RCSA Journal September 2014 by RCSA

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Australia & New Zealand | September 2014

2014 RCSA International Conference

Navigating the new reality:

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Recruitment 20/20

SPECIAL CONFERENCE ISSUE • Are we an industry that helps or harms? How to win the hearts, minds and respect of more buyers • Could “computerisation” wipe out 63 per cent of temporary jobs? • New Zealand Update

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Contents THE RECRUITMENT AND CONSULTING SERVICES ASSOCIATION LIMITED

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FOCUS: NAVIGATING THE NEW REALITY

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

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

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

2014 RCSA International Conference

4 President’s Report: Robert van Stokrom FRCSA 6 CEO’s Report: Steve Granland 8 2014 RCSA International Conference Report The best ever! The full report 14 Are we an industry that helps or harms?

SUBSCRIPTION ENQUIRIES

RCSA AWARDS

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

16 Meet the 2014 Awards Winners: Kurt Gillam MRCSA, PEARL Award

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18 The New Zealand market: leaders comment INTERNATIONAL 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.

20 Could “computerisation” wipe out 63 per cent of temporary jobs? 21 An exciting time for Ciett BUSINESS MANAGEMENT ISSUES

ASSOCIATION NEWS 32 Issues and Employee Relations Update 33 Meet Paula James 34 Introducing Recruit Insure 36 Member Groups: ANRA and AMRANZ 38 In the Media/Business Guidance Notes 39 Meet your Region Chair 40 RCSA Partners and Premium Supporters 41 RCSA Board, Life Members and Fellows 42 2014 RCSA CPD & Events Calendar

22 Redundancy – a time of changes, chances and choices 23 Super News 24 Maintaining and supporting good order

ON THE COVER:

2014 RCSA International Conference – Queenstown, New Zealand 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.

26 Dealing with complaints 27 Quality: the “Leaders” and the “Learners” 28 The right to be safe 30 Trust and confidence in employment 31 Recruitment industry trends 31 The unexpected benefits of being a mentor

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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 governments on issues directly affecting members.

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SEPTEMBER 2014

PRESIDENT’S REPORT Robert van Stokrom FRCSA

It’s time to open new pathways to employment

he rising level of youth unemployment threatens to create a lost generation, as a growing number of young people are unable to enter the job market. In Australia, the number of unemployed youth has increased to over 11.5 per cent nationally and alarmingly has jumped above twenty per cent in the case of 15 to 19 year olds. In New Zealand the number of 15 to 19 year olds not employed has climbed past twenty per cent. I was pleased to welcome the Hon Paula Bennett, Minister for Social Development in New Zealand, to the RCSA International Conference Welcome Reception in Queenstown, New Zealand. During her speech to conference delegates, the Minister noted a new initiative announced by the RCSA which will see members in Australia and New Zealand working directly with youth to open pathways to employment. The RCSA Youth Jobs Charter is a bold initiative, and one that makes practical sense for recruiters who collectively have the skills and the know-how to make a difference and increase the level of participation by youth in the workforce. The charter calls for members to pledge some time and resources to initiatives that work directly with youth. Activities such as collaborating with schools or employment service providers will not only provide an opportunity to positively influence a future workforce but will also strengthen their presence in the local area. While there are a number of factors that may be attributed to the present increasing levels of unemployment, the fact remains that urgent action is needed from government, business and educators in order to build pathways into the world of work. The RCSA welcomes recent proposals from the Federal Government in Australia to place a greater focus on making training and education more relevant to the employment market and job outcomes. Opening a greater number of pathways to employment requires a long-term view that will match candidates with jobs, and match skills and capability shortages to the current and future needs of employers. The Department of Social Services’ Exposure Draft for Employment Services in Australia to 2020, places a premium on initiatives to strengthen the frequency and depth of collaboration within the employment services

RCSA JOURNAL

sector. The RCSA made a submission in response to the exposure draft which is available on the RCSA website at www.rcsa.com.au. However, proposals to introduce a requirement for most unemployed job seekers to apply for forty jobs per month will only serve to substantially increase the number of undirected applications. The unfortunate consequence of placing a numeric target this large on job seekers will be an unsustainable increase in the number of applications that will overload employers and recruiters. Currently, there is a lack of reform that will substantively open new pathways to employment. RCSA believes bolder reform and collaboration is fundamental to increasing the level of knowledge about the world of work, and to building job readiness and managing employment pathways that achieve sustainable employment outcomes. As recruitment and employment experts, and those who source and manage some of the world’s largest workforces, we have the skills and the know-how to make a difference. Robert van Stokrom FRCSA RCSA President, Australia and New Zealand

RCSA Awards 2015 Award nominations open 1 November 2014 for: • PEARL Award (for individuals) • McLean Award for Workplace Safety • Corporate Social Responsibility Award • Award for Excellence in Client Service • Award for Excellence in Candidate Care.

The RCSA Youth Jobs Charter is a bold initiative that makes practical sense for recruiters who collectively have the skills and the know-how to make a difference and increase the level of participation by youth in the workforce.

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CEO’S REPORT Steve Granland

Welcome to the third issue of the RCSA Journal for 2014. In this issue, we bring you a report from the 2014 RCSA International Conference – Navigating the New Reality: Recruitment 20/20, with photos and notes from just some of the outstanding presentations. I am very pleased to report that the Conference was a great success. This Conference was the largest single gathering of senior recruitment industry leaders in the Asia-Pacific region this year and attended by the most delegates ever in ten years.

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pened by the Hon Paula Bennett MP, New Zealand’s Minister for Social Development, the Conference provided business owners and senior executives with access to global and local industry and business thought leaders, keynote speakers, workshops and quality networking events. Next year, the RCSA Conference will be held in Darwin – our first time in the NT Capital. Given the success of this year’s event, we are anticipating a sell-out for next year so I encourage you to keep your eyes open for more information. With a focus firmly on continuing to review and improve member value, I am very pleased to announce we have launched a new RCSA member only complimentary breakfast series. Partnering with Indeed, the breakfasts will run across Australia and New Zealand and are likely to prove popular; so I encourage you to act early and register. I am also pleased to confirm there will be two new Awards in the RCSA Awards suite for 2015. With a focus on continuing to highlight excellence, the two Awards will be the Award for Excellence in Candidate Care and the Award for Excellence in Client Service. These two awards provide us with an opportunity to continue to build focus on the RCSA Code for Professional Conduct and on the difference between an RCSA member and a non-member. Continuing with the theme of member value, in October this year we will be coming to RCSA Corporate members with a membership survey called “Your Voice – Your Association”. See more on page 13. In order for us to continue to refine and build on the RCSA value proposition, it is important that we understand in detail the needs of our members. This survey is absolutely fundamental and instrumental in providing us with the data required to continue to refine the RCSA member value proposition. RCSA membership is diverse, with approximately 1,000 Corporate members with more than 2,200 branches across every element of our industry – from major global players to large privately owned operators, to small businesses operating from a single location. Additionally, the RCSA has more than 1,200 Individual members (and growing) – again from a diverse range of organisations with seniority from new entrant consultants

at the Accredited Professional (APRCSA) level to experienced professionals at the Fellow (FRCSA) level. With such a diverse member base, it is quite a challenge to develop and then communicate a single value proposition which fits neatly across all RCSA members. Given this, we do deliver a very broad range of tangible and intangible benefits for members across areas as diverse as practical tools and resources, such as contract templates and a telephone support service, to lobbying and advocacy as a single voice across issues impacting our industry in both Australia and New Zealand. Most RCSA members access a broad range of member services. Many Corporate members also support the Individual membership framework with consultants encouraged to become Individual members of the RCSA. Examples of the day-to-day core activity that we undertake which may not be visible to all members include: • the management of approximately 300-500 complaints per annum via RCSA Ethics Registrar • continuing to build and promote professionalism in the industry via the RCSA Professional Practice Council and activities such as the RCSA Awards and the Professional, Emerging and Aspiring Recruitment Leaders program (PEARL) • the development and release of vital member resources including Memos, Guidance Notes and Templates (we are about to release a new member only resource “Reference Checking Guide”, a detailed 300-page resource which we will also promote widely to all stakeholders as being an RCSA member only resource) • maintaining relationships with key stakeholders across all levels of government, including employment, skills and industrial relations ministers, Fair Work Australia, Commerce Commission (NZ) and the respective Departments of Employment • lobbying governments directly and indirectly via research for and preparation of submissions across immigration, workplace safety, workplace relations and workforce participation. Recent examples of lobbying and advocacy activity include presenting member views in relation to amendments to the 457 labour agreement arrangement in Australia, opportunities for

members to access the incentives for 45+ on-hire employees (ongoing) and lobbying NZ Government in relation to formal recognition of the RCSA Code. We are also currently working on the development of a member position and industry profile building piece which focuses on pathways to employment and the vital role our industry plays (there is likely to be a focus on youth unemployment in this space) • building relationships globally via Ciett (the global body for private recruitment firms) with key stakeholders across our region (RCSA is assisting Ciett with the establishment of a formal ASEAN group) • proactively promoting RCSA membership to organisations tendering for recruitment or on-hire services • progression of the RCSA Code for Professional Conduct with the ACCC from a voluntary code to a Prescribed Industry Code – this is a significant two to three

year project for which we will be seeking a great deal of member input • provision of complimentary on-line training (MEL) for all staff of member organisations (currently ten training programs in this pack valued at approximately $700 per person) • provision of a member only workforce information telephone advice line (in the last 12 months taking approximately two thousand calls on workplace relations, OHS and independent contracting), email rapid response support service and access to templates valued at over $50,000. The list above is by no means exhaustive in ensuring we are directing our resources in the right areas with respect to the provision of and development of member value, I once again strongly encourage you to complete the member survey which will come your way in October 2014. In closing, I would like to note that both

RCSA operational and strategic activity can only continue with the support of companies and individuals in our industry. Drawn from our member base, the RCSA has approximately two hundred volunteers from the industry providing valuable input, advice and assistance across the RCSA Board, Regional Councils, member groups (Association of Nursing Recruitment Agencies and Association of Medical Recruiters Australia & New Zealand) and our Working Groups across Workplace Relations, OHS, Immigration and Workforce Participation. With the RCSA election process underway I encourage you to think about volunteering. If you are passionate about your industry, the RCSA or a particular topic and want to make a difference, then take this opportunity to get involved. Steve Granland RCSA CEO, Australia and New Zealand

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SEPTEMBER 2014

2014 RC S A I NTE RN AT I O N AL CO N F ER EN C E R EPOR T

Navigating the New Reality: Recruitment 20/20 In August, a record number of delegates from across Australia and New Zealand gathered in New Zealand’s beautiful Queenstown for the 2014 RCSA International Conference – Navigating the New Reality: Recruitment 20/20. Both recruiters and managers attended the world-class presentations and revelled in the fantastic social events and opportunities to network with like-minded people.

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RCSA President Robert van Stokrom FRCSA and the Hon Paula Bennett MP, New Zealand Minister for Social Development, welcomed attendees, before handing over to RCSA’s ever-popular MC Andrew Klein. Robert also thanked the Conference Sponsors including Principal Sponsor Kinetic Super.

Robert van Stokrom FRCSA DFP Recruitment Services and RCSA President, The Hon. Paula Bennett MP and Neil Bolton Managing Director Recruitment Systems Megan Bolton CEO Kinetic Super Robert van Stokrom FRCSA DFP Recruitment Services and RCSA President

Highlights from some of the presentations Craig Davis Opening Keynote: Happy Business. Pull the Other One • As the experts in recruitment and employment, recruitment industry leaders are in the prime position to lead a change with employers and get back to focusing on people. • Creativity and innovation flourish in an organisation that gets better at the people part of its business. People are the engine room of any organisation, and paying attention to people will deliver direct benefits in the ability of an organisation to innovate in markets where change and disruption is the new norm. The recruitment industry is not immune to losing touch with the stakeholders most crucial to their business. • Three human qualities that are the basis for successful business relationships: –– Trust (is it safe?) is highly rated in any relationship; small businesses have a massive trust advantage compared with their larger competitors. –– Empathy and developing a personal investment in a business relationship help solve the problems a client really has, not the problems you think they have. –– Consciousness (be present). Today’s hyperconnected society provides the perfect basis to build a conscious company, making a difference in what they do and how they go

about their business, focusing on engagement with their people and their customers. • Large companies struggle to innovate at a rapid rate, which presents a great opportunity for smaller businesses to develop an environment that places creativity as a centrepiece of their culture. International research is showing that creativity is among the greatest influencers on business success, and is today regarded as a key quality for leaders.

Keynote Presenters Cas and Jonesy shared the epic story of their journey across a frozen wasteland

Scott Wintrip International Keynote: Innovate Sensation – How do you Innovate in an Industry that is Hard Pressed for Innovation? • Do you consider recruitment is heroic, do you think you are a hero? And what one word would you see to describe recruiters? Would it be “helpful, partner, beneficial?” We need to believe in the value of what we do. If you want something different you must do something different. • We need Radical Accountability: an unwavering responsibility for getting done what matters most. • We need best practice and innovation. Be less Repetitive Practice, less Sustained Practices (for example, dozens of Practices but Never Done!). Focus more on Best Practices and Innovation such as ingenious approaches that create substantial gains (One and Done).

