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IN THIS ISSUE• The ‘Uberisation’ of staffing

• 12 trends impacting staffing in 2016

• Standing up, standing proud: big issues for recruitment in 2016

RCSAJournalAustralia & New Zealand | March 2016

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

The world of work: flexibility wins!

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REPORTS4 President’s Report: Peter Langford FRCSA

6 CEO’s Report: George Lambrou

EVENTS8 The RCSA Gala Ball & Awards Australia

and New Zealand

FOCUS: THE WORLD OF WORK12 The world of work: flexibility wins!

14 The ‘Uberisation’ of work

16 12 trends impacting staffing in 2016

18 Smart regulation makes countries more competitive

20 The future of work: knowledge is cheap; empathy comes at a cost

22 Standing up, standing proud – the big issues for recruitment in 2016

24 Welcome to a brave new world

NEW ZEALAND UPDATE25 NZ market comments

BUSINESS MANAGEMENT26 Australian superannuation funds to benefit

from global economic ‘rebalancing’

28 How good interviews become bad hires

30 SEEK profile creates increased candidate pool for recruiters

31 Using digital technology to your advantage

32 Communicating your message in just 20 seconds

DIVERSITY33 Disability Employment Australia Forum report

ASSOCIATION NEWS35 Live webcast with Andrew Banks

36 New RCSA Board and Council Members

37 RCSA Influence

38 ANRA News

39 AMRANZ Update

40 RCSA Partners and Premium Supporters

41 RCSA CPD & Events Calendar

41 Welcome to new Corporate Members

42 RCSA Board, Life Members and Fellows

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

RECRUITMENT & CONSULTING SERVICES ASSOCIATION LIMITED

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

RCSA AUSTRALIA & NEW ZEALAND

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

© Copyright RCSA 2016 ISSN 1838-8736

RCSA Gala Ball & Awards8

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RCSA JOURNAL4

PRESIDENT’S REPORT

As specialists in employment we also need to align and manage the expectations of workers and employers as we speed toward the future world of work.

Reshaping Australia’s labour market is an industry responsibility

I write to you in my capacity as Interim (acting) President. As many of our members would now know, my appointment was bought

about by the forced absence of our president Rob van Stokrom on a short period of medical leave. I’m pleased to report that Rob is doing very well and will be back in the President’s seat soon.

This year has commenced at a frantic pace and from all indications, 2016 promises to be significant as we continue to develop the profile and reputation of RCSA and the industry.

In this issue of the RCSA Journal we look at the future of work. As employment service professionals, our industry sits at the cross-roads of the world of work as RCSA members are asked every day about where to find the future workforce, about the conditions and rewards that will attract and retain those workers and about the design of successful workplaces in the future.

While most discussions about the future world of work include the latest technologies, and agreement on the need for better education and training, over the past several years these same discussions are coming to terms with the reforms and cultural changes required of the policies and workplace structures that will directly influence the willingness of workers to engage in the workforce of the future. The frequently cited adage that ‘Knowledge is Power’ has never been more relevant. As Australia and New Zealand transition to become knowledge-based and smart economies, the search for workers with the skills to power the future is heating up and is now global.

As specialists in employment we also need to align and manage the expectations of workers as we speed toward the future world of work. Workers in the future will be mobile and connected. They will enjoy the capability to share information, work and experiences and importantly provide their own peer group with first-hand and instant feedback about you and your company. A recent survey of early career employees found that on average they believe

they will retire at 52 years of age. I recall thinking that once!

RCSA continues to work with governments and our partners in industry to position RCSA members as knowledge partners for the future of work. I encourage you to actively participate in RCSA initiatives such as the Youth Jobs Charter, industry working groups and forums and RCSA educational events that regularly examine trends and developments in this area. RCSA’s ‘in house’ training services are also proving very popular and beneficial.

As part of our commitment to communicating a contemporary view of the employment services industry and the work of members, last year the Board commenced a review of the RCSA name and brand. Members were asked to provide their ideas and the board sought inputs from several experts. At the last board meeting in February, we selected a partner that over the coming months will assist in realising a new name and brand for your industry peak body. Stay tuned as further updates will follow.

I also wanted to let you know that the search for a new CEO has attracted a number of high calibre applicants. The RCSA Board hopes to announce an appointment soon.

And finally, I thank our Vice President Sinead Hourigan, other members of the board and the RCSA staff for their ongoing assistance. We wish Robert a prompt return to good health and to the President’s Chair. I have already received several Tweets from Rob reminding me not to get too comfortable.

Peter Langford FRCSARCSA Interim President, Australia and New Zealand

1 The Future of Work: How can we adapt to survive and thrive, was conducted by Deloitte Access Economics for the Chartered Accountants Australia and New Zealand.

Peter Langford FRCSA

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RCSA JOURNAL6

CEO’S REPORT

George Lambrou

Welcome to the first issue of the RCSA Journal for 2016

This is a year which is already shaping up as possibly one of the most exciting and pivotal in the history of the RCSA.

In an industry characterised by rapid transformation, our organisation is also undergoing significant change as we constantly tailor what we do to better reflect the needs of our members and their businesses.

Our primary aims, of course, are to resource, support and equip our members as you successfully negotiate the challenges of our dynamic industry. We are also committed to working with business, industry, government and the wider community to advocate, represent, support and consult on issues and initiatives of importance to the industry in Australia and New Zealand.

Chief among these initiatives are the development of the landmark Employment Services Industry Code (ESIC) and the RCSA Service Delivery Standard (SDS).

The development of ESIC is a ‘once-in- a-generation’ opportunity to contribute to the national response to labour market exploitation, as consultation and fine-tuning on the Code continue.

Currently, we are consulting on a revised ‘outcomes based’ version of the Code – one that seeks to define appropriate standards of professional conduct by what we want to achieve, rather than by a prescriptive or ‘rules-based’ mechanism. This has been tabled for ratification by the RCSA Board, after which we will continue to seek federal government support for it to be prescribed as an industry code under the Competition and Consumer Act.

Of course, everything worthwhile takes time. We will continue to work closely with other stakeholders and hope that the Code will be adopted some time during 2017.

The final version of the SDS has now been signed off and will be provided to all RCSA corporate members as a member benefit, with copies sent out with renewals later this year. This Standard will not only provide a useful, industry-specific quality management framework to help businesses deliver service excellence, but can also be used as a

‘stepping stone’ to accreditation under ISO 9001, if this is required.

We will shortly be inviting appropriately qualified auditors for appointment to a panel of RCSA SDS approved auditors. Corporate members who would like to become SDS certified will be able to select from this panel and then enter into a separate commercial arrangement with the auditor of their choice.

We’ll be releasing more information about the SDS program over the coming months, so watch this space for updates.

From consultation to celebration – and we will soon once again be presenting the RCSA Awards. In response to overwhelming demand, we have this year run separate competitions on both sides of the Tasman, and will be presenting the Australian Awards at a Gala Ball at the Park Hyatt in Melbourne on 26 May, and recognising New Zealand winners at a similar function at the Hilton Auckland on 16 June.

This is a great reflection of the strength of the industry and the RCSA in both these markets, and I encourage all of you to join us to catch up with colleagues and friends, celebrate our industry and recognise the achievement of excellence.

Plans are also well underway for the 2016 RCSA International Conference, which will this year be held at the Sheraton Mirage in beautiful Port Douglas, Queensland, from 24-26 August. With a theme of ‘Next Generation Recruitment’, the conference will provide you with the opportunity to hear from industry experts on how best to integrate the experience you have gained in the past with the exciting developments which are impacting on our industry, to make the most of tomorrow’s recruitment opportunities.

As usual, there will be a packed program, with keynote speakers addressing the ‘big issues’ and a broad selection of concurrent speaker sessions to provide more detailed and issue-specific information on particular areas of interest. While program details are still to be finalised, it promises to be a most exciting, enlightening and valuable experience. Add the chance to meet with colleagues from around the region and

enjoy a range of activities and social events, and it’s an unmissable event – make sure you book early to avoid disappointment.

Finally, as the industry landscape and our members’ businesses and requirements change, we know that the RCSA itself needs to continually transform to ensure we reflect and respond to those changes.

More on that over the coming months – but for the moment, we hope you have had a successful start to 2016, and we look forward to partnering with you throughout the year to help you make the most of the exciting opportunities ahead.

George Lambrou

RCSA Interim CEO, Australia and New Zealand

Partnering with you ...to help you make the most of the exciting opportunities ahead.

MARCH 2016 7

RCSA JOURNAL8

THE FUTURE OF WORK

RCSA Awards now in Australia and New ZealandThe RCSA Awards, whose categories have historically been open to both Australian and New Zealand members, have now been separated into two programs – one for each country.

The Australian Awards will be presented at the glittering 2016 RCSA Gala Ball & Awards evening at the Park Hyatt,

Melbourne, on 26 May and the New Zealand Awards will be presented at the inaugural RCSA New Zealand Gala Ball & Awards Dinner in Auckland on 16 June.

The categories available for nomination are the same for both Australian and New Zealand members.

The five Award categories open for nomination in 2016 are:• PEARL Professional Recruiter Award

(for Professional Emerging and Aspiring Recruitment Leaders) encourages and celebrates an individual who is an emerging leader and aspires to excellence in his or her recruitment career.

• The McLean Award for Workplace Safety is awarded to a single case study that demonstrates a company’s or an individual’s commitment to workplace safety activities, a specific workplace safety solution or system.

• The Corporate Social Responsibility (CSR) Award recognises excellence in CSR achievements for businesses in on-hire, recruitment and workforce consulting.

• The Excellence in Client Service and Excellence in Candidate Care categories recognises organisations that have achieved outstanding results through key initiatives that demonstrate leadership and commitment to excellence in client service and excellence in candidate care.

EVENTS

PEARL Professional Recruiter Award

Caitlin Iustini MRCSA (WA)

McLean Award for Workplace Safety

DFP Recruitment Services

Excellence in Client Service Award

Bayside Group

Excellence in Candidate Care Award

Xpand

THE 2015 WINNERS WERE …

Corporate Social Responsibility Award

ManpowerGroup

PRINCIPAL EVENT PARTNER

Join us in rewarding outstanding achievements in recruitment for 2016

It’s celebration time at the RCSA, and we’d love you to join us for an extraordinary evening of festivities to reward the many achievements of 2016.

Come along and mingle with your industry peers among exquisite food and wine and endless entertainment.

2016 RCSA AUSTRALIA & NEW ZEALAND

For more information and to register: www.rcsa.com.au or call +61 2 9922 3477

WHERE: Park Hyatt Melbourne Ballroom, 1 Parliament Place, East Melbourne

WHEN: Thursday 26 May 2016START: Drinks & Canapes 6:30pm-7:00pmDINNER: 7:00pm-11:30pmDRESS: Black Tie

(After party at the Radii Bar)

WHERE: Hilton Auckland, Princes Wharf, 147 Quay Street, Auckland

WHEN: Thursday 16 June 2016START: Drinks & Canapes 6:30pm-7:00pmDINNER: 7:00pm-11:30pmDRESS: Black Tie

RCSA JOURNAL10

THE FUTURE OF WORK

The world of work: flexibility wins!The number of temporary and contract assignments are expected to soar this year, says one leading recruiter. And organisations that embrace flexibility, and are clever enough to identify how to make it work for them, will be the most successful. ‘Flexible staffing’ has long been the basis of building on-hire or ‘temp’ recruitment businesses and today flexibility is more important than ever for both organisations and candidates.

The RCSA Journal asked commentators from leading recruiters Hays and Drake International for their views.

MARCH 2016 11

In the past, flexible staffing primarily involved bringing in temporary staff from an agency to cover for sickness, annual leave, maternity leave, and workload spikes such as stocktakes

and month-end. A major downside was not being able to rely on getting the same person each time, or for the entire period. Today’s flexible staffing is far more complex, with options for on-hire, contract, part-time, job sharing, freelancing, regular and recurring applications and so on, used routinely – with the benefit, in most instances, of having the same person in the role.

‘Workers are looking at ways to have more flexibility: they love the

ability to be able to work remotely or to job share because it fits in with

their lives and allows some work/life balance,’ says Nick Deligiannis, Managing Director, Hays. ‘And employers are more attuned to this, with our surveys showing that flexible work arrangements are really important for both attracting and retaining employees.’

‘From a psychological perspective, flexible working arrangements such as working from home not only increase productivity from a work-life balance perspective, but also increase workers’ sense of autonomy,’ says Sophie Mattingley, Administrations Officer, Drake International, who comes from a psychology background. ‘This in turn leads to greater motivation and loyalty, two of the most important precursors to job success.’

