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Foreword
With the ageing of the Australian population, it is now more important than ever to encourage
experienced workers to remain in the workforce, and to pass their skills and knowledge on to others.
Mature age workers are critical to Australia’s ongoing economic success.
Investing in Experience is a one-stop guide for employing people aged
45 years and over. The guide has been developed in partnership with Australian Industry Group, and
has been user-tested among employers across a range of industries. The guide is designed to build
employer confidence in recruiting and retaining mature age staff, and to encourage positive age
management practices in workplaces across Australia.
The guide forms part of the important work of the Australian Government’s Consultative Forum on
Mature Age Participation. The Forum, which was formed in February 2010, includes representatives of
senior’s organisations, unions, employer and industry groups, working together to raise awareness of
the benefits that mature age people bring to business.
I wish to thank Forum members, in particular the Forum’s Chair, Mr Everald Compton, for input into
this guide and for ongoing advice about removing the barriers to employment for mature age people.
No business is too big or too small to support and value older workers. I encourage all employers to
take advantage of the tools and assistance provided in this guide.
The Hon Kate Ellis MP
Minister for Employment Participation and Child Care
Investing in Experience
Why this is important for your business and why you should
read this guide
Australian companies are facing skills shortages and these shortages are expected to deepen. At the
same time, demographic changes mean that the workforce is ageing. Increasingly, businesses must
look to mature age workers as their source of new skills.
These workers will need to be recruited by your business, and your existing mature age workers will
need to be well managed to ensure that their skills and knowledge are retained.
You may not have proactively recruited mature age workers before, or you may have concerns about
how to respond to the needs of an ageing workforce over time.
This guide is your one-stop guide for employing people aged 45 years and over in Australia.
It has been developed by industry with Australian Government support.
It is for owners and operators of small to medium-sized businesses and staff from businesses of any
size who are responsible for developing and implementing human resource policies and practices.
Acknowledgements
Investing in Experience has been developed in partnership with Australian Industry Group and
members of the Australian Government’s Consultative Forum on Mature Age Participation.
How to navigate the guide
The eight chapters of this guide provide you with advice and resources to help you implement positive
age management practices in your organisation. Checklists, case studies and links to further resources
are also included throughout the guide.
Disclaimer
The information contained in this guide does not constitute legal, financial or any other form of
professional advice. Individuals or organisations should obtain their own independent professional
advice prior to incorporating the information in this guide for use. The information provided is of a
general nature and you should obtain professional advice as to whether the content, information,
methods, processes or practices are suitable for you or your organisation, taking into account you or
your organisation's specific circumstances.
While the Commonwealth makes every effort to ensure the accuracy of the information set out in this
guide, the accuracy may be affected by changes to Commonwealth law and policy, or by judicial
consideration or interpretation. Precautions have been taken to ensure that the information
contained in this guide is accurate. However, the Commonwealth does not give any guarantee,
undertaking or warranty concerning the accuracy, completeness or currency of the information. In
addition, for reasons of succinctness and presentation, the information provided in this guide may be
in the form of summaries and generalisations, and may omit detail that could be significant in your
particular context, or to particular persons.
The Department of Education, Employment and Workplace Relations (DEEWR) reserves the right to
determine what information is contained in this guide and displayed more generally on the
Experience+ website. It may, in its absolute discretion, but without any obligation to do so, update,
amend, supplement or remove any information contained on Experience+, at any time without notice.
Users of this guide and of the Experience+ website are advised to exercise their own judgement and
seek professional advice before relying on the information contained in the guide and on the
Experience+ site.
To the maximum extent permitted by law, the Commonwealth of Australia does not accept any legal
liability or responsibility for any injury, loss or damage incurred by the use of, or reliance on, or
interpretation of, the information contained in this guide or the Experience+ website.
In many areas of Indigenous Australia it is considered offensive to publish photographs or names of
Indigenous people who have recently died. Users are warned that this site or publication may
inadvertently contain such names or pictures.
Contents
1. The business case 6
The statistics 6
Implications for business 7
Government response 8
2. How well does your organisation employ mature age workers? 9
Mature age employment self-assessment tool 10
Action Plan 14
Action Plan Template 15
3. How to recruit the best mature age workers 16
Recruitment tips 17
Job analysis 18
Recruitment checklist 20
Advertising checklist 22
Selection checklist 24
Frequently asked questions 26
Further resources 27
4. How to retain the skills and knowledge of your mature age workers 30
Retention strategies 30
Mentoring 32
Redeployment 36
5. How to provide flexible working arrangements 38
What are flexible work practices? 38
What are the benefits of flexible working practices? 38
How to implement flexible work practices 39
Creating a flexible work practices policy 42
Part-time work 42
Job sharing 44
Working from home 45
Flexible working hours 46
Conditions of employment 47
Flexible leave options 49
Phased retirement 51
Contracting 52
Frequently asked questions 53
6. How to navigate superannuation and pensions for mature age workers 55
Superannuation 55
Government Age Pensions 59
Further resources 61
7. How to provide a safe workplace 63
Age-related changes and what this means for work health and safety 64
Employer obligations for work health and safety 66
What employers can do in the workplace 68
Workplace wellness 69
Safe Work Australia 71
Workers’ compensation 72
Frequently asked questions 72
Further resources 74
8. How to maximise training and development outcomes for mature age workers 78
Training 78
Frequently asked questions 83
Further resources 83
Case studies and examples 86
Examples 91
Chapter one
The business case
Why is this important now?
The statistics
Australia’s population is ageing and population growth is expected to slow. In 1970, there were 7.5
people of working age to support every person aged 65 and over. By 2050 the number is projected to
decline to 2.7 people of working age to support every person aged 65 and over.1 This has direct
consequences for businesses in terms of the composition of the Australian workforce and the source
of skills and labour.
Currently, the number of working-age people (15–64 years) increases by 170 000 per year. This is
projected to drop to an increase of only 125 000 for the whole decade of 2020–30.2 The workforce
increase that does occur will centre on mature-age workers—45 years and over. The 45-64 year old
age group is expected to contribute more than 65 per cent of labour market growth.3 This means a
larger proportion of mature age workers available for work.
Older Australians make valuable contributions to the workforce and the community. Given the ageing
population, encouraging mature age labour force participation will be important for future economic
growth.
1
Australian Government Department of Treasury (2010), Australia to 2050: future challenges (2010)
2
Australian Government Department of Health and Ageing (1999), Employment for mature age workers issues paper
3
Australian Government Department of Health and Ageing (1999), Employment for mature age workers issues paper
Implications for business
There are many reasons to recruit and retain mature age workers.
Future labour shortages: as Australia’s population ages there will be fewer people entering
the workforce. This means it will be much harder for your organisation to find workers and
workplace skills. The key to staying viable and successful is to develop policies now that will
help you recruit and retain mature age workers well into the future.
Cost-effective retention: continuing skills shortages and changing labour markets mean that it
makes sense to encourage existing mature age workers to stay with your business. There is
evidence that mature workers can deliver an average net benefit of $1956 per year to their
employer compared to other workers due to high retention rates, lower rates of absenteeism,
decreased recruitment costs and greater return on investment.4
Skilled, experienced and more productive: experienced workers have built up knowledge and
skills during their time in the workforce. They can also be highly productive. A study by
Australian Health Management which examined the daily work habits of 4000 employees
found that workers aged 55 years and over performed at their best for approximately seven
hours out of an eight-hour day—an achievement that other workers in the study were unable
to match.5
Peak performance: we are now living longer, healthier lives. Life expectancy has increased to
78 years for men and 83 years for women6 and over
75 per cent of Australians aged 55–64 report their health as ‘good’, ‘very good’ or ‘excellent’.7
A study by the Organisation for Economic Cooperation and Development (OECD) concluded
that, among OECD nations, verbal skills, communication and intelligence remain unchanged as
a person ages.8 The Australian Bureau of Statistics has also reported that mature age workers
are less likely to take days off due to illness or to care for others9, and are less likely to
experience work-related injuries than other workers.10
4
Business, Work and Ageing (2000), Profiting from maturity: The social and economic costs of mature-age unemployment
5
Australian Health Management (2006), Baby boomers give employers a bang for their buck
6
Australian Bureau of Statistics (2006), Measures of Australia’s Progress, Cat. No. 1370.0
7
Australian Bureau of Statistics (2006), National Health Survey: Summary of Results, 2004–05, Cat. No. 4364.0
8
Organisation for Economic Cooperation and Development (2006), Live Longer Work Longer
9
Australian Bureau of Statistics (2006), National Health Survey: Summary of Results, 2004–05 Cat. No. 4364.0
10
Australian Bureau of Statistics (2006), Work-Related Injuries, Australia, Cat. No. 6324.0
Support in the workplace: effective workplace mentoring can reduce staff turnover and
improve staff morale. Staff that have both ‘work’ and ‘life’ experience are valuable assets to a
business. ‘Know-how’ (the largely undocumented experience, knowledge, skill and insights
often developed over many years) can be passed on to new employees through both formal
and informal means. It is wise as an employer to encourage experienced workers to help
develop other staff. Some mature age workers may have moved off the career ladder and may
be looking for flexibility and job satisfaction rather than career development, making them
ideal for mentoring roles.
Loyalty: employee loyalty saves money on absenteeism, training and recruitment. There is
evidence that workers aged over 55 are five times less likely to change jobs compared with
workers aged 20–24.11
Technological competence: according to ABS data, mature age people are the fastest growing
users of information technology.12 Research supports the ability of mature age workers to
learn new information technology skills and adjust to the introduction of new technologies in
the workplace.13
It is also important to remember that it is unlawful to discriminate against employees and job seekers
on the basis of age—the information above provides a sound business case for not discriminating
against mature age workers.
Government response
There has been an increasingly strong public policy emphasis on encouraging older workers to remain
in paid employment for as long as possible. This has been supported by:
strengthening of age discrimination legislation
the announcement of Australia’s first dedicated Age Discrimination Commissioner from July
2010
the gradual increase of the qualifying age for the Age Pension
incentives for workers remaining in employment beyond the Age Pension qualifying age
increases to the minimum age for accessing superannuation benefits
over $70 million in new programs to help mature age people remain in the workforce and to
share their skills with others.
11
Australian Bureau of Statistics (2006), Labour Mobility Survey, Cat. No. 6209.0
12
Australian Bureau of Statistics (2005), Year Book Australia, Cat. No. 1301.0
13
Eric Digest (1991), Older worker training: an overview (www.ericdigests.org/pre-9220/older.htm)
Chapter two
How well does your organisation employ
mature age workers?
The business case for employing and retaining mature age workers is compelling.
This chapter includes a self-assessment tool to help you determine how effectively your organisation
manages mature age workers. The assessment tool will take you through the process of gathering
demographic data about your workforce. It then highlights the main human resource policy areas you
need to be aware of that underpin good mature age employment practice.
The results of the self assessment will guide the development of an action plan that is tailored to meet
the needs of your business.
Mature age employment self-assessment tool
1. What is the age profile of your workforce?
Age Number Percentage
16–21 years
22–44 years
45–59 years
60–65 years
65+ years
TOTAL
2. What positions/jobs do mature age workers fill?
Age Positions/jobs Number
45–54 years
55–64 years
65+ years
3. Which of these positions/jobs are critical to your organisation? And of those, which are filled by mature age
workers?
Age Positions/jobs Number
45–54 years
55–64 years
65+ years
4. What are the rates of absenteeism, staff turnover, injury time lost and workers compensation claims by
age?
Age Absenteeism Staff turnover Injury time lost Workers
compensation
claims
16–21 years
22–44 years
45–54 years
55–64 years
65+ years
TOTAL
5. Is this workforce data part of your management reporting arrangements? YES NO
6. Do you know the retirement intentions of your workforce? YES NO
7. Do you know the factors which are influencing the retirement decisions of your YES NO
workforce?
Human resource management policies
8. Do you have an Equal Opportunity policy? YES NO
9. If yes, is age included in this policy? YES NO
10. Are staff aware of age-discrimination legislation? YES NO
11. Do you ensure that age is never used as a factor in staff recruitment / training / YES NO
development or exit procedures?
12. Do you offer flexible working arrangements to employees regardless of age? YES NO
13. Do you track the uptake of flexible working arrangements by age? YES NO
14. Are all staff aware of workplace behaviours that could be perceived as YES NO
harassment, discrimination or victimisation on the grounds of age?
15. Do you have a skills / knowledge transfer policy and programs in place? YES NO
16. Are health and wellbeing programs in place to support your staff as they get YES NO
older?
17. Do opportunities for carers’ leave apply to people caring for elderly relatives? YES NO
18. Do you offer phased / gradual retirement? YES NO
19. Do you offer retirement planning assistance? YES NO
20. Do you have policies and practices in place to promote and support age YES NO
diversity?
21. Is the business case for employing and retaining mature age workers well YES NO
understood in your organisation?
22. Are managers trained in age-friendly employment practices? YES NO
23. Are your managers trained to negotiate, monitor and support flexible work YES NO
practices?
24. Do you have support across all levels of your organisation for improving your YES NO
performance in these areas?
Recruitment and induction
25. Do you evaluate the cost of recruitment and training and their impact on the YES NO
company bottom line
26. When filling new positions do you consider full-time, part-time and casual job- YES NO
share arrangements?
27. Do you monitor attrition rates among new recruits? YES NO
Training and development
28. Do you provide training and development opportunities for all staff regardless YES NO
of their age?
29. Do you monitor participation in training and development activities by age YES NO
group?
30. Do you consider the needs of mature age workers when designing training YES NO
programs?
31. Are there opportunities for coaching and mentoring roles for mature age YES NO
workers?
Interpreting the results of the self assessment
The questions in the self-assessment tool are based on best practice benchmarks. The results of this
assessment may have revealed areas in which your organisation is not performing as well as it could.
It is important to have a good understanding of the demographics of your workforce and how each
employee contributes to your organisation through their day-to-day duties. Reporting and monitoring
maybe an area you need to develop further.
Good data is the starting point—it needs to be analysed, maintained and reviewed regularly. Further,
to improve your results in this area will require clear policies which are well understood throughout
your organisation.
Action Plan
An Action Plan typically sets out the agreed actions to be taken to achieve the strategy: who is
responsible, the timeline for achievement, the anticipated results and then, when the plan is
reviewed, the result actually achieved. An Action Plan template is provided at the end of this section.
Preparation for the Action Plan
1. Use the ‘NO’ responses from your checklist to determine what needs to be reviewed
and improved.
2. Agree who should take the review forward.
3. Agree who should be involved and informed (e.g. personnel officers, line managers,
supervisors and health and safety officers).
4. Agree and document timelines for checking and introducing changes.
5. Provide and maintain well-informed and clear contact points for inquiries, concerns
and information.
Actions
1. Record the starting position as a result of the review.
2. Move through the following areas where your self assessment revealed weaknesses,
conduct a review of current procedures using this guide as a reference point, and
remove poor practice:
recruitment
selection
training and development
health and wellbeing
management / supervisor skills
redundancy
retirement.
