INDUSTRY WORKFORCE DEVELOPMENT PLAN
INDUSTRY WORKFORCE DEVELOPMENT PLAN
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 1
CONTENTS
Foreword ....................................................................................................................................................3
Financial and Insurance Services Industries ............................................................................................................... 8
Accounting and Book-keeping, Insurance, Banking and Finance ....................................................................... 9
1. Overview / Summary of Issues ....................................................................................................................... 9
2. Action Plan / Priority ..................................................................................................................................... 11
3. The Way Forward – Approach and Linkages ............................................................................................... 11
Administrative and Support Services Industries ................................................................................................. 12
Business Administration ........................................................................................................................................ 13
4. Overview / Summary of Issues ..................................................................................................................... 13
Call Centre Operations ........................................................................................................................................... 15
5. Overview / Summary of Issues ..................................................................................................................... 15
Building Cleaning.................................................................................................................................................... 16
6. Overview / Summary of Issues ..................................................................................................................... 17
7. Action Plan / Priority Actions ........................................................................................................................ 19
8. The Way Forward – Approach and Linkages ............................................................................................... 19
Pest Control ............................................................................................................................................................. 20
9. Overview / Summary of Issues ..................................................................................................................... 21
10. Action Plan / Priority Actions ........................................................................................................................ 22
11. The Way Forward – Approach and Linkages ............................................................................................... 22
Rental, Hiring and Real Estate Services Industries ............................................................................................. 24
Real Estate and Property Services ........................................................................................................................ 25
12. Overview / Summary of Issues ..................................................................................................................... 25
13. Action Plan / Priority Actions ........................................................................................................................ 26
Professional, Scientific and Technical Industries ................................................................................................ 27
14. Overview / Summary of Issues ..................................................................................................................... 28
15. Action Plan / Priority Actions ........................................................................................................................ 28
16. The Way Forward – Approach and Linkages ............................................................................................... 28
Public Administration and Safety .......................................................................................................................... 29
Investigative and Security Services ...................................................................................................................... 30
17. Overview / Summary of Issues ..................................................................................................................... 30
18. Action Plan / Priority Actions ........................................................................................................................ 32
19. The Way Forward – Approach and Linkages ............................................................................................... 32
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 2
Fire Protection Services ......................................................................................................................................... 33
20. Overview / Summary of Issues ..................................................................................................................... 33
21. Action Plan / Priority Actions ........................................................................................................................ 33
ISSUES AND SOLUTIONS ...................................................................................................................................... 34
INDUSTRY CRITICAL JOBS ................................................................................................................................... 36
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 3
Foreword
This Workforce Development Plan has been developed by the Financial Administrative and Professional Services
Training Council Incorporated (FAPSTC).
The report focuses on specific issues impacting on the Finance, Insurance, Rental, Hiring, Property and Professional
Services Industries and in time will address strategies for workforce planning requirements for these industries.
The purpose of this document is to inform industry, policy makers and training providers of issues that impact each
industry sector. This report will be updated periodically, as will associated documents including the FAPSTC
„Workforce Development E-Scan‟ and „Barriers to Employment and Training‟.
I would encourage all to read this report, bearing in mind that both the E-Scan and Barriers to Employment and
Training documents are critical documents that act as an addendum to this workforce development plan. Readers
should note that his plan does not duplicate the major demographic and trend analyses contained in the E-Scan.
The FAPS Training Council has coverage of the following Industry Sectors:
Financial and Insurance Services (ANZSIC K)
Banking
Credit / Building Society Operations
Financial Asset Investing
Life / Health / General Insurance
Superannuation Funds
Other Auxiliary Finance and Investment Services
Administrative and Support Services (ANZSIC N)
Employment Placement and Recruitment Services
Labour Supply Services Other Administration Services
Building Cleaning, Pest Control and Gardening Services
Packaging Services
Rental Hiring and Real Estate Services (ANZSIC L)
Motor Vehicle and Transport Equipment Rental and Hiring
Farm Animal and Bloodstock leasing
Other Goods and Equipment Rental and Hiring
Non – Financial Intangible Assets
Property Operators and Real Estate Services
Real Estate Services
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 4
Professional, Scientific and Technical Services (ANZSIC M)
Legal and Accounting Services
Advertising Services
Market Research and Statistical Services
Management and Related Consulting Services
Public Administration and Safety (ANZSIC O)
Public Order Safety and Regulatory Services
Civic, Professional and Other Interest Groups
Business and Professional Association Services
Methodology:
FAPSTC undertook a comprehensive and planned process to gather information and evidence for this report. The
Council‟s Board members played an important role in consulting with key industry executives and associations.
Strategies included :
an extensive on-site visitation program was instigated and will continue to provide valuable industry data
and information.
consultation with Industry bodies and representatives
development of a standard questionnaire in consultation with the Board members, and the entire FAPSTC
database was canvassed on industry related issues.
analysis of data supplied by Innovation & Business Skills Australia (IBSA) / Construction & Property
Services Industry Skills Council (CPSISC)
analysis of data supplied by IBIS World / Australian Bureau of Statistics / Chamber of Commerce and
Industry WA
The Global Financial Crisis (GFC) has been blamed for the current world economic instability and the flow-on effect
to the Australian economy. It was unfortunate that toward the end of the GFC Western Australia was hit by a storm
that caused what has been labelled “a natural disaster” due to the amount of motor vehicles, homes and other
complexes suffering damage as a result. An early estimate of $100 million was later increased to $800 million and as
a result the industry will take some time to recover and insurance premiums will certainly increase as a result.
FAPSTC is generally concerned that the upturn in the economy will create a labour shortage and this will have a major impact on the service industries. The ability of these industries to attract and retain suitably qualified workers will be difficult and it may have a flow-on effect to the economy generally.
Training:
For many years the industry sectors covered by FAPSTC have had a large portion its training carried out by the
private sector on a fee for service basis. As an example, 95% of training conducted for Certificate II in Security
Operations (the minimum licensing qualification for security guards) is conducted by the private RTOs on a fee for
service arrangement. Business and Financial Services, on the other hand, see approximately 45% carried out by
RTOs in the private sector. Property Services (Real Estate) would be a 50/50 split of private:public delivery of
training. Therefore across the board FAPSTC estimates that approx 40% - 45% of all training is carried out by private
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 5
RTOs on a fee for services basis. This is difficult to quantify since while the data is collected, it is not available for
public disclosure.
