Is Facebook a B2B channel (yet)?

You can dress SPAM up anyway you like, but SPAM is SPAM is SPAM. Or is it? When I was thinking about this post, it was in response to accepting a friend request from someone I had actually met (albeit in a business context so not a “real” friend). I did hesitate in accepting their request but then decided it could do no harm. I could always unfriend him which I did within 15 minutes. Why? Because he seemed to think it was OK to fill my wall with advice on how to use social media for business! Obviously it wasn't just me seeing this but personally, I didn't want it thank you. I considered it SPAM. Yes, I had accepted his request so therefore I had given him tacit approval to send me his drivel but as with e-mail, I could unsubscribe at anytime; which I did. I accept this may sound a little hypocritical of me, as I also give advice on how to use social media for recruitment but my point of this post is to ask if Facebook is really suitable for B2B marketing. B2C I am totally comfortable with (and that includes recruitment) but I'm not sure about B2B. I do of course have other “friends” who do the same as my unfriend but some are more subtle and less frequent although it still bothers me slightly. Some posts I just hide so I never see them as they are from people I like but I just don't want their business messages. Of course some friends talk a load of nonsense on Facebook (I know I do) but I don't mind that as that is what Facebook is for if they choose.

Tags: business, context, facebook, friend, Industry Chat, minutes, real, result, social media, social recruiting

Sinclair Consulting Group

Sinclair Consulting Group Sinclair Consulting Skip to main content Sign up for Job Alert Home For Job SeekersJob Search Submit Your Resume Create Job Alert Why use Sinclair Candidate Reward Program Candidate Testimonials Registration Process Time Sheets For EmployersSubmit a Vacancy Why use Sinclair Sinclair Recruitment Method Frequent User Rewards Client Testimonials Gold Candidates Our StaffSenior Management Sydney Brisbane Melbourne Gold Coast Perth Adelaide Corporate Services About UsNews Work at Sinclair Social Responsibility Privacy Policy Contact Us IT Jobs 5 IT jobs currently available Looking for Helpdesk Network Engineers Architects Software Developers Web Designers Project Managers and more Apply and interview today Browse Jobs Sales amp Marketing Jobs 53 Sales jobs currently available Looking for Account Managers Business Development Managers Customer Service Officers Telesales Telemarketers amp more Apply and interview today Browse Jobs Accounting Jobs 37 Accounting jobs currently available Looking for Fund Managers Stockbrokers Financial Accountants Management Accountants and more Apply and interview today Browse Jobs Business Support Jobs 9 Administration and Office Support jobs currently available Looking for Executive Assistants Team Coordinators Administration Assistants Data Entry Operators amp more Browse Jobs Credit amp Collection Jobs 28 Credit and Collections jobs currently available Looking for National Credit Managers Collections Managers Team Leader Consumer amp Commercial Collectors and more Apply and interview today Browse Jobs Call Centre Jobs 34 Call Centre and Customer Service jobs currently available Looking for Customer Service Reps Inbound amp Outbound Call Centre positions Sales Fraud Investigators and more Apply and interview today Browse Jobs Retail Jobs 118 Retail and Consumer Products jobs currently available Looking for General Managers Merchandise Managers Buyers Trainee Buyers Planners National Operations Managers and more Browse Jobs Job Search Keyword/Job Ref Location Classification Sinclair Consulting Specialist Recruitment Sinclair Consulting Group was established in 1990 and now has over ten specialist recruitment divisions located in six offices nationally Sydney Brisbane Gold Coast Melbourne Adelaide and Perth These divisions include Credit amp Collections Retail Banking amp Finance Customer Service amp Call Centre Accounting Legal Real Estate and Property Professional amp Technical Services Business Support Information Technology Sales amp Marketing Temporary amp Payroll Services nbsp nbsp Sinclair Consulting News 17 Nov 2011 Sinclair Consulting Wins 2011 Seek Annual Recruitment Award 26 Oct 2011 Sinclair Journal Banking and Finance Edition Issue 4 22 Sep 2011 Sinclair Journal Banking and Finance Edition Issue 3 26 Aug 2011 Sinclair Journal Banking and Finance Edition 2 8 Aug 2011 Tips on Landing a Retail Store Manager Position All News Copyright copy 2012 Sinclair Consulting | Privacy Policy | Sitemap | Contact Us&nbsp

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Qpl

Qpl Banking Jobs | Financial Services Jobs | Accounting Jobs | Insurance Jobs | IT Jobs | Temporary Contract Recruitment | QPL Recruitment Quality People Quality Placements Please login Candidate Advertiser Username Password Register to become a member Forgotten Password Home Job Seekers Employers Careers QPL Contractors HR Services About Us Contact Us Login   &nbsp HR Services eTimesheeting Job Alert QPL Quality People Quality Placement careers clients job seekers search jobs Your browser does not support iframes NEWS RCSA Service Delivery Standard Certification QPL have been certified to the RCSA Service Delivery Standard City of Sydney Business Awards Finalist QPL are finalists in the City of Sydney Business Awards 2011 JOB ALERT you can upload your resume here gt;&gt SPECIALIST RECRUITERS learn more about QPL gt;&gt SALARY AUSTRALIA view salary survey data gt;&gt Sitemap #8226 Browse Jobs #8226 News #8226 Privacy Policy #8226 Contact Us #8226 eTimesheets #8226 HR Services #169 QPL 2011   | nbsp;&nbsp Powered By JXT Consulting

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How CEOs are approaching talent issues in 2012

Earlier last year, global professional services firm, PriceWaterhouseCoopers, released their 14th Annual Global CEO survey, Growth Reimagined. Across 69 countries, 1201 business leaders responded to a range of questions about issues impacting and expected to impact their business. In response to the question ‘How concerned are you about the following potential economic and policy/business

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How CEOs are approaching talent issues in 2012

Tags: business, ceo, global, Industry Chat, leaders, professional, result, services

It Jobs, It Recruitment – Citi Recruitment

It Jobs, It Recruitment – Citi Recruitment CITI Recruitment #8211 IT Jobs and IT Recruitment | IT Jobs IT Careers IT Recruitment Agency | CITI Recruitment +612 9025 9900 Home About Careers at CITI Recruitment Our Team Steve Wilson #8211 Director Our Team Mike Watson #8211 BI DW Manager Privacy Services IT Recruitment Services Client Services Migrating to Australia Working in Australia News IT News CITI Recruitment News LinkedIn News Recent Placements Jobs Submit CV Testimonials Contact CITI Recruitment #8211 IT Jobs and IT Recruitment CITI Recruitment is the preeminent Enterprise Integration Business Intelligence Data Warehousing and Emerging Technologies IT Recruitment Company in Australia We have extensive expertise in the IT Recruitment and IT Jobs arena including Searching Headhunting Selection Fixed Cost Services and Interviewing We specialise in sourcing and building highly specialised IT teams for our clients projects Our aim is to provide you with a truly consultative IT recruitment solution Our IT Recruitment Services cover the following Industries and Technical Domains Enterprise Application Integration Jobs e.g TIBCO IBM WebSphere Oracle Fusion Weblogic Business Intelligence and Data Warehousing Jobs e.g Cognos TM1 Datastage Informatica Hyperion and Teradata Software Development Jobs e.g Java JEE .NET C++ ASP.NET IT Architecture Jobs e.g SOA EDA Enterprise Service Bus ESB IDM Zachman ZapThink Content Management Systems amp Web Development Jobs e.g HTML CSS SharePoint Ruby on Rails OpenText SiteCore Oracle Stellent Emerging Technology Jobs #8211 e.g iOS Cloud Development Ruby On Rails Mobile Development JavaScript FrameWorks Project Managers and Business Analysts Roles #8211 Agile Scrum Prince2 PMBok PMI Rational ERP Positions e.g JD Edwards SAP Oracle e-Business Our specialised services include Access to over 85,000 IT Candidates through the latest active database technology Experience assisting our clients processing 457 business visas for overseas skilled IT applicants looking to work in Australia Premium Access to LinkedIn with over 5,000,000+ contacts worldwide Job Advertising services including coverage across 15 premium job-boards International amp National IT contract IT permanent and executive search recruitment services IT Recruitment in Sydney IT Jobs in Sydney IT Recruitment in Melbourne IT Jobs in Melbourne IT Recruitment and IT Jobs in Brisbane Adelaide and Perth CONTACT US Sydney IT Recruitment Office 02 8070 9349 +61 2 8070 9349 info@citirecruitment.com Level 10 210 Clarence Street Sydney NSW 2000 Brisbane IT Recruitment Office 07 3103 2505 0401 735 235 gino@citirecruitment.com Level 7 127 Creek Street Brisbane QLD 4000 Melbourne IT Recruitment Office 03 9015 9501 info@citirecruitment.com Level 4 480 Collins street Melbourne VIC 3000 SEND US A NOTE Name Email Phone Note Job Search Our Latest JobsTibco BW Solutions Architect Help Desk Analyst SQL Server DBA Data Architect C++ C Developer PHP Magento Developer SAP BI/BW Functional Consultant | 18 Month Project | QLD Government Project| CITI Recruitment Facebook CommunityAlready a member?LoginLogin using Facebook Last visitorsview more IT Recruitment on your iPhone CITI Recruitment was the first Australian IT Recruitment Agency to have an iPhone enabled website Simply point your iphone to www.citirecruitment.com to find IT Jobs in Sydney Melbourne Brisbane and Perth IT Jobs IT Careers IT Recruitment Agency | CITI Recruitment Copyright copy 2012 All Rights Reserved WordPress SEO at CleverPlugins.com

