rcsa journal december 2012
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Australia & New Zealand | December 2012
r e c r u i t m e n t a n d c o n s u l t i n g s e r v i c e s a s s o c i a t i o n l i m i t e d
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•Afairgoforolderworkers
•RCSA2013Awardsnowopen
Improving performance
This information is of a general nature only and does not take into account your personal objectives, situation or needs. Before making a decision about RecruitmentSuper, you should consider your own requirements and the relevant Product Disclosure Statement. For a copy call us or visit the RecruitmentSuper website, www.recruitmentsuper.com.au. Professional Associations Superannuation Limited (PASL) (ABN 14 056 917 303 AFSL 222590 RSE L0000352) is the Trustee of Professional Associations Superannuation Fund (PASF) (ABN 78 984 178 687 RSE R1000429). RecruitmentSuper is a Division of PASF.
1. PASL has engaged eo Pty Ltd (ABN 53 000 013 276 AFSL 232501) to provide general financial advice, marketing and sales services for PASL. Financial services provided by eo Pty Ltd are provided under eo Pty Ltd’s Australian Financial Services Licence. Consultants are employed by eo Financial Services Pty Ltd (ABN 57 103 181 844) and are Authorised Representatives of eo Pty Ltd.
* For further information on the Canstar Cannex award, please visit the Canstar Cannex website at www.canstar.com.au/superannuation
PRINCIPAL PARTNER OF
P: 1300 304 000E: [email protected]: www.recruitmentsuper.com.au
Looking after members for over 20 yearsWe are Australia’s leading industry fund for the recruitment sector.
Qualityproductoptionswithlowfeesandexcellentinsurancecover
Competitiveinvestmentperformance
Over420,000members,lookingafterAustralia’sleadingrecruitmentfirms
SupportstheRecruitmentIndustryandPrincipalPartneroftheRCSA
DedicatedMemberEducationandAdviceConsultantstoassistyou1
AwardedCanstarCannex’s5starsforoutstandingvaluefortheRecruitmentSuperSelectSuperproductin2012*
DECEMBER 2012 3
Contents
4 President’s report: Lincoln Crawley FRCSA
6 CEO’s Report: Steve Granland
FOCUS: IMPROVING PERFORMANCE
8 Improving performance at minimal cost
11 10 tips for acquiring new business
12 A fair go for older workers!
14 Recruitment industry trends – Nigel Harse comments
RCSA AWARDS
16 2013 RCSA Awards now open
18 Meet the 2012 Award winners: McLean Award for Workplace Safety
INTERNATIONAL COMMENT
20 The (UK) recruitment industry is a freak of nature! David Head reports
21 Ciett Report: Facts not fiction
BUSINESS MANAGEMENT ISSUES
22 Is “Trusted Adviser” for you? By Mark Ashburn
24 Doing business better
25 Lifting the silence … by Andrew Wood
26 NSW legislative reforms: workers’ compensation
FOCUS: IMPROVING PERFORMANCE
ASSOCIATION NEWS
27 RCSA Supporter Profile: WorkDESK – our thirty years in the industry
28 RCSA Service Delivery Standards achievement: a case study
31 Issues Update
32 Life Member Profile: Julie Sattler OAM
33 In the Media and Business Solutions Memos and Guidance Notes
34 Special Interest Groups: AMRANZ and ANRA
35 NZ Update
36 Positive feedback from 2012 Conference
37 Program and events registration now even easier!
38 Member Benefits and Direct Connection
40 RCSA Partners and Premium Supporters
41 RCSA Board, Life Members and Fellows
42 RCSA PEARL mentoring Program 2013
The Recruitment and Consulting Services Association (RCSA) is the leading industry body for talent management and workforce solutions in Australia and New Zealand. With approximately 4,500 members, Corporate and Individual, the Association sets professional standards, conducts research, educates and develops members’ skills, monitors industry developments and lobbies state and federal governments on issues directly affecting members.
the recruitment and consulting services association limited
The RCSA Journal is published by the Recruitment and Consulting Services Association Limited.
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NOTE:All material published in the RCSA Journal is subject to copyright and no part may be republished, photocopied or transmitted electronically or in any form without written permission. Opinions expressed by contributors are their own and are not necessarily endorsed by the RCSA or the editor. Advertisers and contributors to the RCSA Journal should be aware of the provisions of the Anti-Discrimination Act 1977 and the Trade Practices Act 1974 in relation to false and misleading advertisements or statements and other unfair practices. The RCSA and the editor accept no responsibility for such breaches. While every effort has been made to ensure the accuracy of the information in this publication, no responsi bility is accepted for errors or omissions.
© Copyright RCSA 2012ISSN 1838-8736
16 2013 RCSA Awards now open
Please pass on to:
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8 Improving performance at minimal cost
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This information is of a general nature only and does not take into account your personal objectives, situation or needs. Before making a decision about RecruitmentSuper, you should consider your own requirements and the relevant Product Disclosure Statement. For a copy call us or visit the RecruitmentSuper website, www.recruitmentsuper.com.au. Professional Associations Superannuation Limited (PASL) (ABN 14 056 917 303 AFSL 222590 RSE L0000352) is the Trustee of Professional Associations Superannuation Fund (PASF) (ABN 78 984 178 687 RSE R1000429). RecruitmentSuper is a Division of PASF.
1. PASL has engaged eo Pty Ltd (ABN 53 000 013 276 AFSL 232501) to provide general financial advice, marketing and sales services for PASL. Financial services provided by eo Pty Ltd are provided under eo Pty Ltd’s Australian Financial Services Licence. Consultants are employed by eo Financial Services Pty Ltd (ABN 57 103 181 844) and are Authorised Representatives of eo Pty Ltd.
* For further information on the Canstar Cannex award, please visit the Canstar Cannex website at www.canstar.com.au/superannuation
PRINCIPAL PARTNER OF
P: 1300 304 000E: [email protected]: www.recruitmentsuper.com.au
Looking after members for over 20 yearsWe are Australia’s leading industry fund for the recruitment sector.
Qualityproductoptionswithlowfeesandexcellentinsurancecover
Competitiveinvestmentperformance
Over420,000members,lookingafterAustralia’sleadingrecruitmentfirms
SupportstheRecruitmentIndustryandPrincipalPartneroftheRCSA
DedicatedMemberEducationandAdviceConsultantstoassistyou1
AwardedCanstarCannex’s5starsforoutstandingvaluefortheRecruitmentSuperSelectSuperproductin2012*
RCSA JOURNAL4
RCSA has made significant progress in this financial year. We committed to focus on three key areas:
• Raising the professionalism of the industry
• Increasing relevance to our membership
• Influencing rather than being on the receiving end of government policy development impacting our members.
A large part of my role as President is focused on working with stakeholders to further the interests of our industry.
In a tough business environment in this financial year, as well as an unstable political climate, that focus has been more important than ever.
We are proud of the progress we have made
in increasing the professionalism of the
industry and improving the relevance of the
RCSA to its members.
One of the biggest challenges our industry
faced over the year was a concerted push by
a small number of union interests, against
what they call “insecure work”. Their “inquiry”
into this issue is purported to be independent,
however, any engagement with business and
employer groups was glaringly absent from
the inquiry, despite many attempts by the
RCSA.
The campaign to which this inquiry is
attached, the ACTU’s Secure Work campaign,
was concerning for a number of reasons.
The union campaign sweeps non-traditional
work of every type into one large bundle,
taking a complex workforce model and then
lumping it all under the emotive name of
“insecure work”.
RCSA members know the value of the
agency work we provide, and the important
role it plays in giving both businesses and
employees flexibility.
Our global body, CIETT, commissioned a
landmark report to demonstrate the economic
and social value of agency work. One of
the key findings is that private employment
agencies deliver decent work to individuals,
and help match and develop the skills needed
in labour markets. It provides plenty of data
and modelling to support it.
The importance of jobs in both our local
and the global economy is paramount. One
of the reports from the International Labour
Organisation called on governments to place
job creation at the top of the policy agenda.
It also pointed out the importance of ensuring
that unemployed people, especially youth,
receive adequate support to find new jobs.
That’s what our industry is in the business of
doing – finding people jobs. We made, and
continue to make, collaboration and
consultation with policymakers a priority –
not just for our own businesses but for the
broader economy as well.
The emergence of productivity as a key
determinant of macro-economic success
meant that the employment services industry
has an even more critical role to play. Through
RCSA submissions, we presented policymakers
with articulate, compelling, thought-leadership
supporting the contribution our industry is
making and has the potential to make into
the future.
In this year we have also commenced a
thorough investigation and preparation for
a research program about to be undertaken
on behalf of members.
The Fair Work Ombudsman released in
early July its final report on the National
Clerical Workers Campaign which commenced
in March 2011.
As you will recall from our last issue,
Australia’s workplace regulator found that
employers of temporary white collar workers
have an excellent level of compliance with
workplace awards and pay laws. The campaign
included 1,600 finalised employer audits for
the recruitment and accounting sectors, and
showed a 76 per cent overall compliance rate.
This report and the positive light in which it
paints our industry is proof of the great work
our industry does and is evidence of the value
of membership in your peak industry body.
RCSA members are committed to the Code
and to delivering the very best service possible
to their clients and candidates. In order for
our members to promote our industry
effectively we need to be up to speed on
information which supports it – this report
clearly does that so if you have not studied
it and become familiar with the key points
I urge you to do so.
Some other achievements in the last
12 months are:• The PEARL Mentoring program for
professional emerging and aspiring recruitment leaders has been successful in developing a pool of experienced industry mentors who have been matched and engaged with 124 mentees across Australia and New Zealand. We have had very positive feedback from both mentors and mentees and consider this the beginning of many long-standing relationships.
• Relevance to membership is best measured through results. In the financial year ended June 2012, we have increased corporate membership by nine per cent and individual membership by one hundred per cent through the Professional Accreditation Framework.
• There was a new Award added to the 2012 RCSA Awards program – one that is very close to my heart: the Corporate Social Responsibility Award. We were thrilled at the number and quality of these submissions and the wonderful work that you, RCSA members, do in your businesses. This must be acknowledged and promoted.
• We have designed a comprehensive local research program which, together with continued collaborative research with CIETT, will arm our industry with the facts it needs to take a real seat at the table of state and Federal workplace policy development.
I would like to thank all Board members
for their dedication to RCSA in 2012 and look
forward to their continuing support. RCSA
also relies heavily on its volunteers and I thank
you all for your time and efforts. Thank you
to all RCSA members – it is your Association
and it exists to serve and represent your best
interests. We now look forward to even
greater achievements in 2013.
And on behalf of the RCSA Board and
staff may I wish all RCSA members around
Australia and New Zealand a pleasant and
peaceful holiday season and an invigorating and prosperous new year.
lincoln crawley Frcsa RCSA President, Australia and New Zealand
PRESIDENT’S REPORT
Lincoln Crawley FRCSA
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RCSA JOURNAL6
CEO’S REPORT
Steve Granland
Welcome to the December 2012 issue of the RCSA Journal.
In this issue of the RCSA Journal we are looking at some great ideas for improving performance both by minimising costs and attracting new business. We also announce the launch of the 2013 RCSA Awards and review our industry from the international perspective.
During September and October the RCSA called for nominations for its councils across Australia and New Zealand, receiving a very encouraging level of interest. As a result, many councils welcomed new members from November. Volunteering for any organisation in any capacity requires drive and dedication and I would like to welcome formally new council members and, at the same time, thank those who have contributed so much over recent years. Full details of each of the RCSA Councils can be found on the “About RCSA” section of the RCSA website.
I am pleased to report that we have appointed a new RCSA Compliance, Risk and Ethics Manager. Martin Barnett started with us in early October and in a short time has proven to be an asset to the RCSA. Make sure you keep a look out for Journal articles, webinars and training programs which Martin will prepare and present from 2013. He will be a key resource for a number of major projects in 2013, including the RCSA Code review project (prior to reauthorisation in 2014).
Two exciting RCSA Learning Centre projects will be launched in 2013: the RCSA Diploma of Management and the National PEARL Consultant Forum (including the PEARL Awards). The Diploma of Management will be run in partnership with the Australian Human Resources Institute (AHRI) and delivered by distance education. The Diploma is an integral part of the RCSA Education Pathway as it will provide entry into a number of university provided higher education programs.
Also to be launched in 2013 will be the RCSA PEARL Consultant Forum. A part of RCSA’s commitment to the development of professional emerging and aspiring recruitment leaders, the PEARL Consultant Forum is a 1.5 day program running at Crown in Melbourne over 20-21 March. This Forum will provide a unique learning and development opportunity for emerging managers and leaders and, at the same time, provide the avenue for announcing region-based PEARL Award winners (who will become finalists for the RCSA PEARL Award to be announced at the 2013 May Gala Ball).
The RCSA Awards program for 2013 has now been released and details are provided in this issue of the RCSA Journal. The Awards in 2012 were a great success – I encourage you to access the Awards Guide for 2013 and apply well in advance.
Over the past 12 months, we have been working with a number of Federal and state-based committees and departments on projects related to workplace diversity and the role of the recruitment industry. Next year will provide our industry with a unique opportunity to become a leader is this space. We will be looking for active member involvement in a Workforce Participation Working Group to be formed in early 2013. This will be a high profile and productive working group with clear deliverables. If you or your organisation are interested in participating, please contact Simon Schweigert at the RCSA.
Next year will also see changes to the RCSA Service Delivery Standard, providing the Standard with a higher profile, making the standard more readily accessible for RCSA members and providing members with a greater number of options for using the RCSA SDS.
Regular readers of RCSA Newshub may have noticed an increase in the breadth of content being covered by RCSA Memos and Guidance Notes. Previously these important member communications have focused on updates related to law. In October we instigated a project to broaden the content covered in memos to include informative, supportive or educational materials across any current topics that are likely to be of concern or beneficial to RCSA Members and their businesses. Examples of recently issued memos include A Strategic Imperative – Data is Gold; How to Guide – How to Provide Feedback; Are You Doing Enough to Prevent Workplace Bullying? I encourage you to review Newshub regularly from 2013 as we continue to build RCSA Memo content. Additionally, in 2013 we will be launching “RCSA Memo Bytes” which will be three minute audio file summaries of RCSA memos.
