RCSA Journal June 2014 by RCSA

R ECR U I T M EN T

A N D

CO N S U LT I N G

S ERV I CE S

A S S O CI AT I O N

L I M I T ED

Australia & New Zealand | June 2014

PRINTPOST APPROVED PP352380/00065

Celebrating excellence! RCSA Awards & Gala Ball

IN THIS ISSUE

A RC S I O N A L T A CE RN INTE NFE RE N D CO Y BIR EARL SING CLO NE! U 30 J

• A promising market in New Zealand • Engaging with online staffing • The growing need for enterprise flexibility

Please pass on to: ________________________ ________________________ ________________________

Contents THE RECRUITMENT AND CONSULTING SERVICES ASSOCIATION LIMITED

________________________ ________________________

FOCUS: CELEBRATING EXCELLENCE

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

RCSA AUSTRALIA & NEW ZEALAND

RC SA INTERN ATION A L CONFERENCE 2014

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

RCSA JOURNAL EDITORIAL ENQUIRIES The Editor: Sally Matheson Matheson Publishing T: +61 3 9820 2676 E: sally@mathesonpublishing.com.au

RCSA JOURNAL ADVERTISING & SUPPORTER ENQUIRIES Julie Morrison Manager – Marketing & Communications RCSA T: +61 3 9663 0555 E: jmorrison@rcsa.com.au www.rcsa.com.au

SUBSCRIPTION ENQUIRIES

http://videohive.net/item/openers/5787339?WT.ac=item_more_thumb&WT.seg_1=item_more_thumb&WT.z_author=ERAGUN

RCSA Gala Ball and Awards Evening

4 President’s Report: Robert van Stokrom FRCSA 6 CEO’s Report: Steve Granland RCSA AWARDS 8 RCSA Gala Ball and Awards Evening NEW ZEALAND COMMENT

DESIGN

12 A promising market in New Zealand: four leaders comment 14 The rise of the flexible workforce 14 Canterbury rebuild

Privaro Design M: 0408 159 355

INTERNATIONAL COMMENT

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

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

The RCSA Journal is printed in Australia. Both the printer and the paper used to produce this document have Forest Stewardship Council® (FSC®) and ISO 14001 environmental certification.

16 More staffing firms engaging with online staffing 17 Ciett Report: Building capacity across Asia Pacific RCSA INTERNATIONAL CONFERENCE 18 Putting lipstick on a pig and calling it “innovation” BUSINESS MANAGEMENT ISSUES 20 The growing need for Enterprise Flexibility 22 The Best Solution? By Mark Ashburn 24 Work 2.0: A time of change ON THE COVER: RCSA Awards winners at the Gala Ball, L-R: accepting the CSR Award on behalf of Aspect Personnel, Director Matt Sampson MRCSA; accepting the McLean Award for Workplace Safety on behalf of Chandler Macleod, Quentin Hearn, Group Manager OHS; and accepting the PEARL Award, Kurt Gillam MRCSA, State Manager WA, Kelly Services (Australia). See page 8 for a full report.

RCSA International Conference. Putting lipstick on a pig and calling it “innovation”

25 Recruitment industry trends 26 Discrimination cases – “still sizzling” 28 Spot the difference? 29 Super focus on management advice and consulting businesses 30 How to run a best practice “temp desk” 31 Recruiters making a difference for humanity ASSOCIATION NEWS 32 Strategic Plan update 33 Recruitment industry calls for end to 457 On-Hire Labour Agreements 34 Issues Update 35 Research: hiring intentions survey results 36 Member Groups: ANRA and AMRANZ 37 Award for RCSA Regional Councillor 38 In the Media/Business Solutions Memos, Guidance Notes & Templates 39 Meet your Region Chairs 40 RCSA Partners and Premium Supporters 41 RCSA Board, Life Members and Fellows 42 2014 RCSA CPE & Events Calendar

STAY CONNECTED www.youtube.com/ rcsatv www.facebook.com/ rcsaausnz

twitter.com/ RCSAevents www.linkedin.com/company/ rcsa-australia-and-new-zealand

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

JUNE 2014

PRESIDENT’S REPORT Robert van Stokrom FRCSA

n 22 May in Melbourne I was privileged to stand before a gathering of three hundred recruitment and employment services industry professionals from Australia and New Zealand at the RCSA Gala Ball. While it was a great opportunity to catch-up with colleagues and to meet many other members for the first time, it was also a reminder of the collective expertise, experience and a commitment to professionalism that is embedded in the culture of our industry. At the Gala Ball I introduced the RCSA’s call for governments, employers and workers to engage in a national dialogue to redefine how workers are able to participate in the workforce as they enter, exit and re-enter the workforce over the course of their working life – from 17 to seventy. This is an important initiative for our industry in Australia and New Zealand and one that reflects the commitment I believe our members have to defining a workforce that provides opportunities for all workers in productive, safe and progressive work environments. A clear example of that commitment is in the extensive work members of the RCSA New Zealand Region Council have undertaken in calling for employers to evolve their workplace practices, including health and safety standards and compliance with wage rates, as the basis for continued employment growth in New Zealand. The New Zealand Region Council has been front and centre in working closely with government and authorities in Christchurch to help identify key issues which have formed many of the commitments contained in the Canterbury Rebuild Safety Charter. Over the past few weeks, the Abbott government has handed down its first budget, and while there will be some intense negotiation over the coming months around several of its budget measures, it has put in place the bookends for the working lives of most Australians. It has also defined a once in a generation opportunity the recruitment and employment services industry now has before it. It is an opportunity to make an indelible mark on the workforce and the way we work today, tomorrow and for the next fifty years. This budget includes moves that will redefine the youth workforce, their work patterns and their pathways to work. And at the other end of a working life, an increase in the retirement age to 67 years and then seventy years from 2035

RCSA JOURNAL

is among other measures that will redefine how the experience+ workforce engages with work and their pathways to remain in work. One initiative of note is an increase to $10,000 in the subsidy available to those employing a worker over the age of fifty – it should be noted this subsidy is available to on-hire agencies. This is a pathway the RCSA has been arguing for several years as a common sense reintroduction to new work opportunities for many experience+ workers seeking their “next” career. So, while the government looks to increase employment across all age groups, the reality remains that, as an industry, we need to take the lead to usher in a new generation of workplace culture as the basis on which to increase participation in the workforce and redefine workplaces for generations to come. I believe our industry is up to this challenge. We represent the best of the best; recruitment and workforce professionals with cumulative experience that is measured in thousands of years and a commitment to defining and then fostering the future of work in Australia. We are now considering a workforce aged from 17 to seventy years which, if you think about it for a moment, represents workers from two and a half generations. This means that the opportunity and the challenge for our industry is to remain relevant and to remain the preferred pathway to work. Robert van Stokrom FRCSA RCSA President, Australia and New Zealand

It is an opportunity to make an indelible mark on the workforce and the way we work today, tomorrow and for the next fifty years.

Ch Ma De Bu Sq

RC SA INTERN ATION A L CONFERENCE 2014

http://videohive.net/item/openers/5787339?WT.ac=item_more_thumb&WT.seg_1=item_more_thumb&WT.z_author=ERAGUN

Margie Warrell

Craig Davis

Miles Hunt

Peter Williams

Barry Asin

2014 RCSA INTERNATIONAL CONFERENCE Platinum Sponsor

MILLENNIUM HOTEL, QUEENSTOWN 27-29 August 2014

CEO’S REPORT Steve Granland

Welcome to the mid-year edition of the RCSA Journal for 2014.

n this issue, we are celebrating excellence in our industry with a review of the RCSA Gala Ball and Awards held recently in Melbourne. We also develop the theme of the upcoming RCSA National Conference “Navigating the New Reality” and there is a thought-provoking article from Campbell Fisher on the growing need for enterprise flexibility, as well as articles on innovation and change and another valuable article from Andrew Wood Hon FRCSA (Life) on discrimination. We also have a new section, New Zealand Comment, looking at the changing state of the NZ market. Looking back on my column from June last year it appears that economically, there has been steady progress over the past 12 months. I had noted in June 2013 that the first half of the year had been challenging for Australian members and that there was a more positive feel about the state of the New Zealand economy and positive signs were starting to emerge from the US and Europe. It appears that 12 months on there has been some steady but not startling progress with occasional positive signs emerging from Australia, continued strong signs from New Zealand and the US in recovery mode. The latest Pulse Survey of Australian members noted that 54 per cent had reported an increase in demand for on-hire services while 27 per cent had experienced an increase in demand for permanent placement services. Overall results of the study suggested the demand within the on-hire and permanent placement market in Australia was improving. Despite some positive signs, there is no room today to rest on laurels. Smart players in the market will continue to evolve and adapt their businesses to prepare for coming changes and shorter economic cycles. Recognising this need to adapt to circumstances, the RCSA Board met recently to review the Strategic Plan and ensure the outcomes agreed 12 months ago were valid today. Additionally, all initiatives were reviewed for continued relevance while another twenty initiatives were added to ensure the plan remains reflective of

RCSA JOURNAL

member needs. Particular focus and additional resources will be dedicated to the RCSA increasing influence and the maintenance of standards. Following on from the Strategic Plan review, I met with all Region Councils to develop region-specific actions and initiatives flowing through from the Strategic Plan. I would like to thank all Council members for their efforts during these sessions. The outcomes in terms of tangible actions to be driven by Councils were fantastic and I am confident they will have an impact at both a local and more broadly at an Australia/New Zealand level. I have provided more detail on the outcomes from both the RCSA and Region strategic planning sessions in a separate article on page 32. I was very proud to be part of the RCSA Gala Ball and Awards night held on 22 May in Melbourne at the Regent Theatre. The Gala Ball and Awards night is a great opportunity to celebrate excellence in our industry and this year three hundred people enjoyed a fabulous evening. I would like to publicly acknowledge the hard work of the judges and thank all the applicants for ensuring the judges had a very difficult task by providing the highest quality entrants! Congratulations also to the 2014 winners including Kurt Gillam MRCSA, winner of the PEARL Award, Chandler Macleod, winner of the McLean Award for Workplace Safety and Aspect Personnel, winner of the Corporate Social Responsibility Award. I would also like to congratulate Deb Loveridge now with the post nominal “FRCSA (Life)”, who was inducted as an RSCA Life Member. Unfortunately Deb was not able to be at the ball due to travel commitments but we did receive a great video message which can be viewed on RCSATV. I was also proud to announce on the night that we will be introducing two new awards in 2014 which will focus on recognising excellence in both client and candidate service. These new awards are initiatives of the Board under the Strategic Plan and are linked to the raising of standards and recognition of professionalism. You will

receive more detail in the coming months. In early July, we will be in touch with members to announce a new significant supporter relationship which I am confident will be of great benefit to RCSA members. In closing, I encourage you all to consider attending this year’s RCSA International Conference. Not only is this event being held in one of the most beautiful locations in the world – Queenstown, New Zealand – but the quality and acumen of the recruitment specialists and presenters we have assembled for this year’s program is quite rare. The conference will run from 27-29 August at the Millennium Hotel, Queenstown. Registrations are running ahead of the 2013 conference so I urge you to get in early. There are significant Early Bird savings if you register by June 30, 2014 and additional discounts of up to thirty per cent are available for multiple registrations. Hope to see you there! Steve Granland RCSA CEO, Australia and New Zealand

Smart players in the market will continue to evolve and adapt their businesses to prepare for coming changes and shorter economic cycles.

Protect your companyâ&#x20AC;&#x2122;s future with professional indemnity and public liability insurance

Professional indemnity insurance protects professionals and their personal assets by providing cover against potential threats, such as claims for alleged negligence and error in the performance of professional services. Public Liability insurance protects your businesses legal liability for compensation following injury and/or damage in connection with your recruitment agency, vital cover for those who on-hire employees or contractors. Protect the finances, reputation and future of your company.

Call an OAMPS recruitment insurance expert today.

1800 552 551 recruit@oamps.com.au

oamps.com.au/rcsa Closer to clients Closer to communitiesÂŽ OAMPS Insurance Brokers Ltd ABN 34 005 543 920 AFSL 238312 - Ref: 0661-Sep13

R C S A AWA R D S

2014 RCSA Award Winners at the Gala Ball Three Award winners and a new Life Member were announced at the glittering RCSA Gala Ball at Melbourne’s art deco Regent Theatre in May.

hree hundred recruiters and partners applauded the Award winners as RSCA President Robert van Stokrom FRCSA welcomed everyone to our industry’s “night of nights” celebrating the great work RCSA members do every day. Robert acknowledged attendees, sponsors and judges: “Thank you for supporting your professional association and investing in its success, both tonight and throughout the year. That investment in RCSA is an investment in your success,” he said.