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Sirius Technology

Sirius Technology Home nbsp SYDNEY 61 2 9270 5252 MELBOURNE 61 3 9020 1900 Home About Us Looking for Work Looking to Hire Work for Us Contact Us SEARCH JOBS BROWSE JOBS CANDIDATE TOOLS Architecture Business Intelligence and Datawarehouse Database Digital Media ERP/CRM Infrastructure IT into Banking Java and Middleware Microsoft Development Projects SYDNEY Level 5 6-8 Underwood St Sydney NSW 2000 P 61 2 9270 5252 F 61 2 9252 5995 Send Email MELBOURNE Level 11 South Tower 459 Collins St Melbourne VIC 3000 P 61 3 9020 1900 Send Email © 2012 Sirius Technology All rights reserved Site by JobAdder Privacy Policy

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Konnecting Pty Ltd – Skilled Migration & Recruitment Consultants

Konnecting Pty Ltd – Skilled Migration & Recruitment Consultants Migration Recruitment Services | Australia Skilled Migration Agents amp Recruitment | 457 Visa Sponsor | Working Visas www.konnecting.com Konnecting Australian Skilled Migration and Recruitment Home For Migrants For Employers About Konnecting Migration Settlement Assistance Education Advice Blog Contact Us Welcome to Konnecting Skilled Migration amp Recruitment Consultants Immigration News + Processing of Priority Group 5 General Skilled Migration Applications + New 457 Visa Accreditation Scheme + Victoria Updates State Migration Plan SMP + More Immigration News Candidates + Contact Us for Details + More Candidates Jobs + Assistant Store Manager Automotive + Mobile Sales Hydraulic Hose Fitter + Internal Sales Person Industrial Supplies + More Jobs Konnecting Migration Services amp Skilled Recruitment is a complete integrated Australian migration services provider offering registered migration agent services Australian working visa processing assistance including 457 visa and skilled migrant worker recruitment for Australian employers Migration services are an integral part of moving to another country As a prospective migrant to Australia Konnecting Migration Services can not only endeavour to place you with an Australian employer we can also have our registered migration agents liaise on your behalf with the Department of Immigration and Citizenship DIAC to assist with the correct application and processing of the appropriate Australian working visa for you Konnecting isn’t just an Australian migration expert we are also an employment recruitment agency for skilled migrants and employers We assist employers source skilled international workers anywhere in the world or if they are currently in Australia on a 457 Visa In a tightening Australian employment market increasingly employers are broadening their sourcing There are many benefits to sponsoring staff on 457 visas Konnecting Migration Services is based in Sydney but our migration agents and recruitment agents can provide recruitment and migration services all over the country from Perth to Central Queensland to Adelaide Sydney and Melbourne whether you’re a skilled migrant worker or an Australian business looking to recruit skilled migrants If you would like to work or study in Australia why not use our Visa Wizard to test your suitability for skilled migration to Australia You can also contact us for more information If you are seeking further details about the many different working visa categories the Migration Services area of this website has information about a selection of Australian working visas. However speaking personally to a registered migration agent is always the best option for understanding Australia’s complex visa applications and various working visas Konnecting Migration Services amp Skilled Recruitment delivers integrated recruitment immigration and settlement solutions to connect Australian employers with skilled overseas staff Whether you’re a skilled migrant looking to move to Australia on a temporary or permanent basis or an Australian employer struggling to find qualified staff we can offer an efficient straightforward solution From the visa application process and recruitment to assisting migrants as they settle in and live in Australia Konnecting Migration Services can help streamline the Australian migration process for both Australian employers and prospective Australian migrants Quick Find Info On Are you eligiblefor skilled migration Contact Us Keep informed with our e-newsletter subscribe Skilled Migration Assessment Form For Migrants Migration Services Recruitment Assistance For Employers Our Services Candidate Database Recruitment About Konnecting Konnecting is an integrated Migration Services and Recruitment company We assist processing Australian Visas and may be able to connect you with an employer We can also source specific skills sets overseas for employers Registered Migration Agent MARN 0853698 Konnect to Us Twitter Facebook LinkedIn Site MapTerms of UsePrivacy PolicyDisclaimer copy 2011 Konnecting IRMAP Code of Conduct close Visa Wizard Skilled Migration to Australia This wizard is designed to calculate your eligibility for skilled migration to Australia You can save your progress at any time using the Save Progress button and resume use of the wizard when convenient Your progress has been saved your resume code is Resume Saved your Progress Use your resume code to continue Save Progress 1% complete #160 Disclaimer This information does not constitute advice and does not include all possible visas that may apply to your situation Migration Law is complex and subject to change please contact us for further advice and evaluate your personal situation There are currently many changes in migration legislation and there may be time lags to the Visa Wizard being updated View Full Disclaimer close Skilled Migration Assessment Form Important Please read carefully The following is a questionnaire that is designed to ask you questions relevant to your application for an Australian Visa based on your personal situation To answer a question just click or type the answer into the relevant box You will notice that questions will appear and disappear based on what answers you provide Please provide the relevant information for each question that appears If you answer all the questions correctly there should be no irrelevant questions When answering a question provide as much detail as possible Do not use ditto or As Above even if the information is repeated You should check that the spelling is correct and that numbers and dates are recorded correctly WARNING Please ensure that all the details you provide are true and correct The information you provide may be used in the preparation of a visa application It is an offence under the Migration Act to provide or cause to be provided documents or information to the Department of Immigration and Citizenship which is false fraudulent or misleading Significant penalties apply Providing incorrect information may also result in your visa application being refused or any visa granted to you cancelled Remember providing Konnecting with all the correct information will help them to prepare your application Ready to Proceed I have read the above and am ready to proceed Main Applicant Details Client File Number If you have been given a Konnecting client file number enter it here Who is completing this Questionnaire Are you the main visa applicant Yes No Insert the details of the person completing this questionnaire Family Name Given Names When inserting details on this form please ensure that the details which are entered are from the point of view of the main applicant Personal Particulars of the Main Applicant Insert your details as they appear on your passport Prefix Given Names Family Name Male Female Preferred Name Insert details of when and where you were born Date of Birth DD/MM/YYYY Town/City of Birth State/Province Country Have you been know by any other name i.e maiden name alias other married name Yes No Insert details about the other names you have been known by Family Name Given Names Reason for Change Marital Status What is your current marital status Defacto Divorced Engaged Interdependant Married Never Married Separated Widowed Current Residential Address Insert details of your current address This must be a physical address not a PO Box number Street Address Suburb Postcode State Country Do you have a different postal address Yes No Current Postal/Correspondence Address Insert details of your current postal address Address Suburb Postcode State Country Phone and Email Details Insert details of your current telephone and email contact details PhoneCountryAreaNumber After Hours:Mobile/Cell Office Hours:Email Fax Number:Alternate Email Citizenship Details Insert details of your current citizenship(s Issuing Country When was this citizenship acquired How was your citizenship acquired Refused Citizenship Have you ever been refused citizenship of another country Yes No Insert details about your previous citizenship application(s which were refused Country When was this application refused Reason for refusal Passport Details IMPORTANT Most Australian visa applications require that you have a valid passport Without a passport you may not be able to make a valid visa application For more information please contact Konnecting Do you currently hold a valid passport Yes No Enter the details of your passport(s Passport Number Country Issue Date Expiry Date Issuing Authority Identity Document or Identity Number Have you been issued with an ID document or number Yes No Insert the details of your identity documents or identity numbers Type of Document Number Issuing Country Addresses Please provide details of every address where you have lived for 12 months or more during the previous 10 years Date From Date To Country Full Address Employment Details Have you ever been employed Yes No Provide details of your employment history for the entire period since leaving school until now including periods of unemployment Date From Date To Name of Employer Business Type Your Position Address of the Employer Country Education Details Have you undertaken any form of study or education Yes No Provide details of your education history Date From Date To Course Level Course Name Institution Name Institution Street Address City/Town/Suburb Post Code Country Course Status English Communication Skills How well do you communicate in English Proficient Competent Concessional Competent Vocational Functional Limited Not at All Have you completed an IELTS test or OET test Yes No Insert details of your English Language competency test Date Test Completed Test Report/Certificate No Test results As shown on your results report/certificate Listenting Reading Writing Speaking Overall/Average Business History Are you applying for a Business Skills Visa or Investment Retirement Visa Yes No subclasses 132 160 161 162 163 164 165 405 845 890 891 892 or 893 Your Overall Business and Career History Have you ever been involved in a business or managed an investment which operated at a loss whilst you were involved Yes No Provide details including dates reasons and outcomes Have you ever been involved in a business which has been or is subject to insolvency receivership or liquidation Yes No Provide details including dates reasons and outcomes Have you ever experienced or are you currently experiencing bankruptcy Yes No Provide details including dates reasons and outcomes Business Assets amp Liabilities Have you and/or your spouse been involved in or owned a business during the previous 5 financial years Yes No Provide details of your involvement and ownership in any and all businesses for the last five years If you have been involved in more than one business make sure you use the plus-sign button to add details of another business Business Name Is this Business registered in Australia Yes No Australian Business Number Date your involvement began Has your involvement ceased Yes No Date your involvement ceased Business Street Address Country Type of Business Your Position Your type of ownership/interest in the business Were you involved in the day to day management of this business Yes No Provide details of your specific management responsibilities Local Currency Provide financial details of the business for the last five financial years Record details in the local currency Financial Year Ending Net Assets of Business Turnover of Business Number of Full Time Employees of Business Owned by you amp spouse Balance of your loans to the Business Balance of loans to you from the Business Balance of loans to finance your investment Your Net Assets in the Business Personal Assets amp Liabilities During the previous 2 financial years have you and/or your spouse held any of the following assets/liabilities Cash at bank/Cash on deposit Yes No Provide details of your bank account(s and term deposit(s Bank Name Country Bank Address Currency Account Name Account Number Have you incurred a liability in order to obtain this asset ie mortgage loan etc Yes No Liability Type Provide the value of your bank account as at the time you complete this form and as at the end of the previous 3 financial years As at the following dates Date Asset Value In Local Currency Liability Value In Local Currency Net Value Assets Liabilities Now End of most recent Financial Year End of Financial Year 2 End of Financial Year 3 If you have held other bank accounts during the previous 2 financial years add new sections for them Real Estate Yes No Provide the following details about your property/real estate Property Address Country Purchase Price Currency Purchace Date Property Status Australian Assets Net Wealth Located Outside Australia Investor Retirement Visa Submit Assessment to Konnecting Have you completed all the required questions Yes No Is all the information you have provided true complete and correct Yes No Submit Assessment Submitting Thankyou we will contact you soon Your assessment contains empty or invalid fields These have been marked above please correct your assessment and submit it again Your assessment could not be submitted at this time due to a network or server problem Email this page close Who do you want to send this page to Name Email Address Who are you Your Name Your Email Address nbsp Send