Action Plan Template
Organisation / Division / Team:
Coordinator: Responsibilities
Who is
Strategy Action When? Anticipated result Actual result
responsible?
Chapter three
How to recruit the best mature age
workers
Replacing an experienced worker can be costly. Human resources experts estimate that the cost
of replacing an employee is between 75 and 150 per cent of salary when recruitment, training,
specialist knowledge and productivity are included in the calculation.14 To estimate the impact
of staff turnover on your business you can use the simple Business Victoria calculator at:
How much is staff turnover costing your business?15
This chapter outlines all aspects of recruiting mature age workers, including preparing job
descriptions, tips for short-listing and tips for interviewing.
14
Australian Human Resources Institute HR Monthly (March 2008),
www.ahri.com.au/scripts/cgiip.exe/WService=AHRI-LIVE/ccms.r?pageid=10978
15
http://tools.business.vic.gov.au/Calculators/FlashVersion/retention.html
Recruitment tips
So, how do you go about finding the right people for your business? Spending time planning can
help ensure you find the right person for your business. This chapter covers:
job analysis
job descriptions
advertising tips
tips for short-listing candidates for interview
interviewing tips
tips for selecting the successful candidate
employment offer
providing feedback to all candidates
If you use a recruitment agency, or seek assistance with recruitment from any other third party,
it is important that you are very clear on your policy regarding mature age employment. If your
position is not clearly communicated you run the risk of having mature age candidates screened
out and so you will possibly not be choosing from the full range of suitable candidates. It is
reasonable to ask a recruitment agency to demonstrate how they ensure that age isn’t a
determining factor in their recruitment services. It may be useful for you to check any
advertisement the agency proposes to use before it is made public to make sure that an age-
inclusive approach is adopted and ageist language is not used.
Government employment services
You can access help to find staff for your business through Australian Government employment
services.
Job Services Australia provides a tailored service that can help you find staff for your business.
Your local Job Services Australia provider will work with you to get the best fit with job seekers
that are trained and developed to suit your business needs. Job Services Australia provides a
free, high-quality recruitment service, including candidate screening and short-listing. For more
information see:
Job Services Australia—Support for Australian Business16
16
www.deewr.gov.au/Employment/JSA/BusinessSupport/Pages/default.aspx
There are a wide range of Australian Government resources which are free of charge and
available to help employers successfully employ people with disability, injury or a health
condition. Disability Employment Services provide professional recruitment advice and job
matching, and ongoing support to ensure new employees with disability settle into their job. For
more information see:
Disability Employment Services—Support for Australian Employers17
For specific information on changes to employer obligations in relation to visa work rights or to
check the visa work rights status of existing foreign workers, please visit:
Department of Immigration and Citizenship—Employer obligations18
Job analysis
The recruitment process starts with a thorough job analysis which allows you to establish the
following:
Duties and tasks: such as frequency and duration of work, effort and skill required,
complexity of tasks and equipment and standards required for the job in question.
The work environment: this may have a significant impact on the physical requirements
of the job.
Tools and equipment: some duties and tasks are performed using specific equipment,
tools and protective clothing that should be specified in the job analysis.
Relationships: this part is about the supervision given and received, and the
relationships involved both internally and externally.
Requirements: this usually states the minimum knowledge, skills, and abilities required
to perform the job.
Flexible working practices: here you can establish whether it is possible to incorporate
flexible working practices (e.g. working from home, job share, part-time work and so on).
Undertaking this kind of analysis will clearly and comprehensively identify the functions and
flexibilities of each position. Characteristics such as ‘worker age’ are not relevant.
17
www.deewr.gov.au/Employment/Programs/DES/Employer_Support/Pages/home.aspx
18
www.immi.gov.au/managing-australias-borders/compliance/employer-obligations/
Job descriptions
Having analysed the job, the next task is to develop a full job description. Job descriptions help
to:
define selection criteria for the job
appropriately assign occupational codes, titles and pay levels
clearly establish performance requirements
make decisions on job restructuring
successfully train new employees in their job duties.
Developing job descriptions helps to focus attention on the skill and experience requirements of
the position. It forms the base against which all applicants will be considered and helps to
remove the consideration of extraneous details, such as age.
You may find the following Detailed Job Description template helpful.
Detailed Job Description template19
At the end of this chapter are links to a number of sample job descriptions across a range of
occupations which may help to guide you in the preparation of these documents.
You may wish to work through the checklist below for each position you have in your
organisation to determine your workforce needs or you may wish to wait until you have a
vacancy.
19
www.business.vic.gov.au/busvicwr/_assets/main/lib60208/detailed_job_description_template.doc
Recruitment checklist
Questions Issues to consider
Do you have to recruit? Determine whether you need to recruit or
alternatively whether someone within your
organisation could perform this role.
This could be achieved by redeployment of an
existing staff member.
What does this role really require? Carefully consider the job analysis and
determine whether the role can only be
performed by one person. Can it be shared?
Does the work have to be done on a Alternatives to full-time work include part-time
full-time basis? or job-sharing.
Does the work need to be done Consider whether a flexible working hours
between specific hours? approach is suitable.
Does the work need to be An alternative is to consider whether some or
undertaken at the business all of the work can be undertaken from the
premises? employee’s home.
What sort of person would suit this Consider the personal attributes that may be
role? desirable for someone to successfully perform
this role. Prioritise those skills and attributes
which are important to the job and don’t limit
your access to the right skills for the wrong
reasons, such as age.
What working options would Flexibility of hours worked, employment
attract/retain a mature age worker? stability, training, recognition of their
experience (or perhaps the opportunity to
mentor a younger employee).
What skills have to be present when Consider what basic skills/competencies are
you recruit and what can be learnt required and whether you can provide these in-
on the job? house.
Is there any professional training
required? Who will perform this
training?
Advertising tips
The job analysis, job description and the results of the Workforce-needs Analysis will help you to
frame the job advertisement.
An example of a print job advertisement and online job advertisement may help you frame the
advertisement for your organisation. A further example is included in the final chapter of this
guide.
Print job advertisement20
Online job advertisement21
Here are some ideas you may wish to use when writing your advertisement:
Write a summary about the business or industry, including what kind of customer base
you have and what products or services you offer.
To make the advertisement attractive to a wide range of applicants, mention any flexible
working arrangements that you have in place or will consider for the right person.
Include the name of a contact person in the advertisement and ensure they have
information about the position. (This person should also have a copy of any relevant
selection criteria to help with short-listing.)
20
www.business.vic.gov.au/busvicwr/_assets/main/lib60188/examplejobadprint.doc
21
www.business.vic.gov.au/busvicwr/_assets/main/lib60188/examplejobadonline.doc
Advertising checklist
Area Examples Check
Language Avoid phrases like ‘applicants should be 25–35
years of age’ or phrases that refer to youth as
Ensure your advertisement
‘young graduates’, ‘bright young things’, ‘young’,
uses plain English, is clear,
‘exuberant’—use age-neutral wording. Or you
concise and provides
may choose to be more direct and include a
information about the position,
statement such as ‘people of all ages are
including the skills and
encouraged to apply’.
attributes required. Ensure that
‘ageist’ language is not used.
Focus on job needs Do not set unnecessary standards for experience,
personal qualities or qualifications.
Make sure the advertisement
makes it clear that all people If you wish to make it clear you welcome mature
with the right skills, age applicants, replace the terms ‘senior’ or
qualifications and experience ‘mature person’ (which may be discriminatory to
will be considered. young people) with ‘experienced’ or ‘able to work
unsupervised’.
Or if a trainee position, state that you would
welcome applicants of all ages.
Personal details Avoid any reference to race, religion, marital or
parental status, or other personal characteristics.
Publicise widely Consider national and local newspapers,
magazines, trade publications, internet, job
Place the advertisement in a
centres and voluntary organisations, including
suitable range of publications
those representing mature age persons.
to attract a mixed-age
response. The Experience+ website has a list of mature age
friendly jobs boards and recruitment firms:
Find staff22
22
www.deewr.gov.au/Employment/Programs/ExpPlus/Employers/Pages/FindStaff.aspx
Tips for short-listing candidates for interview
Selecting the right candidates to interview is a crucial step in the recruitment process. The tips
below may help you to short-list candidates for the interview stage.
Ask all candidates to directly address the same essential components of the job in their
application. This will help compare all the applications and is more likely to show who
can really do the job rather than simply comparing résumés.
Focus on the position requirements and how candidates' skills and attributes match the
role.
Rank applicants according to performance against the essential and desirable job
requirements.
Before interviewing set aside preconceptions and assumptions about personal
characteristics and ignore irrelevant details such as age and gender. Mask out personal
information in job applications to ensure a focus on skills and experience.
Interviewing tips
The most important step in the recruitment process is the interview. Here business owners, HR
managers and selected staff interviewers have a chance to meet one-on-one with the candidate,
assess their ability to perform the duties described, and gauge their 'organisational fit'.
Selection checklist
Area Comment Check
Train interviewers so that Training ensures that interviewers are aware of
they recognise the value of the organisation’s policy on employing mature
age diversity age workers and will allay concerns younger
workers may have about working with, or
managing workers significantly older than
themselves.
Focus on skills and abilities Maintaining this focus will assist in finding the
right employee by encouraging attention to be
centred on the right issues.
Interviewers ask job- Ask all candidates the same questions.
related questions
Do not base decisions on prejudices or
stereotypes.
Use a mixed-age interview This approach reduces the possibility of age bias
panel wherever possible and ensures that interviewers are not
threatened by candidates with more experience
than themselves.
Be aware of assumptions Do not assume capability or medical fitness
based on age. Further, do not make
assumptions about commitment, possible
length of service or capacity to take on new
skills based on age.
Communicate benefits of Be aware that quality workers select quality
working for your organisations, regardless of their age, so ensure
organisation that interviewers are able to sell the benefits of
the business effectively.
Ensure interviewers are Quality workers, including those of mature age,
able to clarify the career are often interested in these issues.
and work-life balance
options available to
candidates
Listed below are some typical interview questions that will help you to gain a sense of a
candidate.
Why are you interested in a position with our organisation?
What interests you the most and least in a job?
What are your strengths in relation to the vacancy requirements?
What areas of your skills and behaviours are you working on to improve?
Give an example of a time when you showed initiative or leadership.
What achievements can you share that demonstrate abilities relating to the job
vacancy?
How did you prepare for this interview?
Remember: you should never ask candidates (of any age) questions of a personal nature, such
as questions regarding their age, marital status or whether they have children. You should only
ask questions that specifically relate to a person's ability to perform the duties of the role.
Tips for selecting the successful candidate
Having conducted the interviews, the next step is to make a selection. Be mindful of the ‘halo
effect’. This occurs when we become so focussed on a candidate’s appearance, manner and
accomplishments that we overlook their shortcomings. It can also arise when a candidate is
recommended by a colleague whose opinion we respect. The impact of the ‘halo effect’ is the
selection of a less than ideal candidate because other candidates were not considered. Just as
the ‘halo effect’ can blind interviewers from recognising a candidate’s shortcomings, ‘prejudice’
can produce just the opposite. In both instances the result will be a poor hiring decision.
The following tips will help to guide your hiring decision:
Focus on the position requirements and how all of the candidates' skills and attributes
match these.
Rank applicants according to performance against the essential and desirable job
requirements.
Assess all the information obtained: the application form, résumé, interview, referees'
reports, tests and so on.
Select the person who is best suited to the job's requirements.
Record the decision for picking the successful candidate as well as the reasoning behind
it.
Ensure the entire selection process is confidential.
You may find the Candidate Selection Decision Matrix to be a useful support tool.
o Candidate Selection Decision Matrix23
23
www.business.vic.gov.au/busvicwr/_assets/main/lib60188/candidatedecisionmatrix.doc
Employment offer
Once the preferred candidate is selected, the position can be offered verbally, by letter or via
email. Upon acceptance, an employment contract should be drawn up and signed by both
parties.
The following template will help to ensure all pertinent details are covered.
Letter of Offer24
Providing feedback to all candidates
It is important to provide feedback to all unsuccessful candidates to maintain your organisation's
profile as a 'preferred employer' in the marketplace.
Frequently asked questions
IMPORTANT NOTICE: Please read the disclaimer located at the beginning of this guide.
When placing a job advertisement in the paper, can I specify the age and sex of the
person I want to employ?
Should I specify the number of years of experience I want from a candidate when
advertising?
Can I ask applicants to undergo a medical test before offering them the job?
Question: When placing a job advertisement in the paper, can I specify the age and sex of the
person I want to employ?
Answer: Generally no. Instead, you should advertise the skills, abilities, experience or
qualifications required. If you think the job can be done only by someone of a particular age or
sex you may need to apply for an exemption from the Australian Human Rights Commission, or
a state-based anti-discrimination body or the Equal Opportunity Tribunal.
Question: Should I specify the number of years of experience I want from a candidate when
advertising?
Answer: You should describe the range of skills, experience and necessary qualifications you
require, and use wording such as ‘demonstrated experience in...’ or ‘proven experience in...’,
rather than the number of years of experience you require.
24
www.business.vic.gov.au/busvicwr/_assets/main/lib60188/letter%20of%20offer%20template.doc
Question: Can I ask applicants to undergo a medical test before offering them the job?
Answer: Yes, provided you are only testing the person’s ability to perform the inherent
requirements of the job, and provided that the medical examiner is aware of the particular job
requirements. An employer may be required to put in place reasonable measures to
accommodate a worker’s disability to help them to perform the job's inherent requirements. For
more information on workplace modifications for workers with a disability please visit
JobAccess. Further, you need to be careful about how you use the medical report—it must not
be used for discriminatory purposes.
JobAccess25
Further resources
Sample job descriptions
Accounts Payable and Receivable26
Carpenter27
Machine Operator28
Office Manager29
Sales Assistant30
Useful websites
Experience+
This Australian Government website provides information on programs and services that can
help you attract experienced and reliable staff or retain the skills and experience of existing
mature age workers.
Experience+ 31
Australian JobSearch
This website provides free services to businesses to help them find the right staff for their jobs.
You can register on the site to access services that include a resume bank and free advertising of
job vacancies. Phone 13 17 15 for help to lodge vacancies or find out more about Australian Job
Search.
Australian JobSearch32
25
www.jobaccess.gov.au
26
www.business.vic.gov.au/busvicwr/_assets/main/lib60188/accounting%20job%20description.doc
27
www.business.vic.gov.au/busvicwr/_assets/main/lib60188/carpenter%20job%20description.doc
28
www.business.vic.gov.au/busvicwr/_assets/main/lib60188/machine%20operator%20job%20description.doc
29
www.business.vic.gov.au/busvicwr/_assets/main/lib60188/office%20manager%20job%20description.doc
30
www.business.vic.gov.au/busvicwr/_assets/main/lib60188/sales%20assistant%20job%20description.doc
31
www.deewr.gov.au/Employment/Programs/ExpPlus/Employers/Pages/Overview.aspx
32
http://jobsearch.gov.au/default.aspx
Job Services Australia
Job Services Australia is a national network of organisations that can help you find the right
person for the job. They may also be able to assist with wage subsidies, training or other
support.