Overall, more than 50 per cent of people in the workforce are now employed on a non-traditional basis, says Vanessa Parker, National Manager, Strategic Communications, Drake International. ‘This includes those working part-time, casual, and temporary. Without doubt this is a rising trend, as workers are looking for more flexibility.’

While the percentage of the workforce in flexible positions varies across industries, and across the regions in Australia and New Zealand where Hays operates, the propensity for, and the numbers of employees in flexible working arrangements, is increasing, Nick adds.

‘It also predominates in the overall business we undertake. Globally, last financial year Hays placed 63,000 permanent roles, while 200,000 candidates were placed in flexible arrangements. Within Australia and New Zealand, Hays placed almost 12,000 permanent hires, and over 60,000 in flexible positions.’

According to the 2012 Australian Workplace Relations Study1 40 per cent of employers – inclusive of all enterprises – agreed to signing employees for flexible working arrangements. ‘The percentage was much greater – closer to 75 per cent – for larger organisations,’ Sophie

says. ‘Allowing employees to work from home is the most commonly accepted type of flexible working arrangement. The reason for this is that employers are beginning to notice the increased productivity and performance that comes from employees who do this.’

All organisations benefitThe stats from this study show a greater

percentage of large organisations (200-plus employees) are agreeing to flexible arrangements. ‘This can be attributed to the fact that larger businesses have a larger recruitment drive, and in order to maintain a competitive advantage are allowing a greater degree of leniency with their flexible working arrangements,’ comments Sophie, who suspects the greatest divide exists between older and newer organisations, since newer organisations are more likely to be progressive in their attitudes and insights into workplace productivity.

Still, small and medium enterprises certainly benefit from this shift. ‘With smaller turnover and therefore lower levels of profitability, they don’t necessarily want full-time-equivalent employees,’ Nick points out. ‘Flexible arrangements where they can scale headcount and acquire the skills they require only when they’re needed are important.’

And it appears this evolution has not impacted recruitment agencies. ‘It’s up to the agencies to respond to the changing trends and I think Drake has done this well,’ Vanessa says. The biggest impact on recruiters, she adds, has been the advent of online job advertising as this enables businesses to do their own recruitment. ‘However, most companies still prefer to do this through a reputable agency, because the same challenges remain. Regardless of whether you’re seeking traditional or flexible staff, you have to find the right people, with the right skills, values, and knowledge. In fact, when hiring staff on a flexible basis more thought needs to go into traits conducive to this way of working, such as independence, autonomy and previous experience, which are qualities that agencies are experts in attracting and measuring. Businesses might reuse some of their staff, but the growth in this is offset by a growth in temps anyway.’

The gender issueTraditionally, flexible options were largely the

domain of female workers – and the recent Bain & Company and Chief Executive Women report2, which suggests flexibility is a career killer for males, opens questions about whether things have changed.

‘We have a different view on this,’ Nick says. ‘There’s no doubt if you look at it historically, and look at where we are today, flexibility for women is really important because often it’s linked to

THE FUTURE OF WORK

RCSA JOURNAL12

THE FUTURE OF WORK

maternity leave and the ability to return to an organisation where otherwise they wouldn’t.

‘We expect the number of temporary and contract assignments will continue to surge this year – and this encompasses both genders. Employers are looking for a flexible headcount, while job seekers are looking to expand their experience and networks and have flexibility around that.’

Gaining experience in different industries through different projects is desirable for both men and women, Nick continues. ‘Broader skills make you more attractive to potential employers because they see you can bring in different views from different environments. Equally important is developing personal networks, given the fact that much of the employment market operates through referrals and networks and having experience of working with people. Only a very small percentage of positions is actually advertised.

‘It’s about bringing experience and skills the business needs to operate and to grow and this is done by getting the right person. By no stretch is it a gender-related issue.’

Vanessa notes that at the executive level, it appears increasing numbers of men want greater flexibility in their diary. ‘Typically, women are better at juggling flexibility and work/life arrangements, but I think men are catching up. More and more are looking to work flexibly, and organisations are starting to respond to this. Does this limit their career prospects? Possibly, but it depends on the organisation’s attitudes. As we see a reduction in stigma, organisations will begin to see the benefits of allowing men as well as women to work flexibly.’

‘There’s no doubt more females use flexible arrangements than men,’ adds Sophie. ‘However, this would not be only the employer’s doing, as men are less inclined to request them. Stigma

and associated fears could play a major role in this divide, but it may also be that men are not wanting or needing to take up flexible working arrangements. Generally speaking, our culture still supports traditional business hours, particularly for males, so this may create the ‘if it ain’t broke, don’t fix it’ mentality.’

Worker successA highly desirable quality for flexible workers

is having broad technical skills and the capacity to transfer those skills into different areas, as this allows organisations to access that flexibility and use the person on different components of a project or in different parts of the business.

‘It’s important to encourage this because of the marketability,’ Nick stresses. ‘In some areas there’s an oversupply of candidates, so it’s more difficult to find opportunities. In other areas there’s a real shortage, and generally the more technical and the more specialised the skill, the greater the shortage, so if you have those skills you’re in higher demand.

‘Having transferable skills – for example, project management skills in a certain area – opens up the number of projects an organisation can talk to you about. A person who is able to add value with transferable skills and the ability to take a broader view is highly attractive to organisations, and much more marketable as a candidate. These are the people who find jobs more readily and are subsequently re-employed.’

Nick adds that most organisations either recruit people they like initially, or want them back because of the attitude and the culture. ‘Technical skills are really important but in many instances they’re not insurmountable. It comes down to whether the person has the capacity to communicate, to turn their hand to different areas, to think laterally about how they transfer their skills to different projects or different parts of the business. That’s the really important point.’

Whether an organisation is able to implement it and make it work well comes down to the strength of their belief that if it’s done well, you attract higher-quality people – and retain them. This in turn can increase productivity because you have a happy, more productive workforce.

Nick Deligiannis

Nick Deligiannis, Managing Director, Hays Sophie Mattingley, Administrations Officer and Vanessa Parker, National Manager, Strategic Communications, Drake International

MARCH 2016 13

THE FUTURE OF WORK

Organisational successSome organisations grapple with how to make

flexible staffing work because clearly it’s very difficult to do well. This is particularly the case in any role with a customer-interfacing component, or where it’s necessary to be in the office constantly for whatever reason.

‘Organisations are getting better at identifying the critical components, whether it’s absolutely essential for that person to be in the office every day, or to operate and work in a certain way,’ he says. ‘When they take the time to conduct an analysis, and have the appetite and the ability to manage it well, they often find it’s not necessary, that they don’t need to have the structured approach that historically occurred. I think this realisation will only continue going forward.’

Nick believes the success or failure of blended workforces down to two key factors. One is how well non-permanent staff are aligned with the organisation’s culture and values. ‘So if you leave a flex worker on a project sitting on their own, not integrating with the organisation, not understanding the big picture of what they’re trying to achieve, you won’t retain that person, nor will you get the best productivity. Also, people within the organisation are looking at them and wondering where that person fits in. So the way an organisation integrates flexible workers with staff is absolutely critical.’

The second is cultural fit. Nick strongly recommends taking the time – even for a shorter-term project – to make sure the person fits into the organisation’s culture, otherwise it won’t work for the employee and the employer won’t get the productivity they require. ‘If you do this well, you’ll find the time it takes for this person to deliver the qualitative measure and also the quantitative measure, and how quickly they get productive, is substantially reduced.’

Workers coming in on a temporary basis also need to understand the broader strategies of what the organisation is doing, so induction should include this by explaining what they’re trying to achieve overall, and how the flex worker fits into it within the team, or individually with their particular task. ‘Align this with anything else that’s going on, so if you’re running incentives internally, try to include them as you’ll get much more engagement,’ Nick advises.

Because organisations face extra challenges in taking on a flexible workforce, they need to have in place the right policies that ensure flexibility does not translate to decreased productivity and a lack of equality across the organisation. ‘It’s important to have in place a way of measuring flexible employees’ productivity against those under traditional hours to ensure the flexible

arrangement is benefiting the company,’ Sophie adds. ‘Secondly, they need to have the right infrastructure – particularly in regards to working from home – such as ensuring employees’ at-home systems communicate well with the office system. Lastly, the employee needs to have the right personality traits that support a more independent and flexible arrangement, and identifying this comes down to recruitment, which is where expert advice can help.’

‘Recruiters can play a big part, because we’re dealing with large numbers of candidates: talking to them about what they want, what motivates them, and so on,’ Vanessa says. ‘Recruiters are good at identifying people who want the flexible arrangement to work, and also at convincing the organisation that it’s worthwhile.’

Into the futureLooking to the future, Nick believes

organisations that embrace flexibility, and are clever enough to identify how to make it work for them, will be the most successful. ‘Without doubt there are challenges, as flexibility is challenging conventional thinking in many ways. However, I think it will only strengthen because it’s a win-win – provided it’s managed really well. That’s the caveat. In the current climate where cost management is critical, organisations need to be nimble with a flexible workforce.’

Vanessa and Sophie predict the trend towards more flexible forms of staffing will continue, largely because technology is facilitating this. ‘It’s also what workers are wanting, and organisations will be pressured to respond. Men will start to catch up to women as stigma decreases. Clever organisations will catch on and learn how to turn this flexible staffing into an advantage.’

‘Alongside this flexibility, I think we’ll also see an increase in policies put in place to ensure productivity is not compromised,’ Sophie adds ‘It is true that for many people flexibility means greater job satisfaction, which is a means to greater productivity. At the same time many personality types thrive around structure. In short, paralleling the rise in the trend we will also see a rise in policies to restrict the exploitation of more flexible systems, as well as HR tools that enable us to assess people’s suitability to these arrangements.’

Nick Deligiannis (Hays) and Sophie Mattingly and Vanessa Parker (Drake International) spoke with business writer Rosemary Ann Ogilvie.

1 www.fwc.gov.au/creating-fair-workplaces/research/australian-workplace-relations-study

2 www.smh.com.au/business/workplace-relations/men-who-work-flexibly-dont-get-promotions-report-20160202-gmjcxh.html

3 www.kellyservices.com/uploadedFiles/16-0004_KGWI_Topic1_ebook.pdf

Trade offs

A key aspect of the

flexible work

mindset – or

Work-Life Design, as Kelly

terms it – is a willingness

to pass up opportunities or

promotions in return for

other benefits.

Globally, states Kelly’s

report Work Life Design, the

New Balance3 a significant

proportion of the workforce

is prepared to sacrifice

higher pay for:

• more flexible work

schedules or arrangements

(36 per cent)

• the opportunity to work

remotely (30 per cent)

• reduced hours or

additional vacation time

(24 per cent).

However, when it comes

to sacrificing pay for fewer

job or management

responsibilities, just 14 per

cent of workers are prepared

to do this.

Globally, a significant

proportion of the workforce

is prepared to sacrifice

career advancement for

• more flexible work

schedules or arrangements

(30 per cent)

• the opportunity to work

remotely (26 per cent)

• reduced hours

(22 per cent)

• fewer job or management

responsibilities

(20 per cent).

Overall, workers in the

Asia-Pacific region are

significantly more willing

to give up higher pay and

sacrifice career advancement

for individual Work-Life

Design elements than

workers in Europe.

RCSA JOURNAL14

THE FUTURE OF WORK

The ‘Uberisation’ of workRob Davidson APRCSA looks at the efficiencies of using on-hire/contract staff, part-time, regular and recurring applications. How has this changed from the glory days of ‘temps’ and how will it change in the future?

In the future, everything that can become a platform will become a platform.

This is commonly known as the ‘Uberisation’ of industries and it will impact the temporary staffing business to a significant degree.

We know that literally billions of dollars are being invested every year to develop the technology to take much of the staffing industry online. The key question is, to what degree does this threaten our industry or does it also provide opportunities we have yet to embrace?

On the one hand, we know that the numbers of contingent workers are forecasted to rise to nearly 50 per cent of the workforce over the next ten years, yet there is no law that says the staffing industry will be the beneficiary of this trend. It may well be the platforms like Freelancer and Upwork who prove to be the real winners.

As a business owner, this topic, more than any other, keeps me awake at night.

The value of most of our businesses lies in the size of our contracting book – low contractor revenue equals low valuation. My view (and my fear) is that many owners and boards are underestimating the impact the ‘Uberisation’ of staffing will have on the sustainability and the value of our businesses.

