RCSA Journal Sept 2015

R E C RU I TM E N T

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CO N S U LT I N G

S E RV I C E S

A S S O C I AT I O N

L I M I T E D

RCSAJournal Australia & New Zealand | September 2015

Recruitment ReNEWed

Strategy, Technology People

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RCSA International Conference Wrap-up

IN THIS ISSUE • The world of work: Building better humans – A recruiter’s guide to survival • Focus: Diversity – A bright future for women in business.

The gender pay gap. Developing confidence in disability employment

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Contents

4 President’s Report: Robert van Stokrom FRCSA 6 CEO’s Report: Steve Granland

2015 RCSA INTERNATIONAL CONFERENCE 10 Major Event Report: The 2015 RCSA International Conference CONFERENCE PRESENTERS 12 Sophie Robertson FRCSA 13 Marty Wilson 14 Charles Cameron 15 Nicholas Beames FRCSA

INTERNATIONAL OUTLOOK

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

Conference Wrap-up

16 New Zealand market report

30 What slows down fast and accurate hiring?

18 The ‘Workforce solutions’ space gets categorised: where organisations fit

31 ‘It’s my first day here!’

18 Ciett World Employment Conference 2015

34 Embracing change and supporting resistance

32 Hold harmless and corporate responsibility 35 The RIB Report

SPECIAL FEATURE: THE WORLD OF WORK

36 Half of all system implementations fail!

Here’s how to succeed

18 Building better humans: a recruiter’s guide to survival

STAY CONNECTED

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2015 FOCUS: DIVERSITY 22 A bright future for women in business 24 The gender pay gap issue follows women into retirement

37 Workers’ Compensation insurance

ASSOCIATION NEWS 38 Member Groups: AMRANZ 38 Member Groups: ANRA 39 Welcome to new Corporate Members 39 New Board Member

twitter.com/RCSAevents

26 Developing confidence in disability employment

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

BUSINESS MANAGEMENT

41 RCSA CompEvent

28 PEARL Award Winner Caitlin Iustini MRCSA

42 RCSA Board, Life Members and Fellows

RECRUITMENT & CONSULTING SERVICES ASSOCIATION LIMITED 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

39 2015 RCSA Events Calendar 40 RCSA Partners and Premium Supporters

EDITORIAL ENQUIRIES

SUBSCRIPTION ENQUIRIES

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

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

ADVERTISING & SUPPORTER ENQUIRIES

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

DESIGN

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

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.

© Copyright RCSA 2015 ISSN 1838-8736

SEPTEMBER 2015

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PRESID E N T’ S RE PO R T Robert van Stokrom FRCSA

T

he level of participation and engagement by the RCSA and its members with business, Government, industry and the community has reached new highs. The RCSA is being sought after as a source of information and insights about an industry that frankly many still do not understand.

While we expect change to remain a constant, RCSA is increasing the opportunity to provide insights into the future world of work. Recent discussions about the number of jobs and roles that will reportedly not exist in a decade overlooked one important question – what and where will jobs be in a decade?

RCSA, through its external facing strategy will provide those insights in four key areas as the launching pad for engagement with stakeholders and members on a number of fronts in both Australia and New Zealand.

1. ESIC: A landmark for our industry, and the evolution of RCSA’s Code for Professional Conduct.

2. Illegal Labour-Hire: Working with industry and employers to raise awareness about the difference between RCSA members and the small number of illegal and non-member labour-hire contractors.

3. The Future of Work: Positioning RCSA as a source of insights about the Future of Work through submissions to the Productivity Commission review of the workplace relations framework in Australia, and in New Zealand, the Future of Work Inquiry.

4. Experts in Employment: The RCSA Youth Jobs Charter now has 120 signatories. RCSA will also develop with AHRI (Australian Human Resources Institute) an Employment Strategy to increase workforce participation for people with disability, and is in discussions with Work and Income New Zealand (WINZ) to sign an MOU that will open more pathways to employment for entry level work seekers in New Zealand.

I am confident in saying the past 12 months has been among the most active for our association.

Our raised profile and participation is opening new opportunities for RCSA members and building a future for our industry.

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ESIC Update The private employment services industry needs nationally consistent and coherent regulation under legislation that already applies. A proposed ESIC (Employment Services Industry Code) seeks to develop its principles in such a way as to apply to contemporary industry challenges.

Specifically it requires transparency with regard to complex multi-party supply arrangements.

RCSA has received over 80 submissions from the public providing a range of views about the proposal for an ESIC. A majority of public submissions supported its development and saw it as a positive step for the industry as it may offer national consistency, fairer competition, stronger protections for workseekers and more effective dispute resolution.

That said, other submissions raised concerns about the intersection between a proposed ESIC and existing legislation and regulation, and more particularly labour market functions at the intersection of industrial relations and trade and commerce systems of law.

All of these submissions are an essential outcome from the public consultation, and RCSA welcomes a variety of views as they will inform future discussions and consideration of the proposal.

Over the next 90 days RCSA will conduct a second round of consultations with industry, Government and key stakeholders to further discuss the proposal for an ESIC. We also plan to conduct some focused discussions with workseekers and employers about their experience of dealings for the supply or acquisition of employment services.

I encourage you to provide your feedback and to remain actively involved in the consideration of this significant evolution for our industry. Information and updates about the ESIC is available on the RCSA website at www.rcsa.com.au.

Robert van Stokrom FRCSA RCSA President, Australia and New Zealand

Our raised profile and participation is opening new opportunities for RCSA members and building a future for our industry.

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CEO ’S RE PO RT Steve Granland

Welcome to the third issue of the RCSA Journal for 2015

I

am very pleased to report that the RCSA 2015 International Conference – Recruitment Renewed, was a great success. This Conference was the largest single gathering of senior recruitment industry leaders in the Asia-Pacific region this year and has once again set the benchmark even higher for the 2016 RCSA International Conference.

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 Port Douglas. 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.

The most important focus point for RCSA in recent times has been the release of the proposed Employment Services Industry Code (ESIC). The proposed ESIC was released in mid-June with a two month period of public consultation. The RCSA approached approximately two hundred key stakeholders directly seeking feedback. At the time of writing it would be fair to say that the general response has been very supportive.

An example of responses includes: The employment services industry code is a terrific initiative that promotes fair, lawful, and ethical behaviour across a free market industry with no barriers to entry.

As a recruitment business owner, I welcome the opportunity to be held to account on how we operate within the industry, and how we engage with clients and candidates.

Firstly, may I congratulate the RCSA on identifying a need for a transparent and commercially workable regulatory framework within the employment services and on-hire marketplace, and for taking the initiative to develop a Prescribed Industry Code. Your leadership on this issue is to be commended.

The status of the ESIC as a Prescribed Industry Code will provide a level playing field across the industry, while its federal operation will provide much-needed national consistency for an industry that often operates across state borders.

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This exercise has had a significant impact in raising the profile of our industry and the RCSA. Over July and August we held ESIC consultation meetings with significant public and private enterprise stakeholders including federal and state ministers and advisers both directly and indirectly linked to the employment space, key federal and state regulators and significant publicly listed corporations. What has struck me most is the continued lack of knowledge of the fundamentals of on-hire and the role played by the on-hire firm. Additionally, there continues to be a lack of understanding of the key drivers associated with on-hire (from an employee and employer perspective) and a lack of understanding of the size and importance of on-hire as a key element of the labour market.

The release of the RCSA proposed ESIC has provided the opportunity not only for RCSA to have these conversations with key parties, but also for RCSA members to have these conversations. The RCSA Questions to Ask a Recruitment or On-hire Firm Prior to Engagement, Recruitment Industry Definitions and Categories of Service documents have proved invaluable in these consultation meetings and I encourage all members to utilise these documents when dealing with existing and potential clients (readily available from the RCSA office).

In addition to the work around the proposed Employment Services Industry Code, in the last three months, there have been high levels of lobbying and advocacy activity as we continue to promote the RCSA and its members as ‘experts in employment’.

Key focus points over the last three months have been working with the Australian Human Rights Commission in the mature age, disability and youth employment space, ensuring RCSA has a positive and proactive seat at the table and is rightly seen as a key player in providing pathways to employment solutions. With this in mind and as a key example, the RCSA has taken a lead role in signing a MOU with the Australian Human Resources Institute to form a cross-sectoral working group to develop real disability employment strategies. This initiative has been welcomed and applauded by

government, the disabled sector and private enterprise. Finer details are being worked on at this stage and we expect to run a series of events to launch this key initiative in the last quarter of 2015.

Lobbying and advocacy work in the last three months has also focused on the RCSA taking a lead and positive role in the New Zealand Opposition’s Future of Work inquiry, participation in a Victorian Law Reform Commission inquiry into the penetration of criminal elements into professions/industries, responding to a South Australian Inquiry into Labour Hire, responding to a review of the Queensland Workers Compensation and Rehabilitation Act and responding to proposed changes to the training requirements for the 457 Visa category.

RCSA Workplace Relations, Immigration and Workplace Safety Working Groups (made up of RCSA members) actively drive these activities on behalf of the industry from which all members of the RCSA benefit either directly or indirectly.

RCSA advocacy, 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, region 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, take this opportunity to get involved.

Steve Granland RCSA CEO, Australia and New Zealand

SEPTEMBER 2015

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2015 RC S A I NTE RN AT I O N AL CO N F ER EN C E

‘An amazing and thoughtprovoking Conference!’

The much anticipated 2015 RCSA International Conference held last week on Hamilton Island certainly lived up to all expectations. Themed Recruitment ReNEWed: Strategy, Technology, People, delegates enjoyed powerful presentations on the organisational, personal and technological changes facing the recruitment industry.

A

fter a scenic golf day and a welcome cocktail evening, the program kicked off with keynote speaker Chris Riddell on ‘The Future of Digital and Technology.’

Conference delegates were quick to jump onto social media and by mid-afternoon, the event hashtag #RCSAConf was officially trending on Twitter in both Australia and New Zealand.

Michael McQueen spoke about the relevance curve, claiming ‘smart companies reinvent themselves while they are still at the top,’ while Michael Bunting presented his keys for leadership, completing an insightful morning session.

Fiona Harland MRCSA urged business owners to implement a strategy of giving back to the community.

Martin Grunstein’s hilarious anecdotes and advice on customer service left attendees in high spirits for the memorable Kinetic Super Gala dinner (Kinetic Super was the Platinum Sponsor of the RCSA International Conference).

There were several concurrent sessions and also an exhibition space dedicated to event sponsors.

Comedian and author Marty Wilson challenged delegates to address the ‘fear of change.’ Michael Ilczynski, Managing Director of Employment at SEEK, provided insightful market trends. Chair of last year’s G20 Youth Summit Holly Ransom shared her experiences and advice on Leading Change.

Greg Savage FRCSA (Life) continued the conference theme of change, but focused on defining the DNA of the Future Recruiter.

Founder of Mad for Peace and survivor of the 2007 London bombings, Dr Gill Hicks, closed the conference with a stirring speech on Facing the Unknown.

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Presenter Michael McQueen

Presenter Michael Bunting

Presenter Holly Ransom

Presenter Chris Riddell

Presenter Martin Grunstein

Delegates enjoying the Welcome Reception sponsored by Recruitment Systems at the Hamilton Island Yacht Club.

Kinetic Super’s Cameron Doig welcomes delegates to the Conference.

The team from Sponsor Indeed and Greg Savage FRCSA (Life).

RCSA President Robert van Stokrom FRCSA, Emma Phillips, Director of Sales at SEEK, and John Wilson FRCSA, Director Bayside Group.

From left: RCSA Vice President Peter Langford FRCSA, Richard Ferrier, Relationship Manager at Kinetic Super and Cameron Doig, Executive General Manager at Kinetic Super.

Platinum Sponsor Kinetic Super

Presenter Claire Ponsford

An illustrator from SEEK provided a storyboard of each keynote presentation.

Robert van Stokrom FRCSA, RCSA President, Australia and New Zealand

Presenter Marty Wilson

SEPTEMBER 2015

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#RCSAConf 2015 RC S A I NTE RN AT I O N AL CO N F ER EN C E

Have loved reconnecting with old friends and making new ones. And in such a special place.

Thank you @RCSAevents #RCSAConf

RCSA thanks all Conference delegates, speakers, sponsors, volunteers, councillors, Board members and staff for a wonderful Conference.

Bravo @RCSAevents that conference was outstanding! See you all next year #RCSAConf Thank you #RCSAConf for a fantastic 3 days!! #greatcontent #inspiring #engaging ....and the sun sets on the 2015 #RCSAConf.

Thank you @RCSAevents for such a memorable couple of days.

Silver Sponsor Recruitment Systems

The standout message from @greg_savage at #RCSAConf today was, “always be recruiting, even if you’re not #hiring.” @HollyRansom is a rebel with a cause. The best and most productive kind to be #RCSAConf Thank you to Dr Gill Hicks for an inspiring story of survival, resilience, courage and living her life #RCSAConf Perfect way to end.

“Now, that is a #recruiter skill...someone who can build a community.” @greg_savage tells #RCSAconf how to find the best candidates.

Hope and Celebration Sponsor Indeed

Listening to @HollyRansom share her experience at the #RCSAConf What an amazing, inspirational young woman!

Across the globe, 1 in 3 young people aren’t partaking in any form of training, education or employment, says @hollyransom at #RCSAconf Innovation and Catering Sponsor Astute Payroll

An astounding $11 billion is spent on talent acquisition in Australia every year! #RCSAConf “Only 25% of candidates are truly settled in their roles. The rest are active or monitoring the market in some way.” – @mjilc at #RCSAConf Lighten up and lead! @martywilsontwit says optimism, mistakes, and humour help us embrace change, and more importantly, life #RCSAConf Stop selling recruitment and start selling stress management! Loving Martin Grunstein #RCSAConf

Exhibitor SEEK

Thoroughly enjoyed @findsouth presentation about using digital and social media in recruitment! #RCSAConf @Sel_Watts sharing how vision, mission, values, consistent execution and learning fast make for REAL disruption #RCSAConf “Strong people stand up for themselves, but the strongest people stand up for others.” @fiharland loves work that helps people #RCSAconf.

