RCSA Journal December 2016 by RCSA

RCSAJournal Australia & New Zealand | December 2016

The New World of Work The Gig Picture More than just online staffing

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Contents

EDITORIAL 4 From the President: Robert van Stokrom FRCSA 6 From the CEO: Charles Cameron

8 RCSA announces new Board Members

FOCUS 10 The New World of Work. The RCSA Journal speaks to Denis Pennel, managing director of the World Employment Confederation.

COMMENTARY 15 Value over price by Nina Mapson Bone FRCSA. 16 Youth unemployment: A social time bomb? John Harland FRCSA writes.

The New World of Work

18 Gearing up for the gig economy. The latest from the UK’s REC. 20 The Gig Picture: The future of work is more than just online staffing, says global advisors Staffing Industry Analysts.

CELEBRATION 22 Doing what we say we’re going to do. Cox Purtell has made talent attraction and engagement their competitive advantage.

BUSINESS ENABLEMENT 24 The super engaged workforce. 26 Dying for a chat. Amy Towers writes. 28 The secrets to attracting candidates to regional areas. 30 Cyber attack: Risks and remedies for recruitment firms 31 Personal branding: It’s a lot like losing weight writes Chris South.

ASSOCIATION NEWS 33 #Gigruption: Where are all the jobs going? 34 Savage Brothers SPRINTing around Australia & New Zealand 35 Recommendation to target rogue labour hire operators with licensing is refreshingly balanced 36 ANRA Update 38 AMRANZ Update

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39 Spotlight on...WorkforceXS 40 RCSA Partners & Premium Supporters 41 RCSA Board, Life Members and Fellows 42 RCSA CPD & Events calendar

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From the President

I believe our industry has rediscovered its pride and an appreciation of its capacity to positively change the lives of individuals.

RCSA JOURNAL

he past twelve months has been an extraordinary period of transition for our industry and, one in which we have laid the foundations for a future in which RCSA will have a louder voice and greater presence in the issues and developments that impact our industry. I believe our industry has rediscovered its pride and an appreciation of its capacity to positively change the lives of individuals. I would like to extend my thanks and appreciation to new CEO Charles Cameron and, the RCSA team, who have reinvigorated interest in the RCSA and sparked a new momentum and the engagement of members and the industry. We have also seen an extraordinary focus and the interrogation of our industry, which has required us, in the face of questioning and examination by the unions and opposition, to provide a face and a voice for the good practices that define RCSA members. Members responded quickly to a call from the RCSA, and on behalf of the Board I thank-you for ‘getting involved’ at a time of great importance to shape the future reputation of the employment industry. Our long-term response to these challenges, in part, rests with the Employment Services Industry Code (ESIC) which following an extensive period of consultation and review, I am pleased to advise will be presented to Treasury in December for their consideration and review. We expect Treasury will undertake further consultation as ESIC is a far-reaching and innovative proposal that touches virtually every sector of the economy. In the meantime, RCSA is responding to the growing call from members to raise the barriers to entry to our industry through the development of an industry accreditation scheme. A recent roundtable of CEO’s in Canberra emphasised the importance of clearly defining the differences between good practice and malpractice and, firmly differentiating and rewarding good practice. Our primary concern is that the industry’s brand will continue to be tarnished, and inappropriately regulated, without an accreditation scheme that is available to all participants in the industry, and provides all users of employment services with a clear choice as to their support for good practice or mal-practice. Failure to define

and recognise such a standard creates the best operating environment for unethical clients and illegal labour contractors. 2017 will mark the 20th anniversary of the RCSA. This will be a significant and important milestone for the association and, one that recognises the resilience and strength of the labour market intermediary and your contribution to the economy. RCSA is committed to new ways of doing business and redefining its role and relevance as the peak body for the employment industry. During our 25th year, the RCSA and the Board will be putting into place many positive steps to advance the engagement of RCSA with members and to utilise new technologies and tools to more frequently connect members. As we enter the Christmas Season, I would like to thank all my fellow RCSA Board members, RCSA’s CEO and the RCSA team, the volunteer members of RCSA region councils, member group councils such as ANRA and AMRANZ, and the many members that have provided their insights and knowledge through Working Groups and by appearing before inquiries and reviews. Your time, insights and professionalism provide valuable insights and a window into the great work of our industry. Best wishes for Christmas and the New Year. I look forward to seeing you in 2017.

Robert van Stokrom FRCSA RCSA President, Australia and New Zealand

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From the CEO

No matter who you speak with, there’s an acceptance across the globe that things are going to change and we, the RCSA, are working towards the best possible outcomes for our industry.

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elcome to the December issue of the RCSA Journal. RCSA is currently undergoing a process to examine what the industry of labour market enablement looks like in Australia and New Zealand in 2016 and beyond. On an international level, the World Employment Confederation (WEC) (of which I am a Board member), and a number of other countries are examining the very same thing. As an industry, it is my belief that we must accept that technology will become embedded and entwined into our industry, and the services that we provide, more and more into the future. Technology will provide alternative methods for placing and assigning workers and it’s paramount that we consider our approach, not only in the context of our own legal systems and our own Code, but also in the context of how that positions us to compete internationally. At the same time, we need to be mindful of what we purport to uphold by way of fairness, equity and sustainability. We are being torn in many ways both politically and ideologically around the idea of competition versus fairness. What our societies see as being fair and sustainable is very different to what that looks like in other countries. Regardless of the way in which services are provided, (whether it’s via technology, via people or blended) we must decide on the fundamentals that underpin good business practice in the future. Good business practice should be about protecting candidates and job seekers, protecting workers, and promoting good sustainable business relationships. These are the fundamentals that we need to overlay over any labour market enablement solution. And ultimately, how do we ensure that there’s education and transparency for government, end-users and clients and also for workers? No matter who you speak with, there’s an acceptance across the globe that things are going to change and we, the RCSA, are working towards the best possible outcomes for our industry.

My appointment to the Board of the WEC (formerly Ciett) as the Quality and Standards Officer coincides at this extremely important time for the employment industry both globally and locally. The rise of the gig economy, for example, presents a new challenge for standards and quality given that peer to peer digital platforms remove intermediaries and place the onus of standards and quality on end-users, many of whom are individuals and small business. Productivity Commissioner Jonathan Coppel presented to a group of RCSA Members in Melbourne recently about the rise of the gig economy in Australia. You can read more about that on page 33, and how the gig economy is being approached by our international compatriots in the US (page 20) and in the UK (page 18). We also have new contributions from Nina Mapson Bone FRCSA (Beaumont Consulting), work health and safety expert, Amy Towers (Risk Collective), Cameron Doig (Kinetic Super) and social media specialist Chris South (Prominence). Enjoy the final issue of the RCSA Journal for 2016. We look forward to coming back bigger and bolder in 2017.

Charles Cameron RCSA CEO, Australia and New Zealand ccameron@rcsa.com.au

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RCSA announces new Board Members following tight election race Nic Fairbank, CEO of Programmed Skilled Workforce, and Matthew Sampson MRCSA, Managing Director of Aspect Personnel will join the RCSA Board, following a tight election race.

Nic Fairbank CEO Programmed Skilled Workforce

Matthew Sampson MRCSA Managing Director, Aspect Personnel

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CSA received five nominations for two vacant seats on the RCSA Board - the first time in many years that RCSA had more nominations than vacant positions. “The level of interest and awareness of the RCSA and our industry is on the rise, and the tight election race was testament to this renewed interest and revitalisation of the association,” said RCSA President Robert van Stokrom FRCSA. “This is the result of a committed Board, and our passionate and capable CEO, Charles Cameron, who is only 6 months into the role.” RCSA CEO, Charles Cameron, said he looked forward to working with the new Board to continue to build the profile and relevance of RCSA. “Nic’s experience in bringing together two of the largest on-hire firms in the country will be invaluable as RCSA gets bolder and stronger in a changing industry environment. And, combined with Matt’s entrepreneurial spirit and passion for the recruitment industry, we will provide a new vigour and energy that will attract new and emerging members, of all ages and backgrounds.” “I am enthusiastic about being appointed to the RCSA Board and look forward to being an active contributor in shaping a positive future for this industry, says Nic Fairbank. The staffing industry adds a great deal of value to industry across Australia and New Zealand and whilst there may be a lack of understanding of the value delivered, I see significant opportunity for the RCSA and businesses to work together and support growth.” Matthew Sampson MRCSA says, “I am absolutely thrilled to be elected to the RCSA Board. I look forward to working with my fellow Directors and being held accountable to the interests of not only today’s recruitment professionals, but also the next generation and the generation after that. I am committed to doing everything within my power to best ensure the needs of our Members are met, both today and into the future.” Over the coming two years the RCSA board will actively challenge the common held perceptions of the recruitment and workforce services industry and, seek to redefine the role and relevance of RCSA and the association in the changing world of work RCSA will build awareness and greater engagement for members in four key areas:

1. Professional standards and defining and setting the standards and practices that differentiate the good work of RCSA members. 2. Promoting and defending the industry. 3. Business growth and the enablement of members to increase ethical profits. 4. Networking and celebration of the industry and its contribution to the economy and to society. RCSA also expresses its sincere thanks to long-time RCSA Board member, and pastPresident, Lincoln Crawley FRCSA who has retired from the Board. “Lincoln is a good friend, a passionate supporter of our industry and a feisty competitor, and we thank him for his dedication to, and passion for, our industry and its capacity to positively change the lives of individuals” says Robert van Stokrom.

The RCSA Board members are: PRESIDENT: Robert van Stokrom FRCSA Chief Executive Officer, DFP Recruitment Services VICE PRESIDENT: Peter Langford FRCSA Managing Director, HORNER Recruitment VICE PRESIDENT: Sinead Hourigan FRCSA Director, Brisbane, Robert Walters FINANCE DIRECTOR: Robert Olivier FRCSA Director, HRO2 Research Pty Ltd BOARD MEMBERS Steve Heather FRCSA Managing Director, Mining People International Alan Bell FRCSA Director, Bell Medical Andrew Sullivan FRCSA Lead Consultant, Hender Consulting Ian McPherson FRCSA Director, Enterprise Recruitment Penny O’Reilly MRCSA Managing Director, Kelly Australia & New Zealand Nina Mapson Bone FRCSA Managing Director, Beaumont Consulting Nic Fairbank Chief Executive Officer, Programmed Skilled Workforce Matthew Sampson MRCSA Managing Director, Aspect Personnel

The New World of Work FO CUS

By Rosemary Ann Ogilvie

Rapid technological change, globalisation, new production models and the rise of the on-demand economy are some of the structural shifts currently reshaping the world of work. The World Employment Confederation (formerly Ciett) and its members recently published a white paper addressing key issues related to the rise of this new world of work, providing recommendations and calling upon policymakers to adapt legislation and labour market policies accordingly. We spoke with Denis Pennel, managing director of the World Employment Confederation, about some of these issues.