Job Services Australia33
Disability Employment Services
Disability Employment Services are a national network of organisations funded by the Australian
Government to help employers recruit and retain employees with disability. A key distinguishing
feature of Disability Employment Services is their capacity to provide ongoing support in the
workplace for as long as it is required.
Disability Employment Services
Jobs boards
General online jobs boards such as Seek, Careerone and Mycareer, provide lists of vacancies,
links to recruitment agencies, career information and learning tools.
Seek34
Careerone35
Mycareer36
Experience + provides a list of mature age friendly jobs boards and recruitment organisations.
Experience+―Find staff37
Information services
There are also a number of other organisations and information services that specialise in
information and resources for employers:
Business Work and Ageing38 for employers.
Ageing workforce news39 is an American news and resources site for managing the
ageing workforce.
33
http://www.deewr.gov.au/EMPLOYMENT/JSA/Pages/default.aspx
34
http://www.seek.com.au/
35
http://www.careerone.com.au/
36
http://mycareer.com.au/
37
http://www.deewr.gov.au/Employment/Programs/ExpPlus/Employers/Pages/FindStaff.aspx
38
www.swinburne.edu.au/business/business-work-ageing/index.htm
Many local councils and chambers of commerce have also set up local seniors organisations that
focus on the concerns of mature age people, and often provide advice, support and assistance in
localised job hunting and placements for businesses. To locate the nearest relevant council you
can visit the government business portal where you will find a complete listing of all the local
councils and their contact details:
www.business.gov.au
Many state government departments provide web-based advice on recruiting, managing and
developing staff including:
Queensland Department of Employment, Economic Development and Innovation40
Business Victoria41
39
www.ageingworkforcenews.com/
40
www.skills.business.qld.gov.au/
41
www.business.vic.gov.au
Chapter four
How to retain the skills and knowledge
of your mature age workers
Retention strategies
Losing experienced staff to retirement can hurt your organisation. In addition to the costs of
recruiting and training new staff, there is also the lost knowledge of your business and clients.
This part of the guide offers suggestions on alternatives to retirement that can extend the
contribution of experienced workers to your business. It is best to start early, when people are
in their mid 40s, as this is the time when many people are starting to make decisions about their
future.
The benefits of an effective retention strategy include:
a productivity dividend through the retention of corporate knowledge and effective
knowledge transfer
reduced recruitment costs
increased loyalty and commitment of staff
flexibility and adaptability of the workplace.
Research has recommended that organisations focus on the following when dealing with the
ageing population issue:
Address ageism in the workplace―introduce measures to combat age discrimination. The
development of an anti-discrimination policy is a good first step as it will make it clear that you
do not tolerate discrimination on any basis, including age. A written policy clarifies for everyone
what sort of behaviour is not acceptable. It's important that all employees and contractors are
familiar with your policy. Typically such a policy would include a clear definition, statement of
the organisation’s attitude, the key objectives, and the consequences of not adhering to the
policy.
Guides on how to write an anti-discrimination policy can be accessed through the Australian
Human Rights Commission website:
Information for employers42
The policy needs to be effectively promoted and widely available. To support the adoption of
the policy, supervisors must receive training in age-management strategies.
Restructure work practices―to accommodate emerging population trends, organisations are
encouraged to:
undertake job analysis to determine if flexibility exists in any positions
amend policies to support health, welfare and work-life balance. The following link
includes examples of work-life balance policy checklists and case studies:
Work-Life Balance
43
The website outlines some key principles underpinning the introduction of work-life
balance arrangements. These arrangements must:
1. benefit the organisation and its workers
2. acknowledge that the needs of both the organisation and its workers are not
static, but change over time
3. encourage a partnership approach to meeting the needs of both the organisation
and the workers
4. operate in a fair and consistent manner
5. be economically feasible
6. be carefully planned and agreed
7. include a monitoring and evaluation mechanism
8. be communicated to all workers in the organisation. Developments and changes
to policies should also be communicated on a regular basis.
investigate and trial options for flexible working arrangements such as job-sharing,
part-time work, casual work, telecommuting and phased retirement
enhance collaboration and information flow across the organisation
use lateral promotion and position changes to broaden individual skills by providing
opportunities for workers to work in new areas
extend the opportunities for workers to become involved in the decision-making process,
and ensure that the work is challenging and stimulating.
Provide training to enhance the organisational skill set by:
42
www.hreoc.gov.au/info_for_employers/policies/anti_discrimination.html
43
www.adelaide.edu.au/staff/balance/whatiswlb/
adopting lifelong learning approaches. The European Commission defines lifelong
learning as all learning activity undertaken throughout life, with the aim of improving
knowledge, skills and competence, within both a personal and employment-related
perspective. It is about acquiring and updating all kinds of abilities, interests, knowledge
and qualifications from the preschool years to post-retirement.
Lifelong learning values all forms of learning, including: formal learning, such as a degree
course followed at university; non-formal learning, such as vocational skills acquired at
the workplace; and informal learning, such as inter-generational learning, for example
where older skilled workers mentor new entrants to the workplace. Learning
opportunities should be available to all on an ongoing basis.
adopt mentoring and coaching for key groups and individuals
introduce ‘relationship’ training44 which includes strategies for communication,
negotiation, conflict management, collaboration and cooperation.
The following key drivers have been identified for retaining experienced staff 45:
minimise commuting time to work per day
competitive pay
ensure a friendly work environment
ensure work has new challenges
recognise staff for the work they do
provide flexible working hours options
enable staff to work from home.
When implementing a retention strategy, consider the following points:
Work collaboratively with the worker and ensure ongoing communication with both
internal (supervisors and other workers) and external (customers) stakeholders.
Consider trialing any new arrangement for a period of time and providing ongoing
monitoring to ensure the arrangement suits both the worker and the business.
If a retention strategy works for one of your workers, consider rolling it out for others in
your business.
Mentoring
Mentoring is a relationship which gives people the opportunity to share their professional and
personal skills and experiences and to grow and develop in the process. Typically it is a one-to-
44
The Ageing Population: Implications for the Australian Workforce, Hudson 20:20 Australia Series, August 2004
45
The Evolving Workplace: The seven key drivers of mature-aged workers, Hudson 20:20 Australia Series, July 2006
one relationship between a more experienced and a less-experienced worker. It is based upon
encouragement, constructive comments, openness, mutual trust, respect and a willingness to
learn and share.
Employers can harness the experience of mature age workers by using their knowledge and
expertise to mentor less-experienced workers. This helps pass on 'tricks of the trade' and apply
lessons that have already been learnt 'the hard way'.
There are good reasons to consider a mentoring program:
It is a relatively easy strategy to administer to improve self-esteem and job
competitiveness.
It is an effective method for the transfer of professional, technical and management
skills and knowledge.
It focuses on skill development and potential and can broaden the range of talent and
skill available within the workplace.
It benefits all concerned—the business, the mentees, mentors and other workers—by
increasing the skills, flexibility and knowledge of all participants.
It is conducted in-house and so can meet the particular needs of the business.
Benefits to employers
A mentoring program is an effective way of:
improving productivity through more informed and skilled staff
reducing recruitment and selection costs as a result of higher worker retention
extending the careers of experienced workers approaching retirement age
keeping valuable knowledge within your organisation
boosting staff morale by fostering a supportive work environment and showing mature
age workers their knowledge and skills are valued.
Benefits to workers
increased skills and knowledge
increased potential for career mobility and promotion
improved understanding of roles in business
opportunity to share valuable knowledge with, and support, less-experienced staff
if used as part of a phased retirement/flexible working arrangement, it can allow staff
flexibility to balance personal responsibilities with employment.
Tips for implementing and managing a mentoring program
A valuable step in setting up a mentoring program is to draw up an agreement between the
mentee and mentor. Keep in mind that the purpose of the agreement is to:
clarify the respective roles and expectations of mentors and mentees
provide a framework for how the relationship will work by setting expectations regarding
the frequency of meetings, length of meetings, the goals of the program, the duration of
the program, and the mentoring activities that will be covered
provide for a no-fault dissolution of the relationship by either party.
Mentoring program plan
Establish a plan and consider the following elements:
1. Program aims
2. Desired outcomes
3. Performance indicators
4. Program size (how many pairs)
5. Level of training and support
6. Program duration (usually 9–12 months)
7. Program evaluation
For smaller businesses, a more informal agreement could be more attractive as long as the
terms of the arrangement are agreed upon by both parties.
Introduce the following factors into your mentoring programs for greater success:
accountability to meet expected results
careful matching of mentors and mentees
clearly thought-out objectives and means of communication
confidentiality
cross-functional exposure
support of senior management
training for both the mentor and mentee.
Golden Gurus
If your staff would like mentoring support from a mature age person outside of your
organisation, or you are a small business owner and you would like to draw on the experience of
a small business mentor, you may be interested in Golden Gurus.
Golden Gurus is a national program that connects individuals, community organisations or small
business owners in need of mentoring support to a mature age mentor.
For more information, call 1300 650 925, or email GoldenGurus@deewr.gov.au
Golden Gurus46
46
www.deewr.gov.au/goldengurus
Redeployment
Redeployment involves moving workers from one location or activity to another. Redeployment
is particularly useful if a staff member’s priorities have changed or if they no longer wish to
climb the career ladder. Instead they may be looking for a role with less stress, new challenges
or greater flexibility for work-life balance.
Redeployment is an effective way to retain committed staff and maintain 'corporate knowledge'
gained from time within the business. Redeployment provides opportunities to use workers'
skills and expertise in different ways, and this may help you explore new business opportunities.
Some training may be required for staff to perform new roles, but by redeploying workers that
are already familiar with your business priorities and processes, you can reduce the time taken
for them to be fully effective in a new position. Redeployment is less expensive and more
productive than hiring a new worker.
Benefits to employers
Better retention and re-use of corporate knowledge.
Reduction in staff turnover, which reduces recruitment and training costs.
Opportunities to explore alternative business processes and opportunities.
Extra appeal as an 'employer of choice'.
Benefits to workers
Managing careers more effectively by using knowledge and expertise but reducing
stress and postponing retirement.
Potential to vary work hours (and earnings) to explore other commitments.
(See Superannuation: from 1 July 2007)
Increased productivity and job satisfaction resulting from greater flexibility.
Tips for implementing redeployment
Employers may be able to retain a worker's valuable ‘corporate knowledge’ by offering
alternatives to their current role. Generally, redeployment describes the process of moving a
worker to fill an alternative role within the same business, and can take many forms, such as:
repositioning staff who know your business as specialists to develop new clients,
products/services, or processes
adjusting work roles or tasks to allow 'experts' to concentrate on their expertise
using an experienced worker on project work, business improvement, quality assurance
or mentoring
reducing responsibilities or work hours (e.g. commensurate reduction in pay, transition
to retirement strategy) to allow a worker more opportunity to pursue other interests or
to meet caring responsibilities
moving a worker sideways to another position that allows them to explore different
skills or attributes from their current functions
out-placing experienced staff members with interested stakeholders.
Redeployment should be considered a key retention strategy for valued staff nearing traditional
retirement age. Being able to use their skills and knowledge in a different role gives experienced
workers a reason to continue working longer than they may otherwise.
Experience+ Job Transition Support
If you have a mature age worker who has expressed concerns about their ability to continue
doing a physically demanding job, and you are keen to provide training and support to help the
worker move into another role within your organisation, you may be able to access practical
assistance through Job Transition Support.
Job Transition Support is a new program that is designed to help mature age people who want
to make a change, to move to less physically demanding roles. Workers can receive up to
12 months of tailored assistance through Job Services Australia, including a skills assessment and
training to help them gain the skills they need to move into a new role within your organisation.
Eligibility criteria apply.
You can contact 13 17 64 for more information or visit the Experience+ website:
Experience+ Find a Job47
47
www.deewr.gov.au/employment/programs/expplus/workers/pages/findajob.aspx
Chapter five
How to provide flexible working
arrangements
This section of the guide includes information about:
What are flexible work practices?
What are the benefits of flexible work practices?
How to implement flexible work practices
Part-time work
Job sharing
Working from home
Flexible working hours
Flexible leave options
Phased retirement
Contracting
Creating a flexible work practices policy
What are flexible work practices?
The term ‘flexible work practices' covers all the innovative ways employers and workers can
agree to structure work to accommodate business and individual needs.
This part of the guide provides:
a range of flexible working arrangements that can be introduced by employers of
mature age workers
tips for implementation and management.
What are the benefits of flexible working practices?
Higher staff retention; more energetic, committed and happy workforce.
The ability to attract staff who otherwise might not have been able to work.
Savings on recruitment and retraining costs.
Reduced absenteeism and stress, as flexibility helps workers meet their outside
commitments more easily.
How to implement flexible work practices
Implementing flexible work practices is not difficult, nor does it have to be expensive or involve
change to current practice. In fact, introducing flexible working practices may even save you
money in recruitment costs.
Implementing flexible work practices may however require some planning to canvass the
options available to you and to assess the needs of your organisation and your workers.
5 EASY STEPS
5 Monitoring and
evaluation
4 Implementation
3 Negotiation
2 Understanding
your options
1 Needs
assessment
STEP 1: Needs assessment
Flexible work practices help you meet the differing needs of each worker, so they can contribute
their best. By looking at the individual needs of workers and then ensuring that your workplace
caters for those needs, you will be able to provide a better and safer environment for all.
Flexible work practices can assist mature age workers to:
manage a healthy work-life balance
attend appointments, for example medical or financial
prepare for, or transition into retirement
meet carer/volunteering/personal responsibilities.
Staff discussions (either individually or through focus groups), staff surveys and exit interviews
with mature age workers leaving to work elsewhere or retire can help you determine if there are
gaps in work practices.
Remember that communication (with staff as well as with their supervisors/managers) is
essential in developing flexible work practices that are tailored for your organisation and your
workers.
STEP 2: Understanding your options
Researching the options available to you should give you a better understanding of the types of
flexible work practices that would suit your business. Flexible work practices can take the form
of:
part-time work
job sharing
teleworking
flexible working hours
flexible leave provisions
flexibility in employment status, such as phased retirement
Flexible work practices include matching tasks to your workers’ varying capacities. Encouraging
workers in multi-skilling and job rotation, and by offering training and transfer opportunities
helps build the resilience of your business.
Discussing flexible working options with workers and supervisors will help to determine what
practices are most suited to their needs.
At this stage you should examine the 'job design' of the positions in your business. Job design
includes the function, roles, activities and skills in a job as well as the boundaries/differences
between it and other jobs.
If you think about a job in terms of these elements it may be easier to implement flexible
working practices. For example, whether it is possible to split the elements of the job so it can
be performed part-time or through a job-share arrangement, or if any of the elements can be
performed away from the workplace/outside standard hours (teleworking/flexible working
hours).
