RCSA Journal Dec 2015

R E C RU I TM E N T

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RCSAJournal Australia & New Zealand | December 2015

The Future of Work

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get ready for more change

IN THIS ISSUE • The ‘Selfie Generation’: the new workforce • The three essential skills you need to survive the 21st century • Meet the mentor

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Contents

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

2015/16 FOCUS: THE FUTURE OF WORK 8 The Future of Work: get ready for more change!

11 The ‘Selfie Generation’: the new workforce 12 The Future of Work: a New Zealand perspective 14 The three essential skills you need to survive the 21st century

BUSINESS MANAGEMENT 16 Work Contracts, Four Walls and Robert Frost; or how law is being disrupted by the #FutureofWork.

18 Unions seeking to further restrict labour flexibility 20 An Energetic Digital Experience 22 How to ‘win’ in the ever-changing recruitment industry 23 Reflecting on ethics

STAY CONNECTED www.youtube.com/rcsatv www.facebook.com/rcsaausnz twitter.com/RCSAevents

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The Future of Work get ready for more change

2015 FOCUS: DIVERSITY 32 Disability Employment Australia Conference Report

ASSOCIATION NEWS 34 RCSA Influence 36 AMRANZ Update 38 ANRA News

24 Taking advantage of tech: how recruiters can work smarter

39 Events: Accelerate growth the Savage way

25 The RIB Report

40 RCSA Partners and Premium Supporters

26 A CEO’s perspective

41 2015/16 RCSA Events

28 Meet the mentor: Kurt Gillam MRCSA

41 New Region Council Members

30 10 things Darth Vader wished he knew about headshot photography

41 Welcome to new Corporate Members 42 RCSA Board, Life Members and Fellows

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

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

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

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

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

© Copyright RCSA 2015 ISSN 1838-8736

DECEMBER 2015

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

Reshaping Australia’s labour market is an industry responsibility

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ver the past several months I have been saddened, but not altogether surprised, to see further reports about the exploitation of workers by employers such as 7Eleven and in the construction industry in New Zealand. These reports have shone a light on the darker side of the Australian labour market which is characterised by dodgy operators, illegal activities and practices that exploit and take advantage of vulnerable workers.

A report from the ILO (International Labour Organisation), World Employment and Social Outlook 2015, notes the world of work is increasingly diversified. It says in some cases, non-standard forms of work can help people get a foothold into the job market, however approximately fifty per cent of the worlds workers are engaged in what may be defined as vulnerable employment arrangements1.

The ILO defines vulnerable work arrangements as being either vulnerable jobs characterised by low wages, poor conditions and a limited ability for workers to invest in education, health or family; those working for themselves either voluntarily or forced into it, or workers employed in unpaid family work.

‘The way forward,’ says ILO Director-General Guy Ryder, ‘is to ensure that policies take into consideration the evolution of how we work today. This means stimulating investment opportunities to boost job creation and productivity, while ensuring adequate income security for all types of workers, not just those on stable contracts.”

Australia and New Zealand should now be well aware they are not immune from the reach of illegal labour pirates. The ease of movement of workers around the world has created a global market for labour, fuelled by easy access and transport.

However, we must remain committed to the preservation and care of the Australian and NZ labour markets. Workers are a resource to be nurtured and developed: they are not a commodity. As employment service companies we must seek to demonstrate our professionalism and commitment to retain and engage workers within the ‘agency channel’.

This is our future.

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The ILO finds that growth in part-time jobs is outpacing full-time roles. In this environment, the role of the labour market intermediary is even more crucial to open more pathways to employment and to more specifically identify and nurture the talent and skills of workers as a gateway to future economic growth and increased prosperity.

According to the authors of the outlook, there is a growing recognition that labour regulation is necessary to protect workers – especially those in non-standard work – from arbitrary or unfair treatment and to enable effective contracts between employers and workers.

‘The key issue is to match regulation to an increasingly diversified labour market,’ said Raymond Torres, Director of the ILO Research Department and lead author of the report.

‘Well-designed regulations can support both economic growth and social cohesion.’

The RCSA’s proposed Employment Services Industry Code (ESIC) is one such well-designed regulatory framework that will reduce red-tape and help a myriad of existing regulation and legislation function together more effectively.

It is time for our industry to play its part and to provide rewarding work arrangements with new opportunities in the Future World of Work.

Robert van Stokrom FRCSA RCSA President, Australia and New Zealand 1. World Employment and Social Outlook 2015 (WESO)

Workers are a resource to be nurtured and developed: they are not a commodity.

CEO ’S RE PO RT Steve Granland

Welcome to the last issue of the RCSA Journal for 2015

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nother year quickly passes and it has been another challenging one for our industry with continued subdued economic activity in Australia combined with occasional national political rumblings continuing to impact business and flow through to the labour market activity. The good news is there have been definite signs of improvement, particularly in NSW and to a lesser extent in Victoria largely driven by strong investment in infrastructure. New Zealand continues to outshine the industry from a recovery perspective benefiting from a more stable labour market driven by sound underlying economic growth. Generally, it is fair to say the signs for 2016 look positive.

During September and October, the RCSA called for nominations for its Board and Councils across Australia and New Zealand, receiving a very encouraging level of interest.

As a result a number of dedicated recruitment industry professionals have been welcomed as volunteers to the RCSA. Full details of each of the RCSA Councils can be found on the “About RCSA” section of the RCSA website. Although the election process is complete there are always opportunities to become involved with your association.

In addition to Region Councils, the RCSA operates a number of member based Working Groups which focus specifically on workplace safety, workplace relations and immigration. Additionally, the RCSA regularly reaches out to members seeking advice, information or data to pursue lobbying and advocacy on behalf of our members and the industry. It is important to remember that our voice is only as loud as the quality of information and data we are able to provide to stakeholders and regulators. With this in mind, I encourage all RCSA members to take an active and positive role in your association, either through a formal role with a council or working group or active participation in providing information, data, advice, feedback when the call to members comes. If you are interested in volunteering for your industry body, please contact Paula Way-James, Manager, Region Councils and Member Groups.

The last three months has seen continued efforts in Australia on the development of

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the RCSA proposed Employment Services Industry Code (ESIC). It would be fair to say the RCSA’s proposed ESIC has seen the RCSA elevated to a new level as an active and important voice in the employment space. As ‘experts in employment’ the RCSA and its member base have the knowledge, experience and vision to lead discussion on employment matters. As noted in a Fairfax article from October the Employment Minister Michaelia Cash said ‘Any proposal to regulate the operations of labour hire companies is best driven by the industry … and the labour hire industry body the RCSA had released a proposal for an industry code’.

The first round of public consultations saw a broad range of high level and detailed feedback prompting the RCSA Board to approve a second round of consultation directly with those stakeholders who requested follow up during the first round, and more generally with all RCSA members.

With this in mind, all RCSA Corporate members were provided with a copy of the Round 1 Consultation Update and Discussion Paper in early October. We expect to round off all consultation by the end of 2015 with a view to potentially present a final version of the proposed ESIC to government in Australia early in 2016. At the same time we continue to build strong relationships with stakeholders in New Zealand ensuring they are abreast of developments in Australia.

As a sign of our growing relevance amongst key stakeholders I am pleased to announce that the RCSA has recently signed an MOU with the Fair Work Ombudsman in Australia and is progressing discussions for an MOU with WINZ in New Zealand. Both these MOUs centre on building on opportunities for more formal collaboration which will assist in ensuring the RCSA has an active and loud voice in employment related matters.

Another exciting project which the Board kicked off in the last quarter is a review of the RCSA brand. As noted in our communication to members the Recruitment & Consulting Services Association (RCSA) has evolved into its current brand over the last 45 years adapting to changing market conditions. As touched on briefly above, the RCSA has,

through recent formal and informal submissions to both Australian and New Zealand governments, highlighted the rapidly changing employment market which is unlikely to slow and will certainly not reverse.

The RCSA Board believe that this is an exciting time for our industry and its members to be a key player in the employment space and think the time is right to revisit the RCSA brand and visual identity to ensure it is well positioned for today and the next 20 years.

Stay tuned – more to come on this early in 2016!

Just before signing off for 2015 I would like to remind all members that the RCSA Awards program for 2015 has now been released and details are provided in this issue of the RCSA Journal. The Awards in 2015 were a great success – I encourage you to access the Awards Guide for 2015 and apply well in advance. I am very proud to announce that in 2016 we will be launching a New Zealand RCSA Awards and Gala dinner. At the time of writing, timing is yet to be finalised but the New Zealand Awards and Gala Dinner will run in June 2016 in Auckland. I would encourage all New Zealand members to consider applying for these inaugural awards and I look forward to seeing you at the first New Zealand RCSA Gala Ball!

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 2015 – we look forward to working closely with you in 2016.

Steve Granland RCSA CEO, Australia and New Zealand

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THE FUTUR E O F WO R K

The Future of Work

get ready for more change

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RCSA JOURNAL

T HE F UT UR E OF WORK

At the recent RCSA Future of Work Forum in New Zealand, several experts shared their views about the future of work in New Zealand and the actions government, business, and workers need to take to prepare for it. Although there are some differences, many of these issues will be the same in Australia. The experts in this article are the NZ government’s Labour Finance Spokesperson Grant Robertson, Richard Bayly of SEEK and Brien Keegan of Randstad.

C

onstant change is the new reality of today’s workplace, and at no point in history has change occurred at such a rapid pace.

The impact of change on the country will be significant, with a recent report by Chartered Accountants Australia and New Zealand1 predicting that 885,000 jobs (46 per cent of the current workforce), are at risk of automation in the next two decades.

‘We’re seeing a continuous increase in the role technology plays in shaping the workforce and career opportunities, throughout NZ,’ responds Richard Bayly, New Zealand Sales Lead-Recruiter, SEEK Limited. ‘Over the past six years, IT roles on SEEK.co.nz have increased by 23 per cent, clear evidence that IT is no longer a standalone industry, but one that supports all industries. We expect the role of IT and innovation in the NZ economy will continue to evolve and have an even bigger impact in the future of work. We’re already seeing technology contribute to structural changes in industries such as agriculture, education, and healthcare.’

The interaction of disruptive technologies (technologies that create new markets and displace existing ones) and convergence, combined with demographic changes, means the very structure of the NZ economy is changing faster than ever before, Richard continues. ‘A predicted consequence of these changes is that roles that can be easily automated or replaced by technology will likely phase out of our economy.’

And this is happening now. ‘Robots are already taking over some roles, with cleaners and factory workers finding competition in robot-based technology,’ points out Brien Keegan, Country Manager, Randstad.

Still more manual-labour and lower-skill jobs will be pushed out of existence with the advent of driverless cars, drones, and artificial intelligence, predicts Labour Finance Spokesperson, Grant Robertson. ‘And even professionals are not immune: software developments among professions such as

accountancy will see some jobs disappear.

However, on a positive note, as technology continues to expand, occupations associated with developing, deploying and maintaining that technology will grow.’

While Brien agrees technology has been the biggest disruption in the workplace, he believes it will continue to create a vast number of new occupations. ‘The positions that will continue to grow and evolve will have a technology bent. Perhaps the most exciting aspect about the future is that we have no real idea of the roles that will be created as a result of advancing technology. Just think: in 2007 app developers didn’t exist; eight years later, they number some 8.7 million worldwide2), forming part of a global community of software developers that is expected to grow to 25 million by 2020. We’re seeing new roles created daily, such as the Chief Revenue Officer (CRO), or the new technology broker.’

And so workers need to anticipate multiple career changes and multiple employers, Grant warns, also predicting that more workers are likely to be self-employed.

‘It’s becoming increasingly clear as time passes that the ability to learn, manage change, and build a portfolio of careers, versus one career, is key,’ Brien agrees.

New Zealand and Australia, the differences ‘There are many similarities between the two countries’ Grant says. ‘However, Australia’s greater reliance on industries such as coal mining may see some more dramatic changes as the impact of climate change kicks in.’