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FOCU S

enis, the World Employment Confederation (WEC) suggests only a modernised labour market regulation can reflect the changing nature of work. What does a modernised labour market regulation look like? Are there any regional markets that currently best exemplify this? It’s probably about finding the right balance between flexibility and security: on the one hand the ability to provide workforce flexibility in the labour market, and on the other to provide some stability and protection. To explain a bit further, I think everyone now understands the concept of flexibility and the need for companies and people to adapt to the changing world of work. The economic environment has never been so volatile and unpredictable, meaning companies no longer have the long-term perspective and so need to be able to adapt to economic shocks or political crises or whatever. But also from the individual’s point of view, people increasingly are looking for flexibility in the hours they work, where they work and when they work. However, this flexibility comes with the need for some security and stability – for companies and individuals. With companies, this need for security is very much related to legal security, especially in terms of hiring and termination, while for individuals it’s around incomes and benefits. So the key point is really how to combine these two essentially opposing issues of flexibility with security. As for the last part of your question, this is the reason the WEC publishes the Smart Regulation Index. We try to look at the regulation in place – at least for our industry if not on the labour market – and aim to rank the countries based on the balance of flexibility and security.

The white paper suggests that fostering more flexible and decentralised working conditions could attract vulnerable groups to the labour market. Why is it important to the labour market to attract these groups? For many reasons. The first one is that the workforce has never been so diverse. Fifty years ago, white males comprised the majority of the workforce. Today, women make up almost half of the global workforce, and we have greater involvement of migrant workers, people from ethnic minorities, people with disabilities – and this is all very good. Most people in the workforce 50 years ago had permanent full-time contracts. If we want now to include everybody in the labour market – people with different expectations, different constraints, let’s say – it’s not possible to offer just one model

of contractual arrangement. Instead, we need to have options that reflect the diversification of the workforce: the one-size-fits-all approach no longer works. Also, the fact is that it’s sometimes difficult for people who have been unemployed for a long time to start a new job immediately with a permanent contract. These people often lack confidence. Offering them a part-time contract or temporary contract – perhaps for three months – helps them to ease back into the labour market. So, diversity of people means diversity of labour contractual arrangements. Also, in many countries we face quite high levels of unemployment, but still companies are struggling to recruit the right people, and they complain about the shortages of labour and the need to fill job vacancies. So to overcome this, we need to try to find probably more candidates, and a more diversified range of candidates and contractual arrangements, to fill the positions.

We’re moving from the industrial age into the digital age: how is this changing the way we work? Very simply, this is what I call the end of the trinity of work: the end of time, of space, and of action. The end of time, because our mobile devices in combination with a Wi-Fi connection and the Cloud allow us to work from anywhere. So work is actually no longer a place to go, but more about tasks to perform. Of course this applies more to the services industry rather than the blue-collar labour market, but as we know the service sector comprises the largest component of the economy today. So we’re at the end of time, and also the end of space, which is related, because now you work both from anywhere and at any time. As we know, being at work doesn’t necessarily mean you’re working: seated behind your computer screen you can be watching videos or shopping! Certainly, you can actually be at work working; but more and more we see people going home and working at a time that suits them. So the notion of working time is becoming increasingly difficult to assess, especially when we need to be creative, innovative, and come up with solutions. When you have a great idea relating to your work while taking a shower, it’s still working time even though it’s a private moment of your life. So that’s the end of what I call action, because where in the past most people had permanent, direct, open-ended contracts, nowadays the employment relationship is completely different. With so much emphasis on work-life balance over recent times, how do you suggest policymakers approach the notion of “working

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FO CUS

If we want now to include everybody in the labour market – people with different expectations, different constraints – it’s not possible to offer just one model of contractual arrangement. Instead, we need to have options that reflect the diversification of the workforce: the onesize-fits-all approach no longer works.

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time’? What are “portable benefits’? While I fully respect the notion of work-life balance, I actually see the situation now to be more about work-life plans as the once clear line between our private life and our professional life is blurring. I think there’s a need to redefine what is the working time. One option is to counting the total hours of work: you’ll be working 200 days each year for my company, and I don’t care whether you work five hours a day, or 10 hours a day, or whether you work every day or every second day. So maybe that’s a new way to calculate working time. Regarding portable benefits, this is another major point: providing new options to a labour market that’s becoming increasingly complex and indeed unpredictable. The idea of giving portable benefits translates to social protection in the broad sense. Currently social security, unemployment benefits, pensions, all relate to having a permanent relationship with an employer. This means when you leave the company, in most instances access to these benefits is forfeited. And of course today, people have to move from one job to another more than ever in the past. So this comes back to stability: achieving a degree of stability in the access to social protection where the rights are not embedded with your employer; but within your own strategy. So when you leave one employer, these benefits follow you to the next, meaning you retain access to all the social protection. Some countries are starting to implement this selectively – and one option is through a Social VAT.

What advice would you offer to Australian and New Zealand policy makers when it comes to the employment industry overall? That’s a very good question – but I do want to point out I’m not an expert on the Australian and New Zealand market. Looking at the future – and actually the future is here now, we’re not talking about science fiction and how work would be in the next 20 years. In this new environment, in this changing world of work, I think the world of labour market intermediaries will become even more important. I do not believe labour markets will be disintermediated and that the matching will be done automatically only via new IT platforms or job boards. In these increasingly complex labour markets, people are required to navigate their own way and to bear their own risks because companies will no longer offer jobs for life. From the company side, support will be needed to organise and cultivate communities of workers with different statuses, employment and working

conditions – and getting the right workforce mix will require external support from labour market intermediaries. The employment industry is very well placed and equipped to deal with these challenges, but new competitors are also emerging: on-line talent platforms, and social networks such as LinkedIn and Facebook. So, there will be many different types of labour market intermediation, including public employment services. So from a regulatory point of view, the idea is how to make sure our industry can compete with a level playing field, and to this end the WEC is calling on international policy makers to promote an appropriate regulatory framework that respects fair competition. That we should compete, of course, but with the same conditions. Additionally, we should try to organise the complementarity between all labour market intermediaries, respecting their specificities and assets. So my recommendation to Australian and New Zealand policy makers is to recognise the specificity of our industry as labour market enablers – enabling work, adaptation, security and prosperity – and to ensure we are not hampered by unjustified restrictions or limitations.

Any other comments? Fifty years ago the primary function of our industry was to provide temporary work solutions to companies. Today, while we still provide these particular solutions, our role is much broader and as an industry we play an increasing role in the labour markets, not only providing flexibility but delivering a wide range of HR services aimed at supporting people and companies in an environment that has become uncertain and volatile. Our current focus is very much on unemployment, because this is the key issue for most governments around the world. Governments have to find solutions to this problem, but clearly they will not be able to do this on their own: they have to rely on partners. We as the voice of the labour market enablers can advise them on exactly what we are willing to do to help create a better functioning labour market, endorsed and supported by policy.

FOCU S

Issues at stake and policy recommendations from the employment industry The World Employment Confederation’s White Paper identifies key policy issues, provides recommendations and, ultimately, calls upon policymakers to adapt legislation accordingly.

Work & society: The end of work as we knew it While the 20th century was largely characterised by the white male breadwinner, diversity is driving today’s workforce. It is important to take into account the many kinds of labour markets and working arrangements such as wage earners, self-employment, art-work, family work and teleworking. Being a full time employee should not be seen as the common standard anymore.

Implications and challenges: Due to the diversity of the workforce, the one-size-fits-all approach is not applicable anymore. There is an increased variety of employment contracts and conditions that cover a wide range of situations including on-demand, on-call, casual or intermittent, project contracts, job-sharing and voucherbased work.

Policy recommendations: • Recognise that multiplicity has become a key component of labour markets. • Secure a better measurement of the diversity of working relationships and work patterns to develop fact-based policies. • Combat unemployment by facilitating access to work. • Employment regulation should be modernised to reflect the changing nature of work and the rise of on-line workers.

Decent jobs for all: Towards a new social deal We are facing a new industrial revolution where technology and globalised, interconnected serviceoriented labour markets are changing the very nature of work. We are moving away from the industrial age into the digital

age, which has changed the way we work at its core. Online talent platforms are creating new avenues for accessing work, building professional experience and reputation and generating income. Many people are freelancing by choice, relishing the opportunity to set their own schedules, choose their assignments and work independently.

Implications and challenges: The notion of ‘working time’ needs to be redefined especially because of the increasing mix between work and personal life. Digitisation and an expanded international division of labour mean we are more interconnected than ever. Communication and enhanced coordination processes within groups which are active worldwide but also between different companies, are more common today. Technology offers a tremendous opportunity for entrepreneurs and society to constantly innovate and start new businesses. However, the nature and speed of technological innovation is creating a major disruption in the world of work.

Policy recommendations: • In terms of policy, decent work should be addressed beyond the types of labour contracts. • Modernise social security schemes and implement safety nets for new forms of work and/or make them consistent with the ones already in place for traditional forms of work. • Develop portable and transferable social rights in order to compensate for the uncertainty related to the multitude of employment contracts or statuses. • Tax and benefits schemes must also evolve to protect those who lose out from change. • Policy approach to skills maintenance should be redesigned.

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• When it comes to decent work, public authorities’ priority should be on fighting against worst labour situations such as human trafficking, illegal work and forced labour.

labour management, as it is more difficult for companies to get a full understanding of the regulation and ethical principles they have to comply with, especially regarding the management of their global supply chains.

The organisation of work and production: Towards extended companies

Implications and challenges:

In order to respond to the rise of the on-demand globalised economy, production patterns have been reorganised to gain flexibility and agility. A newly emerging model of industrial production involves short runs of mass-customised goods and services, the global fragmentation of value chains and the blurring of boundaries between producers, sellers and consumers.

Implications and challenges: The value of workers is no longer tied to processes that can be automated but to non-repetitive and interactive contributions that are related to humans. Post-industrial economies do not need physical strength. Instead, they need ability to cooperate and adapt to new and diverse situations. Workers have a series of specialist skills which they use in carrying out a project or series of tasks.

Policy recommendations: • Remove unjustified regulatory obstacles hampering the development of business services as a way to enable adaptation to change. • Ensure that the dynamic potential of the sharing and collaborative economy is not hindered by strict and outdated rules. • Ensure a level-playing field between labour market intermediaries providing the same services to avoid unfair competition. • Support three-party work relationships (such as agency work, umbrella companies, pooling of employers etc.) as a way to reconcile flexibility and security. • Less red tape and more red carpet for entrepreneurship! • Non-wage costs of labour (social charges) should be reduced and turned into taxes (social VAT) as in many cases it represents an obstacle to employing people.

The Governance of Work: Simplifying the complexity For companies, the regulatory environment for doing business is getting ever so complex as they face an increasingly wide and overlapping range of hard and soft regulation. This is creating governance issues for the business world when it comes to

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Intertwined labour markets request relevant supra-national regulation. In order to reconcile the universal complexity of the labour market, it is clear that, while respecting national differences, international policymakers will have to play a greater role in setting guiding principles and rules in the future.

