2016 Australian Communities Forum Recap

Tuesday, October 18, 2016

Last Thursday, McCrindle Research and R2L&Associates were proud to present the Sydney Australian Communities Forum (ACF) at Customs House in Sydney. The ACF featured 15 brilliant speakers and 4 jam-packed sessions.

 

We began the day with tea and coffee on arrival before kicking off our first session, which focused on the research results from the Australian Communities Trends Report into Australia's not-for-profit sector. Before we launched into the findings we received a warm welcome from the honourable Catherine Cusack MLC, Parliamentary secretary to the Premier of NSW, and Professor Kerryn Phelps AM, Deputy Lord Mayor on behalf of our principal event sponsor, the City of Sydney.


SESSION 1 - introduction

Mark McCrindle opened Session 1 with an introduction to Australia's generational landscape and gave a snapshot of the key factors influencing Australian communities and some surprising findings from the just-completed Australian Communities Report. Mark provided an overview of giving in Australia, indicating that 4 in 5 Australians give financially to charities / not-for-profits, and that 1 in 4 give at least once a month.


McCrindle Team Leader of Analytics, Annie Phillips continued to share about the quantitative insights from the research, identifying the top 7 causes Australians support (Children's charities, medical research, animal welfare, disaster response in Australia, disability, homelessness and mental health), the 5 charity essentials and the top communication channels. Annie also provided an explanation of the Net Promotor Score (29) and Net Culture Score (21) for the sector, which were both very high.


Sophie Rention, Research Executive at McCrindle then communicated some of the key qualitative findings from the Australian Communities Trends Report. Sophie highlighted the key blockers (e.g. complex giving process) and enablers (e.g. personal connection) to charitable giving for Australians, as well as the next steps for charities including creating multi-tiered levels of engagement, community building, effective communication of results and fun and engaging experiences. 


We then heard from John Rose, principal at R2L&Associates about what this research means for community organisations and how they can best respond to the findings. In his insights and applications John reminded our delegates that in the midst of changes in the marketplace, trust and relevance is essential. John then presented 5 key issues for charities to keep in mind when engaging with the ever-changing supporter which included aligning, defining, communicating, engaging and leading.

Each of our delegates also received a copy of The Australian Communities Trends Infographic which contains the top line findings from the national study into Australian giving and how charities can engage.

 

SESSION 2 - keynotes

After a networking break over morning tea Eliane Miles, Research Director at McCrindle shared an engaging keynote presentation on Leading teams and managing change in transformative times. In the post linear, post literate and post logical workforce, Eliane reminded us that to engage and inspire our workplaces we need to ensure a culture of contribution, challenge and celebration within our teams. To attract and retain, to lead and inspire, we need to cultivate authenticity. 


Our next keynote, Josh Hawkins emphasised the importance of creativity in social media and marketing campaigns. Josh showed us that creative and fun campaigns are the ones that get cut through. Josh also inspired us to be authentic with our marketing and leadership to under 30's. Through humour, engaging videos and key takeaways, Josh's presentation reminded us that when you "Give someone a task you'll get what you ask for". But when you "Give them a vision you'll get more than you could ever ask for". 


Our final keynote speaker before lunch was Ivan Motley, found of .id The Population Experts. Specialising in using data to inform decisions and shape the future, Ivan and his team talked us through how analytics can shape the quality of education, housing, health, the environment and education. Using some practical case studies, the id. team showed us why we should be using local data to understand our communities, and how information and data can help transform communities.


SESSION 3 - streams

Stream 1: Understanding Australian Communities

In this stream Geoff Brailey, Research Executive at McCrindle began by giving an overview of the next generation of volunteers and donors, and tips on how to engage and motivate them. This was followed by Nic Bolto who encouraged us to do the hard work as leaders and how to effectively implement insights in organisations. Our last stream speaker for this session was James Ward, a Director at NBRS Architecture who showed us, through a case study, how understanding spaces and building communities can help to improve people's lives.

