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1Issue 02 April 2014
2014: A GAME CHANGER FOR COMMUNITY PHARMACYMORE CHALLENGES AND
MORE OPPORTUNITIES
FIGHTING FOR THE FUTURE OF AUTOMOTIVE ENGINEERS
TACKLING THE BIG ISSUES FOR OUR MEMBERS
RESEARCH, DESIGN AND INNOVATION
RESPECT, RECOGNITION AND REWARD
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2Publishing Details
Professionals Australia (registered as the Association of
Professional Engineers, Scientists and Managers Australia).
GPO Box 1271, Melbourne, 3001. Level 1, 163 Eastern Rd, South
Melbourne, VIC 3205. Telephone: 1300 273 762 Email:
[email protected] Web:
professionalsaustralia.org.au
Professionals Australia Board of Management
President Bill JacksonSenior Vice President Andrew RussackVice
President Maria FuchsVice President Col HackneyVice President
Andreas MarquardtSecretary Robyn PorterTreasurer Olaf ReinholdChief
Executive Officer Chris Walton
Professional Edge
Professional Edge is published by Professionals
Australia.Editorial contributions and feedback welcome. Contact
[email protected] for electoral
comment is taken by Chris Walton, 1/163 Eastern Rd, South
Melbourne, VIC 3205.The pages of Professional Edge are open to
contributions from all members and from other sources. Comment in
these pages does not necessarily reflect the opinions or polices of
Professionals Australia or its officers.
Creative Commons Licence
The text of Professional Edge, being the magazine, is licensed
under Creative Commons. The images cannot be republished without
prior permission. www.creativecommons.org
Printer
Offset Alpine Telephone: 03 9821 4442
This will be our final print edition of Professional Edge. From
here were moving to online publishing.
However, if you wish to receive a print version in future, just
let us know
via:[email protected]
President, Bill Jackson
Cover Engineer and Professionals Australia member Adam Bills and
the future of automotive engineers on page 26
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3Cover Engineer and Professionals Australia member Adam Bills
and the future of automotive engineers on page 26
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Contents
4 10 15
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Tackling the Big Issues for Members
Waste in Infrastructure Delivery
2014: A Game Changer for Pharmacy
Tackling the Big Issues for Members
Member Satisfaction Survey: What you told us
Professionals Australia Member Benefits 2014
Its Time to Stop Waste in Infrastructure Delivery
Managing Effective Feedback
2014: A Game Changer for Community Pharmacy?
Employment Outlook: Engineering
Employment Contracts: What you Need to Know
Science Experiences the Inefficiency Dividend
Many Languages, One Voice: Its Time to Value Practitioners
Surveyors: The Challenge Ahead
Professional Women: Join our Network
Still Fighting for the Future of Automotive Engineers
Professionals Working Later in Life
Ambulance Managers and Professionals: A Case Study
Brisbane City Council: A Case Study
Making the Most of Your Member Advantage
Architecture Student Delivered a win by Professionals
Australia
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WorkplaceAdvice & Support
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4 Professionals Australia
Professionals Australia is advocating for Australia to use the
capacity of our world-class engineers, scientists and other
professionals to build a better future for the country, through new
niche specialised industries. As the manufacturing sector declines,
the mining boom slows and we move to a knowledge-based economy one
which increasingly depends on the development and application of
knowledge and technology we need to plan for and build future
industries using the expertise of highly skilled technical
professionals.
We want science and technology to be recognised and valued in
the eyes of the community and by government and for there to be
appropriate levels of investment in research and development to
allow for industry to grow and diversify. Scientific and technical
innovation is a key driver of productivity improvement and
maintaining our global competitiveness its time we valued it.
Building our science, technology, engineering and mathematics
(STEM) capability will take long-term planning and commitment but
developing our skills base in these areas will ensure we can meet
the demands of increasingly technology-intensive roles across
industries.
Our pharmacist and translator and interpreter members deserve a
fair go, and were campaigning for better wages and conditions.
These highly-skilled professionals remain grossly underpaid and
undervalued by their employers.
Throughout this magazine, youll see how we are working on behalf
of individuals and each of our professions around issues of
respect, recognition and reward.
As well as advocating for you and your profession, we support
you at work and in life.
In this edition youll find a compendium of our member benefits
for the coming year. Services have been added, refined and enhanced
to reflect what you have told us in the Member Satisfaction Survey
in December last year.
We can help you individually with workplace advice and support,
a range of tailored benefits and inside information. We believe
that to change an industry our voice will be stronger, and our
results better, if we work together. By focusing on the significant
issues faced in the country, and helping the community realise that
professionals are critical to the solution, well achieve improved
recognition and reward.
Lastly, this is our final print edition of this magazine. We
recognise that many members prefer electronic communications. If
you wish to receive a print version of the magazine in the future,
e-mail us at:
[email protected]
Tackling the Big Issues for Members In this edition youll find
that were taking on the issues that matter to members and the
challenges that matter to our country.We believe that you - our
members - are the key to a prosperous Australian economy beyond the
mining boom and through building new innovative industries. You are
fundamental to the effective delivery of infrastructure and
essential services that Australians rely on everyday.Thats why we
believe you deserve greater respect, recognition and reward.
We believe you deserve respect, recognition and reward.
Scientific and technical innovation is a key driver of
productivity improvement and maintaining our global competitiveness
its time we valued it.
Bill Jackson, National President Chris Walton, CEO
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5Were now Professionals Australia
Professionals Australia
This change was designed to build stronger professional
divisions that could deliver better professional identity and
advocacy for members.
It was a change that reflected the evolution of our organisation
over many years, as we grew to include and represent many different
professional groups.
CEO Chris Walton explained this significant change as, much more
than just name change, it represents a shift to a stronger
commitment to solve the issues that Australias professionals face
everyday.
This change was a suggestion that came from the members, and was
determined after research showed many benefits for a new
identity.
As Professionals Australia, we have introduced a raft of new
services and support. Weve listened to members and introduced
webinars, industry briefings, economic outlooks and specific
services for individual professions.
Under our new banner, we are also working to promote the needs
of our professional groups such as professional women, translators
and interpreters, IT professionals and professional surveyors, to
ensure all professionals achieve better recognition, respect and
reward.
www.professionalsaustralia.org.au
In October last year, APESMA became Professionals Australia.
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Member Satisfaction Survey: What you told us
Members overwhelmingly found our industrial services performed
at or above their expectation, with 85 per cent reporting their
satisfaction.
You told us that you want us to focus on:
Salaries not keeping pace with the market;
Managers not understanding areas of professional expertise and
de-professionalisation;
Australian investment in infrastructure, research and
innovation.
This has already commenced through the offer of industry
briefings, employment outlooks and dedicated websites with tailored
content for each profession and key industries.
Every year we survey our members to find out how we can support
you better. This year, you told us that you want us to focus on
core business representing professionals in the workplace and
advocating for professions to the community and governments.
Member Satisfaction Survey
Thats what youve told us, and in this magazine and in months to
come, you will see that we are working to improve what we do. As an
organisation by members, for members, you set the direction.
85.7% of respondents thought that our industrial services
performance was as or above expected.
85.2% of respondents rated our member discount services as being
at or above expected.
77.4% of respondents rated the value for money Professionals
Australia represented as being at, or above, their level of
expectation.
90.8% of respondents described Professionals Australia staff as
very helpful, or helpful.
While the survey showed overwhelming support for the name
change, some people felt the change from APESMA to Professionals
Australia had resulted in a loss of some professional identity. We
want to ensure members realise that every profession now has its
own identity and governance structures to support them. You can see
our new divisions on P5.
You also told us that you were interested in both continuing
professional development schemes and an affordable and reputable
accreditation scheme for professionals. Were currently preparing
mechanisms, schemes and apparatus to offer these services to
professionals.
As weve said in the past, Professionals Australia believes in
registration, particularly for engineering but it must be
affordable and of the highest quality. At its best, it ensures
competence, protects the integrity of the profession and builds the
standing of professionals in our community.
We acknowledge that in times of increasing economic stress, fees
for any organisation are an issue. This year our fees (set by
National Board) will remain in line with CPI growth and rise by
only 2.75 per cent. Its worth remembering that fees are tax
deductable.