STEP 3: Negotiation
When negotiating which flexible working practices may be suitable for your business, you may
like to:
determine key implementation issues, such as communication, attending staff meetings,
working different hours in emergencies, and access to training
discuss perceived barriers and strategies to address them with supervisors and workers
decide on specific performance measures so that supervisors and workers can evaluate
if the arrangement is working
finalise the flexible work arrangement once negotiated and accepted, by preparing and
signing a written agreement with the worker.
It is important to be clear in the negotiation stage that you retain the right to review the new
arrangements and that should conditions change it may be necessary to revert back to the
original work arrangement and that this will always be based on a sound business case for the
change.
STEP 4: Implementation
You may wish to consider the following when implementing flexible working practices:
Use a trial period to ‘test drive’ how the arrangement works in practice.
Regularly consult with your worker and other co-workers so that issues can be discussed
as they arise.
Negotiate and resolve any conflicts as they arise on the basis of mutual benefit and in
terms of the flexibility principles.
Review the arrangement to see whether it has been successful, perhaps once in the first
week, then once a month for three months, then after six months.
You may also like to use a flexible work practices policy to communicate rights and
responsibilities in relation to flexible work arrangements and steps for putting them into
practice. The policy will also help promote the flexible working options your business offers.
STEP 5: Monitoring and evaluation
It is not always possible to predict what impact the implementation of flexible work practices
will have on your business or on other team members. Monitoring and evaluating the
effectiveness of flexible work arrangements means you can track progress and make
amendments or adjustments as needed.
There are a number of ways to evaluate the impact of flexible work practices, including:
setting up a confidential feedback process for your workers to evaluate the
arrangements
assessing specific training needs for all workers about flexibility
surveying customers/stakeholders to determine their perception of the impact flexible
work practices are having on service
checking that individual and team performance measures and objectives have been
achieved.
Using the information you obtained through the evaluation, analyse the overall strengths and
weaknesses of the flexibility options and put in place strategies in response. A possible strategy
may be to provide additional training or resources for your workers to better facilitate the
working arrangements.
Creating a flexible work practices policy
Your flexible working policy should include:
a communication strategy between the employer and worker about the flexible work
practices that are right for both of you
guidelines for equipment and services to be provided
base guidelines for hours and availability
performance monitoring and measurement, perhaps through the introduction of regular
appraisals
occupational health and safety and workplace agreement statements
other checklists, day plans or internal standards that your organisation requires.
Try to leave complex and specific detail out of your policy. Instead aim for simple guidelines and
parameters. An example of a flexible work practices policy is included in the Case studies and
examples chapter at the end of this guide.
Part-time work
A part-time worker works less than full-time ordinary hours and has reasonably predictable
hours of work. They receive the same employment entitlements (on a pro rata basis) associated
with permanent employment, such as personal and annual leave.
Part-time work can also be ‘graduated part-time work,’ to help staff returning from sick leave or
moving into retirement to build up to, or down from, full-time work. See also phased retirement
and job sharing.
Benefits to employers:
Better retention of valued staff and a reduction in labour turnover, which eases labour
shortages as well as reducing recruitment and training costs.
Reduced absenteeism when workers can combine part-time work with personal
responsibilities.
Attraction of new workers who are not available for full-time work.
Flexibility for management to match staff hours with workflow requirements.
Benefits to workers:
Combining work with other responsibilities or interests.
Managing careers more effectively by using knowledge and expertise but reducing
stress and postponing retirement.
Tips for implementing part-time practices
You can introduce part-time work into your employment policy and workplace arrangements by:
allowing all workers to access part-time options
clarifying terms and conditions of employment
establishing rights and processes for reverting to full-time work
ensuring regular part-time workers are not seen as ‘second class’ workers
introducing options for promoting the integration of part-time staff, including access to
staff development and training, career structures, communication and consultation
mechanisms
addressing any grievances that may arise.
Tips for managing part-time practices
The following tips for managing part-time workers may help.
Ensure all staff are aware of any part-time arrangements. This will clarify matters
involving deadlines expected from the part-timer(s) and the distribution of
responsibilities between part-time and full-time workers.
Consider implementing a ‘roster’ system that indicates the days and times of work for all
workers. This way everyone knows who is available when and can plan accordingly.
Job sharing
Job sharing is an arrangement where two or more people share one full-time job, each working
part time on a regular basis. Job sharing offers flexibility because it is tailored to suit the needs
of the organisation, the job sharers and the nature of the job. Job sharing may be a good option
for part-time workers if a job needs to be filled on a full-time basis, although not necessarily by
one person. For example, job-share colleagues could work one week on, one week off, or each
do two and half days a week or any number of combinations as agreed.
Benefits to employers
The availability of a wider range of skills and experience within the one job, including the
possibility of an arrangement where one set of skills and abilities is complemented by
another.
Better staff retention and the ability to attract staff who cannot work full time.
Increased productivity, for example having one person work mornings and one in the
afternoon saves on meal breaks if both workers are working less than four hours. This
means eight hours of continuous work in a day.
Potential for increased staffing flexibility with trained and experienced staff that could
cover temporary vacancies.
Benefits to workers
Job sharing can help valuable, skilled workers achieve a balance between work and other
activities and support workers who may require:
time to be a carer
the flexibility of a phased retirement
opportunities to learn from their job-sharing partner
mutual support and encouragement on the job.
Tips for implementing and managing job sharing
When setting up a job-share arrangement consider the following checklist.
Are the position and tasks clearly defined?
What are the skills and abilities of the job sharers?
Will the job sharers share all responsibilities in the position or is there scope for 'role
splitting' where each job sharer has responsibility for completely different tasks within
the job-share arrangement? This would require defining and designing the different
components/tasks of the position.
Have communication strategies been put in place between the job sharers and others in
the organisation?
Will the job sharers share a desk or other facilities?
Have occupational health and safety (OHS) requirements been considered?
Are the job sharing responsibilities fully documented?
Be creative. Remember that job sharing does not necessarily mean that both job sharers need to
be in the office at different times—if Monday is the busiest day of the week, both staff could
work on Monday, then one could work Tuesday, and the other could work Wednesday and
Thursday, and if Friday is quiet, a job sharer may be able to work from home.
Working from home
Working from home (also known as teleworking or telecommuting) involves staff working away
from the office.
This may occur on a part time, full time, temporary or permanent basis. For example, your
worker could work off-site permanently or come to the office at agreed times.
Many organisations allow staff to work at home for some of the time, depending on the nature
of the work. While this type of home-based work is relatively new to Australia, there is evidence
that it is gaining increasing acceptance.
Research into teleworking48 has revealed that 34 per cent of companies reported that they had
employees who teleworked. These companies reported an increase in business confidence, sales
and profitability compared with those that had not embraced teleworking.
Benefits to employers
Increased productivity: recent studies both in Australia and overseas indicate that
workers have better concentration with less noise and fewer interruptions, less travelling
time, lower stress levels, reduced absenteeism and higher job satisfaction.
Staff are able to focus on agreed outcomes and deliverables without the distractions of
the office.
Savings on office space, recruitment and training.
Better retention of valued staff who may otherwise leave the organisation.
Benefits to workers
Saving on travel costs and commuting time.
Potential to vary work hours (and earnings) to match other commitments.
Increased productivity and job satisfaction resulting from greater autonomy.
48
Sensis Insights (June 2005), Teleworking Report
Tips for implementing and managing teleworking
When implementing teleworking, make sure that tasks are appropriate for each individual
worker, as well as negotiating the following points to meet your mutual needs.
Will the teleworker still need to be available during normal working hours, or will they
be able to work at a time convenient to them?
Are the work standards expected by the organisation clearly understood?
How will tasks be allocated and progress monitored (e.g. by time frame or product
delivery)?
Who owns what? This can include intellectual property rights, IT hardware and
stationery.
How will equipment and services be maintained?
What technical support will the organisation offer?
Can the duties be performed safely at the site where they will take place?
How will you keep teleworkers motivated and maintain their sense of belonging? This can be
achieved by ensuring continuous communication between them and the rest of the workforce
through regular staff meetings, with the teleworker on video or speaker phone.
For some teleworkers, performing a physical action (like dressing for work or leaving via the
front and re-entering by the back door) helps them feel they are at work.
Flexible working hours
Businesses can set a standard number of weekly or monthly work hours and allow staff the
flexibility to work at times that suit them. If necessary, employers can set some core times to be
at work to meet customer service requirements and allow workers to choose their starting and
finishing times.
Benefits to employers
Businesses are able to offer additional services to clients/extended operating hours.
Better retention of valued staff and a reduction in labour turnover, which eases labour
shortages as well as reducing recruitment and training costs.
Reduced absenteeism when workers can combine work with hours that suit their
personal responsibilities.
Benefits to workers
Flexibility to meet both work and other responsibilities.
Increased productivity and job satisfaction resulting from greater flexibility.
Tips for implementing and managing flexible working hours
The following tips for managing flexible hours may help.
Consider implementing a 'roster' system that indicates the days and times of work for all
workers. This way everyone knows who is available when and can plan accordingly.
Ensure that all staff in a team are aware of any staff working non-core hours. This will
assist the team to manage workloads and deadlines expected from each worker.
Provide simple guidelines for staff working irregular and non-core hours.
When considering the introduction of flexible work hours it is important to be aware of the
conditions of employment which are part of the National Employment Standards:
National Employment Standards49.
Conditions of employment50
The National Employment Standards (NES), which replaced the Australian Fair Pay and
Conditions Standard (the Standard) from 1 January 2010, provide a safety net for all employees
in the national workplace relations system. In addition to these minimum conditions of
employment, further conditions can come from a modern award, agreement, award and
agreement-based transitional instruments, minimum wage orders, transitional minimum wage
instruments or state or federal laws.
Entitlements under the NES
From 1 January 2010, the NES has provided 10 minimum entitlements for employees in the
national system:
Maximum weekly hours of work
Requests for flexible working arrangements
Parental leave and related entitlements
Annual leave
Personal / carer’s leave and compassionate leave
Community service leave
Long service leave
Public holidays
Notice of termination and redundancy pay
Provision of a Fair Work Information Statement
49
www.fairwork.gov.au/employment/national-employment-standards/pages/default.aspx
50
www.fairwork.gov.au
The NES applies to all employees covered by the national workplace relations system; however
certain entitlements only apply to casual employees. The national workplace relations system at
present covers those who are:
employed by a constitutional corporation (these are corporations that are trading or
financial, usually Pty Ltd or Ltd companies)
employed in Victoria, the Northern Territory or the ACT
employed by the Commonwealth or a Commonwealth authority
a waterside employee, maritime employee or flight crew officer employed in connection
with interstate or overseas trade or commerce.
Averaging arrangements applied to hours of work
Enterprise agreements are agreements made at an enterprise level between employers and
employees about terms and conditions of employment. Fair Work Australia can assist in the
process of making such agreements, can deal with disputes arising under the terms of
agreements, and assess and approve agreements. An enterprise agreement is made between
one or more employers and employees and (in the case of greenfields agreements) one or more
relevant employee organisations (unions). Awards cover a whole industry or occupation and
only provide a safety net of minimum pay rates and employment conditions. Enterprise
agreements can be tailored to meet the needs of particular enterprises.
Enterprise agreements51
An award or agreement may include provisions for the averaging of hours of work over a
specified period greater than a week. The average weekly hours over the period must not
exceed 38 hours for a full-time employee, or for a less than full-time employee the lesser of 38
hours or the employee’s ordinary hours of work in a week. An award or agreement can provide
for average weekly hours that are greater than these hours if the additional hours are
considered reasonable. The averaging provisions are relevant in determining whether the
additional hours are reasonable or not. There are also provisions for employees not covered by
an award or agreement.52
There are also provisions relating to requests for flexible working arrangements under the NES.
These changes in working arrangements may include:
changes in hours of work (hours reductions, changes to start and finish times)
changes in patterns of work (split shifts, job sharing arrangements)
changes in location of work (working from home or another location)53
51
www.fwa.gov.au/index.cfm?pagename=agreementsmakeabout
52
www.fairwork.gov.au/factsheets/FWO-Fact-sheet-Maximum-weekly-hours-and-the-NES.pdf
53
www.fairwork.gov.au/employment/conditions-of-employment/flexible-working-arrangements/pages/default.aspx
If both parties agree these changes would be of mutual benefit to employees and employers,
then the employer is able to maintain the organisation’s output and the employee is able to
work more flexibly.
Use of Individual Flexibility Arrangements54
The Fair Work Act 2009 seeks to promote workplace flexibility through the use of Individual
Flexibility Arrangements (IFAs). These allow for variations to modern awards or enterprise
agreements to meet the needs of employers and employees while ensuring minimum
entitlements and protections.
The model flexibility term is set out in the Fair Work Regulations 2009.55
Flexibility terms within modern awards allow IFAs to vary:
arrangements for when work is performed such as working hours
overtime rates
penalty rates
allowances
leave loading.
An IFA made under an enterprise agreement can vary only those terms that are set out in the
flexibility term within the enterprise agreement. Details are available at the Best Practice Guide,
Use of Individual Flexibility Arrangements, Fair Work Ombudsmen:
Use of Individual Flexibility Arrangements56
Flexible leave options
There are a range of flexible leave options that your organisation could consider as part of your
strategy to recruit and retain your more-experienced workers.
Benefits to employers
Better retention of valued staff and a reduction in labour turnover, which eases labour
shortages as well as reducing recruitment and training costs.
Reduced absenteeism when workers can combine work with time off to deal with
personal responsibilities.
Higher productivity, motivation and commitment from staff.
Benefits to workers
54
www.fairwork.gov.au/resources/best-practice-guides/Pages/use-of-individual-flexibility-arrangements.aspx
55
www.fwa.gov.au/documents/legislation/fw_regs/fw_regs-05.htm#P1445_118961
56
www.fairwork.gov.au/resources/best-practice-guides/Pages/use-of-individual-flexibility-arrangements.aspx
Opportunities to pursue other responsibilities or interests and return to work.
Increased productivity and job satisfaction resulting from greater flexibility.
Managing careers more effectively by postponing retirement and retaining job security
if they need to take additional time away from work.
Tips for implementing flexible leave options
You can introduce flexible leave options into your employment policy and industrial
arrangements by:
allowing all workers to access flexible leave options
establishing rights and processes for applying for leave.
Job swap arrangements
A job swap is a skills-sharing arrangement between two organisations where a worker transfers
to another organisation (e.g. for six months) while still an employee of the original organisation.
On returning to their workplace, the worker shares the skills and knowledge they have learnt
with their colleagues.
Community service leave
Under the NES there is an entitlement to certain forms of community service leave. This
provides workers with a right to be absent from work to engage in prescribed community
service activities, such as emergency service duties and jury service. Details concerning
recognised emergency services, duration of leave and payment are available on the Fair Work
website.
