Blog Archives

Experience – your gift to give.

A couple of times lately, younger professional women have come to seek my advice on some situations they’ve found themselves in in their work life… Anything from discussing appropriate work wear, or how to handle a tough conversation with a client or colleague, correct ways to entertain clients and how to be confident. And believe it or not, just plain feeling comfortable ‘being themselves’ in a business setting rather than ‘being an exemplar businesswoman’.

It got me thinking about the times when I went to my more experienced peers seeking advice (and I still do), and the positive impact of those conversations on me and how they shaped my career decisions.

The truth is, I feel really honoured to be a person that other women trust. Whether it’s to discuss a situation and seek my advice (somewhere along the track I may have experienced something similar or I am familiar with the circumstances) or to see how I would handle a situation. I help them make up their own mind about how to tackle it, and in most instances they just need a sounding board.

Experience in business, and the confidence that you gain as you encounter different situations, comes with time. Dealing with those difficult meetings, standing your ground on a decision, knowing when to negotiate and even knowing when to walk away from a deal, all come with time.

As a recruiter, I see many candidates who are starting out in their career and have aspirations of taking over the world – their enthusiasm for their work is palpable!  It’s something I find quite inspiring and probably something that makes me enjoy working with people daily.

I think those of us with experiences over time have a responsibility to guide and mentor others who are starting their professional life or making a change in their career. When the going gets tough and someone less experienced doesn’t know how to handle a situation, it’s up to us to listen. We should take time out to talk with them about how to handle that situation, so that once resolved, they can add it to their collection of experiences, to one day pass on with their experience gained with time.

Are you part of a mentoring program or have you benefited from being mentored at any stage of your career? What advice would you give to other professionals who are just starting out or are new to the industry in your world @work?

Tagged with: , , , , , , , , , , , , , ,
Posted in Slade Executive, The world @work

Perception versus reality

Making the decision to change direction mid-career is not easy.

I spent over a decade in the construction industry, first as a draftsperson, later as a market analyst, working in both Australia and the UK. While for a time the data nerd/maths geek in me enjoyed analysing the dynamics of supply and demand on materials and labour costs across the industry, I found I was becoming more interested in the people and organisations bringing projects to market.

After months of deliberation (and procrastination), I realised further study was the only viable option to take me where I wanted to go in the long-term. I enrolled in a postgraduate Diploma of Psychology with the intention of pursuing it through to a Masters.

Earlier this year, with the majority of my first degree completed, I made the move back home to Melbourne from London. Looking for a role that would leverage my industry knowledge and complement my ongoing studies, an opportunity presented itself… enter Slade Group.

My preconception of the recruitment industry was of pushy twenty-somethings cold-calling businesses in a frantic effort to meet daily sales quotas. Presumably little thought was given to understanding candidates’ personalities and motivations, nor the cultures of the businesses recruiters represented. It seemed to me the odds of landing on a considered, collaborative process, let alone matching the right candidate with the right role, were similar to spinning zero in roulette.

After carefully researching the role, I admit I still had a degree of trepidation when I decided to take on a consulting role. My perception of recruiters had changed, but the reality once I was in the job was even further from those first thoughts.

So, what’s it really like being a recruiter?

Sure, as with all professional services, business development is part of the process of managing a client portfolio. However, calling potential hiring managers with the intent to set-up a face to face discussion is not a pointless numbers game; meeting with employer clients allows us to develop a deeper understanding of their organisation, its vision and mission, and the type of people who are suited to the culture. Typically I have found employers appreciate a consultative approach – the depth of my inquiry to gain a sound understanding of their needs is authentic.

I’ve worked with great companies who are involved in some exciting projects, particularly during the current construction and infrastructure boom in Victoria. And I’ve connected with some highly talented people who will remain in my professional network.

As I return to full-time study to complete the last chapter of the qualifications I mentioned earlier, I’ll be able to apply the practical knowledge I’ve gained in the recruitment business. When it’s my time as a hiring manager, I’ll have a greater appreciation for the tangible benefits that top talent are seeking in a prospective employer (flexibility, a positive culture, development opportunities…). I will also be attuned to some of the prerequisites that can ease frustrations on both side – a well thought through job description, clear strategic hiring objectives and a thorough briefing from the organisation.