Consider what companies such as Netflix did to Blockbuster and the video rental business as a whole.

Already we are finding margins being squeezed below levels we would have found acceptable 25 years ago and we are yet to feel the impact of technology in the staffing sector.

This trend will affect different industry sectors in different ways. For those who provide low skilled workers where candidate numbers are high the impact will be profound. If I can find a temp receptionist online who has a list of references and test results for an eight per cent margin, why will I continue to use a staffing agency which will try to charge me 300 per cent more in many cases?

The uptake among clients will be slow at first, but over time the trend will grow, particularly as gen Y, who are a tech savvy cohort, moves into management positions. The technology might be difficult for a client to use a staffing platform the first few times

just as it was when they first learned to use Uber, but over time using technology becomes second nature.

Once it is both easier and cheaper to buy a service online, it is hard for traditional businesses to compete. Again, compare ringing a taxi company to the ease of using your Uber app.

For the agencies who provide highly skilled and hard to find contractors the impact will be less immediate. For now, clients will continue to use those agencies albeit with increasing margin pressure in the case of the larger and more sophisticated clients. History shows us that the real threat of technology is not felt until a recession hits.

Clients are happy to use traditional businesses when in good economic times, but when we enter a contractionary phase businesses look for ways to reduce costs and technology usually provides an answer.

My sense is that if we had a recession tomorrow (touch wood) many clients who now use staffing firms would learn to use the cheaper option, which staffing platforms can provide.

The key for agencies is two-fold:• How do we provide value to both clients

and candidates beyond that which can be found on an online platform?

• How do we rebuild our business models such that we can compete in a world where margins are lower and clients’ expectations are higher?

By Rob Davidson, Davidson Founder and Director of GrowthRob Davidson APRCSA

RCSA JOURNAL16

Staffing Industry Analysts have taken a look at the 12 major trends that will impact the global staffing industry this year. John Nurthen reports that these trends range from the growth of the human cloud to legislative changes.

12016 will likely be a replay of 2015, but the risk of global recession is higher

Déjà vu is likely to be a dominant theme for 2016 for international staffing firms. Staffing Industry Analysts estimates had global staffing revenue growth at six per cent in 2015 and predicts seven per cent for 2016. Global GDP is still forecast to be better in 2016 than it was in 2015 despite the macroeconomic and geopolitical uncertainty so, if the global economy manages not to tear itself apart, this should be a pretty decent year.

For companies exposed to a single country or region, 2016 might look markedly different. There are certainly pockets of strong growth if you know where to look.

2Staffing office networks will not grow at the same rate as staffing revenue

There are a number of factors that call into question the merits of maintaining expensive office networks which will likely inhibit some staffing executives from splashing out on bricks and mortar even if business is growing healthily this year. Factors such as advances in technology, outsourcing and property prices will not only deter new office openings but lead to closures in some instances.

3There will be further consolidation among the top 20 staffing firms

Recruit Holdings (sixth largest staffing firm) has been on an acquisition spree of late — including the acquisition of USG People (12th largest staffing firm) in Europe. Randstad (second largest staffing

firm) is in the process of acquiring the Swedish giant, Proffice (54th largest staffing firm). And many other international staffing firms have openly expressed a strategic policy that includes acquisitive growth.

4Staffing firms will increasingly take advantage of digitisation and the availability of big data

The staffing front office is a convergence hub and the perfect place to take advantage of big data. Decision making can be augmented by machine intelligence and analytics. This year is likely to see continuing momentum as staffing firms increasingly recognise how their use of data can provide them with a compelling strategic advantage.

5Skills shortages will worsen as unemployment continues to decline in most developed markets

There is plenty of demographic evidence that skills shortages are heading in just one direction over the medium and long term. On the whole, for staffing firms, this is all good news. Employers have a number of different channels available to them to source personnel of which use of a staffing firm is just one. As skills shortages bite, however, they increasingly have to rely on the professional services of a staffing agency compared to more ‘speculative’ channels such as advertising.

6Larger staffing firms will make acquisitions (or launch new services) across different

segments of the Workforce Solutions Ecosystem in order to broaden their service portfolios

Staffing Industry Analysts introduced the Workforce Solutions Ecosystem in 2015 putting the Staffing Industry at the heart of an increasingly complex web of third-party work solution providers. One prediction was that companies offering services in one segment of the ecosystem could expand their services into other segments in order to offer broader services to clients and there is plenty of evidence that this process is already happening.

7The supply of temporary agency workers will be challenged by other forms of contingent

flexibility such as freelancers and SOW consultants as well as outsourced solutions

Sourcing decisions across work types (statement-of-work, temporary, freelancer and permanent) will become more sophisticated as employers’ visibility across worker types improves. SIA’s survey of global contingent workforce buyers tells us that temporary agency workers are not the preferred choice compared to other contingent options like SOW project-based workers, outsourced or offshore workers.

8Companies providing services in the Human Cloud will continue to innovate and grow at a faster rate

than companies providing staffing services

Staffing Industry Analysts estimates online staffing platforms (i.e. Upwork, Freelancer) are growing at a rate of between 40 per cent and 60 per cent per annum. Add to this the online services category which includes the behemoth, Uber, and it’s not difficult to see how the Human Cloud will continue to gain traction. Whether this growth will be at the expense of the staffing industry, rather than complementary to it, remains open to question.

9Larger staffing firms will continue to develop their Total Talent Management services though

client traction will be limited to a few early adopters

Total Talent Management refers to the practice of routinely considering all forms of work options when it comes to talent acquisition or management. Staffing Industry Analysts’ major report on the status and likely development of Total Talent Management published in partnership with ERE Media last year suggests that these holistic and proactive solutions will require a period of evangelisation before clients recognise the benefit and potential. This hasn’t stopped a number of brave pioneers from launching these services.

THE FUTURE OF WORK

12 trends impacting staffing in 2016

MARCH 2016 17

10Automation of the workforce will act as an invisible hand in reducing

demand for workers in job categories that can be ‘routinised’ by means of pattern recognition

There have been numerous articles published commenting on the impact of technology on jobs. Whichever of the many predictions on this matter turn out to be true, we should recognise that we are facing a fundamental shift in the way work is undertaken which staffing executives cannot afford to ignore.

11The use of more sophisticated procurement methodologies such as MSP and RPO will

continue to gain traction, particularly in more immature staffing markets

In the US, MSP has more recently been growing at about the same rate as the overall staffing market. While MSP penetration in the US seems to have stalled (approximately half of all US temporary workers are now sourced via an MSP), there is still very strong growth in many European and Asian countries, albeit starting from a lower base.

12Legislative changes will continue to affect staffing firms with four key issues

broadly impacting global markets.

Staffing will again be a highly politicised topic with a number of impending legal changes impacting national markets in 2016. We see four main trends that people should pay attention to:1. the development of laws relating to data

protection and privacy

2. legislation to address imbalances in stagnant labour markets where employers use informal work arrangements in preference to taking on highly protected employees

3. crackdowns on the misclassification of employees as independent contractors from governments seeing a loss in tax revenue and

4. government incentives to tackle an ageing workforce and loss of skills, by encouraging greater diversity in the workplace.

John Nurthen is Executive Director, Global Research, for Staffing Industry Analysts, the global advisor on contingent work. For more information, visit www.staffingindustry.com.

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THE FUTURE OF WORK

12 trends impacting staffing in 2016

RCSA JOURNAL18

Smart regulation makes countries more competitiveMore and more Australian and New Zealand businesses need to compete on a global scale and the need for flexible labour models has never been more apparent, writes Steve Shepherd FRCSA (Life), RCSA Representative and Ciett Board member.

At a time when we see ‘labour hire inquiries’ underway in Victoria, South Australia and Queensland and the

New Zealand Labour Party’s Future of Work Commission is examining the impact of flexible work, Ciett’s latest research shows that countries which have adopted a smart approach to regulation of the employment and recruitment industry are more competitive. They enjoy better functioning labour markets with job creation, higher levels of participation and inclusion as well as lower levels of youth unemployment.

The latest Ciett Smart Regulation Index shows a clear and positive correlation between the World Economic Forum Global Competitiveness Index and countries that score best in terms of smart regulation for the employment and recruitment sector. By balancing flexibility with security for companies and workers alike these countries enjoy higher levels of agency work penetration which supports job creation and a greater range of employment forms and contracts.

I am sure it comes as no surprise that the Ciett findings align with the WEF Competitive Index as our industry is leading in a changing world of work – and we know that an appropriate level of balance between flexibility and security for workers as well as employers is essential to drive job creation in Australia and New Zealand.

The Smart Regulation Index was developed by Ciett and The Boston Consulting Group back in 2011 as a means of benchmarking the appropriateness of regulation in industry in different countries around the world. Updated in 2015 to include 35 countries, the Index looks at four key dimensions in the regulatory framework:• the right of establishment• the right to provide services and to contract• the right to negotiate and to social

protection and• the right to contribute to labour market

policies.Strong performers fall primarily into two categories:1. markets with a high level of social dialogue

such as the Netherlands and Scandinavian countries and

2. countries with Anglo Saxon, market-driven economies such as Canada, US, Australia, New Zealand and the UK.Both models strike a good balance that

delivers flexibility and security for both companies and workers.

Countries such as Italy, Greece, Spain, France and even Argentina, which have made significant labour market reforms over the past four years, have all seen their ranking on the Smart Regulation Index improve. Meanwhile, countries that are legislator driven with little or outdated

THE FUTURE OF WORK

Steve Shepherd FRCSA (Life)

The chart shows that smart regulation of the employment and recruitment industry makes countries more competitive.

MARCH 2016 19

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legislation, lie at the very bottom of the Index. They are limited by their ability to create jobs and deliver inclusive labour markets that provide workers with decent work. This damages social justice by limiting labour market access and also damages the competitiveness of the economy.

Ensuring Australia and New Zealand’s labour markets remain competitive will be crucial to our economies in the future and Ciett is working closely with the RCSA to ensure

these research findings are shared with government as part of their review processes.

THE FUTURE OF WORK

Ciett findings aliugn with the WEF Competitive Index.

RCSA JOURNAL20

Future of Work – knowledge is cheap; empathy may come at a costWhen asked to write an article on the future of work for this issue of the RCSA Journal, I found myself reflecting on William Gibson’s adage that ‘The future is already here — it’s just not very evenly distributed’1.

It’s an idea that has been brought home to us many times. It was brought home to me, most recently, when I was in

Melbourne with George Lambrou (Interim CEO of RCSA) for meetings about the Employment Services Industry Code. We were discussing different types of work and George reminded me that Peter Drucker’s famous prediction about the rise of ‘knowledge workers’ in the twenty-first century was first made as long ago as 1957!

Drucker’s statement that, ‘the most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity’ has probably inspired generations of hopeful students to pursue tertiary qualifications and careers in fields such as science, engineering, architecture, accountancy, medicine, and law, where the chief job function is to ‘think for a living’.

But knowledge, even professional knowledge, seems to be vastly more accessible these days than it once was. It is also now shared on a multi-disciplinary basis, so that we can no longer really say with much confidence that the defining feature of the work we do, or of its value, is the knowledge that we possess or bring to bear upon it.

Of course there is much more to knowledge jobs than just the thinking. As one wise person explained to me, when I started legal practice: ‘being a solicitor is about filling out forms and dealing with people!’ Strange she did not say much about professional knowledge. Perhaps there was some cynicism in her comment; but it has stayed with me.

So, the future is already with us.We entered the age of the knowledge

worker at least 60 years ago (and might already have passed through it).

Most of the ‘filling out of forms’ has been automated; and, as robots or computers now do much of the work originally designed for robots or people to do (though we might not have known it at the time), it is the ‘dealing with people’ that seems to have become the essence of what we now begin to recognise as ‘future work’.

Increasingly, human capacities for empathy, kindness, nurture, curiosity, imagination, sociability, and collaboration will become the defining qualities of future work. Such qualities do not lend themselves to being taught or bought. While they may imply a type of service, they are not amenable to command or control. And they may not always demonstrate obedience!

I have heard this understanding of the future of work expressed recently in many different ways. Jeremy Scrivens, future work catalyst, states it eloquently and in 140 characters or less2: Future of work is the restoration of authentic community at scale.

Now, if that is right, the approach to constructing future work relationships will need to change. It can no longer be based upon an economic model that recognises inputs chiefly in terms of capital and labour; or upon a legal model that allocates rights and obligations chiefly according to the distribution of capital and labour, as though future work was some sort of commodity capable of being transacted.

