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How to overcome setbacks in your career

Fri, 27 Sep 2024 05:49:42 GMT

Experiencing setbacks is a natural part of our career journey, but they often come with emotional and mental challenges. However, with the right mindset and strategies, we can turn these challenges into opportunities for growth.

Common Professional Setbacks and Their Impacts

Job Loss or Layoffs: Losing a job can be an incredibly difficult and emotional experience. Uncertainty about the future and the loss of income can trigger feelings of anxiety and stress.

Job limbo: Countless applications without response, missed promotion opportunities, no clear path for a future career, etc. All of these frustrations can diminish your confidence, making it harder to stay motived.

Workplace Conflict: Difficult relationships with colleagues or managers can lead to significant mental stress. No one wants to work in an office filled with constant tension and discord, which can affect job satisfaction and affect personal lives.

Burnout: Prolonged working hours without sufficient rest or support can lead to burnout. This state of physical, emotional, and mental exhaustion makes it hard to perform at your best, ultimately impacting your health and career.

Solutions to Cope with Professional Setbacks

Seek Support from Peers or Mentors: Remember, you don’t have to go through career challenges alone. Speaking to a trusted friend, mentor, or career counsellor can provide new perspectives and emotional relief. A simple conversation with someone who’s been there before can offer practical advice on how to move forward.

Develop Adaptability Through Upskilling: Learning new skills opens doors to new opportunities, enhancing your expertise and enabling you to quickly adapt to changes in the job market. Whether you're mastering digital tools like data analysis or refining soft skills like communication and time management, it's never too late to learn. Continuous learning not only future proofs your career but also makes you more agile in overcoming professional challenges.

Expand your network: Building a broader professional network can open doors to new job opportunities, provide fresh perspectives, and surround you with a supportive community. Networking is especially useful during difficult times, as it connects you to potential employers, mentors, or collaborators who can help you move forward.

Maintain a positive mindset: Try to view setbacks as opportunities instead of failures. Did you miss a promotion? Use that as motivation to sharpen your skills and demonstrate your value. Is workplace conflict stressing you out? View it as an opportunity to strengthen your communication and conflict resolution skills. Each problem you encounter can be reframed as a learning experience that sets you up for future success.

Set clear goals: Setting clear, achievable goals give you direction and purpose. Goals break down challenges into manageable steps, making them less overwhelming and providing a sense of progress. For example, if you face job loss, short-term goals like updating your resume and learning interview skills keep you focused and motivated.

Find a Reliable Recruitment Agency: When navigating career challenges, partnering with a trustworthy recruitment agency not only helps you with finding new opportunities that match your skills and long-term goals, but good consultants can give you market insights and personalized career advice.

Setbacks are inevitable, but they don’t have to be roadblocks. By adopting the right strategies and seeking support, we can turn challenges into opportunities and growth. Remember, your worth and capabilities are not defined by the obstacles you face, but by how you choose to overcome them.

Get in touch with our team today to see how we can help you with your career journey. Whether it’s career advice or if you’re looking to explore new opportunities, we’re here to help.

Ways to empower women and girls into leadership positions

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Tue, 24 Oct 2023 05:35:25 GMT

Promoting female leadership does not mean undermining the efforts or positions of others. Instead, it is about fostering an inclusive environment that truly values diversity and equality. When we talk about encouraging female leadership, we’re striving for a balanced representation of a diverse society. Listening to ways to support women in leadership positions is about understanding the systemic barriers they often face, and not an indictment of individual situations. Embracing these discussions can lead to enhanced decision-making, creativity, and innovation within any organisation, benefitting everyone involved. By encouraging and promoting female leadership, we are not only creating a more equitable and just society but also contributing to the overall progress of our communities. It's time to listen to ways to encourage female leadership without taking a self-centred approach and considering it an attack on our own situations, instead, taking a step back and seeing it as an opportunity for growth and progress.

Here are some of the most important ways in which individuals and organisations can cultivate and encourage leaderships skills and empower women and girls to step into leadership roles in their work, life, and community.

Address unconscious bias

Unconscious bias is a learned behaviour that can manifest in various ways, such as favouritism towards certain groups or individuals based on their gender, race, or ethnicity. Challenge the stereotypical notions of gender roles and break down the barriers that prevent women from rising to leadership positions. By acknowledging and combating these biases, we create a more inclusive environment that welcomes diverse leaderships and encourages women and girls to pursue opportunities without fear of prejudice or discrimination.

Showcase role models

Role models serve as practical examples of what is possible, providing tangible proof that women can achieve high levels of success and shatter the proverbial glass ceiling. Role models inspire and motivate, challenging conventional stereotypes and attitudes towards women in leadership. They give women and girls the confidence to aspire towards and strive for leadership roles, demonstrating that their gender is not a barrier to their potential. By seeing women in positions of power and influence, girls are encouraged to envision themselves in similar roles, fostering their ambition and resilience.

Encourage mentorship and networking

Mentorship and networking provide a platform for the exchange of ideas, experiences, and guidance to navigate professional and personal hurdles often faced by women in leadership. Mentorship offers crucial support and encouragement, instilling confidence and promoting personal and professional growth. It illuminated the path to success by showcasing real-life examples of female leadership, which can inspire and empower more women and girls to aspire for such positions. Simultaneously, networking allows for women to connect with like-minded individuals, creating opportunities for collaboration, partnership, and mutual growth. It serves as a resource pool that women can tap into to gain insight, seek advice and establish significant professional relationships.

Lead by example

Business leaders need to practice and promote gender equality within their organisations, ensuring fair opportunities for men and women alike. This might include implementing equal pay structures, offering flexible work conditions, and promoting more women to senior roles. Leaders can also mentor and sponsor female employees, offering guidance, support, and opportunities to develop their leadership skills. This can include offering feedback, challenging them with projects, or advocating for them in meetings. Most importantly, business leaders can role-model respectful, inclusive behaviours, demonstrating that leadership is about treating everyone with dignity and respect, regardless of their gender. By doing so, they set the tone for the entire workplace and show women and girls that leadership is accessible and achievable for them.

Females to the front

Allowing women and girls to speak for themselves is a fundamental step towards propelling them into leadership positions. This empowers them by facilitating an environment where their voices are heard, opinions respected, and ideas valued. Not only is it crucial to encourage women and girls to speak up, but also practice actively listening and amplify their voices. Not sure how to empower women and girls in your workplace or social situation? Ask them. It is important to recognise that barriers and challenges still exist for women and girls when it comes to being given a chance to have their opinions heard. To truly promote women’s leadership, we need to first address the systemic issues and work toward a more equal playing field for everyone.

Fostering women and girls into leadership roles is a multifaceted endeavour, requiring societal shift, educational initiatives, and corporate responsibility. It is crucial to educate and inspire girls from an early age, illustrating the potential they hold as future leaders, while dismantling gender stereotypes. Businesses and workplaces need to establish unbiased hiring and promotion policies, while providing mentoring and training programs specifically aimed towards women. And finally, it is the responsibility of our society to celebrate female leaders, allowing their successes to motivate and pave the way for aspiring women and girls.

Why Chandler Macleod?

Chandler Macleod has a strong Diversity, Equity, Inclusion, and Belonging plan across all aspects of the business, and we have been recognised by our industry body, RCSA Australia and New Zealand, as a winner in the Excellence in Diversity, Equity, Inclusion and Belonging category in the 2023 Industry Awards.

Want to know more?

Find out more about the services Chandler Macleod offers to clients, or simply contact us directly to discuss how we can help your business.

Sustainable business practices to reduce waste and energy consumption

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Wed, 27 Sep 2023 23:34:19 GMT

Implementing sustainable business practices are essential for businesses looking to reduce their environmental footprint and promote more ethical business practices. With the increasing concerns regarding environmental issues such as global warming, over consumption, resource conservation, energy usage, it is becoming both economically sound and an essential ethical commitment for business to take steps towards more sustainable business operations where practical. While large scale environmental business plans take commitment and long-term planning and commitment, there are small and simple measures that businesses can implement quite easily to reduce their carbon footprint.

Switch to LED light globes

Switching to energy-saving LED light bulbs is a strategic move for businesses aiming for sustainability. LED bulbs consume up to 75% less energy compared to their incandescent counterparts, leading to considerable energy savings and thus, a reduction in the company’s carbon footprint. LED lights may also last up to 25 times longer, decreasing the need for replacement and the associated waste. Switching to LED lightbulbs where possible not only supports sustainability but also reduces maintenance costs making it not only environmentally sound, but a good financial move as well.

Aim for paper-free operations

Switching to paper-free operations is a business practice that significantly reduces a company’s ecological footprint. While not using paper conserves trees, it also decreases energy consumption and reduces waste generation. Paper-free business operations also foster workplace efficiency by making it easier to organise, store, access, and share information, while reducing costs for resources and storage.

Implement comprehensive recycling programs

Consider implementing a variety of recycling programs. While most businesses have the basics taken care of with paper and cardboard waste recycling, there are several additional items that can be recycled that can help businesses reduce their waste output. Recycling ink and toner cartridges and recycling broken and dated electronics are also possible initiatives that businesses can implement to contribute to their environmental practices and improve their corporate image.

Create a zero-waste break room

Start by encouraging reusable cups, mugs, plates, and cutlery instead of single-use disposable options. If reusable utensils aren’t an option for health and safety or other reasons, consider more environmentally friendly options such as bamboo and wood pulp. Installing a filtered water dispenser reduces the need for staff to purchase plastic water bottles. Composting organic waste is also a beneficial practice and setting up a small compost collection bin in the break room encourages staff to consider their waste disposal. Promoting a culture of sustainability and environmental thinking through education and incentives encourages employees to reduce, reuse, and recycle whenever possible and can help them to consider implementing further sustainable practices in their own lives.

Encourage eco-friendly commuting and flexible work options

Encouraging green commuting is a sustainable business practice because it contributes to reducing carbon emissions, a leading factor in global warming and climate change. Employees commuting in single-occupancy vehicles produce a significant amount of carbon emissions daily. By fostering an environment where employees are motivated and encouraged to carpool, use public transport, cycle, or even walk to work, businesses can significantly reduce their carbon footprint. Green commuting can also result in cost savings and a healthier lifestyle, not just protecting the environment Consider implementing flexible work conditions such as work from home and hybrid working arrangements that eradicate the need to commute altogether. Not only does this benefit your employees with their work-life balance but it is also a fantastic commitment to sustainable business practices and reducing the carbon footprint of the business.

Implementing sustainable business practices doesn’t have to be a difficult progress and there are many options that can easily be undertaken such as replacing unnecessary trips with phone calls or video calls, using non-toxic cleaning products, using low VOC paints in refurbishments, and installing motion sensors for lighting. Planning for long term changes such as installing solar panels or grey water systems are also great sustainable goals to aim toward if your business has the options and provisions to do so. The implementation of sustainable business practices is no longer a choice, but a desperate need for businesses to address the rapidly evolving global ecosystem. As business leaders, embracing sustainability not only leads to environmental conservation, but can also drive innovation, contribute to long-term profitability, and enhance brand reputation.

How outsourcing your hiring process can save you time and money

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Tue, 22 Aug 2023 22:38:36 GMT

If you’ve been looking for ways to make the hiring process easier for your business due to finding yourself overwhelmed with the administrative and operational processes associated with hiring and onboarding new employees, outsourcing your recruitment and talent acquisition activities is a great way to streamline your tasks, and save your business both time and money. Here are the ways working with a recruitment agency may benefit your organisation.

The benefits of outsourcing recruitment processes

In the fast-paced business world of today, businesses are constantly looking for ways to streamline their operations and improve their efficiency. One area where outsourcing operations has become increasingly popular is recruitment processes and talent acquisition. By entrusting this responsibility to a recruitment agency, businesses can benefit from reduced costs, improved quality in talent, and more time to focus on their core business activities and objectives. Outsourcing to a recruitment agency also allows companies to access a larger talent pool due to recruiters being able to leverage their expertise and networks to find the best candidate for the role. Outsourcing recruitment processes and talent acquisition is a smart investment for businesses looking to save time, money, and resources while still being able to attract top talent.

How to find the right recruitment agency for your business

Finding the right recruitment agency to partner with can be a daunting task. With so many agencies to choose from, it is important to select one that is experienced and reliable. A good recruitment agency will have a clear understanding of your business needs and objectives, and the type of candidate you are trying to attract. The right agency for your business will take the time to get to know you and your company culture and will align with your business values and ethos, which will ultimately allow them to present you with top-quality candidates that go above and beyond your expectations. Don’t be hesitant to ask for case studies and references as this will give you more insight into their success rate and the quality and breadth of services they offer. By partnering with the right recruitment agency for your business, you can trust that you’ll find the best candidate for your business needs, without the stress of taking the process on yourself.

Maintaining a relationship with a recruitment agency

Continuous monitoring and assessment of the performance of the recruitment agency is pivotal to ensure that the partnership is providing the anticipated results. Evaluating the relationship should be an ongoing effort involving not just reviewing the immediate outcomes such as the quality of candidates, timeliness, and cost-savings for the business, but also looking at the long-term indicators such as employee retention rates and the satisfaction of the hiring manager. Essentially, looking at these metrics will offer insights into whether the recruitment agency has a good understanding of your company’s needs, culture, and expectations. Over time, any patterns or trends that emerge through monitoring these metrics can help you refine your recruitment strategy and provide a more productive relationship with your recruitment agency.

Re-evaluating your partnership with a recruitment agency

If the recruitment agency your business is working with no longer aligns with your business objectives or simply fails to deliver satisfactory results, it might be time to re-evaluate the business relationship. Before deciding to stop using a recruitment agency, or to change agencies, ensure you communicate your concerns and expectations with your account managers. If performance doesn’t improve, consider looking elsewhere- one ill-fitting relationship with an agency doesn’t mean there isn’t a better fit elsewhere. Look for agencies with a proven track record in your industry, ask about their company culture and values to ensure they align with your own, and get a clear understanding of their candidate screening process to see how they differ from others. Remember, changing agencies can be a significant step towards business objectives, so take the time to make sure that your next choice will be a more effective and beneficial partnership.

Looking beyond the hiring processes of a recruitment agency

Taking into account the additional services provided by a recruitment agency and its affiliated brands has the potential to add value to your hiring process. For instance, a company may have sister brands specialising in in different areas than what you were initially looking for such as executive staffing, temporary staffing, or different specialist industries, which can greatly broaden your options in the hiring process. Furthermore, some agencies may offer additional services such as onboarding support, HR culturing (not sure what this one is), managed services, business consulting, or technological services that can assist in enhancing your overall recruitment strategy and employee experience. Looking at the full scope of a recruitment agency’s services and the strength of their affiliations can be a significant aspect to consider when choosing a recruitment agency to partner with.

There are many benefits to outsourcing your company’s recruitment processes through the right recruitment agency. By considering your business’ needs and establishing a strong relationship with a recruitment agency, your business can benefit from access to a sizeable talent pool and network, and an increased speed for filling open positions. Taking the time to find the right fit for your business, as well as evaluating all of the offerings of the recruitment agency, and their affiliates, and monitoring the progress can ensure not only great results for your hiring strategy, but also benefit your business by saving you time and money.

Why choose Chandler Macleod?

With our history as Australia’s first business psychology firm, the ability to assess your candidate and employee potential is at the heart of what we do, and we treasure the value this can add to your business over the longer term. By understanding your needs and the requirements of the role, our consultants use our BestFit Assessment tools to provide you with confidence in your hiring by delving deeper into the candidate's psyche.

Beyond the recruiting stage, Chandler Macleod Consulting delves into understanding your employees’ lived experiences. By teaming up with our human and organisational behaviour experts you can help your employees and business achieve their full potential.

Chandler Macleod is part of RGF Staffing APEJ, an ecosystem of brands that work together to create opportunities for life, using digital tools and solutions for insights and processes, putting the individual at the core. Find out more about what RGF Staffing APEJ can offer your business.

Why your business needs to focus on upskilling employees

Thu, 13 Jul 2023 11:43:27 GMT

As businesses around the world attend to deal with a rapidly and continously changing digital landscape, upskilling employees is becoming increasingly important for business leaders to help their companies stay competitive. Consequently, the ability to future proof your business and rise to new demands through continuously monitoring, supporting and preparing your employees has become both an operational necessity - as well as a strategic priority for future proofing. When executed successfully, effective upskilling measures can be invaluable in addressing skills gaps and ensuring knowledge sharing capabilities across departments are constantly evolving for long-term business growth potential.

Find our more about why your business needs to focus on upskilling your employees to ensure you maintain a competitive advantage edge over competitors and adaptability to the future and changing digital and business landscape.

What is upskilling?

Upskilling is the term given to the process of an individual learning new skills or knowledge as part of their employment. It is the business process of promoting continuous learning and development of employees to expand on the opportunities and experience of the employee whilst also addressing skill gaps that exist within the workplace.

Why is upskilling so important?

Upskilling is important for both employers and employees alike. For companies it is a way to address skillset shortages without the need to hire new staff. But it also provides a variety of other positive values. By offering employees to opportunity to further their skills and education, and promoting career progression and advancement, employees are likely to have higher job satisfaction and more loyalty to company that they believe cares and invests in their career development.

Upskilling is also beneficial to overall business operations and functions. The greater knowledge and experience that employees have, the faster and more effectively they are able to undertake and complete tasks, leading to an increase in productivity. Companies who make upskilling their current employees a priority as part of their continuous improvement plan are often seen as industry leaders. By enhancing their reputation, businesses also gain an edge over their competitors and become more attractive to top talent.

In the constantly evolving business landscape and the continuous advancement of technology, the skills and employee roles that exist today may not exist in the future, and having a team that is adaptable to new trends and technology is crucial for future-proofing the business. Upskilling helps prepare your employees for the future, ensuring that your business practices and company remain sustainable for the future while ensuring your employees’ skills remain relevant and ready to meet the changes of the future.

Ultimately, upskilling helps to save your business time and money. Hiring new employees to fill skillset gaps and knowledge shortfalls is expensive and time-consuming for any business. The process of advertising, sifting through candidate applications and interviewing potential candidates can be a long and arduous task, added to the notice period a new employee may need to give their previous employer and the time taken to onboard new staff, this can take months to complete. By using existing team members, this process is eliminated entirely, saving the company both time and money. Additionally, by promoting internally rather than hiring externally the person is more likely to have a clear understanding of the company’s values, mission and culture which helps ensure that their decision-making processes are aligned with the company’s overall strategy.

Upskilling is an innovative approach for business to fill vacant positions and build missing skill sets within a company. Not only does it save time and money for companies, but it also allows employees to take on more senior roles or develop transferrable skills with education and training that is beneficial to their long-term career goals. Provided employers and companies take an ethical and transparent approach to making decisions regarding their promotion and recruitment processes, quiet hiring and upskilling is undoubtedly something worth considering when looking at ways to increase the skillset within your company or team without having to go through a lengthy recruitment and hiring process every time a new need arises within the company.

Chandler Macleod Consultants help businesses address, develop, and manage their employees effectively. We offer the highest quality in products and technology to help your business make insightful decisions and can help your business by managing the professional development of your team, career transition and change,and employee experience, culture and engagement to ensure your team is best supported during upskilling and changes within the business.

Contact the Chandler Macleod team for a confidential discussion about the needs of your business and how we can help to maximise the potential of your employees and your business.

Reducing turnover rate: How recruiters can help you find employees who fit your business

Wed, 14 Jun 2023 11:50:23 GMT

Finding quality employees is a significant challenge, not to mention finding employees who fit the culture of your business and are committed to growth within the company. High turnover rates can be incredibly costly for any business. Hiring and training new employees costs time and resources, as well as the costs of loss of productivity while a new employee finds their footing within the company. Indirect costs of high turnover are also considerable including reduced productivity, decreased morale, lost knowledge, lost skills and experience, poor business reputation, and more. One solution to reducing the turnover rate is to partner with a recruiting agency who works with you, understand the needs of your business, and have the knowledge and resources to find employees who fit your business.

Finding people who fit

One of the biggest benefits of working with a recruiting agency is that they can help you find quality candidates who match your company culture, have relevant experience and are looking at staying long term . This reduces the time and resources that your business must spend on recruiting, onboarding and training. Recruiting agencies typically have access to a large pool of talent who has already been through a screening process and can speed up hiring the right candidates for your company, while reducing the risk of hiring the wrong person.

Reduce your hiring costs

Working with a recruiting agency can alleviate many of the costs involved in the hiring process. This includes advertising for the position of job seeking networks, screening candidates, reference checks, interviewing, and the time and energy that goes into these processes. If you have an in-house HR team, this allows them more time to focus on the critical business initiatives, rather than the constant hiring process that comes with a high turnover rate.

Experts in the field

Professional recruiters are experts in their field and are typically specialised within specific industries giving them a deeper insight and knowledge of the labour market and the needs of the position. Recruiting agencies can assist your business to better identify what calibre of candidates are available within your industry and what employees will best fit your business. Recruiting agencies work on a big picture model and can provide valuable insights into industry trends, best practice, and changes in the market that could help you improve your recruiting and training processes over time.

Responding to the needs of your business

Recruiting agencies are a great resource when it comes to meeting the demands of your business. They already have a pool of qualified candidates who can help to fill vacant positions quickly, without sacrificing on quality of candidates. This can be hugely beneficial when your business has a sudden increase in demand that was unexpected, or when you require additional staff on a seasonal basis. Being able to fill vacant positions of additional positions quickly and effectively is important to fill staffing and skillset gaps, but also to prevent low morale and burnout in your existing team.

Building a long-term partnership

When you work with the right recruiting agency it is a partnership. The relationship between your business and the recruiting agency will grow while you continue to work together and over time they will become more familiar with your current business needs as well as being more in tune with anticipating future business needs, this will help you by more effectively sourcing candidates to fill staff and skill gaps as well as reducing your turnover rate in the process. Building a long-term relationship with a recruiting agency brings more advantages to your business than just an additional source of candidates, it brings skilled experts in the industry and labour markets that can assist in guiding your staffing decisions.

High turnover rates can negatively impact your business in ways that may not be immediately visible. Recruiting agencies are experts in the field, they can find candidates that are the right fit for your business and are looking at long-term stable employment and growth within a business. Not only can partnering with the right recruiting agency assist you in finding the candidates you need now, but they can also help you reduce the risk of losing your quality employees and support your success into the future.

How can Chandler Macleod help?

With our history as a business psychology firm, the ability to assess your candidate and employee potential is at the heart of what we do, and we treasure the value this can add to your business over the long term.

Our commitment to your business goes beyond the interview and reference checks and every consultant at Chandler Macleod is BestFit Accredited which helps them predict and understand candidate behaviour through BestFit Assessments such as such as Helix Personality Assessment . By understanding your needs and the requirements of the role, our consultants use our BestFit Assessment tools to provide you with confidence in your hiring by delving deeper into the candidate's psyche.

Chandler Macleod Consulting delves into understanding your employees’ lived experiences. By teaming up with our human and organisational behaviour experts you can help your employees and business achieve their full potential.

Want to know more?

Find out more about the services Chandler Macleod offers to clients, or simply fill in our contact form and we will have the right person contact you.

What determines a good culture in the workplace?

Tue, 30 May 2023 04:41:39 GMT

It comes as no surprise that workplace culture has a huge impact on a business, influencing everything from productivity to employee morale and collaboration, and ultimately the company’s bottom line. A good workplace culture fosters an environment of communication, collaboration, engagement, and creative problem solving – all of which are vital to ongoing business growth. What makes a good company culture though? Is it free snacks, fancy office spaces, and work from anywhere policies? Let’s look at the key elements of a great company culture.

Clear and positive mission and values

The GenZ (aged 11- 26 years in 2023)workforce are the first generation to prioritise purpose over money when it comes to making career-based decisions. They read company mission statements and values before applying for a role, and they are not afraid to call out any business that doesn’t align with their beliefs, or whose business practice does not align with their perceived mission and values.

Building a purpose-driven set of core values that are reflected in the company’s long terms goals and strategic plan are more important than ever and must be displayed in the ethos and everyday practices of a company rather than just on a PowerPointat an employee orientation and then forgotten about by the second day of a person’s employment. Having a clear set of values that are driven into every part of the company’s actions gives employees a clear reason for how their work ties into the bigger picture of the company and creates a defined set of community and teamwork.

Sense of community

Increased employee engagement, improved communication, a greater sense of belonging, and increased employee retention are some of the benefits that come with building a sense of community within the workplace. People are inheritablydrawn toward groups and working together so building on this by facilitating group social activities, regular team meetings, and employee town halls to encourage a sense of friendship and camaraderie will boost both morale and productivity. Creating a sense of unity helps employees feel as though they are working for and towards something bigger than themselves and is a huge booster of engagement.

Transparency, communication and respect

A positive workplace is one where people feel valued, respected, supported and nurtured for who they are. Secrets and a lack of communication from company leaders creates a sense of distrust, unease, and uncertainty. Fostering a policy of transparency so that all employees feel that they know where they stand, are respected and have a clear comprehension of where the company is headed creates a stronger trust and positivity throughout the workplace

Opportunities for professional development

Happy and committed employees want more than to just sign in, work all day, and sign out. They want the chance to better themselves, to grow their skills and to continuously learn and improve their skillset. Providing opportunities for professional development through education, courses and advancement and highlighting clear advancement pathways helps employees know what is expected of them in their role but also how they can move through the company and how the company supports them in their career growth.

While this is in no way an exhaustive list of the many attributes that create a good or positive workplace, they are a great starting point to get you thinking about your workplace and how it measures up to the new standards being set through the introduction of GenZ to the workplace and the changing values of the working environment as a whole.

If you’re looking at assessing your employee experience, culture, and engagement, our behavior experts at Chandler Macleod can work with you to help. Find out more about Chandler Macleod Consulting or contact our team to discuss your situation further.

What are the key traits to being a good leader and why?

Fri, 28 Apr 2023 04:47:23 GMT

There are many key traits that make a good leader, but here are some of the most important ones and why they matter in the infographic below:

Overall, good leadership is about inspiring and motivating others to achieve a common goal, while creating a positive and supportive culture that encourages innovation, growth, and development.

The impact of AI in the workplace

Tue, 28 Mar 2023 04:51:38 GMT

Will robots take our jobs? This is not a strange question to ponder in this digital age.

Indeed, the impact of automation and artificial intelligence (AI) on the job market is a topic of much debate and speculation. While it is true that some jobs are likely to be automated, it is unlikely that robots will completely replace all jobs in the future. But what will the impact of AI be on the workplace years from now?

Many technology experts predict that automation and AI will have a significant impact on certain industries, particularly those that involve repetitive tasks or those that can be performed more efficiently by machines. This does not necessary lead to task redundancy as it is also expected that these technologies will create new jobs, particularly in areas such as AI development, data analysis, and cyber security.

The extent to which automation will impact your specific job will depend on the nature of your work and the specific tasks that you perform in the workplace. Some jobs, such as those in healthcare, education, and creative fields, may be less vulnerable to automation, as they require human soft-skills such as empathy, creativity, and problem-solving.

Ultimately, the impact of automation and AI on the job market will likely be complex and dynamic, and it will be important for individuals and organisations to adapt and evolve to stay competitive. This may involve acquiring new technical skills, building on your soft-skills, retraining, and staying informed about developments in technology and the job market in your work industry.

How to get back on track after being laid off

Sat, 25 Feb 2023 05:06:41 GMT

As we have seen, a number of organisations have had large scale layoffs, affecting thousands of people. Being made redundant or getting ‘fired’ can be a shock to the system and a hit to your confidence, as well as causing major life stress. It’s easy to start panicking and worry about the impact on your finances and your life.

Here is our advice on how to get back on track after being laid off.

Budget and organize your finances

It’s a good idea to get a handle and understanding of your finances, including how much time you can afford to take off in between finding new work. For many, a redundancy will be enough (or more) to keep their bank account healthy before finding another job, but not everyone receives a redundancy package. When you understand your finances better you can create a smart budget to stick to that can make you feel calmer for the next steps in your job search journey.

Refresh your resume

If you haven’t done this yet, this is a must! Having an updated resume that includes your latest achievements and capabilities is important to have ready for as soon as you want to send it out (either via applications or through connections). The last thing you want to do is send out an outdated resume as this will prevent your chances of being successful in finding work.

Reach out to your connections

When you have a fresh resume ready, it can be really helpful to reach out to connections to let them know you are looking for a new role. You can contact and let people know in several ways, including LinkedIn, via text or calling, emailing colleagues, or a coffee catch up with some familiar work friends. The power of recommendations and word of mouth is still one of the best ways to find a job. Many doors can be opened by simply having real conversations with people you have connected with throughout your career.

Talk to your family and friends

A stress relief that can also double as a kind of networking is talking to family and friends. Not to ask for favors necessarily but just to let them know where you are at and how you are coping. This alleviates stress and help you feel less alone. Perhaps someone else you know is going through something similar! It can also open the chance for new opportunities. When people are aware of your situation, they may think of you and pass on your name when they hear about a job opening.

Reach out to a recruiter

When you are ready to start actively applying and interviewing, it can be helpful to reach out to a recruiter in your industry to let them know your skillset and experience as well as what type of job you are looking for. Recruiters have new roles crossing their path every day, if you’re on their radar, you may be able to get to an interview without even formally applying. This could be one way to fast track your job search journey.

Apply for jobs on multiple channels

When applying for jobs, make sure you are looking across several channels. You can apply through the typical sites like JobsDB and Indeed, as well as on LinkedIn, or other, more niche websites, such as recruiter websites.

Take care of yourself

Don’t forget to take care of your mental wellbeing and keep up some semblance of routine when you aren’t working. This can help keep your motivation levels high and prevent getting into a slump of worry and uncertainty. Some ways you can take care of yourself during this time include:

Exercising regularly
Eating well
Keeping social
Drinking enough water
Keeping your mind active
Taking time to rest
Sleeping enough

If you have any guidance for people who have recently lost their job, let us know and we can pass on the advice!

Top Hong Kong Retail Trends to Know About

Mon, 28 Nov 2022 05:17:14 GMT

The retail industry was majorly disrupted throughout the peak of the pandemic on a global scale.

Specifically in Hong Kong, many retailers had to close their physical stores or vacate their spaces. When retail began to pick up again, there was opportunity for various retailers, even from outside of Hong Kong to set themselves up, creating new retail spaces and an overall new environment in many popular retail precincts in Hong Kong. Although things are still on a slow pace to ‘getting back to normal’ there are some trends we can see taking place in the retail space for 2022 to 2023 and beyond. Here are our insights:

A strong combination of physical and digital retail emerges

Retailers who adapted to e-commerce during the pandemic will continue to use this to their advantage whilst still working to operate in physical stores, creating ultimate access to their brand and business.

Classical retailers will continue to expand their businesses and partner with e-commerce companies, and vice-versa so that brand reach is multiplied. This will help with:

Creating new customer bases
More innovative products and services
Further customer engagement and convenience
New opportunities for digital brands to test out a brick-and-mortar presence

New opportunities for creative endeavours and smaller companies

As mentioned above, new opportunities are arising as businesses are willing to work together to maximise their reach. This means brand collaborations, new product innovation from classical retailers and more. Plus, as store rental prices have dropped, smaller companies are given the chance to try and create physical shopping experiences for their customers, when they might otherwise have remained online only, limiting interaction between their products and their customers.

Physical stores to come back strong and assist with supply chain issues

You may have noticed the increase in ‘click and collect’ concepts during the pandemic. This helps with the cost of transportation for many businesses. Other ways that physical stores can help impact the supply chain include:

In-store return capabilities
In-store online ordering for items that they don’t have in stock
Growth in picking up customer orders from stores
Creating stores with a digital-physical hybrid experience
Automating check out systems in stores

Environmental, social and governance (ESG) become more important

Have you noticed that all over the world, commercials are becoming increasingly focused on the values of a brand, primarily including their environmental and social impacts? We don’t see this concept slowing down as new generations become increasingly aware of the footprint they are leaving on the world. There is a big shift in customers being attracted to use ethical and conscious brands. Companies will step up, and all retail brands will have to involve themselves in a cause close to their heart to make sure they are aware of ESG concerns.

How to Spot Job Scams and Fraudulent Recruitment Activity

Fri, 28 Oct 2022 05:24:46 GMT

Recently, there has been an increase in the number of job scams and fraudulent recruitment activity. In the recruitment industry where contact details are easily accessible to the public, we’ve noticed an uptake of many perpetrators impersonating as Chandler Macleod staff members and using false identities to carry out their scams, including getting personal information, money, or unpaid work out of innocent candidates.

We would like to raise awareness on how to identify these cases and what steps you should take should you encounter these scams.

Lately, we have witnessed numerous scammers misappropriating our company logo and using identities of our previous and existing employees to create a false e-business card to contact potential job seekers via WhatsApp and Telegram about job offers. You can see some examples below:

While our consultants may contact you about job opportunities, we will never:

Ask for your personal information such as HKID number, credit card details, or any other personal financial information at the initial stages of the recruitment process.
Ask for any monetary payment of any kind.
Make any job offers without going through the proper recruitment process, which includes face-to-face contact and interviews with our partnered clients.
Offer freelance jobs
Use WhatsApp as the first attempt of contact. All consultants will only use WhatsApp if you cannot be reached via phone call or email.

How to spot fraudulent recruitment activity

Think critically and cautiously when receiving phone calls, messages and emails from people you don’t know. It can be helpful to ask for a video chat to verify a person’s identity if you are very unsure, this way you can see if they match the identity of the person they claim to be.
Do not provide personal information such as usernames, PINs, passwords, passphrases or secret/security questions and answers to anyone you aren’t familiar with, especially via WhatsApp and Telegram.
Pay attention to the small details such as logos, language used, sentence structure. Are logos the correct colours and shapes, are they blurry or cropped? And are the words used by the sender professional or is their sentence structure broken and unusual? Do they attempt to create a sense of urgency or fear from you?
Be aware of unverified email domains. We will never send emails using domains such as @gmail.com, @yahoo.com.hk, etc., other than the official company email domain.
It is likely a scam if they are using a mobile number as the official contact number. Every consultant has a company direct line. If you are unsure, please contact our general line 2833 4100 for verification. In addition, the government has made a public statement to beware of numbers starting with +852.
Keep an eye out for the incorrect website domain. All Chandler Macleod business conducted in Hong Kong uses www.chandlermacleod.com.hk .
Be careful opening messages or attachments and clicking on links from unknown senders.

What to do if you think you are being targeted?

To exercise caution, should you receive links from a suspected scammer, please do not click on them as they could be phishing/hacking links, in which your personal or sensitive information may be stolen.

If you have any doubt of the authenticity of a message that appears to be from our business or any of our staff members, we ask that you contact us for verification on our main line at 2833 4100 or email us at hk_enquiry@chandlermacleod.com .

What you can do if you fall victim to these scams:

Secure your accounts immediately by updating (re-setting) passwords.
File an e-report to the Hong Kong Police Force .
Call the Fraud Prevention Hotline 3423 6611 (You can learn about the new hotline in this Media Statement ).

How to protect yourself online:

Keep your passwords secure!
Avoid using the same password across multiple accounts.
Use multiple forms of authentication where possible. Multi-factor authentication (MFA) is a security measure that requires two or more proofs of identity to grant you access to accounts, it is a good idea to use MFA on all accounts that contain personal and / or financial information.
Do not use untrusted communication channels or devices to transmit or access personal data.
Do not disclose any personal data to unknown or untrusted parties on social media.
Do not disclose or share your account identities, passwords, and devices.

For more information about Identity theft and how to protect yourself, please visit https://www.infosec.gov.hk/en/knowledge-centre/identity-theft

Making smart financial decisions to worry less about money

Sun, 25 Sep 2022 05:35:00 GMT

The world revolves around money, so it can be hard not to think about. In fact, not thinking about our money until it’s too late is a common reason we can end up really stressed about our finances.

In today’s blog we will look at some ways to help ease financial stress and make smart decisions around money.

Think about money differently

If we re-frame the way we look at money, we can get ourselves into a more positive mindset to deal with financial decision making. For example, instead of seeing money as something that is draining and stressful, we should instead look at it as something we can manage that can bring us certain comforts in life.

In many cultures, money is a heavy responsibility, and we are often regarded as more successful the more money we have. Or that people with stable jobs and a mortgage (or paid off home!) is the ideal framework to aim for financially. However financial wealth can come in many forms and if we are constantly thinking about living up to expectations, we are likely to let ourselves down.

One thing we can do is identify what financial wealth means to us as individuals, what our goals are specifically, what we want to achieve, and then go from there in creating healthy money habits that support the lifestyle we want for ourselves.

Make a realistic budget

Money stress can come from overspending and indulging too much. This is where a budget becomes helpful to help give you a sense of self-control and discipline around spending habits.

It’s a good idea to create a visual representation whether it be a spreadsheet or a physical hard copy of both your income/s and your expenses. Be sure to include non-essential items as well as essential bills and costs. Once you’ve analysed your incoming payments versus outgoing costs you can evaluate how much you have left over to either spend or save. You can keep this in a place where you can reference it often so you have a common reminder of your monthly expenses and what you can afford or are willing to sacrifice month to month. (Some months are more expensive than others as unexpected costs or large purchases occur!).

Create a saving goal

Within your budgeting document, it’s a good idea to reserve an amount that you are dedicated to saving each payday. It can be good to set up a low-risk savings account separate to your accessible account to transfer this chosen amount into. That way, in your accessible account you only have enough money that you require until your next payday. Resist the urge to transfer back out of your savings, think… ‘can this cost wait until I’m next paid?’

Set time aside to review your money

It can be mentally helpful to schedule in time to look at your finances. This prevents complete avoidance as well as obsessive checking and transferring of funds. By scheduling time you avoid looking at your finances in a highly anxious state and instead can feel more mentally prepared and neutral. It’s good to do this at set intervals when your spending habits are ‘usual’ like mid-week.

Check on your credit spend often

Talking about reviewing our spending, make sure not to charge to your credit card and then forget to look at what you have owing until it’s time to pay! This can cause stress when it comes time to pay, especially if have overspent. Check in weekly to ensure you are not over-indulging – this can be a part of your weekly scheduled review.

Focus on what you can control

Unexpected costs, or necessary large costs can seem overwhelming. But it is not worth stressing over things that you can’t control. Instead, focus on the aspects that you can control, like your budget. You can re-focus on where you can perhaps shave off expenses during this time, or if you have savings that you are willing to dip into during this period.

Work with professionals (if you can)

If you can work with a financial advisor, this can be worth it to help reduce stress and talk through your goals with someone who can help you reach them. This is especially helpful if you are planning on a big purchase like a car, a holiday, or a house. Or if you are planning for a family and know your budget will have to be adjusted.

Think of alternative income streams

Alternative income doesn’t have to come from another job you have to attend. Many of us only have time for the jobs we currently do. Other streams of income can come from investments such as stocks. It can be helpful to talk to a professional or someone with expert knowledge in these fields to help you make smart investments depending on the economic situation at the time.

Alternatively, if you have a passion, think about monetizing and sharing your skills as a service or product. This is applicable and great to do if you feel you have some spare time or can manage doing so without adding further stress.

How to deal with high team turnover

Thu, 22 Sep 2022 05:41:41 GMT

‘The Great Resignation’ has had a global impact over the last year or so. Many businesses have been forced to evolve or lose their best talent due to more and more people realizing what working benefits they can get at other companies, as well as what company culture they truly want to be part of. So, how do businesses deal with high team turnover? What can be done to prevent it?

Here are our top tips for how to keep your quality employees.

Re-training or developing managers

Many people leave a good job because of a bad boss. If their direct manager is not aware of how to manage different personalities, is someone who micro-manages, or a person who simply needs some growth and development, employees may begin to question whether they want to stay in that job. Focus on manager/employee relationships and ensure your managers are properly trained not only on technical expertise but especially with their leadership and soft skills.

Stay interviews

In a recent Chandler Macleod article, we look deep into stay interviews. From our most recent article:

“You may have heard of an ‘exit interview’ which is conducted when an employee leaves your organisation. However, due to the ‘great resignation’ and current market trends, it is clear we need to be understanding what can keep our high performing employees around before they choose to leave. This is where stay interviews come into play.

Stay interviews are management led conversations with your current employees. Although they can be casual, they should also be intentional and cover two main topics:

What it is specifically that keeps employees happy to stay with your company,
and if there is anything which could be improved. “

It is important to listen and act on feedback from employees stay interviews so that they can see the effort you are taking to care for employees.

Keeping up with market salaries/rates

If you are lagging behind and not paying your employees the standard rates in the industry, employees are likely to look elsewhere for better financial opportunity. This is not always the case, especially if your company culture is amazing, however it is important to make people feel valued in their role. This is one way to incentivize your employees to stay with your company.

Keeping up with market flexibility standards

Additionally, work-life balance is at an all-time high level of importance. Where work flexibility is not available to employees, many people will search for a role or workplace that will allow them better work-life balance. Make sure you have high quality flexibility policies in place and make flexible work a priority in your organisation.

Focus on team culture and employee engagement

Company culture and employee engagement should be a designated focus for every HR team. It’s incredibly important that companies focus on checking in with employees and maintaining and measuring employee engagement to better understand what employees need to feel satisfied in their roles.

Do what you say you will do

If you make promises or preach certain values, ensure you are backing these claims with actions, and communicate any action to your employees so they are across all that you are doing and achieving in your company.

Recognize and reward

As mentioned earlier, it is very important to make employees feel valued. If you can’t afford to increase salaries to a higher level across the board, it is important to implement other means of benefits and rewards. Recognition programs and performance reviews will help keep employees feeling motivated.

Prioritize career opportunities and professional development

One of the biggest reasons people leave their workplace recently is lack of future opportunities or professional development. When people feel like they can no longer grow in your organisation, they will try to grow elsewhere. You can prioritize development programs or literally create opportunities within your organisation for high performing employees who want the chance to achieve more with your organisation.

The impact of social media on E-Commerce

Thu, 28 Jul 2022 05:46:57 GMT

Let’s start with the obvious: social media has had an incredible and positive impact on e-commerce.

There is a multitude of ways that social media allows brands the versatility, exposure, and communication channels to boost their sales and gain an abundance of loyal customers.

In this blog, we will look at how this is achieved.

More advertisement opportunity

Overall, advertising through social media for many e-commerce-based businesses expands their reach exponentially. Not only are they visible across multiple platforms, but they are also able to target their demographic. They can target their interests based on algorithms and data analysis, and increase the likelihood of converting clicks into sales.

On top of that, social media ads are cheaper than traditional marketing, and once you have reached a good number of followers and customers, even your organic posts can gain traction and convert to earnings.

Humanizes your brand

Social media posts can be very effective in engaging with potential consumers if done correctly. Showcasing your products using real-life models, sharing positive testimonials, demonstrating how to use your product, and actively engaging with customers on social media, can give your brand more authenticity and a more humanized approach in getting through to your target audience.

Open communication with consumers

Many platforms allow for one-on-one communication with consumers via messaging or chat bots. This allows convenience for the consumer and provides the company more feedback and it can help you resolve your customers enquiries promptly whilst also offering answers to questions for on-the-fence consumers.

More companies now also use chatbots which can generate more interaction with your customers while dealing with and solving multiple enquiries simultaneously and alleviating admin work at the same time. By enabling this method of communication with the consumer, you are able to build trust and likability which is a large factor in whether people will want to purchase your goods or services.

Brand building and awareness

Building your brand online is incredibly impactful. The more recognisable you are, the more reviews you have, the better your aesthetic appears and the more relatable you feel, are all factors that will draw people in to use your products or services. Many consumers want to see more before they buy, this is where social media profiles, especially Instagram and Facebook offer great benefits. Data shows that online stores with a social media presence have 32% more sales than stores not present on social media.

(1)

Direct line and ease of access to check out

Most social media sites now have shopping functions making it easier and faster for consumers to be three clicks away from a purchase. Many have also integrated with e-payment platforms such as Shop Pay or PayPal which enables quick and secure transactions for both the seller and buyer.

Higher website traffic

Being active on more platforms increases your reach, and more people to view your links. Higher website traffic often occurs when you are active on social media channels, especially when promoting or participating in paid advertising.

Data analysis

Social media reporting allows us to see what ads and posts do well and what doesn’t. We can also see what organically works well too. This way, we can do more of what works and stop wasting time on content that isn’t as valuable to our customers or potential customers.

The power of sharing

There are about 5 billion people with access to the internet, many of them probably using some form of social media to communicate and share content with their friends or family. For people to see your post online and share it (even privately) increases your reach to those who may be interested but weren’t targeted, or to people who really need your products but weren’t aware of them. Social media is the modern, digital, ‘word-of-mouth’ which is one of the most effective marketing tools of all time.

(1) “5 Ecommerce Social Media Stats That Online Storeowners Can’t Ignore,” BigCommerce

5 Hiring Trends in Banking

Fri, 24 Jun 2022 05:50:42 GMT

This month’s blog is in infographic form and looks at the current (mid 2022) hiring trends in the banking industry in Hong Kong. In written form, the top five trends at the moment are:

Hiring talent to support the management of the rowing number of mergers and acquisition deals
Hiring talent to fill roles the growing number of environmental, social and governance (ESG) banking roles
Hiring strong trilingual speaking graduates that can speak fluently in English, Mandarin and Cantonese to help do business with Chinese clients.
Hiring talent that has confident client-facing experience
Seeking to hire candidates from mainland China for their strong network connections on the mainland

Have a read and let us know what you think. You can also call or email us to discuss your next role or hiring decision!

Powerful marketing words to use for your brand

Sun, 15 May 2022 12:04:16 GMT

Powerful marketing words unique to your business can elevate your brand and attract more consumers. Depending on what service or product you provide, and what industry you are part of, your ‘perfect’ words will be different.

Words can be used for a variety of reasons. There are the most known and obvious words used in advertising to provoke emotion and action, which we will look at. There are also the less obvious, keywords, most often used in digital marketing to help with Search Engine Optimization (SEO).

Firstly, let’s look at keywords.

Keywords are specific targeted words used to help improve your SEO and ensure that when people search a keyword relevant to your brand, your organisation will show up in their search. These are important words that you can place in posted content and most importantly, on your web pages to ensure potential customers are being directed to the most relevant information.

You want to use keywords that represent your company or product well, but that are also popular or common enough for potential customers to recognise. When we use keywords from common searches, we are more likely to appear higher up in a search.

To find keywords relevant to your business and to improve the keywords on your website you can use websites such as, Semrush , WordStream , or Moz .

Then there are emotive words

Emotive words are words we use to target consumers’ emotions to make them feel connected to what we are trying to communicate. We can also make people feel a sense of urgency, or curiosity to try and pique their interest.

Depending on the product or service, the best words to use will be different.

If you are trying to sell something positive that will make your consumer feel good, instead of saying, ‘Feel better with X’ you could be more emotive and say something like, ‘Be your most confident self with X’ or ‘Invigorate your life with X’. These are more exciting and often catch people’s attention as they seek to feel a certain way.

If you want to create urgency you would use phrases such as ‘don’t miss out!’ or ‘offer ends soon’.

If you want to pique curiosity you might use phrases such as ‘Discover more…’ or ‘Learn how to…’

Build trust with words

It is vital to create trust with your consumers. Words that create trust is helpful and honest information upfront without hiding key details in tiny writing.

Some other ways to increase trust could be:

Making guarantees and offering people their money back if the guarantee is not fulfilled.
Including legitimate testimonials
Leading people to more information such as a FAQ page
Offering to chat with a specialist or expert in your business

Lastly, action words!

Action words are things we say to encourage our consumers to purchase from us. There are so many phrases you could use, from being obvious with a ‘buy now’ button to being more subtle with a ‘start your journey with us today’ button. This really depends on your service and your business style. However, all advertising should have some kind of invitation to action so that the consumer knows the next best step to take if they are interested in what you have to offer.

Words are extremely powerful tools for your brand and can help to create meaningful and impactful relationships with your consumers. Be sure to choose your words wisely and to never promise anything you can’t back up!

Retaining High Performing Employees

Sun, 15 May 2022 11:59:47 GMT

It’s important to take steps to attract top talent into your business, but it’s even more important to nurture and reward top performers in your company. Talent is in high demand and businesses who engage and keep their employees satisfied are less likely to lose their best people to other offers and companies. There are many ways you can retain high performing employees, as we will discuss below.

Pair them with mentors

High performing employees are often driven and hard-working individuals who are always looking for guidance and ways to achieve more within their careers. When a mentor gives this kind of person the time and effort, they will feel seen and will feel like work ethic is recognised. A mentor can help someone in the next stages of their career and act as an interactive and communicative guide for future possibilities.

