Cancer Council Queensland

career opportunities - driving down employee turnover at Cancer Council Queensland

This case study shows how the Cancer Council Queensland increased positive staff perceptions of career opportunities by approximately 20% which contributed to reduced staff turnover.

Voice Project's work with over 370 clients shows career opportunities as one the top driver for staff of engagement and organisational effectiveness where organisations are repeatedly underperforming. If organisations deliver greater effort in career planning and opportunities for career progression, then more employees are likely to be engaged and seeing the organisation to be achieving organisational objectives. Longitudinal research from Macquarie University demonstrates that some improvements can be achieved in this area, although dramatic changes are unlikely. Lisa Dyer talks with Cherie Everett, Executive Manager, HR, from Cancer Council Queensland, about what they have done to build career opportunities.

Over a number of years, Cancer Council Queensland has improved its career planning and development capability with measurable results. In 2005, all employees were surveyed regarding their views on a range of HR and management practices, staff engagement and perceptions of bottom-line results. Some staff believed that there was a lack of career opportunities and effort spent on career development and only a minority of staff saw this management practice favourably.

The management and HR took a number of steps in response. Firstly, staff's voice was acknowledged and consultation sessions were undertaken about the results of the Climate Survey and what was needed to be done. These sessions were conducted in an open and transparent way to build trust and involvement of staff in the decision-making and strategic planning.

Secondly, career planning was incorporated into the performance review cycle. Employees were given the option of discussing their career aspirations with their manager. The dialogue was structured around a short term window of 12-24 month and then a more medium term window of 3-5 years. The intention was to have an open and honest conversation about their real career intentions without impacting their perceived HR record. As such, managers were also trained and equipped to have these conversations. There was a positive response to this initiative with a 75% uptake of the career discussion option.

Thirdly, processes were put into place to ensure that all jobs were advertised internally first before looking for external applicants. Staff can now easily access current job vacancies and are more aware of what is available as the jobs arise.

Fourthly, the organisation was restructured into a smaller number of divisions to improve the cross-department cooperation and manage the growth of the organisation. Having the larger teams meant that there was more chance to work in cross-functional teams and operate collaboratively. This also enhanced the awareness of job opportunities across the organisations.

Finally, flexible workplace policies and practices have been introduced to allow for part-time work and job sharing. Part of the intention was to provide greater prospects for job transfer.

In the 2008 Staff Climate Survey, employee perception of career opportunities had grown with around 20% more staff responding favourably to this practice. This demonstrates a transformation in perceptions of career development. The HR Director believes that this combined with other HR and management initiatives has contributed to the measurable improvement in performance with a reduction in staff turnover from 25% to 6%.

Compiled by Lisa Dyer, Senior Consultant, Voice Project and Honorary Associate, Macquarie University

about cancer council queensland

Cancer Council Queensland raises funds to help eliminate cancer and diminish suffering from cancer through research, treatment, patient care, prevention and early detection.

Cancer Council Queensland was established in 1961 as the Queensland Cancer Fund, in response to a desperate need in the community.

Cancer Council Queensland is not government funded and relies entirely on public support through donations. It is a member of Cancer Council Australia (formerly The Australian Cancer Society) and is affiliated with the International Union Against Cancer.

Cancer mortality is now decreasing, but with the ageing of the Australian population, the incidence of cancer continues to rise and demand for Cancer Council's research projects, programs and services has continued to increase. It is with the support of the Queensland public the organisation has been able to increase its services to the community to meet the demand and committed itself to this task until a cure for cancer is found.

More information, please see http://www.cancerqld.org.au