The 2014 RCSA Award winners are … The PEARL Award (Professional Emerging and Aspiring Recruitment Leaders) sponsored by Astute Payroll: the winner was Kurt Gillam MRCSA, State Manager Western Australia with Kelly Services. This year there were four finalists in the category. The McLean Award for Workplace Safety sponsored by WorkPro: the winner was Chandler Macleod Group Limited. Their submission focused on examples of how they have changed the way they view, measure and assess safety; and highlighted measures they have introduced to support high risk sites. The other finalists for the 2014 McLean Award for Workplace Safety were ATC Midwest, AWX, Challenge Recruitment, Enterprise Recruitment and HORNER Recruitment. The Corporate Social Responsibility Award sponsored by FastTrack: the winner was Aspect Personnel. Their submission highlighted their CSR “mission” – a collection of brilliant ideas from their staff as to how they can have a positive impact on those in the community around them. The other finalists for the 2014 Corporate Social Responsibility Award were ManpowerGroup, Support Recruitment Services, TaylorCare Recruitment and WorkPac. Life Membership: The RCSA Life Membership Award was bestowed upon Debra Loveridge FRCSA (Life). The Life Membership Award recognises outstanding service to the industry and a commitment to promoting the objectives and purpose of the Association.

RCSA JOURNAL

RCSA Vice President Peter Langford FRCSA, Managing Director HORNER Recruitment, Karen Colfer MRCSA, Vice President and Managing Director Kelly Services Australia & New Zealand, Steve Heather FRCSA, Managing Director Mining People International, Sinead Hourigan MRCSA, Director Brisbane Robert Walters, Lincoln Crawley FRCSA, Managing Director ManpowerGroup Australia & New Zealand, Nina Mapson Bone FRCSA, General Manager Recruitment - NSW/ ACT Chandler Macleod Group Limited, RCSA President, Robert van Stokrom FRCSA, Chief Executive Officer DFP Recruitment Services, Robert Olivier FRCSA, RSCA Finance Director and Director HRO2 Research Pty Ltd, Matthew Hobby FRCSA, State Manager SA McArthur

RCSA CEO Steve Granland said, “The RCSA Awards continue to grow in stature each year. This year’s event was bigger and better than ever and was just the right occasion for all RCSA members, partners and supporters to get together and celebrate the achievements of the industry. I congratulate each and every one of our finalists and winners on the work they have produced and the results they have achieved. “Additionally, two new Awards will be included in the RCSA Award program for next year. With a strong connection to the RCSA Code we will be introducing both a Client and a Candidate Service Excellence award in 2015. These awards will recognise and profile the substantial work of RCSA members in providing service excellence to both clients and candidates, highlighting the positive contribution members make to the business community and the individual work seeker,” Steve added. The call for nominations for the 2015 RCSA Awards will open on 1 November 2014. Kinetic Super is the Principal sponsor of the RCSA Awards Program, the RCSA Centre for Excellence and Principal Event Partner for the RCSA Gala Ball.

RCSA AWARDS

McLean Award for Workplace Safety, winner Chandler Macleod. From left sponsor Tania Evans, Manager WorkPro, Cameron Judson MRCSA, CEO Chandler Macleod, and Robert van Stokrom FRSCA, RCSA President and CEO DFP Recruitment Services

Megan Bolton, CEO Kinetic Super, Principal Awards Partner and Principal Event Partner with MC Vince Sorrenti

Corporate Social Responsibility Award winner Aspect Personnel. From left sponsor Leonie Hill APRCSA, Director FastTrack, Matt Sampson MRCSA, Director Aspect Personnel, and Robert van Stokrom FRSCA, RCSA President and CEO DFP Recruitment Services

Steve Granland, RCSA CEO, Robert van Stokrom FRSCA, RCSA President and CEO DFP Recruitment Services, and the Honourable Nick Wakeling MP, Minister for Higher Education and Skills

PEARL Award winner Kurt Gillam MRCSA, WA State Manager Kelly Services (Australia) (centre) with sponsor Nick Beames FRCSA, CEO Astute Payroll (left), and Robert van Stokrom FRSCA, RCSA President and CEO DFP Recruitment Services

Robert van Stokrom FRSCA, RCSA President and CEO DFP Recruitment Services

JUNE 2014

R C S A AWA R D S

Helen Olivier FRCSA (Life) introducing new life Member Debra Loveridge FRCSA (Life)

RCSA Life Members: Paul Veith FRCSA (Life), Julie Sattler OAM FRCSA (Life), Sylvia Moreno FRCSA (Life), Helen Olivier FRCSA (Life), Ruth Levinsohn FRCSA (Life), Kaye Strain FRCSA (Life), Ross Fisher FRCSA (Life), Peter Gleeson FRCSA (Life), Kris Hope-Cross FRCSA (Life), Greg Savage FRCSA (Life), Sue Healey FRCSA (Life), Nan Carroll FRCSA (Life), Robert Blanche FRCSA (Life)

Debra Loveridge FRCSA (Life)

The Kinetic Super team: Mark Ashburn, Lucinda Kelt, Richard Ferrier, Laura Fleischer, Frank Gullone Chairman, Megan Bolton CEO, Tobias Voevodin, Bindi Smith

RCSA JOURNAL

RC The SA cal Aw l fo r RCSA AWARDS ar ds nom wi ll o inat pe ion s ni n N for ov the em 20 be 15 r2 01 4.

JUNE 2014

NEW ZEALAND COMMENT

A promising market in New Zealand There are encouraging signs that the market in New Zealand is poised for recovery: “exciting times” and “most confident for three decades” are some descriptions we’re hearing. The RCSA Journal asked four NZ industry leaders for their comments on this trend: Ian McPherson FRCSA, Jacqui Barratt FRCSA, Paul Robinson MRCSA and John Harland FRCSA.

Ian McPherson FRCSA, Enterprise Recruitment Ltd

Paul Robinson MRCSA, Randstad Pty Limited (and RCSA NZ Chair)

Jacqui Barratt FRCSA, SALT Recruitment Ltd

John Harland FRCSA, ERG Workforce Ltd.

How do you see the recovering market in NZ generally? IAN: The NZ market looks very promising – Christchurch is leading the way but Auckland has the same amount of growth and possibly less of a bubble aspect to it. IT, technical and trades (white and blue collar) are in short supply and sourcing strategies for clients are becoming more prevalent. We’re seeing the return of in-house recruitment teams but, positively, most see recruiters as a key supporter of their strategies. Generally, in-house are recruiting wide and shallow so specialist recruiters are key to giving depth to candidate sourcing that they can’t build themselves JACQUI: The NZ economy has been quoted as being the most confident in three decades. As we all appreciate that confidence is now translating into increased hiring activity. What is positive to see is that not only are clients hiring for existing positions but for growth and new roles. They are taking the time to really consider the right structure for their organisations to grow and are seeking input. PAUL: I believe it will be very exciting times for New Zealand in the coming years. We’re finally seeing an acceleration in a number of sectors nationally. Firstly, construction continues to spearhead New Zealand’s growth with the Christchurch rebuild and the house building market in Auckland, and IT projects are also receiving green lights to proceed. This also has a positive impact on the ancillary sectors that are supporting these big projects and in turn has a positive effect on companies’ growth expectations and targets. JOHN: The market has certainly improved over the past 12 months, however, I am not as confident of the immediate future as many commentators. That said, I think with good

RCSA JOURNAL

and responsible management and a continuation of the caution businesses have shown over the past few years we are coming into a good period for most sectors. I attribute the last 12 months’ growth to companies having trimmed their staffing to minimum levels during the recession and, as conditions improved, finding they need to add staff to maintain production and sales – having already exhausted or struggled to get more productivity from fewer staff while also reducing costs in other areas. The slow and steady growth in sales that we have seen (ten per cent) is indicative of a cautious approach which has extended into 2014, despite the reported growth in business confidence. The NZ economy was not insulated from the global recession like Australia with their resources sector, and businesses have concentrated on strong management and a cautious approach to growth. The high NZ dollar despite a lack of fundamentals has held back recovery in the manufacturing sector and exporting sectors. Accordingly, it seems to me that companies are currently bullish about the future but are reticent to take the step of adding costs and staff to their businesses until they see real sustainable growth. There is a lot of political rhetoric around the economy as we are in an election year, but the reality seems to be a good outlook with a currently lumpy economy with a few sectors doing well and others continuing to experience difficult trading conditions. It does not appear as rosy as politicians would suggest, as manufacturing primarily but other industries as well, have a long way to go to recovery and growth.

Is the recovery affecting your organisation as yet? IAN: Yes – good growth in job books and client engagement. We’re actively looking

N EW ZEA L A ND COMMENT

to increase head count and on the back of solid growth have opened two new branches in the last eight months. JACQUI: Yes, we are pleased to say the year started with a bang; however this is as we would expect with the New Year movement that is typical in our industry. However, momentum has continued and we are seeing clients keen to capitalise on the improving economy. They are striving to be more competitive than ever and this is seeing them be more specific about the skills and competencies they want. PAUL: We are seeing growth in many areas of our business as hiring decisions are actually being made rather than just talked about, which has been the norm in the past 18 months. JOHN: In our flexible workforce area we have seen slow but steady improvement over the past full year to March 2014 with sales up ten per cent. The real gains have been made through strong cost management which we expect to continue for some time yet. However, the first quarter 2014 saw a decline in sales of five per cent compared with the same period in 2013 and while this may be symptomatic of our client base I believe it is more indicative of a flat market. On the permanent recruitment side, we have seen very strong growth with sales for the year up over one hundred per cent and costs reduced by 16 per cent. However, the first four months of 2014 has seen a marked slowdown with only three per cent growth over the same period in 2013. This could be a reflection of the end of year tax period with cash flow very tight, but more likely reflects a combination of caution and lack of talent and skills. From a recruitment perspective, the conundrum for businesses will be when to add skills and costs to support and maintain growth. There is a continuing and growing

talent and skill shortage in the growth sectors, particularly in Auckland and Christchurch, which could become a drag on the economy and growth. Businesses need to find a way to tap existing talent among youth and keep them in New Zealand while also recognising that there is a large group with good skills over the age of fifty made redundant during the recession which I believe is not being utilised. Everyone appears to want “younger“ staff whom they can “develop” yet there is a sector of the population with good skills who has been in the workforce for up to thirty or more years. They have less mobility and therefore will provide good long term staffing solutions. With a growing tendency among younger people to adopt a “contracting style” of career development, businesses will need to consider what is acceptable and sustainable staffing turnover to retain the necessary skills and expertise in their businesses.

and want to take longer than ever to pay –

What are your predictions for the economic future (short/long-term)?

declining and, once through the end of year

IAN: Solid around the country with bigger opportunities for Christchurch and Auckland. If you have remembered the lessons of the GFC and continue to run hard, concentrate on good practice, managing your cash flow and keep teams focused on delivering, then there should be a few good years in front of us. JACQUI: Short-term, more of the same, however long-term I do believe even in a confident economy companies have learnt from the past and will maintain a level of cautious optimism to ensure they manage growth to ensure it is financially sustainable. Cash flow is king and our industry needs to be incredibly prudent and watchful to ensure it doesn’t get burnt through poor credit management. Clients want it all, as we know,

you need to be careful. PAUL: The New Zealand economy will continue to grow for the next five to seven years. There is a lot of catching up to be done on projects and growth that hasn’t occurred in the past five years so the upswing while gradual will be very exciting for businesses who plan well ahead. JOHN: I think the growth will continue to be slow and steady for the next six months and if the current forecasts prove correct, we will see a good last quarter which will be maintained for a reasonably lengthy period into 2015 and beyond. The unknown factor for NZ will be the impact of the Australian economy as it is our biggest market, and the development of emerging economies such as China. The positives are that the market has ceased tax obligations, businesses will be better positioned to make an investment in the future. While I believe the economic future for New Zealand is bright, growth will be slow and steady. Globally, I believe New Zealand is entering a good phase which will attract overseas investment and benefit the workforce. Immigration will be a large factor in the sustainability of this growth as there is no short-term answer to the talent and skills shortage. Businesses also need to consider how they recruit for the future, with more focus on attitude and aptitude and then investment in training and development as the talent and skills shortage will continue to bite for a lengthy period.

