RCSA Journal December 2014 by RCSA

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CO N S U LT I N G

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A S S O CI AT I O N

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Australia & New Zealand | December 2014

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Gender salary equality in the recruitment industry IN THIS ISSUE • Nominate now for the 2015 RCSA Awards • Don’t let the golden era of recruitment pass you by! Greg Savage FRCSA (Life) Acumen Tour

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Contents RECRUITMENT & CONSULTING SERVICES ASSOCIATION LIMITED

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FOCUS: GENDER EQUALITY

The RCSA Journal is published by the Recruitment and Consulting Services Association Limited.

RCSA AUSTRALIA & NEW ZEALAND PO Box 18028 Collins Street East VIC 8003 Australia. T: +61 3 9663 0555 Toll Free NZ: 0800 441 904 F: +61 3 9663 5099 E: info@rcsa.com.au www.rcsa.com.au

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Gender equality in the recruitment industry

REPORTS 4 President’s Report: Robert van Stokrom FRCSA 6 CEO’s Report: Steve Granland FOCUS 8 Mind the gap! Gender salary equality in the recruitment industry INTERNATIONAL COMMENT 10 Approved lists, VMS and diversity among staffing buyers’ favourite management strategies NEW ZEALAND COMMENT

PRINT Southern Colour NOTE: All material published in the RCSA Journal is subject to copyright and no part may be republished, photocopied or transmitted electronically or in any form without written permission. Opinions expressed by contributors are their own and are not necessarily endorsed by the RCSA or the editor. Advertisers and contributors to the RCSA Journal should be aware of the provisions of the Anti-Discrimination Act 1977 and the Trade Practices Act 1974 in relation to false and misleading advertisements or statements and other unfair practices. The RCSA and the editor accept no responsibility for such breaches. While every effort has been made to ensure the accuracy of the information in this publication, no responsi bility is accepted for errors or omissions.

12 Business optimism but wait-and-see is the key: RCSA NZ commentators share their views RCSA AWARDS 16 Meet the Awards Winners: CSR Award – Aspect Personnel 17 Nominate now for the 2015 RCSA Awards BUSINESS MANAGEMENT 18 The human ATM: how to turn recruitment consultants into money making machines 20 Thinking about retiring? Do you have enough put aside to fund a comfortable lifestyle?

RCSA Awards: Nominate now for 2015

21 Super News 22 Is it ever only about the money? Andrew Wood Hon FRCSA (Life) comments 24 Positive trends continue: the RIB report 25 Don’t let the new golden era of recruitment pass you by! Greg Savage FRCSA (Life) Acumen Tour 26 Trust and confidence: Charles Cameron reviews an important High Court decision 29 Insurance – why do we need it? 30 “The penny in the pudding” – risk management ASSOCIATION NEWS 32 Youth Jobs Charter launches 34 An open letter to RCSA members from the RCSA President, Robert van Stokrom FRCSA 36 Issues Update 38 RCSA’s Social Media profiles 39 Member Groups: ANRA and AMRANZ 40 RCSA Partners and Premium Supporters 41 RCSA Board, Life Members and Fellows 42 RCSA CPD & Events Calendar 2015

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The Recruitment & Consulting Services Association (RCSA) is the leading industry body for talent management and workforce solutions in Australia and New Zealand. With approximately 3,300 members, Corporate and Individual, the Association sets professional standards, conducts research, educates and develops members’ skills, monitors industry developments and lobbies governments on issues directly affecting members.

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DECEMBER 2014

PRESIDENT’S REPORT Robert van Stokrom FRCSA

n a recruitment market that over the past twelve months could best be described as patchy but improving, Corporate membership of your association has consolidated and the number of individual recruitment professionals joining the RCSA has continued to increase. This is a pleasing trend as it reflects the growing recognition among organisations and professionals in the recruitment and employment industry of the value and profile of RCSA membership. Increasingly, RCSA and its members are being asked for their views and opinions about employment and recruitment. The Board remains committed to building the spheres of influence of RCSA and the recruitment industry generally. Over the coming twelve months, we will focus on providing advice to government and business leaders on important national matters such as workforce productivity and employment. RCSA members are the experts in recruitment and employment. As an association we will continue to communicate the benefits and value that RCSA members bring to each and every engagement with their clients, and to provide resources that assist in adding value to those relationships. Space does not permit me to mention every program, however I would like to point out WIL (Workforce Info Line) and the PEARL (Professional Emerging and Aspiring Recruitment Leaders) mentoring program as significant benchmark programs for our industry that offer a unique opportunity for members. WIL has gone from strength to strength over the past year with advice now available to members in Australia and New Zealand at no additional cost. Several members have also adopted WIL as their primary source of workplace advice. The PEARL (Professional Emerging and Aspiring Recruitment Leaders) program is another example of a unique program available at no charge to RCSA members. The PEARL program brings together experienced leaders from the recruitment industry to mentor our emerging leaders. I can think of few other industries in which the strong commitment to professionalism and ethical practices of our members allows such a program to operate in a competitive environment.

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The RCSA Board remains focused on our five strategic outcomes identified at an annual strategy workshop held in August 2013. These outcomes continue to guide the Board and the association: 1. RCSA membership is highly valued. RCSA membership is seen as being necessary for success and that RCSA Corporate and Individual membership is attractive, understood, sought after and retained. 2. RCSA is the lead provider of market-recognised CPD. RCSA Learning Centre is recognised as the leader in education and training for the recruitment industry through consistently high quality CPD. 3. RCSA is the centre of influence for member interests. As the experts in recruitment and employment, RCSA guidance and advice is sought after by key workforce management stakeholders and regulatory bodies. 4. RCSA members are recognised as setting the industry benchmark through adherence to highest standards and the RCSA Code for Professional Conduct in every facet of their business. 5. The RCSA’s future prosperity is ensured through the generation and responsible use of stakeholder funds. We need to be here for today and tomorrow, and have the commercial focus to make this happen. Over the past twelve months, the RCSA Board has determined to embark on the journey toward a prescribed industry code. This is a significant journey which we anticipate will require two to three years. The benefits for members of a prescribed industry code will be substantial as we continue to build on the progress of the existing RCSA Code and the industry’s success in self-regulation. In closing, I would also like to recognise the time and work of my fellow RCSA Board members. Their dedication and experience reflects the professionalism and commitment of our industry. Thanks also to members of the region councils and member group councils who have worked tirelessly throughout the year.

Robert van Stokrom FRCSA RCSA President, Australia and New Zealand

The benefits for members of a prescribed industry code will be substantial as we continue to build on the progress of the existing RCSA Code and the industry’s success in selfregulation.

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CEO’S REPORT Steve Granland

Welcome to the December issue of the RCSA Journal.

t is hard to believe that another year is drawing rapidly to a close. No doubt 2014 has proven to be another challenging one for the industry with subdued economic activity, in Australia in particular, continuing to impact business and flow through to the labour market. The good news is there have been signs of improvement over the last three months or so. Certainly my conversations with members generally speaking have moved from “continued market challenges” to “definite signs of improvement”. New Zealand is definitely moving forward more positively with strong economic signs and any possible uncertainty from the election period well and truly over. During September and October, the RCSA called for nominations for the Board and Councils across Australia and New Zealand, receiving a very encouraging level of interest. As a result, a number of dedicated recruitment industry professionals have been welcomed as volunteers to the RCSA. Volunteering for any organisation in any capacity requires drive and dedication and I would like to formally welcome new council members and at the same time thank those who have contributed so much over recent years. Full details of each of the RCSA Councils can be found on the “About RCSA” section of the RCSA website. If you are interested in volunteering for your industry body, please contact Paula James, our Manager, Region Councils and Member Groups. The last three months has seen continued efforts and energies focused on the RCSA Strategic Plan with key activities including: • Distribution of the RCSA Corporate Member survey with data collected to be utilised in addressing value proposition elements of the Strategic Plan. Outcomes from this research (including recommendations) will be shared with members in early 2015. • Delivery of the first complimentary member breakfast in partnership with Indeed – more than five hundred attendees across Australia and New Zealand. Plans are in place to run another complimentary Breakfast Series in the first half of 2015.

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• We have commenced a review of existing RCSA education intellectual property to assess value and possible future use. • Pathways to Employment has been identified as a central platform on which the RCSA will engage stakeholders and media. • The RCSA Board approved a recommendation providing in principle approval for the commencement of the RCSA Prescribed Industry Code Project, subject to formal approval of a detailed budget for this project. • The RCSA board approved progress for the development of the RCSA Industry Improvement Statement No. 1 – Countering Mature Age Barriers to Work for release for public and regulatory consultation. In early 2015, the RCSA Board will again undertake a review of the Strategic Plan examining both the five core outcomes and the initiatives which sit under these to ensure continued relevance and importance. I encourage members to reach out to the RCSA and our volunteers to provide feedback on the Strategic Plan. A key focus area following on from its launch at the conference in Queenstown, is the RCSA Youth Jobs Charter. As employment experts, the recruitment industry has a key role to play in addressing youth unemployment. The RCSA Youth Jobs Charter is designed to mobilise the combined resources, networks and know-how of the recruitment industry in Australia and New Zealand to increase workforce participation for youth. At the time of writing we have close to one hundred RCSA members who have signed the Youth Jobs Charter and in doing so have pledged some time or resources to initiatives that work successfully with young people, such as: • collaborating with Employment Providers or youth services in your area to assist them identify job pathways for youth job seekers over the next 12 months • collaborate with schools in your area to participate in employment days or school visits over the next 12 months to educate youth about the job market • collaborate with employers to create opportunities through which apprenticeships and internships may provide job experience

or opportunities for young job-seekers. The Youth Jobs Charter has been promoted widely to key stakeholders including government and has been widely welcomed and supported. In early 2015 a major public launch of the Charter will be rolled out, so if you have not yet signed on please consider doing so and becoming actively involved in this project next year. The RCSA Awards program for 2015 has now been released and details are provided in this issue of the RCSA Journal. The Awards this year were a great success – I encourage you to access the Awards Guide for 2015 and apply well in advance. We will be launching two new Service Excellence Awards (Customer and Client) and early signs indicate that these two awards will be highly sought after. In closing, on behalf of all RCSA staff, I would like to wish all our Corporate and Individual members, volunteers and supporters a safe and happy holiday season. Thank you for all your support throughout 2014 – we look forward to working closely with you in 2015. Steve Granland RCSA CEO, Australia and New Zealand

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Mind the gap!

Gender salary equality in the recruitment industry The RCSA announced recently that it is now an Official Supporter of the Workplace Gender Equality Agency’s new Pay Equity Campaign. Have you analysed your salary data recently?

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t’s said that when CEOs have daughters, the gender salary gap in their organisation improves immediately. That’s why, as part of the Workplace Gender Equality Agency’s (WGEA) new Pay Equity Campaign, WGEA have sent three thousand CEOs bottles of “Daughter Water” – a mythical drink to help CEOs have daughters. Yes, WGEA acknowledge it’s a ridiculous concept, but they liken it to the equally ridiculous gender salary gaps in the Australian workforce. Why don’t females earn the same as males for the same or comparable roles? Do we really believe women have less qualifications, less experience, and less competence than men doing the same jobs? Apparently we do. Nationally, the gender salary gap has risen to 18.2 per cent, according to recent figures from the Australian Bureau of Statistics (August 14). This means the average full-time working male earned 18.2 per cent or $283.20 more than the average full time working woman. By sectors, the highest gap was in the healthcare and social assistance area with 30.7 per cent followed by rental hiring and real estate services at 29.7 per cent. Looking at the positive side, the best sectors were public administration and safety with 7.3 per cent and accommodation and food services with eight per cent. And how does the recruitment industry rate? Our industry is included in the ABS classification under administrative and support services (Class 7212 Labour supply services)1 – that sector came in at just 17.9 per cent. It seems that we are worse than the national average.