Policy recommendations: • Policymakers must work towards more resilient and adaptable labour markets that can weather economic downturns. • Policy action is needed to promote inclusive labour markets that allow underrepresented and vulnerable groups to participate in rewarding and sustainable employment. • Go for global labour instruments and implement policies that recognise the further integration of emerging economies into global markets and their contribution to the global workforce. • Encourage greater cooperation between labour market services. • Need for guidelines on supply chain management, defining how to distribute responsibilities and risks between all parties involved. • Building closer bridges between education and the business world. • Organise and promote fair labour mobility. • Data protection and privacy: Any new regulation should be designed and enforced in a balanced way. • Broaden the discussion of “labour relations and social dialogue” to recognise and encompass structural on-going changes in the world of industrial relations, including the emergence of a diversity of forms of employment relationships. Source: The Future of Work. Issues at stake and policy recommendations from the employment industry Executive Summary. The Future of Work White Paper is available at wecglobal.org

COMMENTARY

Value over price By Nina Mapson Bone FRCSA

Recently I had a discussion with a potential client. The same discussion I have had with many clients over many years in this industry.

he business leader bemoaned the terrible candidates, and disappointing service they were getting from their existing suppliers. We delved and dug and found out what they were looking for. We discussed how we work and what we could do that might make a difference to what they were experiencing. It was all going so well. At the end when we went through our terms, the client said we needed to get those signed off by someone in their procurement team. My antenna went up. Nonetheless, we discussed terms with the procurement person. The procurement person was professional, polite and not willing to move in the slightest from the aspects of terms that were non-negotiable. You know what they were. Very low fees, extended guarantee periods, and payment terms that would essentially turn us into a bank to fund their payroll for a significant period of time. And all this for roles that we would receive after their internal recruitment team had worked on them for a minimum of 3 weeks, and always in competition with a minimum of 3 agencies. We politely declined, explaining why it wouldnâ&#x20AC;&#x2122;t work for us, and why we felt it was reflected in the frustration they were feeling with their recruitment process. Our pricing provides the clients with the best opportunity to source the highest quality candidates, therefore generating the most value from the recruitment process.

There is a misconception in the recruitment industry that the price can be driven down without it affecting the quality of the candidates. This has seen a number of smaller and medium players go out of business since the GFC and a number of the larger players compete on price alone. This often comes at the cost of the quality of training and support of recruitment staff, and the care dedicated to candidates to ensure they are managed effectively throughout the process. Putting people before profit, and value above price, ultimately secures a better result in the long term, and ends up being more cost effective. The long term benefits are reduced fall offs, reduced staff turnover for the clients, better engagement from the candidate, and better overall performance. The impact this will have on the client is worth significantly more than a reduction in the price of the recruitment process at the outset. Our challenge as an industry is getting the client to see that, helping our teams understand how to have that conversation, and being willing to play the long game rather than take a quick cheap fee. Our hope, in this particular instance, is that the business leader will find a way to use us outside of their standard process so that he might actually secure a partner that will work with him collaboratively based on value, not price. But if not, we are ok with that. We will just work that little bit harder to find the clients that will.

DECEMBER 2016

CO MME NTA RY

Youth Unemployment A social time bomb? T New Zealand region Chair John Harland FRCSA writes.

John Harland FRCSA, ERG Workforce Ltd.

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he New Zealand Economy continues to perform well with the latest GDP growth announcement for the year to end of June 2016 at 3.6 per cent and the Government books now in surplus. Immigration has positively affected the labour supply and unemployment levels have declined to 5.2 per cent with the participation rate at an all time high. The buoyant labour supply has dampened wage growth but consumer spending is up and job growth is also up. All in all a very good picture when NZ is compared to its major trading partners. But there are well reported storm clouds on the horizon which could possibly destabilise the global economy and some pessimism with regard to another GFC is gaining momentum amongst economic commentators. Global debt continues to skyrocket and is now more than $150 trillion and what impact if any this might have is all speculation. In New Zealand, lack of social housing, soaring housing costs particularly in an overheated Auckland market, and immigration dominate headlines but the job situation remains positive and the recruitment industry appears in good heart and with a positive future at least in the medium term. Skill shortages and the impact of technology on jobs tend to be the issues gaining publicity and the Australian Productivity Commissioner Jonathan Coppell’s address “gigs and disruption” about the regulatory and economic impacts of the ‘gig’ economy and its effect on employment and the future work preferences of workers was an interesting insight to the possible future of work. Lost in all the recent coverage is a continuing problem for a significant generation which represent unacceptably high and disproportionate levels of unemployed. A generation which gets a lot of bad rap about lack of employability skills and a lack of commitment yet are the most highly qualified, most creative and entrepreneurial generation of our time. They are a generation who are true digital natives and perhaps offer some contribution to future proofing our industry if we can

somehow tap this resource. While highly qualified and entrepreneurial etc, reports also show that our current youth are less resilient than ever and exhibit heightened signs of depression, anxiety and decreases in their ability to deal with everyday problems. With all this in the background they are entering a job market which is rapidly changing and is more precarious than ever before. They are a generation which demand relevance to their learning or they just don’t bother. Many countries have already seen the impact of long term unemployment and the tendency for this to become entrenched and encompassing multiple generations of the same family. The RCSA Youth Jobs Charter was launched in 2014 but has gained little traction in New Zealand and Australia. In New Zealand what we discovered is a lot of good work being done in silo’s and without collaboration and results were minimal with little measurable outcomes. Despite some early efforts the Charter has fallen away but we have remained connected to initiatives in the Auckland region through Youth Connections and the Employability Licence. A “Youth Employability Licence to Work” was developed by “Comet” as a link between education and youth. The Licence provides a workable framework and pedagogy that aligns the curriculum and skill building training with the explicit competencies employers want. The program is gaining momentum and now has 6 regions involved and in 2017 twenty secondary schools in Auckland alone, will be actively involved with the program. It is a program which offers some hope that the gap between education and the workplace can be bridged. For a workplace that is dominated by SME’s there should be many obvious benefits for Baby Boomer business owners who are now rapidly approaching retirement and have no succession plan or exit strategy. They have created value but have no way to extract that value for themselves or their family. By tapping this potentially lost generation they have the opportunity to create an exit strategy while also preserving

COMMENTARY

the value they have created and jobs for their successors. Efforts in some regions has identified a disconnect between our education system and employers. What is being taught in schools bears no relevance to the requirements of obtaining a job. Immigration, while having a positive effect on labour supply, will not provide a long term solution and may in fact exacerbate a problem locally, for the current generation in the future. Unless current levels of unemployment amongst youth are reduced there will undoubtedly be a disconnected disenfranchised generation of long term unemployed with all the social problems that this will engender. Long term unemployment will undoubtedly span across future generations with increased levels of

crime, and potential mental health issues as well as other socially undesirable behaviours. So what does this have to do with our industry? I believe there are opportunities to future proof our industry by tapping this generational resource and being actively involved in promoting initiatives which address issues of relevance such as the â&#x20AC;&#x153;Licence to Workâ&#x20AC;?. We can become the conduit between the new work entrants and employers promoting the benefits of both sides. By being the intermediary we remove the threat of insecurity by offering flexibility. Labour hire or temporary work is already a proven pathway to employment and if we can utilise our influence with employers to educate them in the necessity to train and encourage inexperienced youth, using our

business model as a way of mitigating the cost of training and the risk of subsequently losing trained staff, then we can certainly consolidate our industry as an essential component of the future workforce. Businesses cannot overlook how we offer a flexible labour supply and individuals will recognise the opportunity to gain varied skills improving their employability options while also providing them with lifestyle and career flexibility. The growing trend toward contracting and self employment should become our greatest ally and ensure our future prosperity.

Your customers are talking.

Phone Bronwyn or Natalie on (02) 9232 0172 to discuss how we can help you to collect and report on actionable insights from the people that matter most to your business - your clients & candidates. Alternatively visit www.peoplepulse.com.au to arrange a free demonstration. * OUR FREE GIFT TO YOU: Mention this ad to receive a free copy of our popular PDF whitepaper "10 Essential Recruitment Branding Guidelines".

DECEMBER 2016

CO MME NTA RY

Gearing up for the gig economy By Kevin Green. Chief Executive, Recruitment & Employment Confederation (REC) UK.

As the professional body for recruiters in the UK, our job at the Recruitment & Employment Confederation (REC) is to make sure the 3,500 agencies in membership are well prepared for the future. Our latest report Gig economy – The Uberisation of work highlights the key questions and concerns on behalf of the UK’s £31.5 billion recruitment industry and makes recommendations to business, policy makers and more importantly our members.

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ig working is taking off across the UK and the globe. Digital work platforms such as Freelancer, Upwork and TaskRabbit are already throwing up both opportunities and challenges for recruiters, who will have to decide whether to embrace or compete with them. Are they just another way of attracting candidates? Or do they diminish the value we create for clients and candidates alike? If you’re in the contractor or freelance markets, digital work platforms will become significant and you should be thinking about your business’s response now.

Opportunities and risks Businesses are currently unsure about the gig economy. Twenty per cent think the use of digital work platforms is more risky to their business and 17 per cent think it’s more beneficial. Whatever your view, the gig economy has the potential to bring about real benefits. Digital work platforms offer a new way for recruiters to source candidates in an increasingly competitive market. They provide access to an international talent pool – potentially a useful tool rather than a threat to the marketplace. It has been suggested that digital work platforms will enable employers to by-pass their recruitment partners, but with more candidates becoming available via digital work platforms, clients will depend more than ever on experts to help them screen and check prospective workers. So digital work platforms could provide recruiters with an opportunity to enhance their service offerings. This will reinforce the important work we do. The booming gig economy will enable recruiters to stand out as professionals against new, unregulated marketplaces. We can show employers and candidates what good recruitment looks like.

Still, there are legitimate concerns that we need to address to benefit from the changing world of work. Recruiters we spoke to are worried about: • Employers turning to digital work platforms instead of recruiters to source workers. This might have a real impact on agencies operating within low-paid and low-skilled markets. • Digital work platforms undercutting the price and speed of recruiters’ work. • The regulatory injustice between digital work platforms and traditional recruitment which is creating an un-level playing field and could become a threat to industry standards. Digital work platforms are currently used to recruit by six percent of British businesses, but 29 per cent say these will become more important to their businesses in the next five years. This expected growth of the gig economy means an alternative to traditional recruitment may become more mainstream.

What gives recruiters the edge? There are factors that work to your advantage as a traditional recruiter. The human touch is a big selling point for traditional recruitment. Employers and candidates really value the personal, trust-based relationship that you can provide. This is especially important for high-end placements. Our ability to save clients the cost of a bad hire is something we need to shout about as an industry. With candidates able to choose so many routes into employment and candidate availability getting tighter, employers need to work harder to find the people they need. Employers rely on our industry to attract candidates in a competitive marketplace. Good recruiters are brand ambassadors who understand how to make both the employer and candidate happy.

COMMENTARY

Nearly a quarter (23 per cent) of UK businesses surveyed for our report Gig economy – The Uberisation of work said candidates sourced through digital work platforms need an extra level of screening by the employer. Employers will see the added value in recruiters’ work as you take on this role.