JUNE 2014

NEW ZEALAND COMMENT

The rise of the flexible workforce Paul Robinson MRCSA New Zealand Chair, reports. More than a third (39 per cent) of New Zealand businesses will look to offer flexible work to attract, engage and retain the best talent in the next five years. Already, 35 per cent of employees in a recent Randstad World of Work survey indicated they have remote working options in their current role, and 65 per cent say it increases their job satisfaction. With numbers like these, it’s a no-brainer for employers to take flexible working seriously and capitalise on this trend to get ahead in the battle for the best talent. Not only is flexible working a key attractor of talent, but increasingly, almost half of Kiwi employers (46 per cent), see the benefits of flexible working as a way of improving employee engagement and satisfaction. This is up from 28 per cent in 2012. One of the possible reasons for this fairly significant evolution of New Zealand’s work practices in the last year and a half, is the upheaval which employees faced following the Christchurch earthquakes. With businesses relocated to outerlying areas of Christchurch since the earthquakes, most businesses have had no choice but to adopt remote working and it seems that this transition has been managed well and New Zealand organisations are learning from the experience in Christchurch. What we are seeing and hearing from businesses now is that both management and employees are embracing flexible work

practices and are reaping the benefits which include an increase in performance, productivity and engagement. Overall, New Zealand employers rate their performance in creating flexible working arrangements highly, with 61 per cent saying they do a good or excellent job. This is significant, as research has shown that technology and trust has been the two major hurdles for employers when looking to offer flexible working arrangements. Technology as an enabler and buy-in from senior management represents two major steps forward in this regard and also points to why this is now firmly on the agenda of New Zealand employers. As flexibility becomes increasingly important, businesses which overlook or who aren’t open to flexible work practices, could find themselves struggling to hire, or losing top talent – with the potential to have a damaging effect on the bottom line. Our role as employment and HR services consultants is to help our clients understand the benefits of flexible working and the power it has to attract top talent in the process. It doesn’t necessarily need to revolutionise a company’s work practices. There are simple and effective ways organisations can be more flexible in the approach to work such as staggering start and finish times, employing permanent part-time staff, and introducing job-sharing arrangements. Businesses need to look at the solutions which suit their operations and start adapting their approach to suit employees. Across the board, research has shown that

remote workers are often more productive than their office counterparts. To stamp out apprehension and ensure productivity and engagement levels positively benefit from the introduction of flexible working practices, organisations should have a sufficient framework in place which will help to foster virtual teamwork. This might mean using cloud-based technologies for ease of collaboration, as well as platforms like Skype, Google hangout, video and tele-conferencing to maintain team morale, no matter where they are located. It also means being aware of people’s availability and individual working arrangements, ensuring team meetings are set at times which allow for attendance from the entire team. As workplaces continue to evolve, flexibility will drive a variety of employment modes. New Zealand employers are acutely aware of this with 86 per cent of organisations preparing to manage an increasingly blended workforce of permanent, contract and virtual staff members of all age groups and cultural backgrounds, and all with individual needs. With an increasingly diversified workforce and with companies looking to grow sustainably in 2014, Kiwi employers will also look to hire more people on a part-time, temporary or contract basis so they can up-scale and down-scale to meet changing demand. This will allow businesses to better navigate resources and budgets through peak and trough workloads with less risk during uncertain business conditions.

Canterbury rebuild Over the last six months the RCSA has been well represented in a unique industry collaboration focusing on health and safety practices in the rebuilding of the town of Canterbury in New Zealand’s South Island after the devastating earthquakes in 2011. A collaborative working group has formed under the banner of the Canterbury Rebuild Charter focusing on an accident-free rebuild. The RCSA is represented on the Charter Leadership Group as well as all the working groups. An Industry Forum has also been established that sees the major recruiters in Canterbury planning a number of safety events that will be open to all on-hire staff to attend. The industry leaders have been working closely with a forum of government departments to highlight some practices that

have slipped into the New Zealand market that both departmental representatives and the industry have concerns about, particularly about how these practices affect vulnerable workers. As a result of this, IRD, WorkSafe, MB Labour Inspectorate, ACC and Immigration are combining to run industry audits in an attempt to benchmark good practice. The audits will be rolled out progressively and will focus initially on companies associated with the rebuild As they develop better profiles, they will be looking at the wider Canterbury labour market as well as the Auckland labour market. Labour on-hire companies will be a focus of the audits. Those that are new to the market, employ migrants, and have grown quickly,

will be the main focus, but some of the larger, more established companies can also expect to be engaged with. From this process, the Forum wants to achieve a lift in the standard of compliance across all industries. To this end, as well as providing reports to companies being audited, they will be taking compliance and enforcement action where appropriate. They will also be conducting detailed analysis on the data collected to provide market trends and risk areas. MB will be happy to share this information in an appropriate format for the purpose of ensuring that compliance is sustained and for reassurance that they are targeting the right areas. Ian McPherson, Enterprise Recruitment, New Zealand.

RCSA JOURNAL

etz-a

JUNE 2014

etz-au-may-advertorial-v2-0-0.indd 1

21/05/2014 13:25

IN TE RNATI O NAL CO M M EN T

More staffing organisations engaging with “online staffing” Online staffing has proved a growing global phenomenon, and 2013 seemed to mark a turning point, according to research by Staffing Industry Analysts. John Nurthen comments. US staffing organisations shifted in 2013 from just research and planning to actively engaging with online staffing providers by entering into use/service contracts and forming partnerships. And that trend is continuing. For example, Randstad this year announced an investment in Gigwalk, a San Francisco-based online staffing firm. For the record, online staffing is defined as an online platform that enables specific hirers and specific workers (typically contingent) to enter into, complete and transact work arrangements. Gigwalk is one example. Others include oDesk and Elance, which announced a merger in December, and Australia-based Freelancer.com, which went public last year. Platforms have sprung up around the world; France has a significant online platform of its own, Freelance.com, and so does China with Zhubajie, while Workana services the Latin American market.

John Nurthen

RCSA JOURNAL

How is your firm responding to the opportunity/competitive threat represented by fully automated online staffing services?

Chart based on a survey of US staffing organisatons.

Global online staffing is estimated at approximately US$1.5 billion in 2013, according to Staffing Industry Analysts. Online staffing is part of the “human cloud” group of platforms that grew from a few experiments in 2000 to about 150 different platforms in 2014. Online staffing represents about half the platforms in the human cloud. Other similar platforms include “crowdsourcing” and online services. Traditional staffing organisations initially ignored online staffing providers or thought they were alien to the staffing industry model of intermediating employment. Their markets also tended not to overlap with online staffing platforms mainly delivering short-project online freelancers to small businesses. However, in January 2013, Georgia-based Etowah became the first staffing firm to implement the NextCrew online staffing software system. Since then, more US staffing firms have started to engage with online staffing firms to join forces in some fashion. This change of attitude recognises that online staffing does have the potential to

cannibalise part of the traditional “offline” staffing market. Of course, not every job can be done remotely but plenty can and, with the ongoing development of technology, opportunities for remote working will only grow. Engagement by the staffing industry with these new online staffing platforms is not wholly a defensive response. Many have recognised the opportunities to access a whole new talent pool that has hitherto not been available to them; those who, because of personal circumstances can only work from home. And with skills shortages looming in many markets, online staffing provides access to global talent at competitive pay rates to enable local staffing firms to meet their clients’ needs. Staffing Industry Analysts gauged staffing firms’ interest in online staffing as part of a survey in 2013 that asked: “How is your firm responding to the opportunity/competitive threat represented by fully automated online staffing services?” The response suggests that engagement with online staffing is still in its early days. It found 13 per cent were considering some kind of active engagement

I N T ER N AT I ONAL COMMENT

Building capacity across Asia Pacific over the next two years and seven per cent said they were already directly and actively engaging. Still, 55 per cent indicated they were aware of online staffing but did not have any interest in it. Here are some ways that staffing firms have begun to engage with online staffing: • Research and planning – studying and gathering information regarding scenarios and use cases without taking action. • Arms-length contract – entering into a contractual use agreement to use the software or services of a platform provider. Online staffing providers that reportedly have been engaged in this way include NextCrew, Work Market and OnForce. • Partnership agreement – traditional staffing organisations and online staffing organisations enter into an agreement to more broadly co-operate in order to provide services and share value. Examples of this include the announced partnership of Kelly Services Inc and oDesk. • Direct investment – this includes taking an equity stake in an online platform to learn more about the business and have a position in the online staffing space. The one clear example is the recent investment of Randstad in Gigwalk. Online staffing remains a relatively new area despite the pioneering engagement by some traditional staffing organisations. However, it does not seem likely to go away. Staffing Industry Analysts is forecasting very strong growth for the online staffing platform market that could see it stretch from US$1.5 billion today to between US$16 billion to US$45 billion by 2020. Staffing Industry Analysts estimate that, in future, quite a few staffing organisations will be owning/operating or otherwise leveraging online staffing platforms in a number of ways as “hybridised staffing firms”. At some stage in the not too distant future, you will need to decide if you will be one of them. For more information visit: www.staffingindustry.com.

RCSA Representative and Ciett Board member Steve Shepherd FRCSA (Life) comments.

ith the proliferation ASEAN Staffing Federation Members along with, EU, ILO and IOM of social media, more Executives in Manila April 2014 and more the actions of we ensure that they are treated ethically recruiters all around the world are having an and fairly with good recruitment practices impact on the way our industry is perceived embedded in the country of origin and so and that directly impacts us in Australia and Ciett has also taken an active role in helping New Zealand. to educate and develop ethical recruitment Employment issues are no longer just a practices across this sector of our industry. country issue, they are now hot topics with In April, I was invited to present at a the G20 and ASEAN Groups and therefore meeting in Manila jointly hosted by the as an industry it is becoming increasingly European Union, ILO and IOM. The meeting important that we address common issues was titled “Making Breakthroughs in the at a global and regional level as well as a Implementation of Ethical and Professional country level. Recruitment”. With more than a hundred In March, Ciett held a symposium in attendees, there were representatives from Singapore on creating decent work in Asia the migrant recruitment industries and with representatives from the recruitment governments of all ASEAN Nations and industry of seven countries across Asia a common theme emerged; the need to Pacific (including RCSA) attending, along eliminate fees to job seekers as a means of with Ciett Board members, representatives eradicating abuse by rogue recruiters and from the ILO, IOM and IOE as well as the labour brokers and the need to develop global trade union movement. During this a common code of ethical standards and meeting we discussed the challenges faced practice for agencies providing migrant in each country around the provision of more workers. flexible labour including out-dated regulation As a result of both meetings, we have and attitudes towards temporary work. an agreement with nine country staffing With talent shortages in many countries federations including the RCSA to form a international migration is also a phenomenon collaborative group across the Asia Pacific of growing importance and we are seeing the private employment sector is increasingly Region who will operate with guidance from Ciett with the aim of enhancing the playing a role in this sector, facilitating the professional image and standards of our movement of skilled workers between industry across the entire region. The RCSA countries. has been on this journey for a long time and However, agencies engaged in the supply with Asia playing an increasingly important of migrant workers are often tarnished by role in the global economy and the stories of worker abuse and exploitation economies of Australia and New Zealand, which outweigh or overshadow the good the RCSA has knowledge and experience it work or contribution to creating decent can share to help develop the capacity and work that is provided by others and erode influence of other countries and play a the professional image of our industry. positive role in the development of ethical Over thirty per cent of these migrant recruitment practices in the region. workers are from Asia and while they are working all over the world it is important

JUNE 2014

R C S A CO NFE REN C E

Putting lipstick on a pig and calling it “innovation” H Many so-called innovations are nothing more than old ideas regurgitated in a different way. The challenge is to identify true innovation, writes RCSA International Conference presenter Scott Wintrip.

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

RCSA JOURNAL

undreds of leaders from recruitment companies across the globe heard panelists and speakers talk about “innovative” ideas at an industry event last March. In a number of instances, what was said was no different than putting lipstick on a pig and saying she’s a contender for Miss Universe. The reality is that many so-called innovations are nothing more than old ideas regurgitated in a different way. This observation is not a criticism of that event or the ideas that were shared, as many were prudent or even incredibly wise. Leaders benefit from reminders of what tends to work, also known as Sustainable Practices and methods that stand out for their ability to improve the way work is done, which are either true Best Practices or innovation. Labelling something as innovative, when it’s not, is careless, at best, and reckless when those hearing it blindly use it, thinking they’re about to reinvent the wheel. Why does this happen? Innovation in recruitment isn’t easy, especially since everyone has access to the same product. The day we gain the ability to manufacture cyborg candidates will be the day when true ease of innovation begins. So, do you just give up on innovation or just fake it by applying a bit more lipstick to the pig? Of course not. Innovation not only exists, it’s flourishing at companies that apply the “Innovation Equation”:

Good or Great PLUS Irresistible Value MINUS Labor and Complexity EQUALS Sustainable Innovation. True innovation entails starting with an aspect of your business that customers see as good or great, not what is sub-par or out of your wheelhouse. Next, you find a way to add value they find irresistible while also reducing your labor intensity and process complexity. Do that, and you’ve transformed what many people see as a business that’s hard or even impossible to innovate. What’s this look like on the street?

Recent examples include a client I advised to add value that prompted procurement in three different companies to enthusiastically choose to spend lots more money. Another was a service innovation at a global client that guarantees customers they’ll want to hire the first person presented every single time (I call this the “One and Done Promise” and it’s been kept 79 out of eighty times in just the past few months).