How do you rate your gender salary gap? Many organisations, according to the WGEA, wrongly assume they don’t have a gender salary gap and are surprised by the results when they do the numbers. Is the recruitment industry equally guilty? Do you know if you practice gender salary equity in your own organisation? The RCSA, as an Official Supporter of the WGEA’s Pay Equity Campaign, encourages all members to not only look at gender diversity when reviewing candidates but to also examine their own workplaces for gender salary gaps first. Salary equity offers huge benefits to organisations generally, WGEA believe: “Pay equity is central to any robust gender equality strategy and the only way an organisation can know if they have a pay equity issue is through a gender pay gap analysis”. This can help improve productivity as well: “Organisations leading the way in gender equality know unfairness or perceived unfairness can negatively impact on workplace productivity, employee engagement and access to talent. A big part of ensuring employees feel like they are being treated equally and fairly is pay equity: ensuring women and men who are doing work of equal or comparable value are receiving the same remuneration,” WGEA confirm. WGEA say their research shows that 73.7 per cent of organisations have never done a gender salary gap analysis and less than one in five have done this in the past 12 months.

R CSA FOCU S

Making changes Perhaps salary inequity is not so surprising when you consider that general discrimination against females in the workplace is still very much an issue. A recent Robert Walters survey2 showed that 75 per cent of interviewees felt gender discrimination still exists in the workplace and just over half (53 per cent) didn’t know if their organisation had a gender diversity program at all. There have been mixed stories in the media lately with one technology entrepreneur talking about recruitment saying: “Women: like men, only cheaper”3 because he paid women less than men, provoking a storm of outrage. He later apologised. However, there are other organisations working to achieve gender salary equality such as the Bank of Queensland announcing that they would overcome a concern for “unconscious bias in selection” by removing gender from resumes in a campaign to boost the number of executive women in the organisation4. Yet the Hays Report: Gender Diversity – Why Aren’t We Getting it Right? said, “The bigger the business, the bigger the bias”, and “We prefer candidates just like us – but still hire more men”. The report also found that “Those who make more recruitment decisions make more gender biased decisions”. Of managers who recruited regularly, 65 per cent were more likely to hire a man than a woman. The gap reduced for hiring managers who recruited less regularly5. Could this mean the recruitment industry, whose major focus is recruiting, should think seriously about this result? It’s time to “mind the gap” and do something about it.

What can you do to help achieve gender salary equality? • Find out if you have a gender diversity program in your organisation. • Check how recently your organisation conducted a gender salary equity audit. • There are specific WGEA tools and resources available to assist in a payroll analysis and how to take action at www.inyourhands.org.au/improve-payequity/. The campaign website is www.inyourhands.org.au • For further information on pay equity and gender equality more broadly visit the WGEA website www.wgea.gov.au and keep and eye out for WGEA equity workshops for HR practitioners in 2015.

1. Australian Bureau of Statistics 1292.0 Australian and New Zealand Standard Industrial Classification (ANZSIC) 2006 (Revision 2.0) 26/6/2013/division N administrative and Support Services/Subdivision 72 Administrative Services/ Group 721 Employment Services/Class 7212 Labour Supply Services. 2. Gender Discrimination; How it Affects Professional Career Choices (Robert Walters. www.robertwalters.com.au 3. www.theage.com.au, 23 September 2014. 4. The Courier Mail, 7 May 2014 reported in Women’s Agenda, www.womensagenda.com.au 5. Gender Diversity: Why Aren’t We Getting it Right? www.hays.com.au/insyncsurveys.com.au

DECEMBER 2014

INTERNATI O NA L CO M M EN T

Approved lists, VMS and diversity among staffing buyers’ favorite management strategies When it comes to managing staffing organisations, large contingent workforce users have several options, from putting a Vendor Management System (VMS) in place to putting all global contingent workforce operations under a single management structure.

taffing Industry Analysts recently released research on what some of the more popular methods large companies use to manage staffing organisations. The research is based on a survey that included 174 contingent workforce managers from companies with at least 1,000 employees. It turns out, the top methods in place today included sticking to approved supplier lists, use of domestic outsourcing, VMS/MSP (Managed Service Provider) and programs aimed at encouraging use of women and minority-owned suppliers. Approved supplier lists were used by 88 per cent of buyers. These lists limit staffing contracts to only specified staffing suppliers. Another 72 per cent cited domestic outsourcing where a function or department

The top methods in place today included sticking to approved supplier lists, use of domestic outsourcing, VMS/MSP (Master Supplier Program) and programs aimed at encouraging use of women and minorityowned suppliers.

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is turned over to an outside vendor. VMS was also popular, with 72 per cent saying they have a VMS in place today and 66 per cent saying they have an MSP in place. Buyers may find appealing the promise of reduced cost, ease of use and metrics of a VMS. In fact, another question in the survey asked, “Looking back, what would you say is the single best strategic or tactical decision your organisation ever made with respect to contingent labor, and why?” The No. 1 answer was “implementing an MSP” and the second was “implementing a VMS”. Both responses were far and away more popular than the third most-cited decision. Whether VMS is as popular with staffing firms is another question. Some VMS deals prohibit staffing providers from contacting hiring managers directly, and that has caused concern. Some also believe aggressive use of VMS to lower margins can result in buyers getting lower-quality candidates as recruiters concentrate their efforts on higher-margin business. The fifth most-highly used management strategy was encouraging use of women and minority-staffing suppliers. The survey found 64 per cent of buyers had such a program in place. The issue of diversity staffing suppliers was discussed at the Staffing Industry Executive Forum held earlier this year. Diversity programs can be important for large buyers in the US as they seek to have a supplier base and workforce that more closely resemble their customers. And having diverse suppliers may help attract more women and minority job candidates because these individuals may be inclined to work for a diversityowned staffing firm, some said. In the US, Staffing Industry Analysts also produces an annual list of diversity staffing firms, and this year’s list included 176 companies. Women-owned firms comprised 107 companies and eighty were minority-owned firms – there was overlap because a firm can be both women and minority-owned. The largest diversity-owned staffing firm on the

I N T ER N AT I ON A L COMMENT

list had US staffing revenue of US$950 million in 2013. Diversity status for the purposes of the list can be based on gender, ethnic minority, military veteran-disabled veteran status, and LGBT status. Large staffing firms and managed service providers also often have programs in place to cultivate partnerships with women and minorityowned suppliers. Not all management strategies were as popular with staffing buyers. Fewer than thirty per cent of buyers indicated they currently use a Master Supplier Program. Human resources outsourcing and recruitment process outsourcing were each used by only 34 per cent of buyers, though that share is rising rapidly.

When it came to global management of their contingent workforce, only 37 per cent said they do that currently. However, another 45 per cent of buyers said they planned to take management of their contingent workforce programs global over the next two years. In the end this may be the most widespread management strategy of all â&#x20AC;&#x201C; over the last five years, the share of buyers managing their contingent workforce globally has doubled, and if buyer plans come through, that share will double again in the near future. John Nurthen is Executive Director, Global Research, for Staffing Industry Analysts, the global advisor on contingent work. For more information, visit www.staffingindustry.com.

John Nurthen

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NEW ZEALAND COMMENT

Business optimism but wait-and-see is the key The RCSA Journal’s New Zealand commentators look at post-election issues. This issue’s commentators are John Harland FRCSA, Jacqui Barratt FRCSA and RCSA New Zealand Chair Paul Robinson MRCSA.

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John Harland FRCSA My comments in the last RCSA Journal preceded the September general elections in New Zealand. At the time, it looked very likely that New Zealand was headed for a period of instability occasioned by minor parties having influence far beyond the John Harland FRCSA, weight of their general ERG Workforce Ltd. support from voters; that is the risk of our MMP system. Business confidence was declining, however, this followed a period of historic highs and a rapid start to 2014 on the back of a well-publicised growing economy. The “silly season” has now passed and after an election dominated by unsavoury accusation and counter-accusation and no significant policy debate that turned off a large proportion of voters, the country has returned to normality. Where are we now? The National Government has been returned emphatically with many of the minor parties’ vote collapsing either as a vote of confidence in the economic management of the existing government or polarisation of voters fearing that a minor party with far left or far right leanings would undermine an economy which in global terms is performing well, albeit in a global economy which is fundamentally “stuffed”. What this result has meant is that businesses can proceed in a stable environment which has over the last 18 months shown signs of sustainable growth. Business confidence continued to decline in the September Quarter and growth slowed while optimism shown in the first half of the year was not backed up by actual performance. In fact there is significant weakness in some key economic sectors for New Zealand. Recent dairy prices indicate a very difficult time for the farming sector and this will undoubtedly result in further weakness in the rural regions with retail spending and investment in capital equipment likely to fall. Economic growth is expected to be in the region

of 2.5 to three per cent over the next three years, however, my guess is that it will be on the lower end of this range due to the impact of skill shortages. A weakening New Zealand dollar will favour exports, but increase the cost of imports, so retail spending may be impacted and could flow through to the job market.

Hiring intentions So what about jobs? The good news is that at the time of writing the latest figures have hiring intentions at the highest levels since the beginning of the GFC in 2008 in eight out of ten regions and up in every region. Employment levels are more than six per cent above 2008 and there is more good news with lifts in both working age population and participation. In fact there were 82,000 additional jobs added in the June 2014 year. No wonder recruitment agencies in New Zealand reported a better to good year – but did we get our share? I suspect much of this growth was managed internally; however, anecdotal evidence supports a growth trend for agency recruitment with most recruitment agency managers and owners I have talked with saying that both on-hire and permanent recruitment figures are on the increase. While we are notoriously over optimistic when talking among ourselves, there is a consistency in this message which backs up the optimism. But let’s not get too excited. I wouldn’t recommend increasing consultant numbers in any great hurry. Economic reports all point to the labour market improving over the next few years and while the recovery is broadening there are clear differences across sectors and regions. Some encouraging signs for sustained improvement are that the Christchurch rebuild continues to be a highlight and Auckland continues to grow at strong levels. Unfortunately labour availability is as relevant as demand itself and finding the right people with the right skills for the job will get more difficult and there has been a lift in the working age population which is predicted to reduce unemployment to around five per cent. While it remains at 5.6 per cent with increasing skill shortages there are still signs that the recruitment sector and on-hire will continue

N EW ZEA L A N D COMMENT

to thrive at least for the foreseeable future on the back of permanent and long term net immigration, which is expected to strengthen further in the latter part of 2014 and into 2015. Most of this has been occasioned by fewer people leaving for Australia and more returning, reflecting the weaker employment conditions in Australia.

Difficult to predict Accordingly, I think agencies should do well in the last quarter of the current year and into the first half of 2015, or at least as long as the unemployment levels remain above five per cent: at which point we will be getting into the realms of the unemployable. It is difficult at this stage to predict further out than the middle of 2015 as the state of the economy, both locally and globally, will impact on growth and the labour markets. The moderation of growth in the economy will also mean that the labour market growth will also slow. The participation rate is the third highest on record and the increase of the over-55s age group, both for lifestyle and income considerations, is something which businesses and agencies should not ignore. However, your consulting skills may be tested as there is still a propensity for companies to look for younger but highly skilled workers who are, in fact, not available. Statistics NZ have the growth in the NZ labour market currently at around 3.7 per cent but expect this to drop to around 1.6 per cent in 2015 and one per cent in 2016, which is still at encouraging levels for our industry. However, be wary if you are thinking of putting on more consultants: think very carefully about how you do this while maintaining profitability or the industry will see another period of growing numbers followed by redundancies as the labour market slows and skill scarcity increases. I don’t think this does our industry any favours as a profession. On the other side of the coin, I think the skill shortages are to the advantage of agencies that will be in the position of having multiple opportunities for good candidates: something with which individual companies will struggle to compete. Skill shortages will also undoubtedly impact on wages growth and this will translate into higher

fees. Finally, agencies can feel confident that we can maintain fair fees in a highly contingent market and become more profitable and sustainable.

