rcsa journal september 2013

Australia & New Zealand | September 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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The Leadership Edge RCSA International Conference Report

IN THIS ISSUE

• Gender equality: how do you rate?• What worked then … won’t work now! Acumen series

RECRUITMENTSUPER HAS CHANGED TO KINETIC SUPER.

Kinetic Super is a specialist industry fund built upon 20 years of experience in the recruitment sector. Our name change refl ects our focus on the needs of the modern mobile worker: we ensure our members stay connected with their super as they move from job to job.

On top of consolidating the funds divisions under Kinetic Super, we have made signifi cant changes to meet the super needs of our members and their employers in the new legislative environment.

Why choose Kinetic Super? • We’re the leading industry fund for the recruitment and

job services sector• We’re a long-standing supporter of the recruitment

industry and a principal partner of the RCSA • We have more than 20 years experience managing

super for over 350,000 members • We have a smartphone-friendly website to make it easy

to access your account and key information• We offer a choice of eight investment options, including

a MySuper option• We provide access to a range of insurance options,

including Income protection, Death and TPD cover• Our members have access to Member Education and

Advice Consultants* at no extra charge.

Go to kineticsuper.com.au to see how easy it is to join or to take us with you to your next role.

If you have any questions or need help organising your super, call us on 1300 304 000 or email us at [email protected]

Kinetic Super: the super that moves with you

Kinetic Superannuation Ltd (KSL) (ABN 14 056 917 303 AFSL 222590 RSE L0000352) is the Trustee of Kinetic Superannuation Fund (KSF) (ABN 78 984 178 687 RSE R1000429) which includes Kinetic Smart Pension (KSP). Before making a decision about Kinetic Super, you should consider your own requirements and read the relevant Product Disclosure Statement and Incorporated Information. For a copy, call us on 1300 304 000 or visit kineticsuper.com.au. *Kinetic Super Management Pty Ltd (ABN 53 000 013 276 AFSL 232501) provides general � nancial advice, marketing and sales services using its AFSL for Kinetic Superannuation Ltd (KSL). Relationship Managers and Member Education & Advice Consultants are employed by Kinetic Financial Services Pty Ltd (ABN 57 103 181 844) and are Authorised Representatives of Kinetic Super Management Pty Ltd.

1328 Kinetic Superannuation Press Ad_Recruitment_275x210_RCSA Journal v1.indd 1 5/09/13 1:45 PM

SEPTEMBER 2013 3

Contents

4 President’s report: Lincoln Crawley FRCSA

6 CEO’s Report: Steve Granland

INTERNATIONAL CONFERENCE

8 RCSA International Conference 2013 Report

RCSA AWARDS

14 Meet the 2013 RCSA winners: PEARL Award

INTERNATIONAL COMMENT

15 Ciett Report: Reigniting economic growth and job creation

BUSINESS MANAGEMENT ISSUES

16 What worked then, won’t work now! Greg Savage Masterclass

17 Gender equality: how do you rate? The RCSA Journal talks with WGEA Director Helen Conway

18 Braving the choppy waters: Mark Ashburn

20 Brand damage – reputation at risk with mismanagement

21 Recruitment industry trends: Nigel Harse

22 New directions in RCSA’s Code regime: Andrew Wood

FOCUS: THE LEADERSHIP EDGE

24 Wooing the best with Individual Membership

25 A note from the Ethics Registrar

26 Quality – because you’re worth it!

ASSOCIATION NEWS

28 RCSA Strategic Plan Update

30 Issues Update

31 RCSA Participation Forum Roundup

33 Member Groups: AMRANZ and ANRA

35 New Zealand Update

37 In the Media/Business Solutions Memos and Guidance Notes

38 Before the RCSA – the history of our Association

40 RCSA Partners and Premium Supporters

41 RCSA Board, Life Members and Fellows

42 2013 RCSA CPE & Events Calendar

The Recruitment and Consulting Services Association (RCSA) is the leading industry body for talent management and workforce solutions in Australia and New Zealand. With approximately 4,000 members, Corporate and Individual, the Association sets professional standards, conducts research, educates and develops members’ skills, monitors industry developments and lobbies state and federal governments on issues directly affecting members.

THE RECRUITMENT AND CONSULTING SERVICES ASSOCIATION LIMITED

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

RCSA AUSTRALIA & NEW ZEALAND

PO Box 18028Collins Street EastVIC 8003 Australia.T: +61 3 9663 0555Toll Free NZ: 0800 441 904F: +61 3 9663 5099E: [email protected] www.rcsa.com.au

RCSA JOURNAL EDITORIAL ENQUIRIES

The Editor: Sally Matheson Matheson Publishing T: +61 3 9820 2676 E: [email protected]

RCSA JOURNAL ADVERTISING & SUPPORTER ENQUIRIES

Julie Morrison Manager – Marketing & Communications RCSAT: +61 3 9663 0555E: [email protected]

SUBSCRIPTION ENQUIRIES

Bulk orders and subscriptions are available: contact the RCSA at the address details above.

DESIGN

Perry Watson Design T: +61 3 9596 0899

PRINT

Southern Colour

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 2013 ISSN 1838-8736

17International Conference 2013 Report

Please pass on to:

_______________________

_______________________

_______________________

_______________________

_______________________

8 Gender Equality: how do you rate?

www.facebook.com/rcsaausnz

twitter.com/RCSAevents

www.linkedin.com/company/rcsa-australia-and-new-zealand

The RCSA Journal is printed in Australia. Both the printer and the paper used to produce this document have Forest Stewardship Council® (FSC®) and ISO 14001 environmental certification.

RECRUITMENTSUPER HAS CHANGED TO KINETIC SUPER.

Kinetic Super is a specialist industry fund built upon 20 years of experience in the recruitment sector. Our name change refl ects our focus on the needs of the modern mobile worker: we ensure our members stay connected with their super as they move from job to job.

On top of consolidating the funds divisions under Kinetic Super, we have made signifi cant changes to meet the super needs of our members and their employers in the new legislative environment.

Why choose Kinetic Super? • We’re the leading industry fund for the recruitment and

job services sector• We’re a long-standing supporter of the recruitment

industry and a principal partner of the RCSA • We have more than 20 years experience managing

super for over 350,000 members • We have a smartphone-friendly website to make it easy

to access your account and key information• We offer a choice of eight investment options, including

a MySuper option• We provide access to a range of insurance options,

including Income protection, Death and TPD cover• Our members have access to Member Education and

Advice Consultants* at no extra charge.

Go to kineticsuper.com.au to see how easy it is to join or to take us with you to your next role.

If you have any questions or need help organising your super, call us on 1300 304 000 or email us at [email protected]

Kinetic Super: the super that moves with you

Kinetic Superannuation Ltd (KSL) (ABN 14 056 917 303 AFSL 222590 RSE L0000352) is the Trustee of Kinetic Superannuation Fund (KSF) (ABN 78 984 178 687 RSE R1000429) which includes Kinetic Smart Pension (KSP). Before making a decision about Kinetic Super, you should consider your own requirements and read the relevant Product Disclosure Statement and Incorporated Information. For a copy, call us on 1300 304 000 or visit kineticsuper.com.au. *Kinetic Super Management Pty Ltd (ABN 53 000 013 276 AFSL 232501) provides general � nancial advice, marketing and sales services using its AFSL for Kinetic Superannuation Ltd (KSL). Relationship Managers and Member Education & Advice Consultants are employed by Kinetic Financial Services Pty Ltd (ABN 57 103 181 844) and are Authorised Representatives of Kinetic Super Management Pty Ltd.

1328 Kinetic Superannuation Press Ad_Recruitment_275x210_RCSA Journal v1.indd 1 5/09/13 1:45 PM

mailto:[email protected]

http://www.rcsa.com.au/managers



http://www.rcsa.com.au

RCSA JOURNAL4

Dear Members

This year’s RCSA annual conference was a tremendous success and I want to thank all our speakers for their

memorable contributions and also all of our members who attended. The conference is one of our most important events, and is a chance for us all to discuss changes in our industry, professional development and best practice.

The theme of this year’s conference was leadership and as many of the speakers highlighted, it is a critical component across all aspects of the work we do.

It’s tough to make leadership a priority when uncertainty underpins the market you operate in. However, this is exactly the time when we should be focused on investing in the success of our people and practices.

The keynote speakers at the conference covered a range of leadership issues, notably the greater need for clear and decisive leadership to help businesses adapt in a market of constant change.

Bob Anderson’s session had some key learnings for all of us, highlighting that for leaders to stay relevant and effective, they must be truly open to change and adapt when facing challenges.

The presentation from John Eales AM and Damian Johnson was well-received, focusing on the importance of leadership at both strategic and operational levels. A crucial take out was that the traditional “top-down” leadership approach is no longer appropriate; and risk mitigation, customer centricity, productivity and profitability need to be driven at all levels of our organisations.

As always, the Knowledge Exchange Roundtable Discussions were a great success. It’s great to have an opportunity to share insights and ideas about some of the industry’s hot topics and also the issues that are affecting you.

The conference is always a great temperature check of the industry and market. The RCSA knows that you’re all facing challenges, and we want to take a proactive approach to help you meet them.

That’s why over recent months the RCSA Board determined a number of key strategic priorities which clarify and capture what we will focus on for the next three years and how we are working to support you and your careers. I want to outline them here: • RCSA membership is highly valued –

this means being a member is seen as necessary for success on a personal and company level.

• The RCSA is the lead provider of market-recognised Continuing Professional Development (CPD) – Education is the driver of professional skills and standards, and critical to the success of what we do.

• The RCSA is the centre of influence for member interests – we will continue to be a strong voice for members on regulatory and business issues.

• RCSA members are recognised as setting the industry benchmark through adherence to RCSA Standards. The Code and the Standards are what set members apart – we need to live and breathe them.

• The RCSA’s future prosperity is ensured through the generation and responsible use of stakeholder funds. We need to be here for today and tomorrow, and have the commercial focus to make this happen.

As part of these priorities, in 2014 we look forward to a number of integral projects, some of which include:• The completion of the reauthorisation

of the Code, which I would like to ask for your support and commitment to. We need our members to step up and live by the RCSA’s Code and Standards, to ensure the industry’s ongoing professional success.

• Revising the pathway to the RCSA Service Delivery Standard, with greater access for all members.

• The development and rise of industry education driven by the RCSA.

• Our admittance as a corporate champion to DEEWR’s Experience+ program, which will help us to focus on the untapped talent of mature age candidates.

• The launch of the RCSA’s Workforce Info Line (WIL) in New Zealand, following a successful first year in Australia.

• And lastly, the development of new document collateral, Questions to Ask a Recruitment or On-Hire Firm Prior to Engagement of Services, which were released at the conference and can be downloaded from the RCSA’s website.

There is a lot on the agenda for the coming year; I look forward to keeping you all updated with the progression of these items.

Lincoln Crawley FRCSA

RCSA President, Australia and New Zealand

PRESIDENT’S REPORT

Lincoln Crawley FRCSA

The traditional “top-down” leadership approach is no longer appropriate; and risk mitigation, customer centricity, productivity and profitability need to be driven at all levels of our organisations.

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RCSA JOURNAL6

CEO’S REPORT

Steve Granland

Welcome to the third edition of the RCSA Journal for 2013.

In this issue of the RCSA Journal we are reporting on the recent

2013 RCSA International Conference – The Leadership Edge, held

on the Gold Coast last month. I am very pleased to report that the

conference was a great success. This conference was the largest

single gathering of senior recruitment industry leaders in the

Asia-Pacific region this year, providing business owners and

senior executives with the opportunity to access a comprehensive

catalogue of industry and business thought leaders, keynote

speakers, workshops and, this year, a dedicated knowledge

exchange luncheon.

Next year, the RCSA Conference will be held in New Zealand

at Queenstown. We are anticipating a sell-out for next year so

I encourage you to keep your eyes open for more information.

At this year’s annual conference we launched a new piece of key

RCSA member collateral. Over the last six months we have been

working with marketing representatives from our region councils on

the development of a “Questions to Ask” document. This key piece

of marketing collateral has been developed for members to take to

existing and prospective clients and provides a comprehensive set

of key questions an organisation should look to ask a recruitment

or on-hire firm prior to engagement of services. We are preparing

a plan to take this document out to a broad audience and will be

in touch with all members shortly with tips and advice on how

to use it effectively.

Continuing with the theme of differentiation, I am pleased to

confirm that the process of reauthorisation of the RCSA Code has

now formally commenced. I would like to thank members who

provided valuable input into our Code survey. This data was extremely

valuable and we utilised it in our submission. The RCSA Code is

perhaps our greatest asset. The process of reauthorisation allows

for both short term fine tuning of the Code and longer term strategic

changes to be made. Thanks to the good work of our Board and

Andrew Wood Hon FRCSA (Life), there are some very exciting

changes which will be implemented across many aspects of the

Code over the next 12-18 months. These planned changes will

provide for the Code to continue to grow in profile and provide

RCSA members with a valuable point of differentiation. On a related

matter, please remember your obligation as a RCSA member to have

your staff complete Code training. This training is available online

and at no cost to members.

I encourage members to participate in our La Trobe University

quarterly research studies. We were able to generate a 25 per cent

response rate to our first Journal and are keen to build on this, as

the greater the response the more interest we are likely to generate

in the findings. At the time of writing this column La Trobe University

was very close to finalising the first report – keep an eye out in

Newshub for information and links to the report.

By the time this Journal hits your desk the result of the Federal

Election will be known. Whatever the result, there will be opportunities

for RCSA to continue to build on existing or establish new relationships

with key players as we continue the Strategic Plan outcome related to

influence. Ensuring the RCSA’s input, guidance and advice is sought

after by key workforce management stakeholders is vital to our

longer term success. We are seeing successes continuing as we

build strong relationships with key stakeholders. For this to continue,

I encourage you to get involved when we seek input, data, advice

or subject matter expertise you have access to. I encourage you

strongly to get involved in whatever way you can.

