Australias Workforce Skills Gap

Managers give their views on the impact of the escalating skills crisis
Australian Institute of Management - Qld & NT December 2009

Innovation l Culture l People l Strategy l Management l Leadership

 Australian Institute of Management This report has been produced by the Australian Institute of Management. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced without express written consent. Requests should be made to the Australian Institute of Management. The views and opinions expressed in this document are those of the Australian Institute of Management. For further information regarding the contents of this report, please contact: Mr David Hoey Manager, Marketing and Community Australian Institute of Management 369 Boundary St, Spring Hill 4000 Phone +61 7 3227 4888 Email enquiry@aimqld.com.au

Executive Summary
The response data from our latest survey paints a picture of a nation that is in the midst of a chronic workforce skills crisis. We surveyed more than 2,000 executives and 76% confimred their organisations have a workforce skills gap. Furthermore, 71% of survey respondents believe the skills gap is impacting on organisations across their state or territory. And when we asked each survey participant to name the specific skills gaps in their organisation, leadership was ranked the number one problem. The leadership skills gap was ranked highest in the public sector (51%) and lowest in private limited companies (40%). The response data confirmed our view that skills gaps are most prevalent in the middle management ranks. Fifty one per cent of respondents said middle managers have the most significant skills gap - next highest ranked are customer service employees and senior managers (both 25%). Of interest is that respondents ranked the top level management of Australian organisations (CEOs, Board directors and business owners) as having the smallest skills gap (8%). Significantly, for those organisations without a skills gap, a strong commitment to training and development was said by respondents to be the main reason why (65%). And for those organisations with a skills gap, respondents said that investment in training and development is the number one solution being adopted. The response data also makes clear that investment in training and development is a crucial employee engagement tool. Sixty nine per cent of respondents said the skills gap crisis is putting more stress on employees. Clearly, this is an unsustainable situation. If profits and organisational performance are not to take a long-term hit because of the skills gap, organisations need to ensure they have effective skills enhancement, recruitment and retention strategies in place as a top order priority.

Carolyn Barker AM FAIM Chief Executive Officer Australian Institute of Management - Qld & NT December 2009

Australian Institute of Management Qld & NT

Methodology

The Australian Institute of Management has conducted this survey to get managers views on the workforce skills gap and to find out how their organisations are responding to the situation. A key survey requirement was to determine the extent of the skills gap within Australian organisations. We defined Skills Gap for survey participants as the gap between an organisations skills needs and its current employee capabilities. The survey was sent to all management levels ranging from board members, CEOs and business owners to middle management and team leaders. Survey participants were sourced from the Australian Institute of Management database. The majority of survey responses were drawn from Victoria and Queensland. The survey was open to respondents on 27 October 2009 and closed on 17 November, 2009. In total, 2,163 responses have been used in the analysis of our survey results. Results used to conduct the analysis include only those who have completed the full survey.

Survey Results

We defined Skills Gap for survey participants as the gap between an organisations skills needs and its current employee capabilities.

Question 1: Do you think there is a skills gap in your organisation?

24%

Yes No

76%
Diagram 1: Skills gap in organisation

1 - 50 Yes No 68% 32%

51 - 100 77% 23%

101 - 200 74% 26%

201 - 500

501 - 1000

1001 +

78% 22%

80% 20%

77% 23%

Table 1: Skills gap in organisation

The vast majority of Australian organisations (76%) have a skills gap according to the survey response data. Smaller organisations (1 50 employees) have experienced the lowest skills gap (68%) in contrast to large organisations (200+ employees) which have an average skills gap of 78%.

The following question has been filtered to respondents who have answered No to Question 1: Do you think there is a skills gap in your organisation? Question 2: How is your organisation avoiding a skills gap in your workplace? (Select all that apply)
Respondents who do not think there is a skills gap in their organisation, believe their organisations have avoided a skills gap by:
Strong commitment to training and development in their organisation Promoting internal job candidates Flexibility when recruiting to look for people with the right core skills base then up skilling them 65% 57% 50%

Strong commitment to training and development in organisation Promoting internal job candidates Flexibility when recruiting to look for people with the right core skills base then up-skilling them Recruiting outside the organisation for relevant skills Using internal resources to boost training Using external training providers to boost training Predicting future skills needs Outsourcing work to an external provider Conducting a skills inventory Using baby boomers as mentors 20% 18% 25% 32% 45% 41% 50% 49% 57%

