June 2012.pdf - RCSA
June 2012.pdf - RCSA
June 2012.pdf - RCSA
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ecruitment and consulting services Association LIMITED<br />
Australia & New Zealand | <strong>June</strong> 2012<br />
Celebrating the<br />
recruitment<br />
industry<br />
2012 <strong>RCSA</strong> Awards<br />
and Gala Ball<br />
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Contents<br />
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________________________<br />
THE RECRUITMENT AND CONSULTING<br />
SERVICES ASSOCIATION LIMITED<br />
The <strong>RCSA</strong> Journal is published by the<br />
Recruitment and Consulting Services<br />
Association Limited.<br />
FOCUS: RECRUITMENT AT THE SPEED OF TOMORROW<br />
<strong>RCSA</strong> AUSTRALIA & NEW ZEALAND<br />
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NOTE:<br />
All material published in the <strong>RCSA</strong> Journal<br />
is subject to copyright and no part may be<br />
republished, photocopied or transmitted<br />
electronically in any form without written<br />
permission. Opinions expressed by<br />
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to the <strong>RCSA</strong> Journal should be aware of<br />
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accept no responsibility for such breaches.<br />
While every effort has been made to ensure<br />
the accuracy of the information in this<br />
publication, no responsi bility is accepted<br />
for errors or omissions.<br />
8<br />
2012 <strong>RCSA</strong> Awards and Gala Ball Report<br />
4 President’s report: Lincoln Crawley<br />
6 CEO’s report: Steve Granland<br />
8 Celebrating the recruitment industry:<br />
<strong>RCSA</strong> Awards & Gala Ball<br />
12 Recruitment at the Speed of Tomorrow:<br />
Order-taker or trusted adviser<br />
Reframing the consultant’s role, by<br />
Conference presenter Bridget Beattie<br />
14 Recruitment at the Speed of Tomorrow:<br />
How to hire smart people, by Conference<br />
presenter Mike Walsh<br />
15 <strong>RCSA</strong> International Conference:<br />
last chance for Early Bird registration!<br />
16 <strong>RCSA</strong> Awards Special:<br />
Young Recruiter of the Year winner<br />
INTERNATIONAL COMMENT<br />
17 Ciett Report from Steve Shepherd:<br />
Adapting to Change – the new economic reality<br />
19 My dad is bigger than your dad!<br />
The UK recruitment industry<br />
BUSINESS MANAGEMENT ISSUES<br />
20 Imagine if … Mark Ashburn looks at the<br />
changing workforce<br />
22 Do you make important purchasing decisions<br />
This one could save you! By Danial Mullin<br />
Conference: Order-taker or trusted<br />
adviser Reframing the consultant’s role,<br />
12<strong>RCSA</strong><br />
by Conference presenter Bridget Beattie<br />
23 Technology trends at the speed of tomorrow,<br />
by Doug Blue<br />
24 Flexibility, change and economic growth<br />
27 Key job hunter trends in 2012<br />
28 Improve your email and free up two-three<br />
working weeks a year, by Debbie Mayo-Smith<br />
29 The more things change ... by Andrew Wood<br />
30 Procurement Pressure: Having the courage<br />
to say “no”, by Robert van Stokrom<br />
ASSOCIATION NEWS<br />
32 Working Groups update<br />
33 In the media<br />
33 Meet your new Board Member<br />
34 Adherence to best practice in service delivery<br />
is improving, by Dianne Gibert<br />
36 Special Interest Groups: AANRA<br />
36 Special Interest Groups: AMRANZ<br />
37 New Zealand: Meet the Minister<br />
38 <strong>RCSA</strong> Partners and Premium Supporters<br />
38 <strong>RCSA</strong> Supporter Profiles<br />
40 Life Member Profiles<br />
41 <strong>RCSA</strong> Board, Life Members and Fellows<br />
42 2012 <strong>RCSA</strong> CPE & Events Calendar<br />
© Copyright <strong>RCSA</strong> 2012<br />
ISSN 1838-8736<br />
The Recruitment and Consulting Services Association (<strong>RCSA</strong>) is the leading industry body for talent<br />
management and workforce solutions in Australia and New Zealand. With approximately 4,700 members,<br />
Corporate and Individual, the Association sets professional standards, conducts research, educates and<br />
develops members’ skills, monitors industry developments and lobbies state and federal governments on<br />
issues directly affecting members.<br />
JUNE 2012 3
PRESIDENT’s REPORT<br />
Lincoln Crawley F<strong>RCSA</strong><br />
A<br />
large part of my role as President is focused<br />
on working with stakeholders to further the<br />
interests of our industry. And in a tough<br />
business environment, as well as an unstable<br />
political climate, that focus is more important<br />
than ever.<br />
We are proud of the progress we have made<br />
in increasing the professionalism of the industry<br />
and improving the relevance of the <strong>RCSA</strong> to its<br />
members. But I’d like to take a few moments to<br />
focus on what is becoming a serious threat to<br />
the staffing side of our industry.<br />
One of the biggest challenges our industry<br />
faces right now is a concerted push, by a small<br />
number of union interests, against what they like<br />
to call “insecure work”. Their “inquiry” into this<br />
issue is purported to be independent – even<br />
though it is run by a former senior Labor figure,<br />
Brian Howe, and even though <strong>RCSA</strong> was rejected<br />
in our multiple attempts to engage with the<br />
inquiry’s organisers. In fact, any engagement<br />
with business and employer groups is glaringly<br />
absent from the inquiry.<br />
Nonetheless, the campaign to which this<br />
inquiry is attached – the ACTU’s Secure Work<br />
campaign, is concerning for a number of reasons.<br />
The ACTU is focused, it says, on the “forty per<br />
cent of workers [who] are engaged in insecure<br />
work arrangements such as casual work, fixed<br />
term work, contracting or labour hire”.<br />
And there’s the problem: the union campaign<br />
sweeps non-traditional work of every type into<br />
one large bundle. It assumes highly-paid IT<br />
contractors, for example, are in the same<br />
position as minimum-wage casual cleaning staff.<br />
The <strong>RCSA</strong> doesn’t deny that some insecure<br />
jobs exist, but labeling all non-traditional work<br />
models as “insecure”, is misleading at best. It takes<br />
a complex workforce model, then lumps it all<br />
under the emotive name of “insecure work”.<br />
We, as <strong>RCSA</strong> members, know the value of the<br />
agency work we provide, and the important role<br />
it plays in giving both businesses and employees<br />
flexibility. But we don’t expect policy makers to<br />
simply take our word for it – which is why our<br />
global body, Ciett, commissioned a landmark<br />
report to demonstrate the economic and social<br />
value of agency work.<br />
If you attended the <strong>RCSA</strong>’s launch of the report<br />
in April, you would have heard Steve Shepherd,<br />
Australia’s Ciett Board member, share the highlights<br />
of the report. It’s full of great content, but one of<br />
the key findings is that private employment<br />
agencies deliver decent work to individuals,<br />
and help match and develop the skills needed<br />
in labour markets. And it provides plenty of<br />
data and modeling to prove it.<br />
This is the kind of robust and fact-based<br />
argument we need to arm ourselves with in the<br />
face of criticism from either unions or governments.<br />
And while we are engaged with government on<br />
both sides of the Tasman, the message from them<br />
is clear – in God we trust, all others bring facts.<br />
So that we can bring these facts about the<br />
Australia and NZ market to our policy makers,<br />
I continue to ask you, our members, to make a<br />
concerted effort to provide us with data where<br />
we need it. Steve Granland will soon share with<br />
you our plans for a member research project,<br />
which will be facilitated by an independent third<br />
party to ensure confidentiality, which I urge you<br />
to support.<br />
The importance of jobs in both our local<br />
and the global economy is paramount. In fact,<br />
the latest report from the International Labour<br />
Organisation calls on governments to place<br />
job creation at the top of the policy agenda.<br />
It also calls out the importance of ensuring that<br />
unemployed people, especially youth, receive<br />
adequate support to find new jobs. That’s what<br />
our industry is in the business of doing – finding<br />
people jobs. We need to make collaboration and<br />
consultation with policymakers a priority not just<br />
for our own businesses but for the broader<br />
economy as well.<br />
We will continue to track these and other<br />
important policy issues at <strong>RCSA</strong> Board level,<br />
and will keep you updated on our responses<br />
as we create them.<br />
What I’d ask you to do, as an industry, is to<br />
make yourself acquainted with the Ciett report,<br />
and be prepared to act as an advocate for the<br />
great work we do and the positive impact it has.<br />
And, of course, fill in those surveys when we<br />
send them to you!<br />
Lincoln Crawley F<strong>RCSA</strong><br />
<strong>RCSA</strong> President, Australia and New Zealand<br />
What I’d ask you<br />
to do ... is to make<br />
yourself acquainted<br />
with the Ciett report,<br />
and be prepared to<br />
act as an advocate<br />
for the great work<br />
we do and the<br />
positive impact it has.<br />
4<br />
<strong>RCSA</strong> JOURNAL
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CEO’s REPORT<br />
Steve Granland<br />
In this issue of the <strong>RCSA</strong> Journal we are looking<br />
at the people aspect of our conference theme,<br />
Recruitment at the Speed of Tomorrow. Steve<br />
Shepherd looks at the Ciett report Adapting to<br />
Change and there is a thought-provoking<br />
Discussion Paper on flexible agency work.<br />
By the time this issue of the <strong>RCSA</strong> Journal<br />
hits the desks of <strong>RCSA</strong> members we will be<br />
into a new financial year. The first half of 2012 has<br />
certainly proved to be an interesting journey with<br />
global economic challenges continuing to test us<br />
all and the Australian political scene adding to a<br />
general lack of business confidence which has a<br />
flow-on effect for our industry. Over the first half<br />
of 2012 I have had many conversations with<br />
members who have indicated some clients have<br />
held off on hiring decisions until such time as<br />
they have a level of confidence around the global<br />
economy and domestic politics. At the time of<br />
writing, the global economic powerhouses are<br />
meeting again to look for solutions to the Euro<br />
crisis and the Australian political scene was<br />
muddling through yet another challenge –<br />
hopefully by the time this hits your desk we<br />
have moved on both globally and domestically<br />
as we did in 1998.<br />
Recently I was reviewing some old <strong>RCSA</strong> Journal<br />
publications and came across the first issue of<br />
the Recruitment Journal from May 1998. In this<br />
Journal there was a feature article in which <strong>RCSA</strong><br />
Board members at the time were asked three<br />
questions: What do you think are the market<br />
trends shaping the industry How do you think<br />
the Asian Economic Crisis will hit Australia and<br />
New Zealand and What factors will shape the<br />
industry in 1998 It is very interesting to look<br />
back on their responses and see that things<br />
haven’t really changed.<br />
Many respondents noted the increasing trend<br />
towards contracting and agency work to create<br />
more efficient workforces with the associated<br />
need to increase focus on OH&S. While the Asian<br />
Economic Crisis was seen as potentially eroding<br />
business confidence and therefore affecting<br />
hiring decisions, it was also noted that it may<br />
have released skilled labour to assist in offsetting<br />
the skills shortage in Australia. The explosion in<br />
technology was noted by most as likely to have a<br />
significant impact on how the business operated.<br />
Fifteen years ago we faced circumstances<br />
and challenges which, although different, are not<br />
dissimilar to those we face today. Our industry<br />
not only survived, it prospered by quickly and<br />
efficiently adapting to business needs.<br />
In 1997, in Australia our industry generated<br />
approximately $5 billion in revenue; today in<br />
Australia our industry generates approximately<br />
$19 billion. This is not only solid growth, but<br />
represents an important and significant part<br />
of the economy.<br />
Featured in this issue of the <strong>RCSA</strong> Journal are<br />
the <strong>RCSA</strong> Awards and Gala Ball. I was very proud<br />
to be part of the Awards night held on 10 May in<br />
Melbourne. This event has quickly cemented itself<br />
as the industry “night of nights” – not to be<br />
missed. This year we had another record<br />
attendance and everyone had a fantastic night! I<br />
would like to publicly acknowledge the hard work<br />
of the judges and thank all the applicants for<br />
ensuring the judges had a very difficult task by<br />
providing the highest quality entries.<br />
Congratulations to the 2012 winners including<br />
Sean Blanche M<strong>RCSA</strong>, winner of the Young<br />
Recruitment Professional Award; Skilled Group,<br />
winner of the McLean Award for Workplace<br />
Safety; Beaumont Consulting, winner of the<br />
new Corporate Social Responsibility Award;<br />
and Robert Blanche F<strong>RCSA</strong> (Life), winner of the<br />
Outstanding Contribution Award. I would also<br />
like to congratulate Peter Gleeson F<strong>RCSA</strong> (Life),<br />
Executive General Manager Recruitment at<br />
Chandler Macleod who was inducted as a RSCA<br />
Life Member. A warm welcome to Peter – I look<br />
forward to his continuing contribution for many<br />
years to come.<br />
In closing, I would like to remind all readers that<br />
the theme for this year’s conference is Recruitment<br />
at the Speed of Tomorrow. The conference<br />
will run from 29-31 August at the Sofitel in Fiji.<br />
Last year was a great success and the line-up<br />
of speakers for 2012 is looking very impressive.<br />
Based on registrations we have received to date<br />
(running ahead of last year) I urge you to book<br />
early to avoid disappointment.<br />
Steve Granland<br />
<strong>RCSA</strong> CEO, Australia and New Zealand<br />
The first half of 2012<br />
has certainly proved<br />
to be an interesting<br />
journey with global<br />
economic challenges<br />
continuing to test us<br />
all and the Australian<br />
political scene adding<br />
to a general lack of<br />
business confidence<br />
which has a flow-on<br />
effect for our industry.<br />
6<br />
<strong>RCSA</strong> JOURNAL
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2012 <strong>RCSA</strong> GALA BALL & Awards<br />
2012 <strong>RCSA</strong> Gala Ball<br />
and Awards<br />
At the industry’s “night of<br />
nights” on 10 May at the<br />
Plaza Ballroom in Melbourne,<br />
more than three hundred<br />
<strong>RCSA</strong> members applauded<br />
the Award winners for 2012.<br />
The Principal Event and<br />
Awards sponsor was<br />
RecruitmentSuper.<br />
<strong>RCSA</strong> CEO Steve Granland said, “This was the<br />
second year of our new Awards program which<br />
was even bigger and better than last year with<br />
close to fifty submissions. I’d like to congratulate<br />
the winners and finalists for their outstanding<br />
submissions. There is some great work being<br />
done out there and the recruitment industry<br />
and the <strong>RCSA</strong> are very proud of this. The ball<br />
was a terrific night for members to catch up<br />
with colleagues and friends”.<br />
<strong>RCSA</strong> President Lincoln Crawley F<strong>RCSA</strong> said,<br />
“We are proud of the progress we have made in<br />
increasing the professionalism of the industry”.<br />
The Award winners are:<br />
Young Recruitment<br />
Professional Award<br />
The winner of the<br />
Young Recruitment<br />
Professional Award<br />
was Sean Blanche<br />
M<strong>RCSA</strong> of Bayside<br />
Personnel in NSW.<br />
Sean is an Executive<br />
Director of the<br />
Bayside Group of Companies and took<br />
the lead over a very tight field of four other<br />
state finalists (meet Sean on page 16).<br />
The Young Recruitment Professional<br />
Award was proudly sponsored by CareerOne.<br />
McLean Award for<br />
Workplace Safety<br />
There was a very tight<br />
finish for the McLean<br />
Award for Workplace<br />
Safety with Skilled<br />
Group Limited named<br />
as Award winner. The<br />
submission focused on<br />
breaking out of the increasing complexity<br />
of systems to make safety clear, relevant<br />
and simple for their 60,000 employees.<br />
The McLean Award for Workplace Safety<br />
was proudly sponsored by WorkPro.<br />
Corporate Social<br />
Responsibility Award<br />
The new Corporate<br />
Social Responsibility<br />
Award was highly<br />
contested with<br />
Beaumont Consulting<br />
emerging as the winner.<br />
Their submission<br />
showed strong business<br />
leadership in terms of setting up a specific<br />
non-profit recruitment division.<br />
The Corporate Social Responsibility<br />
Award was proudly sponsored by FastTrack.<br />
Outstanding<br />
Contribution Award<br />
The Outstanding<br />
Contribution Award<br />
was won by Robert<br />
Blanche F<strong>RCSA</strong> (Life).<br />
Director of The Bayside<br />
Group of Companies.<br />
Robert joins a select<br />
group of industry leaders<br />
who have been the recipients of this<br />
prestigious award.<br />
The Outstanding Contribution Award<br />
was proudly sponsored by SEEK.<br />
8<br />
<strong>RCSA</strong> JOURNAL
2012 <strong>RCSA</strong> GALA BALL & Awards<br />
Nick Murray, SEEK, with Robert Blanche F<strong>RCSA</strong> (Life), the winner of the<br />
Outstanding Contribution Award and Lincoln Crawley F<strong>RCSA</strong>, President <strong>RCSA</strong><br />
Dr Stephen Hollings, CareerOne, with Sean Blanche M<strong>RCSA</strong>, the winner of the<br />
Young Recruitment Professional Award and Lincoln Crawley F<strong>RCSA</strong>, President <strong>RCSA</strong><br />
Tania Evans, WorkPro, with Morris Guest Skilled Group Limited, the winner of the<br />
McLean Award for Workplace Safety, and Lincoln Crawley F<strong>RCSA</strong>, President <strong>RCSA</strong><br />
Lincoln Crawley F<strong>RCSA</strong>, President <strong>RCSA</strong>, with Nikki Beaumont F<strong>RCSA</strong>, Beaumont<br />
Consulting, the winner of the Corporate Social Responsibility Award, and Phil<br />
Collins, FastTrack<br />
John Plummer F<strong>RCSA</strong> (Life) presents<br />
Peter Gleeson F<strong>RCSA</strong> (Life) with his<br />
<strong>RCSA</strong> Life Member Certificate<br />
The RecruitmentSuper team, back from left: Mark Ashburn, Ean Newbold, Charlotte Jones, Liz Hunt, Steven Moad, David Luker,<br />
Matthew Ball. Front from left: Gil Sebbag, Ross Fisher F<strong>RCSA</strong> (Life), Bindi Smith, Anne Cairncross and Megan Bolton (CEO)<br />
JUNE 2012 9
2012 <strong>RCSA</strong> GALA BALL & Awards<br />
The Workpac team, from left: Nan Carroll F<strong>RCSA</strong> (Life),<br />
Doug Ventham, Ryan Fibbens, Rachel Finlay, Phil Smart<br />
(standing), Elena Moran, Stephen Thomas (standing),<br />
Alix Whelan, Amy Bowen and Jon Cremonini<br />
The Programmed Integrated Workforce team, from left:<br />
Cassie Chadwick and partner Brendan, Annette Niven,<br />
Brian Styles, Tanya Oziel, Nic Fairbank, Paula Fairbank,<br />
Tim Merrett and Lisa Merrett<br />
The Chandler Macleod team, standing from left: Ian Basser,<br />