RTOs, in regional areas in particular, are finding it difficult to attract suitably qualified lecturers in subject areas such
as Financial Services. A new Financial Services Training Package (FNS10) has just been endorsed and the number
of Certificate IV qualifications has increased from 9 to 17. This means that some industry areas will specialise into
key industry requirement areas and may further increase the growing skills gap that exists with lecturing staff.
FAPSTC will monitor the new Training Package implementation process.
Aboriginal Workforce development Strategy:
FAPSTC is committed to improving the lives of Aboriginal people throughout Western Australia. The Training Council
is keen to improve career opportunities in each of the industry sectors. The Training Council will pursue a number of
workforce development strategies dedicated to the Aboriginal community, based on the Training Together Working
Together strategy launched by the Minster for Training & Workforce Development, the Hon Peter Collier in June
2010.
Traineeships:
Industries are continually concerned at the confusing aspect of the traineeship system. These concerns include the
length of service before a full time or part time employee is deemed to be an existing employee. If a potential trainee
has an existing qualification: how will this effect access to Federal and State funding? Potential employers are
confused!
Future Events:
In October of 2011 Perth will host the Commonwealth Heads of Government Meeting (CHOGM). This event will
provide some interesting scenarios with:
60 world leaders and their respective entourages attending.
1000 world media representatives
Approximately 5000 delegates including heads of government from Australia
The pressure on the infrastructure is likely to be greater than any other event ever staged in Western Australia. This
pressure will be particularly applied to the following industries:
Private Security Industry
Hospitality Industry / Food & Beverage
Accommodation Industry
Airports / Ports
Taxis and Motor Hire Vehicle industries
Other Service Type Industries
CHOGM may also involve in a visit from the Queen, Prince Phillip and Prince Charles. The Royal visit for operational
reasons will be viewed as two visits. It is also anticipated that leaders and representatives from the CHOGM
countries may wish to travel regionally and this will create additional logistical pressure, as well as securitisation for
the entire visit.
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 6
A Federal taskforce will commence operations in Perth with around 150 officers in January 2011 to plan security and
logistical requirements for this whole event.
Three specific forums will take place:
“Peoples Forum” expected to be at the Perth Convention Centre
“Youth Forum” expected to be held in Fremantle
“Business Forum” expected to be held at Burswood
FAPSTC Board:
The FAPSTC Board is committed to ensuring this Workforce Development Plan is a living, up-to-date and industry
relevant document and that this Training Council will be able to provide qualitative advice for and on behalf of its
representative industries.
Graham Drury
Chairman
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 7
Industry Employment Composition by State (per cent)1
Industry WA NSW VIC QLD SA TAS NT ACT
Agriculture 3.1 2.8 2.9 4.1 4.5 7.3 2.9 0.4
Mining 6.3 1.0 0.4 1.8 1.0 1.5 3.3 0.1
Manufacturing 7.8 8.9 11.3 7.9 10.7 9.3 5.4 1.8
Electricity, Gas/ Water 1.2 1.1 1.1 1.3 1.5 2.1 1.7 0.5
Construction 10.6 8.4 8.7 10.6 8.1 8.5 9.1 6.3
Wholesale 3.7 4.1 4.3 3.9 3.6 3.1 2.3 1.9
Retail 9.5 10.6 11.4 11.1 11.7 11.4 8.7 7.5
Accommodation / Food 6.0 7.1 6.6 6.8 6.2 7.2 4.2 5.6
Transport/Postal 5.4 5.1 4.9 5.6 4.6 4.0 5.7 2.7
Information / Media 1.1 2.4 2.3 1.3 1.5 1.3 1.0 2.2
Financial and Insurance 2.4 5.1 4.3 2.8 2.7 2.5 1.4 2.1
Rental, Hiring/ Real Estate 1.4 1.4 1.2 2.1 1.4 1.2 1.9 1.2
Professional scientific 7.8 8.7 8.1 6.8 6.7 4.3 5.7 10.6
Administrative and Support 3.2 3.6 3.5 3.9 4.3 2.7 2.9 2.7
Public Admin and Safety 5.8 5.7 4.6 6.2 6.5 8.2 17.0 30.1
Education and Training 8.0 6.8 7.5 7.0 7.5 7.4 9.0 9.1
Health Care 10.2 11.1 11.0 10.6 12.3 12.7 11.6 8.1
Arts and recreation 1.4 1.7 2.1 2.0 1.6 1.8 1.5 3.1
Other Service 5.2 4.4 3.8 4.1 3.8 3.6 4.8 4.0
The statistics in the above chart are an estimate of the percentage of the total workforce in Australia by State and
industry sector. The areas that are highlighted are those sectors that are covered by FAPSTC and referred to in this
document.
1 Chart Source: Australian Bureau of Statistics: March 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 8
Financial and Insurance Services Industries
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 9
Accounting and Book-keeping, Insurance, Banking and Finance
1. Overview / Summary of Issues
1.1 Strategic
Broadly speaking, the Financial Services industry comprises of accounting, book-keeping, banking and investment
related sectors (including superannuation) and the insurance and underwriting related sectors.
For most of 2008 / 2009, the Financial Services industry continued a sustained period of growth. In the latter part of
2008, confidence gave way to uncertainty caused by the global financial situation. The financial services industry was
at the forefront of market turmoil.
Changes in the economic cycle will impact differently in the areas of banking and insurance. Banking and investment
are impacted negatively at the outset due to the deterioration in economic conditions. For insurance, the impact is
less direct. The insurance industry may experience a negative impact later in the cycle as the effects flow through
the system. Financial Services skills (including those attained through VET) are used both in the Financial Services
industry and across the wider economy.
In recent years, significant growth has occurred in the foreign banks (operations of non-Australian owned banks),
securitisation (the packaging of securities and derivative products) and in superannuation funds. Each of these areas
has been impacted by the problems in the financial markets.
Skilled migrants can help fill the skills gaps that may occur in the finance industry. It would be expected that they
would need to have their qualifications converted to an Australian equivalent qualification. There may also be a need
for upskilling in the areas of Australian Tax Law and Australian Security and Investment Commission (ASIC)
minimum qualification level.
1.2 Labour and Skill Needs
The Financial Services industry is relatively small, employing approximately 392,5002 people Australia-wide (or 3.6%
of the total workforce). In Western Australia this represents approximately 29,150 people or 7.78% of the workforce,
with approximately 9,525 people working in the banking sector. There is a ratio of approx 58 : 423 female : male split
in the industry.