The team from RCSA’s Business Partner Jardine Lloyd Thompson, Anthony Gunn, Christina Dimmock and Lauren Malkin

Enjoying the golf, John Harland FRCSA, Cameron Ryan and Lincoln Crawley FRCSA

SEPTEMBER 2014

2014 RC S A I NTE RN AT I O N AL CO N F ER EN C E R EPOR T

Recruitment Systems

• The Innovation Formula: Good or Great PLUS Irresistible Value MINUS Labour and Complexity EQUALS Sustainable Innovation. • Show Me the Value vs. Show me the Money. • Less hurry up and wait- more hurry up and fill. People want what they want when they want it – they don’t want to wait. • Always Be Collaborating vs. Always Be Closing. Sales need to be quiet: talk less and ask more questions. Less about closing and more about collaborating. • Change the way the public think about recruiters: we are agents for the talented.

John Healy International Keynote: The fundamentals of a Talent Supply Chain Simon Bishop National BDM 2cloudnine, Mark Smith APRCSA people2people and Adam Edmondson Director 2cloudnine

Astute Payroll

• Recruitment organisations could benefit by taking a holistic approach to recruitment and by using supply chain management principles – giving recruiters structural flexibility, movement across borders, consistent and regulated services. Supply chain management can drive productivity, growth and jobs • Supply chain management focuses on four primary areas therefore linking business strategy to talent strategy. Clients want: speed, cost, compliance and quality. • What are the levers we pull to maximise results? We need to be transactionally efficient and drive value in new ways.

Miles Hunt

Etz Back Office

FastTrack

Indeed

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• Process: the plan, opportunities and visibility – again, the metrics that matter.

Barry Asin International Keynote: Global Staffing Trends and the Future of Your Business • The recruitment industry has significant economic and global impact: it employs, places and attracts a major portion of the skilled workforce. • Doing business the way we’ve always done is not sustainable. There is change coming and industry leaders need to position their organisations toward a global staffing industry that uses technology to attract and connecting talent directly to where the work needs doing. Work can be done anywhere. • “If the rate of change on the outside is greater than the rate of change on the inside, the end is near.” – Jack Welch former CEO, GE. • Increasingly, organisations are building their candidate pipeline over the internet, sourcing new talent from crowd sourcing, online service worlds and virtual workplaces/call centres. This presents an opportunity for recruitment organisations to play in the space. • Online staffing is valued as a $1.6 billion industry and is predicted to increase to $50 billion by 2020 – how do we embrace this? Look at the market: acquire, build or partner with firms actively engaged in crowd sourcing, online service worlds and virtual workplaces/ call centres.

International Keynote: Gaining Competitive Advantage – Ingredients of Success

Margie Warrell

• The ingredients of Success – the Six Ps: • Philosophy: The “Why”; personal values and corporate culture. • Plan: Consider the importance of a clear shareholder agenda and the essence of strategic planning. • Positioning: Candidate focus – look at micro specialisation, spot business, high margin, talent pools, and line management. Client focus – look at solutions-driven account management/ resourcing, high volume/low cost, developing capabilities, HR/procurement and new business streams. • People: It’s about acquisition – right people, right time, right job. We are rubbish recruiters when we recruit for ourselves! Define a compelling proposition, consistently communicated with expectations/roles, the pre-flight checklist, engagement, development, retention. • Performance: Focus on continuous improvement (personal and corporate), the importance of social science and focus on metrics that matter.

A Culture of Courage • There are two eco systems – what’s in our head and what is around us. Fear of failing, being judged, is what holds us back. Get out of our comfort zones. • Rethink risk: innovation and growth can’t occur by playing safe. Play to win vs. playing not to lose. The four things we do: over-estimate the probability of risk, exaggerate its consequences, underestimate ourselves and discount the cost of inaction. • Lead from possibilities. All leadership begins with self-leadership so expand what others see as possible. What is your business about? What is the bigger game plan? Where do you see your business ten years from now? Be inspired: a leader who can’t inspire others is like a river without water. What COULD be = Possibility. What WILL be + Probability. What IS = Perception. • Learn to unlearn: cleverness is less valuable than curiosity, unchallenged assumptions shrink opportunities.

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Hon Paula Bennett MP officially welcomes attendees

• Foster trust in every encounter: relationships are the currency of influence. There are four domains of trust: 1. Sincerity: are you authentic? 2. Competence: do you have the expertise? 3. Concern: do you care about what they care about? People want to know if you care about them. 4. Reliability: do you follow through and keep your word? People want to hear “yes”. But if you say “yes” when you can’t follow through, you will burn out and create distrust. • Make it safe – people play safe when they think it’s unsafe not to. Embolden people with courage to take risks. Don’t be afraid to do it. Be afraid of what may happen if you DON’T do it. You want to be building BIGGER people!

Rob Davidson How to Grow a Recruitment Business If you had $300,000 to $1 million dollars capital to inject into your organisation, where would you spend it and what would you do to encourage business growth? Here are the steps: • Seek input from your internal stakeholders, use them as a collective brains trust. • Seek out data, get educated, get expert advice, find a mentor; experiment and invest in R&D. • Invest in a new business model and diversify; create an entrepreneurial sub-brand using internal talent and passion. • Develop effective leadership within the organisation, invest time in coaching and

mentoring, step back and relinquish “control freak” tendencies. • Surround yourself with business advisors, learn from and through others. • Collaborate within your industry: we are NOT a threat to each other.

Ross Clennett Keynote: Powering Productivity: How agencies are boosting their profit in a tough market • Tangible examples from real life recruitment organisations demonstrate that if you are focused on getting the right people using the right tools, you can increase efficiency, save time and money. • One organisation now outsources their business operations to Manila, employing a skilled candidate working in a similar time zone. Duties include candidate profiling, writing job ads and ad hoc research and connecting with HQ regularly via Skype and Cloud-based technology. • Another organisation developed their own mobile application that pre-assesses candidates from their existing database against current vacancies. Candidates are then notified in real time, removing the need for consultants to spend 6.5 hours responding to job board advertisements.

The team from RCSA’s Principal Partner Kinetic Super: Megan Bolton CEO, Philip Seubert Business Development Manager, Laura Fleischer Relationship Manager – Employer Services, Mark Ashburn General Manager – Sales and Colin Runacres Manager Employer Services

Ian Chisholm, Matthew Hobby FRCSA, Nicole Underwood FRCSA, RCSA CEO Steve Granland and Bob Olivier FRCSA

Geoff Slade FRCSA (Life) and Nigel Harse FRCSA

SEPTEMBER 2014

2014 RC S A I NTE RN AT I O N AL CO N F ER EN C E R EPOR T

Jonathan Pain

Peter Williams

Embracing the New Reality

Digital Disruption, Social Media and Recruitment

• Be aware of the tectonic plates of the global economic landscape; identify the key factors and forces. Beware of the prism through which you view the world and remember, bad news sells papers. • There are seven billion people in the world. The Big Three (USA, China and Japan) equal forty per cent of global GDP. Europe is recovering, led by Germany. In Europe, one statistic reflects the economy: truck sales. If people are optimist they will by a truck. • India has 240 million people, yet we don’t see positive stories in Australian media. Vietnam is the youngest nation in the world: its youth want to look forward. Ethiopia is the fastest growing nation. The USA is firing on all cylinders. Japan is the bold and the beautiful with the biggest monetary experiment in history. • Africa is going from hopeless to hopeful. Only three democracies in 1989: today, 23. By 2040 it will be home to one in five of the world’s young people – the largest workingage population. • There are over three billion consumers in Asia, and China’s new frontier is its own backyard. There was 7.5 per cent growth in 2014 and 5-6 per cent medium term. Chinese and Indian consumers will be spending nearly $10 trillion by 2020. • The GFC should have been called the WFC (the Western Financial Crisis). No bank in Asia required government support. The Weapon of Mass Destruction was in Wall Street. • In Australia, we are having the great rebalancing, helped by weaker currency and low rates. • Generally, nationality, colour and gender are becoming irrelevant as we become ideologically more united and better educated. The digital age gives us a greater degree of transparency and connectivity. The decades ahead will see an era of prosperity and enlightenment.

• Where does recruitment fit with social media? A survey of 2,500 people on using social media showed Australia is the number one in the world for downloading movies, etc. • Businesses are lagging behind consumers in adopting technology. • Take time to zoom out and find out what candidates and clients are using. • What’s the point of having employees who can’t connect? Deloitte hires almost half its experienced staff through referrals. How do we engage our employees? Someone tweets every day about what they’re doing. • Set up a blog – be your own media. Rather than being formal, be honest, be authentic, be yourself in your tweets/ blogs. • Using Yammer Social networking: Yammer is a private social network that helps employees collaborate across departments, locations and business apps.

Cas and Jonesy To Hell and Back: a Journey across a Frozen Wasteland Cas and Jonesy were two “ordinary blokes” who dreamed big and made the seemingly impossible possible. They have an infectious determination that has helped them conquer one of the most extreme Antarctic crossings ever achieved. Five key insights into leadership, teamwork, risk management and how to overcome adversity: 1. Have a vision and verbalise the dream. 2. Planning and preparation: ask the experts, pull all the knowledge together, create a blueprint and document, and unlock the puzzle to make it happen. 3. Teamwork: be encouraging; you don’t always have to be first to be achieving, feed off each other’s energy. 4. Testing and trials: test your gear and tweak then retest. Make things more efficient. 5. Execution: remove the noise and remain focused, don’t be complacent, break it down into achievable chunks. Progress has to be sustainable – leave a bit in the tank.

See you in Darwin 2-4 September 2015!

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YOUR VOICE YOUR ASSOCIATION RCSA’s Corporate Membership Survey is coming to your email inbox in October 2014. Help shape the future of your association and the development of RCSA membership services and benefits.

Complete the survey and have your voice heard.

WIN !

Comple te the Corpo RCS ra your c te Member S A hanc urve registr e to win a D y for e RCSA ation to next legate Confer year’s Value ence in Darw d at $ in. (Airfa 1

,500. res an d acc not inc ommodatio n luded) .

Corporate Membership Survey

COMING IN OCTOBER Contact RCSA by email info@rcsa.com.au or phone: +61 3 9663 0555 SEPTEMBER 2014

RCSA I N TE RNATI O N AL CO N F ER EN C E

Are we an industry that helps or harms? M How to win the hearts, minds, and respect of more buyers – by RCSA International Conference presenter Scott Wintrip

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

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ore than two-thirds of current and prospective buyers see you as a necessary evil, implying there is some element of harm in what you do. Some hiring managers and HR directors use stronger language, calling recruiters “scum sucking pig dogs” or admitting they engage recruitment firms only for “problematic use” (yes, these are real quotes). How is it that an industry that helps with the most important asset of companies, their people, and one of the most important aspects of people’s lives, their jobs and careers, isn’t held in higher regard? Given this impact, why aren’t recruitment professionals viewed as the heroes they really are, on par with other heroic professions like firefighters, astronauts, and police officers? The “why” doesn’t matter. While the problem always defines the solution, pondering the issue, in this case, only keeps the industry stuck where it is. Gaining or increasing respect requires action, not further analysis or pontification. The problem is clear – the true value of recruitment isn’t being fully understood, appreciated, and acknowledged by the entire public. For people reading this who have been awarded industry honors, you may think this doesn’t apply to you. While it’s possible that’s true in regards to your raving fans who give you high marks, what about those who aren’t buying at all or aren’t buying as often as they could? Why are so many top recruitment firms facing similar struggles to everyone else when it comes to opening doors, hearts, and minds? If the best of the best are that good at what they do, why is it that more than ninety per cent of companies buy at some point in time over a decade, yet less than thirty per cent do so each year? If you want something different, you must do something different. Even if you want what you’ve got you still must change and adapt in relation to how the market is evolving. One surefire way to go from great to good or good to poor is to keep doing things the way they’ve always been done. To do something different and be seen by more people as the ally you are, here are the first four steps:

Get not only what they need, but what you’ve been missing I’ve yet to find the company whose sales team, recruiters, and leaders couldn’t do even better at understanding clients and candidates. Enhanced best practices that improve questions, create collaborative dialogues, and deepen comprehension of their needs and your value are winning over even the most jaded and doubtful of people. Prospects, customers, and candidates who are engaged in collaborative dialogues report significantly higher levels of satisfaction with our industry.

Gather what they need before they need it Most buyers, when ready to buy, need people now. Yet, they often have to wait while we go find available talent. In this iTunes “download it now” society of ours, continuing to make buyers wait will only perpetuate our necessary evil status. The companies I work with that are employing innovative practices to have more of who clients need the moment they need them are grabbing market share from competitors and creating market share by getting more of the ninety per cent to buy every year.