In closing, on behalf of all RCSA staff I would like to wish all our corporate and individual members, volunteers and supporters a safe and happy holiday season. Thank you for all your support over 2012 – we look forward to working closely with you in 2013.
steve granland RCSA CEO, Australia and New Zealand
Next year will provide our industry with a unique opportunity to become a leader is this space .
Mark your diaries now for next year’s standout
Conference with world-class presenters sourced
from Australia, New Zealand and internationally addressing
the recruitment industry’s issues for now and into the future.
The five star Sheraton Mirage Resort and Spa is located
right on the beachfront at Main Beach on Queensland’s
Gold Coast, surrounded by tropical gardens and sparkling
lagoons – the perfect location for combining professional
development and networking with your peers.
The RCSA website will provide you with full details as soon
as they are available www.rcsa.com.au
Email expressions of interest to: [email protected]
Leadership2 0 1 3 R C S A I N T E R N A T I O N A L C O N F E R E N C E
B U I L D I N G A C O M P E T I T I V E A D V A N T A G EI N A C H A N G I N G W O R L D
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RCSA JOURNAL8
improving performance, whether in your company or your own area, is critical to increasing productivity and thereby improving results, profits, and not least, employee morale. Jason Quirk looks at nine ways to achieve significant performance uplift at minimal cost.
fEATuRE
Improving performance at minimal cost
DECEMBER 2012 9
fEATuRE
Choosing the best recruitment
software for your business is one
way to gain a leap in performance
and productivity. However, if your business
is not ready to take the leap or is looking for
ways to maximise the return on your existing
system assets there are a number of ways
to guarantee a performance boost with
minimal outlay.
Here are some principles to guide you
through what you can do.
1 Evaluate resource efficiencyReturn on investment (ROI) is a term
we hear frequently. The goal: maximise
return on the financial resources invested.
However, the ROI concept goes much
deeper when we factor time and effort into
the equation. Every activity performed in
your organisation is an investment in time.
For example: when front-office personnel
enter negotiated rates on a job order they
are contributing to revenue generation.
If that information does not flow through
to middle-office payroll and billing or is
re-entered by payroll – duplicating effort
– your business has made a bad investment,
receiving a poor return for your staff time.
Time should be considered as valuable as
revenue because it can significantly impact
profit margins. When your entire business
views time as a commodity, and activities
as investments, it will change the way your
entire team approaches everyday activities
and decisions. This mindset encourages
proactive identification of bottlenecks and
ineffective processes to enable continual
process improvement. Not only will the
business benefit from efficiency gains, but
staff will feel empowered and increasingly
motivated to contribute ideas.
2 Increase automationMaximise operational efficiency,
performance and reliability while reducing
overhead through automation.
Review your current processes, consider
where the time is spent on non-revenue
generating or non-value add activities and
consider whether these functions can be
automated – no matter how insignificant.
When you multiply the number of times
an operation is to be completed, what was
insignificant could add up to valuable time
savings.
3 Realise maximum benefit from your system
The time and resources required to fill a
job through to paying a candidate and billing
a client can either contribute to maintaining
or eroding your profit margins.
Reduce costs and protect profits by
maximising the full functionality and use
of your current recruitment system.
Consider how you can better align your
business processes to the way that your
system manages placements, payroll and
billing. The productivity of your front, middle
and back office teams is critical to your cash
flow and margins. The higher the rate of
productivity, the better your cash flow and
margins. You could slash time and effort of
your consultant, administration and payroll
teams, boosting their productivity, increasing
operational efficiency while reducing your
overheads.
4 Identify where multiple positives can be achieved
A multiple positive is where positive returns
can be generated in more than one area and
incurs fewer losses. Identify business processes
or system functionality that will maximise
operational gains, while minimising operational
challenges and reducing non-value added
activities.
Every recruitment organisation will have
different multiple positives. The critical part
is identifying areas where different positive
actions intersect and choosing those that
work for your business. For example,
timesheet management is an area where
multiple positives can be realised. When
timesheets are managed correctly, you can
seamlessly manage pay/bill outcomes in a
single step, saving time and ensuring service
quality, while eliminating time sheet entry,
pay and bill errors and rework.
5 Regularly review your business processes
Organisations can often get caught in a
pattern of poor resource investment, where,
over time, benefits fade away and what
remains creates little value. However, the
organisation keeps on doing what they do
through habit. How often have you heard,
That’s the way we’ve always done it.?
Periodically reviewing and analysing an
organisation’s processes and its systems helps
to consider whether what they do is still a
good investment in time, effort and resource,
or whether it is time to make a change.
Operational managers know that the
most time-consuming aspect of operational
process is not the process itself, but getting
the process right. If the process is wrong, the
downstream impact can be significant and
also be resource-intensive to resolve.
A fit-for-purpose product that is designed
and implemented correctly will mean that
your business processes should only be a
small overhead to the overall operations.
If it isn’t, then it could be that your business
processes are inefficient and require review.
Review your current processes and how
staff are using your recruitment systems to
complete their activities. Ensure they make
the best use of the tools they have at their
disposal and that they utilise the full
functionality of the system.
6 Drive standardisation and document processes
Operational costs are reduced when
organisation processes, workflows and
systems are standardised.
RCSA JOURNAL10
Ensure core business practices are documented
and importantly, business-orientated. This
guarantees consistent high quality outcomes,
minimises opportunities for error and reduces
operational costs.
7 Knowledge boosts productivityHaving the best of breed recruitment system
and tools doesn’t do your business any good if
your teams don’t know how to use them well.
Maximise operational and employee productivity
by ensuring your teams are knowledgeable about
your business processes and how to use your
systems most productively.
By supporting and advocating internal knowledge
generation and retention through business-centric
training and documentation, your team becomes
knowledgeable about your business processes
– the what, why, when and how – and their
expected outcomes.
This approach will accelerate decision making
because staff development is focused on effective
knowledge transfer, and less focused on
information.
8 Invest in your software vendor partner
Organisational or environmental change is
inevitable. As a result, optimum business processes
and software systems developed in the past may
need upgrading or modernising to continue
alignment and support of key business outcomes.
It usually takes considerable time and effort
to audit capability and identify areas of shortfall,
then evaluate the most effective solutions that will
achieve increased performance. Consequently,
the business needs to rely on experience and
intuition.
But what if your business is inhibited by time,
skill, knowledge, or ability? How do you know the
global benchmarks to target and drive specific
organisational improvement?
Engage your software vendor. If you have a
provider you trust, invest time with them, as they
can bring a wealth of knowledge and experience
that can result in significant returns. Investing in
your software partner is more than just paying
for their expertise.
Build trust, spend the time to keep them
abreast of changes in your business, educate
them about what you want to or plan to do with
your business. The more regularly you engage
with your software partner the more insight they
gain into your business and your goals to support
knowledge transfer and best practice introduction.
In return, you can expect your software partner
to support you with their expertise and knowledge.
This accelerates their understanding and focus on
your key drivers that in turn generates business
value for you, and ensures they can keep you
abreast of developments that will ultimately
benefit your business.
9 No better time than the presentMany variables can impact an organisation’s
return on system investment. Some, with a little
attention and knowledge, will help your business
achieve significant uplift in performance to best
maximise your return on investment.
Take the time to regularly review both high-
level and low-level operational performance
problems. Identify and pinpoint the actual
interactions between your users, their activities,
the processes, and the supporting systems. This
will give you a detailed view of how long specific
operations take, and how often they occur.
This will enable you to focus on reworking
or reconfiguring your most critical processes
and systems to optimise productivity.
The accumulation of improvements in
reliability, performance, efficiency and system
functionality, no matter how small, will
significantly reduce operational costs, increase
profit and uplift productivity and performance
across your entire business.
Jason Quirk is the International Professional Services Manager for FastTrack Recruitment Software, developers of marketing-leading integrated software for recruitment companies.
These guiding principles are derived from FastTrack’s Business Consultants who have developed a proprietary Business Process Review (BPR) service. When engaging the BPR service, these Consultants analyse and evaluate organisations’ business goals and requirements against their processes and system usage, and develop recommended optimisation strategies to boost productivity and lift performance for each part of its operations.
fEATuRE
DECEMBER 2012 11
10 tips for acquiring new business
Referrals, organic growth and repeat business are the ideal scenario for running a recruitment desk but successful recruiters know that, in reality, there will always have to be time dedicated to new business acquisition. Amanda Hector has ten top tips.
I meet many, many recruiters who dislike chasing new business and this can have a crippling effect on running a consistently profitable business. The first line of defence is generally, I’m not good at closing sales or I’m really bad at sales or I really don’t know how to push through objections. But when we really start to investigate where the problem lies, it is often way back at the beginning of the interaction with the client – there can be no middle or end, without a good beginning.
Whether it’s on a call, in a chance meeting or at a networking event, it’s a common mistake for recruiters to talk about recruitment almost immediately … and nothing turns a client off more! As you know, you never get a second chance to make a first impression, so make yours count.
Top 10 tips for approaching new clients:1. Relevant targeting. Identify and target
companies and connections which are relevant to your aims and capabilities. The more focused your targeting, the more receptive your prospects are likely to be.
2. Set an objective. Setting an objective will give you structure and direction when making sales calls. A good objective has two parts: Purpose: why are you calling that particular client? Measurement: actions taken either during or following the call that show the result.
3. Plan your call opening. Don’t wing it! Do your research, make sure you have enough information about the company so that you sound knowledgeable and interested in their business.
4. Build credibility. This is your opportunity to stand out from the crowd and gain the client’s interest. Differentiate yourself – be sure to explain briefly that you are a specialist in your field.
5. Have a good business reason to call. Your preparation will pay off now! Refer to something of interest to the client. It should always include the words “you” or “your”. It is at this point when you should stop talking about yourself and start talking about the client’s business. That is what they want to talk about!
6. Don’t be a RAT. When calling a known agency user, bear in mind that this person will receive calls from agencies on a regular basis – some more than thirty every day! These clients are probably more skilled at getting rid of recruiters than recruiters are at making the calls in the first place … they are experts at sniffing out R.A.T.S and as soon as they hear the following words, alarm bells ring that may make them end the call quite quickly: Recruitment Agency Temps Staff. Instead of talking about RATS, focus your questioning on your clients and their businesses.
7. Leave the sales pitch at home. When you start a sales call with a pitch about yourself, your company or your candidates, the client is most likely to disengage after the first 10-15 seconds. Some great ways to start the conversation and avoid selling too early may be: • topicalissues •media/newsreporting •marketintelligence • industryspecialisations •productsandservices •geographicallocations •projectsorpeaksinbusiness • expansion,growth or organisational
restructures.
8. Build rapport. Remember, at this stage in the call you are unknown to the client: why would they honestly answer any of your recruitment-based questions?
9. Ask open questions. When opening a call, it is vital to also keep the questioning style open. Open questions (beginning with what, which, why, where, when, who or how) will elicit more descriptive answers and limit the chances of the call closing too quickly. If a client can answer yes or no to your question, you may find you have closed down your own call opening. Here’s some examples for you: Closed question: Are you currently recruiting at the moment? No! The client has a perfect opportunity to end the call with you right now! Open question: Great news about your new project, what’s your involvement with the planning for this?
10. Have personal integrity. Always keep your integrity – it is vital for trust to develop. Trust is simply not possible without integrity. Building trust is essential for growing a strong business network. These qualities require you to be genuinely interested in others; to listen properly, and to reflect back meaningfully and helpfully.
So next time you pick up the phone to speak to a new client, I challenge you not to talk about recruitment as a first line of questioning. Be topical, relevant, take a genuine interest in them and their business and you may find that statistically, your prospects say no less often.
Amanda Hector MRCSA MILP is a sales and recruitment training specialist and MD of Fusion Training. www.Fusiontraining.com.au
fEATuRE
RCSA JOURNAL12
Age Discrimination Commissioner, the Hon Susan Ryan AO talks to the RCSA Journal about recruiters’ responsibilities to older workers.
“We receive a lot of anecdotal evidence
from unsuccessful job seekers that recruiters
will not give them a fair go because of their
age,” says Age Discrimination Commissioner,
the Hon Susan Ryan AO.
“We have stories of people who apply
repeatedly – perhaps twenty or thirty times
– and are consistently rejected with no
explanation, although from time to time
these people suspect their age is against
them.
“Now, recruiters will respond that they’re
simply trying to fill clients’ needs – and we
understand the recruiter can’t dictate to the
client,” Ms Ryan continues. “But on the other
hand, if recruiters can focus more on the job
requirements, and point out that they have
candidates who match those requirements,
they’ll be doing a better job for their clients
and for the candidates.”
Entrenched attitudesAttitudes are often deeply entrenched,
stereotyped, and difficult to change, such as
the view that a 55-year-old is simply marking
time until retirement. “The idea that someone
of 55 is not worth investing in, training, or
promoting because they may retire soon is
not supported by the reality,” says Ms Ryan.
“A healthy 55-year-old could work at least
until they’re seventy – as many are, and more
would if given the chance.
“Also, the 55-year-old is likely to live until
85, possibly longer, so you’re condemning
them to three decades without employment.
People like the idea of ultimately retiring to
pursue other interests, but thirty years is a
long time to be condemned to having no
income – especially for someone who has
always been on an average or below-
average income, or a woman who has
worked only intermittently over the years.”
Discussions with recruiters, and successful
and unsuccessful job seekers, reveal a strong
feeling that generational labelling only
underscores stereotypical attitudes. “Many
people say, why describe people like that?
Why not simply describe people in terms of
their experience and qualifications and seek
to match them to the job requirements? In a
good, constructive work environment, the
60-year-old and the 30-year-old can learn
to work as a team, sharing knowledge. So
I think the real challenge for employers and
their HR practices is to build teams that are
diverse not only in age, but also in culture
and gender. If people respect what fellow
team members can do, they should be able
to work together despite their differences.”
Ms Ryan believes the media shares some
responsibility, with its love of stories about
the “ageing crisis” we face. Rarely, she says,
do they write that greater longevity is a
benefit, a triumph for better lifestyles and
medical science.
Key positionWith employers increasingly relying in
recruiting firms to supply labour, recruiters
are in a key position to create change. “They
A fair go for older workers!
The idea that someone of 55 is not worth investing in, training, or promoting because they may retire soon is not supported by the reality. Healthy 55-year-olds could work at least until they’re seventy – as many are, and more would if given the chance.