To be able to give financial advice a person must meet the requirements stipulated by the ASIC. This includes having
a minimum requirement of completing the training and assessment to gain the RG 146.
2 ABS March 2010 3 FAPSTC Industry Survey February 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 10
Financial Industry Demographic
Workforce Participation
The workforce has a higher level of female participation and the level of turnover can partially be attributed to
domestic reasons. In some areas like book-keeping, the availability of flexible working hours allows some of these
people to re-enter this sector of the workforce on a part-time basis.
Industry Composition by State (per cent of the total workforce)4
Industry WA NSW VIC QLD SA TAS NT ACT
Financial and Insurance 2.4 5.1 4.3 2.8 2.7 2.5 1.4 2.1
1.3 Issues, Barriers and Opportunities
The Insurance sector has been nationally regulated since 2001; this includes licensing and ongoing professional
development. The industry is generally made up of people aged from low thirties to mid-forties. The age gap is not
seen as a major issue at this stage but may become so if the sector doesn‟t continue its efforts to recruit younger
people into the industry.
1.3.1 A person wishing to enter the insurance industry and wanting to give out advice must have specific
registration (RG 146 Tier 1 or Tier 2). These courses are available at both private and public RTOs. There
are also traineeships available with the insurance / finance sector, but take-up of these positions is limited.
The RG 146 Tier 1 and 2 are seen as the beginning stage for people wishing to move within the sector and
continuing with training to reach higher qualifications. The industry also has a 25 hours per annum
Continuous Professional Development requirement, which should be for training in technical areas.
1.3.2 The Insurance sector has been affected by globalization, with major insurance companies taking
over a large portion of the broking sector; however, there is a legal requirement to be licensed in Australia.
At this stage it would appear that some employment opportunities may move offshore but it is not expected
to have a dramatic effect. It has been mentioned that with development of better online services more of the
basic insurance requirements are being completed in this manner.
1.3.3 The Insurance industry considers that they have a flexible approach to the hours that employees
are required to work and it is not uncommon for people to job share. At this stage it is felt that the vacancy
rate is manageable but senior roles are more difficult to fill. Overall there is a belief that people tend to move
around within the industry sector rather than staying with one organisation.
1.3.4 With major events like the Commonwealth Heads of Government Meeting coming to Perth in 2011,
it is expected that there would be more insurance written but this would lead to only a minimal increase in
staff numbers.
4 Australian Bureau of Statistics March 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 11
Book-keeping and Accounting
A general view is that Accountants tend to look at accounting processes from a strategic view where as Book-
keepers work at a more an operational level.
The introduction of the Income Tax Assessment Act 1997 (ITAA97) has introduced requirements for Book-keepers
who perform BAS services for clients to be registered with the Tax Practitioners Board (TPB) as BAS Service
Providers. People who provide tax advice, such as Tax Accountants, are also required to be licensed.
The minimum qualification for a person to be registered by the TPB is a Certificate IV in Book-keeping or Certificate
IV in Accounting. There are a number of changes brought about by the introduction of the BAS providers registration
(for example the Safe Harbour5 provisions) and these have been put in place to protect businesses that employ
Book-keepers.
The Safe Harbour provisions aim to ensure that services provided to the public by registered agents are of an
appropriate ethical and professional standard. Under the Safe Harbour provisions, a taxpayer will not be liable to a
penalty if they provide all the relevant tax information to their registered agent, and the agent:
does not take reasonable care and makes a false or misleading statement that results in a shortfall, or
takes reasonable care or lacked reasonable care and fails to lodge a document by the due date.
To register as a BAS agent and be able to charge a fee for BAS services, BAS service providers must, by 31 August
2010:
notify the Tax Practitioners Board they are accessing the transitional provisions or
register with the Tax Practitioners Board as BAS Agents
2. Action Plan / Priority Actions
2.1 Theme 1: Labour Market and Supply6
6-12 Months 1-3 years 3-5 years
Limited change 1% growth 3% growth
3. The Way Forward – Approach and Linkages
Due to this industry sector being heavily regulated, the effect on the industry‟s training and workforce development
can change due to changes in government policy.
5 Australian Taxation Office ATO 6 IBIS World
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 12
Administrative and Support Services Industries
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 13
Business Administration
4. Overview / Summary of Issues
4.1 Strategic Environment
Business Services: - IBSA – (Administrative and Support Services)
This is a large and diverse sector, involving skills that are of fundamental importance to businesses throughout the
economy. The Business Services industry is a major contributor to the Australian economy and employs a significant
proportion of the workforce.
Employment in the Business Services sector has grown strongly over recent years7. Demand has been driven by a
rise in business outsourcing and general growth in the economy. Also, the range and level of services defined as
Business Services has expanded. Business Services occupations include many cross-industry job roles such as
administration, general management, business communication, human resource management, customer contact,
sales and marketing. In addition to employment growth in those jobs that fall within the Business Services industry
classification, there has been strong demand for business services skills generally.
The Business Services industry comprises small, medium and large enterprises including multinationals and
franchises that operate with the primary purpose of providing business services to external clients, e.g. management
consultants, recruitment agencies, customer contact centers. Additionally, the Business Services industry underpins
every other business across all industries providing critical functions such as human resources management, office
administration, data-entry, record-keeping and leadership.
In the five years 2002 – 2007, the number of micro-businesses (less than four employees) in Australia increased by
an incredible 78%, from 952,000 to 1,699,277.
The Business Services industry includes a number of significant sectors or domains, including:
Administration;
Business development;
Communication;
Creativity, innovation and design;
Finance;
Industry capability and workforce development;
Information and communications technology;
Knowledge management and record keeping;
Small Business;
Human Resources;
Marketing and sales;
Union and Industrial relations;
Auditors
Management and leadership;
Regulation, licensing and risk; and
Stakeholder relations and customer contact.
7 IBIS World
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 14
4.2 Labour and Skill Needs
According to DEEWR‟s Skills information outlook8, employment growth within the Business Services industry will be
variable across sectors over the next five years. Due to the nature of the ABS categorisation using ANZSIC,
predictions are only available for a limited number of Business Services sectors. The predicated average growth rate
for all industries is 1.0% annually.
Industry Sector % growth pa for 5 years Number of new jobs
To 2013-14 predicted resulting from growth
Employment Services 2.0 10,300
Legal and Accounting Services 1.8 20,900
Advertising Services 1.2 2,200
Management and Related Consulting -0.2 -800
Market Research, Statistical Services -1.8 -2,300
Other Administrative Services 2.0 5,000
While the above predictions may prove accurate, for most Business Services occupations employment demand will
be dependent on growth trends in the specific industry being serviced. It is possible therefore that demand in the near
future for legal and accounting services may decline in the retail and wholesale industry but will increase in education
and health services. Blanket trends cannot be effectively applied to the Business Services Industry, due to its
complexity.