I am also very pleased to announce that we have launched

another RCSA flagship event. The inaugural Acumen Series “Remake.

Remodel. Future-proof Recruitment” will be presented in October

across Australia and New Zealand by Greg Savage FRCSA (Life).

Owners and managers will learn fresh ways to develop differentiators

that clients really value, understand where to allocate resources, learn

new marketing strategies and understand the role of social media,

talent sourcing, mobile and ATS technology. There will also be focus

on trends that are shaping the industry, what tactics no longer work,

what new skills you must learn as well as practical tips on how to build

your personal brand, position yourself as an “expert” and develop

innovative business development tactics that don’t include cold calling.

In closing, a timely reminder for all RCSA members: in June the

RCSA national office was unfortunately the victim of a break in. The

individuals involved managed to get into our small server room and

caused significant damage to our hardware while they tried in vain to

break into our safe. As we had sound back-up procedures in place

and comprehensive insurances we were able to recover relatively

quickly with no real short-term or long-term impact on our operations.

Had we not had the procedures or insurances in place the impact

would have absolutely been significant. As we head into the second

half of 2013 I urge you to make sure you review your disaster

recovery plans and insurances as a priority.

Steve Granland

RCSA CEO, Australia and New Zealand

SEPTEMBER 2013 7

8 RCSA JOURNAL

RCSA members from every corner of Australia and New Zealand, as well as international visitors and speakers, gathered together recently for a Conference crammed with thought-provoking presentations and Knowledge Exchange Roundtable Discussions. The tropical gardens and sparkling lagoons of The Sheraton Mirage on Australia’s Gold Coast were also the perfect background for fabulous social events and opportunities to network with friends and colleagues.

RCSA INTERNATIONAL CONFERENCE 2013 REPORT

The Leadership EdgeBuilding a Competitive Advantage in a Changing World

Lincoln Crawley FRCSA, Managing Director ManpowerGroup and President RCSA Board

SEPTEMBER 2013 9

RCSA INTERNATIONAL CONFERENCE

T he focus was leadership and maintaining a competitive advantage in a changing world;

a theme which couldn’t be more appropriate as the world zooms off in a new direction every day and just keeping up is almost as much of a challenge as getting ahead.

RCSA President Lincoln Crawley FRCSA welcomed guests before handing over to MC Andrew Klein who is, as Steve Granland said, “Now part of the RCSA family”. The keynote speakers were Bob

Anderson (US), Peter Barr, Rob Davidson APRCSA, Adam Fraser, Richard Greene (US) and Robert van Stokrom FRCSA. Special speakers included Jacqui Barratt FRCSA, Ross Clennett FRCSA, Graham Jenkins FRCSA (Life), and Craig Watson FRCSA with Chris Cosmos (US), Damian Johnson and Ben Marris, Laurel Papworth, John Peters (UK), Irina Shameva (US), “SPARK” (Rik Brown, Jason Geary, Karl McConnell and Colin Beattie) and famous Rugby Union identity and leadership specialist John Eales AM.

Megan Bolton CEO Kinetic Superannuation

Robert van Stokrom FRCSA DFP Recruitment Services and RCSA Board Director

Adele Last MRCSA and Peter Langford FRCSA HORNER Recruitment and RCSA Board Director; Jacqui Barratt FRCSA salt Recruitment and RCSA Board Director, Lincoln Crawley FRCSA Managing Director ManpowerGroup and RCSA Board Director, Frank Gullone Chairman Kinetic Superannuation, Jan Spriggs FRCSA (Life) Placer Management Group, Megan Bolton CEO Kinetic Superannuation, Smit Granland

RCSA JOURNAL10

The Journey of Conscious LeadershipBob Anderson

• The notion of escalating complexity is another dimension of change. We must progress through stages, acknowledging complexity, uncertainty, ambiguity, volatility and disruption.

• It’s not about the lists we devise to solve problems, as they will change – it’s how we adopt a creative capacity.

• When we’re faced with an adaptive challenge, it can’t be solved within the current operating system. If we don’t evolve or adapt and we resist change, we will become extinct.

• An organisation cannot perform at a higher level than the consciousness of its leader.

• Consciousness – it’s not a business word, it’s abstract. It’s the operating system of performance. It’s the complexity of the mind evolving though stages.

• The mind can morph from one level of complexity to the next, to the next, to the next, just as a child develops. Adults can grow from one stage to another, acquiring different skills, through different operating systems.

• Only twenty per cent of leaders are operating at a creative or higher level. Most adults are in a transition from the reactive to creative.

• To lead is to live at the edge – there’s no safe way to do it – that’s why it’s called the

hero’s/heroine’s journey. There is no safe way to be great.

• Decide:1. What do you stand for? 2. What would you do if you knew you

couldn’t fail or be fired?3. What do you most want your life and

leadership to contribute?4. How to engage authentically in risky

conversations. • There are two currents – what do you care

most about? Your purpose is the up current. The down current is how you work with parts of yourself that you are scared about, that are too over controlling, that hold you back.

• What’s a risk for you when you’re at the edge? What do you fear most about stepping up? How do you get in your own way?

• To change the culture is to change the moment and the future lives and dies in the moment.

• What’s the first sentence of a conversation that would require courage to engage in? What is the first line of a poem you don’t have the courage to complete?

• Leadership development is not an event; it’s a long term development system.

• After cutting through complexity you need to have authentic conversations.

• Consciousness and competence emerge together if you really want to push the edge of leadership.


Here are highlights from some of the presentations

Robert Blanche FRCSA (Life) The Bayside Group of Companies, Matt Barnett Kingfisher Recruitment, Calvin Lake and Ian Colyer Kinetic Superannuation, Phil Isard FRCSA Consultive

Adam Brown Aspect Personnel, Craig Watson FRCSA Scott Recruitment, Matt Sampson MRCSA Aspect Personnel

David Stewart NSW Business Chamber, Bob Olivier FRCSA HRO2 Research and RCSA Board Director, Ian Chisholm Kinetic Superannuation, Steve Shepherd FRCSA (Life) Randstad

Claire and Craig Mansell APRCSA, Kyra Mansell (4 months!), Julie Fowler and Ken Fowler FRCSA of B Series Group of Recruitment Consultancies

Janice McNab, Andy McCormick and Grant Kedian of Tradestaff, Santiya Van Toorn Arrow Energy, Kevin Eder Tradestaff

SEPTEMBER 2013 11


Strategic and Operational LeadershipJohn Eales AM

• Success is very simple. It’s getting simple things right, over and over again, consistently.

• Make the complex simple and the simple compelling.

• Here are John’s eight recurring themes for success:

1. Adapt or die: watch the changing consumer; you can’t control what they want.

2. Be agitated: contented people don’t make world champions. You need desire to do whatever you can to get to the other side, something that drives you. As a leader, it’s your responsibility to understand and identify agitation and feed it.

3. Be one team: we achieve little as individuals. You don’t have to think the same, but you all need to be heading in the one direction. The more successful you become the more insular you become in your thinking.

4. It’s tough: so deal with it.

5. Play by the rules: respect, integrity, excellence, communication.

6. Mens sana in corpore sano – a healthy mind in a healthy body.

7. Be composed: maintain the three levels of faith – self, team and system. The composed team will win eighty per cent of the time.

8. Celebrate success.

Reinventing You, Reinventing Your BusinessRob Davidson

• Reinventing the business: if I cease to exist:

1. Will my clients miss me?2. How long will it take them

or anyone to replace me?• This is a mature industry and a mature

market: re-invent and go to the next level, or slide down the other side of the slippery slope.

• Change your title to recruitment AND consultant.

• We’ve all got to blog – it doesn’t matter if it’s not read, but it shows you’ve done the research, thought about it and forced yourself to become a bit more expert. You sound more like a consultant than a recruiter.

• If we all blogged once a month how would that lift our personal reputation and the reputation of the industry? Get a blogging coach if you don’t know where to start.

• Start thinking about yourselves as more than recruiters – get your staff to pick up one piece of work that is not recruitment related and is a paid assignment.

• Why do businesses need to grow? Because bad things happen – you need momentum and cannot be on the back foot when that happens.

Here are highlights from some of the presentations

The Kinetic Superannuation team: Matthew Ball, Phil Seubert, Charlotte Jones, Bindi Smith, Julieanne White, Colin Runacres, Calvin Lake, Emma Jones, Megan Bolton CEO, Mark Ashburn, Helen Hermans, Steven Moad

Luke Mugavin WorkPro and Rosemary Scott FRCSA (Life), doing their duty!

Leanna Levings, Rebecca Smith and Kris Flowers of OAMPS with John Wilson FRCSA The Bayside Group of Companies

Steve Granland CEO RCSA, Jan Spriggs FRCSA (Life) Placer Management Group

Cameron Boucher and Gavin Altus of Learning Seat, Mark Ashburn Kinetic Superannuation

RCSA JOURNAL12

“Leading Ugly”Peter Barr

Peter delivered an inspiring presentation on “Leading U.G.L.Y” – how to lead when nothing is working and it’s getting UGLY. What’s your Unique Genius? How do you rate on the “At my best/worst… “scale? What’s your Leadership Yearning? Are you focused on inspiring others, taking responsibility and leaving a powerful legacy? Or are you focused on playing safe, staying in the problem and your own importance? Conference attendees had time to assess themselves against Peter’s scale and consider their leadership from a different perspective.

The “Science of Charisma”Richard Greene

Richard’s seven secrets of public speaking:

1. Words are seven per cent of communication.

2. Voice Tone is 38 per cent of communication: volume, pace, pitch, punctuation, resonance, pausing. In every situation there is an opportunity to punctuate what is important.

3. Body Language is 55 per cent of communication: the body never lies and always speaks first. (Posture is eye contact, gesture, movement, the body language of listening. Gestures down communicate authority; gestures up, the opposite.)

4. The Lasered, Compelling Message: connection with the audience, for example, Martin Luther King’s I Have a Dream speech.

5. The Communication Effectiveness Continuum: performance, presentation, conversation.

6. The Four Languages: you have to communicate with all four to be a superstar: visual, auditory, auditory digital and kinesthetic. You can get the attention of virtually anybody using these.

7. Authentic passion: part of the fulfilment of life.

8. People want acknowledgement and attention, and they want to be cared about in that moment. Listen in these three categories: receive, digest and respond.

Social Media and JobsLaurel Papworth

• This generation walks in Monday morning and walks out Monday lunchtime. There is not enough hardship for them to think I should hang on to this job.

• There is no fall-back position into a safe job – they’re all entrepreneurs and have been managing their online businesses since they were 12 or 15 years old. If they need a loan, they’re not going to banks. They go to Zopa and Prosper which are money lending peer-to-peer sites for loans.

• Facial identification and live rating of presentations is part of reality.

• Recruitment agencies of the future could be a platform. What do you want to be remembered for? For recruiters, the value-add of last year is not the value-add of this year. Just be clear what the value-add is.

• Google has ditched SEO and migrated to SMO: Social Media Optimisation. Don’t remove yourself from social media – be on it and be on all services. Did you realise that with social media you will live on forever? You probably don’t know your great, great, great, great grandmother, but your great, great, great, great granddaughter will certainly know you from your Facebook or other profile.


Ron Weil Astute Payroll, Scott Van Heurck FRCSA Wood Recruitment, Rowan Lalor Astute Payroll, Rory Murphy and Ben Foote of CareerOne.com.au

Sharon Hudson Talent Tools, Kylie Saunders Kelly Services, Steve Shepherd FRCSA (Life)Randstad, Mark Ashburn Kinetic Superannuation, Karen Colfer MRCSA Kelly Services and RCSA Board Director, Tim Le Roy Scottish Pacific Debtor Finance, Penny O’Reilly Kelly Services, Andrew Klein conference MC, Denis Dadds FRCSA ManpowerGroup and RCSA Board Director, Errol Katz APositive Cashflow

David Stewart NSW Business Chamber, Pauline Dusting and Scott Hancock Talent Options, Peter Forbes NSW Business Chamber, Michael Hoey Belmore Nurses Bureau

SEPTEMBER 2013 13


TWEETS! https://twitter.com/RCSAevents

Feeling very revitalised after #rcsaconf - thank you @RCSAevents for putting on such an excellent program. Next year - Queenstown!

Post- #RCSAConf relaxing by the pool on the Gold Coast. Looking forward to après-ski relaxing in Queenstown next year!

About to head to the airport. Wonderful conference @RCSAevents Thanks guys! #RCSAConf

#rcsaconf incredible 2nd day! Quality presenters, great messages.

Great event as usual and great to catch up with you all again ... All the best success for the year ahead and see you next year #RCSAConf

THANK YOU @RCSAevents - brilliantly executed #RCSAConf 2013. Can’t wait for next year ...

Just WOW! John Peters a completely awesome end #to #rcsaconf. What a story. What a man.

Absolutely electrifying ... tears even. John Peters the final speaker #RCSAConf #rawemotion

How to stun a recruiter #RCSAConf put John Peters on stage #respect

Thanks RCSA! Have had a great time on the Gold Coast at the Leadership Edge Conference! #rcsaconf

Fantastic conference thank you RCSA. Love the industry and the people who make it. #RCSAConf

Thanks for another great conference @RCSAevents

#RCSACONF Dr Adam Fraser you are a rock star... we needed to have you shake us up!!

Mark your diary now! RCSA International Conference 2014: Queenstown, New Zealand. 27-29 August 2014.

The Third SpaceAdam Fraser

• We are judged on our behaviour and actions, not our intention. There’s a gap between intention and behaviour.