Stream 2: Engaging Australian Communities

In Stream 2, McCrindle Team Leader of Communications Ashley McKenzie began this session by giving practical tips and insights on how to communicate complex data in message saturated times. Following on was Salvation Army officer Bryce Davies who shared how The Salvation Army build community in areas of social challenge by creating communities focused on respect, encouragement and belonging. Our final stream 2 speaker Greg Low, co-founder of R2L&Associates gave us five essentials to make your next marketing or fundraising campaign thrive.


SESSION 4

Following afternoon tea and some great networking, we gathered back together to hear from our last two speakers, Caitlin Barrett from Love Mercy and Andy Gourley from Red Frogs. 


Caitlin Barrett, CEO of the Love Mercy Foundation kicked off our afternoon session by telling us the engaging story of how Love Mercy was founded after Australian Olympian met Ugandan Olympian and former child soldier Julius Achon. After sharing the vision and mission of Love Mercy, Caitlin shared how they engage the community through telling personal stories, the importance of finding the right audience for the right story and telling the right details to provide an experience.  


Our last speaker for the day was Andy Gourley, founder and director of Red Frogs Australia. After having founded Red Frogs in 1997, Red Frogs is now the largest support network in Australia for Schoolies, festivals and universities. Through the use of engaging stories and hard-hitting realities, Andy effectively communicated how Red Frogs was founded and the crucial role they play in safeguarding vulnerable young people at events like Schoolies and festivals.  



We would like to thank all of our speakers and delegates for making the 2016 Australian Communities Forum a fantastic event. A big thank you to our sponsors, The City of Sydney, Pro Bono Australia, Hope 103.2 and ConnectingUp as well for your support in making this event happen.

Creating a culture of wellbeing: Leading in times of Change

Wednesday, October 05, 2016

That our world is changing and shifting is not surprising – it’s the key definer of our times. On the one hand the centripetal force of change can push us towards constant innovation. We can be invigorated by the newness around us, so that our means of communication, the way we work and the spaces in which we engage are ever-evolving.

On the other, the speed and scale of change can leave us feeling overwhelmed as we work out how to navigate and juggle complex personal and professional demands.

As leaders, we often find ourselves leading teams of individuals immersed in the rapid uptake of change. Our teams respond to this change in different ways – some with a type of change fatigue in which new initiatives are merged with the old, rather than looking to new horizons. Others respond with change apathy, checking out altogether.

 In these fast-moving times, how do we lead ourselves, our teams, and our organisations through times of change?

Leadership author John C Maxwell once said that in order to lead others, we must first learn to lead ourselves. He also advised, “If you’re leading and no one is following, you’re just out for a walk.” Leadership begins by looking inward, rather than outward. It begins by taking a look at your personal values alignment, learning style, and wellness gauge.

  • Your values alignment: How do your personal passions and strengths align with the ethos and values of the organisation that you are a part of? Recognising areas where your personal passions align with your organisation’s passions will give a greater sense of energy and purpose to your work.
  • Your learning style: How do you learn, get inspired, and stay motivated? As leaders, it’s important to stay fresh by identifying sources of personal inspiration – it could be simple things like reading content that inspires, carving out down-time, or networking with leaders who are just that one step ahead of where you are.
  • Your wellness gauge: How are you tracking in terms of your energy levels and personal wellbeing? Busy lives leave little space for margin and it’s more important than ever before to carve out time to be adaptable and flexible. Manage your screen time and bring in more green time, watch your health and nutrition, and create some space for reflection and deep thinking.