Community service leave57
Personal/carer’s leave
Personal/carer’s leave and compassionate leave form part of the NES. This covers both sick
leave and carer’s leave. The minimum entitlement for this form of paid leave is 10 days per year,
and it can accumulate from year to year.
An employee—including casual employees—is entitled to two days of unpaid carer’s leave for
each occasion when a member of the immediate family or household requires care or support
because of a personal illness, injury or unexpected emergency.
An employee—including casual employees—is entitled to two days of compassionate leave to
spend time with a member of the immediate family or household who has sustained a
life-threatening illness or injury. This leave may also be taken after the death of a member of the
employee’s immediate family or household.
57
www.fairwork.gov.au/leave/community-service-leave/Pages/default.aspx
Personal, carer’s and compassionate leave58
Phased retirement
Phased retirement allows staff to reduce their hours or level of responsibility rather than making
an abrupt departure on retiring from the organisation. The worker gradually moves into
retirement, while businesses are able to capitalise on their skills and corporate knowledge for
longer. Offering your workers the option of a phased retirement should be considered a key
retention strategy for valued workers nearing retirement.
Benefits to employers
Phased retirement can continue indefinitely and is a great way to capitalise on the skills
and corporate knowledge of experienced workers.
Providing additional time to ensure that the knowledge of your experienced workers is
passed to other workers as part of your succession plan.
Improved staff morale as your staff will know you value their experience and skills.
Benefits to workers
Phased retirement can assist valuable, skilled workers to achieve a balance between
work and other activities whilst preparing them for retirement.
Allows staff time to support and share their knowledge with less-experienced staff,
possibly through a mentoring arrangement.
Allows staff flexibility to balance personal responsibilities, which can include caring,
hobbies or volunteering, while still earning a wage. With a superannuation transition to
retirement strategy, overall income need not reduce.
Tips for implementing and managing phased retirement
There are a number of ways for your workers to undertake a phased retirement, including:
Redeployment to another role within your organisation, which can include becoming a
mentor to less-experienced workers or by undertaking training so they can be re-skilled
to perform a new role.
Flexible working options are a great way to offer flexibility to workers considering a
phased retirement, and can include part-time work, job sharing, flexible leave options
and flexible working hours.
Remember to encourage your workers to review their superannuation and seek professional
financial planning advice, as this may assist them to review their career and life aspirations and
work out how they would like to approach their retirement. An employer not authorised by an
Australian Financial Services Licensee is unable to provide financial product advice.
58
www.fairwork.gov.au/leave/personal-carers-and-compassionate-leave/Pages/default.aspx
Maintain contact
Even after officially retiring some mature age people continue working, often for their former
employer. Employers can facilitate this by setting up:
A ‘return to work pool’, which is a listing of retirees who are available to work for their
former employer as contractors.
An alumnus club of all former staff to receive a regular newsletter. This opens up
avenues for maintaining contact and conveying organisation information and social and
work opportunities to ex-employees.
Wider opportunities
After retirement some workers have the capacity to perform periodic work for several
businesses concurrently (this is sometimes called portfolio employment). These workers may be
a good source of labour for small regular (e.g. monthly) tasks, to meet temporary workload
increases, or for project work.
Contracting
Contracting often gives a worker and an employer flexibility to work when it suits their needs.
Contracting appeals to many mature age workers as it gives them the flexibility to balance their
work and personal interests or caring responsibilities.
Benefits to employers:
Flexibility for management to match staff hours with workflow requirements.
Potential for increased staffing flexibility with trained and experienced staff that could
cover temporary vacancies.
Staff are able to focus on agreed outcomes and deliverables.
Savings on office space, recruitment and training.
Benefits to contractors:
Combining work with other responsibilities or interests.
Managing careers more effectively by using knowledge and expertise but reducing
stress and postponing retirement.
Potential to vary work hours (and earnings) to match other commitments.
Increased productivity and job satisfaction resulting from greater autonomy.
Tips for implementing contracting
Independent contractors (sub-contractors) are not employees. The difference between the two
can be complex. Generally, however, independent contractors, unlike employees, tend to run
their own business, control the way they work, supply their own tools and equipment and are
paid upon completion of a job.
The law treats employees and independent contractors differently with respect to taxation,
workplace relations, superannuation and workers’ compensation. All employers must know how
the law distinguishes the two and in what context. There are a number of factors which
determine the difference between an employee and an independent contractor. These
indicators are provided at Independent Contractors and Employees, Fair Work Ombudsman:
Independent Contractors and Employees59
Contracting relationships must be genuine. The Fair Work Act 2009 prohibits ‘sham contracting’.
This includes dismissing an employee and re-engaging them as a contractor, making false
statements designed to persuade an employee to resign and become a contractor, and
disguising an employment relationship as a contracting relationship.
Contracting relationships must also be fair. The Independent Contractors Act 2006 gives
contractors rights to have unfair contracts rectified by a court. A contract can be unfair if it is
designed to avoid an employer’s obligations under workplace laws, awards and agreements.
Independent Contractors Act 200660
Frequently asked questions
IMPORTANT NOTICE: Please read the disclaimer located at the beginning of this guide.
What is the estimated cost of replacing an employee to an organisation?
What are the key factors for increasing the retention of valued mature age workers?
Question: What is the estimated cost of replacing an employee to an organisation?
Answer: Ernst & Young, a global audit firm, recently estimated that the costs incurred for
turnover in client service roles averaged 150 per cent of a departing employee’s annual salary.
Staff turnover can also substantially affect retention of customers. In one study of more than
3000 customers in six service industries, 80 per cent saw employee retention as a problem for
their service provider.61
Question: What are the key factors for increasing the retention of valued mature age workers?
Answer: The key factors to address are: creating meaningful work, changing roles and
responsibilities to cater to phased retirement, developing a rewards and recognition program,
59
www.fairwork.gov.au/resources/fact-sheets/workplace-rights/Pages/independent-contractors-and-emplyees-fact-
sheet.aspx
60
www.comlaw.gov.au/ComLaw/Legislation/Act1.nsf/0/14A30999C898119ACA25729600026A39/$file/1622006.pdf
61
http://au.hudson.com/documents/emp_au_Hudson_Work-Life_A4_Std.pdf
and ensuring that the knowledge and experience is passed and kept in the organisation through
mentoring and knowledge management.
Chapter six
How to navigate superannuation and
pensions for mature age workers
Superannuation
Superannuation is often a key factor in the retirement and re-employment decisions of mature
age workers. Superannuation laws now allow eligible mature age staff to receive their
superannuation benefits as they work, subject to certain conditions. This can make it easier to
employ workers in the lead up to, or past, traditional retirement age and so increase the options
available to managers and mature age workers. Business owners need to understand all the
implications of these initiatives on a flexible workforce.
A more flexible and adaptable retirement system
The current superannuation rules make it easier for mature aged workers to stay in the
workforce than was the case in the past. Here are some of the key rules:
Superannuation: from 1 July 2007
Superannuation benefits paid from a taxed fund either as a lump sum or an income
stream/pension is tax-free when paid to those aged 60 and over. Tax applies where the
superannuation is paid from an untaxed fund.
Below age 60, two benefit components for lump sum or income stream/pension
payments can apply: tax-free and taxable. The tax-free component is self-explanatory.
Concessional tax rates apply to the taxable component.
An individual does not have to draw down their superannuation once they reach age 65,
but rather is free to retain their superannuation account and draw on it as and when
they wish as one or more lump sum amounts or as a regular income stream/pension
until the capital is used up.
From preservation age62 a person may be able to tap into their superannuation as a
non-communtable income stream/pension while they are still working. This can allow a
mature age worker who has reached preservation age to reduce their working hours
and draw on superannuation to supplement their income.
An increasing number of (but not all) superannuation funds offer this feature (known as
transition to retirement). Certain restrictions apply to transition to retirement pensions
62
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including a limit on annual payments from the pension of 10 per cent of the account
balance.
Contribution caps (and associated rules) apply for individuals, above which excess
contributions tax applies against the individual.
There are no age or work conditions for voluntary superannuation contributions to be
paid for anyone below age 65.
From age 65, voluntary superannuation contributions in excess of the Superannuation
Guarantee or industrial award obligations can only be accepted by a superannuation
fund if the person has satisfied a gainful employment work test. The person must have
been gainfully employed for at least 40 hours in a period of not more than 30
consecutive days in that financial year. Contributions are only allowed for individuals
aged over 75 years if they are required under a certified industrial agreement, or award.
Employers can claim a full deduction for all superannuation contributions paid to a
complying superannuation fund for individuals under the age of 75. The Superannuation
Guarantee continues to apply only until the age of 70.
What is the Superannuation Guarantee?
The Superannuation Guarantee requires employers to pay compulsory superannuation
contributions into a complying superannuation fund or retirement savings account for their
eligible employees.
Eligible employees may include salary or wage earners, people who are engaged under a
contract and employees who are receiving a ‘transition to retirement’ income stream/pension
while still working, as in the case of some mature age workers. Non-compliance by employers
will result in liability for the Superannuation Guarantee Charge.
What are my superannuation obligations as an employer?
Employer obligations include:
Contributing a minimum of nine per cent of every eligible employee’s Ordinary Time
Earnings (OTE) to a complying superannuation fund or retirement savings account of
their choice, no later than 28 days after the end of the month. Certain employees are
not eligible. (Nine per cent is the minimum amount required to be contributed by law.
However, employers can contribute more than this amount for their workers, if desired,
provided that from age 65 the gainful employment work test is satisfied before any
contribution is made above the Superannuation Guarantee’s nine per cent.)
Submitting these contributions by a quarterly cut-off date (at least four times a year).
Penalties apply for non-compliance. Superannuation contributions need to be made by
30 June to claim a tax deduction for that financial year.
Complying with any relevant industrial awards obligations. This is separate from
Superannuation Guarantee compliance.
Offering a choice of superannuation funds to eligible employees.
You can get more information about your superannuation responsibilities as an employer from
the Australian Taxation Office:
Superannuation guarantee—how to meet your super obligations63
You should also obtain your own specialist taxation advice to determine your superannuation
obligations based on each employee’s characteristics.
Superannuation: What is changing?
The rate of employers' Superannuation Guarantee obligation for the moment has not
changed. However in the 2010–11 Federal Budget the government announced:
the Superannuation Guarantee rate will gradually increase from nine per cent
to 12 per cent between 1 July 2013 and 1 July 2019
the Superannuation Guarantee age limit will be raised from 70 to 75 on
1 July 2013.64
Superannuation: what has not changed?
Superannuation preservation rules have not changed:
if an individual reaches preservation age (currently 55 for those born before
1 July 1960, phasing to age 60 for those born after 30 June 1964), on satisfying
a condition of release (generally retirement or ‘transition to retirement’), they
can voluntarily access their superannuation, although before the age of 60,
their benefits will be taxed based on the taxable component, with any tax-free
component paid tax free.
Superannuation law’s first condition for ‘retirement’ is that an arrangement
under which the superannuation fund member was gainfully employed has
come to an end. The second condition is that the superannuation fund trustee is
reasonably satisfied that the person intends never to again become gainfully
employed for 10 or more hours per week.
Release of superannuation may assist an employer attract a mature age person
intending to work for less than 10 hours per week.
preserved amounts can be paid to those who have attained age 60 before
satisfying the first ‘retirement’ condition above. Otherwise, the second
‘retirement’ condition must be met.
attaining age 65 allows preserved benefits to be paid, with no need to retire.
63
www.ato.gov.au/superfunds
64
www.ato.gov.au/businesses
note that in all instances, payment from any superannuation fund is subject to
its Trust Deed’s rules and fund members must check with their fund before
committing to a course of action.
Superannuation retirement income streams/pensions receive favourable tax treatment
on investment earnings (tax free), and a PAYG offset for income payments from
preservation age (or age 60 if paid from an untaxed fund).
An employer not authorised by an Australian Financial Services Licensee is unable to provide
financial product advice. Individual employees should review their superannuation and seek
professional financial advice, based on their own circumstances.
Government Age Pensions
Employers may be interested in the following general information about pensions as this is a
factor that affects the way mature age employees view their employment options as they
progress in age.
Australian pensions have changed
Significant changes were made to Australian pensions, through the Australian Government's
Secure and Sustainable Pensions reform package. Most of the changes came into effect on
20 September 2009. These include an increase in the maximum pension rate, the introduction of
a Pension Supplement, improved indexation arrangements, income test changes (the major
change is the increase in the income test taper rate from 40 cents in the dollar to 50 cents in the
dollar) and the introduction of a Work Bonus for pensioners who have reached the qualifying
age for the Age Pension and have employment income. From 1 July 2017, the qualifying age for
Age Pension will progressively increase from 65 to 67 years. Also, the Pension Bonus Scheme
was closed to new entrants who did not qualify for Age Pension before 20 September 2009.
Work Bonus and Change to Assessment of Employment Income
The Work Bonus was introduced on 20 September 2009 as part of the Government’s Secure and
Sustainable Pensions reform package. New arrangements also apply to the assessment of
employment income for pensioners over Age Pension age. The Work Bonus provides an
incentive for older Australians to enter or remain in the workforce by allowing working age
pensioners to keep more of their pension while they are working.
Who may be affected by the Work Bonus?
The Work Bonus applies to age pensioners who receive employment income providing they are
not being paid under transitional arrangements. The transitional arrangements were put in
place to protect existing pensioners who were receiving a pension at 19 September 2009 and
would have otherwise been immediately adversely affected as a result of the income test
changes.
What is employment income?
Employment income is income from remunerative work undertaken by the person as an
employee in an employer/employee relationship. This includes but is not limited to: salary,
wages, commissions, employment-related fringe benefits, bonus payments, supported wages,
and casual loading. Employment income does not include income from self employment or
business income.
How the Work Bonus affects employment income
For pensioners entitled to the Work Bonus, only half of their first $500 of gross employment
income per fortnight is counted in assessing their pension rate. This means that the maximum
amount that can be disregarded is $250 a fortnight. Once the employment income has received
the 50 per cent discount, it is added to the rest of a person’s income and the normal allowable
income test free area applies. Any employment income over $500 gross a fortnight and any
other income will be counted under the income test. The income test free area and taper rate is
then applied.
Why change to fortnightly assessment of employment income?
Fortnightly assessment of employment income is necessary for the Work Bonus to operate. It
brings the assessment of employment income into line with pensions and benefits for those
under Age Pension age. It also gives greater certainty to pensioners about how their
employment income will be assessed. The rules before 20 September 2009 required an annual
rate of employment income to be estimated. This potentially created uncertainty for pensioners
who had variable income from fortnight to fortnight.
Application for the Work Bonus
A person does not need to apply for the Work Bonus but needs to keep Centrelink informed of
their employment income. The Work Bonus can only be applied to employment income that has
been reported. Pensioners can report over the phone (including Voice Recognition), in person at
a Centrelink office or using the internet.65
Centrelink66
Enhanced Work Bonus
During the election campaign, the Government announced a commitment to introduce a new,
more generous Work Bonus for age pensioners from 1 July 2011, subject to the passage of
legislation. The new Work Bonus will exclude the first $250 of employment income a fortnight
from assessment under the income test for pensioners of pension age (rather than excluding 50
cents in each dollar up to $500 as currently applies); for example if a pensioner earned $400 in a
fortnight, $150 would be assessable ($400–$250), whereas currently $200 would be assessed
(50 per cent of $400).