Give escalating value for an escalating investment, without escalating labour and costs Rather than giving away too much for too little, giving people choices differentiates your value while giving them more than one way to buy. This shifts the conversation from “do you want to buy?” to “which choice will you buy?” This one innovation is transforming companies from great to greater. These organisations have higher margins, lower labour intensity, and deeper diversification in the market.

Glean the impact you’re having, then, deepen the impact Do great work, then make the work greater is the mantra for anyone wanting to forever win over more clients and candidates. This requires continually adding value without increasing your burden, innovating without complicating, and evolving your offerings as the markets evolve. Ongoing dialogues and provocative questions, as in the first step,

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One you’ve completed the first four steps here are three more actions you can take:

Buy from your own company

provide the inputs to improve your outputs. As a case in point: one of the leading privately held companies is experiencing its highest customer and candidate retention rates in its history. The CEO, for whom I serve as an advisor, attributes this success to their focus of doing great work, then finding ways to make that work of even greater benefit to their clients and candidates. Whether the recruitment industry remains a necessary evil or becomes more of a trusted ally is up to those of us in the industry. I hope you’ll join me in making this happen. Together, we can contribute to a dramatic shift in perception that is long overdue.

Without spending a dime, you can act like a buyer of your firm’s services. Watch closely how your people sell and recruit and then, ask yourself: “Would I want to be sold to like that?” Most leaders, when they set aside their natural bias, openly admit that the experience delivered by many on their team is some degree of undesirable. Leaders who guide their teams to create buying experiences that even they themselves would want to be a part of are creating the most profitable and sustainable companies.

Practice attractive persistence Showing up isn’t half the battle; it’s where the war is actually lost or won. One of the chief complaints about recruitment is poor followthrough by the people in our business, and this starts with the sales and marketing effort. Showing up doesn’t always have to be about a sales pitch or taking an order. Every contact, even as often as a few times a week, is an opportunity to deliver value, such as market

intelligence, invitations, competitive information, and best practice updates. Notice that I’ve left off candy and donuts, as we don’t have to fatten up our clients with food when we can nourish them with knowledge and other benefits.

Remember that email is not a form of communication It’s difficult, if not impossible, to form and deepen a relationship built on trust when all you have to go on are words on a page. Email is a one-sided, time-delayed monologue that allows too much room for misinterpretation, misunderstanding, and miscommunication. Email strips away not only the tone, and too often the context, from the message, but it also removes the very essence of efficient and effective human conversation. Is email bad? Of course not; it’s just poorly used by too many people. We can all breathe new life into relationships by simply picking up the phone or meeting with someone for a brief dialogue. Email is best left for transmitting a contract or proposal, or sending one to two sentences, at most, to schedule a meeting or confirm a time for a call.

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Call us today or visit our website for more details.

SEPTEMBER 2014

RCSA AWA R D S

Meet the 2014 RCSA Awards Winners: Kurt Gillam MRCSA, PEARL Award The winner of the PEARL Award (Professional Emerging and Aspiring Recruitment Leader) was Kurt Gillam MRCSA, who is the Western Australia State Manager of leading global recruitment organisation Kelly Services in a role incorporating five divisions with Commercial, Industrial, Engineering Resources, Financial Resources and Scientific Resources. Kurt takes up his story: “I joined Kelly in January 2013 in what was a challenging but exciting opportunity to strengthen our business footprint into the Western Australian market. Since joining, we have tripled in size and we are beginning to see the results thanks to a terrific group of talented and hardworking team members. “I’m currently participating in a global leadership program within the Kelly business called the Kelly Learning Academy which, so far, been a fabulous experience working alongside peers throughout some of the 37 countries in which we operate. “I was lucky enough to be a finalist in the RCSA Young Recruitment Professional of the Year Award in 2011 and a PEARL Award finalists in 2012, 2013 and 2014. I am currently a WA Region Council Member for the RCSA, as well as both a PEARL program committee member and a mentor since 2011. “I am originally from Devonport, Tasmania, but moved interstate at a young age and now have a solid grounding in the recruitment industry with more than 11 years’ leadership experience in Victoria, Western Australia and

RCSA JOURNAL

the UK, along with some exposure to the markets in New South Wales and Queensland.”

What advice would you give to other young people in the industry? “Here are three pieces of advice that I would give to other young people in the industry who aspire to further their career and leadership skills: 1. Don’t only be totally open and receptive to feedback, directly seek out feedback whether from management, peers or mentors. Feedback on performance, behaviours, presentation and the perception of how others may view you is valuable and can lead to more rapid improvements. In my opinion, people who show opposition or a defensive attitude to feedback tend to fall back among the pack. 2. Step it up in your career and stand out when the opportunity presents itself. I have always aimed to enjoy a strong balance in all aspects of my career, including fun and work ethic, however, today more and more companies are highly diverse, with competition coming from around the world to compete for your job or the next promotion and the recognition you want. With all this competition, it’s important to communicate confidently, connect personally and truly stand out among the crowd. I think it’s important that aspiring leaders take their chances whether that be as basic as consistently delivering quality results, presenting in front of a group, or liaising with your management and colleagues. 3. I tried to think of a third piece of advice that doesn’t include hard work and I can’t! Persistence, working harder than the person or peer sitting next to you, putting yourself in your manager’s shoes and going the extra mile over a period of time are all attributes that generate rewards and create the lucky breaks that help further your career. Unless you are a business owner, people who will usually best help shape and further your career (other than yourself) are your management team, so I have always believed in working hard and being smart with this in mind. I can now

look at this from below as a staff member and from above as a manager – if you don’t throw yourself in to believe in and fully support your direct leader(s) then you are in for a difficult road ahead.”

Having won this award what are your goals for the future? Kurt says he found it “slightly embarrassing” to win the PEARL Award after only 18 months into his career with Kelly Services – believing there is so much more for him to achieve. “There is plenty of unfinished business in my role in Western Australia as we continue to build momentum, improve our specialisation, increase market share and further enhance our reputation. I am eager to get the best out of our team members and implement a succession plan for when the time is right to move on in what I hope will be a step forward with Kelly – whether by increased responsibilities or interstate and overseas possibilities. But for now, the hard work continues and I would love to see someone whom I have influenced be fortunate enough to receive similar sort of recognition that the PEARL Award brings.”

Kurt Gillam MRCSA, WA State Manager, Kelly Services

I N T ER N AT I ON A L COMMENT

SEPTEMBER 2014

NEW ZEALAND COMMENT

The recovering market continues The RCSA Journal’s New Zealand commentators continue to report a progressing market fulfilling earlier promise. John Harland FRCSA, Ian McPherson FRCSA and Paul Robinson MRCSA report.

John Harland FRCSA A lot of confusing economic and labour data coming out of New Zealand makes it hard to get a good line on what is likely to happen in the New Zealand employment market. This being the “loopy politics season” John Harland FRCSA, ERG Workforce Ltd. leading into the elections in September, a lot depends on which political party you listen to and which you believe about how robust the economy is and where it is headed. Economic comment is still confident and suggests that the growth will continue into 2015 but there has been a slight moderation of the expected growth down to around three per cent. In global terms that is still very good and business confidence while declining, remains at historically high levels.

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Falling dairy prices have created some doubts about the robustness of New Zealand’s economic boom, indicating that it may have run out of steam in the last few months. Furthermore the economy’s spare capacity may be eroding more rapidly than previously thought. While dairy is only one part of the economy, the labour market data has raised doubts about the economy’s capacity to accommodate all the growth. We know that the construction sector continues to boom on the back of the post-earthquake rebuilding of the Canterbury region, an upswing in housing construction in Auckland and strong net inward-migration. It appears, therefore, that growth in employment will likely continue to be mainly in Christchurch in particular, followed by Auckland. The regions will continue to struggle. There is currently no shortage of jobs to be filled by agencies. However there is a sting in the tail as there appears to have also been a growth in the contingency nature of these vacancies. This suggests that companies have sought to fill the jobs themselves and on finding the market either very tight or saturated with unsuitable applicants they have then sought assistance from multiple agencies. Are these jobs therefore merely a wish list of unavailable skills or will they require substantially more resources and time to fill thereby lowering the return to the agency? Jobs growth at just 0.4 per cent in the June quarter was unexpectedly modest and the participation rate also edged lower, so the rise in jobs came entirely out of the ranks of the unemployed suggesting that the mismatch of skills and job requirements is still a problem, however, the overall growth over the past year has been strong and will likely continue for some time. Attraction and talent identification will be the on-going challenge and should enable agencies to maintain rates without discounting. Good

candidates will have multiple opportunities so resist the request to lower your price. Your consulting (sales) skills will become your greatest asset. In our organisation, the flexible workforce side of the business continues to be strong in a period (winter) when traditionally there is a slowdown. Permanent recruitment has increased but good candidates with the right skill set remains an on-going issue which should work in our favour as external recruiters. Agencies have an advantage over businesses wishing to recruit themselves as we are constantly in the market and in a unique position to negotiate with good candidates in a market where counter-offers are becoming more prevalent.

Predictions? In the short-term, I see little change from my comments in June. There are good indications that the economy will continue to grow despite a small drop in the growth expectations down to three per cent in 2015. Accordingly, there will be continued recruitment growth, albeit somewhat lumpy. The cities, mainly Christchurch and Auckland, will continue to see the largest growth opportunities but these may be somewhat slow, due largely to skill shortages and some market volatility. For our industry, I think the outlook is good for the next few years without seeing large spikes in growth. Slow sustainable growth is better than the boom/bust eras we have experienced in the past. Continued focus on consulting and building strong business relationships will be paramount in the increasingly competitive talent market and industry liaisons (intercompany sharing: jobs and candidates) may be the way of the future particularly for boutique agencies. Perhaps co-operation not competition will be the catch phrase of the future.

N EW ZEA L A N D COMMENT

Great opportunities for industry profile growth Ian McPherson FRCSA The RCSA in New Zealand continues to work closely with government agencies on a number of fronts which is presenting a unique opportunity to highlight that not all agencies are created equal and that RCSA Ian McPherson FRCSA, members are guided by Enterprise Recruitment Ltd a Code for Professional Conduct and a commitment to the highest standards of practice.

Canterbury Rebuild Initiatives include participation in the Canterbury Rebuild Charter which is a collaboration between business and government agencies looking to focus on a safe rebuild in Christchurch. Industry are represented on the Charter leadership group as well as on the steering groups. The charter initiative is working well and is being looked at closely by government as the industry collaboration model that the charter represents and the benefits of it may become a national approach. For our industry to be closely aligned to this initiative is exciting. Feeding off the Charter, the Christchurch Labour Hire Safety Forum has grown with approximately ten agencies involved, focused on taking the philosophy behind the charter of industry working together to grow safe work practices as well as highlight to government agencies that the industry has a collaborative focus on Health and Safety. One of the first initiatives from this forum was combining to put on a safety event for their temporary staff in July. One hundred and forty employees (and a few consultants) showed up for an early evening BBQ and an overview of the risks, to themselves and their colleagues, from drugs and alcohol in the workplace. This was a great event and showed the initiative of a group of agencies realising that the Christchurch Earthquake rebuild is a great opportunity for the industry to work closely together to raise the standards of safety education for our workers.

And finally in New Zealand, the RCSA has had a lot of involvement in working with a government agency forum that has in a large part been driven by RCSA members identifying practices creeping into the industry that were marginal around contracts and employment conditions. RCSA are currently organising a discussion around industry practices with the Labour Inspectorate. The discussions are not focused on fixing something that is broken but focusing on tweaks to ensure that members are fully compliant and can take the moral/ethical high road as an influential group of primary sector employers. A code of best practice and a commitment to work within that is the outcome we are hoping for. Great opportunities in NZ at present for the industry profile to grow.

role. This is especially the case for students who have completed NCEA, graduate studies or another form of education. However, it’s not just graduates who see temporary work as an important stepping stone to a permanent position. Kiwi workers feel temporary work is for all ages and just over half (51 per cent) believe you can switch jobs at any time. This is a positive message for candidates who have been retrenched, are considering a career change or using it as a stop-gap when re-entering the workforce. With the labour market in a state of flux and many of the more established industries hiring on a business responsive basis, it seems that temporary jobs can provide the perfect launch pad for people, whether they are 16 or 65.

Kiwis see temp work as a great stepping stone

The latest Randstad Mobility Index, which reveals jobseeker confidence each quarter, has remained steady on 101 in Q2 2014. The number of people looking for a new job over the last quarter has decreased slightly, with seven per cent of respondents citing they are actively looking for a new role. The portion of New Zealand workers who say job loss is a significant fear has remained low at just four per cent. Confidence in finding a comparable job within six months has continued to trend upwards – the figure increased by eight percentage points to 75 per cent. As expected, with the unemployment rate holding steady at six per cent for the last two quarters, as well as surging job creation, jobseeker confidence is continuing to grow this year. Looking ahead to Q3 and Q4, what we want to see is the positive trend continuing, with strengthening business confidence as organisations choose to hire more temporary, permanent, part-time or full-time employees.

