recruitment extra October 2013 issue

October 2013 30172892

recruitmentextra.com.au

THE FLEXIBLE WORKFORCE

The leading magazine for recruitment professionals in Australia and New Zealand

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Contents

Inside October

Features

THE FLEXIBLE WORKFORCE

22

29 34

30

Set Your Workers Free

26

Creating a Flexible Workforce

27

Flexibility in Recruitment Fantasy or Nirvana?

28

The F* Word

29

The SME Family

30

The Coffice

32

The Book Shelf

34

Signs or Samples?

Regulars

26

27

24

5

News

16

Online Recruitment

18

HR Report

22

The Panel

31

Legal Eye

35

On the Move

38

Directory

The latest news, events and announcements

Movers and shakers in the industry

Advertising directory

Manager, Media Division Kevin Stokes Tel +61 2 8587 7043 kevin.j.stokes@thomsonreuters.com Editor Imogen Tear Tel +61 2 8587 7258 imogen.tear@thomsonreuters.com Submissions imogen.tear@thomsonreuters.com Advertising Australia & New Zealand Helen Sykes Tel +61 2 8587 7462 helen.sykes@thomsonreuters.com Enquiries Emily Ings Tel +61 2 8587 7051 emily.ings@thomsonreuters.com Graphic design Michelle D’Souza Printing Ligare http://sites www.thomsonreuters.com.au/recruitment-extra/ www.thomsonreuters.com.au www.recruitmentextra.com.au Customer service and subscription inquiries Tel 1300 304 195 Fax 1300 304 196 Email LTA.Service@thomsonreuters.com Publisher Thomson Reuters (Professional) Australia Limited ABN 64 058 914 668 Head office 100 Harris Street Pyrmont NSW 2009 Tel +61 2 8587 7000 Fax +61 2 8587 7100 © Thomson Reuters (Professional) Australia Limited 2010 ISSN 1835-1395 All information in recruitment extra is copyright.

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4 October 2013 recruitment extra

from the editor In the recruitment extra team we have a mix of working styles – early starters, late starters, part-time workers and even remote workers.

It’s not always a perfect mix but it’s certainly workable and with clarity around timelines, expectations and workloads we are, on the whole, happier and consequently more productive workers. With an ageing workforce and growing numbers of employees with caring responsibilities the need to offer more than the standard nine to five in order to attract and retain top talent is becoming more evident. In this issue our contributors look at the concerns around implementation, which sectors of the workforce are looking to adopt flexible working and where and how people can work remotely.

Work will be far from our minds on the 25 October when we’re celebrating the winners and finalists of the Recruitment Excellence Awards. If you haven’t got your tickets yet – get in quick! I look forward to seeing you there.

News

ASK AN EMPLOYMENT LAWYER Employment Hero has launched a free online advice centre where small businesses can find answers to a range of employment and workplace questions.

The website (www.10000answers. com.au) has information organised under relevant employment categories and employers are able to submit their own question if they can’t find the specific information they are after. Questions can be asked anonymously and the team of lawyers, HR specialists, payroll and safety professionals will respond via email. However employers should note that the information is not intended to replace legal advice.

“It’s hard enough to run a small business without worrying about whether or not you’re doing all the right things as an employer. And the Australian employment landscape is one of the most complex systems in the world,” says Employment Hero CEO, Solicitor Ben Thompson.

“Small businesses are the backbone of the Australian economy but with limited funds and resources they need our support. We wanted to take some of the pressure off and provide SME employers with the information they need so they could concentrate on running their business.”

Job ads rise but so does unemployment New job ads placed on SEEK rose 1% in August, the first increase since January 2013, according to the latest SEEK New Job Ad Index report. However, the rise in job ads was accompanied by newly released figures from the ABS that showed Australia's seasonally adjusted unemployment rate had increased 0.1 percentage points to 5.8%. The highest figure since the global financial crisis.

The decrease in employment was due to decreased part-time employment, down 8,200 to 3,508,300 and fulltime employment, down 2,600 people to 8,128,800. The decrease in total employment was mainly driven by a decrease in male full-time employment and a decrease in female part-time employment, according to the ABS statement.

Contrary to the soft job market SEEK has reported a growth in job ads. SEEK Managing Director Joe Powell commented: “The pattern of new job ads has been firmer over the past three months. Between June - August 2013 we’ve seen a total decline in new job ads of only 1%. This compares to the end of 2012 to May 2013 where we witnessed a fall of 6.2% in job ads.”

The highest growth was in Queensland where job ads increased by 4.5% in August.

New South Wales posted a 0.4% increase and a 0.3% increase was found in Western Australia. However, Victoria and South Australia posted minor declines (0.8% and 0.3% respectively).

“We’ve not seen figures in Queensland

like this since December 2010 where we witnessed 5.2% growth. For Western Australia this month’s positive new job ad growth is the first rise we’ve seen in the state since January this year,” said Powell.

“It’s too early to say if the improvement in our labour market indicators is a sign of better things to come. What we do know however is that the cash rate remains at historic lows, the AU dollar has depreciated, it’s been reported that business and consumer confidence has improved and we have a newly elected Government with a strong pro-business mandate.”

The SEEK Employment Index fastest moving jobs (July - August 2013) were: 1. Secondary school teachers, up 101% 2. Federal Government personnel , up 52% 3. Primary school teachers, up 32% 4. Maintenance Engineers, up 30% 5. Insolvency Accountants, up 28%.

The SEEK Employment Index, which measures labour market supply against labour market demand, declined only 0.4% in August, reflecting relatively strong growth in the number of applications for available jobs.

The NAB Business Sentiment survey, also released in September, claimed “confidence rises everywhere”. Whilst the report acknowledged that the labour market was “down markedly” and that forward indicators were still weak, it also said business confidence had strengthened considerably, with the index rising to its highest level since May 2011.

CARISS IN RUNNING FOR GOLDEN BRIDGE AWARD PageUp People CEO, Karen Cariss, has been recognised as a finalist in the 5th Annual 2013 Golden Bridge Awards for the Woman Executive of the Year category. The winner will be announced in San Francisco on 30 September.

Cariss launched PageUp People in the mid-nineties with her husband Simon after identifying a need for a web-based talent management system. Cariss led

PageUp People to be the first in the market to incorporate text messaging in 1999 and the first to integrate consulting services to support their technology platform in 2007.

The company currently has six offices across four continents and Cariss continues to drive PageUp People’s international growth, recently securing $10 million in funding for growth equity in

2012. Cariss is also a strong advocate of workplace flexibility.

“It is an incredible honor to be named a finalist for Woman Executive of the Year by the Golden Bridge Awards,” said Cariss. “This recognition is a testament to PageUp People’s commitment to excellence and our dedication to providing innovative talent management solutions for multinational employers.”

recruitment extra 2013 October 5

News

Hamilton James & Bruce enter administration ASTUTE PAYROLL RANKS IN SMART50 Astute Payroll has ranked 19th in the 2013 SmartCompany-Crowe Horwath Smart50 Awards.

The awards, which are based on average annual revenue growth over the past three financial years, recognise the fastest growing SMEs in Australia.

Entrants had to have revenue over $500,000 and show positive growth in each year to be eligible for the Awards. The top prize goes to the business with the highest growth over that period.

Astute Payroll’s average growth of 150% over the past four years gained them a spot in the Top 20. The number one ranking went to travel business Plan B who showed growth of 746%.

Astute Payroll currently has 8% of the Australian market; however, CEO Nicholas Beames and business partner Marcus Webb hope to increase that figure in the next five years through acquisition. They also intend to expand internationally to the USA and UK, and float the business.

“We will continue our marketing spend at FY13 levels but appoint an agent in the USA and UK,” said Beames. “By end of FY14 we plan to account for 30% of our revenue from overseas.”

6 October 2013 recruitment extra

Senior Executive recruitment firm Hamilton James & Bruce Limited has announced they have gone into administration.

Staffingindustry.com reported that Grahame Doyle, CEO of Hamilton James & Bruce, had released a statement saying: “As previously announced by the company, the fee income of the business has been experiencing a downturn resulting in the company generating losses. Whilst cost cutting measures and restructuring have been undertaken this has not proven sufficient to return the company to a profitable position.

“The company is disappointed that this decision has eventuated but would like to thank all those people especially our employees, past and present that

have worked hard to build one of the most respected brands in the recruitment industry.

“To ensure the continuity of employment to our contractors and temporary staff, and the ongoing supply to our clients, the contractor book of the company has been sold prior to the appointment of the administrator. The company has taken this decision to provide the best possible outcome for all parties, ensuring continuity of employment for temporary employees and contractors, and continuity of supply to our clients.”

The business was suspended from the Australian Securities Exchange in early September for failing to lodge their periodic reports for the period ended 30 June 2013.

Tech recruiter appeals to Govt The incoming federal government should act quickly and decisively to boost Australia’s skilled migration to fulfil Prime Minister Tony Abbott’s electionnight promise that “Australia is open for business”, says Richard Earl, Founder and Managing Director of Talent International.

“Let’s hope the new government is open to skilled migration to kick start industries such as the Australian technology sector which has been doing it tough trying to find employees with the right skills,” Earl said.

“For a start, we urge Mr Abbott to launch a complete review of the 457 visa program in line with the Coalition’s commitment to enterprise. The incoming Prime Minister said that Australia is open for business – we’re hoping he means it.”

In a direct appeal to the new Communications Minister, Earl added: “We also ask that Malcolm Turnbull and his ministry no longer treat the NBN as a political football and make truly commercial and forward thinking decisions that are in the best interests of Australia’s business, public sector and academic communities.

“It would be great to see the new government initiate a strategy to light up the technology sector in this country and

thereby attract more real investment in it,” he said. “Perhaps if we do this, we will start to see many of the brightest people who have left Australia for attractive technology jobs overseas begin to return home.”

Peoplebank Chief Executive, Peter Acheson, also contributed to the conversation on the future of the ICT market in an interview featured on ARN. Acheson predicted a spike in the ICT jobs market following the election and said the new government was good news for ICT. “Already, the change I am seeing is quite amazing,” he said. “In just a week we have seen a lift in consumer confidence and business confidence and those two things generally precede an increase in hiring. I don’t think we will see a boom, but I think we will see a pick-up in hiring in ICT.” Acheson claimed a lack of confidence in the Labor government had caused a lot of companies to put hiring on hold until after the election. He also said investment in ICT will pick up in early November. However, Acheson did concede that hiring in the public sector would remain soft due to the anticipated slashing of public sector jobs by the new federal government.

News

ADECCO: INDUSTRY GROUP LEADER IN DJSI

Adecco Group has announced confirmation of its continued inclusion in the Dow Jones Sustainability (DJSI) World and Europe Indices. The business has been recognised as the Leader in the Commercial & Professional Services Industry Group by the DJSA in collaboration with RobecoSAM. Launched in 1999, the DJSI were the first global indices to track the financial performance of the leading sustainability-driven companies worldwide. The DJSI follow a best-inclass approach, including companies across all industries that outperform their peers in numerous sustainability metrics.

Adecco was benchmarked against 3,000 publically traded companies and underwent an in-depth analysis of their economic, environmental and social practices, including innovation or supply chain management, climate strategy and stakeholder engagement.

CareerOne in joint venture

West Australian Newspapers (WAN) and CareerOne have combined to launch a joint employment website in WA. Jobfinder.com.au will use ‘6 sense’ search technology and will offer a capability for candidates to upload resumes and apply for jobs via mobile technology. “To deliver an innovative desktop and mobile experience for job seekers under the new employment brand Jobfinder, is an exciting move for us,” said Seven West Media WA CEO, Chris Wharton.

CareerOne CEO Karen Lawson added: “We are extremely positive about this partnership and helping West Australian advertisers find great talent, using our search and innovative digital targeting solutions.

“By combining our audiences, CareerOne & WAN move into a strong market position and importantly, this partnership will deliver us significant retargeting data in the WA market to fuel our Head-hunter solutions.”

Global regs boost banking jobs Australian banks are recruiting compliance, risk, front office and audit staff to enhance their second and third lines of risk and audit defence in response to global regulatory standards, says recruiting experts Hays Accountancy & Finance.

Susan Drew, Senior Regional Director of Hays Accountancy & Finance, says further regulation is already leading to several core areas of staffing demand.

“While it has been widely accepted that Australian banks are better regulated than the majority of their global counterparts, Basel III is a global standard and will be applied in Australia under the regulations of the Australian Prudential Regulation Authority (APRA),” she said.

APRA announced in May that Australia’s banks will have to be 100% compliant with the so-called liquidity coverage ratio (LCR) rules under Basel III by 2015, despite the Basel Committee making revisions to its stance earlier in the year.

The committee said banks would have to be 60% compliant by 2015 and increase it by 10% each year until 2019. This has resulted in some countries delaying the liquidity changes until 2019.

“The regulatory changes are designed to reinforce structural changes in the banking sector, protect the economy from riskier banking sector activities, help secure the international banking system in times of financial pressure, but not force up lending costs or limit access to credit,” Drew said.

“These changes are leading to demand for compliance professionals, including people with skills in process support, IT support, training, examination, assessment and remedial action, and those capable of running initiatives to meet new regulatory requirements.

“Regulatory reform and restructuring projects have also increased demand for business analysts and project managers on a long-term contract basis. Regulatory/ operational risk experts and credit risk analysts and managers continue to be sought on both a permanent and contract basis.