• We are influenced by logic but driven by our emotions, and your emotions filter through to your organisation. Is your bias optimism or pessimism? When people reflect and analyse, it’s mostly from a pessimistic viewpoint. Reflection should be about what you learnt.

• Think about how you show up. Do you light up a room when you walk in or when you walk out? Think about what emotions you bring.

• Happiness is about engagement and achievement. People are happiest when they have a challenge just out of their reach. Apathy and boredom is the worst situation.

• How do you feel about change? Don’t wait for something to hit you over the head before you need to change.

• The third space: – The first space is the environment you are in right now.

– The second space is the environment you are transitioning to.

– The third space is the gap between stimulus and response. How we transition between the first and second space is vital. Do it with focus and optimism. If there is loss or failure, just get over it.

Tornado DownJohn Peters

The audience sat in mesmerised silence as we began to understand just a little of John’s seven week ordeal of torture and interrogation under the regime of Saddam Hussein.

One of his moving stories was that of his peers touching the photo of his bruised and battered face every day, trusting and believing that John could get them through, that he would lead them through the war. From that photo they knew why they were going to war – they were going to save his life. And yet, John says, he could do nothing. Some thoughts from John’s presentation:• War is not about the tanks and planes:

it’s about you, it’s about confronting death miles from home. It’s personal and emotional.

• How do you handle extreme failure? I don’t give a toss about being a POW – what stays with me is I failed to complete my mission.

• You don’t train to be average, you train to be excellent. You’re not expecting your teams to be average; you expect them to be excellent.

• You have a responsibility to accept your mistakes.

• There’s always hope. You are not going to let them win; you’re not going to let people down, your friends or your family.

• Courage is about choice. It’s about making the right choice because it’s the right thing to do.

• Go back to basics – prioritise tasks so you have the capacity to think and make the right decision.

• If you still have who you are, just make the choices you have to.

• Your profession is not just who you are – what about people who have never met you?

• What sort of role model are you? You have a choice. You have a choice to lead the way you choose.

• When you are in the depths, keep the values that are authentic to you – and then people trust you and you are a role model to others.

• Its’ not what you do; it’s what you are becoming.

• How do you deal with extreme success?

• Why do you lead the way you do? What is your philosophy?

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RCSA JOURNAL14

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Bibby RCSA 210x128 September 2013 10/09/13 5:27 PM Page 1

Dr Sam Hazledine’s company,

MedRecruit is a medical recruitment organisation with offices on the Gold Coast and in Queenstown, New Zealand. With a focused approach to both clients and

candidates and a commitment to changing the status quo for the better, it has grown quickly and has featured in the Deloitte Fast

50 for the past four consecutive years.At MedRecruit the team comes first, and

the managing director, Ernst & Young’s 2012 Young Entrepreneur of the Year, Dr Sam Hazledine, takes a personal approach to professional and personal development to ensure the team both love their work and achieve personal goals through achieving company goals.

What advice would you give to other young professionals who would like to win this award?

“Leaders are judged on the motivation of their staff, and the staff are judged on how happy the clients are,” Sam says.

“Good leadership is not about you, it’s

about empowering your team to achieve

great things to deliver what the customer

needs and wants. I think when leadership

has been effective the team will stand back

and say ‘I did that’,” he adds.

Having won this award what are you goals for the future?

“The medical recruitment market is very

fractured and our focus is on innovating

effectively to solve customer frustrations

and, in doing so, evolve the status quo of the

industry to make measurable improvements,”

Sam says.

Meet the RCSA Award winners

PEARL Award: Dr Sam Hazledine, MedRecruit

AWARDS

Dr Sam Hazledine, Managing Director, MedRecruit

SEPTEMBER 2013 15

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Bibby RCSA 210x128 September 2013 10/09/13 5:27 PM Page 1

INTERNATIONAL COMMENT

The European summer has been a busy period for my Ciett colleagues and myself with a lot of discussion and lobbying at a political level around job creation and the role that private employment agents play in strong performing economies.

In June, the B20 (the business community of the G20) made its recommendations to G20 Leaders on ways to re-ignite economic growth and job creation. At its summit in St Petersburg, the B20 stressed that diversity in labour contracts is essential to create an enabling environment for business to create jobs. Quoting Ciett’s Adapting to Change Report, B20 stated that temporary agency work not only offers an accessible gateway into the workforce, especially for young people, but it also helps people remain in employment by facilitating their transitions into other employment opportunities – the stepping stone effect.

Following on from this, the G20 Labour Ministers met in July and called for stronger employment services and multiple forms of work to achieve more inclusive labour markets. The Labour Ministers recognised that co-operation between public and private employment services – along with stronger links between education

and work, is key to delivering effective active labour market programs to tackle unemployment and skills development.

This recognition of the role our industry plays in the creation of employment and decent work is an important step forward and is the result of Ciett’s lobbying as well as the strong relationships we have built with many of the influencers in the G20 process. We look forward to the recommendations being adopted when the G20 Leaders meet in St Petersburg in September.

This recognition has ramifications for us here in Australia and New Zealand. As I am sure you are aware, the ACTU, along with unions around the world, has mounted a strong campaign against what it calls “insecure work” with our industry squarely in their cross hairs. The recommendations of the G20 and the work conducted by Ciett will help support the RCSA’s own political lobbying with job creation well and truly on the agenda of the Liberal Party – and also in New Zealand where an available and flexible workforce will be essential to the Christchurch re-build.

Ciett Report

Re-igniting economic growth and job creation

Steve Shepherd FRCSA (Life), RCSA Immediate Past President, is the RCSA’s representative with Ciett and a member of the Ciett Board.

RCSA representative and Ciett Board member Steve Shepherd FRCSA (Life) comments.

RCSA JOURNAL16


Greg Savage has thirty years’ experience at the coalface of the Australian recruitment industry, holds Board positions with five recruitment companies and consults to dozens of others. He has a compelling insight into how a recruitment company should operate in the new world, and in this series he shares what he would do if he started a new business tomorrow.

How it would be different? What would the strategy be? What sort of people would work there? What kind of technology? How would it be managed? What about sales and marketing? How would talent sourcing evolve?

Valuable insight for both owners/managers and consultants: three hours packed with fresh ideas,

practical advice and new ways to do things - all based on the best recruitment thinking from around the world.

OCTOBER 2013 DATES

Brisbane Tuesday 15 Oct 9am-12:30pm

Perth Wednesday 16 Oct 9am-12:30pm

Adelaide Thursday 17 Oct 9am-12:30pm

Sydney Tuesday 22 Oct 9am-12:30pm

Melbourne Wednesday 23 Oct 9am-12:30pm

Auckland Thursday 24 Oct 1:30pm-5pm

For further information contact Claudia Gray: [email protected] or call +61 2 9922 3477

Brisbane

Melbourne

Auckland

Adelaide

Perth

Sydney

LAUNCHING THE INAUGURAL ACUMEN SERIES

ACUMENSPEAKERSERIES

2013RCSAACUMEN

SPEAKERSERIES

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ACUMENSPEAKERSERIES

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2013RCSA

RECRUITMENT

COACHING RECRUITERS

TOOLSSOCIAL NETWORKING

LEADERSHIP

TRENDS

CANDIDATECARE

CLIENTSKILLS

FUTURE-PROOF

TECHNIQUES

TECHNOLOGY

RECRUITMENT

COACHING RECRUITERS


LEADERSHIP

TRENDS

CANDIDATECARE

CLIENTSKILLS

FUTURE-PROOF

TECHNIQUES

TECHNOLOGY

RECRUITMENT

COACHING RECRUITERS


LEADERSHIP

TRENDS

CANDIDATECARE

CLIENTSKILLS

FUTURE-PROOF

TECHNIQUES

TECHNOLOGY

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Recruitment of the future Masterclass with Greg Savage:

“I am looking forward hugely to my speaking tour of Australia and New Zealand hosted by the RCSA: Remake/Remodel/Future-Proof Recruitment,” says well-known presenter Greg Savage. “I have done many such tours over the years, but this time it is very different.”

Greg will call on decades of experience growing and running recruitment businesses in Australia and globally, but this time he has an extra perspective. “Since I sold Firebrand Talent last year, I have been appointed to several Boards of recruitment companies, and I have attended conferences and consulted to recruitment businesses around the world. So my current thinking is fresh and full of new inspiration,” he says.

Greg is very positive about the future economically. “I am totally convinced our industry will survive. But, I am equally certain it’s going to be totally different, and many individuals and companies will not adjust enough to thrive, or even survive.

“Clients want something different from before. Candidates’ attitudes and mentality have changed, and technology is reshaping the game on a wide number of fronts.”

The Masterclass will answer the very seductive question: If I was launching a new recruitment business today, what would I do differently?

Greg says he will make sure the session suits owners and managers as well as recruiters. There will be a huge amount of detail, including:• What would the strategy be? • What are the global trends to

take into account?

• What do clients really want?• Candidates? What about them?

What’s changing?• What sort of people would I hire?• What kind of technology?• How would it be managed? • What about sales and marketing? • How would talent sourcing evolve?• What key skills would I ensure my

recruiters had?• How would I change the business

development model?• What is the real role of social media?• What costs would I eliminate?

“This is the biggest event I have done for years, and I believe it will educate, motivate and stimulate. Hope to see you there!” he adds.

What worked then, won’t work now!

SEPTEMBER 2013 17

Non-public-sector organisations with more than one hundred employees should have preparations well underway for their first full report* under the Workplace Gender Equality Act (2012). It’s a time eagerly anticipated by Workplace Gender Equality Agency (WGEA) director Helen Conway and her team, as the data they will extrapolate from these reports will provide the first truly accurate picture of this state of gender equality in Australian workplaces.

Outputs vs. inputsUnder the previous legislation – the Equal

Opportunity for Women in the Workforce Act (1999) – businesses reported on inputs, such as their equal opportunity programs for women. The report was written in a free-form narrative style with some general headings but no precise format.

Reporting under the new legislation is based on outputs, with each of the six Gender Equality Indicators (GEIs) having precise reporting matters determined by the Minister for the Status of Women by legislative instrument tabled in March this year.

The six GEIs are:GEI 1: The gender composition of the

workplace.GEI 2: The gender composition of the

employer’s governing bodies.GEI 3: Equal remuneration between women

and men.GEI 4: Availability and utility of employment

terms, conditions and practices relating to flexible working arrangements for employees, and to working arrangements supporting employees with family or caring responsibilities.

GEI 5: Consultation with employees on issues concerning gender equality in the workforce.

GEI 6: Any other matters specified by the Minister in a legislative instrument.

“This means that, over time, we’ll accumulate very comprehensive, standardised output data that will give us an unprecedented picture of gender equality,” WGEA Director Helen Conway says. “And importantly we’ll aggregate all this data, and then disaggregate it by sector, and develop educational benchmarks against the GEIs.

“So if you operate a mining company, for example, you’ll be able to look at the benchmarks as they relate to the mining sector and see what ‘good’ looks like and what ‘bad’ looks like,” Helen continues. “By comparing your own performance, you can see where you sit within the sector, and also how your competitors are performing. And of course over time you’ll be able to track your progress, because each year as you put your reports in you’ll see how you’re tracking against that benchmark.”

Helen describes these benchmarks as “absolutely the engine room of the legislation” because they provide a point of reference. “They also enable us to work with organisations collaboratively to help them improve their gender performance.”

Employers won’t be obliged to make changes if they don’t meet the benchmarks. “In fact, they don’t actually have to meet the benchmarks: they’re for educational purposes, to inform people and help them understand their performance and give them a basis for improvement,” Helen explains.

Minimum standardsHowever, under the legislation there is

a provision for the minister to set minimum standards for the GEIs, and this certainly relates to compliance. Helen comments that these standards, which will come in a year after the first full reporting, are unlikely to be particularly onerous.

Minimum standards will be established in consultation with the WGEA and other stakeholders. “And in the Agency we’ll make sure we have tools and resources to enable businesses to put in place what they need to do in order to meet the standards,” Helen says. “We want people to improve their gender performance and we believe this is the best way to work.”

If a company doesn’t meet a minimum standard in a reporting period,

it has two further

reporting periods

to improve

performance

before it can be

deemed to be

non-compliant.

“So it’s a highly

collaborative

compliance

regime,” she adds.

Greater transparencyAnother aspect of the legislation is that it

requires the reports to be more transparent.

“When an organisation lodges its report with

us, it has an obligation to inform employees

and shareholders and provide access to the

report as soon as reasonably practicable,”

Helen says. “Additionally, the company must

notify all unions that operate in their workplace

within seven days.”

Employees and unions have a statutory

right to comment on the report, either to

the WGEA or to the employer, and the

WGEA has the ability under the legislation

to conduct compliance reviews on a random

basis. “So if we receive comments suggesting

a report contains inaccuracies, we’ll refer

that comment to the employer to determine

whether or not it’s correct,” Helen says.

“If the employer is resistant and doesn’t

want to co-operate with us, we can then

conduct a compliance review.”

However, Helen comments that on

the occasions in the past when WGEA has

referred comments back to employers, in

every instance they’ve recognised the need

to address the issue – and have done so.

“This is really positive, and obviously what

we would prefer to happen because our

overarching position is to work co-operatively

with people,” Helen says.

Helen Conway was interviewed

by business writer Rosemary Ogilvie.

* The WGEA reporting year runs from

1 April to 31 March, with reports due for

lodgement by 31 May 2014. For further

information, go to www.wgea.gov.au.

Gender equality – how do you rate?

WGEA Director Helen Conway.

http://www.wgea.gov.au

RCSA JOURNAL18


It’s important to have the skills necessary not just to stay afloat, but to make headway in the choppy waters of the current economic climate. Mark Ashburn shares three important tips.

The peaks and troughs of the business cycle are somewhat inevitable. Historically, cycles have been longer,

more regular and a little more predictable than the “choppy” business environment in which we currently operate.

