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After years of shortages in critical engineering skills in Australia, the overall supply of engineers has gradually increased. However, significant areas of concern remain on engineering demand, supply of future engineering services and barriers to workforce participation by under-represented groups in the future.

The Australian Workforce and Productivity Agency (AWPA) has undertaken a targeted sectoral research study on engineering workforce issues.

The Engineering workforce study includes an analysis of skills supply and demand and recommends strategies that ensure Australia has the right engineering skills for the future.

It also contains a number of best practice case studies. This study forms part of AWPA’s broader study on the Professional, Scientific and Technical Services industry division, which commenced with the 2013 ICT workforce study.

Click Here to read the full study courtesy of Australian Workforce and Productivity Agency.

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A strong accounting workforce is vital to a strong economy. For this reason, it is essential that the supply of suitably qualified Accountants is sufficient to meet industry demand.

The Australian Workforce and Productivity Agency’s Demand and supply of Accountants report examines this issue and the role of skilled migration in meeting industry demand in the report.

The report also examines whether the inclusion of Accountants on the Australian Government’s 2014 Skilled Occupation List (SOL) will assist in meeting the medium to long-term skill needs of the Australian economy.

It informed AWPA’s advice to the Minister for Immigration and Border Protection on the 2014 SOL.

The Demand and Supply of Accountants report finds that although the accounting workforce will benefit from skilled independent migration, the number of migrant Accountants required is likely to be less than recent historical levels.

Accordingly the report recommends that Accountants be included on the 2014 SOL, but also recommends the occupational ceiling on the number of skilled independent migrant Accountants be reduced from its pre-2014 SOL level of 6.0 per cent to 3.0 per cent of the total number of employed Accountants.

Subject to such a reduction in the occupational ceiling, the report also recommends removing Accountants from AWPA’s list of ‘flagged’ occupations.

AWPA presented a draft of this report to key industry stakeholders as part of its 2014 SOL development process. Feedback received was taken into account in finalising the report.

This report was finalised in March 2014 as part of AWPA’s suite of information relating to the development of its advice on the 2014 SOL.

Click Here to read the full report courtesy of Australian Workforce and Productivity Agency.

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The Australian Workforce and Productivity Agency (AWPA) conducts three yearly modellling and analysis of Australia's future workforce.

Accordingly, in late 2013 the AWPA Board sought to enhance its understanding by commissioning a report on the workforce participation challenges facing two target groups:
  • older workers aged 45–59 who had left school early and had no post-school qualifications
  • young people aged 15–24 who are unemployed; who are not fully engaged in education or employment; or who are not in education, employment or training at all

The prime function of this commissioned report was to undertake preliminary work to inform the board and provide an evidence base for the development of effective policy to support the participation of these two groups.

A literature review and consultation with key stakeholders informed the development of the resulting Issues in labour force participation: Youth at risk and lower skilled mature-age people report.

It provides insights from key stakeholders and offers recommendations to government, policy makers and service providers on the features of policies and programs that work effectively to support increased labour force participation for both cohorts.

In keeping with the AWPA Board's transparent approach to policy development, the agency is making this report available for public use.

Associated with this report AWPA undertook some data analysis which is published as Labour force participation - youth at risk and mature-age cohorts: a data profile explores trends in labour force participation of the two groups.

It highlights the strong case for policy and program interventions for these cohorts. The research for these two reports was undertaken prior to the release of the 2014–15 Commonwealth Budget.

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This evening the Four Corners program on ABC TV, will air a story titled ‘Slaving Away: The dirty secrets behind Australia's fresh food’ which will report on the exploitative practices of a small number of labour-hire companies who supply migrant workers to the food processing industry in Australia.

The Recruitment and Consulting Services Association (RCSA), the leading industry body for the employment services sector in Australia and New Zealand, said today it is appalled by the exploitative practices of a small number of unscrupulous companies that masquerade as ‘labour-hire’ companies, but are in fact unlawful labour contractors which appear to make every effort to avoid work law compliance.

“These practices are absolutely unacceptable in Australia,” said Robert van Stokrom FRCSA, President of the RCSA. “The Workplace Relations framework in this country clearly establishes a set of minimum conditions for pay and conditions of work for all workers.”

“Not all labour-hire companies are created equal, and unfortunately there remains a handful of operators who believe they can get away with this type of behaviour, just as there are employers who fail to confirm the conditions and rates of pay under which labour is supplied,” said van Stokrom.

“The RCSA’s own Code for Professional Conduct requires RCSA members to act ethically and legally at all times. Every agency should be doing the same and we encourage any worker, employer or organisation who believes an RCSA member is not acting legally to report that agency to the RCSA.”

The RCSA has met with the Fair Work Ombudsman (FWO) and the Department of Immigration about these unlawful labour contractors over many years now. The RCSA Code for Professional Conduct is ratified by the ACCC and provides principles that guide the conduct of RCSA members.

The RCSA Code also includes dispute resolution and disciplinary provisions which provide for the investigation of complaints lodged against members. 

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The winners of the Recruitment and Consulting Services Association (RCSA) Awards were announced at the organisation’s Gala Ball held last night at Hyde Park Doltone House in Sydney.

The winner of the PEARL Professional Recruiter Award (for Professional Emerging and Aspiring Recruitment Leaders) was Caitlin Iustini MRCSA, Managing Consultant at Technical Resources in WA. The PEARL Professional Recruiter Award was proudly sponsored by Astute Payroll. 

The winner of the McLean Award for Workplace Safety was DFP Recruitment Services. Their submission focused on their recent investment in the extensive redevelopment of safety procedures and training to reach the highest OH&S standards. The McLean Award for Workplace Safety was proudly sponsored by WorkPro. 

The Corporate Social Responsibility Award was won by ManpowerGroup. Their submission focused on their commitment to diversity and inclusion in the workplace and their significant involvement in the community through fundraising and volunteer initiatives. The Corporate Social Responsibility Award was proudly sponsored by Voyager Software. 

The Excellence in Candidate Care Award was won by Xpand. Xpand invest in building positive, long term relationships with their candidates as a priority, offering a number of innovative and personalised services and implementing a system of two-way communication throughout their journey. The Excellence in Candidate Care Award was proudly sponsored by GE Capital.

The Excellence in Client Service Award was won by Bayside Group. Applying an approach firmly centered on partnership and out of a genuine interest in knowing their customer, Bayside Group has delivered a number of tailored workforce management solutions over their 40 years, resulting in many long-term client partnerships. The Excellence in Client Service Award was proudly sponsored by GE Capital. 

“I congratulate each and every one of our finalists and winners on the work they have produced and the results they have achieved in 2015,” said RCSA CEO Steve Granland. “The RCSA Awards continue to grow in stature each year. The addition of the two new Award categories has enriched the Awards program and seen an increase in participation from RCSA members.” 

Steve went on to say “Last night’s event was just the right occasion for all RCSA Members, Partners and Supporters to get together and celebrate the achievements of the industry”. 

The call for nominations for the 2016 RCSA Awards will open on 1 November 2015.

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Australian jobseekers are increasingly turning to online channels such as mobile to find jobs but Aussie small businesses continue to use traditional and out-dated methods for hiring, research from global job website Indeed has found.

The Indeed study found more than half of small businesses still rely on reaching out to personal contacts and networks to fill job vacancies, with two thirds saying online recruitment advertising is just too expensive to justify spending cash on.

Only 8% of more than 500 local small business surveyed said they were sure they could accept job applications from mobile devices, compared to previous research by Indeed revealing 65% of Aussie jobseekers use mobile devices for their job search.

Indeed’s senior vice president of international operations, Paul D’Arcy, who is in the country to push the free job website’s presence Down Under, says Australia has one of the highest rates of active job seekers in the world.

“Around 60% of the labour force has done a full job search in the last two years,” D’Arcy told SmartCompany.

“And 74% say they are actively looking for work and open to a new position – both of those are pretty high numbers by global standards.”

And D’Arcy says Sydney is the number four destination for talent in the world after London, New York and Paris.

So with all this talent up for grabs, how can SMEs snag the perfect hire? D’Arcy shares three lessons from global trends to help Australian small businesses keep up with the changing world of recruitment.


1. You are competing with the big guys for talent


D’Arcy says as businesses rely more and more on technology, SMEs increasingly have to seek candidates with specific, technical knowledge.

“For example, around the world, only one in four software developers actually work for software companies – companies are increasingly having to build their own software,” he says.

“This complexity is really hard because smaller organisations are now competing with large organisations for that technological talent. But they may not have the resources, or the need to bring a full-time person in for it.”