Communicate transparently

Open and honest communication is an important factor in employee retention. Transparency of company updates, whether on a groupwide level, team or individual level, shows respect to your staff and also provides a sense of trust in the company. Try to address important information as soon as possible to avoid office talk or rumours.

Pay them their worth, with benefits

While not everything is about money, if an employee feels undervalued, they’re going to look for better remuneration elsewhere. Make sure to keep up to date with the average market rates for all your roles and ensure no one is getting paid less than this. It can also help to ensure salary packages include other benefits too that help to make up an employment contract that people won’t want to leave behind.

Create opportunities for them

High performing employees will want challenge and opportunity. They will want to climb the career ladder, not be at a career standstill. If there are no clear career pathways or next steps for these employees, they may look to take those next steps somewhere else. It is wise to sit down and discuss career goals with these employees and if there are no available options for them to work towards, you can focus together on creating opportunities for them so they know they can move up within your organisation.

Reward achievements and consistent hard work

Rewarding achievements is common practice in many businesses and is a great way to show appreciation for employees and their hard work. It’s important to reward consistent hard work and good results, in addition to stand out achievements. A quarterly team lunch, words of affirmation, or a bonus for achieving goals can all go a long way.

Involve them in meaningful and important assignments/projects

A large part of employee retention is ensuring your people feel like they have purpose. High performing employees will thrive in high profile assignments with good visibility, so others can see how much they are contributing to the organisation. They will also appreciate working towards something meaningful, that not only serves the business but the community or other employees such as diversity projects or other important human resource issues. This will keep them feeling valuable and important (which they are!).

What is personal assessment and how can it help you and your team?

Mon, 28 Mar 2022 05:58:48 GMT

Personal Assessment

Personal assessment can be formal or informal. It is the process of reflecting on your own performance, behaviours and recent work projects. It is evaluating what you did well and what you could do better in the future.

A good time for personal assessment is usually at the end of a project, once weekly/monthly, or whenever you feel like some personal development is needed.

How it helps you

Apart from overall personal development, there are several ways that personal assessment helps you.

Develop emotional intelligence

By taking time to reflect on yourself you are naturally increasing your self-awareness and personal analysation skills.

Improve your skills

Depending on what you are assessing, you are giving yourself an opportunity to enhance your skills. You can realise your strengths and weaknesses and see what you could further train yourself in whether it be technical skills or soft skills.

Achieve better outcomes

With each stage of self-assessment, you get better and better in a small way. By improving your skills and emotional intelligence you are able to be a better version of yourself going forward. With a higher skill level in serval areas, you are likely to achieve better outcomes, whatever that may mean for you. For example, you can move up in your career, and/or achieve your personal and work-related goals.

Have more satisfaction at work

Lastly, by having a process in place to self-assess, you not only begin to focus on what improvements you can make but also what you do exceptionally well! Firstly, improving and learning new things is exciting and can keep your job challenging and interesting. Secondly, when we take a second to realise all the great work we are capable of, we experience pride in our job and feel more satisfied about our work.

How it can help your team

Working on yourself, not only helps you, but also your team!

Become a better manager or colleague

When you achieve all the above during your personal development you will become a better manager and colleague in a multitude of ways. You will have more patience, understanding and ability to look at situations in a more analytical way. You will learn to ask the right questions and problem solve in better ways. This encourages better employee engagement and satisfaction and will create a more cohesive team.

Encourages personal development for everyone

When you simply lead by example, you are able to show others the benefits of self-assessment. You can also pass on templates or tools that you use to help others on your team self-assess. This will create a harmonious and self-aware team.

Helps you analyse and assess others more effectively

By enhancing your own self-awareness, you can also heighten your awareness of others. You might be better equipped to understand when a colleague is burnt out, or when they are struggling. You might also notice more easily where there a skill gaps and where training may be needed. This can help you intervene and be proactive in certain situations to help your employees or colleagues.

Why Diversity, Equity & Inclusion is important for your business

Mon, 28 Mar 2022 05:54:34 GMT

A better question might be, why wouldn’t your organisation be across diversity, equity, and inclusion?

In 2022, we should all be aware that diversity, equity, and inclusion are absolutely necessary within all workplaces. While all working people spend the majority of their day working, they deserve to exist in a space with equal opportunity, diversity, and belonging.

Here is a quick breakdown of why DE&I is important and how it can benefit your business.

10 key skills you will need to become a successful accountant in the digital age

Fri, 28 Jan 2022 06:06:50 GMT

As the digital age continues to rise and conquer, accountants will need to adapt to new digital skills whilst maintaining and increasing deeper soft skills such as communication and connection.

Here are ten skills for accountants to focus on going into the future.

Spreadsheet proficiency is always needed

Spreadsheets are always going to be essential in accounting. Most accounting software, even the most advanced, will either use spreadsheets to perform many functions or it will integrate with other programs such as Microsoft Excel. So, mastering the skill of spreadsheets could be considered the most important skill one must have as an accountant.

Not only do spreadsheets have the capability to handle ample data clearly, but you can also analyse the data consequently. Functions such as: VLookup and HLookup, Index Match, and Pivot Tables, among others would be considered necessary.

Additionally, spreadsheets can be helpful for predictive analysis to help with business growth. This would be an added bonus to your skillset and can be incredibly useful to help grow your employers’ or client business.

Get to know cloud-based software

With the digital age, came cloud technology. Cloud-based technology is a vital move forward in accounting as it allows for better management of business data due to efficient automation and ease of access to data input and retrieval. Many of these software's also enable comprehensive report production which means easy, prompt access to previously entered and processed data.

Updated technology knowledge

It can be helpful to ask your employer what technical programs you need to become proficient in for your role. As an accountant the below software and tools are handy to have some understanding of, and could be impressive to those looking to employ accountants:

Advanced Excel
Microsoft Visual Basic
Enterprise resource planning (ERP) such as SAP or Oracle
Business intelligence software such as IBM Cognos
Hyperion
Big data analysis, advanced modeling techniques and SQL
QuickBooks

Amazing communication skills

One thing machines and digital tools can’t quite master is the human touch such as relaying information to your employer or clients that may seem complex, in simple and easy to understand ways. It is a real importance to have this soft skill, so that, apart from technical skills, you have a point of difference. Many people can learn technical skills with a quick course; however communication is learnt through many interactions and experiences and doesn’t come easy to everyone. With a focus on increasing these skills, it will be easier to get better.

Thorough understanding of business processes

As an accountant, it’s incredibly important to understand how your employer's or client’s business operates. By understanding the processes throughout the entire business, you can see more clearly where certain areas interconnect with accounting and how to address certain business needs.

Legal and regulatory knowledge

Of course, as the world and technology transforms there are updates to the legal and regulatory aspects of accounting. It is a must to be across these, especially in your

specific state or area of work, so that all your work is in line with mandatory laws and regulations.

Customer service and relationship building

Another must have soft skill would be customer service. Whether you are working in private or public accounting, great customer service can help you win over people. In the public sector, it could help you retain clients and win new ones. Within a private corporation, you will be able to work easily across departments ensuring the needs of managers and colleagues are met. When people like dealing with you there is often less pushback or delay.

Creativity and Adaptability

Not many people align creativity with accountancy. However, with a creative and innovative mind you can efficiently look for clever solutions to any problems that pop up. It can also help foster fresh ideas to help improve a company’s operations.

Financial reporting and analysis

Financial reporting and analysis is essential to being a great accountant. Even though there are many tools that assist with creating fantastic reports, it can really help to have a good eye and mind to digest financial reports. This can help during times of decision making, policymaking, and investor relations.

It can also assist with increasing profitability by avoiding loss-causing financial steps.

Diverse and global mindset

This may sound like it would take technical expertise, however, developing a global mindset is actually a soft skill that can be learnt. It’s all about learning how businesses work all over the world, across industries, and within different cultures. Looking through a global lens can help with innovation and creativity too such as implementing strategies from similar or even different business models into your own or client’s organisations.

What is Affiliate Marketing and will it be a future trend?

Tue, 28 Dec 2021 06:14:19 GMT

What is Affiliate Marketing?

Affiliate marketing became a huge trend over the past few years especially with the rise of e-commerce. However, it has been around for decades and has steadily been making a bigger impact year-on-year.

Essentially, it is when individuals (usually bloggers or influencers) help promote a company’s service or product and they receive a commission for every sale. The influencers will be provided a unique affiliate link to the business’s product or service. They then share and promote this link on any chosen social platform or website for their followers to click on and purchase. When the unique link is used for a purchase, the affiliate marketer (influencer) will earn a commission or equivalent payment.

The key here is that the influencer’s audience trust their recommendations and/or are exposed to their posts so often they are bound to click and see what a product or service is all about.

Will this continue to thrive in 2022?

Yes, affiliate marketing will be here to stay.

In the US, “spending on affiliate marketing has grown by 10% per year for about a decade. According to Statista, affiliate marketing will reach $8.2 billion in 2022, a 20% increase from 2020.” [1]

Affiliate marketing is increasingly attractive to businesses due to its low ongoing cost, flexibility, low risk, and high ROI nature. In addition, as the world remains digitally connected, affiliate marketing proves to have much higher and wider exposure now compared to traditional marketing.

With a global consumer shift of preferences to online shopping, and with 15% of daily searches on Google never being searched before [2] , the online landscape still appears to not be saturated enough to halt affiliate marketing. In fact, the landscape is quite broad and open for niche industries to find their place.

What trends can we expect to see?

1. An increase in influencer power (even with smaller audiences)

The micro influencer will be even more important, especially those with selected and niche audiences. For example, personal trainers with smaller audiences will be able to promote very targeted health products and services to their following with high chance of ROI for businesses.

2. Expansion of affiliate niches

On the above note, there will be an expansion of affiliate niches. Rather than having popular influencers cross-selling multiple industry products, more businesses will focus on finding the right influencers for their products or services. An automotive company for example, will seek for YouTube Influencers that specifically talk about cars only with high engagement rates. While the audience reach may be smaller, the ROI will be higher.

3. An added layer of privacy

There are some privacy issues that could appear as a threat to affiliate marketing. However, added privacy within companies such as Google and Apple will not so much block the opportunity for affiliate markets and businesses, but rather new programs and products will be introduced to help maintain privacy during the backend processes of link tracking.

4. Trust and personality will be vital for affiliate marketers

Lastly, for affiliate marketing to remain successful, they need to reach consumers in an authentic way. For example, for a tech influencer to suddenly be promoting a wellbeing supplement may be deemed strange and that they’re just doing it for the commission. Influencers have to be likable and believable and should be promoting products and services within their wheelhouse. This tells consumers they won’t promote products just for the sake of it, but because they actually like it, therefore allowing for more patience and acceptance from followers who are exposed to affiliate marketing.

Overall, affiliate marketing is a great way for influencers to earn a living from anywhere in the world, and it is a convenient and flexible marketing tactic for businesses to use as part of product or service campaigns. There remains plenty of opportunity for businesses and influencers alike to step into the world of affiliate marketing. After all, it is the digital version of ‘word of mouth’, which has been a successful marketing tactic since the beginning of trade.

[1] https://www.practicalecommerce.com/is-affiliate-marketing-the-next-big-thing

[2] https://searchengineland.com/google-reaffirms-15-searches-new-never-searched 273786#:~:text=There%20are%20trillions%20of%20searches,wide%20variety%20of%20legitimate%20sources.

Learn how to find your voice in meetings as an introvert

Sun, 28 Nov 2021 06:21:26 GMT

If you’re an introvert, or simply just a little shy, it can be hard to find the confidence to find your voice in meetings. It can be challenging, especially when there are others who often take charge and lead meetings seemingly with effortless ease.

We’ve put together a couple of tips to help you get over that self-doubt and have your say.

Before we start, we just want to preface with the important message that there is no need to change your personality to contribute and lead in the workplace. We all have unique and wonderful qualities that help make us proficient in our roles no matter if we are an introvert or extrovert!

Let’s get started.

Plan your thoughts and talking points out in advance

If you are aware of the agenda of a meeting, or briefly what would be involved, try to make notes of things you want to discuss or bring up. This helps you to avoid getting stuck or put on the spot and can work as a meeting checklist to ensure you have that extra push to speak up.

If you struggle with expressing your points, it could also be beneficial to pre-plan your choice of words or even have a loose ‘script’ to keep you in line with getting your thoughts out clearly.

With that extra courage you can even be the first person to bring up certain points. You could simply start with, ‘I had a note here about X,’ and encourage discussion around key points you wanted to touch on.

Get accustomed to the phrase ‘That’s interesting, let’s come back to that.’

Of course, we can’t always control where meetings go, and new ideas arise rapidly. This can be quite stressful when you may have a thought(s) but need a little more time to articulate yourself. Instead of saying nothing you could say, ‘that’s really interesting, I have some thoughts on that, but let’s come back to it.’ This gives you some time to reflect in the meeting and the ability to bring it up later without any awkwardness.

Believe in yourself and your value

Sometimes our introversion or shyness can be a sign that we’re not so sure our input makes a difference. Maybe you think you don’t have anything new to say in comparison to your colleagues but every single voice is important, and it can be handy to remind yourself of this. You never know what you say that could spark a new conversation or idea.

Remind yourself before you step into a meeting that you are intelligent, thoughtful, and create value in your place of work. This can be a small but effective confidence boost when it comes to speaking up.

Add on to other people’s discussion/comments to begin with

If you are really struggling to start to speak up it can be helpful to agree or add on to other people’s comments. This is a great way to join the discussion and get used to having a voice. You may simply agree, or someone’s point of view could trigger a question or thought in you that you can share. Don’t be scared to do this as soon as you feel inspired!

Ask questions

Perhaps there are things being raised that you are unsure about. A great way to add your voice is to ask questions. Many people in the room may be feeling the same but don’t want to ask. You can ask any kind of question to do with the topics being discussed, from gaining clarification to ‘what if’ type of questions.

Be open about how you communicate

As mentioned earlier in this blog, there is no shame in being quiet or working differently. Be open about that and integrate it into how you communicate. For example, if you were quieter than you had hoped during a meeting, before everyone leaves you can say something like, ‘If I think of something about X, I will email you about it after this.’ This gives you time to reflect on the discussion that has just passed and to present your thoughts in a succinct and efficient way. This integrates that phrase mentioned above about coming back to things later.

Be more honest with that approach and say:

‘Give me a minute to formulate some thoughts on that,’

‘Let me just process that and I will let you know what I’m thinking.’

Whether you’re an introvert or extrovert, meetings can put people on the spot and force instant thinking which isn’t an easy task for most people. It’s okay to buy yourself some time, plan, add on to other notes, and even practice discussions with people you are comfortable with!

Overall, preparation and self-confidence can go hand in hand. Let those be the tools up your sleeve in your next meeting!

How E-Commerce is Transforming Consumer Retail

Thu, 28 Oct 2021 06:34:40 GMT

The retail sector was hit hard by Covid-19 and many retail businesses transformed their e-Commerce strategies at an accelerated pace to adapt to consumer needs. The past 18 months have all been about going digital and more people are online than ever before.

Investment in technology

Technology has played an incredibly significant role in changing people’s shopping habits and enhancing the consumer experience. More e-Commerce businesses are adopting:

Tracking Apps for Deliveries

A big player in this arena is ‘Shopify’ which many businesses use to help consumers know when their order has been packed, shipped and when it will likely be delivered.

Payment Apps

More retailers in Hong Kong are offering a wider choice of digital payments methods for customers. Online payment platforms such as AliPay, WeChat and PayMe, as well as other payment options such Pay Later Plans or Payment Instalments offer more flexibility to customers and caters to each person’s payment preference whether in-store or online.

Augmented Reality (AR)

AR apps are used in very future-forward businesses to help consumers visualise what they are purchasing and applying it to real-life settings. This is now more commonly available at homeware and furniture businesses as well as the cosmetics industry.

Enhanced Mobile Apps

With a vast majority of online consumers using mobile devices to browse the web, more retailers have rolled out enhanced mobile apps to improve the consumers’ shopping experience. These include data-driven analytics to customise shopping preferences, multiple payment options and chatbots.

Chatbots

Many e-commerce websites and apps now offer AI-powered chatbot services for an enhanced shopping experience. Customers can ask questions directly and converse with chatbots such as asking for product recommendations, enquire product stock and flagging issues about their orders.

All about convenience

Digital strategies are becoming more focused on convenience for consumers. E-Commerce eliminates the need to go to physical stores and it also has a wider network reach. While the majority of people are back to shopping in-stores, online shopping gives consumers more options, such as all-in-one shopping platforms like HKTVMall and Ztore, as well as international retailers for products that cannot be purchased locally, as well as offering free and easy returns.

Impact of influencers and unique collaborations

There is no denying that social media has been highly influential in brand marketing strategies and more businesses are collaborating with influencers/KOLs, as well as unique cross-brand collaborations, to capture a wider audience.

There is also a rise of people sharing ‘word of mouth’ via the internet. Word-of-mouth and referrals are an age-old advertising avenue that has always performed well and is amplified through the use of social media and online advertising. People love to hear feedback and reviews from real people. Brand ambassadors that truly believe in the products or services being sold will help in gaining interest and sales of new customers. Collaborating with companies that may be seen as a competitor or an unlikely brand pairing, will also grab attention.

Customised services

People are willing to pay more for products that feel specific and catered towards them and their lifestyles. This is especially true in industries such as health and beauty and apparel, filled with consumers who have a large range of unique needs and requirements.

Businesses that can offer customised products or services tailored to individuals, tend to have a more loyal customer base and the likelihood of retention is higher.

How employers can raise awareness around mental and physical health

Sat, 28 Aug 2021 06:40:51 GMT

With the world plunged into a pandemic and people being forced to isolate and socially distance themselves, physical and mental health has taken its toll on many. It’s important that businesses break down the stigma around mental health and promote healthy living to ensure their staff remain happy and healthy.

If you’re not already creating an environment to promote mental health and physical wellbeing, here are our tips to building a solid support foundation for your employees:

Have an Employee Assistance Program (EAP)

Having an EAP program will help employees to have access to mental health resources, confidential discussions, and guidance. Ensure your staff know about the program and know how to access it easily. Whether your staff are struggling with/at work or issues affecting their personal lives, it’s important to demonstrate that there is additional support for them if needed, and that you care enough as a business to break the stigma and understand that it is okay for people to require extra help when necessary.

Break the stigma

Companies can break the stigma by normalising the concept of mental health. Unlike physical health, mental illnesses or issues are less obvious to identify and diagnosis is not as clearly defined. Although there is an increasing awareness and acceptance, cultural factors can influence how mental health is viewed and it is still considered taboo in many Asian cultures, especially among the older generation. As an employer, some steps to take to break the stigma could include:

Be proactive - mental health check-ins with honest discussion

Leader-led communication about EAP and other support services

Open communication and transparency (especially during times of global crisis)

Offer Mental Health First Aid training

Encourage ‘Wellbeing Ambassadors’ or create an employee resource group

At Chandler Macleod, we have created a Wellbeing Ambassadors group which is led by our HR team. This group is made up of people across the business from different departments and business units including Aurion, Peoplebank, AHS hospitality and Vivir Healthcare. The group aims to highlight special initiatives that are about health, as well as to share wellbeing tips and check in with their teams and colleagues. Having members from across the business allows this culture to thrive in many areas and ensure wellbeing remains a priority. Most recently, the Wellbeing Ambassadors created a cookbook that was shared company-wide, hosted a wellness webinar, published daily blogs, and encouraged wellness from every aspect.

Sometimes creativity and implementing regular wellbeing initiatives can be time consuming or exhausting in itself and bringing in an external vendor/company to manage wellness programs can relieve the stress from organising without impacting the effectiveness. However, it’s important not to be too hands off and make sure there is enough involvement and communication from team leaders.

Create a safe and comfortable work environment

It’s important to recognize that the culture of your company can impact an employee’s mental and physical health. If you expect your staff to work under micro-management and remove any flexibility from their workday, they will feel suffocated and unhappy in that role.

Work towards creating a safe and comfortable environment within the business by:

Encouraging short bursts of physical activity or movement during working hours such as a quick walk around the block or a lunchtime workout, especially whilst working from home

Encouraging regular breaks to refresh

Creating a good flexibility policy

Ingraining a flexible work culture and ensuring all your team leaders are on board

Avoid micro-management and focus on outcomes instead

Actively promote and share physical wellbeing initiatives such as STEPtember to encourage movement and the benefits of how such activities can help employees keeping and feeling healthy.

Implement training for leadership

Wellness training can be extremely helpful in cultivating change and awareness from the top down. Not only can training provide a positive impact to your employees, but it is also important to train leaders in how to improve key areas such as employee engagement, unconscious bias and promoting inclusion and diversity. Wellbeing can affect everyone differently and different strategies will be required for different people.

How do you currently support your employee’s wellbeing? What is an achievable goal for you to implement in the near future?

Fast Moving Consumer Goods: Current Trends and Predictions

Mon, 28 Jun 2021 06:48:37 GMT

As the world rapidly transitioned into a highly digitalised space due to Covid-19, the Fast Moving Consumer Goods (FMCG) industry has gone through a drastic transformation over the past 18 months.

There are seven major consumer drivers that are causing an innovative makeover in the FMCG industry [1] . These consist of:

Convenience - accessibility in the comfort of their own home, anywhere at any anytime on any device.
Distinction - what makes a brand or product different from the rest?
Health consciousness – more people are actively seeking healthier choices
Simplicity - is the product or service user friendly?
Variety – Different products targeting different needs and preferences
Sustainability – eco-friendly products that limit harmful waste
Ethics – customers want brands that they can trust

In Asia specifically, the ‘new normal’ after Covid recovery for FMCG are [2] :

Increased price sensitivity – with the economy still in recovery, more customers will be re-thinking their purchase decisions to make sure it fits within their means. With so many similar products or services on the market, consumers can make comparisons on functionalities and select the product that costs less but meets their performance criteria.

Higher digital engagement – it goes without saying that digital technology has been key in tackling the challenges of the pandemic and with most consumers staying at home, digital engagement is at an all-time high.

Rise in attention to wellness and hygiene – heightened awareness of one’s health and hygiene has been prominent throughout the pandemic and products that target these concerns have boomed over the past 18 months.

‘Nesting’ at home – while this may not be permanent, many people are still concerned about social distancing and will opt to stay at home rather than visiting crowded places.

A redefinition of brand purpose – customers want a brand that they trust and believe in. Creating an authentic brand purpose that is inspiring, relatable, and impactful to your organisation and is reflective of the day-to-day processes will be key in driving sales and revenue.

What are the major global changes that will occur around these driving factors?

Continued growth of e-commerce and leveraging technology

With a large majority of customers turning to online shopping, the demands in consumer expectations have evolved. The growth and transformation in e-Commerce has been exponential as the focus has shifted to convenience and technology has been an integral driving force to accommodate user demands and needs. These will only continue to grow as people have become used to these fast and accessible solutions.

More ‘affordable luxury’ products

To attract more consumers and increase revenue, more companies are changing the way they brand expensive but attainable products as affordable luxury. While the purpose is not to replace ‘true luxury’, brands may introduce selected products at more affordable price points or introduce a new line of products that are specifically marketed as entry-level luxury or splurge-worthy.

Enhanced customer experiences

Accessibility of information to the consumers have reached new heights and customers are increasingly looking for enhanced experiences before committing to a product. Digital technology has played a massive role in the past 5 years in shaping the customer experience and companies will continue to focus on leveraging technology to create seamless, personalised experiences to bring a sense of emotional connection, comfort and convenience to the customer.

Becoming more branding conscious

This speaks to ethics, sustainability, variety, and health consciousness. Largely driven by accessible information, media and social influences, consumers are more aware of themselves and the world around them. People want to be healthier, are more aware of environmental issues and ethical practices. This means that more brands are updating their practices and products to cater to the growing needs of their customers

[1] https://www.packagingstrategies.com/articles/95797-the-future-of-the-fast-moving-consumer-goods-sector

[2] https://www.dksh.com/global-en/insights/seven-fmcg-trends-to-look-out-for-in-2021

How can companies help staff to adjust to Working from Home?

Fri, 28 May 2021 07:00:52 GMT

Remote work business models and/or hybrid working models (working from home and the office alternately) are becoming the new normal. Although many employees were put into pandemic-enforced remote work, not all businesses were ready to provide total support for their staff; and some employees were not able to adapt as simply as others.

Whilst there are still many that prefer one working environment to the other, there is no denying that working from home is on the rise and will become a more commonplace work arrangement. Consequently, businesses need to be ready to support any employees who want or need to work from home.

Here are our top 8 recommendations to provide employee support for more productive and engaged work habits when working from home:

Have a clear Flexible Work Policy

If you’ve decided to implement flexible work arrangements, you need to make sure your policy is clearly defined and easy to understand. Whether it’s a set office/remote-work schedule for each team, remote workstation set-up, and/or productivity expectations, whatever it may involve, it needs to be communicated with your employees.

It’s important to ensure everyone understands what the new normal is for your business and how to go about organising their work-from-home schedules.

Update technology to support remote work

Based on research conducted by Chandler Macleod in 2020, we discovered that whilst businesses thought their IT systems were up to scratch, not all employees felt the same way. Make sure you have the most up-to-date technology to support hybrid working systems for your employees. A secure VPN, cloud computing and collaboration tools such as Zoom are the essentials for an efficient and seamless remote working experience. You should also have an on-demand IT support team to fix any tech issues your employees may encounter.

Ask for frequent feedback

The best way to improving business processes is by regularly asking your employees for feedback. It will enable you to find solutions to challenges that many people are facing whilst simultaneously helping with employee engagement by letting your staff know you hear them and want to resolve their problems.

By doing this regularly, not only do you engage staff more often, but you will also be able to figure out what implementations are working and what you can improve upon.

Provide wellness and mental health support

Remote work might be great for the majority; however, you must also consider that not everyone will find working from home easy due to personal or environmental circumstances. It’s well known that happiness or satisfaction correlates with productivity and while you may not be able to provide complete solutions for your employees' personal challenges, you can provide them a good support system. Support can range from anything from finding or providing the right ergonomics for the home office, an employee assistance programme (EAP), to making sure everyone has a good work-life balance.

Engage remote workstation support and OHS checks

If the company has made the shift to a work-from-home or hybrid working model, don’t expect your employees to be fully equipped with the essentials. You should provide the necessary support in ensuring they have a safe and comfortable remote workstation for them to work efficiently and productively. Set up an OHS survey or checklist to find out if your employees have the correct set-up and the right equipment. Establish what needs to be improved and provide a variety of solutions such as home office subsidies, company laptops, and ergonomic advice/products.

Maintain an open stream of communication

The lack of face-to-face interaction with colleagues can cause a feeling of disconnection with others. It’s integral to the business for employees to engage frequently with others to maintain good working relationships. Make sure to encourage open communication and fully utilise collaboration tools such as Zoom or Microsoft Teams to improve team dynamics and engagement. Schedule and organise virtual events for your staff and regular social catch-ups to help your employees feel less isolated and more connected to their teammates.

Additionally, senior leaders should also enforce transparent communication regarding company updates. Whether the updates are positive, neutral, or negative, it’s important for your staff to feel involved and part of the big picture.

Lead by example

While working from home can offer more flexibility, this doesn’t mean you should expect your staff to be available at all times. If you’re sending late-hour emails to your teammates, this can set the expectation that they should be working to the same standard. It’s important to emphasise work-life balance especially as it’s much easier to work longer hours when working from home.

If you work best late at night and log off for a couple of hours in the morning, let people know your general work hours in your email signature. Alternatively, you can preface your weekend email with, ‘Please only read and get back to me in your work hours!’ to ensure you aren’t giving the wrong impression.

Customise your approach based on your organisation and employees

Not one policy should be the same and what works for another company may not fit with your business goals. Expect to customise your policy to suit the way your business works best. Whether it’s a temporary measure or the new working business model, you should evaluate your organisational needs and goals and see how these fit with your employees’ desires and needs and what will work for all of you as a whole.

You can view a full report on the future of Flexible work here!

How digitalisation is changing how accountants do their job

Tue, 20 Apr 2021 07:08:19 GMT

With customers more tech-savvy than ever, it is safe to assume that most companies have implemented digital solutions of varying degrees to meet expectations and streamline business workflows and efficiency. This also means accountants have had no choice but to embrace digitalisation. For the new generation of accounting professionals, digital solutions will be an integral part of their role.

Traditional accounting is administrative-driven and relies heavily on manual calculations and processing of data and records. For example, many accountants still use and rely on Excel, and whilst it has many functions, it also means that the risk of human error is high, which could also be costly for the company. By transitioning to a digital workflow, menial tasks such as data entry and filing can be reduced for greater efficiency and productivity.

Most companies will have adopted cloud technology into their business operations, especially during the pandemic as most have had no choice but to go digital. Opting for cloud-based software means that accountants can essentially go paperless as records, business books, and assets and liabilities can be retrieved and stored online over a secured network.

The number of cloud-based accounting software solutions readily available on the market means accountants can have automated and streamlined invoice processing, expense tracking, tax filing, bookkeeping and payroll in one system.

Why digitalised accounting is better¹:

Improved efficiency and productivity - cloud computing allows for faster turnaround time on tasks as well as better customer service and communication.

Digitalised data means it’s more time - effective and cost-effective for businesses. Companies no longer need to spend on additional materials on filing (which also saves office space) and hiring extra resources for data entry.

Digital bookkeeping helps businesses stay organised and run more efficiently with less room for error. Access to client information when it comes to tax time is also made a lot easier.

Automation of services such as payroll and leave application portals provide a seamless experience which also means less stress when it’s that time of the month. This benefits both the employees and accounting & finance teams who need to process payrolls and manage annual leave records.

With all information updated and processed online, it provides real-time data which enables accountants to provide accurate and detailed financial forecasts and reports for clients.

Storing digital records and files also provides an extra layer of security for sensitive information as hard copies can be lost, stolen or damaged.

Accountants will no longer be tied down to the office as cloud solutions offer flexibility and mobility meaning they can work effectively from anywhere at any anytime (provided there’s an internet connection)

What changes can we expect to see over time in digitalised accounting?

As digitalisation replaces the more manual processes, accountants will see their primary function shift to more of an advisory role. Research focusing on both large and small companies found that junior roles such as accounts assistants or similar which involve repetitive, labour-intensive and time-consuming tasks will likely be replaced with machines².

Junior-level roles will see their core functionalities shift from data processing to data insights and providing input and data to train machines.

Mid-level accounting professionals will probably see the biggest changes. It can be a challenge in changing work practices that have been used for a number of years, therefore transitioning from traditional to digital accounting can be disruptive. There will be a large focus on adapting, understanding, and working with new technology.

Professionals in senior-level roles will play the biggest role in determining the outcome of digitalisation³. There will be a shift in their strategies and action plans as decisions will be heavily influenced by technology. There will be a focus on innovation and implementation of digital solutions to the company to improve productivity and performance.

How can Accountants stay relevant?

Accounting is slowly evolving thanks to digitalisation and whilst it can feel disruptive to those who have been in the accounting profession for years, it is necessary to upskill and evolve to stay relevant. As more junior/entry-level professionals engage in more meaningful tasks, those who viewed accounting as the only career option will be able to explore other professions such as auditing or data analysis, as technical skills can be transferred to different disciplines.

As companies use more technology to replace menial tasks, the role of an accountant will be less administrative and more strategic and analytical. Skills such as problem-solving, strategising, business acumen, and interpersonal skills such as communication can be further developed which can only benefit their careers.

Resources

¹ https://www.lessaccounting.com/blog/how-accounting-services-are-embracing-digitalization/

² https://www.peoplemattersglobal.com/news/skilling/machines-to-displace-humans-for-majority-of-the-accounting-tasks-study-26792

³ https://assets.kpmg/content/dam/kpmg/de/pdf/Themen/2017/digitalisation-in-accounting-en-2017-KPMG.pdf

Will digital marketing replace traditional marketing?

Tue, 16 Mar 2021 12:08:22 GMT

With social media and the internet being such large influences in our daily lives, there is no doubt that digital marketing has sky-rocketed over the past few years. It’s a more cost-effective, data-driven option while capturing a global audience reach. Companies no longer solely rely on traditional marketing such as newspaper/TV/radio/magazine ads or billboards compared to the past.

Digital marketing refers to any type of marketing on online platforms and devices. Campaigns can include targeted or sponsored ads on websites and social media channels, Search Engine Optimization (SEO), content marketing, email marketing and even influencer marketing, just to name a few.

Although there has been a large increase in this area, digital marketing doesn’t mean the end of traditional marketing but rather the driver for change and evolution. Here’s why:

Digital marketing offers cost-effective and targeted solutions

Digital marketing provides a range of solutions that can be made accessible to start-ups and small businesses. Solutions can be tailored to meet every budget and still yield great results. Internet usage to research and make a purchase decision is at an all-time high (around 82%) and with digital marketing campaigns, companies can target specific audiences for certain products or services.

Targeted ads on social media especially have been the driving force in consumer purchases. 27%* of internet users say they find new products and brands through paid social ads and 6 out of 10 people state that Facebook ads helped them to make a purchase. With a large number of consumers using social media on a daily basis, the e-commerce industry has benefited greatly from everyday tech habits.

Digital and traditional marketing fused together can reach an expansive audience

One of the largest benefits of digital marketing is that performance metrics can be measured and tracked, and companies can see the conversion rates of their campaigns. Results can provide an analysis of consumer behaviours, enabling companies to strategize their consumer engagement plans more effectively.

Utilizing digital marketing analytics and metrics to understand what consumers want can actually boost how traditional marketing is used. Web analytics can predict trends and tell you what kind of ads your audience will respond to and that can help businesses curate ‘smarter’ Billboards, printed media, and/or TV/Radio commercials. Combining both digital and traditional marketing opens more opportunities by enabling businesses and marketers to engage on a new, more personal level with their consumers.

Traditional marketing still works

For larger businesses that invest heavily in marketing, the traditional methods are still effective and serve their purpose entirely. Everything we do in our daily lives is surrounded by traditional marketing campaigns, whether it’s public transport advertising, large billboards when we’re walking on the streets or advertisements on the radio or watching TV.

Most digital marketing campaigns are more targeted towards millennials and those in Generation X but they can neglect the older generations who are less likely to use the internet. In contrast, the visibility of traditional marketing is more prominent to the public and in some ways, targets different demographics better than digital marketing.

Since the start of the internet era, the digital marketing industry has transformed massively and is now constantly expanding to new wavelengths. This is driven by more people being consumed by using the internet and online shopping. Companies now have more marketing options than ever, however the effectiveness of traditional marketing means that it is still here to stay.

Is video conferencing a trend that is here to stay?

Tue, 09 Feb 2021 12:14:52 GMT

With flexible work arrangements, virtual meetings have become the norm to replace face-to-face interaction. We have seen first hand just how rapidly technology has evolved this past year and with video conferencing used on a daily basis, what is now considered the digital workplace may well be a permanent change.

Although face-to-face interactions can never quite be replaced, the benefits of video conferencing are just too great to ignore.

Here are a few reasons why video conferencing is here to stay:

Less time consuming

Video meetings can cut down time in your day to leave room for other tasks. Scheduling meetings become a lot easier and faster as both parties will no longer have to spend time commuting to get to a location.

Reduced time-to-hire

Using video conferencing for interviews can greatly streamline the hiring process, especially if there are multiple interview rounds. With traditional interview methods, taking time off work to attend one interview (let alone multiple) can be a challenge itself for some candidates as not everyone can afford to take annual leave. By incorporating video interviews into your hiring process, candidates have a more flexible schedule and become available at a shorter notice and decisions by hiring managers can be made more efficiently.

Global reach

With remote solutions, people can work from just about anywhere (with a good internet connection) and you can virtually meet with anyone across the world. Whether you are meeting with your regional / global teammates or hiring international talent for a hard-to-fill role, video conferencing broadens your connections and enables you to work with people from any country.

The interactive nature of video conferencing is a great way to establish good relationships and build stronger connections for people you work alongside with who live in different locations.

Increased collaboration & productivity

Remote technology has advanced over the years and video conferencing tools are now more collaborative than ever. It can increase productivity as not only does it serve its purpose of virtual meetings, but software such as Zoom or Microsoft Teams can offer tools such as a shared workspace for accessing files, screen sharing, remote control, whiteboard etc. to give you the complete collaboration experience.

Better communication

Video conferencing can increase interactions and enhance communication with your team. Urgent tasks or project reviews can be accelerated by scheduling a quick video catch-up session. Compared to an audio conference where you can be easily distracted with other tasks (or just zoned out completely), seeing each other on video will also make you become more engaged and focused on the meeting.

When we eventually return to a normal work environment, face-to-face interaction is still important and in some instances, meeting in person can be more fruitful. However, as we move into a more agile workforce, the use of video conferencing tools alongside the more traditional methods can enhance productivity and efficiency for everyone.

How to Add a Project List to Your Resume

Sat, 24 Aug 2019 07:15:54 GMT

This is super simple; however it always helps to have a guide on how to update your resume, especially if you are in construction and work on many projects. Some resume advice may not always seem relevant to you, but this definitely will be. All relevant project experience should be listed to provide evidence of your skill level.

Here’s how:

There are two ways to incorporate your project list into your traditional resume.

Project List as ‘experience’

You have your standard resume:

Name and contact details

Summary

Qualifications/Certificates

Key skills

Experience

In this case, in the ‘Experience’ section, name the companies you have worked for in chronological order and the amount of time you worked there. You should also include your job title, your responsibilities and your achievements at the time of that experience.

To incorporate your projects you can insert dot points of projects you worked on for each company. This means the company will play as a heading whilst your project experience follows below. This is helpful if you changed roles or simply worked on many projects with one company.

Project List as an add on

Alternatively, you could leave your experience as is and include another section titled ‘Projects’. Or if you are applying for a specific role ‘Construction Projects’ or ‘Mining Projects’. You can then list as below:

Project name. Your role/job title. The dates of the project.

Repeat

Repeat

This option is more useful to those who have worked on many projects but who are regularly contracted out to different companies.

We hope this helps! Any questions are welcome, don’t hesitate to contact us for advice on our social channels.

How Molly Unleashed her Potential

Sun, 18 Aug 2019 07:42:59 GMT

Meet Molly.

Molly started working with Chandler Macleod in 2014 as an office assistant on a casual basis.

As someone who has a disability, or what I call Special Abilities, it was very important that I felt comfortable. When I first started I was brought on as a casual which meant we could adjust my hours and work out what was comfortable for me.

I didn't get anxious because I knew we could change and adapt the conditions to suit me. Once we had a really great routine that worked for everyone I became and permanent part time employee and I love my job!

Molly has just celebrated her 5 year anniversary at Chandler Macleod!

What Molly's Co-workers say...

Congratulations to Molly on her 5 Year Workiversary with the Perth team. We love the energy and vibrancy that you bring to work each week. We surely wouldn't know what to do without you. We look forward to seeing what you accomplish over the next 5 years!

Congratulations Molly!
I love working with you! You brighten everyone's day! ��

How to Explain Gaps in Your Work Experience – solutions for resumes and interviews

Sun, 18 Aug 2019 07:25:34 GMT

Gaps in employment occur regularly and for a lot of people. Yet there is still some complexity when it comes to looking for work after a break. Some employers often question why, if you are up-to-date and whether or not you’re ready to re-enter the workforce.

There are several reasons that you could have taken a break from work:

To be a primary caretaker

Made redundant

Fired

Travel

Personal reasons (Health, family, freelancing, starting a business etc.)

Whatever it may be, we will try our best to help coach you through honestly explaining your gap in employment while making a positive impression.

In your resume

Firstly, start your resume with a summary or highlights section. This can showcase who you are professionally and will draw focus onto your skills, achievements and experience rather than any timeframe.

Most importantly, be honest. If there is a clear separation of dates on your resume between jobs, you may want to include your gap as experience. On a resume, it is great to talk about a gap in employment because there is less pressure to be specific. You don’t have to mention why you took time off, although it is acceptable if you want to, for example, if you were a full time mum or dad for a while. Or you could simply title your experience as activities you did during that time, such as volunteer work, freelancing or any courses you underwent. You can also include things you’ve read, networking, business events, and the like which contributed to your growth and staying informed about the industry.

If you would like to insert some personality, you can even add some things you gained whilst not working, such as ‘improved patience levels from raising twins.’

In saying all that, make sure not to let this take up a huge amount of space on your resume and still allow focus to shine on your professional experience and capabilities.

If you don’t want to include your gap as experience (it can be a matter of personal choice) you can use years to indicate time rather than months and years. For example, 2017 – 2018, instead of Oct 2017 – Jun 2018. This can often deter people from realizing there was any time off in between roles at all, especially if you had less than a year off. Or you could simply not draw attention to dates on your resume by using smaller font and avoiding bold text. However, if you want to take this route, you must be prepared to talk about your gap in the interview, as it is never recommended to be dishonest during the hiring process.

In your interview

Interviews can be a little more intimidating because the hiring manager is likely to ask you about your gap specifically. This can be especially daunting if you were fired or made redundant. However, a positive spin can be put on anything. Here are some templated answers for each situation:

You were fired

Take some responsibility and clarify what it was that caused this. E.g. poor performance due to personal issues, personality clash, bad company culture etc. But give more emphasis to your growth, your strength and how excited you are to start adding value.

An example: “I take ownership over the fact that I let my personal life obstruct my work life at the time. This effected my performance. However, I’m no longer dealing with those issues and have learned during that process how to separate the two aspects of my life so not to make the same mistake in the future. I’m ready for new challenges and the opportunity for more career progression so that I can truly add value and purpose to my new workplace.”

You were made redundant

Highlight the reason why you were chosen to be made redundant. Then emphasise your enthusiasm to get back to work.

An example: “Unfortunately the company was making cutbacks. Because I was only there for a short amount of time, I was on the first list to go. I’d like to note, my performance was going well, however I probably didn’t have enough time to make a prominent impact. But I’m more than ready to get back to work and make a difference at a new organisation.”

For other personal matters/parenting/health/etc

This is more private, and you aren’t required to go into detail about health issues or other personal issues if you don’t want to. However it is helpful to highlight what you learned and what you are excited about when it comes to working again.

Example 1 : “I took some time off for health reasons. I hope you don’t mind but I would prefer not to discuss details. I discovered my own resilience while I had some time off as well as learning about my limits. But the best thing I’ve learnt is to work smart, I would love to put this lesson into action and make a difference.”

Example 2 : “I decided I wanted to raise my kids full time for a few years. I’ve maintained reading and keeping up-to-date with industry news, plus I’ve learnt so many soft skills (you can be specific here if you like) along the way that I think would make me a better worker than I was before. I also have huge personal drive to be successful at work which makes me excited to get back into it.”

It’s important not to get emotional when explaining. Keep it professional. And, as with your resume, focus on other parts of the interview that can help shine light on your strengths and best attributes.

For more resume and interview advice check out our advice hub!

How Greg Unleashed his Potential

Fri, 16 Aug 2019 07:46:18 GMT

Greg works as a contractor for Chandler Macleod in New South Wales. He shared with us a little about how he came to work here, why he loves it and how it unleashed his potential.

“ 5 years ago I was made redundant from my role in which I had worked for 10 years. At the time, I was unsure what it was that I wanted to do, so I decided that contract work was a good start. I wanted to get exposure to different roles and different work sites. I registered with Chandler Macleod and have been offered a steady stream of work which fits with my skills and even in some roles that I didn’t even consider might be a good fit. Being a casual has allowed me to explore many different sites, different industries and different people. I also have a young family so being able to choose when I want work has allowed me to be more present with my kids school and sporting activities.”

Simple Ways to Make Your Resume Stand Out

Wed, 14 Aug 2019 07:50:26 GMT

Making your resume standout can make all the difference in getting to interview stage. Use our top tips below to create your best resume today.

The Fall of the Dragon: Toxic Leadership and the Demise of Daenerys Targaryen

Mon, 12 Aug 2019 08:01:45 GMT

To celebrate the final season of the hit HBO series, we are exploring leadership styles of the (surviving) contenders to the throne, and the lessons they can teach us about leadership in the real world.

When Season 8 of the show began, we all knew that at least two key characters were on a direct collision course: Cersei Lannister and Daenerys Targaryen. Both are self-made Queens who are vying for the same position, to be the ruler of Westeros and the Seven Kingdoms. Most of us were rooting for the Mother of Dragons to win, but would Dany really have been a better leader compared to Cersei? As the tragic final two episodes of the season indicate, that may not be the case.

So how did we get here? Now that we’ve had time to let the finale sink in, let’s explore Dany’s leadership journey.

Fire and Blood – The Authoritarian Leader of Westeros

According to leadership research, Authoritarian Leadership refers to “a leader’s behaviour of asserting strong authority and control over subordinates and demanding unquestioned obedience from them”. They demand their followers to achieve their best performance, and often are the sole decision-makers for their team. Does that sound like anyone we know?

Lesson 1: Authoritarian leaders do not listen to input from others

Authoritarian leaders decide alone , give orders to staff and expect them to carry them out, based on unilateral, top-down communication. This style of leadership, characterized by one-way communication channels, suggests that authoritarian leaders are mostly not interested in feedback, and that followers do not have influence and control over the decision-making process.

At times, Dany is guilty of this. In episode 6 of Season 7, Tyrion Lannister, the Hand to the Queen, raised the topic of succession. Who will replace Dany if she falls in battle? Tyrion advised Dany to determine a method to select her successor in the event of her untimely death (as she is unable to have children), in order to ensure that her legacy and mission lives on. Dany refused to consider his suggestion, demanding Tyrion to start thinking “short term” instead.

However, Dany has also demonstrated a willingness to listen to advice when necessary. When Cersei’s army destroyed the Tyrells of Highgarden – Dany’s newfound allies – she was furious, and dead-set on bringing her dragons to Kings Landing to burn Cersei’s entire city down. But in a surprising move, Dany actively solicited advice from someone outside her circle, Jon Snow, on what she should do instead:

Upon hearing Jon’s advice, Dany settled on a compromise. Instead of burning down Cersei’s kingdom and killing the innocent people who in the city, Dany chose to attack the Lannister army on the battlefield instead – far away from the everyday people of Westeros.

The authoritarian leadership style isn’t inherently negative; when utilised correctly, this style of leadership can be liberating for people who work well with clear directives under leaders who understand exactly what people do and why their roles are important.

Lesson 2: Authoritarian Leaders get things done and take decisive action.

By requiring subordinates to obey their rules or face punishment if they do not follow orders, followers are a likely to gain a better understanding of what they should do or should not do as a team member. As a result, authoritarian leaders are likely to enhance followers’ sense of identity as group members, in terms of their attitudes and behaviour, which further motivates employees to perform at a high level. Research also suggests that authoritarian leaders are likely to achieve operational performance by fostering a highly centralized decision-making structure.

For a key example of this, look no further than the scene where Dany earned her “Breaker of Chains” title, one of the most iconic moments of the show’s history. When faced with the decision on whether she should buy an army of Unsullied soldiers from a slave owner, Dany was consistently counselled against it by her two closest advisors, Jorah Mormont and Ser Barristan Selmy. However, Dany decided to make an executive decision of her own instead: She agreed to trade one of her dragons for the Unsullied army, as well as their translator, Missandei. You remember what happened next:

It was a decision that her followers were not privy to, but it was one that led her to free a whole city of slaves, and garnered her the undying loyalty of the freed Unsullied soldiers.

Authoritarian leadership can be effective when the organization or team is in a state of constant flux, and the nature of work requires instant decisions during stressful situations. They drive team results by providing clear expectations for what needs to be done, when it should be done, and how it should be done. Dany, to her credit, has demonstrated in the past that she knows when to listen, and when to disregard advice in order to make her own judgements. In fact, her right-hand woman Missandei explains it best:

Missandei has been one of Dany’s closest confidant throughout the series, so it makes sense that her death was the catalyst the show deployed to kickstart Dany’s descent into violence, and to turn her typically effective authoritarian leadership style into a toxic one instead.

Lesson 3: Authoritative Leaders may become toxic when utilised in the wrong context

Toxic leadership is evident when leaders demonstrate aggression towards their employees’ personalities and abilities. A leader is considered toxic if they create serious long-term harm to their followers, and common characteristics shared among toxic leaders include ethical failure and neurosis, both of which were exhibited by Dany when she decided to violate her principles and burn down a whole city of innocent people (ethical failure), and her off-kilter reaction when Jon Snow confronted her about her actions (neurosis). But how did it come to this?