Our recommendations to recruiters Recruitment industries across the globe will be affected by the gig economy. We need to keep up with the changing world of work. By honing your service offering to clients, you will position yourself as vital to helping businesses secure the candidates they need. You can look to professional bodies such as the RCSA to provide training and resources to benefit members. Continuing to deliver first-class service to clients and candidates is key. This will improve the reputation of our industry and showcase the essential service we provide to the outside world. Most importantly we should continue to respect industry regulations and advocate good recruitment. We must point out instances of non-compliance. At the REC, we’re working on behalf of the UK recruitment industry with government and employers to ensure good practice remains at the forefront as gig working becomes commonplace. Our research into the gig economy is part of the REC’s Good Recruitment Campaign, which enables businesses to adapt to emerging trends in hiring. We have been leading a national debate on what good recruitment looks like whilst promoting best practice to employers. We encourage employers to sign up to the Good Recruitment Campaign to improve workforce planning, ensure an authentic employer brand and deliver a great candidate experience every time. To find out more, visit www.rec.uk.com/ goodrecruitment. Kevin Green

DECEMBER 2016

CO MME NTA RY

The Gig Picture The future of work is more than just online staffing, says global advisors Staffing Industry Analysts. John Nurthen writes.

nline platforms such as Uber and Upwork and Freelancer are shaking up the way many people work. And the media has taken to describing this space by several terms, including the ‘Gig Economy,’ the ‘Sharing Economy’ and the ‘On-Demand Economy.’ But the future of work includes more than just online staffing. Staffing Industry Analysts takes the view that a ‘gig’ should not be defined narrowly to include only those types of work facilitated by way of an online process. While the media may have jumped onto the term, people have been working gigs way before the internet appeared. For us, the gig economy encompasses all forms of contingent work — including temporary agency workers, other temporary workers, independent contractors, and statementof-work (SOW) consultants. Some commentators would also include online services such as Airbnb and Zipcar as part of the gig economy. However, as these services are not labour-related, we regard these services as part of the Sharing Economy, but not part of the gig economy. In defining this global market, we have also estimated the spend for all categories of gig (or contingent) work in 2015: • Independent contractors, by far the largest category of gig work, represented an estimated USD 2.04 trillion in spend. • Spend on temporary agency workers is estimated at USD 366.0 billion. • Other temporary workers include those sourced directly by user companies without going through a staffing firm. Total global spend for these workers was USD 610.7 billion.

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• Gross revenue from ‘human cloud firms’ fell somewhere between USD 25.55 billion to USD 28.60 on a global basis. While this makes it the smallest category by spend, this type of work is more lowly paid and contracts are for a shorter period compared to other contingent categories, therefore, the number of human cloud workers is much higher than the revenue estimate suggests. The human cloud includes online staffing platforms such as Upwork and Freelancer. It also includes ‘online work services’ firms such as Uber, Lyft and Instacart that connect end users to workers that provide specific services, such as driving a car. And a third component

of the human cloud is ‘crowdsourcing’ where workers complete micro tasks online. • And finally, SOW consultants represented USD 458.0 billion in spend. While SOW consultants are typically, but not always, employed by consulting firms and given a regular, consistent salary by their employer, from a client perspective the work is wholly contingent in nature. Adding all these categories together, the total estimated gig economy spend was approximately USD 3.5 trillion in 2015. That is a big number, but it refers to all types of contingent work and in every country around the world. Well, that is with one important omission. The informal workforce (i.e. those normally working outside tax and regulatory policies) is not

included in our analysis. While, arguably, such work is inherently contingent, by its very nature it is very difficult to measure. According to the International Labour Organisation, it comprises more than half of the global labor force and more than 90 per cent of Micro and Small Enterprises (MSEs) worldwide. It’s likely that spend on gig work will grow. In a separate report, we surveyed large companies that use contingent labor and asked what percent of their workforce is contingent now and what the percent will be in the future. The median response was that 20 per cent of their workforce was contingent this year but that 25 per cent would be in 2026. We also asked about online staffing specifically, and it appears that staffing buyers are becoming more familiar with it. Only 3 per cent of buyers said they used online staffing in 2012, and only 1 per cent said they planned to use it within the next two years. However, for the 2016 survey, 13 per cent said they use it, and 19 per cent said they planned to use it within the next two years. Recently, Staffing Industry Analysts held its Collaboration in the gig economy conference in Las Vegas to discuss trends in the overall gig economy and bringing together over 600 delegates from staffing firms, human cloud firms, contingent labour buyers and even a number of gig workers. Discussions included market trends, legal concerns (particularly with coemployment and independent contractors) and the landscape of services available. Given the interest and growth in contingent forms of work, it is important that suppliers, buyers and governments can agree on common definitions so we very much hope our work in mapping out the global gig economy helps foster better understanding, better collaboration and better legislation. John Nurthen is executive director, global research, for Staffing Industry Analysts, the global advisor on contingent work. For more information, visit www.staffingindustry.com.

www.elmotalent.com.au

INTEGRATED TALENT MANAGEMENT PLATFORM

CELEB R ATI O N

Doing what we say we’re going to do Recruiter Cox Purtell, the Australian winner of RCSA’s Award for Excellence in Candidate Care, has made talent attraction and engagement their competitive advantage. Carly Fordred writes.

The mission is simple: Cox Purtell aim to be the most courteous recruiter that candidates can work with. So how do they achieve this? The foundation of this aim is built on culture Tracy Moore explains. “Our company culture is diverse – we’re real people. We’re all committed as a team internally. We have a good sense of collaboration in the business and I think that’s what makes the talent management team successful,” she says.

Cox Purtell’s initiatives

n 2015, Cox Purtell embarked on a strategy to further strengthen their candidate offering and implemented a new structure, to include a dedicated talent management team. “What we wanted to do as a business was to make sure we always have the best candidates ready to go, says James Purtell, Managing Director of Cox Purtell. We know that consultants are extremely busy day-to-day filling their active roles and working with active candidates for these roles, but sometimes the candidates that aren’t specifically for a role can fall through the gaps, he says. Our talent management team is there to stop people from falling through those gaps.” “We need to be competitive with attracting talent, echoes Business Partner of Talent Acquisition Tracy Moore. We can’t just rely on traditional methods of sourcing candidates. We don’t want to register a candidate once in our business and then never talk to them again. We’re quite pedantic about engaging throughout their job search, and engaging them when they’ve completed their job search so that when they’re eyeing the job market again they pick up the phone to Cox Purtell,” she says. “One of the major problems that candidates can suffer with is a lack of communication. What we’re really trying to do in terms of engagement, in addition to social and digital, is proactively engage them over the phone regularly to keep in contact,” says Tracy.

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Temp of the Month Clients and consultants nominate a temp or contractor who they feel has gone above and beyond. Have they filled in at short notice or earned praise from their host employer? The award is presented on-site and shared with the social media community.

Placement gifts for permanent placements Each candidate placed by Cox Purtell in a permanent or fixed term contract is presented with a gift of appreciation. In addition to recognising placed candidates, Cox Purtell aim to give back something to all candidates, whether it’s advice on how to build a CV, how to improve their LinkedIn profile, advice for their job search, words of encouragement, interview coaching – and always thanks and respect.

Social Media engagement Cox Purtell engage with their candidates through various social media channels. They have a heavy focus on Facebook and Instagram in particular, as it allows them to engage with candidates by speaking their language and interacting in a fun and friendly way. As the social community has grown, candidates have begun to share their experiences on their own networks – a powerful endorsement. “We have invested in our own brand manager who is awesome. She champions that function but is definitely keen to get all our internal people

CEL EBRATION

involved as much as they are willing and able to. It gives people an outlet from just recruitment, so they can get involved in the brand and the social strategy,” says James Purtell. “Our brand manager gives Cox Purtell a real personality and what you see on social media is what it’s really like in the office,” says Tracy.

Career blog Each candidate who registers with Cox Purtell is invited to join the blog mailing list. The posts are written by consultants, and topics range from employee benefits to interview tips, and workplace diversity. Cox Purtell has also shared guest candidate posts on the blog.

Candidate Care Code Cox Purtell has developed a Candidate Care Code to ensure that all candidates are respectfully responded to. “We make sure that all candidates are responded to within a specific time frame – that’s 48 hours and we don’t keep them waiting,” says Tracy Moore. We also make sure that whether we place them or they are still looking, we follow up with them. One of the best things that underpins our Code is that we do what we say we are going to do. The Candidate Care Code is our expectation

as a business on how we treat our candidates. Everyone complies.”

Salary Exchange Cox Purtell implemented the CP Salary Exchange as a tool for candidates to compare and measure their salary and benefits against the industry benchmark. They currently have over 92,000 searchable salaries for candidates to compare.

RCSA Membership All of Cox Purtell’s consultants are signed up as Individual Members of the RCSA. “It demonstrates our commitment to professionalism and wanting our people to be as professional as we can be,” says James.

Our company culture is diverse – we’re real people. We’re all committed as a team internally. We have a good sense of collaboration in the business and I think that’s what makes the talent management team successful.

DECEMBER 2016

BUSINE S S E NA B LE M EN T

Kinetic Superâ&#x20AC;&#x2122;s Cameron Doig explains why keeping employees connected to their superannuation is also good for business.

The super engaged workforce 24

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BUS I N ES S EN ABLEMENT

sk any HR professional about the most important factor for a productive workforce and they will likely answer “engaged employees”. Few would argue that an employee’s attitude directly affects their performance and the success of the company.1 There are many ways an employer can boost employee engagement – from encouraging volunteering and study leave, hosting office celebrations to team building activities and pay rises. But there is another, very simple tool, that many businesses overlook, superannuation. Accounting for almost 10 per cent of an employee’s total earnings, super offers a wealth of opportunity to engage employees while allowing employers to demonstrate that they care for their employees’ future.

We all have it so why should we care? Let’s be honest, superannuation is something many of us take for granted. From the day we start our first job, superannuation is part of our working life journey. It’s always there in the background – which could be why so many people, particularly younger employees, tend to take it for granted. This disconnection, however, creates an opportunity for progressive employers to start a conversation with their employees about the importance of managing their super. This conversation starts from the first day on the job. The process of selecting a fund presents a great opportunity for employers to engage with new employees and show genuine commitment to their employees’ future wellbeing. “Because super makes up a large component of an employee’s remuneration, it’s vital for employers to make sure their staff are aware of their ability to choose the right super fund for their long-term financial future,” Kinetic Super’s Executive Officer Customer Growth, Cameron Doig explains.

Connecting to super through key life stages Funds like Kinetic Super have long recognised the importance and benefits of helping employers build engagement around super with their workforces. “At Kinetic Super, we are more than just a super fund, we think of ourselves as a partner.” “We have a great team of passionate and dedicated Relationship Managers to help support our employers in every aspect of their super needs. We pay particular attention to the financial wellbeing of employees, not only during employment,

but also at times when employees are out of the workforce due to injury, illness, pregnancy or other key life stages,” Cameron said. It’s during these common career breaks that superannuation funds and employers can really make a difference. “During these times, employees may need to review their insurance options, beneficiary nominations or put in place salary sacrifice arrangements prior to taking leave. Employers can play an important role during these times, helping their staff to consider superannuation through life changes and giving them a greater sense of control – today and for the future.”

Addressing the super gender divide When it comes to remaining connected to their super, women are a particularly important target audience. Approximately 90 per cent of Australian women will retire without enough money to fund a comfortable lifestyle in retirement2. This is largely because women are generally the primary care givers, often taking time out of the workforce to care for children or elderly parents. Prolonged absence from the workforce hits women particularly hard, with many older women leaving the workforce without sufficient superannuation to see them through a comfortable retirement. “At Kinetic Super, we have designed employee programs to address the needs of women who temporarily leave the workforce. For employers, these programs can form part of broader efforts to facilitate women’s return to the workforce after maternity leave.