‘From an economic point of view, considerable differences exist between the two countries,’ Richard says. ‘I would say some of Australia’s challenges going forward will relate to their large geographical coverage, their current transition from the mining economy, and their current level of government regulation and protection of industries such as the automotive industry.’

‘Both countries will continue to see a

boom in technology, so it’s difficult to see too many differences,’ Brien says. ‘However, through recent World of Work research we identified that NZ has added 5,000 new research-and-development jobs in the past five years, leap-frogging Australia.

‘The other key difference of course is scale: Australia is a much larger country,’ Brien continues. ‘However, my personal view is that the reason NZ’s start-up community is thriving is due to the fact they may not face the same challenges as Australia in getting a new business off the ground.’

Government preparations ‘The feedback we’ve been receiving is that the government does not have a coherent strategy for preparing for the future of work,’ Grant says. ‘This is one reason the Labour Party established the Future of Work Commission to develop such a strategy. We must ensure we have the right laws, regulations and policies in place to enable people to take advantage of new technologies, have secure income, and develop an education and training system that is fit for purpose for the new world of work.’

He believes enormous opportunities exist to use technology, globalisation, and the new spirit of collaboration in work to generate wealth, but concurrently, a significant risk exists that inequality could grow as those with limited or non-transferable skills struggle to find work.

Recruitment industry preparations?

‘The recruitment industry has been through downturns, peaks and troughs, and unpredictable futures, and does well when it’s agile to move with the times,’ Brien says. ‘What is true of the future is that we’re moving towards a demographic time bomb: low birth rates, unemployment, and an ageing workforce mean the demand for the right talent will continue to evolve.’

Schools and universities will play a pivotal role in ensuring young people are job-ready, Brien continues. ‘However, our World of Work research revealed as many as 52 per DECEMBER 2015

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THE FUTUR E O F WO R K

Grant Robertson

cent of business leaders lack confidence that our education system will deliver the required skills for the future of work. As an industry, we need to be at the forefront of these changes in demographics and evolution of roles, and be early adopters of technology to ensure we continue to have a positive impact on people’s careers, and on the companies in which they work.’

‘From a risk-of-automation standpoint, it would be naïve and complacent of our industry to think we’re at any less risk than any other industry,’ Richard says. ‘However, this risk is only part of the story: what about the impacts for companies that traditionally recruit in the space that has a higher probability of roles being automated, such as labourers, machinery operators and drivers?

The whole structure of the industry could change as we see a shift to a higher percentage of – or even all – recruitment coming from white-collar roles.

‘On the positive side, and perhaps an indication we won’t see a greater impact of automation on our industry, we have a very high level of human interaction, and a large part of a recruiter’s job requires social intelligence. These soft skills will be very difficult if not impossible to automate, and from this perspective, I believe the industry is well placed to embrace disruptive technologies to complement our industry and service offering.’

Soft skills critical ‘Feedback from employers is that the soft skills are more needed than ever,’ Grant says.

‘The ability to be creative, collaborative and focused on solving problems is vital.’

Technical skills remain important, he adds, but without the ability to apply them in a rapidly changing world they’ll quickly become redundant. ‘To achieve this we need to re-look at the whole education and training system to ensure it’s providing these opportunities.’

Richard confirms the need for this as he views soft skills as one of the key attributes that differentiates candidates and gives them an edge in the market. ‘Jobs that have a greater requirement for soft skills, such as creative and social intelligence, are at a lower risk of being automated,’ he says. ‘Yet so little time is spent preparing young people in this

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area. As a country, we need to be preparing kids for the skills they need in the future, and this may not necessarily be learning how to code or design websites. While we don’t know what technical skills they’ll need in the future, we do know there will always be a demand for soft skills such as how to communicate, find information, work in a team, and probably most importantly, be resilient.

Brien believes given the likelihood that technology will continue to take over traditional roles, soft skills will increasingly become key. ’Not that they haven’t always been so: it’s pretty hard to build a career without strong soft skills, for at some point technical mastery is overtaken by the ability to coach, lead and communicate. Soft skills become pivotal not only because of technology edging our many roles, but also due to the pace of social and technological change. Leaders are required to navigate, influence and adapt their workforces at warp speed.’

Workforce preparation ‘I would encourage workers to not be complacent,’ Brien advises. ‘Continually challenge yourself and make the most of any learning opportunities that present.

‘Recently someone spoke to me about the concept of self-paced mastery, where you control your own learning. For example, if you’re training in a sport such as rugby, you may spend only a couple of hours a week with your coach, but you’re likely to spend hours on your own practising kicking, passing and so on in order to be the best.

This same mentality should be applied to the workforce. I believe sometimes employees find that unless they’re being coached or trained they’re not learning, but this is really the starting point.’

‘We must ensure lifelong learning is reality,’ Grant adds. ‘Given the rapid change in the experience of work, every worker will need to retrain. This should be a regular part of every business, and the government has a critical role to play in supporting this. Ideally, each worker and each business should have a training-and-development plan that keeps their skills and knowledge current and ready to not only adapt to change, but also help lead it.’

Richard Bayly

Brian Keegan

‘The best thing they can do is shift their paradigm on what a career or life-of-work looks like,’ Richard recommends. ‘Rather than the traditional notion of schooling, possible further education, and then 45-odd years of working, workers would be wise to expect the idea of continual education and training to adapt and evolve over the period of their working lives. The concept of a job for life is well and truly past; this is the age of ongoing and continual training and upskilling.

With the advent of online education platforms, training and upskilling can occur in parallel to an existing job; no longer is it necessary to have a number of different careers punctuated by education and retraining breaks.’

In summary …

‘Change in work is a constant,’ Grant says.

‘However, what is unique about this period of time is the pace of change, and it’s essential that as a country we prepare for this. It requires a collaborative approach from government, employers, unions, workers and the community to ensure we continue to have decent and fulfilling work in the future.’

Richard hopes NZ will continue to invest in young people and educate them in a way that will help them be job-ready for the future, whatever that looks like. ‘I also hope to see the country continue to invest in business that creates exciting new jobs and industries. Who would have thought twenty years ago, NZ would be a world leader in digital film making?

‘And from an industry point of view, I would like to think we’ll continue to invest in our people and help them to continually train and upskill themselves in an ever-changing world. I also hope we can embrace the changes that are occurring, and position ourselves to take advantage of the disruptive technologies being developed and not shy away from them and the industry changes they bring.’

The experts spoke with Rosemary Ann Ogilvie for the RCSA Journal.

Next page, Steve Shepherd FRCSA (Life) also a speaker at the Forum, shares his ideas for the next generation.

1. www.charteredaccountants.com.au/futureinc/Publications 2. www.fiercedeveloper.com/story/evans-data-mobiledevelopers-now-number-87-million-worldwide/ 2014-06-20

T HE F UT UR E OF WORK

The ‘Selfie Generation’: the new workforce Steve Shepherd FRCSA (Life) was a presenter at the recent Future of Work Forum. Here are some of his thoughts: ‘Just as Moore’s Law suggested that computer processing power will double every two years, ‘Zuckerberg’s Law’ suggests that the size of your social network reach will follow the same pattern.’

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ver the years, we have debated long and hard the challenges of managing Generation Y in the workforce, and now we are grappling with how to adapt to the demands of the Generation Z employee.

Sounds challenging, but I am not sure that today’s youth generations are much different from the Boomers who came of age in the 60s or Generation X, who expressed their individualism in the post-punk 80s.

Certainly I don’t think that the attitudes, ideas, and aspirations of my kids, who are both in their early 20s, are that different from the ones I held at their age. Perhaps I have a clouded view of my youth, but one thing I am sure that is different is the influence of technology on generation Y and Z as well as on the Boomers and Xers in the workforce.

At the risk of sounding old, in my day if we wanted to source information we spent hours in the library. Networking was a physical activity where you actually met people and collected business cards or created a Rolodex of relevant contacts who might be valuable to you or your business.

However, this imposed limits on the information and networks we could access or the ideas we were exposed to.

The advent of the smartphone, search engines such as Google, and social networking sites like LinkedIn and Facebook changed all

of this forever. And just as these changed the way we communicate, portals such as eBay, freelancer.com, Upwork, and TaskRabbit are changing how we think about work now and in the future and these are going to continue to shake our industry to its core while creating even more exciting opportunities for growth for those who focus on the future instead of reflecting on the past.

Just as Moore’s Law suggested that computer processing power will double every two years, ‘Zuckerberg’s Law’ suggests that the size of your social network reach will follow the same pattern. As a result, a new generation of workers, the “Selfie” is emerging.

The Selfie Generation is born out of the effects of the post-global financial crisis world, where technology and a global recession collided to change the way organisations work and employ forever. Employees have quickly learned that employer loyalty is an oxymoron as they watched many organisations down-size, offshore work to cheaper labour markets, or even close operations altogether, leaving them or friends and colleagues without employment and, in some cases, without the skills to compete in the new order of work.

And this change is causing them to question the value of open-ended employment contracts that would appear to have little more long-term security than any other forms of employment contracts.

Self-determination drives their fate As a result, the Selfie Generation is taking control of their own financial security. They are turning to online learning to acquire the skills needed in the future. They are also connecting through their networks to market unique skills and identify opportunities to earn an income. They operate in a 24/7 world that is not constrained by time, distance, borders, or even language.

A recent study by PwC found that 40 per sent of people around the world believe that traditional employment won’t be around in the future. Instead, they will have their own “brands” and sell their skills to those who

need them most.

The Selfie workers present a new set of challenges for businesses.

They are going to be far more complex to organise and manage because they are not defined by age but the use of technology and networks and by their ability to collaborate. And this has created a headache for businesses still grappling with how to deal with Gen Y and Z. They must now contend with Gen Xers and Boomers newly defining themselves as ‘Selfies’.

Do they have the skills to engage talent that’s not loyal to a single employer and may in fact work for competitors at the same time working for them? What are the leadership skills they will need to manage a more diverse and flexible workforce that includes staff located remotely, off-shore, and in different time zones?

This future of work requires an innovative approach to ‘industrial organisation’ but it is an approach our industry has been leading for years. That’s not to say we don’t need to adapt and become more flexible, we do – but the Selfie Generation creates a world of opportunity for smart recruiters to be part of the Selfies essential network and to become a talent manager in its true sense. Value the Selfie, in the gig economy, where flexible talent available on demand is increasingly a part of every organisation’s strategy, the Selfie Generation will be a key enabler of the new paradigm of business. As companies welcome more of these constituents into their workforce, you are well placed to help them deploy, and manage this powerful resource.

DECEMBER 2015

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THE FUTUR E O F WO R K

The Future of Work: a New The Future of Work is becoming a dominant recited theme of discussion on a global scale. With the 2015 World Employment and Social Outlook produced by the ILO (International Labour Organisation) predicting that 212 million people will be unemployed by 2019 and 280 million new jobs will be required, the problem looms large on the global horizon and the trends in the Future of Work will certainly challenge future governments around the globe. The RCSA New Zealand President looks at this critical issue from NZ’s viewpoint.

John Harland FRCSA, ERG Workforce Ltd.

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ew Zealand still has a very high labour participation rate of 69.3 per cent, although slightly down from the previous high of 69.6 per cent, while unemployment figures are slightly up on previous low levels at 5.8 per cent. In global terms these figures are relatively low, however there are some concerning trends.

• There was an increase in female unemployment which more than offset the decline in male employment.

• Employment growth has declined in the last two quarters to August 2015.

• In the year to June 2015 New Zealand had the highest net gain of 58,300 permanent and long-term migrants on record and this underpinned the largest quarterly increase in working-age population, up 24,000 (0.7 per cent) on record.

• Two thirds of permanent long term migrants were in the 24-35 year old group, mostly with university level qualifications.

