We can now see light at the end of the tunnel. It has been great to see a lot of our temps returning to the workplace. We know things are still not completely back to so called ‘normality’ but with time, this will change (we are staying very optimistic!)

We have received some outstanding feedback from Fiona’s host employer and want to send a big Congratulations to her for taking PP’s July Temp of the Month.

• Fiona is the perfect temp. She is easy to get along with, fits into the team environment but is also really capable at working individually.
• Fiona is super-efficient and having her with us for 2 days each week is worth at least 3 days.
• Nothing is ever a problem for Fiona. She completes all tasks happily no matter how tedious they might be.
• Fiona is really flexible and adaptable and we just wish we could have her for more days!

We received the following feedback from Fiona:

“My manager is great to work for and really relaxed, others in the team and the work environment are so nice and I love the flexibility of being able to work between the office and WFH. And to top it off they are keeping me ongoing right now which is more than I could have asked for in this climate.”

• Drip-feed information before the first day with a welcome journey.
• Give them access to information that they can digest in their own time.
• Check-ins For the first week schedule a video call everyday for your new hire with a different colleague.
• Schedule in weekly team leader check- ins to address any queries and build rapport.
• Arrange meetings with heads of departments to give the new hires an overview of how their role interacts with all internal stakeholders.
• Within the first few days, make sure that your new hire has read your WFH policy and set expectations.
• Develop an On-boarding Progression Monitor by mapping out their journey and giving opportunities for regular check ins (ensure they have focus that’s achievable and measurable).
• Randomly pair employees for a virtual coffee meetup that they don’t interact with regularly.
• Map the ” Human Experience” Take a walk in your new hires shoes. What do they need to know? What do you want them to know? How do you want them to feel? How can you ensure they are successful in their role?
• Evaluate A 30/60/90 Day Plan with clear milestones that guides where you would like your new employee to be. Be realistic and flexible.
• Employee Feedback Give the new hire the opportunity to give feedback within their first few months of employment. This will give insight into what is and isn’t working for them. Make changes as necessary.
• Take the time to recognise your team and their achievements with gestures of appreciation. A hand-written thank you card will do wonders for your remote employees.

For more details, download the free remote employee onboarding checklist

“Mental health is defined as a state of wellbeing in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community”  World Health Organisation

Mental health is a basic human right. And yet by 2020 depression is expected to be the second biggest burden of disease around the world after heart disease. That’s why we know we have to promote resilience, wellbeing and good mental health. If our whole community is well and resilient, we as individuals are more likely to meet our own life challenges successfully. Social and emotional wellbeing means being able to enjoy life, to cope with stress and sadness, to fulfil goals and to feel connected to others.

Just as physical health is not merely the absence of disease, mental health is not merely the absence of mental illness. Now is a must that all employers provide a mentally, healthy workplace in the same way that they must provide a physically healthy one!

Improved community-wide understanding can only help reduce stigma and discrimination, as will prevention and early intervention in the community.

We were recently inspired by Todd Hopwood’s Staff Mental Form. Everyday he would put his score on the office wall to bring openness about mental health. This is a great way to start conversations in the workplace and reassure us where to turn for help.

John Brogden the Chairman of Lifeline Australia states that ”While mental health may not start at work, it manifests in the workplace thus employers must “do the right thing: The law is black and white: we must provide a mentally healthy workplace in the same way we must provide a physically healthy one!”

Unemployed Australians and workers on the Federal Government’s coronavirus wage subsidy program will continue to receive support beyond the planned JobSeeker and JobKeeper end date.

Key points:

• JobKeeper will fall from $1,500 a fortnight to $1,200 a fortnight in September and fall again in 2021
• People working fewer than 20 hours a week will receive $750 in September and $650 in 2021
• The JobSeeker payment will fall from $1,100 to $800 a fortnight in September

More than 5 million Australians receive payments from the JobKeeper and JobSeeker programs. The JobKeeper wage subsidy is paid to 960,000 employers, who then pass the full payment onto 3.5 million workers.