Rob Villano and Lauren Malkin from Gold Sponsor JLT with Marty Wilson (centre)

Thanks to our Platinum Sponsor Kinetic Super.

Learning Seat

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Voyager Software

You want your team to trust you? Know what you stand for, model what you stand for and be open to feedback from @michaelbunting #RCSAconf

NEXT YEAR? Port Douglas in far north Queensland is the location for the 2016 RCSA International Conference at the newly refurbished Sheraton Mirage, 24-26 August.

2016 RC SA I N T ER NAT I O NAL CO NF E R E NCE

Sheraton Mirage - Port Douglas 24 - 2 6 AU GU ST 2 01 6

DECISION MAKERS TRUST RCSA MEMBERSHIP Organisations increasingly insist on working with members of a professional industry association.

Demonstrate your company’s commitment to your professional association and its Code for Professional Conduct by becoming a RCSA Corporate Member. And if you’re already a RCSA Corporate Member, display your RCSA logo on business cards, email footers and online.

Contact Simon Gardner on sgardner@rcsa.com.au or call +61 3 9963 0555.

RCSA Corporate Membership sets you apart.

rcsa.com.au

SEPTEMBER 2015

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2015 RC S A I NTE RN AT I O N AL CO N F ER EN C E

Some Conference presentation highlights

Remuneration; is it broken?

What’s the fix?

Sophie Roberston FRCSA said: A consultant with ten plus years’ experience remarked that there is not one thing she does in the same way now as when she started in recruitment.

Why, when nearly everything else has changed, do we still remunerate and reward consultants the same way we did 25 years ago when I joined the industry?

For 360 degree recruiters, it is still expected that a good perm consultant will bill three times their salary before they qualify for commission and for a temp consultant this expectation is 4-5 times their salary.

The two core functions of a good remuneration model are to: 1) ensure profitability for the company 2) motivate individuals to exceed their targets.

According to the 2014 RIB Report only 14 per cent of recruitment companies reported an average gross profit of $3 per $1 invested in salaries. The remaining 86 per cent of companies reported an average gross profit of $1.86 per $1 spent on salaries, which has had a severe impact on the profitability of recruitment companies.

There is a generational shift happening in the recruiters from Generation X to Generation Y. Many recruiters have told me in the past 12-18 months that money does not motivate them, which is why they do not mind if they do not make commission!

What does motivate them? Making a contribution and doing a good job. It may be a contribution to the wider society through volunteering. Doing a good job is about recognition from their peers. Peers nowadays means the wider community, not just the colleagues they work with.

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What are some of the reasons this remuneration model no longer serves the majority of companies?

1. The recruitment job for the 360 degree recruiter has evolved to include many more core activities e.g. headhunting, data analytics, using social media to increase their own and the company’s profile and dealing with a large number of applicants for any given job due to a ‘spray and pray’ attitude from applicants. This is in addition to the traditional 360 degree duties of business development, sourcing and placing candidates. Some companies have dealt with this by hiring resourcers or para consultants, which increases the salary spend on headcount, yet the KPI for the consultants is still the three times salary model.

2. The recruitment industry has traditionally rewarded on outcomes, which is billings.

As the recruitment job has become more complex, rewarding the consultants on outcomes does not assist them to focus on what matters nor does it ensure quality service. Could we reward consultants for consistent quality behaviour that we know leads to repeat business and therefore high billings?

3. Every recruiter seems to be facing the same problem in that there are plenty of jobs, but not enough quality talent. If this is the case, do we need to consider a reward for identifying and attracting good talent?

Some resourcers/paras receive commission or a spotter’s fee, but not to the extent that the market may warrant it.

4. Services like Airbnb and Uber which are disrupting the accommodation and taxi industries, have managed not only to tap into a sharing economy, but also into the peer review system. Consider how Generation Z will not do anything without checking reviews on sites like Trip Advisor and Yelp. Like it or not, this is already an established buying behaviour for that

Sophie Robertson FRCSA

generation, who before too long will be our clients. Gen Z also post all their activities online. For them nothing has happened until it is shared.

The conclusion being that a relevant remuneration system for our current and future consultants will need to have the following components: • Reward for quality candidate care based on the number of referrals and online positive reviews from candidates.

• Reward for quality client service based on the number of referrals and online positive reviews from clients.

• The reviews need to be online, uncensored, volunteered from the reviewer and freely searchable for anyone.

Much like Glassdoor.com.au is a peer reviewed site for employees searching for new employers, recruiters will need to be peer reviewed by clients and candidates to attract more clients and candidates. In which case it would make sense to tie the remuneration model to these reviews. This also achieves the objective of providing a forum for the recruiters to share and display their good work, which can be recognised by all and sundry.

Change without fear Marty Wilson said: I’ve interviewed over a thousand inspirational people for my bestselling What I Wish I Knew book series. (I’m sorry, it sounds really smug saying that word ‘bestselling’, but now it’s official I can’t stop saying it – Bestseller!

Bestseller! Woohoo!)

When you’ve interviewed that many people, you start to see some familiar themes come up again and again.

Eat better. Exercise more. Invest in Apple …

But if I had to sum up the biggest bit of advice most people include in their tips to themselves, it would be summed up by this definition from The Oxford Dictionary.

life, noun: The condition that distinguishes animals and plants from inorganic matter, including the capacity for growth, reproduction, functional activity, and continual change preceding death.

The bit to notice, that most of us all seem to spend so much time avoiding, is the last bit: ‘continual change’.

Accepting that life involves continual change is the ‘price of admission’ to a successful business, and a happy life. No one loves change. I’m a pharmacist turned copywriter turned stand-up comic turned wine writer turned author and speaker and I still find change incredibly challenging.

1. Life IS change.

Get this and you’re halfway there.

I’m not saying. ‘Life is full of change’ or ‘Change is such a big part of life’ No. Life IS change. The Buddhists call it ‘Impermanence’.

The times, they’re always a-changing.

When I was young I always thought life was about amassing enough wealth and possessions so that you could sit down with your wife and 2.2 kids and, from now on, everything will be just ‘swell’. But I learned rule number one by making the mistake covered in rule number two…

2. When you refuse to change, you don’t hold onto the past, you lose the future.

You can’t get a new girlfriend until you stop hanging on to the old girlfriend.

I couldn’t throw myself into stand up until I resigned from my advertising job. Adaptable or stuck? The choice is yours. The band U2 – forever evolving, always selling music. Eric Burdon and The Animals – forever trapped in The House of the Rising Sun. Bill Murray – started out doing movies like Caddyshack.

Then he took some risks, shook things up a bit, and Lost in Translation got him an Oscar nomination. Chevy Chase – started out doing movies like Caddyshack … still doing movies like Caddyshack.

We human beings are hardwired to seek patterns and love certainty. When we’re trying something different, the Neanderthal part of our brain called the ‘amygdala1’ sets off a surge of adrenaline that gives us sweaty palms and a tight feeling deep in our gut.

And it’s such a shame that the only options we have for describing these feelings in English are negative. Some people call it ‘fear’ or ‘nerves’. Some call it ‘knots in the stomach’. Sadly some of us call it ‘that thing that stops me learning a language/starting a business/phoning that girl’.

That’s why I prefer to use ‘newfeeling’ – it’s totally neutral. In the same way that walking outside on a hot day makes you feel ‘hot’, when you walk outside your comfort zone

you get ‘newfeeling’. It’s up to you to decide if ‘hot’ and ‘newfeeling’ are good or bad.

To explain the incredible importance of choosing the right word (and make myself sound learned and smug) I’ll quote the philosopher Wittgenstein. He said: The limits of one’s language are the limits of one’s world. The number of ways you can talk about something determines the number of ways you can think about something, and that determines how you feel about something. So change the word, change the meaning, change the feeling, My little boy, Connor, told himself he didn’t feel ‘scared’ on his first day of school, he just had ‘newfeeling’ and, because we talk about it all the time at home, he knew this was a normal and natural thing to feel.

Every single time I go on stage I stand up the back of the room and say to myself ‘Marty, you don’t have knots in your stomach, you have newfeeling.’ This doesn’t make the adrenaline go away, but it reframes it and lets me see it as normal and not a scary thing.

After 35 years being the class idiot, I kinda like it.

1 T he part of the brain that processes memory, emotions, decision making.

SEPTEMBER 2015

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2015 RC S A I NTE RN AT I O N AL CO N F ER EN C E

Optimist or pessimist?

The future is so exciting!

M

Charles Cameron said: My mother says that good always comes from bad and I believe I have the empirical evidence to substantiate this claim.

I may not have ‘big data’ but I have passion and excitement about the future, when the media tries to convince me I should not.

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y wife calls me an optimist-tragic and I think that’s why I feel I’m among friends in the recruitment and on-hire sector. This is an industry where business is always ‘good’, if not ‘great’. I often ask myself why business is always good in recruitment and I think it’s because helping people in one of the most important aspects of their life is so important and that without good people business ceases to grow.

There is a pride in what the recruitment industry does, and rightly so. It is this pride, combined with adaptive capacity, that is the hallmark and why it has so much to offer.

The recent focus on what I call Labour Trade Criminals by the ABC Four Corners program has provided RCSA with an amazing opportunity to define our contribution and to entrench the platform of ethical leadership.

I recently attended a forum on vulnerable worker safety and during the panel, where I sat next to a union leader, the audience appeared to be almost confronted by the leadership we, as the RCSA, had taken to drive real change on the issue of migrant worker exploitation. When you get recognition for taking leadership on behalf of the ‘employer class’ by a union representative, you know good is coming from the bad.

The GFC has, with the simultaneous onset of talent sourcing platforms, bred a disruption of many of the talent sourcing advantages held by the recruitment and on-hire sector.

This change, rather than dismay, has challenged and inspired the industry to evolve, as it has always done so well.

For us working at the industry policy level, fighting to promote, protect and inspire government and stakeholders, one of the key opportunities this change presents is to redefine the role of the labour market intermediary.

If sourcing advantage is challenged, the industry must better articulate its role as people managers and protectors.

While the number of self-employed and on-hired, as a percentage of the working population, has plateaued our contribution to economy and community must be re-cast and re-marketed. While workers may not be converting their independent spirit in to actual self-employment, I have no doubt that this spirit is shaping their employment expectations and their demand for a new respect where flatter management structures, collaboration and accommodation of personal needs gives rise to a readiness to change employers more readily than in times past.

We, as an industry, have so much opportunity to take leadership over the next three years. As the human contribution to job creation is diluted by technology, the human face of the recruitment consultant and RCSA member organisations will provide tomorrow’s increasingly independent workforce with a place to call home. A place to rely upon in times of constant change.

Members will also be able to define their economic and social contribution by providing a proven, stable and predictable source of truth. In an ‘uber-age’ of peer-topeer working relationships the intermediary will be a critical partner of government by becoming a reliable revenue channel and, importantly in a world of constrained regulator budgets, a medium for the promotion of good employment practice where safety and fairness continue to matter.

Put simply, as the organisation of work becomes increasingly unpredictable and de-centralised, labour market intermediaries, will become the trading hubs to which workers, professionals and policy makers will increasingly retreat to find support, leadership and reliable sources of revenue.

As labour market disruption, and the globalisation of labour begins to transition from being a productivity enhancement to a public policy challenge we, with the cool heads and solutions, will shout out the solution we offer louder and louder.

All power to the middle (wo)man!

Best of breed cloud applications finally have their day!

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icholas Beames FRCSA said: One of the oldest debates in the recruitment sector is whether to adopt a single vendor application suite or deploy best-ofbreed packages. Recruitment organisation owners and managers have argued over the years about which approach delivers the ideal balance of user features, time to value, cost management and business benefits.

It seems like there’s never been a black-andwhite answer – until now.

Never before has the case for the use of best of breed applications in the recruitment sector been more compelling. Cloud computing has made it financially and operationally viable for a firm to pick literally the world’s best application for every need, every user, and every business case. Recruitment companies no longer have to sacrifice functionality for the sake of integration.

You can have your cake and eat it too.

After more than a decade of software industry consolidation and the dominance of ‘all in one’ software suites, it is becoming increasingly difficult to justify a suite purchase.

Recruitment firms were previously forced to accept inferior products in the interest of ‘seamless integration and simplicity’…that never materialised. Instead, all too often the attempts to install monolithic software suites ended in projects that ran well over budget, took months or years longer than planned and left users with legacy options, if the projects ever went live at all!

Progressive cloud vendors specialising in the recruitment sector’s front-office CRM’s like Bullhorn, JobAdder, and Click To Cloud, among others, or middle and back office workforce management and business management tools like my business, Astute Payroll or Xero Accounting, are handling the integration work through pre-built connections to other leading applications and developing ecosystems of application partners.

It wasn’t long ago when recruiters were stuck with the reality of implementing modules from one vendor that worked together pretty well, yet didn’t satisfy the needs of every area of their business. Choosing an ERP system with strong financials meant the likelihood of weakness in other areas such as workforce management and/or CRM.

However, if the recruitment firm embarked on a best-of-breed path to satisfy diverse needs across their business units, there were also significant added costs and headaches with highly orchestrated customisations and integration projects that could cost fortunes and years to realise. These integrations would then often have to be redone around new releases of the respective applications, which meant IT departments were often forced to delay and/or skip new versions to keep the related systems functional.

In the cloud, the internet becomes the middleware. Recruitment companies can pick and choose applications from many different vendors, integrate those different vendors through APIs or third-party cloud integration services and have the suites they always wanted in weeks, not years.

