Zelda Recruitment

Zelda Recruitment Zelda Recruitment The Best Jobs in Queensland nbsp Tel 07 3229 4999 Email talent@zelda.com.au where potential meets opportunity opportunity where potential meets opportunity nbsp Zelda Recruitment:The Best Jobs in Queensland Zelda Recruitment blazed onto the Brisbane recruitment scene in 2002 with a very clear vision to be a trusted partner setting the standard of excellence for recruitment in Australia We provide years of experience expertise and maturity as well as personalised and professional service to all of our customers Our goal is to secure the best talent for our clients the greatest opportunities for our job seekers and an exciting and challenging place for our employees As one of the most dynamic recruitment firms in Australia we specialise in providing jobs for the greater Brisbane and South East Queensland markets Quite simply Zelda Recruitment stands out because We are experts in recruitment and in our specialist business areas When we spot talent we will not let it go We always stop and ask questions We have absolute confidence in our convictions We exceed our clients and candidates expectations We have depth of understanding We have a track record of delivery We will never sacrifice quality for quantity We make it look easy It s not just us that is saying this The largest publicly listed companies as well as the most exciting businesses in and around Brisbane choose Zelda Recruitment why It s simple We are the best and we work with the best Accounting Jobs Brisbane read more Accounting Jobs Brisbane Zelda Recruitment is recognised as Brisbane’s leading specialist recruiter in Accounting and Finance jobs We have built this reputation through consistently exceeding our client’s expectations and building a partnership approach in the recruitment of permanent temporary and contract jobs Accounting Jobs nbsp Office Jobs Brisbane read more Office Support Jobs Brisbane The challenges we face today are all about flexibility and fit At Zelda Recruitment we work with organisations of all types to understand anticipate and respond to their evolving staffing needs to ensure businesses are optimising their productivity with talented individuals skilled in all facets of Office Support Office Jobs and Careers in Queensland nbsp Human Resource Jobs Brisbane read more Human Resource Jobs Brisbane Human Resource Jobs are no longer represented by the HR manager or HR Officer alone in today’s business community we see the emergence of additional specialists within the Human Resources market Human Resource Jobs and Careers in Queensland nbsp Accounts Jobs Brisbane read more Accounts Jobs Brisbane Whether you are seeking an accounts payable accounts receivable payroll assistant accountant finance or data entry position the Accounting Support team at Zelda Recruitment can assist you Our Accounting Support consultants are specialists and are committed to offering exceptional service whilst sourcing the best career opportunities in permanent contract and temporary capacities Accounts Jobs nbsp Supply Chain Management Jobs read more Supply Chain Management Jobs Brisbane With Brisbane and Queensland an important and ever growing hub in manufacturing construction mining and resources the search for qualified and experienced talent across the entire supply chain is an ongoing challenge for organisations read more nbsp Resources and Infrastructure Jobs read more Resources and Infrastructure Jobs Zelda Recruitment has long been a trusted partner with leading Resources and Infrastructure organisations Based in Brisbane Zelda Recruitment is a supplier of talent to many worldwide organisations with local needs Our recruitment personnel are experts in their specialist fields We have a team of Resources and Infrastructure Recruiters who are highly skilled to source the right person for the job from Project Managers Engineers to Cost Controllers and beyond We have extensive networks a comprehensive robust database of qualified personnel and the tools and techniques to source and deliver talent read more nbsp Executive Recruitment Brisbane read more Executive Recruitment Brisbane Zelda Recruitments Executive Management recruitment team focuses on partnering with organisations to source the best talent at the executive level across all sectors of industry and commerce Executive Recruitment nbsp Jobs in Queensland read more Zelda Recruitment recruits for permanent contract and temporary jobs in Brisbane the Gold Coast Sunshine Coast and Far North Queensland With a focus on accounting jobs banking and finance jobs office support jobs human resources jobs and executive management jobs we understand the market for your next career move Jobs in Queensland Job Search Classification Location Work Type Keyword per year | hour Salary Zelda RecruitmentHomeAbout Zelda RecruitmentOur TeamWork for UsEmployee TestimonialsPrivacy PolicyJob SeekerCreate a ResumeInterview PreparationInterview AdviceWho are our clients?Job SearchAccounting jobsOffice Support jobsHuman Resources jobsClerical Accounting jobsSupply Chain Management jobsResources and Infrastructure JobsExecutive RecruitmentJobs in QueenslandJob SearchClientZelda Recruitment ExpertiseSubmit a Job BriefTestimonialsContact Us Quick links for Job Seekers Looking for a Permanent Job?Looking for a Temporary Job?Tips for TempsRelocating to QueenslandRegister with Zelda RecruitmentWork for Zelda Recruitment Quick links for Clients Looking for StaffRecruitment MethodologySubmit a Job Brief Testimonials What people are saying about Zelda Recruitment Zelda’s approach is different to many other agencies Even after they place you in a role you’re not forgotten In recruitment a good reputation professional ethics and a commitment to relationship-building are paramount It’s important to understand the needs of your candidate or client well so that you can identify the right role in the right organisation for the right person I have worked with my consultant at Zelda Donna Hanson as both a candidate and a client over many years because she works by these principles They follow up with both the client and the candidate at regular intervals to ensure all parties are satisfied They know the importance of getting the right fit.”Lisa Kelly Santos read more nbsp Why we love to work at Zelda Recruitment I have been given the freedom to develop long-term relationships with clients and candidates equally over the last 9 years with Zelda Recruitment and never had to compromise my ethics and standards in delivering a successful outcome Zelda Recruitment has a friendly helpful team culture All employees have the option to purchase shares/equity in the company this means we are all striving to achieve a common goal which benefits everyone in the long run Both clients and candidates are treated equally and get a high quality service as they are able to speak to a number of consultant/associates in the office who are able to assist them Donna Hanson Consultant read more copy copyright 2011 Zelda Recruitment Accounting Jobs Brisbane | All Rights Reserved | Website design SEO Brisbane by iFactory nbsp nbsp;&nbsp nbsp;&nbsp