Businesses will have to prove they’re still in financial distress each quarter, down at least 30 per cent on pre-pandemic levels, to remain eligible for the program after September. The Government expects the expanded JobKeeper program will take the cost of the program to about $86 billion.”JobSeeker and JobKeeper are payments that support people’s incomes but are not designed to prevent them from going out and seeking work.”

The official unemployment rate is 7.4 per cent but the effective rate, excluding government support like JobKeeper, is more than 11 per cent. It had been above 13 per cent in recent weeks.

This year has definitely shifted for all of us. The future of recruitment will change dramatically. Meeting with candidates physically will not be as popular and we will see a continuous trend towards virtual candidate engagement. This is a great new way to build those relationships with technology and expand talent pools.

However, it is important to know who your audience is. What is the preferred communication method? In a recent Recruiting Study by Yello (2019), we learned that each generation has specific communication preferences.

Candidate Communication Preferences by Generation

For example, Gen Z’s preferred communication method is email (like most generations) — but they’re more likely than other generations to prefer video calls.

While candidates will likely be happy to hear from you in any format, you’ll want to lean toward more personalised messages — especially with a larger virtual recruiting strategy. 

We pride ourselves on our dedication to ensure candidates feel connected and focus on building effective candidate relationships!

What is your preferred communication method?

This is particularly relevant at the moment, as we see economies trending towards an uncertain future.

The hiring landscape is constantly changing. There’s more pressure on employers and staffing agencies to be on top of their game when it comes to sourcing top talent.  A huge part of this is understanding the key trends that are shaping the market; and adapting hiring practices accordingly.

1. Change in Working Patterns 

Gone are the days of the traditional 9-5; especially right now when more people are working from home than ever before due to social distancing measures. There are a number of reasons why temporary staffing is getting more popular. For the most part, people want more flexibility and working part-time or on a contractual basis gives them the freedom to balance their personal and professional lives effectively. 

Alongside this, according to a recent study from TrueBlue and Emsi, the main reason why people take on temp work is to earn extra income; followed by a desire to get their foot in the door with a company. 

Professionals are opting to work on a contractual basis out of necessity and choice. Particularly as there’s little job security in the current economy. 

2. Data-Driven Recruitment 

Another trend that hiring professionals need to keep on top of is data-driven recruitment. With more pressure to hire the right people, both cost and time-effectively, many organisations have turned to data to help them make smarter hiring decisions; and avoid unconscious bias. 

Applicant Tracking Systems (ATS) make this easy to do. The data captured includes: how long it takes for people to complete application forms, how many clicks on the job adverts convert to applications, how long it takes for offers to be expected, how much ROI the company is getting on their recruitment tools and so on. 

3. Candidate Experience 

Despite the soaring unemployment rate, the candidate experience remains important.  After all, people are more likely to accept an offers if they have a positive route to hire; and reputation matters in the current market.

This is especially true as there are more avenues for candidates to air their views online than ever before. Whether it’s social media, or employee review sites; people aren’t afraid to share any negative experiences with other prospective candidates, potentially putting them off applying to jobs, attending interviews, or accepting job offers. 

Ultimately, communication is key. See it as a relationship-building exercise. In order to get candidates interested in the role and brand, you need to put the work in.! If this isn’t possible, agencies can assist immensely in acknowledging applications, keeping them up to date throughout the hiring process and keeping hot talent warm. This will speed up the hiring process and improve their experience; it’s a win-win. 

4. Machine Learning & Automation 

Another trend we have seen recently is using machine learning and automation through resume screening. There are lots of areas of the hiring process that take up time and effort; with screening being one of them. ATS’s are great for this and can help make effective, data-driven hiring decisions. 