Jacqui Barratt FRCSA Christmas is looming, performances are being reviewed and budgets are being set for the New Year. This is a great time to sit back and reflect – while the economy has shown confidence and recruitment has seen some sunshine, did your business grow as much as the Jacqui Barratt FRCSA salt market? I think 2014 has shown solid resurgence in the permanent recruitment market with clients having the confidence to make those hiring decisions and, with a range of new skills required in the market, creating roles to help that growth. Cash continues to be king and as an industry we need to manage payment terms tightly: we are not banks and cannot be expected to extend temporary payment terms to the level clients expect on reduced margins. The recruitment industry should be no different to the other industries in that we should be embracing and using data to make better decisions. I have often thought our industry is driven by a lot of gut instinct and assumption, yet we are inundated with data that we don’t fully utilise. We need to use this to really understand customer behaviour (both clients and candidates) as we all strive for greater efficiencies and increased productivity. We need to make sure we are spending money and time in the right places. I am confident the market will continue to show some strength for the next couple of years, however, there is an element of wait-and-see based on global political uncertainty and the trickle-down effect.

But let’s not get too excited. I wouldn’t recommend increasing consultant numbers in any great hurry.

DECEMBER 2014

NEW ZEALAND COMMENT

Advise clients – get your HR strategies in order to prepare for the new year Paul Robinson MRCSA With New Zealand’s growing economy, it’s fair to say many businesses have listed steady, sustainable growth as a key goal in 2015. However, with the positive economy comes increased risk of staff turnover and the need for Paul Robinson MRCSA, Randstad Pty Limited businesses to look (and RCSA NZ Chair) after their staff and HR strategy, now more than ever. As I meet with clients around New Zealand, most acknowledge the importance of having a robust HR strategy but in our fast-paced world, often the best of intentions are left as just that – intentions. Now is the perfect time to highlight to our clients the importance of getting their HR house in order before the end of 2014. With a bit of planning in the right areas, your clients will be in a stronger position as they see out 2014 and ring in the New Year. Here are some tips to share with your clients as we head into the festive season.

really important as well. Talent mapping and planning is essential to secure a diverse, high performing, creative, adaptive and productive workforce that ultimately feeds the leadership pipeline.

Look ahead Don’t just focus on the here and now: also look two to five years ahead. Assess your client’s business goals and ask, Is there the right level of engagement internally to make those goals happen? Every business has productivity goals, but if engagement of top talent doesn’t mirror productivity ambitions, then there is a gap. The senior management team and leaders must share a unified vision, while employees who feel their voices are being heard, and that they are valued for their contribution to the business, are more likely to remain loyal to a company. It is also important to be sure current staffing levels can deliver on future growth targets. While staff might be managing the current workload, if there is the ambition to grow, there is the need to invest in additional staff as well. And a trusted advisor is perfectly placed to assist clients with this recruitment need.

Keep the focus on employer branding

As competition for talent grows, business leaders must look at how they attract the Everyone is busy right now and a significant best people while also retaining their stars. portion of businesses do not have the internal Employers should revisit their employee capacity to run and manage project work value proposition and communicate this that focuses on retention and engagement effectively. Do they offer the right training of staff. While the day-to-day work is, of and development opportunities to allow RecruitmentJuice_RCSA_QuarterPage_Advert.pdf 2 5/14/2014 10:53:58 AM course, crucial, that longer-term vision is people to up-skill and take on new projects?

Make the time to plan now

The leading provider of video learning for the ANZ recruitment industry www.juicetdp.com 14

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And are these opportunities to further their career communicated at every opportunity? Maintaining a focus on developing the skills of the workforce, and positioning the organisation for the next phase of growth is crucial when employee mobility remains high. With the unemployment rate in New Zealand declining to 5.6 per cent combined with surging job creation, jobseeker confidence is continuing to grow. Three quarters of workers (75 per cent) are confident of finding comparable jobs within six months, while just four per cent say job loss is a significant fear. When creating workforce resolutions – regardless of the time of the year – it is important to ensure these reflect overall business plans and that they are integrated into the wider organisational plan. Helping your clients ensure their organisation is an attractive and engaging place to work will be vital as we continue to witness a shortage of skilled staff. Businesses with the strongest HR strategies aligned to the overall business goals will have a significant advantage over their competition. Ultimately, in this competitive environment, it is the consultants who reach out to their clients and become true business partners who will see the greatest success in the long-term.

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THURSDAY 21 MAY 2015, HYDE PARK DOLTONE HOUSE, SYDNEY

RCSA Awards to be presented at this Premier Event:

PEARL (Professional Emerging & Aspiring Recruitment Leader) Professional Recruiter Award Proudly sponsored by Astute Payroll McLean Award for Workplace Safety Proudly sponsored by WorkPro Corporate Social Responsibility Award Excellence in Client Service Award Proudly sponsored by GE Capital Excellence in Candidate Care Award Proudly sponsored by GE Capital Entertainment proudly sponsored by JLT Register at: www.rcsa.com.au Learning Centre & Events > AUS CPD & Events Calendar P R I N C I PA L E V E N T PA R T N E R

Keep your eyes peeled for announcements around world class entertainment and our celebrity MC!

RCSA AWA R D S

Meet the 2014 Awards Winners Aspect Personnel, CSR Award Aspect is a small recruitment agency established in 2008 and based in Melbourne’s CBD. CEO Matthew Sampson MRCSA says, “Our business strategy has always defined a responsibility beyond economic and legal compliance. Our goal is not only to contribute to the Australian economy financially, but socially and environmentally as well. “Our approach to Corporate Social Responsibility is not one of grandeur – there are no bells and whistles. Rather we try to incorporate a responsibility to our community and environment in day-to-day business activities and decision making,” he adds. Matt says Aspect Personnel is fortunate to have recruited a team that is passionate about CSR activities. “As such, our CSR “mission” is literally a collection of our team’s ideas as to how we can make a difference to the community around us. The passion among our group makes our CSR self-evolving and requires very little direct management.”

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What advice would you give to other recruitment organisations who want to get involved in corporate social responsibility? “I am (obviously) a massive advocate for incorporating Corporate Social Responsibility into a business. I do, however, think that it needs to work for your business and align closely with your overall mission. “There are no set guidelines, and there are endless ways to support charitable causes - besides the traditional monetary donation. “Think about what you’re passionate about, what goes on in your community, which charities or initiatives are close to your team’s heart then, investigate and be creative!” Matt urges.

Having won this award, what are your goals for the future?

Sara Fife and Beth Buist - Aspect’s Christmas Clothing Drive for Fitted for Work

“We were honoured to be announced as a finalist, let alone the winner of the RCSA CSR Award this year. Our approach to CSR remains the same, with initiatives being driven from our staff,” Matt explains. “We are very excited to have signed up to the RCSA Youth Jobs Charter and look forward to working with our industry colleagues to increase workforce participation for youth in Australia! We have already started working closely with young Australians experiencing mental health issues. Through the provision of training and consultation we are able to assist Australia’s youth in finding work and developing careers,” he adds. “We’re also thrilled to be rolling out the ‘Fitted For Work’ Clothing drive again this year.

Last year we recruited 22 organisations to collect unwanted articles of corporate clothing from their employees, to donate and support disadvantaged Australian women find and keep jobs. We managed to collect 1,154 articles of clothing last year. This year, we are hoping to hit 2,000!” Aspect Personnel are also set to launch the third edition of The PACE Survey, a market and salary report, early next year. The project is fully not-for-profit with one hundred per cent of revenues generated from its distribution donated to charity. The project has raised over $23,000 to date and Aspect Personnel are hoping to build on that this year.

Cassandra D’Arcy-Evans and Jess Cronin Painting an office for Brotherhood of St Laurence

Bonnie Loversuch - Clean up Australia Day

R CS A AWARDS

Nominate now for the 2015 RCSA Awards PEARL (Professional Emerging and Aspiring Recruitment Leader) Professional Recruiter Award Proudly sponsored by Astute Payroll

McLean Award for Workplace Safety Proudlyissponsored by WorkPro The RCSA now accepting

Corporatein Social nominations five categories Responsibility Award for the annual Awards program. Adam Brown - Conservation Volunteers Australia

Adam Brown - St Mary’s House of Welcome Dining room

Matt Sampson Sara Fife - Presenting Xmas gift to St Mary’s House of Welcome (Branded Pool Cues)

Excellence in Award “TheClient RCSAService is excited to announce that Proudly sponsored by GE Capital we have two new Awards this year to Excellence in complement the existing suite of RCSA Candidate Care Award Awards. The two new Awards have been Proudly sponsored by GE Capital introduced to highlight the excellent service and care that RCSA members provide to their clients candidates,” Nominations close:and 27 February 2014 saysWinners RCSA CEO Steve Granland. announced: 21 May 2014 at the RCSA Annual Gala Ball, Doltone There will be five awards in 2015: House, Hyde Park, Sydney. • the PEARL (Professional Emerging

and Aspiring Recruitment Leaders) www.rcsa.com.au Professional Recruiter Award • the McLean Award for Workplace Safety • the Corporate Social Responsibility PRINCIPAL AWARDS SPONSOR Award, • and this year, for the very first time, the Excellence in Client Service Award, and • the Excellence in Candidate Care Award. The Awards will be presented at the RCSA Annual Gala Ball on Thursday 21 May 2015 at Doltone House in Sydney. The principal partner of the Awards is Kinetic Super. If you would like to nominate, visit the RCSA website www.rcsa.com.au for all the information you need. Nominations close Friday 27 February 2015.

Matt Sampson - CEO Sleep out

DECEMBER 2014

BUSINE S S M A N AGE M EN T

The human ATM How to turn recruitment consultants into money making machines One day we may have the ability to build machines that consistently and flawlessly recruit and sell. If that were to happen, we’d simply need to fuel and maintain these robots to get them to do the work that propels our industry, writes Scott Wintrip.

Scott Wintrip, keynote speaker at this year’s RCSA conference, has helped thousands of companies across the globe increase revenue, improve profitability, expand market share, boost employee retention and decrease labor intensity. He has consulted for, coached and educated more than 40,000 staffing professionals, creating more than $1.2 billion in positive economic impact for his clients. For the third consecutive year, Scott has appeared on the Staffing 100, a list of the 100 most influential leaders in the industry as a result of his innovative leadership, development of cutting-edge training programs and offering staffing and recruiting executives a host of practical and sustainable solutions. You can learn more about Scott and his services at WintripConsultingGroup.com.

RCSA JOURNAL

hile I’m praying this kind of impersonal twist never happens in such a wonderfully personal business as recruitment, I do know that there are lessons to be learned from the concept. There are more than a dozen current approaches that leverage the full capabilities of the sales and recruiting engine in every organisation while also acknowledging the very human components that make recruiters who they are. Here are three of the most important of those practices:

Feed your team corporate vitamins and minerals Healthy human bodies gain their strength and stamina through a balanced intake of nutrients, exercise, and sleep. Nutritionists have raised our awareness of physical health by focusing our attention on what we ingest and do each day, often in the context of Minimum Daily Requirements. MDRs make the achievement of healthy living easier by allowing us to manage this one day at a time. The corporate body in recruitment also requires a balanced intake of nutrients in order to sustain and grow a viable company. These include a pipeline of candidates and customers, responsive customer service, leadership direction, ongoing innovation, and problem avoidance and resolution, just to name a few. The problem is that tackling all of this is like attempting to eat an entire buffet in one sitting. There’s too much to do, not enough time to do it, and too many distractions and competing priorities as a result of Corporate ADD (Attention Divided Dilemma). Leaders and staff make healthier contributions when they have their own versions of MDRs. These distill the overwhelming amount of responsibility into meal-sized portions of work that are more easily digestible in one sitting. For example, a common corporate recipe for MDRs includes: • Achieving two or three priority results For example, a leader moving two or three projects forward one step towards completion or a recruiter gaining two commitments for sales meetings with viable prospects.