“The banks are looking to further mature their second and third lines of defence by enhancing their risk and audit teams. While there is demand for candidates with these core skills, we have also seen an increase in project related risk and audit professionals to imbed the new standards,” she says.

“As a minimum, employers expect candidates to possess strong product knowledge. Therefore if candidates are going into retail banking they need a good understanding of retail products such as mortgages, loans and credit cards.

For investment banking, knowledge of products such as equities, rates and credit is needed.”

According to Hays there is a shortage of such candidates domestically and employers are looking to London, New York, Singapore and Hong Kong to find top talent.

SKILLED WINS $200M PIPELINE CONTRACT SKILLED Group has announced that it has secured a $200 million contract from Saipem to provide staff for a project to build an 889 kilometer pipeline to connect offshore gas to a Darwin processing plant.

Planning for the project will begin immediately with construction and marine activity expected to start towards the end of the 2014 financial year. This phase of the project is due to be completed by mid-2015.

“We are very pleased that Skilled Offshore will be supporting Saipem and the Ichthys LNG Project with the provision of highly qualified personnel and a focus on Australian jobs and training opportunities,” said Skilled Group CEO, Mick McMahon said. “We will be working in close collaboration with Saipem by providing an innovative approach to recruiting for these positions.”

recruitment extra 2013 October 7

News

Employee confidence declines Jobseeker confidence and mobility has dropped significantly in the third quarter of this year, according to research featured in the latest Randstad Workmonitor. The findings are a complete about turn on the second quarter of the year, when mobility had risen to 111, its highest level since 2011.

Australia is one of few countries to have experienced a decrease in mobility this quarter, with the majority of nations experiencing a jump, including Spain, Norway and India. The global Mobility Index is now sitting at 109, the highest point in three years.

The drop in mobility and jobseeker confidence in Australia comes at a time of soft business conditions, rising business and consumer confidence and rising unemployment levels – now at the highest level since 2009.

Steve Shepherd, Group Director of Randstad, commented, “Although the mobility rating has dropped significantly in the last quarter, we know it is reflective of uncertainty, caution and lack of confidence from the lead up to the Federal Election.

This sentiment would have flowed through organisations and impacted employee and jobseeker confidence.

“In the weeks following the Election outcome and with our new Prime Minister and Government in power, we are already witnessing an increase in sentiment and some industry sectors are experiencing a new level of buoyancy as stability returns to the market.

“In saying that, Australia is still experiencing the highest unemployment rate in four years and a consistent fall in job advertisements, both print and online, which indicates cautious hiring intent,” he said.

Shepherd further commented that whilst the overall trend this quarter pointed to a level of cautiousness and uncertainty, the economy and labour market were expected to experience increased and renewed optimism in the fourth quarter.

“It remains to be seen whether the optimism and buoyancy experienced since the Election result impacts the

8 October 2013 recruitment extra

“Australia is still experiencing the highest unemployment rate in four years and a consistent fall in job advertisements, both print and online, which indicates cautious hiring intent."

- Steve Shepherd, Group Director, Randstad

unemployment level and jobs creation for the next three to six months,” he said. “At Randstad we are seeing a slight pick-up in permanent job orders in IT, engineering, accounting and finance and from the pharmaceutical and construction sector which is a good sign.

Employers are still preferring to hire people on a more temporary basis and in contract roles.”

But Shepherd warned that while flexibility was good for businesses from a resourcing and financial perspective and that many employees preferred temporary over permanent roles, it was also important to remember some employees were looking for stability and experienced stress when a role remained as a temporary position.

“My advice is to be clear about the role, the goals, objective and expected outcomes, the term of engagement, and communicate with them regularly so that people continue to work at their best, no matter what type of employment they have with your organisation. Managers need to constantly be aware of how their employees are feeling and performing at work, and alleviate any concerns immediately as they arise. This will ensure you get the best out of your people,” concluded Shepherd.

Alexander Mann leads global RPO: survey Alexander Mann Solutions has been named the Global Market Leader of RPO by HRO Today, in its Baker’s Dozen Customer Satisfaction Survey, an annual listing of the top global RPO providers.

“Alexander Mann Solutions is the global leader in RPO,” says Elliot Clark, CEO of HRO Today, “rated number one in the HRO Today RPO Baker’s Dozen Customer Satisfaction Survey as the overall Enterprise Provider and the top rated firm for Customer Service.

Alexander Mann Solutions clearly has a committed service culture, great leadership and clients are responding very, very positively to their model of linking their performance to actual business metrics and measurable results. This is the next wave in the HR services marketplace and the clients have overwhelmingly endorsed this approach."

Rosaleen Blair, CEO and Founder of Alexander Mann Solutions commented, “I am delighted by this year’s results. The RPO Baker’s Dozen Customer Satisfaction Survey is very important to Alexander Mann Solutions because it truly reflects the satisfaction levels of our clients. We are very proud that our clients have recognised us as the best at what we do and we will continue to remain client-focussed as we expand our geographical footprint and talent management services.”

News

Older accountants put out to pasture Age discrimination in the accountancy profession is rife, according to the latest survey by CareersinAudit.com.

Over half (57%) of the 2,011 accountants surveyed globally between 5 August and 13 September 2013 believe that ageism is alive and kicking in the industry. Nearly half of all those surveyed (48%) stated that people in the industry find it harder to get a new job or promotion once they reach the age of 40.

Half of the respondents to the survey were over the age of 40 and more than a third of this demographic felt they had missed out on developing their career because they had crossed this age threshold. Just under half of this group (44%) admitted that they were not given a reason from the company or line manager as to why they had been unsuccessful getting the new position, whilst 20% admitted that they missed out because someone else had a better skill set, and a

further 9% said they didn't get the job or receive the promotion because they did not fit the company culture.

According to the research, part of the problem is that that bosses prefer to recruit younger professionals because their salary expectations are not as high and they are prepared to put in longer hours, particularly in a tough economic climate.

Some believe companies are looking to mould their employees to their requirements and there is a perception that older accountants may not be willing or able to change the way that they work.

Others believe that there is a perception amongst Partners and senior management of companies that accountants who are aged 40+ are not up to date on technology advancements compared to younger professionals.

Simon Wright, Operations Director at CareersinAudit.com said: “Whilst the industry needs to continually embrace new

and recent graduates to the fold and train them up, accountants who have many more years of valuable experience should not be put out to pasture either."

"It is shocking in the 21st century, that the majority of the profession believe age discrimination to be so prevalent. HR departments should be scrutinising their equality policies and ensuring that all applicants, regardless of age, are given a detailed breakdown of why they were unsuccessful. Transparency is crucial.

"Bosses should take a long considered look at all their training requirements. Our research also revealed that two thirds of accountants do not believe their company is doing enough to help with their career development.

"If the right training was given to all staff, of all ages, then we could see a different culture emerging and a much fairer playing field for the more experienced accountants,� added Wright.

recruitment extra 2013 October 9

News

PROCTER & GAMBLE: BEST FOR LEADERSHIP Hay Group has released its eighth annual Best Companies for Leadership Study and Top 20 list.

The study ranks the best companies for leadership around the globe and examines how those companies nurture talent and foster innovation in their ranks. This year, Procter & Gamble topped the list, followed by Microsoft, General Electric and Coca-Cola.

According to Hay Group’s study, the Best Companies for Leadership are “purposeful and strategic in developing, enabling and motivating leaders throughout the organisation to do their best”.

“The Best Companies for Leadership recognise that many of the skills once required solely for senior leadership roles — high levels of emotional intelligence, commitment to continuous learning, analytical thinking — are now critical at every level of the organisation,” said Wendy Montague, Head of Leadership and Talent practice Hay Group Pacific. “To excel in today’s highly complex and competitive business environment, the Best Companies are taking deliberate steps to develop and reward these competencies to enable their organisations to achieve operational excellence today, while driving innovation for tomorrow.”

The top companies consistently developed, motivated and engaged their employees, they also fostered a culture that encouraged innovation whilst additional being globally aware, socially responsible and respectful of diversity.

HAY GROUP'S TOP 20 BEST COMPANIES FOR LEADERSHIP: 1. Procter & Gamble 2. Microsoft 3. General Electric 4. Coca-Cola 5. Unilever 6. IBM 7. Wal-Mart 8. McDonald's 9. Telefonica 10. Facebook 11. Intel 12. Samsung 13. 3M 14. nestle 15. Siemens 16. Oracle 17. Citigroup 18. Caterpillar 19. Toyota 20. Ford Motor

NZ employers focus on attraction and retention strategies New Zealand’s professional employment market continues to be challenged by a shortage of quality talent and employers will have an ongoing focus on staff attraction and retention throughout the next 12 months, according to the findings of the Michael Page New Zealand 2013/14 Salary & Employment Forecast. Forty-eight percent of the surveyed employers said they expected a professional skills shortage in the coming 12 months.

“New Zealand continues to be impacted by a shortage of professional talent across a range of industries, and employers are tightening their focus on attraction and retention strategies as a result,” said Pete Macauley, Regional Director of Michael Page in New Zealand.

The survey found that to attract and retain talent, the most popular tool for 34% of employers will be to promote a strong company culture while 25% will offer recognition and reward incentives.

10 October 2013 recruitment extra

“New Zealand continues to be impacted by a shortage of professional talent across a range of industries, and employers are tightening their focus on attraction and retention strategies as a result."

- Pete Macauley, Regional Director, Michael Page in New Zealand

Flexible work arrangements were also a popular work-life benefit for employers and employees alike.

Salary remains a key attraction and retention strategy, particularly in an

environment where skill shortages are expected. Fifty two percent of surveyed employers believe the skills shortage in New Zealand will cause salaries to rise above the inflation rate, and 62% of surveyed employers say over the next 12 months they will award salary increases to all of their employees with the amount based on performance. Fifty-eight percent say the average salary increase will be between 3% and 5%.

“With the state of New Zealand’s economic market over the past few years, many employers have been limited in their ability to provide strong salary and remuneration increases. While domestic economic conditions continue to be a factor likely to impact salary levels over the next 12 months, according to 72% of surveyed employers, the ability to offer competitive salaries will be a key determining factor in keeping top talent within businesses,” added Macauley.

News

FREELANCER.COM REJECTS MILLION DOLLAR BUY-OUT

Youth need to broaden horizons In April 2013 Adecco launched the Adecco Way to Work initiative which involved a mass operation of over 10,000 Adecco employees in 50 countries visiting schools and universities to offer career advice, guidance and free training workshops.

Behind the initiative was the concern over record high youth unemployment in Europe and the lack of work experience and jobs available for this age group.

From the 23,500 contestants that took part in the initiative nine winners were given the opportunity to gain work experience in a variety of professions across five continents.

The winners’ jobs included working with the technology start-up Mornin’ Glory in Berlin, interning with the editorial team at Cosmopolitan magazine, spending a day with leading advertising agency IFB McCann, joining the staff of CUPNOODLES MUSEUM in Yokohama, spending time as a chef on a cruise ship in Norway, experiencing work at a power plant in Chile, selling beer for Heineken in the Netherlands, working at a multinational bank in Ho Chi Minh City and being a kids’ party planner in Singapore.

Adecco Group CEO, Patrick De

Maeseneire, who met the winners, commented: “I was impressed by the enthusiasm of these young people, by their desire to learn and their openness to new and varied experiences. Acquiring hands-on professional experience is absolutely fundamental to successfully enter the world of work and make the right career choices. Young people must be willing to learn languages, work abroad and show a can-do attitude: all crucial to seizing opportunities on today’s job market. My sincere thanks to our clients around the globe who supported this initiative by providing such a varied and enriching range of jobs for our winners.”

The winners, who came from Australia, Germany, Italy, Spain and the US, returned home in September.

Federico, a contest winner from Italy, said the experience had taught him to broaden his horizons and look further afield for a job: “A job opportunity could take you abroad for a while, and it may not be exactly what you expected.

But that’s fine, because you’re getting experience and a clearer idea of what you really want to do.”

Freelancer.com chief executive and founder Matt Barrie has reportedly turned down a $430 million acquisition offer from Japanese company Recruit Co. Barrie told Fairfax Media that close to 100 offers had been made since 2009 and that he had rejected the Recruit Co offer "after careful consideration".

Speaking to Ben Grubb of the Sydney Morning Herald Barrie said: "I think it's the right time for the company to go out there and raise some money. It's the right time to go out there and put the foot on the pedal to go out there and landgrab."

Barrie intends to list on the ASX and said he was hoping to pave the way for other technology companies "in whatever stage of their life cycle" to come to the ASX as a place to raise funds rather than all go overseas, "which is a traditional Australian venture capital model that I think is somewhat broken".

He decided to list on the Australian stock exchange because it was "a national imperative" to build the technology industry locally, he said, and because more money had been raised by companies on the ASX than on the Nasdaq.

"We need to build the sector here and build some companies up and really build the industry up," he said. "To a certain extent I'm putting my money where my mouth is and doing this."

Barrie is expected to float Freelancer.com on the local stock exchange by the end of the year.

recruitment extra 2013 October 11

News

Big bonuses for men in finance Bonuses and benefits to attract and keep key accounting, banking and finance staff are still common with one-quarter of accounting professionals and half of banking and finance professionals getting cash rewards, according to a survey conducted by Lloyd Morgan.

The survey of 2,300 Australian accounting professionals reveals that over the past year 24% received an average cash bonus or commission of $9,300 with the highest single recipient reaping $200,000.

However, compared to the previous year (2011-2012), the average cash bonus dropped 6% from an average bonus of $9,900.

