RCSA Journal March 2014 by RCSA

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Australia & New Zealand | March 2014

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Navigating the new reality: Recruitment 20/20

IN THIS ISSUE

• The need for radical accountability • Deconstructing the term “bullying” • Meet the new RCSA President

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Contents THE RECRUITMENT AND CONSULTING SERVICES ASSOCIATION LIMITED The RCSA Journal is published by the Recruitment and Consulting Services Association Limited.

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FOCUS: NAVIGATING THE NEW REALITY R E C R U I T M E N T A N D C O N S U LT I N G S E R V I C E S A S S O C I AT I O N P R E S E N T S

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

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– OUR MC – THE ULTIMATE SPEAKER & ENTERTAINER COMEDIAN VINCE SORRENTI

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

PL W U R OR L S SUERNOWNDEE NT P D E RT R I SE AI N M E NT

RCSA Awards to be Presented PEARL AWARD

(Professional Emerging & Aspiring Recruitment Leader) Proudly sponsored by Astute Payroll

MCLEAN AWARD FOR WORKPLACE SAFETY Proudly sponsored by WorkPro

CORPORATE SOCIAL RESPONSIBILITY AWARD

RCSA Gala Ball and Awards Evening Proudly sponsored by FastTrack

Pre-dinner drinks proudly sponsored by APositive Cashflow Register at: www.rcsa.com.au > Learning Centre & Events > AUS CPD & Events Calendar

4 President’s Report: Robert van Stokrom FRCSA 6 CEO’s Report: Steve Granland RCSA AWARDS Principal Award Partner 8 RCSA Gala Ball and Awards Evening INTERNATIONAL COMMENT 10 Global contingent workforce management RCSA INTERNATIONAL CONFERENCE 12 The need for radical accountability: facing the new realities of 21st century recruiting

DESIGN Privaro Design M: 0408 159 355

COMMENT

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

14 Meet the new RCSA President Robert van Stokrom FRCSA BUSINESS MANAGEMENT ISSUES 16 Navigating the new reality: the secure vs. fulfilling career 18 Deconstructing the term “bullying” – Andrew Wood 20 Recruitment industry trends 22 Productivity, cost and the internet

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

RCSA International Conference

ASSOCIATION NEWS 24 Fresh video training for RCSA members 24 RCSA In-House Training 25 Issues update 26 Ethics and the people business: the perfect relationship 28 Strategic Plan update: Professional Accreditation Framework 29 New RCSA Board appointments 30 A helping hand for women 31 Research – hiring intentions survey results 32 Sold out: Experience+Industry Forum plays to full houses 33 In the Media/Business Guidance Notes 34 New RCSA Region Councils 35 Member Groups: AMRANZ and ANRA 36 New Zealand Update: confusion reigns over temporary workers 37 New Zealand Update: NZ business concerned about gaps in performance 38 Before the RCSA: the history of our Association 40 RCSA Partners and Premium Supporters 41 RCSA Board, Life Members and Fellows 42 2014 RCSA CPD & Events Calendar

© Copyright RCSA 2014 ISSN 1838-8736 www.youtube.com/rcsatv 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.

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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 state and federal governments on issues directly affecting members.

MARCH 2014

PRESIDENT’S REPORT Robert van Stokrom FRCSA

Dear Members

t gives me great pleasure to welcome you to my first “President’s Report” in the RCSA Journal. I am delighted to be working with you as your President and look forward to serving the members and, with the National Board, CEO and RCSA staff, helping take the Association into what promises to be a most interesting year. The recent announcement of future redundancies as manufacturers and producers realign their international operations in many of Australia’s most established industries comes as a stark reminder that Australia’s labour market is being assessed on an international scale. The competitiveness and resilience of Australia’s economic performance is directly affected by the structure of our workforce and its ability to efficiently react to changing local and international demands for labour. Competitiveness goes beyond the cost of labour and looks more critically at the structure and future capability of the labour-force. The employment services industry has a cornerstone role to play in maximising that efficiency and in bringing together a workforce that is able to not only meet the future needs of new and evolving industries, but also to help define how new industries are viewed on the local and global stage. Australia’s workforce will, over the coming 25 years, undergo significant changes as it adjusts to the shifting demand for labour. The reorganisation of our manufacturing sector is just one example of the role our industry will play in identifying and realigning the skills and capabilities of the workforce during these periods of transition. A well-documented reduction in the supply of new workers and changing preferences in the industries these workers seek – either as a first-job or a career – is another factor that will require more innovative approaches to attracting and retaining labour. Given that during the average working life a majority of workers will spend around thirty per cent of their time working, we need also to more rapidly embrace practices that encourage innovation and provide a balanced working experience. These practices should reflect the realities of family life, education and skills development and the changing social demographic to blend workforce structures and changing workplace environments.

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Our nation’s response to changes in global labour markets will define Australia’s reputation within the global market for labour and skills. As members of the RCSA, we should be working closely with government, employers and workers to develop innovative labour market approaches that position Australia at the forefront on a global stage. I look forward to meeting with you at the RCSA Gala Ball and Awards evening in Melbourne on 22 May – and of course, at the RCSA International Conference in Queenstown, New Zealand, in August. Robert van Stokrom FRCSA RCSA President, Australia and New Zealand

Meet your new President Robert van Stokrom FRCSA features in the “Comment” section on page 14.

As members of the RCSA, we should be working closely with government, employers and workers to develop innovative labour market approaches that position Australia at the forefront on a global stage.

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CEO’S REPORT Steve Granland

Welcome to the first edition of the RCSA Journal for 2014. In this issue, we are looking at the 2014 RCSA International Conference in May – Navigating the New Reality: Recruitment 20/20 – and introducing the new RCSA President, Robert van Stokrom FRCSA. I would like to kick off the New Year with a personal thank you to Lincoln Crawley FRCSA. Not long after I joined the RCSA, Lincoln was elected as President and over the last three years has provided to me personally and to the RCSA more broadly, strong leadership and direction. Under Lincoln’s Presidency we have achieved a great deal and have a well-established and focused Strategic Plan for the next three to five years. As part of an established succession plan Lincoln has stepped down from the Presidency, however he will remain on the RCSA Board and continue to provide important and valuable service to the RCSA. At the November 2013 RCSA Board meeting, Robert van Stokrom FRCSA Chief Executive Officer of DFP Recruitment Services, who was elected to the Board in July 2007, was elected as RCSA President. Robert held the position of Finance Chair from 2009 to 2011 and was Vice President from 2011 to 2013. Having had the opportunity to work closely with Robert as a member of the Board over the last three years I know he is passionate about our industry and its value and I am confident he will lead and represent the RCSA very well as President. I encourage you to read both the RCSA President’s column in this issue of the Journal and the interview with Robert on page 14. I would also like to welcome to the RCSA Board Nina Mapson Bone FRCSA, General Manager Recruitment NSW /ACT of Chandler Macleod Group Limited, (as our NSW Region Council Representative) and Sinead Hourigan MRCSA who is Director of Robert Walters in Brisbane, (as our Queensland/NT Region Council Representative). Nina and Sinead will bring to the board a great mix of knowledge and experience. A special personal thank you to both Denis Dadds FRCSA and Matthew McArthur FRCSA (Life) who leave the RCSA Board at the completion of their maximum six-year term. Denis and Matthew have contributed a great deal to the RCSA at both national and regional levels and no doubt will continue to do so. My experience in working in the professional association field for the last twenty years has taught me that individuals who volunteer because they are passionate about their profession and want to give back to the industry which has given them so much are the most

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valuable of contributors. Both Denis and Matthew clearly fall into this category. We also welcome a number of new Region Council, ANRA and AMRANZ members across both Australia and New Zealand following elections in the last quarter of 2013. Please make yourself familiar with your local council or member group via the RCSA website and on page 34 of this issue of the RCSA Journal. Please contact them through the website if you would like to contribute to or discuss local issues. In March, we will be undertaking a process of developing specific, strategic region council plans which flow through from the RCSA Strategic Plan. Working with region councils we will develop tailored local initiatives for the five outcomes. These locally owned initiatives when finalised will be communicated to you directly. Applications for the RCSA Awards program for 2014 closed late February and I am very pleased to confirm we have had a great response with more than thirty applications received across the three Award categories. In order to continue to build professionalism as an industry it is important that we recognise and celebrate excellence through this Awards program. The Awards will be presented at the RCSA Gala Ball on 22 May in Melbourne – with recent developments, this event is now the only black tie industry event and we have introduced new elements to this year’s ball to ensure it continues to grow. Additionally we will be announcing at the Ball a number of key RCSA initiatives for 2014 linked to the re-authorisation of the RCSA Code aimed specifically at raising the profile of the positive elements of our industry. With limited places available I recommend you visit the RCSA website and book today. In closing, I come back to one of the common themes from the recently held CEO Panel Breakfast – your staff are vital to your organisation’s success and it is important to continue to invest in their development. If you haven’t already done so I encourage you to look at the great range of professional development opportunities available from your industry body: everything from online webinars to formal distance education, to face to face workshops covering a huge range of topics. If we are not providing what you need then let us know so we can tailor training specific to your needs. I look forward to catching up with you at the RCSA Gala Ball, if not sooner. Steve Granland RCSA CEO, Australia and New Zealand

We will be announcing at the Ball a number of key RCSA initiatives for 2014 linked to the re-authorisation of the RCSA Code aimed specifically at raising the profile of the positive elements of our industry.

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RCSA AWA R D S

2014 RCSA Awards and Gala Ball The annual RCSA Awards – the industry’s opportunity to recognise, reward and celebrate excellence - will be presented at the RCSA’s night of nights – the Gala Ball on 22 May in Melbourne. The Principal Awards Partner is Kinetic Super. The awards for 2014 are: • PEARL Award (Professional Emerging & Aspiring Recruitment Leaders) • McLean Award for Workplace Safety • Corporate Social Responsibility Award

Principal Sponsor

McLean Award for Workplace Safety

“Kinetic Super has proudly partnered with the RCSA for over twenty years and are excited about the opportunity to support the RCSA Awards. We look forward to this night of celebration, where we can acknowledge the success of the industry and those who are making outstanding contributions.”

“WorkPro sponsors the McLean Award for Workplace Safety to publicly encourage individuals and organisations to foster a safety culture that develops unique ideas to improve worker safety and promote and reward those who continue to commit to safety.”

Megan Bolton CEO, Kinetic Super Principal RCSA Awards Sponsor & RCSA Principal Partner

Tania Evans General Manager, WorkPro

PEARL Award (Professional Emerging and Aspiring Recruitment Leaders) “The PEARL Award encourages recruitment professionals to strive for more, be better, and foster the values of the RCSA. Given that Astute Payroll is an organisation with the same goals, we couldn’t be more aligned.” Nicholas Beames FRCSA CEO, Astute Payroll

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Corporate Social Responsibility Award “FastTrack is very proud to once again sponsor this important program which acknowledges companies in our industry that truly succeed in being a positive and influential contributor to the wider community.” David Page CEO, FastTrack

R E C R U I T M E N T A N D C O N S U LT I N G S E R V I C E S A S S O C I AT I O N P R E S E N T S

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W U R E N OR LDS SU R OWNEEN P D TE R

R IS

TAI N

RCSA Awards to be Presented PEARL AWARD (Professional Emerging & Aspiring Recruitment Leader) Proudly sponsored by Astute Payroll

MCLEAN AWARD FOR WORKPLACE SAFETY Proudly sponsored by WorkPro

CORPORATE SOCIAL RESPONSIBILITY AWARD Proudly sponsored by FastTrack

Pre-dinner drinks proudly sponsored by APositive Cashflow Register at: www.rcsa.com.au > Learning Centre & Events > AUS CPD & Events Calendar

Principal Award Partner

NT!