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Why You Should Hire Failed Business Owners…

What do you do when you see a résumé from a person who ran a business that failed? Not an easy question for most—the failed business owner re-entering the market too often finds that companies just don’t know what to do with her. Without a traditional ladder-like career path, some business owners just don't “fit” traditional roles.  I have worked with some clowns in my career who automatically throw these résumés in the discard pile. People who quickly pass on former business owners as employees have various weak excuses: She’s too removed from doing the work day to day; can’t get her hands dirty  Her title was President…how can I talk to her about a job as a Director or Senior Manager?  She needs more than we can offer Her experience is too wide…we need a deep technical pro for this role And finally, the coup de grace: She couldn’t cut it as a business owner; I don’t hire failures This is nuts. Most (but certainly not all) people who have run a business have solid credentials. We have all heard stories  about failed leaders going on to be better leaders later (think Gates, Disney and even Colonel Sanders), but I also think hiring a failed business owner as an employee can add tons of value. Jeffrey Stibel, Chairman and CEO of Dun & Bradstreet Credibility Corp, covered it recently on HBR, “ Why I Hire People Who Fail. ” Similar to Stibel’s article, an older article (2002) Why You Learn More From Failure Than From Success went into even more detail about the benefits: …when a business is failing, each mistake in assumptions, planning, and implementation stands out. When a business fails, the business owners and managers who operate the business often question what went wrong in agonizing detail. …every wrong move and unwise decision is examined. They question “Why did we do that?” and “Who should have seen what was happening? Why did that happen? What could we have done differently?” The level of detail in this examination is typically far beyond the detail that is available in looking at success….The benefit of mistakes is that they often highlight issues and possibilities that simply are not obvious and not foreseeable without the benefit of the particular experience… The manager who has been stunned by failure knows not only the importance of preparing and planning, but also that the unexpected can happen. He or she plans with an eye on a much broader range of possible situations. (emphasis mine) People who have operated at a senior level with their necks on the line, even in a business that failed, can provide great perspective. In addition, they also see the business differently than a candidate who has progressed in a straight line through a big company’s infrastructure. The business owner: Understands the daily and nightly pressure of meeting payroll and paying bills Knows how to assess and leverage functional services (legal, accounting, etc.) Has a pronounced sense of risk management Lives the balance between attention to the here and now and long-term strategy development And finally, I give credit to people who take the risk. Putting it all on the line, including having your name on the paychecks, is a huge developmental experience—it’s like a “lessons learned via fire hose” type of development. I am not saying every failed business owner is a good hire, but dismissing them outright is a huge miss. Editor's Note –  R.J. Morris is a staffing/talent acquisition director for McCarthy Building Companies based out of STL. Like many others in the FOT clan, he's a sports nut who can endlessly draw the parallels between athletes, sports and the talent management game. I know, I know, as if we needed more of that. That aside, he's got two master's degrees and more than a dozen years under his belt as an HR practitioner including as an HRD focused on staffing for McCarthy Building Companies, Inc.

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Tags: bad hr, business, career, career paths, Industry Chat, owner, owners, path, result, rj morris