65%

10

20

30

40

50

60

70

80

Diagram 2: Top 10 methods used to avoid a skills gap in organisation

Strong commitment to training and development in organisation Promoting internal job candidates Flexibility when recruiting to look for people with the right core skills base then up skilling them Recruiting outside the organisation for relevant skills Using internal resources to boost training Using external training providers to boost training Predicting future skills needs Outsourcing work to an external provider Conducting a skills inventory Using baby boomers as mentors Employing skilled people from overseas Employing skilled people from interstate Using government resources / funding Other

65% 57% 50% 49% 45% 41% 32% 25% 20% 18% 15% 13% 13% 2%

Table 2: Methods used to avoid a skills gap in organisation

(Questions 3 9 have been filtered to respondents who have answered Yes to Question 1: Do you think there is a skills gap in your organisation?) Question 3: Why do you think there is a skills gap in your organisation? (Select all that apply)

Respondents who believe there is a skills gap in their organisation, attribute this to:
Skills in current workforce do not match changes in company strategy, goals, markets, or business models (47%) There are too few qualified candidates when hiring for certain types of jobs (42%) There is no long term commitment to employee learning and development (24%)

organisation. This response data provides an interesting contrast to lower level managers where 71% of Middle Management and 75% of Team Leaders/ Supervisors believe there is a long term commitment to employee training and development. There is further evidence of a gap between the views of CEO/Board Directors and lower level management when it comes to assessing the reasons why there is a skills gap in their organisations. Five per cent of Business owners and 12% of CEO/Board Directors believe that a reduction in the training budget has been responsible for a skills gap in their organisation compared to 21% of Middle managers and 23% of Team Leaders/ Supervisors who have this opinion.

CEO/Board Directors (89%) and Business owners (83%) said there is a long term commitment to employee training and development in their

Skills in current workforce do not match changes in company stategy, goals, markets or business models There are too few qualified candidates when hiring for certain types of jobs There is no long term commitment to employee learning and development The organisation does not have sufficient funds to employ people to fill skills gaps Training budget has been cut Our organisation has made retrenchments other (Total) 8% 15% 19% 18% 24% 42%

47%

10

20

30

40

50

Diagram 3: Reasons why there is a skills gap in organisations

Business Owner Skills in current workforce do not match changes in company strategy, goals, markets, or business models There are too few qualified candidates when hiring for certain types of jobs There is no long term commitment to employee learning and development The organisation does not have sufficient funds to employ people to fill skills gaps Training budget has been cut Our organisation has made retrenchments Other 42%

CEO/ Board of Director 52%

Senior Manager 50%

Middle Management 47%

Team Leader/ Supervisor 38%

Professional/ Specialist/ Technical 46%

Team Member 36%

57% 17% 25% 5% 3% 5%

48% 11% 30% 12% 13% 3%

43% 20% 17% 16% 12% 1%

40% 29% 21% 21% 18% 2%

40% 25% 18% 23% 17% 2%

35% 31% 17% 20% 23% 1%

35% 24% 18% 27% 20% 4%

Table 3: Reasons why there is a skills gap in organisations by position

Question 4: What skills gaps is your organisation experiencing? (Select all that apply)

Of real concern is that respondents identified leadership as the number one skills gap across Australian organisations. The top skills gaps identified by respondents are: Leadership (45%) Professional or industry specific skills (43%) Process and project management skills (36%) Managerial (31%) Communication/ interpersonal skills (31%)

Large organisations (1000+ employees) are experiencing the highest level of Leadership skills gap at 53% compared to 33% of smaller organisations employing 1 - 50 people. This finding underlines the challenges facing larger organisations in particular as they seek to boost performance and get closer engagement with their employees. F urther analysis reveals that the Leadership skills gap is highest within public sector organisations (51%) and lowest in private limited companies (40%).