Alan Bell F<strong>RCSA</strong>, Ian Stacy F<strong>RCSA</strong>, and Cameron Judson.<br />
Sitting: Denise Loraine, Imogen Studders, Peter Gleeson F<strong>RCSA</strong><br />
(Life), Demelza Daniel, Owen Jones and Chantal Vallence<br />
Ryan Leslie (RecruitAdvantage), Vanessa Cox and Jackie Rees (Simply Recruitment),<br />
Kathryn O’Brien (JobServe), Damien Chambers and James Macdonald (RecruitAdvantage),<br />
Matthew Hobby F<strong>RCSA</strong> (McArthur) and Evelina Samuels (Slade Group)<br />
The ManpowerGroup team, seated from left: Nikki Grech, Conan Chiles, Nick Rudzki, Sue<br />
Howse, Sabrina Rich and Joe Mullan. Standing: Gary Brown, Mark Pengilly, Denis Dadds<br />
F<strong>RCSA</strong>, Mike Sacco M<strong>RCSA</strong>, Glen McPhee and Chris Riley<br />
<strong>RCSA</strong> Life Members, back row from left: Robert Blanche F<strong>RCSA</strong> (Life), Rodney Troian F<strong>RCSA</strong> (Life), Ruth Levinsohn F<strong>RCSA</strong> (Life), Ross Fisher<br />
F<strong>RCSA</strong> (Life), Jane Fanselow F<strong>RCSA</strong> (Life) – New Zealand, Greg Savage F<strong>RCSA</strong> (Life), Steve Shepherd F<strong>RCSA</strong> (Life), John Plummer F<strong>RCSA</strong><br />
(Life). Front row: Julie Sattler OAM F<strong>RCSA</strong> (Life), Sylvia Moreno F<strong>RCSA</strong> (Life), Rosemary Scott F<strong>RCSA</strong> (Life), Nan Carroll F<strong>RCSA</strong> (Life),<br />
Dorothy Caldicott F<strong>RCSA</strong> (Life) and Kris Hope-Cross F<strong>RCSA</strong> (Life) – New Zealand.<br />
Dr Stephen Hollings, Director CareerOne<br />
10<br />
<strong>RCSA</strong> JOURNAL
2012 <strong>RCSA</strong> GALA BALL & Awards<br />
Standing from left: Jane Devereux, Jade Lawton and Stephanie Portwood (all from Devereux<br />
Recruitment Group), Sally Mlikota AP<strong>RCSA</strong> and John Mlikota (CBC Staff Selection), Debbie<br />
Simpson (Simpson Personnel). Seated: Shannon Gardner and Stefano Masiello (CXC Global),<br />
Vanessa Rifat AP<strong>RCSA</strong> (Mosaic Recruitment) and Bryce Simpson (Simpson Personnel)<br />
Adecco team, from left: Xavier Miller, Rick Khinda, Shaun Alexander, Delain Gunewardena,<br />
Victoria Bethlehem F<strong>RCSA</strong>, Dean Smyth AP<strong>RCSA</strong> (seated), Simon Slagter (standing), Renee<br />
Hughes, Prashant Chandra and Susan Beling<br />
Seated from left: Amelia Burnet, James Burnet, Leonie Hill AP<strong>RCSA</strong>, Robert van Stokrom<br />
F<strong>RCSA</strong> (DFP Recruitment), Jane Artico, Adrian Artico. Standing: Dianne Bidese, Eddy<br />
Bidese, Kate Coath M<strong>RCSA</strong> and Glen Harrison<br />
Seated from left: Vicky Alford, Michelle Maye, Rebecca Green, Janine Runaghan, Nikki<br />
Beaumont F<strong>RCSA</strong> (all from Beaumont Consulting), Emma Jones (Human Jigsaw).<br />
Standing: Bianca Guest and Christian Walkerden (Selectus), Peter Davis (Frontline<br />
Recruitment Group), Di Pass AP<strong>RCSA</strong> and John Pass (360HR)<br />
Lincoln Crawley F<strong>RCSA</strong> President <strong>RCSA</strong>, with Steve Granland, CEO <strong>RCSA</strong>, Smit Granland,<br />
Ros Fisher, Ross Fisher F<strong>RCSA</strong> (Life) (standing), Megan Bolton, CEO RecruitmentSuper and<br />
Sylvia Moreno F<strong>RCSA</strong> (Life)<br />
The Skilled team, from left: Alison Dods, Sam Wilson, Lisa Chivers, Ivan Maloney, Morris<br />
Guest, Doug Spahn, Sue Healy F<strong>RCSA</strong> (Life), Imogen Hopper, Lauren Powell and Jo Moloney<br />
The call for nominations for the 2013 <strong>RCSA</strong> Awards will open in November 2012.<br />
JUNE 2012 11
focus: RECRUITMENT AT THE SPEED OF TOMORROW<br />
Order-taker or trusted adviser<br />
Reframing the consultant’s role<br />
Recruiting at the<br />
speed of tomorrow<br />
means more than<br />
technology – it also<br />
means changing your<br />
thinking! Conference<br />
presenter Bridget<br />
Beattie looks at<br />
reframing the<br />
consultant’s role.<br />
No matter what the state of the market,<br />
every recruiter comes up against talent<br />
shortages at some point. Perhaps it’s a<br />
daily occurrence, or perhaps you are one of the<br />
lucky ones with a deep talent pool and plenty of<br />
great candidates.<br />
But regardless of the industry or skill set, sometimes<br />
you simply can’t find the right candidate. If it were<br />
easy, after all, clients could do their own recruitment!<br />
While every recruiter will struggle with hardto-place<br />
roles, it’s the way they respond that<br />
differentiates the outstanding recruiters from<br />
the middle-of-the-road ones.<br />
One response is to look further, deeper and<br />
wider for candidates. That is always an important<br />
part of your job. Clients expect you to be creative<br />
in the way you source talent, whether it’s through<br />
traditional networking, social media or<br />
sophisticated online searches.<br />
However, even the most thorough search<br />
sometimes fails to produce results. And this is<br />
when you have another option: change the brief!<br />
But isn’t that at odds with being a “consultant”<br />
Doesn’t it suggest that you can’t meet the needs<br />
of your client<br />
Not at all: true consulting is about working with<br />
the client to genuinely understand their needs; to<br />
get to the bottom of what they need to get the<br />
work done. By asking the right questions, you can<br />
drill down into the core competencies of a role<br />
– the “deal breakers” – as well as identify what can<br />
be taught, what is a “nice-to-have” and what the<br />
client can live without.<br />
The end result is that your B or C candidate<br />
can become an A, with the right training and<br />
development from their employer. In a world<br />
where specialist skills are in demand but hard<br />
to find – what we call the “talent mismatch” –<br />
finding a seventy per cent fit for a job is still a<br />
good outcome.<br />
If this is something your business already<br />
does – then you can stop reading in a moment.<br />
But firstly let me share some statistics from our<br />
database of candidates who undertake our career<br />
transition programs.<br />
Fewer than one in five of these candidates find<br />
a job through a recruiter, and one in three finds<br />
their job through networking. These are quality<br />
candidates – after participating in our programs,<br />
they are job-ready and have a clear understanding<br />
of their strengths. Yet recruiters are placing only<br />
one-fifth of them.<br />
This tells us two things:<br />
1. recruiters are missing out on good candidates<br />
by not pushing back on the client brief and<br />
2. candidates are better at selling themselves<br />
into clients than their recruiter.<br />
Despite the realities of the candidate market, it<br />
appears that many recruitment professionals still<br />
struggle to sell their less-than-100% candidates<br />
to clients – candidates who aren’t lacking in their<br />
attitude or ability; but who simply aren’t an exact<br />
match to the job specifications provided by the<br />
client.<br />
It’s a big pool of talent to rule out. If a client<br />
is insistent on only hiring someone from their<br />
particular industry, for example, they would<br />
miss out on around half of our candidates – the<br />
proportion who change industries during their<br />
career transition process. In fact, roughly the<br />
same proportion change functions too.<br />
These program participants are successful<br />
in making the leap, because they are adept at<br />
highlighting their transferable skills to employers.<br />
Are you doing the same thing for your candidates<br />
Setting up for success<br />
The challenge here is that getting a result for<br />
a client may depend on pushing back on their<br />
requests. It’s not something we like to do in<br />
professional services – after all, everyone likes<br />
making their clients happy.<br />
So how do you manage client expectations and<br />
move from being an order-taker to a consultant<br />
First of all, reframe your role. You’re not simply<br />
here to sell – you’re here to solve problems. That<br />
means asking lots of questions, being intellectually<br />
curious, understanding root causes and looking<br />
for patterns.<br />
This is also the point at which you have an<br />
opportunity to influence the design of the role,<br />
based on what is achievable in the market. Agree<br />
with the client upfront what would be appropriate<br />
as teachable fit: the core skills tend to be<br />
interpersonal – such as communication and<br />
problem solving – while the teachable parts<br />
are more likely to be hard skills.<br />
12<br />
<strong>RCSA</strong> JOURNAL
focus: RECRUITMENT AT THE SPEED OF TOMORROW<br />
Of course, there needs to be a baseline for<br />
skills – but sometimes it’s actually better for<br />
employers to develop an individual’s skills to<br />
meet the organisation’s own practices and<br />
standards, as it avoids them having to “unlearn”<br />
old habits.<br />
However, understanding which skills are<br />
transferable for a particular role isn’t always<br />
obvious – this is where you need to have<br />
your antenna out, in order to get to the heart<br />
of the role and what it requires. It’s likely that<br />
the clients know what they need; it just may<br />
not be apparent to them yet.<br />
If you’re leading a team, you need to embed<br />
this process and thinking in all of your team<br />
members too, and make it both normal and<br />
acceptable to spend time on the brief.<br />
However, the common objection to this<br />
approach is time – or a lack of it. With sales<br />
targets and quotas to fill, how do you find<br />
time to have long conversations with clients<br />
The answer is that investing time at the<br />
start of the process saves time and tears later<br />
on. Getting the brief right, first time, avoids<br />
the back-and-forth that happens when<br />
candidates aren’t right, because expectations<br />
are unclear and wires are crossed. It also<br />
takes a lot of frustration out of the process<br />
– for both you and the client!<br />
Crafting and influencing the brief also means<br />
you’ll spend less time looking for “hen’s teeth”<br />
– that elusive perfect-fit candidate – because<br />
you have set expectations at the outset and<br />
have scope to present the seventy per cent fit.<br />
This stage of the relationship is also an<br />
opportunity to provide input on the client’s<br />
selection process overall, and can be a real<br />
value-add to the client. If, for instance, you<br />
think that a four-stage interview process is<br />
going to undermine the client’s best efforts<br />
to woo your hard-to-find candidate, then<br />
you need to raise it.<br />
Work with them to ensure the onboarding<br />
process is sound as well: the best employers<br />
have a structured “First 90 Days” plan for<br />
employees, because that’s when people<br />
often make their decisions about an employer.<br />
The candidate is the key<br />
To make this approach work, you also need<br />
to work with your candidates to bring them<br />
on the journey. The individuals who<br />
undertake our outplacement programs get<br />
an opportunity to step back and see their<br />
strengths and achievements. They don’t<br />
end up with a shopping list of roles and<br />
responsibilities, but a considered summary<br />
of their professional profile.<br />
We encourage candidates to design their<br />
CV afresh for every job application, creating<br />
a 1-2 page career summary targeted at the<br />
opportunity. The goal is to have an employer<br />
say, “this person looks interesting” and start a<br />
conversation with them, rather than focusing<br />
on where their CV differs from the job brief.<br />
Making change stick<br />
Changing the way we work is not always<br />
easy. If you want to move away from the<br />
“order-taking” mindset into “trusted adviser”<br />
territory, you may need to revisit the<br />
fundamentals of change management.<br />
• Be clear on why you (or your team)<br />
should change. What are the benefits in:<br />
increased fill rates, more client satisfaction,<br />
less stress<br />
• Find someone who does it well, and<br />
use them as a role model<br />
• Keep the issue top of mind and on the<br />
agenda. Are there some successes you<br />
can celebrate at team meetings, or<br />
obstacles you can workshop<br />
• Survey clients specifically on this to see<br />
if it’s working and being embedded<br />
• Measure and reward outcomes related to it<br />
– for example, the success of applicants in<br />
their roles after six months, or the<br />
longevity of client relationships.<br />
Ultimately, everyone wants to deliver great<br />
service to clients. If that means drilling down<br />
to what the client genuinely needs, rather than<br />
what they think they need, then changing the<br />
brief may just change the game altogether.<br />
Bridget Beattie is the Regional<br />
General Manager for Right<br />
Management in India, Australia<br />
and New Zealand, providing<br />
talent management and career<br />
management consulting to<br />
clients across a broad range<br />
of sectors.<br />
JUNE 2012 13
focus: RECRUITMENT AT THE SPEED OF TOMORROW<br />
How to hire smart people<br />
Being interviewed to work at McKinsey<br />
was one of the more interesting<br />
experiences of my earlier life. Ten<br />
rounds of interviews, rigorous analytical tests,<br />
bizarre psychometric probes and a final cup<br />
of coffee with a senior partner of the firm<br />
that felt like a scene from a John Grisham<br />
novel – and voila, I was in. The story about<br />
how I never actually turned up for work is<br />
one I’ll save for another day. But I do<br />
remember one thing from the process –<br />
McKinsey were obsessed with finessing their<br />
strategy of hiring and retaining “smart people”.<br />
The concept of<br />
work has never been<br />
more challenging.<br />
<strong>RCSA</strong> Conference presenter<br />
Mike Walsh is a futurist, keynote<br />
speaker and innovation coach.<br />
After one of the interviews, a manager<br />
at the firm described their ideal archetype as<br />
a “spiky integrator”. In essence, their perfect<br />
candidate was someone who had an<br />
extraordinary talent spike (e.g. genius chess<br />
skills, Olympian athletic discipline or knowing<br />
six languages), but was also capable of<br />
integrating that skill across a range of other<br />
capabilities and in association with other<br />
team mates. Or to put it another way – they<br />
wanted freaks with social skills. The only<br />
problem with that personality type, as many<br />
companies discovered when they put former<br />
high flying management consultants into<br />
leadership teams – is that spiky integrators<br />
need to be surrounded by other super smart<br />
people in order to thrive. Out of the fish tank,<br />
they don’t survive too long.<br />
For companies today, hiring smart people<br />
is still a critical priority. And it’s harder than<br />
ever. The digital revolution has had two<br />
major impacts on the war for talent. Firstly,<br />
you are now competing with the fact that<br />
the best candidates can earn significant<br />
incomes as free agents. With the web<br />
offering a global customer base and infinite<br />
opportunities for fame, being a digital ronin<br />
or an entrepreneur has never been more<br />
seductive. But the second impact is just as<br />
profound. The concept of work has never<br />
been more challenging. Traditional industries<br />
are being disrupted, competition more<br />
nuanced, and the demands on managers<br />
more pronounced. Your old school spiky<br />
integrator might be able to draw up some<br />
rather pretty strategy slides describing your<br />
industry – but will they have the level headed<br />
poise to ruthlessly execute and get things<br />
done in an increasingly ambiguous and<br />
uncertain operating environment<br />
In the future, I think there will be three<br />
capability attributes that senior managers<br />
will need to look for in their top performers:<br />
1. Super Synthesisers<br />
In the old days, smart employees gathered<br />
competitive information in traditional ways<br />
– phone interviews, focus groups and industry<br />
surveys. Basically – you were clever if you<br />
knew how to pick up the phone and make<br />
some calls. Now we have the opposite<br />
problem – too much information. Super<br />
synthesisers are people with the capability<br />
of scanning and processing huge amounts<br />
of information. They are like human meta<br />
filters. With enough technical savvy and<br />
familiarity with blogs, social platforms and<br />
search algorithms – they can assess the<br />
topography of available data, see patterns<br />
and collate them as trends, prioritise and<br />
then act.<br />
2. Hyper Connectors<br />
One of these days we will laugh about<br />
the fact people used to get fired for using<br />
Facebook or LinkedIn at work. Hyper<br />
Connectors are people who know how to<br />
swiftly build and exploit relevant networks to<br />
get things done. They won’t necessarily have<br />
the largest collection of contacts, but they<br />
will know how to use digital platforms to find<br />
and nurture just the right set of people to<br />
reach their goals. These could be internal<br />
networks in a huge enterprise, or external<br />
webs of journalists, industry influencers and<br />
taste makers. You will recognise them in<br />
meetings because they are the first to say<br />
in answer to a problem, I think I may know<br />
someone who …<br />
3. Change Optimists<br />
The final quality of the future super smart<br />
might sound a bit soft but in some ways it is<br />
the most vital personal attribute – positivity.<br />
The pace of change is accelerating and there<br />
are people for whom that is good news, and<br />
others who, if they are honest with themselves,<br />
view that fact with dread. You can reassure<br />
the change pessimists about the future all<br />
you like but believe me – in the end, when<br />
faced with disruptive change, pessimists fight<br />
for the status quo not for future growth. Your<br />
best performers may not know the future,<br />
but they should be happy to meet it head on.<br />
What do you think Are there other attributes<br />
of what would make someone “super smart”<br />
in the future<br />
You can read more articles on Mike Walsh’s blog at<br />
www.mike-walsh.com<br />
14<br />
<strong>RCSA</strong> JOURNAL
2012 <strong>RCSA</strong> INTERNATIONAL CONFERENCE<br />
Don’t forget our special discount<br />
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29-31 AUGUST 2012 | SOFITEL FIJI<br />
Book now!<br />
www.rcsa.com.au/conference2012/<br />
The Speakers<br />
2012 <strong>RCSA</strong> International Conference – Meet some of our Presenters<br />
Mike Walsh<br />
Mike Walsh, author of<br />
Futuretainment and CEO of<br />
innovation research agency<br />
Tomorrow is a leading<br />
authority on the digital future.<br />
Ngahihi o te ra Bidois<br />
Ngahihi o te ra Bidois is the<br />
face of New Zealand and<br />
an international leadership<br />
speaker. He has many years<br />
of speaking and leadership<br />
experience in the business,<br />
education and Maori sectors<br />
and has been described as a<br />
modern day warrior and a living piece of art and<br />
has presented to many organisations worldwide<br />
such as Google in New York.<br />
Greg Savage F<strong>RCSA</strong> (Life)<br />
Greg is the founder and driving<br />
force behind Firebrand Talent<br />
Search. With a career spanning<br />
thirty years he is an icon of the<br />
Australian recruitment industry<br />
and is a regular keynote speaker<br />
at staffing and recruitment<br />
conferences around the world.<br />