‘No one puts new wine into old wineskins’, as the saying goes, ‘for the wine will burst the skins, and both the wine and the wineskins will be ruined. No, they pour new wine into new wineskins’. The future of work therefore challenges us to think about what working relationships should really look like and how we should be engaging with them. Note that I have not said managing or controlling them.

In the last issue of the RCSA Journal I wrote that I was having to find fresh language to script new narratives of work and of the organisation – thinking not so much in terms of ownership (possession, exclusion; fencing out) as in terms of stewardship (care, inclusion, fencing in). I was needing to think not so much in terms of obligation as in terms of co-operation. And I was having to find ways to charter co-operative relationships that are sufficiently elastic to accommodate disruption and change and yet firm enough to support productive engagements.

THE FUTURE OF WORK

MARCH 2016 21

That process continues and has been shaping the development of the Employment Services Industry Code, about which George has written in his CEO’s Report.

What we are finding is that, for this industry, there may well be advantage in developing a code with more of a ‘human touch’ – one that links fundamental principles of Equal Opportunity & Diversity; Service; Integrity & Fair Dealing; Co-operation; and Assurance to clearly stated outcomes in key relationship areas with work seekers, customers, supply chain participants, competitors and with participants’ own businesses. It is a process that seems fruitful at this point and one that we are hoping might lead to a better understanding of our industry, which, after all, is a very human business!

1. Reported to have been first said by him in an interview on Fresh Air, NPR (31 August 1993).

2. https://www.linkedin.com/pulse/future-work-restoration-authentic-community-scale-jeremy-scrivens accessed 19 Feb 2016 at 1030hrs

Andrew Wood Hon FRCSA (Life)

THE FUTURE OF WORK

Future of work is the restoration of authentic community at scale.

RCSA JOURNAL22

Standing up, standing proud – the big issues for recruitment in 2016At the recent Member Issues Briefings in Melbourne, Sydney and on webinar, Policy Adviser Charles Cameron highlighted the following key issues and developments that members need to be across.

Since the broadcasting of the Four Corners expose on illegal labour contracting within the horticultural

sector last year there has been a wave of interest in ‘labour hire’ within Australia and the exploitation of vulnerable workers – and rightly so. As an industry body, RCSA is appalled by the behaviour of opportunistic exploiters of both foreign and Australian labour and we have been clear in our calls for the rubbing out of their practices and their businesses, if you can call them businesses.

On the back of this increased profile on third party labour suppliers, has come three state-based inquiries into ‘labour hire’ and insecure work. This presents us, as an industry, with the opportunity to define the profession against the opportunistic and to promote the true value of the ethical labour market intermediary. An opportunity to stand up and stand proud.

With this increased focus on our opportunity to promote professional practice, it is critical that we stay ahead of change and other issues. Not only to represent our industry well, but to make sure we deliver great service to clients, candidates and on-hire workers alike.

Federal Government Review of the Fair Work Act to ensure it is current and effective

On 10 February, RCSA attended a roundtable on this topic at the invitation of Senator Michaelia Cash, Minister for Employment. The roundtable was attended by approximately 30 representatives of the business, union, welfare and community sectors. It focused on how the workplace relations system is suited to the way we work today, and may work in the future, in order to achieve growth and productivity while maintaining a strong safety net for vulnerable workers.

RCSA was particularly well-placed to provide constructive and leading comment, given the Minister was particularly keen to explore the concept of flexibility, both for business and workers. The Minister was also very interested in what the disincentives to employment creation and participation were and how we, among others, could remove them.

RCSA articulated the key role of the human intermediary, as RCSA members are, and the means by which we provide solutions to changing work through the aggregation of short-term work opportunities and converting them to permanent and semi-permanent work. RCSA also argued that we need to better define vulnerable in the context of work so that we could provide greater protection to those in need of protection but not shackle those who are not vulnerable.

RCSA highlighted the need for stronger laws to prosecute the labour criminals who exploit the most vulnerable, but also to introduce more adaptable workplace relations laws to allow our members to reflect the work-life needs of employees and our clients.

This was a great opportunity to promote RCSA’s thought leadership and our progressive, yet balanced approach, before a wide audience. I made good contacts with heads of policy from Uber, the Salvation Army, the Retailers Association, the Hotels Association and others.

Modern Award ReviewMarch 2016 will see the business end of

the review of modern awards. Members will be aware that the unions are seeking to further restrict casual employment by introducing casual to permanent conversion obligations in every award, along with minimum 4-hour engagements. RCSA will not only oppose these but is seeking to have the onus on employers to notify casuals of their right to convert, given that no casuals take up the opportunity. However, we will be particularly strong in our opposition to the union application to introduce new obligations to restrict employing new casuals before offering additional hours of work to existing casuals and part time employees. This application is particularly ill-considered and shows that the unions have little understanding of how business operates in 2016. It is highly likely the modern award decisions will be handed down before year’s end and, if they don’t go our way, they could be particularly problematic.

THE FUTURE OF WORK

Charles Cameron, Policy Adviser, FCB Group

MARCH 2016 23

Victorian Labour Hire Inquiry and the Employment Services Industry Code

The Victorian and SA labour hire inquiries are in full swing and RCSA is out there defending the industry from the ideologically inspired allegations of the unions that labour hire is systematically non-compliant and designed only to rip workers off. We know that the union’s motivation is based on their inability to recruit on-hire workers as members, yet it is still concerning given the unions are seeking the introduction of a licensing system in Victoria, and nationally if possible, that would limit the capacity of on-hire firms to offer their services to clients. They are also seeking, as part of their push for licensing, to have on-hire firms pay a large bond and meet operating capital criteria.

There is simply no justification for introducing a union inspired, and possibly controlled, licensing system in Victoria given there is no evidence of non-compliance among genuine operators. A licensing system would be funded by the industry and would only serve to increase the cost

of business while allowing the illegal labour contractors to continue to operate under the radar.

RCSA is proposing that the draft Employment Services Industry Code is adopted by the ACCC and Treasury and will serve as a sustainable and effective form of industry governance covering on-hire and labour contractors. RCSA is continuing in its consultation with industry and other stakeholders and is quietly confident it will be approved so that we can ensure ongoing protection for all workers engaged by third party workforce service providers and recruiters.

TaxationWith revenue problems within Australian

Government, there is going to be an ongoing push on revenue collection and superannuation payment. RCSA is working with the ATO to ensure greater education and clarification of tax obligations in relation to independent contractors who are unincorporated. Members will know that they must withhold PAYG tax from payments made to individual independent contractors

and may have obligations to contribute super on their behalf. We are working to ensure no member remains unaware of this.

Also, the Tax Practitioners Board has recently released guidance which indicates that employers of on-hire employees performing GST and tax return work may be obliged to be registered with the Board. This is something any firm must be aware of and comply with when determining what your workers will be doing for a client as the obligations extend to having qualified professionals ‘supervising’ such work. RCSA argues that such services are ‘employment services’ rather than ‘tax services’ but we are having little luck at this time.

Other state-specific issuesThe recent Issues Briefing also addressed

a number of state-specific issues which members should enquire into for those states, including changes to the Construction Industry LSL Fund coverage in Victoria and WA, focus on the safety of casual and ‘precarious workers’ and a host of other matters. For a copy of the webinar recording contact RCSA on 03 9663 0555.

THE FUTURE OF WORK

RCSA JOURNAL24

THE FUTURE OF WORK

Welcome to a brave new world!

In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.

Martin Barnett, RCSA Ethics, Compliance & Risk Manager

How accurately can we predict the future world of work; how well can we influence the future world of work; what external influences are likely to affect the future world of work; and what do we need to do to prepare ourselves, our businesses and future generations to adapt to the ever-changing future world of work?

Whether we like it or not, the world is evolving – advances in innovation, science and technology, increasing

globalisation, climate change and let us not forget earth’s ever-increasing population growth. The fact is, no matter what we do, how or where we do it, or with whom, there is a whole new world of work, risks and continuous change ahead of us.

There is often a misunderstanding of the three pillars of sustainability – environment, society and economy, when in actual fact they are interconnected. Increasing globalisation can affect the economic environment, which in turn can also impact society. In order for us to continue supporting human life, we must ensure we achieve our sustainable development objectives. Failure to do so speaks for itself.

It goes without saying that developing adaptable strategies and contingency plans for your future business needs and workforce is essential, as is collaboration. Succession planning is also important as it helps with continuity of business operations.

In 2015, KPMG1 identified the top 10 key risks as:1. cybersecurity2. regulatory compliance3. anti-bribery/anti-corruption4. international operations5. third-party relationships6. mergers, acquisitions and divestitures7. strategic alignment8. integrated and continuous risk assessment9. data analytics and continuing auditing and10. talent recruitment and retention.

Insurer Allianz2 identified the top 10 business risks as:1. business interruption and supply chain2. natural catastrophes3. fire/explosion

4. changes in legislation and regulation5. cybercrime, IT failures, espionage

and data breaches6. loss of reputation or brand value

(e.g. from social media)7. market stagnation or decline8. intensified competition9. political/social upheaval, war, and10. theft, fraud and corruption.

Allianz noted that some of these risks are impossible to insure against.

The future world of work is, to some extent, in our hands to embrace, influence and nurture. Ensuring business continuity in what can often be a complex and/or volatile economic environment may require a flexible and diverse workforce – male or female, fresh out of school or university graduates (youth workers), experienced (mature-aged workers), professional, technical or executive level, recruited domestically and/or from overseas.

It will also be necessary to have robust governance structures, standards, policies and procedures to encourage a positive culture of ethical behaviour, integrity and equality, and ongoing continuing professional development programs to ensure skills are kept updated, enabling the staff and the organisation to adapt to future changes.

1. KPMG Internal Audit: Top 10 key risks in 20152. Allianz Risk Barometer 2015 Appendix

Charles Darwin (1809-1882).

MARCH 2016 25

NEW ZEALAND COMMENT

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

We are now past the summer break when businesses tend to enter a slow period including slow

payments putting pressure on cash flows. Hopefully we have all managed our way through the mire and are now solidly back on track with both perm and labour hire operations.

My comments will be short as I think past thoughts on the market have not changed. There is no doubt that the outlook for labour hire and recruitment in general remains solid. While recent Statistics Department figures have shown a drop in unemployment levels to 5.3 per cent. I am surprised that this has been achieved with net immigration levels reaching 54,000 for the year ended December 2015 and slowdowns in some sectors including the Christchurch rebuild. However Auckland remains a major driver in the economy although infrastructural issues are somewhat of a handbrake.

Business confidence dropped a little at the end of 2015 but has bounced back to some degree and hiring intentions are apparently at an all time high according to a recent Hudson survey. This is all great news for recruiters and confirms the bullish comments of last year. New Zealand has reversed historical trends and now has a strong net positive migration inflow predicted to rise to 74,000 in 2016. The question is whether this positive inflow will alleviate the skill shortages that currently exist for New Zealand businesses. In my opinion it appears not, and this reinforces my

view that the demand for talent will drive growth in the recruitment sector. It is also a time when our industry needs to recover from the period when talent was relatively easy and inexpensive to source. Now the cost of recruitment has increased in excess of the rate of wage growth. In the labour hire sector this is a time to watch your margin closely and resist the pressure to reduce your margin to secure business. Volume business does not always translate into profit and the ability to sell value rather than sell on the basis of cost will determine the success of your business.

With Interest rates at a very low level and predicted to remain so for a considerable time, New Zealand economic growth remains solid and is predicted to be at around 2.5 per cent during 2016; good on a global comparison and good for business and employment growth. So 2016 should be a good year.

In 2015, the RCSA in New Zealand gained new levels of visibility and influence which we will continue to build on in 2016. As an industry body we gained more traction as ‘industry experts’ and were able to provide comment on radio, television, and in newspapers regarding youth employment, illegal and exploitative practices such as zero hours and incorrect IRD classification, and exploitation of migrant labour. These are all issues which reflect negatively on our Industry and recruitment and labour hire in general and do not portray a professional and ethical industry. If issues such as these are allowed to escalate this will undoubtedly lead to government legislation and regulation which potentially could destroy our industry. An example of what can happen is the announcement by ACC and IRD that they are considering introducing compulsory deduction and payment of PAYE and ACC at source. This takes the compliance out of the hands of the ‘self-employed contractor’ which will curtail incorrect classification but at the same time potentially will put further pressure on cash flows for small and medium sized businesses. The RCSA will be working very hard in 2016 to work with government to introduce and ratify a ‘code of business practice’ for the industry which will cover

all participants – not just RCSA members – and we will follow closely the progress of ESIC in Australia.