Leadership Professional or industry-specific skills Process and project management skills Managerial Communication/ interpersonal skills Technical/ IT /Systems skills Customer service skills Sales skills Entrepreneurial/ Ideas Basic skills (e.g., typing, writing, internet, phone etiquette) Other 0 2% 10 20 30 40 11% 18% 17% 24% 23% 31% 31% 36%

45% 43%

50

Diagram 4: Skills gaps that organisations are experiencing

1 - 50

51 - 100

101 - 200

201 - 500

501 - 1000

1001 +

Leadership Professional or industry-specific skills Process and project management skills Managerial Communication/ interpersonal skills Technical/ IT /Systems skills Customer service skills Sales skills Entrepreneurial/ Ideas Basic skills (e.g., typing, writing, internet, phone etiquette) Other

33% 43% 33% 25% 28% 22% 23% 30% 17% 11% 3%

37% 43% 32% 31% 32% 20% 23% 26% 15% 10% 1%

42% 44% 31% 34% 34% 22% 22% 17% 16% 12% 2%

48% 40% 40% 36% 30% 24% 24% 19% 18% 10% 1%

47% 46% 32% 25% 29% 24% 22% 12% 16% 12% 1%

53% 43% 40% 33% 32% 28% 22% 11% 20% 10% 1%

Table 4: Skills gaps that organisations are experiencing by organisation size

Question 5: Which of the following are experiencing the most significant skills gap in your organisation? (Select all that apply)
The majority of respondents (51%) said Middle managers are experiencing the most significant skills gap within organisations compared to only 8% of CEOs, Board directors and Business owners. Middle management recognises that their management level is experiencing the most significant skills gap, with 50% of these managers nominating this management level.

Middle managers Customer service employees Senior managers Production employees Sales employees Administration employees IT staff CEOs, Board directors, Business owners Other 8% 12% 11% 19% 18% 25% 25% 23%

51%

10

20

30

40

50

60

Diagram 5: Areas experiencing the most significant skills gap

Business Owner Middle managers Customer service employees Senior managers Production employees Sales employees Administration employees IT staff CEOs, Board directors, Business owners Other 33% 24% 20% 33% 25% 13% 9% 13% 8%

CEO/ Board of Director 51% 29% 21% 28% 29% 23% 15% 9% 18%

Senior Manager 56% 24% 24% 20% 23% 15% 8% 8% 11%

Middle Management 50% 25% 28% 24% 15% 17% 11% 8% 12%

Team Leader/ Supervisor 46% 27% 22% 23% 13% 26% 16% 5% 6%

Professional/ Specialist/ Technical 57% 28% 31% 23% 16% 17% 14% 8% 16%

Team Member 47% 25% 22% 15% 9% 33% 18% 13% 7%

Table 5: Areas experiencing the most significant skills gap by position

Question 6: In which departments of your organisation is the skills gap most evident? (Select all that apply)
A significant number (38%) of respondents believe the skills gap extends across their entire organisation. Further analysis reveals that the larger the organisation, the bigger is the problem. Some 46% of respondents working with large organisations (1001+ employees) said the skills gap is evident across their organisation compared to 27% of respondents with smaller organisations (1 50). For organisations employing 1 50 people the most critical skills gap exists in Sales/ Customer relations departments (35%). This finding mirrored the response data for organisations employing 51 100 people.

1 - 50

51 - 100

101 - 200

201 - 500

501 - 1000

1001 +

Total

Across the organisation Sales / Customer relations Manufacturing / Production Marketing / Corporate communications IT Engineering HR Finance Consulting Legal Other

27% 35% 16% 13% 10% 8% 9% 8% 10% 1% 4%

33% 35% 14% 19% 7% 8% 5% 7% 5% 4% 4%

34% 29% 16% 14% 11% 8% 7% 8% 9% 1% 4%

38% 25% 22% 9% 6% 13% 6% 5% 6% 2% 5%

42% 24% 9% 10% 7% 13% 10% 6% 5% 2% 4%

46% 18% 8% 10% 19% 8% 10% 8% 6% 1% 7%

38% 26% 13% 12% 11% 10% 8% 7% 7% 2% 5%

Table 6: Departments in which the significant skills gap is most evident by organisations size

Question 7: What is your organisation doing to address the skills gap? (Select all that apply)
The top four responses to this question are: Training & development for employees with identified skills gaps (50%) Recruiting outside the organisation to hire relevant skilled talent (39%) Promoting internally (33%) Using internal resources to boost training (33%) However, when looking at lower level managers e.g. - Team Leader/ Supervisor, we see that just 42% believe that training and development has been undertaken to address the skills gap. This points to a significant disconnect between top and lower level management when it comes to the application of training and development to fill the skills gap. 48% of CEOs/ Board Directors believe their organisations address the skills gap by showing Flexibility when recruiting to look for people with the right core skills base then up skilling them. However, when examining the response of those managers who play a key role in recruiting employees, we see that middle managers (30%) and Team Leader/ Supervisor (25%) have less support for this point of view.
50% 39% 33% 33% 31% 27% 22% 20% 19% 13% 12% 10% 6% 2%

The response data shows that 62% of CEOs/ Board Directors and 56% of Senior managers believe Training and development for employees with identified skills gaps is occurring within their organisations.