• Completing key inputs to the system Common inputs include managers meeting one-on-one with team members to mentor and coach, or recruiters conducting at least a minimal number of quality interviews each day. • Personal development Such as 15 minutes of practice handling objections with a colleague, thirty minutes of online study, or reading one chapter in a business-related book. Health happens when we make it happen, and that’s where MDRs come in at home and at work. Rather than just hoping good things happen, we can make sure they do by doing our parts one day at a time.

Beat ‘em with a carrot I’m often asked by leaders if they should manage using the stick or carrot approach. The best answer is to beat employees with the carrot. No, I’m not advocating any form of coercion or violence. I am suggesting a better system than the traditional threats and rewards that permeate most cultures in recruitment. People tend to fight more to keep what they have with loss of any kind being something they wish to avoid. So, instead of threatening people if they don’t achieve something (the stick) or dangling rewards if they do (the carrot), just give them the carrot right now. And make it their job to keep it. For example, one of my clients has a President’s Club that 42 per cent of team members were part of in 2011. To earn a spot, each individual had to meet specific goals and expectations. One of the benefits of President’s Club membership is a yearly trip, with the one in 2011 going to Hawaii. This carrot approach had served the company fairly well, but no more than half of the staff ever qualified. The following year, they took my advice and beat ‘em with the carrot. At the kickoff meeting in January 2012, it was announced that everyone had already made President’s Club and that each person had to meet or exceed their expectations to keep it. That year, 78 per cent of the team achieved their goals and went on the trip while

N EW ZEA L A N D COMMENT

business

the company increased gross profits by 55 per cent. Staff attrition that year was less than two per cent. As one team member, who had never made President’s Club in his eight-year tenure, put it, “There was no way I was going to lose something that valuable”.

Don’t be a flavour of the month leader Paul is a classic example of being a manager who sells the flavour of the month. Every month or two, he sells tasty changes to his strategy. One month, he decided that he would handle managing the recruitment team himself. The next month, his managing directors were charged with that task. Two months after that, he divided his staff into pods led by a senior team member. While any one of these initiatives could have worked, none were given the time required to achieve the desired result of improving his operations. If you consider yourself an entrepreneurial leader, chances are that you engage in this type of behaviour from time to time. Your situation may not be as extreme as Paul’s, yet the damage that you may be causing your company or your reputation as a leader may be just as severe. While we often hear about politicians flip-flopping about issues in our society, this problem is not limited to elections and politics. Great leaders nimbly and efficiently evaluate areas for improvement, weigh their options, get input from their support system, create tangible goals, plan a strategy, and then explain and implement

that strategy. Then, they stick with the plan giving it time to take root and have the desired impact. While this may not seem as exciting as trying a different strategic flavour every so often, it certainly creates much tastier and lasting results. While machines could potentially be more efficient at some things, they can never take the place of the people in this business. It’s human interaction that makes what we do special, and is one of the prime reasons why key innovations, like the Internet, haven’t and never will take our place. We can’t however, rely on our humanity alone, as our nature is one of perfect imperfection. That’s why great leadership is so vital in growing and sustaining a world-class recruitment organisation. And one of our most important jobs as leaders is to help people and teams operate more efficiently while maximising those wonderfully human attributes.

DECEMBER 2014

BUSINE S S M A N AGE M EN T

Thinking about retiring? Do you have enough put aside to fund a comfortable lifestyle? This is the big question we are facing today. Now, more than ever, we are questioning how we will live when we finish working. Having come out of the other side of the GFC, many people have taken big hits that have affected not only the age they will retire, but how much money and assets they will actually have to retire on.

hen thinking of retirement we tend to imagine our “golden years” – where we can finally start living life on our terms. The kids are grown up and have their own lives, the mortgage is paid off, and ideally, you have a tidy superannuation nest egg and other assets like property investments, cash in the bank and shares that can all go towards funding a comfortable retirement. The reality is – can we retire at the age we want to? Most of us can, but more importantly we need to determine how much we will have to live on once we no longer receive the fortnightly pay packet. The perception that you will need $x in super for your retirement is a generalisation that is, in fact, meaningless. While there are plenty of statistics and graphs, including the ASFA retirement calculator, which are all interesting in their own way, you really need to consider your own personal circumstances when planning your future. If you want to live a retirement life filled

RCSA JOURNAL

with yachts and international travel, you need to think about it early. And plan accordingly. Recent national figures released for the ASFA Retirement Standard (June quarter 2014) show that for a couple looking to achieve a comfortable retirement they will need to spend around $58,000 a year, while those with more modest retirement aspirations will need to spend approximately $33,600 a year. For singles, those figures equate to around $23,300 for a modest lifestyle and $42,400 for a comfortable lifestyle. But what is a modest versus a comfortable retirement lifestyle? All the reports show us that a modest retirement lifestyle is considered better than the age pension, but really only allows you to afford fairly basic activities. A comfortable retirement lifestyle will let an older, healthy retiree to be involved in a variety of leisure and recreational activities and to have a good standard of living – meaning the ability to purchase items such as household goods, electronic equipment, private health insurance, a nice car, good clothes, and holidays. Now, talking about the age pension. The Federal government recently announced that the age pension age will now increase from 67 to seventy years by 1 July 2035. The eligibility age for the age pension is currently 65, however from 1 July 2017, this will increase from 65 years to 65 and a half years, and will then rise by six months every two years until it reaches seventy by 1 July 2035. The maximum pension supplement for a single person is currently just over $854 per fortnight, with $1,288 being the maximum payment for a couple combined. Your eligibility for the age pension is worked out by taking into account how much income you get (the incomes test) and how much your assets are worth (the assets test), so for

those who don’t qualify for the full age pension, a part pension may be available. While the official retirement is defined as the age that you can access the age pension, there are many different approaches to retirement. For example, it is now common for people to transition to retirement by staying in the workforce and reducing their work hours. As well, some people are moving to less demanding roles in the later years of their career. And there are many cases of people officially retiring and then continuing in either paid or volunteer employment. According to the Australian Government, despite the implementation of the Compulsory Superannuation Guarantee (CSG) in 1992, it is expected that outlays on aged services, pensions and health will make up almost half of all government expenditure in 2050. The aged inverse dependency ratio, a measure of the number of people of prime working age to those over 65 has declined steadily from more than 15 in 1901 to currently sit below five. Treasury forecasts suggest that this will continue to decline and by 2050, 2.7 workers will be supporting each Australian above the age of 65. It is interesting to note that more than 75 per cent of retirees, currently and through to approximately 2050, are projected by Treasury to receive a full or partial age pension, with the proportion receiving a full pension declining over time. Therefore, the age pension cannot be ignored when discussing population replacement rates. At age 65, about 75 per cent of males and females are currently married (or are otherwise partnered), and the majority of both singles and couples are homeowners. Age pension benefits vary materially depending on marital status and homeownership. Living costs for couples are less than those for two singles, and less for homeowners than non-homeowners.

BUS I N ES S M A N AGEMENT

SUPER NEWS Your guide to the latest superannuation news from Kinetic Super. Population replacement rates therefore need to reflect these financial advantages. It is one thing to seek to replace an after-tax income, but if this after-tax income in retirement is very small, the recipient may not have an acceptable standard of living. The replacement approach is therefore underpinned with a minimum required income floor in retirement. As this floor increases the likelihood of an individual achieving the target replacement rate will decline. The bottom line is that lifestyle is a very personal thing. Luxury living for one person may be a modest existence for someone else. Choosing a lifestyle is simple – you live the life you can afford. If you want a more lavish lifestyle, you will have to save more, earn more, win the lottery or inherit lots of money. The same philosophy applies to your retirement lifestyle. If you want a comfortable life in retirement, then it is never too soon to start thinking about what your life will look like and if that is the life you desire. However, for all Australians in retirement, the one constant is to meet basic living costs. If you expect to live on more than the age pension you will need to find the extra income from your super and non-super savings. Generally, the lower the investment return on your savings during retirement, you will need a larger lump sum when you start your retirement. Equally, the higher the investment return you receive

on your savings in retirement, the smaller the lump sum needed when you retire. If your target is a higher investment return, then you generally have to take more risk with your investments to deliver that higher return. Think about this: • How much income do I need? • How long do I expect to live? • How can I maximise investment returns? When planning for retirement, one of the most important questions you need to ask yourself is how much will you need in order to live comfortably? There’s no quick answer to this because we all have different ideas of what is meant by “comfortable”. One important fact is that we are healthier and living longer, so our retirement savings need to go further. Retirement dreams vary from person to person, but the important thing to know is how much you will need and whether you’re on track to achieving your retirement standard. Retirees are no different than other people – they most fear running out of money. But there are ways to stretch your retirement income and things you can do to make your money last as long as possible. For further information about super call Kinetic Super on 1300 304 000 or visit our website kineticsuper.com.au. Kinetic Super is Principal Partner of the RCSA.

Superannuation Guarantee – update In the last issue, we featured an article about the Superannuation Guarantee rate increasing from 9.25 to 9.5 per cent effective 1 July 2014, which was proposed to remain until 30 June 2018. Since then, the government has changed its proposal, outlining the prevailing rate is now legislated to remain at 9.5 per cent until 30 June 2021 and then increase by 0.5 per cent each year thereafter, until it reaches 12 per cent.

Low Income Super Contribution (LISC) Eligible Australian workers who earn up to $37,000 per year, may qualify for a tax rebate of up to $500 from the Federal Government’s LISC scheme, which is paid back annually into their super account. During the 2013/14 financial year, the government announced it intended to cancel the scheme. However, under new legislation negotiated through the Senate on 2 September 2014, the LISC will not be repealed until after the 2016/17 financial year.

Transfer of super accounts to the Australian Taxation Office (ATO) Under the rules that apply to small and inactive account balances, super funds are generally required to report and transfer the following accounts as unclaimed super to the ATO: • accounts of uncontactable members where the Fund hasn’t received any contributions or rollovers in the last 12 months and their

account balance is less than $2,000 • accounts of inactive employer-sponsored members where they joined the Fund more than two years ago and the Fund hasn’t received any contributions or rollovers in the last five years and with an account balance less than $2,000 • accounts of members who’ve reached 65 years of age where the Fund hasn’t received any contributions or rollovers in the last two years and it has been five years since the Fund last had contact with the member. The government announced it will further increase the account balance threshold below which lost member accounts are transferred to the ATO to $4,000 from 31 December 2015 and to $6,000 from 31 December 2016.

Kinetic Super can help you with all your super requirements. Kinetic Super is the industry fund supporting the RCSA for over twenty years and helping members maximise and stay connected with their super. We manage $2.6 billion in retirement savings and operate for the benefit of over 300,000 members and 27,000 employers. For more information visit kineticsuper.com.au

DECEMBER 2014

BUSINE S S M A N AGE M EN T

Is it ever only about the money? Do disputes about money really lie outside the jurisdiction of RCSA over its members? Andrew Wood Hon FRCSA (Life) questions this viewpoint.

I think the distinction between money complaints and professional conduct complaints fails to recognise that the procedures which underpin the Code are disciplinary and dispute resolution procedures

RCSA JOURNAL

rom time to time in conversations I have with members about the RCSA Code and its Disciplinary & Dispute Resolution Procedures, members express an understanding that the Code is only ever concerned with professional conduct and never about money. It has even been suggested that the RCSA does not, or at least should not, involve itself in “commercial disputes” concerning members. Those comments have caused me to wonder whether it is ever “only about the money”; and whether disputes about money really do lie outside the jurisdiction of RCSA over its members. There are several reasons why I think that this view is not entirely accurate. In the first place, the Code states broad standards of conduct covering a wide range of activities undertaken in the course of members’ professional conduct as employment service providers. It goes without saying that, in most instances, members are engaged in supplying their services in a commercial environment. It would be almost impossible to separate out some field of “ethical” conduct requiring regulation that is not somehow linked to a member’s professional practice. For example, if a failure on the part of a member to take adequate steps to ensure the certainty of its engagement to provide an employment service results in uncertainty about whether it has been engaged; about what its fees and charges might be; and whether it will charge at all – that would seem to raise matters that are related both to the member’s professional conduct as regulated by the Code and to “money matters”. It is just the type of conduct that is likely to result in a dispute about a member’s fee. Similarly, if a member charges candidate fees in breach of some Code obligation, a complaint about the charging of those fees is likely to be about the money as well as about the member’s conduct. Next, I think the distinction between money complaints and professional conduct complaints fails to recognise that the procedures which underpin the Code are disciplinary and dispute resolution procedures.