Psychological research has proposed the Toxic Triangle as the characters of leaders, followers, and environmental contexts that allow for destructive leadership to thrive:

The first component of the toxic triangle is associated with the Destructive Leader, which is determined by the leader’s Charisma, their need to utilise power for personal gain (Personalised Power), their sense of entitlement to their power (Narcissism), their tendency to speak about themselves in terms of negative life stories (Negative Life Themes), and their worldview of vanquishing rivals and destroying despised enemies (Ideology of Hate).

The second component of the toxic triangle is associated with Susceptible Followers.Followers play an obviously crucial role in the leadership process, however this model suggests that there are two types of followers that appear to be unable to resist domineering leaders and that inadvertently contribute towards their leaders’ destructive behaviour: 1) Conformers, who comply with destructive leaders out of fear and a desire to meet unmet basic needs (see: Unsullied), and 2) Colluders, who actively participate in the leader’s agenda out of their own self-interest (looking at you, Varys).

The third component is in relation to Conducive Environment – the external context allows for destructive leadership to thrive: instability, perceived thread, cultural values, and the absence of checks and balances.

Let’s explore the conducive environments that led Dany towards her most destructive moment in Kings Landing:

Instability: Her army was significantly dwindled from the Battle of Winterfell (Instability)

Perceived Threat: Cersei Lannister, and Dany’s belief that her own supporters (e.g. Jon, Sansa, Varys, and Tyrion) are trying to undermine her claim to the throne.

Cultural Values: Dany’s strong adherence to the Targaryen Motto: “I will take what is mine, with Fire and Blood”, as well as the Dothraki’s focus on plundering new lands and taking resources by force.

Lack of Checks and Balances: The showrunners have been very intentional with eliminating Dany’s circle of advisors ever since she gained power, from Ser Barristan Selmy, to Jorah, and, ultimately, Missandei. Towards the end of the season, Dany essentially lost everyone she can trust to respectfully oppose her and keep her more aggressive impulses in check.

When we look back at Dany’s journey in Season 8, and we can start to see how aligned she was to the three components of the toxic triangle, the perfect storm that led to her ultimate downfall.

If you would like to know more about toxic leadership, or how you can prevent hiring toxic leaders through the use of psychometric assessment contact us today .

Emerging Trends for Organisational Success Part 3: Designing Our Workplaces

Sun, 28 Jul 2019 09:24:04 GMT

We’ve got the staff, we’ve got the work, so how can organisations structure themselves to deliver the best business outcomes? What are the features of excellent leaders moving forward, and what technologies can they access to manage their HR processes most effectively and efficiently?

“Future-ready” Leadership

A few key themes emerge about modern leadership models. Clearly, organisations must discover ways to ensure their leadership teams reflect the diversity of the society in which they do business – in regards age, ethnicity, sexuality, disability, mental health, gender and so forth. The best leaders will not emerge based on their membership in the “boy’s club” but through their demonstrated capacity to lead through change, embrace ambiguity and uncertainty, and understand and integrate modern practices of digital, cognitive and AI technology.

In recent research conducted by Chandler Macleod People Insights , the most pivotal skills to employee perceptions of leadership success included culture and engagement, vision and future focus and relationship building. This shows that a leader’s ability to effectively drive and shape culture can make or break an organisation, and align a workforce with their specific vision and strategy.

Research shows that diversity is poor amongst Australia and New Zealand’s current business leaders, and 50% of staff feel that their leaders are biased in favour of people who look, think and act like them. Given the full-time gender pay gap is still almost 15%, modern and emerging leaders can choose to help close the diversity gaps by finding role models who reflect social diversity and by ensuring that equal progression opportunities exist for everyone. The gap will also be reduced through strategies such as greater digital fluency, strategic career ascension and immersion in opportunities presented by new technology.

The leaders of tomorrow will need to demonstrate their ability to lead with influence in environments of complexity and ambiguity. They will manage their human workforce by supporting them with machines and technology, and they will be able to do this quickly, efficiently and when necessary, remotely. These new competencies for leaders which reflect success will include promotion of transparency to help engender trust and respect with staff. Modern performance management indicators will demand more the traditional KPIs such as driving strategy, delivering financial results and managing operations. The future focus will include capacity to work collaboratively, and emerging KPIs will demand outcomes achieved through close interaction with other leaders: even at the C-suite.

Teams – the whole is more than the sum of its parts

New expectations for organisations include team-based thinking embodied at the following 5 levels:

The Ecosystem: team-based thinking serves the organisation, its customers and partners and society generally
The Organisation: the construction of networks of teams promotes collaboration and empowered decision making
The Team: teams can be selected to promote agility and collaborative work models. This can drive the shift from hierarchies to cross-functional teams, with leaders learning how to operate in a team and help teams to engage with each other, including building programs and incentives to support “teaming”.
The Leader: there is growing demand for organisations to select and develop leaders who can drive their team with a growth mindset which promotes an iterative, open, inclusive and effective environment. The success of team based organisational models to improve performance has been demonstrated through Cisco and Google where senior leaders are available to move easily and quickly between projects. Collaboration at senior leadership levels is promoted and employee mobility is facilitated to place the right person on the right team at the right time. Reward structures can be created for C suite (and below) which incentivises effective collaboration and promotes influence and impact through team-based achievement which is celebrated regardless of job level or title.
The Individual: there is a shift in focus for individual team members change from “climbing the ladder” to experience-based growth. Team members are relying on learning and rewards to look beyond succession and performance management structures.

HR and technology

It’s a “no-brainer” that the impact of technology on business will grow but in 2019, 65% of Deloitte survey respondents indicated that their HR technology is performing “fair” at best. Organisations are demanding HR technology which is natural, easy and integrated into the work environment. AI is on the rise, and HR software requires ease of use and smarter analytics.

Organisations expect the following features from their HR systems:

Better employee experience

Real time data and dashboards and consolidated view

Better data and workforce highlights

Easy to use, including ease of updates

Cloud-based systems as a strategic HR function

Increased HR tech innovation

Lower cost

So, what does all of this data and technology mean for the employee experience at work? Emerging technology provides the capacity to review an individual’s experience within the organisation at every point from hire to retire. We can expect to see a move away from “deep-dive” annual or biannual engagement surveys to “pulse” surveys undertaken at more regular intervals. HR technology can enable experience survey as a continuous chain of events and interactions, providing increased connections to the “moments that matter” to employees.

Of course, this does raise the question of how data might be collected and how it can be used. Some analysts are predicting the use of text analysis which can “read” survey responses, work emails and so forth to assess workplace sentiment to certain situations. Others are predicting the increased use of emotion recognition software from video/live streaming of staff at work in order to provide insight into their emotional states. Others foresee the use of “wearables” of biosensors (think Fitbits or Apple watches) to help monitor the mental state or stress levels of staff. Sound like science-fiction? Think again. Recent media reports have recently described the dismissal of a staff member who raised the ire of his employer by refusing to release his biometrics as part of a new sign-in system . Whilst in Sweden, thousands of people have had microchip IDs inserted into their hands to give themselves access into homes, offices, concerts and even to access social media . So, in the world of HR, where will the limits of techno-ethics lie? How much data is too much? Can we be certain that all data will be used appropriately? And what does this mean for individual employees as well as the organisations in which they work? Time will tell but we’d love to hear what you think!

If you missed part one and two of our emerging trends or organisational success series, you can read them here:

Re-imagining the Nature of Work

Adapting How we Work

If you loved this article, why not check out the other articles by our Senior CMPI Consultant Narelle Dickinson:

Using resilience to build happier and healthier workplaces

4 key changes for improved workforce resilience

Emerging Trends for Organisational Success Part 2: Adapting How We Work

Wed, 24 Jul 2019 09:30:10 GMT

As we move through the digital age, organisations need to be thinking creatively about how to get the best person for each role – and how to keep them. It can be tough to find the right talent with all the right skills through traditional recruitment processes, so modern businesses must lead the way with innovative ways to get the job done.

In this three-part series we are looking at key emerging trends for organisational success. Today we are looking at the current trends in how we work. From remote working to side-hustles, today’s employees are exposed to a magnitude of working options which are morphing what society views as valid ‘work’. Today we look at two key emerging areas.

The alternative or “Gig economy” workforce

Australia’s “alternative” workforce has become mainstream. There are currently around 1 million Australians who are either self-employed, or work within freelance or project-based roles.

Traditionally, organisations have managed this workforce transactionally “to fill spots” rather than using them strategically (for example as expert consultants). To succeed into the future, businesses must find creative solutions for effectively leading teams comprised of a mix of traditional and alternative workforce, each of which has different needs and different motivations. Innovative leaders will identify how their organisations can promote social enterprise in regards culture, inclusion and work assignments while ensuring that their alternative workforce don’t end up feeling like “outsiders”, and the traditional workforce don’t feel frustrated that they are missing out of the “cool” project-driven work.

Managing the alternative workforce can be tricky for different reasons, and the details of HR management are critical here. There can be a very fine line legally in the definition of a contractor and an employee, and many organisations do not yet have clarity on the implications for issues such as entitlements to Learning and Development, superannuation and taxation, WHS as well as workforce planning and hiring practices.

Talent Mobility

Current data suggests that over 50% of employees feel that it would be easier to find work in another organisation rather than move within their own, due to the hierarchical structure of the organisation, or HR incentives not encouraging internal hiring. This is not good news for their employers, who often lose out on valuable skills, knowledge and internal trust.

With 81% of this year’s Deloitte workforce survey respondents thinking that their organisational recruitment processes are currently standard or below standard, there is an urgent need to reset expectations on where talent can be found what it might look like, and how it will be accessed.

To really drive impact, and get the best candidate for a job, employers mustutilise assessment systems which map human traits and skills against the characteristics of the highest performing people in a role. AI is already playing a significant role in recruitment practice, and this will almost certainly become an increasing trend. The good news for business is that effective utilisation ofinternal mobility will help to build better leaders, expanding business opportunities and increase employee engagement.

Enter the Superjob

It sounds scary, and with all the talk of robots taking our jobs, who wouldn’t be a bit anxious? But many of us are already moving into the realm of the superjob. Deloitte describes superjobs as roles which combine work and responsibilities from multiple traditional jobs, using technology to augment and broaden the scope of work performed.

The fixed, stable roles seen in traditional job design are fast being automated by machines, and we are increasingly valuing the softer skills such as service-orientation, problem-solving and communication. Job design is thus evolving to move several different roles under one ‘umbrella’ which is partially automated, the resultant position relies heavily on a merging of technical, communication and organisation skills.

This is the second blog in our three-part series on emerging trends for organisational success. You can read part 1, Re-imagining the Nature of Work

If you loved this article, why not check out the other articles by our Senior CMPI Consultant Narelle Dickinson:

Using resilience to build happier and healthier workplaces

4 key changes for improved workforce resilience

Emerging Trends for Organisational Success Part 1: Re-imagining the Nature of Work

Mon, 24 Jun 2019 09:37:44 GMT

With each passing year, there is increasing pressure on business to stay ahead of the pack – in technology, in business development, in workforce development and in leadership practice. A plethora of business analysts provide their opinion about future directions and trying to make sense of the range of predictions can be overwhelming. So, is there any consistency to these emerging trends? We reviewed the latest information and will share our findings in this three-part blog series. Today we look at the nature of work.

Social enterprise as a focus

A clear focus for business over the past few years has been the emerging importance of social enterprise. It is increasing clear that successful organisations find the balance between achieving revenue growth and driving profit, while also maintaining a healthy respect for the environment and their stakeholder network. Leaders who want their organisations to last into the long term are doing more than just writing fancy mission statements, they are building genuine social enterprise with a human focus through consideration of such factors as income inequality, workforce diversity and environmental preservation.

Re-imagining the nature of work, the workforce and the workplace

Businesses who succeed realise that they must find ways to improve the experience of their workers, their customers and the communities in which they do business, while also creating a profit and delivering a healthy return to shareholders. Business commentators appear agree on three overarching themes where organisations can focus their change strategies – the work we do, who will do that work, and how the workplace will support us.

The work we do

The human experience of work is becoming more and more important. Very significantly, organisations are undertaking a “reinvention” to boost worker engagement. This is critical as current figures suggest as many as 85% of workers are either under-engaged or actively disengaged from their work, but at the same time are working longer hours, with higher levels of mental and financial stress.

Finding Meaning

Today’s workforce is not just looking for a pay-check; they need to find real meaning from work to maintain their productivity, as well as to sustain positive wellbeing and reduce the risk of overwork and burnout. It is becoming clear that an increasing number of workers expect their workplace to help them connect back to a genuine and tangible impact on the organisation and society.

The outcomes are not only positive for individual staff. Research shows that organisations with more positive employee experience achieve increased innovation and customer satisfaction. Organisations win when they help humanise the work experience, helping staff focus on the meaning of the work itself and help answer the question “am I making a difference?”

Individualised rewards

It might not be all about the pay-check, but we do still expect to be rewarded for our work. Unfortunately, many organisations do not really know what rewards their workers truly value. To keep staff (and to keep staff happy!) organisations must build genuine relationships with their workforce to understand and design rewards that recognise their preferences and can motivate performance. In addition to direct compensation, rewards may include other benefits, wellbeing programs, professional development and systems to recognise the extra efforts of staff. Now, more than ever, the budget for human capital (including rewards) must be seen by business as an investment in the future, not an expense.

Importantly, reward systems must promote agility in their workforce, measuring and recognising performance and identifying and development future leaders. An important aspect of this is transparency of remuneration across the organisation, so staff understand what rewards are available and make long-term plans about their career.

Lifelong Learning

Modern workforce knows that continuous professional development is a necessity, not an “add-on”. As jobs change, with increased automation, and a “blending” of many roles, estimates suggest that over 50% of staff will require significant reskilling/upskilling within the next 3 years, so employers need to find ways to effectively facilitate this. Organisations are responsible for supporting their staff to learn in an environment where evolving work demands, and skill requirements are creating demands for new skills and capabilities and tight labour makes external recruitment difficult. Promotion of learning opportunities is a critical component of developing internal career mobility pathways as it is no longer realistic to expect to source and hire staff with all necessary capabilities.

Modern organisations can develop a culture that supports continuous learning with incentives to encourage staff to identify new skills and take advantage of learning opportunities. For individual staff, learning is becoming more personal, it is an integrated part of the job, and it is lifelong.

This is the first blog in our three-part series on emerging trends for organisational success. Our next blog will focus on the trends affecting how we work.

If you loved this article, why not check out the other articles by our Senior CMPI Consultant Narelle Dickinson:

Using resilience to build happier and healthier workplaces

4 key changes for improved workforce resilience

To read the key reports referenced in this review, check out:

Deloitte’s 2019 research on Global Human Capital Trends and

Elmo Software’s 2019 HR Trends

4 Key Changes for Improved Workforce Resilience

Tue, 18 Jun 2019 09:47:23 GMT

Recently the World Health Organisation revised it’s classifications of disease and listed Burnout as an official occupational phenomenon. They define Burnout as “a syndrome conceptualised as resulting from chronic workplace stress that has not been successfully managed” – you can learn more about the neurochemicals contributing to stress and coping mechanisms in our recent article using resilience to build happier and healthier workplaces.

So, given this phenomenon is on the increase, how can we make changes in ourselves, and our workplaces to increase resilience and coping in our workforce? Below we investigate 4 areas which can make a positive contribution to workforce resilience.

Environmental changes

Creating environmental strategies can make customers feel certain positive emotions and encourage employees to be as productive as possible. For example, hotels, casinos and department stores all set up their environments in specific ways to create different “feels”. We can make significant changes by:

Modifying work hours
Working from home or other (non-office) environments
Structuring times when you will accept emails and phone-calls
Burning relaxing scents, playing positive music and having indoor plants or views to the outside world can help

Relationships

Having people to discuss issues with objectively and share experiences with is a key workplace resilience strategy. People who can be objective and are not experiencing the environment or context quite like you are, and able to provide constructive input. Talking with others is useful because it’s a thinking-oriented strategy; which engages the thinking brain and, dampens the effect of the emotional brain. This in turn helps us think more deeply and objectively. Changes can be created by:

Engaging in support networks

Connecting to a coach or mentor
Establishing peer coaching/mentoring networks

Learning how to manage conflict or difficult conversations

Asking for and effectively responding to feedback

Physical wellbeing

When we pay attention to our physical health, it is so much easier for us to manage stress in our work (and personal) lives. The simplest of strategies will help, such as:

Sleeping (approximately) 8 hours each night

Eating (mostly) healthy food – “treats” are fine, but they should be exactly that (treats)

Keeping caffeine and alcohol to a minimum

Getting some physical activity – most days if possible. But importantly, do something which you love to stay active. If you hate running but love dancing, guess where you should be investing your energy? That’s right – it is finding a cool dance class, not joining a running club!

Using a stand-up desk

Practicing breathing exercises regularly

Workplaces can help by providing equipment which supports these practices (like a stand-up desk) or encouraging environments and practices which can contribute positively (such as walking meetings or a regular ‘walk’ break).

Thinking strategies

There some simple strategies which can help us keep our brain healthier. These include:

Practicing maintaining perspective (remember that old line about not sweating the small stuff?)

Setting yourself achievable goals

Creating and maintaining boundaries

Negotiating achievable workloads

Setting time aside for reflection/gratitude journaling

Practicing mindfulness or meditation (and not just once in a blue moon!) Mindfulness has become a bit of a “buzzword” but it really is proving to be a very effective strategy for improving psychological wellbeing and resilience. We can think about mindfulness as a thinking-based approach to developing our ability to self-manage and enhance our resilience.

Does it really help?

A really exciting thing that has emerged from recent neuroplasticity research shows us is that the more that we exercise our brain, by engaging in activities such as mindfulness practice, the more we change its physical structure, much like we change the physical structure of muscles that we exercise. The more we practice these strategies, the easier they become, and we are even seeing that strategies such as regular meditation help us maintain brain tissue that would otherwise deteriorate with age (it’s kind of like a regular moisturiser for your brain, keeping you young)

So, as you can see there are multiple strategies we can employ to improve both our own workplace resilience, and also the resilience of our entire workforces. Commit to making some changes in your own personal practices and encourage your teams to do the same.

If you’re not sure where to start in your organisation, why not team up with our people experts? The Chandler Macleod People Insights team bring together psychology and technology to give you great insights to unleash the potential of your teams.

What Does Your Favourite Game of Thrones Character Say About Your Own Personality?

Tue, 28 May 2019 10:11:38 GMT

Personality permeates all aspects of our lives, including our day-to-day behaviours, lifestyle, and how we interact with our environment. It also plays a role in how we consume entertainment, such as what kind of books we read, music we listen to, video games we play, films we see, and overall entertainment genres we prefer.

Personality research can help us understand how we relate to fiction, and how our understanding of ourselves develop. In this super nifty study , researchers found that personality traits were related to which Harry Potter house people were sorted into, with the authors suggesting that fiction can influence how people see themselves.

Winter is Coming

I don’t know about you, but our office is wild for Game of Thrones. We have a Game of Thrones death pool running, and we are even releasing a series of blogs focussing on what the main characters can teach us about leadership .

At Chandler Macleod People Insights, we decided to conduct some Game of Thrones related research of our own. For the past few months, we’ve asked over 1000 people who have completed our new personality assessment, which Game of Thrones character they most identify with. We were interested in seeing whether there was a relationship between personality traits and which character people identify with.

In total, we gave people the choice of 11 characters, but below we only report on five (Jon Snow, Arya Stark, Tyrion Lannister, Daenerys Targaryen, and Samwell Tarly) as some of them had too few people (only one person admitted to identifying with Joffrey the most).

General Findings

Firstly, about 45% of the people we asked watched Game of Thrones. That’s incredible! Particularly as this is a diverse, working age population of adults. Game of Thrones really is a cultural phenomenon.

Secondly, gender was related to which character people identified with. In general, people identified with characters of the same gender as them. There was one exception to this – comparatively more females than males identified with Samwell Tarly.

Tyrion Lannister

Tyrion comes from an insanely wealthy family (“as rich as a Lannister”), but has suffered prejudice due to his dwarfism. His father and sister despise him, and he only gets along with his brother. Perhaps because of this, he is probably one of the more emotionally expressive characters on the show, and is a sometimes-high-functioning alcoholic. Despite this, he has a good heart, and uses his wit and cunning to survive. Tyrion is one of my favourite characters; as it turns out, I’m not alone, with Tyrion being the 3rd most popular choice.

There were a number of personality traits associated with identifying with Tyrion. We found that people who identified with Tyrion feel different to other people (a personality trait we call Eccentric) and are more likely to want to work independently, as opposed to collaborating with others. Perhaps relating to Tyrion’s wealthy background (and his short stint as the Master of Coin), people who identified with him tend to be more Commercial and Materialistic than others. There are also similarities between Tyrion’s wit and cunning, and the Analytical and Manipulative personality traits of people who identify with Tyrion, along with a willingness to bend the truth. Finally, people who identified with Tyrion were more Emotional, more Gloomy (associated with tending to see the world in a more negative light), and less Relaxed (associated with being more of a worrier).

Jon Snow

Jon Snow is a stoic, honorable character, who always does what is right – often to his detriment. He cares about people, and as the series progresses, he becomes a leader and a symbol. Jon was the most popular choice overall.

As with Tyrion, there were a fair few personality traits associated with identifying with Jon. Consistent with Jon’s people and leadership focus, people who identified with Jon were higher in a trait we call Leadership , were higher in Social Confidence , and were more Collaborative, Trusting , and Supportive . Jon’s a stand-up guy, and so, apparently, are people who see themselves as Jon. They are less willing to take advantage of others, less willing to break the rules, and more Honest.

In terms of work style, they are more structured and more able to focus. Emotionally, they are almost the opposite of those who identify with Tyrion, which is consistent with Jon’s stoicism.

Arya Stark

Arya, though born a noble, rejects the fact that she has to act like a lady. She is strong, feisty, and fiercely independent. Another one of my favourite characters, and the 2nd most popular choice!

People who identified with Arya were more Impulsive and Outspoken, which matches Arya’s personality traits. In addition to this, they reported being less Commercial than others.

Daenerys Targaryen

Another strong character, Daenerys begins the series being sold by her brother, and grows to become a leader of nations. She is calm on the surface, but quietly determined.

As with Arya, there were fewer personality traits correlated with identifying with Daenerys compared to Jon and Tyrion. People who identified with Daenerys were higher on Leadership (matching Daenerys’s role in the series) and on a trait we call Enthusiasm.

Samwell Tarly

Samwell Tarly is not physically gifted, and in a culture which prizes strength and fighting ability, he is quiet, shy and socially awkward. Instead, he uses his knowledge and love of learning to support Jon Snow.

Perhaps related to Samwell’s aversion to violence, people who identified with Samwell Tarly were lower in a trait called Risky (associated with being willing to take risks versus being cautious), and lower in Sensation Seeking (associated with thrill seeking). They were also more content being in the background and less likely to want to be the center of attention. They also scored lower on a trait we call Innovative, and reported a stronger tendency to avoid tasks they don’t want to do. Finally, people who identified with Samwell were more Emotional, less Enthusiastic, and more Gloomy.

No need to seize the last word, Lord Baelish. I’ll assume it was something clever

So, to summarise the key points:

An individual’s personality is related to which fictional characters they most identify with, and seems to represent aspects of that character’s personality

Few people seem to want to identify with the bad guys (I wish we had more data on this, though I guess it’s comforting there’s not that many Joffreys out there)

I’m not sure what the Chandler Macleod People Insights team is going to do when Game of Thrones finishes

If you would like to know more about the specific traits that we used to measure these characteristics, or would like a sneak peak at our soon to be released personality measure, please contact us at CMPIenquiries@chandlermacleod.com

If you enjoyed this article you might also like:

Game of Thrones Leadership Series: what we can learn from Jon Snow

Lessons in Leadership from King Joffrey

How to Answer this Common Interview Question

Mon, 20 May 2019 10:18:17 GMT

Here at Chandler Macleod, interviewing is one of the most common activities we do, because it is part of the application process for our roles; and with over 40, 000 employees and contractors out on site, that’s a lot of interviews! So, our consultants are experts at asking the right questions to get the information they need to gauge both your skill suitability and whether you are the best fit for the organisation.

We know there is nothing more nerve-wracking than interviewing for a position you really want but preparation is key to success. In our experience, this question is guaranteed to be asked at every interview, because it gives a great estimate of skill and overall suitability. So, what is this popular question?

"tell us a little about yourself"

This great, open-ended question can leave you hanging with your mouth open and streams of thoughts running through your head – that is, if you have not prepared for it. Don’t worry, we’re here to help.

Here is what they are not asking…

Tell me about your hobbies
Give me your life’s story. Start from birth.
Tell me about every job you’ve ever had

What they are asking…

Give us a short, relevant summary of yourself and your relevant skills as they relate to this position.
Let us know your skills, experience and work style but keep it less than a few minutes.
Tell us how your skills and experience are going to benefit us

Seems easy right? We know it’s a bit of a process to get this information into a 3-minute block so we recommend preparing a type of ‘elevator pitch’ about yourself and practicing (not once, but over and over!). You don’t need to recite it word for word, in fact, it’s better to keep things casual and conversational but if you’ve practiced, the words should flow back to you easily on the day. Here’s a framework for preparing your pitch.

[Optional] I’m a….

This is great if you’ve got a strong history or ‘label’ you can apply to yourself. For example if you’re a sales executive who has got specialist knowledge in one area you could say “I’m an experience sales executive with specialist B2B experience in healthcare”

Currently I…

Succinctly detail your current or last position i.e. “currently I work for a top healthcare organisation and I’m their lead sales representative with a 95% hit rate on sales targets. I’m known for my ability to make connections and networks with difficult to reach customers”

But previously I have….

Add to your experience by highlighting a couple of relevant past positions i.e. “previously I have held both B2B and B2C roles in healthcare, the most recent being with XYZ care where I had both client and patient contact when discussing patient plans and use of the key product we were selling. I increased sales of the product by 20% in my first year”

Now I’m looking to….

Detail why you’re looking for a change or looking to enter this role: “Now I’m looking to challenge my B2B skills with a step into this role. I feel my healthcare experience combined with my great communication and networking skills will mean I’m able to excel and help the organisation succeed in reaching their targets”

Try to link the skills you’re listing to the skills they’ve asked for in the position description. Finally signal you’re finished by asking if they have any questions about your skills and experience.

The question “tell us about yourself” is often asked early in the interview. Respond to this well, and it will set the tone for the remainder of the interview. Underprepare and prepare to fail!

For more Interview tips, check out the below articles:

Prepare for these top interview questions

Interview Success – preparation tips

Chandler Macleod acknowledges National Sorry Day

Tue, 14 May 2019 12:23:01 GMT

oday is a day that many Aboriginal people remember, this is a day of reflection and a time to remember a dark history that took place in this beautiful country we all know as home.

Between 1910-1970 many Aboriginal children were forcibly removed from their families and communities as a result of this past government policy. A ‘Chief Protector’ became the legal guardian of all Aboriginal children across this country. All the children were placed in ‘Missions’ where they were kept for many years until they became adults. Many were snatched from their mother’s arms from birth.

The impacts on the children from the missions were terrible, and many children experienced trauma at the hands of the very people who were responsible for caring for them. The children were highly controlled in these institutions and many experienced psychological, physical, and in some cases sexual abuse.

The loss of having their children stolen was a grief that no-one could overcome, and is something that lives in the Aboriginal families and communities today. So, what did this mean for the Aboriginal children? The children were taught to reject their Indigenous heritage, culture, language, and way of traditional life. The impact of this has led to many of the social disadvantages that Aboriginal and Torres Strait Islander people face today.

The children were taught to reject their Indigenous heritage, culture, language, and way of traditional life. The impact of this has led to many of the social disadvantages that Aboriginal and Torres Strait Islander people face today.

In 1997, a publication report was undertaken by the government into the Separation of Aboriginal and Torres Strait Islander Children from their families, known as the ‘Bringing Them Home Report’. This report acknowledges that Aboriginal and Torres Strait Islander children were forcibly separated from their families and communities since the early days of European occupation in Australia. This report made 54 recommendations to the Australian government and one was an apology to the Aboriginal people to acknowledge the wrongs of past government policies.

It is a day of sadness as many Aboriginal and Torres Strait Islander people reflect and remember what their ancestors experienced before them and how this impacts on them today.

In 2008 Kevin Rudd, Australia’s then Prime Minister made the first step to correcting past wrongs with an official ‘Apology’ to Aboriginal and Torres Strait Islander people. National Sorry Day – May 26th is an Australia wide observance, and this day gives people the chance to come together and share the steps towards healing for the Stolen Generation.

Chandler Macleod acknowledges ‘National Sorry Day’, the significance of what it means to us as a nation and for the healing of our Aboriginal and Torres Strait Islander families and communities around Australia.

Women and Wartime: ANZAC Commemoration Highlight

Sun, 28 Apr 2019 10:23:10 GMT

On ANZAC Day we commemorate the sacrifices made by Australian and New Zealand citizens at war which allow us to live the privileged lives we do today. Generally women were not able to sign up to ‘active’ service fighting on the front, but played a key role in the war by taking on several different jobs including:

Nursing

Many nurses saw active service in military hospitals and sacrificed their own well being to take care of wounded soldiers under horrific conditions which often involved very little support and supplies.

Industrial jobs

With almost no young and middle aged men left, women stepped out of the home for the first time, and took on paid work to keep the war effort going. They took up roles such as munitions factory hands and were paid only 75% of the men’s wage. Often women were running households, looking after children and working at the same time while their husbands were in service overseas. We investigate the effects of the war on women in the workplace further in our blog 60 Years in the Workforce; a snapshot of change

The women’s ‘land army’

The Australian Women’s Land Army (AWLA) was a recruitment initiative set up in 1942 in response to labour shortages in traditionally male dominated areas such as farming. Unlike army service, there were no benefits such as pensions, deferred pay or bonuses and most women were expected to ‘step down’ after wars ended.

Doctors

A small number of women worked as doctors on the front line and risked their lives to care for the sick and injured.

Charitable work

Many women worked fund-raising, knitting or sending food and packages to troops overseas in order to encourage and uplift the troops.

War Artists

Sybil Craig, Nora Heysen and Stella Bowen were among the Official War Artists appointed by the government during World War 2 and their impressions of war are among many artworks which show us the realities of life at war.

It is clear that whilst women did not play the same role they would in war today, they certainly played an essential role in many areas of war time effort both abroad and on the home front. Today we send our respects to all of the men and women who served in wars for Australia and New Zealand, and thank them for the safe and abundant life we are able to lead.

For further reading on women at war we recommend the following articles:

State Library of Victoria Women’s War Work

Australian Government Women in War Time

60 Years of Psychometrics; the Changing Landscape of Personality Assessments

Mon, 22 Apr 2019 11:15:28 GMT

60 years ago, in 1959, Chandler Macleod was established by Alf Chandler and Doug Macleod as the first industrial and organisational consulting firm in Australia. They quickly built a reputation of expertise in predicting employee behaviour and critical success factors for roles, teams and organisations, and used this expertise to provide specialised recruitment solutions.

To celebrate turning 60, our Chandler Macleod People Insights team decided to take a look back through the history of Psychometric Assessments from our early adoption in 1959, to the more digitised environment we exist in today.

Early Adoption by Chandler Macleod

Whilst the beginning of psychometric assessments can be traced back to imperial China, where exams measuring cognitive ability were introduced for civil servants, Chandler Macleod first gained a licence for use of the Humm Wadsworth temperament scale in 1959.

The Humm Wadsworth temperament scale was originally developed in 1934 in response to an incident where an employee of a large organisation killed his supervisor (wow, intense!). It was based upon a model of personality developed in 1927, in which abnormal behaviour (i.e., clinical mental disorders) were uncontrolled manifestations of regular personality. Consequently, the personality dimensions in the Humm Wadsworth Temperament scale were labelled: Normal, Hysteroid, Cycloid (Manic and Depressed), Schizoid (Autistic and Paranoid), and Epileptoid. As with other personality assessments at the time, the focus was on emotional adjustment.

Other industries utilising assessments

During this period, psychometric assessment was well established in military organisations to assess the suitability of applicants to various roles. The United States Armed Services Vocational Aptitude Battery, a primarily ability-based battery of psychometric assessments, was first introduced in 1968, and is still used today (having undergone major revisions).

There was also a widespread use of psychometric assessment in industry. Estimates of psychometric assessment use in industry range from 32% of companies using tests for hourly workers, to 75% of companies using tests.

Travelling on shaky ground

While the use of ability assessments was well established, the use of personality assessments was more controversial. This was likely because there were a large variety of personality assessments available with differing levels of quality, and rigour in their application. Or put another way, there were “untested tests for use in selection by unqualified testers”.

The criticism of personality assessment reached a peak in 1968, with the publication of Walter Mischel’s influential book Personality Assessment. In this book, Mischel argued that personality traits did not reliably predict behaviour. Some took his arguments as an attack on trait psychology, and thought that his arguments were evidence that personality does not even exist (which is insane, I know)! Mischel is also widely known for the “Marshmallow test” which has been widely recreated and posted on YouTube like the one below

At this time there were a number of important law suits in the United States, which have shaped the way psychometric assessment is conducted for selection. Firstly, psychometric assessment needs to be job-relevant or consistent with business necessity, and valid. Secondly, they need to be culturally fair, or not show unnecessary adverse impact. Rest assured, these principles or legal requirements are ingrained into all modern psychometric assessments.

Research strengthens the evidence

If the 1960s and 70s saw a decline or stagnation in psychometric assessment, the 1980s and 1990s saw a boom. This came about for a number of independent reasons.

Initially there was an expansion of the domain of “job performance” from simply being how well you did a task, to a more multi-dimensional concept. Previously, job performance was characterised only by how well you completed tasks assigned to you (e.g., how many widgets you made) but modern models developed to be multidimensional, and include things like how much discretionary effort you put into your work, whether you contribute to your team or the organisations functioning beyond your individual role requirements, and whether you engage in counterproductive work behaviours (e.g., theft, taking sick days when you’re not sick, being rude to clients or co-workers).

Additionally, the United States Army conducted Project A; a seven-year project to refine, expand, and validate their selection and categorisation procedures, to be used across 276 entry-level positions, and for 400,000 applicants per year. The results of this study found that both ability and personality assessments were related to job performance, so long as the personality traits selected were conceptually related to the role or work.

The 1980s and 1990s also saw a dramatic increase in research leading to the broad acceptance of a unifying framework of personality traits: The Big Five. The Big Five contain the personality traits of extraversion, emotional stability, agreeableness, conscientiousness, and openness to experience. This taxonomy of traits allowed the unification of disparate streams of research under the one umbrella.

Finally, a number of influential meta-analyses (sort of a king research study, which combines other studies) were released. One compared different selection methods and showed that ability assessments were amongst the strongest predictors of job performance across a range of occupations – much stronger than years of job experience, age, and years of education. Others showed that personality (the Big Five) predicted job performance across a range of roles, and as with Project A, that some traits were better predictors of job performance in roles that were conceptually related.

Rise of the digital age; 2000 – current day

The period from the turn of the millennium to now has seen technology disrupt, enhance, or change many aspects of business, and psychometric assessment has been no different. The rise of availability and access to personal computers or other electronic devices has meant that many psychometric assessments are now computerised, whereas previously, they would have been pen and paper based. This computerisation of psychometric assessment has led to improvements in efficiency and accuracy of scoring and also made it more available to business leaders.

Computerised adaptive testing has only relatively recently become more widely available. In computerised adaptive testing, the item shown to a candidate depends upon their response to the previous item. That is, if a candidate gets an item correct, the next item will increase in difficulty, whereas if they get the answer wrong, the next item will decrease in difficulty. This allows for assessments which are just as – or even more – accurate but take the candidate less time complete. Similarly, Item Response Theory is a method of scoring which relies upon relatively sophisticated and complex calculations. Although the statistical scoring methodology has been around since the 60s, the increase in computerised testing makes the implementation of assessments using Item Response Theory scoring more feasible

We have also seen a rise in the availability of Game-based assessment which is both engaging and accurate and is particularly useful for volume recruitment in specific industries.

Into the future

There’s no denying that Psychometric Assessment is here to stay. With the increasing rate of Artificial Intelligence in our lives and the loss of some traditional jobs to AI, those transferable ‘soft’ skills are becoming more and more important for a successful, thriving organisation. Being able to predict factors like emotional intelligence, social persuasion, resilience and empathy is vital to weathering the storm of the digital age and creating differentiation in your leadership and organisation.

With so much growth in 60 years, I wonder where we will be 60 years from now?

Looking for a clearer view of your talent pool?

Chandler Macleod People Insights utilise their own Gateway, a unique assessment and employee experience platform, giving you access to over 150 world-leading psychometric assessments and surveys. Built by psychologists for business success, Gateway puts the power in your hands to hire with clarity, recognise talent in your organisation and realise the potential of your workforce.

Game of Thrones Leadership Series: what we can learn from Jon Snow

Sat, 20 Apr 2019 10:44:10 GMT

If you’re among the millions of viewers tuning in to season 8 of Game of Thrones, chances are you’ve got an opinion on who should rule the iron throne. According to Statista , the character that viewers of the hit HBO series would vote for to rule is none other than Jon Snow.

Jon Snow Credit: HBO

So, what is it about Jon Snow that makes him a natural born leader but others who strive to rule fall flat on their faces? To celebrate the final season of the hit HBO series, we are exploring leadership styles of the (surviving) contenders to the throne, and the lessons they can teach us about leadership in the real world.

Jon Snow – The Authentic Leader

Far from ambitious, Jon Snow has ascended from a lowly member of the Nights Watch, up to Lord Commander culminating in taking the ancient title of King of the North without so much as expressing an interest to lead. So how did he win the hearts and minds of his team mates and followers without this visible ambition?

Lesson 1: Authentic leaders are mission-driven, not ego-driven

What is Cersei Lannister’s vision as Queen? What was Robert Baratheon’s vision as King? What was Joffrey’s? All three characters have sat on the Iron Throne, but somehow it’s hard for us to remember what their vision was without thinking really hard about it. And yet, Jon’s vision echoes loud and clear in our minds: “I want to fight for the side that fights for the living”. Jon’s vision is clear and powerful; The people of Westeros need to set aside their differences and stop the invasion of the White Walkers. What makes Jon such a galvanising leader is his strong commitment towards achieving this ultimate goal. Jon’s compelling vision and his conviction towards it played a key factor in rallying (most) of the Seven Kingdoms to support his cause.

That said, you don’t need to be up against an undead army led by a steel-eyed zombie king in order to create a resonating vision of your own.

Powerful visions that make a significant impact on customer and employee satisfaction – the bottom line of any business – possess certain characteristics: conciseness, clarity, abstractness, challenge, future orientation, stability, and desirability or the ability to inspire.

- KATABUTRA AND AVERY, 2010

Lesson 2: Authentic leaders lead with heart.

Jon Snow is a prime example that you don’t need to be given a title like “Manager” or “Team Leader” (or in this case, “Lord Commander”) to be an inspiring people leader. Actions speak louder than words when it comes to leadership, and Jon has clearly demonstrated strong leadership behaviours, despite not being explicitly placed ‘in charge’ of anything. In Season 1 Episode 4, Jon chose to stand up for Samwell Tarley when he is bullied by other members of the Night’s Watch for his lack of fighting prowess, and even volunteered to coach his team member on how to defend himself with a sword.

When it came time for The Watch to elect their Lord Commander, it was his new ally Sam who nominated Jon and delivered a rousing speech which played a significant role in him winning the popular vote.

According to Harvard Business School Professor, and former Medtronic CEO Bill George in his 2003 book “Authentic leadership: Rediscovering the secrets to creating lasting value”

Authentic leaders use their natural abilities, but they also recognize their shortcomings, and work hard to overcome them. They lead with purpose, meaning, and values. They build enduring relationships with people. Others follow them because they know where they stand. They are consistent and self-disciplined. When their principles are tested, they refuse to compromise

- BILL GEORGE, 2003

Lesson 3: Authentic Leaders consistently uphold their values and do not compromise.

Despite not being Ned Stark’s biological son, most of us can agree that Jon Snow is the most “Ned-like” out of all the Stark children. Ned was the bastion of honour and integrity, a man you could trust and take at his word. Ned’s famous words? “ The man who passes the sentence should swing the sword ”, which is essentially about taking full accountability for your own actions. Jon echoed Ned’s integrity in his own actions as a leader throughout the show.

Integrity has been described as adhering to what one believes to be right, especially when a price is paid in foregoing immediate gain. So, by ‘leading with integrity’ we are talking about behaviours in the leader that seek to yield the most moral outcomes, even when there is a cost (however short-term) to the leader as a result.

- SHACKLOCK, ARTHUR, LEWIS & MELEA, 2007

In the finale of Season 7, reigning queen Cersei Lannister agrees to form an alliance with Daenerys Targaryen to fight the White Walkers, on one condition, that Jon promises to not take sides during the war. She even adds “I know Ned Stark’s son will be true to his word”. However, having ‘bent the knee’ to Daenerys, Jon tells Cersei that he will not be able to keep that promise and breaks the potential alliance. When asked by the exasperated Tyrion why he couldn’t learn how to lie “just a bit” to make the deal, Jon responds by saying that he was not going to make an oath he couldn’t keep, and that “Words have to mean something, or there are no more answers, only better lies”

Jon was willing to sacrifice short-term gain instead of compromising on his values of accountability and transparency.

Research suggests that employees are likely to go above and beyond the call of duty for ethical leaders that they trust. Having followers who are willing to go ‘above and beyond’ will be crucial for Jon in his fight against the Night’s King and his undead army.

Have you ever worked with a leader who has demonstrated these authentic qualities? Chances are they are not big on self-promotion, so give them a shout out in the comments section below!

If you liked this article, you’ll love Lessons in Leadership from King Joffrey.

Hiring Great Leaders; more than Just a Gut Feeling?

Thu, 18 Apr 2019 10:50:46 GMT

A leader’s ability to effectively drive and shape culture can make or break a team, or even an organisation. Remember the last great leader you had? Were you more engaged, willing to go the extra mile to get the job done? Did you have a clear understanding of the purpose of your role?

Great leadership is critical to business outcomes and hiring the right person can significantly enhance productivity, performance and organisational culture. Why then do we so often rely on our ‘gut feeling’ when it comes to hiring the right person for the role?

Ineffective hiring can cost an employer between 50 and 60% of an employee’s salary ( 1 ) without taking into account the immeasurable cost to employee engagement, turnover and workplace harmony, with many employee exit surveys citing poor leadership as the number one reason for leaving(1) .

So, if you are relying on gut feeling to determine if your hire is going to be a great leader in your organisation, continue at your own risk! But when your candidate is qualified, has great references and is putting their best self forward, how can you ensure they are a great culture fit, mitigate risk and hire with confidence? Here’s some quick fire tips for hiring a great leader:

Define the behaviours you need for success

Clearly defining what success looks like for your organisation is the first step to hiring someone who will align your culture with the greater business goals and strategies of the organisation. For example:

What key behaviours do you need?

Are you looking for a dynamic and fast paced leader?

Do you need someone experienced in dealing with change?

Perhaps you’re looking for someone confident implementing structure and strategies and working with diverse teams?

Once you have defined what you are looking for, it’s easier to recruit someone that will align your culture with the greater business goals and strategies of your organisation. You may even be able to identify someone already in your organisation that could be developed into a great leader.

Look beyond qualifications and experience

Skills can be acquired, personality cannot. A candidate may have impressive qualifications, but do they possess those harder to find traits like social sensitivity, empathy and honesty? These attributes are often overlooked but are a key factor in building quality employee relationships and engagement.

Avoiding office psychopaths may be a frequent topic in mainstream media but is often a taboo topic in HR Departments as very rarely does anyone want to admit they made a poor hire. It’s also not a valid reason to terminate employment. While there is no magic formula to identifying this personality type, going beyond the usual characteristics that make great leaders will increase your chances of hiring the right fit for your organisation.

Use assessment as part of your strategy

If you’re wondering how you are going to identify real authentic traits versus those put on for the sake of an interview, you can’t go past Psychometric Testing as part of your recruitment tool kit. Assessments can show you how the candidate may respond to stressful situations and highlight any potential leadership derailers.

Leadership derailers can include traits which under normal circumstances may be positive, but given stressful situations will turn a team into a hotbed of dangerous negativity. For instance, confidence may turn to arrogance and diligence may present itself as micromanagement and nit-picking. Potentially people purposely hide these traits in the interview process, but often people don’t even know that they have them.

Adequately allocate time and resources

Speeding through the recruitment process is almost guaranteed to result in a poor hire. Conversely, deliberating over minor points and stringing out the process can result in losing that premium candidate. Making sure to define your key attributes, include Psychometric Assessments in the shortlisted applicants and keeping the process streamlined will make sure you hire first time right.

Continue development post-hire

Ongoing development either after hiring or later down the track keeps skills fresh and further enhances the role of your leader in driving culture and engagement. Using tools such as employee surveys and 360° leadership surveys can help to identify what your leader is doing well (or not so well) so you can take a planned approach to ongoing development.

Looking for a clearer view of your talent pool?

References

Tracey, J. B., & Hinkin, T. R. (2008). Contextual factors and cost profiles associated with employee turnover, Cornell Hospitality Quarterly, 49(1), 12-27, Gordon, K. (2008) Poor recruitment decisions – What is the cost impact to the organisation?

Chandler Macleod Partners with Spartan First

Tue, 16 Apr 2019 11:22:49 GMT

As part of Chandler Macleod’s RAP commitments to integrate Aboriginal and Torres Strait Islander Businesses into our supply chain we will be utilising Spartan First’s services to ensure our candidates are fit for work.

Spartan First is a new full-service, majority Indigenous Australian owned and operated occupational healthcare company. They operate with full respect to the traditions and cultures of Indigenous Australian people by providing services to both corporate partner networks and Government healthcare bodies. Spartan First is a partnership formed by two privately owned organisations, Spartan Occupational Health Services and Spartan First.

Going forward, Spartan First will be completing pre-employment medicals for Chandler Macleod candidates.

Our Industrial team will pilot the Spartan First partnership, with our Mining and Construction candidates to follow given the ongoing successful partnership.

Amanda Clarke, GM at Spartan First has stated, “Spartan First are very excited to be partnering with Chandler Macleod for their occupational health requirements.

Through this partnership it allows us, as a new start-up Indigenous occupational health provider, the exposure to demonstrate not only to Chandler Macleod, but also their clients that our commitment to quality assessments and communication does not waiver or alter at any time. Our vision and values are such that we are committed to supporting all clients and candidates which come through our clinic.”

Spartan First are very excited to be partnering with Chandler Macleod for their occupational health requirements. Through this partnership it allows us, as a new start-up Indigenous occupational health provider, the exposure to demonstrate not only to Chandler Macleod, but also their clients that our commitment to quality assessments and communication does not waiver or alter at any time. Our vision and values are such that we are committed to supporting all clients and candidates which come through our clinic.

- Amanda Clarke - GM Spartan First

Chandler Macleod are equally excited about the partnership, and are looking forward to working closely with Spartan First. Janelle Casey, WA, NT and SA Regional Director from Chandler Macleod has said that “As part of our RAP commitments, we’ve recently reviewed and updated our procurement policies and procedures to remove barriers for procuring goods and services from Aboriginal and Torres Strait Islander businesses. Spartan First have clearly demonstrated that they have the expertise and capacity to manage our pre-employment process. We look forward to supporting Spartan First as they build their capability.”

As part of our RAP commitments, we’ve recently reviewed and updated our procurement policies and procedures to remove barriers for procuring goods and services from Aboriginal and Torres Strait Islander businesses. Spartan First have clearly demonstrated that they have the expertise and capacity to manage our pre-employment process. We look forward to supporting Spartan First as they build their capability.

- Janelle Casey - Regional Director WA/NT/SA Chandler Macleod

To learn more about Chandler Macleod’s RAP commitments, head to www.solid-start.com.au

60 Years in the Workforce; a Snapshot of Change

Thu, 28 Mar 2019 11:32:22 GMT

Sixty years ago, Chandler Macleod was established by Alf Chandler and Doug Macleod as Australia’s first firm of registered psychologists. The firm built a reputation of expertise in predicting employee behaviour and critical success factors for roles, teams and organisations and used this expertise to provide specialised recruitment solutions.

