In­vest­ment needed in lo­cal tal­ent

Paradise - - Strictly Business | Human Resources -

Are­cent sur­vey has iden­ti­fied the need for in­vest­ment in lo­cal tal­ent to sup­port bet­ter out­comes for the coun­try’s pro­fes­sion­als and or­gan­i­sa­tions. The 2018/19 Pa­pua New Guinea Salary Sur­vey Re­port, by hu­man re­sources con­sul­tancy Peo­ple­con­nex­ion PNG, sur­veyed pro­fes­sion­als across the coun­try about salaries and at­ti­tudes at work.

The re­search un­cov­ered stag­nat­ing wage growth over the last two years in most in­dus­tries as or­gan­i­sa­tions adapt to the down­turn in the re­sources sec­tor.

Wages in Port Moresby were re­ported as be­ing sig­nif­i­cantly higher than the rest of the coun­try. But when it comes to man­age­ment or spe­cialised pro­fes­sions, such as en­gi­neers or avi­a­tion pro­fes­sion­als, po­si­tions based in re­mote or re­gional hubs are likely to have higher base salaries and more com­pre­hen­sive pack­ag­ing op­tions avail­able. This is de­spite there be­ing lower lev­els of hir­ing ac­tiv­ity. “The min­ing, oil and gas in­dus­tries in par­tic­u­lar con­tinue to pay a pre­mium for re­mote work­ers,” the re­port says.

Key find­ings from the re­port high­light gen­der par­ity as a ma­jor on­go­ing chal­lenge in PNG. Ac­cord­ing to the re­port, women sur­veyed earned con­sid­er­ably less than men with the same level of qual­i­fi­ca­tions and years of ex­pe­ri­ence.

The re­port notes that there has been a greater fo­cus on gen­der equal­ity in re­cent years by large busi­nesses, how­ever more work is still needed to achieve bet­ter out­comes.

“There is anec­do­tal ev­i­dence world­wide sug­gest­ing that (when there is in­vest­ment in gen­der equal­ity) there is a clear busi­ness case to im­prov­ing busi­ness prof­itabil­ity.

“A ma­jor im­pli­ca­tion of skill short­ages through­out the coun­try is the preva­lence of the ex­pa­tri­ate work­force,” the re­port says. Dis­crep­an­cies between salaries were ob­served through­out the sur­vey between ex­pa­tri­ates and PNG cit­i­zens.

The re­search also high­lights the need for strong strate­gies to ad­dress re­ten­tion. “Pa­pua New Guinea is known for hav­ing a par­tic­u­larly high level of turnover, which in turn, re­duces the in­cen­tive for or­gan­i­sa­tions to

Or­gan­i­sa­tions must make se­ri­ous in­vest­ments in pro­fes­sional train­ing, strate­gic re­cruit­ment and suc­ces­sion plan­ning.

in­vest and train staff, cre­at­ing a de­struc­tive loop. This can cre­ate ma­jor chal­lenges for or­gan­i­sa­tions as they aim to grow and ex­pand op­er­a­tions.”

Peo­ple­con­nex­ion ex­am­ined work­ers’ mo­ti­va­tions for mak­ing a ca­reer move.

The num­ber one mo­ti­va­tion was ca­reer de­vel­op­ment (35 per cent of pro­fes­sion­als), fol­lowed by bet­ter re­mu­ner­a­tion (25 per cent) and lead­er­ship op­por­tu­ni­ties (12 per cent). The need for ca­reer de­vel­op­ment out­ranked the need for bet­ter re­mu­ner­a­tion in ev­ery in­dus­try ex­cept com­mu­nity ser­vices and de­vel­op­ment.

“A de­sire for fur­ther ca­reer de­vel­op­ment was recorded strongly from the ed­u­ca­tion and train­ing, real es­tate and prop­erty, man­u­fac­tur­ing and pro­duc­tion in­dus­tries,” the re­port says.

“Pro­fes­sion­als in real es­tate and prop­erty, science and tech­nol­ogy, telecom­mu­ni­ca­tions and trades how­ever, were more likely to pri­ori­tise bet­ter re­mu­ner­a­tion than other in­dus­tries.

“A need for work-life bal­ance was iden­ti­fied strongly in the de­fence and mil­i­tary in­dus­tries, sales and mar­ket­ing, en­gi­neer­ing, and min­ing and re­sources. Lead­er­ship op­por­tu­ni­ties were more likely to be the most im­por­tant fac­tor when choos­ing a new ca­reer for pro­fes­sion­als in the science and tech­nol­ogy sec­tor, agri­cul­ture, ad­ver­tis­ing and bank­ing and fi­nan­cial ser­vices. In our ex­pe­ri­ence, these fac­tors have a strong ef­fect on re­ten­tion, in ad­di­tion to at­tract­ing tal­ent to new roles.

“To achieve en­dur­ing eco­nomic growth and sus­tain­able op­por­tu­ni­ties to all Pa­pua New Guineans, or­gan­i­sa­tions must make se­ri­ous in­vest­ments in pro­fes­sional train­ing, strate­gic re­cruit­ment and suc­ces­sion plan­ning,” ac­cord­ing to Peo­ple­con­nex­ion.

“These are not easy pro­cesses. Con­duct­ing in­ter­nal au­dits of pay scales, re­mu­ner­a­tion pack­ages, work­force de­mo­graph­ics, and suc­ces­sion plans can be lengthy and re­source-in­ten­sive pro­cesses re­quir­ing train­ing and up-skilling of cur­rent staff.

“How­ever, to build a strong or­gan­i­sa­tion able to with­stand eco­nomic and de­mo­graphic change, it is nec­es­sary to es­tab­lish strong foun­da­tions. It will take a col­lab­o­ra­tive ef­fort by mul­ti­ple stake­hold­ers – or­gan­i­sa­tions, ed­u­ca­tion providers, gov­ern­ment and Pa­pua New Guinean cit­i­zens them­selves – to in­vest in the ca­reers of pro­fes­sion­als through­out the coun­try.”

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