Avril Henry<br />
Avril Henry Pty Ltd is a<br />
management consulting<br />
business established in 2003,<br />
focusing on leadership, change<br />
and talent management,<br />
diversity, recruitment and<br />
retention strategies.<br />
Jeff Doyle<br />
Jeff Doyle is the Chief Executive<br />
Officer of the Adecco Group<br />
Australia and New Zealand.<br />
Jeff joined the Adecco Group in<br />
2007 as Chief Operating Officer,<br />
and was appointed to the CEO<br />
role in 2009. Jeff’s strong<br />
strategic and operational direction has resulted in<br />
significant growth across the Group that includes<br />
the Adecco, Judd Farris, Glotel, Icon, Hyphen,<br />
Ajilon and Lee Hecht Harrison brands.<br />
Rachel Botsman<br />
Rachel Botsman is a social<br />
innovator who writes, consults<br />
and speaks on the power of<br />
collaboration and sharing<br />
through network technologies.<br />
She wrote the influential book<br />
What’s Mine is Yours: How<br />
Collaborative Consumption Is Changing The Way<br />
We Live. Her thinking on how technology will<br />
change how we work and live has been widely<br />
published in WIRED, The Guardian, Harvard<br />
Business Review, New York Times,<br />
The Economist and Fast Company.<br />
Bridget Beattie<br />
Bridget Beattie is the Regional<br />
General Manager for Right<br />
Management in India,<br />
Australia and New Zealand.<br />
In 1994 Bridget co-founded<br />
the leading New Zealand<br />
consultancy that was<br />
purchased by Manpower<br />
and is now Right Management.<br />
Nicole Underwood F<strong>RCSA</strong><br />
Nicole Underwood has lived<br />
and breathed recruitment<br />
for the past 15 years. After<br />
graduating from the University<br />
of South Australia with her<br />
marketing and HR degree,<br />
Nicole was lured into the<br />
industry after attending an interview<br />
with a Recruiter for another role.<br />
Paul Slezak AP<strong>RCSA</strong><br />
Paul Slezak has seen success<br />
in the highly competitive<br />
recruitment and advertising<br />
industries in Australia and<br />
Hong Kong by applying his<br />
professionalism, drive and<br />
creativity to develop and<br />
deliver solutions that exceed business<br />
expectations, and push the boundaries to create<br />
innovative solutions.<br />
Aaron Dodd<br />
As Mindset’s Talent Practice<br />
Leader, Aaron has been<br />
instrumental in developing<br />
Mindset’s expertise in new<br />
business sectors. Aaron is<br />
rigorous in his approach to<br />
selecting talent and this<br />
approach has seen Mindset successfully<br />
differentiate itself in a crowded market.<br />
EARLY BIRD SPECIAL<br />
EARLY BIRD SPECIAL<br />
Special Offer!<br />
The first 20 people to book and quote ‘<strong>RCSA</strong> Journal Offer’<br />
will receive registration at the special Early Bird rate. Be quick!<br />
C LI C K<br />
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Fiji
Meet the Award winners<br />
Young Recruitment Professional<br />
2012: Sean Blanche<br />
Sean Blanche M<strong>RCSA</strong>, MBA,<br />
GAICD, BEng, BA, General<br />
Manager of Bayside Group,<br />
started his career as an<br />
engineer in the oil and gas<br />
industry before moving into<br />
engineering recruitment<br />
where he could benefit from<br />
his engineering background<br />
and fulfil his “passion for<br />
people”. Sean has worked in<br />
several capital cities around<br />
Australia and describes<br />
himself as a “driven, make<br />
things happen” recruitment<br />
leader.<br />
Sean Blanche M<strong>RCSA</strong>, MBA, GAICD,<br />
BEng, BA, General Manager of<br />
Bayside Group<br />
Sean is responsible for the strategic direction<br />
and leadership of multiple recruitment teams<br />
across Australia. He is also a board member<br />
of the Bayside Group, where he shares the<br />
responsibility for corporate governance,<br />
policy setting and accountability to the<br />
stakeholders for organisational performance.<br />
In 2011 he was profiled in the book<br />
Different Thinking - 20 Inspirational Leaders.<br />
An accredited trainer, he also has a passion<br />
and skill for communicating and regularly<br />
runs development courses. He is frequently<br />
invited to speak at industry conferences,<br />
universities and TAFEs.<br />
Away from work, Sean enjoys basketball,<br />
snow skiing, water skiing, scuba diving and<br />
“playing with the family in the park in North<br />
Sydney”.<br />
The Journal asked Sean for his reaction<br />
to winning the <strong>RCSA</strong> Young Recruitment<br />
Professional Award:<br />
“I was very surprised and really humbled<br />
to have been selected as the <strong>RCSA</strong>’s Young<br />
Recruitment Professional of the year,” Sean<br />
said.<br />
“My colleagues and I have always held the<br />
<strong>RCSA</strong> in such high esteem, so to be selected<br />
by my industry’s peak body from among<br />
such talented competition across Australia<br />
and New Zealand was amazing, and will<br />
forever be truly memorable.”<br />
What advice would you give other<br />
young recruiters<br />
“Working in the recruitment industry has<br />
allowed me great opportunities to develop<br />
professionally and focus on what I am<br />
passionate about – partnering with and<br />
empowering people to realise their full<br />
potential.<br />
“If you are starting your recruitment career<br />
or early into it, it is important to realise that<br />
recruitment needs your unwavering attention<br />
in three areas:<br />
1. wanting the best for your candidates,<br />
2. wanting the best for your customers and<br />
3. wanting to become your best for your<br />
employer!<br />
“That usually involves hard work,<br />
assertiveness, keeping your word, good<br />
questioning and decision-making, speed,<br />
resilience and continued improvement on<br />
what you know and how you think. I also<br />
highly recommend finding a mentor!<br />
(See my blog for further elaboration<br />
here seangblanche.wordpress.com/)<br />
Having won this award, what<br />
are your goals for the future<br />
“Looking forward, I have some very<br />
ambitious recruitment goals around growth,<br />
succession and development.<br />
“Currently, I am growing the size and<br />
capability of the recruitment teams I lead,<br />
I also intend to continue investing significant<br />
time on succession planning and mentoring,<br />
and find great joy in seeing future leaders<br />
emerge from within our teams. I also have<br />
plans to complete some further studies this<br />
year, and intend to explore the possibilities<br />
of a PhD in the years to come.<br />
“I work with great teams of consultants<br />
who have helped me throughout my career,<br />
and I continue to be inspired by learning<br />
what motivates and encourages them –<br />
all of which drives me to be a better leader.”<br />
Sean concluded: “If I could share a great<br />
principle passed to me by my mentor, it<br />
would be around a critical business element<br />
– succession: ‘Everybody should have their<br />
current subordinate happy doing their job,<br />
and capable of doing yours’. If you work<br />
diligently towards this, your future will be<br />
bright.<br />
“I am continually amazed at how the<br />
recruitment industry has opened up so<br />
many opportunities and exciting chapters<br />
of my life, however as I like to share with<br />
my colleagues, the best is yet to come!”<br />
16<br />
<strong>RCSA</strong> JOURNAL
international comment<br />
Ciett Report<br />
Adapting to change…<br />
the new economic reality<br />
In the March issue I shared with you<br />
news that I would be releasing the Boston<br />
Consulting Report Adapting to Change<br />
which was commissioned by Ciett, at a<br />
series of events for <strong>RCSA</strong> Members in<br />
Australia and New Zealand during April and<br />
May. This report demonstrates the critical<br />
role that private employment agencies play<br />
in adapting to the changes that economies<br />
around the world are experiencing, the<br />
creation of better labour markets and the<br />
creation of decent work.<br />
The findings of this report are particularly<br />
important to ensure there is a balanced<br />
debate when the ACTU releases the findings<br />
of its enquiry in to what it refers to as “insecure<br />
work” at the ACTU Congress in May.<br />
Already elements of this report are being<br />
leaked in the media and they paint a dim<br />
picture of our industry. However, by comparing<br />
agency work to all forms of non-permanent<br />
employment, the ACTU report fails to recognise<br />
the lifestyle choices that many of our<br />
temporary workers and contractors are<br />
making to gain greater control and flexibility<br />
over their lives, the role we play in helping<br />
disadvantaged job seekers secure more<br />
regular employment, or the impact constantly<br />
changing economic dynamics are having on<br />
employers.<br />
It is clear that economic cycles are becoming<br />
more volatile and adapting to these new<br />
dynamics is one of the greatest challenges<br />
Steve Shepherd F<strong>RCSA</strong> (Life) and Immediate<br />
Past President, is the <strong>RCSA</strong>’s representative<br />
with Ciett and a member of the Ciett Board.<br />
businesses face today. Economies across the<br />
world are experiencing deep structural shifts<br />
at sectoral, geographic and demographic<br />
levels. Consequently, organisations are<br />
struggling with a skills mismatch as business<br />
requirements change rapidly. The increased<br />
incidence of structural change (globalisation,<br />
demographic evolution, sectoral and IT shifts,<br />
increased volatility and complexity) in recent<br />
years has brought a new set of challenges to<br />
the labour market. These include unpredictable<br />
and volatile employment markets, persistent<br />
high levels of unemployment – particularly<br />
among youths – a mismatch between the<br />
supply and demand of skills, the increased<br />
importance of transitions in the labour<br />
market to reduce segmentation, and an<br />
increased need for the development of<br />
contractual arrangements that are not<br />
detrimental to decent work. These are all<br />
issues we see in Australia and New Zealand,<br />
and our industry is part of the solution, not<br />
part of the problem, as we help organisations<br />
adapt to the impact that each cycle has on<br />
their employment levels.<br />
The Ciett Report found that our industry<br />
provides innovative and reliable solutions<br />
that enable organisations, whether public<br />
or private, to manage seasonal fluctuation<br />
in demand and adapt their workforce needs<br />
accordingly.<br />
Cyclical fluctuations, while less predictable,<br />
are increasingly a fact of life as economies<br />
alternate between periods of positive and<br />
negative growth and, as leading service<br />
providers, private employment agencies are<br />
well placed to enable adaptation to these<br />
structural changes. With our international<br />
reach and specialised market knowledge, our<br />
industry facilitates adaptation to this change.<br />
Over the coming months, it will be important<br />
that we all continue to deliver this message<br />
to governments and employers to ensure we<br />
continue to play a role in Australia’s and New<br />
Zealand’s economic futures. In order to do<br />
this I would like to share with you the key<br />
findings of the Ciett Report, Adapting to Change.<br />
Our industry enabled organisations to adapt<br />
to new labour market conditions, facilitating<br />
transitions for economies, businesses and<br />
individuals, and driving social and economic<br />
progress. We reduce time lags between<br />
recovery and job creation and help companies<br />
and economies to adapt better and faster to<br />
cyclical and structural changes, and we help<br />
economies to adapt to structural shifts by<br />
re-skilling and up-skilling workers to match<br />
supply and demand within the labour market<br />
The report shows that in Germany,<br />
companies using agency workers accelerate<br />
faster out of a downturn (revenue growth in<br />
Germany for companies using PrES is higher<br />
than those not using PrES)<br />
And 76 per cent of employers cite a quick<br />
response to business demands and absorbing<br />
activity fluctuations as the main reasons for<br />
making greater use of private employment<br />
services.<br />
Private employment services<br />
ensure better labour markets;<br />
providing a stepping stone,<br />
creating jobs and increasing<br />
participation<br />
Our industry increases labour market<br />
participation and reduces frictional<br />
unemployment by ensuring a better and<br />
faster match between supply and demand of<br />
work and increasing labour market transparency.<br />
A key finding of the report is that 76 per cent of<br />
organisations who use private employment<br />
services would not consider hiring permanent<br />
workers as an alternative to agency workers<br />
therefore, private employment services<br />
reduce structural unemployment by creating<br />
new jobs which, in many cases, would<br />
otherwise not exist. This is borne out by the<br />
fact that in countries where there is a high<br />
private employment services penetration<br />
rate there is typically a lower unemployment<br />
rate than those with lower agency<br />
penetration rates.<br />
The report also shows the probability of<br />
a worker securing more permanent work is<br />
JUNE 2012 17
international comment<br />
significantly increased if the worker was<br />
engaged in agency work.<br />
What we know is that our industry is<br />
uniquely positioned to balance flexibility with<br />
security for organisations and individuals.<br />
However, we are also committed to social<br />
dialogue and driving social innovation. We<br />
recognise that there needs to be a balanced<br />
approach to appropriate regulation within<br />
the sector to encourage and promote<br />
industry standards and facilitate economic<br />
and social progress however, the ACTU’s<br />
recommendations would not only add<br />
greater levels of red tape to <strong>RCSA</strong> members<br />
who already have a code of professional<br />
conduct, it would reduce labour market<br />
flexibility and disadvantage many of the<br />
workers that the ACTU seeks to “protect” by<br />
removing the flexibility they currently enjoy<br />
and demand in order to meet work life and<br />
family life balance.<br />
Current perceptions of the industry,<br />
including the ACTU’s, are out of date and<br />
threaten to hinder increased labour market<br />
stability and economic growth, and the<br />
existence of unscrupulous and unethical<br />
agencies is damaging the image of the<br />
whole industry.<br />
Now more than<br />
ever we need<br />
to work<br />
together with<br />
stakeholders<br />
to ensure any<br />
regulatory<br />
framework is<br />
relevant in order<br />
to maximise the<br />
benefits to the<br />
economy,<br />
organisations<br />
and individuals,<br />
while protecting<br />
industry and<br />
workers alike from rogue traders and<br />
unethical practices. This is vital in order to<br />
create an environment in which we can act<br />
as the bridge between the evolving<br />
requirements of business and the capabilities<br />
of individuals. We also need to take action to<br />
change the perception our industry has in<br />
some sectors and demonstrate that the<br />
industry can offer tremendous value to<br />
government and businesses, facilitating<br />
economic growth by providing training and<br />
development in line with economic<br />
requirements during a period of structural<br />
change. With genuine dialogue between all<br />
stakeholders we can work together towards<br />
the common goal of increasing labour market<br />
participation and productivity in Australia and<br />
New Zealand.<br />
For a full copy of the Ciett Report go to<br />
www.rcsa.com.au>Tools & Resources>Ciett.<br />
18<br />
<strong>RCSA</strong> JOURNAL
international comment<br />
My dad is bigger than your dad!<br />
They say size doesn’t<br />
matter, however, it<br />
seems to me that<br />
in the world of<br />
recruitment a lot of<br />
emphasis is focused<br />
on just who is the<br />
biggest.<br />
David Head, publisher of<br />
Recruitment International<br />
magazine<br />
Some 15 years ago Recruitment International<br />
published the first of what has now become<br />
an annual industry research document; it<br />
was called the Top 100 Report. In the publication<br />
we decided to try and make a list of all the<br />
recruitment companies that had a turnover<br />
in the UK in excess of £10 million per annum<br />
(AU$15,934,794). In the end we came up with<br />
99 companies; so with true journalistic integrity<br />
we made up a bogus entry to get to the magical<br />
“100” number!<br />
The publication was an amazing success.<br />
Those companies that hadn’t necessarily<br />
volunteered their numbers, but were included<br />
after some research at Companies House, ensured<br />
they filed accurate up-to-date figures in Volume 2.<br />
Such was the growth of the industry at this stage,<br />
that by having figures that were technically a year<br />
behind the competition, a company that could<br />
have been in the Top 20 were actually listed at<br />
number 35. The fascination with who was the<br />
biggest flourished and some egos were certainly<br />
bruised!<br />
The popularity of the publication continued to<br />
grow and, as it was also unique at the time, it was<br />
soon being posted overseas, in particular to the<br />
US, where the Americans were actually using the<br />
Report more or less as a shopping list for their UK<br />
acquisition targets.<br />
The Report has continued to evolve and work<br />
is now under way to update and record who has<br />
achieved what turnover for inclusion in our 15th<br />
issue covering the fiscal year 2011. One aspect of<br />
the research has definitely grown and that is in<br />
the number of recruitment companies that have<br />
made it over the £10 million entry criteria. From its<br />
original one hundred companies, the publication<br />
is now called the Top 250 Report although it<br />
actually contains more than 270 companies.<br />
The research has also expanded by breaking<br />
down turnover into disciplines, number of offices,<br />
employees and contractor numbers. One of the<br />
most fascinating aspects of the Report is ownership,<br />
which shows that of the largest one hundred<br />
recruiters, just over one in five is owned by a<br />
company from outside the UK! In fact, there are<br />
78 companies that are actually owned in the UK.<br />
There are 12 companies with US parents, with<br />
three each from Ireland and France. Then Italy,<br />
the Netherlands, Switzerland and Japan each of<br />
which have one representative. (The largest<br />
recruiter I could place from Australia was<br />
Ambition which ranked at number 210).<br />
The Top 10 UK recruitment companies ranked<br />
by UK turnover are:<br />
1 Adecco Swiss<br />
2 Hays UK<br />
3 Impellam UK<br />
4 Reed UK<br />
5 Randstad Dutch<br />
6 ManpowerGroup US<br />
7 Elan IT US<br />
8 Morson Group UK<br />
9 Cordant UK<br />
10 Pertemps UK<br />
This got me into thinking that the same must<br />
be true for other countries and would the same<br />
logic apply to Australia Who are the biggest<br />
recruiters in your country I thought I would try<br />
to find out, which is not that easy at thousands of<br />
miles away. However, with the help of the internet<br />
I have given it a go. Here’s my Top 10, I would<br />
dearly love to think that my research is 100%<br />
correct but I await your feedback as to who I’ve<br />