The leadership styles that the new generations respond to are those that embody collaboration, authenticity, mutual understanding and empowerment. When it comes to building resilient teams, it’s not just about processes and policies, but about helping individuals thrive in complex and ever-changing business environments. Our research has identified several key drivers among young workers that motivate them towards engagement:

  • The drive for complexity and challenge: Today’s career-starters are full of innovative ideas towards problems and thrive on identifying solutions. Creating space for the cultivation of ideas and innovation is key not only for better organisational performance but strong employee engagement. When was the last time you gave your team permission to step up to the challenge of solving your most critical problem?
  • The drive for variability and flexibility: Empowering your team to take control of their workload provides them with the opportunity to structure their day towards their most productive times and builds greater levels of team trust. When team members are engaged with the vision and have the skills they need to drive the team forward, hands-off management is always better than micro-management.
  • The drive for community and belonging: In an era where movement is a constant and flux is inevitable, workplace communities have become 21st century families. Establishing a team culture where individuals themselves are celebrated (not just their work-related wins) is critical to developing work-place tribes.

Organisational change is up to all of us, and moving ahead as an organisation involves directing individuals at all levels into forward horizons by leveraging the team’s combined power for innovation. We each lead by example by creating the initiatives and by driving the culture.

In our work with hundreds of organisations across Australia, we have identified several consistent characteristics evident within organisations that have thrived in times of change. These include:

  • Organisations who scan the external horizon. By understanding the current demographic, economic, social, and technological environment, leadership teams are able to make robust and solid decisions that guide their organisation towards its future. While the future can seem uncertain, getting a grasp on the current environment adds confidence to the decision-making process that is needed to stir a ship in a new direction.
  • Organisations who commit to being the ‘only ones’ at what they do. We consistently watch organisations position themselves alongside their competitors to understand what the market is offering. Yet it’s so easy to get caught up in ‘keeping up’ that we lose track of the unique abilities that only our teams can bring. Look inside at who is on your team before looking outward to what you can bring. Commit to carving out a niche that is true to who you are, not what your competitors are offering.
  • Organisations who put their people first. Organisational leadership is at its best when people are the priority. There are countless ways to create value for individuals within your teams (50 Best Places to Work 2016 features just some of them!), and when people thrive, not only is there lower turnover and a larger applicant base, but client relationships are at their peak, there is better innovation, greater productivity, and more sustained long-term business growth.

-Eliane Miles

Eliane Miles is a social researcher, trends analyst and Director of Research at the internationally recognised McCrindle.

At the Australian Communities Forum 2016 on October 13th she will give an overview of each generation in the workforce and some analysis of their needs and expectations, as well as strategies to manage change, inspire innovation and create a collaborative and adaptive organisation.

Purchase your ticket here


Eliane Miles speaks on NEETs in Australia

Monday, September 19, 2016

Analysis by Eliane Miles on new research released this week from the OECD highlights the challenge for young people entering their working years, particularly considering their transition from education.

While unemployment in Australia at just 5.6% is one of the lowest in the OECD, the number of Australian young people not in education, employment, or training (NEETs) has increased by 100,000 since the time prior to the Global Financial Crisis (2008), rising from 10.5% to 11.8% of all those aged 16 to 24 – comprising a total of 580,000 young people today.

The challenges affecting youth unemployment most often lie in a young person’s transition periods. It is normal for young people to spend some time out of education and work – in fact, 2 in 3 young people aged 16 to 24 will spend up to 3 months out of education and work – but the challenge becomes when this period of time becomes greater and the ‘relevance clock’ begins to tick. When 3 months eventuates into a year, or longer, this can lead to cycles of unemployment. Today, 1 in 5 young people aged 16 to 24 spend 12 months or more out of employment, education, or training, and it is these young people that will face the most significant challenges as they try to enter or re-enter the workforce.

The demographic realities play a significant risk factor in young people falling into a cycle of unemployment. 60% of NEETS are women, and while just 3% of young people are indigenous, this percentage rises to 10% among NEETs. There is also a strong correlation between low educational attainment and struggles in entering the workforce - 37% of students who leave school in Year 10 end up not being in education, employment, or training, compared with just 11% of those with a tertiary qualification.