Having grown up on Queensland’s Gold Coast, I am no stranger to unpredictable seas. I love to surf and have developed a set of skills that enables me to paddle swiftly out of the troughs, enjoy riding the peaks and generally be safe in those hard to navigate, choppy waters.

I strive to influence and make an impact at work, and while I recognise that business cycles can have an indelible impact on an organisation, I believe that it’s important to have the skills necessary not just to stay afloat, but to make headway in the choppy waters of the current economic climate.

I’d like to share three survival tips that I’ve picked up over the years: • Tell your team the story, the whole story• Use staff time to invest for the future• Be a student – study the drivers for

your clients

Tell your team the whole storyI quickly learnt the value of transparency

and shared purpose in my time at an auto financing company. We were all told of the difficult times the company was facing, honestly and openly. Admittedly some hightailed it out of there very quickly, however those who remained through this challenging time learnt a great deal. We learnt to be frugal and not to spend unnecessarily simply because the money was available. We developed a commitment to the brand and a sense of identity.

Above all we understood that it was in our best interests to put the company’s best interests first. We were engaged because we appreciated knowing the real story and had the confidence that we would be told the truth about our situation, no matter how bad it seemed.

I now recognise that this trust and engagement is essential and, provided you can confidently continue to lead and proactively manage the situation, your staff

in whom you’ve confided are very likely to stay the distance.

What we found as the going got better was that the team was trained and ready to take advantage faster. Margins increased because the culture had been built at the bottom of the trough in a climate of frugality. The learnt characteristics of this time, such as the creative use of resources and redefined business practices, then meant the good times were even better.

Use staff time to invest for the futureOnce your team knows the whole story,

it’s essential to empower them by including them in the solution. In one of the major banks I’ve worked on, one particular area was experiencing a downturn and management made this choice to tell their staff the whole story and be part of the solution.

Management made a commitment to redeploy staff and find new opportunities for team members who were potentially re-engineered out of a job. Processes were redefined and streamlined in an effort to find efficiencies and cut costs. When the going is tough, a team will be more motivated to find efficiencies and cost savings that you would never have found on your own. In this situation, initial trust fostered increased trust between management and staff, and when we came out of the trough, the team remained a more nimble and flexible team, willing to adapt to an increase in productivity rather than looking to increase resources.

Be a student of your clients’ driversYour business probably serves a number of

industries or key clients. How well do your sales team know their real business drivers?

The CEO of a leasing company taught me that knowing your client’s business is just as important as knowing your own. In that business we had a particular focus on the construction industry. Our boss knew that industry inside out. He knew about the financial drivers, economic drivers, various trends and overseas innovations. He made sure he was personally invested in the industry by dedicating time to attending construction and engineering conferences.

Braving the choppy waters

Mark Ashburn, General Manager – Sales, Kinetic Superannuation

SEPTEMBER 2013 19

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Importantly for us, he made sure we knew what was around the corner for our clients and helped our product team to develop new products that we hadn’t even been asked for yet. Not surprisingly, we were instantly popular when we told our construction clients about them.

It wasn’t feasible for all our team to personally gain the knowledge of the construction industry in such detail, but the CEO recognised the strategic value of being a student of the construction industry and he translated that into a competitive advantage for us in sales and product.

Braving the choppy waters of our current business climate doesn’t have to be all short term decisions and tactical moves. Some things are always worth doing. A little time, open communication channels, willingness to adapt and think creatively, and above all, a belief in the common good will ensure that while the peaks and troughs remain, your business continues to be profitable through these troughs and sees an increase in productivity and margins as you head towards the peaks.

Braving the choppy waters of our current business climate doesn’t have to be all short term decisions and tactical moves.

RCSA JOURNAL20

Brand damage – reputation at risk with mismanagementWith the ever-changing landscape of social media and blogging, voicing one’s opinion isn’t hard to do anymore. Venting or confessing one’s dislike about an organisation can not only hurt a business’s reputation, but also damage the referral channel which most businesses thrive on. But what happens when blame is made against a company’s mismanagement and fingers pointed at directors or the Board?

People often don’t understand that directors, officers and employees are exposed to the legal consequences

of their unintended errors arising from their daily actions of running the business; and that private companies also face exposure to a financial loss caused by not only employee dishonesty but also other negligent conduct.

Organisations can take steps to not only mitigate the potential damage by creating in house programs and standing by guidelines; but what happens when this is from an outside party and takes on serious discussions about your company’s integrities to work?

So what does this mean to my organisation?

Being blamed by external bodies or individuals for mismanagement by any term is not good. Having one’s reputation put into the media spotlight can have a negative impact on the company’s current clients or any future endeavour.

So what should I look out for?With a lot of things in business, you may

not be aware of the issue until it is presented to you. Businesses fail to survive the fallout because they say “It will all blow over”. Taking this stance will be fine for your state of mind, but the longer the delay without getting on the front foot, the more detriment the damage will be to your brand. If the topic is something that the media loves and won’t let go of, you could be in serious trouble.

How could this impact my business?If the proverbial mess does hit the fan,

you will need to go into damage control. You need to make sure that your current clients and any particular contracts being negotiated are kept in the loop. Being on the front foot is needed and making sure the right people handle this matter. Larger organisations may have a marketing team or management team that specialise in crisis handling or a reputation management program that has been created for such an occasion.

But what if you are a smaller company?

What can I do?Communication is the key to damage

control. Here are some key things to keep in mind:• Most companies shut down and hope that

the problem or crisis will just blow over. It won’t, and being proactive is necessary.

• Be open and honest about the situation. At this time you can’t hide from the truth.

• Engage the right people to handle the matter. You should look at engaging an external PR company. Not only are they experts in this field, they are also independent and unbiased about your organisation.Not many people realise that public

relations expenses are included and part of the Management Liability policy. Not only does this policy cover the traditional Directors and Officers (and Crime Cover), but it is also sublimated to cover PR expenses for such an occasion. This extension is to help limit the adverse effects of negative publicity of an insured in respect of any claim or investigation. If you currently don’t have a Management Liability policy, the team at OAMPS is happy to oblige to quote. If you have concerns that you are covered, we may need to review your current policy.

Disclaimer: This article has been drafted by OAMPS Insurance Brokers to assist RCSA members with a general understanding of the subject matter. This article does not purport to be an exhaustive statement of all the legal or best practice requirements in the area. It is provided to RCSA Members as a guide only. Members are encouraged to obtain further advice from an appropriate professional source.


Kris Flowers, Team Leader – Professional Risks Division & Construction and Builders Warranty Division, OAMPS Insurance Brokers Ltd.

SEPTEMBER 2013 21


Industry trends recently show that the RIB Report average profit before tax as a percentage of gross profit rose from 17 per

cent in May to 22 per cent in June, and as a percentage of sales increased from 3.4 per cent in May to a more acceptable 4.7 per cent, Nigel Harse says. Q4 closed with both indicators reflecting an improvement on the previous six months, but Q4 was down on the same period last year.

The RIB average business operating cost fell from 83 per cent of gross profit in May to 78 per cent in June, with Q4 closing at 83 per cent, compared to 88 per cent in the previous quarter.

June RIB average sales per participant were five per cent higher than the same time last year, with RIB average total sales per participant exceeding $1.2million for the month. “The last time the RIB average achieved this level of sales was September 2011,” Nigel says. “Pleasingly, Q4 sales improved 19 per cent on Q3 which is the highest result in 18 months.”

Importantly, RIB average gross profit as a percentage of sales rose from twenty per cent in May to 22 per cent, but is down from the 23 per cent achieved in June 2012. Q4 reflects a 21 per cent return on sales, compared to the 23 per cent return achieved in Q4 of last year.

“The continued trend of sales increasing, but with lower returns, will put sustained negative pressure on cash flow,” says Nigel, adding the caution that cash collections should be closely monitored to guard against potential problems. “Remember, a sale is not a sale until it’s been paid for!”

Further improvement can be seen with June RIB average perm sales volume improving 16 per cent on the previous month, but six per cent down on June 2012. Q4 results show a 14 per cent improvement on the previous quarter, but reflect a 14 per cent decline compared to Q4 last year. “So the question is: as we are now seeing sequential monthly improvements rather than continued decline, is this the start of a turnaround perhaps?” Nigel says.

In terms of placement volumes, a significant 71 per cent of participants reported monthly improvement compared to May, and the RIB average of perm placements per participant climbed from 7.8 in May to 8.9 in June. However, this result is 33 per cent down on the June 2012 figure of 13.2 placements per participant.

Q4 placements per participant were equal to the previous quarter at 24, a decline of 34 per

cent on last year’s result of 37 placements per participant.

“As market conditions continue to change, and with less of the low-hanging fruit available in the perm market, RIB average placement fees continue to climb,” Nigel says. “June is the highest it’s ever been.”

Nigel adds that the temp and contracting markets, as suggested earlier in the year, have shown slow but steady improvement each month throughout 2013. “Forty-nine per cent of participants reported an improvement on the previous month’s hours processed through the payroll,” he says.

June results of 15,900 hours per participant reflect a two per cent improvement on the previous month, but an 11 per cent decline on June 2012. The quarter closed with seven per cent more hours processed than in Q3, but this is 13 per cent down on Q4 last year.

June RIB average charge rate per hour dipped slightly from the record high achieved in May, and pay rates followed the same trend. RIB average gross profit as a percentage of temp and contract sales remained stable at 13.6 per cent for the month. However on a positive note, the quarter reflects a gross profit return of 13.5 per cent on sales, the highest result for six months and equal to last year.

“A final positive indicator from the month is the rise in productivity,” Nigel says. “RIB average gross profit per person was the highest of the year. So looking ahead, with the Australian election, improving data coming from the USA and healthier employment trends in parts of Europe, we may see some further improvement in market conditions for the recruitment sector as we head towards 2014.

“Certainly the market is tough – and fatal for some. But for those who run their business well there will always be light at the end of the tunnel!” he says.

The 12-13 Financial Year RIB Review will be available for purchase in September. www.ribreport.com.au

Nigel Harse was interviewed for the RCSA Journal by Rosemary Ann Ogilvie.

Recruitment industry trends

Nigel Harse, Director, The RIB Report

Predictions from Nigel Harse, Director, The RIB Report, which collects and reports on industry trends.

http://www.ribreport.com.au

RCSA JOURNAL22


New Directions in RCSA’s Code RegimeAndrew Wood Hon FRCSA (Life) reviews member responses to the recent survey.

In July 2013, RCSA surveyed its members for their views about industry regulation and perceptions of the effectiveness of the Code and the Discipline and Dispute Resolution Procedures (D&DRP).

Corporate members and Individual members were surveyed with a set of 27 questions providing for yes/no, Likert scale and free text responses.

A total of 119 Corporate member representatives and 126 Individual members responded.

Members’ responses indicated a desire for a system that provides guidance closer to the point when the conduct occurs; rather than

reasons why the Code has been breached once a complaint has been determined.

Responses acknowledged the limitations of a scheme run by volunteers and not publicly funded; but at the same time recognised the huge and valuable contribution made by volunteers in supporting the Code and the D&DRP.

Comments critical of aspects of the D&DRP were balanced by the strong levels of member support for retention of the existing provisions of Code and, in particular, of its more abstract general principles requiring professionalism and integrity (94 per cent); and by the usage statistics, which indicated a high level of case finalisations at early intervention stage.

Form of regulationMembers were offered a range of suggested

means of industry regulation and were invited to indicate which of them they considered suitable for the industry. Multiple responses were permitted; 115 members responded.

The strongest response (57 responses) was for a member-only industry code (as present).

However there was an equally strong response (56 responses) for a mandatory industry code.

Thirty-six responses listed Commonwealth legislation as a suitable form of regulation for the industry. If this is combined with the mandatory industry code response, it would appear that there is reasonable support for some form of uniform national regulation.

Retention of existing Code provisionsMembers were invited to indicate which of

the current Code provisions they would like to see retained in future versions of the Code.

There were 124 member (39 x Corporate; 85 x Individual) responses received.

The responses were strongly in favour of retaining all areas currently covered by the Code. The highest level of support shown was for retaining the General Principle requiring professionalism and integrity (94 per cent). That was an interesting response because it is the most abstract (least specific) provision of the Code. However, it suggests that members have an intuitive understanding of what it meant to be ethical and professional

in the work that they do. That is an important and essential building block in any scheme for industry regulation.

Support was more marginal, though still strong, for some of the “business practice” areas:• Certainty of engagement (69 per cent)• Conduct prejudicial to RCSA’s interests

(66 per cent)• Respect for work relationships (65 per cent).

This suggested to us that members might benefit if the professional conduct regime were to be developed so that it could provide clearer guidance on some of these areas.

Additional Code provisionsMembers were invited to indicate what

new or additional Code provisions they would like to see included in future versions of the Code.

There were 126 member (46 x Corporate; 80 x Individual) responses received. A wide variety of responses was suggested. Areas that featured strongly were:• Compulsory Insurance scheme• Candidate care charter• Effective referral guidelines and mandatory

fee dispute arbitration• Prohibition on candidate fees.

There was little variation between the responses of corporate and individual members. However significant variations (>10 per cent) were recorded in the following areas:• Mandatory fee dispute arbitration• Compulsory Insurance.

Code effectivenessRespondents were surveyed using a

five-point Likert scale. They were asked to express their opinion about the effectiveness of each of the existing Code areas in providing guidance about professional and ethical conduct. The grading scale used was:

5 Highly effective4 Effective3 Neutral2 Minimally effective1 Not effective at all.

There were 120 responses (40 x Corporate; 80 x Individual) received across all membership categories. Results were then averaged using the weightings suggested by the Likert scale.

… A system that provides guidance closer to the point when the conduct occurs; rather than reasons why the Code has been breached once a complaint has been determined.