Paul Robinson MRCSA New Zealand workers believe temporary work is the best path to securing a permanent role, with eighty per cent of employees viewing temporary work as a stepping stone to a full-time job. With Paul Robinson MRCSA, recent Statistics New Randstad Pty Limited Zealand reports stating (and RCSA NZ Chair) forty per cent of employed youth are in part-time work, temporary work is becoming an increasingly important driver to landing a permanent position. Kiwis also believe that their first job does not necessarily determine their future career. According to the Randstad’s latest Workmonitor report, more than three quarters (79 per cent) don’t think this - much higher than the 56 per cent of employees globally that do not believe their first job impacts heavily on their future career choice. This reinforces the idea that temporary work can be a great launching pad for people who want to work, while gaining valuable knowledge, skills and experience that will help land a more ideally suited, permanent

Jobseeker confidence and mobility rises

SEPTEMBER 2014

INTERNATI O NA L CO M M EN T

Could “computerisation” wipe out 63 per cent of temporary jobs? Robots and driverless cars – half the workforce could be at risk of replacement, writes John Nurthen.

ast month, our company, Staffing Industry Analysts hired its first robot. Sam is a “telepresence robot” which enables our remote workers to have a mobile virtual presence rolling around our head office in Silicon Valley. Here in Mountain View, new technology developments are in plain view. Google’s driverless cars are increasingly joining in the morning commute so we do have some good anecdotal evidence about the advance of robotics. Traffic-weary commuters may look forward to the day they can sit back and let their cars drive all by themselves. On the flip side, taxi drivers and truck drivers may soon be joining the ranks of travel agents and record store clerks — where job prospects have evaporated amid new technologies. And technology will disrupt more than driving jobs. People underestimate the number of jobs to be lost to “software substitution”, Microsoft founder Bill Gates said in a talk in March at the American Enterprise Institute:

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RCSA JOURNAL

“Technology over time will reduce demand for jobs, particularly at the lower end of the skill set,” Gates said. “Twenty years from now, labour demand for lots of skill sets will be substantially lower, but I don’t think people have that in their mental model.” Staffing Industry Analysts has undertaken its own detailed analysis of this phenomenon and estimates 63 per cent of all temporary agency jobs are at high risk of computerisation over the next ten to twenty years. Our estimate is calculated using the methodology established in the groundbreaking report The Future of Employment: How Susceptible Are Jobs to Computerisation? published in September 2013 by Carl Frey and Michael Osborne, two Oxford University academics. They analysed 702 US occupations and ranked them according to the risk of “computerisation”. Their predictions are based on near-term technological breakthroughs and do not consider the impact of future breakthroughs. Frey and Osborne’s study suggested 47 per cent of total US employment (not just temporary agency jobs) is at risk of computerisation over the next two decades. So, while permanent jobs might be less under threat than temporary jobs, the fact that half the workforce could be affected is still quite remarkable. Jobs already being replaced by software substitution include

bank tellers, bookkeepers, cashiers and retail salespeople. Staffing Industry Analysts calculates that the segments of the US temporary staffing industry most at risk are finance/accounting, office/clerical and industrial using Frey and Osborne’s methodology. It may come as a surprise to some that higher skilled accounting roles are under a higher threat than many low-skilled blue collar roles. While we haven’t done the same investigation outside the US, the structure of English-speaking labour markets (and the shape of staffing markets specifically) are fairly common so it’s unlikely that this analysis would vary much if we applied it to either the UK or Australia. Even agency recruiters could be impacted. Recruiters aren’t among the 702 jobs Frey and Osborne analysed. But if recruiters are seen as little more than interviewers, their jobs could be very susceptible. If, on the other hand, the role of the recruiter is seen more along the lines of a human resource manager, then the job would be much less so. The social intelligence aspects of the recruitment role are its strongest defence against computerisation but, even if recruiters aren’t completely replaced by automation, it does seem very likely that the types of skills required to do the job will be markedly different from those in use today.

30/8/11 10:04:07 AM

INTERNATIONAL COMMENT

“Deskilled” Frey and Osborne aren’t the only ones looking into this. Another recent study by CareerBuilder found 21 per cent of US companies have already “deskilled”, or replaced, workers with technology. And the percentage rises to thirty per cent among companies with more than five hundred employees. Not all was bad news. CareerBuilder’s study found 35 per cent of those companies that deskilled workers ended up creating more jobs at their firms than they had prior to automation. In addition, 35 per cent also said they ended up hiring back workers because the technology didn’t work out.

Shrinking market And although an estimated 63 per cent of US temporary agency jobs are at risk of computerisation, it does not mean the temporary staffing industry will shrink by 63 per cent. If human labour can upskill sufficiently, new jobs will replace jobs that become obsolete. If not, there could be fewer jobs to chase.

What will happen? Economic theory suggests that an invention that replaces workers with machines will have a number of positive and negative impacts: • an increase in the efficiency of production • a reduction in the price of goods • an increase in real income and thus an increase in demand for other goods • a destruction effect on labour and the reallocation of labour supply • a capitalisation effect as more companies enter industries where productivity is relatively high, leading to increased employment in those expanding industries. In the past, human labour has generally been successful in adopting and acquiring new skills through education in order to meet new challenges in the workplace (though the impact at an individual level can be catastrophic). Yet as computerisation enters more cognitive domains, there are doubts as to whether this is sustainable, according to The Great Reversal in the Demand for Skill and Cognitive Tasks by Paul Beaudry, David A. Green and Benjamin M. Sands, March 2013. Recent findings document a decline in the demand for skill over the past decade even as the supply of workers with higher education continued to grow.

Upsides? One upside for temporary staffing organisations: employers may be more inclined to turn to flexible labour to help cope with the difficult transition to a more automated work environment. In the longer term, those staffing firms that pay attention to the trend will get the opportunity to target new emerging categories of work, while those that ignore it will experience ever-softening demand for what they may regard as their core skill segments. In addition, staffing firms of the future may choose to provide more automated solutions themselves in addition to human work solutions. If staffing firms don’t step up to provide such services, it is inevitable someone else will. For more information visit: www.staffingindustry.com John Nurthen is Executive Diector Global Research for Staffing Industry Analysts, the global advisor on contingent work.

An exciting time for Ciett RCSA Representative and Ciett Board member Steve Shepherd FRCSA (Life) comments.

he last few months have been a busy time for Ciett with the appointment of new officials at this year’s General Assembly Meeting in Europe. Annemarie Muntz (Randstad) was elected as the new President while Hans Leentjes (Manpower), Kevin Green (REC), Pam Berklich (Kelly) and Mark de Smedt (Adecco) were all elected to Vice President portfolios. In addition, Aart van der Gaag (ABU) was appointed to a newly created role of Quality Standards and Compliance Officer and Herwig Muyldermans (Federgon) was re-elected as Treasurer. The election of the new officers comes at an exciting time for Ciett. They have the on-the-ground experience to help to create more efficient labour markets at a time when we still see some high volatility around the world. Our industry helps companies to adapt to these changes while playing a pivotal role implementing active labour market policies and finding market based solutions. In 2013/14 the Private Employment Services sector supported 36 million people in their careers, including helping 11.5 million people find decent work and 8.5 million to up skill. Within the Asia Pacific Region we are working on finalising plans to establish a stronger ASEAN Ciett Network to support our members’ activities in the region and we hope to launch this in the fourth quarter of the calendar year.

Steve Shepherd FRCSA (Life), RCSA Past President, is the RCSA’s representative with Ciett and a member of the Ciett Board.

We were also delighted to see the recommendations to the G20 that came out of the B20 Meeting in Sydney recently, as we remain frustrated, as I am sure you do, by the noises being made by the trade union movement in Australia and New Zealand in relation to perceived insecure work and the practices of some private employment services companies. Ciett particularly welcomes the recognition by the B20 for businesses to be able to access “a diversity of forms of work including temporary and part time work to react rapidly to market changes and quickly create jobs”. Ciett also welcomes the B20’s recommendation that calls to “identify and remove regulatory barriers to … the operation of regulated staffing agencies,” as we believe this key to improving labour markets around the world and addressing the mismatches between labour demand and supply. We still see a lot of uncertainty in many labour markets around the world, but we know those countries with well-regulated labour markets that work collaboratively with the private employment services industry typically perform better than others. With elections due in New Zealand and Victorian government in the coming months we are working closely with the RCSA to ensure this message is clearly understood by our policymakers and by members of the G20.

SEPTEMBER 2014

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

Redundancy – a time of changes, chances and choices How do you cope when you, your colleagues or your candidates are made redundant? It’s your job, not you as a person, Mark Ashburn writes. Here are some of his ideas for coping. Do you spend time wishing for the good old days? Would you prefer to go back to a simpler time when life was straightforward, things seemed to be consistently “normal” and most people could depend on a job for life? You’re not alone, but you may be deluding yourself. I’m not saying the future is good or bad. But the future is the only thing that is in front of us all. Business cycles, the periods of business expansion and contraction driven by a variety of economic factors have either sped up or disappeared altogether. Like so many other things, even the experts now can’t agree on what is happening. Jobs that have been around for generations are disappearing at an exponential rate. Some are replaced by technology, others just disappear because they are no longer needed. According to the American Bureau of Labour Statistics, between 2010 and 2020 thousands of people will be made redundant as their job simply ceases to exist often due to advancements in technology. Among the fastest declining jobs are those in the textiles industry, chemical plant and system operators, and reporters and correspondents with roughly four thousand jobs being lost from each of these areas. Businesses large and small are subject to enormous pressure just to survive, let alone thrive and grow. People like us are at the centre of the business cycle, the workers in systems and the proprietors of the organisations. The changes are coming thick and fast and sooner or later they will affect us all. One

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impact might be that something new comes along, however some people are finding that their job has disappeared and they are being made redundant. Personally I’m north of fifty and spent a lot of my working life aiming for stability and certainty. When I think about it that’s probably why I’ve had my future free up twice, and I didn’t see it coming. Many people will be looking job loss in the face over the next few years. For some that may be a golden opportunity to use skills and experience in a better job, but others will find it tough to cope with the blank page that is ahead of them and may feel challenged to their core. There are a few things I’ve learned about redundancy:

no matter where you are in the hierarchy. Know what pressures your industry and your bosses are under. Some of the warning signs to be aware of, such as consistently poor earnings, are covered in an article by Laura Frongillo. In this changing world, it’s important not to be complacent. There are things that we can all be doing when things are going well that may help when they are not: • Take a skills inventory regularly and keep evolving your skillsets • Keep your CV up to date and qualifications recent and relevant • Keep in touch with people outside your own organisation - maintaining your networks will provide the contacts you need at a later stage.

It happens to jobs not people

If you do realise that redundancies are likely, you need to decide whether you can be part of the solution, or if you are at risk. Then think about urgency and plan accordingly.

Although for many people their job is part of what defines them, as an individual, it’s important to realise that you are not redundant; your role is no longer seen as necessary within that organisation. It’s important not to take the decision personally. It is not an indictment of your work ethic, capability or personality. In most cases it is an economic necessity for an organisation and the people making the decisions will find it as confronting as you will. If you do start to be overcome with negative feelings, be sure to seek some help. Many organisations offer assistance as part of their redundancy package, but just sitting talking it through with someone you trust will also help – you’re also likely to find they can empathise as most will have been through a similar experience.

There are always signs when it’s coming Whether it’s water cooler chat, rumblings about cash flow or even an imminent takeover; if you are aware of what’s happening in the organisation you will be prepared and more likely to be able to deal with whatever happens. In addition, be a student of your industry,

It’s just as likely to be good for you as bad Despite taking it personally and not seeing it coming, twice I survived and in fact I’m grateful when I think about the opportunities that have come because I had my future freed up. Sure, it would have been nice to have more control and certainty when things were happening. In each case, taking stock, focusing on what I could control and making positive choices were my smartest moves. Use your time wisely and redundancy can be a positive life changing experience: • Get on the Internet and get educated about your situation. There are many lists about “smart things to do while you’re between jobs” including things like volunteer work and attending talks and seminars. • Be good to yourself and make time to be fit, healthy and energetic. Evidence shows that when you keep up your regular ride, take a long walk each day or go for a run

BUSINESS MANAGEMENT ISSUES

SUPER NEWS Your guide to the latest superannuation news from Kinetic Super. you will feel better, sleep better and make better decisions. And they reduce stress and improve your overall health while not costing anything. • Do the things you never have time to do properly when you’re working full time. It may be possible to do them all in a few hours, but my suggestion is to do them one at a time. Take a week for each topic and become an expert (later you might even use your expert knowledge to help out family and friends). Here are some things that I had on my to do list which also ended up helping us financially in the long term: Budget. You know you should have a budget. Very few of us actually sit down each year and do the numbers. Moneysmart.gov.au has a great (free) calculator to help you get started. Understand where the money goes and you are far less likely to waste money during a time when you should be pretty frugal. Mortgage. It’s a big budget item for most of us. Shop around. Don’t rely on a single comparison website. Read, investigate and become a mortgage expert. Your time out of work may end up substantially offset by your long term mortgage savings. Take a look at the Your Mortgage website for some independent advice. Super. If you’re like most Australians you will have multiple super accounts. Find it all, and consolidate your accounts unless you have a good reason for all those separate accounts.