Watch Eliane Miles on 7 News below:




240,000 young people looking for work

Young people out of work are often stereotyped as “slackers” but in fact 41% of NEETs (238,000) are actively looking for work but unable to find a job. Helping these young people find work needs to become a national priority and a focus needs to be given to their education to employment transition. Studies tell us that the key transition in a young person’s life is from learning to earning – from study to employment. If young people are not job ready, they should be directed to a course or traineeship that will help them get job-ready. Greater collaboration between actors (schools, VET providers, tertiary providers, employment services, childcare providers, and employers) is needed, along with a broader focus on not just higher education but vocational learning.

The remaining 59% who are inactive NEETS

Questions are then most often asked about inactive NEETs – the 40% of NEETs who say they would not like a job, and the 19% who would like a job but aren’t currently looking. What is it that has discouraged them or dissuaded them from entering the workforce?

Educationally, we are seeing a significant push towards tertiary educational attainment. A generation ago in 1986, more than half of all students left school in Year 10 with most going on to start work/vocational training. Today, 9 in 10 young people go on to complete Year 12, and the majority of these enter higher education. Nationally, however, 1 in 5 university students drop out in their first year of university, clearly not being ready for the task at hand or convinced of the choice they have made.

And while we are seeing an increase in university qualifications (our predictions estimate that 1 in 2 Gen Z will have a university qualification compared to 1 in 3 Gen Ys and 1 in 4 Gen Xs), we must keep in mind that everything is not just about higher education or STEM skills. It’s about developing a broad skills base that will continue to sustain Australia’s growing economic and demographic footprint.

Challenges in the skills sector

While the VET sector has seen a 50% increase in students placed in apprenticeships since the early 2000s, the sector is also subject to significant inefficiencies. Traineeship and apprenticeship completion rates are low, qualifications are hard to navigate, some federal funding for programs has been withdrawn, and employment service providers geographically only target 60% of NEETs, leaving 200,000 youth un-serviced by employment services.

The benefits of work are more than just economic

In conversations with young people, it serves us to be reminded that jobs do more good for all of us than just money. They provide a young person with a sense of independence, self-esteem, and social connection, as well as the ability to learn and stay future-proofed. The longer that young people stay out of employment, the more they are to lose connection and become social disenfranchised, leading to greater problems.

The challenge of entry will only accelerate

As we look ahead to the next 10-15 years of Australia’s job market, we estimate that 5.1 million of Australia’s jobs will become digitally disrupted. Today’s savvy school leaver is training themselves for jobs that don’t yet exist. The reality is that new jobs which will be created are more complex than the jobs they replace. If a young person is locked out of the workforce today, it is likely that they will face an even more difficult re-entry in years ahead as the skills required to fulfilk workforce demands increase.

The challenge of financial independence will also accelerate

Commonwealth funding will increasingly become tighter. The economy has natural limits, and supporting an ageing population base and those with disabilities is naturally a more pressing national priority than supporting those who can work but are choosing not to. It’s just a matter of time before government benefits to NEETs will dry up.

Having said that, it’s also important to remember that 25% of inactive NEETs and 41% of NEETs looking for work in fact have not received any government benefits to support them. For these young people, support has largely fallen back to the informal economy, with support provided by family members and friends.

The earnings challenge for today’s emerging generation

It is in fact more financially difficult to get ahead early in life than it once was. In the 1970s, for example, when many Baby Boomers graduated from university, the average graduate starting salary was equal to the average full time adult wage, while today the average graduate starting salary of $54,000 is $26,000 less than average full time annual earnings. Student debt is also higher than ever, with more than 1 in 3 (34%) registered debt agreements belonging to 25-34 year-olds, and the average university debt estimated to be around $28,000. Today’s young generations are actually beginning their earning years in more debt than we’ve seen before. Not to mention the multi-fold increase in the cost of housing – a generation ago the average Sydney house price was 5 times annual average earnings while today the average house price is 13 times the average annual full time earnings of $80,000.