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Three ways to tell if your selection system is too complicated

by Bruce Watt, PhD, Managing Director, DDI Australia Does your selection system need a serious dose of complexity reduction? If your system is overly complicated it can lead to a loss of focus, wasted time and, ultimately, a big headache. Selection systems consist of the tools and processes that we use to hire and/ or promote people throughout all levels of an organisation but over time these systems can grow into increasingly complex arrangements that incorporate the legacies of prior systems. Alongside the accumulation of prior processes is the fact that each new hiring manager tends to install a new process in an attempt to please stakeholders. Add to this the adoption of ‘best practice’ models and you can end up with too many ‘practices’ and no clear plan about how talent acquisition fits with the talent management strategy. There are three particular areas that drive unnecessary complexity. Wasted effort in these areas leads to increased costs and time with no improvement in quality of hire. However, if addressed properly, you could save countless hours of wasted effort. 1. Too many competencies are included in the selection process If a job has 15 competencies in the success profile, does the selection process need to assess all 15 competencies? One way to streamline a hiring process quickly is to reduce the number of competencies measured. When competencies do not differentiate job candidates because all candidates score at a satisfactory level; or when all new hires will be trained in a particular competency, there is less need to include the competency in the hiring process. While consistency is critical there is no hard and fast rule for including all competencies from a success profile. Include only those competencies that are critical, that differentiate job candidates and that are more difficult to train. By reducing the overall number of competencies included, you can reduce the amount of administration time for assessments and interviews and increase the amount of time you focus on critical competencies. 2. Too many hiring managers want to do their own thing Whether it is asking their own interview questions, insisting on using their favourite test or requiring a panel interview when all others conduct individual interviews, hiring managers who have their own unique way of vetting candidates can cause complexity overload. Customising processes means that electronic management systems don’t do their job – the applicant tracking system is driven by manual rather than automated management and recruiters must learn and accommodate the individual quirks and idiosyncrasies of different hiring managers. By defining the hiring process to include consistent steps, candidate knock-out points, specific assessments that are sanctioned (and validated), a target number of interviews and how final hiring decisions will be made make for a much more efficient system. Allow hiring managers to configure their process by suggesting recommendations for the candidate sourcing strategy, picking their own interview questions or by choosing who to include in the interview process (within the boundaries of the selection system design). 3. There is no clear agreement on standards for candidate performance How often do you get one of these responses when discussing candidate performance? “I liked the candidate, but there is something that just doesn’t seem right and it doesn’t really fit for my job opening.” “I know the cut-off on the assessment is 75%, but I really need someone that scores at the 80% level.” “I really liked this candidate and he/she is perfect, but I want to see what else is out there.” These comments can drive the best recruiters crazy. Some hiring managers believe that there are so many people looking for work that you should be able to find the absolutely ideal person for them. It is important to ensure hiring managers understand the processes involved in the hiring procedure to open their eyes to the business implications of their decisions. Increasing understanding about trainable and non-trainable aspects of the success profile as well as what is available in terms of on-boarding and early career development options for new employees will help hiring managers make decisions about when and who to hire. Lastly, quantifying for hiring managers the cost of their decisions in terms of time and money is also important. Like any good business plan, a Talent Acquisition (TA) Road Map will guide effort and keep the recruitment team focused. The roadmap should cover what’s in the selection system (and possibly what’s out), what TA stands for (driving values and core processes), and the customer/stakeholder service scorecard (to set expectations with hiring managers, recruiters and candidates) as a starting point. Advanced TA will include a strategic TA analytics framework and will provide tight (explicit) links to the business and downstream talent management processes – starting with on-boarding. Significant business impact attributed to the selection system implementation is the desired outcome. Elegant simplicity is the way to achieve it. Have you veered off your talent acquisition road map to a land of selection complexity? Visit www.ddiworld.com to learn more about how you can leverage selection tools to streamline your processes.

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Three ways to tell if your selection system is too complicated

Tags: Acquisition, complexity, issues, Legacies, management, manager, november 2011, practice, process, reduction, result, satisfactory, selection, strategy, systems