But while globally businesses are waking up to this challenge, D’Arcy says Australian SMEs are still behind the eight ball by not placing a job ad online.

“The nice thing about [the internet], is that small business and big business are absolutely equal in the world of search,” he says.

“If I’m looking for a particular job, I’m just as likely to see a small company right next to a big company.”

D’Arcy says there is extra value in placing an ad online because it can attract international talent.

“For small businesses it’s hard enough to hire locally let alone recruit globally, but… if you can get your job online, that job is accessible to people wherever they may be looking for a job,” he says.


2. Your job ad can compete with larger companies


Taking indirect aim at competitor Seek, D’Arcy says many small businesses in Australia find paid job boards too expensive and decide not to advertise at all.

“There’s one name they often think of here for posting jobs and it’s expensive, so many of them wind up not posting at all, and turn to working their traditional networks,” he says.

But D’Arcy says, unlike in a global context, free ads are an underutilised resource for many small businesses in Australia.

He gives the following advice for crafting a great job ad to attract the perfect candidate:

Create a clear job heading

“We found a bakery that was trying to hire salespeople and they posted that job as ‘Bread territory managers’ – no one is searching for jobs in bread territory,” says D’Arcy.

“If you post that as a sales manager or a retail manger, then you’ll get the right person.”

Share what’s special about your organisation

If you’re a family business, or you have a special focus on customer service, include that in your ad, says D’Arcy. Think of the ad like a “marketing document”.

Be specific about the role

Include all of the job requirements with specific and concise language.

“Answer any of the questions people might have, especially if they may not have heard of your business or know your business as a brand name,” says D’Arcy.


3. Plus you have something the big guys don’t: flexibility


In Australia, the second most important thing jobseekers want from a role – behind pay – is flexibility.

D’Arcy says while upping your salary offer to match a large competitor may not be an option, small businesses are already at an advantage in terms of flexible work arrangements.

“Large companies, their culture is very ingrained and it takes a long time to change the patterns of work in those organisations. But small businesses can be more nimble,” he says.

The Indeed research showed half of SMEs consider hiring casual employees instead of full or part-time staff, with a quarter saying those flexible arrangements also work for them to manage busy periods.

“The fact that flexibility is one of the most powerful tools to compete for talent right now, I think provides an advantage to Australian small businesses,” he adds.

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A job interview is a critical factor in the employee selection process. When businesses are looking for a staff member, they want someone who will fit both the role and the company’s culture, how well you handle the questioning technique is of paramount importance.

Transferable skills are talents and abilities you have developed over time through your involvement in a variety of activities such as jobs, internships, volunteering, athletics, coursework, student organizations, hobbies, etc.

These skills are often overlooked or understated on resumes or during interviews. However, according to Heather Melzer, lead experienced recruiting specialist, Deloitte Services LP, your transferable skills may actually be your strongest asset during your job search.

In order to determine what your transferable skills are, you should identify two things:

  • What you need for the desired job (review job description for skills and qualifications required) and,

  • What you have (look at what skills you have to offer and how things line up).

Skills are transferable, but the trick is showing employers how it applies to a particular job, and why it is useful to them. If your employment history comes from the same industry as your desired career, this might be quite easy. However, if you have limited experience in the industry of interest or are looking to make a career change , recognizing and demonstrating your transferable skills may require a bit more effort, but in the end, these skills may serve as a crucial marketing tool for how you position yourself to a potential employer.

Melzer said to first start by considering your work experience. Examine every aspect of your role including day-to-day responsibilities, projects in which you played a part, and various tasks you handled. Then, break down the steps involved and identify the combination of skills that each required. Finally, compare your list of skills to the list of desired skills and see where there’s overlap. Those are your transferable skills.

You can also look for transferable skills outside of the workplace. This is especially important if you’re re-entering the workforce after an extended period of unemployment or if you’re a recent graduate.

Consider the following past endeavors to see how you could pick out transferable skills that will likely support a new role you are considering:

  • School experience

  • Volunteer work

  • Hobbies

  • Other life experiences

Melzer encourages job seekers to cite specific examples of how and when the skills were applied – the more specific, the better.
For example: describing how you handled conflict on a project and how you defused the situation is much more effective than saying that you are “good at handling conflict."

When creating your resume and cover letter, you’ll want to consider making the connection between job requirements and your transferable skills clear, emphasized Melzer. You should try to put yourself in the place of the individual who will be reading your resume and highlight skills that could support the new opportunity or position for which you’ve applied.

Some key skills to take into consideration are:

  • Speaking, writing, facilitating, negotiating, persuading, listening, interviewing, editing

  • Forecasting, identifying problems, creating ideas, solving problems, setting goals, defining needs, analyzing

  • Developing rapport, providing support, expressing empathy, motivating others, cooperating, representing others (being collegial and all inclusive)

  • Initiating new ideas, coordinating tasks, managing groups, delegating, teaching, coaching, counseling, selling ideas, decision making, managing conflict (especially important within consulting)

  • Implementing decisions, cooperating, enforcing policies, being punctual, managing time, attending to detail, meeting goals, accepting responsibility, organizing (on time/on budget)

Source: Deloitte.


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While recruiting isn’t an exact science, and there isn’t a specific recipe we can give that will guarantee you hire the perfect person, here are a few tips that will help you in your search.

1. Determine what you are seeking.

This is always the first step. You can’t write an ad before you decide what you need. Focus on behaviours. Often, you can train someone to use your software if he/she is smart and hard-working. So, we say, “Hire behaviours, train skills.”

While certain jobs require specific skills and experience, behaviors still make the difference: If the prospective employee is right, he or she will fit well with your company’s culture and with the hiring manager's and customers' personalities.

2. Write a compelling ad.

Be different. Posting an ad that looks and feels like everyone else’s won’t get you noticed. You need to stand out from the crowd. Most ads include a list of job responsibilities and qualifications or a few lines about the company. You should include these, but give the prospective candidate more. "People don’t apply for jobs, they apply for companies. So let them know why you’re so awesome," James Clift recommends in his blog, SmartRecruiters. 

So, write about your company and the things that make it special. Tell readers how your company got started and about your great team. As long as you are not paying by the column inch, be extravagant. At this point, it should be about selling yourself, your company and this specific position. Tell candidates why they should "buy."

3. List your compensation level.

We believe you should list compensation if possible. Susan Heathfield in The Balance, argues that this is especially important if you're expecting the applicant to fill out an on-line application. Writing "TBD" (to be determined) in the compensation spot doesn’t help applicants decide if the job is at the appropriate career level for them.

If your job pays between $35,000 and $40,000, advertise the low end. Candidates who currently make $60,000 for a similar title won’t apply and waste your time. And that’s okay, because you can’t afford to pay them what they need and believe they're worth, anyway. If you have other incentives or perks, be sure to list those.

4. Organize your applicants.

You can quickly become overwhelmed as the resumes arrive in your email. Create email subdirectories for the job. Move the emails from your inbox to the subdirectory as they arrive.

Source: Entrepeneur

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Nailing the first impression when it comes to meeting your prospective employer in an interview scenario is often the difference between getting the job and being left beind. We've got some top tips thanks to Deloitte on how you can score some wins when going for your next interview:

Dress for success and appear “put together”

Leave the cowboy boots, sunglasses, and a more casual look for personal time. Dress to impress us. Think pressed, polished, and professional when considering your clothes, makeup, perfume or cologne. 

Get firm

When you are first introduced, extend a firm handshake. Nothing says confidence more than shaking someone’s hand firmly. A firm handshake lets me know you are enthusiastic and highly engaged in the moment.

Interest, excitement, and questions go a long way

You don’t have to do somersaults to show you’re thrilled about your job interview, but demonstrate your interest through your body language, the tone of your voice, the questions you ask. This leads us to our next several points, which drive home these elements a little more.

Posture and body language say a lot about you when an interaction is face-to-face

If it’s the first interview, make sure you stand and sit with strong posture -- it provides a more formal interaction and demonstrates respect for the interviewer.

Be sure to make eye contact

If a candidate cannot look at me or our hiring team in the eye when they answer interview questions, why would we feel comfortable putting them in front of a client? I consider a lack of eye contact a lack of confidence many times.

Know your stuff and leave the fluff

Candidates should take a minimum of 30 minutes to review information about the company as well as the job posting itself. During the interview you typically discover if a candidate has really done his or her homework, and they can also tell if they’ve fabricated some facts or embellished a bit more on their actual experience so it’s best to be honest.

Leave the past in the past

One of the worst turnoffs for recruiters and hiring teams at Deloitte is when a candidate speaks negatively of a past employer or former colleagues. Better to shed light on what you gained from past employers or teaming with colleagues during the interview process.

