“The relationship is a two way partnership built on trust.”

Bob Mulcahy – Uniting
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For more information:
Stephen Crowe

Managing Director

Ph: 02 8042 8907

[email protected]

Stephen Crowe

In the wake of unprecedented global events and rapid technological advancements, the employment landscape is undergoing a profound transformation. As companies navigate this evolving terrain, adaptability and resilience are paramount. Whether it’s attracting top talent, retaining skilled employees, or staying ahead of the competition, organizations must embrace innovative strategies to thrive in the current employment market.

  1. Embrace Flexible Work Arrangements: The COVID-19 pandemic has reshaped the way we work, leading to a surge in remote and flexible work arrangements. As companies continue to adapt to this new normal, embracing flexibility is essential. Offering remote work options, flexible hours, and hybrid work models can enhance employee satisfaction and productivity while widening the talent pool to include remote workers from around the globe.
  2. Prioritize Employee Well-being: In today’s fast-paced world, prioritizing employee well-being is no longer a luxury but a necessity. Companies must foster a culture of support, empathy, and work-life balance. This can be achieved through initiatives such as mental health resources, wellness programs, flexible leave policies, and opportunities for professional development. Investing in employee well-being not only boosts morale and productivity but also enhances retention rates.
  3. Leverage Technology for Talent Acquisition: Technology continues to revolutionize the way companies attract and recruit talent. From AI-powered applicant tracking systems to virtual interviews and assessments, leveraging technology can streamline the hiring process and identify top candidates more efficiently. Additionally, embracing social media platforms, online job boards, and professional networking sites can help companies reach a wider audience of potential candidates.
  4. Focus on Diversity, Equity, and Inclusion: Diversity, equity, and inclusion (DEI) have emerged as critical priorities for companies seeking to create inclusive and equitable workplaces. By fostering a diverse and inclusive culture, organizations can attract a broader range of talent, drive innovation, and enhance employee engagement. Implementing DEI initiatives, training programs, and unconscious bias awareness workshops can help companies build more diverse and inclusive teams.
  5. Adapt to Changing Skill Demands: The rapid pace of technological advancement is reshaping the skills required in today’s workforce. Companies must adapt to these changing skill demands by investing in upskilling and reskilling initiatives for their employees. This can include providing training programs, workshops, and certifications to help employees acquire new skills and stay competitive in their respective fields.
  6. Foster a Culture of Innovation: Innovation is the lifeblood of any successful organization. Companies must create a culture that encourages creativity, experimentation, and risk-taking. This can be achieved by empowering employees to share ideas, collaborate across teams, and embrace a growth mindset. Recognizing and rewarding innovation can incentivize employees to think outside the box and drive organizational success.

In conclusion, thriving in the current employment market requires companies to be agile, adaptable, and forward-thinking. By embracing flexible work arrangements, prioritizing employee well-being, leveraging technology for talent acquisition, focusing on diversity and inclusion, adapting to changing skill demands, and fostering a culture of innovation, organizations can position themselves for long-term success in an ever-evolving landscape.

Stephen Crowe

In the changing realm of talent acquisition, recruiters and employers are constantly adapting to the shifting priorities of job seekers. Over the last 5 years, we’ve witnessed a significant transformation in what employees’ value most in their professional lives. From traditional perks like salary and benefits to a more holistic approach encompassing work-life balance, company culture, and purpose-driven work, the evolution of employee priorities is palpable. As recruiters and employers navigating this dynamic landscape, understanding these changing preferences is crucial in attracting and retaining top talent.  We will discuss 4 of the most important.

  1. Work-life Balance

One of the most notable shifts in employee priorities is the increasing emphasis on work-life balance. In today’s fast-paced world, professionals are seeking opportunities that allow them to excel in their careers while also maintaining a sense of harmony in their personal lives. Flexible work arrangements, remote work options, and generous vacation policies have become pivotal factors for many job seekers. As a recruiter, highlighting these benefits can significantly enhance a company’s appeal to prospective candidates.

  • Company Culture

Company culture has emerged as a paramount consideration for job seekers. Beyond just the work itself, employees crave a sense of belonging and purpose within their organizations. They seek environments that foster collaboration, innovation, and inclusivity. As recruiters, it’s essential to showcase a company’s values, mission, and commitment to employee well-being. Candidates are increasingly drawn to organizations that prioritize diversity, equity, and inclusion, as well as those that offer opportunities for professional development and growth.

  • Remote Work

The rise of remote work has revolutionised the way employees approach their careers. The COVID-19 pandemic accelerated this trend, prompting many companies to adopt remote or hybrid work models. As a result, geographical barriers have dissolved, opening up a world of possibilities for both employers and job seekers. Remote work not only offers greater flexibility and autonomy but also enables companies to tap into a global talent pool. Recruiters must adapt their strategies to effectively source and engage remote candidates, leveraging technology to facilitate seamless communication and collaboration across distributed teams.

  • Purpose driven work

Purpose-driven work has become increasingly important for employees, particularly among younger generations. Millennials and Gen Z are seeking meaning and fulfillment in their careers, aligning their values with those of their employers. Companies that prioritize corporate social responsibility, sustainability, and ethical business practices are more likely to attract and retain top talent. As recruiters, it’s essential to convey a company’s commitment to making a positive impact on society and the environment.