According to the ABS, Western Australia has a workforce of approx 1.25 million people as at March 20109.
Approximately one third of these are employed in other industry sectors. The State‟s mining industry employed
approx 58,000 people, ranking 10th largest employer in WA. However, due to this fact the other industry sectors‟
workforces increased as a flow-on effect. It has been reported that Managers and Professionals across industries will
experience an increase with the greatest propensity between 2010 – 2017 with anticipated increases of 27% and
23% respectively10
As well, according to the ABS, Western Australia‟s population will continue to grow significantly with conservative
projections hovering around 5.4 million by 2056.11
A compelling fact is the ageing population where reports have suggested a major challenge is approaching. The
proportion of working age people is projected to fall, with only 2.7 people of working age able to support each
Australian 65 years of age and over by 2050, compared with significantly higher ratios in the past.
Skilled Migration
Skilled migration can help in certain areas, however the migrants may need further training to allow them to develop
the necessary skills and knowledge.
Workforce participation and attraction and retention issues remain a constant factor affecting this industry sector. The
ability for these sectors to be able have people re-entering the workforce may require upskilling and / or re-skilling.
8 Australian Job Search (DEEWR) 9 Australian Bureau of Statistics 10 Monash 11 Australian Bureau of Statistics cat 3222.0
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 15
Industry Employment Composition by State (per cent)12
Industry WA NSW VIC QLD SA TAS NT ACT
Administrative and Support 3.2 3.6 3.5 3.9 4.3 2.7 2.9 2.7
4.3 Issues, Barriers and Opportunities
One of the key issues for the Business Services sector is defining what constitutes the term „business‟, which can be
loosely applied to any organisation working in any industry sector in the world. It is not recognised as a distinct
industry within the ANZSIC classification scheme nor used by the ABS, so the exact size and nature of the industry is
extremely difficult to quantify.
Call Centre Operations
5. Overview / Summary of Issues
5.1 Strategic Environment
Call Centre Operations were considered in history as a limited career proposition within a company and one to which
the broader community viewed as unfavourable. This perception continues in today‟s environment. In many cases, it
was seen to be an invasion of space, particularly at the times that call centre operators tended to make their calls. Of
recent times we have seen many call centre operations go offshore to countries where labour costs are cheaper. An
example of this can be seen in the Telco industries where the majority of this work is carried out in India and other
countries where labour can be purchased at record low prices. There are still some organisations that conduct call
centre work within Australia, for example in the Banking sector whereby the Big Four banks still have their own call
centres. However, this in the main is for in-house operations between bank branches and the public that require
assistance with accounts / replacement credit cards and the like, rather than for sales purposes.
In WA there are approximately 22,500 people employed in this sector with the ratio of 60 : 40 female to male.
5.2 Labour and Skill Needs
It is difficult to determine whether this industry suffers from skills shortages or labour shortages, given that the work is
fairly repetitive with regular turnover and generally low rates of pay. It is generally viewed as a high stress
occupation. There is some evidence that if an alternative opportunities arise, then those in this sector tend to be the
first to leave in search of better salaries.
5.3 Issues, Barriers and Opportunities
This industry is not protected from the regulatory issues surrounding the Financial and Insurance sectors, as in some
cases those that communicate to prospective customers have to comply with the ASIC requirements surrounding
RG146.
VETIS Issue
Concern has been noted that some of the VET in schools (VETIS) programs are being delivered to students without
suitable training resources and assessments. The result is that it may give the student an unrealistic expectation of
employment, given a nationally accredited qualification has been issued. Also employers will ultimately lose faith in
the VET programs due to unrealistic expectations from the student holding the qualification that they have the
knowledge or necessary skills to work in the sector.
12 Australian Bureau of Statistics March 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 16
Building Cleaning
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 17
Building Cleaning
6. Overview / Summary of Issues
6.1 Strategic Environment
The Cleaning and Carpet Cleaning industries are predominantly small business operators at the domestic housing
level, and medium to large businesses that undertake the commercial cleaning operations.
To a large degree there is no regulation governing the Cleaning or Carpet Cleaning industries, outside of
occupational health and safety and disposal of chemicals. The industries are keen to have their employees licensed,
as on occasions they enter facilities including homes and offices alone.
In the commercial cleaning and carpet cleaning arena the majority of businesses employ part-time employees and a
fair proportion are students. The domestic cleaning sector is made up of small to medium enterprises and it is more
likely that they will be full-time employees. Most of those business surveyed indicated they had been in business for
more than 10 years. The majority of employees are female and over the age of thirty13.
6.2 Labour and Skill Needs
1. Since the greatest cost to the Cleaning and Carpet Cleaning industries is labour, any changes to the industrial
award structure and / or conditions have a dramatic effect on the business. Technological changes to the
industry occur mainly in the types of chemicals used (or allowed for use) and changes to machinery / equipment.
Changes to equipment generally increase the quality and efficiency of services.
2. A major change within the Cleaning and Carpet Cleaning industry has been the level of specialty fields that are
becoming more prevalent. These include infection, biological and technical cleaning. These areas require more
specialised equipment and training.
3. The level of formal training within the Cleaning and Carpet Cleaning sectors is very low. The industry is
optimistic that recent changes the minimum employment hours for a trainee being reduced from 20 to 15 per
week will assist with the training take-up.
4. The Cleaning industry is vital to a vibrant working State on a commercial and domestic level. In general, as the
economy improves there will become a greater need for cleaners and the pool of potential employees will
become scarcer. In general the turnover of staff for an employer is reasonably high, as those leaving will leave
the industry altogether (as opposed to moving to another company).
5. In regional areas it is becoming increasingly difficult to find cleaners and if the reports from the previous
economic boom are correct, there were some high salaries being paid for cleaners in the resources sector.
This problem then makes it hard for other sectors to compete for labour.
Workforce participation and attraction / retention issues remain a constant factor affecting this industry sector.
6.3 Skilled Migration
A large portion of the Cleaning and Carpet Cleaning industry is reliant on migrants who tend to be unable to gain
employment elsewhere due to English being a second language, waiting to have their qualification recognised or
finding that their qualification is not recognized or relevant in Australia.