The ATO’s SuperSeeker tool is a good starting point and consider what’s best for you. If you are a Kinetic Super member (or become one) you can contact us for help too. Insurance. Do you know how much you have and what it’s all for? House, contents, vehicles, health, life. Look into them all, understand them. (Tip – check insurances attached to your super and make sure they aren’t affected by being out of work.) Credit Cards. Generally speaking, get rid of them and keep credit cards as an emergency thing only. Trust me, it’s tempting to “treat” yourself when you’re feeling a bit low. Living. Have you made good choices with living and discretional expenditure? It’s a busy world and everyone is under pressure. Being aware, informed and organised doesn’t reduce the pressure, but it increases our ability to cope and make good decisions when we need to. Change is around the corner. Whether you’re looking for it or not, it will find you and according to Dr Seuss, “You have brains in your head. You have feet in your shoes. You can steer yourself in any direction you CHOOSE!”

Mark Ashburn, General Manager – Sales, Kinetic Super

Superannuation Guarantee rate is now 9.5% from 1 July 2014 The Australian Taxation Office has reminded employers that from 1 July 2014, they must increase the compulsory minimum superannuation payment for eligible employees to 9.5 per cent. The Superannuation Guarantee rate is proposed to stay at 9.5 per cent until 30 June 2018 and to rise by 0.5 percentage points each year until it reaches 12 per cent on 1 July 2022.

Get SuperStream ready Over the coming year, the government will be rolling out SuperStream, a set of reforms and standards aimed at improving how super is processed. If you have: • 19 or fewer employees, you have until 30 June 2016 to comply with the new standards, or • 20 or more employees, you can start complying with the standards now and have until 30 June 2015. To comply with the standards, you must submit your employees’ super contribution data and payments electronically. You have two choices: 1. If you’re already using an online service for super contributions, contact your service provider or default super fund to check their online service meets the new superannuation data and payment standards.

2. If you’re paying manually, or you’re not using an online service, you can register with us – our online systems are SuperStream ready. Kinetic Super can help you get SuperStream ready, so contact us on 1300 304 000 to find out how we can assist. Kinetic Super is the industry fund supporting the RCSA for over twenty years and helping members maximise and stay connected with their super. We manage $2.6 billion in retirement savings and operate for the benefit of over 300,000 members and 27,000 employers. For more information visit kineticsuper.com.au Kinetic Superannuation Ltd (KSL) (ABN 14 056 917 303 AFSL 222590 RSE L0000352) is the Trustee of Kinetic Superannuation Fund (KSF) (ABN 78 984 178 687 RSE R1000429) which includes Kinetic Smart Pension (KSP). This information is of a general nature only and does not take into account your personal objectives, financial situation or needs. Before making a decision about Kinetic Super or Kinetic Smart Pension you should obtain and consider the relevant Product Disclosure Statement (PDS) for these products, and any Incorporated Information, and also consider your personal circumstances. For a copy of the PDS, call us on 1300 304 000 or visit the Kinetic Super website, kineticsuper.com.au

SEPTEMBER 2014

BUSINESS MANAGEMENT ISSUES

Maintaining and supporting good order The “good order principle” is the key to ensuring that the RCSA’s Code works the way it should. Without “good order in our work – and in our lives, for that matter – nothing works as well as it should. Andrew Wood Hon FRCSA (Life) looks at this critical principle. RCSA, while it is a public company limited by guarantee, is also a voluntary body. This means that in order to sustain its viability it is necessary to maintain harmonious relationships between members – or given the intense competition that takes place in the employment services market, at least civil and workable relationships. That RCSA has been able to do this so successfully is a credit both to its leadership and to the example of its members at all levels. It is in this context that RCSA’s Code for Professional Conduct includes a provision requiring “Good Order”. Seemingly tucked away at the end of the eight specific principles of the Code, the Good Order principle is the key to ensuring that the Code works in the manner in which it should. While we are on that topic, let me just say something about the way in which the Code and proceedings to enforce it actually work because it seems to me that, of late, there have been some misconceptions about the Code and the nature of disciplinary proceedings in general. Some people seem to think that the Code is like a Criminal Code or a Traffic Code; that it states rules that must be obeyed; and that RCSA acts like some sort of Old West marshal with power to impose penalties that act as a deterrent to disobedience. They are wrong. Others seem to think that the Code contains a set of provisions that can be harnessed and made to work for their private benefit or gain. They are also wrong. The Code exists, under RCSA’s Constitution,

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as a means of providing guidance to members about how they can conduct themselves in a manner that is becoming of a member and in a manner that is in the interests of the Association. Note that it is the collective interests of the Association that are important here; not the individual interests of a member or some common interest of a select group of them. Disciplinary proceedings under the Code are conducted in the interests of RCSA as an industry association and in the protection of a public interest in ensuring that members’ conduct meets acceptable standards. They are not penal proceedings. It is sanctions that may ultimately be imposed; not penalties. And while the sanctions may be severe, they are not intended to act as deterrents. The notion of deterrence is something that has its roots in criminal and civil law. It is something that is best left to parliaments, courts and statutory tribunals and commissions. RCSA has no general mandate from any of those bodies to act as its policeman. So the Code operates as a means of providing guidance to members about how they can conduct themselves in a manner that is becoming of a member and in a manner that is in the interests of the Association. The current Code regime contains features that are designed specifically to assist members to meet the Code requirements rather than merely to be caught and punished, when they fail to do so. • The co-operation provision of the General Principles of the Code creates a wide ranging obligation that falls upon members to co-operate in Code investigations and to comply with directions and Conduct Recommendations made during the course of handling a grievance or complaint. • Under the Disciplinary and Dispute Resolution Procedures, power is now given to the Board, the Ethics Committees and to the Ethics Registrar, in certain circumstances, to direct a member to participate in compulsory counselling. A member’s failure to comply with a direction to participate in counselling is reportable to the Board and may result in the member being called upon to show cause why sanctions ought not immediately be imposed.

• In the course of counselling, the Counsellor may make a Conduct Recommendation which may be endorsed by the Board and authorised for release to parties or participants in a dispute or disciplinary proceeding. If a member fails to comply with a Conduct Recommendation, the member may be called upon forthwith to show cause to the Board or to an RCSA Ethics Committee (as the Board may determine) why the member should not be sanctioned for its failure to comply. • Counselling and Conduct Recommendations may take place having regard to the content of RCSA’s Service Delivery Standards (SDS); so that even if the member is not accredited against the SDS, it can be counselled or directed to conform particular aspects of its conduct to the benchmarks set by the SDS. Now, it should be pretty clear that none of this looks very much like proceedings that might be taken to enforce a Criminal Code or a Traffic Code; and neither should it. RCSA Code proceedings should not exhibit a “prosecutorial mindset” and members ought not shape their expectations of it assuming that the Code will be used to punish conduct with which they do not agree. These new measures should emphasise that the Code is about maintaining and supporting Good Order among members in accordance with the values of honesty, equity, integrity, social and corporate responsibility that are stated in the General Provisions of the Code. To that end, Principle 8 of RCSA’s Code identifies three elements in maintaining good order among Members. 8.1 A Member must bring to the attention of the RCSA at the earliest possible time any material concern, which the Member has regarding the Member’s or another Member’s conduct in Professional Practice. This provision operates in two ways. Firstly, it casts upon a member the obligation to bring to the attention of RCSA any conduct concerns of which the member becomes aware. This extends to both self-reporting and to reporting the conduct of other members. Members are not permitted to “turn a blind eye” to conduct that could be damaging to the interests of

RCSA and, in most cases, would recognise that doing so reflects poorly upon the industry and its members. While there may still be something distasteful in reporting the misconduct of another member, or “dobbing”, it should be remembered that in the great majority of cases, complaints are resolved through the early intervention of the Ethics Registrar without the matter ever escalating to a formal complaint. Secondly, the principle requires that reporting be prompt and timely. Delay in the reporting of violations can be as damaging as a failure to report at all. Timely reporting, which will allow intervention at an early stage can assist to resolve matters before they escalate out of control. In this respect, the requirement for timeliness is an essential requirement to ensure “good order”. 8.2 Concerns regarding Member misconduct must be referred to the RCSA Ethics Registrar to be dealt with in accordance with the D&DRP. This principle emphasises that it is RCSA’s Disciplinary Committee (the Ethics Committee) that is the body responsible for making findings about the acceptability of member conduct. It is comprised of members who have a detailed knowledge of the workings of the industry and who are able to bring their experience and knowledge to bear upon a myriad of professional issues that may arise. Its determinations are binding upon members, subject to appeal rights. RCSA’s Disciplinary and Dispute Resolution Procedure provides for appeal by way of arbitration conducted by an external arbitrator. In this way, impartiality and objectivity are assured. Implied in Principle 8.2 is the notion that RCSA’s Disciplinary Committees can only have jurisdiction with respect to the conduct of RCSA members. The Committees cannot exercise disciplinary authority over a non-member. However in cases where a non-member agrees, the Committee may play a role in

resolving disputes between members and non-members — e.g. candidates and clients, or even non-member agencies. 8.3 Members are encouraged to use processes of counselling (as may be directed in accordance with the D&DRP), negotiation, expert appraisal, mediation and arbitration in order to resolve disputes and must endeavour to do so wherever practicable. Principle 8.3 is expressed in terms of encouragement and direction. It encourages members to engage in alternative processes of dispute resolution and directs them to do so wherever practicable. A member’s professional conduct may be called into question in a case where it unreasonably failed to do so. To assist members in this regard, RCSA is able to direct members to a range of dispute resolution services (including guidelines on best practice in resolving fee disputes) which have proved to be effective in resolving disputes between members and between members and clients. Principle 8 of the RCSA’s Code thus supports the operation of its other principles: • Confidentiality and privacy • Honest representation • Work relationships • Legal Compliance • Safety & Security • Certainty of engagement; and • Professional knowledge. The processes that it has established and the balance which it strikes have upheld and continue to uphold the efforts of all members in building a strong and resilient profession and are crucial to maintaining and supporting good order amongst members.

business

Andrew Wood Hon FRCSA (Life)

SEPTEMBER 2014

BUSINESS MANAGEMENT ISSUES

Dealing with complaints RCSA Ethics, Compliance and Risk Manager, Martin Barnett comments.

think I speak for most when I say we’ve either had to deal with a complaint or have submitted one, and I dare say many of us enjoy being involved in a complaint, even if we are the one complaining. However, just as we all have to deal with the dreaded topic of tax at some stage in our lives, it is almost certain we will have to deal with a grievance at some point too. Let’s look at this from another perspective: how many of us have found ourselves complaining about a product and/or service and endured an overwhelmingly frustrating and completely unnecessary battle to reach a satisfactory resolution? I know I have – power companies, telecommunications, financial organisations, retail outlets, restaurants, the list goes on. For those of you reading this article and relating to what I’m saying, please pause for a moment and ask yourself a few questions: “What was I thinking at that time?”, “What was I feeling?” and more importantly, “How did that person, organisation and overall experience make me feel?” Are you sitting in the shoes of a client or candidate yet? Ok, then I will continue. So, what is a complaint? Well, a complaint is often defined as an oral or written expression of dissatisfaction or concern a person may have about facilities, product or services provided. Regardless of what you think about the facilities, product or service you are providing, it’s all about how the consumer felt. A complaint is, therefore, likely to be as a result of poor service given or that a customer is dissatisfied with the service they have received. As recruiters you are exposed to and at risk of complaints on a daily basis. How you deal with these encounters depends on several factors and can ultimately determine the outcome of these issues. Regardless of whether you, your employer or your own business happen to be a member of a professional body or industry association, you may well find yourself facing civil and/or legal action if things go “down the Swanee”. One of the key factors that lead to a

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complaint is behaviour – how you communicate with someone, whether verbal or written, can speak volumes; as can your sincerity, empathy, respect and humility. Someone recently put to me, “If the complainant believes that the sky is green, nothing you can say will convince them otherwise”, and that is pretty much true in some circumstances. It doesn’t matter what you say and/or do, you just won’t alter the fact that person just wants to complain, and they will do just that. However, what you can do is protect yourselves against such situations. As a member of RCSA you agree to adhere to, and abide by, the RCSA Code for Professional Conduct (Code), and let’s not forget about completing online Code training. The Code consists of General Principles and eight Specific Principles. In short, the Code is:

PROFESSIONAL CONDUCT Observe a high standard of conduct honesty, equity, integrity, and social and corporate responsibility.

P R I NC I P L E 1

CONFIDENTIALITY and PRIVACY Properly maintain confidentiality and privacy of information received in professional practice.

P R I NC I P L E 2

HONESTY Act honestly in professional dealings, meeting truth in advertising standards.