Better practices that lead to innovation While some people may like the idea of death by chocolate, most would probably agree that killing the success of a business with ineffectual approaches is a really bad idea. Unfortunately, that’s what’s happening in many recruitment companies across the globe. While the use of Repetitive Practices in their businesses may not close the doors, they are hampering the achievement of their tremendous potential. What is a “Repetitive Practice”? It is an inefficient method or routine that is often the way things have always been done. Repetitive Practices are all too common and are the cause of or a contributor to most of the challenges faced by companies of all sizes. How do you spot these? Watch for one or more of the following indicators: • A process that achieves less than the intended result. • Beloved or institutionally sacred methodologies that people fight to keep, even when these methods have lost their competitive edge. • Any routine that is complex, requiring constant reminders of what to do and how to do it. • A system, procedure, or course of action that people defend by saying, “But that’s the way it’s always been done”. • All ways of doing things that are the same after a maximum of two to three years (business and the market have evolved but processes lag behind). A recent example involves a client in my Executive Advisor program who improved sales tenfold in just three months. Their

R CS A CONFERENCE

Repetitive Practice of “Sales Force”, a sales process that attempts to control the client, was replaced by “Sales Flow”, a collaborative way of selling that engages the customer in selling themselves on buying. Sales Flow takes less effort, creates happier buyers, and is the current Innovative Practice that enrolls people in a more satisfying process for acquiring what they need and want. This increases sales, profits, customer satisfaction, and repeat business. In order to achieve greater success without ridiculous amounts of effort, Repetitive Practices must be replaced with true Best Practices, or even better, innovation. The best leaders at good companies treat this as an ongoing process in response to changes in their customers and in the market. While reminders of sound business practices are prudent and should be talked about often, these should never be treated as innovation. Doing so risks complacency and lulls people into being satisfied with kissing the pig.

JUNE 2014

B US I N E S S M A N AG EM EN T I SSU ES

The growing need for e B For business to competitively adapt to changing conditions, there will be increasing pressure for enterprise flexibility. This pressure will come not only from the regulators but also from consumers. These changing conditions present new opportunities for recruiters writes Campbell Fisher of FCB Group.

Campbell Fisher, Managing Partner and Solicitor Director, FCB Group.

RCSA JOURNAL

usiness conditions in Australia are likely to remain challenging, increasing the need for enterprises to be able to remain flexible to adjust to uncertainty with resilience and adaptability. This remains equally true regardless of whether you are a recruitment organisation looking to adjust to an increasingly competitive market, or a client relying upon your recruitment and on-hire services to ease that same adjustment. The flexibility needed to create dynamic organisations is not the same in each industry sector in Australia because the fundamental economic cycles and competitive dimensions of industry sectors vary considerably. Regulators need to be cognisant of the need to create a regulatory framework which accommodates the ability for business to develop enterprise flexibility which recognises their need to globally compete. Many industry sectors are increasingly being exposed to international competition in circumstances where traditional regulatory structures impede their ability to successfully adapt and change. Examples of this are the retail, services, and tourism sectors which continue to be burdened by modern award hours and penalty rates structures which more typically resemble social and working patterns from the 1950s. In other sectors, the competitive challenges are different but no less compelling in terms of the change in regulatory structure necessary to create an environment for them to excel. Large sectors such as mining and manufacturing continue to suffer from the inflexibility of our current industrial relations regulation, as well as a lack of some economic fundamentals in Australia’s infrastructure, particularly our transport systems. The infrastructure challenge is not easily addressed and will require governance in project selection, challenges in obtaining sufficient financing and the potential for capacity constraints particularly when an inflexible industrial relations system does not promote mobility of labour and skills development.

The Government is likely to fiddle with the system

It is unlikely that the Abbott Government will have the courage to make the fundamental changes necessary to support a dynamic and competitive labour market that Australia needs to compete for the next ten years. Rather, they will primarily tinker around the edges as they still carry the legacy of the negative perception that the WorkChoices legislative changes brought with them. Some changes proposed by the Abbott Government will however be helpful, these include: • proposals to re-balance the enterprise bargaining process so that protected industrial action may only be taken after meaningful discussions in relation to realistic claims which are required to consider issues of enterprise productivity • tightened union right of entry provisions and tightened regulation of registered organisations as a result of the regulatory challenges with the Health Services Union and Australian Workers Union • facilitating the creation of Greenfields Agreements, and • re-establishing and broadening the scope of the Australian Building and Construction Commission. While the Abbott Government proposes other changes, they primarily deal with tinkering with the balance of issues associated with the social safety net which, while important to get right, will not provide the fundamental or structural change to the labour market necessary for Australia to be globally competitive.

Given this regulatory environment, what will dynamic and successful organisations look like in the future? As a result of the challenging regulatory framework of the Australian labour market, what will dynamic organisations need to do successfully to thrive and prosper? • They will need leaders who are resilient and adaptive and capable of managing performance pressure with scarce resources.

r enterprise flexibility • They will need to master data metrics that capture and then analyse significant business drivers including systemic issues in labour engagement. • They will recognise that traditional notions of sourcing talent are breaking down as a result of mobility of labour, technology, social media and generational values. • They will recognise that labour supply and demand is more fluid and that changing labour intermediary dynamics and social media can support quick shifts in demand for labour but at the same time raise challenges for retention and skills formation. This is likely to challenge leaders to develop engagement eco systems and sticky talent networks to

ensure they have the right competencies available in the right places at the right time. • They will align career paths which recognise the pace of change of the organisation and also effectively align incentive structure to business strategy. • They will build cultures which emphasise transparency in relation to performance contribution and ensure that they have the technology infrastructure necessary for effective execution. Australia is likely to see a continuation of economic change which makes business conditions difficult to predict, emphasising the need for regulatory structures and leadership to facilitate business’ ability to manage through change. Many businesses

will continue to experience performance pressure and stressors requiring effective management with scarce resources and resilient and adaptive leadership. There will not only be pressure for enterprise flexibility in order for business to competitively adapt, but increasingly this pressure will come from changing social values and consumer pressure to have access to business services seven days a week, 24 hours a day. These changing conditions present new opportunities for recruiters and workforce planners alike, regardless of how quickly the law makers de-regulate.

JUNE 2014

B US I N E S S M A N AG EM EN T I SSU ES

The best solution? Mark Ashburn looks at the arguments for and against self managed super funds.

n the past few years there has been a great deal of talk about Self Managed Super Funds (SMSFs); however it tends to be polarised. On one side you have those who believe that everyone should have a SMSF – their line of thought is that it’s easy and allows you to control your own future. On the opposite side are those who believe SMSFs are risky, can get you in trouble and probably cost more than you think. To me the reality lies somewhere in the middle – I believe there are some valid reasons for managing your own super, just as there are valid reasons for allowing someone else to do so for you. In each case it is essential that you make an informed choice based on your personal circumstances. As you know, I’m a keen cyclist and someone I’ve been riding with for a few years now is a financial advisor, Garry Snell from Hillross. He’s not my financial adviser or associated with Kinetic Super, however, like all mates, we talk about work stuff. On a recent 250-kilometre ride from Melbourne to Wilsons Promontory we had plenty of time to talk and self-managed super came up. I thought afterwards that our conversation would be useful for the people who might simply be interested in SMSFs and just want to know a bit more before deciding to invest real time (and money) in the assessment. As we pedalled steadily towards “the Prom”, our conversation turned to super. Mark: We’re seeing a trend towards more money being put into super, I’m really interested in the role that SMSFs have to play. They still seem to be getting lots of good and bad press mileage. Do you think the numbers are likely to continue to grow? I’m wondering if the pressure from retail and industry funds is likely to impact them; after all, the funds are becoming more competitive and willing to tailor their offerings to people’s needs. Garry: You know Mark, I can’t see any reason why the growth won’t continue.

RCSA JOURNAL

As you mentioned, more and more money is being poured into superannuation due to increases in the rate of the Superannuation Guarantee and a relaxation of the superannuation contribution limits. Did you know that at the end of December 2013, there were 522,000 established SMSFs with 996,000 members? On the other hand, I must say that competitive pressure from retail and industry funds may slow the rate of growth. Especially now that funds are starting to offer a wider range of investment choice. Mark: Funds are providing a wider range of options, like the option of investing in direct shares. My feeling is that’s a really positive move forward. It may sound a bit odd coming from me, but I believe competition makes us work harder to put together the best solution for Australians. You say there’s around half a million SMSFs? While that’s a lot, it’s not really a big proportion of working Australians, is it? Is there a typical SMSF person? Garry: Well, the stats show that the majority of funds are established by “mum and dad” investors, but there is nothing stopping other like-minded individuals, such as friends or business partners, from venturing down this route. I believe that for some people, it is about being the “captain of the ship”, being in control of their own superannuation fund towards retirement and beyond. Others believe they can invest their money more cost effectively. Mark: I get that the demographics for SMSF folks may be wide, but there must be some characteristics that make people more likely to benefit from an SMSF. Are there three or four defining characteristics that would help the average person know whether they should look into having their own SMSF? Garry: Yes. The first and most obvious is the amount of money they have in their existing superannuation account. In my opinion, the minimum starting balance should be at least $300,000. Unlike retail and industry funds that charge percentagebased fees, the annual compliance fees for

a typical SMSF will be a fixed fee in the range of $1500-$3000. People need to remember that, as a smaller account balance can be quickly eroded by fees. This is also impacted by the ability to make larger contributions into superannuation. Salary packaging or investing some or all of an inheritance can help quickly grow the balance in a fund and make it viable I’m also seeing that the concept of estate planning within SMSFs is becoming a very important component of the decision about whether to establish a fund. There can be significant tax and succession opportunities available to the members and their families. Without a doubt, the ability to purchase and manage your own investments is a significant factor. As an example, residential or commercial property can be purchased directly by the fund and managed by the trustees/members. In fact investment in commercial property is particularly popular with small business owners who are able to lease the property from the superfund to run their business. Mark: Investment in commercial property – isn’t that a bit risky? I suppose that’s why some people will stay with a fund and have their investments managed for them. Garry: Undoubtedly. People need to understand that there are significant risks associated with all forms of investment, so having a very good knowledge of the particular class of investment should always be a high priority. It really is about educating yourself about whether a SMSF is the right choice for you and then even further, about the right choice of investments for your situation. Mark: Good point. There are definitely a few things I would check before deciding that I was going to start my own SMSF. First of all I would speak to a financial adviser (a Certified Financial Planner is best) who specialises in this area. The ATO also has a range of extremely helpful publications on their website, which include information about how to set up a fund, the roles and responsibilities of

business

trustees all the way through to winding up a fund. Go to www.ato.gov.au and click through to the publications section. Garry: Absolutely! Make sure you ask if they are a member of SPAA, the SMSF Professionals Association of Australia. Some accountants can also provide assistance if they are properly licensed. Mark: To me, anyone considering starting a SMSF should also weigh up what is on offer within retail and industry funds. They may find a suitable fund without going to the time and expense of establishing and running a SMSF. It is also important to know that a SMSF doesn’t have the same level of protection as a retail or industry fund. Under existing superannuation laws, there is no government or industry compensation available to members of SMSFs. Garry: That’s true Mark, however over the past few years the ATO has been increasing its compliance of SMSFs, and the trustees/members are being more carefully scrutinised. It is extremely important for anyone considering a SMSF to thoroughly understand the responsibility of becoming a trustee of your own fund. A breach of the legislation can lead to significant fines, imprisonment, or both.

And finally... Looking back on this day, I feel that if people are thinking about establishing SMSFs they need to consider whether they have the qualities to manage the fund, including: • time (for making investment decisions, ongoing management and compliance) • knowledge (you must understand the rules as set down in your fund trust deed and in legislation) and

• skill (to maximise tax advantages). While a financial planner and/or an accountant can provide invaluable assistance, ultimately, you as trustee of your fund are responsible for the ongoing management and compliance of the SMSF. It is not something that you can simply set and forget. SMSFs are a good idea for some and not for others. It’s important to talk to someone about your options as, just with riding a bike, there are many paths that can be taken and they don’t all lead to the beauty of Wilson’s Promontory. The information contained in this article is general in nature and intended to be a guide only. It does not take into account your personal objectives, financial situation or needs. You should not act on any of this information without seeking professional advice specific to your circumstances. The opinions, beliefs and viewpoints expressed by the author do not necessarily reflect the opinions, beliefs and viewpoints of Kinetic Superannuation Limited or the Kinetic Group. Garry Snell is an authorised representative of Hillross Financial Services Limited ABN 77 003 323 (“Hillross”). No remuneration or other financial benefits are paid to Hillross or their related companies or associates for providing advice in this publication.

Mark Ashburn, General Manager – Sales, Kinetic Super

JUNE 2014

BUSINESS MANAGEMENT ISSUES

Work 2.0: A time of change T Recruitment is in a time of immense change, writes Karen Lawson of CareerOne. How do you work with the changes to best build your company branding?

Karen Lawson, CEO CareerOne

he internet is transforming every sphere into a digital marketplace, including work itself. We tend to think about ecommerce in terms of Amazon and eBay: fast, transparent, marketplaces and exchanges for goods. But now the same is happening for skills and labour. There are three key pillars of change: • First is the economy. It’s forcing individuals and businesses to really use assets, resources, money and time in different ways • Secondly, we are seeing technology as an enabler of connecting people together • Thirdly we have social, which amplifies those messages to a large audience at scale in a timely manner. Together, these are seeing traditional models crumble as they spur innovation. We’re ending up with a much more dynamic, transferable exchange between buyers and sellers of talent. For example, the smallest trade of talent would be a task, such as picking up a coffee or fetching dry cleaning. Previously it wasn’t possible to connect with someone to do those tasks, but now we’re seeing just that in the US with Taskrabbit and Airtasker in Australia. Technology is allowing us to work when we want, where we want. Skills that were traditionally used in a physical environment can now be traded in a digital environment.