Leading the way

recruitment extra talks to some of the industry’s biggest talents on their experiences and what inspires and motivates Steve Granland How many years have you been in the industry? I have been working in the recruitment industry with the RCSA for just over one year – I will admit that at times that this feels more like fi ve years but strangely the last 15 months has gone so quickly it feels like three months! With over 15 years’ experience I consider myself an association management professional and I am a proud member of the Australian Society of Association Executives. What do you feel you have contributed to the industry and why do you stay? I don’t think I have been in the industry long enough to make too much of a contribution. I am however very proud of the work done by RCSA staff and volunteers over the past 15 months in launching the individual membership professional accreditation framework, the Professional Emerging and Aspiring Recruitment Leaders (PEARL) Program, the RCSA Journal and new website and the RCSA Awards including the new Young Recruitment Professional and Outstanding Contribution Awards. I have met many experienced industry people who have made significant contributions. For an industry which in reality is so young it is amazing from a newcomer’s perspective to see just how far it has come. Do you foresee a particular development coming to fruition in the industry, or if you could choose something to do so what would it be? Over the last 15 months I have come to appreciate just how important this industry is on both an individual level and at a macroeconomic level and I am definitely still learning. This industry interacts with and influences so many individuals and organisations on a daily basis and should be more widely credited for contributing to the success of Australian business. I would like to see a much better level of public understanding of the importance and value of the industry. The RCSA’s role here is to continue to build professionalism, raise profile and influence. How would you sum up the current state of the recruitment industry? Another thing I have learnt in my first 15 months is that the industry is very fast paced and very fluid and must be so in order to succeed. There are definitely competitive, technology and legislative challenges which must be faced on a daily basis; however, the RCSA and its volunteer network is working very hard to ensure its member base is well placed to succeed. Where do you draw your inspiration and motivation from? I am very fortunate that in my role I get the opportunity on a daily basis to work, engage and collaborate with a fantastic group of stakeholders including RCSA members, staff and volunteers who collectively provide no shortage of inspiration and motivation. Steve Granland, CEO RCSA Steve has over 15 years of senior management experience working with professional/industry associations in the finance (FINSIA), insurance (ANZIIF) and human resources (AHRI) sectors. Steve’s responsibility across professional and industry associations has primarily been membership management, corporate business development/sales, marketing and the development of continuous professional education systems. Prior to entering the world of association management Steve worked with a major bank for 10 years across a number of departments including Marketing, International and Human Resources. Steve has a Banking and Finance degree and a post graduate qualification in International Marketing. ___________________________________ Rebecca Wallace How many years have you been in the industry? I have been in the industry for eight years, with nearly six of those years growing and leading Launch Recruitment. What do you feel you have contributed to the industry and why do you stay? I have built a quality consultancy delivering outstanding service to a niche industry – we were recently a finalist in the Communications Alliance Acomm Awards for service to the telecommunications industry. I am proud of the quality of the service we deliver. We partner with our client companies in the way we educate young talent for the future in the telecommunications sector. I speak at universities to assist in ensuring young people entering the workforce understand the opportunities for them in a telecommunications or utilities career. The sector is ever changing and has a lot to offer young graduates. I stay in the industry because I love my job. I am continually motivated by my fantastic team and the desire to constantly adapt and improve. There is always more to do! Do you foresee a particular development coming to fruition in the industry, or if you could choose something to do so what would it be? I wouldn’t say that I see it coming; however, I would like to see the industry adopt some barrier to entry. We are a professional industry and some course or certificate prior to entry would ensure the individual was serious about a long-term career in recruitment. It would also ensure a level of professional development. A barrier to entry may also spare our clients from dealing with individuals in the industry that are not in the profession for a chosen career. People who don’t have long-term career aspirations may compromise on ethical practice. How would you sum up the current state of the recruitment industry? I think the future is bright for our industry; our clients are busier than ever and the need for a professional recruitment partner has never been more important. I also see an increase in contract and temp recruitment as companies continue to use a flexible workforce to complement their project work. We are seeing many more RPOs and large internal recruitment teams on the landscape but this is not necessarily a bad thing. Our clients still focus on partnering with a specialist agency to grow their teams. Where do you draw your inspiration and motivation from? Constant improvement drives me and I am consistently impressed with the performance of my marvellous team. They inspire me to continually improve the service to our clients. I also draw motivation from our client base, we are lucky to have an interesting and innovative client base who are at the forefront of new technology. It’s an exciting place to be. Rebecca Wallace, Managing Director, Launch Recruitment Rebecca Wallace is the Managing Director of Launch Recruitment, a specialist search and selection firm for the telecommunications, utilities and agribusiness sectors. Rebecca founded Launch in 2006 and has successfully grown the business into a highly acclaimed recruitment firm with a values-based team committed to quality. Named in this year’s BRW Fast Starters list, Rebecca continues to expand the business following a number of national PSA wins and new hires across multiple states. ___________________________________ Debra Loveridge How many years have you been in the industry? I have been in the industry almost 25 years now. I was a founding member of Select Appointments in May 1988 (now Randstad). From humble beginnings, with one small office in Sydney, we are now a business which has expanded organically and via acquisition. In 2009 we evolved a multi-branded recruitment network of 30 distinct businesses into one brand, which is now part of the second largest recruitment and HR services company in the world – Randstad. What do you feel you have contributed to the industry and why do you stay? I have been very committed to the recruitment and HR services industry for over 20 years. I’ve loved it and it’s loved me right back. I remain very passionate about providing meaningful employment and playing a very important part in the communities we serve. At a granular level, I believe the ability to put yourself in the shoes of a jobseeker helps you stay focused on providing a truly great service and building a strong reputation in our industry. I’ve had the privilege of working with our industry body – the RCSA – as Vice President and Director over the past few years, and have particularly enjoyed networking with and sharing in the experience of other CEOs as our industry has rapidly evolved into different business models and solutions, while focusing even harder on high standards, ethics and integrity. For me, I love being part of such a dynamic, ever changing environment – not only within Randstad but within our industry as a whole. And so the ‘love affair’ continues. Do you foresee a particular development coming to fruition in the industry, or if you could choose something to do so what would it be? In organisations like Randstad, where great people are at the heart of our culture, innovation is present all the time – it’s a constant as we strive to maintain a competitive advantage. Yet one of the greatest attributes (and benefits) of our business is that what we do every day remains very simple and those who seek to overcomplicate it, in my view, generally fail. So it’s important to stick to your core business, do it well and seek out innovation that really defines true value for clients and candidates. Our industry is made up of member companies, and the great ones will be constantly transforming, evolving and remaining agile – this will lead the industry in terms of innovation. A company’s ability to be agile through reasonably uncertain times will become increasingly important, and if we look at how major players do this in our industry, that is often where innovation lies. One thing we all need to adjust to is the speed of information sharing and network building in today’s fast-paced, online environment. The large presence of social media in our lives is great evidence of this. Connecting to, engaging and building communities is the cornerstone of recruitment and new online methods give us access to bigger markets, immediately. How you engage in this environment and build a strong value proposition for now and the future will require new and different approaches to communication across the industry. How recruiters communicate, act, engage and build brand in this space will bring natural innovation to how we have traditionally managed candidate and client relationships. How would you sum up the current state of the recruitment industry? Our industry is much like any other – we are in uncertain, somewhat unpredictable times. While Australia and New Zealand enjoys a stronger environment than our colleagues in Europe and the United States, there remains uncertainty as to how we will travel over the next 12 months. My view is, even in challenging times, there are always opportunities for good companies to exceed customer expectations and grow their top and bottom lines. Some of the best companies in the world have grown in extremely challenging geographic and economic conditions. I believe industry leaders need to focus on the indicators of their own business, look to ways to outperform the market, rather than being too concerned about external economic conditions. I believe it’s times like this that will bring further consolidation to our industry and the need for companies to review current offerings and look towards new business models to deliver better service outcomes for clients and candidates. Over the last few years we’ve seen many mergers and acquisitions and so the shape of our industry has changed yet again. My belief is that over the next few years we will continue to see more of this activity rather than less. Where do you draw your inspiration and motivation from? I draw inspiration from our people. The talent we continue to attract and retain in our business is inspiring, to say the least. In my role I have the opportunity to visit businesses across Australia, New Zealand, China, Hong Kong, Singapore and Malaysia, and I’m really proud to see our people leading without title. They are taking the lead and doing great things with our candidates and clients – that’s what gives me the get up and go everyday. Debra Loveridge, Managing Director – Asia Pacific Randstad Deb Loveridge is the Managing Director – Asia Pacific of specialist recruitment & HR services company, Randstad. Deb was a founding member of the company back in May 1988 when it was just one small office in Sydney known as Select Appointments. Randstad is now a Fortune 500 Company and one of the world’s largest HR services providers, specialising in executive recruitment, HR Solutions and temporary and permanent staffing across a wide range of specialist industry sectors and professions. Throughout the years the company has been recognised as an industry leader and received a number of business awards. The Randstad Group now employs more than 520,000 people every day across over forty countries. ___________________________________ Greg Savage How many years have you been in the industry? 31 years What do you feel you have contributed to the industry and why do you stay? I hope that I have contributed to the industry in five areas. Along with many others I have been a supporter of the RCSA in a practical way for many years, for example, by sitting on a variety of committees and serving on state and national councils as well as speaking at RCSA events without charge for over 20 years. I hope my support contributes to change and professionalism within the industry. I also speak at hundreds of industry events in Australia and worldwide and I like to think that this has helped develop a greater knowledge base within the industry. Thirdly, I am very proud of the fact that I can point to 30 companies that are owned by people that used to work for me. I hope that in some small way I contributed to these people developing their craft and establishing such successful and profitable businesses. In terms of training and coaching, all the businesses I have owned and run have put a massive emphasis on professional development of our staff. I believe this has added to the net skill base of our industry. Finally, I put a lot of work and effort into establishing a social media presence, particularly through my blog, and I get a lot of positive feedback from people saying the information I share has helped them in some way. I stay in the industry because I am passionate about it. It is both competitive and lucrative and I get great satisfaction from doing the job well. There is a nice symmetry to the business in that you make everyone happy when you fi t the right person to the right job in the right company. Do you foresee a particular development coming to fruition in the industry, or if you could choose something to do so what would it be? It is a tough time to be in the industry today and there is a certain amount of cynicism about the role we play. We are at the start of a substantive shift in the dynamic of the industry and we need to think about what value we can add. We have to prove that we provide a superior service and we demonstrate this by identifying candidates our clients cannot access and by developing a unique talent pipeline, using non-traditional methods. Where do you draw your inspiration and motivation from? I’m motivated by the desire to create a unique business, see my staff evolve and thrive and, of course, a fear of failure. Greg Savage, Aquent International CEO Over the past seven years Greg Savage has overseen Aquent’s diversification and growth strategy in the international market, refocusing the company on niche sectors within the marketing, creative and communication fields – an initiative that has secured Aquent’s leadership position in this space and resulted in the business growing sevenfold in seven years. With a recruitment career that spans 30 years, including multi-office management of recruitment operations in Australia, New Zealand, England, Europe and many Asian countries, including Japan and China, Greg was promoted to Aquent International CEO in 2005. Formerly CEO of Asia Pacific, the promotion added nine offices in seven European countries under his responsibility. He is now responsible for 450 staff in 35 offices in 18 countries. ___________________________________ How many years have you been in the industry? The advertisement in 1994 which enticed me into the recruitment industry had the headline ‘Frustrated Accountant’. I haven’t looked back and I am now in my 18th year in the industry. What do you feel you have contributed to the industry and why do you stay? Our industry has very low barriers to entry and consequently it is plagued by new entrants who over-promise, under-deliver and stay in the industry for a very short period of time. Besides my longevity which has been built on a philosophy of integrity, I would be proud to say that my training of new consultants would be my biggest contribution. I have always exploited the potential and talent of new graduates. Our growth at people2people has been organic and leveraged from the training of our own consultants. Throughout my career, I have trained many individuals who now have successful recruitment careers, both within a recruitment agency and beyond. I stay in the industry because I still get a buzz when we make a placement, win a new client or beat a competitor. Although I am not as close to the desk as I used to be, I still celebrate when someone makes a placement. I particularly enjoy the thrill of a new consultant who has just closed their first deal. Do you foresee a particular development coming to fruition in the industry, or if you could choose something to do so what would it be? As the industry matures, we will continue to see the dominance of a few major global players. This is not unique to the recruitment industry, but a pattern observed in any maturing market. Globally, I would expect the industry to be dominated by four players; everyone else will have to exploit a niche. A niche does not necessarily mean being small, but may simply be a narrow market segment. Recruiters trying to be all things to all people are destined to fail if they are not one of the four global behemoths. How would you sum up the current state of the recruitment industry? The industry is consolidating quickly and technology is facilitating this change. Those who are slow to adopt technology will find this to be their biggest threat. Many ‘old timers’ will disappear in the next few years. They may or may not be replaced and the big firms will continue to grow. Those who exploit technology and understand that recruiters are not selling a candidate, but convenience and access to networks instead, will continue to thrive, particularly as the baby boomers retire. Where do you draw your inspiration and motivation from? Our world is full of chatter but only a few people take action. I am inspired by those who stand up and make a difference whether it is in business, sport, politics or in life generally. Life is too short to be a passenger! Mark Smith, Director, People 2 People Commencing his career with Deloitte in the late 1980s, Mark is a qualified Accountant. In 1994, he decided to make a career switch to the recruitment industry. During his early recruitment career with two listed recruitment entities, Mark recruited and managed teams in both temporary and permanent disciplines, in the Sydney, Brisbane and London markets. In February 2005, Mark established people2people with Manda Milling and Simon Gressier ___________________________________ Linda Simonsen How many years have you been in the industry? 9 years What do you feel you have contributed to the industry and why do you stay? When FuturePeople was founded back in 2002, our goal was to be different – to focus on the highly specialised contact centre industry, and to provide real value through innovative recruitment processes and long term partnerships with our clients. Over the years we have achieved that, helping clients like St George Bank win Best Contact Centre in the world, and assisting all our clients to meet their recruitment challenges head on. We stay in the industry because of these partnerships, and because of our commitment to innovation and excellence – as recent winner of the 2011 Best Innovation Award at the Recruitment Excellence Awards, we are driven by achievement and continuing to find better ways to deliver outcomes for our candidates, our clients and our own staff. Do you foresee a particular development coming to fruition in the industry, or if you could choose something to do so what would it be? I think we will see an increase in investment in the online space – but not specifically just on social media. The forward-thinking organisations are beginning to leverage technology to measure the performance and culture of their organisation, benchmark what success looks like at various levels, and use this information to create a holistic profile against which to recruit, as opposed to a simple checklist of job requirements. The organisations that understand their unique Employee Value Proposition (EVP), develop a strong employer brand, and can proactively engage the market with this proposition – these are the organisations who will have a competitive advantage in the ongoing war for talent. How would you sum up the current state of the recruitment industry? The recruitment industry has, for the most part, bounced back strongly from the GFC and certain sectors are experiencing robust growth. There is obviously a degree of nervousness about the future, with economic experts predicting a “double dip recession”; the prospect of another financial downturn is leading organisations to be cautious with their costs and overheads, which presents some challenges to the recruitment industry – principally how to deliver value and outcomes without compromising commercial viability. Organisations who are able to continue investment into research and development, and who can deliver outside the- box solution in these times, are in a strong position to weather whatever financial storms we may have ahead of us. Where do you draw your inspiration and motivation from? Michelangelo said “the greatest danger for most of us is not that our aim is too high and we miss it – but that it is too low, and we reach it”. For me, there are so many sources of inspiration to draw from, but that constant drive to fi nd a better way to do things, to look for opportunities to fix what isn’t broken and to achieve goals we thought we couldn’t reach – that’s what inspires and motivates me to keep pushing forward. Linda Simonsen, CEO & Founder, FuturePeople Recruitment Linda is the founder and CEO of FuturePeople Recruitment, a contact centre talent acquisition and engagement consultancy. FuturePeople turns over in excess of $14 million per annum and is the recipient of numerous awards, including the 2011 Best Innovation Award at the Recruitment Excellence Awards, the 2010 Recruitment Excellence Award, Seek Annual Recruitment Award, SmartCompany Award, Telstra Business Award and was ranked 21st on the BRW Fast 100 list of Australia’s fastest growing businesses. Linda has 15 years experience within the Australian Contact Centre and Recruitment Industries and holds tertiary qualifications in Psychology and HR from the University of Sydney. Linda is a member of AHRI and Accredited Professional member of the Recruitment and Consulting Services Association (RCSA). Linda is a member of the CEO Institute, the Entrepreneurs Organisation (EO), a Board Director for Not for Profit Organisation Odyssey House, as well as on the NSW Regional Council for the Recruitment Consulting Services Association (RCSA). ___________________________________ Ben Wood How many years have you been in the industry? Since 1987 What do you feel you have contributed to the industry and why do you stay I’ve been active in the industry through my involvement with ITCRA, but for me it’s been more about helping others to develop a successful career in the industry. I think I’ve been able to provide leadership in this regard, as I’ve had a successful career in recruitment myself. I stay because it’s a great industry that continually throws up challenges and opportunities. It’s a “no excuses” business – the only reason you can’t do something is because of some personal limitation holding you back. Do you foresee a particular development coming to fruition in the industry, or if you could choose something to do so what would it be? I think our customers will continually want to pass more and more responsibility to those recruitment partners they trust. We’ve got to be willing and able to take more responsibility. Our customers will also want us to be continually looking for ways to provide better service at lower cost. We have to build business models that enable us to thrive in this competitive environment. How would you sum up the current state of the recruitment industry? Big picture, the industry’s in rude health, vibrant, growing at a rapid rate, developing a number of new business models which are creating demand. At the coalface, I think the job of the recruiter can be pretty tough and deserves to receive a lot of support – a good structure, effective sales tools, plenty of training, an experienced manager who can coach you through issues. Where do you draw your inspiration and motivation from? I enjoy seeing others succeed. I spend quite a bit of time teaching/training, so I need to commit to my own personal development otherwise I can sound like a broken record. I enjoy travel – seeing how other people live – and this helps me to see there are really no excuses. Ben Wood, Managing Director, Clicks I.T. Recruitment Ben is the Managing Director at Clicks I.T. Recruitment, an Australian-owned IT specialist firm with 50 staff and offices in Melbourne, Sydney and Canberra. He has over 24 years of experience working in the recruitment industry both in Australia and in the UK and has been with Clicks since 1998. Clicks has a large contingent workforce of IT specialists working across corporate and government clients. ___________________________________

