Transcript Session 7: Craig Stevenson, South Taranaki District Council

Skills Utilisation in
the Provinces
A Taranaki Perspective
Craig Stevenson
Chief Executive
South Taranaki District Council
TARANAKI
Talent Attraction and Retention
Taking on the Challenge
Taranaki Economy – Stats
• Population = 109,700
• Regional GDP = $5.6 billion
• Number of businesses = 14,451
• FTE’s = 47,445
National context
• 3% NZ (GDP, Population, Businesses)
• Comparatively small base
• Powerhouse in key economic drivers
– Energy,
– Exports,
– Primary production/added value
– Engineering
• Highest GDP per FTE in NZ
Taranaki – NZ Comparison
GDP (2008$m)
30%
New Zealand
20%
Taranaki Region
25%
15%
10%
5%
0%
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source: BERL Database, 2008
Industry
Oil and Gas - Taranaki
• 20 O&G fields in production in Taranaki
• Active drilling programme
• Infrastructure development, supply chain involvement
• Processing/production facilities, downstream/added value
• Active export industry
• Significant economic and social benefits for region
Oil and Gas Industry
Methanex – added value
processing of natural gas
Maui – off shore
Engineering & Export Development
$35m accommodation module for O&G platform
in Australia’s bass strait – built in Taranaki
Agriculture/Dairy
Dairy farming & dairy
processing:
• 6,403 FTE’s
• $678m GDP
Plus: Meat processing, poultry
processing, small goods.
Other manufacturing e.g. timber
processing
As a region
our talent needs
are growing
Biggest Skill Challenges
Attracting and retaining skilled
and experienced staff
(engineering, specialist/trades areas, O&G)
Sustainability of local training providers
(Polytechnic – to ensure regional
educational/upskilling facilities)
O&G Skills and Employment
• NZ O&G activity - next 12 months +56%
• Ten largest companies next 12 months need:
100+ engineers
70 operators
50 technical staff
and many more
• Shortages more acute in future years.
• Huge need for experienced people.
• Often project based – peaks and troughs
Taranaki – lower unemployment
Unemployment Rate - Taranaki V NZ
Taranaki
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
NZ
Losing people
• Net population loss
• 1,124 people arrived and 1,679 departed (-555)
Taranaki Arrivals and Departures - year to June
arrivals
departures
1800
1600
1400
1200
1000
800
600
400
200
0
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
Many of these are our young and talented ....
450
387
400
Age of Long term Departures: Taranaki to 'All countries'
Year to June 2012
350
300
234
250
200
162
150
124
142
111
110
85
100
95
78
73
41
50
20
12
3
60-64
years
65-69
years
70-74
years
0
0-4 years 5-9 years
10-14
years
15-19
years
20-24
years
25-29
years
30-34
years
35-39
years
40-44
years
45-49
years
50-54
years
55-59
years
Australia (and others) have huge
workforce and skill shortages
O&G, energy, mining
Taranaki is part of their solution
Actively advertising and recruiting
in our region
The Aussie dynamic
The "Aussie drain": Net impact on Taranaki population:
annual to June
0
2000
2001
2002
-100
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
-77
-200
-250
-300
-400
-283
-392
-500
-475
-535
-600
-604
-700
-242
-678
-509
-572
-691
-800
-900
-1000
-885
Fly-In Fly-Out (FIFO)
New Zealand/Taranaki workers
are commuting on regular basis
to Australia to work
(family remains here)
FIFO explained
 Long distance commuting






Used to fill capability and capacity needs
Work is typically in remote locations
Workers travel by air, car, bus) to and from worksites
Companies provide accommodation/living expenses
Work roster; fixed days on & off – 28/28 is not uncommon
Targeting populated areas with recognisable skill sets
 Used in Australia to help service work requirements
for major O&G and mining industries/projects
Solutions
• Training – long term solution. “Grow new talent”
• Attraction from other parts of NZ – acceptable for
some roles
• Transfer from other industries – acceptable for some
roles – need to adjust to O&G culture and H&S
requirements.