According to the data drawn from MySalaryPortal.com, there was a large disparity in gender with males getting double the bonus amount than their female colleagues with the average bonus being $12,900 and $6,400 respectively.

It also showed 38% of respondents received one or more benefits as a work perk (unchanged from the previous year) with car-related deals (car parks and car allowance), and flexible working hours

most cited. Mobile phones and extra annual leave were also cited.

Of the 1,280 banking and finance professionals, over the past year, 49% received an average cash bonus or commission of $19,500 with the highest single recipient reaping more than $500,000. The gender pay gap was extreme in banking and finance compared with other sectors with the bonus gap actually increasing from $12,500 to $16,000 over the previous year.

“A gender gap is consistent across a number of other sectors but not as drastic as what we’re seeing in banking and finance. For example, in accounting the gap is about $6,500 and in the ICT sector it’s $3,000, both in favour of the male pay packet,” said Paul Barbaro, Executive General Manager Lloyd Morgan.

“Despite the national unemployment rate climbing to 5.7% and the present jobs market favouring hirers over candidates, inducements remain popular to snare and keep top candidates,” Barbaro said.

“Across the board businesses are keenly aware of how important it is to keep

Employee treatment extremely important for company reputation Hays group research has found that 70% of prospective employees view the way that an employer treats and supports its employees was extremely important when considering a company’s reputation.

Also rated as extremely important were the relationship between management and staff, training and development and the quality of products or services.

Only 28% of Australian employees rated the company's financial health as extremely important, while the majority were indifferent about the company's recruitment website or advertising.

However, 55% of respondents rated the overall internet presence of a prospective employer as "important" when deciding whether to apply for a position.

12 October 2013 recruitment extra

According to the survey, people judge a company as an ideal employer primarily on their 'fit' with the company's vision, culture and values, followed by the company's products or service and experience received as a customer of the company.

Hays said the responses “clearly demonstrate[d] the reputation and employment experience associated with a company are important elements to communicate in an employment brand.

The responses also show that internal factors, such as the treatment and support offered to employees, service offered to customers, management style and job security are just as important as vision, culture and values in attracting candidates to a company.”

their people motivated and rewarded.

With economic conditions marked by uncertainty and skilled professionals reluctant to leave secure employment, strong inducements remained key to attracting people.

“Workforce indicators predict some slow but positive growth from early 2014 and companies will look strategically at the skills they need and what they’re prepared to offer for them so we can see the value of bonuses and work perks to climb again.’’

In terms of benefit trends, Barbaro said car related benefits continued to be a staple for middle and upper management, but work/life balance was playing a greater role and increasingly people were asking for perks supporting their health and wellbeing.

The research also revealed degree qualified individuals were more likely to receive bonuses. He said the accounting and finance sector was "highly regulated" and career advancement was, more often than not, enhanced by formal qualifications.

Positive news for recruitment agencies Jobseekers are increasingly turning to recruitment agencies to “get an edge over their competitors” according to staffingindustry.com.

The article quoted figures from the Australian Bureau of Statistics’ that show the number of unemployed people who have registered with a recruitment firm has grown by +80%.

There were 142,000 jobseekers using a recruiter in 2012, compared with 78,800 in 2008 when records began.

Looking for work with a recruitment firm is still only used by 24% of unemployed jobseekers, the least popular job hunting method for this demographic.

The article adds that an estimated 90% of companies report that they will use a recruitment firm to help them source staff in the future.

News

A SMELLY MATTER A poll from Employment Office has revealed three quarters of Australian workers have been impacted by the poor hygiene and distracting habits of their co-workers, causing them to lose concentration. One in five said it negatively impacted on their productivity.

Seventy five percent of respondents reported finding it difficult to work alongside someone with offensive body odour, while 64% have struggled working with a colleague with bad breath. A further 60% have had trouble concentrating due to a co-worker's persistent coughing and 48% have had to put up with a colleague with excessive

flatulence.

Employment Office’s Tudor Marsden Huggins says while the subject of personal hygiene can be a sensitive one, it is best for employers to manage such issues in a timely manner, for the comfort of all employees, and to protect the employee in question from continued embarrassment.

“As soon as you become aware of the problem, it is best to address it privately as soon as possible. Be considerate, but direct, making sure the employee understands you are not personally attacking them, but rather suggesting changes for the comfort of everyone in the workplace.

“It is important for an employer to resolve any personal hygiene issues before other staff members do it in a nontactful way. If this happens the problem can easily escalate and become a bullying issue,” he said.

The survey also revealed that despite concerns about the bodily habits of coworkers, 85% of employees are in favour of open plan workspaces.

“While workers are not desperate enough to go back into secular offices and cubicles, it is still a concern that one in five employees believe the poor personal hygiene of others is affecting their work,” Marsden-Huggins said.

Definitive Consulting extends Asia-Pacific operations Definitive Consulting has opened two new offices in Asia Pacific, one in Perth and the other in Singapore. In addition to opening in Perth, the firm has significantly expanded its established office in Sydney – quadrupling the firm’s size over the last 18 months.

Definitive’s focus on entering new markets was a result of particularly strong performance across its Asia-Pacific operations. Over the last 12 months, the firm’s Asia-Pacific revenues have more than doubled, and now account for 50% of

income worldwide.

Founder and CEO, Darren James, said: “We recognised very early that the higher growth economies in Asia-Pacific would be vital to our continued success, while global mergers and the emergence of specialist regional hub markets offered significant growth opportunities.”

In Singapore, Definitive Consulting will be led by Tracy Burrows, a legal partner search specialist with seven years’ experience in the market. Formerly a tax lawyer with Ernst & Young, Burrows

will lead a team including Willem Kra, Principal, Head of Advisory, and David Louey, CPA, Senior Consultant Tax & Assurance.

In Perth, the new office will be led by Rachel Frazer, a consultant with over 10 years’ experience in both the Perth and international markets.

Definitive Consulting, which operates from a head office in London has plans to further expand in Asia-Pac, with moves to open in Hong Kong before the end of the year already well advanced.

THE SUPER THAT MOVES WITH YOU.

kineticsuper.com.au recruitment extra 2013 October 13

News

AUSSIES TOP EMPLOYEE TURNOVER GLOBALLY Australians are leading the world in employee turnover, Kelly Services research has revealed. The research found 62% of Aussies had jumped ship in the last 12 months and 26% of employees had considered changing jobs but had yet to make the leap. However, the results show that only 9% moved for a higher salary and 17% for development opportunities.

Kelly Services MD Karen Colfer said the results proved that "people leave managers, not jobs". She said 63% of Australian respondents said "their direct manager or supervisor ha[d] an impact on their level of satisfaction or engagement."

The results showed 55% of respondents wanted their manager to focus on training and development, 33% wanted more transparent communication and 43% wanted their manager to clarify responsibilities, goals and objectives.

"While local employees are so unsettled, managers who focus on improving communication and providing more opportunities for personal development will have a better chance of maximising their investment in people and skills," she said.

Almost one-third of respondents said

they would recommend their employer to a family member or friend. Most influential in terms of employees' recommendations included company culture and reputation (32%), opportunities for advancement (18%), work/life balance (16%), interesting or challenging work (16%) and a flexible work schedule (10%).

"It's telling company culture and reputation feature so strongly in employees' recommendations, underscoring how important it is to focus on culture in order to attract and retain the best employees,” Colfer stated.

Colfer said the results revealed Australia was the "the most volatile in the world in terms of employee turnover" and employers needed to "look closely at the mix of benefits and conditions they are providing" to recruit and keep talent.

Taking a positive slant to the results Colfer said the fact that retaining staff wasn’t simply about increasing salaries was important "for businesses who are finding the current economic environment challenging”. A greater focus on creating the right working conditions and company culture could help businesses hang on to top talent.

AUS CIOS INCREASINGLY POSITIVE The Michael Page Technology 2013-14 CIO Viewpoint report has found a continued emergence of IT innovation in areas such as Big Data, eCommerce and Cloud Services that is expected to shape the hiring outlook and the skill sets in demand within the technology profession over the coming year.

The report discovered that eCommerce was the priority innovation area for the largest percentage of CIOs (31%), followed

by Big Data (28%) and Cloud Services (23%). Over half of the CIOs said Cloud Services were having a moderate impact on the IT function of their business, with 29% citing a “significant impact”.

In terms of IT spend, 34% of CIOs will see 2-3% of the business’s overall revenue reinvested into IT, while 28% will benefit from their company investing 5% or more.

14 October 2013 recruitment extra

Compared to the previous year, 38% of CIOs surveyed will work with a similar budget over the coming 12 months while 33% expect to have an increased budget and 29% will have a reduced budget to the previous year.

“IT headcount for CIOs over the coming 12 months is expected to be stable with the previous year for 45% of survey respondents, and 30% indicate they will increase the size of their teams,” said Emily Wilson, Director of Michael Page Technology. “We are also seeing the hiring of permanent employees as the preference over fixed term contractors, according to 43% of surveyed CIOs, indicating the commitment to build teams with the relevant skill sets to progress project innovation initiatives.”

Academics urge govt to focus on mental health at work The University of Sydney's Happiness, Health and Wellbeing at Work Conference is this year expected to call on the Abbott Government to give priority to mental health in the workplace as it conducts its promised review of mental health services.

The annual Conference organised by the University of Sydney Business School's Workplace Research Centre (WRC), is also expected to highlight some of the causes of mental illness amongst workers including vicarious trauma suffered by those who work with trauma victims.

"During the election campaign, the Coalition promised a review of our mental health system and we believe that there needs to be a focus on mental illness in the workplace which impacts on the lives of individuals and on productivity," said WRC Director, Professor John Buchanan.

"While mental health will be a feature of the Conference, the physical wellbeing of workers is also essential and the Conference will look at the role of the workplace when it comes to healthy lifestyles," said Buchanan.

"Importantly, this Conference will bring together academics who are expert in this field as well as people with practical industry knowledge and experience," he added.

News

Go home on time This year’s ‘Go Home on Time Day’ will be held on 20 November 2013. The annual initiative of The Australia Institute and beyondblue aims to promote mentally healthy workplaces and the importance of work/life balance. beyondblue CEO, Kate Carnell, said something is very wrong in Australia’s workplaces because people are working longer and longer hours, but productivity is not increasing to reflect this.

“If you’re ‘under the pump’ consistently, it can lead to sustained job stress which is linked to depression and anxiety. Depression costs Australian businesses $12.3 billion every year through absenteeism, reduced productivity and staff turnover. So business owners need to wake up to the fact that poor work/life balance takes its toll on both their employees and their businesses,” Carnell said.

The Australia Institute and beyondblue will release new research in the lead-up to Go Home on Time Day focusing on the experiences of the ‘overworked’ (those who

would like to work fewer hours) and the ‘underworked’ (those struggling to enter the workforce or those who want to work more hours).

Early findings reveal: • Of those who feel ‘overworked’, 1 in 4 experience anxiety • 3.3 million ‘overworked’ Australians experience loss of sleep • 50% of Australians who are overworked would like to spend more time with their family • Almost 25% of employees who work unpredictable hours say this arrangement impacts on their financial security • 1.1 million Australians found involuntary time out of the workforce demoralising • 1 in 5 experience anxiety as a consequence of their time out of the workforce.

“Go Home on Time Day is a lighthearted way to start a serious conversation and when so many people say work – either too much or not enough – is making them anxious then it’s clearly

a conversation that needs to be had.

Managers see first-hand how productivity is affected when workers feel stressed or anxious. That’s why we’re encouraging businesses to participate,” Dr Richard Denniss, Executive Director of The Australia Institute said.

“When people are expected to work increasingly longer hours, their stress levels rise because often they don’t know what time they can expect to leave work and have little job control. They fear that not working back may put their jobs at risk, but they also face pressure from home when they can’t meet their families’ expectations. In short, their work/life balance suffers and their stress levels skyrocket,” Carnell said.

This year’s campaign focuses on actively engaging workplaces of all sizes to recognise and acknowledge the impact of the workplace on people’s mental health and wellbeing by promoting workplace activities such as a lunchtime yoga class, a morning or afternoon tea and a set time for everyone to go home.

HIRING EXPECTATIONS HIT LOW EBB The latest Hudson Report: Employment Trends highlights downward pressure on hiring expectations with the number of employers expecting to increase headcount dropping 1.6 percentage points (pp) to 20.9%, the lowest level since Q3 2009.

The proportion of employers expecting to maintain current headcount increased 2.1pp to 65.3%, the highest level since Q4 2009, while intentions to decrease headcount dropped 0.4pp to 13.8%.

“While there is downward pressure on hiring expectations, it’s not as pronounced as it was entering into the GFC where the rate of employers decreasing headcount was much higher. We’re seeing liquidity in the market – many employers are reshaping their teams, but are not increasing their overall headcount,” said Mark Steyn, CEO of Hudson Asia Pacific.

“Organisations cannot shrink their way to success. Individuals, who can help transform businesses, lift productivity and open up revenue streams to compete

more effectively, remain in high demand.

So, while employers may not be growing their overall workforces they are looking for the right people to transform their businesses and ensure they are well positioned,” added Steyn.

State by state: » South Australia has the strongest intentions to hire, up 1.0pp to 24.2%.

