Skye Recruitment

Who’s going to talk to your clients?

noreply@blogger.com (Kye Macdonald) — Wed, 08 Feb 2012 01:49:00 +0000

When recruitment agencies take on new staff, it is usual for them to complete a contract of employment. It is also usual for these contracts to include, amongst other things, details of what the employee can and, more importantly, cannot do when that employment ceases. And that is when problems can often start, especially if you and the employee have parted on bad terms.

Problems often start when we look at what are known as ‘restraint of trade’ clauses. These clauses, common in contracts for many occupations, try to lay down restrictions on where and for whom the, by now ex, employee can work - the idea being that he or she should not be able to cherry-pick all your best clients and use them for the benefit of the next job.

Firstly, it makes very good sense to treat your employees well whilst they are with you - aside from the obvious reasons, this may also reduce the likelihood of their trying to damage your business when they have left you. Whilst there are legal rules about what an ex employee can do, in terms of how their actions can affect your continuing business, it is a fact that a disaffected ex employee can be damaging to you, can cost you a lot in terms of customer goodwill, trust, and so on, as well as having a serious financial impact on your balance sheet.

Secondly, you should be thinking very carefully about what you are putting in to your employment contract, because:

You don’t want to put in provisions that are illegal;

You don’t want to put in provisions that are so onerous that you won’t be able to monitor whether or not your ex employee is complying;

You don’t want to give your employee the impression, as soon as he or she starts to work for you, that you are an overbearing employer who will try to ensure that the employee will never, ever, be able to work again in your line of business.

Let us say, for example, that you have made a job offer to Joe, that he has accepted, and that you have handed him the employment contract to peruse. (Yes, Joe must have the chance to read this, by himself, before he signs). After all the talk about pay, holidays, super contributions, disciplinary procedures and so on, he will get to the bit about what conduct is expected of him when he leaves your employ. Here he will find the restraint of trade clause which, usually, will say for how long he is prevented from working for a competitor firm, within what geographical radius this restriction is to apply, whether or not he can work for one of the firm’s clients, and so on.

This is where troubles so often arise, and unfortunately there is a lack of good federal law on such matters, so that to find out what you can and can’t restrict very often relies on state case law. Fortunately, however, the large number of cases that have come before the courts over the years have resulted in some degree of convergence between the states, and so some general guidance can be given concerning restrictions in the employment contract. New South Wales has gone one stage further by enacting the Restraints of Trade Act (1976) to formalise matters – to date, Queensland has made no comparable legislation, instead relying on common law principles.

Restraint clauses must, firstly, be reasonable in their scope and duration. What is ‘reasonable’, of course, is a matter of judgment given the circumstances involved but you cannot take away a person’s ability to work in the area for which they are trained and in which they have experience. You can, however, delay their ability to return to that type of work for such time as would reasonably allow you (the former employer) to cement your relationships with your clients to try to prevent them being lost to the ex employee, or to sever that person’s connection with those clients. Periods of 6 months or 12 months, for example, are often seen in restraint clauses and the courts have, in individual cases, found those periods to be reasonable.

What sort of geographical area is reasonable? This depends very much on what sort of firm you operate and over what sort of area you are represented. If you have just one office trading out of a village, for example, and you are catering to local clients then you might find it difficult to stop your ex-employee working in a different state, or even a different part of the same state. On the other hand, if you are a national company with national or international clients, then a restraint applying to the whole of Australia may well be regarded as reasonable.

The situation in New South Wales is special, because the existence of legislation means that the courts there have discretion to reduce the severity of unreasonable provisions within a restraint clause to a reasonable level. Courts in other states and territories do not have such discretion, so that if a restraint clause is held to be unreasonable then the only option available to the courts is to set the offending clause aside.

That is why ‘cascading clauses’ have come in over recent years. These contain alternative time periods and geographical areas, such as “… the employee is not to work in the recruitment industry (or whatever) for a period of 1 year, or 2 years, or 3 years or such period as the employer shall deem appropriate and nor shall he be able to seek employment within the recruitment industry during such period anywhere in Queensland, or Australia, or worldwide, the decision being subject to the employer’s discretion”

Outside New South Wales, the Courts can select any of the options given by the clause (assuming any are found to be reasonable) without the whole clause failing completely.

Incidentally, and for those on fixed term contracts, recent case law indicates that the restrictions within a restraint clause apply from the date of termination of employment, and not from the end of the contract period.

Whatever you do, as an employer, do not try to put in conditions or restrictions that are nothing to do with the protection of your legitimate business interests. Any such matters either belong elsewhere in the contract (such as expectations of conduct or dress) or in the waste bin! And don’t forget that an employee is entitled to take with him, for the benefit of his next employment, the skills and experience he has hopefully gained whilst working for you. All that you can try to protect is the confidential details, client relationships, etc., that he acquired during his work for you.

Also, as the employer you must not breach your own obligations under the employment contract. If you do, so that the employee would feel justified in ending their employment with you, then you may well find that your post-employment restraints are unenforceable – and you might find yourself on the wrong end of a constructive dismissal allegation.

If this all sounds a bit heavy, just remember that your employees are to be valued and treasured, not feared. Don’t try to tie their hands too severely when they leave you, because it will cost you time and money to fight a battle you may well not win – and you will gain an enemy you could really do without! Competition is healthy, and if you can gain a reputation for excellence and propriety in the way you conduct your business, you’ll always have plenty of work.

Unethical Recruiters Ruining it for the Rest of Us

noreply@blogger.com (Skye Recruitment) — Sat, 10 Dec 2011 00:36:00 +0000

Recruitment as an industry does not always have the best reputation. One of the things that we sometimes have to deal with is a perception by our candidates or clients that recruiters are just in it for the money, are not there to help them, and will sell their own mothers for a quick buck.

When Kye and I founded Skye Recruitment it was important to us that we reached for the highest professional standards that we could. We knew that we may not always succeed, and that there was always the possibility that a member of staff might do something without our knowledge or consent that was deemed unethical. What we could do, however, was set out - from the very start - our own code of conduct and our own value system, and then ensure that we communicate that to staff and build teams of people who share those values.

If a recruiter is not hitting their targets then we will not fire them. We will work with them, try to identify where they are going wrong, and what they can do to improve. If a recruiter is unmotivated we will offer them coaching, extra training, and do what we can to turn that around. If a recruiter lies to us or our clients, falsifies information, or acts in a way that we deem to be unethical then we will show them the door. We are happy to support anyone who is trying to do well, but we will not tolerate cowboys or charlatans.

Our view is that our clients must be able to trust us in order to do business with us. We work hard to build and maintain that trust, but there are recruiters out there who are working to do exactly the opposite.

Every now and again we run into a situation where I despair, as some recruiters seem determined to perpetuate the myth that all recruiters are untrustworthy.

Sometimes we have clients come to us, concerned, to say that a rival recruiter is trying to claim ownership over a placement (made by us, or another agency) where they have done nothing more than send a CV across. They have not spoken to the client about the candidate, they have not spoken to the candidate about the client or arranged an interview, and - in fact - the candidate often wants nothing to do with them. But, in these cases, the agency comes out all guns blazing and demands that the client pays them a placement fee or they will take them to court.

Sometimes the recruiter in question is desperate to hit target, and is not acting with the support of his or her agency. Sometimes the agency wholly supports these bullying tactics. Often the client decides that it is too much trouble, and they withdraw the offer. Sometimes they pay two recruitment fees. Sometimes the agency that has actually made the placement agrees to a discounted fee, in order to help their client. Either way, the client goes away vowing never to use the agency that has bullied them, and forms a perception of agencies that goes against everything our industry is working toward.

To me, the job of an agency is to provide an exemplary service to your clients and candidates. Your clients should feel that you have really added value to their business, and consulted with them as a business partner. Your candidates should feel that you have provided specialist advice to them, and helped them achieve what they are looking for.

If someone comes away from a transaction with you feeling bullied, cornered, or scammed, then you have failed.

There are many sides to every story, and in business it is never possible for every dealing to be smooth. However, it is always possible to act with integrity, and to think of the long term view. Yes, if you harangue a client enough then they may pay up. No, they will not want to speak to you again in future.You may think this is no big deal, as there are many companies out there to deal with. However, people talk. Candidates become clients, and clients become candidates. If you act carelessly toward the people you should be helping then your reputation will quickly reflect it.