left out!<br />
Skilled Group<br />
Adecco<br />
ManpowerGroup<br />
Talent2/Allegis<br />
Rubicor<br />
Randstad<br />
Robert Walters<br />
Hays<br />
Michael Page<br />
Peoplebank<br />
Australian<br />
Swiss<br />
US<br />
Aus/US<br />
Australian<br />
Dutch<br />
UK<br />
UK<br />
UK<br />
Australia<br />
Happy for you all to fill in the ranking order<br />
– email me at david@recruitment-international.co.uk.<br />
Oh, and my dad is 5 feet 8 inches (172.7 cm) tall.<br />
JUNE 2012 19
BUSINESS MANAGEMENT ISSUES<br />
Imagine if...<br />
New entrants to the workforce<br />
didn’t stay in the same company<br />
for most of their working life,<br />
but instead changed employers<br />
every few years.<br />
There was low<br />
unemployment and it<br />
was hard to find the right<br />
candidates for great jobs.<br />
Graduates from university not<br />
only changed jobs every few years,<br />
but also changed careers several<br />
times during their working life.<br />
Employers, even the big ones like banks<br />
and accounting firms, didn’t always offer<br />
employees the prospect of a long career<br />
and the opportunity to progress through<br />
the ranks to senior positions.<br />
Great workers wanted to have<br />
career breaks and extended travel<br />
breaks and didn’t worry about<br />
being able to get a job when they<br />
were ready to return to the<br />
workforce.<br />
People entered the<br />
workforce with the<br />
aspiration of becoming<br />
a CEO but had no idea<br />
how to get to the top.<br />
Mark Ashburn, General Manager<br />
– Sales, RecruitmentSuper<br />
Imagine if the environment<br />
changed (again!) and<br />
managing careers was more<br />
like being a player-manager<br />
for elite footballers!<br />
Mark Ashburn looks at the<br />
things that have changed –<br />
and the things that haven’t.<br />
OF course, all of these things describe<br />
today’s workforce, but it was only a few<br />
decades ago that most of them would<br />
have sounded far-fetched and fanciful. But<br />
despite the rapid pace of change, which has<br />
turned the way we work almost on its head, our<br />
model for recruitment and career management<br />
largely stay the same: recruiters recruit people<br />
into roles, and then the candidates manage<br />
their own career while they are working.<br />
Sure, a lot of people working today have been<br />
with one company for years, they have stayed<br />
in the same career and worked their way to the<br />
top, by planning their career in conjunction with<br />
thoughtful employers who had a long term vision<br />
for their organisation. But most of these people<br />
are in the later stages of their careers, and will be<br />
20<br />
<strong>RCSA</strong> JOURNAL
BUSINESS MANAGEMENT ISSUES<br />
retired in ten or so years (depending on how their super<br />
goes, but that’s a story for another day!).<br />
Imagine if the environment changed and it was more<br />
like being a player manager for elite footballers.<br />
Consider how young and talented players are treated<br />
when entering the big league for the first time. They haven’t<br />
proved themselves but they have the right credentials.<br />
With guidance and the right moves they may become<br />
legends of the game.<br />
Naturally, the club they are drafted to will invest in their<br />
training and development. Of course they might move<br />
or get drafted to another team one day, but the club<br />
accepts this possibility and gets on with building their<br />
skills.<br />
All the while, in the background, the player manager<br />
is staying in touch, caring for and understanding the<br />
long term aspirations of their client. While the season is<br />
underway and the player is concentrating on the game<br />
each week, the manager is testing the future prospects<br />
with other clubs, finding endorsements and personal<br />
sponsors as well as keeping an eye on the prospects<br />
for what their player might do after they retire.<br />
It’s easy to draw the parallels with graduates, trainees<br />
and apprentices entering the workforce today. But it<br />
seems to me that once people are placed in a job they<br />
usually spend most of their time managing their own<br />
career.<br />
It raises some interesting questions. Are employers<br />
these days usually focused on the long term future of<br />
their organisation, culture and employee development<br />
Do employees see their annual reviews like a contract<br />
negotiation Are some people talented enough to be<br />
elsewhere, learning or earning more, but they don’t<br />
know how to get there Would some people really like to<br />
get involved in something outside of work to give them<br />
more balance but they just don’t have the time to think<br />
about it<br />
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Article by Mark Ashburn, General Manager – Sales,<br />
RecruitmentSuper.<br />
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JUNE 2012 21
BUSINESS MANAGEMENT ISSUES<br />
Do you make important purchasing<br />
decisions This one could save you!<br />
Ever bought a house, or<br />
even a car for that matter<br />
Yes, well let’s think about<br />
how you went about that<br />
important, and costly,<br />
purchase. You no doubt<br />
started by thinking about<br />
your needs, two bedrooms<br />
or three, sedan or hatch<br />
This is a critical step in the<br />
buying process as it helps<br />
you identify what is<br />
important to you, the buyer.<br />
It also helps narrow down<br />
your search by removing<br />
any of the unsuitable<br />
options that only serve<br />
to distract you from<br />
your objective.<br />
Now you narrow it down further<br />
by thinking about the features<br />
and benefits. A pool Yes please!<br />
Or maybe that Bluetooth connection you<br />
just can’t do without. Thought about price<br />
yet Probably not, because you’re in that<br />
blissfully ignorant stage of the process that<br />
has you thinking more about what you want<br />
rather than what you can afford. Human<br />
nature shows us that while price is important,<br />
it’s not the be all and end all.<br />
Now you’re into the home stretch of the<br />
buying process and you’ve got a mental<br />
picture of what you want. If you’re like me,<br />
that’s a shiny new Range Rover with all the<br />
fixins’ probably retailing for $100,000 plus<br />
but I’m not in the real world yet, so that’s OK.<br />
Nuts and bolts time: while price is definitely<br />
a key stage in the buying process, its weight<br />
on your decision will very much depend on<br />
what you are buying. A litre of milk will see<br />
you purchase the cheapest option because<br />
all milk is the same right If you are buying a<br />
house or car, your buying price will be much<br />
more flexible: $20,000 more for the right<br />
choice is not a problem.<br />
If you are like me, you love watching those<br />
reality property shows, particularly the parts<br />
of the show when Mr Smith over there<br />
declared, “Not going to buy that for a dollar<br />
over $800,000”. Two minutes later, old mate<br />
Mr Smith is the proud new owner of a<br />
$987,000 four bedroom, two bathroom<br />
renovator in the not-so-nice part of town.<br />
Why did he do it when the same Mr Smith<br />
complained when the local Coles supermarket<br />
was out of the home brand margarine Not<br />
sure exactly, but I’m sure it has a lot to do<br />
with human nature.<br />
Why then do we make important buying<br />
decisions for our business by starting at the<br />
end, the price, and working from there<br />
Price seems to be the key factor when<br />
buying critical services for your business,<br />
even though this could see you buying<br />
something that does not fit your business<br />
needs and potentially be completely useless<br />
when needed most. Ever tried eating with a<br />
plastic knife and fork Cheap to buy, looks<br />
like a knife and fork, but completely useless.<br />
Moving on to the title of the article, this<br />
one could save you! I’m an insurance broker<br />
so I can’t show you my face, but I can try<br />
and save you from buying that plastic knife<br />
and fork. So here it is – five questions that<br />
could help save your business (in no<br />
particular order):<br />
• Identify your risks, ask yourself what it is<br />
you are trying to insure against. Insurance<br />
is there to help you in the worst case<br />
scenario so that should be your starting<br />
point. Do you have on-hired workers<br />
If so, you will need cover that extends<br />
to covering these workers at their host<br />
(vicarious liability) – most policies do<br />
not cover this as standard.<br />
• Can’t answer the above That’s OK, that’s<br />
what insurance brokers are there for. So<br />
question two is, do you have the right<br />
insurance partner for your needs There<br />
are many to choose from but you should<br />
be focusing on the ones who can serve<br />
your business needs the best. Do they<br />
understand your industry Do they have<br />
a track record in your industry Have they<br />
heard of the <strong>RCSA</strong> or have you seen them<br />
at <strong>RCSA</strong> events If any of the answers are<br />
“no”, then maybe you should look around.<br />
• My mother used to say “If it looks too<br />
good to be true it usually is”. Handy tip that<br />
one, Mum. Ask yourself, if I was paying X<br />
last year and now it’s Y this year and Y is far<br />
cheaper than X, you should be asking why.<br />
Now I was never a maths whizz but I know<br />
the answer is not stick-my-head-in-thesand.<br />
Unfortunately claims can’t be paid<br />
against policies written on the back of a<br />
beer coaster, those days have long gone.<br />
• What do I want to get out of my chosen<br />
insurance partner There are options out<br />
there for you to consider. Some will send<br />
you the bill when it falls due and chase<br />
you up when you don’t pay, but don’t offer<br />
much more. If that’s what you want, then<br />
fine, but remember there are others that<br />
can offer much more: personalised<br />
service, insurer contract reviews, and<br />
advice that goes beyond the traditional.<br />
The choice is yours, so choose wisely.<br />
22<br />
<strong>RCSA</strong> JOURNAL
BUSINESS MANAGEMENT ISSUES<br />
Technology trends at<br />
the speed of tomorrow<br />
• The most important question and the<br />
one question that can save your business<br />
is, Will my insurance cover be there for<br />
me when I need it If you don’t have the<br />
right cover in place from the start, then<br />
unfortunately your business could be<br />
at risk.<br />
While buying cheap insurance seems like<br />
a great idea to cut costs in today’s uncertain<br />
financial climate, the true cost to your business<br />
could be far worse than any saving made.<br />
To find out if you are truly covered,<br />
contact OAMPS recruitment insurance<br />
on 1800 552 551. We don’t sell plastic<br />
knives and forks, just recruitment insurance.<br />
Danial Mullin, Team Leader,<br />
Professional Schemes,<br />
OAMPS Insurance Brokers Ltd<br />
There are a number of technology<br />
trends that have been bubbling for<br />
some time, that are now beginning<br />
to converge. The adoption of mobile<br />
technology, the rise of personal search<br />
and the use of web services are likely to<br />
transform the recruiting landscape.<br />
Mobile is white hot. In Australia, SEEK<br />
are now seeing over twenty per cent of<br />
our visits coming from mobile devices,<br />
with annual growth in visits via mobiles<br />
up 169 per cent year on year.<br />
Many believed that the mobile user<br />
wouldn’t apply for jobs. We are now<br />
seeing real proof that they do. On our<br />
recently launched SEEK Jobs app for<br />
iPhone we’ve seen that jobseekers are<br />
starting the application process at almost<br />
the same rate as on the desktop site.<br />
We expect 30-40 per cent of our usage<br />
to come from mobile in the next 12<br />
months. This will have a few impacts on<br />
recruiting:<br />
• Firstly, employers and recruiters who<br />
have job application processes that<br />
are not mobile-friendly are going to<br />
miss out on relevant candidates.<br />
SEEK recognised this issue and we‘ve<br />
optimised our application processes<br />
for mobile – even allowing candidates<br />
to apply with a resume stored on our<br />
desktop site. We’re also working hard to<br />
help jobseekers “pick up where they left<br />
off” across any device.<br />
• Secondly, it is likely that the quality of<br />
some job applications will reduce –<br />
so for hard to fill roles you might start<br />
to see some short cover letters and<br />
un-tailored CVs!<br />
The rise of personal search – enabling<br />
jobseekers to tailor their search<br />
experience to get exactly what they want<br />
– is going to make it easier to find their<br />
ideal job. When you look at brands like<br />
Amazon and Facebook, your profile,<br />
interests and behaviour define the<br />
experience. We are starting an exciting<br />
journey at SEEK working towards a more<br />
personalised experience. Jobseekers<br />
will be able to describe their ideal job,<br />
upload a profile and we will deliver them<br />
the right results, putting them in front of<br />
the right advertisers. This will no doubt<br />
open up a number of new targeted<br />
advertising options.<br />
Web services are being used in a<br />
number of industries to help companies<br />
collaborate across value chains and to<br />
integrate systems between organisations<br />
in real time. SEEK has already introduced<br />
a couple of web services. The first is SEEK<br />
Application Export that allows our<br />
advertisers to use the SEEK mobile<br />
application process and have these<br />
applications delivered straight into their<br />
systems. The other integrates Jobseeker<br />
Profiles into ATS and Ad loading tools.<br />
Over time, SEEK will roll out other<br />
real-time services within the recruiting<br />
ecosystem. This will make it easier for our<br />
clients to interact with and get the most<br />
from SEEK.<br />
So when you put it all together, SEEK is<br />
moving with the times and redefining the<br />
job board category – into a more mobile,<br />
personal, proactive and integrated service.<br />
Doug Blue – SEEK Product Director.<br />
JUNE 2012 23
BUSINESS MANAGEMENT ISSUES<br />
Discussion Paper<br />
Flexibility, change and economic growth:<br />
the role of on-hire agency work in<br />
Australia’s labour market<br />
Today’s economy is fastmoving,<br />
dynamic and<br />
subject to rapid change.<br />
The ability of workers and<br />
businesses to predict, and<br />
respond to, these economic<br />
conditions, is increasingly<br />
limited. Therefore, both<br />
workers and businesses<br />
need as much help as<br />
possible to rapidly adjust<br />
to market conditions and<br />
personal circumstances.<br />
Recruitment firms play a<br />
central role in providing<br />
this flexibility to workers<br />
and businesses alike.<br />
Australian workers are adapting to<br />
change and are increasingly able to<br />
understand that it is not possible for<br />
Australia to row against the tide of global<br />
economic uncertainty. The concept of a job<br />
for life is, to most Australians, unrealistic and,<br />
increasingly, undesirable. These are the<br />
people who make up the contemporary<br />
Australian workforce, where flexibility flows<br />
both ways.<br />
Despite the important role of adaptive<br />
“agency” work, this model of employment<br />
is under fire for failing to provide “secure”<br />
work. The Australian Council of Trade<br />
Unions’ (ACTU) Secure Work campaign<br />
seeks to provide protection for the “forty per<br />
cent of workers [who] are engaged in insecure<br />
work arrangements such as casual work,<br />
fixed term work, contracting or labour hire”.<br />
And therein lies the problem: the union<br />
campaign sweeps non-traditional work of<br />
every type into one large bundle. It assumes<br />
highly-paid IT contractors, for example, are<br />
in the same position as minimum-wage<br />
casual cleaning staff.<br />
Nobody denies that some insecure jobs<br />
exist, and that this form of employment does<br />
not suit all individuals involved. But labelling<br />
all non-traditional work models as “insecure”,<br />
in a negative sense, simplifies the issue until<br />
it loses any meaning. It takes a complex and<br />
multi-layered workforce model, then lumps<br />
it all under the emotive but misleading name<br />
of “insecure work”.<br />
Adaptive agency work is a valid and<br />
important part of the modern economy;<br />
rather than pushing for its end, we should<br />
be working collaboratively to ensure those<br />
who need to adapt to changing personal<br />
circumstances and lifestyle needs are able<br />
to, and those who genuinely need protection<br />
are afforded this.<br />
This paper discusses the role of recruitment<br />
firms in helping businesses and government<br />
to adapt, and provide decent work for<br />
individuals, while contributing to economic<br />
growth and international competitiveness.<br />
It also looks at the role of the recruitment<br />
industry in supporting workers in this sector.<br />
An adaptive workforce: key to<br />
economic growth<br />
The International Confederation of Private<br />
Employment Agencies (CIETT) and Boston<br />
Consulting Group (BCG) recently launched<br />
a global report that shows countries with<br />
agile work models and reasonable regulation<br />
outperform those with heavy regulation and<br />
little flexibility, in terms of both economic<br />
and labour market performance.<br />
Moreover, it shows that private employment<br />
agencies deliver decent work to individuals,<br />
and help match and develop the skills needed<br />
in labour markets. For example, one of the<br />
largest recruitment agencies in the country<br />
is also one of the biggest employers of<br />
apprentices.<br />
Almost 1 in 3 Australian<br />
employers use temporary<br />
staff from recruitment<br />
agencies to manage skills<br />
shortages<br />
Adecco Temporary Labour Report 2012<br />
Flexible work: sorting myth from fact<br />
The outcome of an over-regulated, inflexible<br />
work model isn’t more secure jobs for people<br />
– it’s fewer jobs overall.<br />
The use of flexible or contingent workforces<br />
is an important part of the modern business<br />
landscape, allowing employers to respond<br />
to a rapidly changing environment. In fact<br />
76 per cent of employers use recruitment<br />
agencies to respond more quickly to<br />
business demands.<br />
With volatility becoming a fixture of the<br />
economic system, employers, therefore,<br />
need to remain responsive. This doesn’t<br />
spell doom for employees however; they<br />
have the ability to remain agile too, building<br />
transferable skills that allow them to move<br />
when the market does.<br />
Ultimately, businesses make a choice about<br />
their growth plans, and that often involves a<br />
flexible and scalable workforce. For the<br />
majority of employers, it’s not a choice of<br />
“hire permanent staff or hire temporary staff”.<br />
It is, in fact, “hire temporary staff, or don’t<br />
hire at all”.<br />
RMIT University research found that<br />
51 per cent of organisations using on-hired<br />
employees would not necessarily employ an<br />
equivalent number of employees directly if<br />
they were unable to use on-hired employees.<br />
In fact 19 per cent of organisations said they<br />
would rarely do so.<br />
24<br />
<strong>RCSA</strong> JOURNAL
74 per cent of employers do<br />
not consider hiring permanent<br />
workers as an alternative to<br />
“agency” work<br />
Ciett<br />