P R I NC I P L E 3

P R I NC I P L E 5

SAFETY & SECURITY Act diligently in assessing and responding to safety and security risks.

P R I NC I P L E 6

CERTAINTY OF ENGAGEMENT Strive for certainty in arrangements made with clients and work seekers.

P R I NC I P L E 7

PROFESSIONAL KNOWLEDGE Work to develop a satisfactory and up-to-date level of relevant professional knowledge.

P R I NC I P L E 8

GOOD ORDER Report Code breaches and use processes for the amicable resolution of complaints. Quite often I read an article or hear someone talking about their brand, whether it is a company brand or a personal brand, your brand is a statement of your professionalism and character. People buy into this and therefore it is only natural that you protect your brand. Be cautious not to fall foul of running before you can walk, as one slip can potentially lead to a complaint against you, a colleague and/or a staff member, and let’s face it, do you really want that to happen? If you’re going to take risks, then be aware of the consequences associated with those risks. Above all else, remember that if you adhere to the Code, you are less likely to be faced with a complaint.

WORK RELATIONSHIPS Avoid actions that would unlawfully or unfairly harm work relationships; act lawfully and fairly in transition dealings.

P R I NC I P L E 4

LEGAL COMPLIANCE Comply with relevant legal, government and statutory requirements; avoid unlawful collusion.

Martin Barnett, RCSA Ethics, Compliance & Risk Manager

BUSINESS MANAGEMENT ISSUES

Quality: the “Leaders” and the “Learners” Certex International, auditors in the RCSA Service Delivery Standard (SDS), has released its annual survey of the top rated recruitment firms. In this report, MD Dianne Gibert, analyses results and identifies trends in company performance under the Standard.

Background The RCSA SDS sets a benchmark for recruitment best practice. Similar to ISO 9001, the Standard audits organisations for quality service and operational efficiency. Companies which display the SDS certification symbol demonstrate recruitment excellence and enjoy the greater trust that their customers have for their business processes. Organisations also benefit from greater clarity and control over the nature and quality of the services that they deliver and, as a result, they achieve consistency and efficiency in their business endeavours. Most importantly, these organisations are recognised across Australia as committed pacesetters in the recruitment industry, increasing their likelihood of winning government and commercial tenders.

8.5-8.9

What is the RCSA SDS Rating?

Dianne Gibert is the founder of Certex International Pty Ltd (previously Fathom Business Architects), A JAS-ANZ accredited certification body providing certifications in standards including RCSA SDS, 9001 Quality Management, 4801 Occupational Health and Safety, and 14001 Environmental Management. If you have any questions about certification please contact Dianne Gibert on 03 9585 8241, info@certex.com.au or visit our website www.certex.com.au.

Each organisation certified under the standard is audited on a range of measures such as statutory compliance and recruitment best practice. Certex conducts an annual independent assessment of these companies, and ranks their performance between five and ten. Last year, only seven per cent of agencies reached the top ranks (8.5-8.9 rating). This year that number has more than doubled. A record 15.91 per cent of companies have been assessed as meeting the best industry practices. As “Leaders” in quality excellence, these companies provide the highest levels of recruitment service, as well as meet all necessary legal requirements and maintain a strong quality system. This is what sets them

8.5-8.9

apart from other companies and brings considerable benefits to both their clients and to their business. We have also seen increases of up to approximately four per cent in ranks between 7.0-8.5. These businesses consistently demonstrate sound quality management systems and competent procedures; many of them simply need to resolve minor issues before joining the leaders. The ranks of 6.9 and below indicate businesses whose systems are just maturing and becoming self-sustaining. “Quality Learners” like these companies should, in a year or so, have comprehensive safety management, transparent and clear employment screening practices, and ongoing service monitoring to address problems quickly and efficiently.

Leaders of the League Table (Ratings of 8.4 and above) The following companies have achieved a rating of 8.5 or above: • Medic Oncall • Davidson Recruitment Group • Wavelength International • Placer Management Group • Bower Healthcare • Beat Medical • Integrity Staffing • Skilled Medical. These businesses are spread across many different industries and vary in size but their management team all share a common desire for excellence and best practice. Congratulations to each of them!

SEPTEMBER 2014

BUSINESS MANAGEMENT ISSUES

The right to be safe No woman or child should be subjected to domestic violence. Domestic violence is unacceptable. RCSA member Deborah Wilson MRCSA writes for the RCSA Journal about a subject which is critically important for everyone. .

Deborah Wilson MRCSA

RCSA JOURNAL

Having held many leadership roles over a thirty-year career within the recruitment and careers sector, which continues to have a high percentage of females, I feel very strongly in 2014 about the role leaders play in supporting a safe workplace. We are often blinded by the thought it wouldn’t happen in our workplace – I also thought this. How wrong we are! As well as my own experiences as a leader, the statistics will tell us that domestic violence is more than likely in your workplace. One in three women in Australia will suffer domestic violence in their lifetime. Of these, two-thirds are employed. Because people affected by or who use violence are the same people employed in our workplaces; they are our co-workers and employees, our customers and suppliers, and our friends, neighbours and family. Therefore we need an intervention. Until November 2014 (starting last May) I am working with Australia’s CEO Challenge (ACEOC) www.ceochallengeaustralia.org to promote their great work including: • Selling their Workplace Domestic Violence Prevention Program to organisations. This program integrates management, human resources, workplace health and safety, staff and community engagement to ensure businesses are responsive to staff, customers and the community in which they operate.

ACEOC will: 1. Educate people in the workplace to recognise and deal with domestic violence. 2. Develop HR policies for your organisation and thereby support staff affected by domestic violence. 3. Create partnerships between businesses and local domestic violence prevention services. • Hosting a Cocktail Party on Wednesday 22 October 2014 at The Brisbane Club in Brisbane themed: “More than just a handbag” website: morethanjustahandbag. weebly.com. • Developing a series of DBDs/Videos for women in refuges in support of their return to the workplace. • Seeking donations via: give.everydayhero. com/au/ms-wilsondeb If you are interested in supporting my campaign or finding out more about in a Workplace Domestic Violence Prevention Program, please call me 0403 779 746 or email: d.wilson@trevor-roberts.com.au.

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SEPTEMBER 2014

BUSINESS MANAGEMENT

Trust and confidence in employment Implied duties are terms that find their way into employment contracts, even when there is no written contract between the parties, writes Charles Cameron of FCB Group. Do all recruiters understand the importance and implications of implied duties?

he existence of an implied term of mutual trust and confidence in employment contracts, first articulated in England, has tentatively been assumed to be part of Australian law in a number of previous court judgments and is now, following a key decision, part of the Australian employment law landscape for good. For this reason, the recruitment and on-hire services sector needs to understand this duty and how it may influence your management of employment relationships, whether they be casual, permanent, on-hire or direct hire.

Background There are many implied duties which employers and employees need to respect when determining what is lawful and what is not in an employment relationship. A well established implied duty for employees is an employee’s duty to obey orders while, for an employer, the best known implied duty is the duty of care. The duty of trust and confidence is relatively new to Australian workplace law,

and last year in Commonwealth Bank of Australia v Barker [2013] FCAFC 83 (6 August 2013), the Full Federal Court squarely addressed the issue and definitively stated that such a term is implied into Australian employment contracts. In this decision, which was upheld on appeal, the Federal Court awarded $317,500 in damages to a CBA executive (Barker) on the basis that his contract of employment included an implied term of mutual trust and confidence and CBA had breached that term by failing to follow its Redeployment Policy prior to the termination of the employee’s employment.

Key points The Full Federal Court dismissed CBA’s appeal and confirmed that: • there is implied by law into Australian employment contracts a term of mutual trust and confidence • the implied term can be expressed as a requirement that the employer will not, without reasonable cause, conduct itself in a manner likely to destroy or seriously damage the relationship of confidence and trust between employer and employee • the duties of an employer under the implied term “are still being developed” and “must be moulded according to the nature of the relationship and the facts of the case” • the implied term cannot be breached by conduct of the employer in terminating the employment relationship (for which remedies under statute may be available), only acts which occurred prior to dismissal that may contravene the implied term (which could include scenarios that may precede termination of employment,

A new RCSA member benefit

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member e-learning

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misconduct investigations and processes related to redundancy) • the implied term can be excluded by a contrary express clause in an employment contract, and • a breach of an employer’s policy, which is expressed not to form part of the employment contract, cannot constitute a breach of the implied term. Readers should take care to ensure that employees: • are treated fairly in scenarios that implement change, have significant affects on an employee’s position or precede termination of employment (such as misconduct investigations or redeployment efforts), and • seek advice as to how the situation is best managed to control risk, based on particular factual circumstances of any particular situation. As professional employers and advisers on work relationships, it is important for recruiters and on-hire organisations to remain on top of all workplace law developments. The development of this duty has particular relevance to senior placements, given the potential for a breach of the duty of trust and confidence to give rise to a claim of breach of contract at common law. Happy hiring and managing! If you require a review of your employment contracts, employment policies, or seek further information about how FCB can assist your business, please do not hesitate to contact a Partner in Sydney on 02 9922 5188 or Melbourne on 03 9098 9400.

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Online training for all members through your RCSA membership provided by

BUSINESS MANAGEMENT

Strong performance for many firms Recruitment industry trends: predictions from Nigel Harse FRCSA.

Nigel Harse FRCSA, Director, The RIB Report

A strong permanent performance in the fourth quarter turns FY2014 around for many recruitment firms, says The RIB Report director Nigel Harse FRCSA. “The tide really did turn as we entered 2014, and many firms have experienced a healthy increase in demand for permanent staff,” he continues. “In the second half of the financial year, the RIB Average posted the best six-month performance in two years, with placements up 35 per cent on the same time last year, and 28 per cent on the previous half.” The strong second half takes the RIB Average placements per firm into positive territory for the financial year, which closed with five per cent growth – a great turnaround following two years of decline. However, while recognising this recent improvement, Nigel stresses, it’s important to put it into perspective. “Placements in the 2014 FY year are the second lowest in ten

years – worse than during the GFC – and remain at least thirty per cent below results recorded in FY2011. We expect to see a slight further improvement in market conditions throughout the July quarter, followed by the seasonal slowdown heading into the Christmas period.” RIB Average fee for each perm placement has been softening throughout the year. FY2014 closed with the Average placement fee sitting equal to last year, a considerable slowdown after two years of strong growth. “The improvement in perm market conditions couldn’t have come sooner, but it also comes at a price: the softening of the temp and contract market, a trend seen many times before,” Nigel says. The complete RIB 2014 FY Review is now available to purchase. (www.ribreport.com.au). Nigel Harse FRCSA was interviewed for the RCSA Journal by Rosemary Ann Ogilvie.

The unexpected benefits of being a mentor The PEARL mentoring program has been enthusiastically received by the fortunate mentees – but what is in it for the mentors? Vanessa Fudge looks at the other side of the equation.

Vanessa Fudge, Director, AltusQ

For mentees (i.e. those on the receiving end of mentoring) having a mentor creates a safe environment to explore their vision and aspirations. But what about the mentors? Interestingly, the feedback we repeatedly hear from mentors is that they discover unexpected opportunities for self exploration. It often turns out that being a mentor provides them with a safe environment to explore a new dynamic through the eyes of their mentee, to explore themselves as a leader and to reflect on what they can do to extend themselves and increase their impact. We notice these experiences can often happen in a couple of key ways. Firstly, the mentor has a chance to see themselves afresh when they hear about their mentee’s experience with their own leader. Subconsciously they see themselves and the way they lead through their mentee’s eyes, catching their reflection in a new mirror. Am I creating that same frustration for my people? Or conversely, when was the last time that I inspired my people in that way? Secondly, the mentor is now free to share from outside the pool in which they swim in their day-to-day role. In the intimacy of the mentor/mentee relationship they can find

themselves opening up in new ways, guiding not just professionally but also in terms of personal growth. In so doing, they create the opportunity to question their own personal growth. Frequently, we find that mentors begin to question their own personal vision and aspirations, asking, what is next for me? Is this it? Is this the pinnacle of my career or is there a whole lot more for me to give? Being valued by a mentee as a trusted advisor outside of the organisational hierarchy can create a new sense of self, no strings attached. It can give the mentor an appreciation of how they can influence and enrich beyond the scope of their current role. So who really gains from the mentormentee relationship? In our experience there is often a highly tangible benefit for both parties. But there’s more – there’s often a flow-on positive impact to the people who work with the mentor on a day-to-day basis. In fact the mentor’s wider circle could be the greatest beneficiaries of all, now experiencing a leader who has not only looked in the mirror and grown, but further, who has now decided it’s safe to be brave and to give much more than they ever knew was possible.

