Workforce planning involves ongoing examination of a variety of external and internal indicators in order to identify current workforce needs and predict future workplace requirements. Using gap assessments, early action can be taken to prepare for our future needs and inform decision makers about the potential  outcomes of their plans. At the time of publication, workforce plans had been developed for our transport and technical workforce, and for postal service officer (retail) positions. Over the next 12 months, this methodology will be applied across other critical roles.

Australia Post’s Age and Youth Strategy recognises the challenges posed by a declining labour market of young people while, at the same time, large numbers of “baby boomers” head towards retirement. The strategy is designed to encourage the retention and continuing development of our people through the following key areas:

• work / life and job design flexibility
• career management
• learning and development opportunities
• knowledge management
• health and wellbeing
• retirement transition.

We have identified the need to develop a clear employment “brand” that will act as a reference point for all future decisions affecting staff-related policies and practices. Australia Post’s Employment Value Proposition (EVP) defines what we expect from our current and potential employees, as well as what our employees can expect from us. The aim of the EVP is to align our “people promise” with the experience we promise our customers through our products, service standards and brand.