Employers simply cannot afford to be<br />
locked into fixed costs when they don’t<br />
have certainty about market conditions.<br />
Agency or on-hire work, where an<br />
individual is engaged by a firm and on-hired<br />
or assigned to work for a client, plays a<br />
crucial role in supporting economic growth<br />
and providing employment opportunities.<br />
Union attempts to magnify an issue that<br />
affects a small number of workers will have<br />
unintended consequences for all employers<br />
and the economy as a whole if it is successful.<br />
When is work “secure”<br />
While the use of casual labour has grown in<br />
recent decades, so too have the protections<br />
afforded to casual employees.<br />
In addition to the basic casual loading<br />
(additional pay to replace holiday and other<br />
statutory leave entitlements) casuals receive<br />
the Superannuation Guarantee once they<br />
earn a minimum of $450 per month; and after<br />
six months working for a business with over<br />
15 staff, casuals qualify for unfair dismissal<br />
protection. After 12 months, long-term casuals<br />
also gain the ability to request parental leave<br />
and flexible work arrangements.<br />
While casual work arrangements may not<br />
attract all the benefits of permanent roles,<br />
these examples demonstrate that there is<br />
indeed a safety net for many workers.<br />
Moreover, workers who undertake temporary<br />
“The insecure employment<br />
campaign is part of a broader<br />
union effort to cast commercial<br />
decisions in an industrial<br />
relations context”<br />
Institute of Public Affairs<br />
work through private employment agencies<br />
often benefit from a strong pipeline of<br />
assignments. RMIT University research found<br />
that half of all on-hired casual employees<br />
employed by <strong>RCSA</strong> members are immediately<br />
placed in another assignment following the<br />
completion of their initial assignment, so that<br />
they enjoy back-to-back assignments<br />
without having to search for new work<br />
Against this background, the notion of<br />
“secure” work is more complex than it might<br />
seem at first. And in the volatile economic<br />
climate we face today, neither employers nor<br />
individuals can expect certainty.<br />
Unless a business is able to improve<br />
productivity, profitability and efficiency –<br />
either through its workforce strategy or<br />
business processes – then its economic<br />
viability is under threat. Ensuring Australia’s<br />
labour laws provide the flexibility employers<br />
need in order to remain profitable, is a<br />
fundamental precondition of providing<br />
security to employees.<br />
On the other hand, saddling employers<br />
with red tape and onerous industrial relations<br />
not only increases costs, but increases the<br />
risks associated with hiring people and the<br />
risk that business simply won’t hire at all.<br />
Flexible and adaptive work<br />
is decent work<br />
There is an underlying issue about the<br />
nature and quality of on-hire work. The<br />
union campaign implies that work where<br />
an individual is employed by one business,<br />
and assigned to work for another business<br />
or government, is bad work; and ignores<br />
the large number of workers who:<br />
• work flexibly in high-skilled areas<br />
• earn above average wages<br />
• report satisfaction with their jobs and<br />
• gain the experience they need to access<br />
the job market.<br />
Moreover, it ignores the nature and<br />
reputation of many organisations that utilise<br />
flexible workforces: governments, hospitals<br />
Two-thirds of temporary<br />
workers in Australia display<br />
high levels of job satisfaction<br />
Adecco Temporary Labour Report 2012<br />
What is on-hire/agency<br />
work really like<br />
Professor Mark Wooden from the<br />
Melbourne Institute of Applied Economic<br />
and Social Research, is a director of the<br />
HILDA * survey, which tracks the economic<br />
and subjective well-being, labour market<br />
dynamics and family dynamics of over<br />
7,500 households and 19,000 individuals.<br />
He says that most people only take on<br />
agency (on-hire) work for some of their<br />
career; it’s certainly not a career deadend.<br />
In fact, he says that for young people<br />
or women returning to work, it provides a<br />
foothold into the market.<br />
HILDA also reveals little difference in<br />
levels of career satisfaction for those who<br />
identify as having a “labour-hire” job. Over<br />
half of all labour hire workers who are still<br />
in the workforce ten years later will be in<br />
permanent employee jobs by that date.<br />
*Household, Income and Labour Dynamics in Australia<br />
and schools are just as likely to engage<br />
workers through a recruitment firm as<br />
commercial, for-profit organisations.<br />
Decent organisations, offering decent work.<br />
After all, organisations in every industry<br />
sector and of every size need a workforce<br />
that can expand at need, adapt to seasonal<br />
and economic fluctuations and provide fast<br />
replacements for critical staff absences.<br />
Flexibility and the capacity to adapt isn’t<br />
a one-way demand from businesses and<br />
government – 41 per cent of employees<br />
wish to work flexibly for a range of lifestyle<br />
reasons, from family through to study<br />
commitments. In fact, in the age of over-<br />
JUNE 2012 25
BUSINESS MANAGEMENT ISSUES<br />
working, a large number of individuals<br />
choose on-hire work over salaried direct hire<br />
work because they know they will be paid for<br />
each hour they work. It allows them to tailor<br />
their working preferences to their lifestyle<br />
needs.<br />
The Institute of Public Affairs points out that<br />
the age groups with the highest proportion<br />
of workers in so-called “insecure” work<br />
arrangements are younger workers and<br />
older workers, who are often entering the<br />
workforce, or beginning their exit from it.<br />
RMIT University research found that 67 per<br />
cent of on-hired employees chose to work<br />
as an on-hired employee and 34 per cent<br />
prefer this form of work over permanent<br />
employment.<br />
The most important reasons for choosing<br />
on-hired employment are diversity of work;<br />
to screen potential employers; recognition<br />
of contribution; and the payment of<br />
overtime worked.<br />
RMIT University research also found that<br />
half of all on-hired casual employees employed<br />
by <strong>RCSA</strong> members are immediately placed in<br />
another assignment following the completion<br />
of their initial assignment. That is, they enjoy<br />
“back to back” assignments without having<br />
to search for new work like those engaged<br />
in direct hire casual employment.<br />
Labour market efficiency<br />
and regulation<br />
The <strong>RCSA</strong> is not making a case against<br />
industry or labour market regulation altogether.<br />
In fact, the Ciett research shows a clear<br />
correlation between strong, efficient labour<br />
markets and regulation of private employment<br />
agencies. However, this regulation needs to<br />
be appropriate, and balance the flexibility<br />
requirements of businesses and government<br />
with the need for greater certainty in<br />
employment among sections of the<br />
Australian workforce.<br />
A country’s labour market efficiency is based<br />
on its employment and unemployment<br />
rates, hours worked and participation rates.<br />
Countries such as the UK, USA, Australia and<br />
New Zealand have seen private employment<br />
agencies develop rapidly, in the context of an<br />
open regulatory environment and liberal<br />
economy, and labour market efficiency is<br />
significantly higher in these countries. This is<br />
especially apparent when comparing these<br />
countries to highly-regulated countries that<br />
favour security over flexibility – particularly<br />
Western and Mediterranean Europe.<br />
The more liberal employment markets<br />
are also more competitive globally, BCG’s<br />
analysis reveals. The message here is that<br />
labor market regulation needs a balance<br />
between both flexibility and security, to<br />
ensure that it supports economic growth,<br />
rather than hindering it.<br />
What is the recruitment industry’s<br />
role<br />
Providers of on-hire or agency work –<br />
as represented by the <strong>RCSA</strong>’s members –<br />
already play an important role in providing<br />
flexibility and adaptive capacity for both its<br />
clients and its workforce.<br />
However, the <strong>RCSA</strong> continues to focus on<br />
ways to improve its support of non-traditional<br />
workers, and ensure they can, amongst<br />
other things, work safely, have opportunities<br />
for career advancement and access training<br />
and development.<br />
The <strong>RCSA</strong> is also working with members<br />
to collect more data on the industry and its<br />
role in the economy, to help inform policy<br />
decisions. It needs to educate stakeholders<br />
about the true nature of adaptive work, while<br />
helping workers to make the most of a flexible<br />
career, whatever their reason for undertaking<br />
it. A constructive discussion about the role of<br />
adaptive and flexible working arrangements<br />
in Australia can only be had with unbiased<br />
data taken from a genuine sample of the<br />
entire Australian workforce.<br />
Conclusion<br />
There are two key questions that underlie<br />
the Secure Work campaign: do all workers<br />
want permanent, full-time jobs And would<br />
businesses hire permanent, full-time<br />
employees if on-hire workers weren’t<br />
available The answer to both questions is<br />
no. Our economy needs businesses and<br />
government to be adaptable through the use<br />
of flexible labour, and our workers need a<br />
range of options that fit with their increasingly<br />
versatile lifestyle needs.<br />
Recruitment firms provide businesses and<br />
government with fast access to talent, while<br />
delivering a broad range of job opportunities<br />
to individuals. This is a crucial part of a modern,<br />
functioning and competitive economy.<br />
References<br />
http://securejobs.org.au/get-the-facts/<br />
Brennan, L. Valos, M. and Hindle, K. (2003) On-hired<br />
Workers in Australia: Motivations and Outcomes<br />
RMIT Occasional Research Report. School of<br />
Applied Communication, RMIT University, Design<br />
and Social Context Portfolio Melbourne Australia<br />
Brennan, L. Valos, M. and Hindle, K. (2003) ibid.<br />
Adecco Temporary Labour Report 2012<br />
Institute of Public Affairs, Insecure Employment<br />
Occasional Paper, John Lloyd, March 2012<br />
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26<br />
<strong>RCSA</strong> JOURNAL
BUSINESS MANAGEMENT ISSUES<br />
Key job hunter trends in 2012<br />
CareerOne’s Hidden Hunters<br />
Report, now in its fifth year,<br />
identifies trends in job hunting<br />
behaviour across industries<br />
and key demographics. The<br />
main trends this year are:<br />
#1: Economic Concern<br />
The biggest trend from the 2012 research<br />
is the significant increase in economic concern.<br />
The number of Australians “very concerned”<br />
about the economy nearly doubled, from<br />
11 per cent in 2011 to twenty per cent this<br />
year. This concern is impacting all states,<br />
but the worst affected are Queensland and<br />
South Australia.<br />
Interestingly, this concern is not driven<br />
by personal financial circumstances with<br />
no change in those finding it “difficult” or<br />
“very difficult” on their income. Clearly,<br />
more macro concerns about the Australian<br />
economy and international events are<br />
worrying many job hunters this year.<br />
#2: Increase in Job Satisfaction<br />
Job satisfaction has increased across every<br />
aspect measured, returning to 2010 levels of<br />
54 per cent. Workers are most satisfied with<br />
the team, the work itself, hours worked and<br />
flexibility with all experiencing significant<br />
increases over the past 12 months.<br />
#3: Decline in Active Job Hunting<br />
The economic uncertainty and increase<br />
in job satisfaction has led to a decline in the<br />
number of people actively job hunting. Thirty<br />
per cent of workers are actively looking or<br />
scanning for new job opportunities, down<br />
from 37 per cent in 2011.<br />
However, 79 per cent of Australian workers<br />
are still open to making a move with almost<br />
half (49 per cent) taking a more passive<br />
approach. The shift towards passive job<br />
hunting highlights the need for companies<br />
to be smarter in their recruitment and<br />
engage passive job hunters through new<br />
interactive media tools such as CareerOne’s<br />
Power Resume Search and CareerOne Ad<br />
Network.<br />
Western Australia is the most active state<br />
with 35 per cent of workers actively looking<br />
for a new role. South Australian job hunting<br />
has increased by seven per cent to 28 per<br />
cent. Queensland workers have seen the<br />
greatest decline in job hunting activity at<br />
31 per cent, down from 47 per cent in 2011.<br />
New South Wales/Australian Capital Territory<br />
and Victoria are both down in job hunting<br />
activity and reflect the national average.<br />
#4: Uplift in Social Networking<br />
and Mobile Usage<br />
Another key takeaway from the research is<br />
the uplift of Australians using social networking<br />
tools and mobile searching to look for job<br />
opportunities. In fact, 14 per cent of job<br />
hunters use their mobile phone to browse<br />
jobs or receive job related information,<br />
up nine per cent since 2008.<br />
Over 17 per cent of job hunters use social<br />
networking tools to source new opportunities,<br />
up seven per cent since 2008. CareerOne’s<br />
free social broadcasting tool can help<br />
advertisers expand their reach to these<br />
candidates by automatically posting CareerOne<br />
jobs to their company’s Facebook and<br />
Twitter pages.<br />
Despite the diversification of job hunting<br />
tools, general job websites remain the number<br />
one tool job hunters use when searching for<br />
new opportunities (61 per cent).<br />
For detailed information on your state and industry,<br />
download the full report: www.careerone.com.au/<br />
hiddenhunters.<br />
To learn more about CareerOne’s sourcing solutions,<br />
contact your CareerOne representative or call<br />
1800 555 010.<br />
Dawn Tingwell<br />
National Sales<br />
Director CareerOne<br />
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JUNE 2012 27
BUSINESS MANAGEMENT ISSUES<br />
Improve your email and free up<br />
two-three working weeks a year<br />
Drowning in emails<br />
Suffering from information<br />
overload Productivity<br />
authority Debbie Mayo-<br />
Smith says we can all save<br />
weeks of time by following<br />
her five simple tips to<br />
improve your productivity.<br />
Debbie Mayo-Smith<br />
Yes, you read the title correctly. This article<br />
will help you free up two to three working<br />
weeks a year if you receive a lot of email. If<br />
you have responsibility for generating income,<br />
these tips can help you sell more, as well as<br />
improve communication and workflow.<br />
Working in Outlook probably gobbles up<br />
several hours of your day and is a major pain<br />
point. Right Unfortunately you can’t ignore<br />
it. It’s where you receive work requests.<br />
Where you communicate with staff, clients,<br />
family. Where you get news. Where you set<br />
your appointments and meetings. If that’s<br />
not enough, the change to the ribbon format<br />
in 2007 and 2010 changed everything that<br />
was familiar.<br />
Here are five out of hundreds of tips from<br />
my new book Conquer Your Email Overload.<br />
They’ll help you work more effectively both<br />
easing your pain and enhancing your gain.<br />
Begin with these five tips<br />
1. Forget typing details: Drag and Drop<br />
You’ll love this tip! Used creatively, drag<br />
and drop can replace cut and paste<br />
and typing from scratch. Take an email or<br />
take incoming emails and drag, then drop<br />
into contacts, calendar, or task folders to<br />
transform that email into a new item. An<br />
email dropped into Contacts creates a<br />
new contact for the sender. Take their<br />
signature, drag and drop the information<br />
into the respective contact fields. Even<br />
better, you can highlight text within an<br />
email and drag<br />
and drop that instead of the entire email.<br />
Where: Anywhere within Outlook.<br />
2. Your personal inbox secretary: Rules<br />
This function used cleverly can save you<br />
at least 15 minutes a day – that’s two<br />
weeks a year. It can automatically read<br />
your incoming or outgoing emails, then<br />
perform the tasks you set. Use Rules to<br />
bundle CCs and BCCs. Put emails in a<br />
folder, forward, answer, delete. Perform<br />
routine responses, sort through irrelevant<br />
emails, focus on important ones.<br />
Where: 2003-7: Tools > Rules.<br />
2010: Home Ribbon > Move> Rules.<br />
3. Be a Sales/Customer Service Superstar:<br />
Tasks<br />
Instead of a simple current to-do list, use<br />
Tasks to grow sales by reminding yourself<br />
to follow up on outstanding proposals.<br />
Build relationships using recurring tasks<br />
to prompt you to telephone quarterly;<br />
to follow up after a certain period of time<br />
for customer service. Assign meeting<br />
action points to individuals and prompt<br />
them. Remind staff of items due like<br />
expense or sales reports.<br />
Where: Icon under your Sent items folder.<br />
4. Be gracious and save thousands<br />
of seconds: Reply Signature<br />
Instead of signing off (or not!) each email<br />
you forward or reply to, have it done<br />
automatically. Add your normal salutation.<br />
Set once, then forget.<br />
Where: 2003-7: Tools > Mail Format ><br />
Signatures > Replies and Forwards.<br />
2010: Open a new message > Message<br />
tab > Include group > Signature.<br />
Then click Signatures. Click New,<br />
and assign it to the Forward & Replies.<br />
5. CRM Tool: People Pane<br />
New to 2010. Microsoft has replicated<br />
the information you would normally<br />
find in a Contact’s Activity tab (2003-7)<br />
and placed it in a new pane at the bottom<br />
of an email when viewed in the Reading<br />
Pane. You see all the activity you have<br />
had with that person, including Emails,<br />
Tasks, Calendar items and attachments.<br />
Where: On the View tab, in the People<br />
Pane group, click People Pane and then<br />
click Bottom (you must have your Reading<br />
Pane turned on).<br />
Best-selling author and productivity authority Debbie<br />
Mayo-Smith works with businesses that want more<br />
effective management and staff. For more free tips<br />
or to purchase Conquer Your Email Overload<br />
www.debbiespeaks.co.nz<br />
28<br />
<strong>RCSA</strong> JOURNAL
BUSINESS MANAGEMENT ISSUES<br />
The more things change…<br />
In all the regulatory and<br />
societal changes recently,<br />
the <strong>RCSA</strong> Code for<br />
Professional Conduct<br />
has remained the same.<br />
How can that be Andrew<br />
Wood explains how the<br />
Code accommodates<br />
all the changes that<br />
have taken place and<br />
yet remains relevant.<br />
Andrew Wood, Hon<br />
F<strong>RCSA</strong> (Life), Barrister<br />
The more things change … the more some<br />
things remain the same. At the time this<br />
issue of the <strong>RCSA</strong> Journal is published, we<br />
will be about 18 months out from the expiry<br />
date of the current ACCC authorisation of<br />
