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693 IN THIS ISSUE

• Transformation through innovation: how will the recruitment industry look in the future?

• Vision for the future: new RCSA CEO Charles Cameron

• Employer branding and the new world@work

RCSAJournalAustralia & New Zealand | June 2016

R E C R U I T M E N T & C O N S U L T I N G S E R V I C E S A S S O C I A T I O N L I M I T E D

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2016 RCSA Gala Ball and Awards

Australia & New Zealand | June 2016

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REPORTS4 President’s Report: Robert van Stokrom FRCSA

6 CEO’s Report: Charles Cameron

EVENTS8 The RCSA Gala Ball & Awards Australia

and New Zealand

12 RCSA International Conference Keynote: Employer branding and the new world@work

FOCUS: THE FUTURE OF WORK14 Transformation through innovation: how will

the recruitment industry look in the future?

18 Professional workforce management in 2016 and beyond: Charles Cameron, new RCSA CEO

INTERNATIONAL24 Just-in-time staffing is newest twist

in recruitment

26 News from Ciett SE Asia Pacific Region

NEW ZEALAND UPDATE27 NZ market comments

BUSINESS MANAGEMENT28 Responsible business conduct and beneficial

responsibility: ideas whose time has come?

29 Challenging the status quo

30 The lions and hyenas of recruitment

32 Super planning for the ‘Me” Generation

34 How recruiters can stay future-fit in a disrupting world

35 Finding the best talent – faster

ASSOCIATION NEWS36 RCSA Influence

38 ANRA News

39 AMRANZ Update

40 RCSA Partners and Premium Supporters

41 RCSA CPD & Events Calendar

41 Welcome to new Corporate Members

42 RCSA Board, Life Members and Fellows

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

RECRUITMENT & CONSULTING SERVICES ASSOCIATION LIMITED

The RCSA Journal is published by the Recruitment & Consulting Services Association Limited.

RCSA AUSTRALIA & NEW ZEALAND

PO Box 18028Collins Street EastVIC 8003 Australia.T: +61 3 9663 0555Toll Free NZ: 0800 441 904F: +61 3 9663 5099E: info@rcsa.com.au www.rcsa.com.au

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ADVERTISING & SUPPORTER ENQUIRIES

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

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COVER: Celebrating excellence at the RCSA Awards, clockwise from left: Charles Cameron, RCSA CEO; Matthew Iustini MRCSA from Technical Resources; Dave Clare from ATC Midwest; James Purtell MRCSA from Cox Purtell (centre); Robert van Stokrom FRCSA, RCSA President; Kate Larkin from Beaumont Consulting; and Adele Last MRCSA from Horner.

RCSA JOURNAL4

Our industry cumulatively employs more Australians than Wesfarmers, Woolworths, BHP and Rio Tinto combined. And in New Zealand it is a similar story.

Our industry journey over the past decade has resembled that of a roller coaster: climbing steadily and growing to a new high in the mid-

2000s with contingent labour and new forms of work becoming key features of Australia’s labour market, before reaching a high point in 2007/2008 and then plunging, along with the rest of the global economy, down a heart-stopping decline in 2008.

Our industry has rebounded and in many sectors now exceeds pre-GFC performance, which is a testament to the resilience and forward thinking nature of its leaders. Reducing unemployment and increasing skill shortages in a number of sectors of the labour market provide positive signs for our industry which is now worth $20 billion to the economies of Australia and New Zealand.

Across our industry we employ over 500,000 Australians and New Zealanders and create employment for approximately 325,000 people every day. Our industry cumulatively employs more Australians than Wesfarmers, Woolworths, BHP and Rio Tinto combined. And in New Zealand it is a similar story.

The benefits of thinking smart during the tough times is paying off. Many of us know the lessons we have learnt and have applied them to be better, more agile companies. Over recent years international firms have taken a healthy interest in the Australian and New Zealand markets. Japan’s Recruit Co’s acquisition of Chandler Macleod and Peoplebank is a good example and there are many more Australian companies attracting interest from overseas suitors keen to enter the Australian market.

But what of the future? I have confidence in the underlying strength and vitality of our industry. I expect consolidation will continue, which is a sign of strength and maturity of a sector, and one that is ready for the next phase of development and growth.

I am confident in the ability of our industry to continue to innovate, lead by technology but remaining focused and aware that we are in the people business. Employment is a significant part of daily life and our ability to continue to provide a human touch will remain the unique differentiator between RCSA members and technology driven recruitment practices.

Innovations such as the proposed Employment Services Industry Code (ESI Code) define the confidence and stature of our industry to directly address the broader challenges that exist in the

labour market. RCSA members have for many years operated to the highest standards with guidance from the RCSA Code for Professional Conduct. The ESI Code will even the playing field and hold to account unscrupulous and unethical operators that distort and disrupt the market for labour.

Your support of the ESI Code will make an important contribution to the future of our industry. Visit the website and sign-on with your support at www.esicode.com.

In closing, I would like to acknowledge and thank RCSA Vice Presidents Peter Langford FRCSA and Sinead Hourigan FRCSA, and members of the RCSA Board and RCSA staff for their tireless work over the past few months during my absence.

I would also personally like to extend my great appreciation to Peter Langford for taking on the important responsibility of guiding the search for a new CEO, and for shouldering the workload that comes with being at the helm of such an active and forward-looking association.

It gives me great pleasure to welcome Charles Cameron as our new CEO of the RCSA. Charles has been a passionate advocate for our industry over a number of years. I know he has already been speaking with members across the country and will visit New Zealand in July.

Welcome Charles, the Board and I are excited that you are with us now as our CEO and we look forward to working with you.

I am confident for our future; we are a well structured, professional and important part of the Australian and New Zealand economy.

Our industry is strong, and our members are passionate about their businesses which can only result in continued success.

Robert van Stokrom FRCSARCSA President, Australia and New Zealand

PRESIDENT’S REPORT

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RCSA JOURNAL6

CEO’S REPORT

Charles Cameron

Over the past month I have had the opportunity to meet with members of RCSA, and to talk with them about the future of our industry and about how

their industry association can best define and articulate that future. I have also wanted to understand exactly what member value looks like in 2016.

These conversations have confirmed for me that RCSA members are at the forefront of the employment services industry. The innovative and smart thinking our members bring to their engagement with every client, and with every candidate is the best in the world. Our members are rightly proud as they change lives of individuals and businesses every day.

As you know, the workforce management and employment services sector is complex and requires a comprehensive understanding of the laws and practices applicable in the present, and a sharp focus on the future expectations of workers and employers alike.

I am confident about the focus of our members, and their views about the future. I am also confident in the role of the human intermediary. We are in the people business, and it is people that recruit people, so while technology allows us to connect with thousands of great candidates and clients every day, technology is no replacement for the people skills that every recruiter utilises every day.

The past four weeks have also provided me with the opportunity to speak to members about the ESI Code (Employment Services Industry Code), and its important role for our industry in the future. Employment services is a high consequence industry, and ESI Code is a light- touch approach to regulation that is preferred by Government, and is required if we are to distinguish the difference between good and poor practice.

ESI Code is an industry alternative to proposed licensing schemes that are restrictive, and will more directly impact the day-to-day operation of your business. RCSA has been advocating this position loudly over the past 18 months with both sides of the Federal Government, and during three inquiries that are currently underway into the Labour-Hire industry in South Australia, Victoria and Queensland.

ESI Code needs your support during the third and final round of consultation, which closes at the end of July. Visit the website, www.esicode.com to indicate your support, and to complete a short questionnaire, or by contact the RCSA.

In August, leaders from the employment services and workforce management industry will migrate North to Queensland, and the warmer climes of Port Douglas, for the RCSA International Conference. Titled ‘Next Generation Recruitment’, you will hear from leading speakers and thought-leaders about the future of recruitment, and the bringing together of recruiters’ core assets: people and technology.

I encourage you to attend this year’s conference which promises to discuss a number of the challenges I referred to earlier, and is an opportunity to catch-up with colleagues and make some new friends from the industry.

I am also pleased to advise that I have been appointed to the Board of Ciett, the International Confederation of Private Employment Services, in the position of Quality Standards & Compliance Officer. This important role, which guides the quality and standards employers, workers and the broader community should expect of our industry, will be a further opportunity to illustrate that RCSA members at the forefront of world’s best practice.

In closing, I would like to extend my thanks to RCSA members, and those from our industry for taking the time to discuss the industry and its future. I look forward to working you all in the future and to seeing you in Port Douglas, especially our next generation of influencers whom I will be engaging with through new mediums and member groups. Our next generation is keen to make a real difference

and RCSA will be there to facilitate it.

Charles Cameron

RCSA CEO, Australia and New Zealand

We are in the people business, and it is people that recruit people, so while technology allows us to connect with thousands of great candidates and clients every day.

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RCSA JOURNAL8

THE FUTURE OF WORKEVENTS

Australia’s leading recruitment and workforce management professionals celebrated excellence at Melbourne’s Park Hyatt Plaza Ballroom last month with the presentation of the industry’s peak accolades, the RCSA Awards.

The Awards were presented by RCSA President Robert van Stokrom FRCSA in front of a glittering gathering of industry leaders and experts. This year’s RCSA Award winners are:

• Excellence in Client Service Award, sponsored by SEEK: Horner

• Excellence in Candidate Care, sponsored by SEEK: Cox Purtell

• PEARL (Professional Emerging & Aspiring Recruitment Leader) Award, sponsored by Astute Payroll: Kate Larkin (Beaumont Consulting)

• McLean Award for Workplace Safety, sponsored by Workpro: ATC Midwest

• Corporate Social Responsibility, sponsored by Voyager: Technical Resources. 

The Awards night was also the first formal engagement for new RCSA CEO, Charles Cameron, who delivered a passionate introduction to his vision for the Association.

‘We are diverse, but we are one family with a common passion, shared values and a very real contribution to make,’ he said.

‘We must harness that passion and be better at telling our stories, as we face a time of rapid change where our ideas and beliefs will be constantly tested. The RCSA is your voice and we will be bolder in that undertaking, and I welcome your input, ideas and understanding as we continue to redefine our role and brand.’

This year’s finalists, who were chosen by independent judging panels with category expertise, were: 2016 Excellence in Client Service Award: Horner, MT Resources, Michael Page. 2016 Excellence in Candidate Care Award: Cox Purtell, Evolve Scientific, Morgan McKinley, M&T Resources. 2016 PEARL Professional Recruiter Award: Darren Banfield (VIC) and Kate Larkin (NSW). 2016 Corporate Social Responsibility Award: Evolve Scientific, Launch Recruitment, Technical Resources.

2016 RCSA Awards exemplify excellence

Board of the RCSA (back row): Andrew Sullivan FRCSA SA Director & Chair, Robert Olivier FRCSA – Finance Director, Lincoln Crawley FRCSA, Ian McPherson FRCSA – NZ Director, Peter Langford FRCSA, (front row): Steve Heather FRCSA, Alan Bell FRCSA Chair of ANRA & AMRANZ Councillor, Nina Mapson Bone FRCSA – NSW Chair, Penny O’Reilly MRCSA, Sinead Hourigan FRCSA – Chair of QLD/NT, Robert Van Stokrom FRCSA – President RCSA.

Life Members, Back Row, Graham Jenkins FRCSA (Life, Paul Veith FRCSA (Life), Ross Fisher FRCSA (Life), Robert Blanche FRCSA (Life, , , Middle Row, Stehen Shepherd FRCSA (life), Peter Gleeson FRCSA (Life), Helen Olivier RCSA (Life), Rosemary Scott (Life), Sylvia Moreno FRSA (Life), Julie Sattler (Life).

Charles Cameron CEO RCSA, The Hon Nick Wakeling, Member for Ferntree Gully, Shadow Minister of Education Victorian Parliament, Robert van Stokrom FRCSA.

JUNE 2016 9

AND THE 2016 WINNERS ARE …

Robert van Stokrom FRCSA, RCSA President and CEO of DFP Recruitment services; PEARL Professional Recruiter Award winner Kate Larkin from Beaumont Consulting and Nicholas Beames FRCSA, Founder and CEO of sponsors Astute Payroll.

Robert van Stokrom FRCSA, RCSA President, with McLean Award for Workplace Safety winner ATC Midwest’s Dave Clare, with Tania Evans from sponsors Workpro.

Robert van Stokrom FRCSA, RCSA President with Excellence in Client Service Award winners Horner’s Adele Last MRCSA and Jo Dooley from sponsors SEEK.