That’s an awfully long time to be in business, so we took a look back at what was happening during those years, and boy has life changed. Imagine a world without photocopiers, Barbie and weather satellites! Or, on a more serious note, a world where jobs were often advertised with two wages – one for men and another for women. Read on to find out more…

In 1959 when Chandler Macleod launched…

Barbie was also launched by American toy company Mattel, Inc

The Boeing 707 airliner began service

Walt Disney released his 16 the animated film “Sleeping Beauty in Beverly Hills”

The first weather satellite was launched

NASA announced its selection of 7 military pilots to be the first US Astronauts

Mr Squiggle first aired on Australian television

The Xerox 914, the first plain paper copier, is introduced to the public

Asterix the Gaul made his first appearance

Women in Nepal voted for the first time

Darwin is granted “city” status

Formal construction of the Sydney Opera House began and

Robert Menzies was Prime Minister

But what else was happening socially and culturally that has impacted on today’s workforce?

Chandler Macleod Advertisement – The AGE, 1985

A new era for women in the workforce

Women were encouraged to take up paid work during world war one and two to replace men who had been conscripted to serve in the Australian forces. By 1944 women formed 25% of the workforce yet the dominant ideology that women’s primary place was in the home did not change (Australia.gov.au, 2015). Women were ultimately expected to ‘step down’ and return to home duties when the war ended in 1945.

The 1950’s were thus a time of recalibration of society as many women now felt the value of being in the workforce (despite being paid 75% of the male wage) and didn’t want to give up their place, not to mention the nescity met by the women whose husbands never returned home from the front. (Australia.gov.au, 2015). Overt discrimination and sexism was common during this period as men ‘adjusted’ to a whole new way of existing (for the better we say!). Check out the hilarious video titled “the problem with women” presumably designed below, (HR professionals close your eyes).

In the 1950’s it was common and expected for women to cease employment when they got married, or at the conception of their first child, and in some cases, this was a rule set in place and enforced by the workplace (Strachan, 2010) In 1960 the pill was introduced giving women more control over their own reproductive cycles and giving them the opportunity to participate in the workforce for longer periods.

By 2018, the female participation rate in the workforce had increased to 60.6% (ABS, 2019) and women are graduating with Bachelor’s Degrees at higher rates than men (ABS, Gender Indicators, Australia, Sep 2017, 2017). However, there is still much ground to cover with a persistent stereotype about ‘women’s work’ and a National Gender pay gap. The last 60 years has been busy for women, but the next 60 years will be momentous.

Diversity, what’s diversity?

The word diversity was likely never used in the 1959 workplace aside from proffering light conversation about your diverse portfolio around the office water cooler.

Diversity in workplaces today is an ever-evolving concept whether it be diversity of nationality, gender diversity or acceptance of socio-cultural issues such as marriage equality or “closing the gap” in Indigenous employment outcomes.

Aboriginal and Torres Strait Islanders and the workforce

During the years between 1910 and 1970 Australia witnessed the devastation of The Stolen Generation, causing widespread heartache and ongoing historical trauma amongst Aboriginal and Torres Strait Islander populations (The Stolen Generations, 2019). Much work done by Indigenous Australians in these years was often unpaid in the traditional sense, whether it was by children who were being ‘taught’ the ways of the white person, or adults who were substituting labour for food and goods. Indigenous Australian Soldiers served in both World War 1 and 2 campaigns but were not granted the same rights and rewards as ‘white’ soldiers upon their return (Moremon, n.d.).

In the 2016 Census, Aboriginal and Torres Strait Islanders were reported to have a workforce participation rate of 52% and unemployment sat at 18% – a tragic rate compared to the national rate of 5.7% (ABS, Census of Population and Housing: Characteristics of Aboriginal and Torres Strait Islander Australians, 2016).

With the increased recognition of historical trauma and it’s affects, and the Australian Government’s commitment to Closing the Gap in Indigenous employment outcomes, the benefits of a diverse workforce are gaining the traction they deserve.

For our part, Chandler Macleod Group launched our Reconciliation Action Plan in 2018 along with our Solid Start Initiative supporting our activities in this area. We continue to strive to achieve equality, diversity and inclusion in our and our client’s workforce, and have engaged a team of Indigenous Strategy Managers to assist us to do this in a culturally responsible way.

Thank you for joining us in our journey back to 1959! If you’re looking to expand your workforce or need assistance with your diversity strategies, don’t hesitate to get in touch with us.

References

ABS. (2016). Census of Population and Housing: Characteristics of Aboriginal and Torres Strait Islander Australians. Retrieved from Australian Bureau of Statistics:

http://www.abs.gov.au/AUSSTATS/abs@.nsf/39433889d406eeb9ca2570610019e9a5/5f17e6c26744e1d1ca25823800728282!OpenDocument

ABS. (2017, September 19). Gender Indicators, Australia, Sep 2017. Retrieved from Australian Bureau of Statistics: http://www.abs.gov.au/ausstats/abs@.nsf/Lookup/by%20Subject/4125.0~Sep%202017~Main%20Features~Education~5

ABS. (2019, February 21). Labour Force, Australia, Jan 2019. Retrieved from Australian Bureau of Statistics: http://www.abs.gov.au/ausstats/abs@.nsf/Latestproducts/6202.0Main%20Features2Jan%202019?opendocument&tabname=Summary&prodno=6202.0&issue=Jan%202019&num=&view=

Australia.gov.au. (2015, May 28). Women in Wartime. Retrieved from Australian Government: https://www.australia.gov.au/about-australia/australian-story/women-in-wartime

Moremon, J. (n.d.). Indigenous Australians at War. Retrieved from Australian Government Department of Veterans Affairs.

Strachan, G. (2010). Still working for the man? Women’s employment experiences in Australia since 1950. Australian Journal of Social Issues, Vol. 45 No. 1, 117 – 130.

The Stolen Generations. (2019). Retrieved from Australians Together: https://australianstogether.org.au/discover/australian-history/stolen-generations

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Chandler Macleod Supports Close the Gap Day

Mon, 18 Mar 2019 11:41:06 GMT

In a country as economically stable and diverse as Australia, everyone deserves the right to a healthy future and the opportunities that it provides.

Today we acknowledge National Close the Gap Day. This day is all about voices and choices for the health of Aboriginal and Torres Strait Islander People. We as Australians are lucky to have easy and affordable access to health services particularly in the major cities. However, for many Indigenous Australians, access to this same level of healthcare which we often take for granted, can be difficult and/or unaffordable.

The “Close the Gap” campaign has become overwhelming with the support of the Australian public and Oxfam has done an amazing job of pushing this agenda for First Nations people.

National Close the Gap Day gives us the opportunity to support our First Nations people and send a clear message that Australians value health and equality as a fundamental right for all.

The Close the Gap target for life expectancy (by 2031) is currently not on track (Close the Gap Report 2019). The target is measured by estimates of life expectancy at birth, which are available every five years.

According to the latest Australian Bureau Statistics (ABS) estimate, Indigenous males born between 2015 and 2017 have a life expectancy of 71.6 years (8.6 years less than non-Indigenous males) and Indigenous females have a life expectancy of 75.6 years (7.8 years less than non-Indigenous females).

Circulatory disease, cancer, respiratory disease and diabetes have remained the leading causes of death in Indigenous Australians for decades, however whilst there has been a decrease in chronic diseases the incidence of cancer has increased from 18% to 22%.

Unfortunately, large gaps in well-being remain between Indigenous Australians and Non-Indigenous Australians. Join us to act today and sign the Close the Gap pledge Ask friends and colleagues to join you to express your support for fair health and well-being outcomes for all and deliver a positive message to all Australians.

https://antar.org.au/closethegappledge

The Big Issue Unleashing Potential

Mon, 18 Feb 2019 11:45:19 GMT

This month’s production of Big Issue brought senior executives together, to walk alongside and witness the resilient souls marching towards a brighter future. The CEO Selling International Vendor Week is an annual event celebrating the 500+ vendors involved with the Big Issue. Big Issue Vendors are individuals who have experienced homelessness, marginalisation and disadvantage, yet despite their circumstances, they’re choosing to work hard and change their lives for the better.

How Does The Big Issue Unleash Potential?

Gary Whittaker, Director of Sales and Marketing at Chandler Macleod recently engaged in his second year selling the Big Issue. This year’s CEO Selling program gave Gary the opportunity to be partnered with Mick; a true Sydney Swans fanatic, father of a lovely three-year-old boy and doting partner.

“Due to complications at birth he has learning difficulties, but that hasn’t stopped him doing the things that he loves. He approaches every day with a smile and a sense of infectious optimism.”

Despite Mick’s previous 6-hour shift selling the Big Issue and the 35-degree heat, he still leads the team in high spirits. Mick proudly discussed the tap and go Quest device provided and powered by the National Australia Bank and talked knowledgeably about the Mobile Payment App “Beem It” which is jointly owned by CBA, NAB and Westpac and will appear “everywhere within the next 12 months!”

Gary’s eagerness encouraged his colleagues to support the Big Issue team. This measured a high rate of collaboration, selling 13 copies in just 30 minutes! Mick, who divulged selling just one copy in the previous 6 hours (grossing a revenue of $4.50 in the sale) explains, “you have good days, you have slow days.”

Asking people face to face to consider buying something off you is confronting. Facing rejection more often than tasting success tests your resilience. More than that though, being ignored and even feeling invisible is not something anyone can get used to. The CEO Selling program is a rewarding, confronting, confusing, daunting, inspiring and humbling experience. However, it is a rose-coloured simulation that does not replicate the experience of being homeless.

Congratulations to Mick and the other 500+ vendors working diligently every day, on the scorching summer days and the chilly winter mornings to improve their circumstances.

Chandler Macleod and Peoplebank merge to enhance service capabilities

Tue, 22 Jan 2019 05:47:14 GMT

Chandler Macleod and Peoplebank merge to enhance service capabilities

Chandler Macleod Group, one of the region’s largest employers, will merge with Peoplebank Australia, the leading IT and digital specialist talent solutions provider. The combined entities will be known as the Chandler Macleod Group, which Peoplebank will integrate into as a business unit whilst retaining both their brand and IT / Digital specialisation. Together the two form the perfect platform for ongoing talent solutions leadership in every market and region the group operates in across the Asia Pacific.

Both Chandler Macleod and Peoplebank were acquired by Recruit Holdings Co. Ltd. 4 years ago. The Tokyo listed Japanese staffing giant now operates as three strategic business units, including Recruit Global Staffing (Headquarters: Almere, Netherlands) which controls all staffing businesses worldwide. Until today Chandler Macleod and Peoplebank have operated and reported independently into this unit despite having similar operations and locations throughout Australia and the Asia Pacific.

Recruit Global Staffing is confident that after operating separately as two very, very good, companies the time is right to bring them together to create a truly great one, primed for sustained future growth. The merger will combine the best of both organisations, enabling enhanced service capability to customers across the Australian and Asia Pacific markets. Recruit Global Staffing’s CEO, Rob Zandbergen, has stated “It’s an exciting time for everyone involved. It will deliver advantages through both scale and process enhancement, allowing business units to focus on further delighting their customers”.

It’s an exciting time for everyone involved. It will deliver advantages through both scale and process enhancement, allowing business units to focus on further delighting their customers.

– Rob Zandbergen, Recruit Global Staffing CEO

Longstanding Peoplebank CEO, Peter Acheson will lead the merged Chandler Macleod Group as Chief Executive Officer and sees the merger as “…a transformational opportunity to create a significant, market leading business. We can leverage best practice of both companies in service offering, people, brand, learning and development, IT systems and industry best processes”.

Company culture will be a key focus throughout the integration process, in particular employee engagement for which Peter Acheson is deeply passionate about and committed to. His conviction has translated to a company mantra that states “passionate, engaged employees create passionate, engaged customers and contractors, who ultimately create passionate, engaged investors”.

Peter knows it all starts with engaged and passionate staff and believes that fostering a high-performance environment filled with career opportunity, agile leadership, seamless systems and constant innovation is the best way to sustain it.

Passionate, engaged employees create passionate, engaged customers and contractors, who ultimately create passionate, engaged investors.

– Peter Acheson, Chandler Macleod Group CEO

Shinya Yamamoto, the current CEO of Chandler Macleod will move internally back to Recruit in Japan where he will take the next step in his career. The details of Shin’s new appointment will be announced in March

Together Chandler Macleod and Peoplebank will work towards the Recruit shared mission to make the world faster, simpler, closer, aspiring to one’s true purpose. Staff, clients and candidates alike can look forward to not only a faster, simpler and closer customer experience, but also enhanced solutions, greater opportunity, more efficiency and more innovation.

This exciting announcement coincides with the 60th anniversary of Chandler Macleod and marks another historic progression in the life of one of Asia Pacific’s most successful and enduring talent solutions companies.

About Chandler Macleod

Chandler Macleod provides a comprehensive suite of human resource services to Australian, New Zealand, Hong Kong and Singaporean clients. Founded in 1959, they have six decades of experience in providing these talent solutions services that are BestFit™ with their customers. Chandler Macleod has over 800 internal staff and more than 15,000 employees in the field.

About Peoplebank

Founded in 1990, Peoplebank is Asia Pacific’s leading IT & digital talent solutions provider. They place the brightest IT & digital professionals into some of the region’s top employers. They have a network of offices in Australia and Asia, with 200 internal staff and more than 5,000 contractors in the field.

5 tips from the experts for refreshing your resume in 2019

Mon, 14 Jan 2019 06:05:54 GMT

If the only time you refresh your resume is when you’re looking for a new job, you’re probably selling yourself short. Refreshing your resume regularly allows you to keep information current and accurate while you still remember all the finer details of your position, projects and accomplishments.

With only minimal time to catch the eye of the hiring manager or recruiter (reportedly 7.5 seconds!), your resume needs to be relevant and role specific.

So, refreshing your resume in 2019 is essential, but where to start? We’ve compiled 5 quick tips from our experts for updating your resume in 2019!

1. Update your current position description

Update your resume with your current position at the top. Then run down the page in reverse chronological order. Now is a good time to add in any projects you have worked on or specific skills required in this job. Remember, you will tailor this each time you’re applying for a new position, so the key is to get down the specifics so that you don’t forget them when it comes time to apply.

2. Make role descriptions achievement oriented

Rather than list a range of responsibilities or tasks you did in your role, focus instead on the outcomes or achievements that you produced while working there. An easy way to do this is to use the PAR method –

Problem – what was the situation or problem that needed to be addressed

Action – what skills/tools did you use to address the task

Result – what was the result of your actions

An example of an achievement orientated statement for an administration position might be:

"developed a new digital filing procedure using my affinity for organisation which reduced time spent looking for required files"

Always try and start sentences with an action verb – for example ‘managed,’ ‘implemented,’ or ‘developed.’

3. Update structure and format

Make sure your resume has a modern and updated structure. Making it clear, easy to read and easy to see your overall career history is key. Make sure you:

Use simple layouts with clearly marked section headers
Align text left
Include an overview or detailed executive summary at the top of the resume
Include a skills section to allow the reader to quickly identify key skills and attributes which match the role

4. Remove fluff

The worst performing resumes have a reliance on keyword stuffing. Go over your resume and check for:

Sentences which could convey the same message in a more succinct way
Repeat sentences and task/role descriptions
Spelling mistakes
Roles which are similar or at the same company which could be combined
Information or jargon that is company and not industry specific
Cliché words like “multitasking” and “goal driven” – be specific about what it is you bring to the table.

5. Update your references

There are two schools of thought when it comes to including referee names on a resume but if you decide to include them, make sure to touch base with your referees regularly to keep your network current – no one likes to be contacted by a past work colleague only when they want something.

Contact your references and let them know you’re updating your resume but not currently looking and ask if it’s OK to continue to list them as a reference for future positions. It is always better to have a more recent reference if possible.

We don’t recommend putting referees on resumes, but if you think listing them may enhance your resume, then do it.

Anna McNaughton, GM – Career and Change, Chandler Macleod People Insights

An updated and current resume is essential for your career – you never know when the next opportunity is lurking. One final tip…after updating your paper document, make sure you head over to Linkedin and update your digital version. Whilst your Linkedin profile won’t exactly match your paper document, there should be a general match and no anomalies. Check out our recent blog on your digital presence – Is your Online Presence Affecting Your Job Hunt?

If you’re ready to unleash your potential, Chandler Macleod has thousands of jobs available right now. Head to www.chandlermacleod.com to search for jobs and register for job alerts.

What are the market influences driving the need for soft skill leadership capabilities?

Tue, 18 Dec 2018 11:50:12 GMT

Managers who want to stay relevant in their jobs and employable in the future need to enhance their soft skills.

Research shows that soft skills are underpinned by emotional intelligence and include things like motivating and engaging team members, facilitating and maintaining a mentally healthy workplace culture, and adapting behaviour to best suit the situation and people involved.

The market influences driving the need for leaders with good soft skills are seeing organisations double their efforts with emotional intelligence. More emotional intelligence assessments are being used in recruitment and development than ever before, and if you haven’t already, you will most likely undergo an emotional intelligence assessment as part of the next leadership role you go for and be asked to undergo an emotional intelligence 360° assessment if you’re being considered for your organisation’s talent pipeline.

The first market influence driving the need for leaders with finely tuned soft skills is the rate of change organisations are experiencing. CBE recently reported that the average organisation has experienced five enterprise-wide changes in the past three years, and that 50% of them are rated as complete failures. The CBE report highlighted poor leadership soft skills as the principle cause of change project failure. Change, by its very nature, causes stress and anxiety both for leaders and their teams. This means that having leaders with good soft skills underpinned by emotional intelligence helps to ensure the success of change projects. By examining the impact improving leaders’ EI can have on change projects , leaders with high levels of emotional intelligence are better able to manage the stress and anxiety of change and motivate team members to deliver project outcomes.

The second market influence increasing the need for more leaders with high levels of soft skills is the rise of mental health injuries in the workplace. Mental health injuries now occur more frequently in the workplace than physical injuries. One of the main causal factors of these injuries is low levels of emotional intelligence in leadership, leading to poor workplace relationships, ineffective change management and work-related stress. Emotionally intelligent leaders are better at identifying stress, improving workplace relationships and driving change.

The third market influence increasing the need for leaders with high levels of soft skills underpinned by emotional intelligence is the rise of artificial intelligence and machine-lead learning. Machines now and in the future will be better than leaders at many of the IQ-related tasks of leadership such as diagnosing and solving business problems, interpreting financial information, identifying process improvement opportunities and so on. The remaining capabilities that artificial intelligence will have trouble replicating include key soft skills such as understanding, motivating, and interacting with other people. Emotional intelligence dependant skills like social persuasion, resilience and empathy are going to become the leadership team differentiators as artificial intelligence and machine learning take over other tasks that were previously done by leaders.

CMPI is proud to be partner with Genos International on their Emotional Intelligence products and would love to talk to you on how you could utilise these tools for yourself or your business in 2019

Adapted and reproduced with permission from Genos International

How Christian Unleashed his Potential

Sun, 16 Dec 2018 11:53:46 GMT

Meet Christian

Christian Larson is a husband, and dad to 3 girls under 10. His unique journey has brought him to Chandler Macleod as an electrician on one of our recent solar farm projects. However, when he became a trade qualified electrician in 2003, alongside his passion as a semi-professional water skier, he could not have imagined the direction his life would take.

In 2007 Christian was competing in the Victorian Water Skiing Championships when he had an accident causing him to crash into the water going at around 160km per hour. He sustained multiple injuries including breaking both shoulders, a hip and a brain injury. He was in a coma for 2 months, and in hospital for 12 months.

Due to the injuries, he suffered a brain impairment which affected his right arm and right leg. Returning to work was a challenge, and he found it quite difficult to keep in steady employment due to his injuries. Due to the nature of his work, he found himself excluded from being able to do some of the expected work tasks.

When Christian applied to work with Chandler Macleod Group this year, he was very upfront with our consultants about his injuries and limitations. We recognised that Christian displays a quality which is not limited by his injuries, and that is grit. Christian has a ‘never give up’ attitude which makes him a perfect match to our Unleashing Potential philosophy.

Christian is currently employed onsite at one of our Victorian solar farm projects. His role as an electrician working with the QA team has been a perfect fit, and he says that the employment opportunity has given him personal satisfaction whilst providing for his young family.

We’re so proud to have helped Christian unleash his potential.

The Future of Diversity in Renewable Energy | Challenges and Solutions

Thu, 22 Nov 2018 12:22:31 GMT

Australia is in the middle of an important transition from a traditional fossil fuel-based energy system, to additional renewable energy options(1). The great news is, at its current rate, Australia is on track for a goal of 50% renewable electricity by 2025(5).

As a growth industry, renewable energy providers have the potential to have a remarkable impact on diversity in their workforce. However, this will only happen if we act now to secure processes and planning to enhance the recruitment policies of these industries.

Last year alone, renewables reported the highest growth of any energy source, with the growth of wind and solar power being unprecedented6. Solar power alone experienced a global growth of 27%. This growth fuels new development, requiring increased workforces.

The Clean Energy Australia Report (2018) indicates that the renewable energy industry is on the verge of a major breakthrough. Large-scale wind and solar project activity continues to push investment in Australia to a record US$9 billion. That strong growth has also translated into employment opportunities, with accredited solar installer numbers growing by 60% in 2017.

In 2017, approximately 700 MW of renewable projects were completed and began generation. But with seven times that amount either under construction or with financial support at the end of the year, this is a key discovery.

Clean Energy Council, 2018

The Solar Energy Industries Association believes a more diverse workforce will enhance the industry. This will be implemented through broadened recruitment pools, increased retention and a more engaged, productive and fulfilled workforce 3. Here at Chandler Macleod, we wholeheartedly agree.

Opportunities for Enhanced Diversity in Renewable Energy Industries

Increased investment and confidence has resulted in an unprecedented level of industry activity in renewable energy(4). The Clean Energy Council (2018) reports, that this has occasionally resulted in a lack of qualified electricians to complete the number of jobs on offer. As the demand for solar and renewable energies increases, the level of opportunity for newcomers in the industry will continue to increase.

We’ve got the capability to build our industry as gender diverse, unlike the fossil fuel industry. One of the key things we can do is report against gender diversity targets in annual reports open to the public.

Miles George, Managing Director of Infigen Energy and Chair of the CEC (4)

The question remains; why would we need to worry about diversity?

Global renewable energy employment reached 8.3 million in 2016(3). Despite this massive number, female representation in the workforce remains at around 20% globally(3). Research on Aboriginal and Torres Strait Islander participation is not available at this stage, nor is the level of mature aged workers. As an emerging and growing industry, the renewable energy sector is uniquely poised to lead on diversity. If it does not prioritise gender equality now, the renewable energy transition could perpetuate gender inequality(1). The same could be said for our Aboriginal and Torres Strait Islander populations, as well as unemployed, mature aged and special ability workers.

So how can Australia ensure we keep the opportunities created by this emerging industry available to all applicants and help them to support diversity rather than exclude it? Read on as we discuss some challenges faced and solutions found, by Chandler Macleod, on a local Victorian solar sourcing project.

Solutions and Challenges for Diversity in Renewable Energy Projects in Australia; a case study

The Project

The Victorian Government has committed to two renewable energy targets; 25% by 2020 and 40 % by 20254. As a result, solar energy solutions are rapidly developing and are providing opportunities for local workforces.

In 2018, Chandler Macleod Group was appointed as the workforce management provider for the 112 Megawatt Karadoc Solar Farm being developed by Beon Energy Solutions(2). The 664 acre, 350 thousand solar panel farm will generate enough power to supply 110,000 homes.

We stand united with our clients in believing that Diversity and Inclusion are critical in the transition from traditional to renewable energy sources. Sourcing local, diverse workforces for fast growing industries can have some very real challenges.

Greater diversity in the energy industry can have benefits ranging from opportunities for women themselves, benefits for energy organisations to improvements in the overall energy systems(1).

The Chandler Macleod team and members of our traineeship program met with Minister Lily D’Ambrosio

Challenges

The project aimed to employ 300 workers during the construction phase which needed to be sourced during an 8-week period. The short turn-around time combined with a focus on sourcing a local and diverse workforce presented some challenges.

Skill Shortages

During construction, there were an additional 3 solar farms being built within the region, resulting in significant inflation of pay rates for Electricians and a lack of available skilled workers.

Population Demographics

The population of Mildura is approximately 53,000 people and the main industries revolve around farming and agriculture. Workers from a construction background were limited.

Sourcing from a regional town, we found a lot of candidates did not have the right working documentation at hand and required additional time to source the correct documents to present.

Short Timeline

Our client required 6 onboarding dates over an 8-week period to onboard around 250 workers. There was a subsequent emphasis on compliance and ensuring candidates were job ready before they commenced.

Ability Gaps

Candidates were required to complete online registration forms. A proportion of the pool were not candidate literate and required hands on assistance to complete registrations causing a drag on the recruitment process.

Solutions

Despite the challenges, Chandler Macleod’s team of experience workforce solution providers overcame and exceeded expectations. Using a unique range of solutions, we sourced a diverse, local workforce in the required time using a combination of:

Partnering with Community Organisations

Partnering with community organisations was vital to ensure local residents were provided with employment opportunities. In conjunction with Beon Energy Solutions, we worked with a variety of local community stakeholders including Job Active Providers, local councils and local Tafe Provider, Sunraysia Tafe, to assist long-term unemployed back into the workforce. We partnered with the Jobs Victoria Employment network to employ 40 local employees.

Providing Additional Training Opportunities for Inexperienced Local Workers

To overcome the high proportion of local workers coming from outside the construction sector, we put together a 5-day pre-employment training course tailored to the solar industry. The program was tailored specifically to help educate candidates on how a solar farm is built, as well as understanding their safety processes and systems.

The building phase has provided opportunities for local workers to gain the experience and qualifications they need to work at other renewable energy sites across the state.

Glen Thompson, General Manager, Beon Energy Solutions (2)

Supporting Apprenticeship Programs

By partnering with Sunraysia Institute of Tafe and Beon, we were able to support 25 apprentices through the application process and successfully onto site, creating opportunities which may not have otherwise been available.

Providing Additional Incentives for Completion of Projects

To assist with attracting and minimising turnover, due to skill shortages, we designed a sign on and completion bonus scheme for electricians which assisted in attracting and minimising turnover for the client.

The Future Looks Bright

Approximately 70% of the workforce have never worked on a solar farm before and at the end of this project they will walk away with new skills and experience for future employment in the renewable energy industry.

Michael Lamble, Chandler Macleod Staffing Services

Chandler Macleod are looking at two additional projects, commencing within the coming months within this region, which will allow us to transfer the workforce over for ongoing employment. This will include the 28 apprentices and trainees.

Approximately $10 million, in wages, was injected into the local community from this project.

15 employees came from JVEN

We had approximately 105 candidates, that were employed throughout the course of the project, that came from a Job active network.

We employed 31 people (17% of the workforce) who identified as Aboriginal or Torres Strait Islander background

For more details on our current projects and opportunities, please head to our dedicated sourcing site www.jobsinsolar.com.au

References

Rebecca Pearl-Martinez & Jennie C. Stephens (2016) Toward a gender diverse workforce in the renewable energy transition, Sustainability: Science, Practice and Policy, 12:1, 8-15, DOI: 10.1080/15487733.2016.11908149 https://www.tandfonline.com/doi/abs/10.1080/15487733.2016.11908149
Minister for Energy, Environment and Climate Change tours Karadoc Solar Farm. (2018). [Blog] Beon Energy Solutions. Available at: https://beon-es.com.au/latest-news/minister-for-energy-environment-and-climate-change-tours-karadoc-solar-farm/ [Accessed 18 Sep. 2018].
(2018). Diversity Best Practices Guide for the Solar Industry | SEIA. [online] Available at: https://www.seia.org/research-resources/diversity-best-practices-guide-solar-industry [Accessed 18 Sep. 2018].
Clean Energy Council (2018). CLEAN ENERGY AUSTRALIA REPORT 2018. [online] Available at: https://www.cleanenergycouncil.org.au/policy-advocacy/reports/clean-energy-australia-report.html [Accessed 18 Sep. 2018].
At its current rate, Australia is on track for 50% renewable electricity in 2025. (2018). [Blog] Ecogeneration. Available at: http://www.ecogeneration.com.au/at-its-current-rate-australia-is-on-track-for-50-renewable-electricity-in-2025/ [Accessed 18 Sep. 2018].
org. (2018). Renewables 2017 : Key Findings. [online] Available at: https://www.iea.org/publications/renewables2017/ [Accessed 25 Oct. 2018].

How to Become a Jedi Master of Your Emotions

Tue, 20 Nov 2018 12:01:49 GMT

You are angry at someone

In the heat of the moment, you instinctively type out a strongly-worded message. You hit send. Instantly, a pang of regret hits you. You think: “Why did I do that?”

You are in a meeting

Out of the blue, a colleague asks you a question about your work. Your mind goes blank and you struggle to find your words. The obvious answer finally hits you as soon as you walk out the meeting room door. You think: “Why didn't I think of this before?”

Chances are, we can all relate to either one of these scenarios. In both situations, the central question is the same: Why did it happen?

Answer: Because the logical part of your brain has become hijacked by the emotional part of the brain.

Lions and tigers and bears OH MY

During times of stress, our brains switch into survival mode, activating our ‘flight-or-flight’ response. Our adrenaline and cortisol levels rise, priming our body for action. Our attention narrows, allowing us to focus on the perceived threats.

These factors allow us to respond to threats in a more instinctual, rapid-fire way, while restricting our ability to tap into the rational and analytical part of our brain. While this response is extremely helpful when we are faced with actual danger, like getting out of the way of a moving car, it becomes less helpful when it starts to override our capacity to make rational judgments at work.

How do you stop this from happening?

Emotion Jedi Masters are skilled at recognising when the brain is about to be hijacked and can regulate their emotions more effectively than others. They can readily access the more logical, higher functioning parts of their brain, even during stressful situations. This gives them an edge during more emotionally-charged situations, as they can ‘keep their cool’, and remain composed enough to make rational well-considered decisions. But how do they do it?

Take back control of the wheel

The good news is that if you are not already at Jedi Master level, you can build the skills necessary to more effectively understand and regulate emotions, particularly during times of increased stress and pressure. This is something CMPI help people do daily. We even have workshops that we run to help build these skills!

So, what does this look like in practice?

Three Steps to Becoming an Emotional Jedi Master

Step 1: Reflect on how you are feeling

We are taught to always check our mirrors in our cars before going on a drive. We do this regularly on the road, so that we are aware of where we are, and that we are mindful of our blind spots. Our emotions work the same way. If left unchecked, they can become blind spots and potentially derail our decision-making.

Start with reflecting on your immediate emotional state. The first step is to practice scanning your emotions before important events and meetings. It is a basic skill that requires just a few seconds and comes down to asking yourself a simple question: “How am I feeling right now?” By doing this on a regular basis, you will begin to more readily identify how you are feeling (your base level of emotion) and recognise when your emotions change. Doing this will help you to address any changes in an early stage before it’s too late. When it comes to emotions, ignorance is definitely not bliss!

Step 2: Name your emotions

In a psychological study, participants were connected to MRI machines and were presented with an unpleasant video (designed to arouse a stress response). They were then asked to name what they were feeling when they were watching the video. What the study found was that whenever participants named their emotions, their level of Amygdala Activity (the emotional part of the brain that relates to stress arousal), reduced while the Cortex Activity (the part of the brain that relates to logical thinking) increased.

In other words: In challenging situations, simply naming the emotions we are feeling calms our brains’ reactions and helps us feel better, and to think more clearly.

Emotion Jedi Masters are very good at accurately labelling their emotions. This often sees them display a broader emotional vocabulary, and appear to more readily understand the emotions of others (and know what to do about them).

Step 3: Shift your feelings

So, let’s say you are about to go to an important meeting. You are shaking and short of breath. You start to REFLECT on what you are feeling and give it a NAME: Anxiety. What do you do next?

Breaking the feeling of being trapped by emotions is another skill of Emotion Jedi Masters. While some people will find it easy to move from a more negative and frustrated state to a more neutral, calm, or even positive state, most of us will struggle to shift in this way. The good news is that there are several techniques you can employ to fast track this process and ensure you can more readily regulate your emotions over time. The most important thing you can do to begin the process of shifting is to focus on your breath.

By controlling your rate and depth of breath, you can create the opposite physiological state to fight or flight (inducing a relaxation response); which lowers your blood pressure and heart rate, decreases muscle tension and increases your mind’s capacity to think more clearly.

In other words, when you are feeling stressed, your breath is the most effective tool you have at your disposal to get back in the driving seat of your emotions. Easy right? Maybe not, but you can certainly learn to master this skill. There are many other techniques you can then employ to help with the shifting process but it all starts with your all-important breath.

Chandler Macleod remains one of Australia’s largest employers of registered psychologists working within business, through our CMPI Team. At CMPI, we regularly work with our clients to unlock potential and help others to develop more meaningful and productive lives. Contact us at CMPIenquiries@chandlermacleod.com if you would like to know more about how we do this or what we could do to help your staff manage their emotions resourcefully.

Why Psychometric Assessment is Good for Business

Sun, 18 Nov 2018 12:08:25 GMT

Here at Chandler Macleod People Insights we often talk about personality assessment and psychometric assessment, and why they’re important for job performance. Because this is our area of specialty, we can sometimes use a different vocabulary to others. So, here’s a quick run-down on why psychometric assessment is important.

When we talk about psychometric assessment, we base our opinions on scientific studies. We typically look at the correlation between different things (the correlation is just a number that goes from 0 to 1 and indicates the strength of the relationship).

Here are some correlations between different selection methods and job performance (Saville Consulting, 2009; Schmidt & Hunter, 1998).

General mental ability .56

Personality assessments .49

Job experience .18

Reference checks .26

Unstructured employment interviews .38

Important takeaway here: general mental ability and personality predict job performance better than ‘traditional’ methods. But, they’re best when they’re used together with traditional methods – the more information you can gather about a candidate the better.

What Do Those Numbers Mean?

“Ok, but, those numbers mean nothing to me…” We totally get that. So, here’s some other correlations for comparison (from Meyer et al., 2001).

Smoking and subsequent incidence of lung cancer within 25 years .08

Antihistamine use and reduced runny nose and sneezing .11

Effect of aspirin or ibuprofen on pain reduction .14

Extent of brain tissue destruction on impaired learning behaviour in monkeys .17

Pap smear and detection of cervical abnormalities .36

Wow, kind of surprising how low these correlations are right? Especially considering you’d quit smoking to reduce your risk of lung cancer, take an ibuprofen if you have a headache, and make sure to get your pap smear regularly.

Important takeaway here: The correlations between psychometric assessments and job performance are bigger than other things we take for granted.

That’s Interesting, But What Does That Have To Do With Business Outcomes?

“Well, those correlations look pretty big when you look at it like that. But what value does that add to businesses? Psychometric assessments aren’t free, so how does this affect our bottom line?”

That’s a great question, thank you for asking. That’s something we can actually estimate! Unfortunately, the answer is ‘it depends’. It depends on things like: how many people you put through assessment, how many people you are selecting, the average and range of work performance for employees, and the average tenure of the employees.

Here’s an example: If you put 10 people through psychometric assessment, but are intending on recruiting 9 of them, you don’t have much choice no matter what you do – psychometric assessment will only help you identifying the person who is likely to be the worst performer. However, if you put 10 people through psychometric assessment, and you only want to recruit the best one, you have a lot more options.

If you want to play around with some numbers, here’s a handy calculator

But Wait, There’s More!

So far, this is just talking about straight, traditional job performance. But psychometric assessment actually predicts a lot more important work outcomes.

Using personality as an example, here’s a list of some of the relationships between personality and work outcomes that have been investigated in meta-analyses (a kind of king study that combines a bunch of smaller ones). This list is by no means exclusive:

Job satisfaction (e.g., Judge, Heller, & Mount, 2002),

Workplace deviance (e.g., theft, abuse; Berry, Ones, Sackett, 2007),

Positive organisational behaviours (e.g., putting in extra effort, saying positive things about the organisation; Chiaburu, Oh, Berry, Li, Gardner, 2011),

Leadership effectiveness (Judge, Bono, Ilies, & Gerhardt, 2002),

Leadership emergence (Judge, Bono, Ilies, & Gerhardt, 2002),

Team performance (Peeters, Van Tuijl, Rutte, & Reymen, 2006),

Motivation to learn (Colquitt, LePine, & Noe, 2000),

Procrastination (Steel, 2007),

Sales performance (Vinchur, Schippmann, Switzer, & Roth, 1998),

Turnover (Zimmerman, 2008), entrepreneurship (Zhao & Seibert, 2006),

Workplace accidents (Clarke & Robertson, 2005).

Personality (and other psychometric assessments) predict important workplace behaviours which have an impact on colleagues, subordinates, and ultimately the business’s bottom line

So Remember – Psychometric Assessment Is Good Science, And Good Business!

A Focus on Safety at Chandler Macleod

Mon, 22 Oct 2018 12:45:54 GMT

Here at Chandler Macleod we pride ourselves on focusing on safety year-round. Our team of OHS professionals look after the health of an extended workforce of over 13,000 people working on both our own sites, and client sites. That’s a lot of responsibility, and we don’t take it lightly.

Chandler Macleod take a “whole of site” approach to safety, meaning we engage the client and employees in our safety initiatives. This may range from identifying opportunities for best practice, participating in client safety meetings and providing award winning initiatives to help drive improved safety outcomes on client sites. Today, as part of National Safe Work Month, we’re going to share a few of the initiatives which we provide.

Dedicated Employee Assistance Program (EAP)

Our Employee Assistance Program (EAP) is a free, confidential and professional counselling and support service provided to Chandler Macleod employees. The program allows staff to feel comfortable knowing that they can confidentially discuss any work or personal issues that are an inevitable part of life.

A

Customer and Team Safety Engagement Days

One of the ways we encourage safety on site, is to run engaging and informative safety days. Recently our teams ran a “Safety Survivor Day” inspired by TV series “Survivor.”

This is run as an annual event at our customer farms in Coleambally and staff from all farms are invited to attend. With over 60 individual farms spread over a large area it is a rare opportunity to get so many of the staff together for a day of fun and spread to word of safety.

The staff are placed in small teams and participate in games with a safety focus. Tested on team work, communication and safety knowledge they participate in a “PPE Hunt”, blind fold test, quiz and egg obstacle course. After the local Bunnings team BBQ lunch the final event was for each team to sing a song they had written with a safety theme.

With several presentations being made by the Baiada Farm Managers, Chandler Macleod also presented $300 of awards to those that most embraced the spirit of the day.

One of the ways we encourage safety on site, is to run engaging and informative safety days. Recently our teams ran a “Safety Survivor Day” inspired by TV series “Survivor.”

AHS Safety Awards

Our AHS team believe in the safety of their workers so passionately that they launched the AHS Safety Awards. The AHS Safety Awards is an internal safety recognition program to allow AHS operations and housekeeping managers to nominate their team members (or whole teams) to be recognised for outstanding commitment to safety.

Stretch in Your Career: How to Self Promote Without Feeling Guilty

Sat, 20 Oct 2018 12:28:22 GMT

Self-promotion can feel a bit awkward if you’re not used to it. Women in particular can be less likely to shout out their skills and talents in fear of being perceived as obnoxious or egotistical.

Tory Johnson, the CEO of Women For Hire, says women worry that by self-promoting, someone will wonder “who does she think she is?”

But in the age of professional networking platforms like LinkedIn, self-promotion is becoming more and more common – and important – for everyone.

Your self-promotion should be constructive and balanced; it’s not the same as simply boasting about your achievements and bragging about how great you are. When done right, self-promotion can help you emphasise your value, help others, and build your professional network.

In today’s intensely competitive work world, self-promotion is no longer just a professional responsibility. It’s a career survival skill

Rick Gillis, author of ‘Promote! It’s Who Knows What You Know That Makes a Career’

If tooting your own trumpet doesn’t come naturally to you, don’t fear. We’ve got some tangible tips on how to self-promote to help you stretch in your career – without feeling like you’re showboating.

Prove It with Results

Find the right opportunities to promote yourself, as opposed to patting yourself on the back out of the blue.

Received awesome results on that big project? Got great feedback from a client? Overcome a work challenge? Don’t miss those chances to promote yourself when you really deserve it, and back your triumphs with results or testimonials.

Own It with Enthusiasm

Do you generally feel uncomfortable talking about yourself? Try to think of self-promotion as talking about your workinstead.

If you love what you do and can speak with enthusiasm and passion, sharing your professional accomplishments can become that much easier.

You’re likely to get a more positive response from your audience if you’re sharing your work because you think others will enjoy it, rather than selling yourself.

People who have deep passion for their field and endeavors communicate that with a vitality and energy that speaks volumes about how much they’re connected to what they’re doing.

5 Things Your LinkedIn Profile Reveals About You That You Don’t Want It To, Forbes 2018

Promote Others

Don’t forget to applaud others for their outstanding achievements, too. Giving shout-outs to other people’s awesome work can actually help you out. Not only does it position you as an industry expert who knows good stuff when they see it, it can also help add variety to your feed and increase your professional network.

Sharing other people’s work can also show you’re not intimidated by the competition; you’re confident in what you have to offer. It may also encourage others to reciprocate and sing your praises in return. It’s a classic win-win situation.

A survey conducted by Jobvite revealed 87% of recruiters are using LinkedIn to evaluate and engage talent. Whether you’re brushing up on your self-promotion skills in the hopes of landing your dream job or simply want to cement yourself as an industry expert online, these tips can help you self-promote without feeling like a bragger.

The True Cost of Hiring the Wrong Person

Thu, 20 Sep 2018 04:32:49 GMT

What is the true cost of hiring the wrong person?

Hiring the wrong person doesn’t just affect your bottom line – it can also have indirect costs on your business. Team culture, productivity, and even client relationships can take a hit if you bring the wrong person into the team.

So just how much can a bad hire impact your business? And how can you ensure you find the right fit for a successful hire?

As a business owner or manager, you know that hiring the wrong person is the most costly mistake you can make.

Brian Tracy, motivational speaker and self-development author

Financial Costs

Recruiting and training expenses don’t come cheap. In fact, studies show the real cost of a new hire, in terms of time and money, can be more than 50% of a person’s salary. And a study from the Australian, quoted in Business Review Australia, revealed a bad hire can cost a business up to 2.5 times the salary of the employee.

The financial costs of hiring a bad (or unsuitable) egg can include:

Recruitment advertising fees

Staff time spent on recruitment processes

Salary payments (yes, even if your new employee isn’t a great fit, you still have to pay them for their time)

Education and training

Costs to rehire

Potential legal costs during termination.

A bad hire can cost a business up to 2.5 times the salary of the employee in question.

Workplace Info

Team Culture and Morale

Aside from the obvious financial costs that can come with a bad hire, hiring the wrong person for the job can also put your team’s morale at risk.

The National Business Research Institute report that 37% of companies who reported ‘bad hires’ claimed it negatively affected employee morale and over 18% claimed it had a negative impact on client relations.

If a new employee is underqualified (or simply not pulling their weight) and not adding value to the team, the other teammates often have to pick up the slack. This could lead to resentment of your team’s new colleague.

And if a new employee is simply not a good fit with the company’s existing culture, this can take away the harmony and lead to a tense, negative environment.

Decreased Productivity

Again, if your new hire isn’t quite as qualified as they implied on their CV, the rest of your team could be the ones who have to pay for it with extra effort. This negative impact on productivity could see your other staff working harder to meet KPIs, leading to burnout and loss of productivity.

The time spent rehiring for the position can also lead to other tasks going overdue.

39% of businesses report a decrease in productivity due to a bad hire.

The Costs of a Bad Hire, Global HR Research

Chandler Macleod Group offers psychometric testing to help you gain an understanding of your potential new employees’ behaviours, key motivations, limitations, and development opportunities. Rather than just hiring for skills alone, psychometric testing can help you find the best fit for your team.

Get in touch today to learn more about our staffing and recruitment services.

How To Prepare For These Top Interview Questions

Tue, 18 Sep 2018 12:53:37 GMT

Job interviews can be a stressful time for anyone. From choosing the perfect outfit to ensuring you arrive on time, there are endless things to consider when preparing for an interview.

And while dressing the part and being punctual is important for a great first impression, the best way to get ready for a job interview is to practice your answers to common interview questions.

Anticipating the questions you will be asked at an interview is a critical part of the process of improving the odds in your favour.

John Lees, author of The Interview Expert: How To Get The Job You Want

There’s nothing worse than thinking of a better response to a question once you’ve left the room – except maybe being caught like a deer in headlights and grasping for an answer with no success.

Some interview questions may surprise you, and some may even seem downright odd. When you’re already feeling under the pump, the last thing you need is for an unanticipated question to trip you up.

Avoid nervous umming and ahhing and be ready for tricky open-ended questions with these tips.

“Tell me about yourself?”

Whatever your industry and experience, this question is likely to come up in your interview. And while it may seem like a simple one, finding an answer can be tougher than you think.

This is generally an opening question that helps set the tone for the rest of the interview. So it’s important to mention the standout points you really want your potential new

employer to know about you as a professional.

Don’t

Recite your CV/resume

List your hobbies

Get too personal

Sound robotic and overly rehearsed.

Do

Give a short and enthusiastic response of your strongest selling points

Focus on what makes you a good fit for the role and the company.

Practice until you feel confident, but not so much that you become overly-rehearsed. Interviews are conversations, not wedding toasts.

How To Nail The ‘Tell Me About Yourself’ Question In Your Next Interview, Forbes 2017

“What gets you up in the morning?”

Knowing what motivates and excites you can help your interviewer determine whether you’re a good fit with the company’s culture. This question is a great opportunity to reveal more about yourself and what you value in life.

Don’t

Give a broad response that could apply to anyone (e.g. I love my job)

Say why you’re interested in this specific job – that question will likely come later

Say what you think they want to hear.

Do

Be sincere and honest

Give specific examples and details

Mention professional and personal motivators, but always tie back to your career.

“Where do you see yourself in 5 years?”

While you’re unlikely to get points deducted for not knowing exactly what you’ll be doing in 5 years’ time, your potential new employer wants to know you’re motivated and have ambitions for the future.

They also want to know you’re likely to stick around for a while, and your career goals and expectations line up with the company’s future.

Don’t

Be overly specific (e.g. I want to be a Managing Director living on the coast, with a personal assistant, company car, and a salary of over $100K)

Share your plans to open your own business or go back and study for a different industry.

Do

Show your enthusiasm for the job as a good opportunity for your future

Stress your interest in a long-term career with the company.

“What are your weaknesses?”

This question is a great way to reveal some of your personality traits, skills, and habits in the workplace. It’s also a good opportunity to give the interviewer some insight into your self-awareness and eagerness to grow and improve.

While you don’t want to come across as arrogant or dishonest by saying you don’t have any weaknesses, you should be careful with the ones you choose to share.

Don’t

Say you don’t have any weaknesses

Do

Draw on examples relating to skills/habits or personality traits

Turn negatives into positives (e.g. I’m a naturally shy person, but have made a habit to start conversations in group settings in order to overcome this and become more confident participating and contributing in team projects).

Mentally Safe Workplaces – how managers, leaders and staff can develop them

Tue, 18 Sep 2018 04:39:19 GMT

RUOK? Are you okay? It’s a simple question. But it has the power to change someone’s day, and in some cases, save someone’s life. Checking in with colleagues and employees is a vital part of creating a mentally safe workspace and leaders today, more than ever, should be looking for ways to make sure staff are not suffering in silence.

In light of RUOK? Day this Thursday September 13, we wanted to highlight a few ways that managers and colleagues can create a mentally healthy workplace and remove the stigma of asking for help – after all, with around 1 in 5 people experiencing a mental illness in Australia each year, it’s likely you, a colleague, a family member or a mate will be affected at some point in your lives.

Each year, approximately one in every five Australian’s will experience a mental illness – Mindframe, NSW

RUOK? Day is an excellent opportunity for workplaces to help address a problem that touches more people than you might think.

So, what can workplaces and managers do to encourage a mentally safe workplace?

Prioritise Mental Health in Your Organisation

Most organisations are likely to have workplace safety practices in place which highlight the importance of staying safe at work – but less workplaces can be found putting the same focus on mental health, despite the fact that 7,200 Australians are compensated for work-related mental health conditions each year ( Safework Australia ).