Source: Deloitte

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A job interview is a critical factor in the employee selection process. When you are looking for a staff member who will fit both the role and your company’s culture, how well you handle the questioning technique is of paramount importance.

Primarily what you are looking for in an interview is whether the candidate has the required knowledge, skills and experience, and the behavioral traits and characteristics, necessary for success in the job; and whether they will fit comfortably into your business’ culture and with the rest of your team.

What to do?

Start the interview off with a few ice breakers to relax the candidate. Simple questions like “Did you have trouble finding us?” ‘Did you have problems finding a parking spot?” and “Did it take you long to get here?” are ideal conversation starters.

Your questioning technique will vary depending on the role, responsibilities and seniority, but the most successful type of questions are those that are behaviourally based as opposed to straight questioning. This is based on the premise that past behaviour is a fairly accurate predictor of future behaviour.

An example of a behavioural question is “Tell me about the time you were in this type of situation and how did you solve it?’ or ‘Describe a project you have implemented from concept to completion. What were the issues; what strategies did you use; and what was the result?

Other good approaches could be questions that are problem-based, which make the applicant think strategically and creatively and enable you to assess how well the applicant makes decisions.

If you are filling a senior management, supervisory or leadership role you might consider having a wide-ranging discussion, rather than asking specific questions, based around the required areas of experience, skills and personal attributes. The subjects you may want to cover are financial background, industry knowledge, communication, leadership, vision, strategic thinking, business acumen, and legal, cultural, social and political aspects that may have bearing on the position or the company.

10 questions for choosing the ideal applicant

1. “What skills and experience do you bring to this role?”

You are looking for skills and experience that match the role’s specifications.

2. “Give me examples of your strengths, weaknesses and limitations?”

You are looking for attributes and hindrances that will impact on how well the job will be carried out.

3. “Where do you see yourself in five years time?”
You are looking for ambition and whether the applicant is prepared to work harder to achieve their goals.

4. “Tell us about a project that didn’t go according to plan. How did you deal with the situation?”
You are looking at the applicant’s ability to think strategically, keep a clear head and adapt to new situations quickly.

5. “How do you deal with a team member who is not performing and is causing problems for your work?”
You are looking at the applicant’s ability to work effectively as part of a team and experience in dealing with group dynamics.

6. “Tell me about a time a customer complained about a product or service. How did you deal with it?”
You are looking for the applicant’s approach to customer service and client relations.

7. “What do you consider has been your greatest achievement so far and why?”
You are interested in their goal and what strategies they used to achieve it.

8. “How do you react when you realise you have made a mistake?”
This assesses whether the applicant is prepared to take responsibility for their errors or sees them as other people’s problems.

9. “Do you consider yourself a manager or leader?”
This is designed to assess how the applicant views their strengths in these roles. They are not interchangeable and it is important to focus on which is the more important for a particular position at the time.

10. “What do you know about our company?”
The response is important. If they have taken the time to become familiar with your products and services it is an indication of how genuinely interested the applicant is in working for the company.

Tips for effective interviewing

  • Start with small talk and ask several easy questions until the candidate seems relaxed.

  • Follow the 80/20 rule – managers only speak 20% of the time in an interview, and listen for 80%.

  • Be prepared; always take time to read the resume beforehand.

  • Match interview questions to skill set required.

  • Ask behavioural based questions to get a feel for future behaviour.

  • Ask problem-based questions to assess applicant’s ability to think strategically and creatively; and make decisions.

  • Understand the competencies required for the position.

  • Provide candidates with job descriptions.

  • Make the recruitment process and steps clear to candidates.

  • Remain neutral, don’t let a candidate walk away assuming they have the job because you think it makes them feel better.

  • Watch for the candidate's non-verbal responses (gestures, body language etc.) to questions.

  • Look at their personal presentation – this indicates much about a person’s attitude.

  • Listen for answers that appear to have been memorised or fabricated.


    Source: Business Propel

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Productivity depends on the integration of good people, smart practices and efficient processes.

Regular reviewing your practices and processes results in continuous improvement of methods and outcomes, and improved productivity. You and your team should regularly question, measure and make changes to processes to enable the business to deliver faster, and reduce costs without compromising product or service quality.


 “To discover new ways of doing something - look at a process as though you were seeing it either for the first or last time."  - Mitchel Martin

Best practice tips for engaged, productive staff:

  • Acknowledge and recognise that your good staff are the backbone of your business. Consider all options for how to attract, keep and develop your top-performing staff.
  • Avoid cutting back on staff, particularly good skilled staff, simply to cut costs.
  • Communicate openly and transparently (where appropriate) about all decisions being taken in the business.
  • Deliver positive messages to staff whenever possible.
  • Determine how busy people really are and how that matches up with the work volumes the business needs to remain productive.
  • Create respect, trust and loyalty among all your staff.
  • Get out of the office and visit the coalface. Find out for yourself who the productive members of your staff are and identify those who are underperforming.
  • Give clear direction and management support.
  • Implement flexible working arrangements that work both for the business and your top-performing employees.
  • Include staff in decision-making where possible and seek their input.
  • Listen to what your staff have to say – they speak daily to customers, suppliers, representatives, distributors, etc.
  • Offer both financial (where possible) and non-financial incentives to keep top-performing staff.
  • Offer coaching, training, mentoring and support.
  • Provide continual feedback.
  • Show appreciation and recognise, praise and reward high-performing staff whenever possible, and publicly where possible.
  • Strive to make the workplace an enjoyable place.
  • Treat your people like they are important business partners and the custodians of your business culture.

Credit: Business Propel

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After you put in the time, effort and investment to hire the best employees possible, you need to retain that talent. Many books have been written and exit interviews conducted as employers look for the secret to keeping their good employees satisfied.

Here are some strategies you can use to retain your best talent:

  • Create an environment that makes your employees feel like an asset to your company.  Don’t make them feel like overhead.  Allow them to feel secure in their job.  Greet them by name, letting them know that you know who they are and what their contributions are to the company.  Get their input about rules or changes that may need to be made.  Encourage goal-setting and let them make their own choices as often as possible.


  • Make expectations and goals of the company clear.  Be sure you have job descriptions so your employees know what is required of them.  If there are changes that need to be made, don’t expect them to learn that by osmosis.  You must communicate directly and clearly.  Good employees want to please you, but they need to know what it is they need to do to make that happen.


  • Create an open and honest work environment.  Give feedback on work performed and be willing to listen, really listen, to the concerns of your employees.  Chance meetings in the hall where social greetings are exchanged are good, but do not take the place of actually sitting down face-to-face and discussing any work-related concerns.  Be open and listen to new ideas.  Accept suggestions for problem-solving.  Be available and open when your employee asks for your guidance.  Keep your top talent informed about what is happening with the company - don’t let rumors take over. If there are problems or set-backs, communicate this.


  • Provide opportunities to grow and learn, and let your employees know there is room for advancement in your company.  Provide tuition for continuing education classes.  Give challenging and stimulating work.  Tap into their passion and allow them to focus their time and energy on projects they can enjoy.  Let them know what career development plans you may have for them and what opportunities are available for them to grow with the company.


  • Recognize and reward good work.  Monetary bonuses are always nice, but recognition of a job well done goes a long way to creating good will and loyalty.  Recognition needs to be specific:  “Good job” is acceptable, but “Good job on the Nelson project” is better.  In order to retain talent, you must make them feel appreciated, respected and worthwhile.  Recent studies show that when employees feel undervalued and unappreciated, they look for other employment.  They need to feel that their contributions to the business are important.  But the feedback and praise must be sincere.  Top talent is smart enough to know the difference between sincere appreciation and platitudes.


Source: Select International 

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Generation Y employees tend to dominate the hospitality sector, but what are they looking for in a job, a career and an employer? A recent survey evaluated strategies for attracting and retaining Gen Ys.

Management consultants Korn Ferry, in conjunction with the Bridge. Over Group, surveyed more than 1000 employees in 15 large hospitality sector organisations.

All employees were born from the early 1980s onwards, and just under 30 per cent were in management roles.

The survey report was presented at the 2015 World Tourism Forum, held in Lucerne, Switzerland.