INTERNATI O NA L CO M M EN T

Global contingent workforce manag Barry Asin, President of Staffing Industry Analysts reports on recent trends. For years now, large multi-national organisations in North America have been busily implementing contingent workforce management programs within their domestic operations. At Staffing Industry Analysts, we’ve been tracking these trends since 2004 through an annual survey of contingent workforce managers, as well as informal discussions with members of our Contingent Workforce Strategies Council. Global expansion of these programs is now high on their priority list. The trend has been unmistakeable. In 2004, barely eight per cent of large

companies that we surveyed had a Vendor Management System (VMS) in place, and for most buyers in large organisations their role in managing contingent work (which by our definition includes temps, independent contractors, freelancers and other short term workers) was decidedly part time. In that year only 16 per cent of contingent workforce managers surveyed spent half or more of their time managing contingent labour, with the rest of their time devoted to various other duties, most often in human resources or procurement. Today, most contingent workforce managers focus on that as their sole job. Additionally, our latest survey of 187 large buyers (companies with over one thousand employees) found 77 per cent of North American staffing buyers had a VMS in place in 2013 and another 12 per cent planned to

implement one within the next two years. These large users of contingent labour are seeking benefits such as insights into contingent spend, performance metrics, and central ordering. Managed Service Provision (MSP) is also popular among large North American buyers, with 71 per cent of large buyers surveyed reporting they had an MSP in place. Another six per cent planned to put an MSP in place in two years. An MSP is a company that takes primary responsibility for outsourced management of a buyer’s contingent workforce program, and it is often used with a VMS.

The big question is: what’s next? That is where we believe globalisation comes into the picture. Our latest survey shows that the top priority for these contingent workforce

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gement: coming to a client near you managers is global management of their programs. In fact, a majority (56 per cent), of large North American multinationals surveyed plans to globalise their contingent workforce programs over the next two years. While our experience indicates it may take substantially longer than that for true globalisation, the intent and direction are clear. For those staffing and recruitment firms who have not encountered VMS and MSP programs or only seen it in a few places, now is the time to think clearly about your strategy. Will you participate? Will you avoid it? For some, even building your own capabilities is a valid option. VMS and MSP are not the only trends with large buyers. Our latest survey also showed high interest in managing Statement of Work (SOW) consultants within contingent workforce programs. SOW arrangements are often

though not always implemented by hiring managers as a way to avoid having portions of a workforce fall within the purview of a VMS driven contingent workforce program. Currently, nearly half of North American buyers (46 per cent) plan to incorporate SOW workers into their contingent labour program within the next several years. Also high on the priority list is an attempt to manage contingent labour in a more strategic fashion. Another 46 per cent of buyers are looking to incorporate contingent work into their strategic planning process in the future, a sentiment we believe reflects a desire to focus beyond reducing the cost of contingent work and onto using contingent workers more often as a source of competitive advantage for their business as a whole. The precise implementation of these trends on a global basis will of course vary

quite a bit with local market conditions. In much of the world, similar changes are being driven through the growth of Recruitment Process Outsourcing (RPO) arrangements that outsource both permanent and temporary recruitment. While all these trends are most common among large companies, we are also seeing evidence of their spread among mid-sized businesses and sometimes even smaller users. The world of staffing and recruitment is quite dynamic. Forward thinking staffing firms should begin now (if they havenâ&#x20AC;&#x2122;t already) to set a strategy that will allow them to successfully steer through the changes ahead. For more information visit: www.staffing industry.com

MARCH 2014

INTERNATI O NA L CO M M EN T

The Need for Radical Accountability Facing the new realities of 21st century recruiting The way many people work no longer works. Recruiters are overwhelmed, stressed out, and not operating at maximum efficiency as a result of a number of business practices that do more harm than good. RCSA International Conference presenter Scott Wintrip looks at two of the most harmful. The Multi-Tasking Myth Glancing through a window, you see someone behaving erratically, shifting focus from one thing to another every ten to fifteen seconds. This goes on as you continue to watch ... ten seconds focused here, the next ten somewhere else. After thirty minutes, you watch her shoulders slump followed by a momentary sigh before she dives back in to her seemingly awkward routine. If you’re thinking this is someone with Attention Deficit Disorder (ADD) or ADHD1, think again. This is a pattern of behaviour of millions of people engaging in a routine often referred to as “multi-tasking”. Multi-tasking is a myth, as we are incapable of effectively doing more than one thing at a time. Some may dismiss this, but take a moment to observe a recruiter who claims to be multi-tasking. Watch long enough, and you’ll see that the individual may move from one thing to another every few seconds, but at no point in time is he or she really doing multiple things at once. By promoting multi-tasking as a desirable work trait, companies have infected their cultures with the workplace equivalent of ADHD, Corporate ADD (Attention Divided Dilemma). Instead of giving their full attention to what’s in front of them, employees suffering from Corporate ADD are constantly shifting gears while never gaining momentum. Work declines as important functions are incomplete, inaccurate, or of insufficient quality. 1. Attention Deficit Hyperactivity Disorder (ADHD).

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Everyone suffers as clients and candidates receive distracted service, employees exhaust themselves, and managers are increasingly frustrated with their overwhelming responsibilities. There is no medication for this version of ADD, nor is one required. The solution simply requires leaders to promote a healthy culture of work, including: 1. Single-tasking, a dedicated focus on the task at hand. 2. Maintaining boundaries to minimise distractions that are almost always less important than the task at hand. 3. Avoiding drive-by leadership and, instead, meeting with employees once or twice daily to disseminate important information.

Bigger is not better Like drunks on a bender, drivers are often seen weaving and swerving as they divert attention to their smartphones. This is a classic example of the dangers of distraction and why it is often compared to driving while intoxicated. In its own way, the allure of the words and pictures on those touchscreens have an intoxicating effect, drawing people in and diverting attention from navigating a ton of metal, plastic, and glass. The roadways are not the only place where people are under the influence. From the C-Suite to middle management, leaders of recruitment organisations are often intoxicated with data as they attempt to manage voluminous amounts of statistics, emails, and documents. Instead of giving their full attention to employees, customers, projects, candidates, or issues at hand, these individuals often think they are highly adept at managing all of this information along with their primary responsibilities. However, they are just as dangerous as a texter on a smartphone. The employees are neglected, customers and candidates end up only partially served, work on projects is good but could be better, and issues to be resolved are often incompletely addressed. Just because we can track anything and everything doesn’t mean we should. Rather, there are always several key indicators that provide the insights we need. For example, Simon, one of the leaders I coach, now limits what he regularly monitors to three things:

the number of active customers with quality orders, the volume of candidates in the pipeline, and the closing percentage Scott Wintrip of these orders and candidates. The moment any of these areas begins to change, he then, and only then, delves into more details that are automatically tracked by his CRM/ATS. “I’m more on top of things than ever,” said Simon in a recent conversation, “Yet, I’ve reduced my time spent reviewing data by three to four hours each week.” Drivers of vehicles must focus on what matters most: driving, in order to keep those around them safe, and the same goes for everyone in staffing and recruiting. Big Data is highly overrated, especially when compared with critical business functions. Most of you reading this would never interact with a client or work on an important project after downing a few cocktails. Nor should any of us allow ourselves to become drunk by data. Radical Accountability, an unwavering responsibility for getting done what matters most, requires us to be honest about what works, and what does not. Anything that truly matters deserves our full, undivided attention, not the distractedness that is perpetuated by Corporate ADD, Big Data, and other business practices that keep us from being fully present and available. To compete effectively in today’s highly competitive market, recruiters must stand out and stay top of mind. It’s impossible to do this when you’re too busy, too distracted and not facing reality. 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.

RC SA INTERN ATION A L CONFERENCE 2014

2014 RCSA INTERNATIONAL CONFERENCE Platinum Sponsor

MILLENNIUM HOTEL, QUEENSTOWN 27-29 August 2014 MARCH 2014

COMMENT

Meet your new President Robert van Stokrom FRCSA Background

New RCSA President Robert van Stokrom FRCSA plans to firmly establish our Association as Australia’s experts on employment, skills, the workforce and workforce management. The RCSA, he says, will facilitate and inform Australian business and government to adapt to changing skill and labour force requirements. In this article, Robert writes about his background, the value of our industry and our future challenges.

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I am pleased and proud to be writing this article, my first as the newly elected President of the RCSA. I thought I may begin briefly with my background and how I came to be the CEO of DFP Recruitment and an involved participant in the RCSA. My career commenced in pharmaceuticals: several interesting roles led me to senior executive roles overseeing operations in multinational pharmaceutical companies. After some time in China in the late 90s, as I was coming back to Australia I felt the need for a change. I joined my long term colleague Eddy Bidese, who at the time was a partner in the Forstaff company, and commenced as an Executive recruiter moving to the General Manager role for Eddy’s business. The Forstaff company was subsequently sold and it was then that Eddy and I decided to acquire DFP to provide a platform for growth in the recruitment space. Since DFP, we have acquired a further seven companies and opened branches, now totalling 14 spread around the country. I joined the RCSA in 1996 when I was invited to attend a Vic/Tas council meeting, and shortly after, I joined as a council member. Three years later I was elected President of this division, a role I enjoyed in two periods totalling eight years. I joined the RCSA National Board in 2006 and have served in the roles of Finance chair, CPD chair and Vice President.

Thanks to Lincoln Crawley FRCSA I would like to take the opportunity to congratulate and thank our immediate past President, Lincoln Crawley, MD for Manpower, for his excellent work. During his three year term as President he energised the board, attracting several new and very capable board members and has also refocused the RCSA on its strategic plan.

Industry challenges Our industry has many short and long term challenges; some are perennial and some new. The current slow market is the most significant short term issue we need to deal with. This is caused by several factors; one of which I believe is most significant is the reduction of our country’s competiveness in global markets. Our message to government, industry and

COMMENT

I believe we are heading in the right direction for an improvement in our industry performance towards the middle of the calendar year.

the unions is clear. Research, surveys and facts support the need for a more flexible, higher skilled mobilised workforce to protect and grow our economy. The RCSA is a critical thought and information leader in this requirement.

RCSA Strategic Plan My primary focus will be to push hard the agenda of our Strategic Plan and its forthcoming Board review. We will firmly establish our Association to be regarded as Australia’s expert on employment, skills, the workforce and workforce management. The RCSA will facilitate and inform Australian business and government to adapt to changing skill and labour force requirements.

We need more influence We are working on our influence on government at all levels; we need to ensure government always recognises the RCSA as the knowledge base for all issues concerning employment and workforce management. We will have our research knowledge and resources to assist to develop appropriate policy to assure Australia’s economic growth and security. To this end we need to lobby

more – a process we’ve already started – and we’ll see a lot more of this with respect to the RCSA’s profile and my role as President in influencing and being recognised and listened to as the peak body representing the recruitment industry.

The value of our industry I believe that business and government are now recognising the importance of flexibility of labour, or “adaptive capacity” as we now like to term it. We as an industry prepare people and workplaces to respond flexibly and creatively to changing circumstances. We need to be in touch with and know, through either tertiary research or market intelligence, where the requirements are for labour and skills, and we need to address the lack of mobility and the skills imbalances by assisting in getting those skills and labour to the right geographical regions. Many companies are looking at how they can tap into and mobilise their workforce through a national knowledge base.

Our short term outlook My feeling for the immediate future is a soft market. We see people talking up confidence, however, Australian business is not prepared to take risks at the moment; instead there is a wait and see attitude. Our industry needs to ensure we can adapt to the force we have, stay productive, be prepared to ramp up very quickly – but also, at the same time, be ready to scale down. We are seeing some positive indicators and we must strive to keep the momentum. I believe from the feedback we are seeing some of this confidence translating into action. I believe we are heading in the right direction for an improvement in our industry performance towards the middle of the calendar year.

to a vehicle to interview, properly assess, and process candidates. The importance, value and relevance of this aspect needs to be used in all our conversations with our clients.