Helping your employees feel valued Increasing understanding and awareness of superannuation within the workplace is an important part of financial literacy. Providing relevant education and information is vital in achieving employee satisfaction. A UK survey ‘Financial wellbeing: the last taboo in the workplace?’ found that 19 per cent of employee respondents would value more guidance from their employer around their finances3. “By providing access to education and superannuation messages on a regular basis, employees will be more engaged and understand the importance of reviewing their super during these life events,” Cameron explained. “We can help employers access multiple channels to reach out and engage employees with their super, including

newsletters, intranet, email campaigns and payslip messaging. Used effectively, these channels can deliver key superannuation messages and information that is relevant and timely.” Kinetic Super also provides employers with a toolkit, including brochures, video links and email templates, to help demystify superannuation and encourage employees to maximise its benefits.

Kinetic Super’s unique engagement approach To help employers meet their employees’ superannuation needs, Kinetic Super focuses on creating conversations and delivering advice, given by real people. “Our Client Relationship Team meet with employers and employees to discuss super options in a way that’s accessible, real and meaningful. We know that people become more engaged if there is someone to explain things to them, rather than just bombarding them with printed messages,” Cameron said. The Kinetic Super team run regular workplace education seminars to help employees learn how to maximise their super savings with outstanding results. It has been an effective way to reinforce the importance for Australians to take control of their super just as they would with other financial matters. “We work with employers to put in place a comprehensive engagement program throughout an employee’s work journey. A bespoke engagement calendar is designed starting from the onboarding of the employee to the time the employee leaves the employer.”

Taking the time to get it right “We take time to listen to our employers and we’re heavily involved in assisting them with super administration. Employers can then spend their time on growing their businesses and focusing on their core objectives. We also ensure we keep employers informed of upcoming changes and any impact this may have on their super obligations. Kinetic Super’s team can help with any queries new employees may have about their super. Working together, your employees can have the financial future they deserve,” said Cameron. Content provided by Kinetic Superannuation Ltd. Call on 1300 304 000 or visit kineticsuper.com.au for a Product Disclosure Statement to consider if it is appropriate for you. 1. w ww.insyncsurveys.com.au/media/92145/impact_of_ employee_engagement_on_performance.pdf 2. w ww.superannuation.asn.au/media/mediareleases/2015/media-release-27-january-2015 3. w ww.futuremap.com.au/category/hr-specific/employeeengagement/

DECEMBER 2016

BUSINE S S E NA B LE M EN T

Dying for a Chat A few years ago, I experienced some medical symptoms that had me worried. Without going into the gory details of what those symptoms were, I did what many do – I turned to Google – I googled my symptoms and self-diagnosed. Amy Towers writes.

y self-diagnosis was extreme – I was toast. The very next day I contacted the doctor’s clinic and I was able to get an appointment. Relief! Going into my appointment, all I was hoping for was a consultation with the doctor who would listen to my concerns, talk through the symptoms and provide some insight to what might be causing these symptoms. In essence, I wanted the doctor to reassure me that I was going to be ok. When I arrived to my appointment, the doctor, without an introduction pointed at the seat instructing me to sit down. As I sat down I was confronted with the doctor asking me ‘what is wrong?’ – I was taken aback. After a few ummms and ughhhs I proceeded with telling the doctor my concerns. Not even ten words in I was interrupted by the doctor who said that my concerns were overthought and there was no need for further investigation. GULP! I left the doctor’s clinic speechless and unsettled. I wondered how a doctor could lack such empathy. That day I wrote a letter of complaint and sent it to the doctor’s clinic. The next day I was called in and asked to meet with the GP who I had complained about. I agreed and met with her. She explained that her behaviour was unacceptable and that personal issues had distracted her attitude at work. The GP was very remorseful and informed me of her plan to improve her beside manners with patients. She asked if I would be willing to have another consultation with her – I agreed. We discussed my symptoms and family medical history and then proceeded with a few standard medical checks. Just through that consultation process I felt reassured in the doctors’ diagnosis. I agreed with her reasoning behind the symptoms I was experiencing. I left that consultation in a much better headspace. Whilst that consultation occurred six years

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ago, I’m reminded of the experience each time I go to the doctor. Whilst perusing in a book store recently, I came across Dr Ranjana Srivastava’s Dying For a Chat, the communication breakdown between doctors and patients. It reminded me of my experience I had with the GP. I was fascinated to understand why this is such a common issue in the medical profession. The book explores why good communication skills should be considered as important to healthcare as medical breakthroughs. Dr Srivastava explains that one of the primary drivers for dissatisfaction with healthcare is poor communication between doctors and patients. Reading this book, the message really resonated – consultation is just as vital to ensure health and safety of workers and others in the workplace. This is a message not only to those in the medical profession, but to all leaders in all sectors. A lack of effective consultation between leaders and workers in the workplace can lead to a poor health and safety culture and negative outcomes. Dr Srivastava suggests; when doctors communicate well, the consultation becomes more patient-centred, taking in a broader view of the patient’s needs. Surprisingly, consultation time is often no greater, proving that if doctors interrupt less and ask open questions, the patient is more able to help in the diagnostic task. This can be compared to health and safety in the workplace. Consulting with your workers can assist in diagnosing the risks that they and others may be exposed to. Regular engagement and consultation with your workers can uncover operational risks that may not be so obvious to those in the executive seats. The objective of consultation in the workplace is the same as in a doctor-patient relationship; to keep people (workers) healthy and safe. Dr Srivastava makes an impressionable

statement in her book – “Of all interventions that will make future medicine sustainable, accountable and reflective of the wishes of society, it is the ability for doctors and patients to be truly involved in shared decision-making.” I believe this holds true for the health and safety success in a business. Leaders must know how to talk to their workers and should make a habit of it. Consultation between leaders and workers is a must-have not a nice-to-have. Consultation with workers and others that you share a duty with is a legal requirement under work health and safety law. It is an essential part of managing health and safety risks. A safe workplace is more easily achieved when everyone involved the work communicates with each other to identify hazards and risks, talks about any health and safety concerns and works together to find solutions. This includes cooperation between the people who manage or control the workplace and those who carry out the work or who are affected by the work.

The key to effective consultation

Effective Consultation Your workers are more likely to engage in consultation when their knowledge and ideas are actively sought and any concerns about health and safety are taken seriously. Where you share a duty with another duty holder in respect to your workers, you must

BUS I N ES S EN ABLEMENT

Amy Towers, Founder and Director of Risk Collective

have systems in place to ensure that consultation, co-operation and co-ordinator of health and safety activities occur. In a recent case Boland v Trainee and Apprentice Placement Service Inc [2016], Trainee and Apprentice Placement Services Inc, a not-for-profit (NFP) organisation was prosecuted for failing their duty under section 46 of the WHS Act to consult with other duty holders. The prosecution followed an incident involving a roofer who was placed with a roofing contractor by Trainee and Apprentice Placement Service. The roofer sustained severe injuries when some guttering came into contact with high-voltage powerlines. Regularly consulting with your workforce and other parties responsible is simple and effective. It’s the key to cultivating a healthy and safe workplace. A chat with your workforce regarding potential risks of a task can prevent a serious injury or fatality.

How do you rate health and safety consultation in your workplace?

= skip it = meh = not bad = good = superb How do you rate health and safety? If you think consultation in your workplace could be done better, consider the following consultation challenge. This challenge is a concept adapted from the Schwartz Rounds.™

The challenge • Schedule a day in each month for the next three months to hold a consultation session with your workforce

• Identify some though-provoking topics to base the consultation sessions on • Identify a panel of presenters (internal and external) who can provide insight on the topic and arrange a brief presentation from these presenters at the consultation session. • Allocate time in the consultation session for your workforce to share their experiences, thoughts and feelings • Consider where improvements can be made – where risk can be reduced • Implement strategies that have been agreed upon

• Reflect on the outcomes at the end of the three-month challenge • Share the wins with your workforce. Amy Towers is obsessed with setting you free when it comes to your work health and safety obligations. A risk expert with more than 10 years’ experience working as a Health and Safety Specialist and Consultant, Amy enjoys solving complex business problems and is truly passionate about guiding, directing and protecting you and your business against health and safety risks.

DECEMBER 2016

BUSINE S S E NA B LE M EN T

The secrets to attracting candidates to regional areas The challenges in finding great talent in urban centres are well known, so imagine how much more difficult it is in regional areas. Fortunately, there are solutions.

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t is difficult to believe but in the experience of staff and recruiters from Mars Food Australia, people tend to be more inclined to relocate overseas for work than travel 90 minutes outside of a major CBD. But this trend, they say, is beginning to change. “Part of the reason for this change is how we engage with candidates when we are recruiting, to share our story and those of our associates [staff] and give them a real feel for our culture,” says Natalie Jones, People and Organisation Director at Mars Food Australia. The Mars head office is on the NSW Central Coast, 90 minutes north of the Sydney CBD. The business offers staff a long list of benefits, including an on-site gym, bootcamp sessions, yoga classes, 100 per cent subsidy to external gym and pool membership, access to counselling services, a subsidised on-site canteen, cooking classes, on-site massage, access to a free on-site health practitioner, charitable activities, and a fully subsidised calendar of physical activity events for staff and their families. The region in which the office is based is famed for its relaxed lifestyle, including beaches and national parks, and real estate is significantly cheaper than in Sydney. What’s not to like? Yet Mars is currently having a challenging time filling a finance and a marketing role.

“Certain corporate positions that are highly competitive or that pose a supply-todemand challenge in the CBD areas do become more difficult for us to attract,” Jones says. It is a similar challenge to the one that was faced by Nicola Laver, Associate Client Training Manager for SEEK, in a past role when she was tasked with attracting staff to Canberra for public service positions. “It was not the trendy Canberra of today, it was quite a while ago when it was quite a sleepy town,” she says. “The graduate program we were bringing people into was quite an attractive one, so our main job was to sell the place itself.” “We had to spend time in Canberra and look deeply into what it offered to young people. It was close to the ski fields, fantastic for bike riding and offered good restaurants. We had to sell those points at every careers fair, on websites and in individual conversations. That message, which had to be authentic, was consistently reinforced at every touchpoint.” Some years later, Laver and her team discovered the graduates were actually more interested in the role and less in the place, so had to adjust their message accordingly. As is the case in so much of the business world, success came from knowing the customers wishes.

BUS I N ES S EN ABLEMENT

How people feel about moving for work Recent research commissioned by SEEK, which surveys 4800 Australians that are representative of the workforce each year, found just under two in five would consider relocating to a regional area for work. The key reasons for a move included change of pace, more affordable living and job security. Main arguments against such a move include wanting to be in or near a major city and not wanting to uproot their family. Almost half (48 per cent) said a pay increase (typically of $20,000 to $30,000) would make them consider relocating, while 27 per cent said they’d consider such a move if they were very passionate about the role or the business. Just over half of the respondents (51 per cent) felt a move to a regional area would be career-limiting.

