Literature review

The old age care facility Cabramatta is in its process of expanding its facility with new buildings comprised with 24 high care beds and 24 dementia care beds. At the same time, the local community along with residents is changing that will have strong impact on new workforce selection. In order to be aligned with these changes is local community and culture the workforce selection process of Cabaramatta has to be more diverse, flexible and strategic.

The purpose of this proposal is to present a report offering a new business plan for this care facility that will help them to serve the changing local population while maximising the return on investment from the new extended facility.

The social and cultural background of the local community is changing from Russian or Slavic speaking to Vietnamese and Chinese. The lower income community is the workforce base of this aged care facility (Thomson 2017). The increasing lifestyle expenses and accommodation is lowering this community and weakening the labour resource. Appointing a liaison officer for recruitment and diversity management in healthcare workforce can make some essential change in business.

Project objectives are:

• Recruiting Liaison Officer for recruitment and diversity management
• Finding practical solution for the social and cultural changes
• Recruiting liable and adequate workforce for new extended facility
• Cost benefit analysis of potential applicable procedure
• Maintain the stable service quality while ensuring profitable ROI from new unit

In aged care healthcare system of Australia, both client and workforce are changing in terms of their ethnicity, socio-cultural background, nationality origins and others. Currently more than 20% of the aged population in Australia are born from non It English speaking country. The number of these non-English speaking aged peoples who are more than 65 years old is round 653800 (Harper 2017). This number is increasing every day. As a result, the growth rate of this community is increased by 66% from the last 15 years. This growth rate is changing the entire scenario of the healthcare demands and potential workforce in healthcare facilities significantly (Richards 2018).

The Australian Government and many Non Government Organisations have taken many affective initiations to handle the health condition of this huge number of immigrant community. Currently, more than 120 healthcare facilities in New South Wales are providing service to distinct social, cultural communities. This increasing population of diverse communities has started from 1945 to 1980 time-zone (Carabetta 2017). It was an ultimate result of post-war economical crisis in many countries. As an effect of Post-war migration, from that period, thousands of immigrants are coming and filling semi-urban and urban landscape of Australia. Another essential factor of these community is, 50% to 70% people do not have enough education for effective communication. The major reason behind this is that, most of them are completely unable to communicate in English. Some of them can, however they can not write English properly (Garcia et al. 2017).

The locality of Cabramatta is a classic example of high migration and settlement. During the post world war situation huge number of Latin, people from Yugoslavia, Russian, Chinese and Vietnamese came and settled in the locality. Hover, before the  21^st century the majority of the local community was Slavic speaking or Russian people (Lin et al. 2017). With the changing market price, global economy and expenses of local population the national, social and cultural background of the community is changing rapidly.

Challenges

Liaison officer is a person who liaises between two parties through involving within their communication. The duty of a liaison officer is to help both of the parties to understand each other properly and to build up the effective collaboration and cooperation.  More than 32% of total international business collaboration is executing with the support of Liaison officer (Carabetta 2017). A liaison officer is also appointed for recruitment system where the business is dealing with diverse workforce culture. From the selection of candidates to develop a appropriate induction phase for the newly recruited employees, it is the responsibility of a liaison officer to prepare the strong as well as flexible workforce that can deal with people from diverse social, cultural and financial background. When it comes to diversity management Liaison officer can solve more than 80% of discrimination and other issues within the workplace through Affective, selection, training, induction, communication and motivation.

The aged care facility of Cabramatta has a strong workforce who are competent enough to deal with their existing aged residents. However, in their new extension building, they require an efficient caregiver who can interact with the new population efficiently. The social and cultural background of the local community is changing from Russian or Slavic speaking to Vietnamese and Chinese (Reid et al. 2018). The lower income community is the workforce base of this aged care facility. Therefore, decreasing number of this community is limiting the opportunity to choose appropriate workforce from the local labour pool. The new emigrants who are filling the larger section the Cabramatta do not have enough education and fluency in English to handle the aged residents from medium to high background.

An consultation agency has to develop a proper management plan including the recruitment and resource allocation procedure to sustain the profit margin of the aged-care organisation. The aim of this consultancy agency is to support their client to whom they are currently offering a new business plan for this care facility that will help them to serve the changing local population while maximising the return on investment from the new extended facility. Therefore, the following list of deliverable has been  developed in order to keep track of the progress and supporting requirements:

A suitable action plan is to be developed to recruit new workforce

The action plan will ensure the quality management in accordance with the present service quality

The recruitment system will be delivered to a responsible person who can find the cogitative workforce for the company

The recruitment process should ensure that the newly recruited employees would maintain a healthy, cooperative and friendly relationship within the culturally diverse work environment

In order to achieve the above mention targets both the Cabramatta aged care facility and the consultant agency has to work cooperatively under certain guideline that can make proper synchronisation of workflow and information integrity within them. Initially they have to conduct an internal research on their existing human resource in order to find the appropriate measurements that are required for selection of employees (Karl, Ramos and Kühn 2017). The organisation has to inform the liaison officer about their vision, performance criteria and expectation from the employees, which will allow the recruiter to develop the recruitment planning. Another essential factor is funding or financial estimation. For this, multiple communication sessions have to be conducted within both of the organisations. The following section will describe the step by step method to achieve the predetermined goals:

1. Communication to initiate collaboration procedure and to debvelop the bluepring of schedule
2. Prepare the existing workforce for the new changes due to the new extended service and upcoming workforce
3. Recruiting a Liaison Officer for workforce recruitment and to train them for diverse and healthy work culture
4. Improving coordination within the agency and the aged care organisation through the efficient service of Liaison officer
5. Recruit new and competent workforce from local labour pool
6. Train the work force to increase their adjustability and acceptability
7. Improve the rewarding policy to motivate all the existing and new employees