The unfortunate part is that, all too often, so will the reputation of your industry.

Thankfully there are many good, professional, ethical recruiters out there. So what can we do to avoid being dragged down by those who do adopt tactics that damage our industry?

We can refuse to tolerate them in our companies. We can communicate our values to our staff, and act in a way that is consistent with those values. We can look at the bigger picture, and not always chase the fee at the expense of all else. We can ask ourselves how we want our clients to see us, and work with them to achieve that. We can report unethical agencies to the RCSA, and we can also ask the RCSA for advice if we're not sure whether something is appropriate. And we can keep doing everything we can to show our clients (and by 'clients' I mean all those with whom we are working) that we mean it when we say:

"We are not like that."

Skye Recruitment is a finalist in the Quest Awards for Professional Services Company of the Year

noreply@blogger.com (Kye Macdonald) — Wed, 07 Dec 2011 22:53:00 +0000

2011 has been another great year with Skye Recruitment nominated as a finalist for the Quest Newspaper Business Achiever Awards in the category of Professional Services Company of the Year for the second year in a row.

Established in 1994, the Business Achiever Awards recognise and reward local businesses for providing top quality services. Judged across three stages comprising an open public vote, a business diagnostic survey and finally a "mystery shopper" these awards focus on the service offered by a company and the quality of their customers' experience.

Held at the brand new Eatons Hill Function Center the event was attended by over 200 people with some of Brisbane's most successful companies represented.

At Skye we strive to provide excellent services to both client companies and job seekers and are proud that the effort we have put into looking after these people is recognised and valued by the people in our community.

Skye Recruitment's Kye & Sophie Macdonald finalists in Brisbane's Young Entrepreneur 2011

noreply@blogger.com (Skye Recruitment) — Mon, 28 Nov 2011 03:56:00 +0000

Sophie and Kye Macdonald were top 30 finalists in this year's Brisbane Young Entrepreneur Awards showcasing the Best of the Best under 40.

Held at Moda Events at Hamilton overlooking the river a great day was had by all with great views, food and people there.

Skye Recruitment achieved 300 per cent growth during FY10/11 and we increased our headcount by 35%.

Being recognised in this list is a great honour and we hope to be back again next year.

Skye Recruitment goes to Vegas

noreply@blogger.com (Skye Recruitment) — Thu, 03 Nov 2011 04:49:00 +0000

Monday was the first day back in the office for the 4 top performers of Skye Recruitment after their all-expenses paid trip to Las Vegas & San Francisco.

As a reward for their performance they were sent to the USA to enjoy two nights at the Bellagio Hotel on the Vegas Strip taking in the sights and sounds of the party city, before moving onto the cultural delights of San Francisco.

Highlights included playing the tables in Vegas, a tour of Alcatraz, a helicopter flight around San Francisco (including a high speed pass under and over the Golden Gate Bridge), historic cable cars, China town, and dinner in a BubbaGump restaurant!

The team is now back at their desks ready to set new company records and continue to enjoy the rewards of their hard work, though the guys were hard pressed to leave their Dodge Challengers and Ford Mustangs behind.

David Styles of Skye Recruitment nominated for employee of the year

noreply@blogger.com (Skye Recruitment) — Thu, 03 Nov 2011 04:40:00 +0000

Skye Recruitment was pleased to be invited to attend the 2011 ActionCOACH My Business Awards in Sydney where our Operations Manager David Styles was nominated for the Best Employee Award.

Held at the Australian Technology Park in Sydney the Gala Awards Dinner was greatly enjoyed by all with a cross section of some of Australia's best, newest and fastest growing businesses in attendance.

"I don't need to spell stuff right" and other lies

noreply@blogger.com (Skye Recruitment) — Tue, 16 Aug 2011 05:54:00 +0000

We often hear people nonchalantly announce that they are 'terrible' at spelling or grammar. It seems to be okay to admit that you have poor written communication skills coupled with no desire to improve them. After all, who needs to know how to spell when online tools will highlight your mistakes and suggest alternatives, right? Well, sorry to be the bearer of bad news, but you do. I do. We all do. And here are a few reasons why:

It could cost you a job

Many potential employers reject candidates who demonstrate poor English skills at application stage. I am one of them. You may argue that being able to write well is not a necessary criterion for a particular job. You could argue that someone can be a fantastic Recruitment Consultant with terrible written skills, and that a company discriminating on those grounds would miss out on a great person. You may be right. However, I am aware that every staff member I employ is representing my company to the outside world. I need to have confidence that whenever a staff member sends an email, makes a phone call, or writes a letter, they are able to communicate effectively and represent the company well.

It can cause misunderstandings

If you do not know how to use punctuation correctly your sentences can become very long and very difficult to understand it is not always possible for the reader to know where one sentence ends and where another sentence begins you need to sort this out. Phew! Okay, hopefully you take my point. Punctuation is there to make your writing easy to understand. Poor writing can be confusing, clunky, and misleading. Offenders sometimes argue that it doesn't matter, as long as the reader can get the gist of what is being said. Sure, but why make it hard for them? Why leave them feeling frustrated and irritated? And what if the reader is someone you want to impress?

People will not read what you have written

When viewing your writing, the reader should not have to struggle through badly written sentences, go back and re-read segments in order to understand, or feel compelled to scrunch up their nose and make "huh?" noises. If any of these scenarios apply then you can take a pretty safe bet to say that they will not bother, and will abandon your email/ letter/ report. If this happens in your personal life it is annoying. If it happens at work then you stand an excellent chance of losing business over it.

Not everyone feels the same as you do

If you are content with your poor written skills, and see no reason for improvement, that is your choice. However, know that not everyone feels the same. There are many people who will make other assumptions about you based on your written communication, and what you may see as unimportant or irrelevant, others may see as a reflection of your ability, intelligence, or attention to detail.

So where do you go from here?

My advice is to take an honest appraisal of your current situation. Do others comment on your writing? Do you get asked to re-write things sometimes? Are you someone who can't be bothered to proof-read what you have written? There is always room for improvement. Often just taking a little extra time to proof-read something can make all the difference. If a mistake is pointed out to you then pay attention to it. Learn from it, and make sure you don't repeat it. If a spell-checker highlights a word then take time to notice where you went wrong. If, after all that, you feel that you need some extra help then there are many good books and courses devoted to improving your written skills. Anyone can make mistakes or find something difficult, but you have the power to change!

Careless talk costs lives!

noreply@blogger.com (Skye Recruitment) — Thu, 28 Jul 2011 05:11:00 +0000

Well, not lives perhaps, but certainly jobs, according to a recent decision by the Fair Work Australia Commission. An employee was recently sacked from her job for spreading rumours about her employer's alleged sex and drug habits. When she claimed "unfair dismissal" to the employment tribunal, the tribunal found that such a breach of trust on the part of the employee fully justified the employer's decision to terminate her employment.

Whilst this case is interesting enough by itself, it is merely the latest in a growing list of cases coming before the courts, both here and abroad, which feature actions brought where defamation, or loss of business, are claimed to result from what has become known as 'water-cooler' gossip. And the ramifications for both sides are potentially quite serious.

As an employer, you cannot (even if you want to) monitor every aspect of an employee’s actions during their period of employment. The 'policing' that would be required, not to mention the cost of employing extra staff and the oppressive atmosphere this would cause in the workplace, would be counter-productive and probably damaging to the business.

So you have to take your employees on trust to some extent and assume that, whilst they are at work, they will do what they should and in the way that they should. And, for the most part, that approach works.

Unfortunately a small minority of employees will not want to work to such a standard. Often, they will be the less capable workers, putting in less effort than is needed, and if you couple that with a fertile imagination it is easy to see how rumours, and especially malicious ones, can start.

But an employer needs to be able to protect their position, and whereas a disaffected employee used to simply spread their stories to a few people, at the coffee table perhaps, now the use of the internet and social networking sites means that the 'personal' tittle-tattle can now be read, instantly, by hundreds or thousands of people.