SEPTEMBER 2013 23

Results were positive across all areas covered by the Code, with a slightly warmer response being demonstrated for the “legal compliance focused” areas: Laws; Safety and Privacy and a slightly cooler response being demonstrated for “business practice” areas such as certainty of engagement and professional knowledge. This would be consistent with the strong response in favour of retaining all areas currently covered by the Code. It might also suggest the members are comfortable with the notion of legal compliance, but may wish to preserve greater flexibility and freedom with regard to the manner in which they do business and go about obtaining a core of relevant professional knowledge.

A number of the free text responses reflected some degree of despondency regarding: • non-members and, in some

cases, members operating outside the Code

• Members’ breaches in areas such as resume handling

• “Rogue consultants” • Candidate referral breaches • A perception of RCSA as either

a “toothless” or “paper” tiger • Low profile of the Code

among clients • Lack of training from

management • Limited penetration in some

sectors: health/aged care • Weakness in policing and

enforcement, and• Difficulty with abstract

concepts e.g. “respect”.

D&DRP effectivenessThe free text responses provide

insight into some strongly voiced views about the Disciplinary & Dispute Resolution Procedures.

The D&DRP was critically

assessed with regard to:• Length of process• Delay in reaching determinative

stages• Perceived bias as a result of

industry participation• Paperwork• Ineffective sanctions• Disengagement from

commercial issues (fee disputes).Positive comments mentioned:

• Ability to resolve most complaints at Intervention stage

• Thoroughness of the Ethics Committees.

What next?Members’ responses to the

survey have provided valuable insights into what they are looking for from the Code. Awareness of their need has informed the design principles on which elements of the 2014 Professional Conduct Regime will be based. The Code is due for renewal in February 2014. RCSA has already been in contact with the ACCC and has prepared an application for authorisation of a slightly “tweaked” Code and a more robust D&DRP that is designed to provide guidance closer to the point at which conduct gives rise to a grievance.

The shift in approach is seen as a positive move towards assisting members to meet the high standards required by RCSA’s Professional Conduct Regime.

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Wooing the best with Individual membershipIn a tight market trying to find and retain experienced recruiters – something that has been a real battle in New Zealand – signing up staff as Individual Members has been a definite plus for this New Zealand organisation.

New Zealand company Enterprise Recruitment Limited this year signed up its 37 managers and recruiters to

full RCSA membership under the association’s Individual Membership Support Program for Corporate members.

Three factors prompted the decision, says operations manager Ian McPherson FRSCA. “Firstly, it provides an opportunity for staff members to gain post-nominals beside their name and reflect their industry experience.

Secondly, it holds us accountable to ensure we have in place a robust training philosophy that enables all staff to maintain their accreditation. Thirdly, while obviously we don’t want people to leave, if at some point in the future they do move on, it gives them an opportunity to have some industry accreditation to take with them.

Of course, this increases the chances that they’ll at least remain in the profession – something that needs to be encouraged in the tight New Zealand market.

“It’s also being able to go to the market and say, not only is Enterprise Recruitment a Corporate member of the peak industry body, we are so engaged in that process that we make sure all our staff are Individual members of that body as well,” adds Ian.

Staff feedback has been positive. “Some employees who have recently come on board after working for reasonably large international organisations are really engaged in this. They’ve admitted to me that the RCSA meant nothing to them when they worked for organisations that were Corporate members only. They’ve been very positive about the program and see it as a great initiative.”

Enterprise Recruitment – a general recruitment agency, established in 1972, whose placements span the gamut from blue-collar temps to permanent management – promotes this new initiative in all its marketing, in its profile and its tenders. “We highlight this because firstly it shows we’re involved with an industry body (and that industry body has a Code of Professional Conduct) and secondly, that we have a solid training plan for the staff,” Ian explains.

While they’ve been talking about Individual Memberships for the past couple of years,

only in the last six months has everyone been signed up. “It was a big commitment for us because there is a cost involved, although that cost is not onerous,” Ian admits. “As you can imagine, it took some organisation to get all these people from six branches across New Zealand to complete forms, provide information and get all that through to Australia. Next year should be much easier as it will only be renewals, for as new people come on board we sign them up as well.”

He says keeping on top of the administration side is essential to ensure every staff member is signed up to the appropriate level, and that each person has a training plan in place, whether for general training programs run across the group, or external training.

Ian believes one of the main benefits the company derives is that it demonstrates that they take the industry body seriously, that they are engaged with their staff, that they want staff to attend events, and to be involved in opportunities for networking and training.

“Most importantly, we’re in an extremely tight market trying to find and retain experienced recruiters – something that has been a real battle in New Zealand – so it’s certainly something we use as part of our pitch to woo the best.”

... not only is Enterprise Recruitment a corporate member of the peak industry body, we are so engaged in that process that we make sure all our staff are individual members of that body as well.

Ian McPherson, FRSCA, Enterprise Recruitment

SEPTEMBER 2013 25


A note from the Ethics RegistrarTo keep in the theme of ethical behaviour and social responsibility, I’m starting with what I believe is an appropriate and powerful quote:

“To give real service you must add something which cannot be bought or measured with money, and that is sincerity and integrity.”

– Douglas Adams

In my last article I wrote about RCSA’s

online Code Assessment Training and

provided a timely reminder that all members

and their staff are required to complete the

online Code assessment training. If you have not completed Code assessment training within the last 12 months, I encourage you to spare a few moments to complete the online Code Assessment Training, which as you know is a mandatory requirement for all members.

With effect from January 2014, RCSA will be implementing its new Code training enforcement process. The new Code training enforcement process will coincide with the reauthorisation of the RSCA’s Code and Disciplinary & Dispute Resolution Procedures, which are due for reauthorisation in February 2014. If you would like more information about RCSA’s online Code Assessment Training, please contact your RCSA Corporate delegate or the RCSA’s Ethics Registrar.

Full details of the Code training can also be found on the RCSA’s website, as can

the RCSA’s Code for Professional Conduct

Principles, which members and their staff

must abide by:

1. Confidentiality and Privacy

2. Honest Dealings

3. Respect for Work Relationships

4. Respect for Laws

5. Respect for Safety

6. Respect for Certainty of Engagement

7. Professional Knowledge

8. Good Order

To support members with this exercise,

I will also be communicating with Corporate

members later this year to offer assistance

with the delivery of the online Code

assessment training within your organisation.

“The time is always right to do what is right.”

- Martin Luther King 1929-1968

RCSA JOURNAL26


Quality – because you’re worth it!W

hen we think about becoming accredited, most of us instinctively frown: It’ll be too much paperwork,

It’ll take up too much time, Is it even necessary? Yet as we hurtle further into modern day competition, being quality certified is fast becoming that “clinching factor” in tender submissions with other organisations. Why? Because achieving independent recognition for your quality systems establishes your company’s proficiency in the industry, and propels you in a different league completely. Indeed, many companies we have worked with have grown and even doubled in size since becoming certified.

The fact remains that there are still many major issues affecting the quality of service by recruitment companies across Australia and New Zealand. At its most basic level, this can be something as fundamental as a consultant’s record keeping practices, compliance (or lack thereof) with legislation, training and competency levels of your staff, or it could be a tendency to overlook planning or a failure to have clear objectives or strategies.

Businesses that become certified in a quality standard such as the RCSA Service Delivery Standard or AS/NZS ISO 9001 Quality Management have systems in place to manage and control these and other issues.

It can be hard work – there is no denying this – but the benefits can be well worth it.

APRG, an expanding recruitment business in Brisbane, recently took the plunge and embarked on an improvement program which ultimately resulted in certification in the RCSA Service Delivery Standard. This is their experience.

CASE STUDY

Certex: Why did you decide to take on the RCSA Service Delivery Standard certification?

APRG: APRG’s interest in seeking RCSA SDS certification was threefold:1. We were seeking validation of our existing

processes and wanted to understand what was considered best practice within the industry – at the end of the day, we did not know what we did not know and were looking for the external viewpoint.

2. We wanted a validated point of difference from the majority of our competitors.

3. Recognition within the industry for the quality of the product and services provided.

Certex: What changes did you need to implement to meet requirements for a quality management system?

APRG: After working through the initial checklist provided as part of signing up to the process, we realised the major changes we needed to implement to meet the standard were to implement/introduce a ‘Controlled Documentation’ process to the business, and formalising a structure to manage the existing policies, procedures and processes that we had in place. We also realised the management team had to adopt an improvement/innovation focus across all our processes within the business.

Certex: How did you find this process – was it challenging or straightforward?

APRG: While the days in the lead up to the initial onsite audit were quite frantic, the process that Certex structured has made it relatively straightforward to follow. The audit preparation checklist provided as part of signing up to the SDS certification gave a good indication of what to expect and,

when followed up by the initial documentation review, gave us the opportunity to make improvements as we moved forward. In addition, our Operations Manager attended a Key Concepts in Service Delivery & Quality Management workshop in the early stages of APRG undertaking preparation for certification.

Working through the audits, it was clear that Certex was here to help improve our business and their approach made it well worthwhile. The timing was fantastic as we were transforming the business operating model and a strong quality framework was seen as an important enabler to its introduction.

Certex: What benefits have you noticed since implementation?

APRG: There has been a number of benefits to APRG since we have undertaken the certification process. The key ones are: 1. It has challenged APRG to focus on

building better internal systems and standards to take the business forward.

2. By building better business systems, APRG has a stronger platform for future growth and certainty around the deliverables of the business.

3. While we had a strong compliance focus previously, having an external party validate our processes helped our staff understand why we had put the processes/procedures in place and their importance.

4. We believe it will also assist with tender submissions when we can advise what quality standards we have in place.

Even the best of us can benefit from an extra eye looking over our processes, an independent expert to identify opportunities for improvement. Certification brings with it a higher level of understanding about how your business operates and, most importantly, how you want it to operate.

APRG is a full service HR Solutions business with expertise in Talent Management and Workforce Solutions based in Brisbane.Dianne Gibert is the founder of Certex

International and Fathom Business Architects, which has been the certification manager for the RCSA Service Delivery Standard since 2004. Certex International is accredited through JAS-ANZ to provide certification services in ISO 9001 and other international standards. www.certex.com.au.

SEPTEMBER 2013

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RCSA JOURNAL28

ASSOCIATION NEWS

Work is progressing on the RCSA Strategic Plan with key projects identified under each strategic outcome and work commencing on the development of delivery plans for each project. RCSA CEO Steve Granland reports.

Strategic Outcome OneRCSA membership is highly valued

RCSA membership is seen as being necessary for success. RCSA corporate and individual membership is attractive, understood, sought after and retained. RCSA membership provides highly valued and distinguishable benefits by identified member segments.

Projects commenced • Corporate Membership Segmentation

and Value Proposition Review: To increase existing and prospective Corporate member value. To be achieved by segmenting the membership base to create specific value propositions with targeted communications.

• Review RCSA Individual membership accreditation framework to ensure formal alignment with Education Pathway: To create a clear guide for professional membership eligibility for candidates who have completed specific RCSA Learning Centre or RCSA approved education programs.

• Individual Membership Value Proposition Review: To increase existing and prospective Individual member value. To be achieved by redefining and improving the membership proposition for the non-professional membership category, and targeting existing professional members with category specific communications and increased membership benefits.

Strategic Outcome TwoRCSA is the lead provider of market-recognised Continuing Professional Development (CPD)

The RCSA Learning Centre is recognised by Corporate and Individual members as the default source of education and training requirements. RCSA Learning Centre provides consistently high quality continuing professional development across multiple channels both publicly and on a tailored in-house delivery basis.

Projects commenced• Maximise provision of regular quality CPD

opportunities to all members regardless of location, understand more fully regional differences so as to maximise the success rate of RCSA provided CPD events and provide increased non face to face traditional delivery.

• Identify and establish suitable partners for CPD content and/or delivery: To build capacity to provide a broad range of quality CPD content and provide diversification around subject matter offered.

• Develop capacity to proactively promote and deliver in-house training: To build the internal capability for the RCSA to provide CPD training in-house. Many members look to in-house training options as they can provide a more cost effective training model and/or provide the client with a greater degree of control and the ability to be flexible with content.

RCSA Strategic Plan Update

LR RCSA Ad 0811_final.indd 1 30/8/11 10:04:07 AM

SEPTEMBER 2013 29

ASSOCIATION NEWS

Strategic Outcome ThreeRCSA is the centre of influence for member interests

RCSA input, research, guidance and advice is sought after by key workforce management stakeholders including government and regulatory bodies. RCSA’s position in relation to key industry issues is clear and understood by all stakeholders.

Projects commenced• Identify 3-5 “hot topics” where RCSA

wishes to exert influence (Australia and New Zealand).

• Create a proactive media management and public relations activity plan.

• Identify key political and regulatory players to influence and implement a proactive influence plan.

• Create thought leadership capability to drive and assist with influencing priorities.

• Develop an RCSA Research presence.

Strategic Outcome FourRCSA Members are recognised as setting the industry benchmark through adherence to RCSA Standards.

The RCSA Code for Professional Conduct and Service Delivery Standard are recognised as the quality industry standard and are a key member attraction and retention tool. Existing and prospective clients and candidates understand and value this important tangible difference between a member and a non-member. “Are you an RCSA member?” is the first question asked by clients and candidates of recruitment firms and recruitment professionals.

Projects commenced• RCSA Service Delivery Standard transition

to member benefit. • Develop deeper understanding of and

collect data related to RCSA member use.• Build RCSA Code profile and recognition

among all RCSA stakeholders.• Develop and implement a proactive and

positive process to manage non-member complaints.

• Implement a system to enforce RCSA Code training requirements among all members.

• Undertake RCSA Code re-authorisation with the ACCC in Australia and approval with the Commerce Commission in NZ.