What Gen Y employees want

The survey found differences in attitudes and expectations between Gen Y employees and older employees. The following were the most notable differences:
  • Regular feedback, rapid career progression and a variety of work experiences were higher priorities
  • Clear direction and clarity of expectations were also higher priorities
  • Less tolerant of gradual progression through “hierarchy”
  • Less preoccupied with job security, expecting to move through different employers and careers if they can see a better opportunity and/or better work/life balance
  • Not interested in organisations’ long-term strategies, but attracted to those that take radical or daring approaches to strategy
  • Work/life balance, receiving encouragement and support, personal rewards for contribution, and ability to develop and demonstrate technical skills were all more highly valued
  • “Brand image” was important if it provided security, international exposure and career benefits
  • A reputation for innovation was preferred to one for profit-making or empire-building, for example “disruptive” companies such as Airbnb or Uber
  • Highly customer-centric organisations were also preferred

Attracting Generation Y employees

A big problem for the hospitality industry is that only about 30 per cent of students who undertake hospitality-related post-school education actually go on to work in that industry, and only about half of that 30 per cent work in hotels. This indicates a substantial gap between employees aspirations and their perception of what work in the hospitality industry offers.

Overall, it seems that many employees regard the hospitality industry as somewhere to gain some work experience while they decide what sort of work/career they really want.

Interviews with hospitality industry CEOs suggest the industry has been slow to recognise and adapt to the different characteristics of Gen Y employees.

Attraction and recruitment strategies need to take greater account of the following:
  • faster career progression
  • satisfaction comes from “wholesome” work experiences
  • recognition and happiness are not financially motivated
  • constant feedback and appreciation
  • social conscience and corporate social responsibility
  • more flexible working arrangements
These issues indicate a need to rethink and restructure career paths and internal mobility policies. Also recommended is revision of policies relating to “self-expression”, such as display of tattoos and body piercings, and in general allowing employees to “be themselves”.

Other steps for employers to consider include:
  • encourage greater use of social media
  • take careful account of cultural differences
  • creatively blend work and play opportunities, eg with gamification and social activities
  • show off the culture and branding of the organisation
  • offer global exposure to diverse and interesting locations and travel opportunities, eg with international secondments and job swap programs
  • simply accept that shorter job/employment tenure is a fact of life and build it into workforce planning rather than try to “force” loyalty/retention

Improving HR practices

The report recommends adopting the following practices as widely as possible:
  • Be transparent about the current job and future prospects – don’t provide unrealistic expectations
  • Reward entrepreneurial and self-starting attitudes by providing projects that employees can start and run on their own
  • Provide regular and structured feedback backed by clear goals/targets, but consider removing annual formal performance reviews
  • Provide various non-monetary rewards. These may include a sense of purpose, development plans, a better workplace culture and an aspirational “brand”
  • Provide stretch targets and other special provisions that enable faster promotions for outstanding performers
  • Provide more regular training opportunities and increase the proportion of digital learning
  • Increase the use of mentors and coaches
  • Form partnerships with hospitality industry education providers

This article originally appeared in WorkplaceInfo

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“Your people are your greatest asset” might be a commonly-repeated HR motherhood statement, but failing to understand and act on it can lead to costly employee turnover.

Australia's average average annual rate of employee resignations (excludes dismissals and redundancies) is 12.2 per cent (according to the Australian Institute of Management (AIM) 2014 National Salary Survey).

The three main reasons why people leave an organisation are lack of promotional opportunity (20%), poor relationships with management (17%) and insufficient pay (12%).

Organisations should consider focusing on the three most popular interventions for improving staff retention: better induction processes (12%), improved employee communication (12%) and better selection techniques (10%).

Organisational brand can also be a positive retention factor (source: AHRI Pulse Turnover and Retention Report, 2013).

Find out the cost of employee turnover and facts about employee engagement in this new infographic.

This article originally appeared in WorkplaceInfo

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The needs, expectations, attitudes, ambitions, ideals and values of Millennials or Gen Y (those born between the late 1980s and 2000), and the way they work, are very different to those of your older employees.

This makes it imperative for employers to implement policies that increase awareness and prevent sexual harassment before the festivities begin.

Avoid a legal hangover

Set the ground rules early by communicating the appropriate standard behaviours. Some suggested recommendations are:

  • Ensure policies are in place, and make relevant policies a standing item in induction training and in staff meetings in the weeks leading up to the event.

  • Communicate what behaviours will and won’t be tolerated via staff meetings, staff newsletters, intranet or email.

  • Consider specific staff training in the months leading up to Christmas; focus on what constitutes sexual harassment and discrimination.

  • Consider separate training for managers so they’re aware of their obligations and responsibilities and are better equipped to deal with any problems, should they arise.


As an employer what else can you do to limit risk?

Emphasise the responsible consumption of alcohol. Remember a  range of factors can influence an individual’s blood alcohol content, such as body size, age, level of fitness, liver health, gender, medication, when someone ate and what they ate.
Consider the timing of your Christmas party. If you’re worried about drunken nights out, consider a lunchtime event and make it a family affair by allowing partners and kids to attend. Be very clear about start and end times for the party.
Ensure there’s adequate food. We’ve all been to the Christmas party where the ‘finger food’ is few and far between. Without food in our stomach, alcohol is absorbed more rapidly and we achieve higher peak blood alcohol levels. 

Make sure employees get home safely. Consider supplying cab vouchers or ensure there’s adequate public transport from the venue.

Maximise your care and minimise your risk

The silly season can be just that – silly! Alcohol can have a strange effect on some people who make the mistake of thinking that the beer they’ve just drunk has suddently made them more physically attractive. 

Remember that alchohol can lessen or remove one’s inhibitions. As an employer it’s your responsibility to take reasonable steps to prevent harassment from occurring at the staff Christmas party and on the journey home

You have the right to expect certain standards of behaviour from you’re your employees, and you also have the right to impose disciplinary sanctions, including in some cases dismissing an employee, when those standards of behaviour are transgressed. However, if you manage these functions sensibly it shouldn’t get to this! Prevention is the best strategy.

Nobody wants to wake up with anything more than a hangover the next day.


Source: Business Propel by Charisse Gray 

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The recruiting industry has seen big changes in the last few years as the economy and technological advances have altered the way many companies hire. Of course, there are always challenges to be overcome, but it's helpful to know about the biggest issues your company could face and how to handle these issues when they arise.

Let's look at 5 problems every recruiting company faces today.

1. Finding the Right Candidates

Finding the right candidates is a big challenge for recruiting companies today. Your clients need skilled, focused workers, and these people aren't always easy to find. This is especially true with the increased demand for contract workers. The year 2016 has seen higher numbers in contract staffing than we have seen in many years. Recruiting companies can overcome this problem by stepping up their networking and advertising, especially through social media. The farther you can reach, the more quality candidates you'll find. We can help you with this!


2. Candidate Competition

In today’s candidates market more and more graduates are coming out of university, each competiting for the same jobs. So getting the best of the best is paramount, because as we all know, the cost of a bad hire can run into the tens of thousands of dollars in lost productivity.


3. Speed

The business world moves much faster today than it has in the past, and a company that can't keep up will surely be left behind. Indecisive managers are one of the biggest reasons that transactions are slowed down. Any delays in hiring could derail your chances of placing a sought after candidate in a position. If you move too slowly, you could miss a great new hire!


4. Antiquated Search Tools

Numbers talk, and if your search tools are antiquated and of little value to your clients, you will find your company falling behind. Ensuring that job orders can post quickly and potential candidates are easily found across the web is crucial to you keeping up with your competition. If you are not familiar with the various social media sites where candidates gather, get familiar with them or get in touch with us and we can help. Good people are hard to find, but are almost impossible to find if your technology doesn’t allow you to utilize the web.


5. Selling the qualities of your team and business

It is important to sell your business' qualities including culture, as this is a key thing candidates look for when joining a new business. Ensuring your business comes accross as stable is also critical, as disorganisation and instability will often drive good candidates away as well as lead to negative word of mouth.

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Ideal candidates can be few and far between. This, coupled with the multi-faceted skills they should have means your task as an employer is even hader.

That's why we've identified the top five qualities for you to make life just a little easier:

1. Flexibility: The ideal candidates will not be a ‘walkover’ (if you can walkover them, so can clients and suppliers), but will have a flexible outlook and be able to change their approach regularly and respond quickly to changes in your business or department strategy that are necessitated by an unpredictable internal and external environment. Flexible staff will make your organization agile and able to quickly respond to market forces.

2. Adaptability: This is different to flexibility where changes may be temporary or fluctuating. Adaptability is about being able change and let go of an established way of working and to adjust to a new, often radically different way of working for the good of the business. Adaptable people can let go of legacy systems and help your business move forward into the new age; rigid professionals may hold your business back in these circumstances. Seek out adaptability.

3. Intercultural Adaptability: A recent research report by Booz Allen Hamilton, Ipsos Public Affairs shows that employers are now valuing inter-cultural skills as much as skills and experience. Fifty-eight percent of Australian employers see inter-cultural skills as very important, and in the UK this figure is 70 percent. Inter-cultural adaptability means being able to understand and accept different cultural viewpoints and contexts as well as fitting in with the current workplace culture.