We will also continue to work closely with government bodies such as MBIE and the Labour Inspectorate to identify and report illegal or exploitative practices. If you are concerned about something you have seen or heard, contact the RCSA who will then liaise with the Labour Inspectorate to investigate. In this way we will work towards promoting our industry as ethical and professional and contributing to the economic growth of business and the country while also protecting the interests of workers and creating genuine pathways to employment.

Safety will be a big focus for all industries with new health and safety regulations coming into effect from 4 April this year. By the time this is published, the RCSA will have run webinars on the changes but if you missed these and need to find more information go to www.rcsa.com.au.

In 2016 the RCSA has established the Inaugural RCSA New Zealand Industry Awards and will announce and celebrate winners at the New Zealand RCSA Gala Ball which will be held in Auckland in June. We have had a fantastic response to this initiative so be in early if you wish to secure a table at the event as it is filling fast.

Go to the RCSA website or see pages 8-9 in this issue for details of the Awards and Gala Ball.

Best wishes for 2016 which should be another great year for the industry.

John Harland FRCSA, ERG Workforce Ltd.

RCSA JOURNAL26

BUSINESS MANAGEMENT

To help investors and businesses best prepare for the economic outlook, Kinetic Super hosted an investment panel session

in December last year, featuring three of Australia’s leading experts who gave their insights on what to expect in both the Australian and international markets in 2016.

During the session, Chief Investment Officer Paul Kessell said: ‘The US interest rate rise in late 2015 – the first in a decade – signalled a new cycle of growth, and comes at a time when the Australian economy is rebalancing from mining-led growth to non-mining and services.’

‘Kinetic Super invests both domestically and internationally, so the economic environment in the US and elsewhere is very important in determining how investment strategies are set. We are cautious about the outlook for superannuation returns in 2016, and expect returns to be mildly positive although not at the levels seen over the past few years,’ Paul said.

He said ongoing structural changes within the domestic economy, including the shift from

mining-driven growth to tourism, services and agriculture, were positive for the superannuation sector.

‘Australian businesses are well positioned. There will be challenges for some industries and I think that creates opportunities if businesses can adjust for the impact of higher interest rates and possibly a lower Australian dollar, they will be well positioned in the longer term.’

Chief Economist, Australia & New Zealand, JP.Morgan, Stephen Walters, said that as the US and UK economies moved out of ‘intensive care’ and into a stronger growth phase, interest rates would likely rise.

‘The winners in 2016 will be those economies like the US and UK that are generating jobs and where interest rates are starting to rise. However, higher (global interest) rates will make it harder for emerging world economies such as Brazil, China and Eastern Europe, who are already facing high debt and weaker growth,’ Stephen said.

He urged Australian businesses to be optimistic in 2016 and ‘take a glass half full approach and

Australian superannuation funds to benefit from global economic ‘rebalancing’

Chief Investment Officer Paul Kessell

A 2016 ECONOMIC OUTLOOK FROM KINETIC SUPER

Over the coming year global economic factors such as potential interest rate rises in the US and the heightened volatility of the Australian dollar will have a significant impact in shaping the financial outlook for superannuation funds.

MARCH 2016 27

start investing for the future because the outlook is quite bright.’

Neil Margolis, CEO and Lead Portfolio Manager of Merlon Capital Partners, told the forum that Australia’s trade exposed economy meant its economic fortunes would be closely tied to that of its major trading partners in 2016.

‘This will be an important year given that the US and China are diverging: the US is getting stronger and raising rates, while China is slowing and has a lot of debt so is less likely to lower rates. China needs to rebalance from a fixed investment focus to a consumer spending focus.’

‘The good news is that the Australian economy is already rebalancing: residential construction is booming and retail spending is stronger. The tourism and education sectors are employing more people than mining, which is contracting.’

Neil said that in contrast to the US, Australia still had some flexibility with interest rates. ‘Interest rates can be cut further. While the Reserve Bank is reluctant to do so at this stage, it has the ability to if the currency

doesn’t weaken further.’He urged investors to take a long-term

view to investing: ‘The economy is open and flexible enough to adjust to any challenges ahead,’ he said.

You can view the full investment panel discussion on Kinetic Super’s website: https://www.kineticsuper.com.au/about-us/videos/what-are-the-financial-predictions-for-2016

Other news from Kinetic SuperKinetic Super members had a good start

to the year, with the fund cutting their weekly administration fee from $1.70 per week to the new fee of $1.55 per week. Kinetic Super members’ weekly administration fee now equates to just $80.60 per year – making its fees among the lowest rates of any Australian super fund.

Acting Chief Executive Officer Elizabeth Thomas said the fund was always looking for ways to reduce fees to benefit members.

‘If there is an opportunity to lower our administration fees, then we will. We strive to deliver stronger retirement outcomes for our

members, and reducing administration fees is one way to do this,’ she said.

For the second year in a row, Kinetic Super and the Kinetic Smart Pension product have been awarded five apples in Chant West’s ratings for 2016 – the highest rating a super fund can receive.

The Chant West ratings give super fund members the opportunity to compare super products on an ‘apples with apples’ basis, comparing funds on investments, fees, insurance, administration, member services and organisational management.

Disclaimer: Content provided by Kinetic Superannuation. This information is of a general nature only and does not take into account your personal objectives, financial situation or needs. Before making a decision about Kinetic Super or Kinetic Smart Pension you should obtain and consider the relevant Product Disclosure Statement (PDS) for these products, and any Incorporated Information, and also consider your personal circumstances. For a copy of the PDS, call us on 1300 304 000 or visit the Kinetic Super website, kineticsuper.com.au

BUSINESS MANAGEMENT

for the 2016 program.

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RCSA JOURNAL28

How good interviews become bad hiresJust like a few good dates with an attractive person of interest can lead to a bad relationship, a good series of interviews with a talented job candidate can lead to a bad hire, says Scott Wintrip.

The common thread linking these relationship mishaps is our cultural obsession with assessment. eHarmony

tests compatibility using their proprietary Relationship Questionnaire, Zoosk uses a system called Behavioral Matchmaking, and when hiring, companies apply tools like the DISC and the Caliper Profile.

Despite these efforts, we all still end up on bad dates and all organisations still make bad hires. In the world of work, these poor choices do real harm, hurting companies and even ending careers.

Why do our recruitment professionals and leaders make poor hiring choices? Common culprits include:• weak interviewing skills• inaccurate hiring criteria• poor cultural fit• dishonest candidates• hasty hiring decisions.

All these factors can cause hiring mistakes. However, highly skilled interviewers who avoid these missteps still blunder from time to time. The most attentive leaders overlook crucial details when making internal hires, even when they’re supported by a rigorous candidate selection process. Recruiters will mismatch candidates, and they’ve conducted thousands of searches and interviews.

What’s the underlying issue in each of these situations?

It’s called hiring blindness.Hiring blindness falls into a category

of psychological phenomenon called inattentional blindness, which was first identified in the early 1990s by researchers Arien Mack and Irvin Rock. Also known as perceptual blindness, inattentional blindness occurs when an individual fails to recognise an unexpected stimulus that’s right in front of their eyes. This inability to spot critical stimuli is caused by gaps and limits in perception. It’s what allows magicians to manipulate

attention to prevent an audience from seeing how a trick is performed. It’s also been identified as the reason drivers fail to notice motorcyclists they hit with their cars.

One of the best known examples of inattentional blindness comes from cognitive scientists Christopher Chabris and Daniel Simons. In the late 1990s they created a video that later went viral on the internet. It begins with an offscreen narrator asking viewers to count how many times players wearing white T-shirts pass a basketball to one another. Ten seconds in, a person in a big black gorilla costume walks between the players, faces the camera, thumps its chest, then walks off screen.

The result? Chabris and Simons reported that half the people who watched the video completely missed the gorilla. That’s right. Half of them didn’t see it at all.

To put it simply, people have a tendency to see what they’re looking for, especially when their minds are primed and ready to see specific things. In hiring terms what this means is that you can be blinded by your own expectations. When you set yourself up to see a particular set of stimuli, you run the risk of missing the gorilla even when it walks right past you.

Different leadership styles further complicate the situation. Your leadership style narrows your perceptive ability and exacerbates your perceptual blindness. Your personality, expertise, and experiences shape your leadership style, which naturally, in turn, shapes your ‘Hiring Style’. Your Hiring Style ultimately affects your particular flavour of perceptual blindness, so it’s important to understand what your Hiring Style is. When you understand your Hiring Style, you can remove the blinders from your eyes and avoid making bad hires.

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

BUSINESS MANAGEMENT

MARCH 2016 29

HIRING STYLESThere are four main Hiring Styles.

The TacklerTacklers are fast and decisive. They want to

be in control and reach goals quickly. During

interviews, they get to the point quickly and

appreciate people who do the same.

Tacklers tend to hire candidates they think

will condense timelines and hit targets fast.

The TellerTellers are talkers. They use their

communication skills to motivate people.

During interviews they talk a lot, often selling

the candidate on the company and potential

opportunities. Tellers tend to hire candidates

they think will act upon what the Teller has

said.

The TailorTailors are collaborators. They point out

that there’s no ‘I’ in ‘team’. During interviews

they build a rapport and allow conversation

to become an open exchange of thoughts

and feelings. Tailors tend to hire candidates

they think are capable of cultivating strong

workplace relationships.

The TesterTesters are data-driven. They thrive on

clarity. They make decisions based on

tangible evidence. During interviews, they

gather pertinent details and value facts over

stories. Testers tend to hire candidates who

offer quantitative evidence that they’re right

for the job.

Knowledge in actionThe good news is that none of these styles

is bad. They’re all good, actually. They’re

what make us who we are. The bad news

is that when we rely too much on our

dominant style, it distorts reality. Our

subjective perception, imperfect to begin

with, gets even worse. We create opinions

and beliefs about candidates that may or

may not be true.

This is hiring blindness in a nutshell.

We don’t see the real person. We see the

person we set ourselves up to see. We see

the person we want to see. Just like when

we’re on first and second dates. We miss

the red flags. We miss the gorillas walking by

because we want the person to be the right fit.

This is how good dates become bad

relationships, and how good interviews

become bad hires.

When you recognise the downstream

effects of your Hiring Style, you can limit

its negative aspects and leverage strategies

that counter hiring blindness.

‘Understanding Hiring Styles is a game-

changer when it comes to identifying top

talent,’ says Sharon Strauss, Vice President

of Client Services at Vitamin T, a global

talent agency that serves creative digital

professionals. ‘Having worked with

thousands of hiring managers across the

country, I have been amazed when really

smart leaders couldn’t see or hear what

I do. Over time I’ve realised that it’s simply

practice and a structured approach that

helps avoid mismatches, and the fact that we

do this all day long has helped! Anyone who

is unaware of hiring blindness and how their

Hiring Style affects this issue will continue to

make the same hiring mistakes.’

Here’s an easy-to-follow, three step

approach, structured to mitigate the

distortive impact of Hiring Styles and

reduce hiring blindness:

1. Determine your Hiring Style. Use the

descriptions above to become familiar

with the different Hiring Styles, then

carefully watch for evidence of them

during future interviews to identify your

dominant style.

2. Recognise your blind spots. Blind spots

hamper effective interviewing. Tacklers see

drive, Tellers see buy-in to the company

mission, Tailors see potential collaborators,

and Testers see details. All four styles tend

to miss things the others see. These are

critical blind spots that lead to bad hires.

3. Incorporate seeing-eye colleagues. It’s

important to stack your hiring team with

people of all four styles. This will give you

an expansive, 360 degree view of a

candidate. A diverse, complementary team

rarely misses important cues. Someone

will see that gorilla walking by while the

others are watching the ball.

It’s true that dating and hiring are similar

processes. There’s one important difference,

though: recruitment firms don’t have time

for an extended courtship when they have

an important internal seat or external job to

fill. As the speed of business increases, the

precision and accuracy of the hiring process

must keep pace. Companies have to create

streamlined processes for identifying top

talent quickly. If they don’t, the high divorce

rate between bosses and employees will

only increase.

BUSINESS MANAGEMENT

RCSA JOURNAL30

SEEK profile creates increased candidate pool for recruitersWhat if all job-seekers had the opportunity to find their dream job when they’re not actively searching? This message could mean that quality candidates would keep their profile available even though they may already have a job but are not completely satisfied – increasing the pool for recruiters.