There are a multitude of different services and processes that organisations can put in place to make mental health a priority. Here at Chandler Macleod, we utilise All of Me , an E-Mental Health platform to help educate staff on the signs to look for in mates and work colleagues, and how to ask for help. But your organisation may choose to sit down and come up with some other strategies which will work within the context of your industry and workplace.

Prioritise Your Own Mental Health

Leaders are in the prime position for creating a culture which supports healthy mental work practices. Taking up flexible work offerings, leaving on time and creating reasonable working timelines are all things which leaders can do to maintain a good work/life balance and encourage workers to do the same. Of course, a certain amount of workplace stress is to be expected, but if you as a manager are often ‘burning the midnight oil’ you may want to take a step back and look at the message that is sending to your staff.

Have Open and Honest Conversations

www.headsup.org.au suggests that open and honest leadership is a key sign of a mentally healthy workplace. If staff are comfortable confiding in their managers if they are struggling, they are more likely to clear the air and allow some steps to be put into place to avoid issues culminating in excessive sick days or stress leave. Here’s a few suggestions for checking in with your staff:

Have regular 1:1’s where you share any stress you are feeling and what you do to destress

Offer the occasional ‘work from home’ day for staff to reduce the pressure of everyday life

Check in with employee’s workload to see if they are feeling overburdened or overstressed

Ask staff what would help them to manage stress during the work day

Encourage staff to take a break from their desk regularly, and go for a walk around the block to get away from the screen.

Start a Conversation

The primary way you can participate in RUOK? Day is by starting a conversation. It’s that simple. If you suspect a friend at work is struggling, ask them if they are okay. Listen to them and talk openly about how they could approach the issues they are facing – if they are comfortable.

www.RUOK.org.au provide a range of resources to help workers start conversations within the workplace – they step through how to ask and what to do if they don’t want to talk. Opening the dialogue can be different – but if you change someone’s life, you’ll never regret taking the time to ask.

How to Retain Staff by Improving Morale

Sun, 16 Sep 2018 06:17:18 GMT

Why You Should Worry About the Staff That Stay, Not The Staff That Leave

Is your business experiencing a high staff turnover? While it may be easy to assume that any problems are leaving with the departing staff, this is generally not the case.

In fact, if you have staff dropping like flies, it’s possible low morale is an issue in your business. And when staff are quitting due to low morale, this can further decrease the spirit of your remaining staff. This downward spiral of increasingly high turnover and lower morale is something every business wants to avoid.

High employee turnover costs more than staff morale; it can be financially costly for your business, too. The expense of new inductions can take a toll on your bottom line – especially if it’s becoming a regular practice. Not to mention the productivity lost due to low motivation.

Follow these tips to improve staff morale and reduce employee turnover for a happier, healthier business.

High employee turnover reflects on low morale and lack of motivation.

Effectiveness of Employee Cross-Training as a Motivational Technique, Vidya Gawali 2009

Confronting the Issue

Is your recent high staff turnover the pink elephant in the room? Avoiding the topic won’t help. In fact, it may make your remaining employees think you don’t care about your staff. The best way to address the issue is to tackle it head-on.

Encourage Communication

You may be surprised at just how much is going on behind the scenes among your staff. Opening channels for communication is a great way to encourage your employees to share their experiences and concerns. Chances are they’ll have some valuable insight to share to help you understand what’s working and what isn’t.

Whether it’s a group meeting, one-on-one discussions, or an anonymous online forum, opening a dialogue with your staff to provide honest feedback is the first step to addressing those underlying issues.

Address Negative Factors

Once you’ve received the information you need, you can start to take note of what’s causing dissatisfaction, and work toward addressing these negative influences to prevent further voluntary terminations.

By prioritising employee morale, employers acknowledge the importance of staff contributions on a personal and professional level.

How Positive Employee Morale Benefits Your Business, Forbes 2017

Maintaining Staff Morale

It can be easy to get caught up in the stress and busyness of managing a business – but that’s no excuse for not checking in with your staff. Happy staff are productive staff, and employee motivation starts with morale.

Recognise and Reward Outstanding Performance

If someone is going above and beyond, tell them. If someone has nailed a pitch or delivered high-quality work, let them know you appreciate it.

It’s important for your employees to know their efforts are acknowledged and appreciated, so start adding some kudos to your all-staff emails or Friday meetings to end on a positive note and motivate your staff to keep it up.

Encourage a Work/Life Balance

Working your employees to the bone won’t get you anywhere – nor will a culture that glorifies overtime. While productivity may be strong in the short-term, it won’t be long before quality slips and morale diminishes.

Encourage a work/life balance by delegating fair workload schedules and hiring help when it’s needed.

Learn how to encourage workplace flexibility and lead by example with these tips from Chandler Macleod.

A survey conducted by Chandler Macleod in 2017 found that leaders are often not aware of their employees’ concerns.

Ace Your Interview With These Behavioural Tricks

Fri, 24 Aug 2018 04:48:16 GMT

Preparing for a job interview can be stressful, especially when you have your heart set on the position.

We’ve all been there: pounding heart, sweaty palms, stumbling words. Interview jitters can happen to anyone – whether you’ve experienced one interview or 100.

Unfortunately, our learned lack of self-confidence is harmful at the most important times in life, like interviewing for a job you want and need.

Get That Job! Nine Ways To Interview With Confidence, Forbes 2013

Don’t let nerves get in the way of a great interview. These behavioural tricks will have you feeling (and looking) more confident as you walk through the door.

Practise Meditation and Mindfulness

Nerves can get the best of anyone during an interview. If you’re trying hard to hide your anxiety, you might find yourself struggling to answer questions confidently – or at all.

Meditation and mindfulness can help you relax and get your head in the right space. No, you don’t need to sit in silence with your legs crossed for hours on end; some simple breathing exercises and positive affirmations can go a long way.

Try This

Find a quiet place.

Sit or lie down, get comfortable, and be still.

Close your eyes.

Breathe slowly and consciously, and pay attention to how it makes your body move.

If you like, you can repeat a mantra such as I am confident and capable, or whatever works for you.

Do this for 5-10 minutes.

You can do this at home or even on your way to your interview (just be sure to skip the ‘close your eyes’ step!).

Mindfulness meditation has long been known as an antidote for anxiety.

How Does Meditation Reduce Anxiety at a Neural Level?, Psychology Today 2013

Be Conscious of Your Body Language

The success of your job interview doesn’t rest solely on the things you say. You should also be conscious of how you present yourself through your body language.

Before and during your interview, don’t just concentrate on the words. It’s important to be aware of what your handshake, posture, and eye contact is communicating. Albert Mehrabian’s 7-38-55 Rule of Personal Communication shows body language accounts for 55% of how we communicate. Positive body language will help create a positive impression – and help you seem more confident.

Research by the University of Melbourne shows a strong correlation between self-confidence and workplace success.

Try This

Maintain good posture by standing/sitting tall and keeping your shoulders back.

Greet your interviewer with eye contact, a smile, and a firm (but not aggressive)

Look your interviewer in the eye during your conversation.

Don’t fidget – rest your hands in your lap or on the table, and keep both feet flat on the floor.

Avoid folding your arms across your chest, as this can signify discomfort and insecurity.

Speak in a clear and controlled voice – don’t rush through your answers.

Smile when appropriate.

An American survey shows 67% of hiring managers named failing to make eye contact as one of the biggest mistakes to make during an interview, along with failing to smile (39%), having bad posture (30%), fidgeting too much (30%), and having a weak handshake (21%).

Being natural and confident with your body language can create a good first and lasting impression.

Chandler Macleod provides expert personal and professional advice to job seekers. If you’re currently in the job-hunting process, discover our helpful resources for tips on everything from resume writing to salary negotiation.

If you’re not making it to interview stage, you may want to read Is Your Online Presence Affecting Your Job Hunt?

How To Resign And Keep Your Network Clean

Mon, 20 Aug 2018 04:52:37 GMT

Resigning from a position you’ve been in for some time can almost feel like a betrayal to your employer. Saying goodbye to a seasoned employee can be tough for some bosses, so it’s important to handle the process with some sensitivity – and etiquette.

The last thing you want is to destroy the valuable networks and burn the bridges you’ve spent time building while you’ve been in the position. Here’s how to resign and keep those bridges standing strong (and opportunities coming your way).

Tell Your Boss in Person

Don’t let your boss find out about your intention to leave through office whispers. The best way to break the news to your employer is to announce it to them in person. A phone call or email won’t cut it.

Yes, you will generally need to submit a formal letter of resignation for the sake of formality, but you should book in a personal conversation with your manager before handing in your letter or telling a chatty colleague about your departure plans.

Keep It Professional and Positive

This isn’t the time to air your complaints or scorn your manager or colleagues – even in your exit interview. No matter your reasons for leaving, remain professional and stay positive and constructive until the very end.

You could need them for a good reference, or even end up working with them again someday, so don’t make the mistake of leaving in bad spirits.

There is no upside to bashing the company you are exiting. None.

Dana Manciagli, author and global career expert

Offer to Stay and Train Your Replacement

Help make the transition as smooth as possible by offering to stay a little longer than your notice period (if your new position allows it) to train your replacement.

Your behaviour during your final weeks can have a large impact on your future references. Complete your handovers and tie up any loose ends, and don’t be tempted to take long lunches or use up your sick leave just because. This will be a huge help to the company and will leave a positive lasting impression.

Express Gratitude

Another easy way to leave a good impression is to express your thanks. Regardless of whether you’re jumping for joy or genuinely sad to leave, you should be grateful for the good parts, and let it be known.

Thank-you notes are a simple way to express gratitude to your manager, mentors, and colleagues.

Chandler Macleod Partners Beon to Unleash a Diverse, Local Workforce on one of Australia’s Largest Solar Farms

Sat, 18 Aug 2018 06:28:46 GMT

Chandler Macleod group are proud to have been involved in developing a truly diverse and local workforce in partnership with Beon Energy Solutions and Mildura Rural City Council on what will be one of Victoria’s largest solar farms (112MW).

Sunlight is a major source of renewable energy, and harnessing this energy is of growing importance to Australia given the environmental benefits in cutting down on traditional fossil fuels. It should come as no surprise then, that it is one of the fastest growing energy sectors as a global source of power 1 . The Victorian farm is remotely located in North West Victoria, is Australia’s top solar spot due to a combination of the state’s highest solar exposure and highest average sunshine hours.

Minister Lily D’Ambrosio talks with the Chandler Macleod construction team

With growth comes opportunity, in this case, an opportunity to unleash the potential of a diverse workforce with the capability to deliver this massive solar farm development. We were tasked with recruiting and employing a diverse and strictly local workforce of over 200 people. To create this diversity, we partnered with six local community groups to deliver a skilled and local workforce.

Our focus was to recruit local skilled workers from a variety of different backgrounds inclusive of Aboriginal and Torres Strait Islander people, mature-aged workers, long-term unemployed and female workers (traditionally challenging in a male dominated construction industry). We are delighted to report that we delivered a truly diverse and skilled workforce:

24% aged over 45 years
5% female and
17% of Aboriginal and Torres Strait Islander background

Local key stakeholders have acknowledged to Beon that Chandler Macleod are leading the marketplace in the delivery and management of strong, diverse, local workforces by working closely with the local communities.

This week Beon welcomed Minister Lily D’Ambrosio to their solar farm in sunny Mildura where she toured the site and met with the workforce and engaged the traineeships and electrical apprenticeships program Chandler Macleod developed with Beon, Sunraysia TAFE and Sarina Russo.

Ms D’Ambrosio said:

“The Karadoc solar farm is a great example of a renewable energy project delivering cleaner energy, local jobs and economic growth.”

Chandler Macleod are delighted with the ongoing success of this partnership with Beon and are looking forward to unleashing more local talent potential across Australia’s burgeoning solar farm industry.

Minister Lily D’Ambrosio with part of our local Chandler Macleod workforce

The Chandler Macleod team and members of our traineeship program met with Minister Lily D’Ambrosio this week

Psychological Wellbeing: Three Faces of Stigma

Sat, 28 Jul 2018 05:01:00 GMT

We know that hiding psychological illness can lead to tragic outcomes. Studies show nearly 8 people take their own lives every day in Australia. That’s almost 3,000 preventable deaths per year.

Immediate family and close friends aren’t the only ones who experience the effects of suicide. The ripple effect of suicide reaches the wider community, including workplaces.

And the associated pain and impact is not a one-off event; it’s something we all carry for the rest of our lives. The haunting thought and feeling that we could have done something. If only such and such hadn’t happened. If only they had asked for help.

While there’s no easy fix to this complex issue, reducing the stigma associated with psychological illness is an important step in the right direction.

Stigma can be broken down into three categories: structural, public, and personal.

Structural Stigma

Structural stigma relates to government social policies. Australia has been proactive in this regard, creating legislation aimed at unacceptable workplace behaviours and discrimination.

Still, legislation is a blunt instrument that can only do so much, and the lack of certain legislation preserves structural stigma.

Mental health policies in Australia and comparable countries have acknowledged the need to tackle stigma, but the challenge remains to translate these policies into effective action.

A Life Without Stigma, SANE Australia 2013

Public Stigma

Public stigma surrounding psychological illness is primarily the result of stereotyping.

While we would all like to think this type of stigma is in decline, concerns around unpredictability and competence too often lead to subtle yet active discrimination. This discrimination can take the form of exclusion from employment or social opportunities.

Stigma and discrimination can have a significant impact on people with depression and anxiety and their family and friends. The greatest impact appears to be related to personal relationships and employment.

Stigma and Discrimination Associated With Depression and Anxiety, Beyond Blue 2015

Personal Stigma

Like any form of discrimination, exposure can result in internalisation, leading to development of ‘personal stigma’.

People living with psychological illness can begin to take on the negative thoughts of others. This can lead to harmful thoughts including an inability to recover and thinking they are not worthy of care, or taking responsibility for their own illness, as if having the illness is a cognitive choice.

Being subject to public stigma can result in individuals experiencing decreasing levels of self-esteem, shame, lack of motivation, and belief that they are beyond recovery.

It’s no wonder so many people (some experts believe up to 50%) hide their illness, believing it will reduce potential discrimination and increase opportunity.

This is everyone’s issue and one of our absolute priorities.

Research indicates that mental illness-related self-stigma is associated with hopelessness, poorer self-esteem, dis-empowerment, reduced self-efficacy, and decreased quality of life.

Mental Illness-Related Structural Stigma: The Downward Spiral of Systemic Exclusion Final Report, Mental Health Commission of Canada 2013

‘All of Me’: Part of the Solution

To reduce the negative effects of depression, substance misuse, anxiety disorders and work-related stress, a three-pronged approach is required:

Reduce stigma
Train employees in mental health literacy
Promote help-seeking.

By making available online mental health self-assessment through the ‘All of Me’ mental health application, Chandler Macleod is taking a proactive approach to employee mental health and wellbeing.

Chandler Macleod was shortlisted as a 2018 finalist in the Recruitment, Consulting and Staffing Association’s (RCSA) Awards in the area of safety and risk management for our proactive adoption of All of Me. Our collaboration with Tap into Safety and Edith Cowan University is designed to provide results and analysis of the All of Me mental health application.

Respondents showed a high-level agreement that they felt All of Me had increased their awareness of the importance of addressing mental health behaviour and increase their knowledge and understanding of mental health behaviour.

Analysis of the All of Me Mental Health Application, Edith Cowen University 2017

To learn more about the All of Me online employee mental health program and how it can improve your workplace mental health culture, contact Chandler Macleod today.

To read more in our series of Psychological Wellbeing:

Psychological Wellbeing; The bottom line

Psychological Wellbeing; she won’t always be right, mate

Psychological Wellbeing; resilience and stress

Psychological Wellbeing; closing the gap

Written by Gary Whittaker – General Manager – Staffing Services WA, Chandler Macleod Group

Psychological Wellbeing: The Bottom Line

Mon, 18 Jun 2018 05:12:36 GMT

So many things in business come down to the bottom line.

Did we meet budget?

Did we deliver in line with market forecasts?

With safety, the ‘bottom line’ should never be the bottom line. While staying on top of direct costs is critically important to financial outcomes, the real bottom line for all of us is to have every employee return home safely to their family, friends and loved ones after their swing or shift. No exceptions. Ever.

Like most organisations, physical safety has been our primary focus for many years – from identifying and managing hazards and risks, to working with our customers to ‘engineer them out’ where practical, and training our employees to drive a culture of ‘zero harm’.

Statistics show from 2012-2016, the average number of suicide deaths in Australia per year was 2,795.

That’s nearly 8 preventable deaths every day – that’s the bottom line.

Our young Indigenous males have a higher per capita suicide rate than any other group of people globally – that’s the bottom line.

Disproportionate numbers of ‘blokey blokes’ who are reluctant to reach out for help, as well as people with disabilities, LGBTIQA+ people, and those working away from their support networks and loved ones for extended periods of time, are taking their lives – that’s the bottom line.

The Social Impact

Suicide is something that impacts all of us, but it’s often the least privileged, least fortunate, and the marginalised (the treatment of whom defines our very society and, by extension, our companies and ourselves) that are the most at risk.

Depression, anxiety, and stress are legitimate medical conditions. Removing the stigma around talking openly about mental health is key. Educating people about the warning signs for both self-assessment and awareness of those around us is critically important. Equally important is making people aware of the support available to them.

Almost half (45%) Australians will experience a mental illness in their lifetime, but more than half (54%) of those with mental illness do not access any treatment.

Facts and Figures About Mental Health, Black Dog Institute

The financial impact of psychological wellbeing – or more specifically, its counterpoint – while not the ‘bottom line’, is still very significant.

The Financial Impact

Safe Work Australia reports 6% of workers’ compensation claims in 2017 related to psychological injury, accounting for 18% of the value of workers’ compensation payments.

Mental stress claims are the most expensive form of workers’ compensation claims because of the often lengthy periods of absence from work typical of these claims.

The Incidence of Accepted Workers’ Compensation Claims for Mental Stress in Australia, Safe Work Australia 2013

This statistic may be wildly underestimated depending on classifications, as psychological injury and PTSD can (and so often do) arise from a physical injury.

Data from the Australian Bureau of Statistics found 60% of employees eligible for workers’ compensation reported they experienced mental stress but did not apply for workers’ compensation.

Several major insurers have advised us that at some point in the near future, the financial costs associated with psychological injuries may well exceed those of physical injuries.

Add in the millions of hours of lost productivity through absenteeism, presenteeism, the impact on workplace culture, and the risk associated with people performing dangerous tasks while suffering from undiagnosed and untreated depression, anxiety and stress; the tangible financial benefit of getting it right or at least making improvements is paramount. The costs run into billions.

More specifically, PwC estimates the cost to be in the vicinity of $10.9 billion annually. And that’s just in Australia.

‘All of Me’ and Chandler Macleod’s Commitment to Mental Health

Chandler Macleod encourages all businesses to consider the real bottom line and adopt effective mental health initiatives in the workplace.

Together with Tap into Safety and the ‘All of Me’ mental health application, we continue to deliver strong results, with more people seeking help and accessing our Employee Assistance Program having interacted with the second module on ‘Stress and Alcohol’.

Chandler Macleod was shortlisted as a 2018 finalist in the Recruitment, Consulting and Staffing Association’s (RCSA) Awards in the area of safety and risk management for our proactive implementation of All of Me and collaboration with Tap into Safety and Edith Cowan University to provide results and analysis of the All of Me program.

We believe All of Me to be an amazing e-mental health tool, which as part of a comprehensive mental health program, can start driving much needed industry improvement in this area.

Gary Whittaker, General Manager – Staffing Services WA/SA/NT, Chandler Macleod Group

E-mental health is just one part of this. Mental health first aid is just one part of this. Leadership training is just one part of this.

As individuals and organisations, we can be the change that we want to see in the world.

To learn more about the All of Me application and how it can promote an active approach to mental health and suicide prevention in your business, contact Chandler Macleod today.

You may also be interested in our recent series on mental wellbeing:

Psychological Wellbeing; She won’t always be right, mate

Psychological Wellbeing: Resilience and Stress

Psychological Wellbeing: Suicidal Thoughts and Self-Harm

By Gary Whittaker, General Manager – Staffing Services WA, SA & NT & Quentin Hearn, Group Manager OHS, Chandler Macleod

Chandler Macleod Group Embraces Digital Mental Health Platform to Improve Staff Wellbeing

Thu, 14 Jun 2018 05:17:14 GMT

When it comes to the wellbeing of employees, the ‘bottom line’ is not the bottom line. All businesses want their employees to return home safely to their family, friends and loved ones after every shift. No exceptions. Ever.

Almost 3,000 avoidable deaths in Australia result from people taking their own lives each year. That’s nearly 8 preventable deaths every day – that’s the bottom line.

The Cost of Keeping Quiet

It’s been reported that 6% of workers’ compensation claims in 2017 related to psychological injury, accounting for 18% of the value of workers’ compensation payments.

Add to this the endless hours of lost productivity through absenteeism, presenteeism, the impact on workplace culture, and the risk associated with people performing dangerous tasks while suffering from undiagnosed mental health conditions; the financial benefit of making improvements is major. And the costs of ignoring the issue run into billions .

‘All of Me’: An Effective Workplace Mental Health Initiative

In conjunction with Edith Cowan University, Chandler Macleod conducted the largest ever study of the veracity of an e-mental health tool, Tap into Safety’s ‘All of me’ application.

All of Me was designed as an early-intervention software solution for the workplace. The online platform educates and increases mental health literacy, providing ‘one click away’ help and support.

Chandler Macleod initially implemented the All of Me application across WA, SA, and NT with 3,000 employees accessing training modules over a 6-month period. They have since implemented nationally across the entire internal and external workforce.

The intention was to reduce the stigma associated with mental health, train employees in mental health literacy, and promote help-seeking. The ethos was that if just one person in need reaches out for help, it will have been worthwhile. In the last 12 months across WA, SA and NT, the number of people accessing Chandler’s EAP services has increased tenfold. All of Me continues to gain interest from customers, suppliers and industry peers.

We believe All of Me to be an amazing e-mental health tool, which as part of a comprehensive mental health program, can start driving much needed industry improvement in this area.

Gary Whittaker, General Manager – Staffing Services WA/SA/NT, Chandler Macleod Group

It’s fair to say Chandler Macleod’s involvement with All of Me has turbo-charged the development of the platform.

Following the proactive adoption of the online mental health platform, Chandler Macleod was named as the Health Category winner in BHP’s Western Australia Iron Ore’s vendor health and safety awards. They were also shortlisted as a 2018 finalist in the Recruitment, Consulting and Staffing Association’s (RCSA) Awards in the area of safety and risk management.

Psychological wellbeing in the workplace is an area where collaboration and cooperation need to transcend competition. The bottom line is, businesses need to put mental health at the top of the agenda.

To learn more about the All of Me application and how it can help improve your business’s mental health culture, contact Chandler Macleod today.

Read our recent articles on Psychological Wellbeing:

Psychological Wellbeing; She won’t always be right, mate

Psychological Wellbeing: Resilience and Stress

Psychological Wellbeing: Suicidal Thoughts and Self-Harm

Psychological Wellbeing: Closing the Gap

Psychological Wellbeing: Suicidal Thoughts and Self-Harm

Tue, 12 Jun 2018 05:49:25 GMT

With suicide rates remaining at high levels, mental health and worker wellbeing is increasingly on the radar for businesses.

Studies show early intervention and mental health support are essential to preventing suicide. The Australian Bureau of Statistics (ABS) reported that there were 2,866 deaths by suicide in 2016 – a slight decrease from a 10-year high of 3,027 in 2015.

The most common mental health disorders among workers are depression, substance misuse, anxiety disorders, and work-related stress.

Australian Bureau of Statistics, March, 2016

For every death by suicide, it’s estimated that as many as 30 people attempt to end their lives – around 85,980 a year. Around 13,545 workers engage in non-fatal suicidal behaviour each year, with 2,303 resulting in full incapacity and 11,242 needing a short absence from work.

Key statistics:

For the first time in 2015, over 3,000 Australians died from suicide in just one year.
High-risk demographics include males between 30 and 54, and females between 45 and 49.
Aboriginal and Torres Strait Islander people are twice as likely to die by suicide compared to non-Indigenous people.
There has been an increase in suicide deaths for females between 15 and 19.
Construction workers are a specific high-risk demographic.

The Ripple Effect

It’s not just immediate family and close friends of a person who has died from suicide who are affected. In the study, The Ripple Effect: Understanding the Exposure and Impact of Suicide in Australia , it is revealed that the effects of suicide can reach further in the community than you may think.

Key statistics:

89% of survey respondents reported they had been exposed to at least one suicide attempt.
85% reported they had been exposed to a suicide death.
2% reported attempting suicide themselves.
32% of respondents were “very close” to the person who died.
37% reported the death had significant and devastating effects that they continue to experience.
Most common reported losses were of friends, acquaintances, and brothers.

This study demonstrates the effects of suicide on the wider community, including workplaces.

An Increasing Need for Suicide-Prevention Initiatives

Other research published in BMC Public Health suggests the need for suicide-prevention initiatives to take an industry-wide focus and address suicide at three levels:

Primary level to reduce risk factors for suicide and promote protective factors
Secondary level to ensure people are supported and able to access help when they need it
Tertiary level to providing treatment for those at acute risk and rehabilitation back into work.

Stigma and fear are reasons behind a lack of help-seeking, particularly among males with respect to health problems. Interestingly, it was colleagues at work that played an important supportive role in listening, advising, and comforting the workers before they took their own lives. This finding supports the idea of the potential for these people to act as ‘gatekeepers’.

Gatekeepers are people who are able to identify, provide support for, and connect those at risk of suicide with ongoing professional care. Utilising people in the workplace in a gate-keeping role would require equipping them with specific training in mental health first aid , at the very least.

Pedro Diaz from the Workplace Mental Health Institute notes a lack of information for businesses to ‘future proof’ and proactively prevent suicide attempts. He suggests that as managers:

You need information as to the state of your workforce. It’s also a human problem. It impacts the productivity of a team – it’s going to operate in a sluggish way.

Pedro Diaz, Founder, Workplace Mental Health Institute

‘All of Me’ – A Proactive Approach to Mental Health and Suicide Prevention

Chandler Macleod partnered with Tap into Safety and All of Me, an e-mental health application, to launch a module, Suicidal Thoughts and Self-Harm, following previous modules, Organisational Change and Burnout, Alcohol and Depression, and Relationship Breakdown.

We were very conscious of not leading in with this particular module, despite its commissioning being at the core of why we launched our All of Me program.

Familiarising our employees with the application through less emotive topics and triggers of depression, anxiety and stress, was a very deliberate strategy in building up to this topic.

The All of Me app takes a proactive approach, engaging the user in animated scenarios to build awareness of symptoms and responses to poor mental health in others (and themselves). The “gamification” of this app encourages the user to suggest solutions during the animated scenarios and participate in a self-assessment.

Chandler Macleod was an early adopter of the use of this online platform for monitoring mental health, and the first commercial business and recruiter in Australia to use this platform. We have been shortlisted as a 2018 finalist in the Recruitment, Consulting and Staffing Association’s (RSCA) Awards in the area of safety and risk management for our proactive adoption of All of Me and collaboration with Tap into Safety and Edith Cowan University to provide results and analysis of the All of Me mental health application.

Respondents showed a high-level agreement that they felt All of Me had increased their awareness of the importance of addressing mental health behaviour and increased their knowledge and understanding of mental health behaviour.

Quentin Hearn, OHS Manager, Chandler Macleod Group

To learn more about the All of Me e-mental health tool and how it can cultivate a proactive approach to mental health and suicide prevention in your business, contact Chandler Macleod today.

View the first article in our series: Psychological Wellbeing: Closing the Gap

Written by Gary Whittaker – General Manager – Staffing Services WA, SA & NT, Chandler Macleod Group

Psychological Wellbeing: Resilience and Stress

Tue, 12 Jun 2018 05:43:40 GMT

Stress is an inevitable part of work.

Our eyebrows furrow when we get tight deadlines.

Our chest constricts when a client meeting doesn’t go the way we expect it to.

Our grip tightens on the mouse when we realise we’ll have a higher workload than we are used to.

Mental stress costs Australian businesses almost $15 billion per year – both in absenteeism and lost productivity during presenteeism(1).

These are examples of the external stressors we face every day when we go to work – the ones that slowly build over time. In moderation, a bit of pressure at work is fine. In fact, our bodies are designed with the natural ability to respond to stress .

Everyone has coping mechanisms in place to deal with stress. But we all have a different breaking point – a line where the pressure becomes too much for us to handle. So, what determines how much stress we can cope with before we cross that point?

This is where psychological resilience comes in.

Psychological Resilience in the Workplace

Think of psychological resilience as a balloon, and stress as the air that fills it. The more stressors we receive, the more pressure we feel. Fortunately, most of us have the capacity to withstand the pressure – we expand; we stretch our mental resources to deal with the stressors that fill our lives.

This balloon-like capacity to cope with stress and bounce back from setbacks is our psychological resilience. But ask anyone who has had a balloon burst on their face while blowing it and they will tell you: some balloons can handle more pressure than others.

So, what exactly determines our individual resilience against adversity?

Research has identified a number of protective factors that determine how resilient we are:

Coping Skills
Our ability to “look on the bright side” of things, or regulate our own emotions.

Sense of Control
The degree to which we feel in control of our lives and the things we can achieve (psychologists call this self-efficacy).

Social Support
The degree to which we have support from our friends and family.

How well we’re able to handle stress depends on the extent to which we’re able to tap into and use these factors. But what happens when our resilience is low?

In 2014, one in five Australians (21%) reported that they had taken time off work in the past 12 months because they felt stressed, anxious, depressed or mentally unhealthy(2).

For most of us, the stress we experience at work starts small and slowly builds over time (with occasional spikes that momentarily stretch our capacity). But for some, psychological resilience can be a matter of life or death.

In 2015, firefighting was listed as one of the most stressful occupations , with suicide deaths reported at a staggering rate in Australia. Due to the critical nature of their work, the stresses faced by our triple-zero heroes are significantly amplified.

The consequences of not being able to cope with high pressure or high-stress work environments are mentally harmful, and potentially fatal. Every organisation has a duty of care to make sure their employees can cope with the pressure put on by their work environment. How can organisations overcome this and reduce this risk?

The solution is twofold:

Resilience Training
Studies have proposed that training people with coping skills can enhance their resistance to workplace stress and increase the frequency of help-seeking behaviour.

Select the Right Balloons
You know the old saying: prevention is better than cure. With the help of psychometric testing , organisations (especially those involving high-stress environments) can reduce the risk of negative mental health consequences associated with workplace stress by recruiting people who possess levels of psychological resilience that match the role’s environment and tasks.

‘All of Me’: Helping Businesses Identify and Address Early Indicators of Stress, Anxiety, and Depression

Psychometrics have become increasingly sophisticated over recent years, with new tools and technologies enabling us to look beyond surface level characteristics and ‘types’, to assess for deeper indicators of psychological health (e.g. resilience, emotional control, social sensitivity, and the capacity to proactively bounce back from setbacks and obstacles).

We’re also seeing an increasing trend to utilise psychometrics to inform and support resilience and wellbeing development programs for existing employees within organisations. With continued use over time, organisations can utilise psychometrics to identify and support those who may be at risk, while building an increasingly resilient workforce.

Chandler Macleod Group (CMG) has collaborated with Tap into Safety to make available online mental health self-assessment through the All of Me mental health application .

CMG has been shortlisted as a 2018 finalist in the Recruitment, Consulting and Staffing Association’s (RSCA) Awards in the area of safety and risk management for their proactive implementation of All of Me and collaboration with Tap into Safety and Edith Cowan University to provide results and analysis of the All of Me mental health application.

We believe All of Me to be an amazing e-mental health tool, which as part of a comprehensive mental health program, can start driving much needed industry improvement in this area.

Gary Whittaker, General Manager – Staffing Services WA/SA/NT, Chandler Macleod Group

The team has been recognised for their fantastic work with the ‘All of Me’ program, which focuses on a proactive approach to mental health management in the workforce.

To learn more about how the All of Me mental health application can improve your workplace mental health culture, contact Chandler Macleod today.

View our other articles on Psychological Wellbeing:

Psychological Wellbeing: Closing the Gap

Psychological Wellbeing: Suicidal Thoughts and Self-Harm

Written by Jamie Greer – General Manager – Assessment, Chandler Macleod People Insights & Gary Whittaker – General Manager – Staffing Services WA, SA & NT

References

1.The Cost of Workplace Stress in Australia, Medibank Private Limited 2008

2. State of Workplace Mental Health in Australia, beyondblue 2014

Psychological Wellbeing: She Won’t Always Be Right, Mate

Tue, 12 Jun 2018 05:27:01 GMT

“She’ll be right, mate.”

It’s a phrase you’ve likely said or heard many times. This very ‘Australian’ saying conveys our laid back culture and sense of optimism. But there’s a darker side to this: avoidance.

We need to reframe how men (and society as a whole) think of depression and anxiety. Currently it sits as an ‘unthinkable’, ‘woolly’ area that is too often ‘best ignored’.

Men’s Help Seeking Behaviour, Beyond Blue 2012

“Don’t worry about it.”

“Don’t think about it.”

And most of all, “Let’s not make a big deal out of it.”

Men (Australian men, in particular) have been refusing to make a big deal out of it for too long. It’s time we realised that sometimes it is a big deal, and sometimes it won’t be right.

It is mental illness and the undeniable reality that men suffer mental health issues. Sadly, men often suffer mental health issues in silence, scared and conditioned by traditional and colloquial expectations of the ‘Aussie male’.

This needs to change.

Men are at the greatest risk of suicide but least likely to seek help.

Facts and Figures About Mental Health, Black Dog Institute

We are continuously bombarded by public health campaigns surrounding speeding, drink driving, smoking, and even junk food… but mental health or suicide? It barely gets a mention.

Each year, one in every five Australians aged 16-85 experiences a mental illness . It’s almost guaranteed that you or someone close to you will suffer a mental illness in your lifetime. Mental illness doesn’t discriminate; men, women, young, old – anyone can be affected, at any time. Most of us will know of someone who has committed suicide. Yet we stay silent.

Men’s Mental Health: Let’s Break the Silence

Men are less likely than women to seek help for a mental health issue. Worse, the majority of men dealing with mental health issues like depression don’t even talk about it with their mates or families, let alone seek medical assistance. Traditional male stereotypes don’t allow for weakness, preferring to dismiss the challenges associated with family, career, etc. with a flippant and offhand comment: “She’ll be right.”

Many young men will experience some form of mental ill-health but proportionally few of them will access mental health services or receive appropriate treatment. Notions of masculinity and social pressures exerted by traditional masculine norms can contribute to experiences of mental ill-health and reluctance to seek help.

Keeping It Real: Re-imagining Mental Health Care For All Young Men, Orygen, The National Center of Excellence in Youth Mental Health 2017

I was fortunate. My wife dragged me off to our GP and put me in a safe environment to discuss my mental health.

I was consciously aware that something had to give, that my ability to switch off was impaired, and that my fight or flight response was basically always in gear. I also knew that positive changes made to my diet, alcohol consumption, exercise regime and sleep patterns were not having the positive impact that they previously had. An intervention was required, and that’s what I received.

Stereotypes paint men as the saviours, not the saved. But the reality is, we all need help and we can all be helpers. So how can we do it?

The first step is bringing the issue out into the open. Let’s start talking about it.

Let’s all commit that we’ll no longer ignore the problem. Let’s all acknowledge that mental health is just as important as physical health. When we feel physically unwell, we might wait a few days before we seek medical assistance, but we pay attention to our illness. We listen to our bodies and we acknowledge that something’s not right. We prioritise out physical health. There is no good reason why we should treat our mental health any other way.

One of the biggest barriers to addressing mental health issues in the workplace is the fear – fear of your mates thinking that you are weak, fear of telling your boss, fear of being perceived as not being up to the task. Perhaps even fear of losing your job.

Admitting mental health issues is confronting personally and, for some, amounts to admitting to not being the full man they like to see themselves as being or want to be.

Men’s Help Seeking Behaviour, Beyond Blue 2012

It is one of our roles as leaders to make mental health part of the conversation at work and tackle that stigma and fear head on. It’s our job as leaders to start the conversation and make it safe to talk about it openly.

So, to get the ball rolling, I’m Gary. In hindsight, my mental health hadn’t been great for nearly 10 years. Following my wife’s ‘intervention’, I attended a couple of counselling sessions, and while I continue to make changes to my diet, alcohol consumption, exercise regime and sleep patterns, I now talk more openly about how I’m feeling.

Medication initially helped me switch off and find a healthier balance. My wife knew to intervene because she had faced her own mental health challenges in the past.Together we have also helped one of our children manage anxiety born from bullying at school.

Whether in our professional or personal lives, it is our role to make mental health a priority.

‘ All of Me’: Bringing Mental Health to the Forefront

Chandler Macleod Group has been shortlisted as a 2018 finalist in the Recruitment, Consulting and Staffing Association’s (RSCA) Awards in the area of safety and risk management for their proactive adoption of an online employee mental health platform ‘All of Me’ and collaboration with Tap into Safety and Edith Cowan University to provide results and analysis of the All of Me mental health application.

This research found female respondents showed a higher level of agreement that All of Me increased their motivation to address mental health issues and to seek further help if required.

Chandler Macleod’s OHS Manager, Quentin Hearn, observes that this statistic, “Appears to support a general view that males find it more difficult to address mental health issues when compared to females.”

Together with Tap into Safety and All of Me, we want to break the silence on men’s mental health and encourage males to feel comfortable discussing their mental health and to seek help when required.

To learn more about how the All of Me mental health application can help your business take a proactive approach to employee mental health and wellbeing, contact Chandler Macleod today.

Read the other articles in our series on mental health:

Psychological Wellbeing: Resilience and Stress

Psychological Wellbeing: Suicidal Thoughts and Self-Harm

Psychological Wellbeing: Closing the Gap

Written by Gary Whittaker – General Manager – Staffing Services WA & Sam Willett – Manager – People and Culture, Chandler Macleod Group

Psychological Wellbeing: Closing the Gap

Sun, 10 Jun 2018 05:56:01 GMT

Chandler Macleod Group has partnered with Tap into Safety to provide ‘All of Me’, a ‘gamified’ mental health platform, to our employees – can it be part of the solution?

The high rates of suicide and disproportionately high rates of incarceration among our First Australians are issues that all governments, in partnership with community, need to work tirelessly to resolve

– Malcolm Turnbull MP, Previous Prime Minister of Australia

The first Australian Youth Development Index (YDI) compiled as part of International Youth Day also raised some alarming statistics on youth suicide. It showed Aboriginal and Torres Strait Islander men aged 25-29 had the highest suicide rates in the world.

Aboriginal and Torres Strait Islander people are nearly three times more likely to be psychologically distressed than other Australians and twice as likely to die by suicide.

– Australian Bureau of Statistics (2015) Australian Aboriginal and Torres Strait Islander Health Survey: First Results, 2012-13

While we know that structural, public and personal stigma associated with psychological illness can have a substantial impact on the wellbeing of those in our community, our Indigenous people face additional social stigma challenges including:

Housing
Education
Health
Training
Incarceration

Added to this is the prevalence of intergenerational trauma, where rates of depression and aspects related to emotional wellbeing are inherited from one generation to the next.

These alarming statistics reinforce the need to further focus on the psychological wellbeing of Aboriginal and Torres Strait Islander people, with consideration of the protective and risk factors facing Indigenous people, as described by ‘beyondblue’:

Protective factors are what Aboriginal and Torres Strait Islander people feel to be strong and resilient and include:

Social connectedness and sense of belonging
Connection to land, culture, spirituality and ancestry
Living on or near traditional lands
Self-determination
Strong Community governance
Passing on of cultural practices

Risk factors that impact on the social emotional wellbeing of Aboriginal and Torres Strait Islander people include:

Widespread grief and loss
Impacts of the Stolen Generations and removal of children
Unresolved trauma
Separation from culture and identity issues
Discrimination based on race or culture
Economic and social disadvantage
Physical health problems
Incarceration
Violence
Substance misuse.

What does this mean for psychological wellbeing and employment?

The harsh reality is, racial discrimination towards Aboriginal and Torres Strait Islander people continues to affect employment opportunities in our community. Recruitment decisions being influenced by unconscious bias and the stigma attached to stereotyping can negatively impact the psychological wellbeing of those involved. Psychological distress associated with this can lead to a lack of confidence and decreased feelings of self-worth, further decreasing the likelihood of those affected to seek help.

In 2011, 1 in 7 Australians reported experiencing discrimination because of their colour or background, and this can influence how conditions such as depression, anxiety and suicide are experienced and how the person goes about seeking help and treatment.

-Markus, A. (2011). Mapping social cohesion. Victoria: Scanlon Foundation.

What does this mean for Chandler Macleod?

With around 275 Indigenous employees across WA, SA and NT – including nearly 10% of our internal workforce – it is paramount we do whatever we can to reduce the stigma and encourage Indigenous employees to reach out for help and access appropriate Employee Assistance Programs (EAPs).

EAP take-up rates across our nearly 20,000 employees nationally have increased modestly in recent years, but still sit at less than 0.17%. This is very concerning given an estimated 20% of the population experience mental health issues at any given time.

While we actively promote that our EAP provides access to Indigenous-specific counselling services, and that it is a service available to them and their immediate family members, Aboriginal and Torres Strait Islander take-up rates have been non-existent.

We have rigorously assessed the e-mental health application ‘All of Me’ on the basis of cultural sensitivity and neutrality, and have spent significant time encouraging all employees to complete the initial training modules, reinforcing at every opportunity that anonymity is maintained unless they specifically reach out for help. At the front-end of the training modules, we deliberately ask for some non-personally-identifying demographic information, including gender, ethnicity, industry, and roster pattern.

Encouragingly, around 7% of completions thus far have been made by our employees who identify as Aboriginal or Torres Strait Islanders, which is broadly representative of the sample set.

‘All of Me’: Part of the Solution

Chandler Macleod Group has partnered with Tap into Safety to provide ‘All of Me’, a ‘gamified’ mental health platform, to our employees.

In conjunction with ‘All of Me’ and Edith Cowan University, we have been integral in assisting with research for the largest ever e-mental health study. The study covers a workforce of over 3,000 across Western Australia, South Australia, and the Northern Territory, with training modules around ‘Organisational Change and Burnout’ and ‘Stress and Alcohol’.

The data collected from this study revealed that in order to reduce the negative effects of depression, substance misuse, anxiety disorders, and work-related stress, a three-pronged approach is required:

Reduce stigma.
Train employees in mental health literacy.
Promote help-seeking.

We believe All of Me to be an amazing e-mental health tool, which as part of a comprehensive mental health program, can start driving much needed industry improvement in this area.

Gary Whittaker, General Manager – Staffing Services WA/SA/NT, Chandler Macleod Group

Chandler Macleod Group has been shortlisted as a 2018 finalist in the Recruitment, Consulting and Staffing Association’s (RCSA) Awards in the area of safety and risk management for our proactive adoption of online employee mental health platform ‘All of Me’ and collaboration with Tap into Safety and Edith Cowan University to provide results and analysis of the All of Me mental health application.

If you would like to learn more about the All of Me mental health application and how it can assist in managing mental health and wellbeing in your business, contact Chandler Macleod today.

Written by Kyra Bonney – General Manager of Indigenous Strategy, & Gary Whittaker – General Manager – Staffing Services WA, SA and NT, Chandler Macleod Group.

People, Purpose and the Future of Leadership Disruption

Sat, 28 Apr 2018 06:02:38 GMT

People, purpose and the future of leadership disruption. This was the topic that the Chandler Macleod People Insights team recently presented at the Hargrave Institute’s Innovation 2018 Conference .

People leaders are constantly being challenged and leadership disruption is a constantly evolving term. At the same time, leaders need to be innovative, efficient, profitable, and skilled at managing risks.

We consider some of the key leadership disruption of our era:

Modern learning is changing and coaching skills are in demand.

Diversity is everywhere, but difficult to do well and is it having the desired impact?

Employee engagement is now Employee Experience and people want different feedback processes. But are we listening and really providing the experience that people think they want or need?

Data is king but how do we use it effectively?

Organisational structures don’t fit the business, and teams are crucial but often dysfunctional.

New innovative platforms to recruit, develop, assess and learn are constantly being developed.

Balancing screen time versus face time and work life well being.

Go deeper – assess leaders for values as well as leadership skills

– CMPI, 2018

In 2017, Chandler Macleod researched over 2000 employees and leaders to see if this was true for the Australian market and found:

Leaders are often not aware of their employees’ concerns.
Employees vote with their feet when there is a problem.
Gen X are the most likely (52%) to have left a job due to problems with a leader.
Gen Z avoid confrontation with leaders.
Employees are more skeptical about leadership issues being resolved if they’ve had problems before.
Leaders may be missing essential change management skills.
Leaders must communicate well.
Leaders must walk the talk.
Confidence and charisma in leadership appeals to younger generations.
Employees want leaders who understand the challenges of their role.

So, what can we do to improve our employee experience? Shared Leadership – seeing this in a different light.

As an organisation...

Go deeper – assess leaders for values as well as leadership skills

Be real – remove all roadblocks to open and honest communication and feedback

Drive leadership accountability

Mobilise networks

Strengthen relationships with HR

Look to the future and strive for variety

As a leader...

Be authentic

Share the purpose and vision but don’t push it

Lead through change – don’t just manage it

Use Emotional Intelligence – increase your awareness of the impact of disruption on your people

At Chandler Macleod People Insights, we have been utilising our assessment and survey gateway to provide tools which will help with assessing and then managing the people challenges, and helping leaders, teams and organisation develop themselves for now and the future. Please contact us if you would like more information.

The full whitepaper on the research can be found here: https://unleashingpotential.com.au/leadership-age-disruption/

The Benefits of Supporting Career Transition for Organisations

Thu, 19 Apr 2018 06:25:52 GMT

The Australian Outplacement Review (2012) suggests that only 11% of companies are using traditional in-person career transition services in Australia, while 83% use a mix of virtual and live or only virtual services. HR professionals often report to us that they don’t really understand the value of a career transition support service very well. Do you know the value to the company of supporting an ex-employee through outplacement?

Our experienced team of Career Coaches are finding that people utilising career transition programs are in much better places personally and professionally by having that key career coaching input.

One of our Senior Consultants took a call from a manager who wanted to take up his company’s offer of career transition/outplacement coaching. He was motivated to sign up because he wanted to revisit his career direction, but he told the consultant that most of his colleagues “didn’t bother with it”. The consultant was quite surprised at this comment.

34% of companies that engaged in career transition services reported productivity improvements

– Australian Outplacement Review, 2012

What is career transition coaching, and what are the benefits to the individual?

Career transition coaching can be a key part of successfully transitioning to a new job. It is a chance to reflect on your career, take stock of where you have been and get real clarity on what will bring value to your life moving forward. It is about more than just getting a job; it’s about getting the right job. A job that will provide a sustainable and enjoyable next chapter in your life. It’s important stuff.

We often liken career transition coaching to consulting a financial advisor about investing a large sum of money. You would not just leave your money in the bank, especially at today’s rates. You would get the best professional advice available. The same applies to your career. With outplacement coaching you are investing time in your career success by sitting down with a professional to get some sound, and most importantly, independent advice on the best way forward. They can also support you in developing and implementing your own customised career plan and keep you on track to implement it.

In addition, the outplacement coach can help to format your resume and cover letters, so that they become effective marketing tools which uniquely tell your story; about where you have been, and where you want to go next. Many resumes look more like an inventory of every position held, rather than a career marketing document, so getting your resume right is a clear benefit of career transition coaching.

The key benefits to the individual are:

Reflect on your career and get clarity on what will bring value moving forward

Get the right job – not just a job

Invest time in your career success with a professional

Get independent, trustworthy advice

Get help formatting resumes and cover letters

With many companies willing to pay for outplacement services, it seems like a missed opportunity to not at least give it a try. The strategic career advice on offer can be invaluable in ensuring your next move and gives a great return on investment. After all, it may be the only difference between no job, a lesser paid job, a job at the same pay, or a job with more money. With such high stakes at risk, what have you got to lose? Employees that engage in career transition coaching are seen in a very positive light by future employers, in what can be an extremely trying time.

What are the benefits of career transition coaching to the employer?