The new Work Bonus will also allow pensioners to accrue a credit of any unused amount of the
$250 fortnightly exemption, capped at $6500. This credit can carry forward between years and
can be used to offset employment income that would otherwise be assessable. The new Work
Bonus will further increase the benefits pensioners get from working. In particular the new
Work Bonus will improve rewards for pensioners who undertake intermittent or occasional
work.
65
www.fahcsia.gov.au/sa/seniors/payments/Pages/pension_changes-workbonus.aspx
66
www.centrelink.gov.au
Further resources
Centrelink
Centrelink is the Australian Government agency responsible for assistance and coordinated
delivery of payments and services on behalf of government, including the Age Pension:
Centrelink67
Centrelink’s Financial Information Service educates and informs a wide range of people on
financial and lifestyle issues.
Financial Information Service68
Fair Work Ombudsman
The Fair Work Ombudsman works with employees, employers, contractors and the community
to promote harmonious and productive workplaces as well as investigating workplace
complaints and enforcing compliance with Australia’s workplace laws under the Fair Work Act
2009. While the Act does not itself contain obligations in relation to superannuation, some
workplace agreements contain superannuation obligations.
Fair Work Inspectors engaged by the Fair Work Ombudsman ensure that the rights and
obligations of workers and employers under the Fair Work Act 2009 are understood and
enforced fairly.
The Fair Work Ombudsman can start enforcement proceedings in the courts, seeking penalties
for breaches of, among other things, a workplace agreement.
Further information can be accessed through:
Fair Work Ombudsman69
Fair Work Infoline: 13 13 94 from Monday to Friday 8 am–6 pm.
Determining the status of a worker for taxation
It is important to determine the status of a worker for tax purposes as there are different
obligations under PAYG depending on whether the worker is an employee, labour hire worker or
contractor under a voluntary agreement. A checklist to determine PAYG eligibility is available at
the Australian Taxation Office website:
Operating a business―employer essentials70
67
www.centrelink.gov.au
68
www.centrelink.gov.au/internet/internet.nsf/services/fis.htm
69
www.fairwork.gov.au
70
www.ato.gov.au/businesses/pathway.asp?pc=001/003/079
Retirement investment advice
The National Information Centre on Retirement Investments (NICRI) is a free, independent,
confidential service which aims to improve the level and quality of investment information
provided to consumers who are investing for retirement or facing redundancy. For advice phone
1800 020 110 or visit:
National Information Centre on Retirement Investments71
71
www.nicri.org.au
Chapter seven
How to provide a safe workplace
This chapter looks at the promotion of health and wellbeing over the life course. Work-related
illnesses often have their roots in earlier phases of working life. Therefore, an age-neutral
approach ensures that all workers can benefit from positive health and safety practices.
Evidence shows that positive age-management practices can significantly extend the working
life of valued employees. Positive age-management practices result in the prevention of
workplace accident and injury for all workers, not just those of mature age.
The National Occupational Health and Safety Strategy targets a 20 per cent reduction in work-
related fatalities and a 40 per cent reduction in work-related injuries. The challenge is to reduce
claims to 8.35 per 1000 workers by June 2012. In 2002, the number of claims per thousand
workers was 13.9. Over the last eight years it has decreased by 24 per cent.72
Providing workers with a safe workplace to be able carry out their work functions without risk to
their health can be achieved in a number of ways including the identification and management
of workplace risks and hazards as well as measures to promote and build worker wellbeing
within the workplace.
72
Work Safe Victoria Annual Report (2010)
Age-related changes and what this means for work health and safety
It is important to remember that everyone is different.
Some workers are more vulnerable to certain occupational injuries, so it is important to identify
the challenges and analyse the changes that would be beneficial in your workplace—not just for
older workers, but across your workforce. For specific advice on identified needs of your
workers, contact the work health and safety (WHS) authorities and professionals listed at the
end of this chapter.
Physical and cognitive changes
Below is some information on how changes to the body can easily be managed in the workplace
through an effective work health and safety policy and appropriate supporting practices.
You may also be interested in the JobAccess website which provides a comprehensive
‘workplace adjustment tool’. This tool provides hints and tips on making all types of activities
performed in the workplace easier to perform.
Workplace Adjustment Tool73
Body changes Possible effect on worker Safety measures include
Reduce physical loads by using
Pushing/pulling may be less lifting machinery. Consider
Muscle strength
powerful. Reduced endurance. 'ergonomically designed' tools to
reduce muscular exertion.
Ensure flooring is flat and
Workplace slips and falls are more
unobstructed. Consider job redesign
likely to result in a fracture, and
Bone density to reduce squatting and bending,
squatting and bending forward may
using adaptive or supporting
be more difficult.
equipment.
Reduce extreme posture and limb
positions. For example, reaching
Over-reaching is more likely to beyond shoulder height may
Flexibility in body tissue result in strains and muscular become increasingly difficult so
injuries. heavy and frequently-used items
should be placed closer to the
workstation.
Lessens blood flow to the skin and Reduce need to carry items by
can affect the capacity to work in providing trolleys/lifting machinery.
Cardiovascular capacity
the heat. May affect the ability to Consider 'ergonomically designed'
do heavy physical labour. tools to reduce muscular exertion.
73
www.jobaccess.gov.au/Workplace_modifications/Workplace_Adjustment_Tool/Pages/home.aspx
Body changes Possible effect on worker Safety measures include
Ability to do detailed tasks may be
Ensure adequate lighting levels for
affected. This could include the
nature of work. Encourage eye
ability to read printed material,
Changes to eyesight check-ups. Important signs need to
dials and screens within arm’s
have large print and contrasting
length. There is also often an
colours.
increased sensitivity to glare.
Difficulty in locating the source of Ensure hearing protectors are
sounds. This could reduce the provided where necessary. Ensure
Changes to hearing ability to hear alarms and other background noises are low enough
work-related signals such as verbal for staff to hear alarms and verbal
instructions. instructions.
For further information on what employers can do in the workplace, please refer to:
Safe and Healthy: A Guide to Managing an Ageing Workforce74
74
Work Safe Alberta (2006), Safe and Healthy: A Guide to Managing an Ageing Workforce,
(http://alis.alberta.ca/pdf/cshop/safehealthy.pdf)
Employer obligations for work health and safety
Employers and workers have a shared responsibility for health and safety in the workplace.
While employers have an overarching duty of care to provide and maintain a safe workplace and
ensure that workers and others are protected from health and safety risks, workers have a
responsibility to take reasonable care for their own safety and not endanger the safety of
others.
WHS makes good business sense, as safe workplaces are more efficient, experience fewer
accidents and have less absenteeism. In addition, workers of all ages are likely to find your
business more attractive if they feel their work environment is safe and healthy. This section
outlines employer obligations and duties, as well as offering guidance on consultation and risk
management.
Harmonisation of Work Health and Safety laws
Each state and territory has been responsible for making and enforcing its own occupational
health and safety laws. Although these have drawn on similar approaches, there are some
differences in the application and detail of the laws.
Through the work of Safe Work Australia and the Workplace Relations Ministers’ Council, as of
the beginning of 2012 it is expected that each jurisdiction (Commonwealth, state and territory)
will enact the Model Work Health and Safety (WHS) Act.
The model WHS Act is not be significantly different from many current work health and safety
laws. Much of it is based on policies that are common to many jurisdictions.
General duties
Information about the specifics of the current Commonwealth, state and territory occupational
health and safety acts can be found on each jurisdiction’s website. In a nutshell, the
requirements state that employers have a duty to ensure, as far as reasonably practicable, that
the health and safety of workers and other persons in the workplace is not put at risk.
Consultation
Employers are required to consult with workers, so far as is reasonably practicable, on issues
that may directly affect their health and safety, especially when:
identifying or assessing hazards and risks
making decisions about controlling those risks
proposing changes to how work is done in the workplace, or to plant, substances or
other things used at the workplace.
This consultation must involve:
sharing information with workers about their health, safety and welfare
giving workers a reasonable opportunity to express their views and taking these views
into account
advising workers of the outcome of the consultation in a timely manner.
Employers should strive to create a work environment that values open communication,
including a non-threatening forum for mature workers to communicate WHS issues specific to
their particular needs.
Risk-management approach
Managing safety does not have to be difficult. It starts with three simple steps:
Step 1: Find the hazards Some hazards will be obvious because they are common in
your industry, but others may not be. Here is a list of how to
proceed:
start by talking to your workers
look at every task
go through the injury records
look at the history of accidents in your industry
check out your jurisdiction’s web page—there might
be industry-specific guidance
if you are a small or medium-sized business, you
might qualify for free safety consultancy services.
Step 2: Assess the risks After all the hazards have been identified, you need to
assess the risk—make a judgment about the seriousness of
each hazard and decide which one requires the most urgent
attention.
Step 3: Fix the problems First, aim to totally remove the risk, e.g. can you avoid doing
the hazardous task? If that is not possible, find ways to
control it. You may need to alter the way certain jobs are
done, change work procedures, or perhaps provide
protective equipment. You will often find there are
solutions to reduce many of the hazards in your workplace.
Most of them will be inexpensive while some will cost
nothing at all.
Where there are no straightforward solutions, what could
you do?
Get help from your industry association.
Talk to other people in your industry.
Check out your state or territory WHS regulator’s
website and look for industry-specific guidance.
What employers can do in the workplace
Your business will benefit from a proactive approach to WHS. Better health and safety improves
productivity and your business image as well as saving you the costs associated with a work-
related injury or illness.
Changes required to meet WHS obligations often cost little or nothing. This section contains tips
on work design, work environment and task design, with WHS in mind.
As an employer, it is your responsibility to provide a safe work environment for all workers, free
from any hazards, and complying with the WHS laws in your state or territory.
Health and safety in the workplace is about preventing work-related injury and disease, and
designing an environment that promotes wellbeing for everyone at work.
Knowledge is the key ingredient in providing a safe work environment—if everyone knows the
correct procedures then accidents and injuries can be kept to a minimum.
The following areas need to be addressed to ensure people remain in good health at work:
Work design
The physical and mental workload of workers may have an effect on their health and safety. The
way tasks are organised throughout the day, the level of control workers have over these tasks
and the support received from management and colleagues can all help to prevent problems.
Consider the following:
Offer workers greater control of their work; for example in determining the pace of
work, rest breaks etc.
Ensure job variety—try to increase the variety of tasks that workers perform. This will
reduce boredom and increase levels of concentration, hence reducing injury risks.
Training—ensure all workers are offered the same training and development
opportunities regardless of age.
Work environment
The second aspect employers need to assess is the work environment. Temperature, lighting,
noise, air quality and housekeeping factors can have a physical and mental impact. Issues in the
work environment can often be identified simply by walking through the premises and talking to
your employees. Your workers will frequently be able to explain how to eliminate or minimise
the risks75. To assist in the process of identifying possible hazards, many jurisdictions provide
advice that can assist. Comcare provides a comprehensive list of health and safety topics on its
website as outlined in the table below.
75
www.comcare.gov.au/safety__and__prevention/health_and_safety_topics
Abrasive blasting Electrical work Office hazards
Alcohol Ethylene oxide Plant
Asbestos Forklifts Psychological injury
Bullying Hazardous substances Slips, trips and falls
Confined spaces Infectious diseases Smoking
Cranes Inorganic lead Social functions and events
Dangerous goods and Manual tasks Vibration
explosives
Driver fatigue Noise Waste
DVT
Task design
The aim of task design is to make sure that all components of a task are arranged to reduce the
risk of injury by movements such as twisting, reaching, and carrying as well as improving
posture.
For example, changing the height and placement of equipment, furniture and objects used in
various tasks can make a big difference.
Workplace wellness
Workplace wellness programs are a powerful, cost-effective and efficient way to maintain a
healthier, more motivated workforce. In fact, there is now a growing body of evidence to prove
that workplace health has a direct correlation with business efficiency and competitiveness.
A number of organisations have workers who have been involved in the following activities:
health promotion activities such as healthy life seminars, as well as fitness initiatives
such as pilates, yoga, walking and weight-loss programs
access to worker financial assistance for fitness programs and discount arrangements
for workers joining fitness or health clubs
in-house gym facilities or table tennis, or an outdoor team sport such as basketball or
soccer
annual or periodic health assessments (including periodic screening for cholesterol,
glaucoma, diabetes, hypertension, and annual flu and other vaccinations)
quit smoking programs
access to social workers or mental health support; for example through an Employee
Assistance Program (EAP).
Employee Assistance Program services help you to support the health and wellbeing of your
workers, improve morale and increase productivity. An EAP is a confidential, independent, early-
intervention counselling service for workers and their families. It helps them to identify and deal
with issues that may be affecting their relationships, health or overall wellbeing and work
performance. Counselling is available by phone or face-to-face within business hours, or 24
hours a day seven days a week. As family and relationship issues can have an enormous impact
on your workers’ wellbeing, absenteeism and work performance you can also include
counselling for family members as part of your business EAP. Counselling is provided by
registered and clinical psychologists who are qualified to assist people experiencing depression
or anxiety. They are also skilled and experienced in assisting individuals with a wide range of
personal, family and work-related issues.
The Employment Assistance Fund helps people with a health condition (including a mental
health condition), injury or disability and their employers by providing financial assistance for
work-related equipment, modifications and services. It is a pool of funds available to pay for the
cost of special workplace equipment, services and modifications. The fund has the flexibility to
provide workplace solutions that meet the individual needs of both employers and workers.
Financial assistance is available for: assistive technology, electronic and communication
equipment, specialist support for workers with learning disability or mental health condition,
Auslan (Australian Sign Language) interpreting for job interviews and work-related activities,
deafness-awareness training and other disability-awareness training.
For more information on the Employment Assistance Fund visit the JobAccess website or phone
1800 464 800.
JobAccess76
On-the-job support is available for mature age workers who have a health condition, injury or
disability which is placing their job at risk.
On‐the‐job support is delivered through a network of providers that specialise in assisting
people with a health condition, injury and disability. An experienced provider will work with you
and your employee to help ensure they are able to continue on in their job.
On‐the‐job support could include:
a comprehensive workplace assessment
free workplace modifications or special equipment
advice about job redesign
training to support job retention.
76
www.jobaccess.gov.au
On‐the‐job support includes the opportunity to undertake training at a Certificate I or higher
level course (delivered by a registered training organisation) or to get a licence.
Eligibility criteria apply.
Call 13 17 64 for more information or see the Experience+ website:
Retain your job77
Safe Work Australia78
Safe Work Australia is an independent statutory agency with primary responsibility to improve
work health and safety and workers’ compensation arrangements across Australia.