The disciplinary focus of those procedures might suggest that they are primarily concerned with member conduct rather than money. However, that would be to ignore the dispute resolution focus, which may be just as concerned with commercial or money disputes as with matters relating to member conduct. Indeed, for that reason, most grievances undergo a process of early intervention in which the Ethics Registrar facilitates the exchange of information between the parties with a view to seeing whether the dispute between them can be resolved. One area in respect of which the apparent distinction between money disputes and professional conduct complaints may have some relevance concerns the scope of any sanctions that RCSA may impose once it is found that a member has breached the Code. RCSA is a voluntary body. It does not determine legal rights and it cannot make an order for the payment or recovery of money or damages or compensation in the same way in which a court or tribunal may make such an order – i.e. by way of an order that can be executed against a party’s property, or person, or through insolvency proceedings. This may lead one to think that RCSA has no power to deal with complaints about money. However, that would not be true. There are two ways in which sanctions imposed by the Board in respect of a complaint about money may assist a complainant. The first is that the Board may direct a member to make a payment such as would be “becoming of the member”. To give an example: if it were unbecoming of a member to charge a candidate fee, the Board could impose sanctions directing the member to repay or refund the candidate fees. The same could be said of fees wrongly or exorbitantly charged to a client. But the direction itself would not ordinarily be enforceable in the same way as a court order would be enforceable. What would happen, instead, is that RCSA might impose sanctions suspending a member until such time as its direction has been complied with or expelling the member for non-

BUS I N ES S M A N AGEMENT

compliance. In some circumstances, that may have far more serious consequences than a court order for the payment of money. It is also possible for RCSA to make a publication order relating to conduct of a member, who is found to have been in breach of the Code and to direct the copy of the Ethics Committee’s findings to be provided to the complainant. Sanctions of this nature may be of significant value to a complainant, who might wish to take legal proceedings on substantially the same conduct and who might wish, in those proceedings, to rely upon or refer to findings of an RCSA Ethics Committee as an authoritative statement of how particular conduct might be viewed among industry peers.

So, perhaps it is never “just about the money” and there is no real distinction to be made between member conduct that involves a dispute about money and member conduct that does not. After all, the Code exists to provide a standard for directing member conduct in their professional practice and that is conduct that is ultimately in trade and commerce.

Andrew Wood Hon FRCSA (Life)

DECEMBER 2014

BUSINE S S M A N AGE M EN T

Positive trends continue Recruitment industry trends: predictions from Nigel Harse FRCSA.

Nigel Harse FRCSA, Director, The RIB Report

RCSA JOURNAL

The positive trends witnessed throughout 2014 continue, with August RIB average profit before tax per participant – 126 privately owned firms – improving 72 per cent year on year. Driving this substantial lift in performance, says RIB Report Director Nigel Harse, is continued strong sales growth in the temp, contract and perm markets. “Marking the ongoing improving trading conditions, August is the ninth consecutive month where we see year-on-year bottomline improvement,” Nigel continues. “Results for the financial year to date show a very healthy 43 per cent improvement on FY14 – a good, solid start to the year, although still thirty per cent light of the more buoyant times we witnessed in FY12.” Profit before tax as a percentage of gross profit lifted to a more reasonable 22 per cent

return in August, with FY15 year-to-date results sitting on the low side at 17 per cent. Profit before tax as a percentage of sales rose to a more acceptable return of 4.1 per cent in August, with FY15 year-to-date results sitting at 3.3 per cent, an improvement on last year’s three per cent. “A further sign of healthier trading conditions is reflected in the fact that sales per participant in August lifted on the prior month to produce a new record high for any month,” Nigel says. “Importantly, this is also the thirteenth consecutive month of year-on-year improvement.” August sales per participant reflect strong growth, with 25 per cent year-on-year improvement. FY15 year-to-date results reflect thirty per cent growth on FY14. The full FY14 RIB Review can be purchased from www.ribreport.com.au

BUS I N ES S M A N AGEMENT

Don’t let the new golden era of recruitment pass you by! Greg Savage FRCSA (Life) is touring Australia and New Zealand in February/ March, 2015.

Greg Savage FRCSA (Life)

Many recruiters, and many recruitment companies, will go bust, because they do not adapt to the new reality.

ood news! We are about to enter a new golden era for recruitment in Australia and New Zealand. You don’t hear that much, do you? However, that is what I believe. In fact, mostly all we hear about is the death of agency recruitment, and how technology, social media and internal teams will destroy the industry as we know it. To me, it’s clear that conditions are just about right for a revival of the agency sector. The trend in the UK is strongly evident already, and the RIB Report locally shows a pick up in Australia and New Zealand too. The reasons are much deeper than a simple economic resurgence, however. Massive skills shortages are upon us, and getting worse. Many of the “We are going to crush agencies” technology threats to the industry are proving to be ineffective, and delivering way less than they promised. Clients and candidates are realising that it’s the human touch, combined with advanced technology that will get all parties what they need and deserve. And who do you think is best equipped to deliver that? So agency recruiters will thrive again, and big profits will again be available. But, not for everyone. You see, the doomsayers who predicted the end of the road for agencies, were in fact half-right. Many recruiters, and many recruitment companies, will go bust, because they do not adapt to the new reality. My 2015 speaking tour around Australia and New Zealand in February and March will highlight exactly what you need to do, and what you need to become, to ride the wave of growth and profit available to smart operators, prepared to reinvent, retool, evolve and reboot. For the rest, the future is grim. This three-hour intensive workshop is all fresh new material, and will cover a wide range of topics, including modern business development for example. New BD ideas, using technology and automated marketing, as well as social and content to drive customers to you, will be explained in detail.

Topics for managers and owners will reveal new tactics to drive future profits, including the core competencies of the new recruiter profile. We will dissect the type of people you should hire, and the activities you should focus them on. If you hire dinosaurs, you will end up the same way they did. We will also cover the changing roles within a successful recruitment company and how responsibilities should be shared for better outcomes. We need to hire smarter people, doing different things. E-sourcing, brand building, true candidate relationship management. We need to be brave enough to take a longer-term view on our investments in time and money. The session also covers detailed new strategies for desk recruiters to increase billings by changing the relationship with both clients and candidates. This will include practical tactics for recruiters to use digital and social to secure candidates and clients in an environment of increased competition. A key component of the day will be the evolving role of marketing in the agency recruitment world, both for consultants, who need to know how to build personal brand and market themselves via digital, and also owners and managers who will be invited to take a totally fresh look at what marketing really means in the modern era. Recruitment and marketing are merging in my opinion, and that’s a fundaments shift, which must be reflected in your business strategy. Not everyone will rise on the tide. A new golden era is emerging. But there will be winners and losers. Which camp will you be in? For more information about the Greg Savage FRCSA (Life) Acumen series, visit www.rcsa.com.au – tour dates are listed on page 42.

DECEMBER 2014

BUSINE S S M A N AGE M EN T

Trust and confidence High Court overrules Federal Court on “trust and confidence” duty in employment.

RCSA JOURNAL

eaders may have read the article in the last issue of the RCSA Journal entitled Trust and confidence in employment. Due to the recent High Court of Australia (HCA) decision, it is important that members note that the decision of the Federal Court has been overturned. As such, in a major win for employers, the HCA has unanimously rejected the notion that employment contracts impose a general duty of “trust and confidence” upon employers.

of Australia claiming that throughout the redundancy CBA had breached an implied term of trust and confidence due to their failure to make proper efforts to redeploy him. Following the decision of Besanko J in the Federal Court which award Mr Barker $317,000 in damages both parties lodged an appeal and the case was heard before the Full Court of the Federal Court. Here, in a 2:1 decision, it was found that an implied term did exist and CBA had breached that term.

Background

HCA Decision

Mr Barker was employed as an executive manager at the Commonwealth Bank of Australia (CBA) and was advised on 2 March 2009 that his position was to be made redundant, effective immediately. CBA advised Mr Barker that they would endeavour to redeploy him, however his employment would be terminated if they were unable to obtain redeployment within a month. In this period, CBA attempted to contact Mr Barker to invite him to apply for a position, however his access to the phone on which they were trying to contact him had been ended on 2 March 2009 and therefore Mr Barker did not receive the messages and hence did not apply and was subsequently terminated on 9 April 2014. Following his dismissal, and subsequent inability to find alternative work, Mr Barker brought proceedings in the Federal Court

All five Justices took the view that CBA’s appeal should be allowed, with the majority confirming that: • unlike the UK, employment contracts in Australia do not impose a general duty of “trust and confidence” upon employers, and • it is not “necessary” for employment contracts to require employers to refrain from conduct that is likely to destroy or seriously damage the relationship of confidence and trust with employees, but • the decision is not a complete get-out-ofjail-free card for employers, who may still have a (less extensive) duty of “good faith” towards employees. The decision effectively overrules numerous findings in lower courts and tribunals, many of which asserted that the duty of mutual trust and confidence applied in Australia and

BUS I N ES S M A N AGEMENT

could be breached if an employer failed to follow or abide by its own policies and procedures.

What now? Rather than rushing out and changing management practices immediately, we recommend HR/ER professionals consider the potential impact of this decision carefully, before designing and recommending the next steps for their organisation. This should factor in business-specific conditions like the culture you are seeking to achieve, the complexity of work you perform, the availability (or scarcity) of skilled/high performing staff in your industry and whether you are targeting short term profits or longer term sustainable growth. For those who haven’t done it already, a good starting point would be to review your cultural and organisational priorities and ask

yourself whether your current employment contracts and policies still support your objectives. If you would like assistance with any aspect of this process, please do not hesitate to contact our legal or HR teams here at FCB Group, in Sydney 02 9922 5188 or Melbourne 03 9098 9400. For example, we can assist you to: • review and assess your risk profile and your current / desired workplace culture • design a strategy that aligns your employee contracts and policies with your business objectives • help you implement your goals, by reviewing your contracts, policies and other systems • conduct training for your managers and staff, to help you ensure practical outcomes.

Charles Cameron, RCSA Issues and Policy Advisor, Partner and Executive Director of FCB HR

Calling all aspiring Mentors and Mentees for the 2015 PEARL Mentoring Program Professional Emerging & Aspiring Recruitment Leaders Three years ago the RCSA PEARL Mentoring Program was established in response to several concerning issues that were affecting the recruitment industry. Several senior recruitment professionals had expressed concern to the RCSA regarding: 1. A distinct generational gap between existing leaders and now 2. The lack of recognition that recruitment is a professional career path 3. The need to stabilise longevity of people in the industry Since then the RCSA PEARL Mentoring Program has facilitated mentoring relationships that have enabled experienced mentors to share advice, knowledge and experience with mentees, resulting in a mutually beneficial professional development relationship. The program enables links to be established between experienced recruitment professionals from within the RCSA membership and members who are seeking opportunities for career and professional development.

DECEMBER 2014

Individual Membership Support Program A new Individual Membership structure designed for RCSA Corporate Members Benefits This initiative enables Corporate Members to further demonstrate their commitment to professional and ethical conduct by encouraging their employees to become Individual Members of the RCSA. This personal commitment by employees can be promoted to clients and candidates, giving your organisation even greater credibility.

You can receive

In addition to receiving your Corporate Member benefits, as a RCSA Individual Member, your employees can promote their personal commitment to professional and ethical behaviour with a post nominal and Individual Member logo (applicable to professional member categories only).