• The influx of migrants of this age and qualifications to some extent reflects the economic refugees who are creating huge imbalances in the global economy and are no answer to the skill shortages which currently exist. In fact, immigration and new entrants to the labour force may adversely affect employment figures in the near future as the reported shortage of talent and the right skills being reported across most industry sectors suggests that the skills on offer do not match the jobs available.

What is apparent is that the labour market is splitting in two: jobs for the highly skilled and everyone else. Globally and in New Zealand, specialised technology is leading to a highly specialised economy and new entrants and those already in the workforce must up-skill to remain relevant and employed.

I was staggered by a recent statistic that Indeed, the world’s largest jobsite, listed 91,000 new unique job titles in one day.

The speed of change is accelerating and the challenge for governments, industry and workers in general will be how to keep up.

Recently the RCSA in New Zealand co-ordinated a Future of Work Forum in Auckland to examine these issues. Speakers at the Forum included Grant Robertson (Chair of the Future of Work Commission and NZ Labour spokesperson on Finance – refer to the previous article), Stephen

Shepherd FRCSA (Life), Ciett Board member, and Iain Lees-Galloway from NZ Labour.

Following presentations from Grant and Stephen there was a panel discussion which included the presenters and Ian leesGalloway (NZ Labour Party spokesperson) and questions from the floor where some particular areas of concern were identified.

Firstly, there is an obvious need for changes in the way employment is viewed.

Stephen spoke of the global movement to contracting and the phenomenon of full time jobs being replaced by more flexible alternatives. Forty per cent of current jobs will not exist in twenty years, however, these will be replaced by new jobs which currently don’t exist.

The roles that are under threat of extinction are those that can be automated.

New roles will require a higher level of transferable skills. Jobs which require social, cognitive, and collaborative skills, and team work. These new roles will place greater importance on emotional intelligence where humans relate to humans e.g. sales, coaching, healthcare, and jobs which cannot be automated. Other obvious examples are trade skills, such as plumbers, carpenters, engineers, and ‘drivers’ which is listed in the top five global shortages, according to a recent Manpower Inc survey, most of whom now require strong customer service skills as well as driving skills.

In New Zealand, we see that one of the biggest challenges is being able to transition new workers into the workforce with the skills and capability to succeed in the new environment. A well-functioning labour market will facilitate smooth transitioning and a key component will be flexibility. The message is clear that legislation must move to accommodate this increasing flexibility.

This drive for flexibility with work arrangements has caused some concern to the NZ Labour Party and to the union movement and is challenging their traditional thinking. While recognising the growing trend and necessity for flexibility, they are concerned about the level of ‘income security’ workers will have in this environment and the potential social impact this may have if ‘income security’ is absent. However it was pointed out that in fact a permanent employment contract offers little more security than an on-hire contract with

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Zealand perspective restructuring, changing work skills and failing businesses having recently had a far greater impact on the workforce. As an industry we are conscious of the need for sustainable work options not at the cost of security and we seek security with flexibility which was termed ‘flexi-security’. We are aware that to guarantee a future, employers, including on-hire companies, need to look after and grow the workforce to take maximum advantage of technology and what that allows us to do, as well as all the new roles and opportunities which will become available because of that. We need to make sure that we look after our workforce by recognising that labour is not a commodity.

It must be nurtured and grown so that everybody benefits from the new opportunities.

The spectre of ‘casualisation’ is often raised by the union movement as something which the on-hire industry reinforces and encourages. A number of counter arguments were presented, highlighting that in fact the industry is a major contributor to job growth.

In addition to providing opportunities to up-skill, re-skill, and be actively engaged in work, the industry offers a real pathway to employment with eighty per cent of assignments requiring medium to high level skills and ninety per cent of workers remaining in employment for greater than 12 months. Many convert to permanent employment.

The RCSA in New Zealand and Australia has actively promoted greater professionalism in the industry. We have come out strongly against exploitation of workers in areas such as zero hours contracts; contractor vs employee relationship and incorrect categorisation for tax and ACC purposes; exploitative employment contracts; unlawful wage deductions practices; and recruitment practices which discriminate for any reason.

We have also actively been involved with health and safety issues in the construction sector with the Christchurch rebuild and were part of the Safety Charter which resulted.

This involvement with health and safety in the labour hire market is now extending across New Zealand.

Youth employment is a critical area for all economies as youth represents our future workforce. In October 2015, the ILO’s Global Employment Trends for Youth 2015 report

was released. While there was mild improvement in the 2012-2014 period, the youth unemployment rate remains well above its pre-crisis level at around 13 per cent and ‘Almost 43 per cent of the global youth labour force is still either unemployed or working yet living in poverty’. ‘For millions of young people around the world finding a decent job is still a drawn-out uphill struggle.’

(Sara Elder, the report’s lead author).

The RCSA Youth Charter was established with this in mind, but still struggles to gain impetus both within and outside our industry.

We are creating networks but progress is slow and practical initiatives still need formulating. The journey is just beginning but its importance is evident in the NEET figures (Not in Employment, Education or Training) which are alarmingly high, both globally and in New Zealand. In New Zealand the overall NEET figure is around 13.4 per cent but in Auckland among Pacifica youth it rises to around 19 per cent. There are some excellent initiatives working in silos but a concerted collaborative approach which we believe is necessary for better outcomes is the goal of the Youth Charter.

Youth employment is an area where our industry can participate with professional advice and mentoring of students – where we can make a genuine difference. In New Zealand, we need to be thinking differently about the transitioning from education to work and about the skills and capabilities that our youth are being taught. There was general acceptance at the Forum of the importance of this but there was also recognition of the current disconnect with the education system. As an example, the lack of people with trades skills highlights the issue with little to no systemic incentive for students to be directed into trades. In fact, the education system appears to be designed to keep people in education as long as possible without any direct relationship to market skill requirements. The speed of change is outstripping the ability for educators to keep pace. In addition there appears to be no professional expertise generally available within schools to give the right advice to students with most Career Advisers being career academics that do not have appropriate work experience to give advice.

The Forum was an excellent opportunity for the RCSA to gain further interaction with

policymakers and become recognised as expert advisers on matters involving work.

The future of work and the impact on economies is certainly an issue which is high on the agenda of politicians in New Zealand and this places more focus on professionalism within our industry. From a local perspective there is a lot to be done in terms of having an industry which wholly works in an ethical manner and in the interests of the future security of the workforce. Legislatively, I think we are somewhat behind Australia and other overseas countries and we are taking an active look at the progress with ESIC in Australia as this should provide impetus to having the RCSA Code of Practice or something similar being legislated in New Zealand.

As I consider the discussion on the ‘Future of Work’ it reinforces my confidence for the future of our Industry. When I look at the statements such as ‘New roles will require a higher level of transferable skills. Jobs which require social, cognitive, and collaborative skills, and team work’, these are things that cannot be automated and while technology will assist recruiters to identify possible talent, there will be no technological substitute for people interacting with people. The greater importance of identifying attitude, aptitude, and a desire to learn new skills etc. are factors which cannot be replicated by computers or an app and the intuitive, empathetic, and cognitive skills of the recruiter will continue to sustain a reliance on our industry to find people for employers.

The future for the recruitment industry is bright and as long as we move more quickly than our clients in creating candidate communities then we will have relevance and profit. Our advantage is that creating candidate communities is what we do every day one hundred per cent of the time, unlike most companies that are focused on their business activities and not the people enabling the business most of the time.

DECEMBER 2015

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The three essential skills you need to survive the 21st century Rob Davidson APRCSA continues his comments on surviving the Future of Work.

Rob Davidson APRCSA

There are only three major traits which will help people survive the future world of work: Expertise, Empathy and Execution.

For the foreseeable future, there will always be a role for good recruiters with highly developed interpersonal skills on the basis that humans will always prefer to deal with a human over an algorithm, provided that person has certain attributes.

How exactly do we build better humans with better skills to ensure they are not only successful, but sustainable recruiters for the future?

The answer lies in these three attributes.

Expertise Today, we are already seeing large employers, building competent internal recruitment teams and companies such as Rio offshoring the majority of their recruitment function, with online platforms such as LinkedIn making it easier for them to recruit themselves.

And this is only the beginning.

It is for this reason, that agency recruiters must have genuine expertise if they are to survive.

Harvard Business School Professor Cynthia Montgomery believes the ultimate test is how your clients would feel if you weren’t around tomorrow.

‘Ask yourself, ‘if I ceased to exist tomorrow, would my clients and my candidates miss me, and, how long would it take them to replace me?’

Montgomery says.

‘For most recruiters the answer is “No”, and “Not long”. How do we move to “Yes” and “Quite some time”, she asks.

The test is simple: candidates will always want to deal with a recruiter who can confidently advise them where the best jobs in their industry are, what they pay, and who can get them an introduction to those employers.

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Whereas clients want access to top talent they can’t source themselves. Both clients and candidates want to deal with recruiters who are specialists in their field and who can add genuine value.

The starting point is this: how do I develop the expertise to deliver this value to candidates and clients?

It’s not easy, but gaining true expertise in any field takes time. Many researchers believe you need 10,000 hours of deliberate practice to become an expert.

To translate this into the recruitment world this equates to at least five years’ experience plus deliberate practice, i.e. constantly seeking and responding to feedback and engaging in a rigorous learning program.

Empathy If there is one trait to rule them all in the 21st Century, it is empathy.

So what is empathy and why is it so important?

Empathy means having the ability to understand what another person is thinking, how they are feeling and to make an appropriate response.

Cornell University ran a report on seven ways to increase waiters’ tips. The report found waiters who were better at showing empathy earned nearly twenty per cent more in tips. And empathetic debt collectors recover twice as much debt.

The world’s leading organisation for teaching empathy, believe it or not, is the US Army.

The US Army put a great deal of energy and time in to training their soldiers to understand what a potential enemy is thinking and how they are feeling so they can make an appropriate response. For a solider, it could literally be the difference between life and death.

So why is empathy critical for recruiters?

Research suggests that empathy levels seem to be declining. The tendency for people to communicate through technology, rather than in face-to-face meetings, has been suggested as a major contributing factor.

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By far the best way to build empathy and trust is in face-to-face communication. As technology continues to put up barriers to human interaction, the expert recruiters who make the effort to meet regularly with their clients in person will find it much easier to build loyal and lasting relationships.

Empathy can be a major competitive advantage for a recruiter. It is more a skill than a trait and, like all skills, it can be improved with training.

Even eight weeks of meditating regularly has been shown to significantly increase empathy.

Execution Once you have used your empathy skills to develop strong, face-to-face relationships and your expertise to add value to your candidates and clients, there’s one remaining ‘E’ to master if you are to be successful and that is execution.

You have to consistently deliver and that takes grit.

Angela Duckworth is a leading researcher on what makes people successful, and she says grit is the key differentiator.

Duckworth’s research shows that this one trait can predict which competitors in a national spelling bee competition are most likely to win and which entrants into West Point Military Academy are most likely to graduate.

The reason is simple – an individual’s grit level will indicate how likely they are to have the tenacity to learn those words or

to persevere when the training gets tough.

Researcher and author on what makes people successful, James Clear, suggests that intelligence accounts for only thirty per cent of most career achievement.

The rest is a recipe of mental toughness and an ability to persist when others give up.

This combination determines who will be successful in life.

Recruitment is no different; the most tenacious recruiters are often the best recruiters.

The good news is that we can improve our inherent grit levels. A good starting point to build grit is a daily physical exercise routine.

No matter how much technology seeks to disintermediate the recruitment industry there will always be a place for expert recruiters with highly developed empathetic relationships and who can execute their skills by consistently delivering for their clients and candidates.

And the good news is that these three skills are learnable.

While they are difficult to master, they are no more so than the skills any other professional is expected to possess in the 21st century.

As our industry continues to move towards being seen as a genuine value-add professional service, recruiters must be prepared to apply the same rigorous professional development standards that apply to consultants in all other domains.

What skills do you need to work on?

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

• Cornell University School of Hotel Administration, The Scholarly Commons, “Seven ways to increase servers’ tips,” by Michael Lynn.