That is why we are now seeing legal actions being taken in this area – because a defamatory comment about an employer to one or two people, with little real damage arising, has turned into the potential for legal action, with the potential for significant damage to the reputation of the person being defamed, and/or significant financial loss to the organisation concerned.

So what can be done?

If you are an employee, you must at all times be aware that, just as potential employers may look at Facebook, or Twitter, or similar sites, to find out about your background before deciding on whether or not to hire you, they can also look at posts on social media to see if you are saying anything derogatory about the firm, or particular individuals in the firm. If you are, then you could be dismissed from your employment. And that might turn out to be the 'best' part of your punishment, because if you have done some serious damage to the firm's (or the individual's) reputation, perhaps causing financial loss, or (say) a relationship to break up, then you could be faced with legal action, the cost of financial losses and legal fees could be awarded against you. The advice here is to be aware that anything say or publish about a colleague / boss / company may come back to haunt you. Stick to the facts, and don’t partake in gossip.

At Skye Recruitment, we are aware of the problems that can arise and would suggest to employers that you review existing contracts of employment and include a provision that, if an employee is found to have, verbally or in writing, made comments about the firm and / or any of its employees past and present which could be viewed as derogatory or damaging in any way to the status or reputation of the firm (or employees) or which could result in any financial or other loss, then the firm's formal disciplinary procedures will immediately be invoked. This could result in the dismissal of the employee, and does not preclude the firm from commencing legal proceedings against the employee.

This may sound a bit draconian, but careless or malicious gossip can be severely damaging to a company, especially as so many businesses depend on overseas relationships for their trade, and all social media are international in their usage and readership.

Any business which has a staff manual, or the equivalent, in circulation (and if you haven't, why not?!), should include reference to this topic, because there is always an implied duty of trust in the relationship between employer and employee and it is important that everyone knows that and knows where the boundary is between day-to-day moaning and the more sinister side of gossiping.

So, create a social media policy for all staff, and make sure they read and understand it, perhaps circulating it once every six months or so as reminder. At the first sign of a problem, invoke the appropriate part of the contract of employment, if you’ve covered this aspect, and carry out a first formal interview (and warning, if appropriate) under the disciplinary procedures. Ensure that all is fully documented, and signed and dated as a true record by both employer and employee, in case documentary evidence is subsequently need for a tribunal or court case.

For employees the basic message is "don't be stupid!" If you want to say something negative about your employer or colleagues, don’t say it in a roomful of people, or put anything on the internet which your employer might read or get to hear about.

The Myth of Time Management

noreply@blogger.com (Skye Recruitment) — Tue, 19 Jul 2011 00:38:00 +0000

When you ask someone what is the one thing they need to improve to perform better both at work and at home I guarantee that time management is right up there fighting for first place. So why, if so many people have identified that this is something they need to improve, don't they? Or if they try to improve their "time management" why does it generally not work?

The number one reason for this, I believe, is that the title of "time management" and the idea behind that is completely flawed. But hang on, if you are managing something you are careful about how you use it so that none of it goes to waste, right? You're correct, but tell me how you would manage money? Or that nice bottle of scotch? You would be frugal with these commodities, carefully doling them out as you needed them, stretching out your limited supply for as long as possible; not wasting any, keeping some stashed away for that rainy day.

Now tell me how you would save time? How would you squirrel some away so that when you needed that extra 30 minutes you could pull it out of the time bank?

Time ticks by. It never stops. You can't dam it up, stick it in a bank, or stuff it under the mattress. You can't speed it up or slow it down. Time simply is, and there is nothing we can do about it. You are better off tilting at windmills.

So it's hopeless then? Nothing can be done and I will die always wanting more time? Well, you probably will want more time when the end comes but there are ways we can be more productive during the time we have in which to work. The key word here is productive. You can swap in 'efficient' if you like, but the core concept doesn't change. You can't manage time but you CAN manage what you do as that time flows by.

Bit of a tangent here. I have one truly massive bug bear that can wreck a supplier's chance of working with me, and it even puts me in a bad mood when this happens in social circumstances. People being late. The reason this upsets me as much as it does is not so much the time I have spent waiting, but because it tells me quite clearly that I have been prioritised lower than whatever the reason is for being late. Sure, things happen. Traffic jams, road works, acts of God, and clothing crises. I understand and can accept that things happen and, if it is for good reason, a phone call to tell me what is happening makes everything okay (within reason). But the main point is that keeping the appointment with me has been prioritised below something else, and when you think like that it makes being late personal.

So why do I think like that? Simply I have too much to get done in any given day - every day. So at the start of each day I prioritise each task that I must complete using a simple two part measure. Firstly is it important, secondly is it urgent? This makes me identify what I should do first and what I should do last. It also means that if things take longer than expected the things that don't get done (and there always will be some) are by default the least important to me. So when someone is late to an appointment with me, they have prioritised me lower than something else.

Okay - back on track! I would now like you to put to bed the concept of time management, and move to the concept of task prioritisation. You can't change time but you can change what you are doing right now. If you do the next few steps I promise at the end of each day you will have achieved as many of your key tasks as it was possible to do.

1. Firstly take a step back and get a grip on what you have to do today. I don't care how big a pile it seems - you can break it down into bite sized pieces.
2. Now put every item into one of these four piles:

Urgent & Important
Urgent
Important
Neither

3. Start on the Urgent & Important and don't do anything else till they are done.
4. Move to the Urgent pile. Did you get this pile done?!?!
5. Move to Important. Are you saying you got to all of these as well?
6. Do the other stuff. Have that drink to celebrate.

Now if you got to the end of step 6 you don't need to read this next bit. Pat yourself on the back, because you have mastered prioritisation and you can go home and enjoy yourself. If you're like me though, and you are really happy if you get to the end of step 2, by the end of the day you need to step back and reprioritise you tasks. Naturally through the passage of time tasks that were once just "important" will become "important and urgent" as tasks that were once only "urgent" will become "urgent and important" and the most challenging part of managing your prioritisation is keeping on top of reviewing your task list.

So, in summary, forget about managing time as that is impossible and start managing your priorities. If you do all the most urgent and important things first then at the end of the day you will be able to go home knowing that it was impossible to do more and you have done the key things. If you are still going under then you are under resourced and you need to delegate some of your duties.

Skye Recruitment at Corporate Games

noreply@blogger.com (Skye Recruitment) — Wed, 25 May 2011 05:00:00 +0000

Skye Recruitment was pleased to take part in the Corporate Games this year, and entered a ladies netball team into the Brisbane event.

The Corporate Games runs in 4 host cities around Australia, featuring 22,000 participants from more than 800 companies. The Corporate Games allows Australian businesses to have fun competing against each other in individual and team sports, while raising money for a variety of charities at the same time.

The Skye Rockets, our ladies netball team, did well in their event, achieving second place in their group but unfortunately not making it through to the finals.

We'd like to thank all who took part, plus our great team of cheerleaders. First place awaits us next year!

Skye Recruitment netball win!

noreply@blogger.com (Skye Recruitment) — Sun, 20 Mar 2011 23:32:00 +0000

The Skye Recruitment netball team is celebrating a win over the Scarlet Reds which gave them trophies all round and the title of Women's Netball League Division 1 Premiers.

It was a close match, with Skye Recruitment leading in quarters 1 and 2, and the Scarlet Reds gaining momentum with a tied score for much of quarters 3 and 4.

The game was won in the final minutes, with Skye Recruitment gaining a quick succession of goals that put them into the lead for the final whistle.

The team is aiming for another win in the next season, which starts next week, as well as victory in the Corporate Games in May!

Why I don’t want quotas for women on boards, by Sophie Macdonald

noreply@blogger.com (Skye Recruitment) — Tue, 15 Mar 2011 06:21:00 +0000

Last week was International Women’s Day, and it’s about that time of year that the subject of quotas for women on boards raises its head.

The opposition treasury spokesman Joe Hockey has recently said that he would back quotas that enforce a mandatory 30% of board members being female. He also supports there being punitive measures in place for companies who do not achieve these quotas within a particular time frame, arguing that companies have had long enough to get there voluntarily.

Women currently make up around 25% of board positions in Australia, but that figure decreases to 11% for the top 200 listed companies.