the <strong>RCSA</strong> Code. That means that it is time to<br />
think about how the Code has performed<br />
as a guide to the regulation of member<br />
conduct and to think about what might<br />
be included in its next version (version 3).<br />
At the same time, we are beginning<br />
to hear murmurings in support of the<br />
reintroduction of a national system of<br />
employment service supplier (agents)<br />
licensing, even though most states, along<br />
with New Zealand, dismantled their licensing<br />
schemes many years ago as part of a move<br />
towards a more competitive marketplace.<br />
It is always interesting to reflect upon<br />
what could be included in the <strong>RCSA</strong><br />
Code, what has been left out, and why.<br />
The <strong>RCSA</strong> Code consists of a statement<br />
of broad principle that requires members to<br />
observe a high standard of ethics, probity<br />
and professional conduct which requires<br />
not simply compliance with the law, but<br />
extends to honesty, equity, integrity, social<br />
and environmental responsibility in all<br />
dealings and holds up to disclosure and<br />
to public scrutiny.<br />
To that extent, it answers some of the<br />
recent commentary that suggests that<br />
industry codes should be about what to<br />
do, rather than about what NOT to do.<br />
It also contains eight more specific<br />
points of guidance covering privacy and<br />
confidentiality, honest dealings, respect<br />
for work relationships, respect for laws,<br />
respect for safety, respect for certainty<br />
of engagement, professional knowledge,<br />
and good order.<br />
These points set out guidance about<br />
what members should do as well as what<br />
they should avoid. The Code has been<br />
modelled along these lines since it was<br />
first authorised in 2002.<br />
Since that time, the industry has seen<br />
many changes in its legal environment.<br />
Licensing schemes have gone, discrimination<br />
legislation has changed, privacy legislation<br />
has been rolled out, competition and<br />
consumer laws have undergone significant<br />
change, Work Choices and Fair Work<br />
reforms have radically altered the industrial<br />
framework in which the industry operates,<br />
workplace health and safety reforms – on<br />
an unprecedented scale – have been and<br />
are being rolled out, migration, tax and<br />
superannuation reforms have come into<br />
effect or are proposed and more is yet to<br />
come.<br />
In addition, the courts, Fair Fork Australia<br />
and the Employment Relations Authority<br />
have continued to make pronouncements<br />
on the law that impact daily on the work<br />
that recruiters do.<br />
Yet the Code has remained the same.<br />
How can that be How can the Code<br />
operate so flexibly as to accommodate all<br />
the changes that have taken place and yet<br />
remain relevant<br />
The answer, I think, lies in its design,<br />
which emphasises levels of high principle:<br />
social responsibility; respect for privacy,<br />
respect for work engagements and so on;<br />
as well as in the continued fine-tuning of<br />
the Disciplinary & Dispute Resolution<br />
Procedures (“D&DRP”) that underpin it.<br />
While the Code has not changed, the<br />
D&DRP has been fine-tuned on eight<br />
separate occasions and continues to<br />
undergo review and refinement by the<br />
Board, the Professional Practice Council<br />
and the Ethics Registrar – all based upon<br />
direct experience gained from handling<br />
many hundreds of matters and inquiries.<br />
The other important element that<br />
contributes to the flexibility of the <strong>RCSA</strong><br />
ethics regime is that <strong>RCSA</strong>’s Ethics<br />
Committees, which determine serious<br />
complaints, are made up of industry<br />
participants who bring to bear on any<br />
question years of experience, industry<br />
insights and profound understanding of<br />
what is involved in the work of recruitment.<br />
These “champions” of the industry are able<br />
to identify and state acceptable standards<br />
of member conduct in the context of any<br />
specific complaint that arises for their<br />
consideration. No mere Code – whether<br />
a statutory code or voluntary industry<br />
code – can do that.<br />
The key lies in the people – and that<br />
is most appropriate in what is, after all,<br />
a people business.<br />
JUNE 2012 29
BUSINESS MANAGEMENT ISSUES<br />
Procurement pressure<br />
Having the courage to say “no”<br />
This last decade has seen<br />
significant changes in<br />
the recruitment process.<br />
A fundamental shift has<br />
swept across the industry,<br />
writes Robert van Stokrom<br />
F<strong>RCSA</strong>, <strong>RCSA</strong> Vice President<br />
and CEO, DFP Recruitment.<br />
In this article, he shares his<br />
ideas for members’<br />
consideration.<br />
In days gone by recruitment was largely<br />
a process involving a line manager who<br />
dealt with the recruitment company (or<br />
a short list panel). Input was provided when<br />
needed by the line manager’s HR department.<br />
As time went on and recruitment was<br />
further outsourced, senior managers noticed<br />
the increasing cost creeping into their P&Ls.<br />
The expense incurred with outsourced<br />
recruiting was being seen as a significant<br />
cost that needed to be reduced.<br />
Enter the procurement manager. Tasked with<br />
centralised purchasing for an organisation,<br />
the procurement officer/manager to a large<br />
extent absorbed the role of recruiting. No<br />
longer was the line manager able to freely<br />
choose who to deal with for a steady supply<br />
of staff.<br />
Robert van Stokrom F<strong>RCSA</strong>,<br />
<strong>RCSA</strong> Vice President<br />
The inevitable result of centralised planning<br />
has seen downward pressure on service fees.<br />
Procurement managers will freely admit to<br />
this. Their very existence is predicated upon<br />
this notion. Procurement departments exist<br />
to streamline and reduce cost.<br />
There is nothing wrong with this, in fact<br />
it should be a prime goal of all focused<br />
businesses to keep one eye firmly on cost<br />
and expenses. Procurement has a vital role<br />
to play. Procurement by default has a primary<br />
focus on price; secondary to the main focus<br />
is quality.<br />
Typically, a procurement manager will look<br />
to keep downward pressure on price, constantly<br />
looking to reduce and minimise. When this<br />
occurs, the Business Development Manager<br />
(BDM) needs to pose the question: Which<br />
part of the service do you not want included<br />
The BDM should look to begin dissecting the<br />
deliverable components and ask which are to<br />
be removed so that the desired price can be<br />
met.<br />
The procurement manager will of course<br />
want all of the service components included.<br />
This is the point where the BDM needs to<br />
have the courage (and support from senior<br />
management) to say “no, sorry that level of<br />
service cannot be achieved at that price”.<br />
This can often be a challenge for resultsorientated,<br />
driven BDMs. However, attempting<br />
to provide the desired level of service at the<br />
unrealistic price ultimately is a disservice to<br />
all parties involved.<br />
At DFP our mission is to work with likeminded<br />
clients who appreciate the value of<br />
our service. This is the essence and reasoning<br />
behind DFP supporting its BDMs in having<br />
the courage to say no, should it be required.<br />
Senior management need to be cognisant<br />
of the downward pressure procurement<br />
places on their BDMs. Competition and cost<br />
constraint is healthy for all industry sectors;<br />
however, it needs to be carefully balanced<br />
with the resultant quality. This is where as an<br />
industry we have an excellent opportunity<br />
to educate our clients in how we can best<br />
service their needs.<br />
Procurement purchasing when the goods<br />
and services in question are commoditybased<br />
provides significant financial benefit to<br />
the business. When it comes to recruitment,<br />
this approach is not always desirable.<br />
Recruitment, fundamentally, is not a<br />
commodity business.<br />
The many systems and processes built into<br />
the industry help to streamline it and make<br />
it more effective and efficient. They do not,<br />
however, replace the relationship element.<br />
This relationship element is perhaps the<br />
most critical.<br />
Recruitment is inherently a forwardlooking<br />
process. Businesses seek to hire<br />
new staff not for cost reduction today but<br />
for increased profit tomorrow. Procurement<br />
managers must ensure they make decisions<br />
concerning the recruiting process with a<br />
focus on today’s as well as tomorrow’s<br />
bottom line.<br />
Placing the right person in the right job<br />
at a realistic price will ultimately be more<br />
beneficial (read: cost effective and profit<br />
producing) than simply placing any person<br />
in the right job at the lowest cost.<br />
Procurement without sufficient focus<br />
on the relationship component may save a<br />
cents today. However it may end up costing<br />
dollars of profit tomorrow because the level<br />
of service the cents purchased was not<br />
ultimately the standard that was needed.<br />
As an industry, we need to have the<br />
courage to learn how to say “no”. When we<br />
know we are unable to deliver the standard<br />
of service desired at the stated price we must<br />
be able to say no. Saying no benefits both<br />
the recruitment company as well as the<br />
client. Delivering substandard service (even<br />
at a discounted price) benefits nobody.<br />
30<br />
<strong>RCSA</strong> JOURNAL
Integrity<br />
assured.<br />
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process – with less effort than ever.<br />
It’s not about technology. It’s about people.<br />
And the more people use TRIS, the more<br />
the recruitment industry will thrive.<br />
Find out more on facilitating excellence at<br />
www.recruitmentsystems.com<br />
Recruitment Systems Global Headquarters<br />
Canberra, Australia<br />
Phone: +61 2 6296 7777<br />
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Email: info@recruitmentsystems.com.au<br />
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17/06/11 3:19 PM
Association news<br />
<strong>RCSA</strong> Working Groups – working<br />
for the benefit of all members<br />
The <strong>RCSA</strong> Working Groups<br />
have continued to make<br />
significant progress in<br />
actively campaigning<br />
for the benefit of the<br />
recruitment sector.<br />
bby <strong>RCSA</strong> 210x128 29/02/12 9:44 AM Page 1<br />
The myriad of implementation requirements<br />
in the WHS sector has resulted in increased<br />
policy, process and implementation<br />
requirements for most recruitment agencies,<br />
yet positive news out of South Australia with<br />
strong lobbying for changes to the WorkCover<br />
industry classifications has seen more<br />
simplified solution that now means on-hire<br />
employers are classified at the same industry<br />
standard as their client.<br />
Continuing to pressure Fair Work Australia<br />
to consider the on-hire sector when<br />
undertaking their review of the Fair Work<br />
Act and the Modern Awards is a focus for<br />
the Workplace Relations Working Group.<br />
Ensuring Fair Work Australia Panel members<br />
understand the contribution, flexibility and<br />
knowledge the recruitment sector provides<br />
to business and to on-hire workers is a focus,<br />
as is providing key education and assisting<br />
with ensuring laws are considerate of third<br />
party employment arrangements.<br />
The Independent Contracting Working<br />
Group is also looking to make more clear<br />
the definition of contractor versus employee,<br />
and are currently working to develop a value<br />
proposition in regards to the benefits<br />
contracting provides and a checklist to<br />
assist recruiters and clients better determine<br />
who is a contractor and which workers are<br />
employees.<br />
The Working Groups are also keeping up<br />
to date with other industry trends and<br />
employee association pressures. Maintaining<br />
open communication regarding the impact<br />
external decisions have on members<br />
keeps the working groups very busy.<br />
Report by Wendy Jeffrey-Lonnie, FCB.<br />
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32<br />
<strong>RCSA</strong> JOURNAL
Association news<br />
In the media<br />
In the last quarter, the <strong>RCSA</strong><br />
achieved premium coverage<br />
with articles in The Australian<br />
Financial Review, The Age<br />
and HR Monthly.<br />
Media releases<br />
• Workforce flexibility crucial to economic<br />
growth, <strong>RCSA</strong><br />
• <strong>RCSA</strong> Award Winners announced at Gala Ball<br />
• <strong>RCSA</strong> – jobs up for auction not the way to go<br />
• <strong>RCSA</strong> Conference keynote says collaboration<br />
is the new competitive advantage<br />
• World renowned New Zealand Speaker of<br />
the Year to present at <strong>RCSA</strong> Conference<br />
• <strong>RCSA</strong> announces 2012 awards finalists<br />
• <strong>RCSA</strong> welcomes FWA decision<br />
• Workforce Participation – Recruitment Industry<br />
Calls for National Conversation<br />
• Collaborative Approach to Increase Workforce<br />
Participation.<br />
Media coverage<br />
• Time to rethink, get workers to mines<br />
(Australian Financial Review)<br />
• <strong>RCSA</strong> slams candidate auction website (Shortlist)<br />
• Get WHS compliance arrangements in writing,<br />
recruiters told (Shortlist)<br />
• How to respond to client discount demands<br />
Clennett (Shortlist)<br />
• Meeting the hiring needs of franchises<br />
(The Australian)<br />
• <strong>RCSA</strong> Sydney CEO Breakfast Panel (Shortlist)<br />
• Lack of awareness from analysts damaging<br />
listed recruitment stocks: (Humanis MD)<br />
• LAFHA offsets Australia’s high tax rate image<br />
(Shortlist)<br />
• <strong>RCSA</strong> Gala Ball heads to Melbourne (Shortlist)<br />
• No contract means no fee (HR Monthly)<br />
• Recruiters jostle for advantage (The Australian)<br />
• Changing labour market driving increased<br />
on-hire use <strong>RCSA</strong> (Shortlist)<br />
• <strong>RCSA</strong> calls for stakeholder co-operation on<br />
mature-aged workforce participation (Shortlist)<br />
• Are recruitment agencies worth the trouble<br />
(The Age).<br />
Meet your new<br />
Board Member<br />
Matthew<br />
Hobby<br />
F<strong>RCSA</strong><br />
Matthew<br />
Hobby was<br />
appointed<br />
to the<br />
<strong>RCSA</strong> Board at the recent<br />
Annual General Meeting.<br />
He is the State Manager<br />
(South Australia) for McArthur<br />
and this year is his thirteenth<br />
year in the recruitment<br />
industry, He joined McArthur<br />
in March 2010 and joined the<br />
<strong>RCSA</strong> Council in South<br />
Australia in November 2010.<br />
C<br />
M<br />
More than<br />
7 in 10<br />
online placements<br />
are made via SEEK<br />
Y<br />
CM<br />
MY<br />
CY<br />
CMY<br />
K<br />
Making SEEK the single<br />
largest source of candidates<br />
*Source: The GFK SEEK Job Market Update - Nov 2011 Base: Nationally representative<br />
sample of Australians who found their last role online in the last 12 months (n=79) Q: L4:<br />
Through which one of these online sources did you find your last role E1. When did you<br />
start your last job<br />
JUNE 2012 33
Association news<br />
Adherence to best practice in<br />
service delivery is improving<br />
The Service Delivery Rating<br />
has seen significant and<br />
sustained improvement<br />
over the past five years. This<br />
suggests more agencies are<br />
measuring-up better against<br />
recruitment industry best<br />
practice and statutory<br />
compliance.<br />
The Service Delivery Rating has been<br />
measured on certified <strong>RCSA</strong> Members<br />
since 2004. The rating is a score that can be<br />
assessed when agencies are audited in the<br />
<strong>RCSA</strong> Service Delivery Standard (<strong>RCSA</strong> SDS).<br />
The rating takes into account the<br />
performance of each agency against a range<br />
of measures including recruitment industry<br />
best practice and statutory compliance.<br />
The maximum rating is 10.0, the minimum<br />
acceptable rating is 5.0. A rating of less than<br />
5.0 can be and sometimes is assessed, but<br />
such results are not included here.<br />
Current Ratings Profile<br />
The rating of all agencies currently certified<br />
in the <strong>RCSA</strong> SDS is shown in Table 1. Of all<br />
agencies certified, 22 per cent have scored<br />
between 5.0 and 5.9. These are mainly the<br />
agencies which have been through their first<br />
audit and have just become certified in the<br />
<strong>RCSA</strong> SDS. Agencies usually start at this level<br />
and progress upwards, although there is one<br />
agency which achieved a rating of over 7.0<br />
in their initial certification.<br />
Thirty-two per cent of agencies have scored<br />
between 6.0 and 6.9, and a further 32 per<br />
cent between 7.0 and 7.9. These are mainly<br />
agencies which have been through the initial<br />
certification and have undertaken one or more<br />
subsequent surveillance audits. At each audit<br />
they are presented with a list of suggestions<br />
for improvement, which, if implemented<br />
effectively, assist them to improve their<br />
service delivery and of course their rating.<br />
Fourteen per cent of agencies have scored<br />
between 8.0 and 8.9. In all cases these are<br />
agencies which have been certified in the<br />
standard for a number of years – at least<br />
three, but more often five or more years.<br />
While we have seen a significant increase<br />
in the ratings since these measures have been<br />
collected we have not yet seen an agency<br />
assessed at more than 9.0. However we are<br />
hoping that this will happen in the next few<br />
years.<br />
How does the rating work<br />
The <strong>RCSA</strong> SDS was developed by the <strong>RCSA</strong><br />
in 2004 and 2005. Based on international<br />
standards for quality management, it also set<br />
a benchmark for recruitment excellence by<br />
including recruitment specific items such as<br />
checking a candidate’s right to work and<br />
complying with candidate privacy requirements.<br />
Over the years the assessment process has<br />
been updated to reflect emerging best<br />
practice around the use of social media,<br />
workplace safety management, employee and<br />
contractor agreements, and management of<br />
candidate “floating” (reverse marketing).<br />
The <strong>RCSA</strong> SDS standard consists of eight<br />
broad areas which are then split into 47<br />
sections such as employment screening,<br />
placement management and feedback<br />
collection. Each section is further detailed<br />
in over six hundred individual items.<br />
The rating is assessed by an independent<br />
auditor during an onsite audit over one or<br />
more days. Findings are captured in a report<br />
for the agency, and the rating is recorded in<br />
our database. Agencies that meet<br />
requirements are certified in the standard.<br />
Agencies that have been audited and have<br />
received a good rating can be proud and<br />
confident that they meet industry best<br />
practice, comply with key legislative<br />
commitments, and have established<br />
strong service delivery systems.<br />
Does size matter<br />
One of the questions we have had is what<br />
drives good service delivery It is easy to<br />