Information Technology held the highest intention to hire for the third consecutive quarter » Western Australia saw intentions to increase headcount fall 1.6pp to 23.3%, while the Resources industry saw intentions to hire fall 5.3pp to 9.1% » New South Wales has seen the most significant lift in hiring expectations, up 1.3pp to 23.2%, where expectations of hiring in Government have lifted 23.5pp to 38.0%, the highest of all the state’s industries » ACT has seen a drop in hiring expectations of 4.1pp to 22.2%,

largely driven by a 7.5pp fall in hiring expectations for Government in the region » Queensland hiring expectations fell 3.4pp while expectations to maintain headcount rose 3.7pp. Hiring intentions for the Resources industry increased 4.0pp in QLD while hiring intentions for the industry nationally rose by only 0.8pp » Victoria has the lowest expectations to increase headcount, down 5.3pp to 16.2%. It also saw the biggest increase in intention to maintain headcounts, up 7.0pp to 68.3%, the highest of all states.

Nationally, the report found that Information Technology had the highest intention to hire of all industries, up 3.3pp to 36.0%. IT was followed by Professional Services, down 3.1pp to 31.1%. The Utilities industry had the lowest expectation to hire at 13.6%, while expectation to hire in Manufacturing improved 6.0pp to 14.6%.

recruitment extra 2013 October 15

Online Recruitment

Year-on-Year market share for Business and Finance Employment and Training, in All Categories Based on market share of visits to the industry. Monthly rankings for the month of August 2013 This category features online job databases, employment classified websites, employment agencies and human resource management services. It also includes any websites related to job seeking, vocational training and career development.

Rank

Website

Domain

Visits

1

Seek Australia

www.seek.com.au

27.91%

2

Linkedin

www.linkedin.com

19.30%

3

CareerOne

www.careerone.com.au

3.68%

4

jobrapido Australia

au.jobrapido.com

3.61%

5

Job Seeker

www.jobseeker.com.au

2.75%

6

MyCareer

www.mycareer.com.au

2.70%

7

SimplyHired Australia

www.simplyhired.com.au

2.57%

8

Indeed Australia

au.indeed.com

2.37%

9

indeed Australia

www.indeed.com.au

1.94%

10

Australian JobSearch

www.jobsearch.gov.au

1.90%

11

Woolworths - Careers

www.wowcareers.com.au

1.12%

12

Star Now Australia

www.starnow.com.au

0.68%

13

SpotJobs

www.spotjobs.com

0.67%

14

Coles Careers

www.colescareers.com.au

0.61%

15

Fair Work Online

www.fairwork.gov.au

0.58%

16

Jobs.wa.gov.au

www.jobs.wa.gov.au

0.56%

17

jobsearch.com.au

www.jobsearch.com.au

0.55%

18

indeed

www.indeed.com

0.53%

19

Hays Personnel Services

www.hays.com.au

0.53%

20

Jobs.com.au

www.jobs.com.au

0.52%

Date

Market Share

Date

Market Share

Aug-12

0.78%

Mar-13

0.95%

Sep-12

0.78%

Apr-13

0.96%

Oct-12

0.84%

May-13

0.99%

Nov-12

0.84%

Jun-13

0.93%

Dec-12

0.69%

Jul-13

0.99%

Jan-13

0.94%

Aug-13

0.96%

Feb-13

0.99%

16 October 2013 recruitment extra

News

Employers demanding too much?

Globally, almost nine out of 10 employees feel employers make higher demands on their skills and competencies than five years ago, according to the latest Randstad Workmonitor. The sentiment is particularly strong amongst employees in Brazil (93%), China (94%), Malaysia (93%) and Spain (91%).

The research found that the demands employers were making in regard to digital skills were increasingly high, followed by demands around social skills (73%), education (76%) and experience (76%). Not only do employees feel that employers make higher demands on their employees’ competencies than five years ago, they also think their job requirements will become more demanding in the coming five years.

Despite most survey respondents saying they will do anything to meet their job requirements , a third of all employees (34%) fear they will no longer be able to meet their job requirements in due time.

This concern is highest is Japan (60%), particularly amongst Japanese men.

The Workmonitor recorded some positive change in the level of confidence employees have in finding a new (different or comparable) job. After a few downfalls in the last quarters, confidence has finally increased. The fear of losing one’s job has stabilised worldwide apart from in Japan.

In Belgium and Australia fear of job loss has declined.

The mobility index had declined slightly, according to the research, and is now at the same level as the first quarter of 2013 and at the highest point in three years. Mobility has risen in Spain, Norway, India and Slovakia but declined in The Netherlands, Belgium and Australia.

In terms of employee satisfaction the index found the most satisfied employees globally were in Denmark and Luxemburg (78%). Hungarian (49%) and Greek (52%) employees were the least satisfied with their current employer.

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Work on the project is expected to commence in mid-2014 and last approximately 12 months.

Programmed Managing Director Chris Sutherland said: “This highlights our continuing success in securing contracts to support the marine management, manning and logistical needs of Australia’s largest oil and gas projects.”

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recruitment extra 2013 October 17

HR Report

HR REPORT recruitment extra's monthly update on the latest news, reports and opinions on what’s happening in HR nationally, trends from overseas and briefs on the activities of equal opportunity organisations, employers, EO tribunals and agencies and governments.

Reporter: Jane Dillon

Improve our HR: research

Australian HR practitioners are taking a battering in perception by business and talent leaders, Deloitte research has found.

The survey of 1,300 business leaders and HR executives in 59 countries revealed only 36% of Australian business and talent leaders believe their companies have world class HR and talent programs and 25% believed radical improvements in the HR function were needed.

Nicky Wakefield, Deloitte’s national practice leader for human capital, said the results showed Australia is world class in some things but “playing catch up” in others.

She said the GFC had created a VUCA (volatile, uncertain, complex and ambiguous) economy and HR was “increasingly being asked to take on more responsibility”. “Boards are changing the HR game,” she said “Boards are asking HR to take on regulatory adherence and risk management, [which are] new muscles for HR to flex,” she said.

The research found leadership development tops the priority list for HR and Wakefield recommended HR develop internal career lattices to provide staff with advancement opportunities.

Wakefield said internal talent development that enabled cross functional promotion had the potential to strengthen business productivity. She said having a CEO who had “one functional lens” could limit the potential for innovation.

“Employees are looking for stretch roles to grow their own talent,” she said. “Organisational and geographic mobility is at the forefront of employee thinking and HR should be planning for that.”

‘Alarming’ discrim in ICT

Australian Computer Society (ACS) research has shown the ICT sector in Australia is profoundly gender imbalanced and more than 42% of female respondents said they had been subjected to gender-based discrimination.

The national employment survey revealed fewer than 30% of all ICT positions were held by women.

The survey of 5,000 ICT professionals found 34% of men and women had been subjected to some form of gender-based discrimination. 42% of those complainants were women, which the ACS said was “an alarmingly high number”.

ACS Women’s Board director Alison Orr said the figures should “serve as a wakeup call for employers who think they can discriminate against people on any basis, but especially on the ground of gender”. She said discrimination had “no place” in 2013 and the ACS would “take an extraordinarily dim view of employers

18 October 2013 recruitment extra

who persist in this archaic practice of discrimination”.

ACS CEO Alan Patterson said it was also “staggering” employers continued to overlook the benefits older workers could bring to a workplace.

“Without new graduates, the shortage of skills will become critical once older workers start to leave the workforce,” he said.

CSR volunteer for engagement

Corporate volunteering can improve employee engagement and the financial bottom line, research from the Macquarie Graduate School of Management (MGSM) has revealed.

Dr Debbie Haski-Leventhal,MSGM senior lecturer of management,headed up the research which surveyed more than 4,100 employees about attitudes to corporate social responsibility and volunteering.

More than half of those surveyed had contributed to some form of corporate volunteering, and the leading benefit perceived by volunteers was it “made work more meaningful”.

Volunteers aged 25 and younger were more likely to rate meaningfulness as a factor than senior level employees, providing possible insight into programs needed to engage millennial employees.

Women aged 25 to 34 working in administrative roles were significantly more likely than other subsets to recommend corporate volunteering to peers and family.

However, low-income earners, people in professional level roles and people who were born overseas were less likely to volunteer than others.

Barriers to volunteering included workload, lack of awareness, lack of time and changed job conditions. The report recommended HR “find solutions that work with the time challenges of their employees such as volunteering during working hours, on the weekend, or with their families”.

Being asked to volunteer by a manager or colleague was also viewed as highly important.

Respondents who volunteered had stronger positive attitudes towards corporate social responsibility and their employer, the study found.

“Of those who participate in corporate volunteering, 82% agreed it is important for them to work for such a company, compared to 72% of non-volunteers.” Some 71% agreed their company engages with the community primarily to help make a difference.

The study also found employees taking advantage of corporate volunteering programs were significantly more likely to feel committed and engaged with their employer. Some 61% said

HR Report

they would be happy to remain working with their employer for the rest of their careers. Haski-Leventhal said the study showed corporate volunteering was an “important motivator” which made “work more meaningful to the employee”.

“These findings indicate that management can continue to motivate and encourage employee participation through feedback and recognition,” she said.

Happy workers like office walls

Open plan offices breed dissatisfied and unproductive employees, a global study of more than 42,000 office workers has found.

University of Sydney PhD candidate Jungsoo Kim and Professor Richard de Dear from the Faculty of Architecture, Design and Planning analysed data captured by University of California Berkley on indoor air quality, temperature, lighting, noise, privacy, and the amount of space an individual perceives they have.

Kim said despite the rhetoric about open plan offices “boost[ing] workplace satisfaction and team effectiveness”, their study found “people in open plan offices were less satisfied than those in private offices”.

Uncontrollable noise and loss of privacy were the main sources of workplace dissatisfaction in open plan environments.

Kim said the potential benefits of working close to colleagues were offset by the increased noise and reduced privacy.

“Open plan offices dominate modern workplaces yet there is little solid evidence they improve interaction between co-workers,” he said.

He said the research compared the “reportedly positives aspects of open plan offices with the negatives [and found] the disadvantages clearly outweigh the benefits”.

Culture is king for engagement

Fewer “meaningless meetings”; taking action to correct underperformance, and being “less conservative” are just some of the characteristics engaged employees want from their employers, according to Altus Q research.

The Behind the veil of Employee Engagement report, prepared in conjunction with Red Balloon, found spending as little as $1,000 per employee on engagement strategies could dramatically increase workplace capability.

The results showed organisations committed to employee engagement were more than 11 times more likely to have increased productivity over the last year.

The survey of 1,550 small and large organisations across Australia revealed engagement capability is directly related to organisational culture.

For the third consecutive year, company culture featured as the capability most likely to impact company performance. More than 85% of respondents said a strong company culture was “crucial” during tough economic times.

The results showed “only [companies with 80% or more engagement] are fully committed to driving depth in their culture as they not only have the most depth, but also name culture as their most important capability to invest in, in tough times”.

Companies who neither measure engagement nor have engagement programs are not “measuring up to that of average

engagement performers” the report said.

“With some targeted investment in the right capabilities, there are big opportunities to make a positive impact on business results as well as on employee engagement [for these businesses].”

Reward and recognition programs were “part of the hidden wiring that ensures success for the high performers”, according to the report.

Organisations with 80% engagement had formal and informal recognition programs which focussed on values based rewards, team work and peer-to-peer recognition. Discretionary rewards by managers were used in fewer than 40% of highly engaged organisations, but used by more than half of less engaged organisations.

The report said the key to high performing recognition was focussing on values and services; using a mix of formal and ad hoc events, and recognising teams and individuals.

Organisations with high engagement were significantly more likely to have cash and non-cash incentives; paid parental leave; training and development programs and flexible working arrangements.

“The 2013 data suggests the vast majority of organisations with less than 80% engagement have slashed their training and development, coaching, incentive and reward budgets,” the report said.

The results showed employee engagement was more than a line item in a functional unit. Successful employee engagement was a “joint effort [requiring] full participation from all parties”.

High performing organisations were more likely to understand employee engagement was shared across all employees, business areas and leaders. However, 28% of organisations with less than 40% engagement believed engagement was the domain of HR alone.

Employee behaviours identified as capable of building employee engagement included asking questions of senior management; understanding the business and its culture; having “fun” and supporting colleagues. “Hoarding information to carve out a job”; “playing the blame game”, and “relying on water cooler conversations for information” were all seen as employee behaviours contributing to disengagement.

Mandatory targets redress gender balance: research Federal Government committees and boards are a “ray of sunshine” in an otherwise dismal performance for women in the 2013 Boardroom Diversity Index.

Women on Boards directors Ruth Medd and Claire Braund said only the public sector had made significant progress.

They said the ASX200 made “strong gains since the change to the Corporate Governance Principles and Recommendations in 2010” but progress would stall if board chairs did not maintain commitment to diversity and gender balance.

Medd and Braund said the ASX200 was “being dragged down by the top listed 39 Western Australian companies who have only 7.7 of directorships held by women”.

The annual survey revealed women held 41.7% of Federal Government board appointments, up from 38% in 2012. In the 2012-2013 financial year women took 47.6% of the 1,069 new board appointments.

They said the former Federal Government’s mandatory target of 40 per cent women on its boards by 2015 demonstrated a “concerted effort” to redress gender imbalance, which relied on more than “good intentions and rhetoric”.

HR Report is an independent fortnightly new service published by Thomson Reuters. The service is available in paper and email format.

For further details visit: www.thomsonreuters.com.au/hr-report-email.

recruitment extra 2013 October 19

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2013 RECRUITMENT EXCELLENCE AWARDS

FRIDAY, 25 OCTOBER 2013

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What our sponsors say about the Awards...