The new CV Through the internet we can learn so much more about an employer and an employee. Technology can now identify and track your social input into the digital world, such as engagement and thought leadership, and this is useful for both recruiters and prospective employees. Critically, employees want to know more about the companies they may work for. Recent research from Deloitte* found that Gen Yers want to work for organisations that foster innovative thinking, develop their skills and make a positive contribution to society. This means that businesses need to be more innovative and do more for society if they want to attract top talent. Most importantly, they need to actually show that they’re doing it, and this is where virtual environments come in, to improve and democratise the access to talent and information.

RCSA JOURNAL

Building an employer brand

To build more open and transparent communications, employers first need to think about what their brand is and how they are communicating it. Money has been poured into consumer and trade brands, but very little has been invested into employer brands. An employer branding strategy is needed to showcase culture and development within a business: the creativity, the flexibility within the workforce. A company needs to say who they are, what they do, why they are special. Once they’ve got that story right they can think about how to attract talent. There are different ways to do this: digital headhunting, a content strategy, marketing initiatives, social, video, virtual environments and Vfairs. It’s about developing different channels to market and identifying the right ones for the right individuals and roles.

Making the connection We’re particularly passionate about connecting Australians to other Australians, building trust between strangers and growing our nation’s labour capital rather than transferring that wealth overseas as other skills marketplaces are doing. Our business is here to connect companies and individuals to their chosen audiences for recruitment, brand and marketing messages. If we’re going to build a strong country we need to be competitive, flexible and have the talent to do that within Australia. If we pay people in Australia for their labour and reward them for their networks they can then buy products and services that will actually drive the economy. Karen Lawson, CEO CareerOne. * Source:www.deloitte.com/assets/Dcom-Spain/Local%20 Assets/Documents/Estudios/es_The_Deloitte_Millennial_ Survey_060214.pdf

BUSINESS MANAGEMENT ISSUES

Itâ&#x20AC;&#x2122;s official: the tide turned during the first quarter of 2014! Recruitment industry trends: predictions from Nigel Harse, the RIB Report

Nigel Harse, Director, The RIB Report

The first quarter of 2014 kicked off with a much-needed upturn for many recruiters. As anticipated, temp and contract hours processed through the payroll lifted again, with March quarter results reflecting an 18 per cent improvement on the same time last year. The nine-month financial year to date (FYTD) results improved, with the RIB Average now sitting just one per cent down on the FY13. Pressure on margins continues with FYTD pay rates increasing 13 per cent on last year. Charge rates increased by 12 per cent, leaving temp and contractor gross profit return on sales at an uncomfortable 12.6 per cent for the year, down on last yearâ&#x20AC;&#x2122;s 13.4 per cent. FYTD sales for the temp and contracting sector have risen on the back of increased charge rates to an all-time high, and reflect an 11 per cent improvement on last year.

March perm placements per participant softened slightly, but the month reflects a 14 per cent improvement on the same time last year. The March quarter closed strongly, with RIB Average results reflecting a 38 per cent improvement year on year. Nine month year to date comparisons reflect an improving deficit of minus four per cent on FY13. The RIB Average perm placement fee surged in March, and FYTD results reflect an improvement of five per cent when compared to FY13. Perm sales in March were the strongest for two years, rising 12 per cent on last year. The quarter closed with a 24 per cent improvement on last year, with FYTD results moving into positive territory, reflecting an improvement of 0.3 per cent compared to FY13.

JUNE 2014

BUSINESS MANAGEMENT ISSUES

Discrimination cases – Discrimination, and age discrimination especially, are high on the agenda of issues RCSA is addressing within the recruitment industry. Andrew Wood Hon FRCSA (Life) looks at some of the “pioneers” in this area who contributed so much to the knowledge that informs the conduct and determination of anti-discrimination cases. I had to smile1 when recent reports about Kevin Waters’ age discrimination complaint against Alpine Energy Limited, published in the New Zealand Herald2, and RCSA member concerns about access to rival candidate resumes in discrimination cases brought back a flood of memories. It was in the early 1990s that I was first invited to speak to a recruitment audience. I remember the occasion well. It was at the Polo Club in Brisbane. I was asked to speak about anti-discrimination law as Queensland’s Anti-Discrimination Act had just been passed. It was also shortly after the first-ever gender discrimination case had been brought against a US law firm. The case was Ezold v Wolf, Block, Schorr and Solis-Cohen3 and Nancy Ezold, a strong female candidate for partnership in the firm, had been passed over in favour of “more suitable” male candidates, whose personnel files, disclosed in the 13 day trial, revealed some “dirty linen”. One successful candidate was described by his peers as: … Overly impressed with himself. Does not focus on issues. Talks incessantly. Another: … simply disappears without notice, sometimes for a couple of days and sometimes on extended vacations. A third was said to have: … committed malpractice by delivering a sealed document to opposing counsel. Then there was the one, whose “outrageous personality” offended both a partner and an important client who changed law firms as a result. There was the one, who was so generally hapless that a partner wrote: If he is made a partner, I will never again submit an evaluation of any associate.

RCSA JOURNAL

I don’t know how he has lasted this long. Other similarly unflattering epithets were revealed by compulsory disclosure of the personnel files of the male candidates, who made partner: Wishy washy and immature. Not real smart. More sizzle than steak! Why did Nancy Ezold’s counsel need access to this information? Why did the trial judge let it get in? The answer lies in an appreciation that the essential element of unlawful discrimination is “less favourable treatment” on the basis of the relevant attribute – in Nancy’s case, gender. But then the question becomes, “Less favourable than what?” Basically, a discrimination case alleges treatment that is less favourable than the treatment accorded to a comparator – a person who does not have the attribute and with whom, but for the attribute, the complainant would have been treated on equal terms. It is a comparative exercise based on evidence. And that is what makes access and disclosure necessary. The real issue in these cases is not whether there should be disclosure; but how far it should extend. That hard reality was brought home in the appeal because, although Nancy Ezold was successful at trial, she lost the appeal four years later – the Court of Appeals being critical of the trial judge’s “pick and choose” approach to the selection of comparable candidate evaluations4. Now, this was the same issue that New Zealand’s Human Rights Review Tribunal had to deal with in Waters v Alpine Energy Limited5 recently – a case in which 62 year old complainant, Kevin Waters, sought disclosure of the resumes and evaluations of other candidates submitted through New Zealand recruitment firm, Farrow Jamieson. Despite objections to disclosure that were based on considerations of privacy and confidentiality, the Tribunal ordered disclosure by Farrow Jamieson of all relevant documents; and ordered Alpine Energy to give disclosure of the resume, application, employment history, listed qualifications, experience and other information relating to the applicants, who were appointed.

Alpine Energy was also ordered to provide information about: • the dates on which the successful applicants applied for the positions. • the dates on which the successful applicants were appointed to their positions. • whether the successful applicants were interviewed. • whether referee checks were carried out for the successful applicants. • whether someone was in fact appointed to [one of the advertised positions for which Mr Waters applied] or whether the position remained unfilled under the title. • whether there was a successful applicant for [one of the advertised positions for which Mr Waters applied] or did Alpine Energy decide to withdraw the position altogether? • were the key duties (or a significant part) for the advertised Maintenance Engineer’s position assigned to a new position? In dispatching the opposing argument about confidentiality, the Tribunal said: [32] It is understandable that a person who submits an application for employment would ordinarily have a reasonable expectation of confidentiality, as would a person providing a reference. However, the exercise of [the Tribunal’s discretion to refuse to allow evidence on the ground of confidentiality] … is not dependent on the expectation of the person who has made the communication or provided the information. Nor is it dependent on the desire of the person in whom a confidence has been reposed or to whom confidential information has been given. The focus … is on public, not private interests. [35] … we begin by acknowledging public interest in preventing discriminatory conduct being hidden behind a cloak of “confidentiality”. [36] The right to be free from discrimination … is a right of first importance. The international analogue is Article 26 of the International Covenant on Civil and Political Rights, 1966. Commenting on this Article, Manfred Nowak in UN Covenant on Civil and Political Rights: CCPR

BUSINESS MANAGEMENT ISSUES

– “still sizzling!” Commentary … observes that along with liberty, equality is the most important principle imbuing and inspiring the concept of human rights. He further points out that: “Experience has shown that specific prohibitions of privilege or discrimination as the negative side of the principle of equality flow from the political need to counteract particular, deep-rooted inequalities in law and practice ... When certain groups of the population have traditionally been subjected to especially grievous detrimental treatment at the hands of State organs or other groups of the population, then mere statutory prohibitions of discrimination are often insufficient to guarantee true equality. In these cases, States must resort to positive measures of protection against discrimination, such as temporary privileges for traditionally disadvantaged groups, compulsory integration measures for artificially segregated groups or the granting of statutory protection against discrimination by private owners or providers of public transportation facilities, schools, restaurants, jobs, apartments or similar institutions and facilities of importance for the general public.” [emphasis in original]. [37] In New Zealand statutory protection against discrimination in the employment field is provided by Part 2 of the Human Rights Act. These provisions must be applied purposely. Recognition must be given to the fact that discrimination can be easily disguised and difficult to prove. A claim to confidentiality must not be allowed to shield alleged discriminatory acts from investigation. [38] Bearing these factors in mind the public interest in the full and rigorous investigation of alleged unlawful discrimination must be given significant … In addition, proper recognition must be given to the principle that all relevant information is disclosable and a claim to confidentiality should not be lightly upheld.

In balancing the competing interests, Mr Waters was directed to give a written undertaking to the Tribunal that he will respect the confidentiality of the documents provided by Alpine Energy in the discovery process, will not disclose them to any third party except with the leave of the Chairperson of the Tribunal and will not make further disclosure of those documents. When these considerations are taken into account, Members should not be surprised that arguments about privacy and confidentiality will give way to arguments of public interest in redressing unlawful discrimination and in ensuring that discrimination cases proceed on the basis of all relevant evidence. Neither should there be any surprise if an RCSA Ethics Committee or arbitrator, in handling a discrimination complaint against a Member, were to make similar disclosure orders. In Australia, account additionally needs to be taken of the fact that acts and practices of an organisation, which relate directly to both an employment relationship and an employee record held by the organisation, are not currently protected by Commonwealth privacy laws6. It is also necessary to recognise that anti-discrimination legislation will often give rise to a presumption that conduct has been discriminatory on the basis of an attribute unless the discriminator proves otherwise7. Such a presumption shifts the evidentiary burden so that if an alleged discriminator were to say, “There were other more suitable candidates” they would need to be in a position to prove it – and that it was a more suitable candidate, who got the job. Accordingly, recommendations made by some commentators that Members might be able to protect themselves against having to make similar disclosures by having job applicants and referees declare that they do not consent to disclosure of their personal information and opinions, may do little more than offer some thin dressing around the edges. We might not have foreseen, back in the Polo Club, that we would still be talking and writing about these issues nearly 25 years on.

Discrimination, and age discrimination especially, remain high on the agenda of issues that RCSA is seeking to address within the recruitment industry. Members are likely to hear more about this, as RCSA starts to use some of the new measures in its Code for Professional Conduct, which give it power to set standards for the industry. As we do so, we might spare a thought for pioneers, such as Nancy Ezold8 and Wolf, Block, Schorr and Solis-Cohen9, who contributed so much to the knowledge that continues to inform the conduct and determination of anti-discrimination cases. 1. Philosophically, Members will understand – because the issues whilst important are also sad. 2. 2014, March 3 and 7. 3. For a fascinating description of the trial see Feldman, L. What’s Sex Got to Do with It (November, 1990) http:// amlawdaily.typepad.com/files/partnership-on-trial---november-1990.pdf 4. Rhode, D.L. From Platitudes to Priorities: Diversity and Gender Equity in Law Firms, The Georgetown Journal of Legal Ethics (2011) Vol 24, 1041. 5. [2014] NZHRRT 8 http://www.nzlii.org/nz/cases/ NZHRRT/2014/8.html 6. Section 7B(3) Privacy Act 1988 (C’th). 7. See, for example, Fair Work Act 2009 (C’th) section 361. 8. Nancy Ezold continues to practise in Pennsylvania www.ezoldlaw.com/attorneys/nancy-omara-ezold/ . 9. The firm of WolfBlock, as it later came to be known, dissolved in 2009 after 106 years of distinguished practice.