RCSA members have a great asset We also need to emphasise the vast number of productivity benefits clients can achieve by using contingent labour. Beyond the obvious ones of coping with seasonal demand, absences, available labour and workforce management, the value of knowledge that this workforce holds, which is brought to our clients’ workplaces, will vastly improve productivity. I’ve experienced this first-hand as a user of contingent labour in my pharmaceutical days. These candidates work at many different places, which is their choice, as variety and flexibility is important to them. They come to the office or factory floor or boardroom with great ideas on how to do things better. These people have solid experience and knowledge gained from such a broad range of environments. Therefore, the challenge for us is to ensure people understand this is another way to boost productivity in any industry, despite all the rhetoric we hear from those who are against us as an industry. Lastly, I ask for your help: if you know of, or have heard about a recruitment organisation that is not a member of the RCSA please tell us – we need to reach out to all potential members whether they are large or small; we need to represent all firms in the industry. The more we can achieve this, the greater influencing power we will have.

Future challenges The main challenge we face over the next three to five years, I believe, is a significantly changing industry which increasingly will be determined by technology. Be prepared to compete with forums such as LinkedIn and other similar instruments that provide a purely matching opportunity as opposed MARCH 2014

BUSINE S S M A N AGE M EN T I SSU ES

Navigating the new reality – the secure vs fulfilling career There is a new reality for workers and employers alike, writes Mark Ashburn. He says that flexibility has many advantages and organisations that encourage flexible practices enjoy enhanced employee productivity for reduced infrastructure costs.

he new reality is that workers are more mobile and in some case have higher expectations of a work/life balance than they would have had ten years ago. Many prefer to have the flexibility of working as contractors. In addition, many are more prepared to move between jobs, frequently changing, not only companies, but often even career fields. The days of studying at university or completing an apprenticeship and then continuing in that profession for the remainder of your working life have gone. A study of regularly used phrases shows that the phrase “a secure career” has gone out of style, just as the phrase “a fulfilling career” has become more popular.

In November 2012, almost 980,000 employed persons were independent contractors in their main job in Australia.1

Mark Ashburn, General Manager – Sales, Kinetic Super

RCSA JOURNAL

In addition to this willingness to move and change roles, technology makes it possible to telecommute, work from virtual offices and communicate with businesses and individuals across the globe. Flexible work schedules are popular because so many duties and responsibilities can be accomplished from an employee’s home, while travelling or to fit in with different time zones. Managers of team members who live and work in different cities, and even in different countries, are becoming more common. As a result of the increased mobility, desire for flexibility and the focus on having a fulfilling career, employers are also having to rethink their strategies for acquiring and retaining good people. From a recruitment and talent acquisition perspective, remote working opens up an abundance of candidates from across the world. Organisations that encourage flexible practices enjoy enhanced employee productivity for reduced infrastructure

costs. Flexible working arrangements are also proven to boost employee job satisfaction levels and quite often, retention. With ageing populations in Australia and other countries, the “war for talent” may be the most important factor for future competitiveness. Flexibility will help determine which employers will recruit and retain top talent. As a manager, I know that I need a good team of people around me. I’m also realising the need to navigate and use this new reality to attract and hold good people. I am increasingly willing to recognise the need for a flexible work “place” and to realise that productivity is no longer measured by time face-to-face. However, my thoughts go further as I realise that for many managers the way forward cannot emerge without attention to non-technical skills, and new hiring and management practices. There also needs to be a real effort to: • retain an emotional connection with employees – because it is harder with less face-to-face • value collaboration and interconnectedness • help people change and adopt the new methods • free people from day to day demands so they have the opportunity to change and grow.

Maximising value One way to look at the challenge is to figure out how to maximise the value of employees. The first thing is to get them productive, rapidly. There’s a lot of focus in most organisations on the induction process. Normally the induction process emphasises ‘the way we do things around here”. It’s intended to make people feel comfortable and be able to adapt to their new environment. That’s important, but I’m not sure it’s always the right way to go.

business

Make your Yes, people need to know where the lunch room is and how to use their computer. After that, maybe induction should be more about making new recruits feel valued and passionate about the organisation, by providing them the opportunity to make a difference and add value early on. Ask them questions. Try to do things their way. Most of all, learn from them. If your organisation hasn’t changed the way it does things in the last couple of years you’ve probably missed a significant opportunity for improvement. Don’t pay an external consultant to reengineer your processes. Ask the new guy! They have a vested interest in making the organisation they’ve joined work better. One of the other hidden benefits to employers from the mobility of people is that you can learn so much about how other organisations and industries work. Think about the purchase of a new car. You wouldn’t ignore all the exciting new features that a new car has, purely on the basis that it’s not what you’re used to or have done before. When I get a new car I learn about what it can do and how to make the most of its features so I can get the most out of it from day one. I think it makes sense to adopt this strategy with people too. That way they feel valued and you gain the benefit of their skills and experience and what they

can offer your organisation. I’d argue that today cultural alignment is the single most important factor in recruitment. If you get that right, you will find new starters “get” the organisation from the start. For the new person, nothing is more empowering (or enthusing) than feeling valued and loved from the outset. If your new starters feel this way they will contribute more, and faster. The new reality is that people move around from job to job and career to career. Don’t fight it, move with it. Be flexible and acknowledge that you might need some new tools to navigate this particular path. 1. www.abs.gov.au/ausstats/abs@.nsf/

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Deconstructing the term “bullying” A I often wonder what we mean when we say that we have been “bullied”, writes Andrew Wood Hon FRCSA (Life). No doubt the expression makes sense to the person who uses it; but that sense might not necessarily correspond to the way in which others view the same action.

Bullying, it seems, can occur in any direction – up, down, sideways – and even from outside an organisation.

RCSA JOURNAL

trend seems to be developing in contemporary mediation to view parties’ accounts of what has happened to them and what they have done, not as historical accounts that disclose negotiable interests; but as stories, or narratives, that they have developed to make sense of their subjective experiences. In this short article I reflect on how that trend might relate to interventions under the Fair Work Act in the case of complaints of bullying. As a lawyer, I would hope that there was some generally accepted objective definition that is commonly acknowledged to be an accurate description of conduct which, if I have suffered it, constitutes me as having been bullied; and, if I have perpetrated it, constitutes me as a bully. But alas, there is no such definition and not even the recent changes to the Fair Work Act 2009, which confer power on the Fair Work Commission to intervene in cases of “bullying at work” provides a widely accepted definitive statement of what it is to be bullied. There, the concept of “bullying at work” is restricted, though supported by examples given in the Commission’s Anti-Bullying Bench Book. The examples include aggressive or intimidating conduct, belittling or humiliating comments, victimisation, spreading malicious rumours, practical jokes or initiations, exclusion from work-related events and unreasonable work expectations. These might all be objectively assessed. However, if I say, “I have been bullied”, I am most likely describing some subjective experience. I am saying, in effect, “I feel that I have been bullied”. I might state it in accusative terms: “You are bullying me” or “You are a bully”. But it remains subjective; and no doubt the “bully” has another view of it entirely and might say, “No. I am simply being a strong leader”, or, to pick up on one of the Fair Work exceptions: “I am merely carrying out reasonable management action in a reasonable manner”. When we look at the definition of being “bullied at work” contained in section 789FD of the Fair Work Act, we can see that a complaint of bullying is likely to be

processed within prevailing discourses of safety-at-work and a-fair-go-all-round. That might not always be enough and so, when dealing with “bullying” complaints, it is important not to immediately accept the labels, but to examine the conduct that it describes and the context in which that conduct takes place. That is not to diminish the important work that is being done by employers, governments and agencies to curb the horrific toll of bullying at work. But it is to recognise that the term, “bully” is emotively charged and, when used by a party, summons up multiple discourses about such things as health and safety, decent work, entitlement, prerogative, gender discrimination, power, equality, justice, fairness, retribution, collegiality, civility, manners, morality, respect, recognition and a host of other topics prioritised according to the world view of the party who has used it as a descriptor of a perceived injurious experience. Bullying, it seems, can occur in any direction – up, down, sideways – and even from outside an organisation. Often the label, “bully” is thrown about loosely in the melee of conflict saturated interpersonal relationships such that I sometimes wonder whether the role of “bully” and “victim” are assigned arbitrarily merely according to who lodged their complaint first. The assignment of roles of (alleged) bully and (alleged) victim has a profound effect upon the course that a complaint of bullying might take. The alleged victim is able to access a line of force that stands behind him/her to prevent bullying and attracts sympathy; while the alleged bully is often disempowered and shunned. We need, therefore, to be careful; to be alert to the effects of that discourse in order to reach an appreciative understanding of what has actually happened and, perhaps more importantly, of how the parties would prefer to shape their relationship in the future. As the parties recount their stories, mediators, who work in this space, will often look for elements of other stories, particularly for those elements that might

BUS I N ES S M A N AGEM ENT ISSU ES

become part of a possible counter story. The possibility of a counter story – a story about times when the parties’ working relationship was not ruined by conflict – might only be glimpsed fleetingly. Sometimes it is only evident in the absent but implicit preference for something that is different – e.g. a relationship of respect, better communication, recognition and so on. Where the elements of the counter story can be worked into a viable and coherent counter story of what the parties’ relationship has been on occasion and could be, it seems possible to move away from the old conflict saturated narrative. A new story can be authored and the context in which “bullying” behaviours and victim consciousness “made sense” no longer prevails. Although it may be too early to tell, I do not think that we are likely to see this type of mediation practised to any great extent in

the Fair Work Commission. There is nothing in the Commission’s Anti-Bullying Bench Book that would suggest that it will. But the Commission does have power to direct compliance with the employer’s anti-bullying policy and there would be scope, it seems, for the employer’s policy to include the design for such a process. I would like to think that this contemporary approach to mediating bullying complaints holds the promise of more positive and productive outcomes – that it might work to dissolve rather than merely suppress bullying behaviour or resolve bullying complaints. We shall have to see.

Andrew Wood Hon FRCSA (Life)

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Recruitment industry trends Predictions from Nigel Harse, Director of The RIB Report, which collects and reports on industry trends.

“The vast majority of recruitment business owners will be delighted to see the back of a challenging 2013”, Nigel Harse, Director, RIB Report, says. Early findings of the RIB Review of 2013, which will be available in March, reveal that four in every five organisations faced a sharp decline in profitability. The number of businesses trading at a loss spiked from 2012 results. “This is the fourth calendar year in a row where we have seen an increase in the number of firms trading at a loss,” Nigel says, adding that 2013 results are the weakest in the last four years, with many indicators showing great similarity to those witnessed during the GFC. “It doesn’t appear to have been a level playing field everywhere, with some noticeable regional variations revealed in the 2013 review,” Nigel comments. “We know it’s a tough market when 27 per cent of all

participants report trading at a loss for 2013.” This represents a significant – and concerning – one hundred per cent increase on 2012, when 13 per cent reported a loss for the period. Nigel Harse, Director, NSW and ACT appear The RIB Report to have had the toughest years, with 41 per cent of participants recording a loss for the 2013 year. Of South Australian participants, 25 per cent recorded a loss, as did 14 per cent of Victorian participants and 12 per cent of Queensland and Western Australia participants. “On a brighter note, New Zealand results are much healthier and have improved, with no RIB participants recording a loss for 2013,” Nigel says.

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Productivity, cost and the internet Disruptive business models and the recruitment industry â&#x20AC;&#x201C; Nick Woodward looks at the issues.

Technology: a catalyst for disruptive change Is online shopping killing retail like Video Killed the Radio Star? Well, maybe. New technology is frequently a catalyst for disruptive change and alternative business models. The Internet may well be the agent for change now; however, before it there was another information age revolution that impacted businesses: desktop computing.

On-premises The arrival of desktop computing in the 1980s revolutionised business accounting, enabling companies to ditch physical journals and ledgers. Client-server computing went on to bring centralised on-premise finance systems into organisations. The big winners were software companies. Boxed software, manuals and licensing all generated huge revenues and periodic upgrades required more cash investment. Proprietary features often made it difficult to shop around. And of course, server-side hardware and operating systems elevated the cost still further.