13 FAPSTC Industry Survey – February 2010.
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 18
6.4 Attracting and Retaining
There are numerous factors that are subject to discussion within the service industries about attracting and retaining
personnel in a workforce role. Unfortunately the service industries are hit hard when times are good and employment
levels are low. On the side of the scale when times are tough (financially), employment levels are equally hard to
retain. The author of Partners in Retention14 (Nancy Dickinson) quotes a number of factors that drive individuals
away from a certain type of employment. These are:
A) a mismatch between the person and the role
B) a mismatch between the person and the culture of the organisation
C) individual‟s expectations of the role not met
D) insufficient opportunities for growth and advancement
E) insufficient recognition or appreciation
F) problems with management
G) stress
H) lack of work / life balance
I) loss of confidence in the organisation/ leadership
J) dissatisfied with levels of remuneration.
The last point would be seen as the most critical in terms of a balance between leading a healthy lifestyle and
maintaining a suitable level of remuneration. In the service industries levels of remuneration tend to be governed by
industrial Awards and employers don‟t have the ability to pay over and above any Award rate. Employees become
the most vulnerable and likely to move to alternative job roles. This is seen when times are good and employment is
plentiful and an employee has an option to choose to work in the fly-in fly-out industries that pay high salaries that the
traditional service industries cannot afford. The services industries are the ones hit hard by any fluctuations, and find
it difficult to recruit to fill an important and in most times a critical role for other industry sectors.
Industry Composition by State (per cent)15
Industry WA NSW VIC QLD SA TAS NT ACT
Administrative and Support 3.2 3.6 3.5 3.9 4.3 2.7 2.9 2.7
14 Nancy Dickinson – Partners in Retention 15 Australian Bureau of Statistics March 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 19
6.5 Issues, Barriers and Opportunities
1. The image of the industry and the rate of remuneration portray it to being thought of as a „job‟ and not a „career‟.
2. There is no minimum requirement to work within the industry, however, up to 15% of major State and Local
Government cleaning contracts require cleaning staff to be trained to AQF level II within 12 months of
commencement. The only entry requirement which is enforced widely within the industry is for all Cleaning Staff
to have a National Police Clearance Certificate.
7. Action Plan / Priority Actions
7.1 Theme 1: Labour Market and Supply16
6-12 Months 1-3 years 3-5 years
Limited change 2.2% up 2.5% up
8. The Way Forward – Approach and Linkages
The CHOGM event being held in October 2011 may impact on the industry, however its effects on the commercial
cleaning industry are an unknown at this stage. With the increased use of venues over that time there will certainly
be an increase in labour requirements.
Insight:
Traditionally the Cleaning industry has found it hard to compete in wages and conditions with other industries, and
have also struggled to keep their employees in more buoyant times. The Cleaning industry is another service industry
that struggles and attracts typically migrants and those with relatively low levels of literacy and numeracy. This can
be critical when mixing chemicals for cleaning activities.
One cleaning organisation that is based in a regional centre estimates it costs the organisation over $3000.00 for
each new employee. They are instigating a program to make the employee feel more at ease by having an induction
program and a mentor assigned to the new employee. The mentor will help show the new employee the “ropes” and
also assist them integrate into the new workforce. This cost is borne by the employer in good spirit.
16 IBIS World 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 20
Pest Control
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 21
9. Overview / Summary of Issues
9.1 Strategic Environment
The Pest Management industry is generally dominated by small to medium sized enterprises and the majority of the
businesses indicated they had been in the industry for over 10 years17. The industry is licensed and it is generally
accepted that to work a minimum qualification of a Certificate III in Pest Management Technician is required. The
majority of the workforce is employed full-time and is predominantly male. The average age is between 30 and 40
years old and business is expecting low numbers to retire over the next five (5) years.
9.2 Labour and Skill Needs
1. The structure of the industry has changed in recent years as clients become more aware of the hazards of the
chemicals being used. This in turn is placing greater demands on Pest Management Technicians to be able to
explain what they are doing and the dangers involved. From an environmental perspective, it has also placed
additional pressure on the manufacturers to develop more environmentally friendly chemicals, in line with green
technology.
2. The industry by the nature of its work and its public perception struggles to attract the right calibre of people.
Even though the industry is not currently suffering any major labour shortages it is expected that as the economy
improves the number of available people will once again become in short supply.
3. The industry is now starting to become more specialised in its outlook as greater issues arise with the infestation
of destructive and annoying pests, rodents etc. An example of this is the “bed bug” epidemic which has the
ability to cripple a hospitality venue and be an expensive process to eliminate the bug. Also the health-related
issues surrounding this infestation can place enormous pressure on the household / establishment.
9.3 Issues, Barriers and Opportunities
The minimum age requirement to work within the industry is 18 years of age. There is also a requirement to be
physically fit.18 In order to work in the Pest Management industry a person must hold either a Provisional or Full
Pesticide Operators Licence. Where that person holds a licence they must be employed by a registered commercial
pesticide organisation. Salespersons in this industry must have successfully completed the competency standard
Apply Pesticide to Manage Pests (PRMPM6B). To upgrade from a provisional licence to a full licence applicants
must complete the Certificate III in Asset Maintenance (Pest Management – Technical) (PRM30204).
17 FAPSTC Industry Survey – February 2010. 18 Government of WA – Department of Health – Environmental Health Guide
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 22
10. Action Plan / Priority Actions
10.1 Theme 1: Labour Market and Supply
6-12 Months 1-3 years 3-5 years
Limited change 19 2.5% increase 2% increase
Attraction and Retention
There are numerous factors that are subject to discussion within the service industries about attracting and retaining
personnel in a work force role. Unfortunately the service industries are hit hard when times are good and employment
levels are low. On the side of the scale when times are tough (financially) and employment levels are equally hard to
retain. The author of Partners in Retention20 (Nancy Dickinson) quotes a number of factors that drive individuals
away from a certain type of employment and they are:
A) a mismatch between the person and the role
B) a mismatch between the person and the culture of the organisation
C) individual‟s expectations of the role not met
D) insufficient opportunities for growth and advancement
E) insufficient recognition or appreciation
F) problems with management
G) stress
H) lack of work / life balance
I) loss of confidence in the organisation/ leadership
J) dissatisfied with levels of remuneration.
The last point would be seen as the most critical in terms of a balance between leading a healthy lifestyle and
maintaining a suitable level of remuneration. Often in the service industries the levels of remuneration are
governed by industrial awards etc and employers don‟t have the ability to pay over and above any award rate.