We are working to offer webinars to allow remote access to our
seminar program. We are moving to a greater use of electronic
communications for our members and more tailored content to
industries.
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To explore our expanded range of services, and our new
professional identities, visit:
www.professionalsaustralia.org.au
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Member Satisfaction Survey: What you told us
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8Our services - what we offer
1. Workplace Advice and SupportIn the course of your career it
is likely you will need advice at some point. We are your insurance
for those times. Professionals Australia provides workplace support
to members to through:
Workplace and industrial law specialists who are able to provide
advice and support, including negotiation. In addition, through our
own legal team, we can provide legal representation;
Contract reviews - our legal team can check your contract terms
and conditions, and protect you from potential problems down the
track;
Industry salary reports and calculators so you can know your
market value and get paid what youre worth;
Negotiation of collective agreements or Enterprise Bargaining
Agreements (EBAs);
As a registered organisation, Professionals Australia has access
to state industrial tribunals and Fair Work Australia to handle
grievances and disputes;
Industrial advocacy to protect and improve the underpinning
award safety net and through the enforcement of the National
Employment Standards; and
A network of trained, experienced Professionals Australia
Workplace Representatives to support members in many
workplaces;
2. AdvocacyWe want to make sure professionals get the respect,
recognition and reward they deserve, and we need to make sure our
members voices are heard. Although we are strictly non-party
political, our members are often directly affected by political
decisions. We make sure members concerns are listened to by
decision makers across Australia, including industry leaders,
senior bureaucrats and politicians.
We advocate strongly for our members to help create a better
future for their industry and ultimately their workplace and
profession through:
Regular public comment on policy;
Our Professional Edge email and magazine;
Surveys of our membership to find the issues that affect
members, ensuring we reflect their views;
Workplace bulletins, enabling members to stay up-to-date with
the latest news and developments;
Submissions to government advocating on behalf of our
members;
Campaigns to change public opinion and sway decision makers;
Building alliances with like-minded groups;
Production of reports, materials and videos; and
Lobbying politicians and other decision-makers.
Professionals Australia Member Benefits 2014We provide support,
advocacy and advice - for every stage of your career so you can get
on with making a vital contribution to our community and the
nations economy.
Our values what we stand for
Professionalism - We believe in the value of professionals and
professionalism.
Strength - We passionately stand up for what we believe in.
Together, we cannot be ignored.
Integrity - We are an honest member owned and driven
organisation.
Member Benefits 2014
We advocate strongly for our members to help create a better
future for their industry and ultimately their workplace and
profession.
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3. Career Support The progression of your career is essential to
getting the recognition and reward you deserve. Members are able to
access a wide range of tools designed to support you in developing
your career, no matter whether you are graduating from university,
in the middle of your career or heading towards retirement.
We assist through:
Insightful guides on a range of topics tailored to every stage
of your career;
An engineering employer directory;
Employment outlooks and industry briefings;
Help with performance appraisals and in preparing for
interviews;
Advice on improving your resume, including a resume builder and
review service;
A jobs board and access to Bayside employment services;
A website to review employers and see what they are really like
before accepting the job;
University vists and lectures about the realities of work, the
role of Professionals Australia and student membership;
A range of scholarships and mentoring programs;
Professional development through our partnership with the
Chifley Business School;
Detailed information and resources on moving to and being a
successful self-employed contractor or consultant;
Free seminars in each state on career progression and employment
issues; and
Moving to Management a series of resources and articles.
4. Financial Edge We want you to get ahead and improve your
take-home pay and retirement income.
We offer:
Financial planning advice;
Annual income tax guides;
Free seminars and videos on financial issues;
Professional indemnity insurance, saving significantly on
premiums for many contractors and consultants;
Our Member Advantage program, offering members access to more
than 1600 discounts including savings in:
Travel airline clubs, car hire, hotels, and travel
insurance;
Dining and entertainment movie tickets, 2 for1 and discount
dining, experience packages, theme parks and golf fees;
Shopping groceries and petrol, gift cards, magazine
subscriptions, electronics, car buying, computers and IT; and
Financial credit cards, financial planning, insurance, including
health insurance.
5. Professional Recognition
In some states members need accreditation to be recognised as a
professional. In addition, members need continuing professional
development to maintain their professional edge.
To better support members we offer:
Continuing professional development for pharmacists, through
convenient online access to quality CPD recognised by the Pharmacy
Board of Australia; and
The capacity to implement accreditation processes for
professionals.
Members of our Workplace Advice and Support team. Left to right:
Joanna, Danijel, Lauren, Michelle, Belinda, and Michael.
To find our more and maximise your membership, visit:
www.professionalsaustralia.org.au
Or call our membership hotline on:1300 273 762
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Engineers
Adequate engineering capacity can save governments money. Its a
fact.
Recently, Professionals Australia made submissions to the
Federal Governments National Commission of Audit and the
Productivity Commission Inquiry into Infrastructure costs, that
provided proposals to deliver value for taxpayers by restoring
engineering capacity.
We believe that we need to lift the standing of engineers, make
their work understood, value the profession and ensure that
governments have the capacity in place to deliver projects. We know
we can save taxpayers money by making sure infrastructure projects
are properly scoped, designed and managed.
Thats the way to get engineers the respect, reward and
opportunity they deserve.
The Federal Government must ensure that when they invest
taxpayers money in infrastructure, it is not wasted. Unless they
take urgent action to improve their management of infrastructure
delivery, they will watch state, territory and Federal Governments
waste billions of taxpayers money over coming years. They have
become uninformed purchasers of infrastructure and lack necessary
internal procurement management expertise.
Professionals Australias National Campaign Director Bede Payne
said, The problem is that there are now too few engineers in the
public sector. Over a relatively short period of time, thousands of
public sector engineers have been deemed surplus to
requirements.
Governments now rely on the private sector to tell us what we
should buy and how much we should pay.
Government are asking their agencies to cut corners, resulting
in engineers being placed under enormous pressure to get by without
adequate support or staff.
Professionals Australia has argued that if a government allows
for a situation to arise where there is a shortage of
infrastructure delivery expertise in its ranks, it is rendered an
uninformed purchaser. In many jurisdictions, this is now a sad
reality.
This leads to waste, project over-runs and increased costs while
driving adversarial behaviours between the public and the private
sectors.
It results in disputation and costs for industry and government
amounting to up to $7 billion per annum in Australia, according to
the Cooperative Research Centre for Construction Innovation.
Government just doesnt have the skillsThe Federal Government
funds states, territories and local government through grants for
infrastructure. Billions of which is now being wasted. Governments
around Australia lack the requisite expertise to deliver projects
on budget and on-time. There just arent enough engineers in
government organisations to scope, design and manage projects. As
governments cut staff to trim costs, theyre cutting their
engineering expertise further and further. Its penny wise, pound
stupid.
We can all think of an example of a project which has been
delayed or delivered over budget, be they ticketing systems, roads
or rail.
Its Time to Stop Waste in Infrastructure DeliveryInvestment in
engineering delivers better value for taxpayers money.
Waste in construction due to disputation =
$7 billion per annum
Whats become apparent through a vast array of research is that
government has allowed this situation to arise because they lack
in-house expertise to deliver projects. The Senate Committee that
examined these matters in 2012 reported, It is a matter of
historical record that, during the 1980s and 1990s, the public
sector began to outsource infrastructure and other engineering work
to private industry. It went further, saying, that public sector
capability to act as an informed purchaser and adequately scope and
oversee large infrastructure and construction projects has been
severely eroded over the past decades.
Government knows they dont have the skillsAround Australia,
governments have heard evidence that their lack of skills are
driving waste in infrastructure. They hear the evidence, agree with
the statements and then shelve the advice. They just cant or wont
bring wasteful state and territory bureaucracies to heel, or cant
face up to their own lack of capacity to manage assets and
infrastructure delivery.
In 2012, the Victorian Public Accounts and Estimates Committee
took advice from experts Evans and Peck that said, Skills and
competencies are below a level that is desirable to achieve good
outcomes on major public infrastructure projects in Victoria. This
is caused by a deterioration of commercial and technical expertise
in the public and private sectors, evidenced by a shortage of
skilled and experienced people in project development and delivery
in both the public and private sectors.
The Australian National Engineering Taskforce (ANET) explains: A
lack of engineering capacity within agencies necessarily results in
outsourcing work to the private sector.