With subscription-based pricing, costs of a cloud-based business product combination are also lower and more aligned with actual demand. Costly consultants, hardware purchases, and expensive service agreements are no longer needed. Individual departments are happy and the owners and managers, in smaller firms or the IT Departments in larger firms, are not spending excessive time and money maintaining connections and managing updates.

Businesses can then become nimble and responsive again, with their IT and software systems acting not as a cost and time-waste but instead as a competitive advantage.

When new functionality is needed they can sign a contract with another vendor and get the new software up and running in a comparatively short timeframe, depending on size and complexity, of course. It’s now the cloud software vendor’s job to show how they can integrate their product with a company’s other systems meaning cloud software integrations are (or should) no longer be the shackles that slows down your business.

As the cloud wave continues to roll through the recruitment sector more and more SaaS (or software as a service) companies will emerge, such as Click To Cloud, Salesforce, Job Science, TRIS, Bullhorn, JobAdder, Voyager Infinity, Bond Adapt, Astute Payroll, Cube19, Xero, MYOB

Live, and more.

Best of breed SaaS companies are thriving, and are now forcing the legacy vendors with Nicholas Beames FRCSA their old-school desktop and server-based monolithic ERP software suites to fend off attacks from all sides.

Of course, best of breed in the cloud isn’t totally perfect all the time or in all circumstances. Many recruitment firms have legacy systems that they must maintain for a variety of reasons and integrating those inflexible software applications with cloud applications requires some work and expense. Thankfully, connecting an open cloud software app with an on-premise legacy app or program is still easier than the cumbersome process of linking legacy to legacy apps, but it is something to plan for none-the-less. A great example of this is one recruitment company who integrated their Astute Payroll cloud workforce management, payroll, and invoicing app with MYOB Premier through an import/export API and not a cloud API. They do it this way because this version of MYOB sits on a desktop so can’t ‘talk’ though the cloud. Instead they simply export out of their Astute Payroll application a file, they save it on their desktop then upload it into their MYOB program. A couple more steps, but still easier than the cumbersome process of linking legacy to legacy apps.

The notion of an integrated suite alone will no longer be sufficient to sell an inferior product. These vendors will need to be thoughtful when carving out vertical slices and rely more on ecosystem partners to fill in the gaps. Even with these emerging, cloud-based ‘suite’ business models, I still see best-of-breed having a prominent role.

For the lion’s share of recruitment firms that desire choice, flexibility and freedom to create their own suite of best-in-class technologies from multiple vendors, the cloud is a dream come true.

Nicholas Beames is a Fellow of the RCSA and the founder and CEO of Astute Payroll.

SEPTEMBER 2015

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INTERNATIONAL OUTLOOK

New Zealand Market Report John Harland FRCSA, RCSA New Zealand Chair comments.

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nother quarter gone since my last market comment and my concerns about NZ’s ‘Rock Star’ economy seem to be accurate.

The past three months have seen worldwide dairy prices continue to plummet, which is predicted to have a significant impact on farmers’ incomes which will drop by $150k in the 15-16 year, representing around $2 billion dollars to the rural economy. What impact that will have on other sectors remains to be seen but there will undoubtedly be some slow down in the economy overall. The Reserve Bank have signalled their view by reducing the OCR with further reductions likely, expected to around 2.5 per cent, to help prop things up. Business confidence is declining, together with hiring intentions and the June quarter saw employment growth weaker than expected but still lifting by 0.3 per cent.

While employment levels are three per cent higher than a year ago, with an increase of 69,000 the growth continues to be primarily in Auckland with 29,600. Canterbury by contrast increased by 3000, a further indication that the rebuild is slowing. There are some good indicators among this with manufacturing making a comeback and replacing construction as the highest driver of employment growth, according to Stats NZ. This will undoubtedly be assisted by a lower NZ Dollar.

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The working age population is expanding at a record pace increasing by 21,000 over the June quarter and 78,000 over the year, outpacing employment growth. This growth is being boosted the highest level of migration on record (56,300 permanent and long term migrants, the largest annual increase since the year to March 2004) and it is worth noting that this net migration was influenced strongly by the younger age groups, mainly 20–34 year olds who accounted for more than two thirds of the increase in permanent and long term arrivals in the 12 months to March this year. This age group also contributed nearly half of the annual job growth.

However the reality is that migration will not be the answer to job growth and the current skills shortage will likely grow and continue for quite some time into the future.

Migration may very well adversely affect the labour market with unemployment levels increasing, most likely within the youth category through lack of work experience.

The government target of five per cent unemployment seems to be wishful thinking with the last two indicators showing a slight increase.

What does this mean for the recruitment industry in New Zealand?

From my discussions, most agencies are experiencing increases in business levels but are being hampered by lack of candidates with appropriate skills. However this skill shortage is also working in our favour as

businesses also are finding it more difficult and expensive to find and retain skills and our services therefore become very relevant.

The message that we will be in a ‘good zone’ John Harland FRCSA, ERG Workforce Ltd. for a reasonable period is still accurate but we will be working harder for our clients as there is increasing competition for the people with the right skills.

Inherent in this is the necessity to keep the cost of services in line with the revenue being generated. For labour hire participants this means watching your margin and ensuring that a profitable margin is maintained despite demands for reductions. It would be very easy to increase revenue but have profits decline due to increased costs and lower margins. Clients are watching their bottom line and looking for savings and so should we but their savings should not be at your cost.

The RCSA is continuing to increase its visibility and influence in New Zealand on members’ behalf by proactively contributing to discussion on areas such as health and safety legislation, immigration, zero hours, youth employment, unethical recruitment practices etc, as well as contributing to discussions initiated by the current government as well as the opposition.

I N T ER N AT I ON A L OU TLOOK

The ‘workforce solutions’ space gets categorised: where organisations fit When companies want to bring aboard talent or manage it, they have more ways than ever to do so. Choices range from temporary agency workers to independent contractors and from HR consulting to crowdsourcing, writes John Nurthen of SIA. ‘Workforce solutions’ providers represent a broad array of organisations.

To get a high-level look at the workforce solutions space and define the players, Staffing Industry Analysts recently released its Workforce Solutions Ecosystem report. It marks the first time we have attempted to codify and illustrate this entire ecosystem.

And for those interested in expanding their businesses, the ecosystem offers a roadmap of opportunities.

It breaks down the workforce solutions space into six primary segments: • Staffing • Process outsourcing • Payrolling/compliance • Contracting/consulting • Talent acquisition technology (which includes the human cloud) • Other workforce solutions.

Most firms are focused on a particular segment but many firms provide services across different segments of the Ecosystem.

It seems that what some regard as being a complementary service, others regard as core. So there’s a rich variation in what might properly constitute a recruitment (or labour hire) firm and it would be foolish to be overly prescriptive in trying to define one –

especially when you look at the market on a global basis.

Staffing is a broad grouping of staffing and employment-related services in which a staffing firm, supplier, broker, agent or consultant provides employment services.

Process outsourcing describes the use of an outside vendor to perform part or all of the role of a human resources department or a specific work output.

Payrolling/compliance: Payrolling is the provision of longer-term temporary workers to a customer where the workers have been recruited by the customer but become employees of the supplier. Compliance describes the ability to act legally, following a set of rules so that parties are not exposed to any specific legal and/or financial risk related to the sourcing, recruiting, hiring and/or management of contingent workers.

Contracting/consulting includes directly sourced contingent workers and statementof-work consulting services.

Talent acquisition technology includes technology-based businesses related to

attracting, sourcing, recruiting, and hiring (or placing) employees and non-employed workers John Nurthen within an organisation.

An important sub segment of the talent acquisition technology segment is the human cloud. Staffing Industry Analysts defines the human cloud as an emerging set of work intermediation models that enable work arrangements of various kinds to be established and completed (including payment of workers) entirely through a digital/online platform.

Other workforce solutions is a broad grouping of employment-related services including employee benefits services, insurance, retirement services, employee development, motivation/ engagement, outplacement, HR consulting, testing, training, relocation services and any other HR-related services not found elsewhere in the ecosystem.

While the report aims to define the current state of the market, the Workforce Solutions Ecosystem is undergoing a period of turbulent change amid improvement in technology combined with economic and demographic trends. Organisations are presented with threats on multiple fronts as well as new opportunities to improve performance and competitiveness. Just as in a naturally evolving ecosystem, in a business ecosystem the companies that are most adaptable to change, and not necessarily the strongest or largest, will flourish.

John Nurthen is executive director, global research, for Staffing Industry Analysts, the global advisor on contingent work. For more information, visit www.staffingindustry.com.

SEPTEMBER 2015

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INTERNATI O NA L O U T LO O K

Ciett World Employment Conference 2015 Takeaways RCSA Representative and Ciett Board member Steve Shepherd FRCSA (Life) comments.

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rganised by Ciett’s Italian Member Assolavoro, the Ciett World Employment Conference took place in Rome on May 28 and 29 and brought together work and employment specialists, top level policymakers and academics with the aim of discussing the changing world of work and the role the employment and recruitment industry can play in it.

The theme of the event revolved around three essential elements for today’s labour market: • mobility • inclusion and • competitiveness.

In particular, the focus centred on raising the awareness of the societal benefits that private employment services generate across these three

areas, by supporting the wellbeing of the workers and the success of the host companies.

Several key messages emerged from the discussions throughout the two-day event.

On the economic side, OECD Director of Employment, Stefano Scarpetta, discussed how employment rates across most developed countries in the world have recently started to show positive signs of improvement, although considerable differences still persist. He also outlined the growing unemployment gap due to inequalities where labour markets have spare capacity, yet the mismatch between skills and available jobs curtails the full potential to create jobs. A north/south divide emerged in the discussion, marking the recognition that a shrinking workforce in developed economies adds to the magnitude of the employment challenges faced. Scarpetta, however, underlined that private employment services have the tools to help narrow the gap between skills and jobs by providing data on the labour market and by offering a plan for many to exit unemployment.

In another presentation on the changing world of work, John Nurthen of Staffing Industry Analysts presented findings that predict a sensible loss of jobs over the next ten to twenty years, stemming from the forecasted technology advances and the consequent replacement of workers into other fields. Others, however, saw automation a new tool to harness the potential of the private employment services industry.

Many experts at the conference agreed that the employment and recruitment industry has an important role to play in the labour market and that labour market reforms should take this into account.

Beyond our undisputed role in job creation, our ability to gather jobs data, as well as the role we play in the promotion of fair recruitment practices on the

international stage, were considered as invaluable assets for policymakers in their quest to tackle recruitment abuses and fix employment related inefficiencies. And adaptability turned out to be a key word during the conference with participants giving credit and acknowledging the role private employment services are playing in the changing world of work, where aspects such as greater mobility and flexibility are prominently featured.

An important example of our industry’s successful role in labour market reform was given by Peter Hertz who spearheaded a German Commission aimed at fixing its ill-functioning labour market system in the late 1990s and early 2000s. The relevance of fluidity and vocational training came across as two clear elements of Germany’s success in his speech, with the intention geared towards providing a policy recipe for countries facing serious labour market issues and large scale youth unemployment.

The World Employment Conference also provided the opportunity to explore the topic of co-operation between the public and the private employment sector.

A panel of experts which included Therese Rein, CEO of Ingeus and wife of former Australian Prime Minister Kevin Rudd, discussed best in class examples of joint initiatives between public and private providers that targeted specific groups of the unemployed, as well as what aspects are required to facilitate a co-ordinated approach to employment.

The conference was recognised as a great success by attendees and has opened the door for further discussions between Ciett, Ciett members and policymakers aimed at improving the world of work.

SEPTEMBER 2015

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SPECIAL FEATURE

Building better humans – a recruiter’s guide to survival

By Rob Davidson APRCSA

Sixty-three per cent of jobs filled by agency recruiters are at a high risk of being automated in the next ten to twenty years, according to Staffing Industry Analysts leading researcher John Nurthen. Furthermore, Oxford academics Carl Frey and Michael Osborne in their study The Impacts of Future Technology: how Susceptible are Jobs to Computerisation report that up to 47 per cent of jobs in the US may disappear in the next two decades and will be replaced by artificial intelligence and robots.

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n Australia, the scenario is no more comforting. So what does this mean for the future of the recruitment industry and, more importantly, how do we become ‘future fit’ to not only survive, but prosper as an industry?

In June this year, the Committee for Economic Development of Australia (CEDA) released its report on projected impacts on the Australian workforce. The report’s key finding is that there is a high probability that forty per cent of Australia’s workforce, more than five million people, could be replaced by automation in the same timeframe.

A further 18 per cent of jobs are said to be at ‘moderate’ risk of being replaced. That’s nearly sixty per cent of our workforce at risk.

To illustrate the potential scale of this impact, take a look at one industry: professional drivers.

It seems a forgone conclusion that autonomous vehicles will be sharing our highways and streets within the next decade or perhaps sooner.

Of the 11.5 million workers in Australia, a staggering 28 per cent or 3.3 million jobs involve driving. No doubt some driving jobs will remain, but many will go the way of the dinosaur.

Most at risk For recruiters, the fields most at risk are finance/accounting, office/clerical and industrial recruitment.

Algorithms will replace anything which is binary, such as accounting. Siri and her counterparts will become our administrative assistants and 3D printing will account for nearly one third of global manufacturing by 2020. Many light industrial businesses and the recruitment agencies who service them will be decimated.

Eight out of ten of the largest global firms derive the majority of their revenue from these traditional areas. The impact will be felt at all levels of the recruitment industry.

If you are becoming depressed, you may want to skip over recent comments by the outgoing head of Cisco John Chambers.

