GOAL 4: LEADERSHIP CAPACITY

We have a sustainable and diverse leadership pipeline.

The dairy industry has long recognised that people are the fundamental drivers of business success. Being able to attract the right people, engage and manage them effectively and provide development opportunities is essential for the long-term viability of the industry and the sustainability of our leadership pipeline.

Attracting and retaining great people is both a leadership capability and capacity challenge. Good leadership behaviour helps to attract and retain good staff. Good leaders support them on their career pathways. Good leadership also presents a positive image of the dairy industry, attracting others from outside the industry.

Good leaders enable others in the industry to exercise their leadership, building the leadership capability of the industry. Good leaders also collaborate, communicate and work together across the sector in ways that ensure the Dairy Leadership strategy is effective.

The shortage of access to skilled people at all levels in the dairy supply chain presents a leadership capacity challenge.

We have an ageing workforce and high levels of attrition as well as international and cross industry competition for skills. This leaves the industry with an insufficient pool of skilled workers, across a range of positions needed for industry success, including formal leadership roles.

Some of the barriers relate to the lack of awareness of the range of career pathways in the dairy industry, as well as the fact that succession planning remains a major challenge for the industry. The dairy industry is working hard to address the skills shortage and continues to invest in initiatives to build capacity and capability.

To support these efforts and ensure there is a diverse leadership pipeline across the industry, it is critical to develop the capabilities and mindsets around what it actually means to be a collaborative leader in the dairy sector. This can then be practically demonstrated through the approaches leaders take to workforce planning including risk assessment of critical roles, succession planning, talent identification, career pathways and alternative resourcing strategies. These approaches to workforce planning will enable the identification, preparedness and mobilisation of leaders across the dairy industry.

As we attract and retain great people with good leadership attributes, we will be in a position to distinguish ourselves from our competitors.

Encouraging leaders at all levels to articulate and demonstrate why we are a great industry to work in through such things as effective compensation and benefits, career development, positive work environments and cultures, and most important, the meaning and purpose behind what we do and the impact we have as an industry, will highlight the value we can add.

Lastly, we need to purposefully attract and retain a more diverse workforce and ensure they are represented in formal leadership positions across the industry, including younger people and other demographics. They will better represent the diverse communities and markets we serve.

We will develop leaders and create positive workplace cultures at all levels by leveraging adaptive, flexible and contemporary leadership practices along with our workforce planning and value proposition efforts.


What do we need to do to get there?

  • Establish intentional collaborative leadership approaches across the sector to all processes and programs focusing on the leadership pipeline e.g. career pathways, succession planning and critical roles risk assessment frameworks and processes
  • Ensure leadership at all levels articulate and communicate the elements that make us a great industry to work within and highlight us as an employer of choice for current and future leaders.
  • Ensure our combined efforts on leadership impact, culture, workforce planning and industry value proposition intentionally enable our commitment to enhance the diversity of our workforce and leadership pipeline.

What will we measure

  • Engagement and collaboration across the sector to address the leadership pipeline is taking place
  • Increase in leaders articulating and advocating our industry’s value proposition
  • Increased attraction and retention of leaders
  • Increased diversity of people entering the industry and in leadership positions

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