CXC: CXC Global are, once again, thrilled to be a part of this year’s Recruitment Excellence Awards. Our association with this event gives us the opportunity to thank the recruitment and HR industry for their ongoing support over the past 21 years. With this year’s awards being the fourth CXC have been associated with, we see the importance of coming together as an industry to not only celebrate our current successes but also to inspire each other to continue striving for future feats.

great to give a little back to those that have helped us along the way.

DELOITTE: Deloitte are proud to have sponsored the awards since their inception in 2008.

We service numerous recruitment companies and the awards allow us the opportunity to give something back to the industry. We continue to enjoy our association with the awards, particularly the friends and colleagues that we have met along the way.

ASTUTE PAYROLL: Astute Payroll are so pleased to be associated with the REA’s yet again. We continue to provide support as a way of giving back to the industry.

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The awards are an excellent opportunity for industry professionals from all over the country to come together and share in each other’s success. The popular event is a credit to recruitment extra and the recruitment industry.

The Panel

Pete Watson Director Mint Recruitment

&

A

Do you anticipate the change in government to have an impact on your business?

In short, no.

Ever since I started out in the crazy world of recruitment (almost one and a half decades ago), we’ve always been able to conveniently rely on a regular and elaborate reason why we’re not billing as much as we ought to!

My first introduction to this brilliant blame-game was “The Millennium Bug”, or the Y2K problem. As a young(ish) IT Recruiter back in the UK, all I heard from the more experienced IT Recruiters around me was that every computer in the whole wide world was going to explode on the stroke of midnight, on New Year’s Eve, 1999… And that aeroplanes were going to start falling from the sky!

Midnight came and went without a hitch, and everybody came back to work on Monday morning with a hangover, but without a reason not to bill.

The most recent big one, of course, was the GFC! I know some Recruiters who have made the Global Financial Crisis work for them for 6 years! Every review or appraisal, they just keep rolling it out! I know one particular Accounting & Finance Recruiter who claims he can attribute his worst month in 2012 to a batch of dodgy mortgages issued in the town of Springfield, Ohio, in 2006.

I’m kidding, of course. But the point I’m making is that there’s always something we can point at and say “There! There it is! That’s the thing that’s stopping me doing my job to the best of my ability!”

An excuse, if you will!

Up until a few weeks ago, I was having regular conversations with Recruiters who had found themselves on the market for reasons directly related to their performance, and the current hot favourite of the day was the General Election! “Nobody is looking for jobs until after the election!” “Nobody is looking to hire until after the election!” “Nobody is doing anything until after the election!”

Anyway, the General Election has been and gone, and what has really changed? Well, nothing!

And any changes that do occur will be slow and quite possibly completely miss-able to the naked eye.

So, do I anticipate the change in government to have an impact on my business?

Not in the slightest.

Recruitment agencies have been around since the late 1940’s, across thousands of different countries. And governments change and topple all the time, and our job, as Recruiters, remains the same… To fill jobs.

The one thing I would love to see is Tony Abbott standing on the steps of the Opera House, shouting “Welcome to Australia, Recruiters! Easy 457 Visas and plenty of LAFHA for everybody!”

But I don’t think that’s going to happen, do you?

So, until the next general election, keep your eyes to the skies for falling aeroplanes.

Pete started Mint Recruitment in London 10 years ago, and brought the Mint brand to Australia five years ago. As Managing Director, Pete takes overall responsibility for Mint’s three offices across the UK and Australia, and spends his time floating between Sydney, Melbourne and London meeting seasoned recruiters looking for their next move.

22 October 2013 recruitment extra

The Panel

Vibeke Thomsen

Matt Sampson

Founder and Manager Galaxy Recruitment

Owner and Managing Director Aspect Personnel

As a Rec2Rec, Galaxy’s business is to a large extent dictated by the state of our clients’ business (the recruitment agencies) as they are dictated by the state of THEIR clients’ business.

In the (way too long) lead up to the election, businesses have been reluctant in making decisions on their infrastructure such as increasing headcount. As a result hiring was notably lower this year during the first part of the financial year which is normally busy.

With the instability from the Federal Election behind us, and with focus on the Government’s business incentives schemes, employer have gained confidence which will encourage spending and investment in their infrastructure and hiring of more people.

The new Coalition Government has promised job growth and job stability. In his pre-election campaign, Tony Abbott promised to reduce the SME company tax rate by 1.5% in order to encourage creation of more jobs. The Coalition’s plan of removing the Carbon and Mining Tax Packages are amongst other plans to stimulate business growth. Employers are also looking for some changes on the IR front, especially in relation to the contract protection and if/when the paid parental leave scheme takes effect it will help employers attract and retain workers.

Overall, I would not be surprised if we see a drop in employment.

Whilst we are unlikely to experience any significant increase in hiring intentions this side of Christmas, it is time for recruiters to initiate discussions with their clients about the new IR changes and hiring plans for next year.

As the recruitment firms are sensing the surge of business confidence from their clients, the recruitment consultants are gaining confidence as well. As a rec2rec, we have been challenged by the top recruitment consultants’ reluctance in making a move when the market is flat; however, we are already experiencing an increase in good consultants/candidates coming in for career talks, and job enquiries within the recruitment industry.

As a business, Galaxy Recruitment and the rest of the recruitment industry will be positively impacted by the new Government. Within the next six months, I am expecting an increase in the volume of both recruitment job opportunities and experienced recruitment candidate coming through to Galaxy. We look forward to converting them to successful placements.

Vibeke is the founder and manager of Galaxy Recruitment; a Brisbane based rec2rec firm which has been operating for over eight years. She has clocked up nearly 20 years of experience in the recruitment industry, 12 of those as a Rec2Rec specialist.

Born and educated in Denmark, she “fell” in to recruitment in Tokyo (as you do!) where she lived for five years. Her career continued in the UK and NZ where she worked for Kelly Services and Morgan & Banks. In 1998, she set up the first rec2rec firm in Wellington and sold it four years later when she moved to Australia.

As an owner of a recruitment business, the Labor Government had its hits and misses.

Their management of inflation (which facilitated lower interest rates) helped; their dogged promise to deliver a budget surplus did not.

But the overriding taste left in my mouth from the Labor Government is the sour flavour of dysfunction. In any organisation, confidence is driven from a clear, unified direction, championed and driven from the top. On this front, Labor failed in spectacular fashion, spreading uncertainty through businesses and consumers alike.

While not the sole inhibitor of economic confidence amongst Australians, policy-related uncertainty has definitely played a role. This has fostered conservatism and indecision from both businesses (clients) and consumers (candidates), neither of which behaviour lends itself to recruiting additional staff or looking for a new job.

Whether you agree with the Coalition’s policies or not, at least there is now a clear mandate and political direction. This, I expect, will flow through and improve confidence in the Australian economy – at least in the short term.

Westpac’s most recent Index of Consumer Sentiment showed an increase of 4.7% to 110.6 – the highest since December 2010 – which was around the same time as Labor’s first leadership overhaul. The survey was conducted between September 2nd and 8th. Interestingly, results collected on the last day (the day after the election) showed a “marked lift in sentiment”, though the sample size is too small to be statistically valid.

Similarly, the NAB Business Confidence rose to its highest level in over 2 years. In September it stood at +6, up from a low of -3 in July, the month after Labor’s more recent caucus ballot.

So, while I could hypothesise about the benefits to my business of the new government’s planned tax reforms and increased infrastructure investment, I am not confident that I will see many of these benefits until the Coalition’s second term – assuming they earn one.

For now, I believe the biggest impact of the new government will be on economic sentiment – albeit potentially a temporary one. We (as business owners) can stop holding our breath, assess a seemingly stable political course, and start making decisions with a level of confidence that has been missing for some time.

Matt graduated from the University of Melbourne with a Bachelor of Commerce. He has been working in the Australian recruitment industry since 2005 and is the Owner and Managing Director of Aspect Personnel. Aspect has repeatedly been recognised by BRW, SmartCompany and StartUpSmart as one of the fastest growing businesses in Australia, and by recruitment extra for its employee attraction and retention strategies. Sampson himself has been named by SmartCompany as one of Australia’s top 30 entrepreneurs under the age of 30.

recruitment extra 2013 October 23

Workplace Flexibility

“By making flexible working arrangements an embedded business practice for all employees, at all levels of management and at different stages of their career, organisations become more sustainable and adaptive to change whilst also creating a competitive advantage in the on-going war for talent.”

Gail Kelly, Managing Director and CEO, Westpac

“Millenials want more flexibility, they want more freedom, they want more control. Getting a nine-to-five job at a company is the least appealing option.”

Matt Cooper, Vice President of Business Development and International, oDesk

“Anecdotal reports however suggest that co-workers may be adversely affected by the introduction of flexible working arrangements and many of the reported downsides of flexible working relate to the impact on co-workers.”

Shanahan, 2005

24 October 2013 recruitment extra

“Overall, we believe that flexible work is here to stay and that it offers the potential for productivity gains and greater levels of employee engagement which both boost a company’s bottom line while also offering benefits to the national economy.”

Nick Deligiannis, Managing Director, Hays - Australia and New Zealand

Workplace Flexibility

“Many business owners talk of workplace flexibility in terms of balancing work and family exclusively in the realm of children. However, a trend is emerging, especially given the impending retirement of baby boomers, showing the current workforce will need to balance the demands of their work with the duty of care towards their parents and grandparents.”

“The report shows that women who work part-time or flexible hours, waste just 11.1% working hours compared to 14.5% by the full-time counterparts.”

Ernst & Young, Productivity report: Untapped opportunity

Daman Patterson, Group Manager, People & Culture, Chandler Macleod

SET YOUR WORKERS FREE

By Imogen Tear, Editor, recruitment extra

T

he legal right for certain demographics of the workforce to request flexible work was enshrined in law with the passing of the Fair Work Amendment Act in July 2013. Whilst most people appreciate the convenience, equality and balance that allowing flexible work delivers, there is also a strong business case to back the practice. An Ernst & Young report found that collectively workers in Australia and New Zealand could save at least $1.4 billion on wasted wages by employing more productive female employees in flexible roles. According to the research: “In an average year, these women effectively deliver an extra week and a half of productive work, simply by using their time more wisely. In other words, for every 71 women employed in flexible roles, an organisation gains a productivity bonus of one additional full-time employee.”

Another supporter of the flexible workforce is Peter Harte, Vice President Asia-Pacific at Kronos, who released the Hidden Workforce study this year.

According to Harte, “The reality is working flexibly equals greater productivity.

Companies that focus on staff well-being are making as big a contribution to their bottom line as those who are looking at ways to increase sales or cut costs. We should not, and cannot afford to, disregard the lifestyle demands of our existing workforce.”

The Kronos research found that many employers were out of step with employees’ needs and that one in four businesses did not recognise the value of diversity. Almost all the female employees surveyed (96.7%)

said they would be keen to return to work after a career break, such as parenthood, if their employers offered flexible working hours. Similar attitudes were common among those aged between 55 and 64 years-old (96.6%). However 81% of employers thought that parents did not return to work due to the costs of childcare, whereas in fact, for 72%, of employees it was due to inflexible hours.

The reasons given by the business decision-makers in the Kronos survey who were unwilling to offer employees flexible working conditions were: disruption to the working environment and the difficulty of managing flexibility-related policies. it is easy to say flexible work should be available where at all possible but there are legal issues around duties of care to employees, security of information and health and safety procedures that need to be addressed. Of course these stumbling blocks are not insurmountable but they do require a high degree of investment from senior management.

Most of the research around flexible working has looked at how flexibility benefits the business and the employee working flexibly, but less has been written around the impact on co-workers. UK workplace information firm Croner found that flexible working conditions fueled ‘workplace conflict’, with other employees resenting those who are able to work parttime or leave the office early.

There are issues around trust and possibly the misconception that flexible workers aren’t pulling their weight because they aren’t physically in the office, but these can easily be addressed with the

right procedures and education. However, once again doing so requires strong positive leadership on the issue and proper administrative and management direction so employees don’t feel they are being pushed into taking up the (perceived) slack left by the part-time or remote worker.

Flexible working arrangements are going to become more mainstream as businesses face skills shortages and look to retain the top talent they have.

“Australia is in the midst of a major skills shortage,” says Harte. “The results of our survey have shown that there is clear opportunity for businesses to reassess their workforce management strategy in order to access a pool of talent that is ready, willing, and able to work.”

The need to embrace different working patterns and the desire of more workers to work flexibly is unlikely to abate so businesses are going to increasingly need to look at how to embrace the change.

“Instead of just saying ‘No’, organisations need to have an open mind and be creative about the possibilities if they are to reap the benefits. They also need to build flexible work and careers into their business strategies rather than bolt them on as a set of policies, a program or a set of arrangements that are separate to the way the business runs. A key first step to achieving this is to engage senior leadership teams on the benefits of flexibility and how it can be achieved,” said Nareen Young, DCA CEO. “More than anything else though we need to foster a trusting and trustworthy relationship between managers and staff to enable flexibility to become a reality.” 

recruitment extra 2013 October 25

Workplace Flexibility

Creating a

FLEXIBLE WORKFORCE

By Lincoln Crawley, Managing Director, ManpowerGroup Australia and New Zealand

F

lexibility may be one of the buzzwords of the modern workplace – but it’s with good reason. In a fast-paced world, individuals must adapt and respond to change. As organisations, we must be agile in order to meet the challenges of a marketplace that is always moving, always evolving. And as an employer, we need to give our people the freedom and autonomy to get their work done effectively. All of this requires flexibility in, our attitudes and our practices.