Can HR Close the Skills Gap? Not really but…

Despite the continuing and stubbornly high unemployment rates across most of the USA, we still find numerous reports of employers with difficultly locating and landing talent for many so-called ‘hard-to-fill’ jobs. This phenomenon has been well analyzed, including from time to time here on Fistful of Talent.  Sometimes the ‘hard-to-fill’ scenario boils down to practical and real disconnects between the experience and skills of the locally available candidate pool and the specific requirements of the job, the so-called ‘skills gap’ . While it can often be argued that too strict an adherence to educational credentials and past professional experiences unnecessarily place too high a barrier that eliminates many candidacies, there is little doubt that most skilled technical and professional jobs normally do indeed require of candidates at least a baseline level of knowledge and skills to even progress in the interview process, much less secure the position and be successful in the role.  But what if instead of the skills gap being the driver of an organization’s inability to find suitable candidates to fill their open roles in a timely manner there were other, more subtle factors at play? What if the company has a bad reputation in the local market or is known in the industry as not such an interesting or innovative company? What happens if the likely talent pools for these open positions look at the company as a kind of career dead-end, due to either an entrenched and in-place management hierarchy or a firm and seemingly unmovable grip on a fading business model? What if, quite simply, the compensation and other benefits on offer are just not up to par in the local market and force the recruiters into a sales situation with a few less arrows in the quiver than they’d like? If some or all of these factors were at play, then you could rightly suggest that most if not all of them are not only mostly correctable, but that the ownership and responsibility for correcting them would fall to Human Resources.  The Employer Brand stinks or is non-existent? HR can get on that – jazz up the careers page, film a few videos of happy employees for the YouTube channel, be more open and communicative throughout the interview process – you get the idea. The organization is not innovative or edgy enough? Simple – set up one of those newfangled ‘Facebook for the Enterprise’ kind of systems behind the firewall, (so as not to annoy those geeks in IT). Make sure it has some badges and leaderboards built in to it, (it’s all about the gamification these days), and boom – ideas for new products and more high functioning teams will spring up as fast as social media strategists have popped up on Twitter in the last three years. Hard to find the experience you need in the market? Create a better pipeline of development and growth internally, so you only have to hire externally at the entry levels. Can’t compete on comp with the Silicon Valley big boys? No problem – you can at least afford some free pop in the break room, and a more liberal remote work policy is essentially free. Done and done. This really doesn’t sound all that hard. Ok, I know what the HR professionals reading this are thinking now, it's just another FOT piece of snark, with little understanding of what happens inside real-world HR, where there are corporate fiefdoms, history, policies, unions, regulations, and a million other reasons why change, especially the kind of change that actually can make an impact in the organization, is so ridiculously hard. And if you are thinking that, you’d be right. Making these kinds of changes, having an opinion and articulating your case for change, and confronting the organization and challenging it to look in the mirror so to speak and admit to its shortcomings – all of those things take courage, confidence, and skills that are not always easy to muster up. Let’s think about this for a minute. This sounds too much like hard work. It’s much, much easier to blame it on the ‘skills gap’ , then it becomes someone else’s problem to solve. Editor's Note  -   Steve Boese is fondly known to many as the  HR Technology  blogger. By day, he is a Director of Talent Managment Strategy at Oracle .  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: Baseline, innovative, Job Market, management, market, recruiting, steve boese, suitable, unemployment

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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Chandler Macleod

Chandler Macleod Jobs | Recruitment | Careers | Staff | Salary | Employment | Human Resource Consulting | Australia Wide | ChandlerMacleod.com Please login Candidate Advertiser Username Password Register to become a member Forgotten Password nbsp HOME |ABOUT |CLIENTS |CANDIDATES |NEWS |CONTACT US Your browser does not support iframes Job Search TimeSheets Job SearchYour browser does not support iframes Job Search View our latest opportunities in Accounting amp Finance Aviation Banking amp Financial Services Business Support amp Call Centre Engineering and Technical Human Resources Infrastructure Manufacturing Mining and Energy Sales and Marketing Supply Chain amp Procurement Transport amp Logistics IT and Technology and more Visit Job Search Timesheets You can submit your timesheet online or download the timesheet and fax to us Just go to our dedicated timesheets page Visit Timesheets Resources Chandler Macleod’s candidate resource centre is your one-stop portal to Set up job alertsComplete your timesheet online or download a hard copyRead important OHS informationReview our induction process and the information you can expect to coverTake our free anonymous 5 minute online personality test Over time we will continue to add more and more resources to this section #8211 check back regularly to see what’s new Visit Resources Recruitment Chandler Macleod has over 50 years experience in sourcing and recruiting across numerous sectors and roles We test each and every candidate using our BestFit methodology providing clients with a deep understanding of how the candidate may fit within the organisation and in a specific role Each of our recruitment consultants are specialists from industries and disciplines specific to our clients sectors Visit Recruitment Consulting Chandler Macleod Consulting has specialist practice areas that have the experience and proprietary tools required to analyse shape and develop your human resource and cultural strategy The consulting group represents the bringing together of five specialist companies including Chandler Macleod Consulting Mettle Group CompAssess Proteus Career Management and PDI Ninth House Visit Consulting Workforce Chandler Macleod’s Workforce Services offering is at the core of our HR outsourcing model With extensive experience across all business categories we work with clients to manage part or all of their workforce requirements including recruitment and engagement workforce planning rostering training creation of local talent pools workforce mobility candidate competency and skills fit candidate behavioural and cultural fit induction services payroll services and occupational health and safety Visit Workforce Shareholder Information Current and prospective Chandler Macleod Shareholders can access a range of information on Chandler Macleod helping keep you up to date with our company performance news and latest announcements Visit Shareholder Information Annual Reports Download Chandler Macleod’s Annual Reports and other important company information Visit Annual Reports Share Price Information View Chandler Macleod’s latest share price as recorded by the Australian Stock Exchange Visit Share Price Information About Us As one of the region’s largest providers of human resources solutions Chandler Macleod has a proven track record of unleashing potential in people and companies Founded in 1959 Chandler Macleod was built on psychological testing of employees and candidates to ensure the best possible people were employed Now over fifty years on Chandler Macleod has diversified to provide Recruitment Consulting and Workforce Management services to some of the largest companies and organisations in the region Visit About Us Why Chandler Macleod It’s all about unleashing your potential to succeed in a new career Our solid commitment to your ongoing development is evident from the initial training you get when you first join us right through to the specific learning and development programs we provide you with It’s also about offering you the opportunity to realise your career aspirations Visit Unleashing Us Jobs at Chandler Macleod View the latest opportunities to join the Chandler Macleod teams Visit Jobs at Chandler Macleod WORKFORCERECRUITMENTCONSULTING Privacy Policy | Site Map | Browse Jobs | Download Brochure | Contact Us | visit RossJuliaRoss