How do regional businesses attract talent? Simon Dowling, author of Work With Me, business trainer, speaker and expert in making collaboration happen, says regional businesses would do well to concentrate on three great influencers of candidate attraction. He defines them as ‘mood’, ‘mind’ and ‘movement’. 1) MOOD: “This is when someone looks at your idea or proposal, whether it’s a job advertisement or a meeting at a careers fair, etc, and reacts,” Dowling says. “How do they feel about the opportunity? What emotional

response do you and your brand evoke in a candidate? Are they interested enough to want to talk further?” 2) MIND: “This is the logical side of the argument. Why would they take such a job? What’s in it for them? Is it a smart thing to do?” 3) MOVEMENT: “This is when they are inclined to say yes, but there’s something that makes it difficult for them to take action, such as a long drive to a job interview. It is about helping convert enthusiasm into action.” All of these obstacles can be navigated around, Dowling says. In order to influence ‘mood’, for instance, a recruiter should consider who should be the face of the business. “You must be very clear about who will be deployed to introduce the opportunity to candidates,” Dowling says. “Who are your ambassadors? Employing a local recruitment firm might make sense logically, but might not make much sense from the point of view of candidates connecting with the business.” Avoiding the ‘mind’ obstacle comes down to knowing what to discuss in terms of practical implications – income, other types of payoffs (affordable real estate, etc), lifestyle, family benefits, etc. To get beyond any ‘movement’ blocks a recruiter might consider alternative interview processes such as Skype. Or they might offer

a few nights of accommodation in the region, for strong candidates and their families, in order to conduct relevant interviews and introduce them to the area. Most important, Dowling says, is consistency of messaging across multiple channels. Whether a candidate is hearing about a position through online advertising, social media, word of mouth or via a recruiter, the messaging must be consistent and strong. Jones from Mars Food Australia agrees. “We know what makes Mars Food special and are very proactive in communicating this across multiple channels including LinkedIn, our website and job boards such as SEEK,” she says. “Networks and partnerships with local universities, TAFEs and schools enable us to source up-and-coming talent to provide intern, graduate and apprenticeship opportunities. Word of mouth is also powerful and all of our associates help spread the word of what a great place Mars Food Australia is to work. Our associates also identify local talent for us, which we recognise and reward.” “Lastly, we encourage our leaders to be active in the market, which enables them to identify talent early, and to share the Mars story and what makes this a great place to work.” This article authored by SEEK.

DECEMBER 2016

BUS IN E SS E NABL EM EN T

Cyber-attack

Risks and remedies for recruitment firms

Consider this situation: Your business critical software, such as networks, remote access gateways, and email servers are gone and a ransom payment is the only way to get your business back up and running immediately. Have you got a plan in place to deal with this level of disruption? Have you already connected with cyber security experts who can come to your aid and seek out the cause of this attack? Cybercrime is growing at a phenomenal pace. Cyber-attacks increased globally by 38 per cent last year and the Australian government estimates that almost 700,000 businesses (33%) have experienced a cybercrime. Small to medium enterprises (SMEs) were targeted 60 per cent of the time, with the average cost of an attack costing them more than $275,000.

RCSA JOURNAL

SMEs often believe they are too small to be the target of a cyber-attack, however, cyber criminals aren’t selective about the size of the business they attack. This lack of awareness and protection makes SMEs an easy victim. By far the biggest risk is human error. It only takes one employee to open an infected file and the whole network can be compromised. Firewalls won’t prevent this from happening, but simple employee training can. A cyber insurance policy will provide you with access to an incident response team available 24/7, 365 days a year. These teams have the necessary professionals (including IT security professionals, IT forensic experts, public relations firms and specialist legal advisors) on site to get your business back up and running as soon as possible. These insurance policies cover your own costs (such as ransom payments and the cost of repairing or restoring your IT system), third party claims (where private information is breached and your client, candidates or employees take legal action) and your loss of income resulting from the cyber-attack. With the Australian government proposing to follow the US in establishing mandatory

Consider how reliant your business is on its IT system. Would you be able to operate if it was offline for an extended period of time? Consider the following repercussions: • Disruption of your internal IT system resulting in an inability to trade. • Disruption to your cloud based software or storage providers platforms. • Loss or theft of candidates and employees personal information. • Hacking of social media platforms/ websites leading to brand damage. data breach notification laws, company reputations are on the line. Take action against cybercrime now. Talk to one of RCSA Insurance’s cyber specialists and find out how your business could be better protected with a cyber insurance policy. RCSA Insurance premiums start from under $1,000 for $250,000 of cover. Contact cyber specialist Mark Laudrum at RCSA Insurance today. Tel: 9233 8505 Email: rcsa@ardrossaninsurance.com.au

BUS I N ES S EN ABLEMENT

Personal Branding

It’s a lot like losing weight Recruiters with strong personal brands can add a huge amount of value to your recruitment team, but much like trying to lose weight it takes a lot of time and effort to get started. Chris South, founder of recruitment marketing agency, Prominence, explores how to get recruiters on-board with personal branding.

meet a lot of recruitment agency directors as part of my role. One of the most common comments I hear, (apart from “I need more recruiters!”) is “how can I get my recruiters to focus on their individual personal brands?” This is a good sign as it shows that most recruitment managers have moved away from the mind-set of restricting a recruiter’s personal brand to limit poaching and the potential for them to set-up on their own. Obviously these business risks remain, but if managed properly, the rewards of personal branding far outweigh these. For example, we know from our work that if you can get 60 per cent of your recruiters sharing your agency’s marketing material regularly, it can produce results that are equivalent to $2,000 in paid online advertising a month. So, how do you motivate your recruiters to develop and nurture their personal brand? The answer is to sell the concept to them in familiar terms. Most of us have, at one stage or another, felt the need to lose weight. If you’re remotely like me, you wake up one day and decide that everything is going to change. You’re going to lay off the Big

Macs, cut down on the Friday beers and get out the spandex in preparation for cycling to work every day. When this happens, my motivation generally lasts for around a week before I begin to question how effective my efforts actually are. This is because I’ve lost no obvious weight, I’m missing nice food and it’s still a bit cold outside in the mornings. Over the next couple of weeks, bit by bit, I give in. Before I know it I’ve dropped back into my usual habits. I don’t even have to question why this has happened, I know the answer and it’s simple: I didn’t see any immediate results so I gave up. Recruiter personal branding is no different, it’s a time game. Again, I’ll use my own experience to demonstrate this. In 2014, I moved back to New Zealand from the USA and set about establishing a new business. Having been away for a couple of years I knew I needed to quickly re-build my networks, and crucially establish a brand with an audience I hadn’t previously focused on, recruiters. I threw everything at it and went full steam ahead. First I practiced public speaking at a number of universities, helping students to use tools like LinkedIn. Next I began to write blogs on areas where I knew I had some unique expertise, and networked with other recruitment bloggers. At the same time I put myself out there, attending lots of local MeetUps, conferences and other industry events. All of this took a lot of time and energy, and by about month six, with very little to show for my efforts, I was really starting to question whether it was all worth it. I don’t really know why I kept going at this point. I guess I just really believed in the idea I had and wanted to see it succeed. Over the next two months I started to notice that when I was at events I was bumping into people who knew me, my articles were being shared and we received our first couple of business enquiries through word of mouth. Fast forward to the end of 2015 and I’d spoken at more

DECEMBER 2016

BUSINE S S E NA B LE M EN T

than 10 major conferences during the year, including SourceCon in Dallas (the largest sourcing conference in the world). My network was strong in New Zealand and beginning to expand in Australia, and most importantly I’d reached a position where I was able to stop making business development calls as business was regularly coming to us. It’s been that way ever since. I haven’t made a single cold business development call since 2015 and Prominence has grown from 1 to 12 people. The lesson from this story is that personal branding isn’t rocket science, it just requires recruiters to invest time and energy consistently for an extended period of time. Once they start to experience results from personal branding, these can quickly begin to surpass those achieved from all other business development activities. It should also be noted that once you have a strong brand, the time investment needed to maintain it actually starts to decrease. From our experience working with a broad range of recruitment agencies across a

diverse group of industries, here are my key tips to get your recruiters started with personal branding: Carrot and stick: It’s no good having one without the other, as recruiters are all motivated differently. Carrots can include company wide competitions or awards. One of my favourites is to run a monthly competition based on the results from the LinkedIn company profile comparison tool. This shows you the top 10 most visible recruiters within your agency. Generally, this is based on their activity, but the size of their network also plays apart. As for sticks, the most effective tool I’ve seen is to introduce KPI’s around personal branding. Consider tracking things such as content sharing, blogging or getting out to events. Training: Without clear direction, personal branding results vary greatly. Training is key; it’s how you ensure your team is focused on efforts that will return results. We generally advise that less socially savvy teams are given a few key activities to focus on to start with. For example, sharing company content,

ensuring their profiles are credible and contributing blog ideas. For more advanced teams, blog writing, attending or organising events or even public speaking are all great tactics. Guidelines: Most recruitment agencies have a social policy, but most probably 95 per cent of your recruiters have no idea what’s in it. To get the most out of your teams, create clear visual guidelines that not only let your teams know what they shouldn’t be doing (helping to avoid PR disasters) but also make it very obvious what they should be doing. Chris South is the founder of recruitment marketing agency Prominence. Prominence focuses on two core areas, marketing strategy and outsourced marketing services. Through these, Prominence has successfully helped numerous recruitment agencies throughout both Australia and New Zealand to grow their brand and expand their business, delivering marketing solutions that puts them ahead of their competition.

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A finance partner you can rely on. Easy to work with, flexible and fast. Scottish Pacific currently provides funding to 200 labour hire businesses across Australia and New Zealand, with combined annual sales revenues of $1.5B and credit lines totalling over $200m. Talk to the industry specialists to find out how we can help you to grow your business. Why Choose Scottish Pacific? • Fast access to the cash tied up in your outstanding invoices. • A facility that grows in line with turnover. • No real estate security required.

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BUS I N ES S EN ABLEMENT

#Gigruption

Where are all the jobs going? Productivity Commissioner Jonathan Coppel addressed members recently about the challenges and opportunities for the local recruitment industry under the new ‘gig’ economy.

ith a number of Members in the room and a LIVE webcast audience listening in, the commissioner outlined the Commission’s recently released white paper Digital Disruption, What Governments need to do, which provides an insight into the ‘gig’ economy and the major shift and impact it may have on employment and workplaces in Australia. According to the Commissioner, recruitment businesses have the opportunity to continue to act as intermediaries in a ‘gig’ economy by reorienting their businesses to different tasks. While the commissioner identified that skill matching will remain important, it will be employment advisory services and professional advice for example, on matters such as remuneration and benchmarking that will pave the way forward for recruitment service providers in a ‘gig’ economy. The Commissioner also suggested that regulation, policy and law will be challenged and will need to adapt as the ‘gig’ economy grows.

“The gig economy is a new type of relationship between employer and employee. It can be as short as an hour for a specific task or it could be for much longer,” Jonathan Coppel said. That opens up a whole bundle of issues relating to the obligations of the employer and the employee and whether they are different from the traditional model of engagement.” The luncheon and LIVE webcast format is a new offering from RCSA. The format is designed to allow Members to access content and industry leaders from behind their desks over lunch. The events are moderated by RCSA CEO Charles Cameron and feature a dedicated Q&A session for Members to have their questions answered by the presenter. Fair Work Ombudsman Natalie James joined Members in late November for the second event in this new format. For more information about upcoming luncheon and LIVE webcast events, access the RCSA events calendar via the RCSA website www.rcsa.com.au.