Proposal for strategic solutions

The healthcare system in Australia is currently going through a serious condition regarding the indigenous healthcare planning and policies. Agencies like national Aboriginal Community Controlled Health Organisation (NACCHO), Indigenous Allied Health Australia (IAHA), Australian Aboriginal Health Foundation (AAHF) and several non-government bodies like Secretariat of National Aboriginal and Islander Child Care (SNAICC) are working collaboratively to improve the health quality and decrease the mortality rate of Aboriginal and Trait Strait Islander people (Green et al. 2017). In this situation, the cultural gap between the caregivers and the indigenous people as well as lack of education and health awareness the effectiveness of these collaborative activities are being minimised. Movements like “Close the gap” are also held in order to educate the indigenous community and increase their involvement in healthcare facilities as a caregiver.

The most significant factor within this situation is the practice of healthcare service provider organisation and the social work associations like the aged people. The appropriate collaboration and holistic development approach of these private organisations can lead the situation towards positive outcomes (Azzopard et al. 2018). Institution as Cabramatta aged care facility can be good example for contributing their service to the indigenous community by offering them job role in their organisation as per their expertise.   

As a private organisation, Cabramatta Aged Care organisation has many opportunities to help the indigenous community by allowing them to join in the organisational workforce. It will also improve the social responsibility of the organisation. On the other hand, this kind of social activity can improve image of the organisation towards the local and regional upper middle class community. It will enable them to pursue the healthcare service provided by the organisation (Livingston et al. 2017). Apart from that, Cabramatta Aged Care can also provide special care to the local indigenous community as a part of holistic health care providing. It will also allow them to understand the most essential factors and regulators in a culturally diverse workforce.  

Activity	Cost	Benefit	Risk
Improving the workforce structure	Investment in Recruitment and training of the workforce	Increased workforce can sustain the service quality and even can improve	Defective activity plan can increase the annual expenditure for improvement
Recruiting new employees from indigenous community	Investigating the potential labour pool and selecting the appropriate community	Increased company image in the potential service receiver through social responsibility	Unintentional breach of any government occupational or community based regulation can cause severe loss.
Engaging in Indigenous healthcare service providing	Increase the strength of the overall workforce in terms of quality and quantity	Expanded service radius and verity	Unintentional breach of any government occupational or community based regulation can cause severe loss.

Conclusion

From the above discussion it can be concluded that in order to be aligned with these changes is local community and culture the workforce selection process of Cabaramatta has to be more diverse, flexible and strategic. The increasing lifestyle expenses and accommodation is lowering this community and weakening the labour resource. Appointing a liaison officer for recruitment and diversity management in healthcare workforce can make some essential change in business. Apart from that, Cabramatta Aged Care can also provide special care to the local indigenous community as a part of holistic health care providing. It will also allow them to understand the most essential factors and regulators in a culturally diverse workforce.  

Reference

Azzopardi, P.S., Sawyer, S.M., Carlin, J.B., Degenhardt, L., Brown, N., Brown, A.D. and Patton, G.C., 2018. Health and wellbeing of Indigenous adolescents in Australia: a systematic synthesis of population data. The Lancet, 391(10122), pp.766-782.

Carabetta, G., 2017. Alternative Dispute Resolution in Public, Essential and Emergency Services.

Garcia de Blakeley, M., Ford, R. and Casey, L., 2017. Second language anxiety among Latino American immigrants in Australia. International Journal of Bilingual Education and Bilingualism, 20(7), pp.759-772.

Green, M., Cunningham, J., O’Connell, D. and Garvey, G., 2017. Improving outcomes for Aboriginal and Torres Strait Islander people with cancer requires a systematic approach to understanding patients’ experiences of care. Australian Health Review, 41(2), pp.231-233.

Harper, M., 2017. Moving Out and Moving On? Emigration from Scotland to Australia in the Twentieth Century. In Emigrants and Historians: Essays in Honour of Eric Richards. Wakefield Press.

Karl, U., Ramos, A.C. and Kühn, B., 2017. Older migrants in Luxembourg–care preferences for old age between family and professional services. Journal of Ethnic and Migration Studies, 43(2), pp.270-286.

Lin, X., Bryant, C., Boldero, J. and Dow, B., 2017. Older people’s relationships with their adult children in multicultural Australia: a comparison of Australian-born people and Chinese immigrants. Ageing & Society, 37(10), pp.2103-2127.

Livingston, G., Sommerlad, A., Orgeta, V., Costafreda, S.G., Huntley, J., Ames, D., Ballard, C., Banerjee, S., Burns, A., Cohen-Mansfield, J. and Cooper, C., 2017. Dementia prevention, intervention, and care. The Lancet, 390(10113), pp.2673-2734.

Reid, A., Merler, E., Peters, S., Jayasinghe, N., Bressan, V., Franklin, P., Brims, F., de Klerk, N.H. and Musk, A.W., 2018. Migration and work in postwar Australia: mortality profile comparisons between Australian and Italian workers exposed to blue asbestos at Wittenoom. Occup Environ Med, 75(1), pp.29-36.

Richards, E., 2018. Islands of exit. In The genesis of international mass migration. Manchester University Press.

Thomson, A., 2017. ‘My wayward heart’: homesickness, longing and the return of Vietnamese post-war immigrants to Australia. In Emigrant homecomings. Manchester University Press.