SEPTEMBER 2014

ASSOCIATION NEWS

Issues Update Are the model WHS laws working or just creating more red tape? RCSA submits to COAG inquiry. All governments agreed at a COAG meeting in May 2014 to review ways in which the model work health and safety (WHS) legislation could be improved to reduce red tape, making it easier for organisations and workers to comply with WHS responsibilities. Following this agreement, stakeholders across all jurisdictions were recently asked to provide feedback on the regulatory burden associated with the WHS model laws, which were introduced in most jurisdictions in 2012. Western Australia and Victoria have not introduced the harmonised legislation, however stakeholders in these locations were included in the invite to respond. The RCSA Safety and Risk Working Group submitted a response in July via the Victorian WorkCover Authority, with Safe Work Australia to collate and provide the feedback to COAG for review later this year.

Key feedback responses: The Office of Best Practice Regulation released an Issues Paper on improving the model laws in early July and the Working Group considered this Issues Paper and member feedback in developing a response. The response template included 21 questions, with the key feedback summarised below: • Ambiguity as to the term “labour hire employee”. RCSA recommend varying the term “labour hire employee” to “on-hire worker” to provide consistency with Awards created under the Fair Work Act and the broader occupational types and industries within which on-hire workers are assigned to work. Furthermore, many on-hire workers are engaged as independent contractors and are therefore not “employees”. The term worker is broad enough to cover both employees and contractors across all industry sectors. • Ambiguity as to which PCBU has the responsibility to notify a “notifiable incident” in circumstances where there are multiple PCBUs and multiple workers. • Ambiguity as to the term “caused to be engaged” under s.19 (1) Primary Duty of Care.

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• Consideration of the capacity to complete the HSR training in less than five days and move to a competence-based criteria rather than a set number of days. • Lack of true harmonisation, and multijurisdictional differences continue to cause burden administratively, financially and otherwise. There is an assumption with the term “harmonised” that true harmonisation has been achieved, however, the “devil is in the detail” and for those PCBUs with reduced resources for managing WHS, and understanding of the legislative framework, this remains a burden and causes misunderstanding.

Next steps The collated stakeholder feedback and the Issues Paper developed by the Office of Best Practice Regulation will be consolidated with research findings to produce a report to be provided to COAG by the end of 2014. If the model WHS laws are to be amended, those jurisdictions that have implemented the harmonised legislation will then decide on whether to incorporate the recommended changes. The RCSA Safety and Risk Working Group will continue to monitor any feedback relating to this investigation and will provide members with relevant and timely updates and information where necessary.

ER Update Modern Awards review about to get serious Many of you will know that the Fair Work Commission is currently conducting a four year review of the Modern Awards. It may come as no surprise that the ACTU, and their member unions, are seeking to make it harder for on-hire firms to create employment by proposing the introduction of casual to permanent conversion provisions in every Modern Award. If successful, this would mean that every on-hire firm that employs an on-hire employee under a Modern Award would need to provide ongoing casual employees with the right to become permanently employed after a period of either six, nine or 12 months. While the introduction of this extended obligation would have huge administrative implications for on-hire firms,

it is particularly concerning given there is a penalty of more than $50,000 each time an employer fails to provide an ongoing casual employee with that right. The RCSA Workplace Relations Working Group is working with the RCSA Board to establish a voice of reason and common sense in this ideologically driven push to further regulate casual employment in Australia. The Working Group are particularly concerned about the fact that virtually no casual employees choose to take up casual employment, when offered it in accordance with the Modern Awards which currently contain such obligations. The industry will soon be contacted by an independent research agency seeking information on the take up of permanent employment under such award arrangements and it will be critical for you to participate in this research to assist our submissions to the Fair Work Commission. The Workplace Relations Working Group are also continuing to work on a range of other issues, including the ongoing targeting of the on-hire sector by centralised entitlement funds which impose statutory obligations upon employers to contribute amounts to funds where employees are working within particular industries or sectors e.g. black coal industry and the construction industry. Furthermore, the Working Group are preparing a policy paper on the rise of “crowd work” and will be focusing on the need for the government to ensure clarity around the engagement structures and legal regulation of such forms of sourcing. Any RCSA Members interested in participating in any of these initiatives are strongly encouraged to notify the RCSA of your interest in joining the Working Group.

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

ASSOCIATION NEWS

Meet Paula James: RCSA Regional Council & Member Group Manager

aula James has joined RCSA in the newly appointed role of Regional Council & Member Group Manager. Paula brings to her role 15 years’ experience in recruitment and human resources across a broad range of industries, specialising in areas such as blue collar labour-hire through to general office support, management, senior management and technical roles. Paula began her recruitment career in Hong Kong, where she worked as a consultant for two high-profile firms for four years. Returning to Australia, Paula held a number of project and management roles with Australia’s largest construction group, including managing site offices, assisting with road construction tenders, recruiting staff, undertaking corporate planning, preparing tenders and administering contracts. She then returned to HR and recruitment, in both internal and external

roles, for some of Victoria’s leading corporations. Paula is passionate about HR and recruitment and has grown to diversify her skills through an extensive range of roles; backed by her formal HR qualification. Paula’s role with RCSA involves the high level management of all Region Councils, Member Groups and Working Groups. Paula is taking an active operational and strategic role, and focusing on making a significant contribution to the effectiveness, efficiency and proactive output of the RCSA member groups. Additionally, Paula will provide further support via RCSA member training. Paula will also be the ”go to” person for all industrial subject matters and offer business solutions to Corporate Members. If you would like to contact Paula on pjames@rcsa.com au.

Paula James, RCSA Regional Council & Member Group Manager

SEPTEMBER 2014

ASSOCIATION NEWS

Introducing Recruit Insure Recruit Insure – a division of Jardine Lloyd Thompson Pty Ltd (JLT) – have entered into an arrangement with the RCSA to deliver comprehensive and competitively priced insurance cover for all recruitment businesses across Australia and New Zealand.

JLT have a long history of designing leading edge insurance and risk solutions to serve a wide range of industry sectors. The Recruit Insure team of experts recognise the needs of the recruitment and labour hire industry and have developed a comprehensive, innovative and cost effective solution to meet your needs.

Recruitment and Labour Hire Insurance Recruit Insure’s flexible, highly competitive recruitment and labour hire policy has been specifically designed to meet the stringent requirements of the recruitment industry, offering customised public liability, professional indemnity and management liability solutions. Cover for: • fraud and dishonesty • defamation • public relations expenses

• • • • • •

fines and penalties contractors and consultants high limits of indemnity low excesses continuous cover additional reinstatement of limit (professional indemnity) • cost exclusive limit and excess (pi) • vicarious liability cover for on-hired employees (optional) • principal’s indemnity cover • host employer contractual reviews • premium discounts for RCSA members. Recruit Insure provide a seamless integrated service though our dedicated national team throughout Australia, helping to ensure there are no gaps in coverage. For more information, call the Recruit Insure customer service team on 1300 884 093.

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

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

RCSA IN-HOUSE TRAINING

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RCSA CompEvent

Complimentary Breakfast Event for RCSA Members brought to you by Indeed.

Optimising your jobs for today’s mobile candidate The world is now mobile, and everyday activities from selecting a restaurant to reading the news have been transformed. Talent acquisition is no different, and as smartphone ownership has accelerated, job search has evolved from a desktop activity to a mobile one. In this complimentary breakfast event for RCSA members you will learn: • Current mobile trends and what they mean for recruitment • Why many recruitment agencies aren’t mobile, and what is needed to get started • Optimising your jobs for today’s mobile job seeker • The key recruitment metrics you should be measuring and why • Preparing your organisation for the mobile moment. Conditions apply, seats strictly limited.

For more information about this event and to register, go to: www.rcsa.com.au/Learning Centre and Jodie Williams – Professional Development Events/Australian or New Zealand CPD Coordinator. Email: jwilliams@rcsa.com.au Events Calendar/Breakfast Ph: +61 2 9922 3477

SEPTEMBER 2014

ASSOCIATION NEWS

ANR A Federal Government: ANRA Council has on behalf of members been very active over the past three months in lobbying the Federal Assistant Minister for Health, Senator Nash, regarding the NAHRLS program. ANRA Council member Kim Estell and the ANRA Secretariat met with Senator Nash in Canberra on 20 May to discuss the inefficiencies and waste of Federal funds. An independent review of the NAHRLS program is being undertaken to provide future recommendations for workforce programs in rural and regional areas. This report is due at the end of August. ANRA is liaising with the Department to provide inputs and commentary to this review. ANRA Licence for Unregistered Health Workers: A Working Group of ANRA Council is working toward the introduction of an ANRA licence for unregistered healthcare sector workers. ANRA has held several discussions with the Australian College of Nursing and the Australian

Nursing and Midwifery Federation regarding this initiative. The Working Group is also considering areas to be covered within the proposed National Code of Conduct for unregistered health workers in the preparation of a draft framework. Submissions: ANRA made a submission on behalf of members to the Australian Health Ministers’ Advisory Council (AHMAC) in regards to the establishment of a National Code of Conduct for unregistered healthcare workers. ANRA supported the proposal to introduce a National Code of Conduct and recommended the code is closely aligned with existing registration frameworks such as AHPRA and the compliance regulations. ANRA Member Meetings: ANRA Members attended a Members Meeting on 29-30 May in Melbourne. Members heard from a panel of speakers from the Australian Federation of Disability Organisations, industry consultant Margaret Scott and

Alliance Health Group Director and ANRA Council member Danielle Wallace, looking at the future shape Association of Nursing Recruitment Agencies and opportunities for healthcare agencies in the disability care sector. Further information about the ANRA Members Meeting held in Brisbane on 4-5 September will be available in the next issue of the RCSA Journal.

anra

ANRA/ANMF Education: Members are reminded they have access to an extensive library of online training modules for nurses and healthcare staff. Available from the ANMF’s extensive library of education and training resources, these modules are available at a special ANRA member rate of $10 per module. To learn more, members should visit: www.onwebfast.com/anf/corp/

A MR ANZ AMRANZ Council: AMRANZ Council has over the past three months co-ordinated activity on a number of fronts. Council members have co-ordinated ongoing communication with stakeholders since April to represent the interests of members regarding the Litmus issue, including the following: • Prepared and lodged on behalf of RCSA/AMRANZ reports with the ACCC, NSW Ombudsman and NSW Health Procurement Board about member concerns with the Litmus recruitment management platform • Prepared regular updates to members regarding the Litmus recruitment management platform • Prepared communication and letters to NSW Health and to WNSW on behalf of members regarding the Litmus recruitment management platform • Attended a meeting with the Assistant Minister for Health, Senator Nash in Canberra regarding the International Recruitment Strategy/RWA issue. AMRANZ Recruiters Forum: The next AMRANZ Recruiters Forum, on 9 October in Melbourne, will hear from the Victorian Minister for Health, the Hon David Davis.

RCSA JOURNAL

In the lead-up to a November state election, AMRANZ looks forward to welcoming Minister Davis. Members will also hear from leading speakers and technical experts from the medical and recruitment sectors. Information about this meeting is available from the AMRANZ events section of the RCSA website www.rcsa.com.au WNSW and Litmus Recruitment Platform: AMRANZ has been in communication with NSW Health and WNSW LHD regarding the concerns of members to the setup and operational management of the Litmus Recruitment Management Platform in WNSW LHD. RCSA has filed reports with the ACCC, NSW Health Procurement Board and the NSW Ombudsman raising issues around anti-competitive arrangements and maladministration in the setup and management of the trial by WNSW and NSW Health. AMRANZ Council will continue to provide members with updates on communications with NSW Health and WNSW and to provide members with information through which they may raise these issues with the relevant authorities.

International Recruitment Strategy: AMRANZ continues to pursue action in regards to the potential crowding out of private recruiters in the International Recruitment Strategy (IRS). This is resulting in inefficiency in the administration and delivery of the IRS, which is resulting in poor outcomes for the recruitment of doctors to rural communities. AMRANZ Co-President Corrine Taylor and the AMRANZ Secretariat met with the Assistant Minister for Health, Senator Nash on 20 May in Canberra. AMRANZ is calling on the Assistant Minister to re-open the IRS to private recruiters so that IRS recruitment incentives, retention and support programs are accessible to medical recruiters in order that private recruiters may once again contribute to resolving regional and rural health workforce shortages. Further meetings and communication are planned with stakeholders and a follow up meeting with Senator Nash.

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

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

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

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 SEPTEMBER 2014

ASSOCIATION NEWS

In the media Media releases • RCSA announces new Business Partner, Jardine Lloyd Thompson • RCSA and Kinetic Super extend partnership • Cas and Jonesy to share lessons from a journey across a frozen wasteland • Minister for Social Development, the Hon Paula Bennett MP, to open the RCSA International Conference 2014 • Safety is front and centre for labour-hire companies in Christchurch rebuild • 3rd Degree exposes RCSA concerns about labour-hire practices in New Zealand • Tips for employers and recruiters to avoid being duped by creative candidates and dodgy CVs, or both • Why do some organisations manage their most critical asset with a short term focus? • RCSA NZ PEARL Consultant Forum returns to Auckland • Award winners announced at RCSA Gala Ball • Recruitment industry predicts steadying demand for on-hire and permanent recruitment services • President of Staffing Industry Analysts to deliver International Keynote at RCSA Conference • Recruitment industry welcomes increased workforce participation for Kiwis

• Brandkarma founder speaking at RCSA Conference • Recruitment industry calls for end to on-hire labour agreements.