The service Industries are the ones hit hard by any fluctuations, and find it difficult to recruit to fill an important
and sometimes critical role.
11. The Way Forward – Approach and Linkages
The industry is working hard to attract and retain employees. They are however constrained by the level of salaries
that can be sustained and the nature of the work. The introduction of the traineeship is beginning to have a positive
effect.
19 IBIS World 2010 20 Nancy Dickinson – Partners in Retention
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 23
Insight:
FAPSTC understands that one significant company with some assistance from the State Government would like to
explore a process whereby young Aboriginal employees enter into a mentoring program with a family, similar to a
scheme developed by football clubs. The benefits would be that the Aboriginal employee would be mentored by the
workplace and also in a family environment while becoming a qualified tradesperson. WA Football clubs carry out this
program successfully and companies could take advantage of a similar type program. Service type industries are
keen to explore this option and whilst a similar program is available via DEEWR, some WA-based organizations are
keen to explore this plan with the State Government and the Aboriginal Workforce Development Centre.
Comment:
Some firms in the industry are experiencing high levels of frustration at the complexity of the traineeship system. In
particular, the restriction of potential trainees who that may have undertaken a career change, or may have attained a
higher qualification many years before in a non-related field, are ineligible for a traineeship in the industry.
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 24
Rental, Hiring and Real Estate Services Industries
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 25
Real Estate & Property Services
12. Overview / Summary of Issues
12.1 Strategic Environment
Property Services sectors can be broken into to two distinct areas: Real Estate Sales and Property Management.
Real Estate Sales experienced a significant reduction during the GFC and in turn had a reduction of staff both in
sales as well as office support. Property Management struggled in the commercial area; however the domestic
market remained strong and continues to be a skills shortage area.
A major change to the industry is in the form of national registration of Real Estate licensees and agents with the
introduction of the National Occupational Licensing Authority under the direction of COAG. This is expected to
commence in the middle of 2012.
In Western Australia, by the end of the 2011 financial year the governing Real Estate and Business Agent
Supervisory Board will no longer be the statutory authority regulating the industry and will be replaced by the
Commissioner for Consumer Protection in the Department of Commerce.
12.2 Labour and Skill Needs
The Real Estate and Property Management industry is regulated and people employed in most sections must be
either registered or licensed. The training effort in the industry is high, however many people entering the industry
have unrealistic expectations, and naivety that a time commitment is required. This tends to result in a high turnover
of staff in the first six to twelve months. The sector also expands and contracts in accordance with economic forces,
including interest rates and general economic activity.
The Sales sector demographic of the workforce is varied, ethnically diverse and slightly female dominated. The
Property Management domestic sector is female dominated, however the commercial sector tends attract more
males. Written and verbal communication skills in this industry are essential, as all documents are legal statutory
forms and have to be written in English and to a high standard.
1. There is currently no national system of license or registration for the industry, but there is a concerted push
to change this by 2012.
2. The Real Estate sector does offer some flexibility regarding working hours, however it tends to be an
industry that requires many hours outside of traditional work hours, specifically on weekends.
3. The Real Estate sector has become extremely efficient in using technology, particularly the internet, for
listing and leasing of properties. These tools allow agents to reach a larger number of potential clients and
offer a more flexible service.
Industry Composition by State (per cent)21
Industry WA NSW VIC QLD SA TAS NT ACT
Rental, Hiring/ Real Estate 1.4 1.4 1.2 2.1 1.4 1.2 1.9 1.2
21 Australian Bureau of Statistics March 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 26
12.3 Issues, Barriers and Opportunities
A Real Estate Salesperson must have 7 units of competency from the Certificate IV in Property Services (Real
Estate) (CPP40307) to meet the occupational licensing. Once they have gained their qualification and have applied
for a registration from REBA they are required to work under the supervision of a licensed Real Estate agent.
A Property Manager must have 6 units of competency from the Certificate IV in Property Services (Real Estate)
(CPP40307) to meet occupational licensing requirements. A Salesperson or Property Manager must have a National
Police Clearance Certificate and be at least 18 years of age.
A Real Estate Licensee must:
have a National Police Clearance Certificate;
be at least 18 years of age;
have acquired a minimum of two years work experience in the Real Estate and Business Broking Industry;
have sufficient Assets and Financial Resources, to enable them to comply with the requirements of the Act;
fully understand the duties and obligations upon agents by the Act; and
have a Diploma in Property (Real Estate)(CPP50307)
Compulsory Professional Development (CPD): (Not Part of the National Training Framework)
Each year the REBA Board (from 2011 it will be the Department of Commerce) reviews the needs of
industry and prescribes the subjects that are to be mandatory for the ensuing year.
Participants are required to attend one mandatory activity per year in order to accumulate the three
mandatory points required in the CPD program, with elective activities making up the rest of the required ten
points.
Each year, participants are to complete seven points of elective CPD activities. The cost of completing
elective activities must be borne by the participant. Participants are able to choose approved activities
related to topics of personal interest. CPD elective activities may take the form of training courses, seminars,
workshops and distance education courses.
The national registration system may not include CPD.
13. Action Plan / Priority Actions
13.1 Theme 1: Labour Market and Supply
6-12 Months 1-3 years 3-5 years
Limited change 22 2.5% increase Limited change
Challenges
To attract and retain staff in the Property Management sector of the industry.
To have the Real Estate industry viewed as an attractive career option and not simply a money-making
operation.
22 IBIS World 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 27
Professional, Scientific and Technical Industries
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 28
Professional, Scientific and Technical Industries
14. Overview / Summary of Issues
14.1 Strategic Environment
The industry sector is driven by the demand for housing and non-residential properties and is reflective of these
markets. It has been seen in the last six months that with an increase in demand for land and general building activity
there has been an increase in the requirement for surveyors.
During the previous 12 to 18 months, employment declined in this area due to the economic downturn.
14.2 Labour and Skill Needs
Surveyors must have a tertiary qualification and be licensed by the Land Surveyors Licensing Board (LSLB). Survey
Assistants will generally have a VET sector qualification (Certificate IV in Spatial Information Services CPP40209 or
Diploma in Spatial Information Services CPP50207.)
Industry Composition by State (per cent)23
Industry WA NSW VIC QLD SA TAS NT ACT
Professional Scientific 7.8 8.7 8.1 6.8 6.7 4.3 5.7 10.6
14.3 Issues, Barriers and Opportunities
The industry is controlled by the LSLB who as part of their charter must ensure that the education and training
standards meet the community expectations.