How it works By grouping your employee Individual memberships together you can simplify the renewal process with just one annual remittance. This also enables you to take advantage of some great discounts!

discount

5-10

employees

discount

11-29 employees

discount

30+

employees

FELLOW

For further information For details about this offer or how to roll your existing Individual Member employees into this structure please contact Fleur Morales, Membership Manager on + 61 3 9663 0555 or fmorales@rcsa.com.au

RCSA JOURNAL

BUS I N ES S M A N AGEMENT

Insurance – Why do we need it? RecruitInsure - Providing innovative and cost effective solutions to cater for all your insurance and risk management needs.

s a recruitment agency there are a number of risks you take in your business every day. Insurance is another way to manage the risks your business faces. Professional Indemnity insurance will give you financial protection against an act, error, omission and breach of your professional service. If your business is brought into an allegation it can also be made against your on-hired employees or contractors.

What should you look for in a Professional Indemnity Policy? The policy should include all your business activities; this includes permanent placements, on-hired workers and independent contractors, as well as payroll management, training and induction services. Some policies may exclude cover for the

actions of your on-hired and independent contractors. Some policies may limit the cover depending on the occupation or industry, such as blue collar, nursing, or underground mining. Some Professional Indemnity policies may be “costs inclusive” this means your defence/ legal costs are included in your PI Limit of indemnity. RecruitInsure has a costs exclusive policy. This means your defence/ legal costs are exclusive of your PI Limit of Indemnity. Please contact RecruitInsure on 1300 884 093 for an obligation free quotation to discuss the right cover for you and your business. Recruiting the right Insurance Partner is essential to your survival.

DECEMBER 2014

BUSINE S S M A N AGE M EN T

“The penny in the pudding” – risk management In the early 1300s, a dried pea or bean used to be baked into Christmas cakes and whoever found it was crowned the king or queen for that night. These peas were later replaced with pennies and the custom has carried on for centuries. Even today, though it’s a little formal, many of us still stir coins into our Christmas cake before we bake it.

y family still does this – perhaps yours does too. The coins are carefully monitored and “purchased” from everyone who finds one in their bowl, so they can be reused again the next year. Risk management isn’t that much different from Christmas pudding. (No, really.) The concept of risk management has been around for a very long time. Risks exist in (nearly) every aspect of our lives and our business activities. The need to minimise or ameliorate them has become, much like Christmas traditions, an ongoing practice. In a sense, a risk can be imagined as being akin to the little penny that you unwittingly stumble upon in your pudding. Every risk has an upside as well as a downside – on the one hand, you just won money! On the other, you might have bitten off more than you can chew and cracked a tooth in the process. Effective risk management lies in the balance between opportunities and consequences. Indeed, accomplished businesses take the extra effort to systematically plan, identify, evaluate, and monitor risks and reduce them to safe levels. They recognise that though a risk may be unavoidable, it can nonetheless be manageable.

Many (perhaps most) managers take a cursory and minimal approach to risk management. Often it’s not that they don’t understand that risks exist, it’s simply that their procedures for managing them are informal – they know that there is a penny in there somewhere and brace themselves just in case they end up with it, but believe that there’s not much else to do but take the chance. All too often, businesses do not consult with the Board, staff or other stakeholders to identify and assess risks, let alone undertake any formal planning or actions to manage the risks. However, this may change. Risk management is becoming more widely recognised as an essential tool of management, in part as a result of upcoming changes to management standards and governmental policy.

ISO 9001:2015 Changes to the Quality Management Systems standard 9001 are underway. The draft standard (ISO/DIS 9001) expressly incorporates risk management in the quality management system. The term “risk and opportunities” is included throughout the draft standard. Organisations will need to identify the risk and opportunities in relation to the quality management system and to plan and implement actions as well as to review the effectiveness of these actions. Most importantly, responsibility for risk management is placed with senior management of the business - to develop strong and sound quality management systems that prevent negative consequences.

ISO 14001:2015 revamp As part of the initiative to unify ISO standards, environmental management is also receiving a substantial revamp that better aligns it with ISO 9001:2015. Risk management is also being expressly introduced into the standard: the section on “Strategic Environmental Management” requires organisations to balance the needs and expectations of interested parties against local, regional or global environmental conditions that can or are affected by the organisation’s actions.

RCSA JOURNAL

BUS I N ES S M A N AGEMENT

Australian government policy Just last July, the Federal Government introduced a new, government-wide “Risk Management Policy”. A speech delivered by the Hon Michael McCormack MP, Parliamentary Secretary to the Minister for Finance, identifies the shift from (government) agency-managed risk to whole-of-government expectations and obligations. Previously, risk had been managed by different entities but there was a lack of structure or an overarching policy. To address this, the Policy will establish a formal requirement for all Commonwealth departments to prescribe their risk management procedures for risk oversight, management, and internal control. McCormack urges agencies to adopt a “positive risk culture” which “considers both threat and opportunity” and where risks are

“appropriately identified, assessed, communicated and managed across all levels of the entity.” He comments that “Until now, there has been a tendency to manage risk simply by avoiding it at all costs through an over-reliance on compliance. This can stymie innovation and increase red tape”. The implications of new policy for businesses, especially those providing services to government, are not yet clear. However it would be very rash not to review your own risk management approach. Companies need to prepare themselves for a new era in risk management. At the end of the day, good risk management practices can be incredibly rewarding both in terms of minimising existing risk as well as for identifying potential business opportunities. If you want your business to win the penny (literally), we strongly encourage you to

”formalise” your risk management procedures: review your records and policies, learn more about the upcoming changes, develop plans and implement appropriate actions, then review the effectiveness in reducing your risks. There’s a strategy to everything in life. Some people simply chow down cake, coins and all, and deal with the consequences later. But there are others who carefully plan their next bite, who identify the risk “hotspots” and monitor theirs and other people’s progress, who evaluate how they can better their chances of being crowned king or queen. ... And it is these people who often find the penny in their pudding. Dianne Gibert, Certex International Pty Ltd. Contact Dianne Gibert on 03 9585 8241, info@certex.com.au or www.certex.com.au.

RCSA In-House Training Customised Training when and where you want! How does it work? RCSA offers cost effective training solutions for your team throughout Australia and New Zealand. The Learning Centre team and your dedicated specialist facilitator will work with you to determine your strategic and corporate needs for professional development and align these to your organisation’s business objectives. Customised targeted group training can be run at your own

business facilities, at an external training venue or at RCSA Corporate Meeting Rooms. Talk to us about your CPD requirements – we have a facilitator and a course that will meet your needs! For all enquiries regarding RCSA In-House Training for your workplace, please email jwilliams@rcsa.com.au or phone +61 2 9922 3477.

RCSA IN-HOUSE TRAINING

DECEMBER 2014

ASSOCIATION NEWS

Youth Jobs Charter launches RCSA announces unique commitment to open more pathways to meaningful employment for young people.

ince the RCSA announced the launch of the Youth Jobs Charter, an industryfirst initiative, at the Annual Conference in Queenstown, New Zealand, more than a hundred recruitment organisations have signed to join the Charter.

Why is the Youth Jobs Charter necessary? Because while Australia’s overall unemployment statistics remain below 6.5 per cent, youth unemployment remains a significant concern. The number of unemployed youth has increased to over 11.5 per cent nationally. In the 15-19 year age group, the figure is now over twenty per cent.

A new RCSA member benefit

mel

member e-learning

www.rcsa.com.au 32

RCSA JOURNAL

The RCSA’s new initiative works with Association members to take an active role in working directly with youth to open pathways to meaningful employment. The Youth Jobs Charter calls for members to pledge time and resources to initiatives that work directly with young people – and collaborating with employers or secondary schools and employment service providers will enable RCSA members to help turn the country’s youth unemployment statistics around. The RCSA aims to confirm pledges from member recruitment agencies to work

free

Online training for all members through your RCSA membership provided by

ASSOCIATION NEWS

directly with five thousand young people in Australia and New Zealand over the coming 12 months. At the Conference, RCSA President Robert van Stokrom said that while the causes of youth unemployment were many, the industry had a unique opportunity to intervene and provide a positive influence and direct action. “Urgent action is required at all levels to address this issue, and we are keen to play our part. Overall, government, business and educators must work together to give our young people the skills and attitude

they need to succeed in job applications and their first work roles,” he said. It is the first time the recruitment industry – or any other large industry group – has taken such action in this country. Robert said bold reform and collaboration is required if positive change is to occur. “As an industry, we have taken the initiative by asking members to sign the Youth Jobs Charter and we encourage all recruiting companies – whether RCSA members or not – to do likewise.”

What you can do to help As employment experts, the recruitment industry has a key role to play in addressing youth unemployment. The RCSA Youth Jobs Charter will mobilise the combined resources, networks and know-how of the recruitment industry in Australia and New Zealand to increase workforce participation for youth. Signing up to the Charter is entirely voluntary and very easy.

Step 1 Simply sign-up online to the RCSA Youth Jobs Charter at www.rcsa.com.au

Step 2 Start thinking about pledging some time or resources to initiatives that work successfully with young people, such as: • Collaborating with Employment Providers or youth services in your area to assist them identify job pathways for youth job seekers over the next year.

PLEDGE YOUR TI

ME OR RESOURC

T TO INITIA

• Collaborate with schools in your area to participate in employment days or school visits over the next year to educate youth about the job market. • Collaborate with employers to create opportunities through which apprenticeships and internships may provide job experience or opportunities for young job-seekers. The recruitment industry collectively has the resources to directly impact this important challenge and to positively influence a future workforce. You can find more information on the RCSA website or contact Simon Schweigert at the RCSA on sschweigert@rcsa.com.au

Who’s signed up already? Go online to see the everincreasing list of recruitment organisations, large and small, who have signed up to the RCSA’s Youth Jobs Charter to help Australian and New Zealand young people realise their potential.

YOUT T ASSIST A H T S E IV

H JOB SE

EKERS

DECEMBER 2014

ASSOCIATION NEWS

An open letter to RCSA members from the RCSA President, Robert van Stokrom FRCSA Dear RCSA Members,

Robert van Stokrom FRCSA, President, RCSA

The leader of the Victorian Labor Party, Daniel Andrews, has announced that if elected, Labor would establish a licensing scheme for the “labour hire” industry in Victoria. RCSA has met with the Victorian Shadow Treasurer and Minister for Employment, Tim Pallis and the Victorian Shadow Minister for Industrial Relations, Natalie Hutchins, over past weeks to determine their intentions and to gather an improved understanding of the drivers, objectives and likely structure of the proposed licensing scheme. The tone of both meetings was positive with both Tim Pallis and Natalie Hutchins open in their discussion of the proposed scheme. There is however, clearly a great amount of detail that has yet to be determined. Both did note on several occasions that the interests of business will be foremost in the minds of a Labour Government should it be elected.

More organisations are seeking to work with suppliers who have a commitment to an industry or professional association.

RCSA Corporate membership Decision makers value the expertise and commitment to professional standards that membership demonstrates. RCSA Corporate membership sets you apart.