Increased productivity – 34% of companies that engaged in career transition services reported productivity increases vs. 28% of those who didn’t engage in career transition services

Employee satisfaction of remaining employees increased by 38% compared to only 14% if the company elected not to provide career transition services

Sick days decreased by 28% for career transition buyers while only 18% for non-buyers

Protection of corporate brand and image

Reduced legal risk

If you would like to learn more about the career programs offered by Chandler Macleod People Insights, including Career Transition, please contact your local consultant or email career&change@chandlermacleod.com

References:

1. Australian Outplacement Review 2012

2. HCA; “Is Outplacement Dying?” http://www.hcamag.com/hr-news/is-outplacement-dying-18394.aspx

What To Do When You Don’t Have A Calling

Mon, 16 Apr 2018 07:24:29 GMT

Do you see people in their dream jobs and feel a pang of jealousy?

Has the question “What do you want to be when you grow up?” always left you feeling deflated?

If you’re still searching for your passion, you’re not alone. There are plenty of people working their nine-to-fives while they try to decide how they’d like to spend the rest of their working lives.

And while some people seem to have it all figured out with distinctively categorised careers such as nurse, lawyer, teacher, and accountant, not having a clear calling or purpose doesn’t mean you’re on the wrong path.

We’re here to tell you why it’s OK not to have one true calling, and how to find a career you love in the meantime.

Follow Your Interests

Sure, some people get lucky and follow their dreams right into the perfect job. But what if, unlike Martin Luther King Jr., you don’t have a dream? This can leave you feeling disheartened about your future prospects for happiness, and even questioning who you are.

If you don’t have a dream or a passion that has you leaping out of bed in the morning, try following your interests instead.

Are you intrigued by biology? Do you find yourself regularly watching documentaries about architecture? Do you love any chance to chat about crypto-currencies? While you might be lacking a calling, there are sure to be topics that interest you. Who says you can’t turn those interests into a career?

If you study a course or work in an industry relating to your interest, it’s safe to say you’ll stay engaged and inspired because, well, you’re interested.

If you always do what interests you, at least one person is pleased

– Katharine Hepburn

Try A Few Different Things

And if you have more than one interest? Dip your toes in a few industries to find the right fit.

There’s nothing wrong with changing jobs to get a feel for your options before committing to something. In fact, Australians are changing jobs more often than ever before.

According to a study conducted by McCrindle , the national average time spent in a job is just 3 years and 4 months. The study showed the average Australian will work 17 jobs and have 5 separate careers in their lifetime.

Gone are the days of working in the same job until retirement. More and more young Aussies are getting a taste of several industries to find the perfect position.

The average Australian works 17 different jobs throughout their lifetime.

Job Mobility In Australia, McCrindle 2014

Build Your Network

The more professionals you converse with, the more real-world insights you’ll have into different roles and industries.

Grow your professional network through platforms like LinkedIn, and keep in touch with your professional contacts to maintain strong relationships. Attend networking events, and don’t be afraid to ask questions, ask for feedback, or ask for a meeting.

You’ve probably heard the old adage, “It’s not what you know, it’s who you know.” Networking is a great way to raise your profile and get an “in” with potential future employers, colleagues, or mentors.

We share our top tips for building a professional network in this article.

Build your network through LinkedIn and networking events – online and offline.

Feeling lost in your search for a calling? Chandler Macleod can help. Get in touch today.

Is Your Online Presence Affecting Your Job Hunt?

Fri, 06 Apr 2018 06:36:32 GMT

From social media to personal blogs and portfolios, more and more hiring managers are scouring the web to find information on job applicants.

As stated by Dan Schawbel, Managing Partner of Millennial Branding, “Your first impression isn’t made with a firm handshake – it’s with a Google search.

So, what does your online presence say about you?

We share some tips to ensure your online presence is prepared for your job hunt to improve your potential as a viable candidate.

Your first impression isn’t made with a firm handshake – it’s with a Google search

– Dan Schawbel, Millenial Branding

Edit Your Social Media Profiles

According to a survey conducted by Jobvite, 92% of recruiters use social media during the recruitment process. It showed 87% of recruiters are using LinkedIn, 55% are using Facebook, and 47% are using Twitter, among other platforms, to evaluate and engage talent.

Bottom line: what you’ve got on your social media profiles is more than likely to be seen – and scrutinised – by that hiring manager you so desperately want to impress.

So maybe ditch those party pics and edit those typos before you apply for your dream job.

You might also like to sift through your posts to ensure you’re not sharing any controversial opinions, and cut any complaints about your previous job. Either be professional, or make sure your profiles are on private!

92% of recruiters use social media as part of their hiring process

– Recruiter Nation Survey, Jobvite 2015

Maintain A Positive Online Presence

Don’t be scared off into deleting all your online profiles. If you don’t have an online presence at all, recruiters may think you lack the digital skills required to create one. When someone types your name into Google, it’s not necessarily a good thing if nothing comes up.

Plus, most recruiters rely on LinkedIn to hunt down talent, so if you’re not on the site, you won’t come up during searches.

A good online presence can help increase your visibility and showcase your work. It’s also a great way to share just how knowledgeable and engaged you are in the industry. For example, if you’re applying for positions in digital marketing, you could start a blog that covers all the latest industry news, trends, and best practices to show your genuine interest in the field.

Social media, personal websites, and online portfolios are the perfect excuse to show off what you can do. Just remember to brand yourself in a professional way.

Stay In Touch With Professional Networks

Another great perk of having an online presence is the opportunity to grow your professional network.

And we don’t just mean accepting those LinkedIn connection invitations. We mean developing strong and lasting relationships by staying in touch through email, events, and meetings.

Maintaining an online presence can help build your professional network and raise your profile.

How to Tailor Your Resume for Recruiters

Wed, 14 Mar 2018 07:29:47 GMT

When was the last time you had a look over your resume?

The truth is, if your resume is not up to scratch, you won’t pass the 6 seconds a recruiter will spend on your resume.

Here are some tips on how to tailor your resume for recruiters.

Tailor Every Resume

To every role.

Yes, every role. Every time.

It seems tedious, but if you don’t do this, you’re going to be wasting the time you spent uploading your resume in the first place.

Demonstrate: Show how your previous roles demonstrated the required roles and responsibilities listed in the job you are applying for.

Be concise: you don’t need to list everything you did in that role, just the demonstrated skills and attributes that are being asked for in the role you’re applying for.

Focus on outcomes: focus on the outcomes or results you got rather than just listing the tasks you did.

Remove Unrelated Work Experience

You don’t have to list every single job you’ve ever had. That stint at your local grocery store may have been fun in high school, but if it’s not relevant to your current industry, cut it.

Your resume should generally only include jobs you’ve had in the past 10-15 years, unless an earlier position validates your qualifications and skills. Scratch any jobs unrelated to the one you’re applying for, unless it leaves your resume looking too sparse.

Explain Employment Gaps

Recruitment specialists don’t have time to chase you up to find out why you have a gap in your employment history. If you’ve taken a travel break or had some other absence from work, it’s perfectly fine to just list this on your resume.

If you’ve done something that has built skills during this time, like volunteering or short courses, it’s great to list that to show that you’ve not been dormant the whole time.

Keep Job Responsibilities Short

Once you’ve cut the fat and are left with relevant work experience worth mentioning, sift through your descriptions of said positions and the tasks mentioned.

Your potential new employer doesn’t need to see a novel of everyday tasks and responsibilities for each job. Keep it short and simple.

With resume writing, keep it simple and easy to understand. When writing the key tasks for each job, keep it to max of 5 tasks. People often list as many things as possible and it becomes difficult to understand what the core duties were.

Will Heaton, Recruitment Coordinator, Chandler Macleod

Length Does Not Matter

There are a lot of blogs out there which tell you to keep your resume to 2 pages. When it comes to writing for recruiters, it’s not the length that counts – it’s how concise and to the point your resume is. If it takes you 4 pages to demonstrate the skills and abilities listed on the job ad then so be it.

Hiring managers will be looking to see if you’ve paid attention to their job listing, so be sure to incorporate the qualifications from the job listing into your experience, skills and summary. Use the same words and terms as the employer, and remember to alter your resume for every job you apply for.

If you’re currently interested in opportunities, we recommend setting up job alerts which go directly to your inbox. You can set up job alerts through Chandler Macleod here.

How to Approach Cultural Differences in the Workplace

Thu, 22 Feb 2018 07:36:00 GMT

Australia is one of the most multicultural societies in the world, and many of our organisations have key recruitment goals to create a more diverse workforce.

But with diversity comes some challenges, like how to deal with the day-to-day cultural differences in beliefs, communication styles, formalities, values, and priorities.

We take a look at how to approach cultural differences and value the many benefits of a diverse and inclusive workplace.

Clear Communication

Ensure your policies, health and safety information, and company code are clear and easy to understand for everyone. This way, everyone knows what’s expected and what they’re accountable for, making it fair and equal across the board.

The Australian Multicultural Foundation explores communication styles in their Managing Cultural Diversity Training Manual . They touch on how cultural assumptions, ways of making a point and ways of speaking all contribute to the ways different cultures communicate and express themselves. Other factors covered include:

Taking turns in conversation

Tolerance of silence

Humour and irony

Rules of politeness

Views of what is logical.

As Diversity Resources outlines in their article, Workplace Cultural Competence – 7 Essentials, cultural differences can make some conversations confusing. Encourage staff to ask questions if something isn’t clear. It’s important to understand and respect different cultures’ communication styles to ensure you’re on the same page.

Recognition and Understanding

From culture and social upbringing to age, gender and sexual orientation, there are several factors that make people different. Instead of brushing these differences under the rug, embrace them with recognition, acceptance, and understanding.

Encourage employees to let their differences show. Ask someone from a different culture or religion about their practices and beliefs. By asking and educating yourself, you can learn to understand each individual and break down barriers that can lead to discrimination. Understanding a different culture’s etiquette, taboos and important holidays can also help you to accommodate their needs in the workplace.

Celebrate Diversity

Diversity and cultural differences are something to be celebrated. As discussed in our article, The Importance of a Diverse Leadership Team, diverse businesses boast a selection of benefits, including:

A larger pool of experience and unique points of view to draw from, which is great for creating new ideas

People from different cultures and backgrounds can bring unique connections, which can lead to more networking opportunities for a company.

Along with recognising and understanding the different cultures in your workplace, celebrate how these differences benefit your business.

You might like to hold a monthly working lunch where each team member shares the story of their cultural background so they feel heard and celebrated.

Discover more about how you can make your workplace culture more inclusive here, or get in touch with the professionals at Chandler Macleod.

The Politics of a Workplace Dress Code

Fri, 26 Jan 2018 07:43:08 GMT

Creating a dress code is one of those management tasks that seems simple on the surface but can quickly become a nightmare.

There’s a fine line between a code that’s so strict that employees feel stifled and a code that’s so loose that it might as well not exist. But for those of us who don’t have an actual uniform for our staff, this is a fine line we inevitably have to walk.

Don’t fret, though. We’ll walk it with you so you don’t make any faux pas while developing, delivering and enforcing your dress code. Because the only wardrobe you should really have to worry about is your own. (Those shoes with that shirt? Oh, sweetie… just…)

Developing your office dress code

First things first, you need to make sure you’re consulting the right people. While it might seem easiest to just leave this up to your management team, there’s a fair chance this group isn’t representative of everyone in your company.

If your leadership team is already representative of your workforce, that’s excellent. If not, read this article to understand why a not-so-diverse leadership team is not-so-great for your company.

Consider putting together a temporary committee of volunteers with one or two of your business leaders also involved to organise discussions and make the final decisions.

A committee with a diverse range of people should ensure the final draft of your dress code is reasonable and fair. For example, they’re more likely to identify any potentially offensive rules, such as:

Sexist rules (e.g. heels, makeup, dress cuts)

Rules that discriminate against certain staff based on their culture, religion or gender identity

Rules that discriminate against less wealthy staff members (not everyone owns a blazer for each day of the week, Jerry).

By having a dress code that’s ‘for the people, by the people’, you also avoid the risk of employees feeling like these rules are being dictated down to them without any consultation or consideration. (There’s honestly nothing worse than a mostly male management team telling you how much cleavage you can or can’t show.)

Give your dress code taskforce some rough parameters and perhaps a couple of examples to work with. You can also set some general expectations for how stringent or relaxed the code should be based on:

How frequently (if at all) a staff member interacts with clients or customers*

In fact, you might decide to make your dress code highly dependent on this. For example, you may have a section of ‘bonus rules’ for client meetings or days when the global CEO is visiting the office.

Your industry’s standards (e.g. don’t bring a law firm dress code to a creative agency)
The kind of environment you’re trying to create in your workplace (is it worth making all the men wear fancy ties if they feel uncomfortable and are ultimately less productive?).

Delivering your dress code

Once you’re happy with the dress code, it’s time to implement it.

Share the dress code via email & verbally

It’s essential to share the actual code in an email, or if your workplace relies on an internal messaging system rather than email, use this instead. It’s also important to save the dress code somewhere permanent and easily accessible to everyone. This way, ‘I didn’t know’ is never a valid excuse.

Also talk through it with your team (e.g. in an all-staff meeting). The former ensures everyone has a copy they can refer to, while the latter gives you a chance to clarify any points in person and answer any questions.

Deliver the dress code gently and respectfully

When delivering the dress code, reiterate that it was developed by an appointed committee and invite feedback and suggestions from your team. While the code isn’t really a work in progress, you should still leave the door open for potential improvements (e.g. making something clearer based on questions from staff, adding photo examples if people don’t quite understand something, or removing or rewording anything that is reasonably found to be offensive).

While reinforcing that your dress code is offici

al and enforceable, approach it in a light-hearted way so that your employees don’t feel too stressed about it – particularly employees who are already dressing appropriately and don’t need to stress about it. This is your chance to show people you’re not a regular boss. You’re a cool boss.

Enforcing your dress code

The most crucial part of enforcing a dress code is enforcing it equally. Nobody gets a free pass (including you – lead by example) and nobody should be reprimanded more severely than others for failing to follow the rules.

If your dress code includes a consequences and escalations process, make sure you follow this on every occasion. If your dress code doesn’t include something like this, you might want to go back and add it in. Alternatively, be extra diligent with treating each incident in the same manner.

The instant somebody gets leniency, people will lose respect for the dress code and you’ll be facing an inevitable landslide of board shorts and bikini tops (OK, maybe not quite that bad… but still).

When dealing with a staff member who breaches the code, you should be:

Discreet – Organise a private chat; don’t call them out publicly.

Respectful – Label their outfit inappropriate but don’t critique their fashion sense or insult them as a person.

Clear and direct – Instead of just ‘your outfit today is inappropriate’, try ‘your t-shirt today is inappropriate because it features a nude portrait of Donald Trump’.

Sorry for that mental image. Let’s wrap this up before you have time to dwell on it further.

As long as you follow these guidelines and stick to your rules, you should be able to uphold and action your dress code without offending anyone – while also making sure all of your employees present themselves well to your clients. If that’s not a win-win, what is?

Don't Let Procedures Become a Casualty in Frugal Times

Wed, 27 Dec 2017 09:35:09 GMT

The organisation for Economic Co-operation and Development (OECD) is forecasting increasing growth in the Australian economy, reaching 3% during 2018. Commodity prices are rising and the export of services is helping to “re-balance” the economy. Surveys indicate business confidence continues to improve, with increasing numbers of employers looking to hire in the next 12 months.

It appears the economic cycle is moving into a growth phase and the time for frugality is coming to and end.

Never let a downturn go to waste

Organisations learn a lot during difficult times (specifically what they can do without). For many leaders, a downturn creates the ideal environment to drive long desired structural change, which would have been more difficult to sell during good times.

While taking out costs and perceived inefficiencies may initially improve financial performance, there is a fine line between tuning the organisation in response to a downturn or structural change and overreaching for efficiencies, resulting in unintended medium term consequences.

Stress testing resourcing levels and non-core activities without breaking core business procedures and client / employee relationships is a challenge. Often business procedures are assessed during these periods, and if perceived to be unnecessary or burdensome are removed or modified in the rush for efficiencies.

One obvious risk is that dialing in too much frugality and procedural change can lead to diminishing levels of integrated knowledge, damaging those elemental functions (including safety and well being) which support organisational success.

Why is this happening again? I thought we fixed this

Often the affects take around 12 months to impact key metrics, as loss of integrated knowledge and procedural guidance manifests into procedure slippage. Mistakes from the past return, (which the modified / deleted procedures were originally designed to prevent), creating new yet familiar inefficiencies.

These inefficiencies float in the organisational ether, are singular in nature, difficult to identify and strike at random. It’s hard to measure how many opportunities were lost, how much profit was forgone during periods of procedure slippage.

These singular inefficiencies eventually cluster and create a material problem. In response, new or refreshed procedures and training are implemented. Hopefully these repairs take affect before the economic upswing drives the push for growth. Decision makers should consult experienced stakeholders to understand original intent, along with current and historical context

Procedure reviews

Whatever the driver, it’s important to ensure any review of procedures is a controlled process. Decision makers should consult experienced stakeholders to understand original intent, along with current and historical context.

A holistic understanding of the operational environment is also crucial if suitable, low risk alternatives are to be both effective and compatible.

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Your Boss Thinks the Work Christmas Party is a Waste Of Time – Here’s Why it’s Not

Sun, 24 Dec 2017 10:22:55 GMT

Tis the season. But while Christmas is a time for celebration, there are some employers who don’t see the importance of throwing a work Christmas party. Whether budgets are tight or deadlines are looming, there are a few factors that might push an end-of-year bash to the back of your boss’s mind.

To your boss, a Christmas function may be nothing more than a distraction or a large invoice for food and alcohol. But in reality, this annual do offers several benefits for employees and businesses. Here’s why your company should have a Christmas party this year.

They Improve Staff Morale

Christmas parties are a great way to say thank you and reward staff for their hard work. Whether it’s a big-budget party or a smaller event, this acknowledgement makes staff feel valued, boosts morale, and motivates them to keep up the good work. It also gives them something to look forward to throughout the year.

Recognition is an important non-financial reward that is particularly valued by some employees. Having efforts noticed and valued can be a great motivator and encourage employees to stay with an employer.

Better Workplaces Report, Tasmanian Government 2015

They Increase Retention Rates

This improved job satisfaction and loyalty may then lead to increased retention rates. This saves the business staff-turnover expenses including recruiting and training costs, contributing to a healthier bottom line. You can read more about the importance of ’employee experience’ here

They Encourage Team Bonding

Team bonding isn’t just about playing nice. It also has a positive impact on teamwork and performance in the workplace. By learning more about each other, colleagues can better understand each other’s strengths and weaknesses, and work better together on collaborative projects. A strong team dynamic leads to a better workforce and better results.

71% of full-time workers quit their jobs because their work environment doesn’t encourage teamwork.

Ernst & Young, Global Limited

They Build Company Culture

Staff functions are a great opportunity for managers to get involved in team-building activities and establish organisational culture by leading by example. Leading by example is key to enforcing company culture, and the work Christmas party is the perfect chance for employers to ‘walk the walk’ and show their support for rewarding hard work (and for having a bit of fun).

10% of employees would leave their job without their employer even knowing there is a problem.

Chandler Macleod, Leadership in the Age of Disruption

They’re A Great Set-Up for the Year Ahead

Christmas parties are the perfect time to get the team excited for the upcoming year. While everyone is together and in high spirits, this is a great opportunity to make announcements regarding any new goals, strategies, or products.

They’re Tax Deductible

The expenses of a business Christmas party may be tax deductible, providing the Christmas party meets certain conditions. You can learn more about Australia’s policies regarding fringe benefits tax and Christmas parties here.

So if your boss is a bit of an office Grinch, you might just want to discretely share this blog to his Linkedin page.

References

Better Workplaces: Employer Resource Kit, Tasmanian Government 2015

Global generations: A Global Study on Work-Life Challenges Across Generations, Ernst & Young Global Limited 2015

Leadership in the Age of Disruption : Chandler Macleod, 2017

How to Have A Proper Holiday for A Productive 2018

Wed, 13 Dec 2017 09:51:19 GMT

What do you get when you mix a team of tipsy employees with a healthy dose of festive cheer? It could be an enjoyable event filled with merriment and team bonding… or, it could be a recipe for disaster.

At the risk of sounding like a Grinch, work Christmas parties have a reputation for bringing out the wild side of people. So if you want to make it through this silly season unscathed, bookmark this article because we’re about to help you wake up on the right side of the bed once the festivities are done and dusted.

Check Yourself Before You Wreck Yourself

It may be the most obvious tip, but whether your work Christmas party is a lavish affair or a BYO bash at the office, try to avoid partying too hard. No matter how quickly the alcohol goes to your head, there’s no excuse for acting the fool. Naturally you have every right to let your hair down and enjoy the party – it’s the end of the year, and you deserve to be rewarded for all your hard work. But there’s a big difference between having fun and embarrassing yourself.

To avoid losing all your inhibitions, be sure to pace yourself. Drink plenty of water and try not to consume more booze than your body can handle. Getting a little tipsy is fine, but no one likes a messy drunk.

Avoid Office Gossip

Alcohol has a way of loosening people’s lips at work functions. Even if you’re not in the habit of gossiping about your colleagues, who knows what you might blurt out after one too many wines. It’s easy to get caught up in the ‘he said, she said’ drama, but there are ways to avoid it. No matter how juicy the office gossip is, do your best to rise above it.

There’s no harm in making conversation with your colleagues, but try to steer clear of chatting about co-workers. It can be tempting to whisper about who’s dating whom, who’s getting promoted, and why so-and-so is resigning – but if anything gets back to the person being talked about, you could find yourself in hot water come Monday.

Stick with safe topics like holidays, house hunting, kids and sport if you want to avoid becoming known as the resident rumour-mill. It can be tempting to whisper about who’s dating whom, who’s getting promoted, and why so-and-so is resigning – but if anything gets back to the person being talked about, you could find yourself in hot water come Monday.

Don’t Be Sleazy

Office romances can be problematic at the best of times, let alone when they’re fueled by alcohol and end-of-year glee. While some people can form healthy relationships in the workplace, there’s a time and a place for that sort of thing. Given the high potential for awkwardness associated with dating a co-worker, a work Christmas party probably isn’t the best place to go looking for love.

If you’ve been trying to work up the courage to ask out one of your colleagues, proceed with caution. Don’t let Dutch courage blind you to reality – if your crush has made it clear they’re not interested, leave them alone. Being inappropriate with a co-worker is one of the quickest ways to get yourself fired (or find yourself on the receiving end of a sexual harassment lawsuit).

Don’t Grumble

If it’s been a rough couple of months at work, you might be in the mood to vent your frustrations. But before you start ranting about the terrible conditions at your company, take a minute to check who is listening. Going on a tirade about how much you hate your job within earshot of your boss isn’t going to do you any favours. If you’re unhappy at work, make an appointment to speak with HR or your line manager during business hours.

Beware of Social Media

Now that so many of us use social media, sharing photos from an event is nothing out of the ordinary. But be sure to understand the line where sharing turns into oversharing. It might seem like a great idea at the time to share a photo of your co-worker passed out at the bar, but not everyone is going to appreciate that kind of public humiliation.

While posting a few happy snaps on Facebook isn’t going to hurt anyone, just be careful with the kind of content you share. Anything that could embarrass your colleagues (or get them into trouble) is best kept private.

No one likes a Messy Margaret or a Loose-Lipped Larry at the office celebration. Save the shots for the weekend and keep it classy at your Christmas party.

If your first thought is “Christmas party, what Christmas party?” you might like to print out this blog and leave it on your boss’ desk – Your boss thinks the work Christmas party is a waste of time, here’s why it’s not.

After your holiday comes to an end, ease back into work with these tips.

Block Some Time Out

Give yourself an hour or so to catch up on emails and get back into the swing of things. Be sure to block this time out in your calendar so you’re not interrupted.

Leave Your Out-Of-Office On

Leave your automatic email response on while you get back into the swing of things to avoid an influx of requests from colleagues and clients.

Manage Your Stress

Upon returning to work, use these practical strategies to manage your stress and maintain a healthy work/life balance.

What Not to Do at Your Work Christmas Party

Sun, 10 Dec 2017 10:08:36 GMT

Switching off is essential for your physical and mental well being. But it’s not always as simple as leaving the office behind and sipping cocktails on your beach holiday. Without the right preparation, going on vacation can be stressful for you and your clients.

Follow these tips to relax and recharge over your holiday period so you can return to work feeling fresh and motivated (instead of already dreaming of your next holiday!).

Before Your Holiday

Along with packing the essentials (swimwear, camera, toothbrush…), there are a few must-dos to tick off your list so you can start your holidays with a clear mind. Leave work behind and get in relaxation-mode with these steps.

Tie Up Loose Ends

The best way to prepare for your holiday and get your mind off the job is to finish up all necessary work. Prioritise those essential tasks and ensure you meet the deadlines before going on leave.

Communicate Your Plans

Let your clients and colleagues know of your holiday plans. Inform them of the dates you’ll be away to ensure everyone is aware of your availability and any pressing matters can be taken care of before your leave.

Handover Clients

If you need to, handover clients and delegate tasks to a colleague while you’re gone. Whether it’s answering urgent emails or troubleshooting unpredicted issues, you’ll feel better knowing someone is there to hold down the fort in your absence.

During Your Holiday

Make the most of your holiday with these tips to switch off and unwind.

Only 43% of people who use devices for work-related activities remember everything about their vacation – even if they’re only spending an hour working.

Science of Memories Study, Home Away 2016.

Get Outdoors

It’s no secret that spending time in nature provides a long list of health benefits. A study conducted for Beyond Blue showed contact with a natural environment helps to:

Improve mood

Lower levels of anxiety

Lower stress levels

Lower levels of depression

Take some time outdoors to help alleviate stress and promote relaxation. Whether you head to the beach, take a hike, or simply enjoy a picnic in your local park, getting back to nature will help you unwind.

Do The Things You Enjoy

Keep your mind off work by staying busy with the activities you enjoy. Whether it’s reading a good book, exercising, or catching up with friends, take time to do the things you enjoy. And don’t cut these activities from your schedule once you return to work. If you find something enjoyable or relaxing, continue with it when your holidays are over.

Returning To Work

After your holiday comes to an end, ease back into work with these tips.

Block Some Time Out

Give yourself an hour or so to catch up on emails and get back into the swing of things. Be sure to block this time out in your calendar so you’re not interrupted.

Leave Your Out-Of-Office On

Leave your automatic email response on while you get back into the swing of things to avoid an influx of requests from colleagues and clients.

Manage Your Stress

Upon returning to work, use these practical strategies to manage your stress and maintain a healthy work/life balance.

Combating professional Monotony

Tue, 24 Oct 2017 10:30:55 GMT

Have you forgotten what it feels like to be excited about your job? If your profession is boring you to tears, it might be time for a change in attitude. Here are our tips for bringing new life to your old role.

Work Hard, Play Hard

While there’s nothing wrong with being committed to your job, working too hard can make any profession feel repetitive. If you never give yourself a break from the daily grind, you’re bound to burn out eventually.

Even if you love what you do for a living, finding a healthy balance between work and play is key to combating professional monotony. The next time you start feeling fed up at work, check your annual leave balance. If you’ve got some hours to spare, why not take a holiday? You’ll come back feeling refreshed and more motivated.

If you don’t have the time or budget for a proper holiday, try to make the most of your days off. Instead of catching up on work all weekend, spend your free time doing things you actually enjoy. You might think you’re getting a head start on your workload by being productive during your down time, but studies show that this can backfire in the long run. Productivity levels can only be sustained for so long, making it pointless to work ridiculous hours.

Stimulate Your Brain

Rather than trying to stay laser-focused the entire time you’re at work, adding a little variety to your routine can help fight monotony. Here are some things you can do break up the work day:

Listen to music

Music isn’t just good for drowning out that mouth-breathing co-worker at the next desk – it can also help keep your brain alert. Whether you want to play the latest hits or listen to Mozart, scientific research suggests that putting on your favourite tunes can improve productivity. Using imaging technology, researchers at Stanford University were able to prove that music engages parts of the brain involved with attention span and memory. Just be sure to invest in some noise-cancelling headphones so you don’t annoy your desk mates.

Get moving

Sitting down all day can be bad for your body and Sedentary behaviour is becoming more common in modern workplaces, with many employees are finding themselves stuck for up to 12 hours a day. Apart from causing weight gain and muscle degeneration, failing to move for long periods of time can make you feel sluggish. To fight brain fog, moving your muscles allows for improved blood flow and brain function.

Take breaks

Getting away from your responsibilities for a few minutes can work wonders for curing boredom. If you’re tackling a particularly dull task, breaks are your best friend. Whether you want to grab a coffee, go for a quick walk or duck outside for a snack, doing anything unrelated to work is a quick fix for monotony.

Any of these activities can come in handy when boredom starts to creep up on you. Finding ways to stimulate your brain doesn’t mean multitasking all day, but rather offers an easy solution to staving off monotony.

Stay busy

Keeping your schedule nice and full is one of the easiest ways to combat boredom at work. By always having another task lined up on your to-do list, you won’t have time to start feeling the effects of monotony. If you ever run out of work, simply ask your team members if you can help out with any of their tasks. This won’t just help ease your boredom – you’ll also look like the world’s best co-worker and give you some varied tasks outside your standard work.

Here are some other things that can keep you busy on a slow day at work:

Get organised

Decluttering your work environment is a great way to fill those free hours. You can clear out your desk, rearrange your filing system or tidy up your inbox – the possibilities are endless.

Network

Sitting at your desk waiting for your boredom to cure itself isn’t going to help anyone. Spend your time talking to other members of your team, or reaching out to industry contacts.

Upskill

If you’re starting to get sick of your current role, why not do a little upskilling? Ask your manager if you can do some training courses when your workflow shows signs of slowing down. You might even learn a new skill that allows you to do more diverse (and less boring) work.

Sitting around scrolling through memes won’t do anything for your professional reputation, so it’s essential you find ways to fill your workload when things get quiet.

Change Your Mindset

Nearly everyone encounters monotony at some point in their professional life. How you choose to handle this challenge can be a defining moment in your career. It might be tempting to wallow in the frustration that comes from being bored at work, but taking steps to improve your situation is always the better option.

If things don’t start looking up ever after you’ve made an effort to make your job more exciting, it might be time for a career change. Contact Chandler Macleod today to find a career path that doesn’t bore you out of your brain.

How to Make the Most of your Commute

Sun, 20 Aug 2017 10:38:25 GMT

Do you feel like you’re wasting hours commuting? You’re not alone. Studies have shown the average Australian spends around 4.4 hours travelling to and from work each week.

But your daily commute doesn’t need to be a waste of time – there are ways to use your travel time more productively.

Review presentations and projects

Those hours spent sitting on public transport could be used to put more time into presentations, reports, and other projects.

Use this time to triple-check your work and add any final touches to fine-tune before delivery. Chances are this additional attention to detail won’t go unnoticed.

Listen to podcasts

Convenient and portable, podcasts are a great way to stay informed and entertained on the go, whether you take the bus, train, ferry, or drive. Whether you’re looking to learn the latest news and updates in your industry or you’d simply like some entertainment to help you relax and unwind, there are podcasts that cover all interests.

These are great for when you don’t feel like looking at a screen – or listening to radio ads.

Create a to-do list

What better way to prepare for the day ahead than to make your to-do list on the bus or train to work? Writing a daily to-do list helps you organise your time in advance to maximise productivity.

You can get down to business as soon as you get to work instead of spending a portion of your morning prioritising your tasks. And with research supporting drawing for enhanced recall, you might even want to try sketching your list out!

Play brain-training games

While Candy Crush and Solitaire are notorious time-killers, there are plenty of brain-training games that can help with your memory, attention, concentration, and problem-solving skills.

You can download brain-training apps on your phone, play them on your browser, or buy books of brain-training games from news agencies and bookstores.

Learn a language

Always wanted to learn a language but never had the time? Take advantage of your time sitting in traffic to finally tick it off your bucket list.

Whether you’re on public transport or behind the wheel, learning a foreign language has never been easier thanks to technology. Simply pick your new tongue, search for an app or audio program, and away you go.

Make those social calls

When was the last time you checked in with your parents or caught up with the people you meet at industry events? We’re all guilty of it: you finish a long day at work and the last thing you want is to spend your evening on the phone.

Invest in a good hands-free set and use your driving time to check in with friends and family. Extra bonus: now you can relax guilt-free once you’re home.

Take a power nap

Unless you’re driving, of course. Research has shown a 10-minute afternoon nap can improve fatigue, vigour, and cognitive performance. Sit back, close your eyes, and recharge with a power nap. Just don’t forget to set your alarm!

Lessons in Leadership from House of Cards

Sat, 15 Jul 2017 10:43:53 GMT

Ambition is a good quality in a leader, right? As Frank Underwood, the ruthless protagonist of Netflix’s House of Cards said: “For those of us climbing to the top of the food chain, there can be no mercy. There is but one rule: hunt or be hunted.”

But ambition is one thing – blatant disregard for who you step on as you climb to the top is another. When you gain a reputation for being ruthless and unforgiving, people you work with won’t trust you.

And this is where it gets tricky. Without trust, your followers won’t respect you. They might fear you, sure. But fear doesn’t earn you loyalty. It just earns you a group of people who would do anything to be away from your leadership.

So enjoy your time at the top while you can, President Underwood, because our research on leadership suggests that your reign might not last forever.

Leaders must be authentic and trustworthy

We found that leaders must walk the talk – it’s simply not enough to make grand speeches and expect your team to be inspired. With 36% of all respondents indicating that authenticity and trustworthiness are essential characteristics for leaders to have (rising to 40% for respondents from Generation X), being a figurehead isn’t an option.

And if you give them reason not to trust you? Well you may be in for a bad time, because those are people who are less likely to work hard for you, they’re less likely to promote the organisation to others, and they are more likely to report you to superiors or just quit outright.

Failing to be authentic can cost you more than your job

While you might step on the wrong people and end up in a bad position, being ruthless and untrustworthy can get you in trouble in more ways than that.

When people are unhappy, or when they have to deal with high levels of politics in their work environment, their productivity and morale often drop. This impacts their performance and the performance of people in the team. Add this to higher turnover rates, and you’ve got yourself one high-cost workplace there.

Don’t be like Frank

Given the chance, it might be tempting to seize the opportunity to throw a colleague under the bus (or in front of a train) if it means you get ahead in the game. But while it may be a path to power, that power might be short-lived once those skeletons start to come out of the closet.

Authority and respect earned by being the best possible candidate isn’t always a guaranteed recipe for success, but at least then you don’t have any dirt on you that can come out and ruin your career!

Or, you can crush anyone and everyone in your path – just don’t plan for a lengthy career in your new role!

Whitepaper: Leadership in the Age of Disruption

As a Human Resources and Recruitment leader, we here at Chandler Macleod understand that people are our business. We wanted to better understand the evolving demands of business leaders, and gain a better understanding of what employees want from their leaders in the modern workplace.

So we surveyed 970 leaders, managers, and supervisors; and 1,084 employees to ask what they believed to be the most critical factors for successful leadership, and conversely, what were the outcomes of poor leadership.

This report doesn’t just give you the outcomes of our research, but we provide some tips and strategies to successfully adapt management skills and leadership in this age of disruption.

Employee Experience - Putting People into Focus

Tue, 20 Jun 2017 11:48:16 GMT

The traditional idea of Human Resources is being transitioned out. The 4th industrial revolution is here, and organisations can no longer afford to manage their people using ineffective and inefficient methods.

Research suggests that entry-level employee turnover can cost the company up to 50% of that employee’s annual salary just in re-recruiting and lost productivity. That cost skyrockets as the employee skill level rises, with mid-level employees costing up to 150%, and high-level employees costing up to 400% of their annual salary to replace.

What this demonstrates is that although employee turnover at every level is costly to companies, it is management, executives, and highly skilled workers that both cost the most to replace, and have the greatest effect on employee experience. This means that hiring and cultivating talented leaders who can get the most out of their teams is one of the most valuable resources to a company in the pursuit of enhancing the employee experience.

What is Employee Experience?

Employee Experience is a new way of thinking where employees come first, ahead of profits, and ahead of customers. It is staggering that this way of thinking is only just taking off, as a considerable amount of research indicates that employees drive the most important business outcomes. They are the players that decide the longevity of the company, and the focus has never really before been on them.

This new way of thinking is more strategic, for years Human Resource leaders have been fighting to get a seat at the table, and as other important components of a business have done in recent times, Human Resources must adapt to the changing economy, which is a necessity for survival. The Idea of employee experience is to go above and beyond what an employee expects from an organisation, and cultivate an integrated function that:

Attracts the best talent

Focuses on engaging employees for greater productivity

Supports an employee to do their job

Drives the desired culture

Develops and trains employees

On-boards an employee to give them the best possible chance of success

Effective succession planning approaches

Information and support at their fingertips

How can you do it?

It’s not about shutting down the traditional Human Resources department, but evolving the way Human Resources operate to best suit every individual organisation. Companies around the world have already begun implementing similar programs whilst grandfathering out the old way; consider Airbnb, Uber, and Google. There is no concrete way of creating Employee Experience for each business, which is what makes Employee Experience so effective, as each experience should be managed to tailor to the company’s needs and goals.

To make these ideas a reality, modern companies need to start collecting as much information as possible about their employees, their development plan and career aspirations, the marketplace, and current trends to enhance the overall experience that you give your employees. From the orientation and induction, then carrying on throughout their employment, leaders should not miss an opportunity to capture something that will keep your employees engaged, happy and fulfilled to drive the desired business outcomes.

Questions you need to be asking:

What drives your employees?

Is your culture sabotaging your business strategies?

Are highly skilled employees leaving your company because you are not meeting their needs?

Is a leader not operating to their full potential?

What competencies do your people possess?

Are your recruitment and selection activities identifying the right applicant for the job?

Are your performance conversations using the right information to guide an informed review?

Research shows us that employees who are continually developed and led by effective managers are twice as likely to want to spend the rest of their career at the same company. It was also indicated that effective talent managers drive earnings up by nearly 147% and double the number of engaged employees.

All this simply equates to – the better the Employee Experience, the better the performance.

How we can help you

At Chandler Macleod People Insights, our new Employee Experience Platform, powered by Gateway, can help companies’ transition into the 4th industrial revolution and embrace Employee Experience.

We have been delivering Employee Experience assessments for decades, as one of the oldest psychological assessment company in Australia. We have a nation-wide team of psychologists and business consultants who use best practice approaches to help and assist your company and people be the best they can be.

With over 150 world-leading assessments and surveys at your fingertips, Gateway provides you with the ability to select the best tool to fully understand your organisation’s current culture, employee challenges, frustrations, and their understanding of the purpose of your business. It also hosts user-friendly surveys that are based upon core leadership and culture principles, along with scientifically proven people surveys that allow you to delve into what makes your workforce tick.

Entering the 4th industrial revolution, it is important that businesses are innovative and flexible in their approach to development on all fronts. It is vital to measure what matters, modern research and data link employees to increased revenue and productivity, to achieve this, we need to ensure that we are focusing on the people.

Today the most successful companies in the world are leading from the front and embracing Employee Experience as a more efficient and effective function that allows them to attract the best talent, increase employee retention, and develop a meaningful and sustainable culture.

It now seems the question that management should be asking is not why should they do it, but why they aren’t already?

How to Follow Up After a Great Interview

Sun, 18 Jun 2017 11:19:31 GMT

So you’ve finished your interview and are feeling confident about your performance, that’s great. But you might find yourself worrying that the hiring manager will move on to the next applicant and forget all about the stimulating conversation you just shared.

It’s understandable that you may want to make the most of your great first impression with a first-class follow-up after the interview. Following up can be a useful way to further build your brand and make you stand out as a strong candidate, but only if you go about it the right way.

We asked two of our recruitment experts, Karl Smart, Manager of Staffing Services QLD, and Jane Ellis, Manager QLD RC Accounting & Finance from Chandler Macleod Brisbane; for their advice on what to do, and what not to do after a great job interview.

Where to begin?

Both experts stress the importance of respecting the chain of command, especially if you’ve met with multiple people throughout the process, “It’s important to go through the correct process and make sure you contact the right person. Even if your interview was with the hiring manager, if you’ve gone through an internal recruitment team or an agency to get to that point, don’t go around them,” said Smart. “It’s such a small thing but it’s one that can easily be taken the wrong way.”

You don’t need to stress and over analyse the situation immediately, there are a few things you can do, but as you’ll find out in this article, less is more when it comes to following up after your interview.

Take notes

Write down everything you can remember from your interview. From the hiring manager’s name and position to the company’s future goals and any interests you may have shared, now is the time to document any information that might benefit you when writing a follow-up letter or email. This is also the time to write down any further questions you may have about the role.

Pay close attention to anything you discussed that may not have been discussed with other applicants. It’s these topics that will make you stand out in your hiring manager’s mind and show them you were genuinely interested in the conversation.

However, Smart recommends that you give it some time before responding, as “it lets you reflect more on what happened during the interview, digest it a little and put things in perspective.”

“The interviewer isn’t a goldfish, they’re not going to forget you in 5 minutes and if you really had a great interview, they will absolutely remember you.”

Write a thank you email

Interviews are taxing for both parties. Writing a thank-you email can show the hiring manager that you appreciate their time and the opportunity.

“I do appreciate it when I get a short and to the point follow up after an interview, just a thanks for your time, look forward to hearing from you type message, short and to the point, can be a nice touch,” said Smart. But just like so many aspects of business and life, timing is everything, “you don’t want to give the impression that you have nothing else going on, make it time appropriate, give it at least 5 hours,” said Ellis, “you want to them to know that you have your own stuff going on, but you did really appreciate their time and the opportunity”.

Being the diligent soul that you are, you can then draw upon the initial notes you made following your interview to write a thank-you email might look a little something like this:

Dear ______,

Thank you for taking the time to interview me for the position of ______ today. I appreciate the time you took out of your day to discuss the role, and I enjoyed hearing your thoughts on the future of [insert company name here].

I understand from our conversation that your key concerns surround client retention. Having spearheaded several brand loyalty initiatives over the years, helping to increase the client retention rate at [insert current employer company’s name here] by 50%, I feel confident that I would be a great fit for the position.

I look forward to hearing from you again soon.

Yours sincerely,

[Your name]

If you can prove you can help the company overcome its challenges and reach its goals through examples, do so in your thank-you letter or email. Just be sure to keep it short and succinct.

Touch base with a phone call

Your interviewer will likely give you a timeframe for when they plan to make a decision about hiring for the position. If you haven’t received a phone call within a week after that date, it’s time to follow up.

The conversation might start like this:

“Hi, _____, it’s [your name] here. I interviewed for the position of ______ last Thursday, and I just wanted to touch base and see how things are progressing.”

This shows your keen interest in the role. Worst-case scenario: you’re told you were unsuccessful. But don’t worry – the right job is just around the corner.

There’s nothing wrong with asking for feedback after you’ve been told you’re unsuccessful for the job. If you’ve made it through to the interview stage then that means that your CV ticks all the boxes, and you can gain great insights and constructive criticism on how you can improve, why you missed out, and just maybe give yourself an edge for the next role you apply for.

But you should never call up just to follow up after an interview, both Smart and Ellis agree, as it will only do more harm than good. “It’s the prep work that you do before the interview that counts, not what you do after.”

Don’t overthink it

Don’t sweat that the next person that they interview might blow them away and make them forget all about you.

“The interviewer isn’t a goldfish, they’re not going to forget you in 5 minutes and if you really had a great interview, they will absolutely remember you,” said Ellis.

“Have confidence. If you walk out feeling really good about the interview, have confidence that the hiring manager felt the same way, and have the patience to let them come back to you.” Said Ellis, “I know it’s easier said than done when you really want to hear back about a role, but one way or another the hiring manager will get back to you. The interview is your time to shine, after that the ball is in the decision makers court.”

Be prepared for your next interview with these expert tips to help increase your chances of a job offer.

Chandler Macleod Celebrates NAIDOC Week 2017

Sun, 18 Jun 2017 10:46:34 GMT

National Aboriginal and Islander Day Observance Committee (NAIDOC) is celebrated every year around Australia for the first week of July. The week is full of laughter and joy but most of all it is the chance for the Australian people to celebrate in the festivities of history, culture and achievements of Aboriginal and Torres Strait Islander peoples.

This event is not only celebrated in the Indigenous community but it is also celebrated throughout government agencies, schools, local councils and throughout many workplaces. Every year NAIDOC have a theme and this year’s theme is ‘Our Languages Matter’.

This year’s theme aims to celebrate and emphasise the unique role that Indigenous Languages play in cultural identity, linking Aboriginal and Torres Strait Islander people to their land and water through history, spirituality and rites through story and song that is very much a strong part of our Oral History.

Aboriginal and Torres Strait Islander people are a very diverse culture within their own culture from many different language groups across our country. 250 distinct Indigenous language groups covered the continent at first (significant) European contact in the late eighteenth century. Most of these languages would have had several dialects, what this meant is that the total number of named language groups and dialects would have been in the hundreds. Today only around 120 of those languages are still spoken and many are at risk of being lost.

So join us in the week’s celebrations and if you want to know what you can do? You can participate in the week’s festivities by inviting a traditional owner into your workplace to do a ‘Welcome to Country’ and for them to explain why their languages matter, host a luncheon or morning tea with traditional foods, organise Aboriginal and Torres Strait Islander performances in your workplace. These are just a few ideas or you can visit the official website where there are many more ideas for participating in the community, school and workplace.

The Importance of Empowering Your Workforce; Results from Singapore

Fri, 16 Jun 2017 11:11:56 GMT

In Singapore’s highly competitive trade-based economy, employees are an indispensable resource. And yet, despite their contribution to Singapore’s status as an economic powerhouse, local workers are far from happy. When asked to rate their job satisfaction in a 2016 survey , Singaporean employees recorded an average score of just 5.09 out of 10.

Part of the solution to a multi-faceted problem like this may be empowerment . In addition to boosting business growth, giving employees the tools they need to do their jobs properly is key to reducing work-related frustrations.

What does empowerment mean in the context of the workplace?

The literal definition of empower is ‘to give power to’. In corporate environments, empowerment is essentially a strategy designed to provide employees with the resources they need to develop confidence and capabilities.

When used as a long-term approach, empowerment can lead to significant changes in workplace culture. It breeds confidence and self-sufficiency, allowing for improved levels of productivity and loyalty amongst employees.

Empowerment and leadership

Far from being just a buzzword, empowerment has become an essential feature of effective teams. To combat Singapore’s skyrocketing rates of job dissatisfaction, knowing what it takes to empower employees needs to be considered a vital leadership skill.

In a study examining the kind of traits Singaporeans look for in their leaders, 61% of respondents believed “the ability to unite the team under a shared vision of success” as the most important quality in their management team. In other words, workers seek out leaders who can make them feel empowered. Giving employees more power may seem like a scary concept to some managers, but this strategy can help make the most of your team’s potential.

Characteristics that tend to signal an employer who is also an effective leader are:

Encouraging open communication

Recognising improvements in performance

Trusting employees to try new things and take risks

Clearly defining employees’ roles and objectives

A willingness to accept accountability

Providing opportunities for professional development.

The benefits of empowerment

So why give employees the tools they need to do their jobs on their own? It’s simple.

Improved Productivity

Research has found employees are more productive at work when they are trusted and given the ability to grow. Rather than trying to drive business growth through creating a culture of fear, enabling workers to feel self-assured is a far more effective strategy. Aside from making your business a pleasant place to work, empowering your employees can fuel business growth.

When employees are given the tools they need to succeed in their roles, you can expect a few direct benefits. These may include:

Employees are less prone to stress-related health issues

People are easier to work with

Each person strives to do their best work every day

Everyone is eager to share ideas with managers

There are higher levels of engagement

A reduction in turnover rates.

Employee Satisfaction

In Singapore’s ultra-competitive economy, employee satisfaction is essential. However, according to a survey of 1,400 professionals across Singapore, Hong Kong and China , 1 in 4 Singaporeans say their leaders are incapable of connecting with them on a personal and emotional level. This statistic demonstrates a disconnect between workers and managers in Singaporean business culture, and lack of empowerment can be one reason for that.

The concept of giving workers more control over their own roles encourages positive employee attitudes without diminishing the authority of leadership roles. Empowered employees simply feel more in control of their careers, and the assurance of credit where credit is due often serves as a motivator and instigator of ‘out of the box’ thinking.

For example, if an employee has to get approval for every minor decision, they may start to lack confidence in their own abilities. Trusting employees to make decisions within the scope of their position is an effective management tactic, and can result in them feeling more respected – and can take a portion of work off your own shoulders.