While addressing a gathering of 25,000 at a Cisco Live event in San Diego, Chambers said:

‘Forty per cent of the businesses in this room, unfortunately, will not exist in any meaningful way in ten years. Seventy per cent of companies will try to go digital – techie versions of themselves, and many will fail trying.

‘If I’m not making you sweat, I should be.’

We are now in what is termed the ‘Age of Exponential Change’. We are told that in order to survive, the rate of change inside our businesses must exceed the rate of change in the external world.

This is easy to say but hard to do considering that at the beginning of this century Ray Kurzweil, Futurist and Chief Engineer at Google, predicted that 20,000 years of progress would be crammed into the next hundred years. If anything, progress and change have accelerated even faster than that.

How will the recruitment industry survive amid this sea of turmoil?

Fortunately, there is an optimistic way forward for those who accept the need to change and are prepared to adapt. It is not an easy path as in the future world of work, average is over. Average recruiters will be replaced by automation and off-shoring.

The good news is we have a choice. We can act today to become the architects of our own future. Amid all the doom and gloom there are definite rays of sunlight.

The answer lies, in part in building better skills and in part in building better humans.

Building better skills is the easy part.

Frey and Osborne’s report provides hidden guidance. Unfortunately, among the 702 jobs they analysed to assess the impact of technology, agency recruiters were not included. However, if we look at ‘similar’ roles we can assess the likely impact on recruiters.

John Nurthen’s analysis of where recruiters fit into the picture shows that interviewers, HR assistants and real estate agents all rated as highly likely to be adversely impacted by technology, it is interesting to note HR managers were thought to be relatively safe.

The obvious question is, do you act more like an interviewer and administrator, simply

SPECIAL FEATURE

flicking CVs to clients, or do you provide the same value that a HR consultant would add?

Genuine consulting skills We need to develop genuine consulting skills. If you operate more like a consultant than an agent, clients will continue to value the service you provide.

Social intelligence is one key skill which will be less susceptible to computerisation.

Social intelligence is defined as social perceptiveness, negotiation, persuasion, assisting and caring for others. These are all skills implicit in a good recruitment consultant.

Building better humans is the more interesting prospect. Much is being written about the importance of putting humanity back into the digital age. It is an interesting concept and one that is worth exploring as we search for ways to remain relevant.

In his recently released book, Humans are Underrated, Geoff Colvin suggests that it is not helpful to ask what kind of work a computer will never be able to do. History has shown that our best experts have a very poor track record in predicting which jobs will be safe from computerisation. Eventually, computers may be able to do the vast majority of most jobs. But here’s the kicker – if we want them to.

Only humans can satisfy deep interpersonal needs. There are certain tasks where we will prefer to deal with humans because our essential human nature demands it.

‘We are social beings, hardwired from our evolutionary past to equate personal relationships with survival,’ Colvin said.

‘We want to work with other people in solving problems, tell them stories and hear stories from them, because if we didn’t do these things on the savannah 100,000 years ago, we died.’

When it comes to critical decisions in our life, such as making an important career decision, many people will prefer to deal with an empathetic human, someone who feels our angst and can relate to ‘what we are going through’. Good recruiters, with well-developed career counselling skills and a genuine expertise in their area, will always have a vital role to play.

In previous eras, we could meet our challenges by looking outside ourselves to learn a new skill to cope. Now, that era is ending. Machines are increasingly able to do most work better than we ever could.

If we are to survive the answer lies within.

We must look within to our most profound

Rob Davidson APRCSA

human traits and focus on how to build a better human.

The world of work is changing and the recruitment industry must change with it. It is hard to avoid the conclusion that automation will replace the process oriented aspects of recruitment. Many roles that we recruit for today will disappear.

New roles will emerge, just what they are we can’t predict with certainty. Many recruitment organisations will not survive and those that do will need fewer recruiters.

But none of this should be a cause for concern for those in the industry who are prepared to acquire the new skills and make the adaptive changes needed to build a better human.

Humans will always want to deal with humans. These times will be the making of our industry.

Rob Davidson APRCSA is the Director of Growth and founder of Davidson, which is a leading recruitment and HR consulting business with offices in Brisbane, Sydney, Melbourne and Auckland.

Death of the Staffing Industry: The Rise of Al and Robotics, John Nurthen, Executive Director Global Research for Staffing Industry Analysts (SIA), March 19, 2015.

‘The future of employment: How susceptible are jobs to computerisation?’, Carl Benedict Frey and Michael A. Osborne, published September 17, 2013.

Committee for Economic Development of Australia (CEDA) published the ‘Australia’s future workforce?’ report on June 16, 2015.

Cisco Live event in San Diego, June 2015. Departing CEO John Chambers gave the welcome keynote speech. (https://www.ciscolive.com/online/connect/sessionDetail. ww?SESSION_ID=83207&backBtn=true) ‘Humans are underrated,’ Geoff Colvin and published August 4, 2015 by Portfolio

SEPTEMBER 2015

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FOCUS: DIVERSITY

A bright future for women As well as identifying clear steps the industry can take to help address inequality, Moana Weir, Company Secretary for SEEK Ltd looks at female representation on boards and the role of women in leadership.

Getting on board My passion for women having a place at the table as well as for human rights more generally is what recently led me to accept a position on the board of the Victorian Equal Opportunity and Human Rights Commission (VEOHRC). VEOHRC’s role is ensuring that equal opportunity and human rights in Victoria are promoted, respected and enforced.

In considering and accepting the position, I’ve received overwhelmingly positive support from my friends, family and professional networks. But the question I’ve received most, especially from women, has been around how to create opportunities for board positions and what’s involved.

Creating opportunities I recently read an article in which Kelly Hoey, Chief Marketing Officer of Cuurio, strategist, speaker and board member, said that ‘Women tend to build deep and narrow networks and men wide and shallow ones’1.

I’m not sure that’s quite fair, but I do agree that women tend to make connections without an agenda, and often don’t realise how powerful those connections can be.

Creating opportunities is about using your networks and seizing the day with both hands to make connections. And I’m talking about real connections which are far more effective, enriching and valid than those made purely with an end-goal or agenda in mind. So think about the wide array of people you interact with (whether they’re from a school community, work community or any other community you’re in) and talk to them about your goals.

Through those connections, opportunities

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will arise. It’s then up to you to take the opportunities that come your way. In my experience, they may not come around again. I’ve spoken to women who felt they don’t have the time or thought they weren’t qualified, but you’ve been offered an opportunity for a reason. Someone has believed that you’re capable, and you should back yourself in those situations, because you’re likely to surprise yourself.

What’s involved?

My commitment is to attend seven meetings of the board each year, with ad-hoc meetings as required.

From a board Moana Weir, Company Secretary for SEEK Ltd. perspective, it’s about oversight of high-level study showed that almost two thirds strategy and risk management while letting (60.6 per cent) of ASX200 companies the VEOHRC executive team look after the had no women in key executive operations of the business. So while the management positions. time commitment isn’t huge, it allows me In other industries, the divisions are as to have a different focus to my role at SEEK. pronounced. The 2010 Gender Equality Importantly though, what I do at SEEK allows Blueprint3 showed that in national sports me to have a unique contribution to my organisations, just 22 per cent of board position on the board (just as my role on directors are women. In law, 22 per cent of the board gives me a unique perspective senior positions are women, despite more that I can bring back to SEEK). than sixty per cent of law graduates being female.

Gender still an issue And worryingly, gender pay inequity So why, in 2015, is gender even a point seems to be growing, hitting 18.8 per cent of interest? Gender equality in Australia has in February of this year4. come a long way in the last 45+ years when a Federal pay case in 1969 established the A complex situation principle of equal pay for equal work.

Gender representation remains a complex However, looking at the evidence, particularly situation, without one answer or solution when it comes to equal representation, that can be applied across the entire sector. there’s still a way to go to improve and better However, the role of discussion, of facilitate representation. The EOWA 2012 challenging the status quo and empowering Australian Census of Women in Leadership2 everyone in the workplace to facilitate showed that just 9.7 per cent of key change has never been more important. executive management personnel positions It’s why programs like Male Champions of are held by women in Australia. The same

in business Change5, founded originally by Australian Sex Discrimination Commissioner Elizabeth Broderick, and recently also introduced in Victoria by the Victorian Equal Opportunity and Human Rights Commissioner Kate Jenkins, are so integral to addressing the issue.

Most importantly, we need to start getting women a place at the table, which won’t happen overnight. So what are we doing at SEEK and what can you be doing in your companies or discussing with companies that you have recruitment or HR involvement with?

• Watching the talent pipeline. While fulfilling roles and equality is not as simple as filling boxes of unmet representation, it’s important to identify if there are any unusual gaps. I’m the only female senior manager in the finance team at SEEK at the moment, however we’ve identified that there’s a 50/50 split in terms of the senior management pool of talent coming through the pipeline.

• Empowering staff. It’s important to make sure all staff are equipped with the right skills and attributes to advance their career.

We have a program called ‘Empower’ which is regular lunchtime sessions run for anyone in the company to attend that address issues such as taking risks in your career, closing the confidence gap and staying in control in conflict situations.

• Being flexible. Especially for women in senior roles or on their way to senior employment, having a family can come at a time when it appears you have to trade off career or family. However it doesn’t have to be that way. At SEEK we’re ensuring that women don’t trade opportunity for flexibility by focusing on enhancing not only our parental leave program but also the career support we provide to women while they’re on leave and when they come back into the workforce. This helps to provide women with the best

environment in which to succeed.

To address inequality, we need to help create a world where each of us is equally valued for our contribution, regardless of gender, race, sexual orientation, age or disability.

1. www.businesswomenexperts.com/5-ways-to-buildyour-business-by-building-your-network/ 2. www.wgea.gov.au/sites/default/files/2012_CENSUS%20 REPORT.pdf 3. www.humanrights.gov.au/our-work/sex-discrimination/ publications/gender-equality-blueprint-2010 4. ABS Nov 2014 5. http://malechampionsofchange.com/

To keep up to date with SEEK news, visit the Insight Blog insight.seek.com.au

SEPTEMBER 2015

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FOCUS: DIVERSITY

The gender pay gap issue follows All our busy working lives we imagine the freedom we will enjoy later in life when we are no longer working and limited by time. With the newfound freedom and unlimited time comes the expectation of holidays and the opportunity to do more of the things we love. But what if instead of life ramping up in our retirement, we have to scale back?

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larmingly, around ninety per cent of women will retire with inadequate savings to fund a comfortable lifestyle.1 Not only will they not be able to take the holiday they have always dreamed of, but they will struggle to even sustain their existing lifestyle.

Even more startling is that one in three women will retire with no superannuation at all while men, on average, are more likely to have super savings and a higher account balance.2 This is beside the statistic that women today make up more of the labour force than ever before.3 While this staggering statistic can be attributed to the gender pay gap (Australian women earn on average 17 per cent less than men)4 another reason women have generally less superannuation than men is because women are taking more breaks from the workforce. They are the primary care givers, taking time out to care for children or elderly parents. During this time they are making no contributions to their super. Women are falling further behind in their super balances and widening the

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superannuation gender gap. Women retire, on average, with $112,000 in super savings – $92,000 less than men.5 Lynda Cavalera, Head of Marketing at Kinetic Super agrees, ‘Women are taking a break from their careers to have children and typically are not accumulating any super balance while doing so’.

‘Re-joining the workforce in a part time capacity is also making it challenging for women to build a reasonable amount of super, and it’s a worrying trend. Women need to start planning for their future now,’ Lynda said.

Women returning to work earning less than $450 per month before tax are missing out on the compulsory employer super

contributions. Making additional contributions is something women need to think seriously about.

Superannuation fund Kinetic Super is reaching out to its female members and encouraging them to take action with their super before it’s too late.

‘Women are more in control of most aspects of their lives than ever before.

They’re moving jobs more frequently, enjoying career changes, travelling more, exercising more and even focusing on healthy eating and living sustainably, so it’s time for women to take control of their superannuation to safeguard themselves for a financially secure future,’ Lynda Cavalera said.

FOCUS: DIVERSITY

women into retirement One option for women to boost their super balances is to sort out their super. This can be done by tracking down lost or other super and consolidating multiple accounts into one. Australians have over $15 billion in lost or unclaimed super. In the last year alone the Fund has helped its members locate and combine over $31 million of their super money into Kinetic Super.

Currently many women don’t feel confident with their super. Kinetic Super can help to get their super sorted which will not only set them up towards achieving a more positive future, but will also give them the confidence knowing that their super is moving in the right direction by being managed by people who have their best interests at heart.

1. Source: The Association of Superannuation Funds of Australia (ASFA), Media Release, Help ASFA close the $92,000 superannuation gender gap this Women’s Day, February 2015 via www.superannuation.asn.au/media 2. Source: ASFA, Research and Resource Centre An update on the level and distribution of retirement savings, Ross Clare, March 2014 via www.superannuationasn.au/ policy/reports 3. Source: ABS // McCrindle Research MyCareer Salary Centre, 2013 4. Source: ASFA, Research and Resource Centre An update on the level and distribution of retirement savings, Ross Clare, March 2014 via www.superannuationasn.au/ policy/reports 5. Source: ASFA, Media Release, Help ASFA close the $92,000 superannuation gender gap this Women’s Day, February 2015 via www.superannuation.asn.au/media

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 you should obtain and consider the Kinetic Super Product Disclosure Statement (PDS) and Incorporated Information, and also consider your personal circumstances including any implications of the transfer on you personally (such as loss of benefits and fees or costs that may arise). For a copy of the PDS, call us on 1300 304 000 or visit the Kinetic Super website, kineticsuper.com.au

This article was provided by Kinetic Super.

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25

FOCUS: DIVERSITY

Developing confidence in disability employment In the first instance a recruiter or employer might well ask, ‘Where do I begin when trying to better inform myself about employing people with disability?’ That’s not an uncommon starting point.