Media coverage Source: Shortlist • Kinetic extends RCSA partnership • Agencies lagging behind corporates in digital marketing • RCSA partners with insurance provider • Shortlist chats with ... Nicole Underwood, founder and MD • Lack of digital record a red flag in Myer fiasco: RCSA • Recruiters urged to shift into “the digital age” • Don’t get too caught up with billing to coach, warns trainer • How to convince clients recruiters aren’t a “necessary evil” • RCSA consultant event heads to NZ • Financial benefits on the table for low-risk recruiters • What makes a great sales manager? • Agencies, RPOs and the evolution of in-house teams: Internal recruitment heads tell all • Recruiters’ “unique visibility” can ease talent mismatches

• Corporate social responsibility generates new business, slashes turnover: Aspect • Labour hire, perm activity improves for one in two recruiters • Health recruitment platform under review amid confidentiality concerns • RCSA calls for an end to unjust on-hire labour agreements • Light at the end of the tunnel for perm, says RIB director.

Source: Staffing Industry Analysts • Steadying demand for on-hire and permanent recruitment services • Recruitment industry lobbies against unfair visa program.

Source: The Global Recruiter • On-hire Agreements: RCSA petitions government to end on-hire agreements as part of 457 review • Permanent Increase: RCSA survey gives good news for permanent recruitment services • RCSA Awards: Winners receive recognition at Annual Gala Ball • Kinetic Continues: RCSA partner deal set to continue for three more years • Participation Up: RCSA welcomes official figures showing employment rise in New Zealand.

Business Solutions Memos, Guidance Notes & Templates Recently issued for Corporate Members: • Do your contractors expose you to environmental liability? • The Heavy Vehicle National Law is on the road: are you en route to compliance? • Creating greater wealth through contractors • Worrying about workplace investigations

RCSA JOURNAL

• What constitutes the workplace? • WHS Update: Legislative changes for Victoria and changes at WorkSafe Victoria • ATO End of Financial Year Tax Tips • CoINVEST continue to target the on-hire sector – Risk for members supplying manufacturing, electrical contracting and construction

• The Privacy Law amendments - employee records • Observer vs advocate - what is the role of an employee’s support person in disciplinary discussions? • An intention to steal • Employment records and unauthorised deductions.

ASSOCIATION NEWS

Meet your Region Chairs Phil Isard FRCSA, Consultive Managing Director Vic Region Chair

Phil, describe your current role? As Managing Director of Consultive, I’m responsible for coaching new recruiters to the industry, and then managing and developing consultants to reach their full potential.

How long have you been involved with the industry? For 18 years, having started out with Bayside Personnel, then recruiting in the UK for 4.5 years, returning to Melbourne to start Consultive just under 11 years ago.

What does the RCSA Council offer members in your region? The Vic/Tas Council are the voice of members old and new. For example, the Vic/Tas Council of the past was instrumental for Worksafe WIC, which saves business in the industry millions yearly. Thus, we lobby government on local and Federal issues on behalf of our members, and work with the RCSA national body to continually lift education and learning opportunities for our members.

Truth is vital, RCSA President tells ACA viewers A resume always has to be truthful, even though it is a “sales document” RCSA President Robert van Stokrom told viewers of the national TV show, A Current Affair, recently. “Some people may try to fudge a resume, but recruiters are there to make sure that doesn’t get through to the client,” he added in an interview with ACA’s reporter Martin King in a story about a CEO alleged to have faked his resume. Robert said, “RCSA members are well versed in the requirements of ensuring the information they received is correct through our Code of Conduct that’s ratified by the ACC with respect to how we should behave. Members all abide by that Code”. “Anything untrue is not to be tolerated,” he added.

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

SEPTEMBER 2014

ASSOCIATION NEWS

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

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

RCSA Premium Supporter & Principal Partner

Voyager Software (Australia) Pty Ltd WorkDESK Recruitment Software

Kinetic Super

RCSA Supporters

RCSA Premium Supporter & Business Partner

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

IProfile JobAdder JXT Consulting Key Factors Lander & Rogers Lipman James Matheson Publishing MemberBenefits Pty Ltd Mindset Group NFC Global Pty Ltd NMIT – Preston Campus – BEC NPA Worldwide Onetest Pty Ltd PAJE Business Solution Pty Ltd Quinntessential Marketing Consulting Pty Ltd Rewire Group Saxton Corporation Pty Ltd Selectus Pty Ltd Skillcheck Pacific Pty Ltd SpotJobs The Canberra Times

Jardine Lloyd Thompson Pty Ltd

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

The RIB Report Verify Holdings Australia Pty Ltd Wintrip Consulting Group Working Abroad Newcomers Network WorkPro

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

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

RCSA PREMIUM SUPPORTER PROFILES

Jardine Lloyd Thompson (RCSA Business Partner) is a leading global provider of insurance, reinsurance and employee benefits related advice, brokerage and associated services. Combination of international experience and Australian expertise delivers the most comprehensive range of insurance and risk solution products and services available. Innovative and cost effective solutions tailored to the needs of all RCSA members. Contact us on 1300 884 093 or email: recruitinsure@jlta.com.au

RCSA JOURNAL

A Positive Cashflow Payroll Funding designed for recruiters. Access up to 100% of the value of your invoice on the day you raise it. Advanced technology, quick and easy access to funding; integrates with other back office systems; no stress of meeting payroll; flexible pricing options; no upfront fees or fixed contract. Contact 03 9028 2324 or email: info@apositive.com.au. www.apositive.com.au

Bibby Bibby Financial Services is the largest global non-bank specialist debtor finance, supporting almost 7,000 clients in 16 countries with flexible funding solutions designed to release working capital, improve cash flow and fund growth. Our independence from the banks and network of local offices in major capital cities ensures fast decision making, tailored solutions and a local, personalised service. Aust: 1800 663 265 www.bibby.com.au NZ: 0800 850 851 www.bibbyfinancialservices.co.nz

Indeed Indeed is the #1 job site in the world, allowing job seekers to search millions of jobs on the web or mobile in over 50 countries and 28 languages. More than 140 million people each month search for jobs, post resumes, and research companies on Indeed, and Indeed is the #1 source of external hires for thousands of companies. For more information, visit www.indeed.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 FRCSA Alan Bell FRCSA Matthew Hobby FRCSA Karen Colfer FRCSA Nina Mapson Bone FRCSA Sinaed Hourigan MRCSA

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

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

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

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

RCSA Premium Supporter & Principal Partner

Tracy Morgan FRCSA Gillian Mullins FRCSA Stephen Noble FRCSA Kathie Oâ&#x20AC;&#x2122;Malley FRCSA Bob Olivier FRCSA Penny Perkins FRCSA Stephen Porter FRCSA Bruce Ranken FRCSA Tony Ricketts FRCSA Scott Roberts FRCSA Sophie Robertson FRCSA Deborah Ross FRCSA Courtney Rowe FRCSA 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 Vibeke Thomsen FRCSA Gayleen Toll FRCSA Nicole Underwood FRCSA Rosemary Urbon FRCSA Scott Van Heurck FRCSA Robert van Stokrom FRCSA Craig Watson FRCSA Paula Watts FRCSA John Wilson FRCSA

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

RCSA Premium Supporter & Business Partner

RCSA RESEARCH CENTRE

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

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

SEPTEMBER 2014

ASSOCIATION NEWS

RCSA CPD & Events Calendar AUSTRALIA Date

City

Type

21-Nov

Sydney

Workshop

Event

25-Nov

Perth

Networking

Perth Networking Evening

25-Nov

Adelaide

Networking

Adelaide Networking Evening

27-Nov

Sydney

Networking

Sydney Networking Evening

All year

Online

Flexible Learning

Australian Entry Level Program (July September 2014)

All year

Online

Certificate

Certificate in Advanced Recruitment Practices (NMIT)

28-Nov

Brisbane

Workshop

Brisbane Workshop, Sales & Marketing from the Desk

28-Nov

Melbourne

Workshop

Melbourne Workshop, Sales & Marketing from the Desk

28-Nov

Sydney

Workshop

Sydney Workshop, Sales & Marketing from the Desk

Date

City

Type

Event

10-24 Oct

Christchurch

Certificate

Christchurch Recruitment Consultant Certificate

10-Oct

Christchurch

Workshop

Christchurch Workshop Introduction to Recruitment Consulting

All year

Online

Certificate

Certificate in Recruitment and Selection (NMIT)

All year

Online

Certificate

Certificate in Recruitment Management (NMIT)

1-Oct

Adelaide

Workshop

Adelaide Temp Desk Masterclass

1-Oct

Brisbane

Workshop

Brisbane Workshop, Rebuilding Trust & Winning More Business

NEW ZEALAND

1-Oct

Melbourne

Workshop

Melbourne Workshop, Award Compliance & Complaint Prevention

2-Oct

Melbourne

Workshop

Melbourne Workshop, Rebuilding Trust & Winning More Business

2-Oct

Perth

Workshop

Perth Temp Desk Masterclass

6-Oct

Online

Diploma

BSB51107 Diploma of Management, Semester 3

14-Oct

Christchurch

Breakfast

Christchurch CompEvent, Optimising your Jobs for Today’s Mobile Candidates

8-Oct

Brisbane

Workshop

Brisbane Workshop, Award Compliance and Complaint Prevention

15-Oct

Wellington

Breakfast

Wellington CompEvent, Optimising your Jobs for Today’s Mobile Candidates

10-Oct

Perth

Workshop

Perth Workshop, Introduction to Recruitment Consulting

16-Oct

Auckland

Breakfast

Auckland CompEvent, Optimising your Jobs for Today’s Mobile Candidates

14-Oct

Brisbane

Workshop

Brisbane Workshop, Is your Desk Profitable?

17-Oct

Christchurch

Workshop

15-Oct

Sydney

Workshop

Sydney Workshop, Is your Desk Profitable?

Christchurch Workshop Interviewing Essentials

16-Oct

Melbourne

Workshop

Melbourne Workshop, Is your Desk Profitable?

24-Oct

Christchurch

Workshop

Christchurch Workshop Sales and Marketing from the Desk

Auckland

Networking

Auckland Networking Evening

Brisbane

Workshop

Brisbane Workshop, Introduction to Recruitment Consulting

6-Nov

17-Oct

11-13 Nov

Auckland

Certificate

Auckland Recruitment Consultant Certificate

17-Oct

Melbourne

Workshop

Melbourne Workshop, Introduction to Recruitment Consulting

11-Nov

Auckland

Workshop

Auckland Workshop Introduction to Recruitment

17-Oct

Perth

Workshop

Perth Workshop, Interviewing Essentials

12-Nov

Auckland

Workshop

Auckland Workshop Interviewing Essentials

13-Nov

Auckland

Workshop

Auckland Workshop Sales and Marketing from the Desk

17-Oct

Sydney

Workshop

Sydney Workshop, Introduction to Recruitment Consulting

28-Oct

Sydney

Workshop

Sydney Business Development Masterclass

13-Nov

Wellington

Networking

Wellington Networking Evening

29-Oct

Melbourne

Workshop

Melbourne Business Development Masterclass

18-Nov

Christchurch

Networking

Christchurch Networking Evening

30-Oct

Brisbane

Workshop

Brisbane Business Development Masterclass

31-Oct

Perth

Workshop

Perth Workshop, Sales & Marketing from the Desk

5-Nov

Adelaide

Workshop

Adelaide Business Development Masterclass

6-Nov

Perth

Workshop

Perth Business Development Masterclass

14-Nov

Brisbane

Workshop

Brisbane Workshop, Introduction to Recruitment Consulting

Melbourne Workshop, Introduction to Advertise in the RCSA Journal Melbourne Workshop Recruitment Consulting

14-Nov

Advertise in the RCSA Journal

You can reach owners, managers and consultants Sydney Workshop, Introduction to Sydney Workshop Recruitment Consulting in the recruitment industry across Australia and 20-Nov Brisbane Networking Brisbane Networking Evening New Zealand through the RCSA Journal. 20-Nov Canberra Networking Canberra Networking Evening Contact Julie Morrison, RCSA Manager Marketing 20-Nov Melbourne Networking Melbourne Networking Evening & Communications for information: 21-Nov Brisbane Workshop Brisbane Workshop, Interviewing Essentials jmorrison@rcsa.com.au orMelbourne call +61Workshop, 3 9663 0555 Interviewing

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

14-Nov

21-Nov

Sydney Workshop, Interviewing Essentials

Melbourne

RCSA JOURNAL

Workshop

Essentials

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

You can receive

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

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

discount

5-10

employees

discount

11-29 employees

discount

30+

employees

FELLOW

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

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

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

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

ALIA

INDUSTR Y

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30 YEARS

FreeCall 0800 445 885 (in New Zealand)

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Email sales@workdesk.com.au