Training and development for employees with identified skills gaps Recruiting outside the organisation to hire relevant skilled talent Promoting internally Using internal resources to boost training Flexibility when recruiting to look for people with the right core skills base then up skilling them Using external training providers to boost training Outsourcing to an external provider Predicting future skills needs Conducting a skills inventory Sourcing labour from interstate / overseas Using baby boomers as mentors Using government resources / funding Company does not appear to be addressing the skills gap Other

Table 7: Methods used to address the skills gap

Business Owner Training and development for employees with identified skills gaps Recruiting outside the organisation to hire relevant skilled talent Promoting internally Using internal resources to boost training Flexibility when recruiting to look for people with the right core skills base then up skilling Using external training providers Outsourcing to an external provider Predicting future skills needs Conducting a skills inventory Sourcing labour from interstate / overseas Using baby boomers as mentors Not addressing the skills gap Other 42% 37% 29% 37% 33% 26% 28% 29% 9% 20% 17% 1% 1%

CEO/ Board of Director 62% 48% 36% 31% 48% 32% 27% 27% 26% 20% 17% 0% 3%

Senior Manager 56% 45% 34% 34% 36% 32% 17% 22% 23% 12% 12% 4% 1%

Middle Management 48% 39% 34% 35% 30% 22% 23% 20% 17% 12% 9% 7% 3%

Team Leader/ Supervisor 42% 29% 34% 29% 25% 27% 24% 12% 14% 9% 13% 5% 3%

Professional/ Specialist/ Technical 45% 32% 27% 29% 20% 27% 24% 16% 17% 13% 10% 14% 2%

Team Member 40% 27% 36% 35% 20% 25% 22% 18% 7% 9% 11% 13% 2%

Table 8: Methods used to address the skills gap by position

Question 8: What negative impact do you think the skills gap is having on your organisation? (Select all that apply)
Alarmingly, the survey data shows that the skills gaps in Australian organisations are putting More stress on employees. Exactly 69% of respondents believe this to be the case. This finding on the level of employee stress is linked to other outcomes of the survey - Lower staff morale (52%) and Losing some high performing employees (42%). As market activity picks up in the improved economic climate, we can expect the operational tempo of organisations to be increased. The negative impacts identified in this survey will be exacerbated unless the skills gaps are overcome. Cause for alarm is that 40% of respondents said the skills gap is having an Impact on profits/ performance goals in their organisations. The figure is even higher among Business Owners, with 55% having this view. Business owners who are leading small organisations with limited resources are particularly exposed to the impact of the skills gap on profits and performance.

More stress on employees Lower staff morale Losing some high performing employees reduction in customer service standards Impact on profits / performance goals Impact on strategic planning Losing market share to competitors Little to no impact Other 2% 2% 23% 42% 41% 40% 39% 52%

69%

10

20

30

40

50

60

70

80

Diagram 6: Negative skills gap impact on organisations

Business Owner More stress on employees Lower staff morale Losing some high performing employees Reduction in customer service standards Impact on profits / performance goals Impact on strategic planning Losing market share to competitors Little to no impact Other 76% 45% 34% 46% 55% 42% 36% 1% 3%

CEO/ Board of Director 69% 38% 27% 36% 36% 38% 19% 3% 2%

Senior Manager 59% 43% 35% 35% 39% 37% 22% 1% 2%

Middle Management 72% 58% 46% 44% 43% 42% 26% 2% 1%

Team Leader/ Supervisor 69% 59% 52% 45% 32% 38% 16% 5% 2%

Professional/ Specialist/ Technical 83% 63% 49% 48% 41% 41% 24% 2% 2%

Team Member 80% 65% 53% 44% 40% 31% 16% 0% 4%

Table 9: Negative skills gap impact on organisations by position

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Question 9: Within which generation, do you think the skills gap is most prevalent in your organisation?
Generation X employees are named by respondents as the generation with the most prevalent skills gap in their organisation (49%). Interestingly, the top rated skills gap generation identified by Generation X respondents was their own generation (46%).
Silent Generation (aged 65 - 84) Baby Boomers (aged 45 - 64) Generation X (aged 31 - 44) Generation Y (aged 15 - 30) 0% 18% 49% 33%

Table 10: Generation with most prevalent skills gap

Silent Generation (aged 84 - 65) Silent generation (aged 84 - 65) Baby Boomers (aged 64 - 45) Generation X (aged 44 - 31) Generation Y (aged 30 - 15) 4% 14% 68% 14%

Baby Boomers (aged 64 - 45) 0% 15% 52% 33%

Generation X (aged 44 - 31) 0% 21% 46% 33%

Generation Y (aged 30 - 15) 0% 20% 46% 34%

Table 11: Generation with most prevalent skills gap by Generation

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(All respondents have answered Question 10.) Question 10: Within your state or territory, do you think there is a skills gap in the marketplace?