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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

How much emphasis is placed on the professional development of your management team and what impact do you think it has on staff, clients and candidates?

James Hone Managing Director and Founder, Bluefi n Resources It is critical to Bluefin’s business to continuously develop our management team and equip them with the tools to contribute to their effectiveness and success. We believe each person requires a slightly different approach to realise their full potential and therefore we do not have a “one size fits all” model to professional development. We believe in operational excellence and a key component is having a highly effective management team with a chest of tools which is continuously growing and evolving in order to manage people in the most effective way. These development mediums include annual 360° performance appraisals, quarterly development reviews, external training, annual development and performance review, external coaching and on the job training. Our professional development program offers career paths for all staff, not just our management team as it is important for nonmanagers to see their growth potential. By offering frequent reviews and continuous training to all employees, the knowledge and skillsets of our managers are transferred across the business. Providing a continuous development program throughout Bluefin allows our management team, and in turn, their team members to be true consultants to their clients and candidates. We have seen excellent results in terms of the impact internally and externally to our clients and candidates alike. Bluefin is proud of our low staff turnover which we attribute to our dedication and execution of professional development. An effective manager will ensure continuity of service to our clients and candidates. James Hone started his recruitment career in London in the late 1990s. He served for five 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 Training is a big part of what Finite is about. All staff have individual training and development programs which are tailored to their knowledge and experience. Though our management team has their own ongoing professional development programs, Finite has made it a high priority to ensure that our consultants, resourcers and support staff are appropriately developed. The agency invests heavily in its client facing staff to ensure that we are able to provide the best possible services to candidates and clients. It goes without saying that as the face of the agency, this is essential. Senior Consultants and Account Managers are encouraged to hold current industry accreditations and certifications. Several of Finite’s consultants are certified ITCRA Recruitment Professionals as well as being active members of ITCRA and participate in AIIA events. Our GM currently holds a position on the ITCRA Board of Directors and has held this position since 2005. It would appear that accolades, awards and industry acknowledgements have a greater impact on clients, candidates and staff as they are a direct measure of the success of the agency. Last year Finite was voted Favourite Large IT Recruiter in the SEEK S.A.R.A. awards, which is a fabulous pat on the back from our candidates and clients alike. In the 2011 BRW Best Places to Work in Australia, our staff voted us into the top 50 placements, which is a great vote of confidence. If the standards and the professionalism of an agency are not upheld, this directly impacts on future work opportunities for that agency. Ongoing professional development for all staff is therefore a vital part in ensuring ongoing success and achieving satisfied customers. 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. ___________________________________ Dominic Roberts Founder and Managing Director, Inspire Recruitment One of the main things that I learned from working for other companies was what not to do and one of those lessons was to always ensure that any managers in the business were at the sharp end of all relevant training available. I personally never benefitted from any formal training when I was younger and as a developing manager I craved more professional development! When I started Inspire back in 2006 one of the main areas of focus was the development of our management staff, knowing that any business is only as good as the people working in it. The hard task is trying to identify what type of training is needed, and when to fit it in, as it’s easy to get sidetracked with the day to day goings on of a busy recruitment firm. One of the problems that stands out with most recruitment firms is that owners feel strong performing recruiters will automatically make good managers and this just isn’t the case. They bill half a million and then are coerced into a Principal or team leader role often with little or no training. These companies find that revenue decreases dramatically and these previously high performing recruiters are deflated and demotivated with all the extra pressure put on them. At Inspire we recognise talent aside from financial performance and our structure allows us to support up and coming Principal Consultants (who are still performing well) to develop into well rounded, mature managers and mentors to younger and less experienced staff. This positive environment flows onto our client base who then reap the rewards of well-trained and motivated recruiters! Dominic Roberts has 15 years of experience within the IT, Telecommunications and Recruitment sectors, both in the UK and in Australia. Prior to arriving in Australia, his successful career path included Senior Sales, Managerial and Director roles covering the UK and European regions. In 2004, after selling his previous company he decided a seachange was needed and travelled to Australia to begin a new life! Dominic started Inspire Recruitment Group in 2006 and the success was phenomenal, achieving on average 250% growth within the first three years. Post GFC Dominic is now rolling out plans to expand the company’s operations interstate with presence in two locations in QLD already and WA and SA to follow. Dominic is still very much a hands on recruiter and prides himself on quality and delivery, he covers senior and C level roles within the IT, Telco, Mining and Oil & Gas markets. ___________________________________

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How much emphasis is placed on the professional development of your management team and what impact do you think it has on staff, clients and candidates?