Age discrimination and the Australian Human Rights Commission
Young, old and everyone in between – Australians of all ages have a right to be treated fairly and have the same opportunities as everyone else. This right is protected under the Age Discrimination Act 2004. The Australian Human Rights Commission is the new name of the Human Rights and Equal Opportunity Commission. The Commission was established in 1986 by an Act of the Federal Parliament. It is an independent statutory organisation reporting to the Parliament through the Attorney-General.
The government appointed the Hon Susan Ryan AO as the Age Discrimination Commissioner and she started with the Commission on 8 August 2011. The Age Discrimination Commissioner is responsible for raising awareness of age discrimination, educating the community about the impact of age discrimination and monitoring and advocating for the elimination of age discrimination across all areas of public life.
fEATuRE
DECEMBER 2012 13
can help employers to see they’re actually
wasting talent when they tell the recruiter
not to send anyone over fifty,” says Ms Ryan.
On a positive note, she’s observed that
some employers have come to realise the
best thing for their business is to have the
best candidate for the job, and that longevity
and experience count a lot. “If you get rid of
all employees with longevity, with experience,
who know your business, then you’re actually
throwing away your investment in human
capital. And this investment cannot be
instantly replaced, for as wonderful as the
young workers coming out of colleges and
universities are, they don’t have the knowledge
and experience a person of fifty has. Certainly,
we want the young workers to have a chance
– and we want the older workers to mentor
them.”
One thing that really helps in changing
attitudes is seeing older people working
successfully, so the more older people are
seen in a whole variety of jobs, doing well,
working constructively with team members
of different ages, gender and backgrounds,
the more normal it will become to have large
numbers of older workers.
Another component in changing the
situation and opening up more possibilities
is to look at job design, as not all jobs need
to be done full-time. Properly designed
part-time jobs could suit older people who
may not be loaded with debt, who don’t
have kids going through school, but who
have other interests, or are studying for
university degrees, or caring for elderly
parents.
“Recruiters are a key part of this whole
story,” Ms Ryan says. “It’s very encouraging
that the recruiting sector at a national level is
looking at its practices, and having a debate
about these issues, because they’re in a very
powerful position to facilitate change.”
Susan Ryan was interviewed for the RCSA Journal by Rosemary Ogilvie.
If you get rid of all employees with longevity, with experience, who know your business, then you’re actually throwing away your investment in human capital.The Hon Susan Ryan AO, Age Discrimination Commissioner.
fEATuRE
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RCSA JOURNAL14
fEATuRE
“Looking at the results for the 2012 calendar year, my concerns are growing because they’re revealing trends that suggest the market is slowing, and it looks a little like a death by a thousand cuts,” he adds. “Profit for 2012 is likely to be well down on 2011, which was a record year.”
As we know, recruitment is primarily driven by two factors: either the number of permanent placements made each week/month, or the number of temp or contractor hours processed. “Permanent placements have been under pressure all year: the data to August shows permanent placements are down 17 per cent, which is a significant drop,” he says.
“However, there is some good news on the permanent front: while the volume of placements has declined, the average placement fees have risen, up 13 per cent on 2011,” Nigel adds. “This signifies a change in the mix of business. Lower-hanging fruit is less abundant, but more of the higher value fruit is available: a lot more of the professional, technical and managerial roles are
being filled. And so the mix of available work is driving up the average fee.”
This trend is being mirrored in the on-hire and temporary contracts side. Temp and contracting hours processed were down in quarter one and quarter two, and Nigel anticipates this will be the case for quarter three. In the eight months to date, the figure is down nine per cent on 2011.
Transaction values“If we look at the two underlying transaction
values that drive recruitment, the figures suggest both are slowing, which is not unexpected,” he says. “With the considerable growth we’ve experienced since the GFC, people are accustomed to seeing things speeding up rather than slowing down. While it’s slowing down, that death of a thousand cuts over a longer period of time does cause an issue, but this is really being driven by economic confidence, and permanent hiring particularly is driven by global economic confidence rather than local confidence.”
However, on a more positive note, Nigel
Recruitment industry trends“The question I would ask is: has the bubble burst? And my answer would be, I think it has,” says Nigel Harse, Director, The RIB Report, which collects and reports on industry results.
DECEMBER 2012 15
fEATuRE
stresses that there is still a lot of work around. “If perms continue to be under pressure,
at some point next year we would expect to see temp and contracting hours halt their slide and start growing again,” he says. “A slowing perm market tends to push up temps and contracting, generally four to six months later.” He explains that this market trend is the impact of head-count freezes: staff become tired, they get sick, there’s too much overtime, so it means more temps and contractors are needed to smooth some of the bumps in the business cycle.
Even so, Nigel is a little concerned for next year because temp and contracting margins as a percentage of sales are under continued pressure: current year-to-date return is 13.5 per cent, which is less than last year’s record low of 14.5 per cent. “In looking at where 2012 will finish, I believe the majority of recruitment companies will have increased
their sales by five to ten per cent, with gross profit or net disposable revenue from this likely to be equal at best. Overheads continue to rise and currently they’re up four per cent on last year. So I anticipate the profit of probably 50-60 per cent of companies at year end will be down on 2011 by up to 20 per cent.”
An indicator of the economy“Recruitment is an indication of the economy,
and these figures suggest the economy isn’t as bright as many insist,” Nigel adds.
Information drawn from 117 independent recruitment companies reveals that the recruiters who are still doing really well are particularly good at either the clients they choose to work with, or the sectors they choose to work within. These companies tend to be highly specialised, whether in industry, role, or territory, and the top ten performers cover most existing niche and market sectors.
“I see this as the bright side: when the market tightens up, there’s a chance for those who do well to truly shine,” says Nigel. “In a tightening market, the recruiters who survive on volume alone will find it really tough. So they really need to focus on improving their efficiencies in order to grow their profit, but unfortunately most are not very good at this.”
All indications suggest the market next year will be quite tough. “There’s absolutely nothing on the horizon to indicate Europe will be resolved, and we also have the unknown impact of the USA elections.
“But it’s not all doom and gloom: the tightening market is simply an opportunity for recruiters to get better at what they do, rather than do more,” he adds.
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RCSA JOURNAL16
AWARDS
The RCSA Awards for 2013 are now open and submissions are invited. These annual awards, owned and organised by the recruitment profession, provide an opportunity to reward high achievers for their significant contribution to the industry.
The awards will be presented at the RCSA Gala Ball on 30 May 2013 at Doltone House, Pyrmont, Sydney. Applications close on 28 February 2013.
All RCSA individual members and staff of RCSA Corporate Members are eligible to apply.There are three Awards in 2013:• The PEARL Award (Professional Emerging
and Aspiring Recruitment Leader) Proudly sponsored by Career One.
• The McLean Award for Workplace Safety Proudly sponsored by WorkPro.
• The Corporate Social Responsibility Award Proudly sponsored by FastTrack.
1. Criteria for the PEARL Award (for Professional Emerging and Aspiring Recruitment Leaders)
Launched in 2011, this Award is part of RCSA’s commitment to encourage and celebrate the contribution of professionals to excellence in recruitment and is an integral component of the RCSA PEARL Program.
Nominees must be in a leadership role or can demonstrate leadership skills. Nominees are able to put themselves forward or be nominated by an employer, supervisor or a colleague to be considered for this Award.
Applicants need to prepare a written submission (including supporting documentation) showcasing your leadership experience, according to the judging criteria.
Region based finalists will be announced at the RCSA PEARL Awards cocktail evening on Wednesday 20 March 2013 at the Crown Entertainment Complex, Melbourne.
2. Criteria for the McLean Award for Workplace SafetyMalcolm McLean (“Macka”) was a longstanding
Member of the RCSA Occupational Health and Safety and Workers’ Compensation Committees over many years and was acknowledged with a Member’s award for his service and commitment. Malcolm started with the Bayside Group in 1985 in the role of Manager for Bayside Group Holdings. He then became Quality Assurance Manager for the Group and until 2005 he held the role of Manager for Occupational Health and Safety. Malcolm was a Member of both the Victorian and Australia/New Zealand Committees for OH&S and Workers’ Compensation and also the RCSA Insurance Committee. He was the driving force behind SmartStart, the pre-cursor to WorkPro, and loved every aspect of his work in the Occupational Health and Safety role. Malcolm achieved many of his greatest successes when others would have long retired. He was an example of how a passion for what you do is a great motivator and was an excellent role model to all who worked with him. When Malcolm passed away suddenly in 2005 the RCSA agreed an award in OH&S would be established to honour one of life’s true gentlemen.
Nominations are invited from RCSA Corporate or Individual Members for a single case study that demonstrates a company’s or an individual’s commitment to workplace safety activities, a specific workplace safety solution or a specific workplace safety system.
A written submission to a maximum of 2000 words must address the selection criteria and demonstrate outcomes of innovation, initiative, stakeholder involvement, outcome/measure of solution, and promotion of solution.
3. Criteria for the Corporate Social Responsibility AwardThis Award has been established by RCSA
so that on-hire, recruitment and workforce solutions businesses can demonstrate their commitment to Corporate Social Responsibility (CSR) and to highlight the importance of CSR for the sector.
Corporate social responsibility is often referred to as corporate conscience, corporate citizenship, social performance, or sustainable and responsible business. CSR policy functions
as a built-in, self-regulating mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company’s actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public.
This Award recognises excellence in CSR achievements for businesses in on-hire, recruitment and workforce consulting. It provides ideas and motivation for other businesses to introduce their own CSR program and improves awareness of the ability of all businesses to introduce and maintain their own CSR program. Together with fostering a culture of corporate social responsibility throughout the sector, it raises the profile and recognises the achievements of the sector as a responsible one in the community.
Submissions may be based on a major single achievement in the last year or a sustained approach over a number of years.
How to applyFor Award submissions, contact:
Julie Morrison Manager, Marketing & Communications Email: [email protected],au or visit the RCSA website.
RecruitmentSuper is the Principal Award Partner.
RCSA 2013 Awards now open
DECEMBER 2012 17
fEATuRE
PEARL Award
(Professional Emerging and Aspiring Recruitment Leader)
Proudly sponsored by CareerOne.
McLean Award for Workplace Safety
Proudly sponsored by WorkPro.
Corporate Social Responsibility Award
Proudly sponsored by FastTrack.
Key DatesApplications open: Thursday 1 November 2012Applications close: Thursday 28 February 2013Finalists announced: Monday 8 April 2013Finalists submit 200 Friday 19 April 2013word summaries:Winners announced: Thursday 30 May 2013 at the 2013 RCSA Annual Gala BallDoltone House – Jones Bay Wharf, Pyrmont, Sydney.
RCSA
2013
R E C R U I T M E N T A N D C O N S U L T I N G S E R V I C E S A S S O C I A T I O N P R E S E N T S
30 MAY, DOLTONE HOUSE - JONES BAY WHARF, PIERS 19-21, UPPER DECK, 26-32 PIRRAMA ROAD, PYRMONT, SYDNEY
Principal Event Partner
The RCSA 2013 Awards & Gala Ball
Principal Award Partner: RecruitmentSuper
RCSA JOURNAL18
AWARDS
SKILLED Group has forty years of safety leadership built on a belief that “everyone has the right to arrive home is the same state as they left for work”.
“At SKILLED, we take pride in industry leadership because it’s the most important thing we can do for our people,” says Morris Guest, SKILLED Group’s General Manager Safety. “With 60,000 people to protect we really have to be at the forefront of industry efforts. The award is a nice reinforcement that we continue to make progress,” he says.
Working across more industries and companies than any other organisation in Australia provides an intriguing safety challenge. SKILLED were able to analyse their database of labour hire incidents and near-misses (cross-matched with data from Safe Work Australia) to realise that 95 precent of potential fatal incidents in their labour hire activities could be covered by five key risks and five key defences that need to be in place to protect employees. The development and rollout of the Safety Golden Rules were one of the key programs recognised by this award.
What advice would you give to other organisations who would like to start improving their safety performance?
Morris has three suggestions:
Passionate belief“You have to have a passionate belief that
everything your company does can be done safely. If you believe ‘accidents happen’” or you’d ‘like’ to have less accidents, you’ll probably find it tough to make lasting change. At SKILLED we believe that everyone has the right to return home in the same condition as they left for work.”
Be clear what success looks like“Be clear what success looks like because you
have to know what you are striving for and set clear expectations for yourself, your staff and stakeholders.”Make the tough decisions
“Not everyone will come on the journey, and you’ll have to make lots of decisions in the grey area between revenue, customer service and safety. When you start the journey, be prepared for a difficult task – the standard you walk past is the standard you set.”
Having won this Award, what are your goals for the future?
“We work hard on safety, but the journey to Zero Harm is a long one,” Morris says.
“We need to get better and better at influencing the hearts and minds of our employees and we are about to launch some exciting work in this space. We have to continue making our systems simpler and more intuitive while making our messages personal and relevant.
“It is this constant effort to evolve the culture of our organisation that makes safety an exciting area to work in,” he said.
Meet the Award winners
McLean Award for Workplace Safety: SKILLED Group
We have to continue making our systems simpler and more intuitive while making our messages personal and relevant.
The SkIlled team, from left: Alison dods, Sam Wilson, lisa Chivers, Ivan Maloney, Morris Guest, doug Spahn, Sue Healy FRCSA (life), Imogen Hopper, lauren Powell and Jo Moloney
DECEMBER 2012 19
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RCSA JOURNAL20
Looking into a crystal ball and predicting what 2013 holds for the UK recruitment industry is no easy task and I recall some wise advice
bestowed upon me many years ago. Basically, get a firm grasp on the controllable and then plan as much as possible for the circumstances that are out of your hands! So what do we know will definitely happen, what can we reasonably guesstimate and what effect will this have?
Margins will continue to be squeezedI have been reporting on the recruitment
industry for 25 years and, without fail, every year margins have been eroded. This has been the result of new innovations such as job boards, more efficient IT, RPO and Managed Service Providers but more often than not, it’s been recruiters cutting prices to win business. Sell on service, sell on specialisation, don’t sell on being the lowest price denominator, there’s no future in it.
The good news is that this is entirely possible. SThree plc have been one of the top performing UK recruiters for many years – they are a global player and concentrate on winning new business over signing up for low margin, high maintenance contracts.