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Leading the way

Tags: accreditation, business, contribution, executives, Expert Advice, fruition, Industry Chat, issues, Newcomer, result, Talents, understanding, Volunteers

From Consultant to Head of Social Media……

Tags: business, cultures, digital, environment, french, languages, marketing, organisations, result, strategy, technology, time, words

Moore Personnel

Moore Personnel Welcome to moorepersonnel About Us | Staff Profiles | Recruitment | vacancies | FRANCHISE | Contact Us | Home WELCOME TO Moore personnel Moore Personnel are specialists in providing professional and personalised recruitment solutions Recruitment Solutions #8226 Senior amp Management Appointments #8226 Permanent Full Time amp Part Time Placements #8226 Temporary Staff #8226 Contract Staff Specialist Recruiters in #8226 Senior and Management Appointments #8226 Sales Executives #8226 Office Support #8226 Executive and Personal Assistants #8226 Project Administrators #8226 Secretaries #8226 Administrators #8226 Receptionists #8226 Data Entry Clerks #8226 Document Controllers #8226 Accounts and Payroll Clerks At Moore Personnel it is our policy to form business partnerships with our clients therefore providing the right candidate both professionally and culturally ensuring we get the #8220;perfect match&#8221 every time Download a Timesheet nbsp Copyright copy Moore Personnel 2008 | Disclaimer site by iDESIGNS

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ROY RIPPER AND MATT TROTT LAUNCH NEW BUSINESS WITH BACKING FROM DAN McGUIRE

Company introduces unique on-demand talent development platform with a free to use version. Today sees the official launch of Juice, a game changing cloud-based Talent Development Platform (TDP) aimed at recruiters worldwide. The Juice TDP offers on-demand video learning featuring how to guides, comedic drama and practical exercises to make learning easy and fun as well as utilising online quizzes to test individual knowledge retention. The TDP, which can be rolled out on the same day as purchase, is easy for users to understand and they can be trained on how to use it in five minutes. Steve Carter, CEO of Morgan McKinley, the first company to implement the Juice TDP said: “Juice has transformed how we nurture our talent. It’s relevant, innovative and fun. Traditional training doesn’t always inspire or excite so combining it with a product like Juice gave it an identity within the business where people see it as an investment and not a chore.” “We wanted to create a learning environment where employees at all levels could log on and get instant access to relevant content that not only supported them in their day-to-day role but also offered them continuous development. After all, good people with the right skills are at the heart of our commercial success. The result is that people want to learn. We were able to tailor a lot of the content to be specific to our business. This is really important in helping staff to understand our corporate vision and drive the adoption of best practices across the organisation,” Carter said. By delivering bite sized learning that can be accessed anytime by employees, Juice creates a continuous and consistent learning environment that leads to stronger and faster results than traditional ad hoc training methods.  Clients can work with Juice to create bespoke content for them featuring their own employees just as Morgan McKinley has done. The startup has attracted investment from entrepreneur Dan McGuire, formerly of Broadbean, who joins the board as Chairman and Graham Palfery-Smith who joins as Non-Executive Director. The company will be headed up in the UK and Europe by industry stalwart Roy Ripper and in Asia Pacific by Matt Trott. Roy Ripper, MD, Juice said: “Progressive organisations realise that if they don’t develop their talent they risk losing their best staff and their competitive edge. The most successful people never stop learning and developing. Our view is that giving recruiters access to entertaining and engaging content when they want it will encourage people to improve and refine their skills. We all pick up bad habits and the best way to counteract that and operate at the top of our game is to continuously and consistently improve ourselves.” Anyone can use the Lite version for free for an unlimited amount of time. It gives access to the first two chapters of episodes and is available at  www.juicetdp.com .