As a female owner of a successful private company I am sometimes asked for my opinion on this matter, and it usually comes as a surprise when I say that I do not support quotas for women on boards.

I welcome the day when board level positions are occupied equally by either gender, but I do not agree that enforcing mandatory quotas, and punishing those who fail to achieve them, helps us to achieve that outcome. I believe it to be a simplistic notion that does not address the underlying issues as to why there are not more women on boards now. I also believe that it will be harmful to businesses, and will undermine the achievements of women occupying senior level appointments.

Why do we not currently have more women on boards? Is it because there are suitable senior level women who are being kept out by ‘old boy networks’, or is it because there are simply not enough women moving up through the ranks who can be considered for board level roles? While the former is certainly something that happens, my belief is that it is the latter that is the main cause for concern when addressing the problem of not enough senior women in companies.

This problem becomes particularly acute when looking at the key industries in which Skye Recruitment operates – engineering, construction, and mining. These industries are typically male-dominated and, despite many initiatives from leading companies and universities to attract women, it still remains the case that females make up a very small percentage of the work-force in these areas. For one of these companies to appoint enough women at board level to achieve the quota, they would (for the most part) have to find a way to drastically increase the current numbers of women taking the courses at university.

Equality in the work place is a relatively recent concept, and it stands to reason that many women would not have had the opportunity to work toward a board level position 40 + years ago. My belief is that this will change, but that it cannot be an immediate and overnight change. Work places are improving in terms of creating environments that will allow women the opportunity to advance their careers. Paid parental leave, flexible working, and mentoring schemes are all ways in which companies are making it easier to hold on to their good female (and male) workers, and help them progress.

Should women have the opportunity to make up 50% of board positions? Absolutely. Should women who feel that their company is discriminating against them on the basis of gender have a means to fight this? Absolutely. Should companies be forced to grant 30% of board positions to women, whether or not they are competent and capable of doing the role? No. Will this demean the achievements of every senior level woman who will be deemed tokenistic? Yes it will.

There is no quick-fix answer to this problem, but in order to get the numbers right at the top I think we would be better off looking at what we can do to get the numbers right at the bottom, and how we can keep them there in the middle. The rest will progress from there, but it will not be instant.

The 48 Hour Day

noreply@blogger.com (Skye Recruitment) — Thu, 24 Feb 2011 03:29:00 +0000

It can sometimes feel as if there’s more and more work to do each day, with less and less time in which to do it. Often it seems that the work environment requires better productivity, streamlining, time-management efficiencies and so on, and the only way to cope is to get into work earlier, skip lunch, and leave work later.

All of which, of course, means less time for the worker at home with their families, a potential increase in stress related problems and related health issues, and an increased likelihood that affected workers will either ‘burn out’ and have to leave the workforce, or will become less and less effective at doing their jobs.

Some work practices are set up in such a way that when someone is unexpectedly ill, or goes on holiday, or work significantly increases or changes, there is no-one to take up the slack. At this point businesses can run into problems, with management under considerable pressure to 'perform' for the benefit of owners or shareholders, and so in turn putting unreasonable pressures on their staff.

So, what can be done to help the situation?

Well, if you can’t control the inflow of work (or red tape, or whatever the pressure is) you can do something to help manage the flow of the work during the day. It used to be said that effective management of time was the answer, so that everything you did during the working day was done in the most efficient way, as quickly and cost-effectively as could be whilst maintaining the quality of output.

Some managers still adhere to this philosophy but that is not always a practical approach, simply because sometimes there is more work to do than can be dealt with in a working day.

So instead of time management, try looking at work management. This involves six key stages – note, not all of these will apply to every situation, but most will:

1. Try to formulate a plan for the work that needs to be done over the next week, or month, or three months, or whatever is appropriate in your work situation. This will allow you to concentrate on those tasks, by excluding from your considerations the other tasks that are not so time-critical, but be realistic about what you can achieve during that period.

2. The next step is to identify the key stages that you have to go through to succeed with your plan, thereby creating mini stages within the overall plan, which will allow you to focus on what is really needed for the plan to work.

3. Having made your plan, you can now implement it, but you must stick to it rigorously to give it a chance to work. If necessary, you should involve other staff in the plan and arrange matters so that they can do some of your routines, or allow you ‘blocked’ time (i.e., time without interruption). In particular, you should ensure that enough time is allocated to the main elements of the plan, and that you are not side-tracked by other issues.

4. Try to create a record, for the first few days, of exactly how your time is spent. You will probably be very surprised to find that much of the day is spent in dealing with administration or other non-productive work, or even social banter within the office! Whilst we all need occasional distraction from continued concentration on our work, this information will enable you to manage or schedule the non-productive element much better.

5. Don’t be afraid to change the plan if circumstances change. The plan is not intended to be a straightjacket, but rather a tool to allow you to function better. At first, you may find that your plan was somewhat ambitious, so that a longer timescale is required. This doesn’t matter – new ideas need to be tailored to suit you – but once a new plan is made, again you must adhere firmly to it, so that you give it a fair chance to work.

6. Finally, if you find that that the above suggestions are helpful to you, then they may be just as helpful to others within your team. Indeed, if you and your team all try these ideas together, then each will have a better understanding of the needs of each member, and each will feel that they are ‘all in the same boat’ and so more likely to co-operate. It is also useful as a tool to monitor junior staff, by agreeing goals and timescales with them. You then have a specific plan against which their success or failure can be measured.

My Life as a Recruitment Consultant: Dan Roggenkamp

noreply@blogger.com (Skye Recruitment) — Thu, 17 Feb 2011 18:00:00 +0000

Welcome to the next instalment of our series "My Life as a Recruitment Consultant", where we give you the chance to meet our team, and also find out more about the day to day life of Recruitment Consultants.

Dan Roggenkamp specialises in recruitment for the Civil Consultancy industry in QLD. Dan has a Bachelor of Behavioural Science (Psychology) from QUT, and is also an accredited member of the RCSA (APRCSA status). He has 2 years recruitment experience, and enjoys surfing, motorbike riding, camping, traveling, gym, dancing and playing guitar.

How did you get into recruitment?

I was first introduced to recruitment mid 2008 when I decided to do a work placement at Skye Recruitment through my university degree. Part of the placement was to independently create and complete a thesis that had an organisational psychology theme. This role meant that I spent a significant amount of time on the sales floor with consultants and management staff. Upon completing my degree, I decided to apply for a consultancy position and started with Skye Recruitment in January 2009.

How easy or difficult did you find it to pick up the basics of the recruitment role?

Initially the role was challenging as I had started in a industry that was struggling as a result of a poor economy and I was primarily involved in contract/temp recruitment which didn't suit my personality.

What sort of things do you do on a day to day basis?

I like to separate my day into three blocks which involve business development (client interaction), advertising/candidate generation and administration. Business development is a priority each and every day.

What are the best parts of the job?

I find client interaction the greatest part of the role. Not only is it often the most challenging aspect, it is rewarding to be able to meet and often go beyond a client's expectations.

And which are the worst parts?
No matter what white collar industry you are in, there will always be a significant amount of administration and paper work that will be attached to that role. If I was able to divert all administration to someone else, the role would be perfect.

What was the biggest mistake you made as a novice recruiter, and how did you deal with it?

Easily the biggest mistake I made as a novice recruiter was how I would handle rejections and the word "no" from either a client or a candidate. I now encourage objections in my daily interactions. When I took a few moments to uncover the meaning of objections, I realised and was able to appreciate that an objection is just a sales opening that has become available for you to take advantage of.

How do you think the recruitment industry is perceived by our clients and candidates?

The feedback is often varied, however there seems to be a general consensus that external recruiters can be beneficial and provide a valuable service. There is an evident differentiation in what level of agency interaction a company will perceive as being beneficial.

How do you differ from your competitors in the same field?

Our culture and office dynamic is built on a mixture of the European and Australian recruitment models. As consultants work in teams with the same clients, there is a sense of unity and team work that is associated with our day to day activities. As an agency, we will focus on relationship longevity with clients whereby we are encouraged from day one to ensure that all interaction has a overriding focus on quality as opposed to quantity of the product we deliver.

What advice would you give to someone considering a career in recruitment?

