The key to attracting and retaining the ‘right’ workforce

Mrs Belinda Beltz

Masonic Care Tasmania, Lindisfarne, TAS

 

Outline of presentation: Masonic Care Tasmania (MCT) recognises the key to attracting and retaining the right workforce requires Authentic Leadership and sound Recruitment Strategy. This presentation will provide remarkable insight with tips and tools of how to; draw on your organisation’s strengths and benefits to support attraction; how best to provide opportunity to up-skill and develop your people; successfully acknowledge the importance of and how to ensure motivational and cultural fit plus skills and experience; provide flexible and various techniques depending on job family; recognise and embrace diversity whilst recognising the importance of inter-generational workforce; and, how you can retain your talent to ensure ongoing successful engagement, advocacy and productivity within your workforce.

Why the presentation/topic will be of interest to conference participants: This will provide detailed information on how MCT has been able to attract and retain the ‘right’ workforce. It will provide insight and aim to deliver real life examples, learnings, tips and tools on how to recruit, retain and successfully engage a diverse and inter generational workforce. Belinda will also share recent Staff Satisfaction Survey results, what was learnt and how we used this data to achieve maximum impact in regards to engagement and retention of staff.


Biography:

Belinda Beltz, Executive Director, People & Culture

A highly motivated, committed and experienced HR/IR leader with extensive experience in employee/industrial relations, remuneration & benefits, reward & recognition, performance management, recruitment, systems development and implementation together with strong/extensive generalist HR skills.

Her proven strengths as a HR leader is providing leadership and coaching, management and direction, solving complex problems, developing frameworks, interpreting employment legislation, providing exemplary customer service and the ability to communicate at all levels. Belinda recently held the role of Manager Human Resources at Tasmanian Ports Corporation and prior to that specialised in Executive Remuneration & Benefits at Aurora Energy.

Belinda has held senior human resources management roles in various Tasmanian organisations for the past 12 years and brings to MCT a varied range of skills to compliment the broad People & Culture function. In her spare time, Belinda also provides advice and support in a Board Advisory capacity for a local Tasmanian IT and Project Management company, 2PM.

Co-designing through Appreciate Inquiry

Ms Debbie Hindle

2appreciate Consulting, South Hobart, TAS

 

What questions are you are asking your teams and customers? Do your questions enable you to build on what is currently going well for them and your organization? Are you empowering them to dream and design the best possible outcome? Appreciative Inquiry works on the fundamental premises that every action we take is preceded by a question, and what we focus on grows. So by using questions that look for what is already working well and when people are engaged in what they are doing- instead of what’s broken and needs fixing –you can use these collective stories as a starting point to dream, design and co-create new possibilities for positive change. Appreciative Inquiry has been used successfully around the world to deliver lasting innovative and successful change in a range of business and social settings. It can be used with individuals, in small teams or across whole organisations.

Participants will be given an overview of why Appreciative Inquiry is an effective way to engage customers, employees and stakeholders in creating sustainable positive change. And will be introduced to the types of questions used in each of the Appreciative Inquiry 4D – discover, dream, design, destiny – stages.


Biography:

Debbie is passionate and committed to facilitating positive change in the lives of people, organisations and the community.  She was an inaugural graduate from University of Melbourne’s Masters of Positive Psychology program. She has been privileged to work in Human and Community Services for nearly three decades, across non-government organisations, the tertiary sector, and all levels of government.  This included Senior Adviser to the Tasmanian Human Services Minister during the introduction of the National Disability Insurance Scheme.  She gives her time as a board member to non-profit organisations. She is director and Positive change facilitator with her company 2Appreciate Consulting.

Are ‘SMART’ Goals Really Smart?