What have you learned through experience that has changed your perception about an industry or a particular role?

Tagged with: , , , , , , , ,
Posted in Slade Executive, The world @work

References – pathways to gold

What’s been debated, outsourced, digitalised and recorded… but in the end come full circle?

Yes, the answer is those essential in depth candidate Reference Checks that have stood the test of time.

Talking with my colleagues and clients, we all agree they form part of the recruitment process that demands more than a nod and a tick for due diligence. Thorough reference checking is due diligence and meets some tick the box compliance needs, but more than that, it’s a gold plated step on the path to finding out more about a candidate, such as areas for development once on-boarded with your organisation.

Here are my 3 ‘Insider Tips’ as a seasoned ‘Referencer’:

  1. Asking for references from your candidate
    Do it at the start of the recruitment process – it will give you an indication of how serious the candidate is about the position. At interview I cross-check to verify the referee names and ensure that those provided are direct managers – if not, I’ll ask why.  If a candidate is hesitant to provide referee details, it could be a red flag. Without referees there’s also a high possibility the candidate will withdraw from the process.
  2. Ask for the referees you want, not the friendliest manager/colleague they want to give
    Don’t settle just for first named referees as candidates tend to provide referees who they know will say good things about them. Obtaining in-depth information is important and can be challenging so make sure you ask to reference them with their last manager, not their last ‘friend’ at work.

  3.  Conducting the reference check
    Ideally I conduct reference checks over the phone or even face-to-face. At Slade we give referees the opportunity to provide detailed information, as opposed to collecting graded responses (yes, no, good, ok etc. don’t tell us very much). It’s important the referee isn’t rushed and is able to talk about the candidate at length. This conversation often takes 15 – 30minutes and you’ll be looking to confirm and complement the information gleaned from earlier candidate interviews.

References are an ideal time to get clarification on any question marks about a candidate. In addition to standard reference questions about past performance, we gather insight into how best to induct the new employee into the organisation, as well as key areas of focus when managing the new hire.

I’ll ask follow-up and probing questions to uncover the full story, counter any bias, and provide all the information to make the best hiring decision possible.

References are a gift, not a bore!

What have you learned from reference checking? Have you changed your approach to references recently?

Tagged with: , , , , , ,
Posted in Slade Executive, The world @work

Call out for a call back!

Something I learned a number of years ago… always follow through with what you say you are going to do in business. Close out the deal, finish the process, you get the drift. If you say you are going to do something, then do it. If something is going to stop you from delivering on your promise, then face up to it, and come up with a solution.

In recruitment, sometimes we hear people say that recruiters don’t call them back when they have applied for a job. I understand this happens, and I’d like to think our processes are strong enough at Slade Group, that it is not a frequent occurrence with our candidates.

Whether it be an email to say that, unfortunately, you have been unsuccessful with your online application or a phone call to provide feedback after you have interviewed with a prospective employer, it’s the least we can do to be honest with candidates. It’s also the least we want to give – we often provide career advice, referrals to other employment opportunities and build lasting relationships with candidates who in turn become clients over the years. Slade Group is also an ISO 9001 Quality Accredited executive recruitment firm, our reputation with our customers (both clients and candidates) is on the line, so we really do want to get back to you.

For good measure, I always ask every candidate I have met to ensure that they keep in touch with me as well, within a timeframe we have agreed.

It makes sense in business (in fact any relationship) that you’re likely to be more successful if you endeavour to build rapport with the people you are dealing with. For a candidate, the recruitment process typically means taking a big step in their career. For the organisations we represent, there is an element of risk to taking on a new employee and we do our utmost to ensure the candidate we refer is the right fit.

So it’s a little puzzling when, well into negotiations with a candidate, I have put forward a great offer from the company I am representing and then there is… silence, crickets! You begin to wonder what has happened?

Giving the elusive candidate the benefit of the doubt (maybe they are sick or maybe they are caught up in a meeting?) it’s OK to excuse a couple of hours. However, if the candidate is a person who is usually on top of returning calls it can certainly be disconcerting.

Recruitment can be like dating, sitting around waiting for someone to call you… after a while you get the drift, and you know they aren’t going to call. You have most likely experienced it or may have even done it yourself. (Why don’t they call???)