Hirers will continue to explore alternatives
The rapid rise of social media has taken the world by storm and employers have seen its popularity as another way of potentially bypassing recruiters fees. But are social media sites any different from job boards? In the 90s, sites such as Monster, Peoplebank, Workthing, Big Blue Dog, etc, were the so-called death knell for recruiters such as ManpowerGroup, Hays, Adecco, Kelly, etc. We both know who are still around. The simple truth is that recruiters too can utilise social media and actually we are, or should be, better at recruiting than our clients.
IT will evolveThis has to be another major positive for our
sector so my advice is mobilise. Gone are the days when job seekers required mainframe or PCs connected to the internet to surf for jobs. All you need today is a “smartphone” – the device which now contains more technology than it took for NASA to get man on the moon.
Look at all the processes and recruitment stages you have within your agency – how many of these can now be carried out on a mobile device?
Don’t fear this technology: use it to equip your
people – the best sales tool ever is the sound of a human voice – how that sound is now received has changed forever, but the underlying principle is the same – people sell people.
The whole world is a stageThis year the number one strategy of UK recruiters
has been to look into international expansion, the powerhouse economies of the BRIC countries (Brazil, Russia, India, China) especially. That’s been cemented by being a specialist recruiter as opposed to a one-stop shop. Specialist services are easier to export and, more importantly, countries such as Brazil will make it far easier for an IT recruiter to set up, simply because they have a huge shortfall of IT candidates.
International expansion will continue at a pace in 2013 – expect recruiters from all over the globe to look at entering markets that strategically fit their service lines.
The economy is shotEconomists are almost unilaterally saying that
we will have an economy with no growth and, just as important, we appear to have substantially slowing growth in productivity.
James Wellesley-Wesley, one of the UK’s leading recruitment economists and commentators, says, “Europe overall will have an economic recession in 2013 and, on the whole, policies are being pursued which will ensure that it gets worse in 2014. Europe is sufficiently important in the world that all other countries around the world will suffer as well”.
“That is, of course, the situation we now have. Total UK government debt is forecast to triple over the period from 2004/5 to 2015/6 to about £1.7 trillion. There may be a lot wrong with the UK economy, but objectively you cannot accuse the government of promoting ‘austerity’ with a continuing budget deficit of these proportions. All of this effort by government is creating no growth and is significantly and rapidly harming the balance sheet of the UK.”
That’s been the backdrop to the UK for some time and yet, as if by a freak of nature, the UK workforce has actually seen unemployment coming down!
In a long-winded way what I am saying is that 2013 is not going to be much different to the previous 20 years. Those recruiters who recognise the challenges and take control of them are the ones who will be the winners.
I wish you a prosperous and safe 2013.
The recruitment industry is a freak of nature
David Head, publisher of Recruitment International magazine.
David Head does some crystal ball gazing for the UK recruitment industry.
INTERNATIONAl COMMENT
DECEMBER 2012 21
BuSINESS MANAGEMENT ISSuES
I was excited to hear at the recent RCSA conference that the RCSA Board has launched a comprehensive Research Project aimed at filling a gap in the availability of quality data about our industry and the vital role we play in the economies of Australia and New Zealand1.
In my role as the Ciett Representative in the Region I work very closely with the RCSA Board to promote the value of our industry, but this work has been hampered for some time by the lack of quality data about the size of our industry, the number and demographic of the temporary workers we engage and the flexibility and security we provide to those workers. The new RCSA research will go a long way to closing those gaps.
More and more, our industry is coming under attack from the trade union movement, as it continues to lobby for more permanent employment contracts, by sharing stories about rogue traders in our industry in order to paint a picture of us as uncaring, unscrupulous employers who exploit our workers. We all know how far from the truth these stories are, and yet the arsenal of weapons we have to defend ourselves with are often limited to our own anecdotal stories and examples, with little fact-based evidence.
The RCSA research will provide concrete evidence to support the message that temporary agency work not only provides greater levels of flexibility to employers in matching their workforce to the increasingly volatile business cycles, it also provides flexible solutions to workers who more and more are looking outside of what were once considered the traditional employment forms in order to take control of their careers and meet their social needs, particularly when over the last
few years even permanent work has offered for many, little long term security.
We cannot ignore the noise that the union movement is generating and we need to tackle the debate head on with fact-based information – not emotion and rhetoric. The data you provide the RCSA as part of this research will support this process and I have seen many examples where staffing associations are using the research data provided by members to great effect, increasing the profile and value perception of the recruitment industry. For example, in North America, rises and falls in the Staffing Index are viewed as signs of a recovering or declining economy that are watched closely by politicians and the financial media as a sign of US economic health.
As a member of the Ciett Board, I have seen firsthand the value that quality research can provide. The recent Adapting to Change Report produced by Boston Consulting Group, is regularly referred to in the European Union and the International Labour Organisation as the source of information about our industry. Information provided by us, not the union movement.
The kind of research that is needed does not just come from academics in universities: it requires input from you. Facts about your business activity that will be aggregated to provide whole-of-industry data to support our lobbying efforts. So please give us the tools we need to help continue to drive our industry forward and position your business as a valuable contributor to society, by supporting the RCSA’s research.
1. RCSA Journal September 2012, page 31.
Ciett Report
Facts not fiction
Steve Shepherd FRCSA (Life) and Immediate Past President, is the RCSA’s representative with Ciett and a member of the Ciett Board.
Tel: 02 9279 4415Web: www.voyager-software.com.auEmail: [email protected]
Truly Connected Software
RCSA representative and Ciett Board member Steve Shepherd FRCSA (Life) comments:
RCSA JOURNAL22
BuSINESS MANAGEMENT ISSuES
Mark Ashburn, General Manager – Sales, RecruitmentSuper
Over the last 25 years I’ve been responsible
for recruiting a lot of people. When I
started working on implementing a
Trusted Adviser (TA) methodology, it did not
immediately occur to me to think about the
recruitment process. After some success, along
with trial and error, I have learned a few things
about TA.
It’s not for everyone. Whether you are an
employer or an employee it is a big decision
to take on the TA methodology and make it
successful. There are five essential things for
employers and employees to get started with TA.
If you aren’t dedicated to the five essentials
listed below, there are better sales methodologies
for you to consider. I attempted to use TA in
another business and found it impossible to get
traction. We switched to a “hunter and farmer”
model and got great results quickly because the
market requirement was for a rapid increase in
visibility for the company. In this case, a great
team of hunters was needed to create awareness
to kick start momentum without the loss of
traction that comes with building the details
for a long term operating relationship.
Don’t follow the fads for sales strategies.
You need to match your strategy to your
brand personality and operating environment.
No single strategy will fit every situation.
On the other hand, if this sounds like you or
your organisation, the list below showing the
common attributes of Trusted Advisers should
be useful to consider:
1. Have a predisposition to focus on the client
rather than themselves.
2. Focus on the client as an individual,
not as a person fulfilling a role.
3. Believe that a constant focus on problem
Is “Trusted Adviser” for you?In the last issue, Mark Ashburn introduced the concept of “The Trusted Adviser”. Now he looks at the five essential concepts you need to get started on the TA journey.
DECEMBER 2012 23
BuSINESS MANAGEMENT ISSuES
definition and resolution is as important
as technical competency.
4. Show a strong competitive drive aimed
at constantly finding new ways to provide
a better service to the client.
5. Consistently focus on doing the next
right thing, rather than aiming for a
specific number of outcomes.
6. Are more internally motivated and driven
than relying on reward and incentive
programs.
7. View methodologies, models and
management techniques not just
as a means to an end.
8. Believe successful client relationships
are tied to an accumulation of quality
experiences.
9. Believe that both selling and servicing
are aspects of professionalism.
10. Believe that there is a distinction
between business life and private life,
but that both lives are very personal.
Implications for employersTo create and maintain a TA team, an
employer needs to place a great deal of
trust in the team and deliver on some
crucial obligations. Your team will expect
leadership to be very clear and disciplined
with business strategy, and to share it
openly. They will need to know what your
business stands for and be certain that you
care about the quality of service you
provide to clients, not just the revenue.
They will want to know what the levers of
profitability are so they can figure out the
difference between great clients and just
making the numbers.
If you’ve recruited well and created the
environment, you can expect the team will
be collaborative and work well together,
even though they likely have different
individual styles. They will work together
well because they have a common goal.
They will be working to make your business
successful!
For a TA team, you want to have a team
of individuals working on a common goal
rather than having a team of clones
working on individual goals.
Implications for employeesTo work in a TA team you need to be
prepared to use your head, a lot. You need
to have technical mastery in your field.
Once you are an expert at what you do,
you need to invest heavily in understanding
how your employer and industry works.
Not just on the surface, but really know
what makes the industry tick. Do you know
what causes your employer revenue and
expenses to rise and fall? Do you know the
two or three biggest threats and
opportunities they have? Do you know the
same things for your clients?
A TA achieves their position through
knowledge, critical thinking and constantly
listening to the whole environment. They
deliver client value because of their
knowledge, not just the products or
services their employer provides.
To be in a TA business, be prepared to use your head and to work with your peers to create success for your employer. Your employer will look after you, after you look after them.
© 2011 FastTrack Pty Ltd
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RCSA JOURNAL24
Gabriel Garcia Product and Strategy Director at CareerOne.
BuSINESS MANAGEMENT ISSuES
How well does your business use its own data? This is usually an area where we can all improve our efficiencies. The data that your business receives every day is a valuable asset which, if used properly, can provide a tangible advantage over competitors and improve your business operations and margins.
Doing business better
“SeeMore™ does exactly that”, says Gabriel Garcia, Product and Strategy Director at CareerOne. “SeeMore™ organises all of your current resumes and candidate records so you can access them and gives you great visibility of what you currently have in your database. Imagine having full visibility of the candidates you have in your system, broken down by skills, location, source and date when resumes were last updated. SeeMore™ gives you these analytics and more, allowing you to make informed business decisions and make better use of your advertising budgets.”
When Sir Tim Berners-Lee said, “It’s difficult to imagine the power you’re going to have when so many different sorts of data are available,” he was talking about the World Wide Web (which he helped invent). Despite this quotation being about something different, the same concept applies to the way SeeMore™ by Monster operates.
Managing multiple resume databases has never been an easy task, especially when the volume of resumes within your system is staggering. Different databases have different systems to navigate, and none of them are designed to interact with each other. These issues make it hard to understand your own company’s talent pool. That’s why Monster created SeeMore™. Now you can easily see what talent you’ve got, and find what talent you need. Analyse all of your existing databases using Monster’s award winning 6Sense® Search Technology.
6Sense® thinks like you do. It can understand concepts and context, unlike keyword searches. For example; if you’re searching for someone who worked at Macquarie Bank, 6Sense® recognises the difference between the company Macquarie Bank, someone who has lived on Macquarie Street or in Port Macquarie and somebody who attended Macquarie University. Most importantly 6Sense® can search for over 15 million job term combinations. With SeeMore™ you can use this technology to search through all of your databases.
One of the easiest ways to improve your business is to better manage the data you already have rather than finding ways to source new data. SeeMore™ will aid businesses in being more efficient with their data by ‘Mining the gold’ that exists in their database. The reporting features will help recognise where skill shortages are in current databases so resources can be better allocated addressing these gaps rather than topping up unknown ‘skill rich’ areas.
CareerOne has already introduced SeeMore™ to a number of different companies and results have been positive.
We conducted a survey of 45 recruiters from different agencies already using SeeMore™ and the key findings are highlighted above.
To learn more about SeeMore™ or any other CareerOne Sourcing Solutions, please contact your CareerOne Account Manager or call 1800 555 010.
DECEMBER 2012 25
With apologies to Dr Who fans who might think that he is asking the “question that must never be asked ...” Andrew Wood looks at one of the big issues in recruitment: charging the candidate.
I didn’t think I’d ever hear myself say it, but speaking in Perth recently at a workshop on Trouble Free Recruitment and discussing with the audience the challenges presented by client capture of public domain candidates – the candidates who are “already known to the client” and whose placement is therefore never going to attract a fee – I found myself repeating something I’d picked up at the RCSA conference a few weeks earlier in Fiji – “Charge the candidate instead”!
The suggestion made by someone in the audience in Fiji (not me) was met with stunned silence from of a crowd of two hundred experienced recruiters. It was met with a kind of nervous and embarrassed giggle when I raised it in Perth.
What made the suggestion especially sensitive was the fact that RCSA had, that very same week, been plunged into serious damage control mode following the reporting on New Zealand TV that one of its members had actually charged a candidate for finding him a job. The job did not eventuate and that might have been the chief cause for concern; but throughout the whole exercise it seemed to have been assumed that the practice was unlawful, or at least should be.
Now it would be fair to acknowledge that the member might have some criticisms to make about the quality of the NZ news reporting; but no one seems to have noticed in all the furore that New Zealand got rid of its laws against candidate fees in 1986! Or that there is no direct prohibition on candidate fees in
Victoria, Tasmania or the Northern Territory. And they are not quite banned in South Australia, where an employment agent can take a “deposit” from a candidate in some circumstances.
For all that is said about it, neither Australia nor New Zealand has yet ratified ILO C.181 the Private Employment Agents Convention, article 7 of which contains a prohibition against charging candidate fees.
So I wonder whether it’s time to lift the silence on this sensitive topic; whether something has been opened up somewhere that will help us to put the cringe and emotion aside and ask the question:
Are there any circumstances in which it would ever be OK to charge a candidate a fee for finding them a job?
Before I get howled down in a storm of protest, let me invite you to think about the different types of candidates represented by recruiters.
Sure, there are vulnerable candidates in respect of whom basic requirements of justice will always demand protection against unscrupulous and exploitative charging.
But I am not asking about those candidates. I’m asking about sophisticated and astute candidates who want you to represent them and who are able to take care of themselves when dealing with you.
Let’s also keep in mind that there is a safety net of protection (in Australia at least) in the form of statutory consumer guarantees, misleading and deceptive conduct protections, unconscionable conduct protections, discrimination and equal opportunity protections. It’s also a safety net that helps to distinguish the vulnerable from the sophisticated and the astute. Most of these protections also exist in New Zealand.
Or, despite all the protections; is it really about something else? Is it about ensuring that no one in the job market should have an advantage over someone else – an advantage secured by the ability and willingness of a candidate to pay a fee to a recruiter to have that recruiter represent them?
But if that is what it is about; don’t represented candidates already enjoy an advantage over their non-represented comrades – albeit an advantage that is often off-set (from an employer’s viewpoint) by the fact that their placement may attract a fee payable by the client?