4. Generational Flexibility: Even though Baby Boomers have just started retiring, we are working in a world with four generations (Traditionalists, Boomers, Gen X, Gen Y) working alongside each other from an internal and external perspective. Workers who have the generational flexibility to be able to adapt their communication and collaboration style to suit different generations should be able to collaborate better and be more effective.

5. Collaborator/Team workers: While focused, committed and cohesive teams are in, silos and isolated teams are out, big time. The efficiencies, mistakes and inappropriate end products that come from ‘siloed’ working can be ultimately damaging. Ideal candidates can form cohesive teams but can come together and work collaboratively across functions as part of the overall business team.


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Landing the interview is no mean feat. But once you've made it that far, you need to be on your A-game to secure the job.

Here are a few critical do's and don'ts to help you get some success.

Job Interview Do's

  • Plan to arrive on time or a few minutes early. Late arrival for a job interview is never excusable.

  • Greet the interviewer by their first name.

  • Wait until you are offered a chair before sitting.

  • Sit upright and always look alert and interested.

  • Be a good listener as well as a good talker. Smile!

  • Maintain eye contact.

  • Follow the interviewer's leads but try to get them to describe the position and duties early in the interview so you can relate your background and skills to the position.

  •  Make sure you convey your good points factually and sincerely. Keep in mind that you alone can sell yourself to an interviewer. Make them realise why they need you in their organisation.

  • Always conduct yourself as if you are determined to get the job. Never close the door on an opportunity. It is better to be free to choose from a number of jobs rather than only one.

Job Interview Don'ts:

  • Answer questions with a simple 'yes' or 'no'. Use the CAR technique (Context, Action, Result) wherever possible. Share things about yourself relating to the position.

  • Lie. Always answer questions truthfully, frankly and as concisely as possible.

  • Ever make derogatory remarks about your present or former employers, colleagues or companies.

  • 'Over-answer' questions. The interviewer may steer the conversation into politics or economics. It is best to answer the questions honestly, saying no more than is necessary.

  • Let your discouragement show. If you get the impression the interview is not going well and you have already been rejected, don't show discouragement or alarm. Occasionally an interviewer who is genuinely interested in you may seem to discourage you in order to test your reaction.

  • Ask about salary, bonuses or holidays at the first interview - unless you are positive the employer is interested in hiring you and raises the issue first. However, know your market value and be prepared to specify your required salary or range.

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So, you’ve just spotted your dream job and you just know you’d be perfect for it. The only catch? Thousands of other applicants feel the exact same way. While you can send in the standard resume and cover letter, you can also get a little crazy to get the hiring manager’s attention.

Check out what these five people did to stand out among all the traditional applicants. They’re so “crazy” and so darn creative that they didn’t just get the company to pay attention, but the internet, too.

1. Designed a Resume Made of Legos



Photo of lego resume courtesy of Mashable/IMGUR, PASTLIGHTSPEED.

It’s one thing to list graphic design experience and creative prowess on your resume, but it’s much more impactful to make the leap from mere words to visual illustrations.

Leah Bowman took this reasoning to heart. In lieu of submitting a traditional resume, Bowman sent in customized packets of Lego sets, prompting potential hiring managers to “build the perfect account service intern.”

It worked: The Northwestern grad secured a role as an intern—and then a full-time job—working in advertising in Chicago.


2. Made an Interactive Video

Maybe you’re not equipped to create a customized Lego set, but how about a video?

Resumes can often be difficult to get through and feel pretty impersonal. That’s why Graeme Anthony decided to make an interactive video resume instead.

Anthony’s video includes links to different sections, including “About Me,” “Portfolio,” as well as a “Timeline.”

He sent that video to multiple recruiters—and it looks like his effort to make their jobs a little more interesting paid off. Anthony received multiple interviews, a job offer, and 400,000 YouTube views. He’s worked in a number of different PR and social media roles since.


3. Bought a Google Ad


What if I told you that spending a whopping six dollars could land you a job?

Well, that’s what Alec Brownstein did. Brownstein bought a Google ad, targeting the names of several advertising executives—one of whom was Ian Reichenthal. When Reichenthal Googled his own name (as we all inevitably do), he found Brownstein’s tailored ad. Reichenthal offered Brownstein the chance to interview and eventually gave him a job offer at his advertising firm.

Since then, Brownstein has gone on to do some pretty awesome things. According to his LinkedIn profile (which showcases his unique, humorous approach to the job search), he’s now a creative director at Dollar Shave Club.


4. Imitated the Employer’s Website



Photo of Pinterest profile courtesy of The Next Web.

How do you get a job at popular place like Pinterest? By showing you know the site inside and out!

Jeanne Hwang Lam built out an extensive CV for Pinterest—on Pinterest (meta, I know). She created a resume by pinning different images together, with different sections such as “fit,” “passion,” “experience,” and “rockstar skills.” By investing so much time in tailoring an application specifically for Pinterest, she showed that she was seriously passionate about being there.

While Hwang didn’t end up getting an offer from Pinterest, her creative efforts attracted the attention of a Pinterest analytics site called Pintics, which offered her a position. After graduating from Harvard Business School, Hwang has held impressive marketing roles at fast-growing startups, including 3D printing marketplace Shapeways.

Source: The Muse

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The needs, expectations, attitudes, ambitions, ideals and values of Millennials or Gen Y (those born between the late 1980s and 2000), and the way they work, are very different to those of your older employees.

If you're a business run by Gen Xers or Baby Boomers, it's imperative to understand this and adjust your management style and company practices and offerings accordingly.

Work-life balance – flexibility, fewer working hours and a well-rounded life are more important than pay and pace of promotion

Source: Institute of International Directors and Managers



It’s expected that by 2020:

  • Most Baby Boomers will have retired

  • Generation Y will comprise 42% of the workforce

  • Average job tenure will be around three years (currently four years)

As Millennials ascend into management positions they’ll become leaders in business. This makes it imperative to do everything possible to engage and retain good Millennials.

This is difficult, however, because Millennials’ expectations and needs are quite different to Gen Xs and Baby Boomers.

According to Australian social researcher Mark McCrindle, “Generation Y has a reputation for being the 'selfie society', infatuated with themselves, their smartphones, social media, and celebrities. However their expertise in the harnessing of technology, coupled with an entrepreneurial spirit, could be an explanation for their ascent in the world at a rate faster than any other generation before them.

“Millennials seek leadership opportunities, and desire to create jobs for themselves, rather than looking for a job. Generation Y don’t need a job for survival and security reasons.”

The traditional career trajectory no longer exists. Millennials seek constant connection and dynamism and leapfrog from one business, and job, to another. This makes them difficult to retain as long-term employees.

Millennials tend to be uncomfortable with rigid corporate structures and averse to information silos. They expect rapid progression, a varied and interesting career and constant feedback.

Overcoming these challenges

Work practices that make your organisation attractive to Millennials:

  • Acknowledge them for their thoughts, ideas, contributions and achievements

  • Aim to lead them rather than manage them.

  • Allow them to contribute on important issues and in the bigger discussions, including the decision-making process, and developing concepts and strategies.

  • Communicate openly and transparently and keep them in the loop.

  • Create a flexible work space and arrangements that enables innovation, growth, exploration, and the ability to be heard.   

  • Encourage a collaborative workplace culture.

  • Encourage employees to discover their interests and abilities and consider how they want to develop professionally.

  • Give them autonomy to work in their own independent style and pace.

  • Identify employees’ strengths. Match individual strengths to development opportunities.

  • Provide the technology, resources, tools and support they need.

  • Make training or learning platforms mobile-friendly.

  • Provide work schedules that are flexible and promote a good work-life balance

  • Reward the quality and value of the work done.

  • Support their interests in personal development and part-time study.




Source: Business Propel, by Charisse Gray

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Induction, or orientation, is the process of introducing a new worker to the workplace and your business. Its aim is to assist the worker to settle into the job and become fully productive and committed to the business as soon as reasonably practical.

A well-structured induction program reassures the worker he has made a good decision.

There are also legal reasons why induction is essential. These include:

  • employment documentation, such as confirming contracts and processing tax declarations

  • an obligation to inform workers about their terms and conditions of employment

  • work health and safety issues – the employer has a duty of care to ensure the health and safety of workers and other parties such as customers and visitors to the workplace, which means workers must be aware of their obligations and trained to perform their work safely and with diligence

  • information regarding evacuation procedures including risk management.