assume that the bigger businesses have access<br />
to more resources and can therefore put more<br />
effort into meeting industry best practice. In<br />
fact, size seems to have nothing to do with it.<br />
Table 2 shows a wide spread of average<br />
and maximum ratings for different sized<br />
agencies, based on the number of staff. The<br />
highest average rating is indeed for a larger<br />
agency (rating 7.6 for G 66-85 staff), but the<br />
maximum rating is for E 26-45 staff (rating<br />
8.7), and the smallest businesses (A 1-5 staff)<br />
often outperform the bigger businesses.<br />
Then we have asked, (Table 3) if it is not size,<br />
then perhaps it is the area of specialisation<br />
that makes a difference For example, one<br />
can assume that an agency placing medical<br />
doctors, where the risk of a “bad” placement<br />
could be very serious, might implement best<br />
practice more readily than an agency placing<br />
short term blue collar staff, where the<br />
consequences of a bad placements may<br />
not be so severe.<br />
But again, specialisation seems to have<br />
nothing to do with it. Out of the four main<br />
34<br />
<strong>RCSA</strong> JOURNAL
Association news<br />
groups in the chart, the top rating is from a<br />
medical agency, but the average rating for<br />
medical agencies is exceeded by the average<br />
rating for general and nursing agencies.<br />
So what does matter<br />
So what does drive the achievement<br />
of a high standard of service delivery<br />
Analysis of the database and our experience<br />
has made it clear that, without a doubt, it is<br />
the number of years involved in working<br />
towards best practice that makes the difference.<br />
It is the commitment to improving best<br />
practice and service delivery management,<br />
and the unwavering focus on getting things<br />
done right the first time, that makes the<br />
difference.<br />
Table 4 shows a steady increase in average<br />
ratings over the number of years that agencies<br />
work towards best practice and are involved<br />
in the certification program.<br />
Interestingly, the performance of the<br />
maximum rating does waver a little after the<br />
Year 5 mark, but this reflects the performance<br />
of individual agencies.<br />
In the first year, agencies are required to<br />
demonstrate they have a suitable framework<br />
in place for management of service delivery,<br />
and can show they meet “reasonable” best<br />
practice.<br />
By the end of Year 2, agencies should have<br />
implemented a number of improvements<br />
such as clear and precise procedures, risk<br />
management, feedback and issue management.<br />
The “quality tools” to measure and improve<br />
performance should be established.<br />
By the end of Year 3, the agency should<br />
have a service delivery system which meets<br />
industry best practice, and a quality<br />
management system which is effective and<br />
sustainable.<br />
Improvement after Year 3 is driven by the<br />
individual agency’s enthusiasm to meet<br />
customer needs and expectations and also<br />
for continuous improvement of internal<br />
efficiencies.<br />
Who are the best performers<br />
Seven agencies have established themselves<br />
as the current top performers with ratings of<br />
8.0 and above. Congratulations to all these<br />
agencies as this reflects the effort and the<br />
attention they put into achieving industry<br />
best practice.<br />
Manpower and Placer Management Group<br />
were two of the first agencies to take on the<br />
<strong>RCSA</strong> SDS in 2005. A case study on Placer<br />
Management Group is available at<br />
www.fathombusiness.com.au.<br />
Integrity Staffing, Medic Oncall and<br />
Wavelength are larger agencies and Stenhouse<br />
is a small business based in Brisbane.<br />
League Table (rated 8.0 and above)<br />
Effective People, Canberra<br />
Integrity Staffing, Perth<br />
Manpower Services, Australia & New Zealand<br />
Medic Oncall, Melbourne<br />
Placer Management Group, Perth<br />
Stenhouse Recruitment Services, Brisbane<br />
Wavelength International, Sydney<br />
The top ratings by specialisation and by<br />
size of business are listed below. Of particular<br />
note is Nightingale Nursing, which is the top<br />
rated nursing agency, and QPL, which scored<br />
an outstanding result of over 7.5 in their first<br />
audit.<br />
Specialisation White Placer Management<br />
Group, Perth<br />
Size of<br />
Business<br />
Outstanding<br />
General<br />
Nursing<br />
Medical<br />
Up to 10 staff<br />
Manpower Services,<br />
Aust and NZ<br />
Nightingale Nursing,<br />
Sydney<br />
Medic Oncall,<br />
Melbourne<br />
Placer Management<br />
Group, Perth<br />
11 to 50 staff Medic Oncall,<br />
Melbourne<br />
More than 51<br />
staff<br />
Best Initial<br />
Result<br />
Wavelength,<br />
Manpower<br />
QPL, Sydney<br />
Article by Dianne Gibert, the founder of Fathom<br />
Business Architects, who established and managed<br />
the Service Delivery Standard on behalf of the <strong>RCSA</strong>.<br />
She has more than twenty years’ experience as a<br />
management consultant specialising in corporate<br />
governance, performance improvement and risk<br />
management. Dianne has an MBA, and is a qualified<br />
lead auditor in quality, occupational health and<br />
safety and environmental management.<br />
Fathom Business Architects, through the wholly<br />
owned subsidiary, Certex International, provide<br />
accredited certification services to the recruitment<br />
industry. If you have any questions about the <strong>RCSA</strong><br />
Service Delivery Standard, or other certification<br />
standards relevant to the recruitment industry,<br />
please contact Dianne on 03 9585 8241, or<br />
email to info@fathombusiness.com.au.<br />
JUNE 2012 35
Association news<br />
Special Interest Groups<br />
AANRA<br />
AANRA Business Practice Certificate<br />
(Quality and Standards at AANRA)<br />
AANRA Professional<br />
Development Series<br />
meetings held in<br />
February and May 2012<br />
focused on the areas of<br />
quality and standards.<br />
As healthcare providers<br />
require nursing agency<br />
suppliers to meet the<br />
highest standards in OHS and all aspects of<br />
service delivery, AANRA Council has concentrated<br />
on providing members with tools and information<br />
to best equip themselves to meet these<br />
expectations.<br />
The healthcare industry and regulators have<br />
identified adherence to standards and an<br />
agency’s consistency in implementing these<br />
procedures as two areas of concern in their<br />
engagement with nursing agencies. AANRA<br />
Council is addressing these areas through the<br />
development of a Business Practice Certificate<br />
that is an undertaking by AANRA members to<br />
adhere to the <strong>RCSA</strong> Code for Professional<br />
Conduct and further undertakings specific<br />
to the nursing recruitment sector.<br />
“The AANRA certification will provide members<br />
and their clients with confidence they are dealing<br />
with an AANRA member agency that adheres to<br />
the highest standards and workplace practices”,<br />
said AANRA Chair, Alan Bell.<br />
OHS Harmonisation Working Group<br />
As national harmonisation of OHS continues<br />
to rollout, AANRA has established a Working<br />
Group to provide members with insights and<br />
updates. The Working Group is currently liaising<br />
with the <strong>RCSA</strong> to put in place a customised<br />
Pre-placement Procedure and Checklist that will<br />
assist AANRA Members meet their obligations<br />
to ensure a safe working environment for nurses.<br />
The Working Group may be contacted via the<br />
AANRA Secretariat: aanra@rcsa.com.au<br />
AANRA/ANF Education<br />
The AANRA/ANF education program<br />
continues to go from strength to strength. More<br />
than fifty new modules specific to aged care are<br />
now available to AANRA members in the Aged<br />
Care Training Room. AANRA Members can<br />
access these new modules and other training<br />
at: www.onwebfast.com/anf/corp/<br />
Amranz<br />
Shaun Hughston AP<strong>RCSA</strong>, President AMRANZ, reports:<br />
I often hear this question:<br />
“Why would anyone want to<br />
work in medical recruitment”<br />
It’s a candidate-short market, with<br />
complex bureaucratic processes,<br />
and sometimes challenging to<br />
candidates and clients. The medical<br />
recruiters I know would all respond in the same way – we are making sure<br />
that the hospitals, medical centres, and remote healthcare facilities are staffed<br />
with highly skilled medical professionals. We are making a difference.<br />
Our members work with clients in both the private and public sectors.<br />
Both of these areas present challenges. In the private sector there are many<br />
smaller GP practices which struggle to remain competitive in recruitment, or<br />
to engage recruitment agencies to assist them. There are also large private<br />
healthcare and government organisations that staff remote areas such as oil<br />
rigs and island medical centres – that’s a completely different type of challenge<br />
for us as recruiters!<br />
By and large though, our best clients are also our greatest challenges. Public<br />
hospitals, of course, are where medical recruitment agencies do much of their<br />
work. They are filled with intelligent, dedicated administrators and internal<br />
recruiters who are passionate about keeping their facilities fully staffed.<br />
However, their job and our role are often challenged by government policy.<br />
As an example, towards the end of 2011, Queensland Health released a new<br />
medical recruitment policy and a recruitment agency contract along with it.<br />
In a nutshell, these policies made it the responsibility of medical recruitment<br />
agencies not only to recruit, but to manage the medical staff we place. While<br />
this may be the norm in other areas of recruitment, it is certainly difficult in our<br />
field.<br />
AMRANZ has argued that the changes will render the sector uncompetitive<br />
against other states. They were made without adequate consultation. They<br />
add to the cost of supplying locum medical services and create clinical<br />
accountability and control structures that are not demonstrated to have<br />
any positive effects on patient outcomes.<br />
In addition to this responsibility, the policy and contract gave rise to agencies<br />
being responsible for workplace safety, medical indemnity, and performance<br />
management.<br />
The medical locum model of doctor engagement is well-known and has<br />
been well documented. It has been studied and reviewed in other jurisdictions.<br />
No other state in Australia has a similar policy. AMRANZ has conveyed the<br />
concerns of our members to QLD Health and we look forward to discussing<br />
these at the earliest possible time.<br />
In the meantime, Queensland could be losing out on qualified medical staff,<br />
as alternative locations around Australia are much easier to manage from an<br />
administrative point of view. We are concerned that less doctors equals less<br />
healthcare.<br />
As President of AMRANZ, I am committed, along with our Council and<br />
Members, to ensuring that the interests of our industry are represented across<br />
Australia and NZ. This issue may be one of our greatest challenges and we are<br />
determined to work through it to achieve the best outcome for all involved.<br />
We also acknowledge the critical importance of member groups within <strong>RCSA</strong>.<br />
36<br />
<strong>RCSA</strong> JOURNAL
Association news<br />
New Zealand Update<br />
Meet the Minister<br />
The Hon Paula Bennett MP<br />
is New Zealand’s Minister<br />
for Social Development<br />
and Youth Affairs.<br />
Minister, could you provide some insight<br />
into how your personal background –<br />
particularly in juggling family responsibilities,<br />
work, education and training for a career –<br />
has shaped your views of employment,<br />
training and the skills required for success<br />
in the New Zealand workforce<br />
We are not one dimensional. As people,<br />
and particularly as women, we are a product<br />
of our life experiences along the way and we<br />
bring that experience to the workplace. An<br />
education is absolutely critical for our young<br />
people but I think after that the choices are<br />
individual. Some find that tertiary education<br />
works for them, and for others it’s on-the job<br />
training that fits them best. The trick is to<br />
maintain flexibility. I am also yet to see any<br />
course that replaces life experience and<br />
common sense.<br />
Prior to entering politics, your career<br />
included time in the recruitment industry.<br />
What attracted you to the industry, and<br />
what can you tell us about your experiences<br />
working in the sector<br />
I wanted to work with people and do<br />
something that was important to them and<br />
also provided reward for the effort. Recruitment<br />
fitted the bill. What we do for a living has<br />
often been described as the third most<br />
important thing in our lives after family and<br />
home. It is a privilege to work with companies<br />
and individuals and match them into the<br />
right role. I also liked being well remunerated<br />
for my success.<br />
What insights or experiences from the<br />
recruitment industry have assisted you<br />
in politics<br />
A lot! It’s all about people and relationships.<br />
In both, if you stay focused on your goal, if<br />
you have a clear plan and stick to it and if<br />
you have a passion for people then you will<br />
be successful.<br />
Do you see the recruitment industry in New<br />
Zealand having a working relationship with<br />
government departments, such as WINZ in<br />
getting people back into work If so, do you<br />
have a vision of how that relationship might<br />
work<br />
Many recruitment companies already have<br />
a relationship with Work and Income. Our<br />
industry partnerships are very important to<br />
our success in helping beneficiaries into work<br />
and I understand that ongoing discussions<br />
are taking place with the recruitment industry.<br />
Should recruitment companies be able to<br />
receive subsidies when placing people who<br />
are currently on benefits<br />
No, but there may be a subsidy that follows<br />
the beneficiary and helps offset their wage<br />
while they get up to speed.<br />
Do you think recruitment companies in the<br />
labour hire sector have a positive impact on<br />
reducing the number of people on benefits<br />
or are they just “casualising” the workforce<br />
With Pendragon as<br />
Hon Paula Bennett MP<br />
I support all types of employment –<br />
I believe there is a place for labour hire and<br />
temping. Some individuals prefer it because<br />
they feel more in control of the hours they<br />
work and they like shorter contracts. Labour<br />
hire often gives someone a foot in the door<br />
and can give them much needed<br />
experience.<br />
Do you think a “work for the dole” program<br />
would be beneficial in New Zealand to assist<br />
the long term unemployed to retrain, gain<br />
experience and better equip them to get<br />
back into the work force<br />
We currently subsidise employment for<br />
some groups of beneficiaries. The evidence<br />
around ‘work for the dole’ scheme is mixed.<br />
At the end of the day you can’t beat a real<br />
job for a real employer.<br />
The <strong>RCSA</strong> Journal would like to thank<br />
Kris Hope-Cross of Hope-Cross Consulting<br />
and Wendy Hewson of Kelly Services who<br />
facilitated this interview with the Minister.<br />
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JUNE 2012 37
Association news<br />
<strong>RCSA</strong> Partners and Premium Supporters<br />
The <strong>RCSA</strong> Supporters Program, launched in November 2010, provides<br />
a tangible and strong connection to the recruitment industry. Becoming<br />
a <strong>RCSA</strong> Supporter sends a message of commitment to the recruitment<br />
industry to your existing and prospective clients. You can use the<br />
<strong>RCSA</strong> Supporter program to expand your profile, grow networks and<br />
<strong>RCSA</strong> Premium Supporter<br />
& Principal Partner<br />
RecruitmentSuper<br />
<strong>RCSA</strong> Premium Supporter<br />
& Business Partner<br />
OAMPS Insurance Brokers Ltd<br />
<strong>RCSA</strong> Premium Supporters<br />
astutepayroll.com<br />
CareerOne<br />
FastTrack Pty Ltd<br />
Learning Seat Pty Ltd<br />
MyCareer<br />
Pendragon Management<br />
Recruitment Systems Pty Ltd<br />
SEEK Ltd<br />
WorkPro<br />
<strong>RCSA</strong> Supporters<br />
Absolute Immigration Services<br />
Advertiser Newspapers Pty Limited<br />
Allianz Finance Pty Limited<br />
AustJOBS Pty Ltd<br />
Bank of Queensland<br />
Bibby Financial Services Australia<br />
Pty Ltd<br />
Blaze Advertising<br />
<strong>RCSA</strong> Supporter Profiles<br />
BSRP Asia Pty Ltd<br />
Conference Action<br />
Consortio Pty Limited<br />
Cordell Information<br />
CXC Global – Head Office<br />
Dingu Blue<br />
EASI Management Services<br />
Group Pty Ltd<br />
Fathom Business Architects<br />
FCB Group<br />
Fragomen<br />
Geoffrey Nathan Consulting Inc<br />
Glimmer Management<br />
Consultants<br />
Global Virtual Supply Pty Ltd<br />
GreenBizCheck<br />
Hart Consulting Group<br />
HHMC Australia Pty Limited<br />
HRO2 Research Pty Ltd<br />
IPAR Rehabilitation Pty Ltd<br />
IProfile<br />
IT Easy<br />
Jobmart Australia Pty Ltd<br />
Job Capital<br />
JobServe Limited<br />
JXT Consulting<br />
Kandula Pty Ltd<br />
Lander & Rogers Lawyers<br />
improve business opportunities with the recruitment, on-hire and<br />
workforce consulting sector.<br />
The <strong>RCSA</strong> is proud to welcome the organisations listed below to<br />
the Supporters Program, led by Principal Partner RecruitmentSuper<br />
and Business Partner OAMPS Insurance Brokers Ltd.<br />
Lester Associates<br />
Lexin Technologies Pty Ltd<br />
Lifestyle Careers<br />
LinkedIn<br />
LinkMe Pty Ltd<br />
Lipman James<br />
Logicalis Australia Pty Ltd<br />
Matheson Publishing<br />
MECA NSW Pty Ltd<br />
MemberBenefits Pty Ltd<br />
Mindset Group<br />
NewsLocal<br />
Next Telecom Pty Ltd<br />
NFC Global<br />
NMIT – Preston Campus – BEC<br />
Onetest Pty Ltd<br />
Oxford Funding<br />
Perry Watson Design<br />
Profiles International<br />
QualSearch<br />
Quinntessential Marketing<br />
Consulting Pty Ltd<br />
RecruitAdvantage<br />
Redmos<br />
Sage MicrOpay Pty Ltd<br />
Savage Seminars<br />
Saxton Corporation Pty Ltd<br />
SDP Solutions Pty Ltd<br />
For information about joining the <strong>RCSA</strong> Supporters Program, contact Julie Morrison, <strong>RCSA</strong> Manager<br />
Marketing & Communications, Telephone +61 3 9663 0555 or email jmorrison@rcsa.com.au<br />
Selectus Pty Ltd<br />
SGMC Australia Pty Ltd<br />
Shirlaws Pty Ltd<br />
Skillcheck Pacific Pty Ltd<br />
Southern Cross University School<br />
of Commerce & Management<br />
The Canberra Times<br />
The EI Group<br />
The RIB Report<br />
This Planet Pty Ltd<br />
Trained UP!<br />
Verify Holdings Australia Pty Ltd<br />
Voyager Software (Australia) Pty Ltd<br />
Workdesk Recruitment Software<br />
NZ <strong>RCSA</strong> Supporters<br />
EEO Trust – Equal Employment<br />
Opportunities Trust<br />
Employment Today<br />
Human Resources Institute<br />
of New Zealand – HRI<br />
Jobs.co.nz<br />
The Dominion Post<br />
The Omnia Group Ltd<br />
The Press<br />
astutepayroll.com<br />
<strong>RCSA</strong> Premium Supporter<br />
astutepayroll.com automates the management<br />
of your temps and contractors – including<br />
compliance, induction, TFN submissions,<br />