DECEMBER 2016

A SSO CI ATI O N NE W S

Savage Brothers SPRINTing around Australia & New Zealand The exceptional success of their owner/manager ‘Savage Growth’ masterclasses last year has spurred Greg and Chris Savage to commit to an even bigger 2017 series – this time aimed squarely at desk recruiters who want to grow fees and thrive in changing times.

his nine-city Australia and New Zealand roadshow is sharply priced so agencies can send their entire teams. It’s critical for owners and managers too, ensuring they keep at the edge of the ideas and tools to lead effectively in challenging times. Here’s the reality. Everything about recruitment is changing. The market, technology, client expectations, sales process and techniques, candidate behaviour. Recruiters need to change too! Greg Savage’s diverse and unique experience in recruitment, from Australia and around the world, is blended with cuttingedge insights from brother Chris, a global expert in selling, branding, customer service, and relationship building. This world of experience will make sure every attendee leaves this half-day, intensive masterclass better armed to bill much higher fees, and to achieve greater success. Sign up your teams and leaders now to a unique and powerful event for recruiters who want to achieve bigger, better results:

S.P.R.I.N.T

The six pillars of the future-fit recruiter. Every attendee will leave this Masterclass with a personalised ‘recruiter growth’ road-map as part of a detailed handbook. It’s packed with tools, tactics and tips to drive recruiting success right now. Every owner and manager will have the framework to lead successful teams and breed high billing new hires. The content is based around the Savage view of the six pillars of the future-fit, modern recruiter. Detailed strategies, tactics and new ideas, for sourcing, modern candidate management, personal branding, marketing, social media for recruiters, advanced influencing skills,

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networking, modern business development and crucial advice on self management and productivity. Expect a great deal on the day, including full sessions on the following; • Recruitment is evolving. Are you? • Do you have the ‘change intelligence’ to be a modern recruiter? • The top 10 habits for keeping ahead of your competition. • The Savage candidate sourcing masterclass. • The new age art of candidate seduction in a skill short market. • Tactics to improve your ‘seduction conversation rate’. • Detailed, simple tactics for social and digital sourcing. • How to find candidates that others can’t on Facebook, Twitter, LinkedIn and much more. • 10 people skills that turn you from a ‘transactor’ to a consultant. • Modern use of the oldest tool (the phone!). • The magic of building ‘Brand You’. • The simple 7-point ‘candidate care’ plan you can • 10 tactics for building a digital brand that drives $. • LinkedIn and Twitter branding masterclass. • The ‘moments of truth’ that will make or break you. • Modern business development that works and is fun! • How to win clients without cold-calling. • ‘Social selling’ and why you must master it. • ‘Recruiter equity and the crucial skill of influence’. • How to become a ‘key person of influence’. • 10 tactics to influence critical candidate and client outcomes. • Selling exclusivity and the magic of a qualified job order. • Four candidate interview essentials that most recruiters do not know.

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• Top 10 tips for turbo charging efficiency. • How to always work on Dollar Productive Activities (DPA). • 10 habits of high performers. • Deep dive into the DNA of the modern recruiter. Savage SPRINT is shaping to be the educational and motivational highlight of the year. Greg Savage’s previous tour of this nature aimed at recruiters – more than two years ago - drew 900 attendees across Australia and New Zealand. “Every recruiter, owner or manager will leave this half day session with more than 100 tips, tools and tactics to drive billings higher, and to keep doing just that the more our business changes,” Greg Savage FRCSA (Life) said. “We have created content that takes the very best of our combined experiences and which will turbo-charge growth for any recruiter interested in just that growth.” Bookings are filling fast already for the nine events. For full details of the tour, including pricing and early bird opportunities, go to www.rcsa.com.au

2017 Australian Dates Adelaide - Wed 1 March Perth - Thurs 2 March Melbourne - Tues 7 March Canberra - Wed 8 March Brisbane - Thurs 9 March Sydney - Fri 10 March 2017 New Zealand Dates Christchurch - Wed 15 March Wellington - Thurs 16 March Auckland - Fri 17 March

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A S S OCI AT ION NEW S

Recommendation to target rogue labour hire operators with licensing is refreshingly balanced The recommendations handed down from the Victorian Inquiry into the Labour Hire Industry and Insecure Work are refreshingly balanced and free of union ideology that says only permanent work should exist in Australia.

ommenting on recommendations of Professor Anthony Forsyth, for a licensing scheme for labour hire firms supplying the horticulture, meat and cleaning sectors in Victoria, RCSA CEO Charles Cameron said: “We are encouraged that somebody of Professor Forsyth’s standing has acknowledged the labour hire industry as a significant employer and a major contributor to the Victorian economy.” “We are relieved that ideology and union pressure may, if the Victorian Government fully accepts the recommendations, finally be removed from this issue and that we can focus on addressing the issue of exploitation through a targeted response.” “Most Victorians understand that volatile economic and market conditions mean greater flexibility is required by business in how they source and engage workers. The labour hire industry has for decades been working with government and industry to create employment and work opportunities and to promote the right balance between flexibility and responsibility,” said Mr Cameron. Following the April 2015 ABC Four Corners report that exposed the exploitation of workers in high risk industries including horticulture and food processing, a spate of Labor Government inquiries into the labour hire industry arose. These practices were undertaken by illegal labour contractors which operate outside the industry, organisations which the Minister for Industrial Relations, Natalie Hutchins, today described as rogue labour hire firms. The recommendations of the Forsyth report address these issues. The proposition that all forms of work, other than permanent full time work, is undesirable is of great concern. Unions represent 1 in 10 Australian private sector workers, and the idea that more and more law in Victoria or Australia can change global trends and the choices of Australians to work flexibly, is out of touch with the preferences of working Australians.

Despite constant misrepresentation by unions we know that: • Casual employment is not increasing, it has remained stable for a number of years. • The size of the labour hire workforce and is not increasing, let alone out of control. • Part time employment is being chosen by more Victorians because it allows them to balance work and life commitments. • Suppressing casual employment and professional labour hire will increase the levels of informal work which is why the ‘gig economy’, where unskilled and semi-skilled workers are engaged as independent contractors, is predicted to boom. In considering the report recommendation that users of labour hire be penalised for using rogue labour hire providers, Mr Cameron said “RCSA and the unions both agree that placing an onus upon the buyers of labour hire to not buy services from illegal labour contractors is a direct and effective means of stamping out the poor practices and malpractice of illegal labour contractors. If there is no funding of illegal labour contracting there is no business for rogue operators”. While the RCSA welcome the balanced and considered recommendations of the inquiry report, it maintains that licensing is not the best solution. “We believe a sustainable and effective solution will be achieved through an independently audited labour hire certification system which is supported by employers and designed by the industry. Let it be very clear that professional labour hire firms are frustrated and tired of seeing bottom-feeding labour contractors continue to operate. Stamping out these illegal operators can only be sustainably achieved if buyers stop funding dodgy labour hire and illegal labour contractors,” said Mr Cameron.

DECEMBER 2016

ANR A NEWS

ASSOCIATION NEWS

ANRA Members Forum and EBA

from RCSA Principal Partner Kinetic Super.

During November ANRA held both a Council Meeting and Members Forum in Brisbane, which was successful and covered a wide range of content.

Jenna Williams from Disabilities Services Consulting presented an excellent session on the succeeding in the NDIS. Alan Chanesman thoroughly addressed a number of immigration issues including visas, which included a number of “curly” questions from members.

Council was required to appoint office holders with myself (Alan Bell) being reappointed as Chair and Josh Hill being reappointed Vice-Chair. Several councillors also renominated for a further 2-year term on council including previous Chair Danielle Wallace along with Joel HepburnBrown, David Litkouhi and Pam Hill. Council has also received a number of new expressions of interest in the ANRA EBA which now seems to be sufficiently supported to be viable moving forward. The Members Forum attracted a good number of attendees who were enthusiastic and engaged well with the presenters. The Forum began with an update on the activities of the Council on behalf of members followed by a brief presentation

Tanya Williams demystified a number of aspects around online and social media applications for business expansion and Kerry Lanchester from LASA presented on the new era of changes in residential and home care. ANRA also accepted volunteers to form a working group at the invitation of QLD Health to provide input and industry views on the upcoming 2017 Nursing Tender. This is a great win for ANRA members following the poor process and outcomes of the previous tender process. Since then, ANRA Council and the RCSA have invested significant time and money in engaging directly with QLD Health, who are now

anra

Association of Nursing Recruitment Agencies

embracing ANRA as part of their supply chain solution. Excellent work by all involved. ANRA Council has also developed an information sheet to educate candidates on the business ethics and standards of Member agencies and is now working on a version for clients as well. Council and Member Forums for 2017 will be gazetted for the full year by the time you’re reading this article.

DECISION MAKERS TRUST RCSA MEMBERSHIP Organisations increasingly insist on working with members of a professional industry association. Demonstrate your company’s commitment to your professional association and its Code for Professional Conduct by becoming a RCSA Corporate Member. And if you’re already a RCSA Corporate Member, display your RCSA logo on business cards, email footers and online. Contact us at info@rcsa.com.au or call +61 3 9663 0555.

RCSA Corporate Membership sets you apart. 36

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rcsa.com.au

2017 RCSA ACUMEN SPEAKER SERIES

2017 RCSA ACUMEN GREG AND SPEAKER SERIES

CHRIS SAVAGE PRESENT

THE SIX PILLARS OF THE FUTURE-FIT RECRUITER 2017 AUSTRALIAN DATES Adelaide - Wed 1 March Perth - Thurs 2 March Melbourne - Tues 7 March

Canberra - Wed 8 March Brisbane - Thurs 9 March Sydney - Fri 10 March

2017 NEW ZEALAND DATES Christchurch - Wed 15 March Wellington - Thurs 16 March Auckland - Fri 17 March

100 proven tips, tools and tactics to drive billings Every recruiter in Australia and New Zealand must attend this event. Everything about recruitment is changing. The market, technology, client expectations, candidate behaviour.

Recruiters need to change too! This 4-hour, half-day, intensive masterclass will equip recruiters with the tools to succeed in the modern era. Every attendee will leave with a personalised road-map contained within a detailed handbook, with tools to drive recruiting success and higher billings right now. Every owner and manager will have the framework to lead successful teams and breed high billing new hires. Attendees will get an in-depth explanation of the six core components of the modern recruiter. Detailed strategies, tactics and new ideas, for sourcing, modern candidate management, personal branding, marketing, social media for recruiters, advanced influencing skills, networking, modern business development and crucial advice on self management and productivity.

Here is a sample of the content: »» Use ‘change intelligence’ to be a modern recruiter »» The top 10 habits for keeping ahead of your competition »» The Savage candidate sourcing masterclass »» The new age art of candidate seduction in a skill short market »» Tactics to improve your ‘Seduction Conversation Rate’ »» Detailed, simple tactics for social and digital sourcing »» How to find candidates that others can’t on Facebook, Twitter, LinkedIn and much more »» 10 people skills that turn you from a ‘transactor’ to a Consultant »» Modern use of the oldest tool (the phone!) »» The magic of building “Brand You” »» The simple 7-point candidate care plan you CAN follow »» 10 tactics for building a digital brand that drives $ »» LinkedIn and Twitter branding masterclass

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»» The ‘moments of truth’ that will make or break you »» Modern business development that works and is fun! »» How to win clients without cold-calling »» ‘Social selling’ and why you must master it »» ‘Recruiter Equity’ and the crucial skill of influence »» How to become a ‘key person of influence’ »» 10 tactics to influence critical candidate & client outcomes »» Selling exclusivity and the magic of a qualified job order »» 4 candidate interview essentials that most recruiters do not know »» Top 10 tips for turbo charging efficiency »» How to always work on Dollar Productive Activities (DPA) »» 10 habits of high performers »» Deep dive into the DNA of the modern recruiter.