(The following question has been filtered to respondents who have answered Yes to Question 10: Within your state or territory, do you think there is a skills gap in the marketplace?) Question 11: Why do you think there is a skills gap in your state or territory? (Select all that apply)

29%

Not enough commitment to training and development in organisations Poor succession planning Ageing workforce Skilled people are going overseas to work Skilled people are going interstate to work Enduring strength of the economy Other

56% 52% 41% 17% 17% 15% 14%

Yes No

Table 13: Reasons for skills gap in state or territory

71%
Diagram 7: Skills gap in state or territory

Not enough commitment to training and development in organisations (56%) was seen as the top reason for the skills gap within the state or territory of the respondent. The extent of Poor succession planning (52%) identified in this survey points to poor future outcomes given Australias ageing workforce. Succession planning will need to be improved when Baby Boomers exit the workforce in large numbers in coming years. Responses from Other included: Not enough skilled people entering the industry University education providers are not teaching the required skills for the industry to have a positive relationship with the community in which it operates as Very important.

Silent Generation (aged 84 - 65) No Yes 18% 82%

Baby Boomers (aged 64 - 45) 24% 76%

Generation X (aged 44 - 31) 34% 66%

Generation Y (aged 30 - 15) 37% 63%

Table 12: Skills gap in state or territory by generation

Response data to this question underlines the extent of the skills gap in the marketplace. Seventy one per cent of respondents believe the skills gap extends beyond their organisation and has an impact across their state or territory. This finding underlines the widespread nature of the skills gap problem.

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(All respondents have answered Question 12 and 13.) Question 12: In your organisation, which generation do you believe is the most loyal?

80 70 60 50 40 30 20 10
3% 2% Baby Boomers (aged 64 - 45) Generation X (aged 44 - 31) Generation Y (aged 30 - 15) 25% 70%

Silent Generation (aged 84 - 65)

Diagram 8: Most loyal generation

Silent Generation (aged 84 - 65) Silent generation (aged 84 - 65) Baby Boomers (aged 64 - 45) Generation X (aged 44 - 31) Generation Y (aged 30 - 15) 33% 58% 6% 3%

Baby Boomers (aged 64 - 45) 3% 86% 9% 2%

Generation X (aged 44 - 31) 2% 58% 38% 2%

Generation Y (aged 30 - 15) 1% 51% 38% 10%

Table 14: Most loyal generation by Generation

The most loyal generation perceived by all respondents is the Baby Boomers (70%), ahead of Generation X (25%). O nly 2% of all respondents believe that Generation Y is the most loyal generation to their organisation. Further analysis of survey data reveals only 10% of Generation Y respondents believe their generation is the most loyal. This displays a strong preference for employee mobility within Generation Y. The implications of this finding are that organisations need to work hard to retain and motivate Generation Y employees by actively engaging with them and investing in their development.

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Question 13: Does your organisation utilise the skill sets and knowledge bank of long standing employees?

16% 25%

Yes No Unsure

59%
Diagram 9: Utilising the skill sets and knowledge bank of long standing employees

1 - 50

51 100

101 200

201 500

501 1000

1001+

No Yes Unsure

14% 79% 7%

16% 67% 17%

25% 59% 16%

25% 58% 17%

32% 50% 18%

33% 47% 20%

Table 15: Utilising the skill sets and knowledge bank of long standing employees by organisation size

Disturbingly, only 59% of respondents said their organisation is utilising the skills sets and knowledge bank of long standing employees. This represents very poor utilisation of workforce capabilities. U p to a third of large organisations (1001+ employees) are not utilising the skills sets and knowledge bank of long standing employees; in smaller organisations (1 50 employees) the figure is 14%. With Australias ageing workforce, the ability to utilise the skills sets and knowledge bank of long standing employees will become a key factor in organisational performance.