Disruptive SaaS The business model of delivering software over the internet appeared in the late 1990s. This has developed into the online Softwareas-a-Service (SaaS) business model which has proved highly disruptive to established on-premises software companies. Online software company Xero was founded in 2006 by an entrepreneur and an accountant who wanted to create a modern cloud-based alternative to onpremise accounting software. In May 2013, Xero was valued at $1.4billion.

Recruitment examples In the recruitment sector, SaaS and the internet have also proved highly disruptive to established practice and businesses that have been dominant. A number of examples of success can be seen in internet based recruitment businesses. Freelancer.com, an online jobs

RCSA JOURNAL

marketplace, with an IPO of A$0.50 per share, closed its first day of trading at A$1.60 after peaking at A$2.50. Expert360 is a similar concept but for higher level expertise. Founded by two women aged under thirty, the business had to turn potential investors away as they raised $1 million, something attributed to the disruptive potential of the business. If these bypass traditional recruitment, RecruitLoop is an innovation that brings greater flexibility to established practice. The service lets an employer source recruitment expertise on-demand and pay only for the recruiterâ&#x20AC;&#x2122;s time.

Reduce costs and increase productivity The demand for cost reduction and increased productivity is a result of the credit crunch and the global economic recession. Many businesses have reduced costs through headcount reduction. However, businesses still need access to skills and expertise. The internet has enabled these needs to be met, although the result sometimes represents negative disruptive change for the recruitment industry. Freelancer.com and Expert360 provide direct access to skills while RecruitLoop provides more cost effective access to recruitment expertise without the familiar commission structure. Look for SaaS services which represent positive disruptive change because of their ability to integrate, automate, reduce manual overheads and drive back office efficiency. Whether you are a business that is positively or negatively impacted by disruptive change, the take-away is the same: never stop looking for ways to deliver efficiency and value. Article by Nick Woodward, CEO, Etz Back Office.

MARCH 2014

ASSOCIATION NEWS

Fresh video training & special prices for RCSA members In today’s challenging market, almost nothing is as important as upskilling your recruitment team. The RCSA Learning Centre is excited to announce a new partnership with the market-leading online video learning experts, Recruitment Juice. Affordable and effective training is delivered directly to a desktop or mobile device, exactly when and where it’s needed – great for the time-poor or remotely located recruiter. The online platform provides an exciting learning environment by providing on-demand bite-sized video content and assessment material. It offers a fresh training solution

for businesses and a valuable development tool for individual recruiters. The Juice Talent Development Platform provides access to nearly one thousand videos that feature more than forty industry experts including local expert, Greg Savage FRCSA (Life). Topics include sales and new business development, social media, the recruitment process, building client relationships, candidate attraction and leadership. The Juice videos are famous for their comedy drama (have you seen Wayne’s placement dance? youtu.be/KEB86zDoh1A), cleverly used to maximise learner engagement and demonstrate real life. A range of specific courses have been developed to meet the needs of recruiters with varying levels of experience. The content

is effective in delivering tailored individual learning as well as supporting collaborative learning: group training, coaching and mentoring. If your business is serious about attracting and retaining the best talent, then give your team a Recruitment Juice boost. All RCSA members will receive one CPD point for every hour completed of Recruitment Juice training.

Special offer for RCSA members who are new Recruitment Juice clients: • Get 14 months for the price of 12 month • Get 1 licence free for every 10 licences purchased • Buy over 30 licences and receive your own branded private Video Learning Library. For more information go to www.rcsa.com.au

RCSA In-House Training Training when and where you want RCSA recently launched In-House Training – the flexible, convenient and cost-effective training solution.

RCSA IN-HOUSE TRAINING

RCSA JOURNAL

he RSCA Learning Centre offers targeted in-house training for your staff and teams for as little as $250 per person for a one-day program (conditions apply). Each program is designed to meet your organisation’s specific requirements, ensuring that you meet your professional development outcomes. The core courses include: • Introduction to Recruitment • Interviewing Essentials • Sales Marketing from the Desk • Leadership and management skills • Current legislation and ethical matters • Soft skills, such as communication, use of technology, negotiation skills and much more. Training and courses can also be delivered in leadership and management training, productivity, motivation and engagement training, time management, presentation skills, negotiation, coaching,

social media, legislation, and ethics and immigration matters.

How does it work? RCSA offers training solutions throughout Australia and New Zealand. The Learning Centre team and your dedicated specialist facilitator work with you to determine your strategic and individual needs for professional development and align these to your organisation’s business objectives. Targeted group training can be run at your own business facilities, at an external training venue or at the RCSA Corporate Meeting Rooms in Sydney. For all enquiries regarding RCSA In-House Training for your workplace please email learningcentre@rcsa.com.au or phone +61 2 9922 3477.

ASSOCIATION NEWS

Issues Update W

ith 2014 now in full swing, we are beginning to see some of the effects of the Fair Work Amendments that came into play as of 1 January 2014. In the latter half of 2013, the RCSA Issues Management Team prepared submissions to the Fair Work Commission in relation to the new Consultation provisions proposed to be included in all Modern Awards. Further submissions were also prepared in relation to the General Protections Benchbook and the new Bullying and Harassment jurisdiction. The preparation of this material is an important process, undertaken to ensure the interests of RCSA members are represented in relation to these major workplace relations changes. Modern Awards were amended with effect from 1 January and now all employees must be consulted about changes to rosters and hours of work unless the employee is an irregular casual. Furthermore, the Fair Work Commission Benchbook on General

Protections is now available at www.fwc.gov. au and is a great resource for employers. Looking forward, the four year review of the Modern Awards has now commenced before the Fair Work Commission. The RCSA Issues Management Team will pay close attention to the developments occurring in this area and will be representing members at the relevant hearings, as it is anticipated that some outcomes of the review may have significant impacts upon members. In particular the team will be monitoring the ACTUâ&#x20AC;&#x2122;s push for the inclusion of Casual Conversion provisions across all awards. Furthermore, RCSA will review, and possibly file, submissions on behalf of members to review the flexibility arrangements of part-time employment, penalty rates and award flexibility provisions generally. In addition to this, the RCSA Issues Management Team is currently working with the Workplace and Gender Equality Agency

(WGEA) to look at ways to support members in meeting their reporting requirements under the new WGEA Act. The RCSAâ&#x20AC;&#x2122;s ability to co-operate, and work, with Government agencies is of great benefit to members in supporting their ability to meet Government requirements. The dynamic labour market within which we operate today requires continued monitoring and the RCSA Issues Management Team is at the forefront of this process and works closely with RCSA Management in maintaining up to date and relevant communications regarding the many changes that arise in the Workplace Relations domain. In particular the RCSA is in the early stages of commissioning further research in to the motivations of on-hire workers and client use of such services. Stay tuned for more in future issues of the RCSA Journal. Charles Cameron, RCSA Issues and Policy Advisor, Partner and Executive Director of FCB HR.

MARCH 2014

ASSOCIATION NEWS

Ethics and the people business – the perfect relationship!

UR business is people. That is, we are in the people business; so why is this most precious resource often so very much undervalued? Let’s look at some of the possible causes: economic conditions, leadership, engagement, business and financial acumen, ignorance – the list goes on, and it can also be quite thought-provoking. In a previous article I wrote “As a specialist recruiter, you become a valuable resource to your clients and their businesses”. The emphasis here is on you become a valuable resource and you being people, regardless of whether you are a consultant, manager, senior executive or business owner. As leaders we should know what’s going on in our business, what motivates the team, how to keep a healthy engaging balance to satisfy shareholders, stakeholders and

clients, etc. Oh, and let’s not forget, that all important and most precious resource … yes, our people. Nobody said being a leader was going to be easy! So, here we are ... in the people business. How can we as leaders expect to understand our client’s business if we don’t fully understand our own? Or is it simply a case of not caring as long as the money keeps flowing in and revenue is healthy? Now there’s a potentially interesting debate about ethics! We’ve all heard the expressions leader-led and lead by example, which if done well is an exemplary tribute to a great leader. But, what if it’s not done well? Oops! Here we are again. Who remembers the line: There are no bad teams, only bad leaders? Being a leader also requires us to be educators and there are occasions when our clients can in

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

RCSA JOURNAL

fact benefit from the knowledge we can impart. Feedback is a crucial component to our business and how we perform; however, how many leaders are courageous enough to seek feedback themselves or perhaps implement a 360 degree feedback system? How can we grow, inspire or promote change if we don’t actively seek feedback from those we should value as much as we do our clients and ourselves? Some of the best leaders in the world make mistakes; some learn from them, some grow as a result of them, some ignore them and some blatantly disregard what has happened. Regardless of what we do, once we have identified a mistake, our actions speak volumes. Doing the right thing at the right time is critical in everything we do as

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

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leaders, and doing the right thing is often seen as being ethical. The great Chinese philosopher, Lao Tzu, summed it up very well*. How we lead can, in a lot of instances, have consequences. If we don’t lead well and don’t do the right thing, there could be any number of potential risks to our business, such as: financial risk, operational risk and reputational risk, all of which on their own can have a detrimental effect on our business, but can you imagine the effect if our business was faced with all of these risks at the same time? Moreover, what affects our business might also affect us as leaders. The RCSA Code for Professional Conduct provides the very foundation for professional recruiters to promote themselves as ethical leaders within a highly competitive industry. As an RCSA accredited member you should

exude integrity, professionalism and quality. It is worth remembering that our past doesn’t define us, much as how others won’t always remember us for the good things we have done, but instead will remember us for how we did it. As leaders, one of our goals is to lead and create future leaders – whether this is achieved by mentoring, encouraging ongoing professional and/or personal development or implementing succession planning into our business. We are also advocates for change and effectively engaging with our people enables us to actively encourage others to embrace and promote change. RCSA’s PEARL program was developed with this in mind. It’s been said before and it will almost certainly be said again: “Without people,

we have no business!” We may therefore wish to keep one thing in mind; if we truly value our people then we will almost certainly succeed as leaders.

Martin Barnett RCSA Ethics, Compliance & Risk Manager.

* Note: Refer to my first article in the March 2013 Journal

The great Chinese philosopher, Lao Tzu, once said: Watch your thoughts; They become words. Watch your words; They become actions. Watch your actions; They become habits. Watch your habits; They become character. Watch you character; It becomes your destiny.

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Strategic Plan update

RCSA Professional Accreditation Framework (PAF) Latest and greatest news for Individual members. The RCSA Professional Accreditation Framework for Individual members has recently undergone some important changes. There are updates to the nonprofessional category of Associate, and new criteria and easy accessibility to logos for new members. RCSA professional membership aligns individuals with recruitment career paths and provides public recognition of a member’s knowledge, skills, experience and commitment to continuing professional development. Individuals may enter at any level of membership provided they have met the minimum requirements.

Associate Associate members (previously Affiliate) now have an Associate logo and membership certificate. So set yourself apart and display your logo in your email footer and business cards. Your certificate can be used as evidence of commitment to your professional

association. This category is open to individuals who work in supporting industry roles and sectors outside the industry. Associate members are required to adhere to the RCSA Code for Professional Conduct, and have an Associate logo and membership certificate. Associate members do not have access to a post nominal, have no voting rights and are not required to complete CPD.

Accredited Professional Recruiter – APRCSA There are two new criteria for entry to Accredited Professional Recruiter membership: proof of completion of RCSA/AHRI Diploma of Management or a minimum HR undergraduate qualification. An alternative entry level to APRCSA is a minimum of two years’ relevant, recent and ongoing recruitment industry experience.

Member – MRCSA The criteria for the more senior MRCSA level is not only a minimum of three years’ relevant, recent and ongoing recruitment industry experience, but also completion of a relevant undergraduate qualification

A new RCSA member benefit

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www.rcsa.com.au 28

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(eg business, human resources, psychology, law or health). The existing alternative criterion remains as a minimum of seven years’ relevant, recent and ongoing recruitment industry experience.