Keeping it in perspective

If young people can continue to accelerate their learning, they’ll have greater chances of success. Just 11% of bachelor-degree educated young people are still looking for full time work within 4 months of completing their course, and the strength of Australia’s economy is creating positive opportunities for innovation and entrepreneurship for young people to place their stamp on Australia's future.

ABOUT ELIANE MILES

Eliane Miles is a social researcher, trends analyst and Director of Research at the internationally recognised McCrindle. As a data analyst she understands the power of big data to inform strategic direction. Managing research across multiple sectors and locations, she is well positioned to understand the mega trends transforming the workplace, household and consumer landscapes. Her expertise is in telling the story embedded in the data and communicating the insights in visual and practical ways.

From the key demographic transformations such as population growth and the ageing workforce to social trends such as changing household structures and emerging lifestyle expectations, from generational change to the impact of technology, Eliane delivers research based presentations dealing with the big global and national trends.

With academic qualifications in community engagement and postgraduate studies in international development and global health, Eliane brings robust, research-based content to her engaging presentations and consulting. As a social researcher, she has been interviewed on these topics on prominent television programs such as National Nine News and Today, as well as on radio and in online media.

To have Eliane Miles present to your organisation on Generation Z, the state of today’s education sector, or the future world of work, contact McCrindle at info@mccrindle.com.au or call 02 8824 3422

DOWNLOAD ELIANE'S SPEAKERS PACK HERE






Sources:

OECD, Investing in Youth: Australia 2016

Graduate Careers Australia

McCrindle

Generation Z defined; The 5 characteristics of today's students

Friday, September 09, 2016


For today’s students, growing up with the emerging technologies at their fingertips has blurred the lines of work and social, of study and entertainment, of private and public. They now live in an open book environment – just a few clicks away from any information. They connect in a border less world across countries and cultures, and they communicate in a post-literate community where texts and tweets are brief, and where visuals and videos get the most cut-through.

At McCrindle, we are regularly engaged by a variety of organisations to assist with understanding who Generation Z is, what context they are being shaped in the traits that define them. Before we can engage this generation, we first need to understand them.

So how can we understand the emerging generations and their learning habits? Well, based on our research, here are five characteristics of today’s students:

Social

Traditionally, learning took place in the classroom and the practice and application through homework. However, in the 21st Century, content can now be accessed through technology anywhere, and often in very visual and engaging forms. Thus we have the flipping of education where the learning takes place outside the classroom, but the essential engagement and practice is still conducted at school, by the all-important facilitator, rather than the teacher.

Mobile

Not only through technology do today’s students interact, but they are mobile in terms of the jobs they will have and the homes they will live in. It is therefore important to think about how you can equip this generation with not just content but resilience in a changing world.

Global

Today's generation of students are truly global, and are the most likely generation to work in multiple countries. They’re the most globally connected and influenced generation in history and are not limited to the local, but are global as never before.

Digital

We've called the emerging generation, Gen Alpha, but we also call them Generation Glass, because it is not just pen and paper, but iPads and screens on which they will learn, which are designed to not just display the written but the visual. While today’s students need literacy they also need digital skills to thrive in this changing world.

Visual

In an era of information overload, messages have increasingly become image-based and signs, logos and brands communicate across the language barriers with colour and picture rather than with words and phrases. Communicating symbols and pictures with stories isn’t an entirely new concept. Most ancient forms of communication such as indigenous rock art, reinforces the notion that it is pictures not words that tell the story. Visuals are also the way in which the brain processes information best. It can retain visual symbols and images rather than just written content. Our analysis of learning styles has shown the dominance in the visual and hands on learning styles, above auditory delivery form, which has traditionally dominated the classroom.


To find out more about Generation Z, visit our site generationz.com.au and if we can assist with any presentations on the topic of the emerging generations, please feel free to get in touch.


About Ashley McKenzie - Team Leader of Communications at McCrindle

Ashley McKenzie is a social researcher, trends analyst and Team Leader of Communications at the internationally recognised McCrindle. As a trends analyst she understands the need for organisations to communicate with the emerging generations to effectively engage and motivate them. 