• Harvard Business School Professor Cynthia Montgomery, Timken Professor of Business Administration and Director of Research • Angela Duckworth, The Duckworth Lab, University of Pennsylvania • Leading researcher and author James Clear, www.jamesclear.com.

DECEMBER 2015

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Work Contracts, Four Walls and Robert Frost; or how law is being disrupted by the #FutureofWork

Andrew Wood Hon FRCSA (Life)

“Something there is that doesn’t love a wall, That wants it down…” (“Mending Wall” by Robert Frost, 1914)

I’ve been intrigued by the conversation about the future of work and the way in which #Digital; #Mobile; #Social and #Just_About_Anything_Else_ With_A# have been #Disrupting the workplace. It’s been a hashtag fest. And that’s been a good thing.

Although RCSA conferences over the past few years have been laying the groundwork, I was provoked most recently to think about this again after reading a couple of blog articles by Jeremy Scrivens1.

The first one that caught my attention was titled, Future of Work is The Restoration of Authentic Community at Scale2; the second was The Future of Work is Business as a Community of Purpose and Belonging3. These articles seemed to be making some important points about the How, the What, the Why and the Who of the future of work4. Well, I retweeted them both, of course! And then I asked myself, why are we talking about this as though it’s always coming; but never quite here?

Surely, if these disruptive influences can already be identified in some work settings, this future of Work, this re-scripting of the fundamental narrative about work and the Firm is already happening. So, what are we going to do about it?

Because at some point we have to do something – beyond preparing (or borrowing from) another prophetic keynote speech! At some point, we need to assess what is happening – not just to the workplace; but to the foundations of what we

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believe, or think we believe, about Work and the Firm that work serves. And then we need to adjust for it in ways that help to realse and release this positive and productive force that is the #FutureofWork.

Now, as a lawyer, it’s the adjusting that I find to be the most fascinating and challenging aspect in all this because it makes us first take stock of what we’ve already got – a legacy of three centuries of enclosure that have shaped our thinking about what is normal for work relationships. Think about it. When we are setting up work agreements, we are often thinking in terms of locking in, tying up, tying down, and making watertight a set of rights and obligations that are capable of judicial enforcement. Nowhere is this more apparent than in the so-called Four Walls provisions that appear in many of the contracts that we use on a daily basis. You know them as the provisions that say something like: This agreement contains everything that we have agreed; and we have not agreed anything that is not in this agreement; and we will not agree anything that is not in this agreement unless we agree it in writing and put it in this agreement.

Everything that we have said in the past is of no account; and anything that we may say in the future is of no account…

Authentic community? Community of purpose and belonging? It seems that we have accepted the proprietorisation (Spellcheck tells me that is not a word, so I had better make it #Proprietorisation) of work relationships; and, in the process, we have lost sight of the connection of work to community – at least to the extent that the authenticity of our work relationships is now strained and overdue for re-evaluation.

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I am having to find ways to charter cooperative relationships that are sufficiently elastic to accommodate disruption and change and yet firm enough to support productive engagements.

And that re-evaluation is what I am having to do right now as I set to work on designing new ways to charter more open and permeable work relationships. It is a challenging and confronting exercise. I am having to find fresh language to script new narratives of work and of the firm.

I am needing to think not so much in terms of ownership (possession, exclusion; fencing out) as in terms of stewardship (care, inclusion, fencing in). I am needing to think not so much in terms of obligation as in terms of co-operation. And I am having to find ways to charter co-operative relationships that are sufficiently elastic to accommodate disruption and change and yet firm enough to support productive engagements.

Others of you, who work on contracts, are no doubt similarly engaged. It will take all our skill – and perhaps skills that we do not yet have – to get it right. And that is exciting.

OK, so perhaps, “Spring is the mischief in me” after all; and I could say, “Elves”. But it’s not elves exactly and I’d rather you said it for yourselves … with or without the #hashtag!

1. Work Futurist & Social Business Culture Catalyst – Director The Emotional Economy At Work 2. https://www.linkedin.com/pulse/future-work-restorationauthentic-community-scale-jeremy-scrivens 3. http://www.kinshipenterprise.com/_blog/Blog/post/BusinessCommunity-Purpose-Belonging/#.Vilx8PkrKUl 4. https://www.linkedin.com/pulse/why-companies-strugglingengage-workforce-future-digital-scrivens

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DECEMBER 2015

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Unions seeking to further restrict labour flexibility E

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

The Australian Council of Trade Unions (ACTU) is leading the charge to put a stranglehold on businesses’ ability to manage its operational requirements with casual employment, as part of the modern award review process.

I often wonder whether they look beyond their own interests and consider how the business world is changing.

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very four years the Fair Work Commission (FWC) is required to review all modern awards. The first of these reviews commenced on 1 January 2014, and is now in full swing. The casual employment provisions under all modern awards is one of the key issues currently under the spotlight, with a particular focus on casual conversion clauses. All of us, as fathers, mothers, brothers, sisters and friends of job-seekers understand the attraction of reliable work but, surely we all have to adapt and accept that what was possible 30 years ago may not be so in 2015.

right to seek permanent employment, the ACTU is seeking to impose further administrative burdens on employers.

The proposed model term also includes a requirement for employers to give all casual employees a copy of the casual conversion clause in the relevant modern award within four weeks of commencing employment.

It seems implausible that unions would be seeking to introduce further red tape on employers at a time when the government is doing all it can to reduce red tape.

ACTU’s application

Arguably, the most concerning aspect of the ACTU’s claim is the removal (in some modern awards) of an employer’s right to refuse a request for permanent employment on reasonable business grounds. Instead, the ACTU has proposed a term which provides that an employee may elect after six months’ service to convert to full or part-time employment. Within four weeks’ of making such an election, the employer must consent. Surely this is social engineering where unions are now saying to all casual employees that they don’t have the maturity to make their own mind up about what form of employment suits them and therefore, they must just do what we tell you.

Modern awards affected by this proposal include: • Graphic Arts, Printing and Publishing Award 2010 • Manufacturing and Associated Industries and Occupations Award 2010 • Timber Industry Award 2010, and • Vehicle Manufacturing, Repair, Services and Retail Award 2010.

There are three key elements to the ACTU’s application in relation to casual conversion clauses.

1. All modern awards to include casual conversion clauses Currently, 25 modern awards contain casual conversion clauses, which require an employer to notify employees after six months’ (or in some cases, 12 months) regular service of their right to seek permanent employment with their employer.

If such a request is made, the employer can refuse on reasonable business grounds.

The ACTU is seeking to include casual conversion clauses in all modern awards.

The union’s proposal is in direct contradiction to the Fair Work Commission’s commitment during the initial award modernisation process that casual conversion provisions would only be maintained in modern awards where such an entitlement was considered to be an industry standard. Otherwise, such clauses were only to be included in extenuating circumstances.

Existing casual conversion clauses are also affected by the ‘model term’ drafted by the ACTU. In modern awards that currently contain a right to request permanent employment after 12 months’ regular service, the ACTU is also seeking a reduction in the period to 6 months.

Notwithstanding the already burdensome task of notifying casual employees of their

2. Casual conversion ‘deeming’ provisions

3. Restriction on casual employment Finally, the ACTU is also seeking to restrict an employer’s ability to employ casual employees at all, without first allowing an existing casual or part time employee engaged on similar work, an opportunity to increase their normal working hours by agreement.

The RCSA considers all aspects of the

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ACTU’s proposals to be entirely unreasonable and unsustainable and is not only an attempt to further burden employers with administrative hassle, but to in fact completely erode a business’ ability to effectively utilise casual employment. The RCSA will be strongly opposing the ACTU’s applications.

RCSA’s application On behalf of its members, the RCSA has also made an application as part of the modern award review process to remove the onus currently on the employer to notify eligible employees in writing of their entitlement to convert to permanent employment. The rights of eligible casual employees to elect to convert to permanent

employment, as per the applicable modern award, would otherwise remain unaltered.

Given the abysmal take up rate by casual employees, the RCSA considers that the current requirement places an unreasonable administrative and cost burden on employers. Surely a red tape burden that delivers no identifiable benefit to any member of society must be removed.

The RCSA considers this proposed variation to be a reasonable approach that fairly balances a casual employee’s rights with the associated obligations of the employer.

These matters are listed for hearing before the FWC in March 2016. Evidence in support of the RCSA’s application was filed on 12

October 2015, and we thank those members who assisted with providing evidence and/or completed the member survey. There will be a further opportunity to provide evidence to oppose the ACTU’s submissions in early 2016.

If you are able to assist with providing evidence as to the effect of the ACTU’s proposals on your business, please contact Paula Way-James at RCSA on 03 9663 0555 to discuss it further.

DECEMBER 2015

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An Energetic Digital Experience Kinetic Super launch a new website.

We’ve now built a website with customer experience at the core and one that represents best practice that spans across industries, beyond super.

Lynda Cavalera, Kinetic Super’s Head of Marketing

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inetic Super has recently launched a new website, with ease of navigation and simplified language at its core; just another demonstration of the Fund’s commitment to removing complexity from super.

Quickly gaining a reputation as the fund that’s focused on making super easy to navigate and more engaging for members and employers, Kinetic Super’s new look website streamlines the user experience and brings the vibrant and energetic brand to life.

Kinetic Super’s Head of Marketing, Lynda Cavalera, believes it’s important for super funds to have a functional website that both members and employers can easily navigate. ‘It’s crucial to have a website that enables customers to quickly find what they need but one that also creates a positive and engaging experience. Having a website that leaves customers wanting to come

back and engage with us was a key driver in the rebuild,’ Lynda said.

Developed by Icon Agency, and led by the Kinetic Super Marketing team, the idea behind the website is to also build a stronger synergy with the Fund’s above the line brand campaign.

‘The aim of the brand campaign is to inspire Australians to bring some of the same energy they have for their everyday life, to their super,’ Lynda said.

‘Our existing website needed to evolve visually to reflect this vibrancy and movement. The website is now wellaligned with the brand campaign and successfully portrays Kinetic Super as a dynamic and energetic brand. One that demands attention and encourages people to break the typical lethargy they feel towards super by challenging the way super is traditionally viewed.

‘We’ve now built a website with customer experience at the core and one that represents best practice that spans across industries, beyond super. We’ve achieved a truly customer centric design,’ she added.

In such a short time, the website has been well received by both users and web designers. Since going live, the site has already cemented two awards, winning the CSS Design Awards ‘Website of the Day’ and has featured prominently on a number of web design news sites including designlicks.com and thefwa.com.

Traffic to the website has increased substantially according to Icon Agency Managing Director Chris Dodds. ‘The site has already seen a significant lift in user engagement compared to this time last year. Visitation rates are up by 25 per cent, and average session times are down – meaning people are finding the information they’re after more quickly, which is truly a great result.’

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Kinetic Super’s brief to Icon was straightforward. The Fund required a unique website with a clear focus on achieving a user-first approach, simple information architecture, clean and clear content layout and an engaging user experience that didn’t feel like another super fund site. In fact, the Marketing team requested that Icon Agency focus on creating a website that was like no other within the super category, or even within the financial services industry.

The website redevelopment process was a collaborative approach with regular stakeholder engagement, user journey mapping and stakeholder usability testing at the core. ‘This enabled us to test functionality, content layout and ease-of-navigation as we progressed through the process,’ Chris Dodds said.

Kinetic Super’s new site has been designed and built with as much of a user experience focus on the back end as the front. The end result is a website that provides maximum control over content management to Kinetic Super, enabling the Marketing team to quickly and easily make website updates.

The redevelopment of the website is in the early stages, with additional updates and further enhancements planned over the

coming months. The direction will remain the same with a clear focus on enhancing the user experience based on developing analytics and testing.