online timesheets, expenses, award<br />
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workflow tools improve your cash flow,<br />
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Pendragon Management<br />
<strong>RCSA</strong> Premium Supporter<br />
Pendragon Management is a leading<br />
provider of people management services<br />
with a comprehensive range of innovative<br />
solutions aimed at overcoming many of the<br />
obstacles and costs associated with the<br />
traditional employment model. Whether<br />
it is salary packaging, outsourced payroll,<br />
contractor management or assistance with<br />
international visas, we can tailor-make a<br />
solution to suit all circumstances.<br />
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<strong>RCSA</strong> Premium Supporter<br />
As the leader in the online employment<br />
market in Australia and New Zealand, SEEK<br />
makes it quicker and easier for jobseekers<br />
to find jobs that match their search criteria.<br />
For recruiters, SEEK provides access to the<br />
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with greater functionality. Up to 3.2 million<br />
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38<br />
<strong>RCSA</strong> JOURNAL
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JUNE 2012 39
Association news<br />
Life member Profile<br />
Peter Gleeson<br />
F<strong>RCSA</strong> (Life)<br />
Peter Gleeson, Executive General<br />
Manager – Recruitment, with<br />
Chandler Macleod Group Ltd, was<br />
appointed a <strong>RCSA</strong> Life Member at<br />
the recent Gala Ball and Awards<br />
night. Peter is well known within<br />
the recruitment<br />
industry and, like<br />
many other<br />
industry leaders,<br />
had not planned<br />
a career in<br />
recruitment.<br />
Originally an<br />
accountant, in<br />
the early part<br />
of his working life, Peter and his<br />
brother established a business<br />
supplying the healthcare sector.<br />
He joined the recruitment industry<br />
in 1990 and over 16 years, Peter<br />
was instrumental in the growth of<br />
white collar search and selection<br />
specialists, Tanner Menzies, from<br />
a three person boutique to an<br />
international operation. In 2002<br />
he guided the company through<br />
its acquisition by Randstad and<br />
remained as CEO until end–2005.<br />
Joining the <strong>RCSA</strong> as a Councillor<br />
in 1996 he served as Councillor for<br />
ten years, working with both the<br />
Membership and Ethics portfolios.<br />
He was appointed Vice President,<br />
then President, of the <strong>RCSA</strong> in<br />
NSW, hosting the International<br />
<strong>RCSA</strong> Conference in Sydney and<br />
building a strong and respected<br />
council. Peter then took a<br />
sabbatical before returning to the<br />
industry to head up Australasia’s<br />
largest specialist franchise<br />
recruitment group, Frontline<br />
Recruitment Group as CEO.<br />
He joined Chandler Macleod in<br />
2008 and was involved in<br />
restructuring the business which<br />
resulted in the last financial year<br />
being the most successful in the<br />
company’s 51-year history. The<br />
recruitment business which Peter<br />
heads up has a turnover in excess<br />
of $640 million of the $1.4 billion<br />
group turnover.<br />
Life after Recruitment<br />
Dawne Kelleher F<strong>RCSA</strong> (Life)<br />
Dawne Kelleher F<strong>RCSA</strong> (Life)<br />
founded her own company<br />
Stafffinders in New Zealand<br />
in the 1970s and in the 80s<br />
changed the name to Kelleher<br />
Consulting Group which she<br />
led until her retirement in<br />
2004. This is Dawne’s story …<br />
During my years in the industry, I was elected<br />
Wellington Chairperson of the <strong>RCSA</strong>, then had<br />
two terms as National President during the<br />
formative years of what was first the Federation of<br />
Personal Consultants (FPS), then the National<br />
Association of Personal Consultants (NAPC), the<br />
Institute of Personal Consultants (IPC), and now<br />
the prestigious professional body it has become<br />
today: the Recruitment & Consulting Services<br />
Association Ltd (<strong>RCSA</strong>).<br />
It was on my watch in New Zealand that the<br />
Australasian professional ethics became the<br />
standard of conduct that it is now. It was no mean<br />
feat in those days with some members very nervous<br />
and tentative about being given rulings on how<br />
they operate their business. My maxim was.<br />
“We are only as good as our worst practitioner”.<br />
In those days, New Zealand organised our own<br />
conferences with great passion and a desire for<br />
each one to be better than the last. A small group<br />
of business owners and managers spent many<br />
hours after productive days in the office, showing<br />
a real dedication for the exciting industry we were<br />
a part of, working late at night, conceiving and<br />
planning keystone events, and loving every minute.<br />
One year, the night before the Conference, the<br />
highly recommended American keynote speaker<br />
had absconded with her company’s funds,<br />
including our deposit. Should have known better<br />
– she was famous for recommending “taking risks<br />
in business”! What a 24 hours that was, everyone<br />
looking for a new keynote speaker. We found a<br />
good one, too.<br />
Another time, the band for the gala evening<br />
didn’t turn up so we begged and coerced a local<br />
band to step in. Another crisis averted!<br />
What do I do now<br />
It’s very scary when you retire having been<br />
an active and proactive part of the workforce for<br />
almost fifty years. To face<br />
the day unstructured was<br />
a real challenge.<br />
My first thoughts were to<br />
find other work of some<br />
kind, the idea of doing<br />
nothing filled me with<br />
terror. I helped a<br />
colleague with training,<br />
until one day, I thought<br />
“If I wanted to do this,<br />
why did I stop” So, I<br />
finished the task and stopped for good.<br />
The last ten years have been really busy,<br />
learning to live without a diary, not eating and<br />
sleeping “recruitment” 24 hours a day, and finding<br />
out exactly who I am if I’m not Dawne Kelleher of<br />
Kellehers. I’ve learnt many new skills and found<br />
out that the ego is the hardest emotion to<br />
harness, but harness it I have. I’ve learnt to be still<br />
in my head and heart; I swam in the ocean every<br />
day of the year at Palm Beach. I belong to two<br />
book clubs and learnt to play Mahjong. I am<br />
currently auditioning to sing in a New Zealand<br />
gold medal acapella city chorus – and loving<br />
every minute of it. I’m reading and assessing<br />
movie scripts for my daughter who says I’m a<br />
natural. I’ve mentored some interesting people<br />
at their request in their ongoing pursuit of better<br />
management skills. Travelling has always been of<br />
interest, the countries I visited have been fascinating<br />
and colourful. I always have my eye on “where to<br />
go next”<br />
My people skills have helped me greatly in my<br />
own search of absorbing and exciting activities, as<br />
has my ability to be strategic and motivate people.<br />
I really enjoy entertaining and my dinner party<br />
menus are planned with precision. I adore cooking<br />
and I enjoy teaching my grandchildren of 10, 21 and<br />
24, how to cook with passion by demonstrating<br />
all the skills my mother taught me. She was<br />
Lebanese and a renowned cook and my eldest<br />
grandson Zac has our cooking gene and is<br />
studying to be a chef at TAFE.<br />
Now when people ask me what I do all day,<br />
I laugh and say “I don’t know how I ever found<br />
time to work”.<br />
I have two adult children, both at the top of<br />
their chosen professions in the world of film and<br />
television. They fill me with pride when they say<br />
that I am their inspiration ... one can’t do better<br />
than that. But I’m trying!<br />
40<br />
<strong>RCSA</strong> JOURNAL
Association news<br />
<strong>RCSA</strong> Board, Life Members and Fellows *<br />
<strong>RCSA</strong> Board President<br />
Lincoln Crawley F<strong>RCSA</strong><br />
Vice Presidents<br />
Robert van Stokrom F<strong>RCSA</strong><br />
Helen Olivier F<strong>RCSA</strong><br />
Directors<br />
Denis Dadds F<strong>RCSA</strong><br />
Matthew McArthur F<strong>RCSA</strong> (Life)<br />
Jacqui Barratt F<strong>RCSA</strong><br />
Peter Langford F<strong>RCSA</strong><br />
Bruce Ranken F<strong>RCSA</strong><br />
Steve Heather M<strong>RCSA</strong><br />
Alan Bell F<strong>RCSA</strong><br />
Matthew Hobby F<strong>RCSA</strong><br />
<strong>RCSA</strong> Life Fellows<br />
Pauline Ashleigh-Marum F<strong>RCSA</strong> (Life)<br />
Jim Bailey F<strong>RCSA</strong> (Life)<br />
Robert Blanche F<strong>RCSA</strong> (Life)<br />
Dorothy Caldicott F<strong>RCSA</strong> (Life)<br />
Mike Carroll F<strong>RCSA</strong> (Life)<br />
Nanette Carroll F<strong>RCSA</strong> (Life)<br />
Jane Fanselow F<strong>RCSA</strong> (Life)<br />
Ross Fisher F<strong>RCSA</strong> (Life)<br />
Peter Gleeson F<strong>RCSA</strong> (Life)<br />
Larry Grima F<strong>RCSA</strong> (Life)<br />
Michael Hall F<strong>RCSA</strong> (Life)<br />
Sue Healy F<strong>RCSA</strong> (Life)<br />
Kris Hope-Cross F<strong>RCSA</strong> (Life)<br />
Malcolm Jackman F<strong>RCSA</strong> (Life)<br />
Graham Jenkins F<strong>RCSA</strong> (Life)<br />
Dawne Kelleher F<strong>RCSA</strong> (Life)<br />
Barry T Knight F<strong>RCSA</strong> (Life)<br />
Roger Lampen F<strong>RCSA</strong> (Life)<br />
Ruth Levinsohn F<strong>RCSA</strong> (Life)<br />
Reg Maxwell F<strong>RCSA</strong> (Life)<br />
John McArthur F<strong>RCSA</strong> (Life)<br />
Matthew McArthur F<strong>RCSA</strong> (Life)<br />
Sylvia Moreno F<strong>RCSA</strong> (Life)<br />
E. Leigh Olson F<strong>RCSA</strong> (Life)<br />
V John Plummer F<strong>RCSA</strong> (Life)<br />
John Plummer F<strong>RCSA</strong> (Life)<br />
Wendy Rae F<strong>RCSA</strong> (Life)<br />
Beryl Rowan F<strong>RCSA</strong> (Life)<br />
Julie Sattler OAM F<strong>RCSA</strong> (Life)<br />
Greg Savage F<strong>RCSA</strong> (Life)<br />
Rosemary Scott F<strong>RCSA</strong> (Life)<br />
David Shave F<strong>RCSA</strong> (Life)<br />
Kim Shearn F<strong>RCSA</strong> (Life)<br />
Stephen Shepherd F<strong>RCSA</strong> (Life)<br />
Geoff Slade F<strong>RCSA</strong> (Life)<br />
Kaye Strain F<strong>RCSA</strong> (Life)<br />
Jean Tait F<strong>RCSA</strong> (Life)<br />
Rodney Troian F<strong>RCSA</strong> (Life)<br />
Janet Vallino F<strong>RCSA</strong> (Life)<br />
Paul Veith F<strong>RCSA</strong> (Life)<br />
Hugh Whan F<strong>RCSA</strong> (Life)<br />
John K Williams F<strong>RCSA</strong> (Life)<br />
George Zammit F<strong>RCSA</strong> (Life)<br />
<strong>RCSA</strong> Fellows<br />
Julian Azzopardi F<strong>RCSA</strong><br />
Jacqui Barratt F<strong>RCSA</strong><br />
Nicholas Beames F<strong>RCSA</strong><br />
Jane Beaumont F<strong>RCSA</strong><br />
Alan Bell F<strong>RCSA</strong><br />
Victoria Bethlehem F<strong>RCSA</strong><br />
Kevin Blogg F<strong>RCSA</strong><br />
Lisa Bousfield F<strong>RCSA</strong><br />
Nicky Brunning F<strong>RCSA</strong><br />
Sandra Chiles F<strong>RCSA</strong><br />
Ross Clennett F<strong>RCSA</strong><br />
Michael Close F<strong>RCSA</strong><br />
Ron Crause F<strong>RCSA</strong><br />
Lincoln Crawley F<strong>RCSA</strong><br />
Christine Crowe F<strong>RCSA</strong><br />
Denis Dadds F<strong>RCSA</strong><br />
Bill Dalby F<strong>RCSA</strong><br />
James T de Berg F<strong>RCSA</strong><br />
Pam Dew F<strong>RCSA</strong><br />
Charlie Duncan F<strong>RCSA</strong><br />
Jason Elias F<strong>RCSA</strong><br />
Chelsea Forster F<strong>RCSA</strong><br />
Ken Fowler F<strong>RCSA</strong><br />
Norm Geist F<strong>RCSA</strong><br />
Angela Giacoumis F<strong>RCSA</strong><br />
Tony Greaves F<strong>RCSA</strong><br />
Allison Guy-Ritchie F<strong>RCSA</strong><br />
Ian Hamilton F<strong>RCSA</strong><br />
Michael Hannaford F<strong>RCSA</strong><br />
Nick Hays F<strong>RCSA</strong><br />
Jennifer Hobbs F<strong>RCSA</strong><br />
Matthew Hobby F<strong>RCSA</strong><br />
Steve Hoggett F<strong>RCSA</strong><br />
Alison Hucks F<strong>RCSA</strong><br />
Phil Isard F<strong>RCSA</strong><br />
Tim James F<strong>RCSA</strong><br />
Linda Kemp F<strong>RCSA</strong><br />
Maria Kourtesis F<strong>RCSA</strong><br />
Peter Langford F<strong>RCSA</strong><br />
Colin Levander F<strong>RCSA</strong><br />
Des Linehan F<strong>RCSA</strong><br />
Gaynor Lowndes F<strong>RCSA</strong><br />
Laura Mabikafola F<strong>RCSA</strong><br />
Ian McPherson F<strong>RCSA</strong><br />
Annie Milne F<strong>RCSA</strong><br />
Tracy Morgan F<strong>RCSA</strong><br />
Stephen Noble F<strong>RCSA</strong><br />
Helen Olivier F<strong>RCSA</strong><br />
Kathie O’Malley F<strong>RCSA</strong><br />
Penny Perkins F<strong>RCSA</strong><br />
Stephen Porter F<strong>RCSA</strong><br />
Bruce Ranken F<strong>RCSA</strong><br />
Tony Ricketts F<strong>RCSA</strong><br />
Scott Roberts F<strong>RCSA</strong><br />
Sophie Robertson F<strong>RCSA</strong><br />
Deborah Ross F<strong>RCSA</strong><br />
Courtney Rowe F<strong>RCSA</strong><br />
Lee-Martin Seymour F<strong>RCSA</strong><br />
Ian R Stacy F<strong>RCSA</strong><br />
David Styles F<strong>RCSA</strong><br />
Lyn Tanner F<strong>RCSA</strong><br />
Corrine Taylor F<strong>RCSA</strong><br />
Scott Thomas F<strong>RCSA</strong><br />
Gayleen Toll F<strong>RCSA</strong><br />
Nicole Underwood F<strong>RCSA</strong><br />
Rosemary Urbon F<strong>RCSA</strong><br />
Scott Van Heurck F<strong>RCSA</strong><br />
Robert van Stokrom F<strong>RCSA</strong><br />
Craig Watson F<strong>RCSA</strong><br />
Paula Watts F<strong>RCSA</strong><br />
John Wilson F<strong>RCSA</strong><br />
<strong>RCSA</strong> Honorary Fellows<br />
Hillard McMullen Hon F<strong>RCSA</strong><br />
Julie Mills Hon F<strong>RCSA</strong> (Life)<br />
Joan Page Hon F<strong>RCSA</strong> (Life)<br />
Malcolm Riddell Hon F<strong>RCSA</strong> (Life)<br />
Reg Shields Hon F<strong>RCSA</strong><br />
Jill Skafer Hon F<strong>RCSA</strong><br />
Andrew Wood Hon F<strong>RCSA</strong> (Life)<br />
* Correct at time of printing.<br />
Rcsa Premium Supporter<br />
& Principal Partner<br />
Rcsa Premium Supporter<br />
& Business Partner<br />
Not a <strong>RCSA</strong> Member<br />
To find out more about<br />
Individual or Corporate<br />
membership or becoming a Supporter,<br />
call +61 3 9663 0555<br />
rcsa Australia and New Zealand<br />
PO Box 18028, Collins Street East, VIC 8003 Australia<br />
Tel: 1300 727 504 Toll Free NZ: 0800 448 299<br />
Fax: 61 3 9663 5099<br />
Email: info@rcsa.com.au Website: www.rcsa.com.au<br />
JUNE 2012 41
Association news<br />
2012 <strong>RCSA</strong> CPE & Events Calendar<br />
Date City Type Event Name<br />
Date City Type Event Name<br />
All Year Online Certificate Certificate in Recruitment & Selection<br />
All Year Online Certificate<br />
Certificate in Work Health and Safety<br />
(On-hired Worker Services)<br />
4 Jul Melbourne Workshop Melbourne Temp Desk Masterclass<br />
5 Jul Adelaide Workshop Adelaide Temp Desk Masterclass<br />
11 Jul Online Webinar<br />
13 Jul Brisbane Workshop<br />
13 Jul Melbourne Workshop<br />
13 Jul Sydney Certificate<br />
13 Jul Melbourne Certificate<br />
13 Jul Brisbane Certificate<br />
13 Jul Sydney Workshop<br />
17 Jul Wellington Certificate<br />
17 Jul Wellington Workshop<br />
CPE Webinar, Telephone Techniques –<br />
Making Cold Calls Warmer<br />
Brisbane Workshop, Introduction to<br />
Recruitment Consulting<br />
Melbourne Workshop, Introduction to<br />
Recruitment Consulting<br />
<strong>RCSA</strong> Recruitment Consulting Certificate<br />
(PEARL)<br />
<strong>RCSA</strong> Recruitment Consulting Certificate<br />
(PEARL)<br />
<strong>RCSA</strong> Recruitment Consulting Certificate<br />
(PEARL)<br />
Sydney Workshop, Introduction to<br />
Recruitment Consulting<br />
New Zealand <strong>RCSA</strong> Recruitment Consulting<br />
Certificate<br />
Wellington Workshop, Introduction to<br />
Recruitment Consulting<br />
18 Jul Wellington Workshop Wellington Workshop, Interviewing Essentials<br />
19 Jul Wellington Workshop<br />
Wellington Workshop, Sales & Marketing<br />
from the Desk<br />
20 Jul Brisbane Workshop Brisbane Workshop, Interviewing Essentials<br />
20 Jul Melbourne Workshop Melbourne Workshop, Interviewing Essentials<br />
20 Jul Sydney Workshop Sydney Workshop, Interviewing Essentials<br />
24 Jul Online Webinar<br />
Only a few<br />
spaces remaining!<br />
Fiji<br />
Business Solutions Webinar, Risk Management<br />
– what it is and why it is important<br />
27 Jul Brisbane Workshop<br />
27 Jul Melbourne Workshop<br />
27 Jul Sydney Workshop<br />
31 Jul Christchurch Workshop<br />
31 Jul Christchurch Certificate<br />
1 Aug Christchurch Workshop<br />
2 Aug Christchurch Workshop<br />
Brisbane Workshop, Sales & Marketing from<br />
the Desk<br />
Melbourne Workshop, Sales & Marketing<br />
from the Desk<br />
Sydney Workshop, Sales & Marketing from<br />
the Desk<br />
Christchurch Workshop, Introduction to<br />
Recruitment Consulting<br />
New Zealand <strong>RCSA</strong> Recruitment Consulting<br />
Certificate (PEARL)<br />
Christchurch Workshop, Interviewing<br />
Essentials<br />
Christchurch Workshop, Sales & Marketing<br />
from the Desk<br />
7 Aug Sydney Workshop Sydney Leadership Masterclass<br />
21 Aug Auckland Workshop<br />
21 Aug Auckland Certificate<br />
Auckland Workshop, Introduction to<br />
Recruitment Consulting<br />
New Zealand <strong>RCSA</strong> Recruitment Consulting<br />
Certificate (PEARL)<br />
22 Aug Auckland Workshop Auckland Workshop, Interviewing Essentials<br />
23 Aug Auckland Workshop<br />
4 Sep Online Webinar<br />
13 Sep Online Webinar<br />
23 Oct Online Webinar<br />
Auckland Workshop, Sales & Marketing from<br />
the Desk<br />
Business Solutions Webinar, Document<br />
Control – some clever ways to make this<br />
simple and effective<br />
CPE Webinar, Preventing the road blocks<br />
throughout the recruitment process<br />
Business Solutions Webinar, Drafting Policies<br />
and Procedures – avoid the proverbial rabbit<br />
hole<br />
30 Oct Sydney Workshop Sydney Leadership Masterclass<br />
13 Nov Online Webinar CPE Webinar, Becoming a Trusted Advisor<br />
AT<br />
THE<br />
2012 <strong>RCSA</strong> INTERNATIONAL CONFERENCE<br />
EXHIBITION OPPORTUNITY (15 maximum)<br />
Pre Conference<br />
» 2012 » Sponsor <strong>RCSA</strong> acknowledgement INTERNATIONAL and CONFERENCE logo inclusion<br />
in registration brochure<br />
»»<br />
Organisation name, logo and link on Conference<br />
sponsorship page of Conference website<br />
Conference<br />
» 29-31 » One (1) AUGUST trestle table 2012 for exhibition, | SOFITEL to be situated FIJI<br />
outside of main plenary area<br />
»»<br />
One (1) business card size black and white<br />
advertisement (including organisation name,<br />
AT<br />
THE<br />
29-31 AUGUST 2012 | SOFITEL FIJI<br />
Showcase your product or service at the <strong>RCSA</strong> Conference<br />
logo and contact details) in Conference program<br />
in exhibitor section<br />
»»<br />
One (1) complimentary exhibitor registration<br />
to Conference (includes Welcome Reception,<br />
Conference Dinner, Closing Cocktail Party)<br />
»»<br />
Option of purchasing additional exhibitor<br />
registrations at a reduced price, including<br />
catering and social functions only (does<br />
not include attendance at sessions)<br />
Contact Claudia Gray, <strong>RCSA</strong>, email cgray@rcsa.com.au or call +61 2 9922 3477<br />
Book now! www.rcsa.com.au/conference2012/<br />
42<br />
<strong>RCSA</strong> JOURNAL
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