And is there any other professional services market in which it’s unlawful for a qualified professional person to charge a fee for representing someone? Certainly not the legal services market anyway. And aren’t the consumers of legal services just as “vulnerable” as the candidates about whom we’re asking the question – and perhaps more so?
The more I look at it, the more I am drawn to the conclusion that this is a conversation that the industry will need to have. Now might be a good time. I hope it’s a balanced and sensible discussion, though I’m pretty sure that it’s likely to trigger a lot of emotion.
What good might come of it, I can’t be certain; but I reckon that at least, we’ll get a clearer idea of where the industry stands and why; and we just might begin to identify some key features of a type of industry regulation that promotes and enables enterprise rather than stifles it.
So I hope the silence is lifted and I look forward to following the conversation.
Lifting the silence ...
Andrew Wood, Hon FRCSA (Life), Barrister
BuSINESS MANAGEMENT ISSuES
RCSA JOURNAL26
BuSINESS MANAGEMENT ISSuES
Recently, there has been a raft of changes to the NSW workers’ compensation legislation. Vivienne Toll from OAMPS
reviews the key changes. In June 2012, multiple legislative amendments
to the New South Wales workers’ compensation scheme were passed through Parliament. These amendments could arguably be described as the most significant legislative changes to workers’ compensation law since the introduction of the first Workers’ Compensation Act some 86 years ago.
To provide you with a high level overview of the changes contained in the Workers Compensation Legislation Amendment Bill 2012; OAMPS has summarised the following key changes:• The calculation of weekly payments
will be based on the worker’s pre-injury average weekly earnings rather than on the worker’s current weekly wage rate at the time of injury. The amount of weekly compensation will be calculated as a percentage of pre-injury average weekly earnings (with a maximum compensation “ceiling” amount of $1,838.70 per week – subject to indexation) minus any current earnings or any amount the worker is able to earn in suitable employment.
• The rate of weekly compensation will vary during three entitlement periods, namely, weeks 1 to 13, weeks 14 to 130, and after week 130. Weekly compensation after week 130 will only be available to totally
incapacitated workers or partially incapacitated workers who have returned to work for at least 15 hours per week.
• A new dispute resolution process will be introduced to deal with disputes concerning work capacity decisions. This will feature an internal review by an insurer of its decision, followed by a merit review by the WorkCover Authority, and thereafter a procedural review by the proposed and newly created “WorkCover Independent Review Officer”.
• Insurers will be required to conduct work capacity assessments of injured workers to assess their capacity for work at various stages throughout the life of the claim.
• Payment of medical treatment expenses will be limited to treatment and services provided within 12 months after the claim for compensation is first made; or within 12 months after weekly payments cease (whichever provides a longer period). This amendment will not apply to “seriously injured workers” (those who are assessed at more than thirty per cent WPI).
• Various changes will be made to the scheme for lump sum compensation for permanent impairment. Most notably: – There will no longer be a separate lump sum payable for pain and suffering (the former section 67 of the 1987 Act is deleted) – No lump sum compensation will be payable under section 66 unless the injury results in a degree of WPI which is greater than ten per cent
– Only one claim for permanent impairment lump sum compensation will be able to be made.
• No compensation will be payable for heart attacks, strokes and their underlying diseases unless the nature of the employment concerned gave rise to a significantly greater risk of the worker suffering the injury.
• No compensation will be payable for an injury that is a disease (or the aggravation, acceleration, exacerbation or deterioration of a disease) contracted in the course of employment unless the worker’s employment was the main contributing factor.
• Journey claims will be restricted to circumstances in which there is a “real and substantial connection” between the employment and the accident or incident as a result of which the worker’s injury arose.
The proposed amendments will not apply to police officers, paramedics, fire fighters or coal miners.
OAMPS Insurance Brokers is a leader in the provision of strategic workers’ compensation services. We have dedicated teams in NSW and Victoria that can assist you to understand the impact these changes may have on your business, provide comprehensive support to your employees and improve your workers’ compensation risk throughout Australia. In the coming weeks OAMPS Insurance Brokers will be holding an Employers Forum on a number of related workers’ compensation issues, including the NSW reforms.
NSW Legislative Reforms – workers’ compensation Vivienne Toll, OAMPS.
Find us online at: FREE CALL: 1300 133 151 | www.learningseat.com/demonstra�on
DECEMBER 2012 27
Our thirty years in the industry
RCSA Supporter Profile
Long-term RCSA Supporter, WorkDESK Recruitment Software, is now celebrating thirty years in the industry. The RCSA Journal asked Geoff Hall to tell the WorkDESK story.
How and when did your organisation begin?
In late 1982, business partners Geoff Hall and Chris Raven decided to create a software product for the personnel industry. They had been in business together since 1980 and had already created vertical market products for the construction industry, the legal profession and the hospitality industry.
This move by the two accountants turned software developers made a lot of sense, because in addition to their jointly-owned computer software development company, since 1979 Geoff Hall had also owned a personnel agency. He had already begun to put together “bits and pieces” of software to help his staff manage candidate and client information more efficiently. In 1982 he finished a year as Chair of the Queensland division of the Personnel Services Association (one of the earlier incarnations of the RCSA).
Development continued during 1983 with a couple of prototype sites and we sponsored the personnel industry’s second Annual Conference “PSA2” in September 1983, with Geoff having sold his personnel agency immediately before that. By the end of 1983, they had 20+ user sites around Australia and the user base expanded year on year. Since the mid 1990s, they have only provided software to the recruitment industry.
What major changes in the recruitment industry have you seen over the years?
While the face of the industry has changed dramatically in the last thirty years, with most activity now technology-based, Geoff maintains that the industry still rests on an individual consultant’s innate understanding when it comes to filling a position with the most suitable candidate.
When he became involved in the personnel industry all records were manual and card index based. Finding a candidate involved trawling through registration cards. With a computer or two being used for software development, in 1980 he “computerised” his candidate and client records – all of a sudden they could compile a list of suitable candidates in minutes.
At that time the industry had a pretty low profile and consisted, for the most part, of small locally operated companies. Thanks to a number of trailblazers, now legendary in the industry, through the 1980s and 1990s the recruitment industry began to make its mark and be recognised for its professionalism and value in the economy.
And going forward?In common with most business people,
the two partners consider that the pace of change will only increase. The most important objective for them and their team is to provide a stable product their clients can rely on so that they can confidently pursue their own objectives of increasing business and profitability. Just as important is the imperative for them to be acutely aware of local and global trends in the industry, technological innovation and changes in taxation and legislation – and try not to be overwhelmed. Change means challenge and offers opportunities for them and for their clients.
What are the three secrets of your success?
According to Geoff Hall and Chris Raven, the three secrets of their success are their philosophy, their clients and their team.
PhilosophyThe partners’ approach is one of dedication
to providing excellence in product usability, affordability and service. They have an abiding commitment to providing a fully integrated product for the industry that continuously evolves. Full integration increases users’ efficiency as data is entered only once. Continuous development takes much of the worry out of the future for clients, who need to “keep up” with recruitment software evolution.
ClientsGeoff Hall and Chris Raven are proud to
say they have many users of ten or more years standing, some going back to the “early days”. Their clients provide much of the impetus for change and have given them the intimate knowledge of the industry so integral to successful software development.
StaffThe WorkDESK team is a dedicated one.
The majority of team members has been with the company for more than ten years. Support personnel care for clients throughout Australia, New Zealand, the UK and Ireland and provide assistance from 7.00 in the morning to 3.30 the next morning throughout the working week. The partners recognise that WorkDESK has achieved what it has in the last thirty years thanks to this team and its many previous members’ contributions.
Geoff Hall (left) and Chris Raven.
ASSOCIATION NEWS
RCSA JOURNAL28
ASSOCIATION NEWS
From terror to benchmarked efficiency and professionalism. Dianne Gibert, from Certex International, interviewed Gillian Emond, from Plexus Medical Recruitment about her SDS experiences.
When Gillian Emond, the Managing Director of Plexus Medical Recruitment was preparing for the
certification audit against the RCSA Service Delivery Standards (SDS), she admits she was terrified.
“To be honest, all the staff in the office were so scared. We just didn’t know what to expect. We thought the purpose of the audit was to find problems with our systems and although we knew we ran a good business, we were just not sure if our systems were up to scratch and if the process would be a very negative one. We couldn’t have been more wrong about the process or the outcome,” Gillian said.
Now, less than 18 months later and certified not only in the RCSA SDS but also in ISO 9001, Gillian reflects that those initial fears were certainly unfounded, and that in fact Dianne Gibert, Director of Certex International, has become a trusted business partner. The business has become more efficient and professional, and Gillian has confidence in the quality of services and the level of management control in the business.
Why did you adopt the RCSA SDS in the first place?
I first heard about the RCSA SDS years ago, but no-one seemed to be taking it up. Then about three years ago it became much more established and recognised within the industry, and many other agencies had taken it on. Someone I know from an agency we sometimes work with and greatly respect, had become certified and told me she had found it helpful and that it wasn’t too hard and I should just do it. At the time, Plexus was growing rapidly, and as my management style is very informal, I had some systems in place, but very few were documented in any detail and there were only a few very loose checks and balances built in. I knew we needed a more formal management structure if we were to continue to take on more staff and to increase volumes.
What changes did you need to implement?
The biggest change was simply writing down the policies and procedures that underpin my business. Many of these I already had developed, although not in a formalised structure, but some I spent hours drafting. The night before the audit I was still pulling my hair out as I was trying to write a policy on Equal Employment Opportunity and I was going around in circles so I called my friend at the other agency, who told me not to panic, and sent me some templates to use. These are easily accessible online on the RCSA Business Solutions website and were great for those mandatory-type policies.
It shouldn’t have been so hard, but I just didn’t know what to expect. I honestly thought the purpose of the audit was to find fault with our systems, and I didn’t have any benchmark on what would meet the standard or on what would meet the auditor’s requirements.
I didn’t change much else though. We didn’t change the way we were recruiting very much at all.
Dianne did give me lots of information – she sat down and talked me through the requirements of the standard. Getting my head around some of the terminology was tricky, but usually when I finally worked out what was required I found we were already doing it.
How did this impact your business – both good and bad?
Some of the biggest impacts were from things that were really very simple. Introducing checks and balances in the invoicing process, for example. I always do the invoices myself and had never seen the need to get them checked, but once those checks were actually in place I was amazed at the range of errors there were. They were usually minor things, such as spelling mistakes or small errors in superannuation rates between states, but none the less – the mistakes were there. Another major impact was the way I manage suggestions for improvement. Previously, the team would just make the suggested change
RCSA Service Delivery Standards achievement – a case study
Plexus Medical Recruitment, from left: Sarah Ford, Sam McSweeney, Gillian Emond, Trish Hay and Cathy Portelli.
DECEMBER 2012 29
ASSOCIATION NEWS
– or not, if things were just too busy – without having any real data on the issue or assessing whether or not the change made a positive impact. Now we raise ideas in our weekly meeting and record them in our “Issues Register”, so that if we can’t do them straight away at least the ideas aren’t lost. Also, through formalising our processes, we found that we needed to make sure we maintained more consistently centralised records. It used to be that one consultant booked accommodation but there was nowhere to record this for easy access in our database, and if that consultant was not around, no one else had access to the details. So if the candidate rang up, it was always a struggle to know what was happening across the board. Now everything is centrally recorded so we can all access the
information we need at any time.It was a bit difficult to get the right issues
management and service monitoring processes in place. At first I thought “issues” were all negatives, like complaints, but when I eventually realised they were just any opportunity for change then it was easier to deal with them. I started off writing a huge report on every single minor thing and found it terribly time-consuming and so it was just not being used. However, after our first review Audit and another discussion with Dianne, I established a much easier and simpler system – which takes very little time to complete – so the team are much happier to use it. We now record all suggestions and can show ongoing improvements in the business. Service monitoring was hard as
well, and it did take a while to get the balance right between focussing on too much detail and taking too much time. Now, I think, we have the balance about right, and I am sure we focus just on the important areas.
Did the results meet your expectations?
Yes, the process did meet our expectations – in fact it exceeded them. As I said, before I was so scared the first time, and everyone was stressed on the morning of the big day. But within minutes of Dianne talking to each person they relaxed and realised it was OK – she was there to review what we did as a business and not to try to trip us up. Now the whole team has embraced the process. It is interesting that each person has taken it on
RCSA JOURNAL30
ASSOCIATION NEWS
in a slightly different way – some staff live their day by it and remind the rest of the team about the details of what the policies say; others, even though they might support it, don’t try to meet every detail. They still complete the actions, as everyone agrees these are the important steps for us to follow and to keep records, but timeframes are often “flexible”. I just have to remind them more often.
It was good to know, too, that the SDS acknowledges and embraces the fact that our systems are always works in progress. We now use sticky notes on the actual policy document to capture ongoing changes to policies and procedures, and in that way, we can leave making the updates to the documents when there have been enough changes identified. It means we are not forever updating documents. It was quite a relief to realise we didn’t have to have everything finalised and complete before each audit.
Why did you decide to take on ISO 9001?
The whole process had gone so well that after 18 months we decided to take on the international standard, ISO 9001. I found that although the RCSA SDS is very relevant to my recruitment business and certainly helped
me improve our systems, it actually isn’t that well-recognised outside of the industry. So when I would mention that we were RCSA SDS certified the response would be ‘What’s that?’ Now, when I say we are ISO 9001 certified the response is quite different – people are impressed that we have achieved that level. Also, ISO 9001 is more frequently mentioned in tender proposals.
We became certified in the RCSA SDS in March 2011, and certified in ISO 9001 just three months ago.
What further changes did you need to implement?
Again, there weren’t really that many changes now that the RCSA SDS is working so well. The terminology of the ISO 9001 quality standard is different again, so that did confuse me a little. Also, the RCSA SDS is so specific to recruitment but the ISO standard was a little more general about what is required. There were some changes I needed to make to the titles of documents, and some documents had to have additional clauses entered. In a preliminary discussion with Dianne, I realised that I really had to take the time to prepare an index which basically mapped the sections of the standard to the policy documents and controls I have in place. Once I had done this I realised that
most things were already in place, just known by slightly different names.
What would you say is the net result to your business with both certifications?