In recruitment, flexibility is at the heart of what we do. We work with clients to build a contingent workforce that can scale up and shrink on demand.

We develop RPO solutions that build workforces with maximum efficiency and minimum downtime.

And we advise our clients on ways to rethink their approach to finding and retaining talent, by taking a fresh look at their brand, processes and systems.

With that context, recruitment agencies should be at the forefront of providing flexible workplaces. And the ones who get it right see impressive results, from higher retention to better staff engagement.

But there is also plenty of room for improvement – in our industry, as well as many others.

Flexibility leads to better outcomes Last year, Right Management surveyed 5,330 Australians for its E8 Engagement Study, providing a snapshot of the state of play in Australian workplaces – including their adoption of flexible work.

The survey showed that 62% of Australian employees feel that their immediate manager supports flexible working arrangements and 57% said their organisation provides flexible working arrangements. A good start, but certainly not outstanding.

Interestingly, only 53% agreed that managers at their organisation believe flexible workers are committed to their

26 October 2013 recruitment extra

“Where flexibility is part of the culture, employees were much more likely to be engaged; their company was more likely to be a high performer within its industry...”

careers, and just 55% feel that their organisation allows for work/life balance.

So while there has been progress in this area, there’s still some way to go.

Why does flexibility matter? The data makes a strong case, showing a strong correlation between workplace flexibility and a broad range of employee engagement indicators.

Where flexibility is part of the culture, employees were much more likely to be engaged; their company was more likely to be a high performer within its industry; individuals were less likely to be planning to leave; and the company was more effective at attracting talent. Those companies also had higher customer satisfaction levels – perhaps because of a more enlightened management team, and possibly because happier staff mean happier customers.

Recruiters and flexibility: can we make it work?

Given the nature and the pace of recruitment consulting, it can seem like flexibility is “too hard”. Interviewing candidates around their normal office hours can mean long days. Deadlines can be tight, demanding all hands on deck at any hour of the day. The list goes on...

But that doesn’t mean flexibility isn’t

possible – it just means we have to make it a focus, and be creative in coming up with solutions. I live in Queensland, have a head office in Sydney, and make it a priority to have a national presence as the Managing Director of Australian and New Zealand, all the while reporting offshore; I’ve had no choice but to get creative about how I work, and where.

Of course that means clocking up frequent flier points, but it also means using video and phone conferences where I can, managing my diary with precision and being adaptable about when and where I work.

And it’s not just me who has this mindset. We have team members at all levels – from senior leadership through to consultants – working in flexible ways.

When a company’s leaders embrace flexibility, it makes it much easier to cascade throughout the organisation. Of course, all team members have a role in making it work: more freedom also means more accountability.

We lead busy lives with lots of responsibilities at work and on the home front. Fortunately though, we now have the technology to make flexible work a reality. What we need now is to generate more awareness of its benefits, so it can become a genuinely mainstream option.

Lincoln Crawley joined ManpowerGroup in 1997. He established Manpower’s IT practice in New Zealand and was promoted to Country Manager. In 2001, Lincoln moved to Australia and set up Manpower’s Managed Services & RPO business and was subsequently appointed as the Director of Sales. Following a two year assignment with Manpower Asia Pacific Lincoln returned to Australia in 2008 as Managing Director, ManpowerGroup Australia & New Zealand. Lincoln is President of the RCSA and publishes Mining for Skills.

Workplace Flexibility

FLEXIBILITY in the Recruitment Workplace - FANTASY OR NIRVANA

By Craig Watson, Director, Scott Recruitment Services

L

et me ask you a question… a simple question with a Yes or No answer. Does your employer offer flexible working arrangements?

I’ll give you a little clue… 79% of you will fall firmly in the no category… Facts are that in the recruitment industry, flexibility is often one of the last things on owners’ minds. What with the tough economy, reducing margins, competition… blah… blah… blah… consultants are often asked to work harder – longer hours and with less flexible working arrangements just so owners can keep their doors open.

Does it work? The stats say no.

“What stats?” I hear you ask… Well… over the past two years we have compiled data on over 600 consultants that we have interviewed face to face, and a further 2,000 that responded to our online Consultant Census – and the results are fascinating.

When a consultant comes to see us, we ask a number of questions designed to give us a blueprint of industry sentiment, trends and best practice.

Three key questions we ask that directly relate to the effects of a flexible vs inflexible workplace are as follows: 1. Do you consider your current workplace to be a flexible/individual or a standardised/inflexible environment?

2. What is the number one motivator for you – when considering a new role?

3. What is your average annual billings?

OK… in isolation those questions are fairly bland and don’t tell us much, but when the results are grouped it makes a little more sense…

• 79% of consultants feel that their current workplace is standardised and inflexible (this clearly demonstrates that most of the recruitment industry don’t practice what they preach!).

• 36% of consultants rate Flexibility & Work/Life Balance as the most important motivator in their new role.

Not earning potential (17%) or Career Opportunities/Training (23%).

• Consultants employed in a flexible work environment on average billed 65% higher than those in an inflexible/ standardised environment… Yes… you read correctly… 65% higher!

There! Finally some proof that if you are not operating a flexible workplace, you are less efficient, less profitable and less attractive compared to those of your competitors who are.

A flexible workplace does not mean your employees rock up when they want, or that everyone has access to part time hours and there’s no accountability – far from it.

What consultants are looking for is an employer that trusts them.

If you provide your consultants with the tools for flexibility: cloud based technology, ability to work from a remote location, understanding around competing pressures… they buy into you and your business. They will be more engaged and they will produce better results.* The simple formula is thus…

Flexibility = Engagement & Tenure Engagement & Tenure = Higher Billings Therefore, by default Flexibility = Higher Billings Not brain surgery… is it?

There are many ways you can offer a more flexible work place in an Agency Recruitment environment.

• Cloud Based Technology – if your consultants aren’t able to operate from a secure internet connection anywhere in the world. And by that I mean: email, database, advertising, calendar etc.

You are falling behind your competitors anyway. Candidates are a valuable asset and your consultants need to be able to access them instantly – and not just from the office.

• Work From Home – Why not? If your consultants can work remotely, why not give them the option of occasionally working from home? It will engage them better and believe me – they will bill higher.

• Mothers Returning to Work – The recruitment industry has a terrible record when it comes to mothers returning to the workplace, and most of the problem boils down to lack of flexibility around offering part time hours. If you had a gun consultant who goes on maternity leave and requests part time hours upon her return – you are mad if you don’t consider it. This is a consultant with a proven track record, knows your business, your clients and your candidates. And, has an increased need to earn more money. She will be gold dust!

It is incumbent on us – as an industry – to provide a more flexible workplace environment. We are a dynamic, evolving and with a very young demographic.

Flexibility is one of the pillars that will give legitimacy and longevity. Don’t let your business get left behind…  *Disclaimer – there will always be consultants who are just looking to take the p!&& but if you run your business based on not offering flexibility because you are scared of being taken advantage of… well… let’s just say that’s more a reflection on you and your lack of trust than your Consultants and their work ethic…

Craig has spent the last 20 years blending his recruitment, HR and training skills locally and globally, has afforded Craig the unique opportunity to gain first hand experience of recruitment trends and processes across the world. Craig is now Director of Scott Recruitment Services nationally. He publishes a weekly blog (with Luke Collard) – The Written Reference – on topical recruitment issues and challenges with over 3,000 weekly views. He also consults to the recruitment industry and corporate HR teams on business modelling, engagement, retention, social media, change management, remuneration and incentive structure and measurement matrix. Craig lives in Melbourne and is married with two young sons.

recruitment extra 2013 October 27

Workplace Flexibility

THE F* WORD -

Flexibility in the workplace

By Louise Pope, Director, Aequalis

A

recent survey conducted by Aequalis Consulting shows that one of the most desired work benefits among employees is work place flexibility. There has been a great deal of talk lately about how the changes and demands of today’s workplace are affecting employees’ lives. Adapting to these changes and demands, as well as to company growth goals, requires employees to work smarter and improve their work practices to be more effective and productive. Employees are striving for improved quality and effectiveness both in their work and their personal lives.

When employees achieve these goals, their employers benefit as well.

Some benefits of workplace flexibility include: • Increasing skills and creativity of your managers – managers are challenged to look outside the square, develop leadership skills and manage a more diverse workforce.

• Save jobs – with less space costs or occasionally fewer hours, employees can stay employed and companies can avoid downsizing.

• Depressurises – flexibility can decrease work pressure at a time when employers are hiring less and their employees are overworked.

• Improves morale – during uncertain economic times, flexibility at work can improve employee morale and increase engagement in the workplace.

• Improving customer service and retention – more committed employees, greater employee retention and a better match between peaks and troughs in workflows and staffing will allow you to more closely meet customers’ needs.

• Becoming an employer of choice – which expands the pool of talented workers that an advertisement will attract.

28 October 2013 recruitment extra

“Flexibility is about being creative and staying focused on what’s important. Organisations now have the challenge, and the opportunity to use flexibility as a means to improve outmoded work practices.”

How can managers create and support flexible work cultures?

Clearly, workplace flexibility is more than a change in schedule. It is a way of thinking and working that seeks to help employees make their best contributions and simultaneously manage their personal lives. Companies that understand the business rationale, engage their employees in identifying innovative solutions, and create tools for managers and individuals will excel in this time of great change. The following are suggestions for helping managers create and support the most effective kind of flexibility: • Learn about your company’s flexibility policies, programs and resources, and disseminate information to educate your employees about what is available.

• Develop strong and consistent messaging about flexibility as a work effectiveness tool, communicating your organisation’s support for flexibility.

• Initiate open, honest discussions about workplace flexibility and effectiveness with your team, and empower your employees to suggest alternative ways of working to better address work/life needs.

• Evaluate management practices and challenge unspoken norms that reward “face-time” over results.

• Adapt organisational systems to ensure that performance is measured based on outcomes, not hours.

• Provide adequate organisational supports for managers and employees to work and manage more flexibly.

• Become a champion for working more flexibly and effectively. Demonstrate your commitment to improving work/ life quality by role-modeling smart ways to work.

Final thought: Flexibility is about being creative and staying focused on what’s important.

Organisations now have the challenge, and the opportunity to use flexibility as a means to improve outmoded work practices. By giving managers the necessary knowledge, confidence and skills, they’ll help to create a business culture that’s supportive of workplace flexibility. A flexible work environment can be the difference between employees that feel energised, committed, and ready to go into bat for you and those that feel burned out, unsupported, and ready to walk out the door at the first chance they get.

Good luck. 

Louise has over 15 years of recruitment experience in the UK and Australia. After successfully managing teams for one of the world’s largest finance recruiters, Louise transferred to the Sydney office in April 1999 to launch the Australian operations. In 2004 Louise founded Crimson Consulting and in 2008 Crimson created a new identity, Aequalis Consulting. Louise’s energy, passion and ambition still fuel the business and will continue to contribute to Aequalis’s long term success.

Workplace Flexibility

THE SME FAMILY: mature workers flexible working options

By Heidi Holmes, Managing Director, Adage.com.au

T

here is no doubting that 2013 has been a tough year for both households and business.

However it is hoped that with the election now behind us, we can look forward to renewed enthusiasm and activity from the business community.

SMEs currently employ over 70% of the Australian workforce. Despite their significant contribution as a collective group, as an individual employer they still face barriers and challenges when it comes to hiring and employing people.

Despite the ‘soft’ economy, there is always a challenge for business to find talented, reliable and affordable people, especially when the market is looking in the same place.

Working for an SME is also quite different to working for a large corporate.

Employees are often required to do tasks outside their job description and in many cases will also have to deal or interact with customers. SMEs don’t always have the firepower to attract the best and brightest with larger organisations offering competitive salaries, career progression and other employee incentives.

So where can SMEs find value in the labour market? Enter the mature age worker.

The 45-55 age bracket is the fastest growing labour market in Australia yet is still largely neglected by employers.

While research has shown mature workers offer a number of tangible benefits, many employers still appear to have a preference for hiring Gen Y and X workers, stereotyping older workers as technologically incompetent and inflexible to change.

The reality is, mature workers will reward employers with loyalty (including lower rates of absenteeism and turnover),

work and life experience leading to better decision-making and a strong work ethic.

While a larger organisation may struggle to quantify some of these ‘soft skills’, many SMEs would place significant value on these attributes.

Flexibility – myth, fact, reality There is no denying that the nature of ‘work’ is changing. For the first time in history four different generations could be working together, who all have different perspectives on what ‘work’ means and looks like to them.

For the mature worker, flexibility is becoming an increasingly important driver in ensuring they stay in the workforce. While their children may have left the nest, caring responsibilities are now focussed towards elderly parents or the grandchildren. As our available talent pool contracts, employers will need to work with their mature employees to provide alternate options to the traditional working week.

It is important to highlight that flexibility does not necessarily translate to part time or casual work. It may simply mean working one day from home or even being able to leave early on a Thursday to pick the grand kids up from school.

While employers have concerns in relation to the administration and management of flexible work arrangements, a greater burden will be the loss of key knowledge and skills as well as the inability to attract talent in a competitive labour market.

Tips for SMEs hiring mature workers While SMEs may be open to hiring maturity, the advantages of working for an SME also need to be better communicated to the employment market.

Here are three things you should consider when writing a job ad to attract

mature age talent.