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It means that the agency becomes an uninformed purchaser and
drives inadequate scope and design, which can have severe
consequences.
The BER Taskforce, a Senate Inquiry, senior Defence personnel,
industry and advocates are all in agreement that government is not
an informed purchaser and that this situation is causing waste in
infrastructure delivery. Engineers know theres a lack of skillsWhat
is of greatest concern is that engineers those at the heart of
scope and design agree. A recent Professionals Australia survey
found 80 per cent of engineers agree with a recent Senate Inquiry
finding that governments no longer have sufficient in-house
expertise to avoid wasting huge amounts of public money.
While the private sector is picking up work because of this lack
of internal capacity, more than 80 per cent of engineers believe
the private sector is suffering from the lack of capacity in the
public sector.
Perhaps of greatest concern, engineers believe that the lack of
in-house capacity is causing waste (93 per cent), project delays
(94 per cent) and more than 70 per cent believe it has the capacity
to endanger the public. What does it cost?Columnist Judith Sloane
wrote in The Australian that the cost of building infrastructure is
far too high - 20 per cent to 30 per cent above what would be
regarded as reasonable, which accords with Blake Dawsons research
that large projects ran at least 20 per cent over-budget.
According to the latest ABS data, $32.9 billion was spent in the
last year on infrastructure by governments. If 20 per cent is being
wasted because of poor scope, design and disputation, were wasting
more than $6 billion per year. A better way forwardProfessionals
Australia believes that private sector involvement in the delivery
of infrastructure brings massive benefit. It has the potential to
maximise the use of taxpayers dollars, deliver innovation and to
improve our capacity. That potential remains unfulfilled, because
governments dont have the expertise to work with them and dont know
what theyre buying. A huge backlog to meet we need the
skillsInfrastructure Partnerships Australia estimates a backlog of
$770 billion in infrastructure investment, while the Commonwealth
Government is bearing a bill of $5.6 billion to repair damage
incurred due to recent natural disasters. We have to make sure we
get the way we deliver infrastructure right.
Theyre not considered as intrinsically linked.
This is a problem for both the public and the ultimate decision
makers: government. We need a series of practical, no-cost measures
to see us get value for money from our infrastructure spend.
Its not just us, many stakeholders agree.
Building the Education Revolution (BER) Taskforce Final
Report
There is a correlation between capacity to leverage existing
public works capacity and their overall value for money outcomes.
The report outlined a decline in engineering capacity in the public
sector and said, rebuilding of capacity in several roads agencies
may represent a cautionary tale and may be an indication that a
significant level of in-house expertise is beneficial in ensuring
that governments get value for money over the life of an asset.
Blake Dawson
52 per cent of respondents (drawn from across sectors, public
and private) in 2008 said they, felt their project was not
sufficiently and accurately scoped prior to going to market. This
caused cost overruns (61%), delayed completion (58%) and disputes
(30%), with 26% of the $1 billion+ projects surveyed being more
than $200 million over budget.
Defence
Chief of Navy, Vice Admiral Ray Griggs said in response to the
Rizzo Review in December 2011:
We have for far too long viewed engineering as an overhead and
not as a mission enabler.
Question to engineers:
Do you agree there is virtually no in-house (government)
engineering capacity?
No
Yes
Government Administration
and Defence
Transport and Storage
Construction
Electricity, Gas, and Water Supply
Manufacturing
0% 20% 40% 60% 80% 100%
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Our proposals to stop the waste 10. That the Commonwealths
Procurement Unit conduct a detailed examination of
current procurement models in Australia and assess the merits,
suitability, longer term consequences of, and relative risks
associated with, each method across all ranges and scope of
projects. This research should inform the development of baseline
requirements in procurement for Commonwealth funded projects by
providing a portal through which procurement methods are assessed
on a project-by-project basis.
11. That for all Commonwealth-funded projects, procurement
criteria and incentives should be utilised to support and encourage
additional training in successful bidders, including the revival of
graduate programs and cadetships.
Additionally ANET recommended to the 2012 Senate Inquiry:
That the Department of Finance and Deregulation reviews the
Commonwealth Procurement Guidelines to ensure that the government
is an informed purchaser of engineering infrastructure and that
appropriate advice is provided in relation to procurement decisions
that require specialist technical knowledge (Recommendation 7).
That the government consider how it can encourage commonwealth
contractors to provide graduate and cadetship programs through its
procurement processes (Recommendation 9).
www.professionalengineers.org.au
Question: Does the private sector suffer from poorly scoped or
designed projects?
NoYes
Government Administration and Defence
Transport and Storage
Construction
Electricity, Gas, and Water Supply
Manufacturing
0% 20% 40% 60% 80% 100%
Construction and transport are the worst sectors for poor scope
and design.
Question: What do you think this lack of in-house engineering
capacity is causing?
Government does not need to look far for a series of solutions
that have the support of industry, employee and employer
groups.
ANET has made a raft of recommendations to government which
await implementation.
Key among them (as they relate to procurement) were:
2. The Commonwealth Government increase its engineering capacity
to ensure that it is an informed purchaser of engineering
infrastructure, in-line with the recommendations of the Building
the Education Revolution Implementation Taskforce and establish a
small Procurement Unit, residing within the Department of Finance
and Deregulation.
3. The Commonwealth Government, through its Procurement Unit
conducts an audit of its procurement capability across all
agencies.
4. The Commonwealth Government take to the relevant Standing
Council of COAG a proposal that all states and territories conduct
their own audit, to ensure that the community is receiving
value-for-money in infrastructure delivery.
5. The Commonwealth Government put in place a series of
requirements for baseline engineering competence and capacity in
jurisdictions, including local government, for the management of
projects funded by the Commonwealth Government.
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Get involved with EngageYou can make a difference. See our
practical, cost-saving measures implemented. Visit:
www.professionalsaustralia.org.au/campaigns/engage
It has the potential to endanger the public
Delays
Waste
0% 20% 40% 60% 80% 100%
73% of engineers believe lack of internal engineering capacity
could endanger the public.
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Managing Effective Feedback
Inviting feedbackA managers performance is as much dependent on
feedback as anybody elses. Furthermore, managers are much
better-placed to help others lift their work performance when they
have experienced feedback processes that work. Constructive
feedback from your manager is part of the equation but you can also
benefit greatly by obtaining feedback from the people who report to
you and from people external to the organisation.
Soliciting, as well as receiving feedback, enables you to
enquire about aspects of your performance that others might find
difficult to raise. It also signals to others your interest in
better understanding aspects of yourself that they might have
assumed you already know well enough. The ability to invite
feedback has a particularly important place in settings where
feedback processes are not part of the culture.
The keys to being in a strong position to invite feedback from
anyone with whom you are associated at work are:
Asking open and targeted questions; Acknowledging feedback;
Avoiding a defensive reaction; Feedback preparation; and Checking
the return on your investment.
Asking open and targeted questionsThis means asking questions in
a way that invites more than a yes or no answer and being specific
about the sort of information that would be helpful. For example, a
response to What did you understand to be the key messages in my
presentation yesterday? is likely to yield far more helpful
feedback than a simple How did I go yesterday?
Acknowledging feedbackInviting feedback does not mean that you
are obliged to act on it but people are far more likely to respond
to a future request if they feel they have been helpful. A simple
thank you - thats given me a new perspective on things acknowledges
the response without making a commitment to do anything. It also
paves the way for soliciting more feedback further down the
track.
Avoiding a defensive reactionWhen youve asked for feedback and
its less positive than you hoped for or openly critical, its
important to resist any urge to defend your position. Anothers
perspective can cast light on your own blind spots and be a basis
for valuable learning if you are open to it.
When managers are skilled in soliciting feedback about their own
performance, people around them at work are more likely to see
feedback for what it is - a valuable source of learning and an aid
to professional development - and to solicit feedback
themselves.
Managers and Professionals
Are you investing enough time in feedback? Robust conversations
about performance between managers and employees have the potential
to facilitate individual and organisational growth the challenge is
engaging in positive feedback practices. Dr Janet Fitzell discusses
practical ways to improve your use of feedback.