This article by Rick Kane, CEO of Disability Employment Australia, will hopefully point you in the right direction, or at least help you take your first step.

Rick Kane, CEO of Disability Employment Australia

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T

he Australian Human Resources Institute (AHRI) recently published a study titled Recruiting People with a Disability: An Employer Perspective and identified three main reasons preventing the employment of people with disability. The first reason was negative workplace cultures; the second was lack of employer knowledge and awareness; and the third was disconnect between the capabilities of Disability Employment Service (DES) providers and the expectations of business.

These are factors that can be overcome.

Employers, rightfully, will become frustrated if an intermediary such as a DES does not try to understand their business and its needs and repeatedly offers poor job matches. DES providers can improve their employer engagement relationship. Likewise, workplaces need to review their culture and increase their diversity and disability awareness.

Interestingly, the three factors are entwined.

AHRI and Disability Employment Australia (the peak body for DES providers) collaborated on the Employer Liaison Capability Framework.

Members of both peak bodies were surveyed.

Here are a couple of salient findings: • 70 per cent nominated rapport between the DES provider and the employer and a long-term relationship in reporting on skills required to maintain effective employer relationships; and • 91 per cent of the whole sample group nominated matching candidate skills, aspirations and experience with job requirements essential in the recruiting service.

A Hays report suggests that where one-third of employers are willing and confident to employ people with disability, two-thirds are unwilling or unsure how; two in five standard induction processes are not accessible and one-third cannot accommodate people with disability at all.

I do not want to suggest the reasons for low take-up of people with disability as employees is simply those factors. What is described above as ‘negative workplace culture’ is really a much more complex matter related to community awareness and understanding.

Research suggests that personal contact (through activities such as mentoring) is most likely to influence decisions to hire people with disability. Promoting mentoring opportunities for people with disability have been proven effective in developing awareness and positive workplace culture.

When employers receive assistance through DES to hire people with disability they rate it highly, particularly knowing DES can provide ongoing support. The free government funded supports available through the Job Access Employment Assistance and Other Services Program (EAOS) and the National Disability Recruitment Co-ordinator (NDRC) can also strengthen employers’ understanding and disability confidence.

Within the DES model is a largely unknown program with the unfortunate name, Jobs in Jeopardy (JiJ). Despite its less than attractive name, JiJ is a fundamental assistance model for employers seeking assistance to retain staff with disability. This is another gateway to build employer disability confidence.

The government has a role to play in the development of better partnerships between recruiters, DES providers and people with disability seeking employment. The government can run public awareness campaigns, endorse the concept of employability, and reinforce the co-value of organisations diversifying their employee profile and sustainable employment/ workforce participation for people with disability.

Employers with a developed disability confidence can be part of the solution for a key transition moment for young people with disability. The 2009 KPMG report The Contemporary Disability Service System acknowledged that the critical transition points are: beginning school; leaving school and entering employment; beginning work; and retiring and ageing.

The WA Disability Services Commission’s submission to a recent Department of Social Services consultation into improving disability employment assistance cites the following factors as important to ‘facilitate the engagement and retention of people

FOCUS: DIVERSITY

with disability in the workplace’: • Accessibility (including type and format of information, building accessibility and facilities, and regular and accessible public transport options).

• Information needs to be comprehensive and easy to navigate. Existing information needs to be streamlined and consolidated.

• Flexible employment practices (such as working hours, the option to work from home, appropriate technology and flexible leave arrangements). Consideration of part-time and job share arrangements.

Finally (and at the risk of smothering the reader with information and evidence), here are four publications that will provide you with ample information and advice in your pursuit of being better equipped and informed to employ people with disability.

• The Australian Human Rights Commission, Best Practice Guidelines for Recruitment and Selection, (https://www.humanrights. gov.au/best-practice-guidelinesrecruitment-and-selection) • The Australian Chamber of Commerce and Industry’s Employ Outside the Box – People with Disability (http://cciwa.com/ docs/advocacy/1761_acci-recruiting-andretaining-people-with-disabilityaugust-2012.pdf) • The Australian Public Service Commission’s Info sheet: Business case for disability employment (www.apsc.gov. au/publications-and-media/currentpublications/recruitment-guidelinestoolkit/business-case) • The Disability Employment Australia and Australian Network on Disability,

Employer’s Guide to Partnering with Disability Employment Services (https:// disabilityemployment.org.au/static/media/ Employers_Guide_Web_Ready.pdf) These publications (including our own) are specifically aimed at employers who are interested in diversity and employing people with disability but want to be better informed. The express goal of these publications is to disarm concerns and myths, develop a basic awareness and set up the building blocks of disability confidence.

They cover dos and don’ts, language awareness and legislative requirements.

They also include case studies to walk the reader through likely scenarios. I wish you well on what will undoubtedly be an enriching and rewarding journey.

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BUSINE S S M A N AGE M EN T

PEARL Professional Recruiter 2015: Caitlin Iustini MRCSA At just eight years of age, Caitlin Iustini could be found sorting timesheets and helping with the payroll in the Perth office of Technical Resources Pty Ltd, the engineering recruitment consultancy her parents started in 1990.

O

n the weekends, she and her two brothers cleaned the office for pocket money. ‘So recruitment has definitely been ingrained in me,’ says the PEARL Professional Recruiter, 2015.

‘We developed a really good understanding of the business and how it works.’

It also intrigued her, so when it came to deciding on a university course Caitlin chose human resources, with additional majors in marketing and management. Concurrently, she started working with Technical Resources™ two days a week on a support desk in the administration field.

Caitlin’s Three Tips for Aspiring Recruiters • Be organised. ‘Some recruiters get a bad reputation – and tarnish the industry’s reputation – because the quality of their communication is poor.

So you have to be organised and ensure you keep all the stakeholders in the loop and the communication great.’

• ‘Always remember you’re dealing with people’s careers and therefore their livelihoods. I think sometimes we can become transactional in this, which is the worst possible thing.’

• ‘Be authentic to yourself and know whether something is the right thing to do or not.’

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The people factor The people factor is what particularly attracts the outgoing Caitlin to HR. ‘Our commodity is people: they’re all different and it’s great to act as their career advisor – and also their psychologist in some ways.

Technical Resources takes a very long-term view, we really become involved with the person and where they want to take their career, and help make this happen. I work with the same people over and over, see their careers develop from entry-level positions in the engineering industry. I enjoy seeing them grow and being part of that journey.’

Caitlin’s impression of recruitment has altered little from those early days helping her parents. ‘Technical Resources holds a really ethical view towards recruitment and this hasn’t changed at all,’ she says. But what has changed over the past couple of years – and quite dramatically – is the resources market in WA, a situation that brings numerous challenges, notably keeping teams busy and keeping contractors who have worked with them for a long time employed.

Part of Caitlin’s role as National Managing Consultant involves looking strategically at where the business is going and where the money is being spent, whereas previously the WA market was the predominant focus because of the volume of work available.

As a result of this, Technical Resources opened a NSW office (in August 2015), and hopefully another office will open in New Zealand shortly.

PEARL involvement Now in her third year of the RCSA PEARL program, Caitlin says it has proved invaluable.

During her first year she was a mentee. ‘That was a pretty integral part of my career as I had just been made a managing consultant in our Perth office. I developed a great relationship with my mentor, Kurt Gillam MRCSA, who is Chair of the RCSA WA Council. He added a lot of value to me during those 12 months. Being in a family business, much of my guidance and mentoring comes from other family members, so having an outside perspective

and another point of view and someone to bounce things off and listen to has been wonderful. And Kurt really helped me shape some of our internal systems.’

Caitlin is now in her second year as a mentor and enjoying the role reversal. ‘Last year’s mentee has just been promoted and she was pretty appreciative for the time I gave her during that process. So that was great feedback. It’s really rewarding to hear the success stories – and not only big things like promotions, the little wins along the journey are always good.’

As a member of the RCSA Council for WA, Caitlin’s portfolio is to increase membership in the PEARL Program. The ten pairings they achieved this year place WA on a similar footing to NSW, and Caitlin hopes to improve on this next year. ‘In this industry particularly, people tend to hold their cards really tight so it’s good to have that open and honest forum.’

Balancing act As for future achievements, Caitlin says for the moment it’s about balancing all the competing demands and making sure the business continues to deliver its higherquality service. ‘Opening the two new offices, ensuring the existing offices in Perth, Melbourne and Brisbane are growing while retaining the family values and ethics we’re so proud of – this is our current challenge.

From there, ensuring our service level continues to be our strength.’

Caitlin comments that her journey this year has been exceptional, and expresses her thanks to RCSA. ‘We’re not a company that goes out into that public space very often and in this circumstance going forward for the award has been nothing but positive.

The industry camaraderie has been fantastic: so many female recruiters have contacted me and approached me at events and spoken to me on LinkedIn. And the awards night was wonderful.’

Caitlin was interviewed for the RCSA Journal by business writer Rosemary Ann Ogilvie.

BUS I N ES S M A N AGEMENT

SEPTEMBER 2015

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BUSINE S S M A N AGE M EN T

What slows down fast and accurate hiring?

R

ecruitment organisations are usually good at helping their clients hire great talent. But, when it comes to hiring for their own teams, they get less than ideal results. Most leaders tell me it takes way too long. And the quality of these hires is often not as good they hoped for.

What slows down fast hiring and accurate hiring of staff in a recruitment firm? At least four problems get in the way. When trying to select the right person, recruitment leaders are: 1. allowing their open seats to interfere with sound decision-making 2. hampered by their beliefs 3. tapping into a pool of top-talent that is too small and 4. employing interview methods that are labor intensive and inaccurate.

By solving these problems and their causes, leaders of recruitment organisations can fill jobs the moment they open.

1. Allowing open seats to interfere with sound decision-making In a recruitment company, an empty seat is like an open wound. It’s a painful distraction that interferes with the business’s core mission.

When there’s an empty seat, the work must either be redistributed or left undone, resulting in stress, costs, delays, and lost opportunity, as well as lower revenue.

What’s more, hiring to fill empty seats can take weeks or months, adding strain and extra costs.

Leaders have tried solving their hiring problems through technology, products, and services. Time-to-fill, however, is at an all-time high.

The exhausting effort, distractions, and stress impact effectiveness. Frequently, this results in recruiters and other employees who aren’t a good fit.

In a short time, those employees leave, and the tired process begins again.

To make matters worse, a growing number of competitors are able to hire faster, which drains the top-talent pool. This leaves everyone else with inferior candidates who end up being poor employees.

2. Hampered by their beliefs Many hiring practices persist not because they are right or even effective. Often, today’s methods are the way things have always been done.

While many beliefs and methods can interfere with fast and accurate hiring, two common mindsets remain persuasive: • The odds are good that the goods are odd.

Most recruitment leaders end up making some hiring decisions they later regret.

As a result, they often err to the side of caution, attempting to avoid the same mistakes. This fear leads to added steps, which creates a longer process.

• You must be slow to hire and quick to fire.

Some people believe that speed and quality are mutually exclusive. While this belief is often caused by fear of mistakes, the primary culprit is human nature.

People tend to keep doing the same things, even when shown a better way.

Understanding hiring styles (how individual perceptions impacts choices) is a requirement for better results. By identifying behavioral patterns, the mistakes these cause in the hiring process and how to counter them, leaders make better decisions more quickly and easily.

3. Tapping into a pool of top-talent that is too small Every recruitment firm has a relative pull on the market. For most companies, the Scott Wintrip has consulted for power to pull in quality candidates is weak coached and educated more than or inconsistent. This force, called Candidate 40,000 staffing professionals, creating more than $1.2 billion in Gravity, can be assessed, strengthened, positive economic impact for his unified and coordinated to create a better clients. Scott regularly appears on flow of higher quality people. Even companies the Staffing 100, a list of the 100 most influential leaders in the with strong Candidate Gravity can expand industry. You can learn more their pull, increasing the velocity of talent about Scott and his services at acquisition.

WintripConsultingGroup.com.

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4. Employing interview methods that are labor intensive and inaccurate Conventional methods for candidate selection, planning and conducting interviews, and checking references are often ineffective and overly time-consuming, contributing to increased time-to-fill.

Interviews are like dating – people are always on their best behavior, showing the positives aspects of themselves. This is why so many leaders are so disappointed that the person hired is not the individual who showed up in interviews.

Absolute proof that someone is a real fit for a role requires methods better than the behavioral interviewing, selection testing and referencing methods currently in use.

Our on-demand world needs ondemand hiring We live in an on-demand download-itnow society that allows us to get more and more of what we want the moment we want it. Yet, most companies have open jobs and empty seats that needed to be filled yesterday.

By leveraging the right processes and technologies, recruitment organisations can build an on-demand system that provides them with the talent they need when they need it. To achieve this, leaders must: • Help everyone involved in the process understand how individual styles of hiring help or hinder efficient employee selection.

• Create a continuous flow of higher quality candidates by improving Candidate Gravity.

• Size up talent more rapidly, ensuring the right fit, right away.

• Build a pool of people ready to hire, while factoring in the reality that good candidates come and go.

Take time to assess which of these four areas needs an upgrade. Then, make those improvements. The goal of any organisation wishing to be more competitive must be to never, ever have an empty seat.

BUS I N ES S M A N AGEMENT

‘It’s my first day here!’

It’s 11am on your first day at your new job. You look around the stark, windowless meeting room you’ve been sitting in since 9.30am and think to yourself, ‘Have they forgotten about me?’

You shift your focus back to the induction that you’ve been slowly navigating for the past hour.

The subject has moved on from health and safety and now appears to be warning you against bullying your colleagues. ‘Don’t bully,’ you scrawl on your notebook.

Not for the last time today you glance at your watch and think that you’d do just about anything for this day to be over.