If you are dealing with a recruiter who has put you forward for a role and being a highly sought after talented individual, you receive an offer, I encourage you to act with integrity and finish the process. Talk to your consultant about why you have reservations about taking the role. A good recruiter will listen, see if there is something they can do to help, and if not you can still walk away. Leave a good impression, be professional, finish the process. Regardless of the outcome. It’s polite, courteous and the very least you could do.

 

Tagged with: , , , , , ,
Posted in Slade Executive

There’s an Engineering skills shortage. Here’s one way to solve it.

It might not be news to some, but the current shortage in engineering skills is widening. While there have been many reports on this topic, I haven’t seen one that provides an adequate solution to the ever growing problem.

So what’s the answer, introduce more science and mathematics learning at an early stage? This might be easier said than done, as we are also facing a huge shortage of specialist maths and science teachers. Independent sources attribute a range of factors, including the failure to attract new teachers (particularly men) to the profession, imminent retirements and poor retention rates.

Whether it’s teachers or engineers, recruiting highly skilled migrants in Australia is costly.

One option that has worked for me is re-employing retired engineers into positions where they can add significant value.

Recently I organised a successful meeting for a candidate who had left the workforce with a company that had a short to medium-term contract opportunity.

The mutual benefits were clear: the company hired a highly qualified candidate (an engineer with over 40 years of experience in the Civil/Structural Engineering field) at short notice who could resolve their issues within the timeframe; the candidate enjoyed the flexibility of working on a stimulating project without a long-term commitment.

Employing professionals returning to the workforce has the following benefits for your organisation:

  • Fill short-term roles with an experienced candidate quickly
  • Retirees are more likely to consider a short-term opportunity than a candidate who is ultimately seeking permanent full-time work
  • Older employees can pass on valuable sector knowledge and transfer sought after skills to less experienced employees
  • 40 years + in the workforce brings with it well-established industry networks, and can provide introductions and mentoring opportunities for future leaders
  • Depending on skillsets and recent technical knowledge, minimal training or upskilling is typically required

Returning to the workforce also has benefits for retired and semi-retired candidates:

  • Feeling valued through their work by continuing to contribute to innovation, benefit society, and be involved in the business or the broader community Keeping your mind active, which could be beneficial to longevity[1]
  • Financial benefit

Overall, hiring older professionals in any field helps break down the stigma of ageism and reminds people that age should not be a barrier to work performance. In areas such as engineering, where chronic skills shortages have been identified, it makes perfect sense to reemploy when hiring for project-based roles and short to medium-term opportunities in particular. I’d like to see more employers jump on board and give it a go.

Have you employed a retired professional or do you know someone who has recently returned to the workforce after retirement? What was the experience like for both parties?

 

[1] There have been a number of studies to support this. In 2010 paper by economist Susann Rohwedder of RAND and Robert Willis of the University of Michigan (both were at Age Boom Academy). Looking at data from the U.S., England and 11 European countries, they concluded that retirement had a significant negative impact on the cognitive ability of people in their early 60s. They speculate that retirement can lead to a less stimulating daily environment. The researchers also wonder if people nearing retirement are less mentally engaged in their jobs (source Chris Farrell, Next Avenue Contributor).

 

Tagged with: , , , , , , , , , ,
Posted in Slade Executive, The world @work

Invitation to the Future: We’re ready.

Last year enough was spoken about my 50 years in business to spur me on for another 50 years.  Thank you to longstanding colleagues, clients, candidates and industry stalwarts who were in touch and recalled our times together. (Eating carnations from the vases on the tables after a big boozy dinner  in the 1980s was one I’d forgotten, but the year we hired over 50 executives for the one organisation was one I still remember – long days and satisfying results.)

Other than to sit and watch some good footy on the weekends, I’m a restless soul; thinking, adapting and staying abreast of sector trends and new ways of working. Celebrating the first 50 years gave me time to reflect, but my mind is clearly focused on the future.