From her experience in managing media relations, social media platforms, content creation and event management, Ashley is well positioned to advise how to achieve cut through in these message-saturated times. 

Her expertise is in training and equipping leaders and teams on how to communicate across generational barriers.


DOWNLOAD ASHLEY'S SPEAKERS PACK HERE.

Lifestyle trends & property market – Mark McCrindle interview

Thursday, February 25, 2016

Social Researcher, Mark McCrindle chats to Kevin Turner about some of the lifestyle trends and their impact on where and how we live and the obvious impact on property.

LISTEN TO THE FULL INTERVIEW HERE

Kevin: You might recall a couple of weeks ago, I chatted to Mark McCrindle and we were talking about the Urban Living Index. Mark joins me once again. Good morning, Mark.

Mark: Good morning, Kevin. Great to be with you.

Kevin: Thanks again for your time. Mark, a very interesting conversation we had a couple of weeks ago on the show about the Urban Living Index. I wanted to come back and discuss that with you again.

Just a bit of fun now, Mark. Let’s have a look at some of the lifestyle trends that we’re expecting to see this year, 2016.

Mark: Probably one of those is just how we work. We’re continually seeing changes in our lifestyles. We’ve seen teleworking. People work a bit more from home. People work through technology. We see even the new developments now where you have mixed planning. You have residential nearby to business parks or offices, and of course, retail in the mix of that. People want to work and live and play and connect in a community, in an environment where they don’t separate each of those.

One of the trends we’re predicting for 2016, we call it power working, which is the work equivalent of power napping. Power napping is where you sleep in non-traditional times and places. You just have a quick zap. Power working’s a bit like that. We get people now working more on their commute. They’re working in cafes. They’re working before or after work, sometimes in front of another screen, even unwinding at night. Work is not just a nine to five, you’re at the desk, in the workplace phenomena anymore; it’s changed. With apps and devices and technologies and the expectation of quicker response times from clients, we’re going to see continual changes in what work looks like and where it’s done from.

Kevin: Mark, of course, with so many people concentrated, living on the eastern seaboard in our major capital cities, I guess that type of lifestyle change is going to encourage more people to move into some of those regional areas, which will probably have an impact on prices there, do you think?

Mark: That’s right. We’re certainly seeing growth in the regional market because they’re being priced out of the cities, and the price rises in our capitals have been pretty crazy. People are saying, look, the regions are not isolated anymore. You have great lifestyle. You have excellent affordability. Of course, the technology, the infrastructure out there is fantastic.

You can get out of the rat race of the city, take a bit of a breather on the mortgage, get some pretty nice lifestyle for what you get out of that house from the city, and of course, the kids have some good schools. Again, the cafe lifestyle and the technology, even running a small business working from home, all of that is possible pretty much anywhere in Australia now, not just in the cities alone.

Kevin: Mark is one of the authors of the Urban Living Index, which we mentioned. I might just touch on that if I may. By the way, the website for that is UrbanLivingIndex.com. A great report. Mark, it pretty much focused on Sydney, but one of the interesting points I noticed is that the high density living in Sydney seems to be increasing. If you look at detached housing around Australia, I think the percentages are lower in Sydney. Are more people preferring to live in more high-density areas?

Mark: Yes, that’s correct. There’s this little demographic measure called the center of population of a city, which is the point in the city where in the whole catchment of the city where you have as many people west as east, as many people north as south. Now, in our eastern capitals, that center of population was continually heading west because the urban sprawls were heading further and further west. Interestingly, in Sydney – and we’re going to see the same thing in the Brisbane market – it stopped; it’s not heading further west. That’s because for each new housing development that is taking place in the urban sprawl further out, you have an infield development, a densification development to the east of that center.

It’s interesting that it seems as if the center of population, the sprawl is slowing because people are now opting for those densified living options. That is because of the location. They don’t want to travel further and further into the city or into the lifestyle areas on those motorways or public transport. At some point, it’s so far out that they say, “You know what? I think I’ll opt for a different style of living, a vertical option rather than just that house with the block out the back.”