Robert van Stokrom FRCSA, RCSA President, with Corporate Social Responsibility Award winner Technical Resources’  Matthew Iustini MRCSA, and Tim Berwick from sponsors Voyager.

Robert van Stokrom FRCSA, RCSA President with Excellence in Candidate Care Award winners Cox Purtell’s James Purtell with Jo Dooley from sponsors SEEK.

PEARL Professional Recruiter AwardSponsored by Astute Payroll

McLean Award for Workplace SafetySponsored by WorkPro

Excellence in Client Service Award Sponsored by Seek

Corporate Social Responsibility AwardSponsored by Voyager

Excellence in Candidate Care Award Sponsored by Seek

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RCSA JOURNAL10

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RCSA JOURNAL12

THE FUTURE OF WORK

Employer branding and the new world@workRCSA International Conference Keynote speaker Brett Minchington, Chairman/CEO of Employer Brand International, outlines five key focus areas for companies who want to take their employer brand strategy to a new level in 2016/2017.

The past twelve months have been a significant growth period for the employer branding industry. Research

studies and numerous conferences on the topic were conducted around the world. Vendors across multiple sectors including consulting, HR technology and traditional brand agencies made it a key part of their business development strategy.

In April 2016, Employer Brand International hosted World Employer Branding Day which brought together 250 leaders from 36 countries for two days of learning, networking and inspiration from brands such as the adidas Group, Volvo Cars, PepsiCo, IKEA, EY, Randstad and InterContinental Hotels Group (IHG). The event was supported by 32 employer branding agencies from around the world and provided a strong indicator of how employer branding is evolving globally.

Employer branding, like many management practices, moves in line with economic growth. Investment in people, technology and the supporting systems and processes all benefit from an improved economy. While the economic situation is still quite challenging for many companies in Australia, here are my five key focus areas for companies who want to take their employer brand strategy to a new level in 2016/2017.

1. Define the scope, objectives & metricsThere is a tendency to want to rush into

employer branding without a clear direction: this is how most projects usually get started. However, be aware, the path of least resistance can end up costing you more in the long term. Companies like Ferrero, L’Oreal and Airbnb have all made significant progress over the past few years by clearly defining the scope of their strategy and establishing metrics to measure return on investment and demonstrate how a strong employer brand creates business impact.

These companies have also developed dedicated employer brand leadership functions to manage the strategy at a time when most companies still see employer branding as an add-on role to an already overstretched HR or marketing function.

Before you begin your employer branding journey be clear on the scope of your strategy. Questions to consider include: • Will our focus be global, national or regional?• Are we looking at a tactical employer

branding project or a holistic employer brand strategy?

• How does employer branding fit in to our strategy alongside consumer marketing, HR and communications?

• What resources do we have to invest?• How engaged are our leadership in

employer branding?• How will we measure success?

Next, you need to define your objectives and establish timelines. I’m amazed by how much is invested by companies in their strategies without clearly defined objectives or metrics. Clarifying these from the outset will save you time, effort and investment over the long term.

2. Train leaders in employer brandingThis task is critical if you are striving for your

organisation to adopt a strategic approach to employer branding.

If you can’t engage leaders across the business in your strategy it is likely to become a stand-alone project that receives little interest or investment by senior leadership.

Ten years ago there was very little information available on employer branding, how to do it, or case studies of companies doing it successfully. In 2016 there is a wealth of information on the internet and in books that can assist to educate leaders on the value and importance of an employer brand led people strategy.

For the past 10 years leaders have predominantly been exposed to theory and concepts on employer branding. It has only been over the past few years that leaders have begun developing the competencies required to become a successful employer brand leader. Like many other roles, employer brand leadership talent is in short supply. The lead times to fill advertised roles (many for the first time) have been long, especially if the role has a strategic focus. In 2016 more leaders should seek formal training in employer branding to build these competencies – as we have seen in the USA, UK and Europe over the past few years.

3. Focus on the experienceIn 2015 I co-authored a white paper with

Lisa G. Morris titled, ‘In employer branding, experience is everything’. We also received contributions from 40 leaders around the world to inform our thinking.

As a key differentiator for brand experience success, organisations have traditionally focused on the customer experience. However, what’s been missing has been an understanding of the role of the employee in the relationship between organisations, customers and profitability.

Employees are central to the customer experience and organisations must adopt an integrated approach towards brand experience if they are to remain relevant to the needs of customers and the talent that drive these experiences (see figure 1). Experience goes beyond employee engagement and employee satisfaction that came before it. How companies interact with employees on a day to day basis impacts on a number of lagging indicators such as staff turnover, disengagement and lack of trust.

JUNE 2016 13

THE FUTURE OF WORK

In 2016, assess your employee experience and develop strategies to address the gaps to ensure the experience across the employment lifecycle is consistent and aligned with your employer brand strategy.

Employer branding is much bigger than a stand-alone recruiting function. Implemented effectively, it can result in transformational results as it has at best practice companies such as Unilever, Philips and UnitedHealth Group who are now seeing the benefits of their investments in employer branding over the past 5-10 years. Many of the leaders driving the strategy in these companies invested considerable time educating senior leaders about the importance and benefits of employer branding and how it would assist to attract and retain talent necessary for its growth.

4. Implement an employer branding content marketing program

Content is everywhere in 2016. However many early adopters are simply broadcasting to the market the great things about working for their company. Too often it is only one-way communication and unlikely to connect with the target audience. There needs to be interaction and an environment developed where two-way communication can take place.

Organisations should follow the lead of companies such as Dell, Starbucks and Sodexo USA who have developed and implemented an employer branding content marketing program that adopts a long term approach to showcasing what it’s like to work at their company. Consider you are scripting a TV show you want to run for many years by keeping the content relevant, fresh and interesting and not just creating a mini-series!

5. Be authentic, real and look at employees like family

Let’s face it no one looks forward to spending eight hours at work feeling miserable, including the leader who is making your life miserable. If we took the same compassion, empathy and thinking towards others in the workplace as we do with family members, employee engagement would not be the problem it is today. According to Gallup less than one third of employees are engaged in their jobs costing $350 billion per year in lost productivity in the US alone.

Train leaders and employees to use some of the soft skills in their interactions with staff that they comfortably display with family members. However, it is important to ensure the right strategies are put in place

to improve the working environment so that staff feel respected, trusted and empowered. If you have to constantly watch over staff to ensure they are performing the job they were hired to do then it’s likely the problem is you are recruiting the wrong people or the environment in which they work is not supporting them to deliver their best.

If the growth of employer branding practice continues at the same rate around the world as it has over the past five years then Australian companies that make a commitment to invest in their strategy in 2016/2017 will be best positioned to reap the benefits such as ease in attracting candidates, higher engagement, lower attrition rates, better quality of hire and transformational business impact.

It’s never too late to act!

Brett Minchington MBA, www.brettminchington.com, Chairman/CEO of Employer Brand International is an International strategist, corporate advisor and educator who has trained leaders in more than 50 cities in 30 countries in person and through the online global Certificate in Employer Brand Leadership at www.employerbranding college.com He is the world’s most published author in employer branding and recently published his fourth title, Employer Brand Excellence – A Case Study Approach.

Figure 1: Minchington & Morris Brand Experience Model™

Meet Brett Minchington and other keynote speakers at the

2016 RCSA International Conference:

Next Generation Recruitment, 24-26 August, Port Douglas.

RCSA JOURNAL14

THE FUTURE OF WORK

Many industries are facing the fallout of our technological era of disintermediation and digital disruption – and the recruitment industry is certainly not exempt. Social media has been a game-changer for some years, while small start-ups are now disrupting the status quo with apps designed to create a seamless experience for candidates. Technology is evolving at a pace that far outstrips any preceding changes, something that is likely to continue for the next few years at least, leaving a question mark about how viable current tech platforms will be in the

future. These new realities cannot be ignored: recruiters have to find creative ways to respond to ensure they’re well placed to compete for the best candidates. They also must develop the agility to deal with the constant change that will mark the future. To help with this, two major recruitment companies, Adecco and Randstad, share their views on the changing landscape. Members of two other industries that are currently navigating their way through some massive changes share their experiences and advice, while Andrew Banks, the founder of Morgan & Banks, gives a futurist perspective.

Transformation through innovationMany industries are facing the fallout of our technological era of disintermediation and digital disruption – and the recruitment industry is certainly not exempt. Social media has been a game-changer for some years, while small start-ups are now disrupting the status quo with apps designed to create a seamless experience for candidates. Technology is evolving at a pace that far outstrips any preceding changes, something that is likely to continue for the next few years at least, leaving a question mark about how viable current tech platforms will be in the

future. These new realities cannot be ignored: recruiters have to find creative ways to respond to ensure they’re well placed to compete for the best candidates. They also must develop the agility to deal with the constant change that will mark the future. To help with this, two major recruitment companies, Adecco and Randstad, share their views on the changing landscape. Members of two other industries that are currently navigating their way through some massive changes share their experiences and advice, while Andrew Banks, the founder of Morgan & Banks, gives a futurist perspective.

JUNE 2016 15

For Adecco, innovation and digital transformation ranks as one of the major

strategic priorities for all countries to focus on this year.

‘From a marketing perspective we formulated our plan solely around digital transformation and ensured we have stakeholder buy-in from the organisation,’ says Lindsey Monroe Ruth, Head of Marketing, Australia and New Zealand. ‘I track all the digital innovations and tech strategies happening within Australia and New Zealand, as well as globally.

‘We look for trends within the industry, and how we can not only change and shift our organisation, but also be ahead of our competitors in that space. We’re looking at factors such as candidate experience, how our users are interacting with us online and in branches, and how our consultants are digitising their processes and becoming more efficient.’

Lindsey says it’s important to look three to five years ahead, because many of the technologies that have been developed are just now being implemented. ‘Especially coming from the US and having that perspective, a lot of the tech that’s been implemented in terms of how candidates interact with us, how candidates find jobs, and how hiring managers match candidates, is now starting to take flight. And we’re just seeing them enter the Australian and New Zealand market, which is pretty exciting.’

Disruptive apps create seamless process

Much of the technology Lindsey is tracking and investigating relates to matching, as these technologies appear to be the most innovative. ‘Apps such as Switch and Jobber are indirect competitors, but as they’re making the process so efficient and easy for candidates, we’re forced to look at them because we share the same candidate pool.’

And it’s these indirect competitors that are really disrupting the industry because they’re making the process so seamless for candidates.

In terms of candidate experience, Lindsey says it’s about delivering ‘WOW’ to the candidate, and making their whole job-search process easier. ‘Today, everyone is on their mobile devices, everyone is moving, and you have just seconds to capture their attention.

We know if a candidate comes to our website to apply, and we don’t have every option they want, they’ll leave within five seconds. So the old advertising push strategy isn’t going to work. Instead, we have to pull them in with what really attracts them, and make the process an easy, intuitive and seamless experience that exceeds expectations. If it’s not, we’ll lose them.’

Lindsey admits getting stakeholder engagement and buy-in to truly be part of a transformational organisational change is challenging, especially with a global organisation of Adecco’s scale. Her approach is to show stakeholders what’s in it for them, and make it really clear it’s a seamless process, more efficient, time-saving – and that it will make them money. ‘As well, it’s about working hand-in-hand with the consultants and introducing additional online recruiting strategies to diversify our channels and acquire candidates. Showing them, for example, that posting on Facebook isn’t just something you have to do for increased brand awareness, that it also enables you to source quality candidates from the various online channels.’

Social media skillsWhile opinion has become divided about

the value of social media for the recruitment industry, Lindsey believes being in this space is essential as it’s where the candidates are. However, she cautions it’s a long-term strategy. ‘And if it’s to work, you really have to be engaged and involved. I’m a bit controversial here: I say if you don’t like Facebook, if you feel no real connection to the platform, don’t use it because it will only come across as fake to candidates.’

Social media skills along with public relations skills are now mandatory for generating and acquiring candidate leads, promoting the brand and generating positive brand awareness. To this end, Lindsey’s team is rolling out extensive internal training in terms of social recruiting, job-posting training, and ensuring job postings are search engine optimised so they appear high in the search engine results.

‘Currently, we tell recruiters how to post jobs, and that’s about it. The increase in passive candidates in the market means we’re having to source candidates completely differently. Reaching out to these passive

candidates and trying to poach them while they’re currently working requires a completely different approach and involves more work.’

Developing organisational flexibility to transform quickly

‘To achieve true business transformation through innovation takes the right leadership team, one that is able to embrace the change and take the business on a journey, while making the tough decisions to remain relevant along the way,’ says Tim Sternberg, marketing and communications director, Randstad.