In conclusion, the landscape of employee priorities is undeniably evolving, presenting both challenges and opportunities for recruiters. By staying attuned to these shifting preferences, recruiters can better position their organizations to attract and retain top talent. From prioritizing work-life balance and fostering a positive company culture to embracing remote work and championing purpose-driven initiatives, understanding what matters most to employees is essential in today’s competitive job market. As recruiters, our ability to adapt and respond to these changing priorities will ultimately determine our success in attracting and retaining the best and brightest talent.

Stephen Crowe

As we approach winter, and the days get colder, flu season approaches. Just as a bout of flu can decimate an office so can the Affects of a toxic employee.

Toxic employees are like a contagious sickness that spreads through the workplace. Like a sickness, if not addressed, more and more people are affected.  The costs of this behaviour are detrimental to your business.

Each day at work we all have many interactions with others.  These interactions have a bigger affect, either positive or negative, on another’s emotions than we may think. Harvard professor Nicholas Christakis and political scientist James Fowler discovered that an emotion does not just spread between the people directly involved in an interaction.  The interaction has a ripple effect, where this emotion from people spreads to their friends, to their friends’ friends and so on. So, one person’s toxic behaviour affects many others directly or indirectly.

Toxic employees create a negative and unhealthy working culture among the team. The negative atmosphere generates an imbalance in the team.  Instead of focusing on work, a disgruntled employee’s cognitive resources are likely to be spent on analysing their de-energising relationship with the toxic employee and how best to navigate around the issue. As a result, employees experience more conflict among each other, less cohesion and trust, which decreases the ability to solve problems and overall team performance. This level of disruption can be difficult to resolve if the negativity is prolonged or is not addressed.

One of the major ripple effects from toxic employees is employee turnover, where the sense of dissatisfaction in the workplace, not only reduces motivation, but can increase people’s intentions to leave. Top performers are more likely to exit, because they view negativity as a roadblock to their progress. According to a 2015 study by talent management company, Cornerstone on Demand, 54 percent of high performing employees are more likely to resign when they work with a toxic employee.

Toxicity not only affect’s current employees, but also prospective ones. Prospective employees can be deterred from working for an employer if they do their homework on the employer’s working culture (via sites such as Glass Door) before applying or accepting a job offer. Additionally, the hiring and training costs involved when employers inevitably replace the toxic employees is something to be considered. The maintenance of the employees who have been affected by the toxicity is also an additional cost that will take time to restore.

Hence, it is vital that employers attempt to quickly rectify any signs of toxicity in the workplace.

Stephen Crowe

In a world where skilled staff with the right skills, experience and attitude are scarce and time to hire seems to be more drawn out than ever, how do you compete for the people that are going to secure the future for your company?  How do you get ahead of the game?

What if you identified the roles in your organisation that were crucial for your success (now and in the future, say in 2 years time)?

What if you had a picture of the competencies, skills and experience you required for each of these roles?

What if you used your business plans to estimate the number of staff you were going to need in these roles to hit your business goals?

Wouldn’t this would give you a staffing target to aim for?

Now, if you then assessed your current team against the criteria for each role and looked at your staff turnover history you would have a gap analysis of the talent you will need to hit your goals.

This is the first part of a solid talent map.

The second part is researching to find where the people you are going to need in the future are now.  Are they studying, or working with competitors?  Are they available locally? Are people with the skills you need available at all, will you need to train them?

Now you have a staffing strategy to enable you to deliver your business plan.

Why would you want to invest in this?

Many organisations have found that a good talent map has dramatically changed the success of their recruitment and hence their companies results.  The talent map allows you to get ahead of the recruitment game.  It gives you the information you need to start identifying people now that you may need in the future.  It means that when you do have a vacancy to fill you may already have a target list of people to approach.  It also means that vacancies are filled quicker with people who have a better chance at success. More sales are made and more customers are kept happy.

Talent mapping is not the domain of big companies. It is the domain of all companies who are planning to be successful.

Stephen Crowe

Work life balance is now a double threat – it needs to be demonstrated to attract staff and delivered to keep them

A new report from best practice insight and technology company CEB has exposed another consequence of poor work life balance, – staff attrition.  Since the 2011 edition of CEB’s Global Talent Monitor work life balance has been the number one driver of attraction for employees. The latest edition (recently published) shows it is now also a key driver of attrition, i.e. employees will choose to leave an organisation that does not meet their work life balance needs.

There are an ever-increasing range of factors that are negatively affecting work life balance for employees, especially those in large cities like Sydney. They include commuting time, housing costs and child care costs to name a few.  Technology is a double-edged sword, on the one hand it is hugely invasive seeping work into every hour of every day through smart phones etc, but the other edge is that technology can also give us the flexibility to work productively from home.  I know people who used to be tied to their desks until late at night who now go home, have dinner, put their kids to bed and then log on and get their work done.

So, who is responsible for an employee’s work life balance?  What role does the employer play in the equation?  Well an old-fashioned employer might be recalcitrant, look to the past and not be willing to change.  But in a world where skills are scarce that is not a sustainable position.

I think the role of the employer is to create an environment that enables employees to be the best they can be.  That might mean providing training and tools to enable them to do their job effectively.  It might also mean providing the infrastructure to allow them to work effectively away from ‘their desk’ when it is applicable.

But the individual has a responsibility as well. They must work at being effective, to use their time productively, to make smart decisions about their priorities, so that they meet their obligations to work, family and friends.

The fact is that competition in business has never been fiercer and it is unlikely to ease up.  To be able to compete businesses need engaged productive employees.  To be engaged and productive employees need to be able to deliver on the demands of family and community as well as those from work.

It isn’t simple and we won’t get it right all the time.