Do not consider this industry if you do not like sales and do not have clear short-term and long-term life goals. This role requires one to be self-motivated and will always provide the highest of highs and the lowest of lows. As a result, you need to ensure that you have a clear reason as to why you will be successful in this role.

My Life as a Recruitment Consultant: James Conlan

noreply@blogger.com (Skye Recruitment) — Wed, 16 Feb 2011 16:59:00 +0000

Welcome to the next instalment of our series "My Life as a Recruitment Consultant", where we give you the chance to meet our team, and also find out more about the day to day life of Recruitment Consultants.

James Conlan specialises in recruitment within the Civil Consultancy field in WA. James has a double degree in Journalism/ Arts and also a Diploma in Journalism. He is an accredited member of the RCSA (APRCSA status). James has just under a year of experience, and has quickly become one of our highest performing consultants. Outside of work he enjoys travel, surfing, golf, and socialising with friends.

How did you get into recruitment?

I was a graduate from university that had 2 degrees and a diploma in journalism and couldn't get a job during the financial crisis. I saw an advertisement for recruitment and though "How bad could it be?" Little did I know that it would be the one thing that would completely change my outlook on my career.

How easy or difficult did you find it to pick up the basics of the recruitment role?

I found it fairly difficult at first to get used to being a 'recruiter'. People would give me advice about how to go about the job but my fear of calling people kept me at bay for the first 2 months. Once I pushed through that barrier it became surprisingly easy to pick up the basics of recruitment.

What sort of things do you do on a day to day basis?

While each day is different, my day usually consists of developing client contacts above anything else. Keeping a good relationship with existing clients while trying to open up new ones is just part of the job. On the candidate side of things I'm continually interviewing candidates, taking references and giving advice on which position would best suit someones skills.

What are the best parts of the job?

The best part of recruitment is the roller coaster ride. I can't think of any other job where your fortunes can change so quickly. One day may be the best professional day of your life and next day could be the worst. You never get bored with that feeling. If you can learn to bypass some of the downsides of the job then recruitment can be truly rewarding.

And which are the worst parts?

The worst part of the job is when things don't go your way - whether it be a candidate not taking a job or a client that no longer wants to use your services. From my limited experience, the highs far outweigh the lows but it's how you deal with the lows that will show how successful you can be. Persistence and hard work will always pay dividends.

What was the biggest mistake you made as a novice recruiter, and how did you deal with it?

The biggest mistake I made as a recruiter was thinking that I was annoying clients every time I rang. I came from part-time employment where the saying 'the customer was always right' was considered bible truth. In recruitment I thought that clients were the 'customer' which was a huge mistake. Once I got better at the job and realised that these clients needed us to survive then I was more willing to pick up the phone.

How do you think the recruitment industry is perceived by our clients and candidates?

I think the recruitment industry is perceived as a necessary tool to keep industry moving, however, the perception of recruitment consultants is something different entirely. I do believe that clients and candidates are not always aware of how recruitment consultants work and have a stereotypical idea of a recruiter as a used car salesman. The only way to change that perception is to do your job to the best of your ability and to show them that these stereotypes are false.

How do you differ from your competitors in the same field?

I differ from my competitors by having more resources at my disposal, whether that be a database of 50,000 candidates or one of the largest advertising budgets in the country. I personally believe that nurturing long-term relationships is far more important than grabbing commission from a client and leaving them in the lurch. When clients understand that you're there for the long-term, their entire way of dealing with you and your company changes.

What advice would you give to someone considering a career in recruitment?

My advice to potential recruiters out there would be that motivation is the thing that will make or break you in this business. This job presents you with constant barriers to your success and if you give up too early then you won't get anywhere. If you have the drive and tenacity to persevere then the rewards can be amazing.

My Life as a Recruitment Consultant: Christoph Niesel

noreply@blogger.com (Skye Recruitment) — Thu, 10 Feb 2011 16:56:00 +0000

Welcome to the next installment of our upcoming series "My Life as a Recruitment Consultant", where we give you the chance to meet our team, and also find out more about the day to day life of Recruitment Consultants.

Christoph Niesel is a consultant specialising in Oil and Gas recruitment Australia-wide. Christoph holds a double degree with Japanese and Chinese majors. Outside of work he enjoys language and historical study, video games, animation, travel, and reading fantasy fiction.

How did you get into recruitment?

Like many, I fell into recruitment while looking broadly at what jobs I would be interested in and could do well. I had a conversation with Skye staff and liked the friendly and professional environment in which they operated.

How easy or difficult did you find it to pick up the basics of the recruitment role?

I believe recruitment is a role that is easy to understand in principle but hard to master. There is a lot of fine tuning to be done after the basics are ironed out.

What sort of things do you do on a day to day basis?

My day involves speaking to clients, understanding what their needs are and making sure I put forward the correct candidates who will fit the client company. I converse frequently with suitable candidates and try to get a firm understanding of their skills and what they are looking for in a potential role. Advertising, reference checks and of course giving sound advice are also part of my daily routine.

What are the best parts of the job?

I enjoy being able to guide a candidate through the recruitment process and reach the final goal - that is their first day in a new role. The satisfaction of a job well done and the relationships built during this process are enjoyable aspects of the job.

And which are the worst parts?

Like any job there are times when things don't go your way, be it unexpected problems with a candidate's job expectation, a sudden shift in staffing needs or simply trying to prove that you can be an asset to a client. The solution to this, however, is persistence.

What was the biggest mistake you made as a novice recruiter, and how did you deal with it?

I would say that focusing too hard on one aspect of the job and neglecting other areas is something that needs to be kept in the back of each recruiter's mind. Doing too much advertising and dropping your client development or focusing too hard on candidates and neglecting current opportunities are examples of this. Dealing with this involves setting times throughout the day and the week to focus on each aspect of the role.

How do you think the recruitment industry is perceived by our clients and candidates?

It is difficult to gauge as I have had mixed responses from both sides. Clients who understand that a good recruiter is worth their weight in gold can contrast to those who believe that we are just trying to sell them something they don't need, which is more often than not, the wrong perception. Candidates generally are more receptive and understand that by using a recruitment company, we can represent them in a professional manner to companies who we already have strong connections with.

How do you differ from your competitors in the same field?

I strive to provide a fast and professional service, understanding the exact needs of both client and candidate in order to ensure good compatibility. I prefer to pick up the phone and have a conversation to understand exactly what client and candidate needs are and match the two as best I can.

What advice would you give to someone considering a career in recruitment?

I would advise the person to have a conversation with someone in the field and get a better understanding of what the role is like. A suitable person would be ambitious, highly motivated and thrive on dealing with people and overcoming any obstacles.

My Life as a Recruitment Consultant: Craig Trevithick

noreply@blogger.com (Skye Recruitment) — Wed, 09 Feb 2011 17:31:00 +0000

Craig Trevithick specialises in recruitment for the Mining industry in QLD. Craig is degree qualified, and an accredited member of the RCSA (APRCSA status). He has 4+ years recruitment experience, and enjoys travel, reading, golf, soccer, snowboarding and, in his own words, "nearly any sport except synchronised swimming".

How did you get into recruitment?

I actually started in recruitment through a recommendation from my girlfriend, who was working as the HR advisor for a engineering company, and felt that I had a lot of qualities in common with the recruiters she successfully dealt with on a regular basis.

How easy or difficult did you find it to pick up the basics of the recruitment role?

To be honest, not as difficult as I thought to begin with. I have always been good at dealing with people. Understanding more about the sector I recruit for is always an ongoing challenge but, saying that, I find that the more and more I talked to candidates and clients the better I became at recruiting for them.

What sort of things do you do on a day to day basis?

In my role there are multiple things that I am required to do on a day to day basis, such as liaising with clients, interviewing candidates, putting them forward to suitable positions, providing feedback to both clients and candidates throughout the interview process, performing reference checks, maintaining connection with placed candidates to ensure a successful and smooth placement. writing ads, networking, and client meetings.

What are the best parts of the job?

Constantly dealing with people, as I like interacting with people from all walks of life. Helping them fill or find a new role is a positive, but the main part of the role that I enjoy is the interaction I have with both my clients and candidates.

And which are the worst parts?