Tim outlines the four steps involved in the process:1. Begin with the customer: what do they

want, how do you deliver an exceptional experience to them. Work out where technology is an enabler that enhances the experience – then connect it into the most relevant part of the process.

2. Hire people who are passionate about your brand, and who are customer-centric and commercially savvy.

3. Create a balanced scorecard of metrics – not just internal KPIs.

4. Don’t set and forget. Develop an iterative process in quarterly cycles, with built-in feedback loops so you can continuously evolve and improve.

Stakeholder impactsWith bringing on board key stakeholders

such as clients and staff, Tim says clients are looking for trusted advisors. How do you add value and consult to your clients above and beyond your competitors?

‘As technology will disrupt significant components of individual roles, people will need to adapt, upskill and embrace the change positively in order to remain relevant in the roles of the future.’

Tim predicts technological change is likely to continue at a fast pace, and in less than three years the entire recruitment industry will be disrupted – just as many other industries are.

‘Moore’s Law states that each year, processing power will exponentially increase. Today’s smartphone has more computer processing power than NASA had to put the first shuttle on the moon. It’s only a matter of time before the HR tech participating on the periphery will be powered by more powerful automation and scalable AI capability.

THE FUTURE OF WORK

RCSA JOURNAL16

Tim predicts technological change is likely to continue at a fast pace, and in less than three years the entire recruitment industry will be disrupted – just as many other industries are.

THE FUTURE OF WORK

‘Organisations can set themselves up so they have the flexibility to quickly transform in response by creating feedback loops: voice of the customer, voice of your people; performance metrics: 50 per cent internal data, 50 per cent external; putting in place the right leadership, empowering them to make the decisions and forgiving small mistakes – providing they learn and adapt at lightning speed.’

Tim adds that ultimately, digital disruption means the pace of change is occurring exponentially faster than any other changes that preceded it, which means it’s difficult to predict whether the current HR tech platforms and online channels will still be the same in a year. ’The advancement in machine learning or AI will be one of the greatest disruptive forces facing the recruitment industry over the next three years,’ Tim predicts. ‘However, an organisation that can harness and combine AI with big data and predictive analytics could become a dominant player.’

He adds that the obvious disruptive impact will be on the transactional segments of the staffing industry, specifically complex experiences; poor customer experience or broken trust; traditional pricing; and limited access.

‘Randstad has a progressive executive board with a tech and touch mindset, and looks to place the consultant at the right point on the journey to add the most value to the candidate or client. We have various channels for this, including the Randstad Innovation Fund, which invests in start-up HR technology around the globe that will disrupt parts of the process or potentially the whole process.’ To date the Fund has invested in a number of organisations such as Checkster, where reference checking is an electronic process that authenticates the quality of referees.

For the past three years, Randstad France has partnered with the French government to harness big data and predictive analytics to help organisations or candidates understand the best matches for them and career pathways.

‘Inevitably, consultants will need to acquire new skillsets that enable them to be agile and continue to be customer savvy, with a strong commercial mindset across digital, social and data analytics,’ Tim comments. ‘Those consultants able to harness this will be successful.’

Lindsey Monroe Ruth, Head of Marketing, Australia and New Zealand, Adecco

Tim Sternberg, Marketing and Communications Director, Randstad

JUNE 2016 17

THE FUTURE OF WORK

Transformation in photographyW

hen Nulab Group’s Executive Director Michael Warshall became a photographer 40 years ago, he

travelled overseas to learn from the best. ‘One older gentleman totally changed my thinking. He said, ‘a photographer has a very important job: when you photograph people and their life events, you’re documenting their existence in life’. And then he added, ‘when we’re born we get a birth certificate, when we die our family gets a death certificate, and the only things we leave behind are the photographs we’ve accumulated throughout our lifetime’.

‘I later realised what he meant: when someone passes away, you go through their albums or shoeboxes of photographs and you see their history.’

Today’s industry would be unrecognisable to Michael’s early mentor thanks to the impact of digital.

The shift, which they’re still working through, has been massive and very challenging for professional photographers and labs.

The print-free generationHe would also be shocked to learn that

tech-savvy Gen Ys rarely give a thought to printing their images.

‘We’re essentially moving into a generation with no history of printed family photographs, and so they’re not learning by example,’ Michael says. ‘So although this generation is the most widely photographed of any generation, chances are in 20 years there’ll be nothing to show for it – especially as it’s unknown how long digital files will last, or whether they’ll survive future technology changes.’

Recent stats suggest around six per cent of images are currently being printed. ‘But to put this in context, trillions of images are now captured, and that six per cent is roughly equivalent to what was 100 per cent in the days of film,’ Michael explains.

So the challenge for professional labs and professional photographers is to educate customers about the importance of printed materials: something they can hold in their

hands and pass on to future generations. Professional photographers have the added task of educating consumers about the value of what photographers do.

Consumer education became Nulab’s focus when lack of business from professional markets prompted its move into the consumer market, an initiative that involved doubling the customer service team. ‘We send informative newsletters; we advise people how to set their cameras to take photos; and we provide feedback to our regular clients.’

Nulab also responded to today’s expectation of 24/7 service. ‘We operate extended hours anyway as we service the

New Zealand market, but we also provide after-hours assistance via text or email when needed.’

Michael recently broke tradition and moved away from the silver halide prints that have been the industry standard for 160 years, and into HP Indigo presses with professional paper sourced from Germany. ‘To have any longevity, photographs need to be printed on proper papers using proper technology,’ he explains. ‘Stored in a good environment, away from light, these prints will last for 200 years (sufficient for many generations to enjoy a visual record of their family history) whereas the lifespan of silver halide is significantly shorter.

Michael Warshall, Executive Director, Nulab Group

RCSA JOURNAL18

THE FUTURE OF WORK

Transformation in music and printingIn John O’Neill’s view, transformation is something every organisation should be looking at continually.

Currently John is a Sales Consultant to the industry he worked in for nearly 30 years and was heavily involved in its

transformation from 1995. He’s now helping the printing industry navigate the upheaval it’s facing.

‘The key with a transformation is to manage the existing business, to work on making sure it’s highly efficient while investigating new avenues and new fields,’ he says. ‘Most importantly the CEO, the management team and the Board of directors have to be on one page and be prepared to change. This is the number one priority, because when you’re prepared to change, you have to also take a step back, look at every segment and find out how and what you’ll do for the next few years.’

Change can’t happen overnight, John stresses. You have to be prepared to do it gradually. ‘You also have to do it in a way that the words ‘change’ ‘redundancies’ and ‘restructure’ aren’t used too much so as not to scare people.’

During this period, some staff will leave and new staff will come in. John recommends taking a good look at each role as staff depart, and whether you need to replace the person, as this is how you hold the cost base down while growing the business.

‘Recognise that people are extremely valuable because they have certain skills. Encourage them to do their job to the best of their ability – and maybe they’ll have to do a little extra work, but at least they’re employed and valued.’

From there you bring in people who can help grow the business. ‘Encourage employees to take ownership of their area, to teach those around them everything they know without feeling threatened. It’s surprising how much people start enjoying learning from others in the new business.

You should never put a line down the middle and say, that’s our new business and this is our old business. Everyone should work together for an end goal’

John’s current focus is the printing industry. ‘Business has been great except for the last probably five years. Unfortunately, they’ve neglected the basics of working with existing customers, building up strong relationships to

keep the marketing, sales and production together while looking at threats to the industry.

‘Many printers have made a huge investment in digital equipment, so by no means are they old-school. But you have small marketing companies approaching their customers and putting the work out for tender so other printers take their business away. Again, had they worked properly with their existing customer base they would have developed strong relationships and would still be doing all their printing.’

Is it ever too late to change? No, says John, unless you’ve seen your revenue crash and you’re losing money.

‘However, you can change too early – and this is a vital point. You don’t have to be the first to change, but you have to be aware of what is going on. Looking at what your competition is doing is such a key part of business but so often overlooked.’

Transformation in summary• Study trends to be ahead

• Be aware of indirect competitors

• Social media has to be a long-term strategy

• Begin with the customer

• Hire passionate people

• Don’t set and forget

• Help clients find solutions rather than filling jobs

• Educate customers about change

• It’s never too late to change – but you don’t have to be the first.

You don’t have to be the first to change, but you have to be aware of what is going on.

JUNE 2016 19

THE FUTURE OF WORK

Andrew Banks Changing MindsetsAndrew Banks, co-founder of Morgan & Banks and founder of outsourcing provider Talent2 International, shares his views about how the transformed recruitment industry of the future will look.

The workforce‘The first thing to consider is the workforce

and what the future holds for it, as clearly this will impact on the recruitment industry,’ Andrew says. ‘In my view, the workforce will continue to move in a freelance/contracting direction. Currently just 65 per cent of the jobs in Australia are probably traditional permanent jobs. I think this will drop to about 40 per cent in the next 10 to 15 years, with 60 per cent of the workforce basically freelance.’ For the recruitment industry, this increasingly means it will be about helping clients find solutions to work, rather than filling jobs. And that work may be done with a permanent job, a contractor, a permanent part-time role, or with workers at home.

‘This mindset change at an enterprise level I would say is the greatest shift, as opposed to employing recruiters who fill permanent jobs or contract jobs and structuring recruiting companies around that old-style model.’

The employerThis leads to how employers want their

work done. Again, Andrew says, the shift is ‘don’t tell us about your vacancies, tell us about the work you need done and how you’re packaging that work’.

‘From there, how do they communicate this? Clients should have avenues to communicate with a recruiting firm 24/7. They need to be able to wake up at 3am and say, ‘I need to get this project handled, I’ll place a document in Dropbox, or leave a request on their website so they can action it either immediately, or as soon as they come in’.

‘The other issue here is client communication with recruiters needs to be more than a phone call, email and a meeting. This is another paradigm shift that has to happen: communication with the client must be seamless.’

The candidateOn the candidate side, today it’s all about

mobile communication. ‘The recruiter’s

technology base and website should be able to receive and communicate with candidates who primarily use mobile devices.’

The marketingThe next important piece is how one

recruiting firm distinguishes itself from another. ‘The way Morgan & Banks and Talent 2 marketed their brands and distinguished them was a big deal – and of course we did this in traditional ways,’ says Andrew.

‘In the future, recruiters – in addition to being actively involved in social media – need to create a type of chatroom environment for their candidates, to ensure they always remain top of mind by finding excuses to talk to their candidate base.’

On the client side, Andrew predicts specialisations and specialised verticals online will be a way of high-profiling a firm. ‘In other words, if you’re placing mining engineers or IT people, how do you ensure your firm’s profile is visible where those professionals are looking?’

‘This is a very different mindset from running ads or making sales calls to client: it’s about staying in their face 24/7.’

The recruitment staffFinally, for a recruitment company to be

the best and be competitive, they have to attract the top people to work for them.

‘So the question is how do we continue to make roles in the industry exciting and interesting?’

‘This is where management has to think about creating flexible working environments. Recruiters can be very easily measured on outcomes, rather than having them sitting in an office supervised and observed as in the old-style organisational structures.

This creates flexibility and a good lifestyle option and therefore attracts the best people.’

Article for the RCSA Journal by business writer Rosemary Ann Ogilvie.

RCSA JOURNAL20

Professional workforce management in 2016 and beyond: pride, passion and new-generation influencers

Charles Cameron, RCSA CEO

THE FUTURE OF WORK

Introducing the new RCSA CEO and his vision for the future of our industry. Charles Cameron joined the RCSA in the role of CEO on

4 May. Previously a Partner within Australia’s leading workplace law and consulting firm, FCB Group, Charles founded Australia’s first workforce management consulting firm, specialising in non-traditional working arrangements, in 2002, later merging it with FCB Group.

Charles has worked closely with RCSA as a contract policy and issues management advisor, and has represented the sector and its players before government and industry in numerous forums and inquiries. He also brings significant industry body experience from his time with the Australian Industry Group.

JUNE 2016 21

Professional workforce management in 2016 and beyond: pride, passion and new-generation influencers

THE FUTURE OF WORK

‘I feel I have a fantastic opportunity to better articulate the economic and social contributions of the workforce services industry, which is how I describe it – given we are now an industry that touches the fuller workforce within Australia and New Zealand in so many different ways, ranging from search and placement to on-hire and management’ says Charles Cameron of his appointment to CEO.