Ms Debbie Hindle

2appreciate Consulting, South Hobart, TAS

 

Is your approach to goal setting holding you back from big achievements and inspiring greatness in your people? The SMART formula dominates goal setting approaches. But recent research indicates SMART goals can stop bold and ambitious actions. They keep you within safe boundaries, and actually encourage mediocre and poor performance. If you want to set a goal to achieve great things and inspire others, you need to step out of your comfort zone, have a goal with heartfelt purpose that enriches the lives of others, be able to picture the emotional and psychological gains from it, learn new skills and know it is absolutely necessary to help your organization. These are HARD goals. HARD goals inspire grit –the passion and perseverance to pursue our long term goals – that has been found to be an important factor for success.
You wiill learn why goal setting using the SMART formula impedes bold action and great performance. Discover why and how HARD goals –heartfelt and difficult –can inspire and enable bold leadership, grit, unlock the potential of your people, and lead to outstanding achievements.


Biography:

Debbie is passionate and committed to facilitating positive change in the lives of people, organisations and the community.  She was an inaugural graduate from University of Melbourne’s Masters of Positive Psychology program. She has been privileged to work in Human and Community Services for nearly three decades, across non-government organisations, the tertiary sector, and all levels of government.  This included Senior Adviser to the Tasmanian Human Services Minister during the introduction of the National Disability Insurance Scheme.  She gives her time as a board member to non-profit organisations. She is director and Positive change facilitator with her company 2Appreciate Consulting.

Promoting Mindful Leadership

Ms Margaret Aldous

Chief Executive/director Of Nursing, Cooinda, Benalla, VIC

 

There is no silver bullet of leadership to achieve outstanding staff satisfaction and excellent care outcomes in residential aged care. People can be unpredictable and the best intentions are of no benefit without action. Cooinda, in Benalla has been working on developing the right mix of tactics, having the heart for difficult conversations and trusting staff have been critical ingredients.
At Cooinda we have gone back to basics, practicing mindfulness leadership emphasising the pillars of self-awareness, authenticity, productivity and compassion. The importance of stopping before a meeting, with the opportunity for guided meditation, has allowed staff to understand management are working to support their wellbeing in caring for themselves and one another.
Mindful leadership has encouraged a broader sense of community, emphasising understanding of supporting staff from a place of caring, compassion and understanding as is expected of them when interacting with residents in their care.
Communication is emphasised. Cooinda’s senior management have developed guiding values by which they walk the talk every day.
The result of 90% staff satisfaction with 96% of staff proud to work at Cooinda and 89% resident satisfaction benchmarked against 120 aged care facilities across Australia and New Zealand has been achieved.


Biography:

Margaret Aldous is the Chief Executive/Director of Nursing of Cooinda in Benalla.
Cooinda, a not for profit facility, offers a continuum of care from independent living, home and residential care.

Margaret completed her nursing training at the Alfred Hospital and Royal Women’s Hospital in Melbourne.
She has Bachelor of Nursing (post registration), Masters of Health Management and is a graduate of the Australian Institute of Company Directors, Company Directors Course. Previously she completed the Aged Care Standards and Accreditation Agency Assessors Course.

Margaret has extensive experience in senior nurse management roles. These have included acute,
aged care, palliative care and quality. Prior to moving to Cooinda she was the Quality Manager at Benalla Health. She was responsible for the initial development of the Palliative Care Service in Benalla.

She has undertaken extensive education in Mindfulness and Mindfulness in leadership. She is a qualified meditation teacher.

Leadership – it isn’t rocket science but you can’t wing it!

Mr Norm Mcilfatrick1

1Onecare Limited

Abstract:
Leadership in the Aged Care Sector has its’ own particular challenges, however as a sector we face challenges that have been experienced in many industries before us.

Norm will discuss his experience in leading three organisations in completely different sectors through challenging times, were there was a significant change in the employee engagement and organisational performance through strong leadership and management development efforts.

He will relate these experiences to the challenges facing leaders in Aged Care today – and walk through some of the fundamental building blocks for long term success in a competitive industry highly dependent on strong employee engagement.

Biography:
Norm is an experienced Leader having been a CEO in the Public and Private sectors for nearly 20 years. Previous roles included CEO of Electricity utility Aurora Energy, and Secretary of the Departments of Economic Development and Infrastructure, Energy and Resources. Norm began his Aged Care career after joining OneCare as CEO in 2016.