Unfortunately, clients and candidates often misunderstand the recruitment industry, and the general misconception that we will do anything to make a placement is usually a frustrating barrier I have to overcome.

I take a lot of pride in the work I do. I believe that my job is to find the best role for my candidate, and the best candidate for my clients. If I only look at trying to push candidates or clients, I will never have much of a future within recruitment. Saying that, I am amazed that I get as much initial resistance from both clients and candidates when my main duty is to help both parties.

What was the biggest mistake you made as a novice recruiter, and how did you deal with it?

The first candidate that I had out on interview... for some reason I believed that he was only working with me, and just interviewing with my client. When he received an offer from my client I was amazed that he was also looking at 2 other offers from other companies at that same time, as he had not mentioned anything to me. Now I am quite blunt in gathering that information. It never affects how I work with candidates, but now I find having more insight helps me with the process, and there are less nasty surprises at the offer stage.

How do you think the recruitment industry is perceived by our clients and candidates?

I believe I have mentioned this previously. It is quite strange that candidates sometimes believe that we are just trying to get a fee from placing them, so we will say and do anything to get that, and also that clients can believe the same. If I recruited in that fashion I would have a bad name with my candidates and clients, and since I recruit in a 'talent short market' it will only take a few bad referrals to close a market for me. It is never in the recruiter's best interest to do a bad job for either client or candidate in the hope to get a placement.

How do you differ from your competitors in the same field?

I believe I differ in a few aspects. I know that any good recruiter can talk to people, but what makes me different is that I am persistent, I know that time kills all deals, and I will do what I can to make sure that my candidate is given the best opportunity to get the role they will love and that my client will get the opportunity to employ the right candidate with both the skills and the fit that is in line with their business.

What advice would you give to someone considering a career in recruitment?

If you a person that likes the ups and downs in life, loves a challenge, and wants to be rewarded directly for the hard work you put in then this is the job for you. If you want a job that is safe and dull.... steer clear of recruitment!

Ditch the Lists!

noreply@blogger.com (Skye Recruitment) — Tue, 08 Feb 2011 17:47:00 +0000

When you were at school, did you know someone (maybe it was even you) who would make the most beautiful study schedules you had ever seen? When exams loomed they were there, with lists of what to study when, and coloured in squares representing different subjects. Although this person appeared organised, they were actually procrastinating, as it is far easier to make lists of what to do than to actually do it. The same applies with recruitment.

Assuming your database is of a reasonable standard (and I know this is a big assumption, as per my previous post in this regard), there is no reason why any consultant should be diligently making up folders, lever arch files, or printed CV's. Not only is this practice extremely unkind to the environment, it is a waste of time as you are effectively duplicating (triplicating?) your record-keeping.

Our in-house database is very good indeed (thank you IT team), and any time you want to bring up clients of a certain industry, location, hair colour (okay, not quite), you can do it - in any combination that you like. That has not stopped some consultants that I have known in my time from painstakingly typing out lists of client names and categorising and sorting them on paper 'because I find it easier to see'.

We also have 2 monitor screens per consultant. I'm not just bragging now - the reason we have that is so that a consultant can view 2 things simultaneously - e.g., a client record on one screen, and a CV on the other. That being the case, a consultant should never have to print out a CV so that they have it in their hand while talking to a client. But some still do.

No, I am not Gen Y, and I did not grow up surgically attached to computers and mobile phones. In fact, my first recruitment job was at an office where CV's were stored in filing cabinets, and we posted them to clients. (The looks I get when I mention that to new consultants are akin to admitting that I used to take a horse and cart to work). I have had to train myself to store and organise information digitally, and reduce/ eliminate where possible anything of a papery persuasion.

Why have I done this? Because a good database has already done (or made possible) every type of filing, attaching, and recording that I will ever need to do. I will be wasting time by keeping paper records. I can access the information on my computer from multiple locations, I can find it instantly, and - thanks to the wonders of back-up systems - it will never be lost. Plus I am being kind to the trees.

Yes, you have to work in ways that make sense to you. But - provided your computer systems allow it - there is every argument for re-training yourself to work smarter.

5 Fears Held by New Recruitment Consultants

noreply@blogger.com (Skye Recruitment) — Fri, 04 Feb 2011 16:58:00 +0000

Everyone has to start their career somewhere, and for most Recruitment Consultants we begin either straight out of university, or soon after a few 'early' jobs.

For a new consultant the recruitment world can be an intimidating one. High salary figures are tossed around, along with big-name companies, head honcho clients, and high profile projects. Everyone seems to know what they are doing, and it is easy to feel as if you have to become 'one of them' - the sharp-suited, loud voiced, schmoozers - in order to succeed.

Here we examine the top 5 fears held by new recruiters, and explain why they are simply not true:

1. I haven't worked in my industry, so my clients won't respect me.

So you have an English degree, and you're recruiting for Architects? So what? You will quickly learn a huge amount about your new field, but the important thing to remember is that you are the expert in recruitment, and your client is the expert in architecture. You each have separate jobs to do. You need to be able to understand your client's industry, but you do not need to be able to do the job yourself.

2. I'm only 22, so why would my clients trust me to do anything for them?

The question here should be 'Why wouldn't they?' Everyone has to start their career somewhere, and there is no reason why your age would mean that you were not able to do a good job. Many recruiters are in their 20's, so it is also unlikely that your client would expect you to be older. If your client has misgivings based on your age/ juniority, then this is something you can overcome by doing a fantastic job for them!

3. If I phone up my client I feel like I am intruding or wasting their time.

Why? You only need to fear this if that is what you are actually doing. I would like to think that you have an objective (or few) before you pick up the phone to call someone, and if that's the case then your call is valid. You are only wasting their time if your call is meaningless, or if you are calling just to get your call stats up/ keep your boss off your back. A few well-placed high-quality calls mean that you are able to add value to your client's business and get the job done more efficiently.

4. My colleagues all sound like slick sales types. I worry that I'll forget what to say, or not have the right answer if I'm put on the spot.

If you are trying to act like someone else then it is unlikely that you will be as successful as you would if you are just yourself. Why? Because most people are pretty terrible at pulling it off convincingly. You will usually end up sounding horribly awkward and fake, and your clients and candidates will run a mile. We've all been on the receiving end of 'those' calls, where the seller sounds scripted or cheesy. Most people like it when the person they are speaking to sounds genuine and honest. If a client asks you a question and you don't know the answer then say so! Say you will find out, and will call them back.

5. I don't feel like I deserve to charge the fees that I do.

Sure, it might seem like a big bill. You may feel that you are not 'worth' that much money - particularly if you are new to the corporate world and professional charging. But you actually add a lot of value to your client's business. A great amount of work and time goes in to finding a candidate and placing them within a client business. You advertise and you may attend networking events, or offer incentives for referrals - none of this comes cheap, and you (your agency) will pay for this. You will spend time crafting those adverts, and talking to prospects. You will interview candidates, take references, check qualifications, and arrange interviews. You will get to know your client's needs and market place. You will go back and forth between client and candidate answering questions, rescheduling events, and negotiating salaries. You will help your candidate go through a contract. You may even help them to relocate, and will provide local advice about schooling, houses, and visas. After all this, you may not even place the candidate, as you work on a no-success no-fee basis. If the candidate leaves within their guarantee period then you will certainly lose out. And then you will be checking in with your candidate throughout their career, making sure all continues to go well, and liaising with the client about any problems as they occur.

Still think your services aren't worth anything? Yes, some placements go through really fast, but there are others that can drag on for months. Most agencies bill on results rather than on time, and you may find that many of your fees would go up if you started charging an hourly rate!

To sum up...

There are many more things that will come up, and many more times when you will look at the person next to you and think that you will never be that good, or confident, or at ease. But the chances are that the person next to you once felt like that too, and they may also listen in to your calls and think that you are more confident than them! Perservere, have some faith in yourself, and let your colleagues and managers support you. We have all been there!

My Life as a Recruitment Consultant: Jamie Holden

noreply@blogger.com (Skye Recruitment) — Thu, 03 Feb 2011 16:58:00 +0000

Welcome to the third installment of our series "My Life as a Recruitment Consultant", where we give you the chance to meet our team, and also find out more about the day to day life of Recruitment Consultants.