‘Within this industry there exists so much amazing leadership, so many amazing ideas, so many amazing people,’ he continues. ‘So one of the things we need to look at within RCSA is: what our industry is in 2016 and what it will grow to become? What contribution can we make, not just in finding people to fill a role, but to also enhance that workforce, add value to it, train it, and plan it? And how will it continue to develop and change?’

Given the workforce services industry provides an economic and social contribution in terms of creating work opportunities, supporting enterprise, and leading in innovation, Charles says considerable work needs to be done to redefine the role of what he terms the ‘human intermediary’.

Essential human elementsIn talking with the RCSA Board when he

communicated his interest in the CEO role, Charles focused on aspects of the industry that are very difficult to be replaced by technology – or artificial intelligence (AI) to take it a little further. ‘The founder of a new AI research agency recently commented that process automation means work in the future will be less about dealing with facts and figures, and more about the application of that information.

‘He pointed out that computers are good at

doing jobs we find hard, but bad at the ones we find easy. For example, computers are much better than people when it comes to processing and analysing great tranches of information, but they’ll never be able to do everything a human can. As an example, they’ll never match humans in qualities such as empathy, insight and intuition.

‘The presenter then advises people to move into roles requiring those skills. And from my point of view, empathy, insight, intuition and discretion are the elements that will never be replaced. I believe candidates will search for these attributes into the future – and our industry will continue to be sought to provide them.

‘Yes, we have to be more adaptive and accommodating in the way technology will work alongside us – and in some cases complement or replace us, but to my mind those essential human elements will be increasingly sought in an increasingly fractured world of technology. As an industry, we need to be looking more at how we incorporate those defining elements into the services we provide and the value we create.’

Defining the brandCharles is very keen to assist the workforce

services industry to better articulate the contribution it makes and its points of differentiation. ‘We don’t necessarily want to compete head on with those new technology services, but we need to have a very clear position in the marketplace. So for me it’s also about defining our brand around our contribution.

‘One of the things I’ve identified is the level of pride and passion within this industry.

THREE VISIONS

FOR RCSAThe three overarching

key visions Charles holds for the RCSA are:

1. Creating a compelling articulation of the contribution of the people industry, and this comes through new economy, agile workforces and stronger community.

2. Inspired member input and influence, driven by that pride and purpose, through belonging, engagement and influence.

3. To have courage of our industry and our industry body to grow on a platform of financial capability for new membership, better services and stronger supporters.

Continued on page 22.

RCSA JOURNAL22

THE FUTURE OF WORK

The reality, though, is that we haven’t done a great job as an industry body in capturing that pride and articulating the value we provide to individuals, to community, to economy, to enterprise; in defining this value through a brand and also within the marketplace. I believe we have a huge responsibility to ensure all participants in society clearly understand how we make changes to people’s lives every day, in a way that cannot be replicated by technology.

‘So that’s a starting point, and on the back of this I believe we then have a great opportunity to engage our people by re-establishing our brand, creating a purpose, a more definable place within the new economy.’

Member engagementEngagement is a point on which Charles is

very strong – and not only with those who are long-term members of the industry, but also those who are up and coming – what he terms ‘next-generation influencers’. ‘This is not necessarily about age,’ Charles stresses, ‘but about their thought processes and the way they get their heads around the articulation of that value to enterprise, to candidates, to society.’

And it’s more than just providing a commercial service: ‘I don’t think governments, and society generally, fully understand the way we change people’s lives day in day out. I really want to enhance that pride within the industry, because this becomes the most effective marketing tool of all, the pride, passion, and purpose. I’m keen to get this underway early.

‘So if there are three areas of scope of the membership that I believe remain at the core, there are those who search and place in what might previously have been termed recruitment placement, and this is done pretty well. There are those who find and on-hire, in the on-hire sector, an industry under attack by unions and a number of academics that, quite simply, oppose any form of work that is not permanent employment. However, for me an area that is clearly the new frontier for membership, and for which I see a massive opportunity, is the role of managing, supporting and planning workforces that are not necessarily those we have placed or on-hired.

Opportunities with the broader workforce

‘It’s not just about the workforce we find and place and on-hire, it’s also about defining our expertise and how we can assist clients in terms of total workforce, which may be sourced in a

whole range of ways. I think this is a natural extension of what we do and how we add value.’

Charles sees potential opportunities in another area, which he’s interested in exploring – and that is to provide value to the workers themselves, especially if they increasingly become a non-employed workforce such as freelancers and contractors. ‘I fundamentally agree with Andrew Banks’ position, when he says the workforce of the future will increasingly be a freelancing, contracting workforce. I also agree with his comment that for the recruitment industry in the future, it will be about helping clients find solutions to work, rather than filling jobs.

‘We are professionals in workforce: we search, we place, we manage, we plan, we support, we grow. For me, this is what we must continue to do better than anybody else, as corporate or third-party commercial workforce service-providers. So it’s a really exciting time in terms of what we can offer. Some perceptions need to be changed in terms of the value our industry provides. A key element of this will be our ability to define our offering and sell our stories of how we change lives, whether lives of individuals or lives of a business.

Clarity of purpose‘We need absolute clarity about what our

purpose is and why we can do it differently – especially using technology, which is going to be a key part of it, but also relying fundamentally on those insights, that discretion, that empathy, and give employers a reason to come back to the human intermediaries rather than searching for candidates directly within the market place. I believe there’s an ongoing role for that human intermediary moving forward.’

And Charles is convinced this is where the Employment Services Industry Code (ESIC) will play a critical role. But more important than the Code itself will be the accreditation process whereby a corporate member can become accredited against a range of standards.

‘One of the important things for me will be to ensure that buyers of workforce services in the future can very simply identify the reputable operators, and also those that are not. The Code and the accreditation program will give us far greater ability to influence behaviours in the market place.’

Charles isn’t convinced the federal government has the money, the time, or the capacity to introduce and enforce new regulations – and the enforcement component is crucial, he stresses.

I believe we have a huge responsibility to ensure all participants in society clearly understand how we make changes to people’s lives every day, in a way that cannot be replicated by technology.

Continued from page 21.

JUNE 2016 23

THE FUTURE OF WORK

‘In late May during a conversation with the Department of Employment, I told them that unless they can assist us to mandate that a buyer of workplace services must choose an accredited agency, our job is much harder.’

He believes the time has come for a requirement to be in place that buyers of workforce services must ensure they engage credible, professional businesses. ‘This will be so much more powerful in stamping out those who operate in the shadows and in a black labour market than bringing on hundreds of inspectors or regulators. It’s these operators that continue to undermine the pride of our industry. The RCSA has taken the lead in addressing unacceptable labour contracting

within Australia – and our new Code, which we propose will cover members and non-members within the industry was being developed well before the Four Corners expose of migrant worker exploitation in August 2015. This is the right thing to do and we want to change the market of employment services.

‘We believe this approach will be sustainable, where we don’t accept this will be the case with any other approach that may involve licensing and new legislation.’

Charles was interviewed for the RCSA Journal by business writer Rosemary Ann Ogilvie.

ESIC AND ACCREDITATIONThe ESIC has been available for consideration and consultation in a draft format for several months, and the consultation period has been extended to the end of July 2016.

‘From there, we go to Treasury to formally seek their endorsement for it to be accepted as a Prescribed Industry Code under the Competition and Consumer Act,’ Charles says. ‘Even if they decide not to, we maintain there’s a place in government to require end users of all workforce services to buy accredited services, which will be equally effective.’

It’s likely to be another 12 months before ESIC is up and running and from there the accreditation process will be constructed around that.

‘I would really encourage any workforce services operator to look at the draft ESIC and provide comment before the end of July,’ urges Charles.

New approach for a broadening marketAnother important change for RCSA is to move towards a sector-and-issues-based approach to engaging members, bringing them together and coming up with solutions, where currently the approach is reliant upon regional councils.

‘I fully respect that we are people-people, and there is still a need for the networking that goes on at a geographical state- or territory-based level,’ Charles says. ‘But with our industry growing bigger and becoming wider in scope, we have to be mindful of the fact that our members have different specialties: some do exec search only, some do placement only, some do on-hire only and some may focus primarily on workforce services or workforce management.

‘We need to have a membership structure that allows multiple member representatives to engage with the RCSA. So in a medium-sized organisation there may be a person who engages with RCSA on our exec-search working group, on our industrial on-hire working group, and on our RPO working group. So different individuals with different specialisations in each service type, who need to be dealt with and supported very differently at a lobbying level, a support level, and a networking level.

‘I feel it’s time for RCSA to adapt to a broadening market and here is a key way in which I envisage we do this. I believe this engagement will establish stronger relationships with our members than we ever had in the past. Equally, this will extend to professional contracting. Ultimately I envisage having perhaps 10 to 15 sector-and/or issues-based working groups or councils, enabling us to engage with more members and provide far more specific solutions.

‘The industry body is there to define the value, to market the value, and then to corral the professionals who sit behind that to come together, to support us in the promotion of our industry, but also to tell us what they need in order to continue to operate profitably in what is an increasingly challenging marketplace, but at the same time an increasingly exciting marketplace.’

Charles acknowledges there’s a great deal of work ahead, and that it will require significant member involvement and contribution. ‘This is the reason I say our role is to engage members and have them come forward and assist us in this process. We understand it’s our responsibility to create the framework, but we have to rely very heavily upon members to assist us in this process – and we do recognise they are ultimately volunteers. However, once we define our industry and our contribution more cleverly, I believe we’ll achieve better engagement from multiple players.’

RCSA JOURNAL24

INTERNATIONAL

Just-in-time staffing is newest twist in recruitmentJust-in-time staffing is still at an early stage of development with six of the 10 firms identified by Staffing Industry Analysts having been formed in or after 2013. The average assignment length appears to be shorter. Traditional staffing firms focus their efforts on longer work assignments as, for example, a four-month temporary assignment is likely more profitable than a four-hour shift. Just-in-time staffing firms, however, have a much lower cost model so shorter assignments are no deterrent to deliver fill rates close to 100 per cent with as little human intervention as possible. By John Nurthen.

A new type of recruitment firm has recently emerged that incorporates the technology and low cost/low

touch of online staffing providers such as Upwork and Freelancer.com but whose business model looks more typical of an old-fashioned offline staffing firm.

Staffing Industry Analysts categorises these firms as “ just-in-time staffing” and they represent an interesting new hybrid. Examples include ShiftGig and Wonolo in the US and Staff-Finder in Switzerland. One such just-in-time staffing firm, Sidekicker, is based in Melbourne, Australia.

These firms are essentially Web and smartphone-enabled staffing services for on-site blue collar work. They provide the services of a traditional industrial recruitment firm with online staffing technology such as two-sided digital labour marketplaces, ratings systems and algorithmic recruiting and assignment matching.

Typically, these firms are characterised by:• Business-to-business, on-site work

arrangements.• Blue-collar occupations such as hospitality

and warehousing.• Short-term work assignments• Hourly pay• Often, but not always operating according

to local temporary agency work law including taking responsibility for tax and social charges (e.g. acting as the ‘employer of record’ as defined in the United States).

• Gross margins that are similar to staffing firms.

While it’s true that traditional staffing firms also have websites and smartphone applications, just-in-time staffing firms differ because they automate the recruiting process by letting workers more or less freely choose their assignments and use data to steer jobs toward the best workers. This is a paradigm shift from the traditional staffing model, where recruiters exercise much more control in hiring and placement decisions.

Just-in-time staffing firms also differ from

online staffing firms. The former cater to on-site work and many categorise their workers as employees while the latter focus mostly on remotely performed work and typically classify workers as independent contractors.

Staffing Industry Analysts estimated the size of the just-in-time staffing market at between USD 40 million and USD 50 million in revenue during 2015. The largest of the firms, Staff-Finder, represented approximately USD 25 million of that revenue.

Still, the size of the just-in-time staffing market pales in comparison to the larger, global temporary staffing market which Staffing Industry Analysts estimates had USD 361 billion in revenue in 2015. However, just-in-time staffing is still at an early stage of development with six of the 10 firms identified by Staffing Industry Analysts having been formed in or after 2013.

Even at this early stage, investors have noticed the space with one firm, Shiftgig, having raised a total of USD 36 million in funding and Staff-Finder having raised USD 21.9 million. These investments are a big deal because it will enable just-in-time firms to expand much more quickly. In addition, because there has been investment, it could mean there will be more firms entering the space in the next couple of months.