That’s the message behind a new campaign by SEEK which aims to entice candidates to either create a

profile or keep their existing profile up-to-date. Though aimed at candidates, the campaign is designed to have a number of flow-on benefits for recruiters, particularly increasing the volume and quality of profiles of relevant candidates that can be accessed and used for talent sourcing.

Recruiters could actively approach candidates who are looking for new employment opportunities, as well as those who might not necessarily be looking for a new role but are open to being contacted – assuming these candidates are currently in positions that are not entirely their ‘dream job’.

The profile campaign kicked off in late January, with localised billboards, bespoke social content, digital advertising and a national television commercial. The television commercial is light-hearted but succinctly

illustrates to candidates the benefits of having a profile that recruiters can view, positioning it as a complementary tool to help in the search to land a dream job.

The commercial depicts a woman on holiday – hunting for a new career opportunity seemingly the last thing on her mind – who suddenly finds herself being pursued by a recruiter and offered a new role specific to her skill set. The message is clear to candidates: by showcasing your experience and expertise in your profile, career opportunities can come to you, whether you are actively looking for them or not.

The billboards and digital advertising use similar messaging, and are contextually relevant to the surrounding environment in order to generate maximum impact. For example, messaging includes while you’re stuck in traffic or enjoying a movie your profile could be working to land you your dream job. Additionally, SEEK sponsored the latest season of Australia’s Got Talent showcasing the messaging that ‘with a SEEK profile, you can show off your talents too’.

Be on the look out for the profile campaign which will run till the end of June.

With more than four million candidate profiles already, 80 per cent featuring a full CV, SEEK Talent Search provides hirers with access to Australia’s largest pool of candidates. To find out more information about SEEK Talent Search call SEEK Customer Service on 1300 658 700. (Customer Service NZ: 0508733569)

BUSINESS MANAGEMENT

An example of Seek’s new advertising campaign

MARCH 2016 31

BUSINESS MANAGEMENT

Using digital technology to your advantage‘We have to recognise that the disruption that we see driven by technology, the volatility and change, is our friend … if we are agile and smart enough to take advantage of it.’

These words were spoken by one of Australia’s most powerful men, Malcolm

Turnbull, shortly after he was sworn in recently as Australia’s new Prime Minister. What does this have to do with recruitment?

‘If you’re looking for a sustainable career in recruitment or leading a successful recruitment practice, you must embrace science and technology to meet the needs of today’s customer, who has evolved over time. It’s a logical way to run a successful business in this day and age,’ says Anna Hazewinkel, founder and developer of AppointMe.

Anna quotes a recent article by Adam Courtenay, entitled Which Industries are Dying? ‘If you work in recruitment, property, retail or the traditional media, be afraid. Your time-honoured ways of doing business are being subverted right now by new forms of digital technology’.

Anna says her company, AppointMe, has created a digital platform which enables recruiters to use technology to promote their pre-screened candidates to the employment market, ‘real-talent in real-time’.

Anna has more than 20 years’ experience in recruitment and was filling vacancies without the help of mobile phones or emails back when candidate details were stored in a ‘card box’. After experiencing significant change in the industry, she developed a passion for process improvement and innovative recruitment solutions. It was the quote from one of her mentors, industry icon Brenda Rossmann that inspired her idea of creating a platform where recruiters could promote ‘ job-ready’ candidates to employers. The quote was ‘You can have the best candidates, but if it’s the world’s best kept secret, you’ll go broke!’1

Frustrated by digital start-ups who cut out the middle-man (recruitment providers), Anna’s business AppointMe Pty Ltd created the digital platform to give employers with recruitment needs a place to go with confidence.

‘We originally launched our website at the Melbourne Herald Sun Careers Expo in August 2009 when internet users were looking for new ways to connect on-line.

The success of our website inspired us to evolve with technology. So, in August 2014 we launched our free cross-platform, universal app AppME, this means that the app looks the same on all devices iPhone, iPad, Apple and Android. So, employers, jobseekers and recruiters can connect in real-time from any device, from wherever they are, making employee appointment/engagement instant,’ Anna explains.

Anna suggests that recruiters give themselves and their recruitment businesses a reality check.

Real-time reality checkAre you:1. diversifying your efforts and investing

smartly? 2. aligning with or using the services of digital

savvy organisations? 3. doing enough to be taken seriously in

today’s evolving employment market?

It’s time to act now, make an informed decision about how you will invest and engage with new technology to ensure your success as a recruiter in this ever-evolving world, she says. Here are Anna’s tips.

Tips• There’s no need to embark on costly and

time consuming ‘new digital projects’. Chances are, you can meet consumer changes and developments plus add value to your business by engaging or utilising the services of established digital organisations.

• Do your homework, look for ‘industry specific’ digital leaders with whom you can align or partner to maximise your resourcing efforts and build your company profile.

• Explore opportunities presented to you, meet with digital savvy organisations and be open to learning how you can use their digital technology in addition to your current day activities to build your client base and grow your income stream.

Anna Hazewinkel, www.appointme.com.au 1300 AppMee (277 633).

1. Brenda Rossmann AM, quoted in ‘How to launch and build a successful recruitment agency’ RCSA Journal, June 2000.

RCSA JOURNAL32

BUSINESS MANAGEMENT

What message does your business communicate to more than 12 million prospective clients – in just 20 seconds?

Did you know your brain processes visuals and makes decisions before you’re even aware of what’s

happening?New research has discovered that the

human brain can interpret images that the eye sees in just 13 milliseconds – that’s nearly eight times faster than the 100 milliseconds discovered in previous studies.

‘The fact that you can do that at these high speeds indicates to us that what vision does is find concepts,’ said Mary Potter, an MIT professor of brain and cognitive sciences and senior author of study. Our mysterious grey matter can identify a dozen images flashing by in a fraction of a second and at record-breaking speed.

This is evident when we look at the amount of time a person spends looking at the pages on your website – an average of 20 seconds to absorb your entire site.

Images are processed at lightning speed, and if you’re selling products or services which most businesses do, it is imperative that the images you use are highly engaging and send the right message to prospective customers visiting your website – making an impact and keeping them interested for longer.

To buy or not to buy … a decision is made in just 20 seconds.

How does this apply to business?With over 12 million internet subscribers

in Australia at the end of June 2014, the internet is the front line when it comes to showcasing your business.

The proportion of internet users buying goods and services online was 76 per cent in 2012-2013, and while 2014-2015 statistics aren’t yet available at time of writing, we can safely assume the proportion of users purchasing online has increased.

With over 12 million prospective customers of your business online in Australia, it is more important than ever to communicate effectively, not only with the words you use, but more importantly with the images you use.

Companies that replaced stock images with pictures of regular people or products saw close to 45 per cent improvement in conversion rates, according to a report on VWO. The images you use need to be high quality, and preferably with a human touch, case studies have shown.

For example, Jay Barnett, the founder of Australian business Priority Pickup, found that by swapping a mega-sized interactive Australia map with several small headshots of private chauffeurs increased conversion rates by as much as 29 per cent.

Displaying headshots of the smiling chauffeurs right on top of the landing page allowed customers to immediately make a personal connection to the business, establishing trust and making them feel safe.

Small changes can make a massive impact.

What’s your story?Imagine for a second, all the images on

your website are stock photos. Visitors to your site are connecting with these images and forming opinions and making decisions about your products and services without even knowing it – and they’re disappointed when reality doesn’t match their expectations.

Imagine again, you’re searching Google for a new GP, massage therapist, or osteopath – we are naturally drawn towards businesses in these areas that display headshots of their team that communicate their experience and kindness. It’s exactly the same when searching for a new recruitment organisation.

Our brains will have analysed the images and content and made a decision long before we’re even aware the decision has been made.

What message does your business communicate to more than 12 million prospective clients? Wouldn’t original photography communicate your message faster?

Article by Joslin Hartley, Looksfresh Photography, www.looksfresh.com.au

Communicating your message in just 20 seconds

Joslin Hartley, Looksfresh Photography

MARCH 2016 33

DEA Forum ReportDisability Employment Australia (DEA) held a National Leaders Forum in Brisbane on 19 November 2015. The main point for discussion on the agenda was the proposed reforms by the Department of Social Services (DSS) to Disability Employment Services (DES). RCSA Interim CEO George Lambrou reports.

It is expected that a number of the proposed changes will result in a more open and less restrictive market, an

increased focus on user choice and a shift to funding individuals to best suit their needs. Other changes will result in providers not having a contracted market share because of individual funding and therefore less certainty. The reforms also aim to better service employers by providing a single point of contact and encourage those not seeking work to become job seekers so it will increase focus on early intervention and career planning.

This is, of course, a very brief view on an extensive range of changes and I will leave it to the sector experts to evaluate, but out of all this what surprised me – although it is possibly a naïve view – was the concept of providing career planning for people with disabilities. I understood that the education system should provide career planning to all students, including those with disabilities. This obviously doesn’t come as a surprise to those in the know and I was informed that ‘Children with disability attending any school (mainstream or special) will experience a raft of difficulties, barriers and discrimination – because of their ”differences”. Because of these negative experiences they will almost always be starting well behind scratch when we are talking post school options’.

Finding workHaving decided on a career path, the next

difficulty is obtaining a job.The unemployment rate for people with

a disability was 12.5 per cent in 2014, about twice the figure of 5.9 per cent for those with no disability. (Unemployed persons are those who did not have a job, were available for work, and were actively looking for a job in the four weeks preceding the survey.) Figures at 16 June 2015.

The right to work is well-established but Australia ranks poorly in the OECD. People with disabilities have not benefited from strong economic conditions to the same extent as those without:• People with disability represent 15 per cent

of the working age population, but hold only 10 per cent of jobs (ABS, 2012; ABS 2014a);

• When employed, they have lower than

average earnings (Productivity Commission (PC), 2004, p.10);

• They are less likely to participate: 56.6 per cent compared to 88.5 per cent;

• They are twice as likely to be unemployed: increasing from 7.8 per cent to 9.4 per cent (ABS, 2012);

• They are underutilised when employed: 9.9 per cent underemployed, underutilisation rate 18.4 per cent (ABS, 2012).

• They have lower educational achievements: 36 per cent achieved year 12 compared to 60 per cent without disability; less likely to achieve Bachelor degree (15 per cent compared with 26 per cent); and more likely to achieve certificate level (26 per cent compared to 21 per cent) qualification (ABS, 2012);

• One-quarter of young people are unemployed: youth with disability unemployment rate is 24.2 per cent (ABS, 2012) compared to 13.6 per cent without;

• People with disability report a lack of service to assist transitions like changing jobs, seeking promotions or developing their careers (DEA, AFDO);

• According to the ABS SDAC 2012, two in five unemployed people with disability report it is their own ill health or disability that is making it difficult to find work. One in four report they lacked the necessary skills or education, while one in five report too many applicants for available jobs, no vacancies being available at all and having insufficient work experience. One in seven reported a need for supports or special arrangements when at work, such as allocation of different duties or training/retraining. Job seekers without disability were four times more likely to report no difficulties in finding work.

• Pathways to work for people with disability are complicated by a legacy of lower educational attainment, low skills development, negative stereotypes, negative stigma; a lack of disposable income, low expectations, fewer opportunities and an increasingly-skilled service-based labour market.

• Educational disparities exist due to low expectations, discrimination, stigma, lack of opportunities, inadequate funding

DIVERSITY

RCSA JOURNAL34

DIVERSITY

BenefitsThere are, of course, significant benefits

to employing people with disability.The benefits of employing people with

disability are immediate and measureable. Studies in Australia1 and overseas have found that employees with disability have fewer unscheduled absences than employees without disability, have increased tenure, as well as performance and productivity on par with co-workers without disability. A review of research entitled Are People with Disability at Risk at Work2 found that workers with disability are no more likely to be injured at work than other employees.

CostsOn average, employing people with disability

does not cost any more than employing people without disability. Additionally, financial assistance with the cost of making reasonable adjustments is available through the Australian Government-funded Employment Assistance Fund. For further details refer to the following website: www.jobaccess.gov.au.

Other benefits include bringing new skills to an organisation, increasing the size of the available talent pool, reducing hiring and training costs and strengthening workplace morale. Employees with disability can help businesses understand what customers or clients with disability may need, which can give businesses an edge over competitors.

DiversityHaving a workforce that reflects the

diversity of the wider community can lead to greater customer loyalty and satisfaction, positively impacting an organisation’s bottom line.