Fellow – FRCSA The status of Fellow membership is the highest level of these three professional categories. Meeting the criteria and completing the Fellow application is a reflection of the time and dedication you have put into your career. The new application form guides you through the requirements which include demonstrated and wide reaching contribution to the recruitment industry and written references in support of your application. The new application forms and the PAF document have been uploaded to the RCSA website, along with the Individual Membership Support Program for Corporate Members. For more information contact Victoria Hughes, Membership Manager, on direct line +61 3 9936 9414 or at vhughes@rcsa.com.au

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New RCSA Board appointments As you will have read in the CEO’s Report, the RCSA welcomes two new Board appointments at the AGM last November as well as the newly elected President Robert van Stokrom FRCSA. Robert is the CEO of DFP Recruitment Services. He was elected to the Board in July 2007 and was Finance Chair from 2009 to 2011 and Vice President from 2011 to 2013.

Nina Mapson Bone FRCSA

Sinaed Hourigan MRCSA

The two new additions are Nina Mapson Bone FRCSA as New South Wales representative and Sinead Hourigan MRCSA as Queensland representative. Nina Mapson Bone, General Manager Recruitment NSW /ACT of Chandler Macleod Group Limited, said, “I am really pleased to be in a position to help influence the future of our industry and have been excited to learn of some of the key strategic themes that the RCSA is pursuing with the journey that has already been undertaken. It is great to be alongside Board members of the experience and calibre we have, as we work towards our goals and adapt to the challenges that face us in our industry”. Sinaed Hourigan, Director Brisbane, of Robert Walters, said, “I am delighted to have the opportunity to join the RCSA Board and work with such a great team. The RCSA has a key role to play in ensuring the ongoing relevance and recognition of the recruitment

industry across Australia and New Zealand and I look forward to working with the RCSA team and the Board in supporting the industry members through our commitment to professional development, quality service and ensuring members have the opportunity to realise the full benefits of RCSA membership”. All Board members acknowledged the outstanding contribution of two outgoing directors, who have both served since July 2007: Matthew McArthur FRCSA (Life), Chief Executive Officer McArthur; and Denis Dadds FRCSA Manager OH&S Unit of ManpowerGroup who also held the position of Finance Director over a period of two years.

MARCH 2014

ASSOCIATION NEWS

A helping hand for women F Economic independence is a basic human goal – especially for disadvantaged women. And many of these women are also the victims of “lookism”, society’s attitude that how we look is more important than who we are and what we can do. Two inspiring recruiters are lending a helping hand in very practical ways through organisations such as Dress for Success and Fitted for Work.

RCSA JOURNAL

iona Harland MRCSA, Director of ERG Recruitment in Auckland, is a staunch supporter of Dress for Success, which provides interview-appropriate professional clothes for women looking for work as well as a support network and career development tools. Fiona and ERG consultant Tracey Wotton first began supporting Dress for Success two years ago as volunteer personal dressers. “This involves spending about an hour helping clients referred to Dress for Success choose suitable interview attire from the range of clothing gifted to them. We donated our time one day a month or more frequently if we could,” Fiona explains. “Essentially rather than a financial donation, I have donated my time. On behalf of Dress for Success in Auckland, I have attended career events, acted as a MC or speaker at fundraising events and until recently (due to our own business demands) I supported Auckland with their social media (Twitter and Pinterest). I still have some involvement with regional Facebook pages – please like the pages and share the love! I continually promote them on our own social media platforms as many recruiters who know me will attest.” Dress for Success has helped more than 750,000 women around the world through 130 affiliates/branches in 15 countries since it was founded in 1997. In New Zealand and in Australia more than 25,000 women have accessed their services, and worldwide it helps more than 65,000 women each year. Dress for Success serves clients by referral only and clients come from diverse groups of not for profits, government agencies, job training programs, education institutions and domestic violence shelters. Dress for Success provides a wraparound service – from the suiting program to the career centre and the job retention and leadership program. It helps women transform their lives! Fitted for Work, founded in 2005, is also a non-profit organisation and the first of its kind in Australia. Its mission is to help women experiencing some form of disadvantage (short-term or long-term) find employment and keep it. The organisation’s free services include personal outfitting, interview coaching, work experience and mentoring programs. It has also recently launched a unique Staying Employed program designed

to help women self-manage their own career plan, develop career resilience and progress in the workplace. Since 2005, the organisation’s 15 staff and 250 dedicated volunteers have helped over 15,000 women in Australia step out of disadvantage and into work. Matthew Sampson MRCSA, CEO of Aspect Personnel, based in Melbourne, says Aspect first became involved before last Christmas with a clothing drive (with which the RCSA office helped as well). “We recognise the challenge of finding work if you’re experiencing disadvantage, whether monetarily, socially or just through your life situation – and this is so relevant to our industry,” he says. “We’re in the development stage of setting up monthly job readiness workshops with Fitted for Work which will launch soon.”

How can you help? Fiona also believes organisations like Dress for Success works in well with the recruitment industry and suspects there are many other RCSA members who are already helping. Here are her suggestions for getting involved: • All recruiters should read the paper on “Lookism” as we encounter this every day. We can help both our clients and candidates understand the importance of looking beneath the surface. If we can challenge discrimination based on how individuals look, then maybe we can get more people into the right jobs. • As recruiters, we have created an art form of looking fantastic and wearing great suits or interview attire. Pay it forward by donating your preloved corporate clothing and encourage family and friends or even clients to do a clothing drive. The immediate benefit in supporting a disadvantaged woman is enormous and can change a life overnight, let alone the impact it can have on that woman’s family.

More information: www.dressforsuccess.org New Beginnings: Tackling the Problem of Lookism and the Role of Dress for Success http://bit.ly/16F5Ptk www.fittedforwork.org Women & Girls on the Agenda at the World Economic Forum www.fittedforwork.org/index.php?option= com_content&view=article&id=228:wom en-and-girls-on-the-agenda-at-the-worldeconomic-forum&catid=53:ceoblog&Itemid=95

RESEARCH

New hiring intentions survey results

esults are in for the first two quarters of RCSAâ&#x20AC;&#x2122;s new Quarterly Hiring Intentions Report (PULSE Report). This ongoing research examines RCSA membersâ&#x20AC;&#x2122; assessments of the recent hiring experiences and future hiring intentions among their clients, and gauges how this changes over time. In summary, respondents reported a more positive outlook on the demand for permanent placement services in the October-December quarter, compared to the previous six months. Demand for on-hire worker services has remained steady during this period. Respondents are more optimistic about hiring conditions over the next three months, particularly with respect to permanent placement worker services. Unlike previous quarters, the demand for on-hire and permanent placement services has not differed significantly in relation to types of occupations sought, and their location. Thus, RCSA members report that demand for workers of different occupations, and in different states, has been relatively uniform during this time. Overall, the results of this study suggest the demand within the on-hire market in Australia is improving, particularly for permanent placement worker services. The two key measures not to be missed in each edition of PULSE are found in these two sections:

5.1 Change in perceived client demand for on-hire worker services Respondents indicate that demand for on-hire workers increased slightly over the April-June and July-September quarters and remained steady to December 2013. The index value increased from 2.70 (April to June 2013) to 3.09 (July to September) and 3.03 (October-December 2013). When respondents were asked in July 2013 to forecast demand levels for on-hire worker services for the July-September quarter, they forecast an index of 2.95. And when asked in October 2013, they forecast an index of 3.44. However, respondents reported a weaker demand for that period (index of 3.03). Furthermore, respondents indicate that they expect demand will continue to improve in the January-March 2014 quarter, forecasting an index of 3.25

5.2 Change in perceived client demand for permanent placement services In terms of a permanent placement service index, respondents indicated that demand for permanent placement services had increased over the April-June, JulySeptember and October-December quarters. The index value increased from 2.56 in April-June 2013 to 3.01 in July-September and 3.11 in October-December. In July 2013, respondents estimated a demand index of 2.85 for permanent placement services for the July-September quarter. Actual demand

for that quarter was higher, with an index of 3.01. In October 2013, respondents estimated a demand index of 3.21 for permanent placement services for the October-December quarter and actual demand for that quarter was slightly weaker, with an index of 3.11. Respondents anticipate that demand for permanent placement workers will increase marginally in the January-March 2014 quarter, forecasting an index of 3.23. 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 membersâ&#x20AC;&#x2122; 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 second wave of the survey, a total of 1307 representatives of RCSA Corporate members were invited to participate in the survey via email. A total of 193 questionnaires were received which is a response rate of 14.8%. 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.

MARCH 2014

ASSOCIATION NEWS

SOLD OUT: Experience+ Industry Forum plays to full houses The RCSA hosted Experience+ Recruitment Industry Forums have been SOLD OUT in Melbourne and Sydney as recruiters and HR practitioners come together to discuss ways to increase participation for experienced workers in Australia.

Held in partnership with the Department of Employment, through the Experience+ Corporate Champions program, and industry partners from the workforce and employment services sector, the Forums are at the fore-front of RCSA efforts to profile the great work the recruitment industry is doing every day in seeking to increase participation in the workforce for all Australians. Further Experience+ Recruitment Industry Forums will be held in Adelaide on 29 April and Perth on 27 May commencing at 7.30am. Registration details will be released shortly for each forum â&#x20AC;&#x201C; please register early. The Experience+ Corporate Champions program provides one-on-one assistance to employers to recruit and retain mature age workers and to promote better practices in employing mature age workers. Further information about the program and

resources are available from the Department of Employment at www.employment.gov.au As the first industry body to be appointed a Corporate Champion, the RCSA is committed to increasing participation in the workforce for all Australians. Through the RCSA Participation Forum, RCSA presents an employment services viewpoint and perspective to government, industry and employers. The Participation Forum is asking members of RCSA to provide information about the great work being done every day by members around Australia and New Zealand. Members are asked to simply send your ideas and comments to participation@rcsa.com.au If you would like to learn more about the RCSA Participation Forum please contact Simon Schweigert at the RCSA via email: sschweigert@rcsa.com.au or telephone: 61 3 9663 0555.

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 Victoria Hughes, Membership Manager on +61 3 9936 9414 or vhughes@rcsa.com.au

RCSA JOURNAL

ASSOCIATION NEWS

In the media Media releases

• Future of the Recruitment Industry in its Own Hands, says RCSA President • RCSA announces 2014 Conference theme: Navigating the New Reality Recruitment 20/20 • RCSA releases online learning new member benefit to boost CPD • 2014 Recruitment and Consulting Services Association Awards – Nominations now open • Voyager Software (Australia) now an RCSA Premium Supporter • RCSA Breakfast series – make a difference and adapt and survive • Greg Savage FRCSA (Life) workshop road shows – just one week till lift off.

Media coverage

Source: The West Australian • Look for stamp of accreditation: recruitment expert. Source: BRW • Promotion for project management. Source: Courier Mail, Brisbane • Planning for future of flexible work. Source: South West News, Brisbane • Flexibility jobs here to stay. Source: Shortlist • RCSA signs up to Astute Payroll • Government introduces “watered down” labour market testing rules for 457 sponsors • Job Services system under review, RCSA hopeful of greater role for recruiters • Rating recruiter performance on results “crazy”; measure six inputs instead • OneShift biting the hand that feeds it? • New RCSA President as Lincoln Crawley FRCSA steps down • Recruiter ethics complaints down: RCSA • Jackman might return to recruitment directorship?

• Recruitment industry important to meeting workforce challenges: RCSA • How to avoid 2013’s most common complaint about recruiters • RCSA members report September quarter activity increase • Hudson data, RCSA members indicate firming employer confidence • FWC bullying guide must clarify unique situation of on-hire arrangements: RCSA • Labour hire company wins legal battle over client’s unpaid fees • Choose high-quality work and don’t let clients “steer the ship” • Bosses from Kelly, IPA, Robert Walters and more to speak at RCSA breakfasts • Industry leaders assemble for RCSA emerging leaders event • Former CFMEU organiser claims corrupt links between Union, on-hire firm and organised crime • Training critical to retaining good consultants through market changes.