Key functions of Safe Work Australia include:
develop national policy relating to WHS and workers’ compensation
prepare model Act and model regulations relating to WHS for adoption by the
Commonwealth, and each of the states and territories
prepare model codes of practice relating to WHS for adoption by the Commonwealth,
and each of the states and territories and made under laws of those jurisdictions that
adopt the approved model WHS legislation
prepare other material relating to WHS and, if necessary, revise that material
develop a policy dealing with the compliance and enforcement of the Australian laws
that adopt the approved model WHS legislation, to ensure that a nationally-consistent
approach is taken to compliance and enforcement
monitor the adoption by the Commonwealth, states and territories of the approved
model WHS legislation, the approved model WHS codes of practice and the approved
WHS compliance and enforcement policy
collect, analyse and publish data (or other information) relating to WHS and workers’
compensation to inform the development or evaluation of policies in relation to those
matters
conduct and publish research relating to WHS and workers’ compensation to inform the
development or evaluation of policies in relation to those matters
revise and further develop the National OHS Strategy 2002–2012
develop and promote national strategies to raise awareness of WHS and workers’
compensation
77
www.deewr.gov.au/Employment/Programs/ExpPlus/Workers/Pages/RetainYourJob.aspx
78
www.safeworkaustralia.gov.au
develop proposals relating to: harmonising workers’ compensation arrangements across
the Commonwealth, states and territories and workers’ compensation arrangements for
employers with workers in more than one of those jurisdictions.
Workers’ compensation
Workers' compensation provides protection to employers and their workers in the event of a
workplace-related injury or disease.
The Commonwealth, state and territory workers' compensation schemes provide compensation
for workers injured in the course of employment and provide for their rehabilitation and return
to work.
It is compulsory for employers to get insurance for workers' compensation liability and ensure
they meet their legal obligations as specified by their jurisdiction. These obligations are the
same regardless of workers' ages.
Workers' compensation premiums are not based on the age profile of an employer’s workforce,
but usually will be based on some or all of the following:
the amount of wages and salaries that employers pay to their workers
the costs of compensation claims
the industry in which an employer operates (industry premium rates reflect the costs of
all compensation claims in each type of industry)
specific funding arrangements in a jurisdiction, such as dust diseases levies.
Because workers' compensation performance is taken into account when calculating premium
rates, good results in conjunction with good WHS practices, should help to reduce premiums.
Workers compensation authority web addresses and contact numbers by jurisdiction are listed
at the end of this chapter.
Frequently asked questions
IMPORTANT NOTICE: Please read the disclaimer located at the beginning of this guide.
Can I ask someone applying for a job if they have had a previous Work Cover claim?
What is duty of care?
What is compulsory workers' compensation insurance and when is it required?
Does an employer have to provide suitable duties for an injured worker?
How can a health and safety consultant assist my business?
Question: Can I ask someone applying for a job if they have had a previous Work Cover claim?
Answer: It is better to ask whether they have any existing or known injuries that might affect
their ability to do the job. This is because a job applicant who answers ‘yes’ to the question
above and is refused employment could claim that they have been discriminated against based
on a presumption made about a past injury.
Question: What is duty of care?
Answer: At law, a duty of care is the obligation owed to anyone whom it is reasonably
foreseeable would be injured by the lack of care of that person. The duty may be owed to
persons in specific categories, such as by an employer to an employee. The duty will be
breached if the employer fails to act in accordance with the required standard of care. For an
employer, exercising its duty of care includes planning for the prevention of workplace
accidents, injuries and illnesses.
Employers and employees will also have a general duty of care to take care of others in relation
to matters of health and safety. The employer’s duty of care applies to all people in the
workplace, including visitors and contractors. There may also be a general duty of care on the
designers, manufacturers and suppliers of plant and substances used by people at work to
ensure that their products are not a risk to health and safety when properly used, and to
provide information on the correct use and potential hazards associated with the use of their
products.
An employer must comply with the Occupational Health and Safety legislation in their
jurisdiction.
Question: What is compulsory workers' compensation insurance and when is it required?
Answer: Employers must take out and keep up to date a workers' compensation insurance
policy covering all their workers as required by the relevant workers' compensation authority.
Workers' compensation insurance provisions for injured workers vary across the
Commonwealth, state and territory schemes but the obligations for employers will be the same
for all workers, regardless of their age.
Employees who suffer from injuries that arise out of or in the course of their employment will
normally be entitled to compensation payments for lost income and medical treatment;
although there are some limitations for injured employees at, or near, age 65.
Employers should check with their relevant workers' compensation authority for more detail on
their obligations and entitlements for their employees.
Question: Does an employer have to provide suitable duties for an injured worker?
Answer: Return to work provisions for injured workers vary across the Commonwealth, state
and territory schemes but the obligations on employers will be the same for all workers,
regardless of their age.
The emphasis on timely, durable and safe return to work is a feature of all workers'
compensation schemes in Australia. Generally speaking, employers will be required to assist
injured employees to return to work following a work-related injury, but employers should
check with their relevant workers' compensation authority for more detail.
Returning injured employees does not have to be expensive and onerous. In fact, effective and
sustainable return to work practices following work-related injury can provide a range of
benefits for employers and employees, including:
reduced direct and long-term compensation claim costs
retention of valuable trained and experienced staff
opportunities for retraining and redeployment
better long-term health outcomes for injured individuals
increased staff confidence, morale and commitment to their employer.
Question: How can a health and safety consultant assist my business?
Answer: The health and safety of workers is vitally important, but understanding the laws and
knowing how to manage health and safety effectively can be difficult. By getting advice from an
independent health and safety consultant, your business can quickly and easily get an
understanding of what the legislation means in your particular context and how to go about
managing health and safety in a step-by-step fashion.
Further resources
Commonwealth, state and territory Work Health and Safety Authority websites
Comcare is a Commonwealth statutory authority established under the Safety, Rehabilitation
and Compensation Act 1988 (SRC Act) and covered by the Commonwealth Authorities and
Companies Act 1997 (CAC Act). Comcare administers the Commonwealth's workers'
compensation scheme under the SRC Act and also administers the Occupational Health and
Safety Act 1991 (OHSAct)79.
Comcare80
Safety, Rehabilitation and Compensation Act 198881
Occupational Health and Safety Act 199182
79
www.comlaw.gov.au/ComLaw/Management.nsf/current/bytitle/AB1F2638013E34EFCA256F710006F863?OpenDoc
ument&mostrecent=1
80
www.comcare.gov.au/
81
www.comlaw.gov.au/comlaw/management.nsf/lookupindexpagesbyid/IP200403477?OpenDocument
82
www.comlaw.gov.au/ComLaw/Management.nsf/current/bytitle/AB1F2638013E34EFCA256F710006F863?OpenDoc
ument&mostrecent=1
Jurisdiction Web address Phone
Commonwealth www.comcare.gov.au 1300 366 979
ACT www.worksafety.act.gov.au 02 6205 0168
NSW www.wcc.nsw.gov.au/default.htm 1300 368 040
NT www.worksafe.nt.gov.au/ 1800 019 115
QLD www.deir.qld.gov.au/workplace/index.htm 1300 369 915
SA www.safework.sa.gov.au/ 1300 365 255
TAS www.workcover.tas.gov.au 1300 776 572
VIC www.worksafe.vic.gov.au 1800 136 089
WA www.worksafe.wa.gov.au/ 1300 307 877
Commonwealth, state and territory Occupational Health and Safety legislation links
Jurisdiction Web address
Commonwealth www.comcare.gov.au/laws__and__regulations/ohs_act,_regulations__and__code
ACT http://www.worksafety.act.gov.au/page/view/1402
NSW www.workcover.nsw.gov.au/lawpolicy/Pages/default.aspx
NT www.worksafe.nt.gov.au/corporate/legislation.shtml
QLD www.deir.qld.gov.au/workplace/law/legislation/index.htm
SA www.safework.sa.gov.au/show_page.jsp?id=2645
TAS www.workcover.tas.gov.au/safety/useful_links
VIC www.worksafe.vic.gov.au
WA www.commerce.wa.gov.au/WorkSafe/
Role of the Safety, Rehabilitation and Compensation Commission
The Safety, Rehabilitation and Compensation Commission (SRCC) is established under the
Safety, Rehabilitation and Compensation Act 1988 (SRC Act). The SRCC is a statutory body with
regulatory functions in relation to Comcare and other authorities which determine workers’
compensation claims under the Comcare scheme. The SRCC also has regulatory functions under
the Occupational Health and Safety Act 1991 (OHS Act).
Safety, Rehabilitation and Compensation Commission83
The SRC Act also establishes Comcare which has its own regulatory functions as well as claims
management functions. Comcare supports the SRCC in exercising its functions under the OHS
and the SRC Act.
Comcare84,
Commonwealth, state and territory Workers' Compensation Authority websites
Jurisdiction Web address Phone
Commonwealth www.comcare.gov.au 1300 366 979
ACT www.worksafety.act.gov.au 02 6205 0168
NSW www.wcc.nsw.gov.au/default.htm 1300 368 040
NT www.worksafe.nt.gov.au 1800 019 115
www.workcoverqld.com.au 1300 362 128
QLD
www.qcomp.com.au 1300 361 235
SA www.workcover.com 13 18 55
TAS www.workcover.tas.gov.au 1300 776 572
VIC www.worksafe.vic.gov.au 1800 136 089
WA www.workcover.wa.gov.au 1300 794 744
Safe Work Australia
www.safeworkaustralia.gov.au85
Independent Living Centres
www.ilcaustralia.org86
Australian Public Service advice, includes a range of useful checklists and resources
Productive and safe workplaces for an ageing workforce87
83
www.srcc.gov.au/home
84
www.comcare.gov.au/about_us
85
www.safeworkaustralia.gov.au/
86
www.ilcaustralia.org
87
www.apsc.gov.au/publications03/maturecomcare.htm
Small business assistance schemes
Victoria Small Business Assistance Scheme88
NSW Small Business Assistance Scheme89
WA Small Business Assistance Scheme90
SME starter kits
NSW small business assistance strategy brochure91
WA small business home page92
Safe work management program for medium-sized businesses (SA)93
QLD small business home page94
VIC small business homepage95
ACT small business toolkit checklists96
88
www.business.vic.gov.au/BUSVIC/GAP/PC_GAP_92.html,svGAP_PC_50984,contextSEC11,svgapkeep=Y
89
www.smallbiz.nsw.gov.au/run/hr/employment/recruitment/Pages/Incentivessupport.aspx
90
www.smallbusiness.wa.gov.au/grants-and-assistance-available
91
www.workcover.nsw.gov.au/formspublications/publications/Documents/small_business_assist_services_brochure_
5843.pdf
92
www.smallbusiness.wa.gov.au/
93
www.safework.sa.gov.au/contentPages/SafeWorkMgtProgram/default.htm
94
www.deir.qld.gov.au/workplace/business/smallbusiness/index.htm
95
www.business.vic.gov.au/BUSVIC/HOMEPAGE/HOME.html:?s_kwcid=TC|8836|small%20business%20victoria||S||5
331288052&gclid=CJrzsf3gv6QCFQ-rbwodxRU-Cg
96
www.worksafe.act.gov.au/publication/view/1126
Chapter eight
How to maximise training and
development outcomes for mature age
workers
Recent research has demonstrated that mature age workers are as interested in training
opportunities as other workers. A survey undertaken by National Seniors Australia showed that
training and technology initiatives were attractive to the majority of older and younger workers
with the exception of targeted training to develop new job skills, which was mainly attractive to
older workers. The chart below clearly demonstrates these findings.
The National Centre for Vocational Education and Training Research has found clear evidence
that education and training undertaken by mature age people results in improved productivity.
The image of a chart that shows the attractiveness of training and technology initiatives has
been removed to ensure that the information is available to people with various information
accessibility needs. The image is included in the PDF version of this publication
In addition, companies that train older workers are more likely to reap the benefits since older
workers are more likely to remain in their jobs for longer than other workers. Also, by including
mentoring and knowledge transfer into the overall program, organisations can train less-
experienced staff as a part of salary cost. This training is not only easy to implement, it can also
be tailored to suit the trainee’s needs.
This section examines the benefits of providing training and development options to your
mature age workers.
Training
Mature age workers should have equal opportunities to upgrade their training and skills. Yet
two thirds of older workers feel that they do not receive sufficient training and leadership
opportunities.
Mature age workers and job seekers are often stereotyped by our society. Their experience,
maturity and stability are overshadowed by the assumption that their only goal in life is
retirement. As a result, mature age workers often find it difficult to access training, promotions
and career opportunities.
Yet many mature age workers are just as interested in training and furthering their careers as
any other worker, and given the opportunity, they are just as capable of learning new skills.
What is more, older workers are just as flexible in relation to working conditions and learning.
Many educational institutions, including TAFE colleges and universities, provide adult education
classes to assist workers to upgrade their qualifications, knowledge and skills. Most training can
be undertaken on a part-time basis, often in conjunction with full-time work.
General tips
Here are some general tips to ensure that you make the most of your mature age workers.
Do not assume that mature age workers have less interest in extending their skills or
new job challenges—but do modify training according to individual needs. Discussions
between staff members about career expectations can help create arrangements that
suit and reward both parties.
Provide training to meet technical needs and incorporate past experiences.
Ensure that training is offered to all staff regardless of age and is adapted to different
learning styles.
Offer a variety of training options, including job rotation and on-the-job coaching.
Consult with training organisations that specialise in programs for mature age workers.
Link your training programs with mentoring and flexible work practices to maximise the
benefits and value of mature age workers.
Recognition of prior learning
Recognition of prior learning (RPL) allows a person to receive recognition and credit for the
knowledge and skills they have, no matter how and where these were attained. This can be
particularly relevant to mature age workers given their life and work experiences. This can
include skills from:
previous study, including courses at school or college, through adult education classes or
training programs at work
work experience, including work that is paid and unpaid
life experience, for example leisure pursuits or voluntary work.
What matters in obtaining RPL is that the knowledge and skills already possessed by the
individual are relevant to the learning outcomes and assessment criteria of the qualification they
are seeking credit for.
In the Vocational Education Training (VET) sector, an RPL assessment can result in a full
qualification or a Statement of Attainment for partial completion.
A fact sheet for employers is available on the Experience+ website:
Experience+ Training97
97
www.deewr.gov.au/Employment/Programs/ExpPlus/Employers/Pages/TrainGuideandAppForm.aspx
Apprenticeships and traineeships
Mature age workers can also be trained under the Australian Apprenticeships program:
Australian Apprenticeships98
Australian Apprenticeships combine time at work with training, and can be full time or
part time. Information about mature age apprenticeships can be located at Australian
Apprenticeships Centres. These are contracted by the Australian Government to provide
one-stop shops for those seeking to hire Australian Apprentices or to take up an Australian
Apprenticeship as a career path.
The Support for Adult Australian Apprentices payment provides financial support to Australian
Apprentices or their employer during the first two years of an Australian Apprenticeship.