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ROY RIPPER AND MATT TROTT LAUNCH NEW BUSINESS WITH BACKING FROM DAN McGUIRE

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Tags: act, business, Executive, Industry Chat, Recruitment News, result

Open book management

Nigel Harse, MDBTWO Business improvement through financial transparency or “open-book management” is a simple yet powerful management approach that’s becoming more widely used and accepted. It’s an approach that calls for sharing the company’s income statement, cash flow and other financial information with employees and then using this to train, develop and encourage them to think and act like successful owners and career investors. I consider myself most fortunate as my career commenced and flourished in an organisation which embraced financial transparency. Each of us knew where we could make a difference and understood how our actions would contribute to the cash flow, income and profitability of the company, in such a way that we truly understood how the company worked and made its profits. My point is that most employees wrongly assume that smallbusiness owners are wealthy, successful and making loads of money, but that’s not necessarily the case. Frequently they’re fighting for survival and often there’s a disconnect between the teams perception and reality, can you really afford for any member of your team to have this damaging misconception? What open-book management does is eliminate many of the incorrect perceptions; it replaces them with the reality of the situation. I have always found that people are very much more willing to help and then give 110% when they have the right information, rather than their perceived assumptions. What we need to do is to not only report the earnings (which many do), but to share with the team how and where the money is going back into the company (most don’t), and reveal to them where the money for training, new IT systems or to reduce debt will come from. Making this information transparent to all staff, at both the business and individual levels, introduces a new and effective way of developing teamwork and making staff more sensitive to their role and performance. Transparency is a do-it-yourself mechanism that creates better management control, reduces the likelihood of poor performance and also fuels the team’s confidence about the future of the business. The two things that people wrongly perceive about open-book management is that if you open up your books, and you show people that you’re making money, they will ask for more money. That’s the first fear. And the second fear, somewhere down the road, someone may take the information that you’ve been providing them and give it to the competition. In my 30+ years in the industry neither situation has given me any problem, nor have I found others who have experienced it. It’s my belief and experience that those companies who have the courage to share financial information can sustain a higher level of engagement over the long haul by creating a culture of continuous engagement built on strong strategic direction and honest leadership, intense customer focus, equitable rewards and effective internal communication. Companies that excel in these areas often enjoy better individual and organisational performance and deliver superior long-term financial results. Rod Hore, HHMC The concept that company performance can be improved through a policy of transparency and openness with employees has been around for some time. Different terminology has been adopted to describe it – open book management (OBM), participative decision making (PDM) and industrial democracy. However, the notion that providing employees with greater disclosure on financial performance and company strategy has been practised in some organisations for years. There have been well-known advocates of the OBM model such as Jack Welch, the former Chairman and CEO of General Electric (GE). Welch believed that “opening up the books” to all employees helped gain a sense of ownership of the business and a sense of urgency. Staff could see the changes in performance and what it cost to run the business. Welch also devoted a lot of time and effort to communicating with employees so that they better understood the information disclosed in financial statements. For GE this approach was regarded a success. However, GE is a global giant, could this style of management work within Recruitment companies that are typically small to medium enterprises? For Recruitment companies there are potentially many benefits from adopting OBM if it is implemented well. Letting staff know about the company’s bottom line can bring about a more vested interest in how the company performs. This is especially so if there is a link with company performance and pay. Seeing the results, good and bad, can really help to clarify the pay cheque! Not all good ideas are vested with the business owner or senior management. Informed employees can become innovators, creating solutions to problems, saving on costs or seeing ways to increase productivity. At its best employees can be integrally involved in preparing budgets, reducing costs and thinking like business owners. Using a “sharing-the-books” concept calls for communication with staff to be done well and regularly for it to be fully effective. Employees need to be kept informed of results and progress against targets. Business owners can’t be inconsistent on OBM and not “get around to it” one month because they are busy. Ideally, an open disclosure approach will help with employee buy-in and reduce the “it’s not my job” mentality increasing flexibility and willingness to get the job done. There are those who will feel uncomfortable with letting staff know what the company profits are and that is understandable. Whether it will work may well depend on the type of culture that currently exists in the company. The speed and breadth of communication globally and in our everyday lives has increased so substantially in recent years that it demands different approaches to how we do business. OBM is not new, though it may be more relevant today than ever before.

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Open book management

Tags: approach, business, Expert Advice, Harse, improvement, issues, management, october 2011, open, result

What To Do with the Successful But Lazy Salesperson?

Every company wants a rainmaker sales pro pushing their product. Business starts when a product or service gets sold, period. Sales pros are the point of the spear for a company, and they face constantly increasing goals, income risk and constant rejection, which makes really successful ones pretty rare. Even more rare? The successful salesperson that does not have to work at it. You know one of these people, right? They are either really good, or they have a great product in a great territory, and they can hit their goals with ease. There are a few of these people in the neighborhood network who seem to have pretty cushy sales gigs that don’t seem to require cranking out hours like most sales roles do. For example, at a party, a group of us were talking, and one dad asked another what he did that allowed him to have so much free time around the house. His answer: I work at ABC industries; great job. I work about 25 hours a week, play golf and hang out the rest of the time. As long as I hit my numbers, they stay out of my hair.  Another guy looked at him and deadpanned, “Dude, I work 25 hours before 10 am on Wednesday.” From an organization’s perspective, is effort required if performance is there? I think there are two sides to this debate, so I’ll try to lay them out from the salesperson’s and the salesperson's employer's perspective. In favor of letting a person hit her numbers, regardless of effort: I’m hitting my numbers. Period. You set an expectation; I am killing it due to talent and efficiency. Instead of busting me for being great at my job, why don’t you worry about Tommy, Sally and Timmy, all of whom are at 40% of goal year to date? And on the other side, you have those who expect both max effort and production. You’re not working your clients; you’re letting them work themselves. Through luck and fortune, you have a fantastic territory that is effectively underworked. You hit the bar, and then stop working. Someone else could get so much more out of this territory. Tough deal. Most companies claim to have goals and systems that require their salespeople to put in the time and effort. In reality, though, I wonder if everyone is just happier to let the sales pro close deals, regardless of effort. When the field sales force is meeting plan, it makes everyone feel better. Managers who set the sales goals feel validated that their projections were on target and that the planning they did paid off. On the other side, the sales side of the organization knows that meeting goal this month or quarter will likely result in a more realistic goal in subsequent quarters. Life of a sales pro…it never ends. Kill your goal now, and your next goal will be that plus 5 or 10%. For those rare people who can do it, maybe they think it’s easier to save up their energy. My take is that you can skip the effort and just get the results for a while, but beware that the company is going to drop you like the Red Sox dropped Terry Francona when results tail off.   Editor's Note –  R.J. Morris is a staffing/talent acquisition director for McCarthy Building Companies based out of STL. Like many others in the FOT clan, he's a sports nut who can endlessly draw the parallels between athletes, sports and the talent management game. I know, I know, as if we needed more of that. That aside, he's got two master's degrees and more than a dozen years under his belt as an HR practitioner including as an HRD focused on staffing for McCarthy Building Companies, Inc.

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Tags: business, Dad, golf, industries, Industry Chat, point, product, Rejection, result

Csc Australia

Csc Australia CSC BUSINESS SOLUTIONS TECHNOLOGY AND OUTSOURCING SEARCH ADVANCED About UsServicesCase StudiesInsightsContact UsCareers CORPORATE GOVERNANCE INVESTOR RELATIONS NEWSROOM LOCATIONS CSC PORTAL Please upgrade your Flash Player INDUSTRIES SOLUTIONS COUNTRIES LET’S GET STARTED Our experience across all industries enables us to harness the best ideas practices and solutions from both the public and private sectors for the benefit of every client + Chemical Energy Natural Resources Main Page Chemical Natural Resources Oil Gas Utilities + Financial Services Main Page Banking Insurance Life Annuities Pensions P&C General Insurance + Technology Consumer Communications Media Entertainment Technology Consumer Goods Services Fashion Retail Travel Transportation + Manufacturing Main Page Aerospace Defense Automotive Industrial Health Services Public Sector By design our services portfolio meets our clients most complex challenges We bring business perspective decades of experience and practical ingenuity to every engagement Application Services Cloud Computing Services Credit Services Cybersecurity Enterprise Solutions Finance Transformation Hosting Services Infrastructure Services Legal Solutions Managed Network Services Management Consulting Outsourcing Risk Management Claims Service-Oriented Architecture Supply Chain Management Testing Services Whether you’re around the corner or across the world chances are you’re near one of our locations AFRICA South Africa AMERICAS Brazil Canada en fr Chile AUSTRALIA Australia ASIA China Hong Kong India Japan Korea Malaysia Singapore Thailand Vietnam en vn EUROPE Austria Belgium Czech Republic Denmark France Germany Italy Lithuania Luxembourg Netherlands Norway Portugal Slovakia Spain Sweden Switzerland United Kingdom Let s work together to help your organization meet its most complex challenges.Talk to us today by Using our Contact Us page Finding a CSC location near you Seeing how our Global Alliances program works to your advantage WHAT’S NEW © Computer Sciences Corporation | Legal Disclaimer | Privacy Policy | Site Map | RSS | Mobile

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HR Needs To Be The Department of Errors and Corrections…