• Immigration – attraction from overseas is critical for
specialist skill sets and experience.
So what are we doing?
Talent Attraction and Retention
Taking on the Challenge
Your region needs YOU!
Active Regional Programme
 Working with employers
 “Swap Sides” promotional campaign
 Free Jobs web: www.taranaki.info/jobs
 Free lifestyle toolkit - employer recruitment info packs
 Videos promoting lifestyle benefits of Taranaki
 Events – attract people to experience the region
 FIFO campaign
 Ex-pats video
Free Taranaki Jobs Website
Taranaki Lifestyle Toolkits
• Aid for employers recruiting from outside region
• General overview of Taranaki region, living here,
moving here, events, working here
• Skills in demand - 8 main industry sectors
• Hard copy & online
www.taranaki.info
Swap Sides Campaign
•
•
•
•
•
•
•
Targeting the skill gaps, grow population
Engineering, health and business sectors
Nationally and internationally
Encourage people to consider moving to Taranaki,
Leveraging off RWC 2011
Extensive media strategy
Online, billboards
www.taranaki.info
www.taranaki.info
Swap Sides: FIFO - Australia
Digital Media – Online Banners on Energy and Engineering Sites
• FIFO families sites, mining sites, specialist trades and sector sites
sites, job sites, NZ news sites (geo-targeted) and Google network
Grow Taranaki Recruitment Service
Recruitment and placement services
Job ops with Training
Skills Investment Subsidy
Skills for Growth
Straight 2 Work
0508 4 Growth
www.taranaki.info
Swap Sides: Expats
• Animated video targeted at expats
• Former Hawera comedian Ben Hurley
• Position Taranaki as ideal to live and work
• Present Taranaki as the New Zealand we all
like to remember and skite about
 Population 26,500 (and dropping)
 14,000 Rateable properties
 Masses of infrastructure
 High levels of facility duplication
 Dispersed workforce
STDC chosen as
MBIE Case Study
Induction Workshop
(2½ hours)
(Introduction to STDC, it’s culture and working environment)
2nd =
3rd
6th
9th
Drive culture from top
United Senior Leadership
“One Waka” principle
Walk the Talk
Lead by Example
Its OK to challenge
Engagement Profile
Engaged
All NZ
Top 25%
STDC
32
52
55
Ambivalent Disengaged
55
43
43
13
5
2
Alignment to
Vision & Values
Sense of
Community
Clearly articulated VISION,
Define the things we VALUE
Sense of BELONGING, mutual
SUPPORT and OPTIMISM
Developing
People
Performance
Culture
Focus on DEVELOPING
PEOPLE to fullest potential
Culture that demands HIGH
STANDARDS of performance
Developing
People
Focus on DEVELOPING
PEOPLE to fullest potential
Induction Workshop
(2½ hours)
(Introduction to STDC, it’s culture and working environment)
“Right people on the bus
(Sitting in the right seats)
Then figure out where to go”
People before Strategy
I meet all preferred applicants
Favour internal appointments
Align with our values
Speakers Org
logo. Must fit
within the line
Technical training
Generic training – 10 modules
Leadership Development
3 stages – offered externally
Assist further education
Leadership
Challenge
Vision &
Values
Innovation &
Creativity
Teamwork
Civil Defence
Managing
Stress
Influential
Leadership
Cultural
Awareness
Communication
Styles
Customer
Service
Induction Sessions
Leadership
basics
Improving
our writing
Foundations of
Leadership
10 modules to all staff
Affordability?
Develop & deliver in-house
“Train the Trainer”
12 accredited facilitators
85-90% satisfaction
Transfer and secondment
Acting HGD
Flexi work arrangements
In conclusion
Induction Workshop
(2½ hours)
(Introduction to STDC, it’s culture and working environment)
L&D commitment paying off
Right people, treated well
Big Professional Family
Work life
Private life
Employee engagement
Performance
Motivation
Morale
Loyalty
Be Proud 
Same approach to work
As you should to life