Feedback makes a significant contribution to workplace
performance. It can equip individuals and groups with a valuable
source of insight into their effectiveness, how they are perceived
by others and how others are impacted by them. Done well, feedback
fuels peoples motivations, helps them develop professionally and
provides impetus for continuous improvement by individuals and the
organisation as a whole.
Without adequate feedback, performance easily gets misaligned,
and frustrations grow both for managers and their staff.
Having a rigorous formal performance review cycle in place and
in use is an important vehicle for feedback at work.
Crucial too, is the informal feedback that acknowledges a job
well done or provides constructive advice about needed improvement.
But feedback is only truly effective when managers take the lead in
ensuring that sufficient time is devoted to it.
There are two aspects of feedback that tend to receive less
attention than they deserve: managers inviting feedback about their
own performance, and giving enough attention to their feedback
preparation. Performance can only be optimal when managers make
sure they invest sufficient time in these activities.
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Trusting and respectful relationships
Trust and respect between colleagues, including when it is the
manager you are asking, allows feedback to be provided without fear
of adverse consequences.
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Feedback preparationFeedback is far more likely to be helpful to
individuals and beneficial to the organisation as a whole when you
have devoted enough attention to your preparation. Where formal
feedback is concerned this should include:
Ensuring that the people who report to you are aware of the
organisations performance management processes and the role of
feedback in particular. They should understand the potential for
them to contribute. For example, best practice in formal
performance review provides ample opportunity for staff members to
assess their own performance as well as be assessed by their
manager.
Making sure that you are thoroughly familiar with the process,
including how to deal with a situation in which a staff members
self-assessment is significantly at odds with your own.
Careful preparation before the meeting to ensure that you are
clear in your own mind about your assessment of the persons
performance and that you have specific examples to help
substantiate your feedback.
Setting aside sufficient time for the formal review meeting and
making sure that you will be free of interruptions. Your investment
in feedback is diminished when staff are left with the impression
that you consider it less important than other aspects of your
role.
When you have a number of performance reviews to complete,
making sure that you create a manageable workload for yourself.
Trying to undertake back-to-back reviews with no allowance for one
or more to run over and without planned breaks to help you give
each person the attention they deserve, is likely to produce
disappointing results.
Creating an environment that is conducive to conversation
between you and each staff member. This means being in a frame of
mind for listening to what they have to say and being ready to
participate in a constructive conversation that is helpful to them
and to you, whatever the nature of the feedback under
discussion.
Checking the return on your investmentThe questions in this
section have been designed to help you think about your own
approach to giving, receiving and inviting feedback. Answer them
honestly and then give some thought to whether there is scope for
improvement. A supportive colleague or external coach can provide a
good sounding board for your ideas.
1. Thinking about the performance of people reporting to you; to
what extent are they meeting or exceeding the expectations you have
set?
2. How do they know whether or not they are meeting your
expectations?
3. When was the last time you asked for feedback on your own
performance at work? From peers? From your manager? From the people
who report to you?
4. (Depending on your response to question 3) what did you learn
from that feedback?
5. Thinking about the people who report to you, when was the
last time you informally acknowledged something they had done well?
And what did you say or do?
6. What did you observe about their reactions? Immediate? And
later?
7. With the benefit of hindsight, would you have said or done
anything differently?
8. Bring to mind recent feedback you offered to a colleague or
staff member reporting to you about an aspect of their performance
that you felt needed improvement. How did they react? Immediately?
Once they had chance to reflect on your feedback?
9. With the benefit of hindsight would you have done or said
anything differently?
Informal feedback also merits preparation without preparation,
such feedback will be ineffective, and can often be detrimental.
Informal feedback works best when you:
Provide the feedback in a timely way. For example if you want to
offer feedback about changed behaviour, offer it as soon as
possible after you observe an incidence. Doing this well means
investing time in being a keen observer of people at work.
Have at your disposal a repertoire of expressions from which to
compose an affirming feedback statement including when you are
feeding back about needed performance improvement. For example; I
noticed that ... and Im impressed by ... followed by something
specific about what you have observed.
Provide informal feedback regularly and with genuine intent.
Most people have a finely-tuned insincerity detector.
Use unambiguous language. For example, if you want to point out
an area needing improvement, avoid the old sandwich method of
prefacing constructive criticism with a compliment and following it
up with another compliment. It might feel easier to be offering
twice as many compliments but the risk is that only the compliments
are heard!
www.professionalsaustralia.org.au/groups/managers
1414
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15
This year also heralds the start of negotiations toward a new
Sixth Community Pharmacy Agreement (CPA 6) the framework negotiated
between the Government and the Pharmacy Guild that determines how
$15.4 billion worth of taxpayers money is allocated across
pharmacy.
We believe that community pharmacists need to have a strong
voice in both these processes, so that we end up with a viable
pharmacy model that supports consumer health and decent salaries
and conditions for community pharmacists.
We will be advocating actively and loudly for the ideas and
needs of community pharmacists to Government and throughout the
community. We know that community pharmacists can play a big role
in improving the health outcomes for patients. We need change so
that we can unlock the professional knowledge and capacity of
community pharmacists.
However, heres the rub. Reform in community pharmacy is long
overdue in Australia. We are well behind comparable western
countries who have embraced new ways of working. We know we can
deliver more to patients. We believe it is time for politicians and
policy makers to adopt new models, with better value for their
investment and better outcomes for the community.
So, community pharmacists have a choice: You can watch the
industry continue to deteriorate or, you can seize this opportunity
and help shape a better future by supporting our campaign.
www.professionalpharmacists.com.au
2014: A Game Changer for Community Pharmacy?Never before has
community pharmacy been faced with more challenges - or had more
opportunities to address the problems it faces. President of
Professional Pharmacists Australia Geoff March explains why 2014 is
a make-or-break year for community pharmacy.
As any community pharmacist will tell you this is a profession
with its challenges.
Here is what we know. Salaries are going backwards. Working
conditions are being eroded. And the new normal is that community
pharmacists work longer, harder and regrettably, without much hope
for career progression.
Community pharmacists now have to dispense more, and care for
patients less. Simultaneously, pharmacy owners stare down reduced
profits, as price disclosure provisions accelerate and bite. At the
same time a steady stream of young pharmacy graduates scramble to
find a job, any job.
So, what is most at risk from these systemic failures? Reduced
patient care? The loss of satisfying career opportunities? The loss
of expertise as pharmacists leave what is almost an untenable
profession? The answer unfortunately is all of these things, and
more.
However, this year we have a one-in-ten year opportunity to
reshape community pharmacy - a profession that so many of us
believe can provide much more.
Our first opportunity for change is in the Fair Work Commissions
(FWC) review of the Pharmacy Industry Award, the law that sets the
base pay and conditions for community pharmacists.
Decisions made by the FWC will have long lasting impacts on the
sustainability of the profession, how pharmacists work and what
they get paid. Putting it plainly, pharmacists need to get active
and break the shackles of fear to make submissions and voice
concerns. This is an opportunity pharmacists cannot afford to
miss.
Pharmacy
President of Professional Pharmacists Australia, Dr. Geoff
March
The Professional Pharmacists Australia Future of Pharmacy survey
marks the first step in our campaign to see the Award improved and
the CPA changed.
Tell us what you want to see in the future of pharmacy.
Fill in our Future of Pharmacy survey at:
www.professionalpharmacists.com.au
15
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16 Employment Outlook: Engineering
IntroductionWeve all heard about the skills crisis in Australia
but what does it really mean for Australian engineers? Our thoughts
might turn to the mining boom, to fly-in-fly-out workers or to
professionals moving their families to Western Australia or
overseas in an attempt to further their careers. In this Employment
Outlook, we attempt to make sense of Australias labour market from
an engineers perspective, including a quick historical rundown, and
the current situation where the jobs of the future will be
found.
Historical snapshotIf you were an engineer in the 1980s, chances
are you may have been accepted into a public service role
immediately upon graduating from university. There you would have
gained experience on a variety of public projects while you worked
under some of the best engineers in the country. You might have
gone on to become a senior government engineer until your
retirement, or you may have moved into the private sector or formed
your own business.
Since the 1990s however, an engineers career has not been so
straightforward. Jobs have been moving from the public to the
private sector, employers tend to hire only candidates with the
industry standard minimum five years experience, engineering work
doesnt often come in the form of a permanent role and there can be
a strong pull towards non-engineering occupations.