Overall the business is now more efficient and professional. Plexus had systems that worked but they were not well documented and there was no system in place to review these procedures nor a structure to develop the framework of the business going forward. Now I, and every member of the team, are so much clearer on what needs to be done; it makes it easier
to make decisions and for everyone to follow the same process. The business now runs through a system and is not dependent on individual performance. If someone is away the business still works well (except that I still occasionally get phone calls when I am on leave). It is so much easier to explain the systems to new staff as it’s all so well documented.
I have developed a network of business supporters throughout my business career, including my accountant and business mentor, and I certainly now count Dianne as a key member of that support team. I feel we have developed a partnership where the audits identify any area of risk or concern so that I can act on it and safeguard and develop my business accordingly. The audit reports Dianne produces are very detailed and I refer to these often.
Looking back, I am glad I started with the RCSA SDS before I moved on to the ISO 9001. It made more sense to me and to the business to do it that way. I feel more confident about the business, and, particularly when we complete tenders, I know we can deliver on our commitments.
Now, the Plexus team has a strong shared view internally on what we do, and we can also benchmark our achievements against an international standard. It has worked well for us.
Gillian Emond is the MD and founder of Plexus Medical Recruitment. Plexus was established in 2006 and has been assisting medical and nursing staff to source positions around Australia and New Zealand since that time. Plexus now has 13 employees and is located in Hawthorn in Victoria with staff also based in Brisbane and Sydney. Gillian is a physiotherapist who moved into this specialised area of recruitment following her own family’s experience of relocating as medical professionals from overseas.
Dianne Gibert is the founder of Certex International and Fathom Business Architects, which has been the certification manager for the RCSA Service Delivery Standard since 2004. Dianne has more than twenty years’ experience as a management consultant specialising in quality management and performance improvement. Certex International is accredited through JAS-ANZ to provide certification services to the recruitment industry in ISO 9001 Quality Management Systems.
Recruitment Firm’s Advertisement breached the Advertising Standards Code 9 October 2001
Recruitment Agency puts forward candidate now facing fraud and dishonesty charges posted kiwiblog.co.nz November 24, 2008
Recruitment firms fined for boycotting rival 30 September 2009
Recruitment Consultant Unjustifiably Dismissed. 7 January 2008
Insurance Specialists for Recruitment Agencies
www.i2ibrokers.co.nz
Contact [email protected]
Recruitment agency discloses applicant's email address to other email recipients August 2008
Recruitment Company recommends convicted fraudster for $75,000 job 12 February 2004
Are you and your Insurance Broker on the same page? Time to revisit exactly what you’re covered for don’t you
think?
Recruitment firms need more checks May 08, 2002
Are you and your Insurance Broker on the same page?
Time to revisit exactly what you’re covered for don’t you think?
Recruitment Firm’s Advertisement breached the Advertising Standards Code
9 October, 2001
Recruitment firms need more checks
8 May, 2002
Recruitment Company recommends convicted
fraudster for $75,000 job12 February, 2004
Recruitment Consultant Unjustifiably Dismissed
7 January, 2008
Recruitment Agency puts forward candidate now facing fraud and dishonesty charges
(Posted kiwiblog.co.nz)24 November, 2008
Recruitment firms fined for boycotting rival
30 September, 2009
DECEMBER 2012 31
BuSINESS MANAGEMENT ISSuES
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Issues Updatercsa’s issues management team and Working groups have been working hard over recent months to stay on top of the steady flow of new and proposed law which impacts upon the recruitment and on-hire sectors.
WorkSafe Victoria has announced that it will be reviewing the premium system in that state over coming months and will focus on a range of items including:• Introduction of a ten per cent
no claims industry rate discount• Extending the experience
rating to all employers so that the exemption for small employers with remuneration of $200,000 is eliminated
• Removal of deductable remuneration regulations
• Measures to increase certainty of premium through the issuing of notices in May and changing the experience rating period to allow for this
• Changes to how apprentices will be dealt with under the system
• Removal of the “labour hire” premium increase cap of thirty per cent, which was introduced to protect on-hire firms during the transition to the new on-hire premium system
• Introduction of small employer discounts and group premium discounts for prevention initiatives (within five-year plan)
• Introduction of poor performance surcharges
• Introduction of variable excess options.On another front, the RCSA
Safety and Risk Working Group is also continuing to work on the development of an on-hire version of guidance on the model work health and safety law, while the Workplace Relations Working Group continues to monitor the government’s proposed response to the review of the Fair Work
Act. There is concern that the government is not considering the reintroduction of prohibitions on restraints on the use of on-hire within enterprise agreements yet, on another front, the Working Group welcomes the government’s continued resistance to the ACTU Insecure Work Campaign.
While the union movement continues to try to create relevance through the manufacture of issues in relation to non-traditional work, RCSA continues to focus on what it can do to improve the working lives of on-hire workers adapting to contemporary business conditions.
Representatives of RCSA’s Immigration Working Group have visited Canberra and lobbied the Department of Immigration, in relation to proposed changes to worker rights check legislation, which will see further liabilities for officers and directors in relation to failure to properly check the rights of overseas workers to work in Australia. While RCSA recognises the importance of maintaining Australian immigration law, and protecting Australian jobs, it is equally interested in protecting owners and managers in the recruitment sector from unnecessary sanctions.
Finally, RCSA waits anxiously for forthcoming research by the University of Melbourne researchers which will provide further insights into why Australians continue to find on-hire work attractive and, on the back of such research, will begin to focus on the development of new data to improve the industry’s lobbying capacity.
Charles Cameron, Partner, FCB Group and Executive Director, FCB HR.
RCSA JOURNAL32
ASSOCIATION NEWS
When the RCSA was formed Julie was a member of the Victorian Council for five years and Chair of the Professional
Development Committee for most of this time. She was on the RCSA National Board for two years. Julie was elevated to RCSA Life Membership in 2002 and has been a member of the Professional Practice Council since its inception. She also sits on Ethics Panels. Julie was awarded a Medal of the Order of Australia (OAM) in 2008 for “service to the personnel recruitment and consulting sectors, and to the community”. The RCSA Journal asked Julie to share what she’s been doing since she retired.
An 88-year-old well-known Australian gentleman, sitting behind his office desk, told me a couple of weeks ago, “There is no such thing as retirement Julie”. And I tend to agree! I now often ask myself how I ever found time to work full-time when I look at my diary.
So what have I been doing over the last 3.5 years since I left HOBAN Recruitment after thirty years’ consulting?
Not wanting to sit back, I did what I often asked candidates to do: “look at your transferable skills” and mine were, of course in a nutshell, helping people find jobs. So I undertook a Certificate IV in Training & Assessment and spent a few months completing that, meeting some terrific people in a similar situation in the class.
I have used that to facilitate training on a regular basis on resume/cover letter writing and interview skills. This has been extremely rewarding and again given me the opportunity to meet some interesting people. Having seen the other side of candidates who have poor resumes and poor interview skills it was good to be able to share with them my knowledge and thirty years’ experience – hopefully, helping them in their job search.
Various projects that have come along, as well as interview coaching and mentoring recruitment consultants, have enabled me to have that “work/life balance” we often dream of! I have been mentoring two very motivated people with no recruitment background but successful track records in their industry, helping them start from scratch and develop their business into a very successful one in just a year with plenty of repeat business! Spending time with them, and sharing their successes, has been uplifting and rewarding
as they soak up everything I can share with them. Having been actively involved with the RCSA
for 25 years and being an inaugural member of the RCSA Professional Practice Council, this is also still an important part of my life. We have a strong talented Council all of whom have lots of experience and wisdom to share and our meetings are lively and productive. As well as this, I sit regularly on Ethics Panels to deal with issues.
While I do not miss the hands-on recruitment side at all, “keeping my hand in” with these various areas has kept me involved on the periphery. Our industry is something that definitely does not just go away when you leave it – your heart and soul remains in some way and I keenly read the RCSA emails, the RCSA Journal and other publications to keep up to date with the latest news and developments.
Of course having more time on my hands has enabled me to put more time and effort into the various voluntary committees I have been involved with for many years, as well as other community involvement. The brain is never idle!
Julie Sattler OAM
Julie Sattler OAM
life Member Profile
Julie has been in the
recruitment industry for
33 years, thirty of those
years with HOBAN
Recruitment. Julie
served on the Victorian
Committee of the
Institute of Personnel
Consultants (the RCSA
predecessor) for
15 years, mostly as
Secretary and as
an IPC Course Tutor.
DECEMBER 2012 33
In the mediaIn the last quarter, the RCSA distributed seven media releases and achieved excellent coverage in Shortlist.
Media releases• On-hire labour hire sector work safety continues
to improve – peak body not surprised• RCSA signs MOU with AHRI• RCSA keynote speaker David Arkless –
society is our global responsibility• RCSA to launch ethical investigation• RCSA Launches Workforce Information Line (WIL)• RCSA announces 2013 Conference venue• RCSA launches Diploma of Management.
Media coverage• Labour hire workers should not be grouped
under casual label: RCSA• RCSA forges closer ties with AHRI• FWA rejects union’s attempt to restrict labour hire
use at Qantas• RecruitmentSuper celebrates 20 years
• Arkless to speak in Fiji• How to be an award-winning recruiter: RCSA • Global unions systematically attacking
recruitment industry: Arkless • Jobseekers turning away from recruiters
Right Management • Educational shift needed to close skills gaps:
Adecco local CEO• Savage: LinkedIn might be a useful sourcing tool
but ... • RCSA investigating $NZ6,000 fee for placement
that fell through • RCSA launches information line • How to get the most from your high performers • How to win a place on a recruitment panel: RCSA• Why bother growing if you’re not getting better • RCSA/AHRI launch joint diploma.
Business Solutions Memos & Guidance NotesIn the quarter 1 July to 30 September, the RCSA issued ten separate Business Solutions Memos and Guidance Notes for Corporate members.
• High Court clarifies adverse action evidence • Redline Towing fined $130,000 for fatality• On-hire worker case for negligence dismissed• Adverse Action claim denied because on-hire
worker was not an employee or prospective employee
• Harassment policies and procedures saves company a fine
• Indemnity & Hold Harmless clauses in contracts – Guidance Note
• On-hire bullying – inquiry• On balance the workers were employees• New taxable payments reporting system for
businesses in the building and construction industry
• Contractor given permanent role – workplace rights put to the test.
2012 RCSA 63x255mm final two.indd 1 1/09/2012 12:15:58 PM
RCSARESEARCHCENTRE
RCSA JOURNAL34
ASSOCIATION NEWS
The Year in Review
Shaun Hughston APRCSA, President, AMRANZ, reports.
Since our new council was formed last year, we have slowly been overhauling how we do things, and I think we have moved forward in most areas.
We have had a renewed level of activity on government bodies and committees, attending several key industry committees and events. The more we attend, the more we are invited to.
At a recent “Think Tank” day with a government agency responsible for workforce development, our attendance at the meeting was crucial, as it soon became apparent that the government agency had not considered or included medical recruitment agencies in the key stakeholders/contributors to the medical workforce in Australia. We left that day with a sense of achievement that we were able to at least suggest a change in the thinking of that organisation.
A major role of our Association is lobbying, and I have learnt over the past twelve months that it can be a slow process, especially when dealing with government bodies. Slow bureaucracy, combined with rapid, unexpected changes in public policy means that we have to be highly reactive to what is happening in our industry.
Our ongoing concerns with Queensland Health over the provision of locum agency services have developed slowly over the year and while we have made some progress we have more work to do. We have certainly been persistent. In light of recent budget cuts to the medical workforce in Queensland, it seems that the concerns have become even more crucial to our members.
We have found that our members have responded very well to the level of communication that we have stepped up significantly over 2012. We now have a regular email newsletter, as well as social media pages with growing popularity.
We have also been working very hard to meet the needs and feedback of our members with regard to their requirements for ongoing education and member meetings. The council shares a vision to increase the profile of our industry, and realises that one of the most effective ways of doing that is by encouraging highly trained members with a strong understanding of contemporary issues.
I think that the AMRANZ Council, and our member body, can look back at the past year and say that we have moved forward. We are a more responsive body, and have engaged the industry to a greater level than has been done before. We need to get better at lobbying, and this will come with the time and experience of our council – and also the development of professionalism in how we approach key industry issues.
Ultimately, the progress of AMRANZ and similar bodies is supported by a part-time, volunteer workforce, and we thank them for their energy and contribution. We acknowledge that we are making a difference and without their effort, our industry would be in a very different place.
Special Interest GroupsANR AAMR ANz
A Change of Name to ANRA and a Renewed Focus on the Future Healthcare Workforce
ANRA Council has approved a change of name for the association to better reflect a broader membership. The association has adopted a new name, Association of Nursing Recruitment Agencies (ANRA), and a revised logo has been prepared. This change of name is significant as it will encompass the following members and organisations:• Existing and new corporate members in Australia• Existing and new corporate members in New Zealand• Partner and related industry associations and
representative groups.The ANRA website has been redesigned to provide
members with an enhanced level of information which is now only one click away. In addition, member resources and information packages have been revised and updated.
Members may now access contract templates and other resources directly from the ANRA website. These resources are available to all members and we encourage you to use these in communications with your clients and staff. In addition, members of ANRA have access to all of the resources of the RCSA including the Workplace Information Line (WIL) and the Business Solutions email support.
The NDIS Working Group (National Disability Insurance Scheme) has met to discuss and determine the terms of reference and focus for the group over the coming 24 months. More than 400,000 clients will be covered by an NDIS with several trial areas to be established from July 2013. The work of this group will be of significance to ANRA members as we move toward the commencement of an NDIS in July 2014. If you would like to participate in the NDIS Working Group please contact the Secretariat on [email protected] or stay up-to-date through the NDIS Updates posted regularly on the ANRA website
Health Workforce Australia: Healthcare Workforce Retention Project
Members of the ANRA Council met with a project team from Health Workforce Australia (HWA) to provide the views of nursing and healthcare agencies on the challenges and opportunities to increase retention of nurses and healthcare workers. This is part of a broader project being undertaken by HWA to present Health Ministers with a plan to increase retention as a key strategy in addressing shortages of staff. HWA will release a consultation paper during November 2012.
DECEMBER 2012 35
ASSOCIATION NEWS
ANR A
The ANF Aged Care Training Room
In partnership with the ANF, the library of education modules available to ANRA members within the education and training program has been enhanced with the addition of more than fifty learning modules specific to aged and community care in the Aged Care Training Room (ACTR).
