, if you want to target, Asian workers,
you may need to actually put some translation costs
in getting them translated.
Host community events or meet-and-greets.
I find that it's very useful for employers
to be attending festivals, okay?
Some big communities have large festivals,
and it's good to have a stall
there and introduce your organisation.
Highlight the benefits of working in the sector.
Know the demographics of your catchment area,
because especially if your company
is based in a local council area,
they will have demographics on their website.
And so you can see which communities actually
have the biggest population in the area.
And work closely with multicultural communities.
With your existing multicultural workers,
you can extend and extend,
your networks with them and be able to outreach
and use that as a source
for future expansion of your multicultural workforce.
Next slide, please.
And once, you've successfully recruited your staff,
it's important that you work on their progression
and how you retain their talent within your organisation.
And these are just tips, okay?
Support them during their onboarding,
invest in their career progression.
So, provide more training and development,
have regular perhaps,
regular discussions on their career progression.
Build cultural competency in your organisation.
I'm pretty sure you do have some programs
around having some training seminars
within your organisation.
Have more cultural awareness training
in some of those discussions that you have,
and review your policies and procedures.
For example, your code of conduct
and your other human resources documents
to ensure that they outline inclusive behaviours,
processes and ways of working.
And lastly, learn about, accommodate
and support your staff's cultural needs.
For example, allowing them to take time off for cultural
or religious holidays,
or dedicating a quiet space in your workplace
for staff to pray or to meditate.
So, I guess that's all and after that lecture,
it's time for a workshop, thank you so much.
- So, I guess that comes back to me
and we've had some really in-depth understanding
on the importance of cultural diversity
and the approach is possible.
Kylie's going to go through with some of the ongoing
resources that you have access to,
but Preity, let's go to the next slide.
We're going to spend a few minutes talking
about how your organisation can become more inclusive,
whether that be in recruitment,
the interviewing or ongoing support.
And we're running out of time,
but basically we want to make you aware
that our job ads need to become more inclusive
and inviting for our CALD workforces.
On the next slide, Preity, there's,
I'll leave you to go to the next slide.
There are always ways you can make your ad more inclusive.
We want candidates to know
that they are going to be trained and supported.
That being bilingual is a huge advantage
and as they also might be placed with clients
that are from the same culture and language groups,
they will be supporting their own community
and also their own cultural aspirations as well.
So, when you get the chance,
I'd like you to please go through some
of these practical examples of how to create
a more diverse workforce and encourage diversity
with not just your panelists,
but also in the way,
the language in which you use in your actual job ads.
So, Preity, let's go to activity three.
This is the one I mentioned at the start.
Five things your organisation must do
to build a more diverse workforce.
And can anyone please raise your hand
and give me an example of this?
Those tips were really helpful, thanks,
Kylie, that's great.
Can anyone share with me something
that their organisation must do to build
a more inclusive workforce?
I can't actually see if anyone's got their hand raised.
- [Kylie] Lisa Osborne, thank you.
In the chat box,
just jumped in saying a statement of inclusion.
And Karen Coley, thank you.
Just said, must know your client group to match.
Yes, to match your client group.
So, the, I think what you're trying to say
there is the alignment
between the cultural linguistic backgrounds
of the clients you support and also making sure
that your workforce matches up
with those clients, better outcomes for the clients.
- Yeah, so I guess.
- [Kylie] Yes.
- [Jamel] I think, I guess the thing
is that who do we need to reach out
to make the things happen within your workplace?
Who are the key stakeholders?
And is there one particular action that you must complete
to get the ball rolling?
For instance, someone that has a refugee background
may not have the job references
which will disadvantage them, which is true.
And I think that's the other thing that we have problems
with is those labels and things
and a lot of preconceived issues
that people have with cultural competency
and cultural preconceptions
from previous countries that they've come here from.
And those prejudices,
all we can do is try and change them.
I had a conversation with a colleague the other day,
'cause they kept using the word Naarm,
on their advertising material.