In this blog I thought I’d share the fact that in recent years we’ve restructured the broader business and set ourselves up for future success. In doing so my Advisory Board and I considered a number of points:

  • The future of recruitment and the balance between technology, people, systems and processes
  • National and global trends
  • Shifts in market expectations
  • Shifts in employee trends
  • Future proofing a professional services model for a new economy
  • Succession planning (as none of the four Slade children is likely to come into the business)

We now have four discrete businesses, and whereas I was once the sole proprietor across the group, the future for professional services firms lies in distributed ownership and partnerships. I first stepped carefully into a new way of thinking (for me) and now three of the four businesses have equity partners and we’re seeing the growth and stability that comes from this model.

Yellow Folder was the first partnership I entertained five years ago, with Julian Doherty, Slade Group’s previous Director of Research.  Now working with many in the ASX 200 and across education and also Government, it is a research-based management consultancy that delivers corporate knowledge advantage, providing clients greater agility in business planning and talent acquisition strategy.

The service offerings are:

  • Competitor Profiling & Business Intelligence Analysis
  • Talent Investigations & Capability Search
  • Remuneration Benchmarking
  • Talent Pools & Candidate Pipelining

TRANSEARCH.  Most of us now agree with Peter Drucker’s comment “culture eats strategy for breakfast”. For many years, what I saw missing from the Executive Search landscape was an assessment tool or process that could untangle the knotty issue of culture fit at a senior executive level.  Canadian Organisational Psychologist Dr John Burdett and Orxestra©, developed the tools that TRANSEARCH International uses to provide a unique perspective regarding culture, performance, leadership, and team ‘fit’.

As the result of a formal partnership agreement between TRANSEARCH International and Slade Partners, four years ago I brought two long standing executive search leaders Bill Sakellaris and Sandra Brown into the TRANSEARCH International Executive Search partnership.  Recently Di Gillett has become a Partner of this global alliance with Grant White leading our Finance Practice. TRANSEARCH International is one of the foremost international Executive Search firms; a Top 10 in the sector by reach and reputation. TRANSEARCH is pivotal in identifying and securing Board members, ‘C’ suite executives and senior functional experts who have led the growth of global organisations.

Slade Group. My name’s still on the door and I hope will be for many more years.  Securing high performing talent at the professional, specialist, middle management and senior levels has been the mainstay of Slade for years.  The development of technology, AI, Boolean searches, job boards and social media have for the most part been a blessing, but sometimes also a curse. There is so much happening in the HRIS space that it’s sometimes hard not to be distracted by the next ‘tech start up offering’.   We decided a few years ago that we would, until Artificial Intelligence finally eats our lunch in 40 years or so, wisely invest in systems, and even more wisely in our people.

This year, for the first time, I’ve also welcomed the first equity partner into the Slade Group business, Chris Cheesman.  Chris, in his mid-30’s, is the future of recruitment and new ways of working.  He has a very different leadership style to mine and his team of mainly Gen Y and Millennials work to a new work order – together with our clients who are also now mainly Gen Y and Millennials in that space.

We’re very focused on knowing particular industry sectors and talent really well. If I could sum up our strengths it would be in the following areas:

  • Consumer, Digital and Entertainment
  • Education
  • HR
  • Industrial
  • Professional and Business Support
  • Superannuation and Fin Services
  • Technical and Property/Construction

The Interchange Bench. The name says it all. For the last few decades the business, then known as Slade Temps, placed mainly short and long term temps in administrative support roles.  Two years ago that changed and a huge up lift in demand for digital, technical, marketing communications, events, accounting and payroll staff,  as well as payrolling teams of casuals, meant we no longer felt the name served the business.

The Interchange Bench not only attracts premium talent for short term assignments but works with the 121 Modern Awards that cover the 1000s of roles our temporary and contract talent are asked to do. The team runs all day ensuring clients can secure talent on and off the ‘bench’ and into their workplaces for short and long contract periods.  We’ve invested heavily in systems and processes and also reduced the risk for organisations who want to outsource their payroll as well as trusting us with their FairWork and the Modern Awards compliance.

When I recap where the business is right now, I feel we’re right sized, focused and structured for the immediate future. It will be interesting for me to re-visit this blog in five years and report back on how the business has continued to change and evolve.

What are you doing in your world @work to set yourself up for future success?

Tagged with: , , , , , , , , ,
Posted in Slade Executive, The world @work

A case of a Blinding Flash of the Obvious

Only last Saturday, I was settling in to read the weekend paper while sipping a long black at my local cafe, when I was again reminded of the world famous BFO principle… that’s a case of the Blinding Flash of the Obvious!