15. Action Plan / Priority Actions
15.1 Theme 1: Labour Market and Supply
6-12 Months 1-3 years 3-5 years
Decline 5%24 7% increase 3% increase
16. The Way Forward – Approach and Linkages
The industry is driven by the activity of the mining and building and construction sectors. As more land is released the
requirement for qualified surveyors mirrors this. Licensed surveyors have a tertiary qualification and are licensed by
the LSLB.
23 Australian Bureau of Statistics March 2010 24 IBIS World 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 29
Public Administration and Safety
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 30
Investigative and Security Services
17. Overview / Summary of Issues
17.1 Strategic Environmental
The importance of the Security Industry should not be underestimated as they provide guards to secure critical
infrastructure, including power, water, transport, parliament and commercial properties. Security guards are typically
defined as manpower. Crowd controllers work with the general public at major events, concerts and general social
gatherings.
The Security Industry is controlled by the Security and Related Association Control Act and this Act is controlled by
WA Police Licensing. The Security industry has been affected by the Coalition of Australian Governments (COAG)
requirement to harmonise licenses within Australia. FASPTC assisted the WA Police in developing a model that
would be acceptable across all jurisdictions. These changes will ultimately allow for better movement within the
security industry around Australia.
Some of the barriers that are evident within the security industry are:
prevention from employing any person with a criminal record or similar
issues surrounding the candidates with low levels of Language, Literacy and Numeracy (LLN); and
relatively low salaries generally paid.
In general, working hours can be unsocial in some sections however the employees are remunerated for this.
The major concerns in regional locations are those of finding affordable housing, being able to remunerate staff
sufficiently and not having staff resign to more lucrative positions in other industries such as mining.
17.2 Labour and Skill Needs
It is difficult to obtain accurate information about the Security industry due to the data being amalgamated as part of
the total Public Administration and Safety sector. In general the companies involved in security operations are more
than ten years old and have in excess of 20 employees. It is mandatory for employees to have a Certificate II in
Security Operations, however there are a significant number who have the Certificate III Security Operations or
higher qualifications. Most staff are full-time but there is also a large proportion of part-time or casual employment in
parts of the industry such as Crowd Control.
Overall the Security industry has grown over the last 12 months at a rate that exceeds 15% percent in staff
employment and it is expected that it could lift to 20% in the next 12 months. This growth is expected to continue with
changes to world politics, security risks, changes in liquor licensing laws and in the way the State Police Force views
its role.
There are approximately 22,000 licenses issued to security guards in Western Australia however it is understood that
there are about 9,000 active in guarding and 7000 in the crowd control sector. The general demographic of the
workforce is about 90% male. In some of the regional areas this changes to about 60:40 male:female as the flexible
working hours suit some domestic situations. There have been limited changes overall in the manpower sector with
changes in technology, and the demand in the industry will only swell when other economic activity increases.
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 31
The turnover of staff is generally quite high in the Security industry, and this is due to the nature of the work with a
fair proportion expected to leave the industry all together. This is primarily due to changes in those people completing
full time studies or gaining employment in higher paid career areas. The average age for employees is between 20 –
40 years and the number of employees expected to retire in the next five years is relatively low.
Industry Composition by State (per cent) 25
Industry WA NSW VIC QLD SA TAS NT ACT
Public Admin and Safety 5.8 5.7 4.6 6.2 6.5 8.2 17.0 30.1
Many issues exist in regional centres, particularly in relation to security operations training, which is a mandatory
requirement in order to gain permission to work. It has been reported that due to shortage of qualified trainers in the
North-West, those wishing to enter this industry are expected to pay exorbitant fees for training. In the Perth
metropolitan area you can expect to pay $400-$850 to gain a Certificate II in Security Operations, whereas in the
North-West potential employees can expect to pay $1500 to gain the same qualification.
17.3 Issues, Barriers and Opportunities
1. The Certificate II in Security Operations is a mandatory requirement to work within the industry. The Security
industry generally and the WA Police are concerned with the levels of literacy and numeracy of licensed security
officers.
In NSW there has been a review of the Security industry with many recommendations relating to the training and
assessment for the Certificate II Security Operations. The industry has now Gazetted the Certificate III Security
Operations and it is expected that this will help improve the standards in this vital industry.
2. The manpower section of the Security industry is expecting to increase its level of activity over the coming years.
In 2011 the meeting of CHOGM will be held in Perth, and the level of security required will have dramatic effect
on the security industry overall and in particular the manpower section. It would be expected there will be an
influx of security guards from the Eastern States to fill the significant gaps created by the large number of
anticipated vacancies.
3. With increased activity in the economy generally, the difficulty in filling expected vacancies will become more
acute. Industry‟s ability to attract casual staff who maybe full-time students looking for work will become crucial
as other industry sectors compete for and target the same pool of potential employees.
4. It must be remembered that along with the Police law enforcement, security companies employ security guards
to guard significant infrastructure and monitor crowd activities. The difficulties in retaining staff will be immense
as those transient workers seek higher paid jobs in the mining sector. If this is the case, then the Security
industry will be hit hard and the quality of people attracted to the industry will decline. LLN will become a greater
issue and require more training resources to be invested.
Note: A Strategic Audit of the Security Industry is currently being conducted by the Training Accreditation Council WA.
25 ABS March 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 32
18. Action Plan / Priority Actions
18.1 Theme 1: Labour Market and Supply26
6-12 Months 1-2 years 2-5 years
1% 10% 2%
Attraction and Retention
There are numerous factors that are subject to discussion within the service industries about attracting and retaining
personnel in a work force role. Unfortunately the service industries are hit hard when times are good and employment
levels are low. On the side of the scale when times are tough (financially) and employment levels are equally hard to
retain. The author of Partners in Retention27 (Nancy Dickinson) quotes a number of factors that drive individuals
away from a certain type of employment and they are:
A) a mismatch between the person and the role
B) a mismatch between the person and the culture of the organisation
C) individual‟s expectations of the role not met
D) insufficient opportunities for growth and advancement
E) insufficient recognition or appreciation
F) problems with management
G) stress
H) lack of work / life balance
I) loss of confidence in the organisation/ leadership
J) dissatisfied with levels of remuneration.
The last point would be seen as the most critical in terms of a balance between leading a healthy lifestyle and
maintaining a suitable level of remuneration. Often in the service industries the levels of remuneration are
governed by industrial awards etc and employers don‟t have the ability to pay over and above any award rate.