Tags: continuity, director, effective, Expert Advice, management, operational, professional, resources, result

Inside October 2011

Management Styles Reading all the contributions this month has been quite thought provoking and as a manager myself, I’m all too aware of the pitfalls of certain behaviour, yet it’s inevitable I’ll be better suited to some hats than others. This week alone (and it’s only Wednesday) I’ve been recruiter, negotiator, counsel, motivator and yes, I admit it, horrible boss! But at the end of the day what I bring to my team is the same as every other individual who walks through the door each morning – a walking history of experiences and expectations that culminate to become my management style. Perhaps the key is to hold onto what it is that drives us and what we enjoy about it, rather than to contrive a textbook persona that will become a role in itself to fulfil. Click here for a selection of articles from this October 2011 edition of recruitment extra .

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Inside October 2011

Tags: boss, Experiences, Hats, Industry Chat, issues, management, pitfalls, recruiter, style, styles, textbook

Management styles: Which one are you…

In adult life the second question we ask someone we’ve just met is usually, “what do you do?” Maybe we should develop a habit to include stating our name with our job title such as, “Hello, My name is Peter and I am a Manager” (not a real person and the reason for choosing this name will become obvious later). Now, dear reader, stop and think about what that says to you. “Manager”, it’s a difficult word because we know what it means but the depth and breadth of what it could actually encompass is huge. The title tells you nothing. Management can cover a huge area of responsibility, or no directional or sales responsibility at all. The role might be strategic, controlling, process-focused and all encompassing or it might mean that Peter has outstayed everyone else in the department and, in doing so, has been promoted to the title of Manager – meaning he is responsible for signing the delivery dockets for the office supplies. In addition to the difference in responsibilities there are a broad variety of management styles too. For the purpose of learning, academia has defined the styles in the following broad categories: Authoritarian: Sets the rules with no participation from others. Democratic: Delegates the decision making process to their subordinates with guidance on the implementation of tasks. Paternalistic: Acts as a “parent” figure ensuring everyone is happy and bonded. Laissez-faire: A style similar to Democratic but different in delivery, the Manager delegates tasks and responsibilities with no or very little guidance. Each style has its place and has positive and negatives. The best style will be a combination of all depending on the requirements of the situation or the person or team it is aimed at. Management has a direct effect on the bottom line; its direct influence is felt most immediately at the level that interacts directly with the “doers”. In recruitment terms this refers to consultants, receptionists and administrative support. The influence is in the manager’s ability to build a team with a purposeful direction and cohesive way of working which encompasses and compliments all the personalities and styles of the individuals. The manager is the starting point for the communication and reinforcement of the company culture. Through the relationship with their manager the “doers” will establish an attachment to the company and be influenced to stay, produce, strive for success or alternatively mark time until they find a new job. Staff that are marking time impact the rest of the workforce negatively, leading to demotivation and a drop in activity. Having looked at the academic definitions let’s look at the real world management styles which you may recognise and the possible influence they have on business outcomes. The Bully/The Anvil: Sets the direction of the business without any consultation or inclusion. Often yells or belittles staff into compliance. Nothing will ever be done well enough in their eyes. Any report or documentation submitted to them will be wrong in some way. You may have won a big contract but it will not be big enough or good enough. Pros : Anyone who survives this style for long will be a resilient, self-motivated worker. Cons : This style can breed a team of like-minded individuals who only think of their own success and will cannibalise everyone else in order to get ahead. It can also crush some individuals leading to huge amounts of stress and possible lack of self-esteem and depression. Creative and lateral thinking will not be encouraged and many innovations and opportunities may be lost. Teams become de-motivated. Result : High staff turnover and the company gains a poor reputation through word of mouth. Cost of recruitment increases, retention of IP decreases and the company will find it difficult to attract staff. The “You’re in My Group Manager”: In the old days this would often be the smokers – the manager and the members of the team who spent 15 minutes every hour outside huddled together having a cigarette and talking. That is a lot of bonding time and most often that set becomes a clique. Over time the good work gets directed to members of the clique which leads to the stifling of team communication and the group dynamic becomes fractured with an “us and them” attitude. Pros : Great if you’re in the clique, you will get the best roles and probably get promoted. Cons : To everyone else the consensus is that you either have to get into the clique or you need to leave the company to get ahead and be recognised. Result : This is often not picked up through the analysis of retention rates because a percentage of staff will stay because they are part of the clique but a large number of staff will leave, feeling alienated. The