Back in Naarm and what they were referring
to was back in Melbourne.
And I do a lot of work with the Aboriginal community.
So, I was like, what's this Naarm word?
And he said to me that, oh,
it's been used for the last four years
and we are changing all of our geo symbols to,
we want to go back
to the traditional words used around Australia.
And I'm like but, which Elders,
the one that's actually used this word?
And I actually rang Aunty Joy Murphy
and I rang Aunty Caroline Briggs,
who jumped down my throat saying,
if I hear somebody using that word,
I'm going rah-rah-rah,
Aunty Diane Kerr, all these Aboriginal elders,
and none of them knew where this word
had actually originated,
which makes it really difficult
because you have one culture that's trying to do
the right thing by another,
but at the same time not realising
that they're actually going
to be putting down another culture.
And those preconceptions can be really hard
in the workplace.
Where do you draw the line?
Where do you go through?
Caroline, "Can I have some further thoughts
on asking people what their background is?
I've heard that this is offensive to people
from varied backgrounds.
I feel that it is helpful to know where their background
is from so I can adjust to what I know of their culture
to try and accommodate their needs."
Definitely. If people have issues
with their cultural background,
like I often get asked where are you from?
And I'll say, oh, from Adelaide,
just to throw a spanner in the works,
but that's obviously my Australian larrikin nature.
But what my background is, is I was born in England.
My parents were born in Malaysia,
my grandparents were born in India.
So, I'm a few generations away,
but obviously with the colour of my skin,
people straight away, it's like, oh, where are you from?
It's like, yeah, Adelaide.
So, it does become hard and people
have their own little issues about those things.
But you know, what's your ancestry?
What's your background?
These are all important.
And the resources that you have,
I know Kylie's going to go through those resources.
Caroline, doesn't matter,
where someone is from, may have different culture,
from people from other countries.
Yeah, I definitely, I go to schools
and I'll say, oh, which country do you think I'm from?
And then when I say England,
it's like, oh, I don't look, not like
I'll be wearing my Bollywood outfit and stuff like that.
And they'll be like,
I don't have the visual perception of someone
that's from England, but I do enjoy my tea,
so that's about as English as I get.
I think that's it from us
and I'd like to thank my colleague Melba
and Preity for an amazing job on the slides
and handing back to you now, Kylie, thank you.
- Thank you ladies.
We are close to time or on time
so I'll speak extremely quickly,
which from a Dutch background
that shouldn't be too difficult for me to do.
So, we do have, you'll see on the screen there,
a list of really useful resources to share with you.
So, you can refer back at any time
and access the support and tools
that you may need to take
the next steps towards building diverse
and inclusive work forces.
Please be sure as well to refer to the Department
of Social Services website,
which for those of you with the pen and paper,
which I think is in there as well
for useful tips on how to recruit, support
and retain workers from culturally
and linguistically diverse backgrounds
and how to develop a culturally safe work environment.
Also please check out for more videos,
like the one that we saw earlier,
the Department of Social Services,
A Life Changing Life website.
And just some key takeaways
that I noted very quickly during the session today,
to wrap up.
Key to creating and maintaining a culturally diverse
and inclusive work environment
is really ensuring some simple things.
Everybody feels seen, heard, included,
respected and understood.
If you keep this at the heart of, I guess your strategy,
you really can't go wrong.
This can be achieved by being mindful,
aware, and conscious of current talent attraction
and your recruitment practices
and changing how you do things
and being open to changing how you do things.
Also by fostering psychological and cultural safety,
you'll naturally see an improvement in employee retention.
You don't need to do it alone,
as I said, there's resources available for you guys
that will be circulated following the end of this session.
But to wrap up,
thank you very much for your time this morning.
It's been an absolute pleasure.
I'd like to thank Department of Social Services
as well as our lovely facilitators,
Melba and Jamel.
Thanks everybody, and have a wonderful day.