What to do

Induction goes beyond simply training the worker in how to do the job. It also includes:

  • introducing the worker to the business and type of work

  • confirming terms and conditions of employment and completing the initial paperwork

  • introducing them to work colleagues

  • introducing them to the actual job and specific on-the-job training

  • making it as easy and as pleasant as possible for them to settle in quickly

  • fostering a positive attitude towards the business, so they not only become productive quickly but also develop loyalty and commitment to your business’ values and behaviours, and code of conduct.

Induction should not just be a brief set of tasks on the first morning. It is a process of building productivity, loyalty and commitment. While there are routine initial steps to complete, other aspects involve an ongoing process over several days, weeks and possibly even months. Therefore, everyone involved in the process needs to be prepared and know their roles in the process. 

Checklists are also helpful to ensure all steps in the process are covered and followed through.

What do workers need and want?

Surveys of workers suggest their immediate priorities are to:

  • know they are safe and their work environment is as well

  • meet their boss

  • meet their co-workers

  • acquaint themselves with their job

  • receive their first work assignment

  • learn the business rules and procedures – both official and unofficial (i.e. unwritten).

Quick wins can include:

  • Have the worker perform productive work as soon as possible – this will help their confidence and sense of achievement.

  • Don’t commit information overload on the first day. Provide only essential information at first; further information can be gradual.

  • Pay great attention to creating a favourable first impression. Disorganisation, or managers who obviously don’t have enough time, will create a negative first impression, which can be difficult to turn around.

  • Continually reassure the worker, provide feedback, monitor and follow up where and where required.

Induction checklist

A checklist should ensure all the following items are completed.


  • Alert other workers of the new arrival

  • Appoint a work buddy to greet new employee and introduce them to team colleagues

  • Arrange an up-to-date copy of job description

  • Ensure work station is ready, with adequate resources to do the job

Initial 'survival' information

  • Conduct a physical tour of workplace

  • Show location of amenities – toilets, meal room, lockers, car park, notice boards, photocopiers/printers, pay office, public transport stops, nearby shops/banks, etc.

  • Highlight safety issues – first aid, first aid officer, emergency exit, security issues etc.

  • Identify location of other work sections

Starting work

  • Assign a 'buddy' as a contact person for information and problems, and to accompany the employee to lunch, tea breaks, etc.

  • Explain how work equipment, e.g. computers and machines, operates and check the employee is able to use them properly

  • Assign a simple first work task

  • Make sure someone is available to assist if required and check the work

End of day 1

  • Have a debriefing session. Answer employee’s questions, continue to encourage and reassure them

  • Explain next steps in induction program

  • Ask employee for comments/feedback for day 1 and beyond as the induction rolls out



Source: Business Propel by Larry Forsyth

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Interviews can often be a minefield of expectations, joy and disappointments. Often there are multiple unspoken rules of the game that will ensure you're on the way to landing your next job.

To help, we've created a list of FIVE of the most common mistakes candidates make on the first interview, so you know what to avoid saying and doing:

1. Showing off

Despite what you might see on shows like The Apprentice, employers are rarely impressed by outrageous claims or displays of ego.

Make sure all your bragging is justified and quantifiable on your resume. Most of all, it has got to sound genuine and real, employers can see right past lies. Concurrently, you don't want to sound overly cocky as this can show your employers that you're arrogant and unable to take direction or criticism well.


2. Failing to do your homework

In today's information age, there is absolutely no excuse for knowing nothing about the company you are applying to work for. This includes at a minimum doing your research on what the company does as well as thoughts about where and how you would contribute.

It can be as simple as doing a quick google search and finding the company's website, social media and other online profiles where you can learn everything there is to know about your potential employer.

3. Making up answers

Inflating your expertise is a quick way to alienate your interviewer. If you don't know the answer to a question, it's better to be up front about it.

When asked a question they don't know the answer to, a lot of people try to guess, or try to lie directly the interviewer, or start going through facts they know that don't really answer the question. Be honest if you don't know the answer and it will show to your interview that you're a genuine person with room to learn and grow.

4. Forgetting your manners

Be polite! This can be as simple as greeting your interviewer/s with a handshake and a basic greeting such as "Hi ______, nice to meet you!" and adding a touch of "How's your day been?". This is great way to disarm your interviewer and immediately make them feel warmth towards you.

The worst thing you can do is act rude, turn up late with no excuse or show a lack of respect when meeting them for the first time. Set a good first impression and you'll go a long way to securing the job. Remember, culture fit is as big a factor as the set of skills you have. Skills can be moulded, manners and behaviours less so.

5. Asking no questions

A job interview not only enables the potential employer to assess your skills and suitability but it also enables the interviewee to assess if this company is in fact a good employer, compatible with your needs.

Asking questions is the best way to find out if the job is right for you, if the people are the kind you want to work with and if the work-load is manageable. It  also conveys to your interviewer that you actuallyc are about the job! So make sure you ask at least a couple of questions about the role and the company.

Don't jump in with salary expectations straight away either, it comes accross as greedy and can limit your chances of success.


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A skilled interviewer who makes the candidate comfortable will gain valuable information about the person and present a positive image of their company, improving the odds of the best candidate being hired.

This list of six actions will help you improve your skills and make your next interview a more productive and positive experience for you and the candidate.

1. Be prepared.

Prepare for the interview by having a list of qualifications and job responsibilities for the open position. Be ready to answer questions about the company’s goals and employee benefits.

2. Make the candidate comfortable.

Make the candidate more comfortable by introducing them to the company staff or offering a glass of water or cup of coffee. These actions will help the candidate relax and provide a more accurate demonstration of their qualifications. If they seem shy, try to put them at ease and encourage conversation.

Make sure that they have everything they need for the interview - such as date, location and if they’ll be in a group interview. Wouldn’t you be nervous if you walked into an interview unaware there would be a bunch of other people there?

3. Be consistent with your questions.

Ask each candidate the same questions. This will allow for consistency in the interview process and a provide a basis to compare candidates. Ask one question at a time and use open-ended questions to encourage more input from the candidate. Do not ask leading or closed-end questions.

4. Learn about the candidate.

Review the candidate’s resume and cover letter prior to the interview. Learn something about them by checking social media accounts and professional sites such as LinkedIn.

5. Be conversational.

An interview is a mutual exchange of information. Make the process feel like a conversation. Break the ice by asking the candidate about hobbies or interests. That will help the candidate relax and encourage them to speak freely about their accomplishments and qualifications.

6. Be flexible.

If the conversation takes a turn off topic, go with it.  But do not let such a diversion change the total direction of the interview.



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With 2017 well and truly here, we would we would tackle some of the key trends that will take hold over the next 12 months.

Here are the top six trends in recruitment this year:

It’s All About the Experience

Today’s job seekers value user experience and personalisation more than ever so the job seeking experience will significantly influence which employers attract the best talent.  Therefore, an expedited recruitment process that puts the emphasis on pre and post candidate care is more important than ever.  Job seekers are also turned off by a protracted interview experience and expect job boards (and career sections of the employer’s website) to be easy to navigate, mobile optimised and personalised.  Employers need to think hard about the candidate experience and put their job seeking ‘customer’ first with a convenient process facilitated by sophisticated technology, skilled recruitment professionals at the helm and good candidate management.  

A Strong Employer Brand

What was once a luxury is now a crucial must-have in the fight to secure and retain great talent.  How an employer is perceived by job seekers is more influential than ever, and the perception can work for or against the employer.  With the rise of employer review sites like Glassdoor, an employer’s brand is more visible than ever before and in the current climate, candidates are more likely to decline a job offer from a company with a poor employer brand.  Having a solid employer brand is a company’s selling point to job seekers and what helps keep good employees around for longer.  Getting it right and promoting it to job seekers is the key to attracting top talent, reducing recruitment costs in the long run and retaining quality staff as positive advocates.

Social Media Makes the Advertising Mix

Social Media is the key to getting in front of passive candidates, especially younger job seekers who resist traditional recruitment channels and methods. The use of social media in the recruitment advertising mix is expected to increase in 2017 as recruiters and employers cotton on to the visual impact, influence and targeting opportunities platforms like Instagram and Facebook provide.

Job Ads That Stand Out

There are more avenues for job seekers to find out about vacancies than ever before and as the competition to attract quality candidates intensifies, so too does the importance of having job ads and InMail messages that cut through the noise.  Personalising the message to the job seeker and outlining ‘what’s in it for them’ will be critical to attracting more applications.  Spam-like communication (primarily through LinkedIn) and bland company-centric job ads won’t cut it.  In 2017, the successful recruiters will be the ones who leverage the information and motivations associated with the behaviour archetype of their target candidate to create impactful and meaningful impressions via their job ads and InMail messages.