1. Be an age friendly employer In a society filled with jargon, sometimes we fail to communicate our message effectively. We encourage employers to be straight up – a simple statement confirming that you value experience or maturity is one option. Some employers go further by using the phrase “we encourage all ages to apply”.

2. Differentiate your workplace – highlight flexible working options Small and medium business are often able to adapt to change quickly, embody a ‘family’ like culture and provide flexible work options. Think about some of the unique value propositions your business can offer to employees and highlight these in your ad, including being open to flexible work options.

3. Money and location Feedback from jobseekers, particularly older workers, is that a lot of time wasting could be avoided by providing salary guidelines. This not only enables the jobseeker to consider their application, but also ensures the employer is not wasting time on screening applicants who have unrealistic salary expectations.

As many SMEs are also not necessarily located within the CBD, it is important to communicate location and options available for commuting i.e. public transport, on site parking. 

Heidi is the Managing Director of Adage.com.au. Adage provides a range of platforms and channels for organisations to recruit, communicate and engage directly with the mature market. To find out more about Adage visit www.adage.com.au

recruitment extra 2013 October 29

Workplace Flexibility

The Coffice – The Perfect Blend

By Marie Thomson, Marketing Manager, CXC

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ou have seen them around the city, sitting in cafes for hours on end, typing away on their laptops and sipping their lattes and cappuccinos. The baristas, and even other regulars, know them by name. Rather than renting office space, or working from home, this new breed of freelancer has become swept up in a trend, playfully dubbed as ‘cofficing’ … where workers use coffee shops as temporary office spaces.

With social media and other online global communities dedicated to the caffeine-charged professional, there is no doubt that the coffice is a growing trend in the way people are setting up business.

On top of the obvious advantages of easy access to good coffee, not being stuck in an office and being waited on by café staff, the coffice offers its occupants a menu of benefits.

Cost is understandably the prime advantage; clearly the price of a few coffees, a muffin and a sandwich are a lot cheaper than hiring an office space.

In addition to the “free” rent, most coffee shops offer patrons free access to WiFi...a benefit not to be snubbed at.

Temporary set-ups such as a coffice allow for flexibility and a quick change of environment. Workers can coffee-shophop if they so choose, which presents the possibility for stimulating more ideas and innovation. Cafes are a hub of interesting social interactions, sights, sounds and smells, so little snatches of conversations, posters, songs on the radio and quirky patrons may be just what you need to get the creative juices flowing if need be.

Working from a coffee shop gives you more access to people than being stuck in an office (or home office) by yourself, and you may find that sometimes people are interested in what you are doing.

A coffice presents the opportunity to

30 October 2013 recruitment extra

develop relationships with cafe staff and regulars, which makes for a more comfortable working environment and can even create opportunities to share enthusiasm and ideas with other regulars. Professionals such as recruitment consultants who are always looking for an opportunity to generate new business, may find this chance of spontaneous networking advantageous.

Despite the peak times of hustle and bustle that a coffee shop can present, a coffice generally has less distractions than working from home. If working at home, it’s easier to get distracted by the family, telephone, cleaning, the fridge etc. Though some people do see coffices as presenting a lot of distractions as well, such as the food and drinks, other patrons, and the noise that often exists in a coffee shop. Many, however, have said that these noises do tend to just fade into white noise.

If you do decide to give a coffice a go, you should be aware of certain unspoken rules of etiquette you should follow when using your ‘coffice’. For example, working all day in a coffee shop without so much as a coffee is an obvious no-no. Here are some guidelines for coffice etiquette if you are keen to try out this new trend.

• Order a drink every one to three hours.

It also helps if you tip the baristas.

• If you are there at lunch time, order something for lunch; don’t bring your own food from home.

• Don’t take up more than one chair (no, not even for your bag!).

• Don’t stretch cords across the room, it’s not only dangerous, but inconveniences everyone.

• If you see they are trying to close up for the day, it’s probably time to move on to another location.

• If using sound, always use headphones.

• Short phone conversations are ok, if you use your ‘inside voice’, but long or important conversations might be

better taken outside. Other regulars, or staff when the cafe is empty, usually shouldn’t mind watching your stuff for a few minutes, but keep your requests within reason.

• Group meetings are also fine, but try to keep it to a group of four if possible. If not, make sure you are not so loud that you could disturb other customers.

• Use the free Wi-Fi responsibly and respectfully. Using it for emails and basic browsing is fine, but downloading and uploading huge files and streaming videos means you really are taking advantage of the coffee shop and may lead to more coffee shops cracking down and limiting WiFi use.

A coffice can be the ideal working environment for some; particularly those starting up their own consultancy. Lack of overheads such as rent and the casual setting offered by the coffee shop makes it an appealing and affordable option.

If this sounds like an environment that would suite your type of work and working style, try it out! You really have nothing to lose.  Marie Thomson is the Marketing Manager at CXC Global. Marie has seven years’ experience in the contingent workforce solutions industry, during which time she was a major contributor in growing CXC’s Victorian clientele as a Business Development Manager; managed CXC’s Victorian Sales team; and before moving into the company’s Marketing department, led the national Relationship Manager team. With a degree in PR and Journalism, Marie also has experience working in the communications department of local council, national charities and training organisations.

Legal Eye

ARE RESTRAINT CLAUSES and what’s the deal with those ENFORCEABLE? (… weird cascading clauses?)

By Joanna Oakey, Director, Aspect Legal

W

hen I talk about employment agreements with employers, I often hear murmurings that restraint clauses aren’t worth the paper they are written on. It is certainly true that the courts have in the past at times erred on the side of the employee when deciding whether a restraint is enforceable, however many restraints will be enforceable (contrary to popular belief) if they have been drafted correctly.

An important case1 of the NSW Supreme Court of Appeal that looked at the issue of employment restraints, and the drafting method of using “cascading clauses”, recently confirmed that the drafting of the clause makes a difference.

What is a restraint of trade clause?

Many employment agreements contain a restraint of trade clause. Essentially this seeks to protect the legitimate interests of the employer by restraining the employee from doing certain activities after the employment arrangement has ended.

These sorts of clauses will only be upheld by a court where the restraint is reasonable to protect a legitimate interest of the business. So it’s really important that the restraint is drafted in a way that it would be considered by a court to be reasonable.

“Cascading” clauses In an attempt to make restraint of trade clauses in employment agreements binding and enforceable, there has been a growing trend towards “cascading” restraint clauses – that is, a clause that is worded with alternative variations with larger to narrower periods and geographical areas in the restraint.

Below is a very simplistic example of a type of “cascading” clause: The Employee must not deal with any client of the Company after termination of their employment for a period of: (a) 18 months; (b) 12 months; (c) 6 months.

in the following areas: (a) Australia; (b) NSW; (c) Sydney.

These clauses often raise eyebrows of those who aren’t so familiar with them.

The concept of cascading clauses is that the variations are intended to be read separately, so if a court was to find that the maximum interpretation of the clause (ie 18 months throughout Australia) was “unreasonable” then they could read the clause down to a position that they viewed as reasonable. If the clause instead only set out the maximum position, and a court found that position “unreasonable” then the court could strike out the clause entirely (rather than reading it down) – leaving the employer with no restraint rights at all.

However, when these sorts of clauses have come before courts in the past, there have been inconsistent decisions as to the validity of the clauses, which begs the question – when are clauses like this valid and binding?

The OAMPS case Mr Hanna, the employee in question, had worked for OAMPS Insurance Brokers (OAMPS) as an experienced insurance broker. He subsequently resigned from his employment to work with a rival firm.

Mr Hanna then started providing services to a number of clients of OAMPS through his new employer.

OAMPS sued Mr Hanna, claiming that he’d breached the restraint clause that was contained in his employment agreement (preventing Mr Hanna from soliciting clients of OAMPS).

The cascading restraint clause in question sought to prevent Mr Hanna from soliciting OAMPS’ clients and employees for periods ranging from 15 to 12 months, and for geographical areas ranging from the whole of Australia, to the city of Sydney. There were nine possible combinations of restraint variables.

Mr Hanna argued that the restraint

clause was void because the restraint clause was not clear as to the real meaning. The crux of his argument was that “each permutation is inconsistent with every other one and no mechanism is provided for the selection of the one which is to operate”.

The court discussed the varying views of courts in the past, and found that a restraint of trade clause is valid and certain if each individual restraint covenant is: • Expressed in clear words • Is capable of simultaneous compliance, and • Does not require an inquiry or finding by the Court to make it operative.

In this case the Court found that these criteria had been met, so the restraint was upheld.

Mr Hanna then went on to appeal, but the court again upheld the finding that a clause that provides for different periods and distances of restraint is valid.

The Court held that in this case there were nine separate restraints, and they were all binding. They could be seen as individual covenants, they were able to be understood and used clear words, and so all were able to be complied with without breaching any of the others.

The Lesson The lesson from this case is that restraint clauses can be very complex. However, if drafted correctly, they can be enforceable.

Using a cascading clause approach can provide a higher degree of likelihood that a clause will be enforceable (whilst still maintaining the ability for an employer to attempt to maximise the restraint period and area).

However the drafting is critical – if the wording is unclear, or if even the minimum interpretation of the clause is seen by a court to be “unreasonable”, then the clause might not be worth the paper its written on…!

FOOTNOTE: 1 OAMPS Insurance Brokers Ltd v Hanna [2010] NSWSC 781

recruitment extra 2013 October 31

Book Review

THE BOOK SHELF recruitment extra’s recommended reads.

The subject of this book is no more business as usual. But perhaps more precisely it is a book about possibility, choice, question, contribution and ZKDW LW ZRXOG WDNH WR OHDG \RXU EXVLQHVV DQG \RXU OLIH IURP WKH HGJH RI LQÂżQLWH possibility.

Just imagine what your business and your life would be like if you stopped functioning on autopilot and began to generate your business with strategic awareness and prosperity consciousness. This is truly possible, except you have to be willing to change. Recognizing a different possibility requires a different mindset and almost always demands a kind of awareness that is not part of prior experience. With this book you’ll get the awareness you need to lead your business in any environment!

Authors of “Conscious Leadership� and “Prosperity Consciousness�

Chutisa has extensively studied consciousness, creativity and business and has held senior corporate positions in large public companies.

Steven has held numerous CEO and Board SRVLWLRQV LQ WKH ÂżQDQFH DQG SULYDWH VHFWRU DQG LV a renowned public speaker and global advisor to Boards and CEOs.

nomorebusinessasusual.com

Chutisa and Steven Bowman

Chutisa and Steven Bowman are internationally renowned advisors on strategy, risk, leadership, governance and creating a culture of strategic awareness at Board and senior executive levels.

Leading from the Edge of Possibility

This book is for people who are dedicated to creating a life greater than what they now have and to making a difference in the world. In this book, Leading from the Edge of Possibility, authors Chutisa and Steven Bowman provide insights into business and life that have arisen out of their work with thousands of executive boards and teams over several decades.

Leading from The Edge of

Possibility

No More Business as Usual Chutisa and Steven Bowman

DIGILOGUE: HOW TO WIN THE DIGITAL MINDS AND ANALOGUE HEARTS OF TOMORROW’S CUSTOMER

WHERE TO NOW? THE ULTIMATE GUIDE TO CAREER TRANSITION

LEADING FROM THE EDGE OF POSSIBILITY: NO MORE BUSINESS AS USUAL

By Anders Sorman-Nilsson

By Edua Potor

By Chutisa and Steven Bowman

Looking to develop your career? Well this might be just the book you need. “Where to Now?� contains a wealth of advice on advancing careers and transitioning into another position.

Potor helps clarify career direction and gives advice on how to re-invent yourself and your career. The book offers information, tips and exercises that aim to improve your ability to market yourself and support you in advancing your career move to the next level. ď Ž

This is a book that will appeal to business leaders who are open to exploring change.

The authors challenge readers to change the way they think about and run their business and explores ways to redefine their leadership and management capacity.

Chutisa and Steven Bowman challenge traditional requirements for strategic success and instead put forward that the way to future success is to let go of any business-as-usual paradigm. By addressing issues around leadership skills, flexibility, transformation and consciousness the book aims to develop “awareness and prosperity consciousness�.

A possible game-changer for those willing to take the risk. ď Ž

“Digilogue� looks at how big and small businesses can meet the challenges of digital disruption by finding the right blend of analogue and digital strategies.

Anders believes that the HR market needs to identify what aspects of the market should and should not be digitised and how to connect more intimately with staff to “forge lasting bonds of loyalty�.

In the book he warns that businesses should not panic and abandon all their previous analogue practices. “What is absolutely key,� says Anders “is to find the translational sweet spot between the digital and the analogue – the Digilogue.�

The book draws on case studies to offer timely advice and practical tips for businesses struggling with how to best adapt to the digital world without losing traditional and profitable channels of communication. ď Ž

32 October 2013 recruitment extra

Book Review

THE PEOPLE MANAGER’S TOOLKIT: A PRACTICAL GUIDE TO GETTING THE BEST FROM PEOPLE

By Karen Gately A self-confessed ‘corporate hippy’, Gately argues that leveraging the human spirit is the most powerful tool leaders have to dramatically shift behaviour and improve the performance of employees. Through real-life case studies, Gately shows how doing this can profoundly impact the energy levels, commitment and passion at work.

Gately offers a straightforward how-to guide and provides practical everyday solutions to common problems such as how to get people to do more than just the bare minimum and how to find and hire the right people. Perfect for those who just need a little help keeping people motivated ,through to leaders who have got so many problems that they don’t even know where to start.