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(Question 14 and 15 have been filtered to respondents who have answered Yes to Question 13: Does your organisation utilise the skill sets and knowledge bank of long standing employees?) Question 14: How has your organisation utilised the skills sets and knowledge bank of long standing employees? Have such employees been involved in:

Training new employees Mentoring programs Custom design systems / processes Other

69% 54% 39% 4%

Table 16: Methods used to utilise the skill sets and knowledge bank of long standing employees

Organisations most frequently utilise the skills sets and knowledge bank of long standing employees in Training new employees (69%). While 54% have used such employees in Mentoring programs and 39% have used them to Custom design systems / processes.

Question 15: Have those initiatives been used across the organisation or in separate business units? (Select all that apply)
It is positive to see that of those respondents who said that their organisation is utilising the skills sets and knowledge bank of long standing employees that this is being done Across the organisation (72%).
Across the organisation Sales / Customer relations Manufacturing / Production Engineering IT Finance Marketing/ Corporate communications Consulting HR Other 72% 13% 10% 8% 6% 5% 4% 4% 3% 4%

Table 17: Shows the utilisation of the skills sets and knowledge bank of long standing employees within organisations

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(All respondents have answered the following question.) Question 16: Does your organisation have programs in place to utilise the skills sets of retirees or former long term employees?

17%

Yes No Unsure

18%

65%

Diagram 10: Programs in place to utilise skills sets of retirees or former long term employees

1 - 50

51 100

101 200

201 500

501 1000

1001+

Yes No Unsure

25% 66% 9%

15% 72% 13%

16% 67% 17%

17% 64% 19%

18% 63% 19%

15% 61% 24%

Table 18: Programs in place to utilise skills sets of retirees or former long term employees by organisation size

Only 17% of organisations have programs in place to utilise the skills sets of retirees or former long term employees. Surprisingly, these programs are most prevalent in smaller organisations (1 - 50) at 25% and are least likely to occur in organisations employing 1001+ employees (15%). Australias ageing workforce means that such programs will become a business imperative for pacesetter organisations seeking to achieve a competitive advantage.

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(Question 17 has been filtered to respondents who have answered Yes to Question 16: Does your organisation have programs in place to utilise the skills sets of retirees or former long term employees?) Question 17: What programs do you have in place? (Select all that apply)

Mentoring Advisory group Retirees/ long standing employees association Flexible work opportunities Other

60% 32% 20% 12% 10%

Table 19: Types of programs in place

Mentoring programs (60%) are the most popular programs in place to utilise the skills sets of retirees or former long term employees. Responses in Other, include: Volunteer programs Alumni Involvement in training programs

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Demographics

Position
Business Owner CEO/ Board Director 5% 7%

Gender
Female Male 41% 59%

Middle Manager
Professional / Specialist / Technical

32%
11%

Senior Manager Team Leader/ Supervisor Team Member

30% 11% 4%

Education
PhD Post Graduate Qualification Under Graduate Degree Diploma Level Certificate Level 2% 39% 23% 18% 7% 6% 5%

Generation
Baby Boomers (aged 64 - 45) Generation X (aged 44 - 31) Generation Y (aged 30 - 15) Silent generation (aged 84 - 65) 45% 45% 8% 2%

Completed Year 12 Less than Year 12

State
ACT NSW 1% 5% 14% 1% 2% 77%

Organisation sector
Advertising/ Marketing/ Media Agriculture/ Forestry/ Fishing/ Environmental Charity/ Not for profit Construction Consulting/ Professional Services Cultural/ Recreational Services Education/ Training Engineering Finance/ Insurance Government Administration Health/ Community Services IT/ Communication Services Manufacturing Mining Property/ Business Services
Retail Trade Science/ Pharmaceutical Tourism/ Hospitality/ Leisure Transport/ Storage Uniformed/ Emergency Services Utilities Wholesale Trade

2% 2% 1% 3% 8% 1% 5% 2% 11% 9% 11% 8% 11% 2% 3%

4% 1% 3% 4% 1% 5% 3%

QLD SA TAS VIC

Organisation size
1 20 employees 21 50 employees 51 100 employees 101 200 employees 201 500 employees 501 1000 employees 1001 + employees 2% 17% 11% 12% 17% 14% 27%

Organisational status
Private Limited Company Public Limited Company Public Sector Not for profit Partnership Owner Managers/ Sole Trader 37% 25% 20% 13% 3% 2%

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