scoping our future - ANET - Australian National Engineering Taskforce

Scoping Our Future Addressing Australia’s Engineering Skills Shortage | 15Skilled personnel shortagesEngineers overwhelmingly expresseddismay at capacity shortages, withan astounding 61% of the 2400responses identifying an engineeringskills shortage in their work section.More than half of comments identifieda specific discipline or area in shortsupply in their workplace. One engineeridentified the structural impact of thisskills shortage on the workplace:A number of specialist vacancieshave been very difficult to fill, despitenational and international searches.In some cases we have compromisedby appointing relatively inexperiencedengineers, with a view to an intensiveskills development program. In theinterim, we have a greater relianceon consultants to fill the gap. Thechallenge will be to keep the employeesonce trained up, particularly given themarket environment. (Age 47; industry:Electricity, Gas and Water)Public sector engineers are increasinglyaffected as work is outsourced tocontractors and the overall capacity ofthe public service is reduced. Structuralchanges have significantly changedthe way that engineers work across thepublic sector. One engineer noted thatthis had resulted in a severe capacityshortfall in his organisation:As a Government department, wemoved from having a large in-houseengineering workforce, to outsourcingmost functions. We are now largely anadministrative/management agency.However with that outsourcing we losta lot of institutional knowledge andcapability. We struggle to remain aninformed client and are desperatelytrying to build technical expertise in keyareas that cannot be met through theprivate sector. The current situation isinadequate to meet current demands,let alone provide a sustainable model tomeet future demands. The organisationhas not successfully tackled the issueof attraction and retention of engineersand allied technical personnel.Another engineer described the personalimpact of workplace skills shortageson their work-life balance and industrialconditions. The impact of capacityshortages on employees’ caringresponsibilities emerged as a themeaffecting retention:Experienced geotechnical engineers(like me) are in short supply. As there ismore work than my team can do in thestandard working day, there is pressureto work excessive overtime (and hasbeen for the better part of 5 years).No-one enjoys this for prolongedperiods, especially when it affects work/home balance, particularly for me asI have a small child to care for. In mycase, with a small child, I am supposedlyonly working part time 3days/week,but for the last 6 months I have workedan average of 50% extra hours thanI should. Whilst acknowledging thatovertime is a part of consultancy…if my employer COULD get anothergeotechnical engineer on staff, I wouldinstantly request to work fewer hours.(Age: 42, industry: Resources)ProfessionalismA number of comments also highlightedthat cost cuts in key support staff, bothwithin public sector organisations and theprivate sector, had resulted in engineeringstaff devoting more time to administrativetasks with a concurrent reduction in thequantity and scope of professional work.54% of respondents identified a loss ofcapacity in their workplace with attendanteffects on professional standards. Oneengineer in the private sector commented:While most of my skills and capabilitiesare used, far too much of my time iscommitted to administrative work ratherthan value-adding engineering work.Both organisations I have worked within my career reduced administrativestaff as a cost-cutting measure, shiftingthe admin burden onto specialist staffwithout adequately recognising thereduction in productivity this brings. I’msure my experience is not unique! (Age45; industry: Manufacturing)