Business Solutions Memos & Guidance Notes Recently issued for Corporate Members: • Management Meetings Template NZ (revised 9 November 2013) • Privacy Checklist NZ (revised 9 November 2013) • Privacy Disclosure Statement Template NZ (revised 9 November 2013) • Employment Agreement (Recruitment Staff) Template NZ (revised 9 November 2013) • Labour Hire (Come and Go) Employment Agreement Template NZ (revised 9 November 2013) • Business Operations Checklist Workforce and Candidate Management NZ (revised 6 November 2013)

• EEO Complaints Resolution Procedure Template NZ (revised 6 November 2013)

• Heat stress FAQ

• Privacy Policy Template NZ (revised 6 November 2013)

• Tooheys decision appealed

• Health & Safety Issue Resolution Procedure Template NZ (revised 6 November 2013)

• Bullying benchbook

• Health & Safety Policy Template NZ (revised 6 November 2013) • Client Service Agreement Placement Template NZ (revised 6 November 2013)

• Disciplinary Action following a vexatious bullying claim • Employer’s obligation to consult • Guidelines on complying with labour market testing rules for 457-visa sponsors • Obligations arising from Enterprise Agreements

• OAMPS Insurance Brokers - Recruitment industry insurance solutions • Public holiday interpretation application of holiday pay - Pay As You Go and accruals - Are you getting it right? • Amendments to the Fair Work Act to commence 1 January 2014 • Director liability insurance under siege in South Australian OHS case.

• Unfair Dismissal and General Protection Claims

• Managing Termination of Employment in Recruitment and Labour Hire Guide NZ (revised 6 November 2013)

• Checklist: Getting started online

• Employing Legal Workers (revised January 2014)

• Paul Slezak’s golden rules of recruitment

• Invoice finance a more flexible alternative for SMEs

MARCH 2014

ASSOCIATION NEWS

New RCSA Region Councils REGION COUNCIL CHAIRS

NSW/ACT Region Council Tracy Morgan FRCSA – Chair

New Zealand Region Council Paul Robinson MRCSA – Chair

QLD/NT Region Council Denis Dadds FRCSA – Chair

SA Region Council Andrew Sullivan MRCSA – Chair

VIC/TAS Region Council Phil Isard FRCSA – Chair

WA Region Council Scott Van Heurck FRCSA – Chair

REGION COUNCILS ANRA Council Alan Bell FRCSA Chair

AMRANZ Council Corrine Taylor FRCSA Co-chair Martina Stanley Co-chair

New South Wales/Australian Capital Territory Council Tracy Morgan FRCSA Chair (About HR) Nina Mapson Bone FRCSA (Chandler Macleod Group Limited) Norm Geist FRCSA (HSC Recruitment) Matthew McArthur FRCSA (Life), (McArthur) Deborah Ross FRCSA (Hannaford Ross Group Pty Ltd) Jason Elias FRCSA (Elias Recruitment) John Cooper FRCSA (Circle Recruitment) Naomi Marshall MRCSA (Sprint People) Tracy Watson (Early Learning Placements)

New Zealand Council Paul Robinson MRCSA Chair (Randstad) Jacqui Barratt FRCSA (SALT Recruitment Ltd) Michelle Bishop MRCSA (Sourced Ltd) Marc Denholm (ManpowerGroup) John Harland FRCSA (ERG Recruitment Ltd) Ian McPherson FRCSA (Enterprise Recruitment Ltd) Jane O’Connor APRCSA (Core Recruitment) Alan Sherlock FRCSA (Rob Law Maxrecruitment) Mia Ryan APRCSA (Opus International Consultants) Penni Hlaca (Randstad) Kevin Everett (Building Recruitment Ltd).

RCSA JOURNAL

Queensland/Northern Territory Council Denis Dadds FRCSA Chair (ManpowerGroup) Ian Hamilton FRCSA (Carroll Consulting Group) Samantha Miklos MRCSA (Cornerstone Recruitment Pty Ltd) Sinead Hourigan MRCSA (Robert Walters Pty Ltd) Elizabeth Kingston MRCSA (Kingston Human Capital) Rory Herity (Ambition) Vibeke Thomsen (Galaxy Recruitment)

South Australian Council Andrew Sullivan MRCSA Chair (Hender Consulting) Matthew Hobby FRCSA Director (McArthur) Michelle Cottrell (Robert Walters Pty Ltd) Laura Mabikafola FRCSA (Locher Human Resources) Michael Tapscott MRCSA (Defence Force Recruiting) Nicole Underwood FRCSA (Nicole Underwood Pty Ltd) Kathie O’Malley FRCSA (Drake Australia) Marina Pullin (Mantra Australia)

Victoria/Tasmania Council Phil Isard FRCSA Chair (Consultive Pty Ltd) Stephen Noble FRCSA Vice Chair (Australia Wide Personnel Pty Ltd) Robert Blanche FRCSA (Life) (The Bayside Group of Companies) Robert van Stokrom FRCSA, RCSA President (DFP Recruitment Services Pty Ltd)

Stephen Porter FRCSA (Searson Buck Pty Ltd) Craig Watson FRCSA (Scott Recruitment Services) Erin Devlin FRCSA (Devlin Alliance Pty Ltd) Matthew Sampson MRCSA (Aspect Personnel) Maree Herath (Harvest Recruitment) Anna Wodrow MRCSA (Melbourne City Council)

Western Australia Council Scott Van Heurck FRCSA Chair (Wood Recruitment) Sarah Taylor APRCSA Vice Chair (ChoiceOne Pty Ltd) Kurt Gillam MRCSA (Kelly Services (Australia) Ltd) Steve Heather FRCSA (Mining People International) Jamie Macfarlane MRCSA (2XM Recruit Pty Ltd) Jan Spriggs FRCSA (Life) (Placer Management Group) Nick Turner (RecruitWest Pty Ltd) Lachlan Henderson (Lloyd Morgan) Matthew Iustini MRCSA (Technical Resources) Caitlin Iustini MRCSA (Technical Resources) Paul O’Donnell (Talent Path WA).

ASSOCIATION NEWS

ANR A New member for ANRA Council: ANRA Council welcomes Amanda Blight, CEO of Hendercare. Amanda has joined ANRA Council to provide expertise and insights from the Home and Community sector, and is a member of the ANRA/APNS (Association of Private Nursing Agencies) Working Group. ANRA Members Meeting, Sydney: ANRA Members attended a Members Meeting on 13-14 February in Sydney. Michael Lang from SG Partners explored tactics and techniques on how to deepen client relationships and position and explain the value workforce agencies offer rather than selling your services based on price alone. Members also heard from Dr Janie Smith, newly appointed President of CRANAplus, about the challenges of developing a health workforce to service Australia’s vast regional and rural areas. Karen Cook, Specialist Advisor to Health Workforce Australia, continued this

conversation and highlighted work currently being undertaken to address the key issue of pathways for nurses and midwives as a key strategy to increase the retention of nurses. A copy of the presentations from this meeting is available at the ANRA website: www.rcsa.com.au/anra. The next ANRA Members Meeting will be held in Melbourne, Thursday 29 and Friday 30 May. Federal Government: ANRA continues to lobby the Federal Minister for Health Peter Dutton and Assistant Minister for Health Senator Nash regarding the NAHRLS program. Recent changes in staff have slowed progress as ANRA provides further briefings about this program. A Working Group of ANRA Council is reviewing the minimum qualifications for “Care Staff” as part of a broader objective to offer an industry-led ANRA certification and quality framework for in-home and Aged Care sector workers. This initiative is being

pursued in conjunction with the Australian College of Nursing and the Association of Nursing Australian Nursing Recruitment Agencies & Midwifery Federation – further demonstration of the growing alignment between ANRA and these organisations. The Working Group will next engage the Health Care Complaints Commission and other relevant authorities.

anra

ANRA Member Survey: ANRA has launched the second member survey to update the industry profile and scope of the industry. The online survey is available to all members of ANRA. Details are available at the ANRA website: www.rcsa.com.au/anra

A MR ANZ

new look AMRANZ Council has been formed with eight members signing on for a two-year term. Council also voted to appoint Co-Chairs for the first time.

NAME ORGANISATION Corrine Taylor (Co-Chair) International Medical Recruitment Martina Stanley (Co-Chair) Alecto Australia Tracey McClenaghan Charterhouse Medical Richard Taylor Wavelength Justin Smith Ochre Recruitment Rob Embury International Medical Recruitment Stephen Bott Career Medical Recruitment Alan Bell FRCSA Bell Medical AMRANZ Co-Chairs, Corrine Taylor and Martina Stanley thanked outgoing Council member Ros Melrose (AGP Recruitment), and welcomed new council members:

Tracey McClenaghan (Charterhouse Medical) and Richard Taylor (Wavelength). National Specialist IMG Committee: AMRANZ is a regular participant at meetings of the NSIMGC. The December meeting focused on fine tuning the new system for specialist pathways within which AMRANZ requested the Committee identify the key benefits of the new approach for recruiters and IMGs. The Committee also announced the introduction of EPIC (Electronic Portfolio of International Credentials), a central repository of verified qualifications maintained by the ECFMG. Further information about the NSIMGC and EPIC is available in News on the AMRANZ website. Federal Government: AMRANZ Council continues to pursue QHealth regarding locum services and the B45 locum policy in Queensland. This issue remains a key issue for medical recruiters and is on the agenda

for ongoing work by AMRANZ Council. International Recruitment Strategy: AMRANZ is calling on the Minister and Assistant Minister for Health to review the current IRS funding arrangements and to make incentives for the placement of doctors to areas of DWS available also to private medical recruitment agencies. AMRANZ Recruiters Forum: The AMRANZ Recruiters Forum will be held on 1 April in Melbourne and will look at changes to Privacy and Bullying legislation as well as Continuing Professional Development with Peter Keith, a respected leadership coach to the healthcare sector. An invitation has also been extended to AHPRA. To register go to the RCSA events page and search AMRANZ Recruiters Forum.

MARCH 2014

ASSOCIATION NEWS

New Zealand Update Confusion reigns over temporary workers of recruitment agencies Employers often call on staffing agencies to fulfil workforce needs, however, the use of temporary workers can pose a number of unanticipated issues for recruitment agencies (and their insurance coverage). The fact that the recruitment agency as the “legal employer” is not able to supervise is the very reason why agencies have a positive obligation to ensure their employees are safe. And while the more obvious duty lies with the host company, as the “controller” of the workplace, the issue is not a black and white one and legislation intends that both parties have obligations (and the fact that either party has obligations may not relieve the other of theirs). In New South Wales, a labour hire company failed to ensure the host company carried out an adequate risk assessment of the industrial power press that was involved in an accident, or to warn the worker of potential hazards. The host company pleaded guilty to breaching its obligations under the Act. The labour hire company was found guilty at first instance and this finding was upheld on appeal. Why am I telling you this? While this is an Australian case decision, there are close parallels with New Zealand and some alarming pitfalls with the assumed protection of insurance policies.

Are you and your NZ Insurance Recruitment Consultant Broker on the same page?