There are plenty of other areas that can be automated or that can benefit from machine learning. For example, assessment tools can help understand how well someone will fit a company and team, and whether they have the ability to do the job. We will also see an increase in interview scheduling tools that save a lot of back and forth between employers/agencies and candidates. 

Now more than ever, processes need to be streamlined and technology is key!

Article adapted from Augusta Henning from Smart Recruiters.

As a recruitment agency these are some of our helpful tips we have put together. These will help to ensure everything runs as smoothly as it can and that the best possible candidates are presented to you in the shortest amount of time.

• Provide a detailed job specification as well as advise any additional benefits you might provide

• Discuss from the onset what your expectations are around reference checking and skills testing, qualifications /VISA checks, drug & alcohol &/or police checks

• Along with how you would like communications to be carried out (for instance we ask email, mobile, direct line) and how often (every second day, weekly)

• Advise your recruiter who the resumes should be sent to, what the interview process will be and who will conduct the interviews (1^st, 2^nd, 3^rd, panel, phone interview, video conference etc) 

• Ask the recruiter who will be handling this role for you and who they should expect correspondence from

• Make it clear what your expectations are around the time frame you are hoping this placement will be made in and what happens if these expectations are not met

• Define what the cultural fit for your organisation is as well for the department this new employee will work in

• Advise soft skills that are important to the role

• Make it clear which hard skills are negotiable and which ones aren’t 

• Let your recruiter know the salary expectations you have for this role, making it clear the maximum you can afford to pay

• Advice if the offer will be subject to anything (testing, checking)

• Let your recruiter know when you will review the salary (after 6 months probationary period or after 12 months)

• Discuss your expectations around the guarantee should it be necessary

• Finally ask when payments for this service are due to ensure validity of any guarantees

It’s important to have a viable talent sourcing / recruiting process in place. This brings to mind a question about the differences between recruitment and talent acquisition which are often confused with each other. Let’s take a look at the subtle differences between the two processes that are both key to finding top talent and building out the best possible team for an organisation:

A difference of vision

The biggest distinction between talent acquisition and recruitment is the role each plays in the short and long term development of your workforce strategy. Recruitment is more focused on the processes necessary to fill an immediate need – posting requisitions; screening and interviewing candidates; finding the right talent; extending an offer; and, on-boarding new hires. It can involve stopgap measures such as working with staffing agencies to fill vacancies. Recruitment is more suitable for the “how” to get employees hired for open positions in the short and long term.

Key components of talent acquisition

Like most programs that are focused on benefiting a company on a long-term basis, talent acquisition strategies involve distinct phases. Recruitment is one of them, but there are several steps that must come before:

• Developing a strategy: This step is largely conversational and hypothetical. Acquisition specialists and other HR team members look at the business as a whole, projecting both its short- and long-term prospects in terms of revenue and growth. Broader predictions of the industry are also involved.
• Workforce segmentation: HR and talent specialists look at what departments are most in need of staff now and which of them will most likely need new talent in the near future (as well as in what order, for prioritisation purposes). According to HR Technologist, collecting data and closely analysing relevant key performance indicators will be pivotal to this step.
• Employer branding: In collaboration with the organisations’ marketing/ communication teams, the talent acquisition team devises a brand identity for the organisation (especially for social media and LinkedIn where it should emphasise the company culture and attributes that make it unique aside from its standing in the industry.
• Recruitment: This phase and its associated processes represent the raw mechanical steps of bringing in talent: lead nurturing, candidate sourcing, candidate selection, interviewing and on-boarding.
• Candidate relationship management: It’s critical to start and maintain a robust dialogue between all worthwhile candidates. For one, the hiring process for managerial and C-level roles will often take some time as high-level stakeholders across the business consider different options, so HR must keep in touch with them to ensure they don’t lose interest and pursue other opportunities. Also, it’ll be wise to stay in contact with applicants who weren’t perfect for one role but could be just right for another down the line.

Article adapted from Lesley Lyons