Jobs growthEngineers skills have been in strong demand over the
past decade thanks in large part to the mining boom, and government
investment in infrastructure.
Employment Outlook:EngineeringFollowing the employment outlook
for technical professionals that we released last year, many
members contacted us to ask for information specific to their
profession. In response, the first profession well be covering in
depth is engineering. In coming months, well be producing
employment outlooks for other professions.
The nature of engineering work is set to change in the coming
years however, as the mining industry moves towards a less
labour-intensive phase and manufacturing and building activity
weakens.
Figure 1 shows rising levels of engineering employment in recent
years.
The sectors, the industries and the rolesEngineering is not
governed by a single labour market for homogenous engineering
skills but numerous labour markets conditioned by specific
engineering skills and experience levels.
Figure 2 shows the distribution across industries of engineering
professionals employed in 2013.
The minerals and energy and building sectors have generated a
high proportion of engineering activity and value in recent
year.
Mining contributed 9.6 per cent of Australias GDP in 2012-13,
industrial and commercial building grew by 12 per cent per year for
the last decade and in that time, engineering construction also
increased by 17 per cent per year. Of these sectors however, mining
and petroleum are the only areas where recognised skill shortages
remain.
The work outlookEngineering employment levels seen over the past
few years may not be sustainable, especially in the resources
sector and automotive and food processing industries. But while
demand for engineering skills in some sectors is now easing and
media attention has been focussed on recent manufacturing job
losses, the outlook for engineers in Australia remains
positive.
Table 2 (on page 18) shows actual and projected engineering job
growth in Australia by occupation.
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Figure 1: Employment levels for engineering professionals
20032013
Accomodation and Food ServicesArts and Recreation Services
Administrative and Support ServicesHealth Care and Social
Assistance
Retail TradeRental, Hiring and Real Estate Services
Other ServicesEducation and Training
Wholesale TradeTransport, Postal and Warehousing
Information Media and TelecommunicationsFinancial and Insurance
Services
Electricity, Gas, Water and Waste ServicesMining
Public Administration and SafetyManufacturing
ConstructionProfessional, Scientific and Technical Services
16
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17
Where the work isThe publicity surrounding the mining and
resources boom and the sheer value that the sector generates for
our economy may give the impression that the bulk of engineering
professionals are working in the resource rich states. In fact,
census data tells us that more than 60 per cent of engineering
professionals are working in engineering roles in NSW and Victoria
(as seen in Figure 3). Resources states, Queensland and Western
Australia, follow with a combined 30 per cent and the remaining
states make up only around 10 per cent of engineering
employment.
What the work isPresent demand for engineering skills is coming
chiefly from mining, manufacturing, defence and civil
infrastructure.
Civil infrastructure
The current geographic distribution of engineering jobs looks
set to continue with the nations largest civil infrastructure
projects commencing in our most populous capital cities as seen in
Table 1. The Australian Workplace Productivity Agency (AWPA)
estimates that there will be jobs for up to thousands of
professional and paraprofessional engineers on large infrastructure
projects, such as road and rail, electricity, water and
telecommunications infrastructure, in New South Wales, Victoria and
South Australia.
Manufacturing
We are starting to see an increasing need for highly qualified
engineering professionals in emerging industries as well as in
established industries which traditionally relied on a higher
number of low skilled workers. Manufacturing is already moving
towards advanced technologies and knowledge-intensive services like
robotics, biotechnology and bioscience.
Mining
The Australian resources boom is transitioning from an
investment phase, which is construction intensive, to a production
phase which is all about operations. The transition is expected to
result in a decline in resources investment and construction but an
increase in resources sector operations activity and production.
AWPA predicts that because of the transition, employers will
require high-level specialist operators with engineering skills to
fill roles that require deep and relevant experience.
Between April and October 2013 there was a decline in resources
projects at the committed stage (from 73 to 63 projects) but a
record $30 billion was generated from 18 completed projects. The
latest available figures reveal an additional 162 advanced
projects, meaning that a skilled mining workforce will continue to
be in high demand for some time, after this tempting hiatus.
Figure 2: Percentage of engineering labour force
Figure 3: Distribution of the engineering workforce by state
(2006 & 2011)
Accomodation and Food ServicesArts and Recreation Services
Administrative and Support ServicesHealth Care and Social
Assistance
Retail TradeRental, Hiring and Real Estate Services
Other ServicesEducation and Training
Wholesale TradeTransport, Postal and Warehousing
Information Media and TelecommunicationsFinancial and Insurance
Services
Electricity, Gas, Water and Waste ServicesMining
Public Administration and SafetyManufacturing
ConstructionProfessional, Scientific and Technical Services
0 5 10 15 20 25 30 35 40
NSW
Victor
ia
Quee
nslan
d SA WA
Tasm
ania NT AC
T
2006
2011
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Project Name Number of Jobs*
NSW North West Rail Link 16,000
WestConnex motorway
10,000
Victoria Regional Rail Link 5,600
East West Link 3,200
Port of Melbourne redevelopment
1,100
Table 1: Major projects and associated jobs created in NSW and
Victoria
17
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18
Defence
Defence requires specialised and distinct engineering skills. In
2013 there were 48 major defence projects underway across
Australia, including the most complex naval ship construction
program undertaken in Australiathe Hobart Class Air Warfare
Destroyers project currently underway in South Australia. Defence
projects also include procuring a new submarine fleeta project that
will require significant engineering skills.
The global engineering marketMany European countries place a
high value on engineering skills20 per cent of all university
graduates in Finland gain engineering degrees, 55,000 students in
France graduate with engineering degrees each year and Germany is
home to Europes largest engineering labour force, with more than
1.94 million workers in engineering-related occupations. Despite
this strength, after the worst of the GFC, even Germany saw record
shortages of engineers (76,400 vacancies). Australia accepts a
substantial number of European engineers into its workforce each
year, and this was particularly so immediately after the GFC when
they made up 23.1 per cent of all newly arrived engineers.
Asian nations are producing well over half of all engineering
graduates globally. Consequently the global share of the
engineering education market in western countries has dropped
significantly in recent years. This is especially the case in the
USA, although a large proportion of engineering degrees there
continue to be awarded to non-US citizens.
Such changes are also apparent in the global employment market.
For instance, almost half (49.7 per cent) of all overseas-born
engineers working in Australia today are Asian-born while only 5.3
per cent are born in the Americas. Prior to the 1990s, the largest
proportion of overseas-born engineers working in Australian was
from Europe, which has now fallen to second place at 27.9 per
cent.
Vacancy rates and migrant labourAustralia has relied upon
imported labour for its engineering projects for decades and
Australian Government policy has favoured migrant labour as the
main solution to engineering labour shortages during the recent
resources boom. Its not surprising then that there are almost as
many overseas-born engineers (78,986 or 48.2 per cent) employed in
engineering in this country as there are Australian-born engineers
(84,926 or 51.8 per cent).
By contrast, foreign workers represent only five percent of the
German engineering labour force.
The high level of overseas-born engineers is only part of the
story though. Some of these professionals may have arrived with
their parents as children. Others are working under Australias
temporary work (457) visa program and many have applied for
permanent residency under our skilled migration schemethis group
combined has been steadily increasing since 2003-04 when only 5206
visas in total were granted to engineers. In 2011-12, the number of
temporary visas granted to engineers increased by 3220 (46 per
cent) on the previous year, a new record.
These numbers could be set to increase further. In 2013, the
Government proposed changes to the way in which Australia grants
temporary work visas to tertiary-qualified professionals. Existing
labour market testing ensures that temporary labour is brought in
from overseas only if there is a genuine shortage of qualified
Australian citizens and permanent residents to meet short-term
requirements. These changes, by contrast, would exempt engineering
occupations from the labour market testing criteria currently
associated with the temporary visa program.
www.professionalengineers.org.au
Occupation Number of jobs (2012) Actual new jobs created (2009 -
2013)
Actual % growth (2009-2013)
Projected new jobs created (2013 - 2017)
Projected % growth to 2017
Civil engineering professionals
43 500 3800 10.7 600 1.4
Industrial, Mechanical
31 000 7700 27.0 500 1.5
Electrical engineers 25 100 11 400 75.4 1000 4.1
Engineering managers
21 800 na na 900 13.3
Mining Engineers 12 700 na na 200 1.3
Telecommunications Engineering
12 500 na na 1400 11.1
Aircraft Maintenance Engineers
10 900 na na 200 2.2
Electronics engineers
6800 na na 600 8.2
Chemical and material engineers
5900 na na 700 11.9
Other Engineering 10 700 na na 800 7.2
Table 2: Engineering employment, actual (2009-2013) and
projections (20122017)
18
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19Employment Contracts
Michael Butler, Director Industrial Relations, Workplace Advice
and Support
You told us in the 2013 Professionals Australia Member
Satisfaction Survey that the most important service was individual
workplace advice and support.