One difference among just-in-time staffing firms and old-fashioned staffing firms is that the average assignment length appears to be shorter. The average assignment length at just-in-time staffing firms measured by Staffing Industry Analysts ranged from four hours to one week. In comparison, the median assignment length at an old-fashioned staffing firm in North America is 13 weeks. Traditional staffing firms focus their efforts on longer work assignments as, for example, a four-month temporary assignment is likely more profitable than a four-hour shift. Just-in-time staffing firms, however, have a much lower cost model so shorter assignments are no deterrent. The most-common occupations filled by just-in-time staffing firms include food and

JUNE 2016 25

The ultimate purpose ... is to get more of the right contingent workers deployed faster and to deliver fill rates close to 100% with as little human intervention as possible.

INTERNATIONAL

hospitality roles, promotion/event staff, customer service/admin and distribution/logistics. Just-in-time staffing firms seem to be some of the first examples of a “hybrid” staffing model. Among online staffing firms, they are the one category that most resembles old-fashioned staffing firms. On the other hand, it’s quite possible that old-fashioned staffing firms may implement some of the features of just-in-time staffing firms into their own service offerings.

While some recruitment firms may not be interested in taking part in the just-in-time segment; it may be of interest to larger staffing providers who wish to be a one-stop shop for their customers. The ultimate purpose of just-in-time staffing is to get

more of the right contingent workers

deployed faster and to deliver fill rates close

to 100% with as little human intervention as

possible. While this model is currently used

for mostly blue collar roles and for short-

term assignments, speed of response and

lower costs are important priorities for

staffing firms operating in many other

sectors of the staffing market so it is not

inconceivable that we see this model evolve

to incorporate a broader range of industry

segments in the future.

John Nurthen is executive director, global

research, for Staffing Industry Analysts, the

global advisor on contingent work. For more

information, visit www.staffingindustry.com.

John Nurthen

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RCSA JOURNAL26

News from Ciett SE Asia Pacific RegionMarking how importantly the Ciett Board sees the Asia Pacific region, Ciett held its second Board Meeting in two years in the region, when it met in Bangkok in March this year.

During the meeting regional members presented an update on the legislative environment in which they operate

and some of the challenges they face. This was an excellent opportunity for them to engage with Ciett Board members and share their thoughts on the support that they need from Ciett in order to grow their staffing federations and increase their influence in their respective countries. This was an excellent foundation discussion for a two-day workshop that followed.

Hosted jointly by Ciett and the International Labour Organisation (ILO) International Training Centre, the workshop was part of the ILO Fair Recruitment Initiative, in which Ciett is a main partner along with other partners in the project, Verité and the

Institute for Human Rights and Business, who were also involved in the workshop.

The aim of the workshop was to provide a framework and structure by which federations of private employment agencies in 10 countries namely; Jordan, Lebanon, Bangladesh, Nepal, Thailand, India, the Philippines, Malaysia, Singapore, and Indonesia, can grow their capacity and influence.

In her opening speech, Ciett President Annemarie Muntz outlined the ways that Ciett members are committed to providing high quality services to both jobseekers and user companies, and do not charge fees to the workers, even in countries where it is allowed by law or where it is regular practice. They do this not only because it is the ethical thing to do, but also because it makes our business better and more profitable. When the employment and recruitment business operates responsibly, with utmost care for the needs and expectations of jobseekers as well as clients, it will improve its reputation and increase business opportunities for the future. 

The Ciett Board is convinced that organising the industry into national federations is the first step to upgrading the image and the quality of services provided by

the agencies. In many of the countries represented at the workshop there is still no national federation (although there is plenty of desire in the industry to create one). Therefore the two-day workshop in Bangkok gave participants the opportunity to learn from best practices within the region in dealing with fee-charging competitors, but also provided them with insights into different themes such as establishing effective lobby and advocacy, developing member services and building a strong and effective federation. 

A national federation is the first step to professionalising the industry, ensuring that it operates in an ethical and responsible way. The federation is also the voice of the industry at the national level, a reliable partner for employment issues and the trusted authority to provide insight and expertise on the labour market. Therefore this workshop and others like it will play an important role for Ciett in continuing to develop and communicate the professionalism of the employment services profession across the Asia Pacific Region.

Steve Shepherd FRCSA (Life)

Ciett Board Members and Workshop Participants, Bangkok March 2016.

INTERNATIONAL

JUNE 2016 27

John Harland FRCSA, ERG Workforce Ltd.

New Zealand market commentsFrom John Harland, RCSA NZ Region Chair.

The New Zealand economy continues to tick along at around two to three per cent growth despite continued

weakness in the dairy sector – which, in global terms, is good. This confirms that while dairy is important to the New Zealand economy it is not necessarily a critical factor having a major effect on its performance. Tourism in fact has surpassed dairy as a contributor to GDP. Low inflation and on-going increases in housing, private debt, and the strength of the New Zealand dollar continue to challenge the Reserve Bank and have contributed to dampening wage growth which remains low.

Recent surveys indicate that business confidence also remains low with most taking a ‘business as usual‘ stance, although hiring intentions have eased slightly. This may be a result of entering the winter period which historically has seen some slowdown, or it could also include both skilled shortages and labour shortages among unskilled workers.

In the first quarter of 2016, the labour participation rate increased to the highest level for a number of years, however unemployment also increased, although it was a small increase and remains below six per cent at around 5.7 per cent. The government’s stated target of five per cent was always seen as optimistic and this would certainly seem unachievable for the next few years at least.

Figures have shown that despite employment growing 120,000 to almost 2.4 million over the past two years, unemployment has fallen only by 2000 to 144,000 (although the total pool of unemployed in March, including

those unavailable to work for various reasons, was 270,300). Many more people have jobs, but say they are under-employed and would like to work more. Net migration inflow of around 70,000 per annum obviously has an impact on both these statistics, and in fact our net inward migration slightly exceeded the number of new jobs created, so essentially these migrants accounted for or filled these new jobs. While migrants will continue to be a source of skilled staff otherwise unavailable in New Zealand, this is also contributing to a more significant future problem.

Youth unemployment challengesAs widely publicised, the biggest challenge

for employers is finding people with the right skills and/or attitude to do the job required, but with unemployment levels increasing among 15-24 year olds we are creating a generation of disenfranchised, disillusioned, and generally highly educated unemployables. If you get the chance, look up Micah Tyler’s song ‘Gotta love Millenials’ on YouTube. While highly amusing, there is a concerning message for our future workforce. Are the expectations of this generation out of sync with the reality of work or is it that employers are out of touch with the future of work? Either way there is a generational problem occurring which still gets little recognition and even less action.

The flexible workforce is recognised as a growing phenomenon, yet many companies are reluctant to embrace the concept of contractors or on-hired staff other than through absolute necessity. In other words, it is not an in-built part of their workforce planning. For the on-hire industry this is probably a good thing as it provides a huge opportunity. For those recruitment companies not currently involved with contractors or on-hire staff, I suggest it would pay to review your strategy.

Youth employment is as much an issue for governments as it is for businesses. Until such time as there is a more co-ordinated approach to the problem by government, educational institutions (schools, colleges, universities, technical institutes and other educational and training organisations) and employers in general, there will be minimal impact by the many organisations which we discovered working in silos doing wonderful work with youth to improve their employability. It is unacceptable that ‘Millennials’, while the most entrepreneurial,

most highly qualified (25 per cent have university-level qualifications), most innovative and creative generation ever are also becoming a ‘lost generation’ when it comes to employability. With the NZ Budget due out before this is published it will be interesting to see if there are any additional government initiatives or incentives included to address the issue of youth employment and specifically entrance into trades through apprenticeships.

The ‘RCSA Youth Charter’, an initiative to drive youth employment through our members, unfortunately has not managed to gain significant traction in New Zealand. This may be because the long-term rewards are seen as being outweighed by the necessities of maintaining a viable business. Cashflow is more important than future-proofing. While there are a few members who have supported the Charter, in Auckland we are now encouraging members to sign the ‘Employers Pledge’ with Youth Connections. This is an Auckland Council initiative to create connections between young people and employers and encourages the business community to take a leading role for the future of their workforce.

As an example, in Auckland, the Youth Employability Program (YEP) is a cross sector, business led initiative, including recruitment companies, designed to respond to business and industry concerns that young people are not developing the soft skills needed to succeed in the workplace. The program provides an explicit methodology to build competencies business leaders have said they want to see in young people as well as a process to assess and record them. The YEP ‘Licence to Work’ provides a promising pathway for young people, helping them build and be recognised for the employability competencies they need to succeed at work. I encourage all recruitment companies in Auckland to become involved where they can, and in areas outside Auckland to look for similar opportunities to encourage our future work force.

Note: On 19  May the NZ government made a pre-budget announcement that it will provide $14.4 million over four years for more apprenticeship training and an additional $9.6 million over four years for more Māori and Pasifika Trades Training (MPTT). A very welcome government initiative!

NEW ZEALAND UPDATE

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Responsible business conduct and beneficial responsibility: Ideas whose time has come?When I was invited to

contribute an article for this

issue of the RCSA Journal,

I was informed that the

theme would be “working

with innovation –

overcoming the issues

impacting the industry

such as digital disruption

and adapting to change”.

However, I was given a broad brief and scope to make some observations about how I think social and digital

influences may be shaping the future of the industry – not merely in terms of the technology it uses; but in terms of the way in which social and digital influences shape public expectations about standards of responsible business conduct and beneficial responsibility, especially in relation to employment practices and the employment services industry.

Many readers would be aware of the controversy surrounding the underpayment of workers within the 7-Eleven franchise. The story emerged in August 2015, when a joint Four Corners and Fairfax investigation revealed evidence of workers receiving as little as $10 an hour1. 7-Eleven responded quickly to protect its reputation and goodwill, appointing an independent panel led by former ACCC Chair, Professor Allan Fels, to investigate underpayments and recommend compensation. It was a sensible initiative in response to strong market pressure and, earlier this year, I wrote:

For anyone who might be looking for evidence of the effectiveness of market-driven initiatives in tackling labour exploitation, seven features of the Fels’ Panel inquiry into wage fairness within the Australian 7-Eleven franchise are worth noting.1. The inquiry was not a regulatory

enforcement action; it was the franchisor’s independent initiative.

2. It was set up in response to media exposure and market pressure.

3. It was led by a panel of consumer experts (rather than industrial relations experts) and equipped with forensic accounting support.

4. Unlike FWO prosecutions, which were individualised to franchisee/employers (seven prosecutions since 2009), it was able to take a whole-of-franchise approach under purpose-built terms of reference.

5. It was able to do more than simply address the symptoms of exploitation; it had the ability to examine a business model that was thought to be contributing to that exploitation.

6. Unlike the three-year Baiada Chicken Inquiry conducted by the FWO, it accomplished its primary tasks in just six months, with some 2,800 workers receiving a total of almost $10 million in compensation for underpayments.

7. It achieved its outcomes with the co-operation of the 7-Eleven franchise.

Somewhat cautiously (and with good reason as it turns out) I also wrote:

While the final report is still to be released and it might not all be a case of ‘happy endings’; the success so far achieved by the Fels Inquiry does evidence the potential of market-driven initiatives to address labour exploitation in ways that effectively complement existing regulation of wage standards.

However, once it looked as though underpayments might approach a figure more like $75 million to $100 million, the independent panel was sacked. Professor Fels found Twitter and did not go quietly2. His tweets make fascinating reading.

Copying in the PM Malcolm Turnbull and Opposition Leader Bill Shorten he tweeted:

The Fair Work Act is not strong enough to deter or manage systemic underpayment and change is a necessity3

andIn the case of 7-Eleven, Franchisees

have control and the regulatory apparatus, the Fair Work Act, is weak4

andThe Fair Work Act should give powers to

the regulator to tackle systemic problems such as at 7-115

Replying to a question about why the Fair Work Ombudsman could not deal with the balance of the claims, Professor Fels stated:

There are too many claims for the FWO. The Act is restrictive and needs an overhaul

Andrew Wood Hon FRCSA (Life)

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- vicarious liability is a consideration6

The reference to ‘vicarious liability’ in this context summons up the notion that a franchisor, as an ultimate beneficiary of a business model, might be made responsible for the employment malpractice of its franchisees – even in the absence of knowing involvement or active participation on its part.

Perhaps this is just an attack on the Fair Work Act as a piece of industrial legislation. But to my way of thinking, it goes deeper than that. Professor Fels’ comments (and his recourse to social media to ventilate them) can be read as signs of recognition that the workplace may be evolving as a complex social and collaborative environment in which public expectations about standards of responsible business conduct and beneficial responsibility will play an increasingly important role in the regulation of post-industrial business and employment practice. If that is right, there may be stronger powers at play than digital disruption and the industry will need to take note.