Secret Squirrel Manager: This style of manager will allow you only about half of the information (if you are lucky) to do your job effectively. They will not communicate strategic direction and they often secretly give someone on the team additional information which can lead to feelings of exclusion and paranoia. Pros : Some in the team will feel special and trusted. Cons : Most of the team will be doing tasks with no idea where they fit into in the greater scheme of things. Staff will feel de-motivated and not a vital part of the company. Result : Can lead to muddled and inconsistent service delivery leaving little opportunity to add value to clients beyond completing transactional tasks. It will stifle lateral thinking and creativity and does not support a sense of pride and ownership within the team. The Bunny in the Headlights Manager: This manager is in fear of their manager and in fear of their team. They cannot effectively manage up or down, out of fear of doing something wrong. Pros : It’s terrific for those who simply want to carry out tasks and get home. Cons : Dominant members of the team will take over the team – sometimes with bad outcomes and sometimes with good and everyone will wonder why they are not the manager. The loudest person within a team sets the direction and gets their own way. The team is often out of balance. Result : High staff turnover. Staff thinks the company is weak and lets the world know by word of mouth. The Manager by Default: This manager was given the title because they were seeking to leave the company for career advancement and so to ensure they stayed the business bestowed the title. The title gives no authority, no training, and the receiver has to complete all their previous tasks whilst monitoring a team. Pros : The title looks good on a business card and a resume. Cons : Promotes a hierarchical culture with little benefit for the business. Result : Undermines the true purpose of management. The Consultative Manager: Sets the team a clear direction and then takes into account relevant expertise from within the team on how to best implement the direction. Pros : Gives team members purpose and the inclusive approach promotes ownership. Cons : Some staff work best when they are told what to do and by when. Result : High levels of team attachment and stability in retention The Peter Manager: Using the Peter Principal this manager has been promoted to their level of incompetence. Pros : This manager will help the company look good when reporting on longevity rates because they know they won’t be able to get a job elsewhere so they are staying. Cons : Everyone in the team thinks they can do a better job and wonders how the manager ever got promoted to the role. Result : Staff perceive the company to be incompetent and the dissatisfied team members will probably be going to interviews with a competitor at lunchtime. The Visionary: This manager is a strategic thinker with an entrepreneurial streak who does not just look at what is happening now but takes into account broad economic and social factors to devise a vision for the future, which can often seem radical to those around them. Pros : Can lead the company into areas of growth not previously thought of. The team is often inspired, proud and enthusiastic about their work. Cons : Can leave some staff members feeling left behind. Result : The business is seen as an innovative and exciting company to be a part of, which leads to high employee attraction and retention. The Energetic Motivator: This manager brings and imparts high levels of energy to the workplace. In the right circumstances the team feeds off the enthusiasm bringing a sense of purpose and achievement to their tasks. Pros : Tasks are accomplished and harder tasks are seen as challenges rather than problems. Cons : Will not suit everyone and must be accompanied by good communication. Result : The company will be seen as a dynamic place to work which will increase retention and attraction rates. The Supporter: This manager is focused on helping the individual and the team reach their goals. He or she does not micro-manage but instead ensures everyone has the correct resources and skills required to complete tasks. They will often see the individuals as whole people with lives outside of the work environment that require time and attention. Pros : Acknowledging out of work activities helps individuals achieve work life balance. Stress levels are low and staff know that resources are available for them. The team as a whole continues to learn and increase their skill levels therefore enabling them to process and take on more complex tasks. Cons : There is a possibility that this can be taken advantage of by some who upskill and then leave without delivering any return on investment. Result : Cohesive team dynamic and high retention rates produce a positive reputation for the business and increases the Employee Value Proposition. I have had a bit of fun naming and doing brief analysis on some of the recognisable managerial styles. The serious point is that a manager’s style can be so influential on a team that I can often pick the style of manager before I meet them. I do this by walking through the office and seeing how teams are interacting and working. I can also get an understanding of a manager’s capability by the number of staff who have joined and left their teams in short time frames. An overwhelming amount of research confirms the widely held theory that people leave managers not jobs. With this knowledge all businesses must take heed and understand how critical it is, when appointing managers, to asses not only their experience and budgetary results but also their style. The decision on who will manage reflects and announces the company values and culture to the other staff and the marketplace. This critical appointment will also impact on the company’s outcomes via productivity, reputation, costs and profitability.