Jamie Holden is a Consultant specialising in Civil Consultancy recruitment for QLD. Jamie has a double degree in International Business and Commerce, and is an accredited member of the RCSA (APRCSA status). He has just over 3 years recruitment experience , and when he's not at work he enjoys soccer, playing games, and spending time with friends and family.

How did you get into recruitment?

I was doing work experience in the HR department of an engineering consultancy and they mentioned recruitment as a great way to gain good experience straight out of uni. There were a couple of ex-recruiters working with the company who spoke to me about what the job involved, and it sounded very interesting so I decided to pursue a role in recruiting.

How easy or difficult did you find it to pick up the basics of the recruitment role?

Picking up the basics is quite easy and all it takes is a few days training and you can get on the phones in no time. Recruitment is a challenging and dynamic role that actually has a lot more to it than the basics though. It is only through experience that you learn how to do the entire role. Even then, the industry is always changing and there is always something new to learn.

What sort of things do you do on a day to day basis?

Recruitment is a varied role with a lot of different aspects. On a day to day basis the role involves business development, candidate generation, speaking to job-searchers, speaking with clients, writing advertisements, completing reference checks, reviewing job applications and arranging interviews.

What are the best parts of the job?

The best part of the job is arranging interviews and assisting people in finding their ideal job. It is also very rewarding when you can find a perfect candidate for a client that they have been needing for a long time.

And which are the worst parts?

The worst part of the job is informing candidates that they were not successful in their application and also informing clients that candidates have accepted another position. Completing administration tasks is also another aspect that is never fun.

What was the biggest mistake you made as a novice recruiter, and how did you deal with it?

There were no major mistakes that I can remember making. Most of my mistakes were based around not getting a full and clear understanding of what is required and then not getting a good match between job opportunity and candidate. I managed to deal with this by ensuring that I am always asking the right questions and making sure I get a good understanding of what both clients and candidates are looking for.

How do you think the recruitment industry is perceived by our clients and candidates?

I think a lot of clients are coming to realise that we are an important aspect to their business success. There are certain candidates that are very hard to find and they are very valuable to a business. Searching for the right person can be very costly for a company and clients can spend a lot of time with limited success. Having someone that is a specialist recruiter with contacts throughout the industry and that is able to provide the required candidate will save clients a lot of time and hassle.

Candidates also see recruitment consultants as valuable as we are specialists in our field and able to explore multiple opportunities to find the right role for them. We already are in contact with the right people and are fully up to date with the market. This saves candidates a lot of time by having a recruiter do a lot of the hard work for them.

How do you differ from your competitors in the same field?

I try to ensure that I am always providing the best service to both clients and candidates by working effectively and efficiently at all times. I try to gain a clear understanding of what both clients and candidates are looking for to ensure that I am not wasting anyone's valuable time.

What advice would you give to someone considering a career in recruitment?

Be prepared to work hard. Success does not come easy but it is definitely there for those willing to put in the effort. It is a challenging and exciting role that never gets boring.

Why Recruiters Need Good IT Systems

noreply@blogger.com (Skye Recruitment) — Thu, 27 Jan 2011 05:39:00 +0000

A database is a recruitment agency's backbone - the thing that draws together everything we do, and maximises our chances of success. Why, then, are so many commercial recruitment databases so very very bad? And why are so many agencies content to work with sub-standard technology?

I was fortunate in that the first company I worked for had a bespoke database, which had been written for them to their own specifications. Having never recruited before, I took this for granted, and went about my work blissfully unaware that the tools I had at my disposal were not available to every agency.

When, at a later stage in my career, I joined another recruitment agency I was horrified to be confronted with one of the worst databases in existence. I will not name this piece of software, but let's call it "Obstacle." What were the things I was used to doing that Obstacle did not allow?

Doing a radius search of an area to find clients or candidates with particular skill-words. E.g., 'show me every 12D Designer, 40km of Brisbane' - Obstacle would not do this;
Sending emails automatically through the database at the press of a button, instead of having to copy and paste them in;
Being able to search through my vacancies based on skill words, and then tag and send candidates to several vacancies all in one go (Obstacle had no section for vacancies - you kept paper records);
Being able to send a candidate to multiple clients at the touch of a button (and have the database automatically record what you have done on all clients plus the candidate);
Being able to put my clients or candidates in order depending on who was spoken to most recently;
Being able to pull up statistics about where all my placements came from (e.g., Seek, networking, referrals, MyCareer, etc.);
Much much more!

Recruiters who are not used to having a good database will often protest the need for one. "It's about the people, not the technology," and "Good technology cannot replace good consulting skills," are two (very valid) comments that are often made in this regard. However, if all the tools and processes at your disposal can be made ultra-efficient and smooth running, then you have more time free to be doing what you do best - recruiting!

I have worked at several agencies where the database and/ or computer systems have been a hindrance rather than a help, and where routine and straightforward tasks have taken longer than they should because of poor systems. At the very best, a poor database will slow you down. At the worst, a poor database will not allow you to do basic recruitment tasks, and will not allow you access to essential information that you can use to improve what you do.

When setting up Skye Recruitment it was important to us that we invested heavily in technology in order to streamline processes and enable consultants to concentrate on recruiting. Our in-house software developers have written all our IT systems for us from scratch, and they are continually adding to and improving those systems. This means that consultants can suggest to us exactly what would be useful for them, and highlight any tasks that are currently clunky/ slowing them down. It also means that we have flexibility when a client wants us to integrate with their processes.

I'm not suggesting that all agencies should invest in an IT department. However, I strongly advise that all agencies take time to review the software that they are using, and look at ways that they can use technology to improve consultant efficiency. A frustrated consultant who is impeded by their computer, bogged down in adminstrative tasks, or unable to analyse what they are doing is not going to perform to their best ability for you or for their client.

My Life as a Recruitment Consultant: Lisa Thiess

noreply@blogger.com (Skye Recruitment) — Thu, 27 Jan 2011 04:03:00 +0000

Welcome to the second instalment of our series "My Life as a Recruitment Consultant", where we give you the chance to meet our team, and also find out more about the day to day life of Recruitment Consultants.

Lisa Thiess is a Senior Consultant specialising in Civil Construction recruitment for QLD. Lisa has a degree in Business Management (HR), and is an accredited member of the RCSA (APRCSA status). She has 5 years+ recruitment experience, and outside of work she enjoys a multitude of activities, including roller-blading, kayaking, competitive target shooting, networking events, mountain hiking, and international travel.

How did you get into recruitment?

I fell into recruitment after being referred by a close friend who believed that I had the right skills to succeed in a recruitment position. I had no previous experience and my working history was in the medical field.

How easy or difficult did you find it to pick up the basics of the recruitment role?

I found with the right training and development recruitment came very naturally to me.

What sort of things do you do on a day to day basis?

Within my recruitment role there is loads of variety from interviewing candidates, client meetings, conducting reference checks, scheduling interviews for candidates and clients, providing feedback and giving advice. I also have the opportunity to learn about the engineering industry, together with building a strong commercial and business acumen around the civil construction sector.

What are the best parts of the job?

The earning potential within recruitment is very attractive together with the sense of achievement and self satisfaction of a successful placement. I also enjoy the interaction with both clients and candidates that are professionals in the engineering field as you gain so much knowledge from just speaking with people.

And which are the worst parts?

The administration to the role and the continuous audits - however both are necessary to ensure quality control within the role.

What was the biggest mistake you made as a novice recruiter, and how did you deal with it?

I actually forgot to invoice a client for a placement. This was easily rectified by sending the invoice with an immediate payment date, and the client was understanding. However I was not the most popular person in our accounts department!

How do you think the recruitment industry is perceived by our clients and candidates?

There is a mixed response to that depending on an individual's experience with an agency. I think in general the perception of clients is that we are a necessary evil and a great help, and for candidates most view agencies as a time saver to secure the right position.

How do you differ from your competitors in the same field?

I personally take the approach of being efficient and helpful rather than a hindrance. Also by being proactive for candidates in their job search and completely thorough with the recruitment process, whilst remaining completely transparent and consultative

What advice would you give to someone considering a career in recruitment?