I was reading Greg Callaghan’s entertaining piece in The Saturday Age #GoodWeekend Magazine where he interviewed Sydney psychologist Dr Tim Sharp, an adjunct professor at both UTS and RMIT University, about “the importance of small, daily face-to-face interactions”.

What a timely reminder. These exchanges contribute to people’s overall wellbeing, longevity, and even improve mental health.

Here in the Southern Hemisphere, as we bunker down for what is predicted to be a long  winter with endemic colds and flu, it’s been scientifically proven we can actually draw a lot of energy – and in fact warmth, by reaching out to others. Getting out of your headspace and talking to friends, family, colleagues or even strangers on the street, releases endorphins – your wellness hormone, which can actually be good for you.

Dr Sharp, who is also the founder of the Happiness Institute in Sydney, went on to say that, “Brief, micro interactions on a daily basis can have amazing benefits, leading to even reduced rates of depression.” Who would have thought?

While this may have been going on since Moses walked the Earth, I challenge you this week have a chat and reach out to someone new. Whether it’s at your next business meeting, a job interview, the train station, on the street corner or at your local… You can tell them I sent you!

Social media doesn’t count. No Facebook, Instagram, Twitter or texting… You gotta go live.

Experts call it positive wellbeing. Others may say it’s a BFO. Whatever, I think it’s fantastic and those little interactions really work. Everyone’s a winner, if you’re up for it. Just use your judgement when approaching others, keep it safe.

Let me know what happens when you have a ‘small talk’ with someone new.

Tagged with: , , , , , , , , , , , ,
Posted in Slade Executive

How to attract ‘in demand’ talent in a candidate short market

Highly capable jobseekers always have options when deciding who they want to work for, but now it’s more important than ever for your organisation to sell its benefits to prospective employees.

If you’re serious about attracting the best talent, the days of the “It’s a privilege to work here” mentality are long gone.

What’s changed?

In Australia’s major cities, professionals are lifestyle conscious and a significant portion of the working population fall into a demographic with an established career who don’t have to take a job out of desperation and can afford to be selective when deciding where to work.

Companies that candidates are currently employed in have adapted, adopting flexible working arrangements and they are expecting their new company will be as progressive as the one they are leaving. The 2017 Deloitte Millennial Survey showed that 84 percent of millennials reported some degree of flexible working in their organisations.

Here are my five top tips to land the perfect candidate:

  1. Ensure you are familiar with your EVP and leverage it at each stage of the hiring process.
    HR and Recruitment teams have been working hard to implement Employee Value Proposition (EVP) programs to further enhance the brand and jobseeker experience.
    Update yourself on everything on offer that makes your organisation attractive to prospective employees (you never know there might be something that you are unaware of, and can take advantage of yourself).
  1. What are the other benefits of working with you and your team?
    If you are a hiring manager, think about some of the other selling points you can use to attract the best candidate to your company and team… social activities (sports teams, team events), technology, fruit box, interesting projects, etc.
  1. Be a brand ambassador
    Being a brand ambassador for the organisation should be part of your personal branding in your day-to-day business activities anyway, but it is critical to share that vision with a prospective employee when you have the opportunity to do so face-to-face, at interview. Don’t forget the employer branding can have an effect on future perception and sales of the business.
  1. Don’t be surprised if candidates are forthright with their requirements
    Candidates may ask you about flexible working hours, working from home options, career progression, along with learning and development opportunities. Five years ago these questions were less likely to be asked; fast forward to 2018 and these are the commonly asked questions, which you must be prepared to talk about with candidates.
  1. Corporate social responsibility is high on the millennial agenda
    Younger generations are socially aware, so working for an organisation that helps to give something back to the community is appealing and will attract talent to your team.

If you are struggling to find good talent to join your business, maybe it is time to revisit your EVP so you can ‘sell the company’ more effectively. Be more flexible in your thinking on working hours and consider hiring on potential, rather than current skills and experience.

How has your organisation evolved over time to the changing nature of the world @work? What are some of the features of your EVP?

Tagged with: , , , , , , , , , , , ,
Posted in Slade Executive, The world @work