Andrew Wood Hon FRCSA (Life)

JUNE 2014

BUSINESS MANAGEMENT ISSUES

Spot the difference?

t is almost certain that your clients, candidates, competitors and employees will. What differences are we referring to? The differences that set you and your business apart from that of your competitors, or those that whet the palates of your clients, candidates and employees? Whatever your distinction, once you have defined it and implemented it, continue to nurture it, seek feedback, and adapt to the ever-changing environment of business. We all know that integrity, quality and service continue to be valued over cost. Not all businesses are able to compete on cost; however, all businesses and individuals are able to display integrity and continually improve on quality and service. The continuous improvement cycle will almost certainly assist you and your business to maintain a competitive edge over your competitors; much as it might also assist with retaining clients, candidates and employees, all of which are vital to the long-term sustainability of your business and reputation. Whether you are new to the industry or a long-term veteran, an agency that operates in a specific industry or one that is more diverse, each of you has a distinctive quality to offer. How you demonstrate Martin Barnett, RCSA Ethics, Compliance & Risk Manager these qualities is

equally unique. Keep in mind though, how you are remembered can also have consequences, and your reputation and integrity are paramount to your success. “Never lose sight of the fact that the most important yardstick of your success will be how you treat other people – your family, friends, and co-workers, and even strangers you meet along the way.” Barbara Bush Statistics show that candidate care1 is a primary concern within the industry, so what is being done to rectify this? How many agencies and consultants can attest to having a 100% candidate satisfaction rate? Can you verify this, and if so how? And how do you distinguish yourself and your business from that of others within the industry? On becoming a RCSA member, you are issued with a certificate of membership, which should be testament enough, given that members commit to adhere to, and abide by, the RCSA Code for Professional Conduct (Code). General Principle 1 of the Code states: Members must act in a manner that is becoming of a Member and, to that end, observe a high standard of ethics, probity and professional conduct which requires not simply compliance with the law; but extends to honesty, equity, integrity, social and corporate responsibility in all dealings and holds up to disclosure and to public scrutiny. To put it in perspective, a candidate today may well become a future client and that individual will remember his or her own

A new RCSA member benefit

mel

member e-learning

www.rcsa.com.au 28

RCSA JOURNAL

journey. If they have received a less than satisfactory experience in dealing with a particular consultant or agency, the likelihood of them using that consultant or agency again is, at best, going to be very slim. The message here is clear enough. To build a sustainable future for yourself and your business, it is important to keep in mind another key quality all professionals should possess and that is empathy. Those of you who have been in the industry long enough will have experienced a variety of change over the years and will have undoubtedly displayed a degree of empathy in one way or another during that time. Anyone out there wish to share the secrets of their success? How many of you have included in your business plan contingency planning to mitigate risk to yourselves, your business and your reputation? Equally as important, how many of you have asked, “What uniqueness do I have over my competitor, or that my competitor has over me?” The RCSA continues to take an innovative approach to adapt to the ever-changing needs of the industry and offers a variety of resources, support and training to its members. These include: member e-learning (MEL), the Professional Emerging and Aspiring Recruitment Leaders program (PEARL), Workforce Info Line (WIL), online Code training and much more. So, can you spot the difference? 1.

RCSA Annual Report 2012/13.

free

Online training for all members through your RCSA membership provided by

BUSINESS MANAGEMENT ISSUES

Super focus on management advice and consulting businesses The ATO is working with businesses to ensure they meet their superannuation guarantee obligations – and this year they’re paying particular attention to the management advice and consulting industries.

“We are particularly interested in working with businesses in the management advice and consulting industries as they have been identified as being at risk of not meeting their obligations,” ATO Assistant Commissioner Emma Haines said recently. “Extra effort is being made to help these industries get super guarantee payments correct, before audit activity focusing on these industries starts in July. Businesses must remember to pay the full 9.25 per cent super contribution into their employees’ nominated super fund by 28 October, January, April and July.” “Contractors may also be eligible for super

contributions even if they have an ABN,” she said. To determine which employees and contractors are eligible for super contributions, the ATO has developed a suite of online tools, including the new Small Business smartphone app. Business owners can use the app to help track, work out, calculate, and find relevant tax information and tools in one place. The ATO recommends management advice and consulting businesses keep accurate records including the amount of super paid to employees and contractors and the methods used to calculate super entitlements.

SOME SUPER QUICK FACTS • Super guarantee rate: 9.25 per cent • Quarterly contribution deadlines: 28 October, 28 January, 28 April, 28 July • Employer records must show: »» Super guarantee amounts paid and how they are calculated »» Employee offered choice of fund »» How any reportable employer contributions are calculated.

• Online tools and calculators (ato.gov.au/payingsuper): »» Super guarantee eligibility decision tool »» Super guarantee contribution calculator »» Employee/contractor decision tool »» Super guarantee charge calculator tool »» Small business smartphone app.

JUNE 2014

BUSINESS MANAGEMENT ISSUES

Book review

How to run a best practice “temp desk”

n her recently launched book, Sophie Robertson FRCSA reveals how to earn a slice of the $19 billion dollar temp recruitment industry in Australia and recession-proof your business. The book, Secrets to Running a Lucrative Temp Desk, includes an introduction by RCSA CEO Steve Granland. It is a “how to” guide for recruitment business owners and recruiters who want to set up or improve their temp desks. Sophie has 18 years’ experience in the recruitment industry and ran the most profitable of thirty branches for a national recruitment organisation for five consecutive years. Seven years ago she founded her own company, Younique Coaching, and has delivered her “Temp Desk workshops” around Australia and New Zealand. She is also a trainer for RCSA. “Sophie has written a well-researched

guide based on many years of personal experience and the results of exhaustive study into what makes a successful recruiter tick,” writes Nicholas Beames FRCSA, CEO of Astute Payroll in the Foreword. The book has two parts; the first is for recruiters working a desk, which owners and managers can use as a manual for temp consultants. The second part of the book is for owners: it looks at the macro level of setting up a temp desk. Sophie says: “We need to view ourselves as professionals providing a professional, consistent and valuable service. Running a temp desk is a ‘process’, yet many companies are literally flying by the seat of their pants, which results in their service offering being inconsistent at best and sub-par at worst. Instead of complaining about how the industry is viewed by the wider business

community, we need to examine, how we view ourselves and constantly look to define and improve our processes and services”. Secrets to Running a Lucrative Temp Desk, RRP AUD Sophie Robertson FRCSA $39.99 (RRP $24.99 e-book.) For book orders: www.youniquecoaching.com.au or www.amazon.com. For RCSA In-House Training provided by Sophie, please contact Jodie Williams: jwilliams@rcsa.com.au or +61 2 9922 3177.

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

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

RCSA IN-HOUSE TRAINING

RCSA JOURNAL

BUSINESS MANAGEMENT ISSUES

Recruiters making a difference for humanity The article, “A helping hand for women” in the last issue of the RCSA Journal looked at two inspiring recruiters helping disadvantaged women. Kate Taylor, a finalist in the 2014 Corporate Responsibility Award, has some more ideas for recruiters.

Kate Taylor APRCSA

re you a recruitment agency wondering how to make a difference and stand out in the industries you recruit for? Why not consider getting involved with a charity in 2014 and get your staff involved too? There are many ways recruitment businesses can contribute to charities, for example, monthly morning teas raising funds for a chosen charity, quiz nights, or you could donate the end of month drinks budget to a charity or hold an annual event to raise money. As part of our business model we are personally donating a percentage of our profits to charity and holding annual fundraisers for our chosen charities. This is something we decided to do right from setting up our business. In June 2013, I thought, “Let’s not just have another launch party, but do a social justice event and raise money for charity”. The High Tea for Freedom took three months of planning. At times we wondered how we would be able to do it but knowing that we are helping such a great cause kept us going. On 7 September 2013, we hosted 75 women at Balmain Town Hall to raise money for the A21 Campaign and had a silent auction on the day to raise even more much needed funds for the charity. We were amazed at the impact a group of women could have if we all get together for a good cause. I had 15 volunteers helping with hosting, set up, pack down, camera crew, band, photographer

and more and I couldn’t have done it without everyone around me supporting me in making this event a success. On the day we raised $3,400 to support the charity. We are seeing a warm response from clients and candidates all over Australia for our business approach. We even had one of our major clients attend the high tea with eight of her staff to support the event. As a recruitment business recruiting in the care sectors I wanted to give back to the community in a way beyond filling day to day recruitment vacancies. If we realise our potential as recruitment agencies and use it as a platform to not only make a profitable business but also to use some of our profits to give back to the community and the industries we recruit for, we will make a huge difference. I understand many agencies are supporting charities in different ways already and I applaud the RCSA’s award for Corporate Social Responsibility (in which we are a finalist this year). We are thrilled to be recognised for our work so early on in our business. We believe that not one person or organisation can do everything to stop modern day slavery and other social injustices, but we can all do something! For more information or help on ideas for hosting an event feel free to contact me on email: kate@taylorcare.com.au or call me on +61 2 9810 4498 or www.taylorcare.com.au.

RecruitmentJuice_RCSA_QuarterPage_Advert.pdf 2 5/14/2014 10:53:58 AM

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

Increase staﬀ performance

RCSA members earn 1 CPD point per hour of Juice learning

Reduce training costs

Online, anytime, anywhere

JUNE 2014

ASSOCIATION NEWS

Strategic Plan update At the end of February, the RCSA Board met to undertake a review of the strategic plan developed in February 2013. The purpose of the review was to ensure relevance and focus remained and any amendments to the five Strategic Outcomes and the associated initiatives could be made and approved. RCSA CEO Steve Granland reports.

At the review meeting, the Board approved the five Strategic Outcomes which remain important and relevant: • RCSA membership is highly valued • RCSA is the lead provider of marketrecognised CPD • RCSA is the centre of influence for member interests • RCSA members are recognised as setting the industry benchmark • RCSA’s future prosperity is ensured. The Board reviewed all current initiatives for continued relevance, while another twenty initiatives were added to ensure the plan remains reflective of member needs. We will be dedicating particular focus and additional resources increasing the RCSA‘s influence and maintaining and promoting standards. Examples of new initiatives include: • Launch a Recruitment Industry Careers Guide • Explore global models for certification of individual recruitment professionals • Introduce new RCSA Awards for 2015 – Service Excellence (member based) • Undertake a review of all RCSA member benefits • Develop a strategy for Board approval for the RCSA accreditation of company provided training programs • Develop a strategy for Board approval for RCSA Learning Centre activities to engage more fully with Generation Y (e.g. refocus the PEARL Forum to online) • Explore opportunities for long term collaborative based research with a third party (via research grants) • Develop and launch media and

communications strategies at regional levels. Following on from the RCSA Board strategic plan review, I met with all Region Councils to develop region-specific actions and initiatives flowing through from the Strategic Plan. Collectively, the Region Councils have signed off on an additional thirty initiatives for which they will take ownership, including: • Develop a member information night focused on “maximising your RCSA membership” • Develop a region-specific “Welcome Kit” for new Corporate and Individual members • Develop a “viral” marketing campaign aimed at generating interest in the PEARL program • Launch a region-specific PEARL Alumni • Run an under-30 focus group to explore needs in relation to CPD and general engagement with RCSA • Build region-specific stakeholder target lists and develop an engagement action plan • Develop a region-specific marketing plan targeting the Top 50 influential businesses and government departments to profile RCSA standards (the Code) • Educate the local procurement profession with respect to RCSA membership • Develop a speaker proposition for nominated Council members to speak at identified targeted local events, such as HR, procurement and local business conferences/events. Most of these initiatives have a local or regional focus and I am confident will result in a positive impact both directly and indirectly for RCSA members from a member benefit and profile perspective. Steve Granland, CEO, RCSA.

P E A R L C O N S U LTA N T F O R U M N E W S On the back of a very successful 2013, the PEARL Mentoring Program is underway for another year. After receiving a large number of applicants for this year’s program, our PEARL Committees were able to match 52 pairs across Australia and New Zealand. In addition to a large number of new applicants for this year’s intake we have also seen a significant number of mentees and mentors reapply for the program having partaken in previous

RCSA JOURNAL

years. The fact that we have mentors and mentees returning to the program highlights both the importance and perceived value of the program within the recruitment industry. Inductions for mentors and mentees took place for every state on 8 May, and by now most mentoring pairs are underway in the program. For more information on the PEARL program, visit www.rcsa.com.au

ASSOCIATION NEWS

Recruitment industry calls for end to 457 On-Hire Labour Agreements

n a recent media release, the RCSA announced that the recruitment industry, in its submission to the Independent Review of Integrity in the Subclass 457 Programme is calling on the Australian government to no longer require on-hire labour companies to enter into a Labour Agreement. The media release continued: The RCSA has since 2007 believed the overly prescriptive and rigorous entry-criteria of the on-hire Labour Agreement regime, which does not apply to other Australian (and non-Australian) business, would create negative consequences for the temporary skilled worker visa program. “The policy behind the 457 Labour Agreement regime is designed to facilitate access by Australian businesses to overseas labour markets in times of skills shortages,” said RCSA CEO Steve Granland. “Unfortunately, the result today of this excessive regulation is

a bottleneck in the decision timeline for approvals of Labour Agreements with 12 months an average timeline for approval.” The RCSA remains fervently opposed to the incidence of illegal practices by noncompliant “Labour Hire” businesses and intermediary labour suppliers of illegal non-citizens with the RCSA CEO reiterating the zero tolerance policy of the association toward the use of certain visa subclasses as ongoing quasi “employment” visas. “The RCSA Code for Professional Conduct is specific in its requirement that all members of RCSA abide by the immigration law and regulations in the conduct of their business. The RCSA works closely with the Department to refer complaints from employers and candidates alike,” Steve Granland said. RCSA, in its submission to the Independent Review, is also calling on the Australian government to:

1. Reduce to one per cent the current training benchmark option embedded in the On-Hire Labour Agreement thereby linking it to a parity position with other Australian 457 visa sponsors. 2. Removal of the “sunset clause” from the Agreement which compels a company to mandatorily cease sponsorship on a year by year basis until such time as the Department of Immigration and Border Protection approves a succeeding year despite the Agreement being approved for a three year term of operation. 3. The On-Hire Labour Agreement be varied and countenance a transition option from a 457 visa to an employer nominated permanent residency visa again addressing the discriminatory and competition issues contained in legislation for on-hire Australian employers.