So, what path might these signs be setting for the future? Perhaps Fair Work Ombudsman, Natalie James has already shown the way in her April 2016 “recommendations”7 that 7-Eleven:1. [accept] that it has moral and ethical

responsibility to ensure its stores meet community and social expectations for equal, safe and fair work opportunities for all employees,

2. Implements effective governance arrangements that ensure compliance with all federal workplace laws,

3. Review its operating model to ensure regular review of the financial viability and legal exposure of franchise agreements and engage an external, independent party to self-audit its compliance, and

4. Set up a staff consultative forum with employee representatives from across the network that is separate from franchisees.

What should be especially encouraging to RCSA members and other industry supporters, is that each of the elements in the FWO’s recommendations resonates strongly with ground-breaking work that RCSA is already doing towards the development of the Employment Services Industry Code. And while there is still further work to be done, there is good reason to think that RCSA is on the right track.

1. www.abc.net.au/news/2015-08-29/7-eleven-half-pay-scam-exposed/6734174 retrieved 17/05/2016 at 10:46am.

2. myinforms.com/en-au/a/33215264-allan-fels-just-showed-what-twitter-is-still-useful-for/ retrieved 17/05/2016 at 9:54am.

3. twitter.com/afels1/status/731692900166176772 retrieved 17/05/2016 at 9:59am.

4. twitter.com/afels1/status/731694727037222912 retrieved 17/05/2016 at 10:14am.

5. twitter.com/afels1/status/731696610862727168 retrieved 17/05/2016 at 10:01am.

6. twitter.com/afels1/status/731815985477353472 retrieved 17/05/2016 at 10:04am.

7. www.fairwork.gov.au/about-us/news-and-media-releases/2016-media-releases/april-2016/20160409-7-eleven-presser retrieved 17/05/2016 at 11:20am.

Challenging the status quo

When we think about the future world

of work, what comes to mind? From a business or corporate sustainability perspective, this might include a balanced approach to the environment, society and economy; identifying and implementing appropriate strategies to promote your business, ensure its longevity and protect it against various risks, and provide it with a unique competitive edge.

Consumers these days appear to expect far more from the individuals and organisations they engage with, such as, ethical behaviour, corporate social responsibility, honesty, transparency, and in some instances where a supply chain exists, there might also be a requirement for the supplier to demonstrate they possess ethical relationships with their strategic business partners. Of course, there are also some consumers who are quite happy to simply go with the best price!

Similarly, it would appear that employees are also expecting their employers to operate in a socially responsible manner and to encourage a strong ethical culture and flexible work-life balance, much as employers also expect the same from their workforce.

Needless to say, the future world of work is huge, and change is inevitable. How we embrace this will be critical to our success and statements such as, ‘But we have always done it this way!’ will rarely be heard.

As very few of us truly know what the future holds, it may be appropriate to adopt more of a collaborative working culture similar to that found in a research environment, where ideas can be tested before being implemented, so to speak. This approach is already used across some industries, but not all of them, and challenging the status quo has been known to be highly beneficial.

While we cannot always predict the future, it is possible for us to influence appropriate and necessary changes in order to adapt to the future, or simply create the future we want.

Martin BarnettRCSA Ethics, Compliance & Risk Manager

Martin Barnett

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The lions and hyenas of recruitmentAre you a lion, a noble beast, choosing your own opportunities? Or a hyena, scavenging for food and a share of the marketplace? Unlike the beasts of the Serengeti in Tanzania you get to choose your own identity, writes Scott Wintrip.

It’s a jungle out there.People are animals. But it’s not only

individual humans who can act like noble beasts: in the current business market, recruitment companies remind me of lions and hyenas.

Both animals hold a special place in my memory and heart. Four years ago I got to see these predators in action while on safari with my wife Holly in Tanzania. Our first experience with hyenas came before we actually encountered one. On the way to our tent in the Serengeti our guide told us not to leave our boots outside our tent. When we asked why, they said, ‘The hyenas will eat them’.

If you’ve never seen a picture of a hyena, they’re beautifully ugly: they have bodies like dogs, ears like cats, and teeth like wolves. Character-wise, they’re wicked and fierce. They eat anything and everything to survive – birds, lizards, insects, and, of course, any old pair of unattended shoes lying around. They play an important role in the ecosystem, cleaning up what other animals leave behind.

Lions, on the other hand, are pickier eaters. I witnessed this first-hand one day as we came upon two resting lionesses, their pride of cubs playing close by. These stunning beasts completely ignored us. They couldn’t have cared less as we watched them snooze.

However, when a hyena appeared at a nearby stream, both knew immediately. Their territory had been violated. In total stealth mode, one rose to stalk towards the intruder. After a few silent steps, she launched into an all-out sprint to begin a chase I assumed would end up in a kill.

It didn’t quite play out like I expected.After about a hundred feet, the lion

stopped short. Then … nothing. The chase was over. The hyena kept running, but the lioness simply held her ground and watched. I was stunned. I expected something much more dramatic. I think I wanted something more dramatic. I turned to our guide Kareem and asked why the lion didn’t kill and eat the hyena.

‘Hyenas no taste good,’ he quipped.In recruitment, I’ve seen similar scenarios

countless times. The organisations I think of as ‘lion organisations’ pick their clients – their meals, if you will – with a careful and mindful awareness of which are the most satisfying and sustaining. They claim clear territories defined by geography and business type. They dominate their chosen ground and rule their market. They brook no opposition. They’re proud. They know they deliver high value in the hiring ecosystem and their rates and fees are commensurate with that value. The leaders of these prides hold everyone accountable to high standards and rein in anyone who scavenges business that doesn’t fit their high-end diet.

The ‘recruitment hyenas’ fill a different niche. They pick up the scraps left behind by the lions. Their clients are high-maintenance and demand low rates, so they have to work very hard for their money. They’re often hungry and unsatisfied, prompting them to work even harder to make scratch. As they scavenge for business, they can’t afford to pick and choose. They have to take what comes along. Wide territories mean business opportunities are spread thin, which in turn makes their work costly and labour intensive.

Like the other hyenas, they have to lowball everyone. They always find their competitors

Scott Wintrip has consulted for, coached and educated more than, 40,000 staffing professionals, creating more than $1.2 billion in positive economic impact for his clients. Scott regularly appears on the Staffing 100, a list of the 100 most influential leaders in the industry. You can learn more about Scott and his services at WintripConsultingGroup.com.

JUNE 2016 31

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eating away at their market share – because that’s what they themselves do to the other hyenas.

Is your organisation a lion or a hyena?Use the table below to find out. Be honest

with yourself and pay special attention to the traits I’ve listed.

Unlike the beasts of the Serengeti, you get to choose your identity. Thanks to our big

brains and this wonderful mechanism we have called the prefrontal cortex, we can observe our behaviour, make rational decisions on what we see, and implement changes in real time.

If your organisation is a hyena, do something about it. Transform it into a lion. If you’re a lion – good on you. Your job is to monitor, observe, and hold your pride accountable to

the high standards that ensure your

company never devolves into a scavenging

hyena.

Both lions and hyenas have a place in the

market – which you are is entirely up to you.

TRAIT LION HYENA

FocusPicks the companies and types of business it pursues, choosing those that provide sustainable and satisfying opportunities.

Takes whatever business comes along, even when that business brings in less satisfying work at lower margins.

TerritoryDefines boundaries and makes it easier to manage and rule that area.

Defines territory less clearly, which requires more time, money, and effort.

Market Share Dominates their market and works with the best clients for the best pay.

Constantly tries to dominate its market, but lives on second tier business fought over by multiple competitors.

Rates and FeesCharges higher rates and fees commensurate with the high value it provides

Competes on price and tends to lose market share when competitors underbid the already low fees and margins.

Effort Customers require a reasonable amount of effort. Customers demand too much effort for the price they pay.

AccountabilityLeaders hold staff firmly accountable to the lion-like traits noted above, and never tolerate scavenger-like behavior.

Leaders allow staff to pick their own prospects, even when those prospects are less than desirable.

BUSINESS MANAGEMENT

Andrew joined Kinetic Super as CEO in May, rounding out a successful 20-year career in Australian financial services.

Before joining Kinetic Super, Andrew held senior leadership roles with some of Australia’s biggest financial services

companies, including NAB, ANZ, MLC and AXA. With expertise in superannuation, retirement solutions and wealth management, Andrew brings a holistic understanding of the challenges facing super funds, employers and individuals as they navigate the ever-changing superannuation landscape. 

Direct and dynamic, Andrew is known for his bold vision and passion for product innovation. Andrew plans to inject new energy and thinking into the superannuation sector. In his new role at Kinetic Super, Andrew has his eyes on the next generation of super fund members and employers, constantly looking for new opportunities to serve them better. Andrew understands the importance of putting technology at the forefront of the member experience, keeping people connected to their super and how they’re tracking towards their goals.

Andrew believes that Kinetic Super is uniquely positioned with a ‘start-up’ like culture that it is nimble enough to lead innovation in areas of

real importance and opportunity, in turn disrupting the sleeping giants of the industry and challenging the larger and slower funds.

Andrew plans to reinvigorate Kinetic Super by positioning the fund for growth and delivering new products, services and strategies as he dives into the CEO role and brings new life to the industry.

Introducing Andrew Barnett: Kinetic Super’s, energetic new CEO

RCSA JOURNAL32

Kinetic Super is uniquely positioned with a ‘start-up’ like culture that it is nimble enough

to lead innovation in areas of real importance and opportunity.

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Super planning for the ‘Me’ GenerationFunds need to work across generations to build better engagement and plan to ensure long-term success, argues newly appointed Kinetic Super CEO, Andrew Barnett.

When it comes to careers and money, Generation Y typically gets a bad rap. They care only

about the here and now, understand little about superannuation, are financially self-indulgent and have an over-inflated view of their importance. Or so the story goes.

And while every generation has challenge points when it comes to retirement planning and superannuation goals, maybe Gen Y isn’t so bad after all. A 2014 study by Colmar Brunton* showed that many young people did care about superannuation – just not always in the same way as Baby Boomers or Generation X.

Which raises the bigger question: regardless of whether the employee or employer is the one contributing to the fund, how do we get people, especially those from Gen Y, hooked on super and keep them engaged throughout their career and into retirement?

Staying connected is key Kinetic Super believes building financial

confidence and literacy among members is the biggest challenge. Retirement seems a long way away so it’s hard to make super a priority. Being able to innovate and engage members as early as possible might just be the best way of achieving that goal.

We have a diverse membership, which ranges from contractors and ‘portfolio-career’ workers to trade and service workers and everyone in between. But in typical Gen Y fashion, regardless of industry, they tend to move jobs more frequently, and confidently swap between industries and even professions as they progress through their career. 

Keeping this new, mobile workforce connected to superannuation is a key challenge: a test if you like, of the relationship between the fund and its members. Which is why we offer more advanced technological offerings like our innovative website and digital app but also the option of email and a good old chat on the phone with a real person.

Low fees, high returns Gen Y are savvy consumers, so the

connection between fees and returns is another important way to keep members connected and engaged with their super. Kinetic Super’s model keeps in mind that everyone, and especially Gen Y, have more access to information than any generation before. That’s why Kinetic’s fees are clearly displayed on our website and we link to important comparison tools so shoppers can easily see how our fees compare to other funds available.

Kinetic operates solely for the benefit of members so we’re always looking for ways to minimise fees for members. And we don’t have to pay out dividends to shareholders so that means that the sole purpose of the fund is to provide the best possible outcomes for our members in retirement.

Planning for the future, nowKinetic Super’s model for investing is

simple: low-cost, transparent and high-quality investments that deliver strong, steady results over the long-term. To make long-term planning and investments even simpler, Kinetic Super also offers members the ability to take their fund with them when they change jobs, and to do so without the hassle of added paperwork. Providing this simple offering to members, especially Gen Ys, ensures that super fund investments and savings don’t get lost in the shuffle.

It’s difficult for almost anyone looking far out on the horizon of their lifetime to understand how critical wealth planning for retirement really is, especially when retirement can be as far as 30-40 years away. But at Kinetic Super, we are always looking at ways to make our super fund user-friendly – a fund that goes above and beyond to benefit all of our members, regardless of their stage of life.

Content provided by Kinetic Super.

*Sydney Morning Herald, Gen Y Shows Super Interest, 6 April 2014: www.smh.com.au/money/gen-y-shows-super-interest-20140405-365rp.html#ixzz48lP26c7O 

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How recruiters can stay future-fit in a disrupting worldDisruption is the business buzzword of the moment, with companies such as Uber and Airbnb completely changing the way that long-standing industries are operating, SEEK report.