To be successful HR needs to move from the department of enforcement to the department of corrections.  I’m cereal folks, super cereal. HR needs to become the department that allows mistakes and then helps correct for them rather than the department that creates rules and regulations to ensure no one makes mistakes in the first place.  I know some of you are saying that this would surely lead to chaos and the end of life on this planet as we know it.  But bear with me (or is it bare?) – mistakes are the best way your organization will succeed in the future and the best way to be sure your people get better and better and whoop on the competition. Making mistakes is more valuable than experience in today’s organizations. Ch…ch…ch… changes Here’s an example:  the biggest change for most consumers in telephone technology from about 1910 to 1980 was the big change from pulse to touch tone dialing (at least from a consumer standpoint.)  The phone your great-grandparents used was pretty much the exact same phone you used growing up.  The tech behind it was pretty much the same from a user experience.  Then came digital and we could now push a button on our phone and create a tone that the computers could interpret as a number.  Before that the phone system counted the number of clicks (pulses) that the rotary phone made.  I remember as a kid we had a phone that had a switch that would convert the push button sound to a click so the old phone lines could interpret it.  When you pressed the button the phone wouldn’t go beep… it would go… click, click, click (if you dialed 3.) That’s roughly 70 years without a major consumer change in the telephone market. I’d suggest we’ve had more change in telephone technology in the last 5 years than the previous 100.  Is Experience Valuable? That’s just an example but in general, change used to be slower.  A person could go an entire business career without a major change in the way they did their job.  That meant that what you learned your first day on the job was pretty good for the next 40 years. Experience mattered.  Experience was valuable.  Having the most experienced employees was a real benefit to the organization.  You could put in place rules and regs based on that experience and keep people from making mistakes and hurting themselves or the organization.  Not so any more. Change is Constant and Learning Is Key I’m not the first one to say it but learning is more important than experience.  Experience in what “used” to be is only value if nothing changes.  If everything changes – then you have zero experience right?  The real key to organizational growth and success is learning and change.  And dealing with change is a function of how well you can manage and navigate uncertain waters. Mistakes = Learning Without mistakes the brain has no way of knowing what the boundaries are for making future decisions.  In other words, if you've always been right, how can you make a good decision in a unique and different scenario?  You can't.  Mistakes allow you to have an inventory of options to bounce around to help you narrow down choices and make better decisions in unfamiliar and unconventional situations.  If change is accelerating (and it is) then the best organizations will be those that have the largest inventory of mistakes to compare options against.  So the real value is “experience in making mistakes.” Niels Bohr, the physicist, said that an expert is someone who has made all the mistakes that can be made in a very narrow field. Safety Is The New Regulation Instead of policies and procedures to keep people from making mistakes, HR should think about how they can create safe zones for employees to experiment and teach managers how to create a mistake tolerant culture.  While HR may have been created to reduce the risk to a company from failing because of mistakes an employee made… it is now in their best interest to create a way for a company to succeed because employees make mistakes. Or is that a mistake?  Editor's Note -  Paul Hebert is the Managing Director for  i2i  (an influence consultancy), the brain behind  Incentive Intelligence  and a recognized authority on incentives and performance motivation. Want to know what's going to motivate your people to perform at their best and impact the bottom line? Want to know whether your service award program really means anything at all? And are there psychological principles that drive your employees behavior? Paul's your guy… unless you fervently bow down to Maslow.

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Benchmarking and Breakfast – What We Can Learn From the Waffle House…

So which companies are today’s paragons of modern business practices? The ones most frequently cited in studies and articles highlighting excellent customer service, innovative approaches to design and product development, and for creating and sustaining rich, engaged, and enlightened environments where employees are valued and recognized for their contributions to organizational success? Which companies make the headlines, have authors penning books about their strategies and leaders, and are the most sought after by national and regional Human Resources conferences for appearances and seminars? All of us in the HR, recruiting, and talent management game want to learn all we can about these superstar companies, in hopes that we might be able to pick up a strategy we can implement here or an approach to management or leadership there, in hopes some of their mojo will be be transferable to our organizations. But we also know that despite careful study, examination of best practices, and dedicated worship at the church of these famous and almost iconic brands, that often what they do to succeed and prosper might not work for us. Regardless of all the information and reporting available for us to review, we know that we can’t simply adopt a couple of programs or policies and suddenly transform our company into the next Zappos, Apple, Waffle House, or Facebook. It just doesn’t come that easy. Wait a second – did that last bit just mention Waffle House? In the same sentence with Apple and Zappos? Well, it turns out our friends at the Waffle House probably deserve to be thought of in such lofty company. Why?  Well, it isn’t (completely) for the waffles and biscuits. It’s for the remarkable planning, strategy, execution, and dedication to customer service the chain exhibits in times of natural disaster. When a hurricane or a tornado strikes, the Waffle House springs into action. From a recent piece in the Wall Street Journal titled ‘ How To Measure a Storm’s Fury One Breakfast at a Time ’ -    “When a hurricane makes landfall, the head of the Federal Emergency Management Agency relies on a couple of metrics to assess its destructive power. First, there is the well-known Saffir-Simpson Wind Scale. Then there is what he calls the “Waffle House Index.” Green means the restaurant is serving a full menu, a signal that damage in an area is limited and the lights are on. Yellow means a limited menu, indicating power from a generator, at best, and low food supplies. Red means the restaurant is closed, a sign of severe damage in the area or unsafe conditions. “If you get there and the Waffle House is closed?” FEMA Administrator Craig Fugate has said. “That's really bad. That's where you go to work.” Essentially – the Waffle House, with hundreds of its restaurants in areas of the country prone to such natural disasters like hurricanes, getting back up and running in times of crisis is a matter of organizational priority and pride. When the communities and customers the Waffle House serves are in their most acute time of need, with the power out and food supplies either spoiled or simply not easily available, when a decent hot meal and cup of coffee are most desperately desired, the Waffle House has developed and implemented a strategy to re-open as quickly as possible. Sure the initial menu might be a little limited, but the key point is the House is open, and folks who have had their world turned upside down by a hurricane or a tornado can get some waffles and sausage, and maybe a few minutes of normalcy back. It's great business, even if it isn't particularly profitable, there is a lot of extra cost associated with disaster planning and extra staffing, but the goodwill the chain generates by being there when times are tough is a sound investment for times when customers actually do have a choice in where to eat. So sure, keep reading those rockstar CEO books, reading pieces on HBR about the genius that is Steve Jobs and Apple, but instead of slumping back down in your chair thinking ' We can't be Zappos' , maybe set your sights on the Waffle House instead. And pass me a biscuit. Editor's Note  -   Steve Boese is fondly known to many as the  HR Technology  blogger. By day, he is an HR Technology Consultant and part-time instructor at the  Rochester Institute of Technology .  That's right, he's educating some of HR's future, folks. How's that for literally shaping the future of HR? Steve can also be found hosting the  HR Happy Hour on Thursdays at 8PM ET  … you know, where a bunch of HR pros get together and call in to talk about HR stuff. Sounds like a real happy time… yep. Okay then…  

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Tags: biscuits, business, Conferences, customer, Disaster, exhibits, good hr, Industry Chat, journal, management, paragons, practices, result, strategy, success

Measuring Employee Turnover Rate: A Bogus Statistic…

There have been countless articles, posts, and other musings on HR metrics and how, without metrics, HR is doomed to forever be viewed as a second-class business citizen.  And through a stroke of re-branding genius HR metrics have been transformed into HR analytics, with a whole technology industry built up to help us HR types sort our analytics out.  Admittedly, I've been a little old school when it comes to HR metrics – think traditional baseball statistics (i.e., wins, homeruns, RBIs) to sabermetrics (on base percentage + slugging percentage).  In fact, for years now, I've been proudly flaunting our low turnover rate as the only proof needed to prove how successful our people programs have been.  Well, recently my thinking was challenged by a colleague, leaving me feeling like I've been peddling the HR statistical equivalent of Dave Kingman .  As it turns out, focusing on turnover rate is like focusing only on homeruns – important, but misleading.  A low turnover rate could really be telling you: 1.  You've got a “comfortable” culture.  You go to work, do your thing and go home.  There's not a lot of pressure, no one really pushes you to do or learn more, you've got a lot of friends at work and you're compensated well.  Why would you leave?  Oh, that's right, you wouldn't! 2.  People really want to leave but can't .  Yup, the ol' economy thing gets in the way here.  These folks aren't bad workers, it's just that it's time for a change or their heart isn't in it anymore.  They're out there trying their best to move on, but it just ain't happening.  And depending on where in the country you live, this could be even more pronounced. 3.  People really want to leave but don't .  Same as above except these guys are too lazy to mount a serious job search.  4.  Unintended consequences.   You're a manager in a company that focuses so much on turnover rate that even though you've got a poor performer on your team, you don't take action because you don't want to be an outlier.  So you tolerate underperformers. You get the point.  While turnover rate can be a helpful input to understanding what's happening in your organization, we should be a little more skeptical of drawing too many conclusions.  So what should we measure?  Taking a page from the sabermetrics book, I propose we adapt the Wins Above Replacement Player (WARP) for our organizations.  Simply, what is the performance level of our team members compared to “replacement” talent available on the open market?  We can call it Performance Above Replacement Employee (PARE). Using a 1-5 scale: Performance of current employee Divided by Expected performance of replacement employee A score of 1 or higher is good.  Do everything you can to retain that employee.  A score lower than 1 isn't good and you should take the necessary steps to improve.  From a retention perspective, I'd want to know what percentage of employees with a score of 1 and above are we retaining?  Now, I can hear those out there saying, “isn't this just another way of saying retain high performers?”  No.  Most performance measurement is comparing an employee to internal talent or the subjective assessment of a manager.  The PARE system looks external so you may have a “high” performer in your system but turns out they're only average when compared to the market.  Would love to hear your thoughts and reactions! Editor's Note – A ndy Porter is a VP of HR/OD with Merrimack Pharmaceuticals. Some days, he indeed does  wear short shorts around the office  (call it a morale booster). Other days, he spits some mad game on cheese. No really – he's somewhat of a cheese aficionado. But more importantly? He's changing how his company approaches people management and performance management. Just ask him what happened to Merrimack's annual performance reviews.