The aged care modules have been written against the aged care accreditation standards and the community modules have been written against the community care common standards. The ACTR also offers a number of CPD tools including a learner needs analysis, evaluation tool and reflection tool along with a CPD portfolio. Each module has been endorsed by the ANF for CPD hours which are specified against each module.
Pricing for ANRA members offers a minimum of 15 logins per organisation, each with three month validity, at a cost of $50 per login +GST, or a minimum 15 logins with full access to the ANF ACTR for an annual subscription of $85 +GST per learner.
These options take into consideration that each agency will save greatly in administration costs that are normally attached to corporate access of the ACTR. ANRA Members can access these new modules and other training at: www.onwebfast.com/anf/corp/
anraAssociation of NursingRecruitment Agencies
New Zealand UpdateCreating a website is simple. The exposures that come with it are not. Kirsty Young of, i2i Insurance Brokers in Wellington, New Zealand, warns of some of the concerns for NZ recruiters.
You wouldn’t go out in the rain without a coat,
drive your car without your seatbelt or jump
from a plane without checking you packed your
chute, would you? And yet in today’s lawsuit-
happy society, I could say confidently that most
of you reading this article are endangering your
company’s financial stability by not having
insurance that covers your exposures from your
website.
As a recruitment agency, you have some kind
of network, database or online presence that
puts you and your company at risk for litigation.
“Like what?” you mutter. Well, your actual
website content can be targeted for violating
copyright or intellectual property laws. An
employee posting on a blog, social media page
or discussion forum (including tweets and
blogs on the company website) can make your
company liable for slander or defamation.
Personal and financial information of suppliers
and candidates sit on your servers or at a data
warehouse, daring hackers to get in and party.
You send an email out to a number of clients
with each of the client’s email addresses visible
breaching the Privacy Act (Principle 11) and my
personal favorite – passing along a virus or other
type of malware, even unknowingly, to your
clients, suppliers or candidates on or through
the use of the Internet (or other Electronic Data
Network).
Take a second to digest the last sentence.
Protection software is advancing at the same
rate viruses are and you could be sued for not
properly updating your company’s virus
protection. In each of these scenarios settlement
could run into the tens of thousands of dollars
and that doesn’t include lawyers’ fees and
in some cases you could be innocent of any
wrongdoing but you still have to defend yourself.
Sound like fun yet? There’s more. Add to that
your obligation for your clients to be notified in
the event of data compromise there’s plenty to
keep you awake at night. More than ever, it’s
vital to make sure your company is protected.
Most standard business insurance policies
include general liability, and if, during the
course of your business, you damage your
client’s stuff, well … you’re covered. But if you
forward an email to a client with a virus that
damages their records or allows a data breach,
you may think you’re covered by your current
business insurance policy or that of a business
partner, and you may be unpleasantly surprised.
In fact, if you read the fine print, such damages
are often specifically excluded.
How widespread is the potential liability?
Enormous, and increasing at a faster rate every
day. In 1997, the number of websites on the
Internet worldwide hit the one million mark –
today it’s probably in the tens of millions. If one
thing is clear, it’s that the potential liability
associated with your website content is already
great and rapidly growing. Fortunately, Internet
liability insurance is an available solution to
many recruitment companies’ Internet liability
exposures.
Are you 100% sure that uploading a candidate’s CV from your website will not install a virus on the servers of the recipients of it?
Time to revisit your insurance coverage, don’t you think?
Chartis Insurance New Zealand, Auckland.
With acknowledgement to Something for
Nothing, Matthew Harrop University of Otago,
October 2009.
RCSA JOURNAL36
ASSOCIATION NEWS
Announcing the venue for the 2013 Conference recently, RCSA Learning Centre and Major Events Manager, Claudia
Gray, said, “The recently-renovated Sheraton Mirage (Gold Coast) is a stunning location for our 2013 Conference. We are building an excellent program of speakers around the theme “The Leadership Edge – Building a Competitive Advantage in a Changing World” and the Gold Coast location provides the opportunity for exciting and unique networking and social activities”.
Feedback from this year’s Conference is testament to the valuable professional development the RCSA Conference provides. Results from the post-conference survey showed:• 99% of respondents’ overall impression of the
conference was excellent (77%) or good (22%)• 98% of respondents rated the educational
value as excellent (54%) or good (44%)• 95% of respondents rated the venue as
excellent (70%) or good (25%)• 95% of respondents rated the conference
as value for money (3% undecided)• 96% of respondents rated the quality of
speakers as excellent (65%) or good (31%).The most popular speakers were (with sample
typical delegate comment): Comments on Chris Savage: Great way to
start the new day. Loved Chris’ presentation, his honesty and his passion, it was entertaining and topical.
Comments on Greg Savage: Fantastic as always! What a professional and committed industry figurehead – willing to share all that information with his peers.
Comments on Avril Henry: Outstanding speaker, outstanding content and outstanding tools, resources and information provided!
Comments on Ngahihi o te ra Bidois: This was my favourite session of the conference. Ngahihi was incredible and probably the best speaker I have heard. What a great way to end a fantastic conference and I do hope to see him again.
When asked to identify the one thing delegates most enjoyed the most popular responses were: quality of speakers, location, networking opportunities and overall organisation. Some sample comments are shown below:
“Great value for money. Very positive feedback from the eight staffers (including self) who attended.”
“The quality of the keynote speakers was excellent so I enjoyed the learning most. There were many events that were fantastic so it is hard to pick one particular one.”
“Great mix of quality speakers providing valuable education and excellent networking – great band at the dinner!”
“Networking with other business owners and managers within the recruitment industry and being subjected to some very thought-provoking topics and discussions by the speakers.”
“The organisation was superb. Congratulations to all. The Bollywood Night was great and thank you for the sari. I do not have one critical thing to say. It ran like clockwork and in all my years of attending conferences I have never heard such an outstanding collection of speakers who kept me mesmerized. I did not want to miss one moment of it.”
Conference photographsIf you would like to view photos from the
conference, go to this link www.heapsofphotos.com/rcsa/conference2012 – the password is “Fiji”. The snapshot videos are accessible from the conference home page.
2013 ConferenceMark your diaries now for the 2013 Conference
which will be held at the recently-renovated Sheraton Mirage Resort & Spa on Queensland’s Gold Coast from 28-30 August. As well as the top class presentations, networking and social events at the end of each day provide a great opportunity to relax and catch up with colleagues.
The Platinum Sponsor and Principal Partner of RCSA is RecruitmentSuper.
Positive feedback on 2012 ConferenceThe 2012 RCSA
Conference was one
of the most successful
conferences held to
date. The RCSA has
received very positive
feedback from
delegates, sponsors
and exhibitors.
ATTHEAT
THE
2012 RCSA INTERNATIONAL CONFERENCE
2 9 - 3 1 A U G U S T 2 0 1 2 | S O F I T E L F I J I
DECEMBER 2012 37
ASSOCIATION NEWS
Program and event registration now even easierWith registrations for programs and events available through the RCSA database in 2013, you will no longer need to enter all your personal details every time you register.
From 2013, RCSA will gradually move over to a new system for registration for programs and events. You can log on first and then
search in the calendar or you can look in the calendar, find the program or event you are interested in and then log on. The calendar can be accessed at www.rcsa.com.au > Learning Centre & Events > CPE and Events Calendar.
If you are a member or have previously been to a RCSA program or event, you can commence registration as soon as you have logged on.
If you can’t log on, i.e. if you can’t remember your password click “forgot/change my password” in the log on window. For those who can’t remember their log on, click ”forgot my log on”.
If you are not on the RCSA database then you will have to enter some brief information first. The message you will see is “We would like to check to see if you already have an account.” You can search for a possible previous record and a duplicate record will not be created.
If you cannot find any record you will need to “create an account”. You only need to do this once, ever.
In all instances you need to follow the simple prompts on the screen.
Tips for your first registrationHere are some tips to keep handy for your first
registration on the RCSA database: • For all event registrations you need to use your
individual ID number, NOT your Corporate ID number (if you have one).
• You can register yourself OR register someone else for a program or event in one transaction
– you just need to complete this one person at a time and select “register another person” at the end of the process.
• If you have multiple registrations to make in one transaction it is best to ensure each person is on the RCSA database before you start. Create new accounts for new people before you start your registration process. Remember, once you and your colleagues are on the RCSA database, there is very little data entry required after that.
• If you don’t attend RCSA programs or events but have responsibility for registering people from your workplace, you should set up your own account and select “register another person”.
• You will automatically be allocated a member rate or non-member rate after logging on and commencing registration for your chosen program or event.If you have any concerns at all call RCSA on
+ 61 3 9663 0555 and we will be happy to help!Julie Morrison, Manager Marketing &
Communications.
Recruitment — The Human Resource Department of AustraliaJust like any other organisation’s Human Resource Department, being part of a recruitment company you are responsible for maintaining the required skills within Australia.
Pendragon provide assistance with obtaining Australian 457 visa’s for your international candidates, to help you overcome and take advantage of Australia’s skills shortage.
Pendragon are here to enable you to tap into the potential of international talent through our services that include:
• a free candidate visa assessment — response within the day,• Contractor Management — saving you time and money,• Outsourced Payroll and• free professional advice to create a flexible,
streamlined process.
Contact Pendragon today on02 9407 8700 or [email protected]
ceo Panels in February• 7 February – melbourne• 12 February – auckland• 13 February – sydney and Wellington• 14 February – Brisbane and christchurch• 21 February – adelaide• 22 February – Perth.to register your interest, email: [email protected]
RCSA JOURNAL38
ASSOCIATION NEWS
Direct Connection – special offers for RCSA membersThe RCSA Direct Connection program gives members exclusive offers from RCSA Supporters. Visit the membership/Direct Connection section of the RCSA website.
New special offers:• OAMPS Insurance Brokers: Enjoy
discounted insurance premiums• Glimmer: recruitment coaching
courses are in-house based courses.• Kandula: discounted rate to
recruitment consultancies to use the Genos EI assessment tools, Are you a RCSA supporter who’d like
to be part of the program? Please contact the RCSA office on
+61 3 9663 0555.
RCSA Member BenefitsVirgin Australia Lounge
The Virgin Australia Lounge entitles you to a host of very special services and facilities at domestic airports in Melbourne, Sydney, Brisbane, Adelaide, Canberra and Perth. Virgin Australia offers members a 12 month membership to The Lounge for only $319 and a joining fee of $49. This is a first year saving of $200. Visit your RCSA Member Benefits website for more information, terms and conditions and how to access this special offer.
Chartis Travel InsuranceChartis travel insurance protects you and
your holiday quickly, easily and at a great price. Members save 30%* on Chartis full price premiums. As well as this great saving, you will also be protected for:• Unlimited overseas medical and hospital
expenses • Cover for lost or stolen luggage such as
your camera or your iPod
• Cover for trip cancellations and flight delays • 24 hour access to Travel GuardTM pre-trip
and emergency assistance for expert help any time you need it. And lots more! Chartis also offer annual, multi-trip travel
insurance options for the frequent traveller. Visit your RCSA Member Benefits website for more information and online quotes and purchases.
*Terms & conditions apply.
RCSA launches the Diploma of ManagementRCSA, in partnership with AHRI, has now launched the RCSA/AHRI Diploma of Management.
“This is our first program with AHRI,” RSCA CEO Steve Granland said, “and it is an important step in the continuing development of the RCSA education pathway. It will fast track career development for our members
and we are looking forward to getting our first intake underway”.
Units have been chosen in consultation with RCSA members, with case studies relating specifically to the recruitment industry.
AHRI Interim CEO Lyn Goodear said, “We know that in the majority of cases, people leave their jobs because of their manager. With the heavy cost of turnover and loss of productivity, poor management skills represent a huge challenge for today’s businesses. The Diploma is going to add great value for aspiring and existing recruitment leaders and managers”.
The Diploma is undertaken as flexible distance study over one year and each of the eight units comprises one written assessment and one supervisor checklist per unit. Semester 1 enrolments close 8 February 2013. All students will be supported by an academic co-ordinator who is contactable via email and whose role is to provide support by answering questions in relation to the workbook content and assignments. They will also have access to an online student forum where participants can share questions and ideas with other students in the group. These forums are an excellent
way for students to communicate with each other about their studies and we encourage students to log in to the forums regularly throughout their course of study.
The units covered are:• UNIT 1 - BSBHRM402A
Recruit, Select and Induct Staff• UNIT 2 - BSBOHS509A
Ensure a Safe Workplace• UNIT 3 - BSBCUS501C
Manage Quality Customer Service• UNIT 4 - BSBMGT502B
Manage People Performance• UNIT 5 - BSBLED501A Develop a
Workplace Learning Environment• UNIT 6 - BSBHRM504A
Manage Workforce Planning• UNIT 7 – BSBFIM501A
Manage Budgets and Financial Plans• UNIT 8 – BSBWOR502B
Ensure Team Effectiveness.
Fees can be paid in two instalments, half at the start of each semester.
Find out more by emailing: [email protected]
RecruitmentSuper is the sponsor of the RCSA Diploma of Management and Centre for Excellence.
DECEMBER 2012 39
RCSA Corporate & Individual Membership
Join the Association that supports our industry leaders
The RCSA is the leading recruitment industry and individual professional membership body in Australia and New Zealand, representing companies and professionals involved in talent management and workforce solutions. The RCSA is focused upon leading the industry by providing a framework for best practice; influencing legislation that impacts our industry; and providing opportunities for continued professional development.
RCSA Corporate Members
Demonstrate their company’s commitment to professional standards and accountability, abiding by the RCSA Code for Professional Conduct, authorised by the ACCC in Australia and endorsed by the Commerce Commission, New Zealand.
Corporate Members have access to a great range of benefits including:
Business Solutions resources including a same day free email support service, contract templates and guidelines, and now, the Workforce Info Line (WIL), a telephone service for Australia based members
Corporate Member logo to promote their membership to clients and candidates
Member rates for RCSA’s extensive training and events program to develop their employee skills
RCSA Individual Members
Demonstrate their personal commitment to ethical and professional practice, and demonstrate their passion to be leaders in their field.
Individual members promote their industry experience and qualifications with their Individual member logo and post nominal, and have access to the latest industry information and training opportunities to assist their career development.
Visit the RCSA website www.rcsa.com.au for more information or to download an application form. Alternatively, contact the RCSA Membership team on + 61 3 9663 0555 for assistance.
We see RCSA membership for all our consultants and support staff as a real asset to our business.