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These questions are a great way for Corporate members to promote the value of your services to clients. They can be a useful tool to assist clients decide which recruitment and on-hire worker services firm they should use.

The full 8-page document Questions to ask a recruitment or on-hire firm prior to engagement of services in Australia contains a comprehensive list of questions to ask, answers with comments, and warning signs too.

The message to clients is clear – always use an RCSA member.

RCSA JOURNAL30

ASSOCIATION NEWS

Issues Update In the lead-up to the Federal election, there was a great deal of activity with the government pushing forward with a number of key agendas before the announcement of the election date. The RCSA Issues Management and various Working Groups have continued to work across these developments and represent the interests of RCSA members.

The most significant of these key agenda items was the approval of the Fair Work Amendment Act which will impact upon members in a number of important respects ranging from union rights of entry and the implementation of bullying and harassment provisions within the Fair Work Act.

It is arguably the new bullying and harassment provisions commencing on 1 January 2014 which will have the biggest impact on members given that employees will be able to commence a claim directly with the Fair Work Commission alleging to have been bullied or harassed within the workplace.

In response the Workplace Relations Group presented detailed submissions to Safe Work Australia in relation to their proposed Code of Conduct into Bullying and Harassment. These submissions outlined the specific needs of the recruitment and on-hire sector, the difficulty in complying with a generic Code of Conduct, and the need to specifically recognise the unique circumstances of the on-hire sector within any model Code.

The Workplace Relations Group will be meeting in the coming weeks to discuss, among other things, the industrial policy agendas of the political parties and what can be done to inform and benefit members at this time.

In addition to this, the Safety & Risk Working Group has finalised a comprehensive on-hire Industry Guide to the model WHS Act which will be an invaluable tool for on-hire firms in assisting them meet with WHS obligations. It will also assist all PCBUs to understand their obligations and that of on-hire organisations.

The second half of 2013 is guaranteed to include the development and amendment of policy and agendas across a number of areas and the RCSA Issues Management and Working Groups will continue to represent the needs of members.

Charles Cameron, RCSA Issues and Policy Advisor, Partner and Executive Director of FCB HR

Succeeding in the New Reality RCSA is once again excited to present an impressive lineup

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SEPTEMBER 2013 31

ASSOCIATION NEWS

RCSA Participation Forum RoundupLatest news: the results of a recent study into workforce participation by young people; the RCSA is the first industry peak body to be appointed a Corporate Champion; and the Australian Law Reform Commission releases its report on older workers and Commonwealth laws. Simon Schweigert reports.

Access all areas: increasing participation remains a challenge at all levels of the workforce

Participation in the workforce remains high on the national agenda. While a significant amount of newsprint has been devoted to increasing the rate of participation for 45+ Australians, recent reports point also to a growing crisis in participation among young Australians as they struggle to enter the labour market.

The Foundation for Young Australians, in its study titled How Young People are Faring 20121, found the unemployment rate for all teenagers in the labour force was 17 per cent in 2012, which is three times higher than for all adults which stands around five per cent. The study also found that only half of all teenagers who leave school are able to find a full-time job.

Increased participation in post-secondary education possibly masks some of the real challenges that exist for younger Australians in entering the workforce. Pathways to employment and pathways to life-long careers that reflect the contemporary workforce are being redefined as labour markets search for the right mix of skills to meet demand and remain competitive.

Mobility of the workforce and the likelihood a worker will change career paths several times in their working life further illustrates the pressing need to get right the transition to work.

The Foundation for Young Australians research also notes the lesson that emerges is that traditional education pathways are not enough in themselves to help young people enter the world of work. A new approach is needed to provide young people with the skills to negotiate the new labour market.

For this reason, a more robust national approach and strategy with regard to careers pathways is required.

Your chance to contribute your ideas to the RCSA Workforce Participation Forum.

The RCSA Participation Forum is asking members to provide their views on innovative approaches the recruitment industry may adopt to increase opportunities for all Australians to participate in the workforce.

Members are asked to head to the Participation Forum area on the RCSA website and provide your feedback and ideas about how the recruitment industry may increase participation in the workforce for all Australians. Simply send your ideas and comments to: [email protected]

Your ideas, and examples of innovative approaches you are already working with every day will be used to define and illustrate an Industry Agenda. This will capture recommendations from the recruitment industry on how to increase workforce participation through a balanced approach that addresses areas such as education and pathways to work, productivity reforms and the design of workplace structures.

RCSA – first industry peak body to become a Corporate Champion

RCSA has been admitted as a Corporate Champion within DEEWR’s Experience+ program making RCSA the first industry peak body to be admitted to the program, a significant step for the association and its members.

RCSA will host a series of Experience+ Recruitment Industry Forums commencing in November and running to August 2014. The industry will also host four Industry Workshops which will draw in part on the experiences of members to develop an Industry Charter which seeks to position the recruitment industry at the forefront of efforts to increase participation in the workforce.

The Corporate Champions program provides one-on-one assistance to employers to recruit and retain mature age workers

through the Experience+ Corporate Champions program. RCSA seeks to recruit a greater number of members to participate in the program.

Access All Ages – Older Workers and Commonwealth Laws

The Access All Ages report has been released by the Australian Law Reform Commission (ALRC). The report calls for the development of a national mature age employment plan and made 13 recommendations under the recruitment and employment heading.

These recommendations included that the RCSA and the Australian Human Resources Institute (AHRI) examine their respective codes of conduct with a view to emphasising the merits of workplace diversity and the constructive engagement of mature age job seekers.

RCSA and AHRI released a joint announcement of support for the recommendations in which RCSA CEO, Steve Granland, applauded the Commission’s report: “The RCSA is currently consulting with members as part of a review of our Code for Professional Conduct and we look forward to reflecting recommendations from the ALRC report into that review.

“We see the report contributing to a heightened focus on the barriers to mature age participation in employment within Australia and across the oceanic region in which the RCSA operates,” he says.

RCSA has also agreed in principle to establish a Strategic Partnership with AHRI to address the specific workforce participation issues from a HR perspective. The two associations have formed a Working Group which will coordinate closely with the RCSA Participation Forum as it continues to develop the recruitment industry’s approach to increasing participation in the workforce for all Australians.

1. How are Young People Faring 2012: Foundation for Young Australians.

Simon Schweigert, RCSA Project Manager


RCSA JOURNAL32

More organisations are seeking to work with suppliers who have a commitment to an industry or professional association

An increasing number of recruitment and on-hire requests for tender are looking for membership of a peak body.

In recent tenders the following organisations included a question related to membership of a professional or industry association:

• OriginEnergy• BrisbaneCityCouncil• NationalBroadband

Network• GMHolden• CSR• LandInformationNew

Zealand

• RegencyMedia• LG• WaterCorporationWA• Toshiba• EdithCowanUniversity• Westpac• Deloitte• CityofStirling

• DarwinCityCouncil• AustraliaPost• TAC&WorksafeVictoria• WalgaWAGovernment• NSWGovernment• NSWHealth

• ATO.

Your RCSA Corporate membership is valued by decision makers who are searching for recruitment and consulting expertise and services.

Your RCSA Corporate membership sets you apart.

Principal Partner

SEPTEMBER 2013 33

ASSOCIATION NEWS

ANRA held its first Professional Development Series meeting in New Zealand on 13 June. Twenty-five members of ANRA and RCSA attended the meeting and heard from industry speakers about developments and changes occurring in the New Zealand market and the region. As a result of the support of members at this meeting, ANRA has undertaken to hold one professional development series meeting each year in New Zealand.

ANRA Council has been actively raising the awareness of Ministers for Health and stakeholders about the NAHRLS (Nursing and Allied Health Rural Locum Scheme) program. ANRA believes that unfortunately NAHRLS is presently not addressing several of its own objectives, which most importantly, seek to address long-term workforce distribution in rural and remote areas.

ANRA has written to and contacted Federal and state Ministers for Health, and met with advisers to the NSW Minister for Health office. Senator Concetta Fierravanti-Wells, Shadow Minister for Ageing and Shadow Minister for Mental Health, has also raised several questions at Senate Estimates meetings regarding the performance and long-term workforce outcomes of NAHRLS.

ANRA will continue to engage with

stakeholders in order to realise a sustainable and long-term workforce plan that addresses healthcare staffing in regional and rural areas.

ANRA forms Working Group with Association of Private Nursing Services (APNS)

ANRA and the Association of Private Nursing Services (APNS) have formed a joint Working Group to represent the interests of members and present a broad industry viewpoint and commentary around the delivery of services and support within the DisabilityCare Australia framework.

Among the largest employers of the healthcare workforce in Australia, members of the Association of Nursing Recruitment Agencies (ANRA) and the Association of Private Nursing Services (APNS) provide support and services for many thousands of disabled clients and their families around the nation. Members of the two associations comprise more than 250 healthcare agencies and a combined healthcare workforce in excess of 300,000 staff. Objectives of the Working Group are:• Engage key stakeholders and influencers

to present a broad industry viewpoint for the delivery of services within the DisabilityCare Australia framework

• Identify areas of shared interest for the

formulation of quality measures and standards that maximise opportunities to improve the quality of life and choices for persons living with a disability and their families

• Identify areas of shared interest in education and development to enhance the delivery of services within the DisabilityCare Australia framework.The Working Group will meet on a monthly

basis and an Activity Plan is being developed.

ME Bank Agency Nurses ScholarshipThe ME Bank Agency Nurses Scholarship

has been well supported by agency nurses with a number of quality applications received. The review panel is assessing all applications and recipients will be announced on 18 October at the ANRA Professional Development Series Meeting in Brisbane.

Details for the ANRA Industry Forum and the last ANRA Professional Development Series meeting for the year on 18 October in Brisbane will be available from the ANRA Events listing on the ANRA website at www.rcsa.com.au.

ANR A

anraAssociation of NursingRecruitment Agencies

A letter to the next AMRANZ President from Shaun Hughston APRCSA

Dear Ms/Mr President,First things first. What were you thinking? You

know this isn’t a paid position, right? There is no limo, no Air Force One, no glory. What you do get is calls from everyone, expecting you to do everything, about every problem imaginable.

Mostly, you will be impressed by the knowledge and experience of members, and ought to listen to the viewpoints expressed by everyone. In some cases, you will be asked by members to approach the same problem in different ways, and you might be the one who decides the position AMRANZ takes on a given issue. This will likely leave you with an approval rating of about fifty per cent.

This council has left AMRANZ in an improved state. We’ve streamlined how the group runs, and made sure everyone has areas of responsibility that reflect their expertise. There have been a few speed bumps along the way, some people who put in a lot of time and maybe some who can’t devote as much. All in all, though, it’s a fantastic group to work with. Remember everyone still has their regular businesses to run, families to tend to, and a job to do outside of AMRANZ.

There have been some major successes in this council term. We are a far more visible organisation, for stakeholders, members, and the organisations we lobby. We are increasingly being asked for our opinion on key policy changes, and we are part of big discussions

about medical recruitment policy.Lobbying has been one of the

most rewarding, but also the most difficult areas. Our constant challenges with the state health departments has been frustrating. There have been some policy and commercial issues which are of great interest to members that have not been resolved. The lesson learned here is not to spend too much time on one issue – look at the big picture.

Be sure to thank the council members, and the RCSA support team for their hard work and dedication. That’s something I’m not very good at, but I am sure you’ll be better at it.

What you focus on next is up to you, but keep in mind that the industry is changing rapidly. Now is the time for collaboration, cooperation, and education. It is times like these that require strong leadership, and a good head for prioritising what is important.

Finally, and most importantly, listen to the members. If they’re not talking to you, engage with them at meetings and call them to see what they think of things. Ask for feedback, ideas, and get them involved. And of course, don’t take no for an answer.

Shaun Hughston APRCSA.

AMR ANZ

http://www.rcsa.com.au

RCSA JOURNAL34

ASSOCIATION NEWS

RCSA Individual members – are you promoting yourself as an industry professional?Your RCSA membership sets you apart.If you are an Accredited Professional Recruiter, Member or Fellow of the RCSA you should be promoting your commitment to your profession and ethical conduct. Display your post nominal (APRCSA, MRCSA or FRCSA) and individual member logo on your business cards, email footer and online profiles.

You can download your logo, after logging on to the RCSA website at www.rcsa.com.au go to Membership> Individual> Icons to use.

Need help? Contact Victoria Hughes, Membership Manager on +61 3 9936 9414 or [email protected]

FELLOW

Principal Partner

RCSATV is the name of RCSA’s new YouTube channel. The channel houses a number of short videos that the Association has published recently.

RCSATV offers a range of short, sharp videos from RCSA staff and conference presenters and in the future will house the Tips for Success series of short videos, featuring prominent and experienced RCSA members and industry leaders.

The Tips for Success series will delve into the minds of these prominent people and give insight into how they have succeeded in the recruitment industry.

“We see this as a great opportunity to take short, sharp information bytes and practical tools and resources to our members, so stay tuned: there will be more coming over the next few months on a host of different areas,” says Steve Granland, RCSA CEO.

One of these areas of interest is the RCSA PEARL Program. RCSATV plans to feature committee members and mentors highlighting success stories from the program.

Head to www.youtube.com/rcsatv to check out RCSATV.

Watch what happens on RCSATVRCSA has launched an engaging new communications portal to share with its members.

What we’re currently watching on RCSATV• Messages from RCSA CEO Steve

Granland• Member Information from Membership

Manager Victoria Hughes: – The Workforce Info Line– How to market your brand with RCSA

• RCSA International Conference action• RCSA 2013 International Conference

Speakers.

SEPTEMBER 2013 35

ASSOCIATION NEWS

The future of the recruitment industry: Paul Robinson MRCSA, NZ President reports.