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Tags: articles, business, Citizen, Genius, industry, Industry Chat, Metrics, result, retention, stroke, technology

Sneaky Recruiting: People on Facebook

In the car business, it can be difficult to get names of people.  If I just had a name, I can easily stalk find people.  I can call them at work and directly ask for them (pretending to be their girlfriend, sister, anything…) if I just had a name. I've been known to do some pretty sneaky things to get names.  Today, I am going to show you how to sneaky-recruit on Facebook.   There are more than 750 million users on Facebook.  These people fall into two categories:  HAS A JOB and DOESN'T HAVE A JOB.  I'm always targeting people from both of these categories, so it makes sense to use the biggest people network on Earth to stalk find talent. Let's pretend.  Today I'm looking for a Finance Manager.   If any of my employees are reading this, I am JUST PRETENDING!  Don't freak out.  I'm not replacing you.  Yet.  NOTE:  Before I show you this, I don't really care if you think I'm stalking people.  They will be happy when they get a better job with my company, and I will be happy when the hiring manager fills his position for ZERO dollars in advertising.  You know, since Facebook is free and all. 1. LOG IN!  Easy enough.   If you're not on Facebook, get an account.  How else are you going to spy on your employees once they work for you?  Hello? 2.  Find ONE person who works for the company you want to steal people recruit from.  In my case, I wanted to recruit from Yark.  They are our biggest competitor.  And they like to steal my people, so I don't feel even a little bit bad about this. You don't know one person's name at your competitor?  Call the company, tell them you have a complaint, and ask to speak to your Salesman.  You can't remember his name though.  Under pressure, with an upset customer on the phone, that Receptionist will start spouting off names.  WRITE THEM DOWN and start looking for these people on Facebook.  SALESMEN ALWAYS HAVE THE MOST FRIENDS!  It's in their nature. 3.  Look at this employee's friends.  He is bound to be friends with people in the company on Facebook.  Especially since he/she is in Sales.  Sales people have a deep, burning desire to be friends with as many people as possible. 4.  THIS IS WHERE IT GETS GOOD!  You can weed his friends out based on where they work.  There is a drop-down box by the search bar below his name (“Search by Workplace”).  Type where he works in the search box.  In this case, “Yark Automotive Group”.  If the company has a Fan page, it will auto-fill for you. 5. Once you get it sorted by their company, matches will appear (even for private profiles) for the people who have listed this business as their employer.   6.  Now that you've clicked on a name, look and see if these people are listing job titles.  Angie is a Warranty Administrator.  This is not what I'm looking for today (remember, I need a Finance Manager). Time to go back to the mattresses.  You can go back and search from the original person you stalked found.  Or you can search the new girl's friends. 7.  I chose to search through her friends.  She has 11 matches of co-workers.  Once again, I start clicking on these profiles. 8.  I am now clicking away on her co-worker friends.  This girl does not want to be recruited.  Her profile is locked down.  But I can still search her friends!  That information is not private.  Back to the mattresses again.   9.  I go through her friends (again by narrowing my search to their workplace).  And just like magic, I find myself a Finance Manager.  TA-DA! At this point I do what all good recruiters do, I send him a message on Facebook.  My profile picture is pretty and approachable (and photoshopped).  People want to respond back to me and my pretty picture. (read: make sure you have a nice profile picture if you're going to do this) Dear So-And-So, I work at This Place, and I'm looking for a Finance Manager.  I see that you work for Yark as a Finance Manager, and I have heard your name come up in the industry as one of the best in town! Our benefits and pay plan are better than Yark's.  I know this for a fact.  DJ works here now, and he's never been happier!  Call me on my cell phone so we can set up a confidential meeting.  What do you have to lose?  Nothing.  But you have everything to gain.   (555) 867-5309 Thanks!   Meredith Soleau HR Manager This Place I wait one day for a response, and I call him at work the following day to tell him to check his Facebook messages if he didn't follow-up.  If that doesn't work, I go back to the Facebook mattresses. 1% of the time, a person's manager will call me and tell me to stop reaching out to their employees on Facebook (clearly this employee is very loyal – which makes me want them more ).  But I don't really care if the bosses get mad. My job is to find the best people for my company.  So you need to have a thick skin and stroke the egos of those you're recruiting throughout the Facebook process. There you have it.  100% free stalking recruiting.  I imagine this also works for stalking finding an ex-boyfriend. Have you ever tried this?  Will you try it now?  Will it work for your industry? Editor's Note -  Meredith Soleau is an HR pro out of Toledo. An HR pro for an automobile dealership in Toledo. An HR pro for an automobile dealership in Toledo which happens to have more restaurants and bars per capita than any other city in the United States which makes her an HR pro for an automobile dealership in a town full of foodies and drunks which she counts as her talent pool and employee population. Which really just means that the stories about their holiday parties must be really, really good. But more than likely, the best stories include Meredith herself because  life's one crazy joke …

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Tags: business, car, Girlfriend, Industry Chat, result

Do you anticipate a growth in the contract workforce to be contained to a specific discipline and what split of permanent verse contract work to you consider optimal for a business such as yours?

James Hon Managing Director and Founder, Bluefin Resources Growth in the contract market is expected to continue across all disciplines. Sign off for permanent roles is taking longer to come through and, as a direct result, we are seeing a lot more fixed-term contracts, particularly in the marketing sector, and on some occasions even for sales roles. There any many large-scale projects being released across a variety of industries all of which require contract resources in change management, project management, business analysis and process improvement. Technical demand has seen an increase in Business Intelligence, Enterprise Architecture and application development (particularly in mobile apps and trading systems). We are anticipating an increase in demand for contract risk and compliance professionals in response to Basel III. Projects associated with Carbon Tax should also activate new contract projects across a number of disciplines. The ideal mix of permanent versus contract work should fall somewhere in the range of 40-50% contract and the balance in permanent. A contract book enables the business to create a continuously growing revenue and profit stream that is easy to measure and enables a business to better forecast its performance and profit over a period of time. Risks associated with having a contract book are usually associated with cash flow as there is a gap between paying the contract workers and receiving payment, this can be controlled by having a cast-iron understanding of the timing of payments to contract workers, terms of business with clients and a robust process for following up client invoices. James Hone started his recruitment career in London in the late 1990s. He served for fi ve years as Manager for Hays IT in London before moving to Sydney in 2003. In 2003, James left Hays IT to establish Bluefin Resources. Bluefin has ranked 23rd on BRW’s prestigious Best Places to Work list 2011, a catalogue of the 50 best employers nationally. James encourages a fun working environment, with a work/life balance and no tie policy, ensuring that his business focuses on quality rather than quantity. Bluefin now has over 50 employees based out of Sydney and Melbourne recruiting across Australia and Singapore, with further growth planned. Visit www.bluefi nresources.com.au for further information about the company. ___________________________________ Lynne Fox Senior Consultant, Finite During my experience recruiting for the IT contracting market, I haven’t ever noticed growth being confined to a specific discipline. What I have noticed though, over the last three years, is a significant contraction of a wider range of disciplines being sought by our clients. There is still a very healthy demand for Program Managers, Project Managers, Business Analysts, Solution Architects and Testers. Project-based teams with generic skills are also in demand. I have observed a reduction in client requests for candidates with very niche technical skills (SAP, Oracle Apps, niche development skills, etc). We saw a drop off in the request for these types of skills about three years ago. As less and less people are getting into IT as a profession and more IT contract work moves off-shore, clients have begun to see a shortage of candidates in the market place. Agencies are finding it more challenging to unearth suitable candidates because the majority of them are currently employed in a permanent capacity. This was an immediate result of the GFC when contractors became concerned by the fact that non-permanent resources are usually the first to be let go during an economic downturn. We are actually now seeing these people “tip-toeing” back into the contract market. I can’t speak on behalf of the company but I understand that 25% permanent and 75% contract is considered to be a good business model. Lynne Fox is one of Finite’s Senior Consultants. Having been employed with the company for more than 10 years, she has had a successful track record within both corporate and government accounts. Lynne provides IT resources for contract assignments as well as for permanent appointments. The scope of IT positions she has placed, on behalf of her clients, has been from CIO to level 1 Help Desk. Lynne is an ITCRA-certified IT Professional Recruitment Consultant. ___________________________________

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Do you anticipate a growth in the contract workforce to be contained to a specific discipline and what split of permanent verse contract work to you consider optimal for a business such as yours?

Tags: august 2011, business, Contracts, Expert Advice, intelligence, issues, management, market, professionals, profit, project, resources, result, the-panel, workers