In recruitment, the rise of social media, algorithms to match resumes with job specifications, and the introduction of

automation and gamification into the job application process, are all making it easier for clients themselves to perform tasks once done exclusively by recruiters.

A good thingNikki Walshaw, Director of McLaren

Associates, actually welcomes the current disruption. ‘Until recently, the talent acquisition process has been largely the same for 30 years. It’s been a good shake up and a challenge to the industry.’

‘If someone has a good business model, providing a great service and great value, then potentially you won’t be disrupted,’ says Tim Sternberg, Marketing and Communications Director at Randstad. ‘However, if you’re in a transactional mindset – if your recruitment is just about autofilling and not much beyond – then you will be disrupted.’

‘We believe that in three years’ time, the whole market will be disrupted.’

Human touch is still keyFor Anne Sabine, Managing Director at

Evolve Scientific Recruitment, technology can never entirely replace the human element. ‘Technology may assist in sourcing candidates, but it’s only part of the puzzle – the other part being the need for a relationship with a candidate.’

Sabine contrasts this relationship-building with the ease of, for example, finding a resume and contacting the person online. ‘For example, we may use SEEK Premium

Talent Search to find a suitably qualified candidate – but we still need to establish a relationship with the candidate, to present them in the best possible way.’

‘When working in a highly specialised field, consultants must also demonstrate intuition, in order to manage the expectations of both clients and candidates,’ says Sabine. ‘They need to be able to influence and negotiate between client and candidate.’

Other key skills include the need to reject a candidate personally – receiving an automated rejection will do nothing to foster future relationships. ‘And on the client side, if you don’t have an understanding of a company’s culture, it’s difficult to place the perfect person.’

Nikki Walshaw agrees. ‘While technology may be streamlining and automating the process, it can never offer a judgment on culture and motivational fit, and will never remove the value-add of a true consultant.’

She explains that a key part of her current business is recruiting senior staff with fundraising experience for not-for-profits – who are in very short supply in Australia and New Zealand. This requires her to understand ongoing changes in government policy and funding that make these kind of people crucial to their organisations – something that no algorithm can achieve (at least not yet).

Anne Sabine’s advice is to embrace the recruitment tools: use the bits that are good for you – and then use those tools to build your relationships. ‘Ultimately, it’s about good old-fashioned customer service – making both the client and the candidate feel special.’

Keeping up with developmentsBut none of this should excuse recruiters

from the need to keep up with new developments. Randstad is actually getting ahead of the game by taking minority stakes in a number of HR tech companies.

‘We call it a ‘tech and touch’ model’, Tim says. ‘You have to engage with tech at key moments, identifying where it’s vital for a consultant to be involved, and where the tech can do the remainder of the journey. For every company, this will be different.’

He believes that when it comes to new

technology, 20 per cent of the job is about identifying the tech, while 80 per cent is about how you implement it, as ‘it doesn’t always do exactly what it says on the box’.

Skills for the futureThe key to success, then, seems to

be to combine the best of technological developments with the best of the traditional skills long associated with recruitment.

For Nikki, ‘the role of the recruiter is more sophisticated than 40 years ago. It was always a sales job, and while these skills are still needed, the modern recruiter needs new skills – in sourcing, research, lead generation, data analytics, online search and engaging with candidates on social media. You need your own brand, both as a recruiter and a company.’

‘Future recruiters need to be digital marketers or social media experts,’ Tim says. ‘If you can think in SEO terms, you can optimise your brand in the marketplace. This lifts your engagement with social platforms, and increases your social selling index, to both candidates and clients.’

‘As long as recruitment involves difficult people and situations, there’ll be a place for good recruiters,’ says Ann.

This article originally appeared on SEEK Insights & Resources.

BUSINESS MANAGEMENT

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Finding the best talent – fasterOver the last decade, employers have consistently reported difficulty hiring right-skilled talent, and this trend shows no sign of abating. Danny Lessem, CEO, ELMO Talent Management Software comments.

Talent management is a vital part of managing employees effectively and efficiently. It is a way of combining the

recruitment solutions of HR and the needs of management to produce a system of attracting, retaining and developing talent.

Companies are leveraging recruitment software and social media networks to communicate job specifics and filter through applications faster for more accurate results.

As the global economy becomes more competitive and resource management plays a greater role in long-term success, companies are looking to make smart hiring decisions rather than massive acquisitions to support growth efforts.

The increased focus on the long term, and translating each expenditure to a high return on investment, has prompted companies to apply recruitment software and other technologies to talent acquisitions to boost efficiency and productivity. Automated processes and advanced filtration capabilities allow hiring managers to rely on technology to do much of the grunt work while freeing up capital and resources for other projects.

The Impact of Technology Research reveals that 78 per cent of organisations are using manual or outdated recruitment processes, creating inefficiencies and slowing down the hiring process. To combat this, more than 30 per cent of organisations are planning to implement a SaaS recruitment solution in the next one to three years.

Cloud-based software, social media, video conferencing and mobile applications are providing companies with a competitive

edge, enabling them to find the best candidates faster, and at a reduced cost to the business.

If organisations do not quantify the financial benefits and cost savings that could be achieved with technology upgrades, they may overlook opportunities to gain a competitive edge in an increasingly crowded marketplace.

With 70 per cent of organisations lacking consolidated reporting, and 63 per cent encountering inconsistencies in their data,

their ability to accurately measure return on investment or HR strategy

effectiveness is significantly

compromised. When outdated

technology’s inefficiencies are exposed, decision makers can understand the financial and workflow benefits of

upgrading to a more

advanced, customisable

solution.The economic boosts

acquired with the assistance of hiring technologies should not

be underestimated, but rather presented as sources of growth and innovation elsewhere in the company. Freeing up resources typically used for hiring purposes can strengthen operations elsewhere in the company.

With no end in sight in the ‘war on talent’, organisations who prioritise their investment in a scalable SaaS solution will set themselves up to reap the rewards in an extremely competitive recruitment landscape.

Danny Lessem, CEO, ELMO Talent Management Software

BUSINESS MANAGEMENT

RCSA JOURNAL36

ASSOCIATION NEWS

Region Councils: WA

The council is working hard on increasing our RCSA Western Australia LinkedIn page, we have the most

members of any region on the site and are looking to continue to grow this to provide an additional platform where not just members but professionals interested in our industry, HR contacts and recruitment providers can all engage, connect, hold online conversations and be kept up-to-date with all of the local news.

We are strongly focused on adding value to our members and the industry as a

whole in WA. We are inviting some key stakeholders in our industry to join the Regional Council at our next meeting to share our work but importantly seek feedback as to what our members and potential members feel could be of greater benefit from our local council and the RCSA.

The council has seen another successful intake in the PEARL mentoring program and we look forward to engaging with all new and past mentees and mentors who have participated in the program. Kurt Gillam, WA & SA State Manager, Kelly Services

RCSA InfluenceMore examples of your Association at work. Recently RCSA has met with and has had ongoing discussions with a number of key stakeholders. Here is an outline of key actions.

Employment Services Industry Code (ESIC)• Aust: The final round of consultations

for the Employment Services Industry Code (ESI Code) are now open. You can download a copy of the ESI Code and an information sheet about the code.

• NZ: The Code Development Working Group is currently being formed and will meet during May.

Submissions and Inquiries: • Aust: Inquiry into the Practices of the

Labour Hire Industry in Qld. RCSA met with the Committee Chair on 11 April, and will make a submission to the inquiry which will be available from the RCSA website. The first public consultations were planned for mid-May and RCSA is working with the Committee to provide further first-hand information about the industry. Many thanks to the RCSA members who provided insights and information for this submission.

• Aust: Victorian Inquiry into the Labour Hire Industry and Insecure Work. RCSA presented to this Inquiry and has made a submission which is available from the RCSA website. The final report is due in July 2016.

• Aust: South Australian Inquiry into the Labour Hire Industry. RCSA has presented to this inquiry and continues to provide industry data and information to the inquiry.

• Aust: Modern Award Review. A Webinar was held on 21 April for members as an update about the review and RCSA’s defence of the industry. RCSA members have presented evidence to the review as part of the RCSA’s defence against union claims to vary all modern awards. RCSA has appointed FCB to represent the industry. RCSA has also established a Fighting Fund to meet the continuing costs of the industry defence and members are asked to make a contribution. It is estimated the review is 50 per cent through and a substantial challenge lays ahead to tackle the unions’ claim for casual conversion and anti-avoidance provisions as well as a 4-hour minimum to be added to all modern awards. RCSA witnesses have been effective in demonstrating the positive benefits of on-hire worker services in creating employment. However, union expert witnesses continue their attack on on-hire work and casual employment.

• Aust: WA Review of Employment Agents Act. Outcomes of this review are pending, and RCSA has provided additional feedback to the review.

What’s coming up?Aust: RCSA Youth Jobs Charter. Inspire youth and talk about your career journey on the 20th July, in co-ordination with Brimbank Council (Melb).

JUNE 2016 37

rcsa.com.au

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RCSA JOURNAL38

ASSOCIATION NEWS

ANRA NEWS

ANRA seeks review of supplier agreements for NSWANRA Council is on

the front foot in

representations to

NSW Health about a

shift of responsibility for

Worker Compensation

to agency suppliers,

within the latest round

of agency agreements released by some

local health districts. Hunter New England

LHD is currently revising its agreement to

remove this requirement, and it is likely

other health districts will follow.

Members are advised to thoroughly

review their agreements with LHDs,

particularly when they are renewed, and

seek independent advice as required.

ANRA and the RCSA are seeking a review

of the existing agreements with NSW

Health, with a view to establishing a single

template agreement that will provide both

consistency and protect the interests of

members in the supply of nursing and

staffing services.

ANRA has also been active in

representations to NSW Health Procurement,

and is continuing discussions with the

department about industry engagement

during the planned rollout of a VMS

platform for nursing locum services during

2016/2017. ANRA activities also included:

• ANRA Council is working on a strategy to

increase and improve its communication

with members through social media and

Member Forums

• ANRA has provided submissions to the

NSW Health for industry engagement

in planned VMS rollout

• ANRA is currently consulting with

members to finalise its draft for an

industry EBA.

• ANRA is compiling an update of its

member survey, which will be available

to members during June.

• The next ANRA members meeting

will be held on 15 July in Sydney.

anraAssociation of NursingRecruitment Agencies

Alan Bell FRCSA

rcsa.com.auRCSA Corporate Membership sets you apart.

DECISION MAKERS TRUST RCSA MEMBERSHIP

Organisations increasingly insist on working with members of a professional industry association.Demonstrate your company’s commitment to your professional association and its Code forProfessional Conduct by becoming a RCSA Corporate Member. And if you’re already a RCSACorporate Member, display your RCSA logo on business cards, email footers and online. Contact us at info@rcsa.com.au or call +61 3 9963 0555.

JUNE 2016 39

ASSOCIATION NEWS

AMRANZ UPDATE

NSW Health speaks to AMRANZ membersThe NSW Health procurement team spoke to AMRANZ at a member forum held on 12 May in Sydney. A further step in forming a closer

relationship between AMRANZ and NSW Health, the Department provided an overview of their future plans for ‘e’ platforms to streamline the credentialing and procurement of locum medical services in New South Wales.

As a result of discussion during the forum, several Working Groups will be formed to provide insights from industry, and more closely represent the interests and views of members with Health Departments around Australia. AMRANZ will provide further information about the Working Groups and their work program during June.

Forum attendees also heard from Beyond

Blue, about their National Mental Health Survey of doctors and medical students. AMRANZ members will collaborate with Beyond Blue to provide industry insight to inform the future activity of programs to support medical professionals.

Other speakers included:• RCSA CEO Charles Cameron who spoke

to members about the future plans for RCSA• The Australian Health Practitioner

Regulation Authority (AHPRA) provided an update from the Authority

• Mercury introduced the credentialing platform that is being adopted by NSW Health and a growing number of Health Services in Australia

• FastVisa provided an update on the migration environment for international medical practitioners.AMRANZ Council and members have

been active in the following areas:• NSW Health Procurement: ongoing

contacts and representations to the Department

• Queensland Procurement: the AMRANZ Chair and Vice Chair are participating in a Workforce Planning Consultative group which is developing a workforce strategy to secure the health workforce in Queensland over the coming decade

• WA Health: AMRANZ is currently in discussion with WA Health about the WACHS agreement

• AMRANZ Council is working on a strategy to increase and improve its communication with members through social media and Member Forums

• Submissions: AMRANZ has provided submissions to the following:– QHealth Rural Workforce Planning

Review– Lakes DHB review of the Litmus trial– SOL review.