RCSA JOURNAL

While the Victorian State Opposition has confirmed that they are “definitely not anti labour hire”, the RCSA is calling on the Opposition to consider carefully the strengths of the on-hire industry and recognise the industry’s contribution to employment creation and labour market efficiency. Encouragingly, the Shadow Treasurer volunteered that he and the Opposition acknowledge the multi-factorial productivity contribution the industry makes to the Victorian economy. RCSA supports initiatives that will continue to raise the standards and compliance of the on-hire industry however we have made it clear that we do not expect to be treated differently to other industries, all of which have a range of noncompliant operators. We reminded the Opposition that RCSA members already work within the RCSA Code for Professional Conduct and are very active in creating, with employers, best practice work environments that protect the

In recent tenders the following organisations included a question related to membership of a professional or industry association: Origin Energy Brisbane City Council National Broadband Network GM Holden CSR Land Information New Zealand Regency Media LG Water Corporation WA Toshiba Edith Cowan University Westpac Deloitte City of Stirling Darwin City Council Australia Post AC & Worksafe Victoria Walga WA Government NSW Government NSW Health ATO

ASSOCIATION NEWS

rights and welfare of workers. The Victorian Opposition are particularly concerned about “vulnerable workers” working via an ABN where that nonemployment status has been imposed upon them by organisations within and supplying labour. We understand the Opposition have not yet decided whether the proposed licensing scheme would be mandatory for all “labour hire” firms and they may determine the scope by aligning it with other regulations. The Opposition’s stated intention is not to capture providers of on-hire professional service providers, however a “labour hire” licence would be mandatory for the awarding of certain Victorian government contracts. Furthermore, the Opposition stated that it was not their intention to create additional cost burdens for employers in the ”labour hire” industry. The Opposition has also said they are

open to discussing what constitutes “labour hire” for the purpose of determining the scope of the proposed licensing scheme, which is important for our industry given the broad inconsistencies that currently exist around the definition of “labour hire”. This is a significant issue for our industry and I encourage all members to remain informed of developments in this area. The imposition of an unwieldy regulatory regime that focuses on enforcement rather than on creating with employers best practice work environments that protect the rights and welfare of workers would be a step backwards for business and on-hire companies in Victoria. We understand the proposed timetable for consultation about such a scheme will occur in the first hundred days of government. There would not be anything substantial in the first budget (2015-16), with implementation of the licensing scheme

most likely to occur in the “second full financial year of government” (2016-17). The RCSA will continue to engage actively with the Opposition about this proposal and, of course, will be actively lobbying in the event Labor form government after the election. In the meantime members are encouraged to contact Simon Schweigert at the RCSA with any queries or questions. Kind regards, Robert van Stokrom FRCSA President, RCSA

Set yourself apart RCSA Individual membership If you are an Accredited Professional Recruiter, Member or Fellow of the RCSA you should be promoting your commitment to your profession and ethical conduct. Display your post nominal (APRCSA, MRCSA or FRCSA) and individual member logo on your business cards, email footer and online profiles. You can download your logo, after logging on to the RCSA website at www.rcsa.com.au go to Membership > Individual > Icons to use. Need help? Contact Fleur Morales, Membership Manager on +61 3 9936 9414 or fmorales@rcsa.com.au

DECEMBER 2014

ASSOCIATION NEWS

Issues Update

Plenty of challenges await the on-hire sector in 2015.

s we approach the holiday season after a long, and sometimes challenging, year there will be no respite for the RCSA Issues Management team given the volume of matters currently demanding considerable attention. In Victoria, we again see the prospect of industry licensing being proposed by the Opposition and at a national level the unions are busy articulating how they propose to further restrict casual and part-time employment via the Modern Award review process currently before the Fair Work Commission. These are significant matters for the RCSA and will require the ongoing input of the RCSA membership to illustrate how on-hire organisations are contributing to an economy which continues to search for inspiration. During a “direction” hearing before the Fair Work Commission on 29 September, the ACTU confirmed that they propose to apply to have casual to permanent conversion provisions inserted in the remaining one hundred awards which do not currently contain them. This style of clause, while rarely used to pursue permanent employment by on-hire employees, is particularly nasty given that it requires an employer to issue a letter to eligible employees after 6 or 12 months and, if not provided and complied with, can result in a fine of over $50,000. RCSA have engaged FCB to work with other employer

RCSA JOURNAL

groups to oppose the expansion of these clauses and to see if they can be removed from, or varied within, the existing 25 awards which contain them. On top of the ACTU application to introduced new obligations upon employers, as outlined above, they will also be seeking to introduce new minimum engagement periods for casuals and new provisions to further control the scheduling of hours of work and rosters for part time employees. While RCSA is yet to receive specific detail of the ACTU proposals, the association is concerned that the union movement is looking to further restrict flexible employment when the economy needs greater flexibility. In another concerning development, the Victorian State Opposition have announced that they will introduce a licensing system for the on-hire sector in Victoria if they win government. RCSA have written to the Leader of the Opposition and the Opposition Spokesperson for Industrial Relations seeking clarification of comments such as the “labour hire industry is a completely unregulated industry”. RCSA concerns are based upon the fact that an inquiry was conducted recently by a former Labor Government in Victoria and that there was no evidence of a need for new licensing. Charles Cameron, RCSA Issues and Policy Advisor, Partner and Executive Director of FCB HR

PEARL (Professional Emerging and Aspiring Recruitment Leader) Professional Recruiter Award Proudly sponsored by Astute Payroll McLean Award for Workplace Safety Proudly sponsored by WorkPro Corporate Social Responsibility Award Excellence in Client Service Award Proudly sponsored by GE Capital Excellence in Candidate Care Award Proudly sponsored by GE Capital

Nominations close: 27 February 2014 Winners announced: 21 May 2014 at the RCSA Annual Gala Ball, Doltone House, Hyde Park, Sydney. www.rcsa.com.au

PRINCIPAL AWARDS SPONSOR

ASSOCIATION NEWS

Meet the chair of ANRA Alan Bell FRCSA

A MR ANZ RECRUITER’ S FORUM – 9 O C TOBE R 201 4

Chair, ANRA

Alan is the CEO of Bell Medical which offers Corporate Health & Medical and workforce management of Nursing & GP services. He has been involved in the recruitment sector since 1985. What does your Group primarily offer members? ANRA represents members’ interests to all external parties who are involved in: a. our supply chain of Nursing services, e.g. nurses or their union the ANF (Australian Nursing Federation) b. t he regulatory area e.g. Nursing Boards or Association of Nursing Recruitment Agencies AHPRA (Australian Health Practitioner Regulation Agency) c. o ur clients (private sector, Federal and state health departments) d. state and Federal governments including the Hon Minister Dutton and Assistant Minister the Hon Senator Nash. We also support members through a number of initiatives aimed at improving their business operations. Some of these include: • education modules and webinars • templates for a range of useful business functions • the WIL (Workforce Info Line) service of the RCSA • quarterly member meetings in different cities including education, industry updates and speakers from the stakeholder list above • networking dinners which are well-attended (special thanks to Kinetic Super) • a conduit for consolidation of member views and formal presentation to the above stakeholders including further negotiation and member feedback.

anra

Recent issues? There are a number of “hot topics” afoot at the moment including: • a Submission to Minister Dutton’s Advisory Council on a Code of Conduct and the licensing of Care Workers within the AHPRA framework • representations to Minister Dutton on the Federally-funded Remote and Rural Nursing Scheme operating through a sole supplier at circa $20million p/a higher cost than ANRA member supply • representations on a number of contract and tender issues with state health departments in Queensland, Western Australia and South Australia.

Future events? On 20 November in Adelaide we hold our Annual Strategy Session followed by our quarterly Council meeting, a Topical Training Session, then the Members Dinner. The next day we hold the Quarterly Members Meeting including industry updates and stakeholder speakers.

he recent Medical Recruiter’s Forum provided an excellent opportunity to bring together key organisations including the AMC, AHPRA and the RACGP to provide an overview of the new registration pathways following significant changes on 1 July 2014. Medical recruiters from around Australia appreciated the sessions by Zuzette Van Vuuren from the Australian Medical Council and Sarah Harper from AHPRA (Australian Health Practitioners Registration Authority) about the changes to the Specialist, Competent Authority and Standard Pathways. The Royal Australian College of General Practitioners (RACGP) also updated members about the Specialist Pathway for Cat 1 & Cat 2 GPs and the new online platforms that have been rolled out recently. The Victorian Minister for Health, the Hon. David Davis MLC also visited the Forum and reiterated the important role of medical recruiters in maintaining a sustainable health workforce for the delivery of health services in Victoria. He particularly focused on the challenges of providing sufficient internships to support both Australian and overseas students.

Other AMRANZ news AMRANZ Council continues to advocate on behalf of members on a number of other fronts, including: 1. District of Workforce Shortage: AMRANZ Council continues to advocate regarding the capability of private recruiters in recruiting OTDs for placement in District of Workforce Shortage (DWS) areas, and the opportunity for private recruiters to access incentives funded within the International Recruitment Strategy (IRS). 2. Litmus Recruitment Management Platform: AMRANZ remains committed to providing members with updates and remains in communication with NSW Health and WNSW LHD. The RCSA has elevated this issue through the filing of reports with the ACCC and the NSW Ombudsman and AMRANZ has filed a complaint with the NSW Health Procurement Board. AMRANZ is also communicating with QHealth and Central Queensland Hospital and Health Services regarding a planned trial of the same software at Gladstone Hospital. 3. QHealth B45 contract: AMRANZ Council is also pursuing QHealth regarding the concerns of some locum agencies regarding the B45 locum policy in Queensland Public Health.

DECEMBER 2014

How to connect with RCSA There are many ways to connect with your Association besides the traditional phone and email. Hereâ&#x20AC;&#x2122;s how to tap into our social media profiles:

RCSA Page

Followers

715

Recruitment & Consulting Services Association Australia & New Zealand RCSA PEARL Program RCSA New Zealand Association of Medical Recruiters of Australia and New Zealand

2,966 RCSA Company page AMRANZ Company page PEARL Mentoring Group AMRANZ Group ANRA Group RCSA WA Group RCSA QLD & NT Group RCSA New Zealand Group

RCSA JOURNAL

@RCSAevents

RCSATV

Followers

Views

2,511 4,383 Hashtags #RCSAeducate #RCSAbreakfast #RCSAnetwork #RCSAworkshop #PEARL #RCSAbriefing

Robert van Stokrom FRCSA

Connect traditionally Toll Free Australia: 1300 727 504 Toll Free New Zealand: 0800 448 299 Email: info@rcsa.com.au AUS: www.rcsa.com.au NZ: www.rcsa.com.au/imis15/newzealand PO Box 18028 Collins Street West Vic 8003 Australia Peter Langford FRCSA

#RCSAConf #RCSAmasterclass #RCSAYouth2Work

Greg Savage FRCSA (Life)

DECEMBER 2014

ASSOCIATION NEWS

RCSA PARTNERS & PREMIUM SUPPORTERS The RCSA Supporters Program provides a tangible and strong connection to the recruitment industry. Becoming a RCSA Supporter sends a message of commitment to the recruitment industry and to your existing and prospective clients. Service providers and suppliers to the industry can use the RCSA Supporter program to expand your

profile, grow networks and improve business opportunities with the recruitment, on-hire and workforce consulting sector. The RCSA is proud to welcome the organisations listed below to the Supporters Program, led by Principal Partner Kinetic Super and Business Partner Jardine Lloyd Thompson Pty Ltd.

RCSA Premium Supporter & Principal Partner

Voyager Software (Australia) Pty Ltd WorkDESK Recruitment Software

Kinetic Super

RCSA Supporters

RCSA Premium Supporter & Business Partner

Advertiser Newspapers Pty Limited AHRI – Australian Human Resources Institute AltusQ Appoint Me Auditor Training Centre Ayers Management Pty Ltd Bendigo Bank Blue Connections Book Builders Pty Ltd BULLHORN carecareers (NDS) Certex Cloud Strategem CVCheck FCB Group Geoffrey Nathan Consulting Inc GreenBizCheck

HHMC Australia Pty Limited IProfile JobAdder JXT Consulting Key Factors Lander & Rogers Lipman James LooksFresh Photography Matheson Publishing MemberBenefits Pty Ltd Mindset Group NMIT – Preston Campus – BEC NPA Worldwide PAJE Business Solution Pty Ltd Quinntessential Marketing Consulting Pty Ltd Rec Tech Solutions Revilian Rewire Group Selectus Pty Ltd Skillcheck Pacific Pty Ltd SpotJobs

Jardine Lloyd Thompson Pty Ltd

RCSA Premium Supporters 2cloudnine Adzuna APositive Cashflow Astute Payroll Bibby Financial Services Australia Pty Ltd Etz Timesheet Solutions Pty Ltd FastTrack Pty Ltd Indeed Learning Seat Pty Ltd Pendragon Management Recruitment Systems Pty Ltd Scottish Pacific Debtor Finance

The Canberra Times The RIB Report Verify Holdings Australia Pty Ltd Working Abroad Newcomers Network WorkPro

NZ RCSA Supporters Equal Opportunities Employment Trust Human Resources Institute of New Zealand Ministry of Social Development NZ, Work & Income Secured Signing Ltd The Dominion Post Trade Me Jobs

For information about joining the RCSA Supporters Program, contact Carly Fordred, RCSA Marketing & Communications Manager, Telephone +61 3 9663 0555 or email cfordred@rcsa.com.au

RCSA PREMIUM SUPPORTER PROFILES

Etz Timesheet Solutions Etz Timesheet Solutions has been supplying innovative timesheet process automation solutions since 2000. Provided through the very latest Software as a Service (SaaS) model in the cloud, it has been developed from the ground up, which means it is guaranteed to be totally fit for its purpose and tailor-built for the recruitment sector. Etz customers totally automate the process of turning timesheets into invoices with no special software installation or complicated training. Designed with simplicity in mind, it runs entirely through our secure online data centre. All Etz clients and candidates need is a web browser and a password.