Early Bird Specials

Booking before 3 Feb 2017 $210.00 for RCSA Members (+GST) $315.00 for Non-Members (+GST) Table of 10 $1890.00 for RCSA Members (+GST) $2835.00 for Non-Members (+GST)

Book online www.rcsa.com.au

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AMR ANZ UPDATE

ASSOCIATION NEWS

The AMRANZ Forum was held in Melbourne during November with a number of guest speakers invited to present to Members. Negotiation strategist, Tony Hudson, took attendees inside the mind of a procurement negotiator. In an interactive session, members were asked to reflect on their past medical recruitment procurement meetings and consider where they became difficult. Key negotiating principles were reviewed which members were able to take-away and apply to their own scenarios going forward.   Sarah Harper and Bronwyn Keen of AHPRA guided attendees through the process of preparing a successful AHPRA application, covering the new Medical Board of Australia registration standards and guidelines and common registration/application

RCSA JOURNAL

queries and processes. Amber Mardon, Assistant Director, Provider Eligibility at the Department of Human Services introduced AMRANZ members to the ’digital transition tool’ that streamlines the requirements of medical recruiters in dealings with the Department. Rachel Kemp, Recruitment Resourcing Manager at Medibank presented a social media and branding for your business workshop. Rachel focussed on educating members why they need to invest in social media, how social media can be used for candidate sourcing and what they need to focus on to improve both their employer and recruitment brand. AMRANZ has been working with Queensland Health as part of the Department’s review of the B45 policy and agreement in the lead-up to a tender for medical

staffing in Queensland. As the largest purchaser in Queensland of recruitment services for medical staff, QHealth is an important stakeholder for AMRANZ. To update members about the procurement transformation project currently underway at Queensland Health, Hubert Hehl, Category Director - Medical Services Strategic Procurement & Supply at Health Support Queensland spoke to members about the objectives and outcomes of the project.

ASSOCI A S S OCIATI AT ION O N NEWS NEW S

Spotlight on…WorkforceXS

Why did WorkforceXS join RCSA?

Established in 1997, WorkforceXS commenced trading as a supplier of on-hire staff principally to the horticulture industry. Today the company has expanded to include the supply of personnel, both temporary and permanent to almost all industries throughout Australia. Since opening in 1997, the business has expanded to 14 recruitment agencies operating across Australia. In 2002, WorkforceXS expanded to include a franchised team of business partners, which has strengthened the distribution of their services. Foundations are now in place to grow the business significantly throughout Australia. What sets WorkforceXS apart? WorkforceXS are a franchised partnership and have the scale and resources of other firms, however, a decentralised decision making process allows for speedier service. WorkforceXS provide expert systems and support to experienced recruiters to start their own temp recruitment agency. By supporting each agency to grow from the ground up the company now boasts an established network of successful expert recruiters. WorkforceXS provides professional temporary, part-time and full-time staff across a range of industries including: • Industrial and manufacturing • Waste management • Warehousing and distribution • Traffic management • Security • Horticulture • Mining • Domestic and commercial • Healthcare construction • Aged care • Transport and logistics • Administration • Civil construction

“Before joining the RCSA, an important first question was: what benefit does RCSA provide us, and in turn, what can we contribute that will benefit the industry as a whole?” says Jean Norris of WorkforceXS. “The most significant benefit is that RCSA is a common voice to government. RCSA is an organisation that values outside input and is willing to listen to suggestions and needs. A unified voice can bring common issues to the attention of government and work with them to create viable solutions. RCSA are the ‘watch dog’ of our industry and are at the forefront of all legislative changes. In these times of change, we are represented by the RCSA and fully support CEO Charles Cameron and his team who champion on behalf of the recruitment industry.” “An important part of our franchised program is ensuring that we are members of established industry associations which ultimately opens our organisation up to more opportunities for personal and professional growth and increased market presence,” Jean goes on to say. The more we become involved, the more benefits are realised.” “The basic function of any association is to provide valuable information, appropriate training and access to materials that would not ordinarily be available. The RCSA provides all this, as well as the Code of Conduct which unites members in operational and behavioural excellence. “We are delighted to be members of the RCSA and proudly display the RCSA logo across all our corporate marketing.”

Welcome to our new Corporate Members Welcome to the RCSA’s newest Corporate Members. The following organisations have committed to high standards and the protection of our industry, via their RCSA Corporate Membership. »» Air Consulting Australia Pty »» LtdCreative Recruiters Pty Ltd »» DDL Recruitment »» Gen5 Group Pty Limited »» Goodhope Nursing »» Companion Pty Ltd »» Hanebe Limited »» Hub Executive »» Merlin Recruitment »» MWP Consulting Pty Ltd

»» Omni Pathways »» Ostara Australia Ltd »» Peak Healthcare Recruitment »» Professional Recruitment Australia »» Strive Labour Hire Pty Ltd »» Synergy Placements Pty Ltd »» Team Work Solutions »» United Recruiting Solutions Pty Ltd »» Workforce Services Pty Ltd »» WorkforceXS

DECEMBER 2016

ASSOCIATION NEWS

RCSA PREMIUM SUPPORTER PROFILES

Voyager is a provider of innovative recruitment software, designed for recruitment consultants by recruitment consultants. Voyager Software offers you complete recruitment solutions that manage candidates, clients, jobs and placements in an efficient & effective manner. This includes such functionality as posting jobs to advertising sites, processing applicants, searching your database and CV pool, email marketing and harnessing social media such as Linkedin. The powerful search functionality and the MS Office / MS Exchange integrations free consultants to be more focused on generating revenue. We also integrate with the MYOB AccountRight Suite and Astute Payroll. Visit www.voyager-software.com.au for a free, no obligation demonstration.

Indeed is the #1 job site in the world and allows job seekers to search millions of jobs on the web or mobile in over 50 countries and 28 languages. More than 140 million people each month search for jobs, post resumes, and research companies on Indeed, and Indeed is the #1 source of external hires for thousands of companies (sources: SilkRoad & iCIMS). For more information, visit http://au.indeed.com

APositive Cashflow. • Payroll funding designed for recruiters. • Access up to 100 per cent of the value of your invoice on the day you raise it. • Advanced technology allows you quick and easy access to funding. • APositive can integrate with other Recruitment back office systems. • You can take on business without the stress of meeting payroll. • Flexible pricing options to suit your business. • No upfront fees or fixed contract. To find out how APositive Cashflow can replace your cashflow stresses with time and energy to grow your business, visit www.apositive.com.au

RCSA PARTNERS & PREMIUM SUPPORTERS RCSA Principal Partner Kinetic Super

RCSA Premium Supporters 2cloudnine APositive Cashflow Astute Payroll ELMO Fairfax Media Indeed Scottish Pacific Business Finance SEEK Limited Voyager Software (Australia) Pty Ltd WorkDESK Recruitment Software

RCSA Supporters 180 Capital Funding AltusQ Appoint Me Arkadin Australia Auditor Training Centre Ayers Management Pty Ltd Broadbean Technology BULLHORN

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CoverCard Contract Careers CXC Global Head Office Disability Employment Australia Etz Technologies FastTrack Pty Ltd FCB Group First Choice Software Asia Pacific Found U Holdings Pty Ltd Gumtree HHMC Australia Pty Limited HIRABL IProfile JobAdder JobFlare JXT Consulting Lander & Rogers Lipman James Lombardi Partners Melbourne Polytechnic (formerly NMIT) Mindset Group MyInterview.com Next Telecom Pty Ltd

NPA Worldwide Payroll Metrics Quinntessential Marketing Consulting Pty Ltd Rec Tech Solutions Recruitment Juice Revelian Rocketseed Rural Health Workforce Australia Selectus Pty Ltd Sovereign Private SpotJobs The Accounting Department Waddle Loans WorkPro Year13 Jobs

NZ RCSA Supporters Pathways to New Zealand Ltd Secured Signing Ltd Trade Me Jobs

A S S OCI AT ION NEW S

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

Vice Presidents Peter Langford FRCSA Sinead Hourigan FRCSA

Directors Robert Olivier FRCSA Steve Heather FRCSA Alan Bell FRCSA Nina Mapson Bone FRCSA Ian McPherson FRCSA Penny O’Reilly MRCSA Andrew Sullivan FRCSA Nic Fairbank Matthew Sampson MRCSA

RCSA Life Fellows Pauline Ashleigh-Marum FRCSA (Life) Jim Bailey FRCSA (Life) Robert Blanche FRCSA (Life) Dorothy Caldicott 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) RECRUITMENT & CONSULTING SERVICES ASSOCIATION LIMITED The RCSA Journal is published by the Recruitment & 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

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 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 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 Sinead Hourigan FRCSA Alison Hucks FRCSA Phil Isard 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 Nina Mapson Bone FRCSA Michelle MacDonald FRCSA Andrew McComish FRCSA Fraser McKechnie FRCSA Ian McPherson FRCSA Annie Milne FRCSA

EDITORIAL ENQUIRIES

SUBSCRIPTION ENQUIRIES

Carly Fordred RCSA Marketing & Communications Manager T: +61 3 9663 0555 E: cfordred@rcsa.com.au

Bulk orders and subscriptions are available: contact the RCSA at the address details to the left.

ADVERTISING ENQUIRIES Carly Fordred RCSA Marketing & Communications Manager T: +61 3 9663 0555 E: cfordred@rcsa.com.au

The Recruitment & Consulting Services Association (RCSA) is the peak body for the employment industry 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.

DESIGN Privaro Design E: nick@privaro.com.au M: 0408 159 355 www.privaro.com.au

PRINTING Metro Print This publication has been produced using paper sourced from sustainable, well managed forests. Environmentally friendly techniques have been followed by an ISO 14001 accredited printer.

Tracy Morgan FRCSA Gillian Mullins FRCSA Stephen Noble FRCSA Robert Olivier FRCSA Natasha Olsson-Seeto FRCSA Penny Perkins FRCSA Stephen Porter FRCSA Bruce Ranken FRCSA Scott Roberts FRCSA Sophie Robertson FRCSA Deborah Ross FRCSA Alan Sherlock FRCSA Linda Simonsen FRCSA Paul Slezak FRCSA Ian R Stacy FRCSA David Stewart FRCSA Andrew Sullivan FRCSA Lyn Tanner FRCSA Corrine Taylor FRCSA Vibeke Thomsen FRCSA Gayleen Toll FRCSA Scott Thomas 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.

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.

DECEMBER 2016

ASSOCIATION NEWS

RCSA CPD & EVENTS CALENDAR JANUARY - MARCH 2017 INTRODUCTION TO RECRUITMENT WORKSHOP

INTERVIEWING ESSENTIALS WORKSHOP Sydney & Melbourne 17 February Brisbane 15 February Perth 17 February

Sydney & Melbourne 10 February Sydney & Melbourne 20 January Sydney & Melbourne 24 March Brisbane 18 January Brisbane 8 February Brisbane 22 March Perth 10 February

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Advertise in the RCSA Journal

You can reach owners, managers and consultants in the employment 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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