Mobile is the New Frontier

The all-conquering mobile phone demands webpages be optimised for display on its screens, including job boards and careers pages. With more job seekers conducting their searches and applying for jobs via their mobile than ever before, recruiters should push towards a mobile-first approach in 2017 to keep pace with demand.

The Paper Resume is Dead

In 2017, recruiters will rely less on traditional resumes.  To aid the expedited and convenient candidate experience employers are striving to cultivate in a mobile-first environment, the duplication of resume and LinkedIn profile will need to cease.  Instead, candidates will be expected to apply with links to their up to date LinkedIn profile that acts as a digital resume with tricked-out enhancements that make it superior to its two-page paper cousin.


Source: Employment Office

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Finding quality staff is never a simple or easy process. There are often times when your business is in need of an experienced candidate and finding someone in their mid-thirty's with a few years experience won't do.

We have identified a number of reasons – perhaps you can add to our list with your own experience; as to why you should consider hiring a mature aged worker. You can:

  • Obtain a better return on your investment in human capital by retaining or recruiting the ‘advantages’ of significant length of service, investment in training and wealth of accumulated experience.

  • Tap into a source of skill and labour when current sources of labour supply become scarce.

  • Maximise the chances of you employing the best people for the job by considering mature aged job seekers.

  • Mature aged workers have networks, external interests and experiences that can add value to your business.

  • Benefit from a strong commitment to your business by mature aged workers who are often more loyal and stay with your business longer.

  • Respond to the changing age profile of your customers and the need to reflect this in the workforce. Be seen as part of the community by mirroring the community!

  • Acknowledge that mature aged workers are often the corporate memory with lessons of experience, often not recorded, available to be imparted to younger workers.

  • Market your business as a good employer by promoting diversity in the workforce and being seen to respond to emerging pressures to address organisational culture through making changes to your traditional human resource practices.

  • Take advantage of government-funded financial incentives, provision of special training grants and support for job creation.

  • Respond to changes to the operating environment, competitive pressures and economic circumstances affecting your business.


Source: Business Propel

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Recruitment is an ever changing market. Think back a few years when it wasn’t uncommon for ads to include only a postal address, or for the truly technologically advanced, a fax number. Take a look below to see two of the biggest potential industry shakers coming up this year.


Social recommendations

 People use online recommendations to help decide on which restaurants to eat at, hotels to stay at, and which real estate agents to hire. 
It’s not a great leap to imagine using social recommendations to decide where you want to work. Websites such as which give an inside look at jobs and companies will become increasingly popular, less anonymous and more transparent.
By jumping online and searching for reviews, candidates can quickly figure out what the mood is like within your company.
Use it to your advantage. Organisations can point candidates to their reviews which outline great reputation, work conditions, and benefits. This transparency means organisations need to be more aware than ever of their employer brand and this includes the recruitment process. If you treat candidates who apply with you poorly, the world will soon know!



Augmented-reality recruitment

 Technologies such as smartphones have already revolutionised the way people communicate and interact with the world. Augmented Reality (AR) is set to be the next big advance. It may seem pie in the sky but AR is already reality, with Google Glasses and other devices coming out.
When applied to recruitment, imagine walking past a business and seeing the vacancies they have available. Great for targeting candidates in a specific geographic location. You could arrange with universities to display information about your graduate programs outside campus.
Candidates could augment their paper CVs so when you view them you see the candidate explaining their resume point by point and highlighting the key areas of interest.
You could conduct virtual interviews or assessments in which candidates can share their vision with you as they work on a problem or project to display their skill. Take the technology a step further and you would no longer have to rely on candidates answers to behavioural-based interview questions – simply set up a virtual reality experience and see exactly how they would behave in a given situation.

Source: HC Online

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The aim of any job application is to get that interview, be on the final shortlist and get that opportunity to pitch in person rather than doing battle with online application forms or email attachments to people you’ve never met. Thanks to Business Insider, we've got an exclusive look at the qualities in demand by employers as well as how to communicate your key skills on your next CV.

The qualities now in demand

Anthony Mitchell, co-founder and chairman of strategic leadership firm Bendelta, says it’s important to be attuned to the qualities on which businesses are putting the highest premium and ensuring that the CV provides clear evidence of strengths in these areas.

“At the highest level, organisations are now emphasising capabilities such as agility, collaboration, creativity, decision-making and customer-centricity,” he says.

“Find out which of these skills your potential employer is most keen to acquire. Then ask yourself: what have I done in my career that shows me to be a high achiever in these fields and how can I communicate the evidence in the most cogent fashion possible?

“It’s not enough to include the information. You need to make it so visible, emphatic and persuasive that the person sieving the applications notices you amidst the masses. Then back that up with stories at the interview that show what you achieved.”

A recipe

Ben Hutt, CEO of Search Party, an online recruitment marketplace, says there’s no standard recipe for success but there are a few key practices that will help.

“Visualise where you want to be, fulfilling your dreams and doing stuff you’re awesome at,” he says.

“Do some research on the type of companies you’d love to work for. Using culture matching sites such as JobAdvisor is a great way to investigate the type of companies out there that align with your preferences for a workplace.”

Then start shaping a CV to stand out. Be clear about your achievements and focus on strengths.

Hutt’s recommendations:

  • Make it short and sweet, but convey the important, relevant details. Most employers will first skim a resume so if you make it easy for them to do that, you’ll increase your chance of making the shortlist.

  • Use white space on the page. Keep the layout clean, neat and with large margins makes the document easier to read and gives the employer space to take notes.

  • Keep your personal details short and include necessary information to avoid unconscious hiring biases.

  • Ensure you provide skills that are relevant to the role. A CFO won’t take the time to read about your excellent waitressing skills acquired in 1998.

  • Focus on communicating your key competencies, and back it up with evidence. Use metrics where possible and clearly focus on the contribution you made to achieve them.

Employers want to see a little personality and personal achievements and interests are highly relevant indicators of potential to include.


Source: Business Insider

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Just how engaged employees are determines business performance. Your employees’ lack of engagement may surprise you, but the signs are quite visible.

Recent Gallup statistics indicate that 70% of US workers aren’t engaged at work; 89% of managers believe their people leave for more money, yet only 12% do. 75% of those leaving do so because of their bosses!

A culture to prosper against all odds

Creating an engaged workplace culture can be challenging but the benefits are quantifiable and tangible. Look around your workplace and if you have engaged employees you will see people who are satisfied, passionate and interested in what they do.

They are invested in the success of the business and have a high level of commitment and loyalty. They are great collaborators and are prepared to go the extra mile. Engaged, satisfied staff attract more of the same to your business. They are the reason you company is growing and can continue to prosper in the face of challenges. 

Without these engaged employees you lose important ambassadors of your company and brand.  Staff who will ensure your company grows and remains profitable. You would lose the increased productivity and lower absenteeism which are features of engaged employees. Turnover would be higher, attracting all the costs recruiting involves.

Engaged employees perform at a higher level which often leads to innovation in the workplace. When employees are engaged they become more productive and efficient, lowering operating costs and increasing the profit margin and positively affecting the company’s bottom line...

Build an engaged culture across all organisational levels

What’s the current culture in your business across organisational, managerial and employee levels?

Do your mission, vision, and strategy support engagement? Identify opportunities, simplify solutions, take action, hold employees accountable and commit to developing your employees. 

These actions should help build an engaged organisation with robust and genuine values, clear evidence of trust and equity based on mutual respect, where promises and commitments between employers and staff are two-way, understood and fulfilled.

Look at engagement at your managerial level. Good managers recognise that the actions of senior leadership, managers, and supervisors are the key drivers of engagement. To harness this, clearly define the key drivers of engagement in every leader's job description and leadership skill set. Offer your team members clarity, appreciation, positive feedback and coaching.

Source: Business Propel

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We all know that LinkedIn is the best platform for anyone looking to establish a professional presence and connect with colleagues or potential employers. Whether you’re trying to promote your company or get head-hunted for a job, you need to make your profile stand out from the crowd. These are the best five ways to increase your visibility on LinkedIn.

1. Endorse friends for skills they have.

Endorsing someone accomplishes two things. To start, you’re doing a good deed, and the other person receives a notification from you to reciprocate. The more endorsements you get for specific skills, the better. This will make your profile more attractive and more visible to recruiting agents searching for people with specific skills.

It's also important to let past and present peers know what they do well. Reinforce that message via an endorsement. It will also give you more authority when you start to interact in group chats.

2. Seek recommendations.

Don't be afraid to ask for a LinkedIn recommendation from trusted colleagues that know you and are familiar with your work. You need to be proactive if you’re going to stand out. Ask for recommendations directly. Most people will be happy to, if they feel confident in your ability and skills as a professional. All you should do in return is endorse them for the skills they have.