Some renewed optimism?After many months of uncertainty following

the Christchurch earthquakes, last summer’s drought and a high dollar combined with a global downturn, we are beginning to see some renewed optimism in New Zealand. Recently released economic data, a forecasted high dairy pay-out and the construction boom in Christchurch are all contributing factors to this relatively rosy picture compared to recent years. However, there is still caution in the market due to uncertainty in Australia, continuing global weakness and some fallout from recent dairy industry issues.

The latest ANZ Roy Morgan economic survey shows business confidence has climbed to a 14-year high, with a net 53 per cent of respondents expecting business to improve in the next 12 years. Other indicators are showing economic growth of three to four per cent by the end of 2013. This is good news for the economy as a whole but there are still some signs of weakness.

One of these is the mixed sentiment in the labour market.

According to the latest Randstad Workmonitor, employees in New Zealand are showing less confidence in their ability to find alternative employment and people are sitting tight in their current roles. This lack of confidence is also emphasised by the fact that three quarters of Kiwis (76 per cent) are currently saying they are likely to settle for roles below their education level.

According to the Randstad Mobility Index, in addition to the lack of faith about finding a comparable job, a growing number of New Zealanders are feeling insecure in their current job. Two thirds of Kiwis (66 per cent) believe job security no longer exists and this is being felt most among younger workers.

Employment in trades, especially in construction-related jobs, is growing on the back of a buoyant Christchurch and Auckland market. Levels of advertised job vacancies are up at least ten per cent on a year ago and these are set to gather pace as the Christchurch rebuild strengthens.

Outside Auckland and Christchurch, there is a varied picture with the impact of government restructuring, changes in a number of high profile large corporates

and cuts in manufacturing, meaning overall job levels are flat elsewhere in the country and unemployment remains at just under seven per cent.

Certain industry sectors are set for growth such as ICT. A recent government Information and Communications Technology Report showed that organisations in New Zealand’s information and communications sector are “pouring money into both expansion and research and development”. It reported that a third of all organisations undertook research and development last year – which is four times the average of other sectors – with an average spend of $1.1million.

New Zealand remains in a climate of mixed fortunes and while there is negative news about restructurings and job losses in some sectors there is also good news in other sectors such as in construction and technology.

In this climate, New Zealand employers face challenges like boosting productivity, retaining and engaging talent, leveraging new technologies and developing leadership skills. Randstad’s own research shows that the number one human capital challenge in New Zealand is increasing workforce performance and productivity. I have no doubt they will rise to the challenge and collaborate with employees to manage this current period of change to lead stronger and more robust organisations in the future.

New Zealand Update

Paul Robinson MRCSA, RCSA NZ President and Director of Randstad New Zealand.

RCSA JOURNAL36

ASSOCIATION NEWS

Instant and expert advice just a phone call away for:

Employment relations

Work health and safety

Independent contracting

The Workforce Info Line is delivered in New Zealandby Adelhelm & Associates.

Have your Corporate Member ID ready to quote and phone WIL direct on

0800 7272 69(0800 RCSA NZ)

For all other business operations enquiries email [email protected]

For full details on the WIL service go to

www.rcsa.com.au

3

2

1

WIL is theWorkforce Info Line for RCSANew ZealandCorporate members.

Makea note

Recruitment Firm’s Advertisement breached the Advertising Standards Code 9 October 2001

Recruitment Agency puts forward candidate now facing fraud and dishonesty charges posted kiwiblog.co.nz November 24, 2008

Recruitment firms fined for boycotting rival 30 September 2009

Recruitment Consultant Unjustifiably Dismissed. 7 January 2008

Insurance Specialists for Recruitment Agencies

www.i2ibrokers.co.nz

Contact [email protected]

Recruitment agency discloses applicant's email address to other email recipients August 2008

Recruitment Company recommends convicted fraudster for $75,000 job 12 February 2004

Are you and your Insurance Broker on the same page? Time to revisit exactly what you’re covered for don’t you

think?

Recruitment firms need more checks May 08, 2002

Are you and your NZ Insurance Broker on the same page?

Time to revisit exactly what you’re covered for don’t you think?

Recruitment Firm’s Advertisement breached the Advertising Standards Code

9 October, 2001

Recruitment firms need more checks

8 May, 2002

Recruitment Company recommends convicted

fraudster for $75,000 job12 February, 2004

Recruitment Consultant Unjustifiably Dismissed

7 January, 2008

Recruitment Agency puts forward candidate now facing fraud and dishonesty charges

(Posted kiwiblog.co.nz)24 November, 2008

Recruitment firms fined for boycotting rival

30 September, 2009

Just launched!

These questions are a great way for Corporate members to promote the value of your services to clients. The questions can be a useful tool to assist clients decide which recruitment and labour hire worker services firm they should use.The full 8-page document Questions to ask a recruitment or labour firm prior to engagement of services in New Zealand contains a comprehensive list of questions to ask, answers with comments, and warning signs too.

The message to clients is clear – always use an RCSA member.

SEPTEMBER 2013 37

ASSOCIATION NEWS

In the MediaRCSA distributed nine media releases in the last quarter and achieved excellent media coverage via print and online publications.

Media Releases• Leading Ugly when times are tough –

Peter Barr to bring controversial topic to RCSA International Conference

• Labour hire safety performance in Victoria continues yet again in a positive direction

• RCSA forthcoming workshops – any recruiter can now be in breach of Commonwealth migration compliance law

• Tornado Down – Former PoW, John Peters to speak at RCSA International Conference

• HR and recruiter bodies welcome law reform report on mature age employment

• RCSA PEARL Award winner to address NZ Consultants

• RCSA Award winners announced at Gala Ball

• Hear straight from the source: Irina Shamaeva at RCSA Conference

• RCSA Speaker Richard Greene, Master of People Reading and Body Language, to give recruiters the leading edge

Media coverageSource: BRW• How to be a tough mudder and lead uglySource: Shortlist• Prepare to get “ugly” to survive tough

market, says coach• Consultants must believe in their own value:

Carman White• RCSA workshop to address immigration

risks• Bullying code fails to account for on-hire

arrangements: RCSA• Former POW to address RCSA conference• RCSA tackling workforce participation with

industry-wide initiative

• “Significant opposition” to labour marketing testing for 457-visas: Senate report

• Employee engagement boosts client retention, finances: business coach

• RCSA calls for more recruiter access to 457s, as key MP threatens migration bill’s passage

• Recruiters more vulnerable to big fines under new privacy laws, warns barrister

• DFP bolsters Canberra presence with acquisition

• How to improve employee engagement capability: AltusQ

• Body language expert to speak at RCSA conference

• Industry leaders to speak on the importance of branding: RCSA

• More of the same ideology: RCSA Source: Human Capital Magazine• End of the Cowboy Era

Recently issued for Corporate Members:• Behavioural Assessment – only part of

the solution• Soliciting clients via LinkedIn justified

termination• When will a workplace policy be an extra claim• Workers’ compensation – Market update

July 2013• Narrowing the scope of adverse action –

or not...• Workplace Bullying Inquiry• Minimum Wage Decision – Minimum Wage

Increased by 2.6%

• Could your restraint clause be rendered unenforceable

• Rostering arrangements – the conflict between carer and career

• Intensified Measures Concerning Business Services Arrangements and 457 Sponsorship

• The Benefits of On-hire Worker Services• Asbestos and the workplace – what you need

to know• Employer Sanctions Legislation commences

1 June 2013 – What it means for Recruiters

• Fair Work Decision Re-affirms that Termination of an On-hire Assignment does not Always mean Termination of Employment

• Recruiter to pay legal costs after poaching competitors employee

• EEO Policy – AUS memo to accompany new template

• EEO Policy Template AUS Revised• Indemnity clauses What you need to know • Reporting under the Workplace Gender

Equality Act 2012 (the Act)

Business Solutions Memos & Guidance Notes

RCSARESEARCHCENTRE

RCSA JOURNAL38

ASSOCIATION NEWS

Before the RCSA – the history of our AssociationRCSA Life Member Reg Maxwell FRCSA (Life) has written a fascinating story about the history of our Association. In this section, he looks at the earlier body, the National Association of Personnel Consultants.

I was an early entrant to the industry in Queensland, as outlined in the Life Member Profile in the RCSA Journal March issue, and I have been privileged to participate in many of the important initiatives in the development of the recruitment industry in Australia; therefore much of this article is based on those experiences plus additional detail supplied by other participants, in particular Joan Page. I also consulted Minutes of early meetings to refresh my memory on names and dates.

When the first industry association in Queensland was launched in July 1969, I was one of the four Founding Members. The officers were: President, Elizabeth Gard of Office Overflow; Vice-President, Dawn Dillon of Key Personnel; Secretary, Dawn Carver of Premier Typing and Employment Service; Treasurer, Reg Maxwell of Allstaff. Three others joined us at the October meeting. It was named The Employment Agents Association of Queensland and re-named The Personnel Services Association of Queensland in 1973 in line with the other states.

There were a couple of rules which seem quaint today: the association set minimums for both temporary hourly rates and permanent placements. Members were prohibited from poaching staff from another member. The latter was strictly enforced (and still is), to the extent that on one occasion the then President had her membership suspended for three years for an infringement.

Presidents were elected for one year

and were not eligible for re-election. I was elected for my first term in 1971 and served a further eight terms over the next twenty-five years.

National bodyThe first national body was the Australian

Federation of Personnel Services and the inaugural meeting was held in Sydney on 22 February 1973 with each state having two votes. The first President was Bob McClure of Scope Personnel, Melbourne, Vice-President was Roger Williams of Key Personnel in Perth and Secretary-Treasurer Malcolm Riddell of Riddells in Melbourne.

One of the major drivers for a national body was the election of a Labor Government, under the Whitlam leadership, which had a very negative view of our industry. So over the next few years a great deal of effort was directed towards building relationships with state governments and to countering some of the ideas emerging from Canberra.

I was elected, along with Dawn Moore of Moore Employment, to represent Queensland and I continued to be re-elected annually. There were half-yearly meetings alternating between Sydney and Melbourne, which meant an overnight stay for an 8.30 a.m. start. We paid our own travel and other expenses, as the Queensland association with only nine or ten members was always short of money. After a year or two there was a subsidy of $50, but it was five years before expenses were reimbursed in full.

In many respects it was largely a “cottage industry” then and it wasn’t an easy task convincing the small owner-operators that there might be some benefits in working with the bigger states. So there was a degree of distrust between the smaller states and the two big states of NSW and Victoria with the smaller states resisting what they saw as attempts to dictate to them and frustration in the larger states when sensible ideas were rejected.

Most of the work was done by the President, Directors and committee members on a voluntary basis, as funds didn’t run to a full-time secretariat, just a Minute Secretary. Several Committees were established and the first national Code of

Ethics was developed and introduced. The Education Committee, of which

I was a member, was set up in late 1973 and chaired by Geoff Slade of Victoria. We were tasked with sourcing a suitable body to handle the work of developing and delivering a training course for consultants. Unfortunately no educational body in Australia was interested unless we could guarantee a substantial minimum number of students per year, which, of course, was not possible.

IPCEventually, in 1976, it was agreed that

the only way to progress it was to have a dedicated body separate from the AFPS, so the idea of the Institute of Personnel Consultants (the IPC) was conceived. When John McArthur of McArthur Management Services in South Australia was elected President of the AFPS for the 1977 year, he dedicated his term to launching the IPC and to that end he visited every state at least once to persuade members to get involved. He also spent a lot of time on the telephone and in correspondence, all at his own expense. The extent of his success became evident at the 1977 AFPS Conference when more than two hundred attendees pledged their support to the IPC by donating ten dollars towards it. The AFPS also contributed some funds. The contribution the IPC made to the industry will be the subject of another article.

When the AFPS was formed in 1973, a number of us hoped it would lead to a single national body within a couple of years, but that greatly underestimated the ingrained parochialism in many members in the smaller states. Twelve years later, it was still the AFPS and the difficulties between states had reached the stage where a meeting was completely deadlocked and finished early in order to avoid the possible disintegration of the association. However, with Labor in power again, there was a clear need for the industry to have a strong voice, so the association survived and moved forward.

Ross Fisher of Victoria was President when we made the final push for a unitary body, so he led the negotiations on the

SEPTEMBER 2013 39

new Constitution and finally obtained the agreement of all states. The NAPC was finally launched in March 1986.

The inaugural President of the NAPC was Joan May (now Joan Page) of NSW – who had completed her term as the inaugural President of the IPC in 1980.

Each of the previous state associations became a Division of the NAPC and operated with a great deal of autonomy in negotiations with state governments, organising seminars etc. The major fundraiser for NAPC was the biennial Conference which was hosted alternately by NSW and Victoria. It always attracted several hundred attendees, e.g. over four hundred in October 1986, the first Conference after the NAPC was formed.

ConferenceMeanwhile in Queensland, the industry

was growing quite strongly, with a consequent increase in membership but only to about 25, so we were always short of money. However, we addressed that problem by holding the first-ever Owners and Managers Conference at Greenmount in Coolangatta on the Gold Coast in May 1986.

Judith Higgins of Kelly chaired the committee, but for various reasons the other members withdrew, leaving Judith to do most of the work, therefore as the current President I had to help. The Conference had to be organised as economically as practicable as we had no idea how many might attend. We got Geoff Slade up from Melbourne as the keynote speaker, which proved to be a very good choice. Other speakers were sourced in Brisbane to cover relevant subjects.

It was a successful conference which generated a profit for the state division so that we finished that year with over $5000 in hand – more than ten times our previous best. The other smaller states organised similar conferences for the next few years until the Owners and Managers conference was subsumed into the major industry conferences.