BRANDING TO DIFFER

START WITH HELLO

By Jean-Luc Ambrosi

By Linda Coles

“Branding to Differ” provides a practical and comprehensive look at best practice branding for those requiring a real understanding of brand development and management. Ambrosi demonstrates that the brand is fundamentally a promise, that it impacts both the emotional and rationale mind, and that ultimately good branding is about expressing a difference.

He shows how to approach brand management holistically throughout the organisation and emphasises which key elements truly impact a brand’s success.

Written from both a strategic and practical perspective it is a road map on how to manage brands beyond the text book concepts and popular clichés. 

Good communication with colleagues and clients is an important aspect of doing business successfully. Coles argues that business people that talk to more people and engage with strangers make more connections and come across more business opportunities. “Start with Hello” reveals how the most successful leaders share an overlooked and underappreciated talent – the ability to engage and communicate with strangers in productive and creative ways.

The book explains simple, key aspects of communication, including behavioural styles, body language and eye contact.

Peppered with real-life stories of how chance conversations have led to business relationships and new opportunities Coles offers simple tips for starting conversations and how to follow up on them. 

recruitment extra 2013 October 33

Leadership

Signs or Samples?

By Mark Busine, General Manager NSW, DDI Australia

T

o make the best possible people decisions, many organisations turn to various forms of assessment. Assessment helps organisations make better decisions about hiring and developing people, and the best assessment techniques align with the business purpose and objective.

Effective assessment does two things.

Firstly, it reduces errors when making decisions between candidates and increases the probability that an individual who is chosen has the skills, motivations, and experiences needed to succeed in a new position. Effective assessment also provides insights that can accelerate an individuals’ development.

Tools for assessing people are available in many shapes and sizes, but most fall within three basic approaches: APPROACH 1: Tests & Inventories.

Testing batteries collect objective data on job-relevant abilities, skills and dispositions. They measure cognitive ability, technical proficiency, reasoning skills, situational judgment, motivational fit, and various aspects of personality.

Tests and inventories allow you to gain early insight into top candidates’ strengths and development needs.

APPROACH 2: Simulations & Assessment Centres. Simulation exercises measure competencies that are critical for candidates’ future performance in real-world scenarios. Simulations can be customised to span all levels (graduate to executive) and across all industries (eg sales, service, and manufacturing).

Assessed in person, via phone, or over the internet, candidates are evaluated on interaction, decision-making, critical thinking, and other skills essential for success. Assessment centres use multiple simulations, creating a “day-in-the-life” experience to produce a holistic view of candidates.

APPROACH 3: Interviewing. Wellconducted interviews provide an excellent insight into job relevant competencies

34 October 2013 recruitment extra

and can help predict candidate’s future success. But, when hiring managers are unprepared, veer off course and fail to gather valid candidate data, they can also represent lost opportunities. For that reason, an objective, behaviour-based interviewing system that’s tied to welldefined competencies is best.

But which assessment approach is the right one to use in which situation?

Assessment for selection tools each serve fundamentally different purposes.

These differences are best understood by considering whether the tool is a “sign” of how the candidate may behave in the future or a “sample” of expected future performance.

Signs of future success can be derived from the candidates’ answers to screening questions about education, work experience and specific events in their background. These measures are usually easy to collect and can be very informative and effective predictors of later success. Other signs of future success can include measures such as tests of abilities, skills, values and personality. These are all characteristics that can influence individual effectiveness and potential success; however, it is critical that all of these types of measures are implemented carefully—they require technical analyses to show a relationship between what is being measured and what is being predicted. Simply choosing measures because they seem like they fit the purpose can lead to ineffective prediction and even legal difficulty if the assessment process is challenged.

Samples are also an important part of the selection process. Samples include work samples, simulations and interviews.

During simulation exercises, individuals perform specific tasks and are assessed using carefully developed standards.

Effective structured interviews probe for specific elaborations of past behaviour.

To help illustrate this point, consider the following analogy: When assessing the

quality of a new car, an automobile critic may first conduct research about the car’s design, how it was manufactured, and the suppliers used for critical components.

He or she also may test technical features such as fuel consumption and power output. All of these data points are classified as “signs” of how well the car may perform. Next, the critic may drive the car under a variety of conditions (hills, curves, highway, slick and dry pavement, etc), and rate the car’s drivability. These measures would be “samples” of the car’s performance; that is, the critic is sampling the drivability of the car. In this analogy – signs are measures of factors that may influence the drivability of the car, samples are small examples of drivability taken under controlled and consistent conditions.

Drawing distinctions between “signs” and “samples” helps clarify how assessment techniques differ. But one should not view them in terms of having to use one technique or the other. For many purposes, combining different assessment methods – the “signs” and the “samples” – reveals important information that can significantly enhance the hiring process and quality of insight gained. 

Mark Busine is General Manager NSW of DDI Australia. Mark consults with organisations to determine appropriate human resource and talent management strategies and implement large-scale succession management and talent development programs. Mark has extensive experience in organisational development and consulting in both an internal and external capacity. He has significant corporate HR and organisation development experience across banking, finance, and professional service organisations.



On The Move

 ON THE

MOVE 



MANAGEMENT CHANGES AT ADECCO

CEO of Adecco Australia, Jeff Doyle, has left his post after four years in the role. Doyle became CEO in 2009 following his success as the Group’s Chief Operating Officer for the Office and Industrial brand.

Neil Jones has been appointed Country Manager for Australia and New Zealand and will take over from Doyle on 1 October 2013. Jones will relocate from Singapore where he has been President of Pontoon Asia Pacific, Adecco Group’s contingent workforce solutions, recruitment process outsourcing and workforce consulting business.

Patrick De Maeseneire, Chief Executive Officer, Adecco Group, said: “We are delighted that Neil has agreed to head up the Australian and New Zealand team.

After eight years working internationally across the Adecco Group of companies and nineteen years industry experience, Neil brings with him strong commercial

acumen and the ability to build and develop great talent.”

Jones joined Adecco UK & Ireland in 2005 as Sales and Marketing Director of Recruitment Process Outsourcing (RPO). In 2007 he was promoted to the role of Managing Director for Hyphen in the UK, Adecco’s RPO business. Prior to working for Adecco, Jones spent 10 years at Elan IT. Jones commented: “I am excited and looking forward to the opportunity to work with Adecco Group’s leadership team on the ground in Australia and New Zealand as we enter the next phase of growth for the company. I would also like to take the opportunity to say a big thanks to Jeff Doyle for the great work he has done here over the last four years.”

De Maeseneire added: “We thank Jeff for his contribution to the Australian and New Zealand business and we wish him the very best in his future endeavours.”

Also departing Adecco is Christian Vasino, Chief Human Resources Officer for the Group and a member of the Executive Committee since 2007. Vasino, who started as HR Director for Adecco Italy in 2003 before taking the role for the Group worldwide, will leave the company on 31st December.

“Christian played a key role in strengthening Adecco Group’s HR function. He set up the global talent development programme, improved the Group’s employee retention rate significantly, as one of our six strategic priorities, and has made an important contribution to Adecco’s profitable growth,” said De Maeseneire. “It’s been a great pleasure to work alongside Christian over the past four years.”

Vasino will commence his new position as Chief Human Resources Officer for a leading Italian multinational company in January 2014.

recruitment extra 2013 October 35

On The Move

Bibby expands further into Queensland Bibby has announced its expansion into Far North Queensland with Business Development Manager, Amanda Bird, who joined the company in April, taking responsibility for driving new business in the region.

Gary Green, National Sales Director, Bibby Financial Services said: “The launch into the Townsville region is part of our Australian expansion strategy and demonstrates our commitment to providing regional businesses with adequate funding. We have built a strong and reputable team in Australia to take advantage of opportunities in the debtor finance market and supporting small business.

“Australia is one of the fastest growing markets globally for debtor finance, growing at an average rate of 20% per annum since 2002. However the industry still lags behind the UK, where debtor finance represents 15% of GDP, compared to 5% of GDP in Australia. In the coming years, we expect debtor finance to become a more mainstream funding solution with a larger share of GDP. Bibby certainly plans to tap into this growth and offer SMEs the best level of support we can provide,” said Green.

Bird commented, “Far North

Amanda Bird

Queensland is a region of great potential for Bibby given the concentration of SMEs and limited access to mainstream funding sources. I look forward to working closely with businesses in this region and discussing how Bibby can support their business goals. In this area, there are a number of labour hire companies supplying workers to the mining industry and debtor finance is an ideal lending solution for these businesses.

“Businesses are frustrated because they don’t have the support of traditional lenders that they have been used to in the past. Banks have certainly become more conservative over the past five years and Bibby is prepared to step in when businesses have failed to get support from the banks.”

According to DIFA statistics the labour hire sector was the biggest user of debtor finance in the June 2013 quarter representing 34% of factoring turnover.

ManpowerGroup promotes internal talent ManpowerGroup Australia and New Zealand has appointed four of its internal candidates to senior leadership roles.

Lincoln Crawley, Managing Director of ManpowerGroup, Australia and New Zealand, said the promotions were the result of the company’s focus on developing “bench strength” in its leadership team.

“We’ve been conscious of identifying and developing a strong leadership pipeline for our business in recent years, so I’m really pleased to be able to announce these appointments. They’re all people whom I have great confidence in, and who have shown a combination of strategic

36 October 2013 recruitment extra

thinking and strong team leadership skills”.

Louise Whitelaw, who has worked with ManpowerGroup for 15 years most recently as Head of Sales, will be promoted to GM Sales and Marketing.

Paul Bridgewater will be promoted to GM of Manpower Australia. Bridgewater has worked for Manpower for six years in operational and senior client management roles, most recently as a Global Client Manager.

Matt Love-Smith, who has worked for ManpowerGroup for nine years, will be promoted to GM of ManpowerGroup New Zealand. Love-Smith was previously

Business Manager of the Manpower Christchurch branch and most recently leading Manpower nationally.

Aditya Deepak will be appointed as Corporate Services Director for Australia and New Zealand based in Sydney.

Deepak has worked extensively in Australia and was most recently ManpowerGroup’s Asia Pacific/Middle East regional finance manager based in Singapore.

Having led both ManpowerGroup in New Zealand and Manpower in Australia, Crawley will now take on responsibility for ManpowerGroup’s professional resourcing business, Experis, as Doug Spahn leaves the role.

On The Move

NEW SENIOR VP FOR KELLY’S EMEA AND APAC Natalia Shuman has been appointed to the role of Senior Vice President and General Manager of Kelly’s operations in EMEA and APAC. Shuman fills the executive position vacated by Leif Agnéus, who resigned 1st September in order to devote time to a variety of volunteer efforts and humanitarian causes.

Agnéus, who is credited with streamlining Kelly’s EMEA and APAC operations and returning them to profitability, will remain with Kelly in an advisory capacity through to the end of 2013.

“The progress that Leif and his team have made in EMEA and APAC will continue under Natalia’s leadership,” said George Corona, Executive Vice President and Chief Operating Officer, Kelly Services.

“As an experienced executive in global talent workforce solutions, Natalia has insight into emerging customer needs, and deep involvement with global customers to build strong and sustainable partnerships. She will seamlessly provide

the direction and innovative solutions that our clients, and employees, associate with Kelly,” he added.

Shuman’s career with Kelly services spans all three regions of the company through a variety of leadership positions.

She joined Kelly in 1997 and was responsible for successfully launching Kelly’s recruitment business in the Moscow market. Several years later Shuman moved to New York to launch Kelly’s Wall Street office and manage several branches in the New York area.

In 2005, she joined Kelly’s global client relationships team, where she was responsible for developing and executing solutions for Fortune 100 clients. Since 2008 Shuman has been managing global account teams and developing global programs for Kelly. In 2011 she moved to Singapore to focus on strategy and solutions for Kelly’s large accounts in APAC. For the past two years Shuman has been serving as both Vice President of Global Solutions and Chief Operating Officer of Kelly’s North

YOUNG STEPS DOWN FROM DCA The Diversity Council Australia Board has started succession planning to Nareen Young replace Chief Executive Officer Nareen Young following her decision to step down from her role in 2014 to pursue board and executive opportunities.

Young has been CEO of DCA since 2007.

During her six year tenure Young has been instrumental in rebuilding the DCA into the pre-eminent diversity advisor to business and workplaces.

Young has been recognised with a number of government and corporate appointments and in 2012 she was named by the Financial Review and Westpac Group as one of Australia’s 100 Women of Influence and by ‘Daily Life’ as one of the 'Twenty Most Influential Female Voices of 2012'.

Natalia Shuman

Asia joint venture, TS Kelly Workforce Solutions. She will retain her position as COO of the joint venture in addition to her new role.

Itcom appoints new GM Victoria Itcom Australia has announced the appointment of Owen Jones as General Manager, Victoria.

Jones spent the previous four years with Chandler Macleod as the Specialist Manager, running a team of up to 20 staff across multiple professional recruitment divisions. Prior to this he held roles within the financial recruitment space at Hudson and Michael Page UK. “Itcom has developed an excellent reputation in the Melbourne market and we are very proud of the team we have assembled here. We believe Owen Jones is the perfect person to lead our team in Victoria,” said Damien Ross, CEO. “With the federal election now behind us, we expect to see an increased demand in technology recruitment,” said Ross. “Owen brings to this role extensive recruitment and business experience and stands us in good stead to capitalise on the increased buoyancy that is forecast for the technology recruitment sector.”

recruitment extra 2013 October 37

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