I believe that being a member of the RCSA shows commitment, and pride in being a recruitment professional, and shows dedication to my chosen career.
Being a RCSA individual member is very important to raising the standards, profile and perceptions of our industry.
Principal Partner
RCSA JOURNAL40
ASSOCIATION NEWS
RCSA Partners and Premium SupportersThe RCSA Supporters Program, launched in November 2010, provides a tangible and strong connection to the recruitment industry. Becoming a RCSA Supporter sends a message of commitment to the recruitment industry to your existing and prospective clients. You can use the RCSA Supporter program to expand your profile, grow networks and
improve business opportunities with the recruitment, on-hire and workforce consulting sector.
The RCSA is proud to welcome the organisations listed below to the Supporters Program, led by Principal Partner RecruitmentSuper and Business Partner OAMPS Insurance Brokers Ltd.
For information about joining the RCSA Supporters Program, contact Julie Morrison, RCSA Manager Marketing & Communications, Telephone +61 3 9663 0555 or email [email protected]
RCSA SUPPoRTER PRoFILES
RCSA Premium Supporter & Principal PartnerRecruitmentSuper
RCSA Premium Supporter & Business PartnerOAMPS Insurance Brokers Ltd
RCSA Premium Supportersastutepayroll.comCareerOneFastTrack Pty LtdLearning Seat Pty LtdMyCareerPendragon ManagementRecruitment Systems Pty LtdSDP Solutions Pty LtdScottish Pacific BenchmarkWorkPro
RCSA Supporters Absolute Immigration ServicesAdvertiser Newspapers Pty LimitedAHRI – Australian Human Resources InstituteAllianz Finance Pty Limited AltusQAyers Management Pty Ltd
Bank of QueenslandBibby Financial Services Australia Pty LtdBlaze AdvertisingBook Builders Pty LtdBULLHORNCertexConference ActionConsortio Pty LimitedCXC Global – Head OfficeDingu BlueEASI Management Services Group Pty LtdExecuCon Pty LtdFathom Business ArchitectsFCB Group Geoffrey Nathan Consulting IncGlimmer Management ConsultantsGlobal Virtual Supply Pty LtdGreenBizCheckHart Consulting GroupHHMC Australia Pty LimitedHRO2 Research Pty LtdInsideTrakIProfileJobmart Australia Pty LtdJob Capital
JobServe LimitedJXT ConsultingKandula Pty Ltd Lander & Rogers LawyersLexin Technologies Pty LtdLifestyle CareersLinkMe Pty LtdLipman JamesLogicalis Australia Pty LtdMatheson PublishingMECA NSW Pty LtdMemberBenefits Pty LtdMindset GroupNews LimitedNewsLocalNext Telecom NFC Global Pty LtdNMIT – Preston Campus – BECOnetest Pty LtdOxford FundingPerry Watson DesignQuinntessential Marketing Consulting Pty LtdRecruitAdvantageRedmosRigzoneSage MicrOpay Pty Ltd
Savage SeminarsSaxton Corporation Pty LtdSelectus Pty LtdSGMC Australia Pty LtdSkillcheck Pacific Pty LtdSymbionHR Pty Ltd The Canberra TimesThe RIB ReportThis Planet Pty LtdVerify Holdings Australia Pty LtdVoyager Software (Australia) Pty LtdWorkdesk Recruitment Software
NZ RCSA SupportersEEO Trust – Equal Employment Opportunities Trust Employment TodayFirst Business Connects LimitedHuman Resources Institute of New Zealand – HRII2I Insurance Brokers LtdJobs.co.nzSecured Signing LtdThe Dominion Post The Press
Pendragon RCSA Premium Supporter
Pendragon Management is a leading provider of people management services with a comprehensive range of innovative solutions aimed at overcoming many of the obstacles and costs associated with the traditional employment model. Whether it is salary packaging, outsourced payroll, contractor management or assistance with international visas, we can tailor-make a solution to suit all circumstances.
FastTrackRCSA Premium Supporter
FastTrack is the industry benchmark for recruitment software solutions. Our applications are designed to help recruiters efficiently manage and ultimately operate a more profitable consultancy. Created by people who know and understand the industry, we have the expertise to tackle your individual day-to-day needs and the changing demands of an unrelenting industry. Call 1800 063 555 to find out how we can help simplify and optimise your recruitment business processes and workflow or visit www.fasttrack.com.au
Scottish Pacific Debtor Finance RCSA Premium Supporter
For 25 years, Scottish Pacific Debtor Finance has been helping Australian businesses achieve their aspirations by providing cash flow solutions and freeing them from the constraints of traditional banking. We can pay you up to 80% of the value of your invoices within 24 hours, with the balance provided when your customer pays. To find out how Debtor Finance can help your business grow, call 1300 332 867 for your local Scottish Pacific office.
DECEMBER 2012 41
ASSOCIATION NEWS
RCSA Premium Supporter & Principal Partner
RCSA Premium Supporter & Business Partner
RCSA Board, Life Members and Fellows*
RCSA AuSTRALIA AND NEW zEALANDPO Box 18028, Collins Street East, VIC 8003 Australia
Toll free Aus: 1300 727 504
Toll free NZ: 0800 448 299
fax: 61 3 9663 5099
Email: [email protected] Website: www.rcsa.com.au
RCSA Board PresidentLincoln Crawley FRCSA
Vice PresidentsRobert van Stokrom FRCSA
Helen Olivier FRCSA
DirectorsDenis Dadds FRCSA
Matthew McArthur FRCSA (Life)
Jacqui Barratt FRCSA
Peter Langford FRCSA
Bruce Ranken FRCSA
Steve Heather MRCSA
Alan Bell FRCSA
Matthew Hobby FRCSA
RCSA Life Fellows Pauline Ashleigh-Marum FRCSA (Life)Jim Bailey FRCSA (Life)Robert Blanche FRCSA (Life)Dorothy Caldicott FRCSA (Life)Mike Carroll FRCSA (Life)Nanette Carroll FRCSA (Life)Jane Fanselow FRCSA (Life)Ross Fisher FRCSA (Life)Peter Gleeson FRCSA (Life)Larry Grima FRCSA (Life)Michael Hall FRCSA (Life)Sue Healy FRCSA (Life)Kris Hope-Cross FRCSA (Life)Malcolm Jackman FRCSA (Life)Graham Jenkins FRCSA (Life)Dawne Kelleher FRCSA (Life)Barry T Knight FRCSA (Life)Roger Lampen FRCSA (Life)Ruth Levinsohn FRCSA (Life)Reg Maxwell FRCSA (Life)
John McArthur FRCSA (Life)Matthew McArthur FRCSA (Life)Sylvia Moreno FRCSA (Life)E. Leigh Olson FRCSA (Life)V John Plummer FRCSA (Life)John Plummer FRCSA (Life)Wendy Rae FRCSA (Life)Beryl Rowan FRCSA (Life)Julie Sattler OAM FRCSA (Life)Greg Savage FRCSA (Life)Rosemary Scott FRCSA (Life)David Shave FRCSA (Life)Kim Shearn FRCSA (Life)Stephen Shepherd FRCSA (Life)Geoff Slade FRCSA (Life)Kaye Strain FRCSA (Life)Jean Tait FRCSA (Life)Rodney Troian FRCSA (Life)Janet Vallino FRCSA (Life)Paul Veith FRCSA (Life)Hugh Whan FRCSA (Life)John K Williams FRCSA (Life)George Zammit FRCSA (Life)
RCSA Fellows Julian Azzopardi FRCSAJacqui Barratt FRCSA
Nicholas Beames FRCSAJane Beaumont FRCSANikki Beaumont FRCSAAlan Bell FRCSAVictoria Bethlehem FRCSAKevin Blogg FRCSALisa Bousfield FRCSAGraham Bower FRCSANicky Brunning FRCSASandra Chiles FRCSARoss Clennett FRCSA
Michael Close FRCSALincoln Crawley FRCSAChristine Crowe FRCSADenis Dadds FRCSABill Dalby FRCSAJames T de Berg FRCSAPam Dew FRCSACharlie Duncan FRCSAJason Elias FRCSAChelsea Forster FRCSAKen Fowler FRCSANorm Geist FRCSAAngela Giacoumis FRCSATony Greaves FRCSAAllison Guy-Ritchie FRCSAIan Hamilton FRCSAMichael Hannaford FRCSANick Hays FRCSAJennifer Hobbs FRCSAMatthew Hobby FRCSASteve Hoggett FRCSAAlison Hucks FRCSAPhil Isard FRCSATim James FRCSALinda Kemp FRCSAMaria Kourtesis FRCSAPeter Langford FRCSAColin Levander FRCSADes Linehan FRCSAGaynor Lowndes FRCSAAndrew McComish FRCSAFraser McKechnie FRCSAIan McPherson FRCSAAnnie Milne FRCSATracy Morgan FRCSAStephen Noble FRCSAHelen Olivier FRCSA
Kathie O’Malley FRCSAPenny Perkins FRCSAStephen Porter FRCSABruce Ranken FRCSATony Ricketts FRCSAScott Roberts FRCSASophie Robertson FRCSADeborah Ross FRCSACourtney Rowe FRCSAMichael Sacco FRCSALee-Martin Seymour FRCSAAlan Sherlock FRCSAIan R Stacy FRCSADavid Styles FRCSALyn Tanner FRCSACorrine Taylor FRCSAScott Thomas FRCSAGayleen Toll FRCSANicole Underwood FRCSARosemary Urbon FRCSAScott Van Heurck FRCSARobert van Stokrom FRCSACraig Watson FRCSAPaula Watts FRCSAJohn Wilson FRCSA
RCSA Honorary Fellows Hillard McMullen Hon FRCSAJulie Mills Hon FRCSA (Life)Joan Page Hon FRCSA (Life)Malcolm Riddell Hon FRCSA (Life)Reg Shields Hon FRCSAJill Skafer Hon FRCSAAndrew Wood Hon FRCSA (Life)
* Correct at time of printing.
Advertise in the RCSA JournalYou can reach owners, managers and consultants in the
recruitment industry across Australia and New Zealand through the RCSA Journal.
Contact Julie Morrison, RCSA Manager Marketing & Communications for information:
[email protected] or call +61 3 9663 0555
RCSA JOURNAL42
ASSOCIATION NEWS
What is the PEARL mentoring program?The RCSA PEARL mentoring program is designed to provide
members with an opportunity to learn from peers within the industry to develop leadership, communication and decision making, among other business skills. This program follows the highly successful 2012 intake of more than 120 participants from across Australia and New Zealand. The program has been developed in conjunction with AltusQ, an experienced business coaching organisation and Australian corporate mentoring program specialist, to facilitate the next generation of talent within the industry.
Program Structure and YOuR commitment requirementsProgram to run April 2013 – April 2014• Mentors and Mentees are matched based on application details
submitted.• Mandatory separate inductions for both Mentors and Mentees in
the first month, at which the details and objectives of the program are outlined (Induction Training provided by AltusQ Coaching).
• Monthly mentoring commences between matched Mentor and Mentee pairs.
• Support provided through AltusQ facilitated mandatory quarterly Mentor and Mentee state-based meetings, to encourage learning and best practice and work through challenges.
Benefits for an individual or corporate member supporting the PEARL mentoring program:
For the Individual For the Organisation
• Both Mentors and Mentees will enhance/build leadership capability both through the formal training and meetings and practical mentoring sessions
• Fast track learning and development in a personalised, practical setting – gain from the mentor’s expertise
• Build trust and stronger personal connections
• Receive critical feedback in key areas, such as communication, interpersonal relationships, technical abilities, change management and leadership skills
• Learn specific skills and knowledge that are relevant to personal goals
• Have a friendly ear with which to share frustrations as well as successes.
• Internally/externally seen to support career progression and development
• Build coaching/mentoring capability that can be leveraged internally, e.g. Mentees coming through the program could mentor internally
• Build the leadership capability within your organisation
• Demonstrate how your organisation invests in its people by actively and openly supporting their career growth
• Build a strong corporate culture that attracts talent
• Position your brand as an employer of choice.
FAQs:• Staff Poaching – “there is an inherent mistrust of Mentors
motivation” Answer: This is actively enforced both by the signed confidentiality agreement, the RCSA Code for Professional Conduct and the CLEAR expectation at the outset that any poaching will result in a review of Individual membership status.
• Lack of understanding about the program and benefits (individual level and organisational level) Answer: Benefits of participation can be seen outlined in the table below left. Additionally, the program has been developed with one of Australia’s leading business coaching and corporate mentoring program specialists who work across a number of industries. Additionally, all Mentors and Mentees are expected to attend the compulsory Induction Training prior to commencing the program.
• Unclear time expectations/Loss of business hours Answer: Beyond the initial training (1/2 day Mentors, two hours Mentees), the ongoing time commitment during office hours is two hours per quarter. This is for the facilitated quarterly meetings to ensure Mentees and Mentors are feeling confident about the mentoring process. All mentoring will be conducted out of hours at times of mutual convenience.
• Expectations/Understanding not clear – skill and personal development Answer: Expectations are clearly outlined at the initial facilitated training session by all parties. RCSA staff monitor the program and communicate with mentors and mentees on a regular basis. Additionally, contact RCSA if there are any queries or concerns.
Expectations:Time: Month 1 – Mentors: 1/2 day training, Mentees: 2-hour training• Quarterly Mentor and Mentee meetings (separate sessions) of
2-hours in business hours (8-hours per year) facilitated by AltusQ.• Participants commit for 9-12 months, each pair expected to
communicate monthly outside business hours for approx. 1-hour.Cost: The program is open to all RCSA individual members and employees of RCSA corporate members and is FREE of charge.
Expressions of Interest:The next intake of Mentors and Mentees will commence in April
2013. Applications opened in November 2012. To ensure you receive all communications and the application form for this program, please send your expression of interest to [email protected]
Volunteers Required:Are you passionate about recruitment and want to encourage
others to succeed? Why not volunteer to become a Mentor and share your experience with others. This is a great way to develop your communication and leadership skills.
Would you like to volunteer to assist the PEARL Mentoring Committee? The PEARL committees across Australia and New Zealand are committed to supporting the development of our next generation of talent.
For more Information: RCSA Learning Centre, [email protected] Australia call 02 9922 3477 or New Zealand call toll free + 0800 441 904.
RCSA PEARL Mentoring Program 2013
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