It is important to be strong minded and be able to pick yourself back up when things get tough. The key is to remain positive and have thick skin. This role has many highs and lows, and it is imperative that you don't make the mistake of focusing on the lows.

My Life as a Recruitment Consultant: David Styles

noreply@blogger.com (Skye Recruitment) — Thu, 27 Jan 2011 01:19:00 +0000

Welcome to the first installment of our upcoming series "My Life as a Recruitment Consultant", where we give you the chance to meet our team, and also find out more about the day to day life of Recruitment Consultants.

David Styles is one of our senior Consultants, who manages teams recruiting for a variety of engineering and technical disciplines. Dave is degree qualified, and an accredited member of the RCSA (APRCSA status). He has 10 years experience recruiting in the UK, Middle East, and Australia, and when he's not at work he enjoys travel, socialising, and playing guitar.

How did you get into recruitment?

I have worked ever since I was old enough to do so and found that I very much enjoyed dealing with people. Once I completed my degree I joined Hays as a trainee consultant and worked through their fast track program to become a Consultant and then Manager.

How easy or difficult did you find it to pick up the basics of the recruitment role?

I picked the basics up quickly, but I still endeavour to learn from the people around me each and every day. Recruitment is an art - it can be learnt fairly quickly, but takes time to master.

What sort of things do you do on a day to day basis?

I set up the teams working with me in the morning and then review their progress with them throughout the day, offering guidance where requested or required. I still actively recruit and in this capacity I split my day into business development in the morning and candidate generation and interviewing in the afternoon.

What are the best parts of the job?

I love the pace of recruitment: to be successful you need to be able to work in a rapid environment and have the ability to prioritise your workload and then focus on the task in hand. I also enjoy the fact that no two days are ever the same. Put simply, I love this job.

And which are the worst parts?

Working in recruitment is like riding a roller coaster, it has highs and lows. When things do not go your way and you get knocked down you need to pick yourself back up, dust yourself off and push on through to make sure you get back on to a high as soon as possible.

What was the biggest mistake you made as a novice recruiter, and how did you deal with it?

One mistake I made as a novice recruiter was trying to take on too much at once and the end result is that you spread yourself too thin and in turn do not achieve your goals. I learnt to break things into small, manageable chunks before I try and tackle them.

How do you think the recruitment industry is perceived by our clients and candidates?

Clients and candidates who have worked with us before understand and value the service that we provide, which is why a large percentage of our work is repeat business. People who are not familiar with what we do may have other perceptions, which I would welcome them to speak with me about.

How do you differ from your competitors in the same field?

Outside of our exceptional database and significant advertising spend, we also have ongoing day-to-day mentorship for trainees and consultants as well as a formalised training program. In addition to this our single site base ensures the free flow of information between consultants, which offers candidates the best choice of roles and clients the best selection of candidates.

What advice would you give to someone considering a career in recruitment?

If you are tenacious, ambitious, resilient and determined come and speak with us: this could be the perfect career for you.

Why Counter-Offers Don't Work Out

noreply@blogger.com (Skye Recruitment) — Thu, 20 Jan 2011 23:44:00 +0000

I had been with my first agency for more than 5 years. I had seen the company grow from a medium-sized agency into a giant mega-agency, and had lived through many changes of staff, management, and policy. It was with some sadness that I decided it was time for me to leave. My company had merged with what was then our sister company, and my department had inherited a manager who was already occupying the exact role that I had been working toward, meaning that my promotion opportunities had taken a knock. I had received a good offer from a rival agency, and all that was left was to hand in my notice to my employer.

And here's where it got difficult. All my bravado filled evenings of discussion with significant others (often over a glass of wine or three) had not prepared me for the fact that I would feel quite emotional when push came to shove. A Cab Sauv inspired "They'll be sorry!" did not quite cut it when sat across a table from the MD who had been the very person to take a chance on me, hire me, and train me in the first place.

I had prepared my letter of resignation, and I managed to keep my cool as I explained my reasons for leaving, and admitted that I had accepted another job. I anticipated that they may be sorry to see me go, and perhaps be a little annoyed that I was 'disloyally' going to a competitor. I did not anticipate that my MD would be kind, that he would listen nicely, and then bring in other managers who would all do the same. I certainly did not anticipate that the MD would seem genuinely disappointed that I had not talked to him sooner, and would then ask me what they could do to make me stay.

If the problem was lack of promotion opportunity, then they could give me a new section. They had another department which already had 2 more junior staff on it, and they needed a more experienced consultant to steer it in the right direction. They said nice things about me, and made me feel warm and fuzzy and wanted. There was talk of my earnings potential being revised upward. I began to feel very sad about leaving this office behind, with all these nice people who had known me for so long, and valued me more than I had realised. I had been to people's weddings... birthdays... what was I thinking? Why would I leave?

As I visibly wavered and wibbled about my decision, the MD very kindly gave me some time to think things over. Did I use this time to get a grip, and keep a clear head? Not exactly. I used the time to phone my dad (hey - I was 26, and sometimes you need 'dad advice'), and after that I phoned the competitor agency and politely declined their offer. I then happily announced to my MD that I didn't really want to leave, and would love to take on their new team.

I lasted less than 6 months. The team had changed, but many of the factors driving me to leave had not. I did not suddenly begin earning more money (I needed to prove myself in my new team - if anything it was a slight backward step), and I did not enjoy the new sector as much as I had the old one. My frustrations with company policy were still there. I still felt stale and, worse, I felt that management knew that I was looking to leave and would be keeping an eye out for my replacement. I was repeatedly asked (by different managers) if I had plans to leave / to work overseas, and word got out to all my colleagues that I had been looking to move on.

When I handed in my notice for the second time, it was a sad moment (and I admit that I had to work hard not to get teary), but this time my MD agreed that perhaps my heart was not in it, and that I needed a fresh challenge.

National Employment Association statistics show that over 80% of people who take a counter-offer and stay are no longer with their company 6 months on. Many of these will (as I did) discover that the counter-offer is not a fix. Others will be on the receiving end of their company replacing them now that they have demonstrated their lack of commitment. If a company offers you $5,000 pa to stay, they will only have to pay you a small amount of that if they find your replacement swiftly and, in doing so, will have avoided being left in the lurch 'between' workers.

Many companies will not make counter-offers. If your company does then be sure to consider what is motivating them to do so, what is motivating you to consider it, and what life will be like now that they know you are unlikely to be a long-term prospect in the company. Better still, prepare for the fact that you will often feel sad when resigning, and that you may be offered alternatives to stay, but that accepting a counter-offer is very rarely the right decision.

Business Ethics Sink or Swim in Floods

noreply@blogger.com (Skye Recruitment) — Thu, 20 Jan 2011 06:18:00 +0000

The floods in Queensland last week caused immense damage to numerous properties and infrastructure, with people losing homes, belongings, and loved ones. The community spirit demonstrated by vast numbers of Queenslanders both at the time of the disaster, and in the subsequent clean-up, has shown how powerful a community can be when people pull together.

When the river began to rise did your workplace become a hero or a villain?

How a business responds in times of crisis can be an indicator as to the ethics that underpin the culture and environment of that workplace. Many businesses were forced to close due to premises flooding, or workers being unable to get there. Of these businesses, the majority worked through these conditions as best they could - allowing stranded workers to have paid time off, demonstrating compassion to workers affected by the floods, and closing premises to ensure no one was stranded at work when the flood was predicted to be highest.

However, this was not the case for all businesses. There were those who insisted that stranded workers forfeit holiday or pay, those that showed little to no tolerance of someone being unable to come to work, and those who refused to shut up shop even when it meant that workers ran a risk of being stranded at work, or driving in dangerous conditions.

Small businesses cannot always afford the financial burden of an absent workforce - whatever the cause. However, a business that values the people working for it will always treat their safety with the utmost regard. For a business to treat workers with a lack of compassion at this time also demonstrates a short-term approach, as dissatisfied workers will vote with their feet.

Queensland has a long road ahead in terms of cleaning up and recovery. We would urge all businesses to show tolerance and understanding for those workers affected by the floods. A business cannot exist without the people who work for it. Support those people, and you build a team striving to hit mutual goals. Let them down, and your real business values become very transparent to all.