Faster Skill Development

Some managers are wary of letting employees upskill or cross skill on the business dollar. That reluctance may come from concern that employees will take advantage of systems that encourage self-training, or it may come from a fear that once trained, employees will leave for greener pastures. It’s important to remember though, that skilled employees are a great asset to your business, and when you give employees the freedom they need to thrive and develop, your business becomes the greener pasture – offering time to upskill is a great way to attract and keep talent.

How to Empower Employees

Implementing policies that support workers’ autonomy may be difficult, depending on the existing culture in your workplace. Here are some tips that may serve as a starting point:

Clearly communicate objectives and leadership vision to employees.

Work with employees to create career development plans to guide their learning.

Give each employee time allowances for self-development and upskilling.

Give your team members the tools and knowledge they need to make good decisions.

Trust team members to work autonomously.

Encourage feedback from employees on the performance of management and the business.

Encourage employees to submit suggestions on how to improve their division, workplace culture, or business growth.

Creating teams of capable workers is a goal for many managers. While it may not happen overnight, with commitment and persistence you can begin to build a force to be reckoned with in the competitive corporate world.

Lessons in Leadership from Miranda Priestly

Mon, 12 Jun 2017 10:55:26 GMT

“Florals? For spring? Groundbreaking.”

If you’ve ever had that manager – the one who has unrealistic expectations and a sarcastic response for every occasion – then you’re probably experiencing some flashbacks right about now.

And if you are that manager, it’s time to listen up, because we’re about to drop some facts.

In our most recent whitepaper, Leadership in the Age of Disruption , we looked at what drives employees to leave. Right at the top of the list? Poor leadership.

Miranda Priestly, from The Devil Wears Prada , is a hypercritical perfectionist. It’s part of what got her to the top, but it’s also what gave her a reputation for being the hardest taskmaster in the fashion world. Her assistants’ desks may as well have been a revolving door because she went through so many employees.

So what can we learn from Ms Priestly?

Employees vote with their feet

High turnover rates probably aren’t caused by a lack of cool beanbags or needing to deal with a lot of emails. With almost half of employees moving on from their job because of leadership issues, 10% will never even raise their concerns to someone in power. They’ll simply move on.

You might be like Miranda and consider it a blessing. After all, if they can’t stand up to the pressures of the role, they don’t deserve to be there, right? *cough*

The costs of high turnover

But high turnover rates aren’t just an indication of the quality of the management team. They’re expensive to businesses. Conservative estimates indicate that for every role that needs to be hired for, the cost of advertising, screening, onboarding and decreased productivity while learning the role amounts to a staggering 75% of that role’s annual salary.

What can we learn from Ms Priestly?

The current Australian average for turnover sits at around 16% per year, according to research conducted in 2015 by the Australian Human Resources Institute . If your office needs a revolving door installed to cater for higher than average turnover rates, then perhaps you need to forget about all the ‘great opportunities’ and ‘cool culture’ your business offers, and look more closely at yourself or the other members of the leadership team.

Are your expectations realistic? Do you give positive feedback as often as you give negative feedback? Do you demand your employees to deliver outcomes that don’t align to their pay bracket? If you’ve said yes to any of these, then you might be looking at the reason you get so many resignations on your desk.

Employees vote with their feet

You might be like Miranda and consider it a blessing. After all, if they can’t stand up to the pressures of the role, they don’t deserve to be there, right? *cough*

The costs of high turnover

What can we learn from Ms Priestly?

Tackling Workplace Discrimination Against LGBTI People

Sat, 20 May 2017 11:57:18 GMT

Homophobia and transphobia are serious problems wherever and whenever they rear their ugly heads. Sadly, one place where this kind of discrimination commonly occurs is the workplace – where many people spend about a quarter of their waking life.

Homophobic discrimination isn’t really happening in Australian workplaces, is it?

If you work somewhere that has zero discrimination, you’re one of the lucky ones.

Research conducted last year for the international Dive In festival and reported by ABC News revealed that more than half of LGBTI employees have been verbally abused at work for being lesbian, gay, bisexual, transgender or intersex. Around 20% have even experienced physical violence in their workplace.

While these numbers are shocking and certainly warrant attention, it’s important to remember that homophobic discrimination isn’t limited to direct verbal and physical abuse. Less blatant but still real and hurtful forms include:

Cyberbullying
Speculating or gossiping about someone’s gender or sexuality
Excluding someone socially because of their sexual orientation or gender identity
Using casual phrases or ‘jokes’ that are derogatory to LGBTI people (like “that’s so gay”).

Any behaviour that makes someone feel inferior due to their identity can be seen as discrimination.

But there aren’t even any gay people in my workplace

This is unlikely. The Dive In report mentioned above also found that 45% of LGBTI people conceal their sexuality or gender identity at work. Some even choose to employ themselves, rather than staying in a team environment where they don’t feel comfortable. Given the previous statistics about homophobic hostility, it’s not surprising that so many choose to keep quiet or leave.

Almost half of LGBTI workers hide or lie about their identity at work.

The Dive In Report

‘Staying in the closet’ may come in the form of actively pretending to be heterosexual or just taking care to withhold information (e.g. only vaguely referring to their ‘partner’ or changing the topic if a lunchroom conversation turns to relationships). Either way, the fact remains: you can’t assume your colleagues are straight by default just because they don’t tell you otherwise or don’t come to work wearing a sequined rainbow suit.

Isn’t it just construction and other blokey industries that have this problem?

Firstly, no industry exists in a vacuum. If any section of Australia’s workforce is rife with discrimination, this is still a reflection of our society and should be scrutinised.

But yes, some industries are less welcoming to LGBTI employees. Depending on your career path, moving from one industry to another can feel like stepping back in time to a less progressive era.

A 2016 report from PwC suggests the industries that struggle most with homophobic attitudes are:

Government
Industrial, Manufacturing and Transport
Retail, Hospitality and Media.

The Government sector sees the most homophobic incidents, with 70% of workers stating they’ve seen homophobia at work frequently, occasionally or rarely in the past 12 months.

PwC, 2016

Meanwhile, in an article from The Age , a spokesman from the Gay and Lesbian Organisation of Business and Enterprise recognised IT companies, universities, and financial institutionsas some of the most LGBTI-friendly places to work.

Regardless of which sector we sit in, we need to appreciate that no industry is immune. Every business should be proactive when it comes to handling homophobic or transphobic discrimination – as with any kind of discrimination – because it can occur anywhere.

Why is it so important to get on top of homophobia in the workplace quickly?

The first and simplest answer is that discrimination can make an individual feel terrible. Any kind of abuse, intentional or even perceived, can have devastating effects on a person’s emotional wellbeing. And most people certainly don’t wish for their LGBTI employees or colleagues to suffer.

Earlier this year, ABC News released an article revealing that homophobia can have damaging consequences for businesses too:

Companies that struggle with this issue can face hurdles when it comes to attracting and keeping high-potential talent.
LGBTI employees who are bullied have negative work attitudes, which naturally reduces their productivity and limits their contributions to the workplace’s culture.
Businesses that are inclusive and diverse enjoy larger profits, greater innovation, and employees who are more invested and likely to stay for longer.

To sum it up succinctly: Allowing homophobic or transphobic discrimination hurts employees and the company’s bottom line.

What can I do about it?

If you’re a manager…

Work with other managers to create a formal Diversity and Inclusion strategy, and make this available to all staff.

Actively and openly call out homophobic or transphobic comments and behaviour, even if they’re intended as ‘jokes’. Explain to offenders why you’re taking a stance against this.

If an employee makes a complaint about this kind of discrimination, take it seriously and follow through exactly as you would with other instances of discrimination.

Review your recruitment and promotion policies to ensure sexual orientation and gender identity are never consideration factors, and train relevant managers in being aware of and avoiding bias.

Create a specific task force to identify opportunities for promoting and protecting diversity, in regards to both employees and customers.

Encourage staff to organise/attend events that promote diversity – and go along if you can.

If an LGBTI staff member comes out to you, be supportive and respect their privacy. Help them find and access internal and external resources as needed.

Understand that this isn’t as simple as giving your staff the tools to support themselves. Even today, many LGBTI people struggle with internalised homophobia . As a manager, taking the lead and creating a strong diversity policy can help everyone accept each other and themselves.

If you’re a worker…

Participate in any diversity initiatives your business runs and support LGBTI colleagues as appropriate (e.g. if you notice homophobic bullying, stand up and say something).

Don’t make gay or transgender ‘jokes’, even if you don’t think they are offensive (e.g. don’t mock a client’s effeminate voice when discussing them with other staff members).

If you know or think a colleague is gay, lesbian or bisexual, don’t tell anyone or spread rumours about their sexuality.

Take part in equality training where available, or talk to your manager about seeking this.

If your manager calls you out on something you’ve said and you don’t understand why, ask for an explanation and listen to their response with an open mind.

When organising a social work event, don’t exclude anyone based on their sexuality or gender identity.

If you have homophobic beliefs, be respectful of your workmates and keep them to yourself. Even if you don’t like what someone does in their personal life, they still have the right to feel safe and happy at work.

Everyone has a part to play in making Australian workplaces more inclusive and diverse environments – managers and employees, LGBTI people and allies. If you have a story to tell or your own tips for making a business more welcoming, please share in the comments below.

Gen Y Calls for Genuine Leadership Skills; Singapore Results

Thu, 18 May 2017 12:03:22 GMT

Gen Y Calls for Genuine Leadership Skills

Singapore may be known for its strong economy, modern infrastructure, and exceptional standard of living; but it’s also home to a lot of unhappy employees. According to data collected in 2016, Singapore has one of the highest rates of job dissatisfaction in the Asia Pacific region, with workers citing bad leadership as their main source of discontent.

However, it’s not all doom and gloom. With Gen Y calling for more genuine leadership skills, Singaporeans can expect to see positive changes in the workplace – but only if their managers are willing to listen and adapt.

What does Gen Y want?

This is a generation of job seekers that know exactly what they want in a leader. To engage with younger applicants, leadership teams will need to demonstrate an increasingly diverse range of skills, including:

Authentic Leadership

Primary research conducted by Chandler Macleod has shown 13.89% of Gen Y workers regard confidence, charisma and personality as the most important characteristics of a successful manager. This tells us that leadership that isn’t genuine or isn’t ‘real’ just won’t cut it in Singapore’s modern-day work culture. By failing to act authentically, managers may find it difficult to connect with their employees, resulting in higher turnover rates and lower levels of job satisfaction.

Rather than imitating ‘typical’ managerial behaviours, unique management styles can be used to encourage the development of genuine relationships in the workplace. Rather than being perceived as ‘soft’, leaders who practise authenticity can achieve results without alienating themselves from their team.

Not sure what constitutes authenticity? Here’s a quick characteristic guide:

Encouraging different character traits within teams

Recognising employees for their work

Consistency in all work-related matters

Placing trust in employees

Self-awareness

Communication

When it comes to communication in the workplace, data indicates that Singaporean leaders could do more to encourage open and honest discussions. In a survey of 34 countries , Singapore ranked 4th last in terms of job satisfaction, with over 40% of respondents admitting to being discontent at work. In the same survey, Singaporean employees (in particular women) were found to be the second-least likely to do something about their lack of job satisfaction. These statistics indicate a tendency amongst Singaporeans to avoid voicing their frustrations at work, reflecting a chronic lack of communication.

In terms of younger employees, 58.33% of Gen Y employees in Singapore chose “providing guidance and direction to team members” as the most important quality in a leader, demonstrating a desire for improved communication in the workplace. While it may take time for improved communication to flow-on and increase job satisfaction, it is an investment worth making – it costs very little to exchange information and provide guidance, but the benefits of having a happy workforce have been well researched and documented.

People Skills

Good communication and good people skills go hand-in-hand. People skills refer to the attributes that allow for positive interactions between managers and employees. They can be demonstrated through a broad range of behaviours, including:

Displays of empathy

Collaboration

Conflict management

Inspiring trust

Patience

The ability to place trust in others

Listening skills

These skills may sound simple, but actually applying them amidst the chaos of everyday working environments can be tricky. Nevertheless, as Gen Y’s influence continues to spread throughout the Singaporean workplaces, people skills will likely become increasingly important.

The significance Gen Y places on people skills sets them apart from other age groups in the workforce. Instead of regarding it as a bonus when their managers have advanced people skills, this trait is now the expectation. Gen Y have long been told they need to display advanced people skills in the workplace – it’s only natural for them to want to see their leaders demonstrating these same skills.

Common workplace challenges

In order to make the most of genuine leadership skills, it’s essential to identify obstacles that could be preventing their development. These are just some of the factors that may be stopping employees in Singapore from enjoying the full benefits of effective leadership.

Work/Life Balance

A healthy work/life balance remains elusive in many parts of the world, but it’s especially hard to find in Singapore. In general, positions fall into one of the following categories:

Lucrative, but inflexible

Less lucrative, but more flexible

This lack of flexibility leaves many Singaporeans unable to divide their time evenly between work and home. In fact, research has found that 47% of the workforce regard their work/life balance as “awful”. Implementing genuine leadership skills is bound to be difficult in this kind of environment, and shouldn’t be considered a magic cure for work/life balance issues. However, effective management can be a great tool to encourage disillusioned Gen Y’ers to emotionally invest in their workplace, building loyalty and helping reduce high turnover rates.

How managers can deliver

In a nutshell, open communications, better people skills and authenticity are at the top of the Gen Y wish list. To actually deliver these skills, managers can take the following steps.

Invest in workers – spend time with your team and listen closely to their feedback. Allowing your workers to actively contribute to change can make them feel empowered.

Encourage open and honest discussions – in the absence of meaningful dialogue, developing effective leadership skills will be impossible.

Look into the practicalities of flexible hours – even if you can’t reduce workload or hours worked, having the option to spread the hours throughout the day differently can make a difference.

Don’t be afraid to ‘manage differently’ – even if your methods are slightly unconventional, playing to personal strengths (while being mindful of the above skills) can often get more out of teams and contribute to overall business growth.

When it comes to developing effective leadership skills, the sooner you start, the better. Singapore’s employment issues are indicative of societal and economic structures that have been in place for decades, but sometimes all it takes is a bold group of leaders to make an impact. To become a force for positive change in your workplace, start practising genuine leadership skills today.

Changing Workplace Culture to be More Inclusive

Wed, 17 May 2017 05:50:04 GMT

The concept of ‘feeling like you belong’ comes up again and again throughout life.

As children, we learn to fit into our family.

As teenagers, we struggle with cliques while we discover our own identities.

And, as adults, we seek out environments where we can be ourselves. Ideally, our workplace would be one of those places – but this isn’t always the case. For LGBTI people (and other minority groups), inclusive workplaces are often elusive, though sites like inclusiveemployers.com.au can help.

Below we look at:

How being more inclusive can benefit your business

Some signs that suggest this is something you need to work on

What you and your management/HR teams can do to improve your workplace culture.

Before we get into it, there’s one important distinction to make: having a diverse team of people is not the same as having an inclusive workplace culture. The former just means you’ve hired a range of different people, whereas the latter involves actually working on your culture to make it a safe and welcoming environment for those people.

Why an inclusive workplace culture is worth striving for

When a company’s culture isn’t inclusive, this is a problem – and not just for LGBTI employees and candidates. Marginalised staff will quickly become unmotivated and less productive, which can lead to real consequences for your business’s bottom line. It also makes for an unpleasant workspace, so you’ll likely see low employee satisfaction and high turnover.

There are also many benefits to having a diverse workplace, including:

Different types of people bring unique points of view to a workplace, which can help your business stay innovative and creative.

Diverse companies are more likely to attract the high-potential talent they need when recruiting because

take diversity into account when choosing where to work.

Spaces that welcome people with different life experiences get to take advantage of those varied perspectives, which is very helpful for many specialist areas like marketing, tech and education.

If your business doesn’t have an inclusive culture, you’re missing out on these benefits.

How to know if your workplace culture needs improvement

Generally speaking, there’s room for improvement in almost any workplace. Even if you’d consider your business ‘decent’ or ‘good enough’ in terms of inclusivity, there are things you can do to make it even better.

Here are some signs that indicate your workplace really needs improvement:

Employees regularly or occasionally make ‘casual’ homophobic comments or jokes and are rarely called out on this.

An LGBTI employee has told their manager they have been bullied or made to feel uncomfortable due to homophobic colleagues.

Diversity programs and events are poorly attended or treated as unimportant.

Colleagues don’t feel comfortable coming out in the workplace (or there are no LGBTI employees in the workplace).

Your workplace doesn’t have a Diversity and Inclusion Strategy (or employees aren’t aware of it).

How to make your workplace culture more inclusive

Create a Diversity and Inclusion Strategy

This detailed plan needs to include action points for each leader in your company. As a whole, your Diversity and Inclusion Strategy should clearly show your business’s commitment to improving the culture and list out the steps/activities involved in making this happen. And, perhaps most importantly, this strategy needs to be shared with everyone.

A document that reinforces your stance on creating an inclusive workplace won’t single-handedly fix everything. But it can reassure LGBTI and other minority staff that your business officially has their back.

Educate Staff on Diversity and Inclusion

Being homophobic or transphobic in the workplace is unacceptable. But some people genuinely don’t understand what this behaviour looks like, which is why training is so important. For example, someone who tells derogatory jokes needs to know that these are inappropriate before you discipline them for continuing to tell them.

While things like this might seem like common sense, keep an open mind and understand that not everybody has had enough exposure to the LGBTI community to know what is and isn’t offensive.

Lead by Example

Managers have the largest role to play when it comes to creating a more inclusive workplace. They are the people who can step in when someone says something out of line, for example. And by acting in accordance with the business’s Diversity and Inclusion Strategy, they can pave the way for other staff to do the same.

The effect of vocally and boldly promoting LGBTI rights can go a long way – especially if it comes from the company’s top leaders. This is exemplified by Douglas R. Conant’s story about supporting gay pride as the CEO of Campbell’s.

Change Language Where Appropriate

Do your workplace manuals, employment contracts, onboarding packs, or other documents use heteronormative language (e.g. husband and wife)? If so, aim to go through these and amend to more neutral terms (e.g. partner or spouse).

Similarly, when presenting to the team or even just chatting over lunch, don’t use gendered pronouns when enquiring about a co-worker’s partner (unless you already know their partner’s gender).

While these small things may seem inconsequential, they can add up and detract from your workplace’s inclusive culture. Keep in mind that LGBTI people live in a world that constantly reminds them they are not the ‘norm’ – it’s nice to work somewhere that doesn’t thoughtlessly reinforce this.

Review Hiring and Promotion Processes

An employee’s gender identity and sexual orientation should never be a factor when you consider them for a new position or promotion. Review your processes to make sure there’s no chance for this kind of bias to creep into a decision-maker’s recruitment and promotion choices.

Respond to Discrimination Quickly and Seriously

Any incident of discrimination needs to be dealt with swiftly and treated with zero tolerance. Discipline offenders as you would in any case of workplace bullying, and escalate the issue with higher managers if needed.

With committed managers and persistence, it’s possible to drive your workplace towards having a more inclusive culture. Depending on the current stance of your business, this might seem fairly easy or it may look like an uphill battle. But, either way, the benefits for both your employees and your business are well worth the effort.

Is your business on a journey towards better inclusivity? Tell us how it’s going in the comments below, or share your own tips for improving workplace culture.

Singapore Results - Women Less than Satisified with Employers

Tue, 09 May 2017 06:03:16 GMT

Over the past 50 years, Singapore has become one of the world’s most prosperous city-states. Having embraced post-colonial independence, it’s now home to a robust trade-based economy and boundless employment opportunities. However, in spite of so much progress, gender equality remains elusive in the country’s workplaces. A survey female employees in Singapore found that 66% had experienced unfair treatment at work.

It’s clear there is room for improvement in Singaporean workplaces. But what exactly needs improving, and how can businesses go about that?

A snapshot of gender inequality

To reduce gender inequality in Singapore and create spaces where everyone feels valued and welcome, it’s essential to understand the extent of the problem. Considering how modern Singapore is, with its high standard of living and above average incomes, the idea that women could be experiencing inequality may sound out of sync. But data doesn’t lie – from wages to advancement opportunities, women are unhappy with several aspects of their working lives.

Job Dissatisfaction

Women in Singapore are amongst the unhappiest employees in the world. According to a report on female professionals in Singapore , only 59% of respondents said they were satisfied with their employers. This is a startling figure when compared with Norway, where 81% of women expressed satisfaction with their employers.

In another study entitled Women in the Workforce , Singaporean women highlighted the following areas as the most challenging in terms of unfair treatment.

Advancement opportunities

Remuneration

Performance recognition

Recruitment

The sheer number of women expressing dissatisfaction with their employers demonstrates how widespread the issue of gender inequality is in Singapore. Fortunately, studies like this give employers insights into what is fuelling job dissatisfaction for women.

Work/Life Balance

Despite living in one of the wealthiest countries in the Asia Pacific region, Singaporeans don’t always have it easy. The country’s cost of living is notoriously high, leaving many people with no choice but to focus all their time and energy on work. Most employees (especially those in high paying jobs) are expected to put in extremely long hours, with little room for flexibility. This kind of cutthroat approach may have helped Singapore become an economic powerhouse, but it’s also made it harder for female employees to feel empowered in the workplace.

The lack of a healthy work/life balance has become a widespread problem across Singapore, but it’s especially challenging for women with young children. The Women in the Workforce study gathered the following statistics on working mothers in Singapore:

75% of the country’s working mothers spend less than 10 hours with their children each week.

57% of respondents cited balancing work and family life as the top challenge faced by working mothers.

85% of respondents admitted to feeling guilty for of missing out on aspects of their family’s lives.

70% admitted to enduring an internal “tug-of-war” between needing to earn income and against wanting to stay home in order to be a caregiver.

70% of women said they would give up work altogether if they had the financial means to do so.

With women being forced to choose between their careers and traditional caregiving roles, it’s hardly surprising so many of them are unhappy in the workplace.

Why is it important for women to be happy in the workplace?

If you believe an individual’s happiness is their own responsibility, you may be wondering why you should take steps to improve the situation for women. This isn’t an unreasonable point of view to hold, but there is a case for why you should take it seriously.

Wellbeing was linked to productivity in a 2014 study out of the UK . When treated well, workers were up to 12% more productive than the group who received no additional support, and lower happiness was systematically associated with lower levels of productivity.

So even if you personally believe it’s not your job to boost staff morale, the payback in productivity may be enough to encourage you to implement strategies to support women in the workplace.

The good news

Despite disheartening figures emerging, there are other areas where Singapore is doing well compared to other nations. During the past decade, Singapore has outperformed many other countries in certain gender equality metrics. Women now make up 15% of executive roles in Singapore, which might not seem like an impressive number, but it’s actually the third highest percentage of any country in the world.

However, there’s still plenty of work to be done. To improve the situation for women in the workplace, managers need to take an active role in ensuring they have the tools and resources they need to succeed in their jobs.

Ending inequality through effective leadership

While tackling gender inequality may seem difficult, employers can address the challenges women face in the workplace in a number of ways. These are just some of the tactics leadership teams can use to help ease the current levels of discontent amongst Singapore’s female employees.

Lead by example

Encourage transparency

Acknowledge your bias

Stop pay disparity experience and value

Of course, changes to deeply ingrained culture don’t happen overnight. But when managers adopt a growth mindset and commit to change, everyone – including businesses – can benefit.

Chandler Macleod Group's Gender Story

Sun, 26 Mar 2017 04:21:50 GMT

The Chandler Macleod Group prides itself on having an inclusive and diverse workplace.

With International Women’s Day on the 8th of March, now is a better time than ever to be introspective and self-evaluate our performance and efforts towards equality. These statistics are based on our own in office findings in Australia.

65% of our workforce are female, compared to 46.2% of the total workforce in Australia
Since 2014, CMG has reduced the average gender pay gap by 3%. The Australian average over the same period was 0.7%
In the last year, 38 women were promoted, whereas 32 men were promoted
83 of our female staff accessed flexibility via purchased leave
66 women enjoyed parental leave, with 3 being promoted on their return
23% of our female staff access a form of flexible working arrangement
Males and females have the same average length of service at CMG – 5.6 years
21/30 of our most recent hires were female
16 of the 30 longest serving employees at CMG are female
Our longest serving employee is female (29.5 years)

This isn’t a pat on the back, CMG as well as Australia, still has a long way to go before we can say there is real equality in our workforce. But we are proud of the efforts and achievements of both our male and female staff, in making our workplace a more diverse, equal, safe, and happy place.

Fearless Feedback

Thu, 23 Mar 2017 12:12:34 GMT

One of the more difficult conversations to have in the workplace, as a Psychologist and coach, is providing critical feedback. I have seen many times the consequence of poor delivery of critical feedback – both the ‘giver’ feeling frustrated that their feedback hasn’t been taken on board, and for the ‘receiver’, that feedback was provided in an nonconstructive or unhelpful manner, leaving them demoralised and disengaged.

Personally, I have always had mixed feelings about feedback; while I have not (and frankly may never) be entirely comfortable with it – my desire to perform well and aversion to mistakes make it difficult, not to mention the bruising that my ego experiences – I also know that when I have received honest and constructive critical feedback, it has been an immensely valuable development opportunity and has led to further growth, both personally and professionally.

Following a recent experience when receiving feedback from my own manager, the psychologist in me felt it important to reflect (unsurprisingly) on what went well during the discussion and perhaps what could have been improved. While I appreciated the honesty of the feedback, I wondered what could have occurred such that I had left the conversation feeling more motivated rather than somewhat demoralised.

So, given it takes two to tango, how can one both effectively give and receive feedback? While there is a vast array of advice on this topic, Emotional Intelligence (EI) and the four elements that sit under it (self-awareness, self-management, social awareness and social skills) plays a key role in the success or failure of these potential coaching interactions. Throughout the feedback process, there are several key behaviours that both parties need to keep in mind.

As the ‘giver’:

Pay attention to body language

Both your own and that of your recipient. Ensure your posture is open and that you remain aware of signs that your receiver is ‘checking out’ i.e. lack of eye contact, crossed arms, closed posture.

Checking in

Rather than assuming that, ‘okays’ and ‘umm-hmms’ mean your receiver is listening, clearly ask them what they think, how they are feeling, and ask for feedback on your message to gauge their own understanding and agreement or disagreement.

Be Strengths-focused

Ensure that you are constructive and positive in your language, and strengths focused in your approach.

What’s in it for them

Ensure then when providing the feedback, you consider how it links back to their specific motivators. People never do something for nothing.

Give details

ensure that you can provide specific examples of unhelpful behaviour and more importantly, provide constructive feedback. What would be more helpful or how could they do something differently.

Focus on the task not the person

One of my mentors once told me, “be hard on the issue, soft on the person”. There is nothing helpful or constructive about making the issue personal.

Reflection time

Ensure that you give the other person the opportunity to reflect and permission for them to come back to you to discuss; leave it open to continued discussion.

As the ‘receiver’:

Be open

Ensure that you maintain an open attitude towards the conversation; even if you are not happy with what you are hearing, you will be better able to reflect on what you have heard and what you agreed/disagreed with if you actively listen.

Reflection

write notes and ask for the time to process and reflect on what was discussed if you feel that you need it.

See the opportunities

it is important to see any feedback as worthy of consideration and as a potential development opportunity, even if it is difficult to hear. It will allow you to build self-awareness and aid in removing ‘blindspots’ in behaviour

Get the specifics

Ask for specifics regarding the times that you have demonstrated any unhelpful behaviour, and ask what a successful change would look like so you can adjust your behaviour accordingly.

Consider these points before the next time you approach a feedback interaction. If followed, you may find that both the giver and the receiver will increase the success and value of these conversations. Having regular feedback sessions with your team members benefits all parties involved, by encouraging positive behaviour and identifying areas that need improvement you can increase their productivity and quality of work. Continual performance assessments also provide managers with information that can help advise decisions on pay raises, promotions, assignments and training.

Want to be fearless with your own feedback? Contact one of our Chandler Macleod People Insights Consultants today to discuss our Insight Led Learning programs.

Challenges Women Face in Management Positions

Sat, 18 Mar 2017 04:39:32 GMT

Discussing gender equality can be difficult in professional environments. Many women prefer to avoid this topic altogether, because complaining about inequality can be seen as career suicide. Women who rock the boat are often perceived as whingers , weak, and unsuitable for leadership positions.

Yet study after study supports the fact that women are still subject to bias in the workplace. This presents unique challenges generally not recognised by men.

Career opportunities

The Thomas Reuters Foundation surveyed almost 10,000 women from 19 of the G20 countries about the challenges they face in the workplace. One of the 5 recurring themes to emerge from this was that women are provided with fewer opportunities for growth than men. Out of all the Australian women surveyed, 45% stated that in their experience men have better career opportunities than women. This study is backed by research undertaken by the Australian Government’s Workplace Gender Equality Agency, whose 2016 report shows women hold only:

2% of chair positions
6% of directorships
4% of CEO roles
4% of key management personnel positions in Agency reporting organisations.

These figures show an underrepresentation of women in leadership roles, as almost half the Australian workforce (46.2%) are women.

So why is this? Research out of Stanford University suggests it has a lot to do with unconscious gender biases, which assign certain attributes to people based on their gender. Women are more likely to be described as “supportive”, “collaborative” and “helpful” in performance reviews, while men are more likely to have words like “drive”, “transform”, “innovate” and “tackle” included in their reviews. It’s no wonder that when the selection criteria for a promotion requires someone who is driven and innovative, it’s a man who is most often given the opportunity – regardless of which gender is in charge of hiring decisions.

Support in the home

A study of executive women and men, Leaders in a Global Economy , surveyed 1,192 executives from 10 participating countries, with a roughly even gender split. Of the respondents, approximately 75% of the men surveyed reported having a wife or spouse who did not work. Women, however, reported the opposite, with approximately 75% of them reporting having a husband or spouse who also worked full-time. To quote journalist Annabelle Crabb: “The men got wives. And the women didn’t.”

In isolation, you could argue that there’s no way to understand how those families split domestic, unpaid work between them. This study, luckily, went a step further and asked exactly that. The executives who had children were asked who takes more responsibility for making childcare arrangements. The response showed a strong divide, with 57% of women answering “I do”. In stark contrast, only 1% of men gave the same answer.

The value of having a spouse at home to take care of running the household cannot be underestimated. The idea of having ‘work-life balance’ is also something uniquely challenging for women due to the current social structure Australia stubbornly adheres to, which ascribes caregiving duties to women and breadwinning duties to men. As Quentin Bryce famously said: “[Women] can have it all, but not all at the same time.”

Being accepted as effective leaders

Australia is lagging in closing the gender gap, according to the World Economic Forum’s latest Global Gender Gap report . Ranking 46th globally, notable sub-indexes where we underperformed include Economic Participation and Opportunity (42nd), Health and Survival (72nd), and, importantly, Political Empowerment (61st).

With so few representatives in political positions of power, is it any wonder there is still bias surrounding women’s ability to lead in the workplace?

An American study out of the Pew Research Centre examined women and leadership , and the perceptions surrounding their abilities. Surprisingly (or perhaps not so surprisingly), the majority of Americans feel women are every bit as capable at leading in business or politics as men are. They are, in fact, perceived as being more honest and ethical, better at being fair and better at mentoring employees.

Yet in spite of this, the number of women actually in those leadership positions was shockingly low. The study delved into this as well, and seems to suggest that though we believe women can be as good as men, we tend to expect them not to be. This creates a situation where, in order to be seen as equal to a man of similar standing, women must actually do more to prove themselves. Even when a woman’s efforts do go above and beyond those of a man, they are unlikely to reap the benefits; when male executives speak up among their peers, those peers would give him 10% higher ratings on his competence. When a female executive speaks up, her ratings were 14% lower.

How can we start to address these issues in the workplace?

Recognising factors that hold women back from excelling in management is only a small part of tackling gender inequality. If organisations are serious about furthering diversity in their workplaces – and taking advantage of the many skilled and talented women in Australia – then real, actionable steps need to be put in place.

Many companies are actively trying to do better. Google, Facebook and Microsoft have all amped up their efforts to create inclusive workspaces. Google, for example, empowers their employees to identify their unconscious biases through training and workshops, and have made resources available publicly through re:Work with Google . They also recognised that men are more likely to self-nominate for promotions than women, a trend that repeats in almost every industry and workplace. This has led them to explore other approaches to encouraging applications .

Research tells us that when women are active and equal in the workforce, everyone benefits . Business outcomes are improved, economies are stronger, and living conditions improve for entire communities. So why, then, do organisations so strongly avoid discussing inequality?

65% of our workforce are female, compared to 46.2% of the total workforce in Australia
Since 2014, CMG has reduced the average gender pay gap by 3%. The Australian average over the same period was 0.7%
In the last year, 38 women were promoted, whereas 32 men were promoted
83 of our female staff accessed flexibility via purchased leave
66 women enjoyed parental leave, with 3 being promoted on their return
23% of our female staff access a form of flexible working arrangement
Males and females have the same average length of service at CMG – 5.6 years
21/30 of our most recent hires were female
16 of the 30 longest serving employees at CMG are female
Our longest serving employee is female (29.5 years)

What the Lion King Can Teach us About Employee Engagement

Tue, 14 Mar 2017 12:22:53 GMT

Remember the ending of The Lion King? Cornered by Simba at the top of Pride Rock, Scar, Simba’s treacherous uncle confesses to murdering his father, the beloved former leader of the Pride Lands. Refusing to give up his leadership position, Scar leaps to attack Simba one final time, only to be thrown over the edge of the rock, falling to his demise.

During his fall, Scar must have wondered: “How did this happen? What was the fatal mistake that led me to this moment?”

Our answer is this…

Ultimately, it wasn’t Simba, or the fall from the top of Pride Rock that killed Scar; it was poor employee engagement.

As you may recall, Scar actually survived his fall. His “employees,” the Hyenas he recruited, turned against their boss and made him their dinner, instead of helping him recover and lead again.

Still fuzzy? Here’s a clip to refresh your memory.

Engaged vs. Disengaged. What’s the difference?

Engaged employees tend to feel inspired by their work, and care about the future of their organisation. They are willing to go the extra mile to help their leader and organisation grow. On the flip side, disengaged employees tend to feel emotionally and cognitively detached from their jobs, and only do the bare minimum required of them. They are also more likely to quit their jobs 1 at the first sign of trouble, and at times, might even actively work against their organisation or leader.

Unsurprisingly, research has shown that employees who are engaged with their organisations tend to be more productive and more profitable than those who are not. In fact, a study found that 87% of engaged employees2 are less likely to leave their jobs than their disengaged colleagues.

There has been a growing acceptance of the evidence among researchers and organisations that an engaged workforce can be a major competitive advantage.

But what can leaders do to fast track employee engagement in their organisation?

Lessons from Scar – Four Strategies for Employee Engagement

Although Scar is a fictional character from 1994, his flaws as a leader are very real and applicable to our working world today. Leaders of modern-day organisations can learn from Scar’s mistakes by avoiding the threats to employee engagement in their workplace.

Lesson 1: Be fair and transparent in your decision-making as a leader.

Scar is the worst when it comes to being fair and transparent. He prefers to work in secrecy, often working against members of his organisation. This behaviour has garnered him a negative view on his capabilities as a leader from his employees. Studies have found that employees tend to be more engaged in the work when they perceive a sense of fairness and transparency in their organisation.

Lesson 2: Give your employees the freedom to make their own decisions – to an extent.

Studies have suggested that 3 employees are more engaged with their work and organisation when they feel that they are trusted to be given autonomy, or the freedom to make their own decisions in their role.

Scar actually follows this lesson – albeit to the furthest extreme – when he gave the hyenas complete, unrestricted free reign over the Pride Lands that they ravaged it of its resources, leaving nothing to the other members of his organisation, most of whom were afraid of the hyenas’ destruction. This leads us to…

Lesson 3: Provide support and create an environment of psychological safety

Studies have shown that 4 employees become disengaged in their work if they do not feel that they receive adequate support from their organisation or leader. Employees also feel more engaged if they feel a sense of psychological safety 5, a feeling of being able to express themselves without negative consequences. Leaders should strive to foster a supportive and psychologically safe working environment for their employees.

On the contrary, Scar seems to think that it’s a good idea to run his kingdom with the exact opposite approach: FEAR. With all the other animals in his kingdom not feeling safe under his leadership, it should not have been a surprise to him when they decided to replace him with Simba, a more supportive leader, instead.

Lesson 4: Align the values and goals of your employees with those of your organisation

Perhaps Scar’s most fatal mistake was that he did not hire for values. Sure, the pack of hyenas helped him accomplish his goal of claiming the leadership role in the animal kingdom, but their only motivation was payment – in the form of food. The hyenas do not share the same values as Scar does for power, but he recruits them anyway. In fact, he even looks down on their species, singing:

“I never thought hyenas essential,

They’re crude and unspeakably plain

But maybe they’ve a glimmer of potential

If allied to my vision and brain.”

While Scar was smart to communicate his vision to his new recruits, the hyenas, who live by different goals and values, did not pay much attention to his overall vision, as long as they get what they were promised. Naturally, they turn on Scar the first chance they get.

Studies have shown that 6 employees whose values and goals are aligned with their organisation are more likely to go “above and beyond” and contribute to their organisations.

On the flipside, Timon and Pumba were so aligned with Simba’s values and vision, that they were willing to risk their lives by distracting the hyena pack in order to help their leader achieve success.

There are many lessons we can learn about employee engagement from The Lion King, but the key takeaway is clear:

Employee engagement lives and dies by the quality of its leader

Research has shown 7 that effective leaders are the engines that drive employee engagement. Leaders should learn from Scar’s mistakes, and cultivate an engaged workforce (that won’t turn around and eat you instead!).

References

Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board. Ibid.
Markos, S & Sridevi, M. S. (2010). Employee Engagement: The Key to Improving Performance.5 (12).
Xu, J., & Cooper Thomas, H. (2011). How can leaders achieve high employee engagement?.
(4), 399-416.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. (7), 600-619.
Cartwright, S., & Holmes, N. (2006). The meaning of work: The challenge of regaining employee engagement and reducing cynicism. (2), 199-208.
Seijts, G. H., & Crim, D. (2006). What engages employees the most or, the ten C’s of employee engagement. (4), 1-5.
Ngobeni, E. K., & Bezuidenhout, A. (2011). Engaging employees for improved retention at a higher education institution in South Africa. African Journal of Business Management, 5(23), 9961.

Be Bold for Change - this International Women's Day

Tue, 14 Mar 2017 04:45:05 GMT

Women fought long and hard for basic rights. The right to vote, the right to work after marriage, the right to be seen as more than the property of men. Unfortunately, though, as the old rhyme goes:

Man may work from sun to sun,

But woman’s work is never done.

Disparity is still rife in even the most cosmopolitan countries, with issues like the gender pay gap, bodily autonomy, and taxes for menstrual products contributing to the divide. Yet progress is often inhibited by a pervasive attitude that equality (in developed countries at least) was achieved decades ago when basic rights were won. It’s an attitude that manifests as “Women here have it better than women in other countries, so be grateful for that” .

Let’s not aim just for ‘better’. Let’s aim for ‘equal’. Let’s aim for ‘fair’.

International Women’s Day puts gender back on the agenda. It’s a call to action for gender parity, offering clear actions and solutions to help both individuals and organisations create inclusive spaces for all people, all over the world.

This year, March 8 is a day to #BeBoldForChange.

At Chandler Macleod, we know that businesses succeed when a diverse workforce is present. We know that businesses succeed when the individuals within them succeed. We’re committing to speaking out for equality, and we’re taking the opportunity to give women within the Chandler Macleod Group a platform to make their voices heard.

Pledge your support or bring your organisation together with real actions, not just words. Check out the official International Women’s Day website for ideas and inspiration, and watch for our upcoming posts which will explore gender differences in the workplace.

Make a commitment to take action today, and #BeBoldForChange this IWD.

Overcoming Challenges in Male-Dominated Industries

Mon, 13 Mar 2017 12:30:49 GMT

Though women make up 46.5% of Australia’s workforce, some industry’s participation rates are considerably skewed. For example, health care and social services have a high percentage of females, with around 77% of workers identifying as women. In stark contrast, women in construction represent only 11.8% of the total industry workforce.

With such a small proportion of women in these ‘boys’ club’ industries (mining and utilities also fall into this category), it makes sense that women who perform managerial roles in male-dominated workplaces may face unique challenges.

Challenges women face in male-dominated industries

An investigative study spoke to a number of women in male-dominated industries to identify common issues presented in their daily experiences. These issues included both formal and covert organisational practices that maintained discrimination and bias, such as:

Structural issues including resources and policies

Often, women will accept a position only to discover there are no resources suited to their needs. They may find policies that either don’t support women in the workplace or actively exclude them. For example, some women reported not having changing rooms available to them (where men in the same team or location had ample space assigned). Others reported discriminatory policies surrounding pregnancy and maternity leave.

Perception of – and actual – gender-specific bias

When women work in non-traditional roles, it’s still seen as something of a novelty. Because of this, many women felt there was a lack of social, emotional and work support available to them. The underlying assumptions surrounding gender roles has had a negative effect on organisational culture, putting females at a disadvantage.

Workplace culture

Many women shared the experience of males in their workplace displaying vindictive and/or unsupportive behaviour. This impacted their ability to both do their job and feel comfortable in the workplace. A researcher from Northwestern University stated in a study that female leaders face a double-bind: “[women] are expected to be communal because of the expectations inherent in the female gender role, and they are also expected to be agentic because of the expectations inherent in most leader roles”.

Coping with and overcoming these challenges

So what options do women have in these situations? Do they ‘man up’ and become ‘one of the boys’? Do they take advantage of their ‘feminine’ qualities, like empathy and nurturing, in order to stand out from the blokes and offer some new perspectives to the organisation?

Research shows there isn’t one single strategy for success that will work across different situations. A study published in the Journal of Occupational and Organizational Psychology in 2011 found that women can face backlash for “violating the feminine gender role stereotype” if they display typically male qualities. However, a different study and meta-analysis published in the Psychology of Women Quarterly found the opposite – women who portray themselves as having traits typically associated with masculinity tend to achieve greater heights in the workplace and experience less hardship.

Toolkit for women facing challenges in management roles

Having practical strategies can be helpful when faced with discrimination or resistance in the workplace.

Vary between ‘feminine’ or ‘masculine’ skill sets or attributes as needed

Work with a mentor in the industry

Focus on the positive elements of the job instead of dwelling on the negative

Speak up about discriminatory hiring or promotion practices

Call for recruiting practices that actively encourage women to apply

Support fellow women in the workplace.

These approaches were echoed in the study that investigated the challenges women face in male-dominated industries. They can be split into two main elements, which we’ve explored in more detail.

1. Coping strategies and resources:

Appreciation of feminine advantage

Whether this is an ingrained identity issue or a reliance on appearance to gain acceptance, there were some women who used their gender to their advantage in male-dominated workplaces. Of course, this approach involves the risk of being deemed unsuitable for tasks or roles that require abilities typically ascribed to men.

Adopting male characteristics

Adjusting behaviours to align more with masculine traits is a common coping tactic. Because males typically determine the selection criteria for roles, and also end up determining the successful candidate, there’s a strong case for doing this. When women display a combination of male attributes and self-monitoring, they are presented with increased opportunities for promotions and recognition.

Mentorship

Having a mentor, especially a female mentor from the same industry, is a wonderful way to build skills and knowledge. If they’re currently holding a position of power and respect, even better – their reputation can help bolster the reputation of others, lending authority to the mentee as they build their own profile within the business.

2. Acknowledging motivational aspects of the work:

Despite the challenges, women who accept roles in these industries often develop tough skin and choose to persevere. They are reported to have an optimistic expectation of future career possibilities – for example, the skills they develop in these challenging positions will be valuable when it comes to securing roles of higher levels. After all, to succeed in spite of adversity says a lot about a person’s character and tenacity.

They also tend to focus on the challenging and engaging nature of the work. By dedicating themselves to the job at hand, they were able to let the politics go as they became accustomed to their role.

Recognition and success was also critical to women’s perseverance. While this doesn’t always have to be official, small things like having male colleagues nominate them as safety representatives or coming to them for advice can make a huge difference to women’s work satisfaction and effectiveness in male-dominated industries.

Changing organisational culture

Of course, none of the strategies above touch on shifting workplace culture in a way that creates long-term change. At the root of attitude adjustments in the past was a woman brave enough to fight the status quo. Not that long ago, women weren’t even found on-site at mines – they were behind the desks, working in administration jobs. Trailblazing isn’t the only way to have a real impact on the way businesses in these industries see women, though.

Depending on your exact role and authority, you may be able to influence hiring policies and procedures. Hiring is often affected by levels of subconscious bias, which has been shown to be an issue for hiring managers of both genders. Removing names and using numbered systems can help reduce subconscious gender bias, allowing applicants a fairer selection process.

Alternatively, you may be able to implement recruitment campaigns that target women. Many women still believe that these industries ‘aren’t for them’, and never even consider the idea of working in mining, utilities, construction or trades. You don’t need a line of pink pickup trucks to make it appealing – just stating that it’s possible to succeed in industries not typically associated with women could be enough.

And perhaps the most undervalued way to shift workplace culture in male-dominated industries is one that any women can do – support your fellow women in the industry. Whether it’s a refusal to join in the blokey banter about a female colleague, or publicly congratulating a woman on her achievements, standing up for other women both sets the standards of behaviour for the entire organisation and helps co-workers feel valued and supported.

Creating change in industries that place a high value on gender roles and identities can be a battle, and it’s one women shouldn’t have to take on alone.

Jamie Devitt, GM Client Development, says “unpacking, redesigning, and refreshing a company’s value proposition is really a must in order to start changing organisational culture. Even recruitment processes aren’t immune – they must be reviewed in order to purge them of inherent biases”.

Below is a list of links to support programs specifically for women in non-traditional positions. Join, follow, or just find solidarity from the fact that other women are facing similar challenges.

Mining

Women in Mining in Queensland

Women in Mining in Western Australia

The AusIMM Women in Mining Network (WIMnet)

Construction

The National Association of Women in Construction

Trades

Women in Trades

Supporting and Linking Tradeswomen

Engaged vs. Disengaged. What’s the difference?

There has been a growing acceptance of the evidence among researchers and organisations that an engaged workforce can be a major competitive advantage.

But what can leaders do to fast track employee engagement in their organisation?

Lessons from Scar – Four Strategies for Employee Engagement

Lesson 1: Be fair and transparent in your decision-making as a leader.

Lesson 2: Give your employees the freedom to make their own decisions – to an extent.

Lesson 3: Provide support and create an environment of psychological safety

Lesson 4: Align the values and goals of your employees with those of your organisation

“I never thought hyenas essential,

They’re crude and unspeakably plain

But maybe they’ve a glimmer of potential

If allied to my vision and brain.”

Studies have shown that 6 employees whose values and goals are aligned with their organisation are more likely to go “above and beyond” and contribute to their organisations.

There are many lessons we can learn about employee engagement from The Lion King, but the key takeaway is clear:

Employee engagement lives and dies by the quality of its leader

References

Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board. Ibid.
Markos, S & Sridevi, M. S. (2010). Employee Engagement: The Key to Improving Performance.5 (12).
Xu, J., & Cooper Thomas, H. (2011). How can leaders achieve high employee engagement?.
(4), 399-416.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. (7), 600-619.
Cartwright, S., & Holmes, N. (2006). The meaning of work: The challenge of regaining employee engagement and reducing cynicism. (2), 199-208.
Seijts, G. H., & Crim, D. (2006). What engages employees the most or, the ten C’s of employee engagement. (4), 1-5.
Ngobeni, E. K., & Bezuidenhout, A. (2011). Engaging employees for improved retention at a higher education institution in South Africa. African Journal of Business Management, 5(23), 9961.

The Billion Dollar HR Opportunity in Australia

Fri, 24 Feb 2017 04:55:14 GMT

All successful business and HR leaders acknowledge that people are their organisation’s greatest assets – after all, a company’s worth is determined by its’ ability to produce results and drive growth. The key to having sustainable YoY performance lies in your leadership’s ability to keep their employees happy, engaged, and motivated – this is the holy grail of every capable HR leader.

The stakes in today’s talent war have never been higher, and the savvy HR business partner appreciates the impact of turnover on business productivity and performance. Research by PwC on employee turnover identified Australia as last amongst 11 developed countries at 23% for staff turnover within 12 months. There’s a lot of room for improvement, as the Netherlands topped the chart with just 4% turnover of new hires within 12 months. A quick glance at AHRI’s 2015 Pulse Survey1 on Turnover and Retention reaffirms the case with 16% turnover over 12 months with an increase of 3% since 2012.