Recruitment Firm’s Advertisement breached the Advertising Standards Code 9 October 2001

Recruitment firmswhatUnjustifiably Dismissed. Time to revisit exactly you’re covered for don’t you think? fined for boycotting 7 January 2008 Recruitment agency Consultant discloses Recruitment Firm’s Recruitment 30 September 2009 rival applicant's email address to other Advertisement breached the Unjustifiably Dismissed email recipients7 August Advertising Standards January,2008 2008 Recruitment Agency Code 2001 puts 9 October, forward Recruitment Company recommends Recruitment Agency puts candidate now convicted fraudster for $75,000 job Recruitment firms 12 February forward 2004 candidate now facing facing and need fraud more checks fraud and dishonesty charges Recruitment firms need more dishonesty 8 May, charges 2002 (Posted kiwiblog.co.nz) posted kiwiblog.co.nz checks May 08, 2002 24 November, 2008 November 24, 2008 Recruitment Company recommends Recruitment Are you and convicted your Insurance Broker on the sfirms ame pfined age? fraudster for $75,000 job for boycotting rival

Time to revisit exactly what you’re covered for don’t you 12 February, 2004 30 September, 2009 think?

RCSA JOURNAL

Insurance Specialists for Recruitment Agencies www.i2ibrokers.co.nz Contact Kirsty@i2ibrokers.co.nz

Take the following example: One of your labour hire workers was reversing a truck onto the host company’s site to unload freight. He missed a forklift in his blind spot and the sudden overcorrection caused the load in the truck to shift and a hydraulic ram to fall, striking another one of your workers. As the driver re-manoeuvred the truck, the load shifted further, injuring a host company employee. It was found that the driver broke protocol and claimed that you (the agency) never discussed it with him.

How would your standard program typically respond? Unless you have a Motor Vehicle Excess Buy Out and Section Two Liability policy, the damage to the truck is excluded. No other policy is going to cover this loss. Add the damage to the hydraulic ram as well because this was on the truck at the time. Bodily Injury claims would be excluded. Employers Liability policies only respond to claims arising from the professional business as stated in the Schedule which in your case is “recruitment agency” not “relief truck driving”. (Also refer to the “other activities” exclusion in your Employers and Statutory Liability Policies.) This policy also excludes claims resulting from any breach or contravention of the HaSiE Act and you can’t claim under your Public Liability policy because injury to employees is excluded (and any contracted or on-hire worker would be viewed as an employee). OSH fines, defence costs and penalties are more than likely excluded. Reparation would possibly be covered under normal circumstances but an insurer may argue that the loss occurred in connection with your host company’s usual business activities and not yours as a recruitment agency and would therefore decline any claim. While some may think you could call on your Management Liability policy (which may have an extension for OSH defence and investigations costs) you may find cover is for claims against directors, not the entity (or line management). If the directors fulfilled their obligations in advising their recruitment consultants of the proper H&S procedures then there would be no valid claim here either. Breach of Duty Owed under your Professional Indemnity policy is the fallback option if you will. The down side is two-fold. One, financial loss is covered but financial loss from all the items mentioned are excluded – and two, you are likely to have a recruitment agency endorsement imposed on your policy that excludes claims “directly and indirectly arising out of the actions of temporary or permanently placed personnel”. While this story has a tragic ending, all is not lost. Simply talk to your insurance broker, make sure they fully understand your business and tailor your program accordingly. Kirsty Young, I2I Insurance Brokers LTD, Wellington, New Zealand, www.i2ibrokers.co.nz

ASSOCIATION NEWS

New Zealand business concerned about gaps in workforce Paul Robinson MRCSA New Zealand Chair, reports.

Paul Robinson MRCSA, RCSA NZ Chair and Director of Randstad New Zealand.

Returning to work after a well-deserved break has seen 2014 start where 2013 left off: businesses are hiring and the mood is positive and busy. It’s clear New Zealand businesses are entering the New Year lacking the workforce they need to drive innovation and growth, with almost two-thirds (61 per cent) concerned about the number of high potential employees in their organisation. Businesses are also anxious about gaps in other areas of their workforce, with two thirds (64 per cent) concerned about the number of talented middle managers, and a similar number (63 per cent) worried about potential executive successors. The 2013/14 Randstad World of Work research highlights that Kiwi businesses will need to address the gaps in their talent pipeline early in 2014 if they plan to keep pace with the market. What’s interesting is that so many businesses are entering the new year with questions hanging over pivotal drivers of their workforce. With the economy and business conditions starting to accelerate, employers hoping to grow or innovate in 2014 need to address these concerns immediately. Organisations can’t effectively plan for the year ahead, let alone the next five years, if the right people aren’t in place. Identifying and attracting high performing employees and placing them in the right roles, especially in key leadership positions, will be critical in the early stages of 2014. With the fight for talent increasing not only locally, but throughout New Zealand and the wider Asia Pacific region, the importance of identifying, attracting and retaining the best employees has never been higher. I believe this will create an even more competitive marketplace for top talent, with regional companies open to headhunting talented workers from New Zealand. Regional competition will be an ongoing theme throughout 2014, and local employers will need to work hard to keep local talent in their company. Businesses across the Asia Pacific will be looking at ways to solidify their leadership pipelines and targeting New Zealand in an attempt to snare top performers.

What organisations want Interestingly, immediate hiring intentions from New Zealand employers aren’t reflecting the skills they need imbedded in their company

in the next five years. When asked about hiring intentions for the next 12 months, 57 per cent of businesses stated they intend to attract skilled workers, while 45 per cent intend to hire technical workers and 28 per cent state they need lower-level task employees. However, these intentions do not mirror many organisations’ five year workforce goals. In fact, the skills employers believe will be most important in five years are leadership skills (34 per cent) and innovation skills (18 per cent), which seem to be overlooked by many businesses in their short-term hiring plans. Kiwi businesses will need to match their long-term strategies to their more immediate hiring plans. So what can businesses do to ensure they have the right people? Training and development strategies are of course important, as is attracting employees with the skills, expertise and attitude to help achieve long-term workforce needs. It’s important these talent strategy gamechangers are reflected in business plans and that HR has a seat at the boardroom table. Otherwise it’s unlikely that businesses will have the right people and the right teams they will need in five years’ time. Encouragingly, many companies have developed programs to help cover gaps in the leadership pipeline and are now laying the platform for innovation over the next five years. Almost half of local employers (48 per cent) have developed talent management programs to identify high-potential employees, while 45 per cent have instigated programs to fast-track future leaders and 39 per cent have structured their remuneration and reward programs to attract high potential talent. However, when it comes to partnering with universities or external agencies to attract high potential graduates, New Zealand lags behind most regional competitors. To meet transforming talent requirements, New Zealand employers need to foster stronger relationships with educational institutions and recruitment specialists who are gate-keepers to the best local and international talent. Paul Robinson is the New Zealand Director of recruitment & HR services specialists, Randstad, one of the world’s largest recruitment and HR services providers. MARCH 2014

ASSOCIATION NEWS

Before the RCSA Reg Maxwell FRCSA (Life) continues the RCSA history

he necessity of creating an educational body was reluctantly accepted by the Education Committee of the Australian Federation of Personnel Services in late 1974, when it became clear that no educational body in Australia was prepared to develop a course unless we guaranteed a substantial minimum number of students annually, which was impossible. Initially it was thought that the Education Committee might be able to handle it, but when we made almost no progress over the next two years we decided it needed a dedicated body separate from the AFPS, so the framework of the Institute of Personnel Consultants was developed. It was to be an educational and professional body with full membership restricted to individuals who had successfully completed the course. John McArthur of McArthur Management Services in South Australia was elected President of the AFPS for the 1977 year and he dedicated his term to launching the IPC. John devoted a great deal of his time to it, visiting every state at least once; he also spent a lot of time on the phone and in correspondence, all at his own expense. The extent of his success became evident at the AFPS Conference in October 1977 when over two hundred attendees pledged their support to the IPC by donating ten dollars towards the initial funding. Each state elected a Director, except Queensland which was refused an extension of time to join and as a result decided to stay out of the IPC. I believed this was a bad decision because inevitably many Queenslanders would join personally and they would be disadvantaged by not having a local Chapter. The lack of a Queensland Chapter was addressed by Russell Kimeklis of Manpower who set up a group which operated as an unofficial Chapter. Russell was invited to attend Board meetings as a Representative from Queensland until an official Chapter was set up in 1982 and a Director could be elected. When Russell declined nomination I reluctantly accepted the nomination and continued to be elected every three years until the RCSA was formed. I was reluctant because Queensland was a small state with

RCSA JOURNAL

few members so the Director’s job would be fairly onerous, requiring the management of tutorials, examinations, seminars and workshops, with assistance from the Chapter Chairperson; at that time I was trying to reduce my workload and had just resigned from the Executive of The Small Business and Self-employed Association and also two Commonwealth Govt advisory bodies: The Small Business Advisory Council and The National Panel on Business Administration so I was reluctant to take on something else. The inaugural Directors were: NSW, Joan Page (nee May) and Shirley Watson; Victoria, Geoff Slade and Hugh Whan; South Australia, John McArthur; Western Australia, Jack Evans; Tasmania, Shirley Cooper. Queensland and New Zealand joined later. Joan Page was elected President and initially she also ran the secretariat as there was no money to pay for that service. I had the privilege of attending the inaugural Board meeting as an observer. It is interesting to note that the Directors were all small business owner-managers who were prepared to dedicate their limited leisure time and to use their knowledge and experience and the resources of their businesses to establish an organisation to train their competitors. Each Director undertook to prepare one subject for the correspondence course and a three person committee reviewed them to ensure overall consistency and coherence. Writing material for a correspondence course is not easy, as I know from my own experience when I was recruited by Queensland Correspondence Schools to write a distance learning version of the Small Business Planning unit I had developed for the first Small Business Management course at Seven Hills TAFE; I had the benefit of guidance and supervision from experts and I still found it difficult, but the IPC Directors did it on their own without any professional help and they produced a very creditable body of work. The state bodies were designated Chapters rather than branches or divisions. Initially the only members were the Directors, but some eighty people enrolled for the first course, with the papers being marked by the Director who wrote the relevant material, and 66 graduated to full membership, so

the chapters were up and running. With 66 members it was possible to elect Chapter Chairpersons and recruit tutors to assist the Directors for succeeding courses. Tutoring was a demanding – and unpaid – job as tutors ran two tutorial seminars during the course and marked the papers. Marking one paper required between thirty and forty minutes, so marking was a big undertaking, done at night and weekends. After three or four years tutors received an honorarium, but it never reached the level of a decent hourly rate, so all of the several hundred people who tutored over the years donated a great deal of their time and expertise towards improving the quality and reputation of their professional body. The IPC built up a library of books and video tapes for the use of Chapters and/or members and also arranged an on-going series of seminars, including by internationally known speakers who were sponsored by the IPC. Chapter Chairpersons and tutors were heavily involved in these activities, especially in organising seminars on state-specific subjects. All of these activities received strong support from members and their employers and generated significant cashflow, which was soon able to support a professional secretariat.

The IPC Vision Sometime in the late eighties we developed a mission statement and vision for the future of the IPC and to me the most significant part was the vision of a single educational and professional organisation for the industry throughout South East Asia, based in Australia. This was the suggestion of Hugh Whan. At the time of the formation of the RCSA, in addition to our regular chapters throughout Australia and New Zealand, the IPC had a full Chapter in Singapore and members or student members in South Korea, Hong Kong and Malaysia with current enquiries from the Philippines, so we had made substantial progress towards the objective of a single professional body for the industry in South East Asia. I was elected President in 1990 for a three year term and on completion of that I went into the Chair of the Fellowship Committee. Since no-one had completed the current

ASSOCIATION NEWS

Fellowship program, I engaged Dr Len Little of QUT, with whom I had worked on the State Council of the Institute of Personnel Management (now AHRI) to review it and recommend other options. Len developed an action-learning program at graduate level, which we adopted and he then supervised it so effectively that we had our first Fellows a year later. I recall that Rosemary Urbon and Mike Hannaford were two of them. The next stage in the development of the IPC was to raise the educational standards; to assist with this the position of (non-voting) Director of Education was created and Mr. Peter Grayson was appointed to fill it. He was a former academic who had successfully undertaken a similar role for one of the accounting bodies. The brief was to review our operations, with special attention to the current courses; recommend improvements where appropriate and initiate discussions with universities with a view to our graduating students obtaining credit towards a degree in HR. One of his early recommendations was that we ought to have a significant increase in the number of Fellows as a proportion of total membership, in order to raise the profile of the Institute by having people of some standing in the business community using FIPC as an important part of their credentials. Accordingly, we developed a set of criteria for consideration when elevating a member to Fellow and those criteria were vetted and approved by the full Board. The main ones were: a recommendation by their Chapter; 15 years in the industry, including at least five in management; five years full membership of the IPC; should have made a substantial contribution to our industry; and must be a person well known and respected in their local business community. I believe some of those criteria may still be in use when Life Membership is conferred by the RCSA.