Kevin: Yes, if you look at the map that’s on the UrbanLivingIndex.com website, if you look at the spread of the population, I wonder what sort of story it tells between that northern part of Sydney up to Newcastle and the southern part going down to Wollongong as to whether we’re going to see in-fill there. You’re right. You can see it looks almost out of proportion moving out toward the west.

Mark: That’s right. In Sydney’s market, we are now seeing growth in the northwest corridor and the southwest corridor. In other words, where they’re putting in some infrastructure, now we have some metro, some rail lines going, both of those arteries, which really had been devoid of some rail, that is creating some great opportunities and some densification there.

Now in Sydney, we have not just the built-up areas within ten or 15 kilometers of the CBD itself, but now 20 or 30 kilometers away from the CBD, you have these hot spots of densification. You have these 10-, 15-, and now on the plans 20-story residential towers that are around these transport hubs, these interchanges, that are obviously a fair way from the city, but because the shopping centers, the transport hubs, the availability of accommodation, and of course, café lifestyle that goes with that, we’re getting a lot more people opting for that sort of living. In a sense, Sydney becomes a city of cities, and we’re going to see that with all of our 2,000,000+ capitals across Australia.

Kevin: I’ll get you back to talk more about that in some future shows, too, Mark, but I want to thank you for making your time available today. The two websites for Mark are, of course, the UrbanLivingIndex.com website we just mentioned, and there is another one, too, that’s simply called McCrindle.com.au.

Mark, thank you so much for your time.

Mark: You’re very welcome. Thanks, Kevin.

LISTEN TO THE FULL INTERVIEW HERE

ABOUT MARK MCCRINDLE

Mark is an award-winning social researcher, best-selling author, TedX speaker and influential thought leader, and is regularly commissioned to deliver strategy and advice to the boards and executive committees of some of Australia’s leading organisations.

Mark’s understanding of the key social trends as well as his engaging communication style places him in high demand in the press, on radio and on television shows, such as Sunrise, Today, The Morning Show, ABC News 24 and A Current Affair.

His research firm counts amongst its clients more than 100 of Australia’s largest companies and his highly valued reports and infographics have developed his regard as a data scientist, demographer, futurist and social commentator.


DOWNLOAD MARK'S SPEAKING PACK HERE

Working from home – is it always the best option?

Wednesday, January 20, 2016

Working from home can facilitate enormous benefits; allowing more time with family, avoiding long commutes and offering better work-life balance, but is this always the best option? Social researcher Claire Madden gives her thoughts on The Today Show, discussing the benefits and sharing the downside of this growing trend.

While teleworking might have some benefits of flexibility for the individual, it can unintentionally create an isolated wasteland back in the office. It can significantly impact team culture by removing the intangible ingredient of collaboration and spontaneous interactions where some of the greatest innovations are sparked, problems are solved and teams are energised.

With 1 in 12 people working from home, this growing trend is enabled by communication technologies facilitating far greater flexibility, connectivity and mobility. Our research found the top three reasons people work at home are:

  1. Flexibility – to juggle other things, including managing the kids
  2. Improved work-life balance – avoiding that 53 minute commute, which Australians do on average every day for work
  3. Working undistracted – our workplaces can be busy hubs of activity and home can provide a quieter place to think and work – however can be faced with household distractions – like that sudden motivation that overtakes you to put a load of washing on!
Whilst working from home can facilitate these areas of life, it is not necessarily the most productive way to work.  It can be a far more effective use of time to have a quick team meeting to get everyone on the same page, problem solve and generate ideas rather than everyone needing to be kept up to date on an email chain.  Communication technologies can enable greater efficiencies – however they will never be able to replace face to face interaction and collaboration that occurs when teams meet together.