Sound familiar? The first day in a new job can be really tough. All you want is to feel like you’re part of the team and that you can ask questions without feeling like a fool.

For most of us, the first day in a new job is emotionally exhausting.

Meanwhile, your employers are fighting a different battle altogether. They’re focused on getting you up to speed as efficiently as possible. They need you to be competent and compliant right away and won’t relax until you are. Time is money after all.

It is critical that the employer gets the balance right between providing the empathy that new employees crave, and the efficiency that the organisation depends on. Failure to do so can cost more than just the feelings of the employee. It can potentially have a serious impact on the employee’s engagement level and ultimate tenure in that role.

We talk about engagement a lot and know that highly engaged employees are worth their weight in gold to an organisation. They are committed to its success and demonstrate this in the discretionary effort they put into their role. They lead by example and are always on the lookout for new challenges and new ways of improving. And they take

others on the journey with them.

When bringing new employees into the organisation, the challenge isn’t necessarily about creating engagement out of thin air.

By the time new employees start they’ve already been through a recruitment process and have pictured themselves in the job.

They arrive committed to the organisation already; they want to be there and want to do well. You could say that new employees are engaged by default.

This doesn’t mean the employer’s job is done for them. The initial engagement the new employee feels needs to be nurtured.

According to The Australian Human Resources Institute, 22 per cent of staff turnover occurs within the first 45 days of a person’s employment.1 It is during this critical period, that engagement can either be derailed or cemented.

So how can an induction have such an impact on engagement?

Online inductions have come a long way since the early days when squeezing weeks of information into a single presentation was the norm. They are now seen as short, sharp pieces designed to connect with employees, make them feel inspired, productive and, above all, a part of the team. A good online induction successfully balances efficiency for the employer with empathy for the new employee. Everyone wins!

Employee engagement isn’t the only reason to keep the induction short and sharp. Sophisticated organisations recognise that an induction is just one step in a larger on-boarding process. New employees also need to understand their responsibilities in relation to compliance. However, if these topics are included in an online employee induction you risk diluting their message – potentially exposing the business and its employees to unnecessary risk.

What does an effective employee induction look like?

The key purpose of an induction should be to connect new employees with the business. It should contain powerful messages that align the goals of the business

Ben Webber, Project Coordinator – Special Projects at Learning Seat

with those of the employee. The induction should validate the employee’s decision to join the organisation and confirm that both parties are on the same page. This is achieved through greater focus on company culture, company values and career development opportunities.

A person’s first day at a new job should be exciting. It should signify the start of a journey full of promise and opportunity for employee and employer alike. An effective and well thought-out employee induction will help to ensure that this relationship gets off to a great start. After all, it’s what we all want as employees and what employers should be striving for.

Ben Webber, Project Coordinator – Special Projects at Learning Seat. Ben has over ten years’ experience as a digital designer and has been part of the Learning Seat team for the past seven years. In this time he has worked as a Senior Digital Designer, and Project Coordinator. In his current role, Ben collaborates with clients to design and develop tailored induction programs.

For more information about Learning Seat, visit www.learningseat.com.au or call 1300 133 151.

1 www.ahri.com.au/resources/reports-and-white-papers

SEPTEMBER 2015

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‘Hold Harmless’ and Corporate Responsibility N While in Adelaide recently, where we were speaking with industry and government audiences about the proposed Employment Services Industry Code (ESIC), RCSA’s George Lambrou asked me about ‘hold harmless’ clauses and if anything could be done about them.

Andrew Wood Hon FRCSA (Life)

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ow, usually when we talk about hold harmless clauses – i.e. contractual clauses by which one party (e.g. a recruitment or on hire agency) agrees to pay for any and all loss that another party (e.g. a client) suffers that is in any way connected with the supply of the agent’s services – we approach the topic from the point of view of assessing the extent of risk that an agency undertakes and the insurance issues that arise from them. We tend to point out that: • the risk is very wide • the risk is difficult to predict and to control • the risk often exceeds the extent of the agency’s liability at common law (including under statutory modifications to common law that attempt to apportion liability) and • the risk often lies outside the scope of ordinary insurance cover that an agency might have – leaving the agency potentially exposed to an uninsured liability.

All of that is perfectly true; and it makes one wonder why any agency, acting responsibly, would agree to such a clause.

But the fact remains that they do.

The commercial incentive to agree to a hold harmless clause is obvious – clients often insist (without giving it too much thought) on the inclusion of hold harmless clauses in their purchase conditions. They are often agreed to in order to win work. But there is not a lot of sense in imposing on an agency supplier a liability that is going to be expensive to insure (and therefore passes into service costing); or one that produces an uninsured liability that may result in the liquidation of the agency supplier.

A client that insists on a hold harmless clause, probably therefore, does not do itself any great favour. It may think it has put in place some form of protection for itself – or shifted risk – when it has not. It will still be liable to third parties and the ‘hold harmless’ agreement that it has with its agency supplier is ultimately no better than the agency’s insurance or asset backing that supports it.

Again, all of that is perfectly true and has been the subject of discussion within RCSA for many years. However, the conversation between George and I, on this occasion, took a slightly different tack. It might have

been the context – after all, we were in Adelaide to talk about the ESIC – but the thought occurred to me that the RCSA Code and the ESIC already do say several things that would be directly relevant to the practice of accepting hold harmless clauses.

Firstly, the foundations of the RCSA Code for Professional Conduct are set out in its General Principles. General Principle 1 states: Members must act in a manner that is becoming of a Member and, to that end, observe a high standard of ethics, probity and professional conduct which requires not simply compliance with the law; but extends to honesty, equity, integrity, social and corporate responsibility in all dealings and holds up to disclosure and to public scrutiny.

The ‘corporate responsibility’ amendment was added for the most recent ACCC authorisation of the Code at the end of 2013 and is worth some consideration. Other Codes, such as the UK REC code contain very similar provisions; but speak only of social responsibility.

The reference to corporate responsibility was added partly in recognition of the apparent ease with which corporations may go into insolvent administration only to resurface in some new debt and liability free guise.

Now, let me immediately point out that insolvency is not a crime; and there may be many reasons why a company might go into liquidation. It is a commercial and business risk. But there may be a question about whether undertaking liabilities – whether they arise from a hold harmless clause, or from irresponsible or reckless business practices – under the protective veil of incorporation displays the standard of conduct that is expected by the RCSA Code.

In other words, there may be circumstances in which a member’s involvement in so-called ‘phoenix’ operations would be considered to fall short of the standard reasonably expected of a member acting consistently with the requirements of corporate responsibility.

So the RCSA Code already responds to the hold harmless issue. The proposed ESIC goes further.

BUS I N ES S M A N AGEMENT

Firstly, it adopts the corporate responsibility standard as an essential ingredient of the obligation of good faith (clause 22).

Secondly, clause 91 sets out the requirements for employment services agreements in relation to insurance and risk transfer: Insurance connection (i) An employment services agreement must not include any provision for the transfer of risk or liability arising in connection with the employment services provided under it for which no adequate insurance, self-insurance or risk management strategy in place. (ii) The party, who accepts the transfer of risk or liability arising in connection with the employment services provided under an employment services agreement has the burden of proving the adequacy of

any insurance, self-insurance or risk management strategy required by the provisions of sub-clause (1).

Thirdly, clause 110 – contained in Part VI: Compliance and Assurance – provides: Insurance An employment services provider must not engage in dealings for the supply of employment services unless it has in place and maintains, for the duration of the liability period an insurance, selfinsurance or risk management strategy that is adequate to cover the amount of any damages, compensation, interest and costs that may be awarded against the employment services provider for: (a) a breach of this code; or (b) its liability assumed under an employment services agreement containing provisions for the transfer to it

of risk or liability arising in connection with the employment services provided under the agreement.

So, in answer to George’s question: ‘Can anything be done about hold harmless clauses’, I think we can say, ‘Yes’. The reasoning behind the inclusion of these provisions in the proposed ESIC is to support the corporate responsibility element of the good faith standard; to assure users of employment services that adequate insurance or self-insurance stands behind risk transfer and acceptance provisions; and to prevent price and competition distortions that might be caused by the practice of ‘winning business’ by the reckless purchasing of risk under the supposed protection of incorporation.

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BUSINE S S M A N AGE M EN T

Embracing change and supporting resistance RCSA Ethics, Compliance & Risk Manager, Martin Barnett share some ideas.

‘But ... we’ve always done it that way!’

How many of us have heard those words before? I read about them and hear them quite often, particularly in my current role. It’s not necessarily a bad thing, unless of course, the person or organisation shouldn’t be doing it that way.

The dictionary defines change as: vb: make or become different. n: an act or process through which something becomes different.

Not everyone likes change and some adapt to it better than others. Whether we like it not, change is an everyday occurrence in everyone’s lives. For example, today is not exactly the same as yesterday or the day before that, so what changed? Whether it is regulatory, organisational, ethical or behavioural, it is inevitable we will encounter some form of change in our lives. How we cope with that change is what matters.

Imagine a box of a thousand jigsaw puzzle pieces emptied out on the kitchen table. We go through a process of sorting through the pieces then slowly and systematically putting the pieces together until what started as nothing more than a pile of jigsaw pieces on a table now reflects the picture shown on the front of the box. It’s changed.

Professional recruiters will invariably encounter change in many forms: indeed they may be the creator of that change and have followed a series of fundamental processes to achieve the desired goal, such as finding the right candidate for their client, securing the ideal role for the individual seeking their next role, or acquiring new business.

If change has occurred or is about to occur and we do not adequately prepare ourselves, this may have a negative impact for ourselves and others. Having processes in place may help to overcome some of the challenges we might face and also help us avoid potential financial and or reputational risks.

It is not uncommon for some of us to take shortcuts in order to reach the desired goal, however, there are shortcuts and shortcuts.

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Some shortcuts happen as a result of streamlining processes while maintaining good business and personal ethics, others unfortunately, are as a result of unacceptable and unscrupulous behaviour. Unethical behaviour can be seen in many forms and can be as a result of the actions of a single person or a group of individuals regardless of whether they are at administrative assistant, senior executive or even board director level.

Barings, Enron, WorldCom and Yahoo are just a few organisations that have been affected by unethical behaviour from one or more individuals.

How many of us remember the Rubik’s Cube (circa 1980s)? Remember the fun and challenging part of solving the puzzle?

At my school I was amazed by how many students pulled the cube apart, put it back together so all sides were as they should be, and then presented the cube to fellow students proclaiming they had solved it themselves. Ethical behaviour or simply childish antics?

Shortcuts, by streamlining or improving, can, however, provide positive impacts of enormous magnitude. While we don’t need to reinvent the wheel, it can always be improved to better enhance performance.

The same can be said about organisational or regulatory change.

Change occurs through a series of processes. Change management occurs through a process of supporting others that are likely to be impacted as a result of this change. Communication and empathy are vital in any form of change to reduce the potential impact for others. For example, an organisation looking to restructure might achieve this through an open and transparent stakeholder consultation with all employees as a means of providing an alternative to redundancy. It might do this by suggesting opportunities to re-deploy staff, re-training including upskilling and crossskilling, job sharing, pay freezes, even a reduction in hours for all employees. Of course, there is no guarantee these things alone will appease everyone as there will always be those who are resistant to change regardless of how the process is managed.

Those who are resistant to change should not necessarily be stereotyped though, as it

is likely they will each have different reasons.

Some because they require stability and security of work, some as a result of miscommunication, some who might have assessed the situation contrarily and have a different view, and others purely out of self-interest. The latter is not to suggest anything untoward, just that those with this view will most likely be reluctant to change the status quo if it means they will not continue to benefit, financially or otherwise, as they have done previously.

Resistance to change should not be viewed as negative or disruptive in any way, nor should it necessarily slow down the process of change or the proposed timeframe for change to take place.

A consultative approach may, therefore, prove far more beneficial in the long term than that of a dictatorial approach. A consultative approach will provide for a far broader response from all interested stakeholders to the proposed change to be received and considered before a final decision is made.

Implementing a continuing process improvement strategy may also aid decision making where change is concerned. While some of us do not appreciate being told how to do our job, most of us are in fact open to suggestions and guidance about how we can perform the tasks more effectively and efficiently, thus creating more time for ourselves.

For anyone encountering change of any type, a key point is that if you are given an opportunity to voice concerns and or provide comment and feedback, take it: this may be the only opportunity we have to influence the final decision making process.

It is only natural that some of us fear change or are reluctant to accept it. If in doubt, ask, and seek clarification for any concerns. Communication is critical for drivers and resisters of change, and a balanced scorecard will not only support the analysis of this, but also assist with the development of appropriate strategies to deal with resisters.

“The art of war teaches us to rely not on the likelihood of the enemy’s not coming, but on our own readiness to receive him; not on the chance of his not attacking, but rather on the fact that we have made our position unassailable.” – Sun Tzu (544–496 BC)

The RIB Report Nigel Harse’s recruitment industry predictions FY15 closed on a high note, with 27 per cent of RIB participants celebrating their most profitable year on record. However, 13 per cent are left shaking their heads, having posted losses in what has been the strongest trading period post-GFC. ‘June results registered 19 consecutive months of year-on-year profit-before-tax improvement, with 55 per cent of RIB participants reporting improved annual profits that pushed RIB FY15 results to a new annual record level,’ RIB Report Director Nigel Harse says.

Temp Nigel Harse FRCSA, Director, The RIB Report and contract hours processed through the payroll continues its positive growth trend, with RIB Average results in June recording the eighteenth consecutive month of year-on-year improvement.

In June, 53 per cent of participants reported softening results compared to the previous month, but results remained strong reflecting a

38 per cent lift on last year.

Compared to hours processed in FY14, NSW leads with 84 per cent of participants reporting improvement. NZ follows closely at 80 per cent, then Victoria at 71 per cent and Qld and WA 43 per cent and 44 per cent respectively. Overall, seven in 10 organisation’s results were better year-on-year.