The IPC/NAPC merger = the RCSA Since I was a Director of both bodies I was well placed to observe developments and attitudes throughout this whole process and it is fair to say that while most of the Directors of the IPC were not convinced of the practicality, or desirability, of a single body they were prepared to consider all options, with the proviso that the interests of members must be fully protected in any merger. On the other hand, many of the directors of the NAPC believed very strongly that a single body was the best and only sensible way forward for the industry and some of them thought that the IPC Directorsâ&#x20AC;&#x2122; concern about

membersâ&#x20AC;&#x2122; interests was just a smokescreen to prevent a merger. The idea that the two organisations should merge was around for quite a while before it was adopted by the NAPC Board and put to the IPC. The IPC Board initially rejected the idea, after considerable discussion, on the grounds that the two organisations were much too different in membership and objectives as the IPC was a professional and educational body with membership restricted to individuals, whereas the NAPC was an employer body dedicated to furthering the interests of employers. The NAPC formally raised it again and after the Directors had polled the chapters it was rejected again. NAPC members then pressed their case from within the IPC, so finally the IPC Board agreed to formally put it to the members for consideration. The result was a very decisive vote against by a substantial majority of members and a majority of chapters. The IPC Board considered the matter closed at that point, but despite the strong negative vote the subject continued to be discussed in the chapters over the next few months and gradually some members who had been undecided or who had not voted were persuaded to support it, or at least to withdraw their opposition to it, until there was a small majority in favour in the larger Chapters, so the Board agreed to investigate possible options for a merger in order to establish whether it would be a practical possibility. Discussions were initiated and (eventually) it was agreed that a small negotiating committee should be set up, with two people from each body and secretarial services provided by the NAPC. Proceedings of the committee were to be confidential, with a joint report of meetings being released only to the Executive Committees so that difficult matters still under discussion would not become matters of public debate. The IPC representatives were John McArthur and I, each of us being past Presidents of both organisations. Hugh Whan, who was then President of the IPC, elected to stay out of the face-to-face negotiations in order to maintain his objectivity. Deliberations commenced in a professional atmosphere, with all participants speaking freely and openly about each proposal so we made reasonably good progress and several problems were identified for future negotiation; on that basis a confidential report was prepared for the Executive Committees.

Reg Maxwell FRCSA (Life)

Eventually the negotiating committee managed to reach in-principle agreement on a number of the outstanding issues so that a possible framework for the new entity slowly emerged and work commenced on drafting the heads of agreement for inclusion in the constitution. These negotiations were the most difficult in which I have ever been involved, not least because some participants abandoned the professional approach in favour of aggressive bullying and virulent personal attacks on those who held differing views, to the point where an action for defamation was initiated. Given the ill-feelings and personal animosities generated during this process I came to believe that since the new Board was likely to include a number of those involved it might have considerable difficulty in working amicably and effectively in the best interests of members. I discussed this with John McArthur and we agreed to recommend to the IPC Board that a pre-condition of a merger should be that all current Directors of each body should be disqualified from serving on the new Board for a period of two years after the merger. This recommendation was adopted and implemented so a completely new Board was elected, with Geoff Slade as the inaugural President of the RCSA. The IPC was a very successful initiative, growing in under twenty years to an organisation which was much larger in membership and very much stronger financially than the NAPC and with an international reach. You will find more about the history of the RCSA on the website: rcsa.com.au MARCH 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

Geoffrey Nathan Consulting Inc Glimmer Management Consultants GreenBizCheck HHMC Australia Pty Limited InsideTrak IProfile JXT Consulting Key Factors Lander & Rogers Lifestyle Careers Lipman James Matheson Publishing MemberBenefits Pty Ltd Mindset Group Next Telecom NFC Global Pty Ltd NMIT – Preston Campus – BEC NPA Worldwide Recruiting Network Onetest Pty Ltd Quinntessential Marketing Consulting Pty Ltd Rewire Group Sage MicrOpay Pty Ltd

Kinetic Super

RCSA Premium Supporter & Business Partner 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 Learning Seat Pty Ltd Pendragon Management Recruitment Systems Pty Ltd Scottish Pacific Debtor Finance SDP Solutions Pty Ltd Voyager Software (Australia) Pty Ltd WorkDESK Recruitment Software

NZ RCSA Premium Supporter SEEK NZ

RCSA Supporters Advertiser Newspapers Pty Limited Adzuna AHRI – Australian Human Resources Institute AltusQ Andrew Cameron Solicitors Ayers Management Pty Ltd Bendigo Bank Book Builders Pty Ltd BULLHORN carecareers (NDS) Certex Cloud Strategem Consortio Pty Limited CXC Global Deloitte Dingu Blue ExecuCon Pty Ltd Fathom Business Architects FCB Group

Saxton Corporation Pty Ltd Selectus Pty Ltd SGMC Australia Pty Ltd Skillcheck Pacific Pty Ltd SymbionHR Pty Ltd The Canberra Times The RIB Report Verify Holdings Australia Pty Ltd vSure Wintrip Consulting Group WorkPro

NZ RCSA Supporters 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

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

Kinetic Super: the leading industry fund for recruitment and employment services for more than 20 years. A $2.3 billion industry fund that operates for the benefit of over 350,000 members. www.kineticsuper.com.au Members: memberexperience @kineticsuper.com.au 1300 304 000. Employers: employerservices@kineticsuper. com.au 1300 304 044.

RCSA JOURNAL

OAMPS Insurance Brokers is a Wesfarmers Company, one of Australia’s leading insurance brokers with strong relationships with all major insurers across Australia and overseas. We are the leading insurance broker for recruitment agencies and their contractors and have provided the industry with insurance and risk management solutions for over ten years. www.oamps.com.au

Learning Seat is Australia’s leading online training and compliance management provider. Through customised, online learning platforms, Learning Seat offers its clients over 400 online training and compliance modules, training tools and e-learning resources aimed to inspire, grow and empower employees. Learning Seat supports 600,000+ users across Australia and internationally. www.learningseat.com.au

Voyager is a provider of innovative recruitment software, designed for recruitment consultants by recruitment consultants. Developed in the UK & Australia to meet the needs of the worldwide market, our focus is on service and delivering tangible benefits. Complete recruitment solutions that manage candidates, clients, jobs and placements. Contact us for a free noobligation demonstration. www.voyager-software.com.au

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 MRCSA 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) 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

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 Jennifer Hobbs FRCSA Matthew Hobby FRCSA Alison Hucks FRCSA Phil Isard FRCSA Tim James FRCSA Tania Kapell FRCSA Linda Kemp FRCSA Maria Kourtesis FRCSA Peter Langford FRCSA Colin Levander FRCSA Des Linehan FRCSA Gaynor Lowndes FRCSA Laura Marbikafola FRCSA Nina Mapson-Bone FRCSA Andrew McComish FRCSA Fraser McKechnie FRCSA Ian McPherson FRCSA Annie Milne FRCSA

RCSA Premium Supporter & Principal Partner

Tracy Morgan FRCSA Gillian Mullins FRCSA Stephen Noble FRCSA Bob Olivier FRCSA Kathie Oâ&#x20AC;&#x2122;Malley FRCSA Penny Perkins FRCSA Stephen Porter FRCSA Bruce Ranken FRCSA Tony Ricketts FRCSA Scott Roberts FRCSA Sophie Robertson FRCSA Deborah Ross FRCSA Courtney Rowe FRCSA 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 RCSA IN-HOUSE TRAINING

PO Box 18028, Collins Street East, VIC 8003 Australia Toll Free Aus: 1300 727 504 Toll Free NZ: 0800 448 299 Fax: 61 3 9663 5099 Email: info@rcsa.com.au Website: www.rcsa.com.au

MARCH 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)

11 Apr

Wellington

Introduction to Recruitment

Christchurch

Introduction to Recruitment

Brisbane

Certificate

Brisbane 2014 RCSA Recruitment Consulting Certificate

17 Apr

All year

24 April

Auckland

`Introduction to Recruitment

Certificate

Certificate in Advanced Recruitment Practices (NMIT)

20 May

Wellington

Introduction to Recruitment

21 May

Wellington

Interviewing Essentials

22 May

Wellington

Sales and Marketing from the Desk

4 Jun

Auckland

Introduction to Recruitment

5 Jun

Auckland

Interviewing Essentials

Date

All year All year All year

Online Online

Certificate

Certificate in Recruitment and Selection (NMIT)

Certificate

Certificate in Recruitment Management (NMIT)

All year

Online

Certificate

Certificate in Work Health and Safety (NMIT)

28-Mar

Brisbane

Workshop

Workshop, Sales & Marketing from the Desk

29-Mar

Melbourne

Workshop

Workshop, Sales & Marketing from the Desk

30-Mar

Sydney

Workshop

Workshop, Sales & Marketing from the Desk

31-Mar

Brisbane

Workshop

Workshop, Introduction to Recruitment Consulting

1-Apr

Melbourne

Workshop

Workshop, Introduction to Recruitment Consulting

2-Apr

Sydney

Workshop

Workshop, Introduction to Recruitment Consulting

3-Apr

Online

Sydney

Workshop

Workshop, Leading a High Performing Team

4-Apr

Brisbane

Workshop

Workshop, Introduction to Recruitment +D18Consulting

5-Apr

Melbourne

Workshop

Workshop, Introduction to Recruitment Consulting

6-Apr

Sydney

Workshop

Workshop, Introduction to Recruitment Consulting+D20

7-Apr

Brisbane

Workshop

Workshop, Interviewing Essentials Workshop, Interviewing Essentials

8-Apr

Melbourne

Workshop

9-Apr

Sydney

Workshop

Workshop, Interviewing Essentials

10-Apr

Brisbane

Workshop

Workshop, Sales & Marketing from the Desk

11-Apr

Melbourne

Workshop

Workshop, Sales & Marketing from the Desk

12-Apr

Sydney

Workshop

Workshop, Sales & Marketing from the Desk

14-Apr

Brisbane

Workshop

Workshop, Mapping and Hunting Your Market

15-Apr

Perth

Workshop

Workshop, Mapping and Hunting Your Market

16-Apr

Brisbane

Workshop

Workshop, Introduction to Recruitment Consulting

17-Apr

Melbourne

Workshop

Workshop, Introduction to Recruitment Consulting

18-Apr

Sydney

Workshop

Workshop, Introduction to Recruitment Consulting

22-May

Melbourne

Gala Ball

RCSA Gala Ball 2014

RCSA JOURNAL

6 Jun

Auckland

Sales and Marketing from the Desk

13 Jun

Christchurch

Introduction to Recruitment

20 Jun

Christchurch

Interviewing Essentials

27 Jun

Christchurch

Sales and Marketing from the Desk

23 Sept

Wellington

Introduction to Recruitment

24 Sept

Wellington

Interviewing Essentials

25 Sept

Wellington

Sales and Marketing from the Desk

10 Oct

Christchurch

Introduction to Recruitment

17 Oct

Christchurch

Interviewing Essentials

24 Oct

Christchurch

Sales and Marketing from the Desk Introduction to Recruitment

11 Nov

Auckland

12 Nov

Auckland

Interviewing Essentials

13 Nov

Auckland

Sales and Marketing from the Desk

Mark your diary now! RCSA International Conference 2014 Queenstown, New Zealand 27-29 August 2014

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