To view the new website visit www.kineticsuper.com.au and for more information on website specifics visit www.iconinc.com.au/folio/detail/kineticsuper

Disclaimer: Kinetic Superannuation Ltd (KSL) (ABN 14 056 917 303 AFSL 222590 RSE L0000352) is the Trustee of Kinetic Superannuation Fund (KSF) (ABN 78 984 178 687 RSE R1000429) which includes Kinetic Smart Pension (KSP).

DECEMBER 2015

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How to ‘win’ in the ever changing recruitment industry Michael Ilczynski Managing Director of SEEK Employment, presented at the annual RCSA Conference on how to ‘win’ in the ever-changing recruitment industry.

Here is an extract from his presentation:

Michael Ilczynski Managing Director of SEEK Employment

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here’s no question the recruitment industry is currently experiencing disruption with a sizable amount of innovation occurring in this sector, supported by significant capital investment from venture capitalists.

While there are elements of the recruiter value proposition that are being challenged by technology, recruiters can still add significant value in today’s world and be successful. By focusing on high-value areas where technology struggles to compete, you can continue to build meaningful relationships and create engagement, strengthening your market position and drive the right business outcomes. Having a deep understanding and knowledge of your client’s and candidate’s needs, including intangible factors such as culture, values and intrinsic skills is an opportunity to build your personal brand and create a valuable customer experience.

Within this ever-changing marketplace, if you are going to embrace new business models, there are some key enablers SEEK believe you should have in place: • A really clear vision of the future of talent sourcing, and a well-defined strategy for how you are going to win in this everchanging marketplace.

• A willingness to invest hard to make your strategy a reality, significant sacrifice in the short-term will help you win in the long term. There are no half measures in today’s world.

• Alignment in incentives to ensure your whole team is driven towards the same long term goal.

At SEEK we are using these principles to greatly enhance our own value to clients and candidates. To further build a great business, we continue to establish a clear vision for our future, closely tracking global trends to better understand their business applications in Australia and New Zealand.

We speak with our global businesses constantly to understand what is impacting their markets, having regular discussions with some of the largest HR tech players around the world. We invest significant resources to continuously identify and evaluate new and

emerging HR technology opportunities locally and globally – we talk, travel and read a lot.

Our strategy is to be the ‘first choice for talent and careers’ – to be the technology enabler for our clients and candidates.

Our view is that SEEK’s role is to enable your businesses to be more successful, therefore we focus only on areas where it makes sense for technology to be involved, increasing the effectiveness and efficiency of talent acquisition.

To achieve our strategy we have been investing at an unprecedented pace so that you have access to the best tools available to do your job better: • Over the last four years, we have increased the size of our product development team from 50 to over 250 in Australia and we also have thousands of professionals within our global businesses.

• We completely rebuilt our Advertiser Centre to provide a free candidate management service to all our direct advertisers and we will continue to invest in and improve this product.

• We have launched Premium Talent Search, allowing you to proactively search through our database of almost 4 million searchable candidates and growing at 5,000 new profiles each day.

• We are improving our cut-through with candidates by proactively recommending roles they might have missed through our Weekly Round -Up product, and soon through daily notifications and alerts sent directly to their smartphone.

It has not been a smooth ride, but we continue to have strong commitment to our strategy, even in the face of strong market opposition. We are putting our money where our mouth is, by investing hard and sacrificing short term profits in order to build much better services and outcomes for the employment marketplace.

BUS I N ES S M A N AGEMENT

Reflecting on ethics

Martin Barnett, RCSA Ethics, Compliance & Risk Manager

An organisation that promotes ethical behaviour as part of its culture is more likely to reduce employee turnover and increase productivity.

Ethical behaviour, corporate social responsibility, governance and sustainability are just a few of the more commonly used words in business these days. Ethical behaviour can add significant value to your business or your employer’s business, as it often implies the organisation and its employees maintain a high level of integrity and professionalism.

An example of such wording can be found in RCSA’s Code for Professional Conduct: Members must act in a manner that is becoming of a Member and, to that end, observe a high standard of ethics, probity and professional conduct which requires not simply compliance with the law; but extends to honesty, equity, integrity, social and corporate responsibility in all dealings and holds up to disclosure and to public scrutiny.

While an organisation may decide to conduct its business operations ethically, it also needs to ensure this message is well communicated to all staff, including the Board of Directors, if the organisation has one. In some industries, an organisation can also be known to incorporate ‘behaviour’ as part of its performance appraisal policy, which can, in some instances, be a deciding factor as to whether or not an individual or a team receives a bonus.

An organisation that promotes ethical behaviour as part of its culture is more likely to reduce employee turnover and increase productivity. It can also form part of the organisation’s strategic plan where client retention and growth activities are concerned,

and will almost certainly make the organisation more attractive to investors by keeping its share value high.

To put this in perspective, let’s look at the flipside of the coin. An organisation that chooses not to behave ethically or lacks social and corporate responsibility is at greater risk of its reputation being damaged, which may well lead to the loss of high calibre staff, clients and shareholders. This could prove somewhat difficult for the organisation to recover from and, at worst, result in the collapse of the business.

Installing a strong ethical culture within an organisation is critical for sustainable business growth and demonstrates a commitment to excellence by all stakeholders. This commitment should be leader led and actively encouraged and expected across all areas of the business to promote strong values.

Law and regulation often provide a pathway for good ethical business to be conducted. In other instances they might form part of a broader framework for an organisation to integrate within its social and corporate responsibility policy, which in turn, may well lead to greater credibility and public acceptance.

‘Even the most rational approach to ethics is defenceless if there isn’t the will to do what is right.’

Alexander Solzhenitsyn (1918 – 2008).

DECEMBER 2015

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Taking advantage of tech: how recruiters can work smarter With more than ten years in the recruitment industry, Dean Collins grew increasingly frustrated with the time-consuming CV searches and paperwork that plagued him. At a time when innovative apps and software are emerging in every other industry — from Airbnb to Uber — Dean decided that, as recruiters, we should benefit from that kind of technology too.

W

hat resulted was JobFlare.com: a free online resource for recruiters, which allows them to conduct highly detailed CV searches, source candidates for their vacancies and generate additional revenue for their own agencies.

Launched last month, it joins a suite of productivity-boosting tools which are helping recruiters do their jobs faster than ever before.

Here Dean shares his own tips on where recruiters can take advantage of the latest free or low cost tech to hit our screens — and help us work smarter.

Harnessing big data Masses of ‘big data’ are collected each day, measuring everything from retail sales to road traffic and electricity usage. For recruiters, big data represents an opportunity to access untapped information about our clients, candidates and the job market as a whole.

Savvy developers are working out ways to exploit these data; creating software designed to cut through the numbers and help recruiters reduce their workloads.

‘Instead of doing things manually — like sorting through endless CVs — it’s exciting to see that we can now streamline that process with an app,’ says Dean.

Email tracking apps There’s often some guesswork involved when communicating with clients via email.

Unlike the instant feedback we get over the phone, it’s impossible to know whether your email has been read and acted upon or whether you should send a follow-up reminder. Being overly pushy will only irritate your clients; waiting for them to reply could result in a missed opportunity.

App developers have tackled this problem through the creation of email add-ons such as Hubspot’s Sidekick, which notifies you

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when someone opens or clicks on your emails. Alternatively, if you’re the kind of person who reads an email, intends to reply later but ultimately gets distracted (or the email becomes lost amongst your overflowing inbox), an app like Gmail’s Boomerang could be for you. It enables users to schedule email reminders, set future delivery dates for pre-written emails, and re-send important emails to your inbox at a later date.

Time-saving tech dashboards that do it all Email add-ons are a fantastic tool when email is the preferred mode of communication. But all-in-one dashboard tools can take things a step further by setting up messaging, client and candidate management systems, automated workflows and statistical reporting all from the one screen. Making you even more productive as you go about your workday.

Collins says that JobFlare was borne out of his own experiments creating the ideal ‘recruiter platform’, and finding a more efficient way to work. Realising there were others who could benefit from such a tool, he began working with web developers to create the first non-keyword-based search engine that allows recruiters to source candidates using highly detailed candidate search criteria – removing the need to advertise jobs and spend hours sifting through hundreds of CV’s.

Recently released as a free online platform, JobFlare enables recruiters to find candidates with the exact characteristics they’re looking for — right down to location, qualifications, skills or even experience on certain projects or using certain specific software — in less than 3 minutes. From their dashboard, the recruiter can then contact candidates directly and manage their projects with just a few clicks of the mouse. Not only is it making frustrated recruiters a lot happier, it’s saving their agencies a great deal of resources in the long run.

‘It’s exciting to see the industry catching up with the rest of the world in terms of tech,’ Dean adds.

BUS I N ES S M A N AGEMENT

The RIB Report Nigel Harse’s recruitment industry predictions RIB Average profit before tax in August lifted on the previous month, marking the 21st consecutive month of year-on-year growth. The monthly RIB Average reflects a slim four percent improvement on last year.

In regional terms, profit improvement on the previous month was very patchy, but it’s great to see 67 per cent of WA participants reporting improvement. The NSW figure was 58 per cent, Victoria 44 per cent, Queensland 33 per cent, and New Zealand, only 30 per cent reported monthly improvement.

And 41 per cent of participants are ahead of FY15, while 16 per cent have failed to produce a profit from the last two months trading.

‘Temp and contractor hours processed through the payroll is a strong indicator of

market demand and its positive growth trend continues with August recording the 20th consecutive month of year-on-year improvement,’ comments RIB Report director, Nigel Harse. ‘The RIB Average is inching ahead to set another new monthly record high.’

• In Victoria, 79 per cent of participants reported an improvement on the previous month, while 58 per cent are ahead of the same time last year.

• Conditions in Queensland appear to be improving with 56 per cent recording a lift on the previous month and 70 per cent ahead of last year.

• NSW lifted 50 per cent on the previous month, and 55 per cent are ahead of last year.

• In WA, 52 per Nigel Harse FRCSA, cent reported an Director, The RIB Report improvement on the previous month, but only 30 per cent are up on last year.

‘In New Zealand, just 18 per cent of participants reported an improvement on the previous month and only 24 per cent are ahead of the same time last year,’ says Nigel.

‘So the question is: has the tide turned for New Zealand?’

Nigel Harse was interviewed by Rosemary Ann Ogilvie.

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Call us today or visit our website for more details.

DECEMBER 2015

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BUSINE S S M A N AGE M EN T

A CEO’s perspective Scott Deane, Learning Seat CEO, looks at the importance of protecting your organisation – and your Board and executives.

As a CEO, I am more conscious than ever of the penalties that I personally can face, and that my business can face, if there is an incident of unlawful behaviour among my staff.

The penalties for a breach of Health and Safety legislation or of Equal Opportunity laws are higher than ever. I can be personally liable in both the civil and criminal jurisdictions, and the level of compensation for findings of vicarious liability is only increasing. When legal costs, reputational damage and Board and executive time are factored in, the costs of a claim for businesses are easily tipping over the $1 million mark.

Holding business leaders accountable and paying the price for unlawful behaviour and

misconduct in the workplace is an expectation of the community, though a heavy load to carry if you are an executive.

Recent court decisions are an enduring sign that the community will continue to place more responsibility on Boards and executives to navigate workplaces towards a ‘safety first’ culture.

Boards and investors are acutely aware of an executive’s track record in safe workplace management. Personal failure to meet compliance obligations can cause reputational damage and penalties that can cripple a business and those individuals who will be held accountable.

Scott Deane, CEO at Learning Seat.

Protect yourself and your business Learning Seat has been the Australian leader in providing e-learning compliance solutions for more than 15 years. We service over 550 clients and engage teams of e-learning and legal experts to build our courses, but when it came to building our newest compliance offering, Law at Work, we went to our clients to learn what was to come next.

In February 2015, a group of ten HR directors, legal counsel, and people and culture managers participated in a focus group designed to uncover the challenges faced by businesses across sectors such as finance, manufacturing, retail and government.

Our product maxim is, and remains, anchored in using storytelling as a communication method, recognising and effectively overcoming language and literacy barriers, and producing a product that is reflective of high quality digital content found across the internet.