RCSA JOURNAL

Adzuna Adzuna is a search engine for jobs used by over five million visitors per month, which makes it easier to find the right job for you. Adzuna.com.au searches hundreds of job websites and brings together the results. The site also integrates with social platforms and provides data and insights on the employment market. Adzuna was founded in 2011 in the UK and launched in Australia in May 2013. For more information about Adzuna Australia visit www.adzuna.com.au.

Recruitment Systems Recruitment Systems has been building and supporting specialist systems for the recruitment industry since 2001. Developed and enhanced over many years, the strength of TRIS lies in its incredible automation. More than a recruitment database, TRIS – the Total Recruitment Information System – eliminates unnecessary administration and supports the entire recruitment lifecycle. From promotion to placement, TRIS gives your team the time and the tools to do what they do best. You Recruit. TRIS does the rest. Contact us today: 1300 979 777 www.recruitmentsystems.com

ASSOCIATION NEWS

RCSA BOARD, LIFE MEMBERS & FELLOWS * RCSA Board President Robert van Stokrom FRCSA

Vice Presidents Jacqui Barratt FRCSA Peter Langford FRCSA

Directors Robert Olivier FRCSA Lincoln Crawley FRCSA Steve Heather FRCSA Alan Bell FRCSA Matthew Hobby FRCSA Karen Colfer FRCSA Nina Mapson Bone FRCSA Sinaed Hourigan MRCSA

RCSA Life Fellows Pauline Ashleigh-Marum FRCSA (Life) Jim Bailey FRCSA (Life) Robert Blanche FRCSA (Life) Dorothy Caldicott FRCSA (Life) Mike Carroll FRCSA (Life) Nanette Carroll FRCSA (Life) Jane Fanselow FRCSA (Life) Ross Fisher FRCSA (Life) Peter Gleeson FRCSA (Life) Larry Grima FRCSA (Life) Michael Hall FRCSA (Life) Sue Healy FRCSA (Life) Kris Hope-Cross FRCSA (Life) Malcolm Jackman FRCSA (Life) Graham Jenkins FRCSA (Life) Dawne Kelleher FRCSA (Life) Barry T Knight FRCSA (Life) Roger Lampen FRCSA (Life) Ruth Levinsohn FRCSA (Life) Debra Loveridge FRCSA (Life) Reg Maxwell FRCSA (Life) John McArthur FRCSA (Life) Matthew McArthur FRCSA (Life) Sylvia Moreno FRCSA (Life) Helen Olivier FRCSA (Life)

E. Leigh Olson FRCSA (Life) V John Plummer FRCSA (Life) John Plummer FRCSA (Life) Wendy Rae FRCSA (Life) Beryl Rowan FRCSA (Life) Julie Sattler OAM FRCSA (Life) Greg Savage FRCSA (Life) Rosemary Scott FRCSA (Life) David Shave FRCSA (Life) Kim Shearn FRCSA (Life) Stephen Shepherd FRCSA (Life) Geoff Slade FRCSA (Life) Jan Spriggs FRCSA (Life) Kaye Strain FRCSA (Life) Jean Tait FRCSA (Life) Rodney Troian FRCSA (Life) Janet Vallino FRCSA (Life) Paul Veith FRCSA (Life) Hugh Whan FRCSA (Life) John K Williams FRCSA (Life) George Zammit FRCSA (Life)

RCSA Fellows Julian Azzopardi FRCSA Jacqui Barratt FRCSA Nicholas Beames FRCSA Nikki Beaumont FRCSA Alan Bell FRCSA Kevin Blogg FRCSA Stephen Bott FRCSA Lisa Bousfield FRCSA Graham Bower FRCSA Nicky Brunning FRCSA Kevin Chandler FRCSA Sandra Chiles FRCSA Ross Clennett FRCSA Michael Close FRCSA Karen Colfer FRCSA John Cooper FRCSA Ron Crause FRCSA Lincoln Crawley FRCSA Christine Crowe FRCSA

Denis Dadds FRCSA Bill Dalby FRCSA Pam Dew FRCSA Rhonda Dunn FRCSA Jason Elias FRCSA Diane Epps FRCSA Ken Fowler FRCSA Stuart Freeman FRCSA Norm Geist FRCSA Angela Giacoumis FRCSA Tony Greaves FRCSA Mark Griffiths FRCSA Allison Guy-Ritchie FRCSA Ian Hamilton FRCSA Michael Hannaford FRCSA Andrea Hardy FRSCA John Harland FRCSA Nigel Harse FRCSA Nick Hays FRCSA Sam Hazledine FRCSA Steve Heather FRCSA Jennifer Hobbs FRCSA Matthew Hobby FRCSA Alison Hucks FRCSA Phil Isard FRCSA Tim James FRCSA Leigh Johnson FRCSA Tania Kapell FRCSA Giles Keay FRCSA Linda Kemp FRCSA Maria Kourtesis FRCSA Peter Langford FRCSA Colin Levander FRCSA Gaynor Lowndes FRCSA Laura Marbikafola FRCSA Nina Mapson-Bone FRCSA Andrew McComish FRCSA Fraser McKechnie FRCSA Ian McPherson FRCSA Annie Milne FRCSA Tracy Morgan FRCSA Gillian Mullins FRCSA

RCSA Premium Supporter & Principal Partner

Stephen Noble FRCSA Kathie Oâ&#x20AC;&#x2122;Malley FRCSA Bob Olivier FRCSA Penny Perkins FRCSA Stephen Porter FRCSA Bruce Ranken FRCSA Tony Ricketts FRCSA Scott Roberts FRCSA Sophie Robertson FRCSA Deborah Ross FRCSA Courtney Rowe FRCSA Mia Ryan FRCSA Michael Sacco FRCSA Lee-Martin Seymour FRCSA Alan Sherlock FRCSA Linda Simonsen FRCSA Paul Slezak FRCSA Ian R Stacy FRCSA David Stewart FRCSA David Styles FRCSA Lyn Tanner FRCSA Corrine Taylor FRCSA Scott Thomas FRCSA Vibeke Thomsen FRCSA Gayleen Toll FRCSA Nicole Underwood FRCSA Rosemary Urbon FRCSA Scott Van Heurck FRCSA Robert van Stokrom FRCSA Craig Watson FRCSA Paula Watts FRCSA John Wilson FRCSA

RCSA Honorary Fellows Julie Mills Hon FRCSA (Life) Joan Page Hon FRCSA (Life) Malcolm Riddell Hon FRCSA (Life) Reg Shields Hon FRCSA (Life) Jill Skafer Hon FRCSA (Life) Andrew Wood Hon FRCSA (Life) * Correct at time of printing.

RCSA Premium Supporter & Business Partner

RCSA RESEARCH CENTRE

RCSA Australia & New Zealand PO Box 18028, Collins Street East, VIC 8003 Australia Toll Free Aus: 1300 727 504 Toll Free NZ: 0800 448 299 RCSA IN-HOUSE TRAINING

Email: info@rcsa.com.au Aus Website: www.rcsa.com.au NZ Website: www.rcsa.com.au/imis15/newzealand

DECEMBER 2014

ASSOCIATION NEWS

RCSA CPD & Events Calendar 2015 AUSTRALIA

NEW ZEALAND

Australian Acumen Series with Greg Savage FRCSA (Life)

New Zealand Acumen Series with Greg Savage FRCSA (Life)

Adelaide – Wednesday 18 February

Christchurch – Wednesday 4 March

Perth – Thursday 19 February

Wellington – Thursday 5 March

Brisbane – Tuesday 24 February

Auckland – Friday 6 March

Auckland

Melbourne – Wednesday 25 February Canberra – Thursday 26 February

February Recruitment Certificate Course

Sydney – Friday 27 February

Tuesday 10 February 2015 – Introduction to Recruitment

Sydney, Melbourne and Brisbane January Recruitment Certificate Course

Wednesday 11 February 2015 – Interviewing Essentials Thursday 12 February 2015 – Sales and Marketing from the Desk

Wellington

Friday 23 January 2015 – Introduction to Recruitment

February Recruitment Certificate Course

Friday 6 February 2015 – Introduction to Recruitment

Tuesday 24 February 2015 – Introduction to Recruitment

Friday 13 February 2015 – Interviewing Essentials

Wednesday 25 February 2015 – Interviewing Essentials

Friday 20 February 2015 – Sales and Marketing from the Desk

Thursday 26 February 2015 – Sales and Marketing from the Desk

March Recruitment Certificate Course

Christchurch

Friday 6 March 2015 – Introduction to Recruitment

March Recruitment Certificate Course

Friday 13 March 2015 – Interviewing Essentials

Friday 13 March 2015 – Introduction to Recruitment

Friday 20 March 2015 – Sales and Marketing from the Desk

Friday 20 March 2015 – Interviewing Essentials

Friday 17 April 2015 – Introduction to Recruitment

Friday 27 March 2015 – Sales and Marketing from the Desk

May Recruitment Certificate Course Friday 1 May 2015 – Introduction to Recruitment Friday 8 May 2015 – Interviewing Essentials Friday 15 May 2015 – Sales and Marketing from the Desk Friday 19 June 2015 – Introduction to Recruitment

R ECR U I TM EN T

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A N D

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CO N S U LT I N G

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A S S O CI AT I O N

REC RU I TM E N T

Australia

| Decemb

Friday 13 February 2015 – Interviewing Essentials Friday 20 February 2015 – Sales and Marketing from the Desk

May Recruitment Certificate Course Friday 1 May 2015 – Introduction to Recruitment Friday 8 May 2015 – Interviewing Essentials Friday 15 May 2015 – Sales and Marketing from the Desk

RCSA JOURNAL

S ER V I C E S

A S S O CI AT I O N

Austra

lia & New

Zealan

LIM I T E D

d | March

2014

Navig ating the Recrui new reality tment : 20/20

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SING CLO E! les •modu Engaging with online staffing 30 JUN training IN THIS es: ten free • The growing need for enterprise flexibility ISSU ? ning launch ers E marketplace er E-Lear • The • Memb to ALL RCSA memb post-election need : the for radi on offer • Dec think about cal acco onstruct do you s share their views untabilit • What ing • Mee leader y t the new the term “bul Industry

ISSUE IN THIS

PRINTPOST

Friday 6 February 2015 – Introduction to Recruitment

CO N S U L T IN G

Celebrating excellence! RCSA Awards & Gala Ball

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s 2013 – en Serie e RCSA Acumlook to the futur recruiters R GAME! LIFT YOU for recruiters A message

A N D

er 2013

Perth February Recruitment Certificate Course

L I M I T ED

T ED L I M I

Australia & New Zealand | June 2014

New Zealand

lying” RCSA Presiden t

IDE :

INS E CONFERENC N REGISTRATIO BROCHURE!

You can reach owners, managers and consultants in the recruitment industry across Australia and New Zealand through the RCSA Journal. Contact Carly Fordred, RCSA Marketing and Communications Manager for information: cfordred@rcsa.com.au or call +61 3 9663 0555

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