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Management styles: Which one are you…

Tags: cover story, Guidance, making, management, participation, person, process, result, styles

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Guest Post: Why we fear giving feedback – and what to do about it.

Anthony Sork is the Managing Director of Sork HC, a Management Consultancy and Executive Coaching practice. He is the creator of the Employment Attachment Inventory the world first, internationally patented business instrument used by leading organisations to reduce attrition and increase performance of new employees. One of the things we all struggle with in the

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Guest Post: Why we fear giving feedback – and what to do about it.

Tags: attachment, Attrition, coaching, consultancy, director, employment, employment attachment, guest post, Industry Chat, management, managing, organisations, result, struggle, talent

Guest Post: Why we fear giving feedback – and what to do about it.

Anthony Sork is the Managing Director of Sork HC, a Management Consultancy and Executive Coaching practice. He is the creator of the Employment Attachment Inventory the world first, internationally patented business instrument used by leading organisations to reduce attrition and increase performance of new employees. One of the things we all struggle with in the

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Tags: anthony sork, attachment, coaching, consultancy, director, employment, Industry Chat, management, managing, organisations, result, sork, struggle, talent

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

Do you really need superstar talent?

Attracting top talent, the ‘War for Talent’ , engaging talent, myriad HR Technology vendors hoping to sell you solutions for Integrated Talent Management, even this site, with its name Fistful of Talent – there is no shortage of conversation, content, and concern amongst leaders and in organizations about the importance of attracting, deploying, developing, and retaining the right talent in order to have any chance of success in today’s marketplace. But while conceptually the formulas and processes seem pretty simple, the execution is the tricky part.  So even though you’ve built what you think is the ‘right’ method for recruiting the ‘best’ talent, implemented a solid plan to reward and develop the top performers, and successfully and carefully crafted an organization that may have even been acknowledged as one of those ‘Best Places to Work’, even if only by the local Chamber of Commerce, still your firm might be struggling to make the leap from a decent, solidly performing one, to one that achieves more lasting, and even legendary success. Sort of like in big time sports, the difference between a middle of the table side and one that hoists the trophy at the end of the season. How might your team make that leap? To move from ‘market perform’ to ‘buy’, to contend for and win titles (metaphorically), instead of filling out the industry roster? Warning to readers – professional sports references ahead . Maybe you should shift your focus just a little bit to concentrate less on building an entire organization, department, or team, and work more on figuring out how to land that one superstar performer. The sports-related rationale? Take a look at this piece from the basketball focused Wages of Wins blog – ‘ Does a Team Need a Superstar to Win the NBA Championship? ’ Short answer – yes. The Wages of Wins analysis of the past 35 seasons worth of NBA champions showed that only once did a squad win the championship without at least one player who rated statistically in the 95th percentile or better (determined by the WoW’s calculation of a metric called ‘Wins Produced’). And for that time period, all the teams that reached the NBA’s Conference Finals, i.e. the top 4 teams for each season, fully 90% of these teams included a 95th percentile superstar, (think Jordan, Bird, Magic, Shaq, etc.). The conclusion, at least for the NBA, is that while possessing at least one player with superstar level talent is not a guarantee of success, it looks to be a requirement. Sure, to win it all, that superstar has to be supported and surrounded by many other good players, complimentary talent to build on the star’s skills, and having a tactically adept coach that can help place the team in situations where they are most likely to leverage their abilities doesn’t hurt. But to win, the ostensible goal of every team in the league, a superstar is needed. Having stars on the team isn’t easy of course. They tend to earn a ton of money. More than all the other players, more than the coach, and so much that they can occasionally forego the odd million or ten to join a team they feel is in a better competitive position. And they often want ‘ special ’ treatment, different from the other players on the team. Better hotels on the road, freedom to skip team practices, access to the team owner’s private jet – that kind of thing. Finally, really big stars often have to be consulted by team officials on potential player trades, draft picks, and even the selection (or termination) of the head coach. Yep, it isn’t always easy or fun to put up with all the baggage and hassle of having a superstar player on the team, (or a ‘star’ employee in the department). But you know what is fun? Winning championships. And in the NBA anyway, you have to make that deal if championships are your goal. And is the same true in organizations as well?  We report, you decide…   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: championship, Industry Chat, management, performers, professional, Rationale, sports, superstar, talent, war for talent

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

Synergies: Just Another Word For My HR Is Better Than Your HR

Mergers, buyouts, hostile takeovers – whatever the specific scenario, it is always high drama in the halls when Company A is about to absorb Company B . As a Human Resources or talent pro, if you find yourself on ‘acquiring’ side, once you get over your often undeserved feeling of smugness and superiority, (if you ever do), straight away you’ll find yourself knee-deep in what is most often called ‘synergy’ planning and modeling. ‘Synergies’ are a nicer way of referring to the almost inevitable cuts and consolidations of functions, locations, processes, systems, and of course people that the acquiring company (and typically the ongoing concern), expects and is pretty much required to realize with the execution of the merger and the subsequent reductions and cuts. ‘Synergies’, when looked at as a stand alone term, sounds kind of cool – dynamic, exciting, and even intriguing. But in the practice and execution of corporate consolidations, particularly if you are on the side that is getting acquired, synergy is just a boardroom word for ‘The amount we will save in labor costs after the layoffs .’ This is altogether natural and expected – obviously when two organizations are combined, there is almost never a call for continued duplication of many corporate support functions like finance, marketing, usually at least some of IT, and yes, Human Resources. In fact, these kinds of synergies are so apparent and expected by the business leaders planning and executing the merger or acquisition, that they are almost never held up for serious debate or consideration as the total amounts to be realized in synergies are being tallied. It is a given – once the consolidation is complete, and perhaps with some extra time added in for some IT-led systems migration, the people practices from large Company A are imposed on all the survivors from Company B.  HR systems, benefit programs, policies, methods to manage some of the more mundane but important workforce management practices like overtime pay and shift differential – if your job was to maintain, manage, or administer any of these from Company B – well, you may as well quickly sort out which company severance policy will be in effect when you are let go. These processes – pushing Company B employee HRIS records to Company A’s system, ending Company B’s benefit plans, sorting out the ‘crazy’ perks that some of the Company B executives were getting that (shockingly) went undiscovered during due diligence, are largely mechanical, and for many companies that are in serial acquisition mode, they can be executed quickly, efficiently, and kind of ruthlessly. As the HR or Talent pro, if you are lucky enough to be on the ‘winning’ team in all this, it can be really easy to convince yourself that since ‘we’ acquired ‘them’ that somehow we are smarter, more savvy, more successful, better looking, and possessing some kind of innate and obvious superiority over the talent pros on the other side of the transaction. And sure, it could be that as talent pros, your contribution to Company A’s planning, recruiting, development, succession planning, and effective and strategic administration of compensation programs all contributed significantly to your company’s success and consequently its position of relative financial and market strength that allowed it to acquire Company B. But it also could be, and I have a feeling often is the case, that as the HR and Talent pro on the winning team, you kind of got lucky, and happened to be fortunate enough to grab a seat when the music stopped. Which certainly is not your fault either, that’s the breaks. Stuff happens. I think, at least from what I have seen, that HR and talent pros on the acquiring side, while helping to plan and recommend the number and timing of the workforce ‘synergies’, can often wield the sharpest and most unkind axe on their HR colleagues (or more correctly their ‘never going to have a chance to be colleagues’), on the other team. Maybe it is a natural protection and self-preservation mechanism setting in, but when it comes to the HR people and policies that are unearthed in Company B, well the HR and talent pros are uninformed and unskilled, and the people practices they’ve dreamed up over there are a collection of the nuttiest, most ill-advised ideas they’ve ever seen. But here’s the thing – once the acquisition and synergy finding process is fully underway, it is typically much less about who has the better ideas and more about whose side has the better parking spaces and whose name is on the new letterhead. If you as an HR pro find yourself on the winning side, please at least consider, even for a brief moment or two, that the HR pro on the other side of the table might just have some great ideas of their own. They might have actually implemented some programs and policies that made perfect sense for their company and their employees. They might just have something to teach you , despite the fact that you won and they lost . 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… 