RIB Average perm placements results in FY15 are marginally ahead of FY14 for 44 per cent of participants. ‘However RIB Average results for each of the last five months have all fallen short on the previous year, not the healthiest of trends,’ Nigel comments.

On a positive note, he adds, the perm average placement fee has now registered two consecutive quarters of year-on -year growth, with the Q4 average setting a new record high and reflecting a healthy 21 per cent year-on-year growth.

The complete FY15 RIB Review is available in late September and provided free to all RIB participants. A copy can be purchased by emailing deb@ribreport.com.au Nigel Harse was interviewed by business writer Rosemary Ann Ogilvie.

STOP PRESS! Congratulations to CGC Recruitment and The Recruitment Company: both Employer of Choice winners for 2015.

The Australian Business Award for Employee Choice, now in its tenth year, recognises organisations maximising the full potential of their workforce and demonstrating effective employee recruitment, engagement and retention. These two RCSA member companies featured among the winners announced last month. CGC Recruitment is a specialist construction and engineering recruitment company, based in Sydney. The Recruitment Company, also based in Sydney, focuses on narrow sectors within the public sector, engineering, construction, technology and digital. See the RCSA Journal December issue for how they did it!

Bigger Together.

Better Together

• 500 locations across 6 continents • Get connected locally, regionally, and internationally

Recruiters:

Learn more at www.npaworldwide.com

Employers:

Visit us at www.npaworldwideworks.com

Recruiter Contact:

kdavie@npaworldwide.com +61 422 470 621 SEPTEMBER 2015

35

BUSINE S S M A N AGE M EN T

Half of all system implementations fail

N

ew system adoption within the recruitment industry is at an all-time high. Software as a Service (SAS) and cloud based applications are becoming more and more popular. But project failure rates remain high.

In this context this means failure looks something like this: 1. The project is abandoned without any deliverables 2. The project goes significantly over budget 3. The project goes significantly over its timeline.

In short, failure includes any significant impact to the business or organisation that is undertaking the project.

about – these are the factors that most commonly trip up system implementation.

Studies consistently show what these factors are, but outside the context of a study most of us guess wrongly why projects fail. This leads to a perpetual cycle of failures, and unfortunately this is why they continue to fail.

Actual Vs Perceived success factors

Based on Figure 1, here are our top tips for avoiding project failures:

If there is only one thing you take away from this paper this should be it: Projects are significantly more likely to fail because of how they are set-up, rather than how they are run.

Studies consistently show that the most common (and commonly agreed) causes of system implementation failures are predominantly concerned with: • how the project is set up • the environment in which the project is run.

Unfortunately these are not the areas that most people intuitively reflect upon when asked to run a project or to assess the chances of a projects success. Understandably, people are likely to focus on the implementation project process, people and technology.

Understanding Success Factors Critical Success Factors (CSFs) are one TLA (Three Letter Acronym) that is worth knowing

Figure 1 –System Implementation Critical Success Factors

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RCSA JOURNAL

Key takeaway System Implementations rarely fail due to issues during the implementation, most fail because of: • poor project set up (factors prior to the implementation kicking off) • lack of business preparedness and/or appetite (contextual/environmental factors).

Top tips for avoiding failure

1. G ain enthusiastic backing of sponsors across the business.

members will lose enthusiasm and the leadership team will be thinking ‘why are we doing this again?’ Be sure to explicitly link your projects outcomes to the wider mission and remind people if they forget.

3. C omprehensively capture functional requirements and minimise customisation This sounds like a no-brainer, but is often not completed to the level of detail necessary. If you are not sure what you need you cannot select the best application for your organisation – they will all look the same. Once you have nailed your functional requirements you are in a position to compare your needs to each of the systems available. Unfortunately the devil is in the detail, because modifying a system is costly and risky, if at all possible you should stick with the out-of-the-box version.

This is the most consistently reported factor in failed project studies. If your leadership team are not raving about your project then it is on slippery ground.

If something goes wrong (and in any significant implementation, it usually does), instead of a helping hand from above you will more likely hear ‘I told you so’. It is hard for executives to support a failing project, they are going out on a limb, but this is exactly the kind of support you will need when there is a wobble.

4. User involvement and engagement

2. S et clear and realistic objectives that are obviously tied to business objectives

Project management may not be the most exciting of activities, but project professionals are paid well for a reason, they get stuff done to save businesses money. You do not need to know the ins and outs of Prince2, but you should at a minimum attend to critical issues such as managing risks, having (and tracking against) a project schedule and communicating consistently and openly with your team and stakeholders. Most people will think you are a pro if you do these four well.

This tip is connected to No 1 above. If your project is dangling out on its own and stakeholders cannot easily understand its link to the businesses mission or shorter term goals, support is likely to fall away as soon as complexities arise. Team

It is critical to consult system users in this task of requirements gathering; this not only helps with detail but also creates a spirit ownership, buy-in, and even some excitement, which you are going to need. Additionally, when the implementation draws to a close you will need user testing undertaken and later adoption of the new system; so users not liking it also constitutes failure.

5. Address the project management basics as a minimum

Col Levander FRCSA, Managing Director, Rec Tech Solutions

BUS I N ES S M A N AGEMENT

Workers’ compensation insurance What is workers’ compensation?

Workers’ compensation insurance provides benefits, including income replacement and medical costs, for workers who suffer an injury due to a workplace incident. Workers’ compensation is a statutory insurance line and as a result can be complex for organisations to manage. For most organisations across Australia, workers’ compensation is a compulsory insurance spend.

A contractor is more likely to:

A worker is more likely to:

• be engaged to carry out a particular task using his or her own skill and judgement • employ others, delegate or sub-let work to another • be paid on the basis of a quotation for the job • supply his or her own tools and materials • carry on an independent business in his or her own name or under a business or firm name • be affected by PAYG tax arrangements.

• be subject to direction from the employer as to the work to be performed and the time and manner in which it is performed

Considerations for the employment placement and recruitment services industry There are a number of considerations for the employment placement and recruitment services industry in managing workers’ compensation.

Correctly classifying your business The way in which your business is classified can have a significant impact on the premium you pay. For the employment placement and recruitment services industry, the industry classifications which may apply to your business can vary by state or territory.

It is important to ensure that the industry classification applied to your workers’ compensation policy is reflective of your business activity to eliminate the payment of unnecessary premium.

Declaring remuneration to your insurer

Any advice in this document is general advice and does not take into account your objectives, financial situation or needs. You should consider the relevant Product Disclosure Statement and your objectives, financial situation or needs before acting on this advice. Please visit www.jlta.com.au or contact Jardine Lloyd Thompson Pty Ltd. PO Box 464, Winston Hills NSW 2153. Tel 1300 130 373 for the relevant Product Disclosure Statement, or for further information.

Workers’ compensation premium is driven by your wage roll exposure. Your wage roll exposure is then applied to your claims experience and industry classification to determine the annual premium payable. Each state and territory applies different methodology in determining what is classified as ‘rateable remuneration’. For example, superannuation benefits, maternity leave payments and termination/severance payments are classified as rateable remuneration in some jurisdictions but not others.

As an employer, it is important to understand the key considerations when declaring your remuneration to ensure your workforce is appropriately covered.

• be required to actually carry out the work • be paid on a time basis • have tools and materials supplied by the employer • work exclusively for a single employer.

Worker or contractor?

The question of whether workers should be covered under your policy, or if they are deemed a ‘contractor’ and should procure their own insurance cover, is one which is regularly raised. This is particularly the case within the employment placement and recruitment services industry where the answer may not be immediately clear.

This may be further complicated by the application of ‘deemed worker’ principles where an individual may not be an employee, however, is still entitled to make a claim under your workers’ compensation policy.

There are general considerations which can apply in determining whether or not an individual should be considered a worker under your workers’ compensation policy.

However, this advice is general in nature and we recommend obtaining specific advice tailored to your situation.

Claims management and insurer reserving The cost of workers’ compensation, particularly for medium and large employers, can be significantly influenced by your claims experience. This can include the estimates which insurers apply to reserve for future costs which may be incurred on the claim. It is important to ensure that all steps are taken to develop and implement strategies on claims which will reduce the impact that claims can have on your premium.

Prior to renewal, all reserves applied to claims by your insurer should be reviewed to ensure that there are no costs being applied to your policy unnecessarily.

SEPTEMBER 2015

37

ASSOCIATION NEWS

AMR ANZ UPDATE

Shaun Hughston reports It has been a productive year so far for AMRANZ, with notable progress across several key areas, and a fantastic level of growth in member meeting attendance numbers.

One of the challenges of the AMRANZ Council is that all of the members are volunteers, and on top of that, a group of competitors working together to achieve common aims and advancement in the industry.

Despite these challenges, the current Council has brought together a level of industry experience and synergy that is really propelling things forward.

The packed house at the members meeting in April was a testament to the background work that had been done by Council members, in particular Corrine Taylor FRCSA, who put in a tremendous amount of effort to organise some very sought after presenters, including Paul Gorman from DOHA, and representatives from NSW Ministry of Health.

This calibre of presenters gives our members a definite edge over other recruiters who do not have access to the kind of information you only get by being there.

The member’s meetings are really the foundation of AMRANZ, and by attending you are both supporting, and participating in the process. Being part of the discussion ensures

that your views, your experience, and your expertise is being leveraged to help our industry move forward together.

You will have seen from recent updates that members of the Council have been working on some ongoing medical registration and credentialing issues in Australia and have made some great progress in getting some of the policies reviewed with the view to them working more effectively and efficiently. While the final changes have not been released by the relevant statutory bodies as yet, we anticipate some positive updates shortly.

We will continue to make efforts to facilitate communication between the various statutory bodies as so many of the challenges faced by our businesses and our candidates arise because different agencies operate in relative silos. We have an important role in linking up the pieces and making sure that people are aware of the real life impact of policy decisions.

For example, discussions have been held throughout the year with AHPRA to discuss the real issues for candidates as a result of policy, whether intended or not. Martina Stanley recently met with the Chair of AHPRA to summarise these issues, and made some headway in sharing the concerns of the industry. Another ongoing issue is the provision

of rural medical workforce staffing.

AMRANZ has been in communication with key stakeholders to convince them that we have the opportunity to make a huge contribution to rural health staffing Shaun Hughston issues but have been crowded out of the market due to stated and unstated policy decisions. So far there has been little success and we have also been unable to get the RWAS to work with Australian agencies the way they do with UK agencies.

Throughout the rest of the year, we will be working hard to improve communication and engagement with members, to ensure updates are relevant, timely, and interactive. As always, we encourage you to make contact with a Council member, or RCSA with any issues you feel need raising, or even to volunteer your time and expertise to work on an initiative.

The next AMRANZ Recruiters Forum will be held in Melbourne on 15 October and we already have some important presentations lined up. Keep an eye out for the invitation to register for this. We look forward to seeing you and your team there.

Next meeting

Elections! ANRA Council Vacancies

The next ANRA Members Dinner and Members Meeting will be held in Sydney on 22 and 23 October.

The keynote speaker, Association of Nursing Recruitment Agencies Charles Cameron will present a draft ‘multi – enterprise agreement’.

FCB have been working with members to prepare an EBA for discussion. During this meeting members will be invited to outline whether they are prepared to make an in principle commitment to the making of this agreement. A copy of the draft EBA will be issued prior to the meeting and members are encouraged to attend and actively participate.

Other speakers are Col Levander FRCSA, Director of Rec Tech Solutions (Innovative Paperless Technology) and Danielle Robertson (Changes in Aged, Disability and Child Care).

The full agenda is on the RCSA Website.

Would you like to join the ANRA Council?

Here’s your opportunity to have your say and make a valuable contribution to the recruitment industry. The RCSA always appreciates volunteers who contribute via the RCSA Board, Region Councils, Member Groups (ANRA) and Working Groups and also understand that volunteers have only limited time that they can devote to the RCSA and ANRA. ANRA Council is particularly pleased to announce the secondment to Council of David Stewart. David is a well-respected stalwart of the recruitment sector and known to Council from his work at Chandler Macleod, Clarius as CEO and now as the driver of the Nursing and Community Care sector of the Australian Business Solutions Group. David brings a great deal of passion and knowledge to the sector and we appreciate his involvement on Council.

For more information about Council vacancies or if there are any areas or particular speakers you would like to hear at future Members’ Forums, please contact Paula Way-James, Region Council and Member Group Manager, pwayjames@rcsa.com.au.

ANR A NEWS

T

he ANRA Members Forum in Brisbane in June, co-ordinated by ANRA Councillor Josh Hill and RCSA Committee Manager Paula Way-James, was designed in response to member feedback gathered over the months leading up to the forum and was very well received by the thirty-plus attendees. The topics covered by speakers included NDIS rollout plans for Queensland and key learnings from trial sites, how to have conversations around value instead of price with procurement, how to improve agency nurse retention rates, how to recruit effectively using social media and common issues surrounding workers’ compensation insurance.

The feedback from most members was that they took away a number of practical measures they will be implementing into their own organisations. Members also farewelled the outgoing ANRA Council Vice-Chair Graham Bower FRCSA and thanked him for his many years of hard work on council.

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RCSA JOURNAL

anra

A S S OCI AT ION NEW S

Penny O’Reilly MRCSA joins RCSA Board

P

enny O’Reilly MRCSA, Managing Director of Kelly Australia and New Zealand has recently been appointed to the RCSA Board as a Director.

Penny has been part of the Australian and New Zealand recruitment industry for almost two decades and has amassed a wealth of expertise working across a wide range of roles, from front line consulting right through to senior operational and strategic management positions.

She has an outstanding level of industry credibility, especially in areas including office support, contact centre, accounting, HR, legal, engineering, supply chain and procurement, property and government.

