CEO of the ARA Caroline Wilkie writes that a cohort of young people looking for opportunities have the talents to fill rail’s skills gap.
In a year that has been more about preserving jobs than creating them, the concept of skills shortages can be a difficult one to reconcile.
However, the impact of this year’s events has not changed the fact that a very real and significant skills gap looms in the rail industry.
The Australasian Railway Association’s (ARA) 2018 skills capability study found the rail industry was staring down the barrel of a 24 per cent skills gap on current employment levels by 2024.
The gap existed across the spectrum, from technicians, trades and operators to managers and rail professionals.
Clearly, this is an area where action is needed if we are to make the most of the significant investment pipeline of the coming decades.
The National Rail Action Plan skills and labour working group, which I co-chair, is currently looking at how the industry can address this issue.
The group is bringing together key people from across the industry to inform this
work and I look forward to reporting on our progress as time goes on.
In the meantime, the ARA is continuing to advance its skills agenda.
As more rail projects come online, there will obviously be a need for the development of skill sets that are specific to the rail industry.
We will need a stronger focus on skills and education to achieve this.
The ARA is advocating for the development of a dedicated skills academy that offers targeted solutions to meet the industry’s future needs.
This will not only ensure the focus is firmly on the technical requirements of the industry but will also ensure a strong culture of safety and excellence can be embedded in training programs before people even enter the rail workforce.
And the time to create this capability is now. Because young people in particular are looking for new and rewarding career opportunities more than ever.
Even before the impact of COVID-19, conditions were not good for those just starting their careers.
In July, the Productivity Commission released a working paper that found the weak labour market that had emerged after the 2008 Global Financial Crisis had been bad news for young people.
In the decade that followed, there were full time jobs became harder to come by as part time employment began to rise.
Young people started on lower wages and found it harder to find their chosen roles, despite having a good education behind them.
For those who took a job that was less than what they hoped for just to get their start, their career trajectory did not always recover, and better jobs did not always come along.
Those challenges have only been compounded this year, with young people hit harder than most by job losses and employment insecurity in the wake
of the pandemic.
In this toughest of climates, there will be exceptional young people looking for career options that will last a lifetime, take them all over the world if they choose, and allow them to work in diverse roles on exciting projects.
What better time than now for the rail industry to step forward?
As an industry, a key part of attracting the best young people to work in
rail over the coming years will be highlighting the benefits we have to offer – both to individuals and the broader community.
The ARA’s Young Leaders Advisory Board has identified sustainability as one of its focus areas to do just that.
Speaking to the industry’s young leaders, we have heard time and again how the sustainability credentials of the industry, and the essential community service it provides, has been a driving force in determining their future in rail.
They tell us that seeing the industry’s role in helping people and businesses in their daily life is part of what makes them enjoy working in rail so much.
They also see the value of sustainable, long term infrastructure development in rail that can take more congestion off our roads and better connect our cities and towns than ever before.
The fact that the projects they work on are exciting, dynamic, innovative and ever- changing is icing on the cake.
It is these benefits that has led to many of our young leaders staking their claim for a long-term career in rail.
And it is these benefits, together with the opportunity to gain the skills needed to succeed in the industry, that will help us attract the next cohort of rail workers.
So, while we deal with the challenges 2020 has given us, we must also prepare for the growth that will follow in the years ahead.
Having the right people with the right skills in place will be key to our success.