Shaun Hughston APRCSA

RCSAIN-HOUSETRAINING

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

Customised targeted group training can be run at your own business facilities, at an external training venue or at RCSA Corporate Meeting Rooms. Talk to us about your CPD requirements – we have a facilitator and a course that will meet your needs!

For all enquiries regarding RCSA In-House Training for your workplace,

please email jradley@rcsa.com.au or phone +61 2 9922 3477.

RCSA Customised Training when and where you want!

RCSA JOURNAL40

ASSOCIATION NEWS

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

RCSA PREMIUM SUPPORTER PROFILES

RCSA PARTNERS & PREMIUM SUPPORTERSRCSA Premium Supporter & Principal PartnerKinetic Super

RCSA Premium Supporters2cloudnine

APositive Cashflow

Astute Payroll

ELMO

Fairfax Media

Indeed

Scottish Pacific Business Finance

SEEK Limited

Voyager Software (Australia) Pty Ltd

WorkDESK Recruitment Software

RCSA Supporters180 Capital Funding

Advertiser Newspapers Pty Limited

Adzuna

AHRI – Australian Human Resources Institute

AltusQ

Appoint Me

Arkadin Australia

Auditor Training Centre

Ayers Management Pty Ltd

Bendigo and Adelaide Bank Ltd

Broadbean Technology

Book Builders Pty Ltd

BULLHORN

Certex

CoverCard

Contract Careers

CXC Global Head Office

Data Savvy Pty Ltd

Disability Employment Australia

Ebit Services Pty Ltd

Entire Software

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FCB Group

First Choice Software Asia Pacific

Found U Holdings Pty Ltd

GE Capital

GreenBizCheck

Gumtree

HHMC Australia Pty Limited

HIRABL

IProfile

JobAdder

JobFlare

JXT Consulting

Lander & Rogers

Lipman James

Lombardi Partners

Melbourne Polytechnic (formerly NMIT)

MemberBenefits Pty Ltd

Mindset Group

MyInterview.com

Next Telecom Pty Ltd

NPA Worldwide

PAJE Business Solutions Pty Ltd

Payroll Metrics

Pendragon Management

Quinntessential Marketing Consulting Pty Ltd

Rec Tech Solutions

Recruitment Juice

Revelian

Rocketseed

Rural Health Workforce Australia SDP Contingent Workforce Solutions Pty Ltd

Secured Signing Ltd

Selectus Pty Ltd

Snappy Recruit

Sovereign Private

SpotJobs

The RIB Report

Verify Holdings Australia Pty Ltd

Trade Me Jobs

WorkPro

Year13 Jobs

NZ RCSA Supporters

Equal Employment Opportunities Trust

Human Resources Institute of New Zealand

Ministry of Business Innovation and Employment

Ministry of Social Development NZ, Work & Income

Pathways to New Zealand Ltd Secured Signing Ltd

The Dominion Post

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Kinetic Super, RCSA Principal Partner, has been the leading industry fund for recruitment and employment services for more than 20 years.

Kinetic Super is a $2.3 billion industry fund that operates for the benefit of over 350,000 members; offers low fees with competitive investment performance; online services: 24 hours a day, 7 days a week; with affordable, highly-competitive insurance options.

To learn more about Kinetic Super, visit www.kineticsuper.com.au Members: memberexperience@kineticsuper.com.au 1300 304 000 Employers: employerservices@kineticsuper.com.au 1300 304 044

2cloudnine, is the exclusive Asia Pacific implementation partner for Jobscience - the world’s most advanced recruitment management system.Jobscience manages everything including CRM, candidate sourcing and engagement, job order processing for temp, perm contractor management, award/rate interpretation, candidate care and role based analytics. Jobscience was developed on Salesforce.com, using all the innovative capabilities of the world’s most trusted and socially capable business cloud computing platform.To discuss your unique business objectives, visit www.2cloudnine.com

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Fairfax operates several broadly-based services businesses spanning marketing, property, entertainment and beyond. Fairfax’s independent journalism and quality content has been keeping people informed and connected for more than 180 years.

Fairfax has a portfolio of leading websites, tablet and smartphone apps, including the online news sites: smh.com.au, theage.com.au, and afr.com.au

JUNE 2016 41

RCSA CPD & EVENTS CALENDAR 2016

JULY

Introduction to Recruitment

Sydney & Melbourne: Friday 22 July

Brisbane: Wednesday 20 July

Auckland: Thursday 21 July

Interviewing Essentials

Auckland: Thursday 21 July

AUGUST

Introduction to Recruitment

Brisbane: Wednesday 3 August

Sydney, Melbourne & Perth: Friday 5 August

Interviewing Essentials

Brisbane: Wednesday 10 August

Sydney, Melbourne & Perth: Friday 12 August

Sales and Marketing from the Desk

Auckland: Thursday 4 August

Brisbane: Wednesday 17 August

Sydney, Melbourne & Perth: Friday 19 August

2016 RCSA INTERNATIONAL CONFERENCE: NEXT

GENERATION RECRUITMENT24-26 AUG – PORT DOUGLAS, QLD

SEPTEMBER

Introduction to Recruitment

Brisbane: Wednesday 14 September

Sydney & Melbourne: Friday 16 September

OCTOBER

Introduction to Recruitment

Brisbane: Wednesday 5 October

Sydney & Melbourne: Friday 7 October

Interviewing Essentials

Brisbane: Wednesday 12 October

Sydney & Melbourne: Friday 14 October

Sales and Marketing from the Desk

Brisbane: Wednesday 19 October

Sydney & Melbourne: Friday 21 October

NOVEMBER

Introduction to Recruitment

Auckland: Thursday 3 November

Brisbane: Wednesday 9 November

Sydney, Melbourne & Perth: Friday 11 November

Interviewing Essentials

Auckland: Thursday 10 November

Brisbane: Wednesday 16 November

Sydney, Melbourne and Perth: Friday 18 November

Sales and Marketing from the Desk

Auckland: Thursday 17 November

Brisbane: Wednesday 23 November

Sydney, Melbourne & Perth: Friday 25 November

DECEMBER

Introduction to Recruitment

Brisbane: Wednesday 7 December

Sydney & Melbourne: Friday 9 December

Welcome to new RCSA Corporate Members3 February to 17 May 2016

• Alexander James Ltd• Altaira Nursing Services Pty Ltd• Entire Recruitment (Aust) Pty Ltd• IRP Pty Ltd• Lineage Group• NOSH Pty Ltd• Omni Recruit• Progress Labour Hire Pty Ltd• Recruitment Wizard• Sense - IT Recruitment Solutions

Pty Ltd• Strive Recruitment Pty Ltd• TTP Recruitment Pty Ltd• Unitemps Griffith University - Gold

Coast Campus & Nathan Campus

NEXT GENERATION RECRUITMENT

2016 RCSA INTERNATIONALCONFERENCE

Next Generation Recruitment

hear from industry experts on how to Integrate yesterday's experiences with tomorrow's recruitment opportunities.

24-26 august 2016 sheraton mirage

port douglas queensland australia

Platinum Sponsor

ASSOCIATION NEWS

RCSA JOURNAL42

ASSOCIATION NEWS

RCSA Principal Partner

RCSA Board PresidentRobert van Stokrom FRCSA

Vice PresidentsPeter Langford FRCSA

Sinead Hourigan FRCSA

DirectorsRobert Olivier FRCSA

Lincoln Crawley FRCSA

Steve Heather FRCSA

Alan Bell FRCSANina Mapson Bone FRCSAIan McPherson FRCSAPenny O’Reilly MRCSAAndrew Sullivan FRCSA

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

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

RCSA FellowsJulian Azzopardi FRCSAJacqui Barratt FRCSANicholas Beames FRCSANikki Beaumont FRCSAAlan Bell FRCSAKevin Blogg FRCSAStephen Bott FRCSALisa Bousfield FRCSAGraham Bower FRCSANicky Brunning FRCSAKevin Chandler FRCSASandra Chiles FRCSARoss Clennett FRCSAKaren Colfer FRCSAJohn Cooper FRCSARon Crause FRCSA

Lincoln Crawley FRCSAChristine Crowe FRCSADenis Dadds FRCSABill Dalby FRCSAPam Dew FRCSARhonda Dunn FRCSAJason Elias FRCSADiane Epps FRCSAKen Fowler FRCSAStuart Freeman FRCSANorm Geist FRCSAAngela Giacoumis FRCSATony Greaves FRCSAMark Griffiths FRCSAIan Hamilton FRCSAMichael Hannaford FRCSAAndrea Hardy FRSCAJohn Harland FRCSANigel Harse FRCSANick Hays FRCSASam Hazledine FRCSASteve Heather FRCSA

Jennifer Hobbs FRCSAMatthew Hobby FRCSAAlison Hucks FRCSAPhil Isard FRCSALeigh Johnson FRCSATania Kapell FRCSAGiles Keay FRCSALinda Kemp FRCSAMaria Kourtesis FRCSAPeter Langford FRCSAColin Levander FRCSAGaynor Lowndes FRCSANina Mapson Bone FRCSAAndrew McComish FRCSAFraser McKechnie FRCSAIan McPherson FRCSAAnnie Milne FRCSA

Tracy Morgan FRCSA

Gillian Mullins FRCSA

Stephen Noble FRCSA

Robert Olivier FRCSA

Penny Perkins FRCSA

Stephen Porter FRCSA

Bruce Ranken FRCSA

Scott Roberts FRCSA

Sophie Robertson FRCSA

Deborah Ross FRCSA

Alan Sherlock FRCSA

Linda Simonsen FRCSA

Paul Slezak FRCSA

Ian R Stacy FRCSA

David Stewart FRCSA

Andrew Sullivan FRCSA

Lyn Tanner FRCSA

Corrine Taylor FRCSA

Vibeke Thomsen FRCSA

Gayleen Toll FRCSA

Nicole Underwood FRCSA

Rosemary Urbon FRCSA

Scott Van Heurck FRCSA

Robert van Stokrom FRCSA

Craig Watson FRCSA

Paula Watts FRCSA

John Wilson FRCSA

RCSA Honorary FellowsJulie Mills Hon FRCSA (Life)

Joan Page Hon FRCSA (Life)

Malcolm Riddell Hon FRCSA (Life)

Reg Shields Hon FRCSA (Life)

Jill Skafer Hon FRCSA (Life)

Andrew Wood Hon FRCSA (Life)

* Correct at time of printing.

RCSA BOARD, LIFE MEMBERS & FELLOWS*

Advertise in the RCSA JournalYou can reach owners, managers and consultants

in the recruitment industry across Australia and New Zealand through the RCSA Journal.

Contact Robyn Frampton, RCSA Marketing and Communications Manager for information:

rframpton@rcsa.com.au or call +61 3 9663 0555

Australia & New Zealand | December 2013

R E C R U I T M E N T A N D C O N S U L T I N G S E R V I C E S A S S O C I A T I O N L I M I T E D

PRIN

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IN THIS ISSUE

• Member E-Learning launches: ten free training modules

on offer to ALL RCSA members

• What do you think about: the post-election marketplace?

Industry leaders share their viewsACUMEN

SPEAKER

SERIES2013

RCSA

Improving

Performance

RCSA Acumen Series 2013 –

recruiters look to the future

LIFT YOUR GAME!

A message for recruiters

Australia & New Zealand | June 2014

R E C R U I T M E N T A N D C O N S U L T I N G S E R V I C E S A S S O C I A T I O N L I M I T E D

PRIN

TPO

ST A

PPRO

VED

PP35

2380

/000

65 IN THIS ISSUE

• A promising market in New Zealand

• Engaging with online staffing

• The growing need for enterprise flexibility

Celebrating excellence! RCSA Awards & Gala Ball

RCSA

INTERNATIONAL

CONFERENCE

EARLY BIRD

CLOSING

30 JUNE!

Australia & New Zealand | March 2014

R E C R U I T M E N T A N D C O N S U L T I N G S E R V I C E S A S S O C I A T I O N L I M I T E D

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IN THIS ISSUE• The need for radical accountability

• Deconstructing the term “bullying”

• Meet the new RCSA President

Navigating the new reality: Recruitment 20/20

INSIDE:

CONFERENCE

REGISTRATION

BROCHURE!

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