The Queensland Division continued to grow slowly through the eighties and although it stalled when the recession hit in 1990, most members survived and growth

resumed in the early nineties. When Mike Carroll joined the Executive

Committee, particularly under his Presidency and as a result of his initiatives, the Queensland Division gained a great deal of financial support from sponsorships, especially the sponsoring of a professional secretariat by The Courier-Mail. This enabled Mike as President to institute a restructure of the way the division operated by expanding the number of special interest groups to cater for the increasing diversity of our membership and these attracted new members. Mike also served on the National Board for some years prior to the RCSA.

Excellent relations were established with the then state government to the extent that we were invited to nominate two members for a Tripartite Committee of Employers, Unions and Public Service, to review and re-draft the Act regulating our industry. Our delegates were Mike Carroll, then Divisional President, and I. There was another employer delegate from the body representing the agents in the entertainment industry, which falls under the same regulation. The committee met frequently over the next few months and we reached an amicable agreement on a draft, which was submitted to and approved by the Minister. Unfortunately, an election intervened and our draft was never enacted.

I was elected National President 1992-94 and as I was President of the IPC from 1990-93. I had an exceptionally busy year in 1992-93. By this time the NAPC was progressing strongly on a number of fronts, not least in gaining increasing recognition by state and commonwealth governments and also in raising our profile with the business community.

Nevertheless, I think the most important achievement during my Presidency was the successful launch of RecruitmentSuper. The original suggestion was put forward a couple of years earlier by Dorothy Jellett of DFP in Victoria and she did a lot of the initial work in identifying the basic requirements for setting up a super fund. The Victorian Division provided support and assistance especially in relation to preparing the brief

and calling for submissions from underwriters. While as President I was involved in those aspects, I think my most useful contribution may have been in negotiating with the Clerk’s Union and obtaining their endorsement of both the fund and the underwriter we had selected.

When stepping down from the Presidency I made two recommendations to the Board; the President should be authorised to seek legal advice when deemed necessary and the President and Executive Committee should meet regularly with the CEOs of national and multi-state members to discuss issues that might be difficult for them to address through the state divisions. Both recommendations were implemented.

Kim Shearn of Victoria succeeded me and one of the issues he drove very forcefully during his term and afterwards was the merger with, or re-absorption of, the Institute of Personnel Consultants. While his very vigorous tactics certainly kept the issue alive and attracted support it also had a strongly negative effect in some quarters, which was largely offset by the more persuasive approach of Ross Fisher and others. Some years after the initial suggestion was floated acceptable conditions were negotiated and the RCSA was launched.

Reg Maxwell FRCSA (Life)

RCSA JOURNAL40

ASSOCIATION NEWS

RCSA Partners and Premium SupportersThe RCSA Supporters Program, launched in November 2010, provides a tangible and strong connection to the recruitment industry. Becoming a RCSA Supporter sends a message of commitment to the recruitment industry and to your existing and prospective clients. You can use the RCSA Supporter program to expand your profile, grow networks and

improve business opportunities with the recruitment, on-hire and workforce consulting sector.

The RCSA is proud to welcome the organisations listed below to the Supporters Program, led by Principal Partner Kinetic Superannuation and Business Partner OAMPS Insurance Brokers Ltd.

For information about joining the RCSA Supporters Program, contact Julie Morrison, RCSA Manager

Marketing & Communications, Telephone +61 3 9663 0555 or email [email protected]

RCSA PREMIUM SUPPORTER PROFILES

RCSA Premium Supporter & Principal PartnerKinetic Superannuation

RCSA Premium Supporter & Business PartnerOAMPS Insurance Brokers Ltd

RCSA Premium Supporters2cloudnineAPositive Cashflow Astute PayrollCareerOne.com.auFastTrack Pty LtdFairfax MediaLearning Seat Pty LtdNews AustraliaPendragon ManagementRecruitment Systems Pty LtdSDP Contingent Workforce Solutions Pty LtdScottish Pacific Debtor FinanceWorkPro Workdesk Recruitment Software

NZ RCSA Premium SupporterSEEK NZ

RCSA Supporters Absolute Immigration ServicesAdvertiser Newspapers Pty LimitedAHRI – Australian Human Resources InstituteAltusQAndrew Cameron SolicitorsAyers Management Pty LtdBank of QueenslandBendigo BankBibby Financial Services Australia Pty LtdBook Builders Pty LtdBULLHORNCertexConsortio Pty LimitedCXC Global – Head OfficeDeloitteDingu BlueEtz Timesheet Solutions Pty LtdExecuCon Pty Ltd

Fathom Business ArchitectsFCB Group Geoffrey Nathan Consulting IncGlimmer Management ConsultantsGreenBizCheckHHMC Australia Pty LimitedInsideTrakIProfileJXT ConsultingLander & RogersLifestyle CareersLipman JamesMatheson PublishingMemberBenefits Pty LtdMindset GroupNext Telecom NFC Global Pty LtdNMIT – Preston Campus – BECNPA Worldwide Recruiting NetworkOnetest Pty LtdPerry Watson DesignQuinntessential Marketing Consulting Pty Ltd

Sage MicrOpay Pty Ltd

Saxton Corporation Pty Ltd

Selectus Pty Ltd

SGMC Australia Pty Ltd

Skillcheck Pacific Pty Ltd

SymbionHR Pty Ltd

The Canberra Times

The RIB Report

Verify Holdings Australia Pty Ltd

Voyager Software (Australia) Pty Ltd

vSure

NZ RCSA SupportersEEO Trust – Equal Employment Opportunities Trust

Human Resources Institute of New Zealand – HRI

I2I Insurance Brokers Ltd

Ministry of Social Development NZ, Work & Income

Secured Signing Ltd

The Dominion Post

The Press

2cloudnineRCSA Premium Supporter

2cloudnine is the exclusive Asia Pacific implementation partner for Jobscience, the world’s most advanced recruitment management system. Jobscience manages everything including CRM, candidate sourcing and engagement, job order processing for temp, perm contractor management, award/rate interpretation, candidate care and role based analytics. Jobscience has been developed on Salesforce.com, utilising all of the innovative capabilities of the world’s most trusted and socially capable business cloud computing platform. Contact us: [email protected], LinkedIn or visit www.2cloudnine.com.

APositive CashflowRCSA Premium Supporter

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News AustraliaRCSA Premium Supporter

At News Australia our audience is central to everything we do. To our products, our innovation and our success. Working with us unlocks more possibilities, more relationships and more opportunities to reach these people. And gives you access to our combined category and audience strengths. Creating a deeper, more intimate connection with our most important partners: Australians. Across digital, press and newspaper inserted magazines and mobile, News Australia gives you access to highly targeted audiences through one communication channel and one integrated team. To harness the power of people talk to your News Australia team.



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http://www.apositive.com.au

SEPTEMBER 2013 41

ASSOCIATION NEWS

RCSA Premium Supporter & Principal Partner

RCSA Premium Supporter & Business Partner

RCSA Board, Life Members and Fellows*

RCSA Australia & New ZealandPO Box 18028, Collins Street East, VIC 8003 Australia

Toll Free Aus: 1300 727 504 Toll Free NZ: 0800 448 299

Fax: 61 3 9663 5099

Email: [email protected] Website: www.rcsa.com.au

RCSA Board PresidentLincoln Crawley FRCSA

Vice PresidentsRobert van Stokrom FRCSA

Jacqui Barratt FRCSA

DirectorsBob Olivier FRCSA

Matthew McArthur FRCSA (Life)

Denis Dadds FRCSA

Peter Langford FRCSA

Steve Heather MRCSA

Alan Bell FRCSA

Matthew Hobby FRCSAKaren Colfer MRCSA

RCSA Life Fellows Pauline 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)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 Fellows Julian Azzopardi FRCSAJacqui Barratt FRCSA

Nicholas Beames FRCSAJane Beaumont FRCSANikki Beaumont FRCSAAlan Bell FRCSAKevin Blogg FRCSAStephen Bott FRCSA Lisa Bousfield FRCSAGraham Bower FRCSANicky Brunning FRCSASandra Chiles FRCSARoss Clennett FRCSAMichael Close FRCSA

John Cooper FRCSARon Crause FRCSA Lincoln Crawley FRCSAChristine Crowe FRCSADenis Dadds FRCSABill Dalby FRCSAPam Dew FRCSARhonda Dunn FRCSA Jason Elias FRCSADiane Epps FRCSAKen Fowler FRCSANorm Geist FRCSAAngela Giacoumis FRCSATony Greaves FRCSAAllison Guy-Ritchie FRCSAIan Hamilton FRCSAMichael Hannaford FRCSAAndrea Hardy FRSCANigel Harse FRCSANick Hays FRCSASam Hazledine FRCSA Jennifer Hobbs FRCSAMatthew Hobby FRCSAAlison Hucks FRCSAPhil Isard FRCSATim James FRCSALinda Kemp FRCSAMaria Kourtesis FRCSAPeter Langford FRCSAColin Levander FRCSADes Linehan FRCSAGaynor Lowndes FRCSALaura Marbikafola FRCSANina Mapson-Bone FRCSAAndrew McComish FRCSAFraser McKechnie FRCSAIan McPherson FRCSAAnnie Milne FRCSA

Tracy Morgan FRCSAStephen Noble FRCSABob Olivier FRCSA Kathie O’Malley FRCSAPenny Perkins FRCSAStephen Porter FRCSABruce Ranken FRCSATony Ricketts FRCSAScott Roberts FRCSASophie Robertson FRCSADeborah Ross FRCSACourtney Rowe FRCSAMichael Sacco FRCSALee-Martin Seymour FRCSAAlan Sherlock FRCSALinda Simonsen FRCSAPaul Slezak FRCSA Ian R Stacy FRCSADavid Styles FRCSALyn Tanner FRCSACorrine Taylor FRCSAScott Thomas FRCSAGayleen Toll FRCSANicole Underwood FRCSARosemary Urbon FRCSAScott Van Heurck FRCSARobert van Stokrom FRCSACraig Watson FRCSAPaula Watts FRCSAJohn Wilson FRCSA

RCSA Honorary Fellows Julie 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.

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 Julie Morrison, RCSA Manager Marketing

& Communications for information:

[email protected] or call +61 3 9663 0555

RCSA JOURNAL42

ASSOCIATION NEWS

RCSA CPE & Events CalendarAUSTRALIA

Date City Type Event Name

All year Online Flexible Learning

Australian Entry Level Program (Oct – Dec 2013) Exam 6-8 Dec

All year Brisbane Certificate Brisbane 2013 RCSA Recruitment Consulting Certificate

All year Online Certificate Certificate in Advanced Recruitment Practices (NMIT)

All year Online Certificate Certificate in Recruitment and Selection (NMIT)

All year Online Certificate Certificate in Recruitment Management (NMIT)

All year Online Certificate Certificate in Work Health and Safety (NMIT)

All year Melbourne Certificate Melbourne 2013 RCSA Recruitment Consulting Certificate

All year Sydney Certificate Sydney 2013 RCSA Recruitment Consulting Certificate

11-Oct Brisbane Workshop Brisbane Workshop, Introduction to Recruitment Consulting

11-Oct Melbourne Workshop Melbourne Workshop, Introduction to Recruitment Consulting

11-Oct Sydney Workshop Sydney Workshop, Introduction to Recruitment Consulting

15-Oct Brisbane Workshop Brisbane, RCSA Acumen Series with Greg Savage

16-Oct Perth Workshop Perth, RCSA Acumen Series with Greg Savage

17-Oct Adelaide Workshop Adelaide, RCSA Acumen Series with Greg Savage

22-Oct Sydney Workshop Sydney, RCSA Acumen Series with Greg Savage

23-Oct Melbourne Workshop Melbourne, RCSA Acumen Series with Greg Savage

1-Nov Brisbane Workshop Brisbane Workshop, Introduction to Recruitment Consulting

1-Nov Melbourne Workshop Melbourne Workshop, Introduction to Recruitment Consulting

1-Nov Sydney Workshop Sydney Workshop, Introduction to Recruitment Consulting

8-Nov Brisbane Workshop Brisbane Workshop, Interviewing Essentials

8-Nov Melbourne Workshop Melbourne Workshop, Interviewing Essentials

8-Nov Sydney Workshop Sydney Workshop, Interviewing Essentials

15-Nov Brisbane Workshop Brisbane Workshop, Sales & Marketing from the Desk

15-Nov Melbourne Workshop Melbourne Workshop, Sales & Marketing from the Desk

15-Nov Sydney Workshop Sydney Workshop, Sales & Marketing from the Desk

6-Dec Brisbane Workshop Brisbane Workshop, Introduction to Recruitment Consulting

6-Dec Melbourne Workshop Melbourne Workshop, Introduction to Recruitment Consulting

6-Dec Sydney Workshop Sydney Workshop, Introduction to Recruitment Consulting

NEW ZEALAND

Date City Type Event Name

22-Oct Auckland Workshop Auckland Workshop, Introduction to Recruitment Consulting

23-Oct Auckland Workshop Auckland Workshop, Interviewing Essentials

24-Oct Auckland Workshop Auckland Workshop, Sales and Marketing from the Desk

24-Oct Auckland Workshop Auckland, RCSA Acumen Series with Greg Savage

25-Oct Christchurch Workshop Christchurch Workshop, Introduction to Recruitment Consulting

31-Oct Christchurch Certificate Christchurch October RCSA Recruitment Consulting Certificate

31-Oct Auckland Certificate Auckland October RCSA Recruitment Consulting Certificate

12-Nov Wellington Workshop Wellington Workshop, Introduction to Recruitment Consulting

30-Nov Wellington Certificate Wellington November RCSA Recruitment Consulting Certificate

Mark your diary now!RCSA International

Conference 2014 Queenstown, New Zealand

27-29 August 2014

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rcsa journal september 2013

Documents

super needs

t i o n

kinetic financial services

s s o c

r e c r u i t

t i n g s e r v

kinetic smart pension

n d c o n s u