Break the deadlock when new agreements are put in place by introducing, after the nominal expiry date, continuous wage indexation in enterprise agreements in order to maintain a level playing field. Indexing would be linked to a standard ABS data set. This solution can also encourage the parties to reach an agreement before the expiry times of the agreements. Defence is losing the skills needed to be an intelligent buyer (aging workforce) and if employment opportunities are limited, focus on this and expand skills in-house. This solution would be negotiated in the “Operation of Agreement” section in addition to the nominal expiry date. A specific ABS index would be called with a formula and timings (z.B every 6 months). This would have a level playing field and would not affect negotiations on future productivity increases, etc. CASG works in an environment where GSP, ADF and Defence contractors work together, often in the same workplace. The differences in wages and conditions are now very obvious. The government`s current approach and negotiation process will have a hard time closing this wage gap. The delays resulted in an effective four-year freeze on GSP compensation levels.
This has significant and long-lasting consequences, including a large wage gap with the ADF, a larger gap with the private sector, and persistent hiring problems. The GSP agreements should have established a standard procedure for raising wages after the nominal expiry date in order to eliminate the emotions and suspicion motivations for wage increases. An appropriate index from the Australian Bureau of Statistics could be selected and a formula for pay rates to keep pace with the market and cost of living and avoid all consequences in the event of problems and anxiety. While all of the examples and problems described above relate to defence, I suppose similar problems exist in other agencies. The government must assess GSP contributions and ensure that staff are as professional, efficient and productive as possible. Creating an effective negotiation process, without all this negativity, will contribute to this outcome. My proposal is to introduce a decompression valve into the negotiation process, so that all parties can negotiate in good faith. A management-award-winning HR concept describes a situation in which employees would fairly routinely alternate between the defence industry and the return to GSP with skills developed and retained in the broader sector. This concept cannot work in the event of a large pay gap. In the past, retired ADF members were a source of technical skills for the GSP and defence was sometimes able to recruit into the defence industry. The results are now reflected – we have extreme difficulties in attracting suitable candidates without entering into individual flexibility agreements (i.e.
going outside the usual pay scales). Try the new ADF Pay and Conditions BETA WEBSITE, we design a website that is easier to use and understand. Another concern about the negotiation process is that the government, unions and officials involved in the negotiations are working with a win/loss adversarial approach. This is up to the communication staff and creates a division and negative atmosphere in the workplace that has a significant impact on productivity and goodwill. Confidence in the process and management has also been significantly lost. Information for the partners and families of ADF members. A key factor in the negotiations is the government`s “no return of compensation” negotiating framework, which creates an environment where delays (deliberately or otherwise) are extremely beneficial to the government (lower payrolls, lower wage costs, etc.) and a major disadvantage for workers.