Penny joined Kelly Australia in early 2010 as General Manager Commercial and Industrial lines of business. Over a five year period Penny’s role expanded to include responsibility for operations in New Zealand and then to include Kelly’s financial, engineering and scientific lines of business.

In May 2015, Penny was appointed to her current role, with ultimate responsibility for the overall success of Kelly’s staffing and professional and technical divisions as well as Kelly’s corporate support functions. Penny is also responsible for driving strategic growth and managing investment opportunities for Kelly across both countries.

Before joining Kelly, she spent ten years with Hudson, where she gained experience across the recruitment spectrum.

Penny is a strong industry advocate and a regular commentator on recruitment and talent management issues.

Welcome to new RCSA Corporate Members 15 May to 11 August 2015 • All Staff Solutions • Apex Labour Hire Services Pty Ltd • Ausway Holdings Pty Ltd • Blugibbon Pty Ltd • Careers Multilist Pty Ltd • CTC Contracting Services • Elite Assistants Pty Ltd • Emergent • H1 Healthcare Pty Ltd • Hospitality Professionals • iKas International (Australia) Pty Ltd • Inspire HQ Pty Ltd • iPlace Recruitment Pty Ltd • Melbourne’s Leading Nanny Agency • Osborne Richardson Pty Ltd • Rubix Solutions Pty Ltd • SMEx Australia Pty Ltd • Strategic Intouch Solutions (SIS) Pty Ltd • Tardis Group Pty Ltd • Wagga Recruitment Pty Ltd

RC SA CPD & E VENT S C ALE NDAR 201 5 OCTOBER 2015 October Recruitment Consultant Certificate (Auckland NZ) Thursday 1 October Introduction to Recruitment Consulting Thursday 8 October Interviewing Essentials Thursday 15 October Sales and Marketing from the Desk

Introduction to Recruitment Consulting Workshop Wednesday 14 October, Brisbane Friday 16 October, Sydney and Melbourne

October Breakfast Series ‘Emotional Intelligence: The Key to Success & Performance’ Sponsored By Kinetic Super Wednesday 14 October, Melbourne Thursday 15 October, Sydney Friday 16 October, Brisbane

Tuesday 27 October, Adelaide Wednesday 28 October, Perth

NOVEMBER 2015

Wednesday 18 November Interviewing Essentials Wednesday 25 November Sales and Marketing from the Desk

NZ RCSA Networking Events

RCSA Networking Events

Tuesday 3 November, Christchurch Wednesday 4 November, Wellington Thursday 5 November, Auckland

Wednesday 18 November, Adelaide Thursday 19 November, Melbourne Wednesday 25 November, Sydney Thursday 26 November, Brisbane

November Recruitment Consultant Certificate (Sydney & Melbourne) Friday 13 November Introduction to Recruitment Consulting Friday 20 November Interviewing Essentials Friday 27 November Sales and Marketing from the Desk

November Recruitment Consultant Certificate (Brisbane) Wednesday 11 November Introduction to Recruitment Consulting

DECEMBER 2015 RCSA Perth Networking Event Thursday 3 December, Perth

RCSA Acumen Series – ‘The Andrew Banks Think Tank Leaders Luncheon’ Thursday 3 December, Sydney

Introduction to Recruitment Consulting Workshop Friday 4 December, Sydney and Melbourne Wednesday 9 December, Brisbane

SEPTEMBER 2015

39

ASSOCIATION NEWS

RCSA PREMIUM SUPPORTER PROFILES

Astute Payroll

Learning Seat

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Request a free no obligation demo: call us on 1300 794 070.

Learning Seat is Australia’s leading online training and compliance management provider. Through customised, online learning platforms, Learning Seat offers over 400 online training and compliance modules, training tools and e-learning resources aimed to inspire, grow and empower employees.

Learning Seat boasts over 280 corporate clients, 40 associations and more than 600,000 enrolled employees nationwide to provide powerful yet simple turnkey solutions which enable organisations to gain immediate benefit.

Voyager provides innovative recruitment software, designed for recruitment consultants by recruitment consultants.

Developed in the UK and Australia to meet the needs of the worldwide market, our focus is on service and delivering tangible benefits.

Voyager Software’s complete recruitment solutions manage candidates, clients, jobs and placements efficiently and effectively, email marketing and harnessing social media. The powerful search functionality frees consultants to be more focused on generating revenue.

WorkDESK Recruitment Software WorkDESK software, providing recruitment professionals with information management solutions for over thirty years.

A complete, fully integrated, front office/back office system for Candidates, Clients, Job Orders, Payroll, Billing, Financials, CRM, Search, Rostering and Outlook integration.

For a free evaluation kit contact WorkDESK today – phone 1800 777 004 or email us sales@workdesk.com.au or visit our website, www.workdesk.com.au

RCSA PARTNERS & PREMIUM SUPPORTERS RCSA Premium Supporter & Principal Partner Kinetic Super

RCSA Premium Supporter & Business Partner Jardine Lloyd Thompson Pty Ltd

RCSA Premium Supporters 2cloudnine APositive Cashflow Astute Payroll Bibby Financial Services Australia Pty Ltd FastTrack Pty Ltd Indeed Key Factors Pty Ltd Learning Seat Pty Ltd Recruitment Systems Pty Ltd Scottish Pacific Business Finance SEEK Limited Voyager Software (Australia) Pty Ltd WorkDESK Recruitment Software

RCSA Supporters 180 Capital Funding

Advertiser Newspapers Pty Limited Adzuna AHRI – Australian Human Resources Institute AltusQ Appoint Me Arkadin Australia Auditor Training Centre Ayers Management Pty Ltd Bendigo and Adelaide Bank Ltd Broadbean Technology Book Builders Pty Ltd BULLHORN Certex CVCheck CXC Global Head Office Data Savvy Pty Ltd Ebit Services Pty Ltd Etz Technologies Fairfax Media Fathom Business Architects FCB Group First Choice Software Asia Pacific GE Capital Geoffrey Nathan Consulting Inc GreenBizCheck

HHMC Australia Pty Limited IProfile JobAdder JXT Consulting Lander & Rogers Lipman James Lombardi Partners LooksFresh Photography Matheson Publishing Melbourne Polytechnic (formerly NMIT) MemberBenefits Pty Ltd Mindset Group MyInterview.com Next Telecom Pty Ltd NPA Worldwide PAJE Business Solutions Pty Ltd Pendragon Management Quinntessential Marketing Consulting Pty Ltd Rec Tech Solutions Revelian Rewire Group Rural Health Workforce Australia SDP Contingent Workforce Solutions Pty Ltd

Secured Signing Ltd Selectus Pty Ltd Skillcheck Pacific Pty Ltd Snappy Recruit Sovereign Private SpotJobs The RIB Report Verify Holdings Australia Pty Ltd Working Abroad Newcomers Network WorkPro

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

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

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RCSA JOURNAL

EVENTS

Building a successful brand A

t the recent RCSA CompEvent Breakfast Series, Alex Lasry, Head of B2B marketing at SEEK shared his thoughts on the importance of both your corporate and personal brand.

Alex Lasry, Senior B2B Marketing Manager

Often within recruitment the focus can be on ‘doing the deal’ and not creating a long term partnership. This is where your personal brand and authentic relationships become a critical part of the process. See Alex’s key insights into the world of corporate and personal branding:

1. What is the difference between a corporate and personal brand?

A corporate brand represents the organisation’s beliefs, allowing potential candidates to align themselves with the values of your organisation and its purpose.

Personal branding is a reflection of who you are as an individual and can help distinguish

Masterclass with Chris and Greg Savage FRCSA (Life)

you from your competitors, making you more appealing to your preferred businesses.

2. Is there a case for saying one is becoming more important?

Your personal brand is just as critical as your company brand. When corporate values align with personal values, employees feel more engaged and committed to an organisation.

3. What’s the bigger lesson for the recruitment industry?

For recruiters, any opportunity to build their brand, improve their positioning and extend and refine their network, particularly for high value roles/candidates, is a key factor.

As the industry becomes increasingly personalised, branding is a significant point of difference for recruiters. It adds a qualitative dimension to job seeking and allows candidates to be matched with roles at a far more intrinsic level.

To keep up to date with SEEK news visit the Insight Blog insight.seek.com.au

Powering Profit in Disrupted Times The Savage Growth Accelerator – your dashboard for driving business success!

Business is changing – yet conditions are perfect to differentiate, pull ahead of the market and explode profit growth.

This Owner and Manager Savage Growth Accelerator Masterclass unlocks the proven growth learnings from Chris and Greg’s 50 years’ experience.

ENSURE YOUR PLACE TODAY! Six cities from 1-11 March 2016.

Early Bird closes 22 January 2016.

Visit rcsa.com.au

CANDIDATES TRUST RCSA MEMBERSHIP Create certainty and confidence with your candidates by promoting your commitment to your professional association and its Code for Professional Conduct. If you’re an Accredited Professional Recruiter, Member or Fellow of the RCSA, set yourself apart by displaying your postnominals and individual member logo on your business cards, email footer and online profile.

Need help? Contact Simon Gardner on sgardner@rcsa.com.au or call +61 3 9963 0555.

RCSA Individual Membership sets

you apart.

rcsa.com.au

SEPTEMBER 2015

41

ASSOCIATION NEWS

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

Vice Presidents Peter Langford FRCSA Sinead Hourigan MRCSA

Directors Robert Olivier FRCSA Lincoln Crawley FRCSA Steve Heather FRCSA Alan Bell FRCSA Matthew Hobby FRCSA Nina Mapson Bone FRCSA Ian McPherson FRCSA Penny O’Reilly 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)

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 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

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

Ian McPherson FRCSA Annie Milne FRCSA Tracy Morgan FRCSA Gillian Mullins FRCSA Stephen Noble FRCSA Robert Olivier FRCSA Penny Perkins FRCSA Stephen Porter FRCSA Bruce Ranken FRCSA Scott Roberts FRCSA Sophie Robertson FRCSA Deborah Ross FRCSA Alan Sherlock FRCSA Linda Simonsen FRCSA Paul Slezak FRCSA Ian R Stacy FRCSA David Stewart FRCSA Andrew Sullivan FRCSA Lyn Tanner FRCSA Corrine Taylor FRCSA Vibeke Thomsen FRCSA Gayleen Toll FRCSA 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 Principal Partner

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Celebrating excellence!

RCSA Awards & Gala Ball

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Australia & New Zealand | June 2014

& New Australia

RCSA Business Partner

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| Decem Zealand

Advertise in the RCSA Journal You can reach owners, managers and consultants in the recruitment industry across Australia and New Zealand through the RCSA Journal.

Contact Carly Fordred, RCSA Marketing and Communications Manager for information: cfordred@rcsa.com.au or call +61 3 9663 0555

SAFECARE

THE NEW WAY TO MANAGE YOUR WORKERS’ COMPENSATION PROGRAM Makes a complex insurance line simple and easy for you to manage

Powered by one of Australia’s largest insurers, QBE

Obtain support from a team of workers’ compensation and health specialists

Provided at no extra cost to your workers’ compensation premium

As a valued customer of JLT we are totally committed to offering you the best possible range of products and services that provide real value for money. We understand your employees are fundamental to keeping your business running.

Having an employee absent as a result of a workplace injury can increase your running costs and put a strain on resources.

JLT has developed a new way for businesses to better manage their workers’ compensation insurance - SafeCare.

SafeCare takes a complex line of insurance and makes it simple for you to manage - allowing you to focus on running your business, without the worry of having people off work.

FREE CONSULTING SUPPORT Through SafeCare you will have access to JLT specialists who can help with managing your policy (including your industry classification), assist in renewal and adjustment of policies, support in providing wage declarations, provide a certificate of currency, and assist in the management of injuries and claims.

All subscribers to SafeCare will be entitled to access these consulting services at no cost.

HELPING YOUR EMPLOYEES RECEIVE FIRST CLASS TREATMENT AND RETURN TO WORK SOONER JLT is the only insurance broker in the market that wholly owns and operates an in-house rehabilitation business.

WorkStreams is an approved, ISO accredited 9001:2000 occupational rehabilitation company that provides a range of comprehensive return to work solutions to enhance rehabilitation outcomes, remove the complexity of managing claims, and ultimately reduce your premium.

As a SafeCare subscriber you will have access to the entire WorkStreams team, including registered psychologists, physiotherapists, rehabilitation counsellors, exercise physiologists, occupational therapists, redeployment specialists, and more.

HOW DO I TAKE ADVANTAGE OF JLT’S SAFECARE PRODUCT FOR WORKERS’ COMPENSATION? Not currently insured with QBE? Contact your JLT Advisor to subscribe to SafeCare at your next renewal.

If you are currently a QBE client, contact your JLT Advisor today to ensure you are listed as a SafeCare subscriber and receive access to one hour of free consulting advice.

Where you require more comprehensive support, JLT’s workers’ compensation specialists can help to build a tailored service model to meet your needs, and your budget, to eliminate the payment of unnecessary premium.

FOR MORE INFORMATION PLEASE CONTACT

POWERED BY QBE INSURANCE SafeCare is powered by one of Australia’s largest insurers and one of the world’s top 20 general insurance and reinsurance companies, QBE. Workers’ compensation insurance coverage will be underwritten by QBE for all SafeCare subscribers, and appointed as the agent for the WorkCover schemes in NSW and Victoria. QBE will provide you with the support and expertise of Australia’s largest global insurer.

1800 SAFECARE (1800 723 322) safecare@jlta.com.au www.jlta.com.au/safecare

SafeCare Jardine Lloyd Thompson Pty Ltd ABN 69 009 098 864 AFS Licence 226827 Level 11, 66 Clarence Street, Sydney NSW 2000 T: +61 2 9290 8000 www.jlta.com.au 4017

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