Pushing off from these product hallmarks, we were enlightened to learn the groups’ preferences for content design and delivery, and understand what was working and not working in terms of implementing compliance programs, up and down their organisations.

To learn more about Learning Seat and the Law at Work compliance training suite, visit www.learningseat.com.au/law-at-work/ or call us on 1300 133 151.

RCSA In-House Training Customised Training when and where you want!

How does it work?

RCSA offers cost effective training solutions for your team throughout Australia and New Zealand. The Learning Centre team and your dedicated specialist facilitator will work with you to determine your strategic and corporate needs for professional development and align these to your organisation’s business objectives.

Customised targeted group training can be run at your own business facilities, at an external

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training venue or at RCSA Corporate Meeting Rooms.

Talk to us about your CPD requirements – we have a facilitator and a course that will meet your needs!

For all enquiries regarding RCSA In-House Training for your workplace, please email jwilliams@rcsa.com.au or phone +61 2 9922 3477.

RCSA IN-HOUSE TRAINING

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DECEMBER 2015

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BUSINE S S M A N AGE M EN T

Meet the mentor In the last issue, RCSA Journal introduced the PEARL winner for 2015, Caitlin Iustini MRCSA speaking about the value of mentoring. In this issue, her mentor, Kurt Gillam MRCSA, himself a PEARL Award winner, speaks about the mentoring side.

this program. They’re fantastic stories, he says, and he remains in touch with both mentees.

‘Caitlin’s award is clearly not a reflection on anything I’ve done; instead, it’s a driven individual taking their career into their own hands in order to further develop and grow, which is what mentoring is all about,’ Kurt comments. ‘What I feel is an even more inspiring story is that both mentees have become mentors themselves, taking the next generation under their own wings, and I’ve witnessed the value in this first hand.’

Kurt sees too many people who indicate they want long-term careers in the recruitment industry but either don’t invest in any self-development, or else complain that their organisation doesn’t provide sufficient training opportunities.

‘I’m a strong believer that employees are ultimately responsible for their own development with support from their employer, as opposed to the employer being responsible with support from their employees,’ Kurt says. ‘A program such as PEARL adds so much value in terms of the different perspective an external mentor can bring, along with the learning from Altas Q, the program facilitator.’

He suspects most people underestimate the value a program such as PEARL brings to the mentor. ‘I know that by participating it has helped me become a better leader and a better person.’

Qualities for success

Kurt Gillam MRCSA

WA Chair for the RCSA, and State Manager of all Kelly Services divisions across WA and SA, Kurt Gillam MRCSA has over 12 years recruitment management experience within Australia and the UK. He was the 2014 winner of the Australian and New Zealand RCSA PEARL Award, after being a finalist in 2011, 2012 and 2013.

PEARL winner for 2015, Caitlin Iustini MRCSA is one of two recruiters Kurt has mentored over the past few years through

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A good mentor, he says, will be a great listener, they will ask great questions and will support the mentee to discover their own answers. ‘A great mentor will have all of this, plus a sense of humour and the ability to share some of their own experiences, insecurities and stories.’

As for the qualities that make a successful mentee, Kurt remarks that a good mentee does not rely on the mentor to run the relationship: instead, they own this relationship. They arrange the catch-ups, provide an agenda and come prepared with what they want to discuss, then keep the mentor updated with their progress.

‘The best mentees are honest and open to the challenge of completely revealing their

strengths as well as their insecurities and weaknesses,’ he continues. ‘This is difficult to do, but for the relationship to blossom it’s essential to give as much as you can in order to obtain all the value available from the program. The great feature of having a mentor is that they are non-judgemental, they have no emotion invested into the mentee’s employer, and they provide a completely unbiased perspective.’

He can see no disadvantages in having a mentor, and only advantages for employers looking to promote this as an option for their own team members. ‘Personally and professionally, both mentees and mentors get the opportunity to build relationships with their intake of participants, share their experiences with colleagues, and apply their improved behaviours, tips, skills and knowledge not only to their profession, but also to their lives. As a mentee, you will most likely find that your mentor is passionate about you getting the best from you, and as a mentor you will most likely find your mentee is passionate about improving.

This combination creates a great recipe for success.’

Calling aspiring recruiters Kurt shares three tips: Work hard. ‘This sounds simple, but if you consistently set the standard and work harder than those people sitting next to you, over time your career and success will develop further than those of your colleagues.’

Invest in yourself. ‘There is less point working hard if don’t concurrently invest in yourself,’ says Kurt. ‘Don’t wait for your employer to develop you, get on the front foot, let your manager know where you want to be and develop a plan of actions to help you get there.’

Seek feedback. ‘There is no point investing in your development if it’s in the wrong areas,’ cautions Kurt. ‘Seek feedback and you’re more likely to get it. It’s important to have a feedback loop where you’re always thinking about what you have done and how you could do it better.’

Kurt Gillam was interviewed for the RCSA Journal by Rosemary Ann Ogilvie.

2016 RCSA AUSTRALIAN & NEW ZEALAND

ME L B OUR N E | AU CK L A N D

The 2016 Australian and New Zealand RCSA Awards are now open for nomination visit www.rcsa.com.au PRINCIPAL EVENT PARTNER DECEMBER 2015

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BUSINE S S M A N AGE M EN T

10 things Darth Vader wished he knew about headshot photography If you’re stuck, talk to your photographer about it. He or she should be more than happy to help.

3. Care about colour Colour does amazing things. It can imply feelings and emotions; it can encourage and inspire; it can energise and calm.

A touch of colour can strengthen your message, as well as complement your eyes and complexion or your brand.

Wear your favourite coloured tie or blouse.

Or bring a couple of options to choose from on the day.

4. W hat’s your message?

A photo is worth a thousand words.

Globally, we’ve known Darth Vadar, this master of evil, for nearly 40 years, and if he knew these 10 clever tips before his first headshot photography session, the force might have been more strongly with him.

If you want to avoid transgressing to the dark side, before planning your next professional headshot or portrait photography session, consider our Top 10 Jedi Tips below. Stay true to the force, don’t become a master of evil!

1. D on’t wear a helmet (or a suit of armour!)

Glasses are OK, but keep it natural. They say ‘the eyes are the windows to the soul’ – and yes, we need to see them! A winning headshot should comprise sharply focused eyes, pupils dilated slightly by the lighting, twinkling catch lights and perfect composition.

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2. No helmet? No armour?

What can I wear?

What to wear will depend on the look and feel you ultimately want the images to portray. However, most professional headshot sessions we conduct are corporate and the images are used on your website, LinkedIn, in tenders and proposals and on other business platforms, so dress the way you would for a business meeting.

• Make sure your clothes are crisp, clean and wrinkle free • Jewellery and ties shouldn’t distract from your face (nothing too bold or busy) • Bring makeup and hair product if you want to touch up before the shoot • Avoid wearing bold stripes, checks, dots, prints and red: they don’t photograph well • Avoid light colours and fleshy tones like beige, peach and tan – these act like a cloak of invisibility • And avoid solid black as it lacks the detail and shadow to give it shape and depth.

The outdated selfie or amateur photos you might currently have displayed proudly on your website or LinkedIn profile don’t demonstrate to the world that you are serious about yourself or your business (that is assuming you even have a headshot photo!). Let your personality shine the way you really want it to, and your business will too.

Many (if not most) businesses sell trust. For example, if you’re in recruitment and human resources, health, finance, insurance and legal (to name a few), these industries can rely heavily on their ability to prove a prospective client can trust them before that client feels confident about buying their product or service. For these business types, friendly team headshots displayed on your website have proven to increase lead conversion.

Jay Barnett, the founder of Australian business Priority Pickup, found that by swapping a mega-sized interactive Australia map, with several small headshots of private chauffeurs, increased conversion rates by as much as 29 per cent.

This is not a panacea for all businesses: messages vary, and your photographer should discuss your business objectives before your headshot session, to ensure the message created during your session

Joslin Hartley, Looksfresh Photography

matches your business or personal objectives.

5. Consistency is King Make sure all team members wear the same style of clothing, for example, corporate or smart casual (or hipster casual if you’re Google). Not only does this reinforce your brand, but if one person is dressed as Darth Vader while the rest are dressed for a corporate environment, it’s just not sending out the right message.

6. No cheese, please!

Your professional photographer shouldn’t ask you to say ‘cheese’ or ‘1, 2, 3, Go’ or anything even close to that! Quite the opposite, in fact: the best headshots are created when you are relaxed and happy, not when you’re told to be ready.

A good photographer is a people person, who knows how to get the best from each sitter quickly, and in a fun environment, simply by using a natural flair for communication.

When you’re collecting cost quotes for your photography, choose a photographer you feel a natural connection with – this is the first step to getting the best results.

7. S elfies? Never! Well, sometimes.

Selfies are only acceptable if you have created them with a professional camera, portrait lens, a tripod, remote shutter release and posing knowhow.

Selfies taken on a phone or point-andshoot camera create a disturbance in the force – not only are they poor quality, (yes, even iPhone6) but the cause, ‘wide angle distortion’, means that your head bulges at the front (nose, chin and forehead) and the rest appears to get smaller. Not your best look.

For a perfect selfie, you need a professional portrait lens attached to your camera on a tripod, with a remote shutter

release, so you can get enough camerato-subject distance to flatter the features and create soft blurry background, all without even touching your camera.

8. W hat’s the best background?

For LinkedIn, websites, tenders and proposals a white background works best. It is clean, without distraction, it focuses on you, your message, your authority, trust and brand. It creates a strong emotional connection directly with your potential customers. This is by far the most popular background for corporate headshots.

For magazine covers, industry journals and other particular purposes, your photographer should ask about your goals for the shoot then plan it. We like to work with backgrounds you are already connected to – backgrounds that are already a part of your life and something that will help tell the story of your objectives and strengthen your message.

9. U tilise LinkedIn! Don’t forget, your LinkedIn profile is 14x more likely to be viewed, simply by having a profile picture. Make it a dynamic headshot and you’ll be beating off connection invitations with a stick (or better, your light sabre).

10. Hyperspace Make the jump into hyperspace with dynamic headshots today, and the force will be strong with you forever.

For more information, check the website for special offers www.looksfresh.com.au

DECEMBER 2015

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FO CUS: D I V E R S I T Y

Disability Employment Australia The RCSA Journal is proud to present a report on the recent Disability Employment Australia Conference.

Understanding the sector Disability Employment Australia (DEA) is the peak industry body for Disability Employment Services (DES). It is recognised Australia-wide as the pre-eminent national organisation representing, supporting and resourcing the disability employment sector throughout Australia.

DEA exists to represent the interests of its members at a national level to government and other stakeholders. It supports and assists members to achieve best practice service provision in their roles of finding employment outcomes for people with a disability. DEA advise, advocate, train, inform and undertake events to promote the sectors.

The overarching government department is Disability Employment Services.

Get the low-down on DES Disability Employment Service (DES) providers promote and assist the employment of people with disability by: • assisting people with disability to find work in open employment situations, • assisting employers to employ people with disability, and • supporting the ongoing employment of people with disability.

There are 224 providers of the Disability Employment Services program operating across almost two thousand sites in Australia.

One in five Australians of working age have a disability, but only 53 per cent participate in the workforce, compared with 81 per cent for people without a disability. Australia’s DES currently assists approximately 140,000 individuals with disability to gain and maintain meaningful employment in the open labour market.

Disability Employment Services sits within the Federal government’s Department of Education, Employment and Workplace Relations. Services are provided nationally through contracted arrangements with Non-Government Organisations (NGOs).

They are both private and not-for-profit organisations.

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Key features of the government’s DES program include: • removing the current cap on services, ensuring that all job seekers with disability can access services to help them get and maintain a job • providing the right assistance as early as possible, including for school leavers, to ensure a successful transition to work • increasing resources for job seekers in remote areas, • placing more emphasis on education, training and skills development, and • improving responsiveness to employers.