The Australian Chamber of Commerce and Industry’s (ACCI) report, Employ Outside the Box: The Rewards of a Diverse Workforce examines the benefits of diversifying workforces.

The report explains that employing outside the box is not about businesses acting as charities or taking over government’s role in supporting our most disadvantaged. Instead it is about businesses meeting their skills and labour needs by engaging people who they may not have previously considered but who are willing and able to do the job.

People with disability will be an untapped pool of talent not previously explored by recruiters. The RCSA has recently entered into an MOU with the Australian Human Resources Institute (AHRI). Elements of the MOU include:

• That the RCSA and AHRI are to be reliable and trustworthy sources of impartial information on the demand side of the disability employment equation through their research, submissions and other published material generated by the respective associations.

• The RCSA and AHRI agree to form a cross-sector Working Group comprising participants of each organisation, and invited subject matter experts as agreed, for the purposes of determining the feasibility and design of a Disability Employment Strategy for the talent management and workforce solutions sectors in Australia.

• A Disability Employment Strategy will form the guiding principles for members of the RCSA and AHRI toward the objective of increasing participation in the workforce for people with disability.

• The RCSA and AHRI may run jointly branded information forums about increasing participation in the workforce for people with a disability that are free to AHRI and RCSA members and held at agreed venues.

If you would like more information please contact the RCSA office.

My thanks to Bevan Burkin, Senior Policy Advisor, Disability Employment Australia and David Coles , General Manager, Employment and Transition Services, Personnel Employment, for their assistance.

1 Graffam, J., Shinkfield, A., Smith,K. &Plolzin, U. (2002), Employer Benefits and Costs of Employing a Person with a Disability, Journal of Vocational Rehabilitation (17), 251-263.

2 Are People with Disability at Risk at work? A Review of the Evidence, Australian Safety & Compensation Council, March 2007.

Employing outside the box is about businesses meeting their skills and labour needs by engaging people who they may not have previously considered but who are willing and able to do the job.

MARCH 2016 35

ASSOCIATION NEWS

The RCSA hosted recruitment expert and founder of Morgan & Banks, Andrew Banks for lunch with close to 150 guests in Sydney at the Swissotel in December.

The luncheon, entitled ‘Think Tank,’ was presented in a Q&A style format with well-known RCSA Conference MC

Andrew Klein.In an RCSA first, the luncheon was

streamed live to registrants across Australia and New Zealand via visual and audio webcast. ‘The session was really good - brilliant to be able to access a session such as that via webcast, excellent for members in regional areas,’ one attendee commented.

Andrew’s successful business career began in recruitment where he has been a trail blazer for more than 30 years, founding Morgan & Banks together with Geoff Morgan in 1985. He spoke openly about how he first ‘fell into’ recruitment and the people who influenced him including RCSA Life Member Geoff Slade FRCSA. Andrew shared his thoughts on what makes a great recruiter, how to survive in the new age of technology and discussed

the importance of mentors and balancing work with family.

Andrew is involved in a number of business ventures and has been described by his peers as ‘someone who never stops.’ From an attendee: ‘Andrew reminded me of all of the good things that I like about recruitment. He also inspired me to be creative, think outside the square and take more risks in business’.

If you missed this event, the full webcast is available for purchase: visit the website www.rcsa.com.au for an order form.

First RCSA live webcast with industry leader Andrew Banks

RCSA JOURNAL36

ASSOCIATION NEWS

New Board appointmentsT

he RCSA announced appointments to the Board at the AGM in Brisbane in late November. President Robert van

Stokrom FRCSA, Chief Executive Officer, DFP Recruitment Services, was re-elected to the role of President, as were Vice-President’s Peter Langford FRCSA, Managing Director, HORNER Recruitment and Sinead Hourigan FRCSA, Director, Brisbane of Robert Walters; and Finance Director Robert Olivier FRCSA, Director, HRO2 Research Pty Ltd.

Other Board members are Lincoln Crawley FRCSA, Penny O’Reilly MRCSA, Nina Mapson Bone FRCSA, Steve Heather FRCSA, Alan Bell FRCSA and Ian McPherson FRCSA.

Andrew Sullivan FRCSA, Lead Consultant, Hender Consulting is the newly appointed Board Director. Andrew has been a part of the Australian and New Zealand recruitment industry for over a decade and has amassed a wealth of experience across the executive recruitment space.

‘I am delighted to have the opportunity to be on the RCSA Board,’ Andrew says. ‘I am a passionate supporter of the RCSA and the recruitment industry. I have been involved with the RCSA South Australia Region Council since 2012 which has been a huge learning and rewarding experience for me,’

he says.‘I am

particularly looking forward to contributing to the RCSA at a national level, working alongside the existing Board members. I’m a passionate advocate for the Employment Services Industry Code (ESIC) and I’m excited about what it stands for and where it’s going to take our industry.’

Matthew Hobby FRCSA, State Manager SA of Nicole Underwood, has stepped down from the RCSA Board after three years as a Director. Robert van Stokrom FRCSA said, ‘The RCSA Board would like to acknowledge the contribution of Matthew Hobby FRCSA. Matthew has served the Board during a progressive and busy three years for the RCSA.’

New faces join RCSA’s Region Councils and Member GroupsThe RCSA’s newest Region and Member Group Councillors are:

AMRANZ (Association of Medical Recruiters Australia & New Zealand): • Shaun Hughston APRCSA, Beat Medical

ANRA (Association of Nursing Recruitment Agencies)• Joel Hepburn-Brown, Your Nursing

Agency,• David Stewart FRCSA, NSW Business

Chamber

Vic/Tas Region Council• Lisa Pratt, Talentpath• Benjamin Jotkowitz MRCSA, Benneaux P/L

Qld/NT Region Council• Jody Fazldeen, Talentpath• Lyle Blakemore, ManpowerGroup (NT)• Suzie Majer, Majer Recruitment

SA Region Council• Scott Thomas FRCSA, Randstad• Yasmine Johnson, Locher & Associates

NSW Region Council• Emily Brewer MRCSA, Talent Options• John Cooksey, Careers Multilist

WA Region Council• Bronwyn Butcher APRCSA, Frontline• Darryl Mills, Mills Resources

NZ Region Council• Mike Davies, Adecco• Neil Munro, ManpowerGroup NZ• Jason Walker, Hays

Note: New councillors are appointed to RCSA Region Councils and Member Groups upon nomination, and when vacancies are available. All positions on RCSA Region Councils and Member Groups are voluntary and are filled by Individual Members or employees of Corporate Member organisations. For a complete listing of RCSA’s current Councillors, please visit the About Us tab at www.rcsa.com.au

Andrew Sullivan FRCSA, Lead Consultant, Hender Consulting

NEXT GENERATION RECRUITMENT

2016 RCSA INTERNATIONALCONFERENCE

Next Generation Recruitment

hear from industry experts on how to

Integrate yesterday's experiences with

tomorrow's recruitment

opportunities.

24-26 august 2016 sheraton mirage

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Platinum Sponsor

MARCH 2016 37

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

Employment Services Industry Code (ESIC)• Round two consultations for the

Employment Services Industry Code (ESIC) have concluded. The RCSA will distribute an update from round two consultations and a final version to all RCSA members, government and key stakeholders. Please contact RCSA if you require further information about ESIC.

• RCSA continues to meet with the following stakeholders about ESIC: – On 18 December RCSA met with the office of the Minister for Employment Michaelia Cash – On 10 February RCSA participated in a Workplace Relations Roundtable with Senator Michaelia Cash and leaders from unions, employer groups and peak bodies – On 15 February RCSA met with Brendan O’Conner, Shadow Minister for Employment, Workplace Relations and Immigration – RCSA will meet with the ACTU and NUW in March 2016.

RCSA continues to meet with key stakeholders about matters affecting the employment services industry:• Aust: the Victorian Government Inquiry

into the Labour Hire industry and Insecure Work: RCSA is actively engaging with this inquiry to present an industry view about proposals within the scope of this inquiry: – RCSA attended hearings in Melbourne and Shepparton. RCSA would like to thank members who have participated in the hearings to date to present an industry view of the practices that distinguish RCSA members. – RCSA presented its submission to this inquiry in Melton on 22 February. – RCSA members also participated in hearings in Ballarat on 23 February and Morwell on 29 February.

• Aust: Inquiry into the Labour Hire Industry (SA): RCSA presented evidence to this inquiry on 3 December. RCSA is also co-ordinating additional information and submissions to the inquiry. A report is due mid-year.

• Aust: Inquiry into the Labour Hire Industry (QLD): RCSA QLD/NT Region Council is establishing a working group to guide RCSA’s submission to this inquiry.

• Aust: The Department of Employment is working with RCSA to co-ordinate a series of roundtables with members in March/April to discuss closer collaboration between RCSA members and Jobactive providers.

• Aust: Willing to Work Inquiry: As part of its submission to this inquiry, RCSA conducted research of members about Attitudes to Working with older Australians. A copy of the research is available from the RCSA website or by contacting the RCSA.

• NZ: RCSA New Zealand Region Council continues to meet regularly with Ministry of Business’s labour market governance board in early December.

• NZ: AMRANZ will provide a submission to Lakes DHB regarding the trial of a new online platform.

• Aust: Ongoing meetings with AHRI (Australian Human Resources Institute) about MOU to develop an employment strategy for workers with disability.

• Aust: RCSA has met with CDAA (Career Development Association of Australia) with the view to entering into an MOU to open more opportunities for youth to transition to the workforce.

• Aust: Regular meetings with government contracted employment services peaks including NESA (National Employment Services Association) and DEA (Disability Employment Australia).

RCSA has met with the following government stakeholders:• NZ: WINZ (Work and Income New

Zealand): RCSA will submit to WINZ a proposal for a pilot in Christchurch that will see members work with WINZ recipients to assist in their search for jobs.

RCSA is preparing submissions for a number of inquiries and proposals relevant to the employment services industry, including:• QLD Inquiry into Labour Hire Industry

(2016).

What’s coming up?Ciett: 49th Ciett World Employment Conference: Karmayug – New Era of Employment in New Delhi, India, 25-27 May 2016.

ASSOCIATION NEWS

RCSA JOURNAL38

ASSOCIATION NEWS

ANRA NEWS

This quarter’s report from ANRA President Alan Bell FRCSA

New Council member

As we entered the

new year we were

pleased to welcome

Pam Dew FRCSA to the

Council. Pam works

with Austra Health and

now provides members with Victorian

representation. Prior to joining Council

Pam had already volunteered to be the

RCSA representative on the Victorian

WorkSafe Committee. This is a

government, union and industry group

which will focus on the broader WHS

issues, although the initial topic is

workplace violence and bullying.

Members ForumBy the time you receive this journal

ANRA will have held its first Members

Forum for the year on 4 March in Melbourne.

This is currently shaping up to be a

genuinely exciting Forum and will have

attendees from a number of different

states. There will be a combination of

subjects that will benefit members including:

• Preparing a business for sale. This is

always of interest as our sector continues

to change and consolidate from an

‘owner-operator’ industry to have more

corporate players.

• A representative from AHPRA (Australian

Health Practitioner Regulation Agency)

will present on a number of issues raised

by members including barriers and

slowness of getting nurses registered

and working.

• The ANMF (Australian Nursing &

Midwives Federation) will present an

update on the ANRA members’ staff

education contract which has been

extended following a very successful

first three years.

• Charles Cameron of FCB will cover

a number of areas around EBAs and

legislation requirement.

Member surveyCouncil is currently undertaking a survey

of members with a view to establishing the

ANRA ‘footprint’ across each state and the

various client areas we cover (such as

Hospitals, Aged Care, Home Care etc.).

Participation in this survey is crucial as it

allows us to gain great credibility in our

lobbying activities with state and federal

authorities, unions and other industry

stakeholders when they realise the large

number of nurses our members employ.

anraAssociation of NursingRecruitment Agencies

rcsa.com.auRCSA Corporate Membership sets you apart.

DECISION MAKERS TRUST RCSA MEMBERSHIP

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

Alan Bell FRCSA

MARCH 2016 39

ASSOCIATION NEWS

AMRANZ UPDATE

Shaun Hughston APRCSA reports

This year promises to be a significant one for AMRANZ members. With sweeping changes to the management of locums in NSW

and other states, increasing challenges with government agencies, and a rapidly changing operating environment, we are facing some big challenges in our industry.

Throughout the course of 2016, the focus of the AMRANZ Council is on being proactive – getting a seat at the table early on discussions relating to changes in the medical recruitment industry. We now hold seats on the National IMG Specialist Committee and the Medical Workforce Plan for Qld Steering Committee – and we will continue to be part of the consultation process with great working relationships with AHPRA and Department of Health.