Make sure you’re completely honest about what you’re saying about each other. It will come back to bite you later if you’re less than honest.


3. Complete your professional summary.

Your professional summary is the store window of your profile. This is the first thing a visitor will see. Your professional summary should have a short introduction telling people what you do and why you’re here. Keep it short and sweet.

Also, you must maintain the first person at all times. This is not a job application. Keep it personal, as if you are welcoming someone into your territory; because you are.

4. Link to your other professional social platforms.

Include a link to a Twitter feed you keep exclusively for professional purposes. You want your followers to connect with you on multiple platforms because LinkedIn is all about pulling in as many people as possible. By increasing the number of connections you have, the more visible you are to strangers. You should aim to have the biggest web of contacts you possibly can.

5. Browse the ‘People You May Know’ list.

The ‘People You May Know’ list is LinkedIn’s search engine. The way they come up with suggestions is through connecting mutual contacts, or through matching up certain characteristics, such as where you went to school. Browse this regularly and see who comes up.

Keep connecting with new people and increasing the number of connections you have. This will enable you to appear to a greater number of people.

Source: Entrepeneur

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Talent Options are closely monitoring the official Government sources and the World Health Organisation for the most up to date information and advice.

Update: 21 May, 2020

Apprenticeship Support Australia are closely monitoring the official Government sources and the World Health Organisation for the most up to date information and advice.
As we face the constantly changing circumstances related to COVID-19, we'd like to update you on protocols for our workforce.
Apprenticeship Support Australia Mandatory Notification Protocol for On-hire Workforce, has been updated on 21 May 2020 based on the Australian Department of Health Guidelines.

Anyone diagnosed with COVID-19, or contacted by a Health Department/Public Health Unit and asked to self-isolate:
  • Must comply with medical & Health Department advice
  • Must advise their Manager/Supervisor IMMEDIATELY

Anyone who believes they have been in close contact (being face to face for at least 15-mins, or been in the same closed space for at least 2-hrs) with a confirmed COVID-19 positive person:
  • Must advise their Manager/Supervisor IMMEDIATELY
  • Must seek medical attention for consideration of testing for COVID-19
  • Must not attend work until cleared by a medical practitioner
If an employee suspects that they may be infected and are waiting on test results but cannot be isolated at home, they will need to contact the public health unit who will assess and advise on the next steps.

Anyone who is unwell and has *flu-like symptoms, whether having travelled internationally or not:
  • Must contact your Manager/Supervisor IMMEDIATELY
  • Must seek medical attention for consideration of testing for COVID-19
  • Provide a medical note for return to work
*flu-like symptoms: People with coronavirus may experience:
  • Fever,
  • Flu like symptoms such as coughing, sore throat and fatigue,
  • Shortness of breath.

Australia’s borders are closed. Only Australian citizens, residents and immediate family members can travel to Australia. Anyone entering or returning to Australia:
  • Must observe the mandatory 14-day quarantine requirement at designated facilities as required by the Department of Home Affairs.  
  • Must contact their Recruitment Solutions Manager/Supervisor IMMEDIATELY
Staff who remain in the “high risk” countries and are unable to return
  • Must contact your Recruitment Solutions Manager/Supervisor IMMEDIATELY
  • Must observe the mandatory 14-day quarantine requirement on your return to Australia. 
Staff who have recently returned from interstate and meet current State Border closure restrictions: 
  • Must contact your Recruitment Solutions Manager/Supervisor IMMEDIATELY
  • Must observe the mandatory self-quarantine requirement in your home for 14-days from arrival in Australia, other than for seeking  individual medical care.
COVID-19 Border closures requiring mandatory self-isolation, have taken effect in several Australian states. However, Emergency and health workers, and essential workers may be considered exempt. Refer to the relevant state website for the most up-to-date information about entry conditions, forms and requirements of the state or territory you are travelling to

NSW:  NSW Government Health: There are no current border controls in NSW.
SA:     SA Health: who has returned from interstate after 25/3/20 will have to isolate for 14 days (essential workers exempt)
VIC:  Victorian Health and Human Services:   There is no closure or restrictions on Victoria’s borders. Non-essential domestic travel is restricted and Victorians are being urged to stay at home where possible, but key services, like health, freight and logistics – including those that travel across state’s borders, will continue.
WA:   Western Australia Department of Health:  who has returned from interstate after 25/3/20 will have to isolate for 14 days (essential workers exempt)
ACT:  ACT Government Health: There are currently no restrictions on cross-border movement between ACT and NSW, beyond those that apply to everyone (ie not undertaking non-essential travel, maintaining social distancing rules etc)
* QLD: QLD Government:  Entry into QLD is temporarily prohibited unless the travel is exempt. (health care workers may be considered exempt)
* NT:  Northern Territory Government:  Non-essential travellers arriving at a Northern Territory border must complete 14 days of mandatory quarantine. Some essential services personnel, including health care workers, are exempt.

* Indigenous Communities: Government and Community Directions are in place to restrict the movement of people in and out of remote areas. Healthcare staff are required to meet the requirements of the specific local community risk assessment process and permit systems. Restrictions that apply in remote communities is available at:  Department of Aboriginal and Torres Strait Islander Partnerships website.

Planned international travel:
On 24 March 2020, the Prime Minister announced a ban on Australians travelling overseas under the Biosecurity Act 2015. This will help prevent travellers returning to Australia with coronavirus.
There are limited exceptions, for example to allow people to return home if their normal place of residence is overseas. This process is managed by the Department of Home Affairs and the revised restrictions can be reviewed on their website. 

If you are currently travelling or planning to travel, you should check the warnings and alerts prior to departure as you might be subject to restrictions on return.
  • Must advise their Recruitment Solutions Manager/Supervisor of  intended travel and dates

Facility-based restrictions:
  • Certain health services/clients/host employers are implementing restrictions on staff based on the above criteria.
  • It is therefore essential that you contact us if you believe your circumstances are within the criteria above.
  • Aged Care Facilities must take extra precautions due to the vulnerability of their members. 
Worker Screening:
New candidates will be asked to complete a survey prior to attending an interview, or a new assignment to confirm:
  • any recent international or interstate travel and two-week self-isolation details,
  • not experiencing flu-like symptoms
  • any close contact with someone confirmed to have COVID-19

Notification to Host Employers of On-hire Worker with Confirmed Case of COVID19
If an on hire staff member is confirmed as positive for COVID-19, the staff member must inform Apprenticeship Support Australia as per compliance with this protocol.

Once informed, Apprenticeship Support Australia will, under the direction of the Public Health Unit seek to facilitate notification to host employers/clients, as per their requirements.

Apprenticeship Support Australia will seek the authority from the worker to release this information to at risk host workplaces / clients, as determined by risk assessment of diagnosis and work placement timelines, and as per the direction of the Public Health Unit or Health Department.

Whilst worker consent is also sought, Apprenticeship Support Australia notes there is also an exception under the Privacy Act around disclosure without consent if we reasonably believe the use or disclosure is necessary to lessen or prevent a serious threat to the life, health or safety of any individual, or to public health or safety.

Keeping up to date:
Australia’s current situation is changing rapidly. You can keep up to date with these changes via the following:

Apprenticeship Support Australia has an obligation to staff, clients, patients & participants to ensure the safety of all concerned and will continue to monitor and update guidelines and processes based on the health departments recommendations.

As your employer, we request that we are kept informed of any change in your status and your progress as per this notification protocol.

If you believe, your circumstances are within the criteria above or if you wish to speak to someone regarding your personal circumstances, please contact your Manager/ Supervisor IMMEDIATELY.

Helpful Links and Resources

Freqently Asked Questions

COVID-19  – Know the signs
COVID-19 – Frequently asked questions
Coronavirus (COVIS-19) isolation guidelines
Coronavirus (COVID-19) information about home isolation when unwell (suspected or confirmed cases)
Coronavirus (COVID-19) information about returning to your community
Information for close contacts of a confirmed case
Social Distancing Guidelines
Coronavirus (COVID-19) information for international travellers
Coronavirus (COVID-19) information for health care and residential care workers:
Interim advice on non-impatient care of persons with suspected or confirmed Coronavirus Disease 2019 (COVID-19) including use of Personal Protective Equipment (PPE)
Interim recommendations for the use of Personal Protective Equipment (PPE) during hospital care of people with coronavirus diseases 2019:
Coronavirus (COVID-19) information on the use of surgical masks
Coronavirus (COVID-19) guidelines for outbreaks in residential care facilities:
Information on work attendance and testing for health and residential aged care workers:

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