 

Customer Service in Aged Care – ‘It’s not what you say, it’s not what you do, but it’s how you make people feel…’

Mr Paul Stevens1, Mr Mark Emmett1

1Masonic Care Tasmania

Abstract:
Outline of Presentation: It’s not what you say, it’s not what you do, but it’s how you make people feel…’

That is the theme of this interactive presentation which focuses on the role that staff play in portraying the culture and atmosphere of the aged care organisation they represent.

Against a background of rapid change in the sector, and a competitive environment made more complex by expanding consumer expectations, staff are the ‘shopfront’ of their particular service.

Through role play, workshop and discussion the presenters will demonstrate the effect that body language, tone of voice, demeanour and physical setting can have in providing a positive or negative experience of ‘customer service’.

By understanding themselves and how they react when interacting with others in a range of situations, participants are able to present themselves and an image of their work which enhances the reputation of their organisation.

Why presentation/ topic of interest to participants: This presentation will be of interest to a wide range of people, from those in management to those providing direct services to clients and to the public. Participants are promised an engaging session, and maybe even a little bit of fun!

Biography:
Mr Paul Stevens, Executive Director Operations, BA, Dip Ed, M Ed (Leadership):
Paul began his professional career as a secondary school teacher in the Tasmanian Education Department in 1974. In 1981 he became Principal of a regional Catholic primary and secondary college, a position he held until 1987. From 1988 he moved into central administration in the Catholic school sector and became Director of Catholic Education for Tasmania for eight years – 1994 to 2002.
In a career change Paul became involved in aged care at Huon Eldercare in 2003. From there he joined the Aged care Quality Agency as an assessor from 2004 to 2007 when he joined the management team at Freemasons Homes. Initially he had primary responsibility for quality and compliance with the accreditation regime. In 2009 he accepted the broader role of Deputy CEO, a position he held until appointment as Executive Director Operations for Masonic Care Tasmania in 2017.
From 2003 to 2014 Paul was also a Board member of Multiple Sclerosis Tasmania, six of these years as Deputy Chair, and the final year as Chair.
He remains committed to involvement in the not for profit, community based sector, actively supporting agencies which provide services those with particular needs within society.

Mark Emmett (Dip Teach (TAFE  & Voc  Ed), Cert IV Trng Assmnt, Cert IV Bus Mgmt  | Linport Consulting – specialising in leadership training to industry:
Mark has 25 years experience at senior management level in a large industrial organisation with primary responsibility for leadership development, safety and quality systems. For the past 7 years he has been a training consultant with a national company. He travels extensively within Australia and overseas delivering training.
He specialises in leadership training and team improvement. He works in a variety of contexts: industrial, infrastructure, education and aged care.

 

How to Develop and retain your workforce in community care through a organisational capability framework

Mr James Slade Symons2, Ms Amanda Loh1

1Calvary Community Care, 2Macarthur Human Capital

 

Calvary community care recognised the need to have a capability framework that could impact on retention  recuitmet talent management performance discussion and a learning development framework in 5 key areas .Using qualitative and quanta give investigation methods collberatively with staff to identify behaviours that could support and grow our organisation, enhance client outcomes and increase staff job satisfaction all within an easy understandable framework for  all to aspire to.

The presentation will explore how CCC went about the process findings and the benefite that occurred to enhance what we do and inadvertently how this had a positive influence on our culture.

Process took 6 months from end to end.

Demonstrated what could be achieved when HR and Operations work hand in hand.

This will be a practical presentation on the how to with some key takeaways for participants with some interactive short exercises.

Biography:

Learning development manager
30 years in aged community care including last 12 years in organisational learning in our industry
Nurse by background but including qualifications in education gerontology leadership and management and psycho metric testing
Last 12 years in non for profit aged care organisations
Short time in consultancy in aged  care and disability in learning space

 

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