The service Industries are the ones hit hard by any fluctuations, and find it difficult to recruit to fill an important
and sometimes critical role.
19. The Way Forward – Approach and Linkages
In the next 16 months prior to the CHOGM event, the demands on private security will be monumental. Currently
information is sketchy at best and the future requirements are unknown. It is envisaged that the private Security
Industry will play a major role in proceedings for this event and that staffing numbers will be stretched to capacity.
Comment:
One of the major issues within the Security industry is attracting people with adequate Language, Literacy and
Numeracy (LLN) skills. It has been suggested that there should be a specific course designed and funded for this
particular sector. RTO‟s do not tend to have the specialised trainers who are able help these potential students meet
the required level of LLN to operate effectively in the industry.
26 IBIS World 2010 27 Nancy Dickinson – Partners in Retention
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 33
Fire Protection Services
20. Overview / Summary of Issues
20.1 Strategic Environment
The number of employees in this sector is estimated at approximately 100. The sector generally has a minimal
training effort, although some of the larger companies have their own training systems in place.
20.2 Labour and Skill Needs
There is no minimum requirement to work within the Industry. The Training Package (PRM04) is currently under
review, with a new version expected toward the end of 2010.
20.3 Issues, Barriers and Opportunities
The sector has no minimum training qualification requirement for servicing these lifesaving appliances. In light of this,
the formal training effort is minimal; however some of the larger companies do have an effective in-house training
system.
21. Action Plan / Priority Actions
21.1 Theme 1: Labour Market and Supply28
6-12 Months 1-2 years 2-5 years
Limited change 1% 1%
28 IBIS World 2010
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 34
ISSUES AND SOLUTIONS
Financial and Insurance Services:
Accounting, Book-keeping, Insurance, Banking and Finance
Issues
Solutions
Have these occupations in these industries
viewed as genuine career options.
Level of government regulation for the sector.
Australian qualifications are required in most of
these sectors and knowledge of the ATO, ASIC
and governing agencies requirements.
Skilled migrants can help in these
sectors. However, training must be
made available.
Administrative and Support Services Industries
Issues Solutions
The ability for people to re-enter this very
diverse industry sector and have their skills
upgraded.
Training and assessment of VET in schools
program.
Robust and efficient RPL system and
the availability of training as required.
Setting realistic expectations of
qualifications that can be obtained in
the VET in schools program.
Building Cleaning
Issues Solutions
Increase the number of Aboriginals in the sector
Attracting and retaining staff.
Language, Literacy and Numeracy (LLN) within
the cleaning industry
Having this industry viewed as offering genuine
career options.
Create a mentoring program for
students leaving school and entering
the workforce.
Specific LLN coursed designed and
funded by DTWD and DEEWR
Existing workers being able to signed
up to a traineeship
Pest Management
Issues Solutions
Increasing the number of Aboriginals in the
sector
Attracting and retaining suitable staff.
Having this industry viewed as offering genuine
career options.
Create a mentoring program for
students leaving school and entering
the workforce.
Ability to sign up workers with a higher
qualification transferring from another
industry to a traineeship.
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 35
Rental, Hiring and Real Estate Services Industries:
Issues Solutions
To attract and retain Property Managers
To have the Real Estate Industry viewed as
offering genuine career options.
Public Administration and Safety:
Investigative and Security Services
Issues Solutions
LLN within the security industry.
Attracting and retaining staff within the security
industry.
Specific LLN coursed designed and
funded by DTWD and DEEWR
Existing workers being able to signed
up to traineeship
Fire Protection Services:
Issues Solutions
Lack of nationally recognized training and
assessment in this sector.
Aboriginal Workforce Development Strategy:
Solutions
FAPSTC to foster the existing link with the AWDC.
FAPSTC to establish links with RTO‟s committed to providing training services to Aboriginal people.
FAPSTC to establish links with new AWDCs in regional centres: (Broome/Bunbury/Geraldton and Kalgoorlie.)
FASPTC to undertake research project to identify career pathway opportunities for Aboriginal people.
FAPSTC to research traineeship opportunities for Aboriginal people in the Financial Services Industries.
FAPSTC to indentify an ambassador and potential role model for each industry sector.
Industry Workforce Development Plan Prepared by the Financial, Administrative and Professional Services Training Council September 2010 Page 36
INDUSTRY CRITICAL JOBS
There is a varying response as to what industry considers an „industry critical job‟. This table provides the source of
evidence and the response against industry critical occupations. FAPSTC will monitor these occupations and update
as new data comes to hand from industry.
Industry Critical/Priority Jobs
Industry Critical Jobs Source of Evidence
Occupation
AN
ZS
IC C
OD
E
Jo
b O
utl
oo
k
Lic
en
sed
Occu
pa
tio
n
DT
WD
– C
riti
cal
Skills
Accountant K
1-2
No 1-2
Bank Worker K
5
Book Keeper K
1-2
3-4
Call or Contact Centre Manager N
1-2 5
Call or Contact Centre Operator N
1-2
5
Call or Contact Centre Team Leader N
5
Commercial Cleaner N
5
Corporate Treasurer K
5
Credit or Loans Officer K
5
Debt Collector K
5
Finance Broker K
5
Financial Institution Branch Manager K
5
Financial Investment Adviser K
5
Financial Investment Manager K
5
Insurance Agent K
5
Insurance Consultant K
5
Insurance Investigator / Loss Adjustor/Agent K
5
Office Manager N
5
OH&S Supervisors & Professionals N
5
Personal Assistant/ Secretary N
5
Pest and Weed Controller N
1 5
Practice Manager K
3-4
Property Manager L
3-4
1 3-4
Real Estate Agency Principal/ Agent/Representative L
1 5
Receptionist(General) N
5
Recruitment Consultant N
5
Rental Sales person L
5
Sales and Marketing Manager M
5
Security Officer O
3-4
1 3-4
Stock and Station / Sales Assistants L
5
Surveyor / Cartographic Assistant
5
Technicians and Trade Workers O
5
Valuer L
5
VERY HIGH Priority (1 and 2) 1-2
HIGH Priority (3 and 4) 3-4
LOW to MEDIUM Priority (5) 5
The source of this information for „industry critical jobs‟ varies greatly and those service industries will be the first
affected by any movement from industry. Information varies greatly from each source, meaning industry will view a
skills shortage differently to that of an industry association or similar, and the term „shortage‟ is often confused with
an actual shortage of people to fill positions.