With significant support from RCSA, we are also in a strong position to react to the issues that arise. One example is the NSW Health Vendor Management System, which is soon going to tender. We have been in constant communication with the NSW Ministry of Health, and have updated members with the latest information and upcoming meetings.

We are fortunate to have a very strong group of medical recruitment professionals on the council. The members bring significant experience in locum, permanent, and international recruitment, as well as migration. The current council members are:• Corrine Taylor FRCSA, Co-Chair,

International Medical Recruitment• Richard Taylor, Co-Chair, Wavelength• Shaun Hughston APRCSA, Vice Chair,

Beat Medical Pty Ltd• Martin Stanley, Alecto Medical Recruitment• Alan Bell FRCSA, Bell Medical• Tracy McClenaghan, Charterhouse Medical• Ros Melrose APRCSA, AGP Recruitment

• Les McBride, Cleveland McBride Health Recruitment

• David Litkouhi, Medical Staff Pty Ltd• Lyn Barker-Mitchell APRCSA, Australian

Medical Placements.

• with professional support from Simon

Schweigert and Paula Way-James from

the RCSA.

We need continuous feedback from AMRANZ member companies and their team to ensure the direction of the group is consistent with the needs of the members. So, please do not hesitate to reach out to the Council members to discuss any issues or concerns you have about what is happening in the market.

This year, there will be one AMRANZ Members’ Meeting, to be held in Sydney in May. It will be a fantastic program, with important presenters from government departments, as well as other presentations more geared towards locum agencies. We look forward to seeing you in May.

Shaun Hughston APRCSA

rcsa.com.au

CANDIDATES TRUST RCSA MEMBERSHIP

Create certainty and confidence with your candidates by promoting your commitment toyour professional association and its Code for Professional Conduct. If you’re an AccreditedProfessional Recruiter, Member or Fellow of the RCSA, set yourself apart by displaying your post-nominals and individual member logo on your business cards, email footer and online profile. Need help? Contact Jenny Berry on jberry@rcsa.com.au or call +61 3 9963 0555.

RCSA Individual Membership sets you apart.

RCSA JOURNAL40

ASSOCIATION NEWS

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

RCSA PREMIUM SUPPORTER PROFILES

RCSA PARTNERS & PREMIUM SUPPORTERSRCSA Premium Supporter & Principal PartnerKinetic Super

RCSA Premium Supporter & Business PartnerJardine Lloyd Thompson Pty Ltd

RCSA Premium Supporters2cloudnineAPositive CashflowAstute PayrollBibby Financial Services Australia Pty LtdFastTrack Pty LtdIndeedKey Factors Pty LtdLearning Seat Pty LtdRecruitment Systems Pty LtdScottish Pacific Business FinanceSEEK LimitedVoyager Software (Australia) Pty LtdWorkDESK Recruitment Software

RCSA Supporters180 Capital FundingAdvertiser Newspapers Pty Limited

AdzunaAHRI – Australian Human Resources InstituteAltusQAppoint MeArkadin AustraliaAuditor Training CentreAyers Management Pty LtdBendigo and Adelaide Bank LtdBroadbean TechnologyBook Builders Pty LtdBULLHORNCertexCoverCardContract CareersCXC Global Head OfficeData Savvy Pty LtdDisability Employment AustraliaEbit Services Pty LtdEntire SoftwareEtz TechnologiesFairfax MediaFCB GroupFirst Choice Software Asia PacificGE CapitalGreenBizCheck

GumtreeHHMC Australia Pty LimitedIProfileJobAdderJobFlareJXT ConsultingLander & RogersLipman JamesLombardi PartnersLooksFresh PhotographyMelbourne Polytechnic (formerly NMIT)MemberBenefits Pty LtdMindset GroupMyInterview.comNext Telecom Pty LtdNPA WorldwidePAJE Business Solutions Pty LtdPayroll MetricsPendragon ManagementQuinntessential Marketing Consulting Pty LtdRec Tech SolutionsRevelianRewire GroupRocketseed

Rural Health Workforce Australia SDP Contingent Workforce Solutions Pty LtdSecured Signing LtdSelectus Pty LtdSnappy RecruitSovereign PrivateSpotJobsThe RIB ReportVerify Holdings Australia Pty LtdWorking Abroad Newcomers NetworkWorkProYear13 Jobs

NZ RCSA SupportersEqual Employment Opportunities TrustHuman Resources Institute of New ZealandMinistry of Business Innovation and EmploymentMinistry of Social Development NZ, Work & IncomeSecured Signing LtdThe Dominion PostTrade Me Jobs

SEEK revolutionised the way people searched for jobs and found candidates and is the leading employment site in Australia. SEEK has more than 30 million monthly visits, display approximately 70% of all online job ads and over 2.5 million searchable candidate profiles. Compared to a combined total of our online competitors, SEEK accounts for eight times the number of placements. SEEK is committed to continuously improving facilitating the matching and communication of job opportunities. Visit seek.com.au

Recruitment Systems has been building and supporting specialist systems for the recruitment industry since 2001. Built for recruiters by recruiters, and developed and enhanced over many years, TRIS – the Total Recruitment Information System – eliminates unnecessary administration and supports the entire recruitment lifecycle. From promotion to placement, TRIS gives your team the time and the tools to do what they do best.You Recruit. TRIS does the rest. Contact: 1300 979 777 or visit our website www.recruitmentsystems.com.

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BUSINESS

MARCH 2016 41

EVENTS

RCSA CPD & EVENTS CALENDAR 2016

APRIL 2016Recruitment Consultant Certificate (Sydney, Melbourne and Perth)

Friday 8 April: Introduction to Recruitment Consulting

Friday 15 April: Interviewing Essentials

Friday 22 April: Sales and Marketing from the Desk

Recruitment Consultant Certificate (Brisbane)

Wednesday 6 April: Introduction to Recruitment Consulting

Wednesday 13 April: Interviewing Essentials

Wednesday 20 April: Sales and Marketing from the Desk

Workshop: Leadership Skills for the 21st Century Sophie Robertson FRCSA

Friday 1 April: Sydney

Tuesday 5 April: Brisbane

Wednesday 6 April: Melbourne

Tuesday 12 April: Auckland

MAY 2016Introduction to Recruitment Consulting Workshop

Wednesday 11 May: Brisbane

Friday 20 May: Sydney and Melbourne

NZ Recruitment Consultant Certificate (Auckland)

Tuesday 3 May: Introduction to Recruitment ConsultingTuesday 10 May: Interviewing EssentialsTuesday 17 May: Sales and Marketing from the Desk

2016 RCSA Australian Gala Ball and Awards Night

Thursday 26 May

JUNE 20162016 RCSA New Zealand Gala Ball and Awards Night

Thursday 16 June

Recruitment Consultant Certificate (Sydney and Melbourne)

Friday 17 June: Introduction to Recruitment ConsultingFriday 24 June: Interviewing EssentialsFriday 1 July: Sales and Marketing from the Desk

February Recruitment Consultant Certificate (Brisbane)

Wednesday 15 June: Introduction to Recruitment ConsultingWednesday 22 June: Interviewing EssentialsWednesday 29 June: Sales and Marketing from the Desk

Vale Mike CarrollLife Member, Mike Carroll

FRCSA (Life)Mike Carroll FRCSA (Life) passed away

peacefully, surrounded by his beloved

family and best friends, on 1 December,

at the age of 72.

Mike Carroll FRCSA (Life) joined the

recruitment industry in Queensland in

the 1970s. Mike was heavily involved in

the industry association and was one of

the architects of the merging of the

NAPC & IPC representing owners and

consultants respectively to become the

RCSA as we are known today. Mike,

during the 1990s, was a highly respected

member of the recruitment community

setting standards for ethics and dealing

with candidates and clients in a

respectful and dignified manner. He

retired from the industry in the late 90s

but as Life Members of the RCSA both

Mike and his wife Nan continued to

contribute and support the aims of the

Association.

Welcome to new RCSA Corporate Members16 October 2015 to 3 February 2016

• Adactin Group Pty Ltd

• Atech Group Pty Ltd

• BDS People Pty Ltd

• CS Executive Group

• DKW Recruitment Group Ltd

• Gatehouse Legal Recruitment Pty Ltd

• Healthcare Australia Pty Ltd

• Jobsite Recruitment Pty Ltd

• Labour Solutions Australia

• Lifelong Staffing Solutions Pty Ltd

• Northbridge IT Recruitement

• Nursing HQ Pty Ltd

• Pacific Talent Partners Pty Limited

• Sanderson Recruitment Australia

Pty Ltd

• SMAART Recruitment

• Trades & Labour Company Pty Ltd

• Transcend Recruitment Pty Ltd

• Verse Group Pty Ltd

• Your Doctor Jobs Pty Ltd

2016 RCSA AUSTRALIA & NEW ZEALAND

Join us in rewarding outstanding achievements in recruitment for 2016It’s celebration time at the RCSA, and we’d love you to join us for an

extraordinary evening of festivities to reward the many achievements.Melbourne: Thursday 26 May 2016. Auckland: Thursday 16 June 2016

For more information and to register: rcsa.com.au or call +61 2 9922 3477

RCSA JOURNAL42

ASSOCIATION NEWS

RCSA Principal Partner

RCSA Board PresidentRobert van Stokrom FRCSA

Vice PresidentsPeter Langford FRCSA

Sinead Hourigan FRCSA

DirectorsRobert Olivier FRCSA

Lincoln Crawley FRCSA

Steve Heather FRCSA

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

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

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

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

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

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

Annie Milne FRCSA

Tracy Morgan FRCSA

Gillian Mullins FRCSA

Stephen Noble FRCSA

Robert Olivier FRCSA

Penny Perkins FRCSA

Stephen Porter FRCSA

Bruce Ranken FRCSA

Scott Roberts FRCSA

Sophie Robertson FRCSA

Deborah Ross FRCSA

Alan Sherlock FRCSA

Linda Simonsen FRCSA

Paul Slezak FRCSA

Ian R Stacy FRCSA

David Stewart FRCSA

Andrew Sullivan FRCSA

Lyn Tanner FRCSA

Corrine Taylor FRCSA

Vibeke Thomsen FRCSA

Gayleen Toll FRCSA

Nicole Underwood FRCSA

Rosemary Urbon FRCSA

Scott Van Heurck FRCSA

Robert van Stokrom FRCSA

Craig Watson FRCSA

Paula Watts FRCSA

John Wilson FRCSA

RCSA Honorary FellowsJulie Mills Hon FRCSA (Life)

Joan Page Hon FRCSA (Life)

Malcolm Riddell Hon FRCSA (Life)

Reg Shields Hon FRCSA (Life)

Jill Skafer Hon FRCSA (Life)

Andrew Wood Hon FRCSA (Life)

* Correct at time of printing.

RCSA BOARD, LIFE MEMBERS & FELLOWS*

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

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

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

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

Australia & New Zealand | December 2013

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

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IN THIS ISSUE

• Member E-Learning launches: ten free training modules

on offer to ALL RCSA members

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

Industry leaders share their viewsACUMEN

SPEAKER

SERIES2013

RCSA

Improving

Performance

RCSA Acumen Series 2013 –

recruiters look to the future

LIFT YOUR GAME!

A message for recruiters

Australia & New Zealand | June 2014

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

PRIN

TPO

ST A

PPRO

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PP35

2380

/000

65 IN THIS ISSUE

• A promising market in New Zealand

• Engaging with online staffing

• The growing need for enterprise flexibility

Celebrating excellence! RCSA Awards & Gala Ball

RCSA

INTERNATIONAL

CONFERENCE

EARLY BIRD

CLOSING

30 JUNE!

Australia & New Zealand | March 2014

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

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IN THIS ISSUE• The need for radical accountability

• Deconstructing the term “bullying”

• Meet the new RCSA President

Navigating the new reality: Recruitment 20/20

INSIDE:

CONFERENCE

REGISTRATION

BROCHURE!

Platinum Sponsor

24-26 august 2016 sheraton mirage

port douglas queensland australia

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

NEXT GENERATION RECRUITMENT

2016 RCSA INTERNATIONALCONFERENCE

N ext Gen erat ion Recru itm ent

For more information, contact the RCSA Conference Secretariat Lucy Timms +61 2 9431 8632 or rcsa@theassociationspecialists.com.au

or visit the website: www.rcsaconf.com.au/conference2016/

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