To find out more go to:
Support for Adult Apprentices99
Fact sheet100
Information about other financial incentives available to employers of Australian Apprentices is
available at:
Employer Incentives101
To find an Australian Apprenticeships Centre near you call 13 38 73.
State and territory funding for apprentices
State and territory governments also administer some funding schemes designed to assist
employers and their trainees or apprentices.
ACT www.det.act.gov.au/information_for/vocational_education_providers
NSW www.training.nsw.gov.au/training_providers/index.html#Apprenticeships__traineeships
NT www.det.nt.gov.au/employers/employ-apprentice-trainee
QLD www.trainandemploy.qld.gov.au/client/for_business_and_employers/funding_incentives.html
SA www.dfeest.sa.gov.au/Services/Apprenticestrainees/tabid/156/Default.aspx
TAS www.skills.tas.gov.au/learners/apprenticeships
VIC www.skills.vic.gov.au/apprentices
WA www.det.wa.edu.au/training/training/content-funding.asp
98
www.business.gov.au/BusinessTopics/Employingpeople/Hiringpeople/Pages/Hiringapprenticesandtrainees.aspx
99
www.australianapprenticeships.gov.au/australian_apprentice/support_adult.asp
100
www.australianapprenticeships.gov.au/about/publications.asp
101
www.australianapprenticeships.gov.au/employer/incentives.asp
Productivity Places Program
Your employees may be eligible to undertake training in areas of skills shortage. You or your
employees can contact your respective state or territory government to find out more about
what training places are available through the Productivity Places Program. Contact details are
provided at the following website:
Productivity Places Program102
Workplace English Language and Literacy
You may be able to access funding to provide English language, literacy or numeracy training in
the workplace. Funding is available on a competitive grants basis to organisations for English
language and literacy training linked to job-related workplace training.
For more information, call the Workplace English Language and Literacy (WELL) Contact Centre
on 13 38 73.
WELL Program103
Experience+ Training
From 1 July 2010, the Government is investing $7.68 million (over four years) into Experience+
Training to help employers provide quality training for their mature age workers, increasing the
capacity of mature age workers to provide effective mentoring, supervisory and other practical
support to apprentices and trainees in the workplace.
Experience+ Training allows eligible employers to apply for $4950 (includes GST) to pay for, or
contribute to, the cost of approved training for an eligible mature age worker. Funding must be
used to pay for, or contribute to, the cost of a Certificate III (or above) level course for a mature
age worker. The course must be delivered in Australia by a Registered Training Organisation.
Any remaining funds can be used to pay for, or contribute to, the cost of:
administrative expenses involved in identifying and enrolling the worker in a suitable
training course
supporting the business to allow the worker to complete the course while still in
employment
evidence gathering/skills assessments to allow the worker to gain Recognition of Prior
Learning
applying for relevant tickets (such as forklift tickets) or licences
102
www.deewr.gov.au/Skills/Programs/SkillTraining/ProductivityPlaces/contact/Pages/Contacts.aspx
103
www.deewr.gov.au/Skills/Programs/LitandNum/WorkplaceEnglishLanguageandLiteracy/Pages/default.aspx
additional training activity that is not at the Certificate III level or above, but would be of
benefit to the worker (e.g. literacy or numeracy training, Certificate I or II level training,
statements of attainment).
Eligibility criteria apply. For more information, including eligibility requirements and to submit
an online application, see:
Experience+ Training104
Barriers to successful training for mature age workers
In considering the implementation of training initiatives for mature age workers, it is important
to be mindful of the three main factors which affect whether or not the mature age worker will
undertake skill development activities and achieve positive outcomes. These are:
attitudes and behaviours of employers and workers towards older people working and
to learning new skills and knowledge
the individuals’ attitudes to learning and their personal circumstances (e.g. health, carer
responsibilities, financial position, access and opportunity to train)
financial considerations around eligibility for pensions or superannuation funds, as this
links to the time that an individual has to realise their investment in training105.
Frequently asked questions
IMPORTANT NOTICE: Please read the disclaimer located at the beginning of this guide.
Question: Can a business access apprenticeship funds for training mature age workers?
Answer: If the business complies with the specified requirements for the apprenticeship fund,
then there are a range of apprenticeships and funding programs available that can include
mature age workers. Please see the Australian Apprenticeship Centre website or contact your
nearest Australian Apprenticeship Centre for further details.
Further resources
training.com.au
training.com.au provides a single point of access to a range of vocational education and training
information, products and services in Australia. training.com.au is also tailored to the needs of
businesses, apprentices and training organisations. It is a source of advice on the Australian
Quality Training Framework—the national set of standards that assure consistent, high-quality
training and assessment for Australia's vocational education and training system.
training.com.au
104
www.deewr.gov.au/Employment/Programs/ExpPlus/Employers/Pages/StaffTrain.aspx
105
The Mature-aged and skill development activities, A systematic review of research, P Thomson, S Dawe, A
Anlezark, K Bowman, NCVER 2005 p7
myfuture
For a list of education and training providers, courses and qualifications, see the myfuture
website:
myfuture—The Facts106
Experience+ Career Advice
Mature age staff can speak to a qualified Career Adviser for help identifying suitable training and
development opportunities. This is a free telephone-based service for people aged 45 years and
over. Call 13 17 64 (8am to 6pm, Monday to Friday).
National Training Information Service
The National Training Information Service is the official register of training options and providers
in Australia. Employers can search the National Training Information Service website to find
specific training packages, qualifications, courses, units of competency and registered training
organisations that are licensed to provide training in each state or territory. This website is
developed for experienced training sector users.
National Training Information Service107
State and territory training/funding organisations
ACT www.det.act.gov.au/information_for/vocational_education_providers
NSW training.nsw.gov.au
NT www.deet.nt.gov.au
QLD www.trainandemploy.qld.gov.au
SA www.training.sa.gov.au
TAS www.skills.tas.gov.au
VIC www.skills.vic.gov.au
WA www.trainingwa.wa.gov.au
106
www.myfuture.gov.au/The%20Facts.aspx
107
www.ntis.gov.au/
TAFE websites in your state/territory
ACT www.cit.act.edu.au
NSW www.tafensw.edu.au
NT www.cdu.edu.au/cduvet
QLD www.tafe.qld.gov.au
SA www.tafe.sa.edu.au
TAS www.yourchoice.tas.gov.au
VIC www.education.vic.gov.au/beyondschool/tafe.htm
WA www.trainingwa.wa.gov.au
Case studies and examples
Do you have a success story to share? We would love to hear from you:
experience@deewr.gov.au.
Workplace training and assessment in the aged-care industry
Garden Village Port Macquarie, an aged-care provider on the mid north coast of New South
Wales, is one organisation that understands the benefits of providing training to experienced
workers to help them move into mentoring and supervisory roles.
Drawing on the Australian Government’s Experience+ Training program, Garden Village Port
Macquarie has enrolled three of its mature age carers in a Certificate IV in Leisure and Health.
‘Our goal from this training is to create a greater bond and knowledge transfer between our
experienced mature workers and our up-and-coming trainees and junior staff,’ said Mrs Vicki
Peterson, Human Resources Manager.
The training will provide the mature age workers with the skills they need to identify the leisure
and health needs of the residents of the aged-care facility, and to prepare activity programs in
cooperation with the professional medical staff. The workers will then supervise the delivery of
these programs, passing on what they have learned to the trainees and junior staff.
Robyn Fitzgerald, one of the mature age workers, says it’s a great opportunity to gain formal
recognition in Certificate IV Health and Leisure.
‘As a mature-age worker I am able to promote the value of leisure and recreation in aged care to
co-workers, new staff and the wider community.’
This innovative approach will allow the provider to deliver a holistic level of support to the aged
residents, retain its valuable mature age employees and provide greater support to junior staff.
Experience+ Training provides grant funding of $4950 per eligible mature age worker to
organisations that train workers at the Certificate III level or above. The program is designed to
equip mature age workers with the skills they need to supervise or mentor apprentices or
trainees. The grant funding also includes an incentive payment for the employer, in recognition
of the time that the employer may take to identify and enrol the worker in a suitable course and
the time the worker may take off-site to participate in the training. Local government
organisations can apply for Experience+ Training.
Mentoring in the food manufacturing industry
Homestyle Bakeries is a food manufacturing company employing approximately 140 people in
Southern Queensland. The company’s Quality Manager, Mrs Gayle Teal, identified Neil, who is
55 years of age, as having the experience to become an in-house trainer for some of the
bakery’s apprentices and trainees.
‘Many of our mature age employees have extensive experience within the baking industry,’ said
Mr Lindsay Weber, Director.
Drawing on the Australian Government’s Experience + Training program, Homestyle Bakeries
submitted an application for funding for Neil to undertake a Certificate IV in Training and
Assessment.
‘Neil was selected because of his desire to assist younger staff develop their skills, however he
struggled in being able transfer his knowledge. Not only is he developing the skills to assist him
in this area but as he has progressed through his training, he has developed a level of confidence
in his own ability which has significantly improved his interaction with people at all levels of the
organisation. The outcome from this training has been a win-win situation for both Neil and the
business,’ said Mr Weber.
Neil is undertaking the Certificate IV in a flexible format, with a combination of e-learning and
face-to-face sessions. The course will supplement Neil’s existing industry knowledge, while also
increasing his capacity to assess the competencies of the apprentices within the company.
‘Neil is a valued member of our production team and with added confidence in training and
assessing, will value add further to the Homestyle Bakeries team,’ said Mrs Gayle Teal.
Experience+ Training provided grant funding of $4950 to allow Homestyle Bakeries to fund the
course. The grant funding includes an incentive payment for the employer, in recognition of the
time taken to identify and enrol Neil in a suitable course and in recognition of the time Neil may
take off-site to participate in the training.
Mature age harvest workers set high standards in the Hunter Valley
Tyrells Wines is one of Australia’s leading winemakers, based in the famous Hunter Valley wine
making district in New South Wales. Tyrells is also a major employer of mature age workers
through the Harvest Trail program.
The Harvest Trail links job seekers with harvest jobs Australia wide. It offers a great way for
people to travel around Australia at their own pace while working and earning money.
On a recent visit to Tyrells Wines, 15 of the 30 pickers working that day were mature age
workers, travelling around Australia picking fruit and working on farms. The majority of workers
were working and travelling with their spouse and saw it as a way to spend quality time while
seeing Australia. One family had 3 generations (grandparents, a mother and her daughter)
working at the winery, and again saw this as way to spend time with each other.
Many of the workers commented that the opportunity to work while they travelled around
Australia was a great way to make new friends and helped to keep them fit and healthy. The
workers also agreed that the extra money that they earned, in addition to their retirement
savings, allowed them to travel to places that they would not normally be able to afford.
They also tended to favour employers that looked after their workers and took into account the
needs of mature age people.
‘We always return to the farms and wineries that look after their workers, by providing drink
and bathroom breaks, cold water and early morning shifts before it gets too hot,’ one worker
said.
Feedback from the owner of Tyrells Wines, Bruce Tyrell and his management team on the value
of mature age workers was also positive. They pointed out that mature age workers have a great
work ethic and set a good example for the young workers by setting the pace. Mature age
workers were always willing to help out, by providing young workers with advice and they pay
attention to the details, providing quality as well as quantity in their work.
Mature age apprentice—‘conscientious, hard working, eager to get the job done’
A chance meeting with Peter Denniston, from engineering company Celltec Automation in
Laverton North, Victoria, provided Gregg Mills (46) with the opportunity to take up a position as
a general labourer in the mechanical engineering company.
With clear talent and a technical mind for engineering it was only a matter of time before Peter
saw that his labourer had a potential for the trade and though initially having no intention of
offering anything more, found himself giving Gregg the chance of an apprenticeship, as a fitter
and turner. The 46 year old was quick to respond positively and today is a strong advocate for
mature age men and women entering a trade later in life.
‘I feel very privileged to be given this opportunity at this point in my life,’ Gregg says. ‘I really
love my work and look forward to finally completing my Certificate 3 in fitting and turning. I’m
coming in on the ground level of a company that’s going places and it’s exciting to know that I’ll
be part of this growth as a qualified tradesperson.’
Peter Denniston also much praise for his new apprentice. ‘Though it might sound like I’m
generalizing, on average I think that mature age apprentices are probably a bit more stable and
grounded than most younger apprentices,’ he comments.
‘If Gregg is a typical example, then mature age apprentices are far more conscientious, hard
working, eager to get the job done and communicate well with customers.’ It is the latter point
that Peter is particularly enthusiastic about.
‘It’s a great relief being able to step out for a while and know that the front office is in good
hands if a customer walks in. Gregg is able to greet them politely, put them at ease and either
asks them to wait until I return or takes proper details so that I can contact them when I get
back.’
Free workplace modifications facilitate productivity and foster employee loyalty
Tim, owner of Cairns business Tim the Toolman, employed Allan, who lost his left arm in a motor
vehicle accident, as an appliance tester.
Tim says Allan is fantastic at his job and that his people skills and positive attitude have brought
him business.
When Tim interviewed Allan he noted Allan’s desire to work and his keen, upbeat attitude. ‘I
couldn’t believe how positive and determined Allan was. He wanted the job more than all the
other applicants.’
Allan’s positive attitude set him apart from the other job seekers, but Allan still had one more
thing to overcome to get the job: the vehicle and equipment for the job needed two hands.
Tim contacted Allan’s Job Services Australia provider, NEATO Employment Services, and they
told him about the Workplace Modifications Scheme—an Australian Government scheme that
pays for the costs involved in modifying the workplace or purchasing special or adaptive
equipment for eligible employees with disability.
NEATO helped Tim apply for an automatic vehicle and new equipment for Allan to use. These
modifications were free and have enabled Allan to do the job.
Not only does Tim now have a positive employee who has brought him business, but Allan does
not want to move on—this is a job Allan can see himself doing forever.
Examples
Example—sample ad
Below is an example of an online job advertisement that features all the requirements of the job
and is designed to attract the best possible candidate:
ASSISTANT MANAGER—Building materials business
Fibreglass, polycarbonate and ventilators
You are a practical and proactive professional, with a track record in sales and distribution. In
this role you will be responsible for assisting the manager in sales, administration and finance
operations of the business, so you must have experience developing and implementing
project plans and managing budgets.
You should also be self-motivated, with strong leadership skills, an ability to work in a hands-
on manner and a desire to succeed. The successful applicant will:
possess highly-developed written and verbal communication skills
have a high level of attention to detail
be able to work autonomously
use their initiative;
be reliable, flexible and committed.
Significant career development opportunities exist within the organisation and we are willing
to consider alternative working hours (part time, job share etc) for the right person.
We are an age positive employer and people of all ages are encouraged to apply.
Submit your résumé to: [name]
Example of a Flexible Work Practices Policy
The policy below is an example how a workplace flexibility policy may look:
www.anu.edu.au/equity/_documents/PDF/Flexible_work_practices.pdf
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