Find out more

The cost of work: What we pay to work

Monday, August 17, 2015

The unemployment rate is rising, but so are the costs of work. And while living costs and house prices have been rising faster than wages, the costs associated with work are also on the way up. From toll roads to public transport costs, a simple cup of coffee to updating work clothes. From childcare costs to tax increases, Australians are paying to work.

A recent 2015 McCrindle Research study of over 540 working Australians reveals that income doesn’t just generate wealth, it also consumes it. Australians are forking out more than ever on transport costs, clothing and food while they are working, significantly reducing their take-home pay. Incurring travel costs associated with work, work-related education expenses, child-care costs, and income tax all further reduce a full-time worker’s take-home pay to less than two thirds of their gross salary.

THE LIFESTYLE COSTS OF WORK

95% of working Australians spend their own money on food and beverages during work times, with almost 3 in 4 Australians (74%) purchasing lunch, morning tea, or coffees when at work or when travelling to/from work at least once per week. More than one fifth of Australians (22%) spend their own money on consumable food items every single day while they are at work.

YOUNGER MALES BUY LUNCH MOST

Males tend to eat out more often, with 27% of male employees purchasing food or beverages at least once per day (compared with 16% of females). The frequency at which employees purchase consumables while at work decreases with age. While 78% of Generation Ys and 77% Generation Xs spend their own money on food and beverages at least once per week, this reduces to 60% for the Baby Boomer Generation.

ALMOST $900 ON LUNCHES PER YEAR

The average Australian employee spends $18.52 on lunches, snacks, and beverages during their workday every week. This takes into consideration the 6% of Australians who don’t spend money on food while they are at work, and ranges to include those who go out more than once a day, some of whom spend over $100 on food and beverages while at work each week. Over a 48-week work year, this average weekly spend accumulates to $889 per year.

THE COST OF FASHION

In an effort to keep up with the latest styles and fashions or simply to avoid wearing the same thing every day, employees spend hundreds of dollars on clothing per year. Australians report spending an average of $320 each year of their own money on clothes they require directly for work. This includes employees across all industries and factors into account those who spend very little, having uniforms supplied, as well as those who purchase corporate apparel.

GETTING TO WORK: THE RISING COST OF CARS

After childcare and tax costs, transport is the greatest expense when it comes to work, with the average Australian spending $99.88 each week on work-related petrol costs, tolls, and/or public transport tickets. While public transport cost increases have been modest, the big challenge for workers has been the rising cost of petrol, tolls and car ownership, and this is particularly relevant for the 2 in 3 Australians (65.5%) who travel to work by private vehicle. The average full time worker spends almost $4,800 per year just on getting to and from work.

UPSKILLING, RETRAINING AND KNOWLEDGE-GAINING

30% of working Australians spent their own money last year on education and training directly associated with their line of work, averaging to $1,936. Overall (accounting for the 70% who didn’t spend any of their own money on employment-related learning), the average Australian worker spends $588.60 per annum of their own money on training, and much of this, where it is retraining for a new career or role, is not tax deductable.

THE CHILDCARE COST CHALLENGE

The Productivity Commission Study into childcare shows the median childcare costs are $7.40 per hour ($74 for a 10 hour day). For those requiring full time childcare for 50 hours per week, this would cost them $370 per week which equates to 22% of the average full time weekly earnings.

A TAXING PROBLEM

The current average full time weekly earnings is $1539.40 per week ($80,049 per annum) which brings this average wage into the third tax bracket (a tax rate of 37 cents per dollar). Based on the 2015-2016 tax schedule this average annual earnings package would attract a tax bill of $16,768.

FOR MANY, IT IS MORE THAN HALF

The average full-time Australian worker who earns $80,049 per annum (current full time adult weekly earnings) is spending $889 of that on lunches, $320 on wardrobe changes, $4,794 on transport costs, $587 on education, $17,760 on child-care (based on 70 hours at average costs) and $16,768 on tax (not including tax deductions). These total work costs add up to $41,118, which is 51% of the average annual gross.

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