You also told us that within that category, assistance with
employment contracts was a greatly valued component of our
service.
To help you further, I asked the members of the Workplace
Advance and Support team to provide their most commonly given
advice regarding this fundamental employment document.
This brief insight into employment contracts is just the
beginning if you wish to know more, or require specific advice and
support, please reach out to Workplace Advice & Support (WAS)
for assistance.
So what is my number one piece of advice? Always get it in
writing. Too often we have members call claiming their employer has
reneged on a verbal agreement.
Despite any personal ties you may have with an employer, always
make sure you get all agreed conditions down in writing.
Employment Contracts: What you need to knowOur legal eagles in
the Workplace Advice and Support team took some time to give you
their best piece of advice on what to look for before you sign your
next employment contract.
www.professionalsaustralia.org.au/support
It is important to carefully examine restraint of trade clauses.
While these need to be reasonable and the courts will apply this
test if a former employer attempts to enforce them, you should read
such a clause carefully before you sign the contract and raise any
concerns or queries which you may have . After all when you sign a
contract you are agreeing to its terms.
- Joanna
Get advice from Professionals Australia to see if you are
covered by an enterprise agreement or award. Many times we
encounter situations where employers are not aware that their
professional employees are covered by an enterprise agreement or
award. As a result the provisions in the employees employment
contract dont meet the requirements of these legal instruments that
cover them.
- Jacki
If your written contract is not comprehensive there may be other
documents which will be very important such as letter of
appointment, company policies etc. Keep copies of everything
related to your employment.
- Lauren
Where possible, incorporate your position description and key
performance indicators into the contract. This prevents an employer
from ambushing you with extra duties and deliverables.
- Jack
Try to get as many workplace policies incorporated into your
contract as terms of your contract this way if there is a breach of
a policy its also a breach of your contract and may give you
stronger legal standing.
- Michelle
Get any variation to your contract in writing, signed by both
parties (you and your employer) date it and annex it to your
original contract.
- James
Be mindful of implied doctrines which constitute almost every
contract. These are what the jurisprudence calls so obvious that
they go without saying. One such doctrine is that of mutual trust
and confidence, good faith obligations and duty of care these
implied doctrines are mutual.
- Danijel
Dont consent to unilateral variations of your contract call PA
for advice before you consider consenting either expressly,
implicitly or by conduct.
- Belinda
Director Industrial Relations, Michael Butler
19
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20 Science
For the first time since 1931 we do not have a Minister for
Science. On top of this, we are getting daily reports of continuing
cuts across science organisations.
Recently released of figures show Australia has one of the
lowest levels of government support for R&D and development in
the world.
Professionals Scientists Australia CEO Chris Walton is concerned
by these figures and believes there needs to be a shift in
thinking.
Recent figures from the OECD show that Australias investment in
R&D is well behind countries it would count as contemporaries
for advancement and scientific endeavour.
These OECD numbers show R&D funding in the US as 0.22 per
cent of GDP, in the UK it is 0.14 per cent, while Australia only
commits 0.09 per cent.
This current level of funding places us 20th out of 26 countries
on the OECDs patent quality index.
More disappointing is that in innovation efficiency, Australia
is currently ranked 107th in the world, said Mr Walton.
Investment, nowWe know that investment in science and R&D
leads to technological and societal advancement. We see that it is
important to make the connection between the investment and
productivity improvements across the economy, said Mr Walton.
There has always been an under-valuing of science and research
in Australia. This current level of investment in R&D shows
this clearly.
Australia is now dangerously close to losing its position as a
high-wage, high-skill economy, and we are now beginning to slip
behind many middle-wage economies such as Malaysia, South Korea and
the Czech Republic, said Mr Walton.
These factors have led Professionals Australia to have very real
concerns about the direction of the current government in valuing
science and its contribution to policy development, productivity
and economic growth.
Following the historic failure to appoint a Science Minister,
Professionals Australia conducted a survey of its membership. The
responses are being used to finalise a policy paper to frame a
campaign to get scientists the respect, reward and recognition they
deserve.
Key among the findings of the survey were that more than 93 per
cent of respondents thought that having a Science Minister was very
important or important and nearly 90 per cent felt that science was
devalued by disaggregating it across several portfolios. Nearly 84
per cent identified funding constraints as the main issue facing
science in the next three years, with strategic and sustainable
funding being a key issue respondents wanted Professionals
Australia to advocate for.
Respondent comments were incisive, with some describing cuts to
the science budget as an inefficiency dividend due to the impact on
our ability to drive productivity gains. Technological advance has
been identified by prominent economists as one of the key drivers
of productivity gains and economic growth.
We believe that not only is funding for research and development
too low, but that its unfair that scientists are stuck on a
merry-go-round of grants applications of which the vast majority
are unsuccessful, said Mr Walton.
For more information visit www.professionalscientists.org.au
Science Experiences the Inefficiency DividendOur global
counterparts have recognised the importance of research, innovation
and scientific endeavour, yet in Australia, our capacity is being
stifled.
Professionals Australia and the Research Alliance
In 2013, Australias research and science community joined
together to form the Research Alliance, of which Professional
Scientists Australia is a signatory.
The Alliance comprises more than a dozen groups, including the
peak bodies in science, higher education, social sciences and
humanities, as well as our most eminent scholars and our most
recent Nobel Laureate, Professor Brian Schmidt.
The Research Alliance is interested in the big picture for
Australia, and the central role science and all other forms of
research can play in a flourishing future.
The Alliance is committed to a set of fundamental principles
that will secure a smarter, more productive and resilient future
for Australia.
20
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Research Alliance Fundamental Principles
1. Invest strategically and sustainably Governments must support
planned, stable and appropriate investment in research over the
long term, which is essential if we are to tackle large, complex
problems and embrace opportunities facing Australia.
2. Build our research workforce get and keep the best To ensure
we attract and retain the best researchers we must offer
appropriate conditions. Career uncertainty means that many leave
research or leave Australia to seek a stable future
3. Build a productive system and get the most out of it
Governments must set a stable and sustainable funding framework for
infrastructure (buildings, equipment and the technical experts to
keep them operating) especially for national facilities.
4. Be among and work with the worlds best Global collaboration
is more necessary than ever with the rise of international
research, commerce, communication and other systems that transform
our lives and opportunities. Our best researchers must work with
the best globally.
5. Bring industry and academia together When industry and
researchers work together effectively we innovate and multiply our
strengths. We must ensure there are clear and reliable policy
incentives that facilitate deep and sustained collaboration between
industry, public sector, university and research institutes. We
must harness national talent to create knowledge, opportunity and
new jobs.
6. Expand industry research Governments need to create an
environment which encourages industry to invest more in research
and which makes Australia an attractive place for international
companies to undertake research. Innovation underpinned by research
and development improves industrial productivity and is critical to
ensuring strong growth.
7. Invest in our best research and our best researchers
Government has a clear role in setting priorities for research, and
in supporting research which underpins discovery. The independent
expert assessment process should be used to identify excellence and
to coordinate the best researchers, research programs and
groups.
21
Professional Scientists Australia President, Robyn Porter
-
Translators and Interpreters
Many Languages, One Voice: Its time to value practitioners
Government outsourcing of language services has created an
environment where cost is imperative and the quality of service
provided by translators and interpreters is undervalued.
Many Languages, One Voice campaign director Bede Payne talks
about the challenges and changes needed to reshape the language
services industry. Over the last two years translators and
interpreters have come together to speak with one voice and drive
reform in the language services industry.
The Many Languages, One Voice campaign, has already achieved
great success, creating a foundation for the campaign to grow.