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 demo request. * OUR FREE GIFT TO YOU: Mention this ad to receive a free copy of our popular PDF whitepaper "10 Essential Recruitment Branding Guidelines".

JUNE 2014

ASSOCIATION NEWS

Issues Update O n 6 March 2014 the Australian Senate commenced an inquiry into further proposed changes to the Fair Work Act. The Bill proposes changes to the Fair Work Act to provide for a more flexible workplace relations system. RCSA believes this Bill would provide greater capacity for businesses to respond to changing business circumstances in a productive and efficient manner.

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

The promotion of a more flexible workplace relations system is intended to help ensure Australia remains a globally competitive and productive economy. The Bill will, if passed into law, assist in improving job growth and creation in Australia and secure national competitiveness and hence the RCSA was pleased to support the proposed amendments. Importantly, the Bill proposes to remove the right of unions to demand the right to meet with prospective members in a lunch room and would see an improved capacity of employers to make Individual Flexibility Agreements. Furthermore, RCSA members may recall the recent Guidance Note that was released regarding Workplace Gender Equality Agency reporting. We remind members that reports are due on 31 May 2014, with all businesses with more than one hundred employees required to report.

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

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

RCSA JOURNAL

Please note that most readers with an on-hire workforce will be required to report as the definition of employees captures casual employees. The RCSA Issues Management Team will continue to monitor the Workplace Relations domain and will provide members with relevant and timely updates and information where necessary to ensure that members are across all relevant issues.

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

ASSOCIATION NEWS

Hiring intentions survey results Results are in for the JanuaryMarch quarter of RCSA’s new Quarterly Hiring Intentions Report (PULSE Report). This ongoing research examines RCSA member assessments of the recent hiring experiences and future hiring intentions among their clients, and gauges how this changes over time. Overall, the results suggest the demand within the on-hire worker and permanent placement services market in Australia is improving.

Increased current demand • for on-hire workers: 54% • for permanent placement services: 27%.

Increased forecast demand • for on-hire workers: 61% • for permanent placement services: 50%

Main factors influencing levels of demand for on-hire worker services: • Increase in business confidence • Seasonal shifts in demand • Degree of project work.

Main factors influencing levels of demand for permanent placement services: • Increase in business confidence, particularly in the private sector.

Change in perceived client demand: • For on-hire worker services: up from 3.03% to 3.24% • For permanent placement services: up from 3.11% to 3.12%.

The study employs a survey methodology, involving a quarterly online survey of RCSA Corporate members at each of their branches. The survey consists of eight questions, which examine member assessment of the current and future demand for on-hire worker and permanent placement services, and how this demand differs by occupational categories and geographic areas. For this quarter, a total of 1325 representatives of RCSA Corporate members were invited to participate in the survey via email. A total of 150 questionnaires were received which is a response rate of 11.3%. The report was prepared by Professor Timothy Bartram, Professor Russell Hoye, and Dr Nicola McNeil of La Trobe Business School. For a full copy of the survey, go to the website: www.rcsa.com.au.

Flexibility is key to high performance recruitment Does your recruitment system support your business process? If not you need to talk to us.

You recruit. TRIS does the rest.

Recruitment Systems Pty Ltd P: 1300 979 777 (Australia) +61 2 6296 7777 (International) E: info@recruitmentsystems.com

JUNE 2014

ASSOCIATION NEWS

ANR A NAHRLS: ANRA Secretariat met with the Assistant Minister for Health, Senator Fiona Nash, during May to review and progress ANRA’s view of the inefficiencies and short comings of the NAHRLS (Nursing & Allied Health Rural Locum Scheme) program. ANRA fully supports the initial intent of the NAHRLS program, that is, to make available locum relief for nurses and allied health workers to undertake CPD and education and increase the capacity of rural and remote health workforce. However, NAHRLS duplicates established and lower cost and more efficient health workforce providers. Based on available information, ANRA estimates the cost of placing a locum nurse through member health workforce agencies is forty per cent below that of the NAHRLS program. Since its introduction in 2011, ANRA believes that for the greater part the NAHRLS program has provided no increase in the number of rural locums or an increase in the locum workforce, but rather a monopolistic re-cycling of the existing locum pool through a single provider,

and at a far greater cost to the tax payer. Continuing education is fundamental to re-skilling and up-skilling the health workforce and to closing the gap in health services and improving health outcomes for all Australians in rural and regional areas. ANRA has clearly demonstrated its commitment to education through its partnership with the ANMF (Australian Nursing and Midwifery Federation) which offers ANRA member nurses and health care workers access to the full library of over 200 CPD titles. A copy of the ANRA submission, Greater Efficiencies in the Nursing Sector, is available on the ANRA website. ANRA Submission: ANRA Council has prepared a submission to the Australian Health Ministers’ Advisory Council (AHMAC) as part of public consultations for the development of a National Code of Conduct for healthcare workers. A copy of the ANRA submission is available on the ANRA website. ANRA License for Care Workers: A Working Group of the ANRA Council is currently reviewing options for the development of

an industry framework for licensing of care workers. The Working Group continues to Association of Nursing Recruitment Agencies hold discussions with industry stakeholders in the preparation of the framework. If you would like to know more about the ANRA License for Care Workers please contact the ANRA Secretariat at sschweigert@rcsa. com.au

anra

ANRA Members Meeting: The ANRA members meeting on 30 May in Melbourne focused on the Future of Disability Care in Australia. Members heard from experts in disability care as the Federal Government committed to the continued rollout of a NDIS. Copies of presentations from this meeting are available on the ANRA website. The next ANRA members meeting will be held on Monday 25 August in Auckland, New Zealand.

A MR ANZ AMRANZ Member Advocacy: Over the past few months AMRANZ Council has been very active in representing the interests and concerns of members. The following is a summary of the advocacy work undertaken on behalf of AMRANZ members. WNSW and Litmus Recruitment Platform: on behalf of members, AMRANZ has been representing concerns to the setup and operational management of the Litmus Recruitment Management Platform in WNSW DHS. Advice from RCSA’s legal advisor confirmed the view of AMRANZ Council that sensitive issues of confidentiality and privacy were not being addressed by Litmus in its User Agreement, or WNSW (Western New South Wales) District Health Board in its rollout of the Litmus platform. AMRANZ believes that commercial agreements and arrangements should provide protections to guarantee the commercial interest of members in their doctors, and that provisions relating to the protection of commercially sensitive information, privacy and the principles of governance should be clearly defined within

RCSA JOURNAL

operational processes and agreements. At the time of publication, rollout by WNSW of the Litmus Recruitment Management platform had been delayed pending further review by New South Wales Health. For further information regarding the AMRANZ campaign please contact the AMRANZ Secretariat at amranz@rcsa.com.au International Recruitment Strategy: AMRANZ Co-President Corrine Taylor and the AMRANZ Secretariat met with the Assistant Minister for Health Senator Fiona Nash to discuss the concerns of AMRANZ members for the potential crowding out of private recruiters in the International Recruitment Strategy (IRS). This is resulting in inefficiency in the administration and delivery of the IRS, which is resulting in poor outcomes for the recruitment of doctors to rural communities. AMRANZ believes that private recruiters have a strong track record in the recruitment of doctors into regional and rural areas. AMRANZ is calling on the Assistant Minister to re-open the IRS to private recruiters so that IRS recruitment incentives, retention

and support programs are accessible to medical recruiters in order that private recruiters may once again contribute to resolving regional and rural health workforce shortages. Queensland B45 Policy and Contract: AMRANZ continues to communicate with QHealth to raise issues with the current B45 locum contract. AMRANZ has requested a meeting with the Workforce Planning team at QHealth to discuss broader health workforce issues in Queensland and how medical recruiters may assist in addressing these. AMRANZ is seeking feedback from members as to the challenges you encounter in the supply of locums in Queensland, and your views as to possible solutions for these challenges. Please email the AMRANZ Secretariat at amranz@rcsa. com.au with your feedback and commentary.

ASSOCIATION NEWS

Award for RCSA Regional Councillor

ason Elias FRCSA, owner of Elias Recruitment and RCSA Regional Councillor (NSW/ACT) has been awarded the prestigious 2014 Chairman’s Award from international recruitment network, NPA Worldwide. The Chairman’s Award was presented during a special luncheon as part of the recent NPA Worldwide Global Conference in New Orleans. Established in 1996, the Chairman’s Award recognises an NPA Worldwide owner, manager, recruiter, or staff member whose contributions and service to NPA Worldwide represent substantial and lasting benefit. Nominations are sought from the NPA

Worldwide membership, and the board of directors selects Jason Elias (left) with Dave Nerz, NPA Worldwide President. the recipient NPA Worldwide president Dave Nerz. by secret ballot. “He has done this most frequently by Having joined NPA Worldwide in 2003, contributing his time, energy and ideas to Jason has served as a two-time regional make his fellow members more successful. director on the NPA Worldwide board of Jason has acted as coach, mentor and directors, a local ambassador and meeting motivator to so many members aspiring to host, master of ceremonies at numerous greater business results. Jason’s care and NPA Worldwide events, and continues to attention to others’ issues is what makes him be a dedicated supporter of membership different. It is entirely appropriate for Jason’s growth throughout Australia. many contributions to be recognised with “Jason has contributed in so many ways to this award.” the success of our organisation,” commented

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

JUNE 2014

ASSOCIATION NEWS

In the media Media releases

Media coverage

• Women’s leadership advocate Margie Warrell to bring “Culture of courage” to RCSA Conference • Recruitment Juice offers online video learning to RCSA members • Scott Wintrip from USA to speak at RCSA International Conference in Queenstown • 2014 RCSA Award finalists announced for Workplace Safety and Corporate Social Responsibility • 2014 RCSA PEARL Award region finalists announced last night • Recruitment industry predicts demand for recruitment services will continue to grow • Fair Work review crucial to Australia’s future competitiveness says recruitment industry • 2014 RCSA International Conference registration now open.

Source: Global Recruiter • Global Courage figurehead to provide insight at RCSA conference • Conference will feature keynote from US recruitment expert • Workplace safety and CSR on award agenda for RCSA • RCSA names recruiters for emerging and aspiring award • RCSA survey suggests growth for on-hire and permanent • Fair Work Act review is key to competitive economy says RCSA • International Conference announced by RCSA for August 2014. Source: Northside Chronicle, Brisbane • Rural areas draw workers: Lifestyle and cost of living a boon for residents Source: Recruiter Daily • Why is ‘headhunting’ a dirty word? Source: Shortlist

• Managed service models: recruiters’ friend or foe? Top recruiters discuss their biggest challenges • On-hire demand improves, perm pick-up expected: RCSA • Fair Work Review key to global competitiveness: RCSA • RCSA reveals Conference line-up • How to make money from low-margin PSAs • Performance management failures affecting recruiters’ profitability: Clennett • FWO prosecutes recruitment company over $130k in unlawful deductions; Employment records allegedly falsified • RCSA code gets ACCC stamp of approval • Fair Work Commission throws out “joint employment” argument; Comments a setback for opponents of on-hire: RCSA. Source: Staffing Industry Analysts • Australia – Demand for recruitment services predicted to grow.

Business Solutions Memos, Guidance Notes & Templates Recently issued for Corporate Members:

• Employment Contract – On-Hire Casual Template AUS Reviewed March 2014

• Collection Notification (Privacy) Template

• Workplace Relations Compliance Checklist Clerks Private Sector Award 2010 - Revised April 2014

• Members supplying on-hire workers to coal industry may be subject of audits

• Independent Contractor Contract Labour Hire Template NZ (revised 5 January 2014)

• Work Health & Safety Compliance Checklist - Revised April 2014

• RCSA Meets with WA Department of Commerce Regarding WHS Compliance Campaign

• Work Health & Safety Policy - Revised April 2014

• How to update your Privacy Policy and Privacy Statement

• Termination via Facebook confirm or deny

• Outsourcing: What you need to know

• Environmental management in 2014 – what are the major risks

• Consultation obligations

• Labour-hire company escapes $700,000 damages bill for mining injury • Queensland WHS Changes • WHS Issue Resolution Procedure AUS Revised March 2014/Pro04F01 Incident Management Form amended • EEO Policy Template AUS Reviewed March 2014

• Condensed Privacy Policy Template

RCSA JOURNAL

• Six ways to get started on Google Plus as a recruiter

• No discount for ignorance of minimum rates of pay

• Directing an employee to undergo a medical assessment

• WGEA Reporting Obligations

• Unfair dismissal and reinstatement Fair Work Commission warns against the sword or shield of mutual trust and confidence breakdown

• APP Organisation Privacy Policy Chart

• Guidelines for signing paperwork online.