In a nutshell, pretty much everything ‘disability employment’ these days comes down from the UNCRPD and the National Disability Strategy (COAG). Social Services has policy responsibility for disability employment.

Social Services directs policy for the National Disability Insurance Scheme (NDIS) and the National Disability Insurance Agency is the statutory authority charged with implementing those policies.

It also directs policy and implementation (program) of the Disability Employment Services programs as well as Australian Disability Enterprises.

There are also peak organisations for key stakeholders For providers: • Disability Employment Australia, 80 per cent of the sector, focus on disability open employment.

• National Disability Services, focus on all disability services providers (not just employment), NFP members only, it is a huge organisation.

• National Employment Services Association, focus on any providers with an employment services contract, for profit and not for profit, committed to working in partnership with Government.

• Jobs Australia, similar to NESA, but only for NFP providers.

For consumers: • People with Disability Australia, individual membership

F OCUS: DIVERSIT Y

• Australian Federation of Disability Organisations, organisational membership.

For employers: • RCSA • AHRI • ACCI.

The Conference Compared to previous conferences, numbers were as high as 500: only 350 attended the Sydney conference. Amazingly, there are only 100 corporate members in the association.

The Honourable Kelly Vincent MLC, Dignity for Disability Representative, South Australian Parliament, opened the conference. Kelly Vincent is the youngest women ever elected to the Australian Parliament, the first to be elected on a disability rights platform and she is leader of Dignity for Disability in the South Australian Legislative Council.

First elected in 2010, Kelly champions many issues – her work led to the establishment of South Australia’s Disability

Justice Plan, and recently she has established a Select Committee to enquire into the educational experience of students with disabilities.

This year’s inductee into the DEA’s hall of fame was Graeme Innes AM. Graeme Innes is a human rights campaigner, lawyer, mediator, and company director. He chairs the Attitude Foundations and is a member of the Board of Life without barriers. Graeme was Australia’s Disability Discrimination Commissioner from 2005 to 2014. He has also served as Human Rights Commissioner and as Race Discrimination Commissioner.

Donna Faulkner is the Chairperson, Disability Employment Australia. Donna’s entire professional life has been dedicated to one of the first public providers of Disability Employment Services in Australia. For the past 14 years she has led a team of dedicated staff pursuing equal employment opportunities for people with a disability throughout Gippsland in Regional Victoria.

In her welcome speech Donna spoke about starting her business and working for

several weeks in a Gippsland hospital as a cleaner to gain an understanding of the requirements, subsequently placing two disabled candidates.

Listening to the conference speakers which ranged from politicians, public servants, trainers, psychologists and people with disabilities, one gets the feeling that Disability Employment is a complex and unique sector. Rates of employment for disabled Australians were 30 per cent lower than those for their counterparts without disability, 55 per cent compared to people without disability of 80 per cent. In some instances it can take years for a person with a disability to become job ready.

Perhaps next time recruitment consultants complain about the difficulty in filling a job, they should also consider the challenges of placing a person with a disability.

Report by George Lambrou, RCSA Finance & Operations Manager.

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

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

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

RCSA Corporate Membership sets you apart.

rcsa.com.au

DECEMBER 2015

33

ASSOCIATION NEWS

RCSA Influence Your Association at work: over the past months RCSA has met with and has had ongoing discussions on members’ behalf with the following key stakeholders in government, the industry and the community. Here is an outline of key activities (to October).

Employment Services Industry Code (ESIC) As part of consultations for the ESIC, RCSA met with: • Australian Human Rights Commission and President Jillian Trigg • ACTU President Ged Kearney • Department of Immigration • Department of Employment • Kelly O’Dwyer, then Parliamentary Secretary to the Treasurer and now assistant Treasurer • Victorian Human Rights and Equal Opportunity Commission • Produce Marketing Association • Woolworths • Uniting Church • South Australian Government • Queensland Government • Australia Labour Party (QLD Branch) • Advisor to Victorian Minister for Industrial Relations Natalie Hutchins; and • Key industry associations and representatives.

Round two consultations for the Employment Services Industry Code (ESIC) will continue until 30 November. RCSA has distributed an update from round one consultations and a discussion paper about key themes to all RCSA members, Government and key stakeholders.

RCSA has met with, and over the coming several weeks will meet with the following stakeholders about ESIC:

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• Shadow Minister for Employment and Workplace Relations, Brendan O’Connor (on 8 Oct) • Victorian Minister for Employment, Minister Jacinta Allan • Uniting Church Justice and International Mission Unit • National Farmers Federation • Tasmanian Anti-Discrimination Commissioner.

More key stakeholder meetings RCSA has also met with the following key stakeholders about matters affecting the employment services industry: • Victorian State Revenue Office to discuss employers incentives within the Victorian State Government’s Back to Work Scheme • Advisor to Assistant Minister for Social services Mitch Fifield • Advisors to the Assistant Minister for Employment Luke Hartsuyker • Australian Tax Office to discuss industry views and concerns about proposed move to Single Touch Payroll system • Victorian State Government Department of State Development Business and Innovation regarding their review of employment programs • Federal Minister for Employment Eric Abetz at VECCI round table lunch • Ongoing meetings with AHRI (Australian Human Resources Institute) about MOU to develop an employment strategy for workers with disability • Regular meetings with Government contracted employment services peaks including NESA (National Employment Services Association) and DEA (Disability Employment Australia) • Hon George Christensen (Dawson) to discuss rural health workforce planning • Nick Wakeling (Victorian Shadow Minister for Education) and Ryan Smith (Victorian Shadow Minister for Industry) • AUS: RCSA met with the Department of Employment to discuss closer collaboration between RCSA members and Jobactive providers • NZ: RCSA New Zealand Region Council Chair John Harland FRCSA attended with NZ Prime Minister John Key a discussion

about Auckland’s Future Direction • NZ: Members of the RCSA NZ Council attended a roundtable breakfast with Paula Bennett, NZ Minister for Local Government, Social Housing, State Services and Associate Minister for Finance and Tourism and Amy Adams, NZ Minister for Justice, Courts, Communications and Broadcasting • NZ: RCSA has written to the Minister of Immigration regarding the requirement for accreditation of Labour Hire firms in Christchurch • Ongoing meetings with AHRI (Australian Human Resources Institute) about MOU to develop an employment strategy for workers with disability • Regular meetings with Government contracted employment services peaks including NESA (National Employment Services Association) and DEA (Disability Employment Australia) • NZ: Submission to Minister of Immigration about requirement for labour hire companies in Christchurch to be accredited • NZ: Submission to Minister of Immigration about changes to immigration regulations in Christchurch • NZ: Ongoing discussions with MBIE (Ministry for Business, Innovation and Employment) and ACC (Accident Compensation Corporation).

Submissions RCSA has prepared submissions for a number of inquiries and proposals relevant to the employment services industry, including: • Western Australian review of the Employment Agents Act • South Australian Government inquiry into Labour Hire • Victorian Portable Long Service Leave inquiry – RCSA will present to this inquiry on 5 October • Western Australian inquiry into Portable Long Service Leave • Proposed changes to training levy for 457 visa sponsors • RCSA participated in consultation with the Victorian Law Reform Commission links to criminal infiltration

A S S OCI AT ION NEW S

• WINZ (Work and Income New Zealand): In order to open more pathways to employment for youth and WINZ recipients in New Zealand, RCSA is working with WINZ to establish a pilot in Christchurch that will see members work with WINZ recipients to assist in their search for jobs.

• Productivity Commission Review of the Workplace Relations Framework – Draft Report • Victorian Inquiry into Labour Hire Industry and Insecure Work: RCSA plans to actively participate in this inquiry to present the recruitment industry’s view • Willing to Work Inquiry: RCSA hosted an industry consultation on 30 October in Melbourne.

Industry Forums RCSA spoke and participated at industry forums relevant to the employment services industry, including: • RCSA President presented at a horticulture industry forum presented by the National farmers Federation (NFF) and Produce Marketing Association (PMA) to discuss industry response to the exploitation of migrant workers.

• RCSA participated in a panel discussion at the ISCRR Vulnerable worker conference in Adelaide.

• RCSA participated in a panel discussion at the Disability Employment Australia (DEA) conference about barriers to employment for workers with disability.

• RCSA has co-ordinated the forum: What Works for Youth: Roundtable breakfast

held in Melbourne including RCSA supporter SpotJobs and the FingerPrint Me Youth Academy.

What’s coming up?

Upcoming events and activities include: • Australian Long-term Unemployment Conference – 9-10 November in Melbourne. RCSA will present findings from industry research about industry attitudes to older workers, and workability for youth as they transition to work.

• Youth Employment Pathways Conference in Melbourne – 2-3 December. RCSA will participate in a panel discussion about collaboration and exploring strategies towards youth within the Jobactive system.

RCSA Influence is distributed to members regularly through RCSA Newshub.

Calling all aspiring Mentors and Mentees 2016 PEARL Mentoring Program for the 2015 Professional Emerging & Aspiring Recruitment Leaders Three years ago the RCSA PEARL Mentoring Program was established in response to several concerning issues that were affecting the recruitment industry. Several senior recruitment professionals had expressed concern to the RCSA regarding: 1. A distinct generational gap between existing leaders and now 2. The lack of recognition that recruitment is a professional career path 3. The need to stabilise longevity of people in the industry Since then the RCSA PEARL Mentoring Program has facilitated mentoring relationships that have enabled experienced mentors to share advice, knowledge and experience with mentees, resulting in a mutually beneficial professional development relationship. The program enables links to be established between experienced recruitment professionals from within the RCSA membership and members who are seeking opportunities for career and professional development.

Register your interest now jtowey@rcsa.com.au or +61 2 9922 3477

DECEMBER 2015

35

ASSOCIATION NEWS

AMR ANZ UPDATE Shaun Hughston APRCSA reports The strategic direction for AMRANZ in the coming year will be a renewed level of focus on early engagement with industry stakeholders. As the experts in our industry, our members have a huge amount of knowledge and on-the-ground experience to offer in the ongoing conversation about the Australian and NZ medical workforce.

Proactivity rather than reactivity is the goal of the current council.

In concert with the AMRANZ group, RCSA will be leading a public relations campaign to elevate the recognition of the AMRANZ brand, and start early conversations with government organisations, as well as medical employers across Australia and New Zealand.

The composition of the council has changed slightly after the recent election.

Corrine Taylor FRCSA was elected for a second term as Co-President, joined by Richard Taylor. After a recent return to

council, Shaun Hughston will be serving in the position of Vice-President. On behalf of the council, we thank Martina Stanley for her significant contribution as Co-President during her term.

At the recent members meeting, we were joined by representatives from AHPRA, DOHA, DHS, AMC, as well as a couple of feature presenters. In fact, over the past few members’ meetings, many of these bodies have used the event to announce key changes and developments in policies.

The DHS representative revealed a new pilot program for online provider number applications (in a simplified system), that will enable almost instantaneous provision of provider numbers for unrestricted candidates. The group was impressed with a unique presentation on ‘Detecting Deception’, a critical skill in our vocation.

We’ll shortly be distributing a survey for feedback about what direction you’d like to see AMRANZ taking, and what is important

to you. We encourage you to get this back to us, as it will guide the strategic direction of our industry association moving forward.

If this year is any indication, the next Shaun Hughston APRCSA twelve months and beyond will be a challenging and interesting time for the medical recruitment industry. Your involvement, and your feedback, is what will ensure the health of our industry for the years to come.

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

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

RCSA Individual Membership sets 36

RCSA JOURNAL

you apart.

rcsa.com.au

N e x t G e n e r at i o n R e c r u i t m e n t hear from industry experts on how to Integrate yesterday's experiences with tomorrow's recruitment opportunities.

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ASSOCIATION NEWS

ANR A NEWS

Welcome to new ANRA Council members

T

he new look ANRA Council has been formed with nominations received from ANRA members during the recent call Alan Bell FRCSA for nominations.