Over the past few decades, the language services industry has
fundamentally changed, both in terms of its economic structure and
the demographic of its workforce.
The industry is interesting in that it reflects experience of
the immigration cycle.
For instance, the translators and interpreters that work with
communities who arrived in Australia in the post-war period, are
largely employed in health care settings because ageing communities
have greater health needs. While practitioners that work with
communities in the process of arriving and settling, largely work
in immigration services.
When you consider that translators and interpreters provide
services to over 70 language groups across legal, health, education
and government settings, the breadth and complexity of the work is
remarkable.
At the same time, the way services are being provided is
undergoing significant change.
Previously, language services were offered directly through
government. Now, services are outsourced via agencies.
Through outsourcing, decisions about the allocation of
translators and interpreters become focussed on financial
imperatives, rather than on quality to ensure communities get
appropriate access to proper healthcare, justice, education and
government services.
Mr Payne explained that We, as a community, expect access to
these services.Translators and interpreters work to ensure migrant
and deaf communities have access in the same way.
Right now we are seeing language services agencies drawing on
translators and interpreters from the same pool of practitioners.
This results in a daily battle between agencies to find and
allocate a practitioner for each appointment. It means theres no
certainty in the system and as a result, no workforce planning.
This has created a market where agencies compete on the basis of
lowest price and where quality and standards are put to one side.
This market doesnt demand quality, and by not demanding quality,
the market undervalues the service translators and interpreters
provide, said Mr Payne.
Reshaping the language services industry would deliver benefits
to governments and the community.
An improved industry would see higher quality practitioners
increase community access to government services, which would
reduce long-term costs. Consider the cost, waste and lack of
justice of legal mistrials that could be avoided by using quality
language services in legal settings.
This is not just an issue of winning professional recognition
for translators and interpreters, but one of ensuring the market
has capacity to cater for increasingly complex and diverse demand
as the number of languages increases.
We believe that government contracts need to be awarded based on
quality of service and that overall costs should take precedence,
over the lowest direct cost.Its time for translators and
interpreters everywhere to get involved. Its time for the
fragmentation that plagues the industry to be broken by the people
it hurts most the practitioners.
My Payne believes that practitioners have a key role in helping
fix their industry.
Professionals Australia has reached out to other industry
associations to help build a partnership in the image of our
campaign, Many Languages, One Voice.
The partnership aims to bring representative bodies together so
that we can all work towards changing the industry for the benefit
of all.
As an industry we need to sign up students and practitioners,
lobby politicians, work with business and communities.
We will continue to support practitioners legally and
industrially, particularly by providing modern CPD and education
opportunities that will work to increase pay and recognition.
Make no mistake it is only if translators and interpreters
actively support our campaign, that will we have a strong enough
voice to argue for the changes needed, said Mr Payne.
Together, we need to work to create a language services industry
that supports the professionals that work in it and delivers better
service for communities.
www.translators.org.au
22
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23
IT ProfessionalsAustralia
Professional
AustraliaArchitects
Professionals
LGEAAustralia
Translators and
AustraliaInterpreters
ProfessionalContractors and ConsultantsAustralia
Collieries
Association
Professional
AustraliaEngineers
Professional
AustraliaManagers
Professional
AustraliaScientists
ProfessionalPharmacistsAustralia
Bede Payne is Professionals Australias National Campaign
Director. He is working collaboratively with members to implement
the Many Languages, One Voice campaign.
23
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24 Surveyors
According to Professionals Australias Senior Organiser,
Llewellyn Rees, there has been a significant decline in the
understanding of how important surveyors are in the building and
construction industry.
Professionals Australia has a strong group of surveyor members.
What we are hearing from these members, is that there has been a
shift in focus from quality as the number one driver for
contractors, to cost reduction, said Mr Rees.
The pressure to keep costs down in the construction industry is
forcing changes down the food chain that result in lowest cost
tendering, which increases risk and lowers quality.
This is having an effect on build quality, delivery and the
professional standards and future of the surveying industry, Mr
Rees said.
Surveyors: the Challenge ahead
As experts in building legislation, technical codes and
construction standards, surveyors often act as the realists in the
construction industry, by providing practical advice to architects,
engineers, town planners and builders throughout the design and
construction phase.
Without proper consultation from surveyors, building and
construction projects are far more likely to face increasingly
expensive setbacks, which could have been avoided.
On countless occasions surveyors are brought into a project
after something has gone wrong and the developer is in strife and
all too often, the solution to fix the problem, is far more
expensive, than the cost of getting a surveyor in at the beginning
of the process, Mr Rees said.
And this type of thing is starting to happen more and more as
developers are more and more focussed on cutting costs.
We are working to give surveyors a voice in the building and
construction industry. As the building market has flattened,
surveyors have found themselves fighting the shift from focus on
quality, to focus on cost.
At the end of the day, developers need to ask the question: Is
the risk of a failed project, worth saving a few bucks here and
there?
www.professionalsaustralia.org.au
Professionals Australia Senior Organiser, Llewellyn Rees
24
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25Professional Women
Professionals Australia advocates strongly for gender equality
in the workplace.
We believe that greater participation and status of professional
women in engineering, science and other technical professions is a
not only an important goal, but it is now a business
imperative.
Our survey of professional women shows that there is much room
for improvement. This is not only an issue of opportunity for
women. Industries must address issues of culture, flexibility and
career progression, to ensure the talents of half the population
are utilised.
Through Professionals Australias Professional Womens network, we
actively represent the issues and concerns of professional women
through participation at and input into, a range of highly regarded
forums.
The current Professional Womens Coordinator is Sarah Andrews,
Professionals Australia Director South Australia.
Professionals Australias Women in the Professions: The State of
Play report concluded that priority attention was needed to address
workplace culture in male dominated professions to remove barriers
to the full participation of professional women in the
workforce.
In The State of Play, 47.4 per cent of respondents said that
their career progression had been affected by workplace culture and
71.6 per cent of engineer respondents said taking parental leave
was likely to be detrimental to their career.
Nearly 40 per cent of respondents had experienced bullying, 38
per cent had experienced discrimination and 20 per cent reported
experiences of sexual harassment. Nearly a quarter of respondents
expected to leave their profession within five years.
Professionals Australia is advocating for greater gender
diversity in contractor teams and in all government infrastructure
projects.
Join our Professional Womens networkWith the challenges of
retaining talent in many professions, there is now a compelling
business imperative for organisations to maximise the vital
contribution of professional women.
To get involved in the Professional Womens network or to discuss
the issues affecting you and other women in your workforce,
visit:
www.professionalsaustralia.org.au/groups/professional-women
Together we can shape the future.
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Recent announcements of the end of automotive manufacturing in
Australia have left many wondering what the future will deliver for
workers and businesses that serve the industry.
Professionals Australia has argued that while the loss of
manufacturing is bad, we cant afford to lose the innovation
capacity provided by our world-class automotive engineering
sector.
We are in active discussions with State and Federal governments
on how to maintain our engineering and design capacity in Australia
at Toyota, Holden and Ford and to build new high-value industries
that will support a modern, prosperous Australia.
Professionals Australia CEO Chris Walton said, What we must do,
for the long-term prosperity of the nation, is focus on high-skill,
high-wage specialist industries so that we maintain our standard of
living. Australia cannot and should not try to compete with
low-wage, low-skill economies.
Isolation is no longer an excuse in a technologically globalised
world and government should work with industry to find niche
markets where we already hold some capability. Automotive
engineering and design is one such sector, Mr Walton said.
Professionals Australia believes that government should make
every effort to retain the automotive engineering capacity we have
and in doing so, aim to build a Centre of Excellence that performs
work to serve global markets.
Establishment funds should also be made available to automotive
engineers wishing to establish businesses servicing the global
automotive industry, while innovation funds could assist establish
a range of diverse, highly specialised niche industries.
Mr Walton believes that Australia should look to Germany as an
international examplar of an economy which has implemented
appropriate support measures to deliver robust manufacturing
sectors.
The evidence for supporting investment in automotive engineering
exists, and Professionals Australia advocates for consideration of
this evidence by Australian governments.
Engineering must come off the Skilled Occupations ListRecent
figures show a collapse in internet advertised vacancies for
engineers year-on-year, approaching 55 per cent in January this
year, with the figures in many disciplines much more stark.