• Workforce Complaint Resolution Procedure

• Australian Privacy Principles PPT slides

ASSOCIATION NEWS

Meet your Region Chairs Andrew Sullivan MRCSA

Tracy Morgan MBA (Macq), FRCSA, CAHRI

SA Region Council Chair

NSW/ACT Region Council Chair

Andrew, describe your current role?

Tracy, describe your current role?

As a Senior Associate at Hender Consulting, I provide executive search and HR consulting services for a variety of clients including private enterprise, not for profit and local government.

How long have you been involved in the industry? I have been involved in the recruitment industry for eleven years – 1.5 years at Imprint Plc in London and 9.5 years at Hender Consulting in Adelaide.

What does the RCSA Council offer members in your region? The RCSA Committee in South Australia is a group of experienced and passionate individuals who bring together a wealth of knowledge to provide networking and support to those involved in the recruitment and consulting industries in South Australia. This year, the committee will bring further opportunity for fellow industry members to become involved through events such as networking drinks, forums and a couple of surprise events which are yet to be announced!

I am the MD of About HR, I work with a wide range of corporate, SME and non-profit clients, helping them to deliver business excellence by building people and systems capability, on a consulting or project basis.

How long have you been involved with the industry? I joined the recruitment industry in 1989, so 25 years in total.

What does the RCSA Council offer members in your region? The RCSA Council in the NSW/ACT region provides members with the ability to have their voice heard at both a local and a national level. Council members are responsible for a variety of portfolios and questions can be channelled to the most appropriate person. The Council represents the RCSA members at events, internal and external, and following up on membership enquiries. We are currently working on initiatives to connect more closely with members to ensure awareness of the benefits of being a member and the resources available to help them build their business in a sustainable manner.

Visit our stand at the RCSA Conference in Queenstown on 27-29 August

Voyager Software, a global provider of innovative recruitment software solutions now available with no minimum term - you can cancel whenever you like, with just one month’s notice. Voyager Infinity manages the timetables of recruiters working to fill permanent and longer-term contract vacancies in the technical and executive sectors. Features include: Automatic CV Parsing; Integration with Microsoft Office, Microsoft Exchange & Office 365; Real-time User & Team Dashboards; Powerful Searches; CV Builders. evolve™ is a fully hosted, SaaS-delivered recruitment solution also specialising in the fulfilment of permanent and longer-term contract vacancies. Features include: Fully browser-based; 2-Factor Authentication for Security; CV Parsing; Website Integration Module; 99.999% SLA; Customisable Dashboard; Integration with Microsoft Office.

Book your FREE no-obligation demonstration TODAY! www.voyager-software.com.au | +61 (0)2 9279 4415 | sales.ap@voyagersoftware.com

JUNE 2014

ASSOCIATION NEWS

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

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

RCSA Premium Supporter & Principal Partner

Voyager Software (Australia) Pty Ltd WorkDESK Recruitment Software

Kinetic Super

NZ RCSA Premium Supporter

RCSA Premium Supporter & Business Partner

SEEK NZ

Fathom Business Architects FCB Group Geoffrey Nathan Consulting Inc GreenBizCheck HHMC Australia Pty Limited InsideTrak IProfile JobAdder JXT Consulting Key Factors Lander & Rogers Lipman James Matheson Publishing MemberBenefits Pty Ltd Mindset Group NFC Global Pty Ltd NMIT – Preston Campus – BEC NPA Worldwide Onetest Pty Ltd Quinntessential Marketing Consulting Pty Ltd Rewire Group

OAMPS Insurance Brokers Ltd

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

RCSA Supporters Advertiser Newspapers Pty Limited Adzuna AHRI – Australian Human Resources Institute AltusQ Andrew Cameron Solicitors Ayers Management Pty Ltd Bendigo Bank Blue Connections Book Builders Pty Ltd BULLHORN carecareers (NDS) Certex Cloud Strategem Deloitte ExecuCon Pty Ltd

Saxton Corporation Pty Ltd Selectus Pty Ltd Skillcheck Pacific Pty Ltd The Canberra Times The RIB Report Verify Holdings Australia Pty Ltd Wintrip Consulting Group Working Abroad Newcomers Network WorkPro

NZ RCSA Supporters Equal Opportunities Employment Trust Human Resources Institute of New Zealand I2I Insurance Brokers Ltd Ministry of Social Development NZ, Work & Income Secured Signing Ltd The Dominion Post The Press Trade Me Jobs

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

RCSA PREMIUM SUPPORTER PROFILES

Astute Payroll automates management of your Temps & Contractors. Purpose built for the industry, unique workflow tools improve your cash flow, probity, reliability, and seamlessly integrate the front and back end of your business. Choose the modules you need, or select our Outsourced Payroll service. Free no obligation demo: call 1300 794 070 for more.

RCSA JOURNAL

CareerOne.com.au is one of Australia’s leading digital employment brands and is a 50/50 joint venture between News Corp and Monster Worldwide. As well as operating a “job board”, CareerOne offers innovative solutions across candidate sourcing, talent management, and employer branding. CareerOne offers national reach through its website and across 130 metropolitan, regional and local News Limited papers.

SDP Solutions: new-age Contractor and Workforce Management company offers customised outsourcing solutions. Service covers HR, risk mitigation, timesheet processing, payroll/ receivables management, factoring services, with complete transparency using our online portal. Cost effective service enables organisations and recruitment agencies to streamline administrative processes and manage cash flows more efficiently – in full compliance and at nominal rates.

WorkDESK software, providing recruitment professionals with information management solutions for over 30 years. A complete, fully integrated, front office/back office system for Candidates, clients, job orders, payroll, billing, financials, CRM, search, rostering and Outlook integration. For a free evaluation kit contact WorkDESK today, phone 1800 777 004,

ASSOCIATION NEWS

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

Vice Presidents Jacqui Barratt FRCSA Peter Langford FRCSA

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

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

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

RCSA Fellows Julian Azzopardi FRCSA Jacqui Barratt FRCSA Nicholas Beames FRCSA Jane Beaumont FRCSA Nikki Beaumont FRCSA Alan Bell FRCSA Kevin Blogg FRCSA Stephen Bott FRCSA Lisa Bousfield FRCSA Graham Bower FRCSA Nicky Brunning FRCSA Sandra Chiles FRCSA Ross Clennett FRCSA Michael Close FRCSA John Cooper FRCSA

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

RCSA Premium Supporter & Principal Partner

Ian McPherson FRCSA Annie Milne FRCSA Tracy Morgan FRCSA Gillian Mullins FRCSA Stephen Noble FRCSA Bob Olivier FRCSA Stephen Porter FRCSA Bruce Ranken FRCSA Tony Ricketts FRCSA Scott Roberts FRCSA Sophie Robertson FRCSA Deborah Ross FRCSA Courtney Rowe FRCSA Michael Sacco FRCSA Lee-Martin Seymour FRCSA Alan Sherlock FRCSA Linda Simonsen FRCSA Paul Slezak FRCSA Ian R Stacy FRCSA David Styles FRCSA Lyn Tanner FRCSA Corrine Taylor FRCSA Scott Thomas FRCSA Gayleen Toll FRCSA Nicole Underwood FRCSA Rosemary Urbon FRCSA Scott Van Heurck FRCSA Robert van Stokrom FRCSA Craig Watson FRCSA Paula Watts FRCSA John Wilson FRCSA

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

RCSA Premium Supporter & Business Partner

RCSA RESEARCH CENTRE

RCSA Australia & New Zealand PO Box 18028, Collins Street East, VIC 8003 Australia RCSA IN-HOUSE TRAINING

Toll Free Aus: 1300 727 504 Toll Free NZ: 0800 448 299 Email: info@rcsa.com.au Aus Website: www.rcsa.com.au NZ Website: www.rcsa.com.au/imis15/newzealand

JUNE 2014

ASSOCIATION NEWS

RCSA CPD & Events Calendar NEW ZEALAND

AUSTRALIA City

Type

Event Name

Date

City

Event Name

All year

Online

Flexible Learning

Australian Entry Level Program (January March 2014)

4 Jun

Auckland

Introduction to Recruitment

All year

Brisbane

Certificate

Brisbane 2014 RCSA Recruitment Consulting Certificate

5 Jun

Auckland

Interviewing Essentials

6 Jun

Auckland

Sales and Marketing from the Desk

All year

Online

Certificate

Certificate in Advanced Recruitment Practices (NMIT)

13 Jun

Christchurch

Introduction to Recruitment

All year

Online

Certificate

Certificate in Recruitment and Selection (NMIT)

20 Jun

Christchurch

Interviewing Essentials

27 Jun

Christchurch

Sales and Marketing from the Desk

23 Sept

Wellington

Introduction to Recruitment

Date

All year

Online

Certificate

Certificate in Recruitment Management (NMIT)

All year

Online

Certificate

Certificate in Work Health and Safety (NMIT)

Wellington

Interviewing Essentials

Melbourne

Certificate

Melbourne 2014 RCSA Recruitment Consulting Certificate

24 Sept

All year

25 Sept

Wellington

Sales and Marketing from the Desk

All year

Perth

Certificate

Perth 2014 RCSA Recruitment Consulting Certificate

10 Oct

Christchurch

Introduction to Recruitment

All year

Sydney

Certificate

Sydney 2014 RCSA Recruitment Consulting Certificate

12 Jun

Online

Webinar

CPD Webinar, What Makes a Recruitment Team Tick

Workshop

Brisbane Workshop, Introduction to Recruitment Consulting

13 Jun

Brisbane

13 Jun

Melbourne

Workshop

Melbourne Workshop, Introduction to Recruitment Consulting

13 Jun

Sydney

Workshop

Sydney Workshop, Introduction to Recruitment Consulting

17 Jun

Online

Webinar

CPD Webinar, What Makes A Great Sales Manager

17 Jun

Sydney

Workshop

Sydney Workshop, Mapping and Hunting Your Market

18 Jun

Melbourne

Workshop

Melbourne Workshop, Mapping and Hunting Your Market

19 Jun

Online

Webinar

CPD Webinar, Job Ad Writing - make your ad stand out

26 Jun

Online

Webinar

CPD Webinar, How to identify a marketable candidate

30 Jun

Sydney

Workshop

Sydney Workshop, Leading a High Performing Team

2 July

Sydney

Workshop

Sydney Workshop, What Makes A Great Sales Manager?

4 July

Melbourne

Workshop

Melbourne Workshop, What Makes A Great Sales Manager?

11 Aug

Online

Diploma

BSB51107 2014 Diploma of Management, Semester 2

27 Aug

Queenstown

Conference

2014 RCSA Conference - Navigating the New Reality

17 Oct

Christchurch

Interviewing Essentials

24 Oct

Christchurch

Sales and Marketing from the Desk

11 Nov

Auckland

Introduction to Recruitment

12 Nov

Auckland

Interviewing Essentials

13 Nov

Auckland

Sales and Marketing from the Desk

RC SA INTERN ATION A L CONFERENCE 2014

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

RCSA JOURNAL

2014 RCSA INTERNATIONAL CONFERENCE Platinum Sponsor

MILLENNIUM HOTEL, QUEENSTOWN 27-29 August 2014

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

You can receive

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

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

discount

5-10

employees

discount

11-29 employees

discount

30+

employees

FELLOW

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

Recruitment Software Looking for a software package to care for your Candidates and Clients, organise your Job Orders, with Payroll and Billing built in, able to do a lightning search, or scan, integrated with Outlook, that can send text messages, turn its hand to a marketing campaign and when it isn’t doing all that, run your General Ledger, handle your Debtors and Creditors and calculate your taxes? If you are, make sure you take a look at WorkDESK Recruitment Software. WorkDESK can operate in the Cloud, works with Office 365, will pay and bill temps and contractors for a start up or nationwide organisation. When you want to track profitability down to the Timesheet level, WorkDESK tracks Employees’ Superannuation, Annual Leave, Personal (Sick) Leave, paid or unpaid, Long Service Leave (including portable), plus Rostered Days Off and Parental Leave, in detail. And, in case you are wondering, WorkDESK puts no licensing limits on the number of people you can pay.

WorkDESK – for Management, for Consultants, for Payroll and Operational support staff

P SUP

IN G T H E R E

CRU

OR T

STR

yea rs

IT M E N T

Try WorkDESK yourself - order your free demo pack today. AU

ALIA

INDUSTR Y

FreeCall 1800 777 004 (in Australia)

30 YEARS

FreeCall 0800 445 885 (in New Zealand)

www.workdesk.com.au

Email sales@workdesk.com.au