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Tags: Boardroom, buyouts, consolidations, corporate, execution, hostile, leaders, management, mergers, result, smugness, Superiority, support, synergies, synergy

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republikaCrna GoraDanmarkDeutschlandEestiΕλλάδαEspañaFranceHrvatskaIcelandIrelandItaliaКазахстанKenyaKosovoΚύπροςსაქართველო ישראלLatvijaLietuvaLuxembourgMagyarországМакедонијаMaltaMarocMiddle Eastالشرق الأوسط MoldovaNederlandNorgeÖsterreichРоссияPolskaPortugalRomâniaSaudi ArabiaSchweizSlovenskoSlovenijaSouth AfricaSrbijaSuisseSuomiSverigeTürkiyeУкраинаدولة الإمارات العربية المتحدة United KingdomScorePERFECT PICTURE HDScore Perfect Picture HD The New HP Pavilion dv6 Notebook PC series takes vision to the extreme Score 1 of 7 HP Pavilion dv6 Notebook PCs ENTER NOW hhoHP Cash Card BonusEFTPOS PROMOTIONHP Cash Card Bonus Purchase a selected HP Printer AND a set of eligible Original HP inks in the one transaction to receive your bonus EFTPOS Gift Card FIND OUT MORE hhoHP TouchPadWorks like nothing else.Works like nothing else Designed to work like you do Connect play surf and share more easily There’s nothing like it Be among the first to experience the new HP Touchpad DISCOVER MORE hhoGet 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Working at Bigpond

hi. im hoping someone here might know the answer?
I am a senior AP that has an interview with Bigpond in the short future.

can anyone please provide me with any feedback of what bigpond is like to work for?

any advice would be great appreciated.

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Iris Interactive

Iris Interactive Iris Interactive | Iris Pharma Solutions | Iris Consumer Solutions | Sydney blog nbsp;| contact us nbsp;| about us |&nbsp sitemap Home About Us About Iris Vision and Values Partners Careers Iris Leadership Team From the desk of the CEO Products Solutions Iris Pharma Market Development Brand Development Growth Management Iris Consumer Strategic Planning Hub Communication Development Hub Channel Management Hub Consumer Insights Hub Brand Equity Hub Innovation Hub BrandNET Platform Iris Solution Delivery Customers Our Customer Brands Success Stories What They Say News Events News Our Blog Contact Us Contact Details Our Location Make an Enquiry Request a Demo Iris Interactive’s Product Commercialisation Software helps you achieve Faster Time to Market Higher Sales and Stronger Brands Iris web-based collaboration platform for innovation and product commercialisation captures all the critical processes timelines teams and documentation key to launching products faster achieving higher sales and building stronger brands locally regionally and globally Delivering several million dollars of additional revenue to companies Click for more information Click for more information About Us About Iris Vision and Values Partners Careers Iris Leadership Team From the desk of the CEO Products Solutions Iris Pharma Iris Consumer BrandNET&reg Platform Iris Solution Delivery Customers Our Customers Success Stories What They Say Contact Us Contact Details Our Location Make an Enquiry copy 2011 Iris Interactive Pty Ltd All rights reserved nbsp;   &nbsp

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Ambition Recruitment & Contracting

Ambition Recruitment & Contracting Ambition | Specialist Recruitment in Accounting Technology and Banking Finance Jobs in Australia Ambition Change Country Australia Hong Kong Singapore United Kingdom Global Ambition Send to a Friend Close X Your Name Your Friend’s Name Your Friend’s Email Denotes a required field nbsp Email Address Register Now Password Forgotten your Password Home Search Jobs Resources About Investors Contact Working For Ambition My Jobs Blogs Job Search Keyword Advanced Search search Finance Accounting Banking Financial Services Information Technology Weekly Survey How many hours per day do you feel you are productive Click here to submit your reply Ambition Technology Blog Ambition Technology Blog has the latest about IT recruitment and careers written by our specialist team Featuring Podcasts from experts in the industry raquo Ambition Technology Blog Community Involvement Ambition has a proud heritage of helping build better communities.We have recently partnered with the Starlight Foundation Community involvement raquo Community Involvment Market Trends Stay up to date with what is happening within the finance and technology recruitment markets Market Trends raquo Market Trends Latest Jobs Prev Senior Quality Assurance Analyst-Online Services Agile Environment Opportunity for a technical tester to work raquo Siebel Technical Specialist 12 month contract 04/07/2011 | Join this experienced team as a Siebel Tec raquo Business Analyst Work for a global Investment Management fi raquo Next Search Jobs Finance Accounting Jobs Banking Financial Services Jobs Information Technology Jobs About Sitemap Contact Working For Ambition Privacy Policy copy Copyright 2011 Ambition

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