Professionals Australia has advocated to the Federal Government
that they examine disciplines of engineering on the Skilled
Occupation List (SOL) impacted by automotive closures, and remove
them, so as to allow for our members to have the best chance at
local employment.
Still fighting for the future of automotive
engineersAuto-engineering in Australia is a key driver of economic
innovation. Professionals Australia is hard on the case for an
innovative Australia.
Engineering
The SOL defines which industries are in shortage where employers
can sponsor entrants from overseas to fill positions.
Mr Walton said, The maintenance of a highly skilled engineering
workforce in Australia is key for a full range of industries that
rely on the design skills which only these technical professionals
hold.
By bringing science to life, engineers enable the delivery of
vital services in every walk of life from infrastructure to IT and
telecommunications.
As our importation of engineering labour over many years should
have taught us, engineers are highly educated global professionals,
able to move to meet demand.
With the departure of high-end manufacturing and the allied
industries it enables, we also will see the departure of some of
the most vital human capital we have, unless we implement practical
public policy measures.
www.professionalengineers.org.au
Left to right: Holden auto engineers and members, Maria Tilling,
Scott Gibbins, Adam Bills, Winson Ng.
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Professionals working on Tell your storyAre you a professional
engineer between 55 and 70 in the workforce? Swinburne University
wants to hear from you.
Professionals Australia supports members through every stage of
their career. To improve our understanding of how to better support
members working in later life or transitioning to retirement we are
supporting Swinburne University PhD student, Alison Herron, recruit
participants to her project:
Professionals working in later life: personal experiences and
changing contexts.
The purpose of Alisons research is to explore the experience of
late working life from the perspective of professional
engineers.
Swinburne University PhD student, Alison Herron
Get involved
To be a part of this project, or to find out more information,
contact Alison at:
[email protected]
At present, there is very little collective knowledge about how
professional engineers are experiencing their career in terms of
diversity of the working arrangements, the constraints and
limitations they face and the opportunities presented to them.
This study aims to contribute valuable knowledge about these
personal experiences and influences on individual professionals
continuing engagement in the workforce.
Alison will provide Professionals Australia with feedback about
the findings, which will help us build a clearer understanding of
what working life is like for engineers in late career.
The study will involve Alison conducting one-off interviews with
40 professional engineers over the next six months.
This is your opportunity to tell your story and contribute to a
more complete understanding of what its like to be working in the
current economic and social climate.
As the official education provider of Professionals Australia,
Chifley Business School offers a suite of Management Postgraduate
qualifications to all members to support their professional
development.
Programs include the Master of Business Administration and
Master of Business Administration (Technology Management) amongst a
range of other postgraduate qualifications.
THE MBA FOR PROFESSIONALS AUSTRALIA MEMBERS
Call us NOW on 1300 244 353 for further information and to
access exclusive member rates.
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28 Case study: Ambulance Managers and Professionals
Association
In 2010, Professionals Australia (as APESMA) negotiated the
previous three-year EBA for Ambulance Managers and Professionals in
Victoria. The result was a three year agreement that included a 12
per cent increase for members, among other improvements.
That agreement expired in September 2013 and negotiations for a
new agreement are currently stalled. While this may be cause for
concern, considering it is now seven months since the agreements
expiration, it is very similar to our starting point in 2010.
With the Victorian Government facing an election in November, it
is now intentionally stalling all public sector bargaining.
Even without the pressure of an election year, consider how long
it took for our teachers and nurses to reach agreements? And
consider that paramedics are still not close to finalising their
agreement.
This inertia is being caused by a number of factors; primarily,
the Victorian Governments inability or refusal to approve Ambulance
Victorias (AV) Log of Claims. What we do know it know that these
delays disadvantage our members.
Professionals Australia has been working with AMPA members to
develop a Log of Claims. The Log of Claims was produced based on
feedback received during meetings, direct input and a survey.
The Log of Claims has been unanimously accepted at all
meetings.
Our organisers understand these complexities (including the
importance of timing) and our strong and active membership exerts
unity to ensure the government listens to our voice.
Professionals Australia is pursuing every means to engage
Ambulance Victoria in an attempt to commence bargaining. We have
presented ourselves and our members as professionals. We continue
to work to good faith bargaining guidelines and carry the
expectation that Ambulance Victoria will operate in the same
manner.
However, to date, that same goodwill has not been
reciprocated.
Ambulance Victoria is running out of excuses to enter
negotiations. To ensure these negotiations achieve the recognition,
respect and reward our members deserve, we need all Ambulance
Managers and Professionals to get active and get involved.
For more information visit www.professionalsaustralia.org.au
Case study: Ambulance Managers and Professionals It is time for
Ambulance Victoria to get their priorities in order. We are doing
everything in our power to commence bargaining, yet AV continues to
avoid coming to the table. Its not good enough. The time for action
is now. Sharelle Herrington
Victorian Director, Professionals Australia
Get involved
There are three ways you can get involved:
1. Speak to an AMPA representative in your workplace
2. Attend the next meeting at your workplace
3. Contact Senior Organiser, Llewellyn Rees on 03 9695 8840
Details are available online at:
www.professionalsaustralia.org.au
Director Victoria, Sharelle Herrington
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29Case study: Brisbane City Council
Case study - Brisbane City Council (BCC)
27 November 2012
The campaign continued which forced the council to reveal the
details of the types of contracts and numbers of people employed on
them following claims that BCC is not bargaining in good faith.
It is clear all these contracts are very similar, if not exactly
the same.
Following the petition, Professionals Australia members sign
bargaining agent forms which would require the CEO to meet each
individual member on their collective claim to have common law
contracts amended to reflect that they are to be read in
conjunction with the award and EBA. To prove how important this
issue is to all the professionals at BCC.
Other engineers at the council begin signing these bargaining
agent forms and joined Professionals Australia.
Members vote to take action to turn up to a joint consultative
committee to present the CEO with the prospect of re-negotiating
114 contracts individually.
Council CEO is taken back by engineers standing together.
Professionals Australia wins exchange of letters for Engineer
Leadership Group to include Professionals Australia.
When presented with the prospect of having to negotiate 114
contracts individually the CEO says, There is no way I am going to
individually negotiate individual agreements. The council decides
to recognise Professionals Australias claim.
Professionals Australia members win improved consultative
processes and further opportunities to improve reward, recognition
and respect for BCC engineers.
Industrial Commission does not grant arbitration and calls on
parties to continue to conciliate despite industrial action
ballots.
As a result of being at the table, Professionals Australia wins
compensation for the removal of the Income Protection insurance.
This is applied to people on common law contracts, bringing them in
line with all other employees at the council.
Brisbane City Council gives an undertaking to change the award
to recognise common law contracts so that employees remain in the
industrial system. A great win for professionals at council.
18 December 2012
1 March 2013
4 March 2013
21 March 2013
16 July 2013
8 October 2013
Professionals Australia now has approximately 60 members
currently working in an engineering or management capacity at
Brisbane City Council. When the employer, BCC, threatened the
workforce with a re-structure, putting many of our members jobs at
risk, Professional Australia members stepped up to take on the
challenge.
When presented the prospect of negotiating every contract
individually, the CEO gladly accepted the members proposal to have
their common law contracts treated similarly to an EBA. This led to
negotiations, which led to improved conditions for all
Professionals Australias BCC members. We work with members to
deliver respect, recognition and reward using all the tools at our
disposal.
The timeline below details the steps we took with members to
deliver a result for professionals at BCC.
Brisbane City Council (BCC) announces a restructure of their
workforce which will significantly reduce the councils engineering
capacity and impact on the lives of engineers. This is the first
our members hear of it. The council believes that because members
all are on individual contracts, they arent entitled to enterprise
bargaining provisions and conditions around the restructure.
During the consultative process, the engineering workforce is
frozen out, meaning they will have no say about the future of their
jobs.
Professionals Australia members join forces and request to meet
with the council executive team to talk about this problem.
Professionals Australia takes the case to all engineers at
council, including non-members. Together they are stronger, it
clearly effected all those on common law contracts at BCC
To gather support, Professionals Australias engineers launch a
petition to demonstrate the how many engineers are concerned about
process.
The council CEO begins to take the concerns of engineers more
seriously when presented with the petition, forcing a meeting
between Professionals Australia and the Engineer