Members of the new ANRA Council are: Alan Bell FRCSA (Chair), Bell Medical, Josh Hill (Vice Chair), Heather Hill Nursing Agency, Danielle Wallace, Alliance Health Services Group, Kim Estell, CQ Nurse, David Stewart FRCSA, Australian Business Solutions, Amanda Blight, HenderCare Pty Ltd, David Litkouhi, Medical Staff Pty Ltd, and Joel Hepburn-Brown, YNA (Your Nursing Agency). The first meeting of ANRA Council was held on 22 October in Sydney and the following Council members were nominated as office-bearers: • ANRA Chair, Alan Bell FRCSA, Bell Medical • ANRA Vice Chair, Josh Hill, Heather Hill Nursing Agency ANRA Chair Alan Bell FRCSA noted the work of ANRA Council over the past year during a period which has seen a number of challenges for the industry. He thanked outgoing Council members: Tracey Cumbers (Randstad), Tracey McClenaghan (Charterhouse Medical) and Gay Barton MRCSA (Drake Medox) and welcomed new council members: David Stewart FRCSA (Australian Business Solutions) and Joel Hepburn-Brown (YNA [Your Nursing Agency]).

ANRA Member Survey ANRA is asking all members to participate in the industry survey. This survey is an important part of ANRA’s advocacy efforts and to demonstrate the role members have in the healthcare sector in Australia and New Zealand. The online survey will be emailed to members.

38

RCSA JOURNAL

ANRA Activity Update Over the past twelve months ANRA has been active in advocacy, and has met with State and Federal governments, industry regulators, procurement Boards and Departments of Health. ANRA has co-ordinated three member forums with speakers from industry, regulators and government. The ANRA/ANMF education program continues to grow.

ANRA/ANMF Education Program ANRA Council is currently in discussions with ANMF about the next three-year contract. Members are encouraged to contact Kim Estell or Josh Hill from ANRA Council or Paula Way-James at RCSA with suggestions or feedback about the ANRA/ ANMF education program.

anra

Association of Nursing Recruitment Agencies

ANRA in 2016 In 2016, ANRA Council will focus on three primary areas of activity to raise the profile of ANRA and the nursing recruitment industry:

Initiative

Procurement

Activity 1. Engage with State and Federal Government’s to educate about IR and employment conditions and requirements in tenders 2. Map nationally tenders and market-testing arrangements so ANRA is proactively engaged 1. 3 x ANRA forums in 2016

Forums and Events

2. Co-branding of relevant and appropriate RCSA and industry events to add-value to ANRA member businesses

1. ANRA view and commentary about key areas of healthcare ANRA view of workforce and policy in the World Australia and New Zealand

Outcome 1. Build the profile of ANRA 2. Position ANRA’s subject matter expertise 3. Engage procurement during the planning for tenders

1. Networking opportunity for ANRA members 2. Speakers and insights relevant to members’ businesses 3. Sharing of information & insights 1. Develop ANRA position and discussion papers about an ANRA view of areas such as: The Future Health Workforce, trends in health workforce and skills development for the health workforce

A S S OCI AT ION NEW S

Events: Accelerate growth the Savage way Exciting news for the 2016 Acumen series, with Greg Savage FRCSA (Life) being joined by his brother, Chris, on a six city ‘growth masterclass’ tour of Australia and New Zealand.

Titled ‘Powering Profits in Disrupted Times,’ these sessions will provide the proven roadmap to driving growth at times when growth is hard to find.

Focusing entirely on growth and increased profit strategies, this brand new half-day masterclass will be shared by Greg and Chris, who between them have fifty years’ experience of owning, building, leading, buying and selling recruitment and consulting businesses across the world.

Greg’s outstanding record of growing recruitment businesses is well known, and is complemented by Chris’s exceptional history of professional service firm success in Australia and worldwide. Chris is one of Asia Pacific’s pre-eminent public relations, digital, marketing and professional services industry leaders. His roles have included Chairman of the biggest PR group in the Asia Pacific region with 1,200 staff; the founding employee of Ogilvy PR which he built to be the largest PR firm in the country; and building and selling his own top tier financial PR firm.

Chris then spent seven years as Chief Operating Officer of Australasia’s leading marketing content and communications group, with $500 million in revenues and $100 million in profits. Chris is an accomplished keynote speaker and speaks at major

conferences across the world.

Greg Savage FRCSA (Life) said: ‘Our industry faces unprecedented change. It’s tough to grow. Yet conditions are perfect to differentiate, pull ahead of the market and explode profit growth. It’s all about having the right ambition and plan, and then executing brilliantly’.

This Owner and Manager Savage Growth Accelerator Masterclass provides a comprehensive workbook, which will be your personal profit growth road map, covering; • Planning. The 10 pillars of growth you must know and follow.

• Positioning. Developing a differentiated positioning and elevator pitch to drive your business forward.

• People. How to leverage recruiters and managers in the new world.

• Product Innovation, diversification and disruption. Start now.

• Fearless leadership.

• Sexing up the client relationship.

• Modern prospecting, marketing and business development.

• Performance management for maximum returns.

• Brand, promotion, and digital marketing concepts you need.

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DECEMBER 2015

39

ASSOCIATION NEWS

RCSA PREMIUM SUPPORTER PROFILES

Jardine Lloyd Thompson (RCSA Business Partner) is a leading global provider of insurance, reinsurance and employee benefits related advice, brokerage and associated services. Combination of international experience and Australian expertise delivers the most comprehensive range of insurance and risk solution products and services available.

Innovative and cost effective solutions tailored to the needs of all RCSA members. Contact us on 1300 884 093 or email: recruitinsure@jlta.com.au

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

Contact 03 9028 2324 or email: info@apositive.com.au. www.apositive.com.au

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

Indeed Indeed is the #1 job site in the world, allowing job seekers to search millions of jobs on the web or mobile in over 50 countries and 28 languages.

More than 140 million people each month search for jobs, post resumes, and research companies on Indeed, and Indeed is the #1 source of external hires for thousands of companies.

For more information, visit www.indeed.com.au

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

RCSA Premium Supporter & Business Partner Jardine Lloyd Thompson Pty Ltd

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

RCSA Supporters 180 Capital Funding

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

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

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

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

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

40

RCSA JOURNAL

EVENTS

RC SA CPD & E VENT S C ALENDAR 201 5/16 NOVEMBER 2015

JANUARY 2016

November Recruitment Consultant Certificate (Sydney and Melbourne)

Introduction to Recruitment Consulting Workshop

Friday 20 November 2015 – Interviewing Essentials Friday 27 November 2015 – Sales and Marketing from the Desk

Wednesday 20 January 2016 – Brisbane Friday 22 January 2016 – Sydney & Melbourne

November Recruitment Consultant Certificate (Brisbane)

February Recruitment Consultant Certificate (Sydney and Melbourne)

Wednesday 25 November 2015 – Sales and Marketing from the Desk

Friday 12 February 2016 – Introduction to Recruitment Consulting Friday 19 February 2016 – Interviewing Essentials Friday 26 February 2016 – Sales and Marketing from the Desk

November Recruitment Consultant Certificate (Perth) Friday 20 November 2015 – Sales and Marketing from the Desk

RCSA Networking Events (Australia) Tuesday 24 November 2015 – Canberra Wednesday 25 November 2015 – Sydney Thursday 26 November 2015 – Brisbane Thursday 26 November 2015 – Darwin

RCSA Networking Events (NZ) Thursday 19 November 2015 – Wellington

Temp Desk Masterclasses (Australia and NZ) Tuesday 24 November 2015 – Perth Wednesday 25 November 2015 – Adelaide

DECEMBER 2015 RCSA Networking Events (Australia) Wednesday 2 December 2015 – Melbourne Thursday 10 December 2015 – Perth

RCSA Networking Event (NZ) Wednesday 2 December 2015 – Christchurch

FEBRUARY 2016

Recruitment

NZ Recruitment Consultant Certificate (Auckland) Tuesday 16 February 2016 – Introduction to Recruitment Consulting Tuesday 23 February 2016 – Interviewing Essentials Tuesday 1 March 2016 – Sales and Marketing from the Desk

Adelaide Breakfast, “Emotional Intelligence – The Key to Success & Performance” Wednesday 10 February 2016

RCSA Acumen Series – Powering Profit in Disrupted Times

Friday 4 December 2015 – Sydney and Melbourne Wednesday 9h December 2015 – Brisbane

Victoria/Tasmania

Wednesday 10 February 2016 – Introduction to Recruitment Consulting Wednesday 17 February 2016 – Interviewing Essentials Wednesday 24 February 2016 – Sales and Marketing from the Desk

Thursday 3 December 2015 – Sydney

Introduction to Recruitment Consulting Workshop (Australia)

New 2015 Region Council Members Lisa Pratt, Talentpath Benjamin Jotkowitz MRCSA, Benneaux

MARCH 2016

Thursday 3 December 2015 – Australia and NZ

The nomination process for Region Councils is complete and we welcome the following RCSA Members who will take up their Council positions at the next scheduled meetings. Thank you to all who participated in the nomination process. Congratulations to our new Council Members; we look forward to working closely with you all on initiatives to propel the recruitment and employment industry into the future!

February Recruitment Consultant Certificate (Brisbane)

RCSA Acumen Series – The Andrew Banks Think Tank Leaders Luncheon RCSA Acumen Series – The Andrew Banks Think Tank Leaders Luncheon LIVE WEBCAST

RCSA welcomes our newest Region Council Members

Owner and Manager Savage Growth Accelerator Master Class Tuesday 1 March 2016 – Auckland NZ Thursday 3 March 2016 – Melbourne Friday 4 March 2016 – Adelaide Wednesday 9 March 2016 – Brisbane Thursday 10 March 2016 – Perth Friday 11 March 2016 – Sydney

Introduction to Recruitment Consulting Workshop Wednesday 16 March 2016 – Brisbane Friday 18 March 2016 – Sydney & Melbourne

South Australia Scott Thomas FRCSA, Randstad Yasmine Johnson, Locher

New South Wales Emily Brewer MRCSA, Talent Options John Cooksey, Careers Multilist

Western Australia Bronwyn Butcher APRCSA, Frontline Retail Darryl Mills, Mills Resources

Queensland/Northern Territory Jody Fazldeen, Talentpath Lyle Blakemore, Manpower Group (NT) Suzie Majer, Majer Recruitment

Welcome to new RCSA Corporate Members 12 August to 15 October 2015 • Consec Recruitment Pty Ltd • Future Work Solutions • Harrison McMillan Pty Ltd • Hunter Executive Search Consultants Pty Ltd • Max Contracts Ltd • Medfuture Medical Recruitment & Business Solutions • MYG-Group • Q Labour Solutions Pty Ltd • Sanctuary Recruitment Pty Ltd • WestWise Recruitment Pty Ltd

DECEMBER 2015

41

ASSOCIATION NEWS

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

Vice Presidents Peter Langford FRCSA Sinead Hourigan MRCSA

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

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

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

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

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

Annie Milne FRCSA Tracy Morgan FRCSA Gillian Mullins FRCSA Stephen Noble FRCSA Robert Olivier FRCSA Penny Perkins FRCSA Stephen Porter FRCSA Bruce Ranken FRCSA Scott Roberts FRCSA Sophie Robertson FRCSA Deborah Ross FRCSA Alan Sherlock FRCSA Linda Simonsen FRCSA Paul Slezak FRCSA Ian R Stacy FRCSA David Stewart FRCSA Andrew Sullivan FRCSA Lyn Tanner FRCSA Corrine Taylor FRCSA Vibeke Thomsen FRCSA Gayleen Toll FRCSA Nicole Underwood FRCSA Rosemary Urbon FRCSA Scott Van Heurck FRCSA Robert van Stokrom FRCSA Craig Watson FRCSA Paula Watts FRCSA John Wilson FRCSA

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

RCSA Principal Partner

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

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

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