If these figures have not captured your attention yet, then these staggering numbers should – the cost of turnover in Australia, according to PwC, is estimated to be $3.8 billion in lost productivity. On top of this, $385 million is also lost in avoidable recruitment costs. AHRI’s survey indicates that 59% of HR leaders agree that turnover negatively impacts organisational performance.

To clarify, the components of turnover costs include expenses for in-house hiring, termination administrative, training and induction; as well as lost productivity from other employees filling in for vacant positions, in the early and final stages of employment. From PwC’s rough gauge, each turnover’s cost is anywhere from a departing employee’s annual salary to 2.5 times its equivalent. Hiring the wrong people is a costly, and potentially fatal mistake for your organisation.

The Challenge

So where has HR gone wrong? The HR space has never been more competitive – if you look at the various awards going out to the HR community, there are always emerging leaders and organisations being awarded for their innovative work in developing, engaging, and rewarding employees. At the recent Learning@Work conference, it was reinforced that many organisations have invested heavily into intuitive, technology-based and highly personalised learning.

Therefore, in a highly competitive talent space warring for talents, it’s less about what went wrong or what HR professionals didn’t do, but more about what they need to do to gain the marginal advantage to secure, develop, and retain the right and best talent for their organisations.

When we look deeper into AHRI’s Pulse Survey, good relationship with employees and job satisfaction are the top 2 drivers of employee retention with 44% and 35% respectively. And yet, the survey points that training and development has remained the key approach in encouraging retention with 61% subscription by respondents follow by flexible work options at 51%. The strategies that have a higher correlation to employee relationship and job satisfaction such as employee opinion, career progression, effective leadership, and recruitment are less utilised with comparatively lower uptakes from 30% to 38%.

The opportunity

Herein lays the $3.8 billion opportunity for employee retention. It’s not just about how much more money we should pump into learning and development, which has always been the convenient approach for organisations; HR now needs to explore new ways to stay relevant, be competitive, and find new ways to create value to the business. The questions HR professionals should now be exploring further are:

How can we increase the success rate of hiring the right fit talent with higher retention odds for the organisation?

How can we better understand and tap into the drivers and motivators of our best performers and key talents?

What can we do to provide our employees personalised and holistic development solutions that go beyond the limitations of conventional L&D?

How can leaders do better through coaching, nurturing, recognising and building positive, progressive and productive cultures within their organisations?

References

Three Things Nadal & Federer Can Teach Us About Digital Disruption

Sat, 18 Feb 2017 05:04:09 GMT

It is a few minutes before the Australian Open’s men’s final for 2017. I’m not normally a big tennis fan but tonight, like everyone else, I’m swept up in excitement surrounding this unexpected ‘Fedal’ encore. It’s a match-up of the two of the game’s greatest players, who make up the number one rivalry in tennis’ modern era – Nadal and Federer. As their careers wind down, many doubted that either would be a Grand Slam champion again, but here we are.

Nadal, has always been a modern style of player – a ‘leftie’ with a pounding physical style that has seen him win 14 grand slams. He fought his way to success through determination, grit, and psychological stamina. Federer, considered by many as the greatest tennis player of the 21st century, has 17 grand slams to his name and brings a classical and ‘correct’ genius to the game. However, even perfection can be disrupted, and ‘The Fed’ has been, 23 of the 34 times he’s faced ‘Rafa’. Nadal’s unconventional technique – it turns out – is incredibly effective. It reminds me of something my grade 5 teacher used to say to me – “play to your strengths, play your own game”.

It’s a slogan to remember, and it’s more relevant than ever. With 13 industries comprising 65% of the Australian Economy facing significant disruption this year (Deloitte, 2012), many of our clients are setting out to ‘play their own game’ by harnessing their unique strengths to disrupt (or to at least future-proof themselves against disruption). But they’re finding that it’s much harder and much more uncomfortable than anticipated. Often the barriers they come up against are within their own organisation – outdated mindsets, systems, structures, leadership, methodologies, and technologies that hamper any opportunity for real change. Many organisations quickly learn that they first need to ‘self disrupt’ before they can gain any external competitive advantage. But where does that kind of work begin?

Here are 3 considerations we often share with clients on their way to disruption – lessons which are rather neatly mirrored in the long-standing Nadal-Federer rivalry that we get a glimpse of tonight.

Don’t be like Apple

Just as the last few years have been all about disruption, the decade before that was all about innovation. The two are clearly linked, as the primary cause of disruption has been the rapid advancement of technology and globalisation which has increased the speed at which new products can displace existing ones. Over the years, more and more companies have embraced innovation as their cultural identity. But there was often a sentiment that followed; “if you want to be innovative, be like Apple”. Herein lies the issue, if you want to disrupt or innovate, do not start out by comparing yourself to or trying to imitate what another organisation has done – no matter how impressive. Following the lead of someone else is the opposite of disruption and innovation. Nadal would never have accomplished what he has if, as a young player, he was instructed to focus all his energies on replicating Federer’s graceful single-handed backhand. The greatest success comes from cultivating whatever unique, natural strengths and capabilities you already possess as a business – no matter how against the grain or unconventional.

Throw out old Yardsticks

Another obstacle organisations encounter when trying to turn an industry on its head relates to how they measure success along the way. Businesses invest millions each year into culture and leadership programs and tools that are based on a ‘one size fits all’ approach, essentially telling you how similar you are to other ‘high performing organisations’. “Lots of blue in your profile? Great – you’re on your way”; but to where? Maybe down the path towards creating a constructive, positive work environment, but not to a place that will allow effective disruption to occur. That’s not what you’ve measured, and any form of analytics, whether it’s your leaderships capabilities, or the broader company culture needs to be customised and designed to inform you of your unique opportunities and obstacles on the path to disruption.

We challenge many of our clients on their reliance on benchmarks – particularly if they are genuinely committed to pioneering a new future within their industry. It’s too easy to slip into complacent and ‘good enough’ mindsets when using benchmarks or other relative measurements of performance. This information reflects how successful you are compared to what already exists and what has existed in the past. Airbnb has never focused on meeting benchmarks within the hotel industry – that would have limited them to the best of what already exists. Rather, they redefined what ‘best’ was. Benchmarks, somewhat like the current ATP tennis rankings, are not always a perfect reflection or prediction of success. After all, tonight we are watching the world no.9 and no.17 in probably the most anticipated tennis final of the year.

Appoint a Chief Disruption Officer

Organisations may need to bring in new talent and capability to be able to disrupt effectively, or at least quickly. This could take the form of a key strategic position focused on driving the revolution (think CDO – Chief Disruption Officer) or a team tasked with anticipating potential shake-ups in the industry and then pursuing, or protecting against these. We recommend that some deep work be done before embracing new talent to identify the exact characteristics that not only make up a disruptive mindset but that enable successful execution within a specific area. Then profile potential hires for ‘fit’ against this information. You’re likely looking for a balanced exchange of ‘thinker’ and ‘doer’ traits – curiosity, openness, vision, abstract thought, results drive, critical thinking, imagination, influence, and the like. It will be a unique mix for every organisation, so again, ‘play your own game’ and do the work to enhance your chances of getting it right. Finally, look to identify and nurture the natural born disruptors who are already part of your organisation – the ‘blue sky’ pragmatists that sit amongst you. The fusion of their organisational knowledge and their burning desire to shake things up may provide the disruptive leap you’re trying to achieve.

Speaking of natural born disruptors, it’s back to the game at hand. Regardless of whether Nadal is able to upset Federer’s style of play for the 24th time, the fact is he has shaken the game up, and shown yet another way to win. It’s not necessarily pretty, it’s not classic, but – like many modern businesses getting traction – it works, and that’s what matters.

References

1.Deloitte ‘Digital Disruption – Short Fuse, Big Bang’ September 2012

Celebrating Inclusion this International Women's Day

Thu, 16 Feb 2017 05:10:38 GMT

International Women’s Day holds special significance for me this year. 2017 being the 10-year anniversary of when I sat a panel interview for my first professional job as an Entry Level Organisational Psychologist with Chandler Macleod. The interview was held just one floor down from where I write this story now.

A few months into starting in the role, my manager told me something that has stayed with me to this day. He told me the reason he was compelled to hire me was not because of my university scores, my experience in a similar role leading up to the interview or because my thesis happened to be on Emotional Intelligence – very much the hot topic of the consulting world at the time. Those achievements were considered on their merits – but there was one other aspect which had the most positive impact – part of my story which I was warned against mentioning by more than a few people if I was really serious about getting the job.

That was the part about me being a single 20s-something mum who worked part time at a café and got through six years of university with a primary school aged daughter. In a strange twist at the time, it was the single professional white collar male with no kids who was my biggest advocate, who immediately perceived this life experience as an asset – something that would enhance my performance and value to the business, not detract from it.

I feel like a decade later, we have come some way. Maybe those that so ardently bid me to self-censor would be slightly more open-minded or even positive now? There has been a shift – perhaps not en-masse – but definitely a swing towards people being less hesitant in sharing their stories about being an active and invested mum who also happens to be searching for her next dream role or career opportunity. I’m glad I didn’t shy away from it all those years ago, as tempted as I might have been to avoid ‘advertising’ that I was a mum – especially a single one.

But I also appreciate that not everyone would have looked at things the way my manager did. Many of the women I have worked with and coached in recent years sadly have the opposite story to tell – experiences of both the subtle and not so subtle discrimination which we know continues to be widespread in Australia and other ‘developed’ countries (Supporting Working Parents: Pregnancy and Return to Work National Review – Report, Australian Human Rights Commission, 2014).

The attributes I developed as a single parent also made me a highly-valued employee.

I don’t know if he’s aware of it today, but that manager had an enormous impact on my life. Not only by giving me the opportunity to develop professionally at Chandler Macleod, but also on my continued confidence in being able to bring my whole self to work each day. And he was right – the attributes I developed as a single parent also made me a highly-valued employee. The team I managed out of hours may have only been a team of two – myself and my eight-year-old daughter at the time, but the skills and virtues I developed at home were invaluable to my practice as a Psychologist – particularly those of empathy, resilience, flexibility, creativity, and time management.

That day in 2007 set the tone for things to come. Chandler Macleod has been through enormous change in the last ten years and we have had some dramatic ups and downs like every business, but at every step the business has supported me as a working professional parent. In the last three years I have had three more beautiful daughters– and whilst it is fair to say that situation was met by some with looks of shock and astonishment (myself included for number four!), it hasn’t slowed down my career. In fact, between baby number two and three, I was offered a promotion to Principal Psychologist, and after my final baby number four last July, I was offered the national role of Project Manager for our internal Culture and Values transformation across Australia, New Zealand and Asia.

This was a project I was incredibly passionate about and one that I had asked to be involved in, thinking that may see me running some workshops or doing backend design work. The response from the EGM of HR was to ask if I was interested in being Project Manager -and I could perform this role according to my schedule and the children’s’ needs as long as this worked for the project as well. Finally after years of helping other companies design and develop their ideal culture, I was able to be part of driving that change in my own organisation – I imagined it was similar to what an architect must feel when they finally get to design and live in their own house.

I don’t make these points to be boastful – either for myself or Chandler Macleod – but to share my experience as a positive example of how organisations can embrace working mothers and be bold in the career opportunities they offer. I genuinely feel lucky that I have had a decade of support and encouragement, without bias and without ever being made to feel lesscapable or committed because of the equal investment and energy I put into my family.

But when I think about my daughters and the opportunities they will be given when they enter the world of work, which is not far away for daughter #1 who has just finished high school, I hope that feeling of being lucky is replaced by a feeling of legitimacy. I hope by then that will be the norm not the exception. International Women's Day is a perfect time to start sharing the stories and examples of how we can make this happen so let’s have the conversation and #beboldforchange #iwd2017

Getting the Right Staff; Best Fit vs Best Guess

Sun, 12 Feb 2017 05:22:50 GMT

In a recent coaching session with a CEO I was reminded of the relevance of the BestFit™ formula for behaviour. The formula states that the behaviour you see in any given situation, is always a result of the interaction a person has with their environment, or, B = ᶠ(P,E).

The CEO was in the midst of what he called a ‘massive mistake’ regarding a recent hire he had made, John. John was placed in a senior management role three months ago. While the CEO had not worked with John previously, he was a known entity to the business, as he had been contracting on specific projects on and off for a number of years. When the Senior Management role became available John’s resume was put in front of the CEO with a firm recommendation for hire by his CFO (who had worked directly with John in the past whilst contracting).

John completed psychometric testing as part of his application. I remember debriefing John’s results at the time with the CEO and flagging a number of concerns regarding John’s willingness to comply with organisational policies, his behavioural flexibility and a fair whack of ego that would see him struggle to accept feedback and thrive in a culture that was more collaborative and less hierarchical. This was the first time I had provided psychometric support to the CEO so in this instance he dismissed these flags as he felt like he had done his due diligence by checking in with his CFO.

After being in the role just three months John had a bullying claim lodged against him and two long standing and high performing team members had handed in their resignation as a result.

In unpacking this situation with the CEO he was able to identify three critical points of failure in the selection process:

The CEO acknowledged that he had a number of minor concerns about John’s ‘fit’ after interviewing him (he described more of a feeling, than anything he could pin point) but discounted these concerns.
The CEO had not given enough consideration to the psychometric information and the red flags that had been identified in relation to John’s suitability for the role.
He also over emphasised the recommendation of his CFO, who had only worked with John on a contracting basis. Instead, he should have considered John’s potential ‘fit’ to the specific requirements and success factors of the permanent role (and not just his performance as a contractor).

John was not a bad person, however his personal drivers and attributes were better suited to independent project work where he could operate autonomously. Once the environment conditions changed for John (e.g. he was required to adapt and collaborate more, to deal with other team members questioning his decisions, to manage the performance of others) he became frustrated, felt stifled and as a result he was not able to excel in the role.

Understanding B = ᶠ(P,E) is critical to reducing the risk of a mis-hire. We did not quantify at the time the negative monetary impact of hiring John, but studies have shown that at senior levels the likely cost is around 1.5 times the salary*. When you add in bullying claims and two resignations, the net negative impact of hiring John was enormous.

The key lesson learned from the CEO was to think more extensively about the environmental requirements of a particular role, and how these may influence the behaviour of a person. This, in combination with the information gleaned from the psychometric testing, would have safe guarded him from making this ‘nightmare hire’.

How to Retain Quality Employees

Tue, 24 Jan 2017 04:36:39 GMT

It can be worrying when a quality employee starts seeming less engaged with their work. Whether their productivity is declining or the quality of their work has started to slip, seeing these changes can be stressful for any manager. So what can be done?

The solution to winning their loyalty and attention back could be simpler than you think:

Show gratitude sincerely and often.

Research released by American company Appirio has shed light on what workers are really looking for from their management team – and it’s often not a bigger pay packet.

When interviewing for a position, 60% of potential employees said they would care most about whether people felt appreciated, while only 4% placed the highest value on knowing how often they could expect a pay rise.

In addition, when asked what made their worst bosses so bad, the answers lined up – 32%stated those bosses never gave credit where credit was due and 28% said their worst boss rarely gave verbal praise or support.

So when you see a downturn in output from valued staff members, you may need to assess whether you’re truly giving them the recognition they both need and deserve in order to feel like their efforts are appreciated.

Here are some other tips on how to improve staff retention.

Don’t feel limited to providing verbal recognition for a job well done

While the research shows that a sincere thank you can work wonders, don’t get in the habit of saying thanks and walking off, while your employees go from project to project. When appropriate, take it a step further and offer your staff a more tangible expression of your gratitude – something as simple as an extra paid personal day after resolving a difficult issue with a client or writing a thoughtful note in a card can show that you’re not just saying the words – you’re genuinely appreciative.

Manage, don’t micromanage

Enabling your team to make decisions based on their skills isn’t just a good way to help them stay accountable for their results – it also makes business sense because it frees up your time, which is better spent doing your own tasks. Once employees know what they’re supposed to do, how to do it, and how they’ll be measured on their performance, leave the rest up to them! As long as they know you’re accessible in case they have any questions, you should trust your hiring process. After all, they made it into your team for a reason.

Provide career-enriching opportunities

Management worried about their staff departing for greener pastures may tighten the reins – after all, the less skilled they are, the harder it will be for them to get another job. It’s important to realise, though, that it’s far easier (and cheaper) to simply make your own pastures greener. Provide your staff with the chance to attend conferences, enrol in courses and use work time to expand their skillset. When you do this, you not only get a workforce that feels like they get as much value from their job as they give – you’re also more likely to have happier, more productive team members.

High turnover doesn’t just cost you time and money – it can impact heavily on remaining team members and drain the energy of people responsible for hiring and on-boarding. It may be worth self-evaluating just how often you show your appreciation to your team, and if you think it could be better, add it to your 2017 resolutions so you can truly unleash the power of your team this year.

65% of our workforce are female, compared to 46.2% of the total workforce in Australia
Since 2014, CMG has reduced the average gender pay gap by 3%. The Australian average over the same period was 0.7%
In the last year, 38 women were promoted, whereas 32 men were promoted
83 of our female staff accessed flexibility via purchased leave
66 women enjoyed parental leave, with 3 being promoted on their return
23% of our female staff access a form of flexible working arrangement
Males and females have the same average length of service at CMG – 5.6 years
21/30 of our most recent hires were female
16 of the 30 longest serving employees at CMG are female
Our longest serving employee is female (29.5 years)

Are You in the Right Job?

Tue, 24 Jan 2017 04:29:41 GMT

With holidays and the chance to relax and reflect right around the corner, now is the perfect time to reassess your career path. Does your job bring you the fulfillment you deserve? Or is it just a way to pay the bills? Here, we’ve put together some key questions to ask yourself and listed 10 signs that it’s time to make a change.

So how do you know if you’re in the right job?

Taking the time to stop and really think about your work life is essential for pinpointing areas of satisfaction and dissatisfaction.

Ask yourself:

Did your job allow you to grow professionally? A good way to assess this is to think about your resume – if you were to update it right now, could you add anything impressive? Think about whether you attended professional seminars or training, or worked on a new project or client account.

Did your job give you the opportunity to be mentored, or mentor others?

Did your job allow you to overcome new challenges and gain more confidence? Whether you gave a speech, facilitated a training session or took on bigger, high-stakes clients, your job should provide some tough tasks that are ultimately rewarding when achieved.

If someone told you they wished they had your job, how would you respond? Would you agree you were fortunate, or would you educate them on the disturbing realities of being in your work shoes?

The Signs

More often than not, we enjoy aspects of our jobs, making it difficult to determine when it’s time to move on. To help you recognise whether the positives outweigh the negatives, below are 10 signs that your job isn’t right for you.

You’re not learning or growing, either professionally or personally.
When you think ahead to 2017, you have nothing to look forward to or excite you, such as a new project that’s coming up.
You’ve fallen into a routine where you go through the motions and do what you need to collect your pay cheque, but nothing more.
You’ve noticed a drop in your performance as you feel disengaged and unfocused.
You don’t feel as though your skills or expertise are valued and needed.
You’re constantly complaining about your job to friends and family.
Your to-do list is never-ending because you’re always procrastinating. Procrastination can denote a number of things, such as boredom, fear of failure or a skills deficiency.
You are being physically affected by your job – this can include anything from fatigue to stress and anxiety.
Loved ones have suggested that you find a new job.
Something

How did your self-assessment go? Will 2017 be bigger and better because a new job is on the cards? Be your very best self – check out our other advice on how you can unleash 2017

Fitting Fitness into your Busy Schedule

Mon, 23 Jan 2017 04:18:23 GMT

New year, new fitness resolution. Whether you’re dreaming of gaining some serious muscle mass this year or have decided 2017 is the year you’re finally going to shed those extra kilos, fitting fitness into your busy schedule can be a challenge. The truth is, the workplace is demanding. So you may find yourself with ample time but no energy, or you may have all the energy in the world but be so time-poor you just can’t keep that date you made with the weights room.

In this article, you’ll find our tips to balance your work with your health, and some suggestions on how you can keep the resolution and turn 2017 into your best year yet.

Turn your commute into a workout

There is no better way to start the day than with exercise, and swapping your car, bus or train ride for a run or cycle is a great way to fit a workout in.

Pack a backpack with your office attire and hit the ground running (or pedalling). You might be surprised – you could even shave minutes off your morning commute by avoiding traffic.

Negotiate an hour-long lunch break

If your lunch is generally spent scoffing down sandwiches at your desk, it’s time to make the most of your break. If you’re not allowed a full hour for your lunch, get negotiating with your boss. Even if this means coming in a bit earlier or leaving a bit later, it will be worth it. This is especially true if you always have the best intentions to work out after you finish up for the day, only to find you’re too tired to motivate yourself for some gym time. Getting it done at lunch gets it out of the way, leaving you to spend your time after work unwinding and preparing for the days ahead.

If you can manage a full hour, that will give you plenty of time for a 40-minute weights or HIIT session and a quick shower. Just be sure to have your lunch lined up and ready to go when you get back to the office.

Use your time wisely

Get the most out of your workout by using your time efficiently. Some workouts require more preparation than others, so be sure to choose one that you can do anywhere, at any time. Interval training, bodyweight resistance training and running are all great options that require nothing but your body.

If you’re short on time, setting up for your workout can waste precious minutes. Use your time wisely by sticking to exercises that you can jump right into.

Make sure you plan your actual workout in advance – if you leave it until you’re looking at the weight rack, then you’re already wasting precious minutes. Have a plan of attack ready to go, so that from the second you have your shoes on, you can be making the most of your time.

Do what you can, when you can

If every minute of your day is booked up, think outside the box for opportunities to exercise. Brushing your teeth gives you a chance to do a couple of minutes of lunges. Washing your hair gives you a chance to sneak in some squats.

Every bit counts and a little is better than nothing. If you take every opportunity throughout the day to do some kind of exercise, it can all add up to make a real difference.

Set your alarm early

Exercise improves the quality of your sleep. You’ll find that when you finally get to bed, you’ll fall asleep a lot faster. And you’ll wake up with more energy, ready to tackle the day ahead.

This will allow you to set your alarm early and do a workout before you head to the office. Even just 20 minutes will make a huge difference and have you filled with mood-boosting endorphins before you get to your desk.

Is fitness one of your resolutions to unleash your potential in 2017? Even if it isn’t you can still apply these principles to other hobbies or interests. Making time for things you love can help you achieve a healthier, happier life – and it can also inspire you in the workplace!

Check back for more articles on how to make this your best year ever, or sign up for our newsletter to get jobs, articles and skill profiles delivered to your inbox.

Your Roadmap to a Promotion

Tue, 17 Jan 2017 04:10:45 GMT

It’s a new year, and the prospect of a fresh start in your professional life may have you considering a career change or a promotion. Climbing the corporate ladder is a common goal among most professionals, but getting the promotion of your dreams doesn’t happen overnight.

Make sure you deserve it

While you may be wishing to progress from your current position, promotions need to be earned. To be deserving of a promotion, you will need to:

Meet and exceed the expectations of your role

Achieve all of your individual KPIs and targets

Receive outstanding performance reviews.

Simply doing your job well won’t be enough to rise through the ranks. You already get paid to do your job well. Promotions are more likely to be awarded to employees who go the extra mile and really stand out.

Build a strong business case

If you think you’re doing everything you need to achieve a promotion, keep a record of your accomplishments. Don’t just write down quick notes – aim to incorporate facts and figures that clearly demonstrate your value to the company.

These may include things like:

Time-tracking data to show your willingness to work overtime to go above and beyond in your role

Task completion rates if you use project management software

Outcomes of projects you owned or directly contributed toward

Any revenue you helped drive.

However, your company measures success, if you can clearly show how you exceeded those measures, you can show your value to the business.

Don’t keep it to yourself

Your boss is busy, and they can’t always keep track of everyone’s accomplishments and accolades. If you believe you’re going above and beyond, let them know. If your contributions to the company go unnoticed, you’re not going to be on the radar for a promotion.

While bragging about your latest sale or project is often not a great look, sending an update to your supervisor after a major accomplishment is a good way to keep them in the loop. Also consider whether your employer is aware of your desire to advance in the company – if they aren’t, try to set up an opportunity to make a career development plan. This will both show your initiative and ensure your boss understands that you are ready and willing to take on more responsibility within the organisation.

Build a network

Developing strong relationships with your colleagues and superiors is a must. Being recommended by someone higher in the company is a great way to fast-track your way to a promotion. Developing a mentoring relationship with a manager or supervisor will help you learn a lot about the business and your potential future possessions. You can generally rely on your mentor to spread the good word about your efforts, too.

Keep up the hard work

When you’re gunning for a promotion, it is not the time to miss a target or deadline. While everyone makes mistakes, being a little more vigilant in your daily tasks is important – all eyes will be on you as they assess your performance, so even a minor slip-up is likely to be noticed (and potentially magnified).

Also, consider your behaviour in the event you don’t receive the opportunity you were hoping for. Being prepared for the fact you simply may not be qualified or experienced enough for that role can help you handle it more gracefully if it doesn’t go your way.

While you should handle rejection professionally, it may be what drives you to consider whether this is really the right job for you. Helpful hint – if you have questioned whether you belong with your organisation more than four times in the past month, it may be time to look at moving on. You may find it valuable to read our post on assessing whether you’re in the right job to help you make that decision before pursuing your promotion.

Make 2017 the year to unleash your potential. Check out our Unleashing 2017 series here for more career advice, or sign up to our newsletter to get the latest news and industry updates.

Six Tips to Get Through the Tough Days at Work

Wed, 11 Jan 2017 05:04:35 GMT

It happens to us all from time to time. Nothing seems to be going your way, deadlines get moved forward at work, public transport never runs on time, kids refuse to cooperate. The list can go on and on.

The only thing that can fix your bad day is you, here are some tips from Chandler Macleod to get out of the funk and back to being you.

1. Go for a walk

Stretch those legs, staying cooped up at your desk, stressing about things that are out of your control won’t result in anything positive. Some may say they don’t have the time to go for a stroll, but even walking to fill your water bottle or grab a coffee counts. Try going to a shop or store that’s further away from your usual spot to stretch it out. Stress has been shown to cause muscular tension, headaches, and fatigue; so, have a stretch when you’re out of the office and get your circulation flowing.

2. Re-organise yourself

Piles of paperwork cluttering your desk? Draws filled with receipts and rubbish? Bag scattered with loose change and stationary? A messy desk may not be the cause of your issues, but taking the time to reorganise and clean it can be a great distraction and is incredibly cathartic. You’ll feel reenergized and motivated to attack your work for the rest of the day.

3. Evaluate the situation

Once you have calmed yourself and feel less stressed about the situation, evaluate what happened. Reflect on what events led to the issue that is causing you stress, if you can identify the source, you can then future-proof and prevent it from happening again. Make sure you write out what has taken place, if you feel the need send it in an email to someone and get their feedback. This reflection can also help you plot out your next step, and better equip you to resolve the issue.

4. Switch it up

Focusing on just the one project is an easy way to stress yourself out, particularly if the project is of a large scale. Rest your mind and try and complete smaller projects, or parts of other projects to remove the monotony. Sometimes it’s not just rest that’s needed, but a change of pace.

5. Communication is key

Talk to those around you, your supervisor, coworkers, or supporting team. Allow them to understand the situation, and you’ll be surprised with how responsive they can be. They may offer help, solutions, advice, or even just lend an ear to listen and allow you to vent. Not only can this be therapeutic, but communicating the issues you are facing to your team is the responsible thing to do, it gives them a heads up so they won’t be blindsided if your issue becomes theirs down the line.

6. Try not to take your work home with you

It’s important to talk about your day, but don’t let it consume you. Get everything off your chest as soon as possible, then resume living your life. Exercise, eat, relax, try to be positive and happy and it will infect those around you.

One of the most important rules for surviving in the modern workplace is to not take what happens at work personally. People can overreact, it’s not a reasonable excuse for acting out, but everyone has bad days. Don’t let just one day get you down, try and turn that bad day into a great week.

Networking: Are You Getting it Right?

Mon, 09 Jan 2017 04:41:40 GMT

So you’ve been attending conferences and industry events. Maybe you’ve been paying your annual fee for that association membership. And you’ve spent plenty of time building your LinkedIn profile. In other words: you’ve been networking like a pro. But have you really? A clued-in networker aims for more than a full social calendar – they also have a diverse range of connections.

Assessing your current network

What does your circle look like? Chances are, it’s largely made up of professionals from the same industry as you. If you’re in IT, your network is other IT people. If you’re in marketing, you have marketing and communications people. Take a look at your connections and work out how many industry insiders you have versus professionals from completely different fields.

To profile your current network, identify people you would feel comfortable messaging and inviting for a catch-up. Of these contacts, what percentage work in the same industry as you? If the answer is more than 70%, you probably need to diversify your network.

Why build a network of non-peers and non-colleagues?

Like most people, you probably made your industry connections intentionally – after all, they are the people who can recommend you for new roles and speak with authority about your skills. So why would you need to expand your circle of influence?

Well, there are a few reasons. Stepping outside your networking comfort zone allows you to:

Encounter new ideas and avoid groupthink/echo chambers

Lay the foundation for easier career transitions (if you decide to change professions down the track

Discover opportunities to create mutually beneficial partnerships

Connect with potential new clients or customers.

How to build a balanced professional network:

Ask for introductions. your
Look within your personal friendship groups.
Attend events for other industries.

Tips for networking:

Build relationships, not connections.

Don’t expect immediate pay-offs.

You’ve probably rehearsed your elevator pitch until you’re blue in the face, but making friends is more about listening than speaking. When you listen attentively, you show someone you care about them. And that’s a strong foundation you can build on.

The power of a diverse network may not be something physical that you can see grow, but it is still worth investing time and effort. If nothing else, you could end up with great new friends! Unleash the potential of the new year and check out the rest of our articles on how to make this your best one yet.

Removing the Fear of Volume Recruitment

Sun, 08 Jan 2017 05:23:33 GMT

There are currently 1.3 million students attending a higher education institution in Australia. The most recent figures from the AAGE stated there were 14,600 law graduates in Australia alone. Imagine being the HR specialist for a mid-size law firm, carrying out the recruitment process for only a handful of graduate positions, yet being flooded with thousands of resumes.

Due diligence would require an enormous amount of time sorting through applications and reducing the talent pool, but the only thing slow graduate processes result in is missed hires. How can you ensure you aren’t wasting resources and time?

At Chandler Macleod People Insights, we project manage volume and graduate recruitment processes and give HR specialists the confidence that they are getting it right. From attraction to assessment and evaluation, and all the way through to selection, Chandler Macleod People Insights (CMPI) can help your organisation at every stage of the recruitment process.

Do you know what the true cost of a poor hire is to an organisation?

Each ineffective hire can cost an employer between 50% and 60% of an employee’s salary. So at the national average salary of $78,8321, each poor hire that doesn’t meet the role or culture requirement can cost your business $39,416 – $47,299 when you consider the cost of recruitment, training and lost productivity. If you are consistently making ineffective hires, the cost to your organisation can be substantial, and damaging in the long-term. Without the proper approach and systems needed to handle high volume recruitment, an HR team may resort to arbitrary selection methods. This can result in unconscious bias and subjectivity, which can result in ineffective, short-term hires which will ultimately hurt your business.

Using CMPI’s innovative Gateway platform, we induct applicants in a cost-effective manner using the very best psychometric assessments. Our best-practice assessment centres can empower any organisation to recruit the right people and develop them in a way that increases productivity and organisational performance.

Throughout the recruitment process, CMPI provides:

Volume recruitment candidate management systems

Valid and reliable online psychometric assessments

Reliable, proven, and evidence-based assessment centres

Centres designed and facilitated by CMPI psychologists

Behaviour interview facilitation and interviewer training

A single point of contact for applicants

A seamless candidate experience

Why choose Chandler Macleod People Insights

By applying our comprehensive assessment methodology, we can manage large numbers of applicants and apply preliminary cognitive and behavioural testing that eliminates unsuitable candidates, and allows us to target a smaller, more viable talent pool. Typically, these assessment and recruitment activities include psychometric testing, behavioural interviews, and assessment centres.

By contracting an independent assessment service provider, you significantly reduce unconscious bias and subjectivity, removing the risk of complaints surrounding the recruitment process. Our BestFit™ formula utilises multiple assessors to find the best person for the position, eliminating any notion of unfairness throughout the process.

Does Staff Happiness Matter?

Sun, 08 Jan 2017 04:57:50 GMT

What does your version of an ‘ideal’ employee look like?

Take a minute to name some traits you value highly when hiring.

If you’re like many managers, you’ve just thought of words like:

Motivated

Professional

Skilled

Friendly

Emotionally intelligent

Punctual

Productive

There’s absolutely nothing wrong with this list, and there are probably plenty of role-specific words you could add to it. How about this one: Happy.

If this was already on your list (without being clued in by the title of this article!) then congratulations. If not, you may want to consider the importance of happiness for your business.

Does staff happiness matter?

You pay them money to do a job. As long as the job gets done to the standard you require, does it really matter how personally happy your staff are?

The short answer is yes, it matters.

Studies have shown that happy workers are more efficient and productive than people who have a negative – or even neutral – mindset. Employees who are happy are able to solve problems better, cope with stress more easily, and even think more creatively.

The human brain is wired to be the most effective when it is geared for positivity. And effective employees who are motivated and engaged are likely to:

Complete more tasks

Add more value to your business through new ideas

Positively influence company culture.

The reality is, investing in happy people makes good business sense.

How to increase the happiness of employees

With the evidence supporting the necessity of a positive mindset, the question then becomes “How can managers encourage and support happiness within the workplace?”

Work has a bad reputation. Everything from ‘Mondayitis’ to ‘TGIF’ supports the popular perception: work is bad, work is stressful, work is an unfortunate way of life.

It’s time to start changing the discourse when it comes to employment. Employers of choice have already worked this out. Make sure your people are happy and you will reap the rewards. Think about it – why would companies throw large amounts of money into developing programs that cater for their employees if they weren’t seeing returns on those investments?

Here are some strategies to implement to foster a workplace that inspires workers instead of crushing their spirits.

Support individual needs

Forcing a night-owl to arrive perfectly presented at 8am every day isn’t just silly – it’s bad for your business. Healthy sleep habits are key to good mental health, and implementing policies that show understanding and acceptance of different lifestyles makes your workplace accessible for a wider range of talent. Your next sales gun might be a late riser, but that won’t stop them from closing deals over evening drinks.

Foster a culture that allows balance and freedom

Consider your company culture. How acceptable is it for workers to take leave they are entitled to? Do people push through sickness to ensure they are seen in the office every day? Is overtime seen as the standard? These are all shortcuts to stressed employees who are likely to burn out. This doesn’t just reduce happiness – it also increases turnover, which in turn increases recruitment and training costs.

Reward learning, not just success

Identifying success is important. Equally important is recognising development. Having systems in place where personal development is rewarded ensures all team members have opportunities to be recognised within the business, which can help reduce feelings of competitiveness and resentment, as well as incentivising upskilling.

Pull together as a team

When the going gets tough, the tough get going – often to the nearest isolated corner where they can knuckle down and try to work even harder. This may not be the best idea for some people, though. While introverts may indeed de-stress best by taking solitary moments, many people will benefit from engaging with social support networks. Encouraging friendships within the workplace can be a valuable resource in times of trouble. Friendly workplaces facilitate problem solving and collaboration, reducing stress and providing valuable support to individuals.

Teach positive psychology theories

What comes first, happiness or success? In a society that is seen as a meritocracy, popular wisdom says all you need is that promotion, that pay rise, that accolade, that house, that car, we will be happy and life will get better. However, with the evidence saying that happiness is a key factor to success, this thinking is backwards.

Positive psychology strategies and methods can be learned, so in a workforce that seems overwhelmingly unhappy, it may be worth investigating programs that help people learn the value of positive thinking – and how to change their mindset.

The key takeaways here are:

Happy workers are more productive

Happy workers are more creative

Happy workers can add real value to your business.

So if you haven’t made any managerial resolutions this year, now is the time. Pick one of our strategies listed above, commit to implementing it within your workplace, and see what sort of impact it has for your employees.

Joyful Strains: Rethinking Workplace Diversity on Australia Day

Sat, 07 Jan 2017 05:32:00 GMT

What does Australia Day mean to you?

In a land that is so rich with culture, there is no doubt this question will be met with a variety of answers that are as diverse as the residents living in this country.

In many ways, Australia Day is a perfect representation of change. As we all know that sometimes change can be for the better, and sometimes it can be for the worse. One thing is certain about change, though; it is almost always inevitable. For better or for worse, we are here today because of our propensity for change as a nation.

In recent times, Australia Day has been a focal point for conversations around diversity and the Australian identity. Whether it’s about changing the date, or who should be represented on a billboard, discourse about the ever-changing nature of how we define diversity and how we define our national identity often go hand-in-hand. As our relationship with Australia Day continues to evolve, so must our relationship with how we think about diversity, particularly in the workplace.

Diversity in the workplace: Looking beneath the surface

A staple part of Australia Day for many has been the iconic BBQ with mates. Every year friends and family try to host a better event than the last year- more friends, more food, more ice and louder music. Years of competition have identified the element of any successful Australia day gathering- variety. The best BBQ has a variety of food (steak, sausages, lamb, tofu, veggie skewers), sides, a variety of drinks (local beer, wine, soft drinks, water) and a variety of friends, colleagues and family present. An essential ingredient in every good Australia Day celebration is diversity- accepting and celebrating it.

Similarly, an integral part of any Australian workplace is diversity. When people talk about workplace diversity, they often talk about what is most obvious: aspects such as race, ethnic background, age, gender, sexual orientation, and religion. While it is very important for workplaces to embrace people of different backgrounds and demographics, there is another level that tends to be overlooked: Internal Diversity – or what psychologists call Cognitive Diversity.

Cognitive Diversity: It’s what’s on the inside that counts

Instead of focussing on these obvious, visible differences, Cognitive Diversity focuses on the way our minds work: the way we think, the way we learn, the way we perceive things, the way we act, the way we communicate with others, the way we solve problems, etc. – the stuff on the “inside”. According to psychological research(1) in team performance, it’s this deeper level of diversity that influences how well a group of people work together(2).

How exactly does Cognitive Diversity affect the way people work together?

Cognitive Diversity drives creativity and innovation

Studies have found(3) that cognitive diversity boosts creativity in teams. This is because we tend to be mentally stimulated when we are exposed to different perspectives and ideas, which will lead us to generate more innovative ideas as a group. Ever wondered why some brainstorming activities feel more productive than others? Perhaps you should start looking into the internal diversity of your team.

Cognitive Diversity helps us make better decisions

Research(4) suggests that cognitively diverse groups can make better and more strategic decisions. This is because when you put together a group of people with different thinking styles, values, perspectives, knowledge, and skills, you create a group which can analyse problems from different and diverse angles and produce a wide range of possible solutions. Differing perspectives in a group are likely to empower people to challenge each other’s suggestions, consider alternative viewpoints, and reflect on their own ideas- all of which results in better organisational outcomes.

Cognitive Diversity boosts collective intelligence

People who approach tasks differently and have different skills and experiences can enhance the collective intelligence of the group. Interestingly, in order to boost the collective intelligence of a group, it appears a reasonable balance must be achieved with regard to the degree of cognitive diversity in the group. Recent research(5) suggests that too much similarity among members may limit the range of approaches the group can apply to a task. Likewise, too much difference among members can lead to communication breakdowns and a lack of empathy for others in the group. It appears striking the balance of not too much and not too little diversity ultimately leads to the best performance.

Changing the diversity discussion

Australia Day is a good example of our evolving awareness and perception of diversity and its place in Australian culture. Over time, people have become more aware of diversity, and the challenge and value it brings to Australia and Australian workplaces. During this debate, it is important to consider diversity not just at the obvious level of race, gender and ethnic background, but also the internal aspects such as thinking styles, problem-solving strategies, interpersonal relationships, communication styles, values and motivation factors. Internal diversity isn’t the whole story, but it is a chapter.

By expanding the diversity discussion in the workplace to include internal and external, surface and cognitive, obvious and hidden elements, it is hoped that the awareness and understanding gained there, will allow for a greater discussion of diversity in Australian society.

Given the change in understanding of diversity in Australia, it is time to ask how we can leverage this diversity to develop and grow Australian workplaces and society.

References

Mitchell, R., Boyle, B., O’Brien, R., Malik, A., Tian, K., Parker, V., … & Chiang, V. (2017). Balancing cognitive diversity and mutual understanding in multidisciplinary teams. 42-52.
Mitchell, R., Parker, V., Giles, M., & White, N. (2010). Review: toward realising the potential of diversity in the composition of interprofessional health care teams: an examination of the cognitive and psychosocial dynamics of interprofessional collaboration. (1), 3-26.
Wang, X. H. F., Kim, T. Y., & Lee, D. R. (2016). Cognitive diversity and team creativity: Effects of team intrinsic motivation and transformational leadership. (9), 3231-3239.
De Dreu, C. K., & West, M. A. (2001). Minority dissent and team innovation: the importance of participation in decision making. (6), 1191.
Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation.
Aggarwal, I., Woolley, A. W., Chabris, C. F., & Malone, T. W. (2015, May). Cognitive diversity, collective intelligence, and learning in teams. Paper presented at the, Santa Clara, CA.

What is the C Factor?

Thu, 08 Dec 2016 04:03:00 GMT

Psychologists and experts in the field of organisational behaviour have long sought to understand the dynamics at play when individuals come together and work as a group. What makes certain teams more successful than others? What individual abilities work well in a group scenario? Do higher IQs matter the most? As part of this movement, a spotlight has been shone on collective intelligence or the ‘C factor’.

An overview

Just as an individual can be assessed in order to predict their ability to perform certain tasks (taking into account their capacity to untangle complex ideas, adapt, learn from mistakes and engage in critical reasoning), a group’s ability to complete a variety of tasks can be evaluated. That is, a group’s collective intelligence or ‘C factor’ can be used to predict success. This factor is not defined by the individual intelligence levels of its members; rather, it involves a unique mixture of qualities.

Indeed, while many may believe team motivation, cohesion and satisfaction are the driving forces behind a successful group, a 2010 MIT study found differently. Members of the MIT Collective Centre for Intelligence concluded that social sensitivity and the ability to take turns were the most significant predictors of a group’s C factor.

Social sensitivity

Closely related to emotional intelligence, social sensitivity involves being perceptive in social situations. People are more likely to have higher levels of social sensitivity if they can cue into others’ thinking and body language, and recognise that other people’s ideas, desires or intentions may be different to their own.

Social sensitivity is in action when a person can recognise:

• If someone is genuinely interested in what they are saying.

• The social context of the situation and how this frames what they should say and how they say it.

• When they should and shouldn’t speak.

• What another person’s verbal and non-verbal cues are really communicating.

Taking turns

Meanwhile, the more a variety of group members are given the opportunity to speak and contribute, the better. Groups where one or a few individuals take a dominant leadership role will fare less well. This doesn’t mean certain group members should be actively suppressed; instead, an emphasis should be placed on drawing out participation from more passive members.

Enhancing collective intelligence

To promote higher levels of collective intelligence in teams or organisations, managers and those in leadership roles should focus on creating a culture of respectful collaboration. A culture of respect emphasises the need for employees to be professional and tactful when dealing with others’ points of views and to ensure they are not dominating brainstorming sessions, meeting or discussions. Collaboration in an organisation goes beyond having meetings or public spaces; the types of structures and programs used should also reflect a commitment to hearing everyone’s voices.

To understand how collective intelligence can help your organisation unleash its potential, speak with a friendly member of our People Insights team today.

Everything you need to know about the cyber revolution

Thu, 10 Nov 2016 03:58:09 GMT

The Scientific Revolution, the Industrial Revolution, the Information Revolution – These periods of growth and advancement all required new areas of skill and innovation, which created new jobs and opportunities for developed nations.

However, we are currently transitioning out of the age of information and moving towards the Cyber Revolution, and this exciting period of advancement will likely mean a shift from humans being the primary source of labour to machines handling many (if not most) jobs.

So what does this mean for us, the people who hold positions that will potentially be taken over by machines that don’t have the fallibility that humans do? Here are some insights into what you may experience over the coming decades.

A widening gap between rich and poor

Past revolutions have resulted in certain jobs lost to automation and new technologies, but with these technologies came new roles to oversee that automation. It meant reskilling and industry shifts for many workers, but the opportunities were both there and within reach.

With the cyber revolution however, we may end up in a more different and difficult situation than we have faced before, where jobs are again lost to machines, but fewer jobs will be created in turn. It’s an unfortunate reality that these new jobs may be too technical for those being replaced to aspire to.

With this knowledge in mind, it is possible we will encounter a greater disparity than ever before, with those replaced struggling to find further employment as the skills they possess may no longer be required.

This is an eventuality that requires action now from policy makers, to ensure we have both a supportive network for those who are a victim of progression, and provide education opportunities for those who wish to gain the skills required to stay relevant in a machine-dominated workforce.

It’s not all bad news

With machines replacing people, the scope for productivity in the future is incredible. Imagine if you had a highly skilled worker who could create amazing results that offer a business great ROI – between 8am and 5pm. Now replace that person with a machine who can do the same, but around the clock. They don’t get tired, their productivity doesn’t drop off, they don’t make mistakes when they’re stressed or overworked.

This means the potential for productivity is improved. While monetary policies would need to be carefully managed to avoid economic crashes or crippling inflation, if governments respond to the cyber revolution with adequate social welfare programs, there is the potential for every person to enjoy a comfortable lifestyle, regardless of their employment status.

How to prepare for the future

A smart step may be to invest in training for roles and positions that will take longer to be replaced. Consider what traits will likely be more difficult to be reproduced in machines, and aim to excel in those. It won’t necessarily “future-proof” you, but it is a good starting point.

Useful skills or traits to develop may be:

Creativity

Team leadership/management

Relationship building

Technical skills for specific industries.

Jobs that are more likely to be on the tail-end of the revolution may include roles like:

Psychologists

Human resource managers

Customer experience experts.

And, of course, there will be new employment opportunities directly tying into the technological advancements. If you’re looking into being a robotics engineer or programmer, you’re heading in a smart – and profitable – direction.

At this stage, it is difficult to gauge how the development of complex machine learning will affect society. Whether you’re picturing a world run by robots where people enjoy a relaxed lifestyle, or a world where only the skilled survive, without having a full understanding of attitudes towards automated jobs it is hard to guess just how thorough the Cyber Revolution will be.

Keep reading about our thoughts on how technology is changing the job market with our article about non-routine jobs.

Are non-routine jobs the future?

Thu, 13 Oct 2016 03:51:02 GMT

Technology has drastically affected how we communicate, learn, relax, exercise, travel, and of course, work. For many employers, it has improved productivity, cost effectiveness and profit. Simultaneously, however, it has rendered certain roles redundant, affecting employees across a wide range of industries.

In 2015, the Committee for Economic Development of Australia (CEDA) released a report which found that technology could make up to 40% of Australian jobs redundant in 10 to 15 years. Recent news articles from around the world are making similar conclusions , with the finger pointed squarely at artificial intelligence.

The CEDA report found that routine jobs, or those that involve lower levels of social interaction, creativity, or mobility and dexterity, were most at risk of being replaced. Previously, this meant the manufacturing, agriculture and mining industries were most affected, along w5ith customer service roles (supermarket and airline staff have already been partly replaced by self-service machines). In the future, however, the reach of robotics and automation is likely to impact other industries, such as health. As CEDA’s report stated, everything from clinical data and analytical diagnostics to surgery, nursing and pharmaceutical dispensary could be replaced by automation. Similarly, they found that the rise of driverless cars could severely impact the transport industry.

The Skills That Count

It’s not all doom and gloom, however. While jobs have become redundant in the past, new roles have emerged; many of the jobs in the digital marketing sector, for example, did not exist 10 years ago. The key point to recognise is that these new jobs require a higher level of skills. So the question is, if routine jobs are in danger of being obsolete, what kind of skills will be required to counteract this shift?

Social intelligence skills– The ability to interact confidently and positively with others involves a certain level of perceptiveness, empathy, negotiation and persuasiveness. These skills are vital in roles where social interaction is at its peak, such as counselling and coaching.

STEM skills – Science, technology, engineering and mathematics professions are leading the way now and into thew future. Much debate has centered around whether or not younger generations should be given greater encouragement to pursue these skillsets

Entrepreneurial and creative skills – As self-employment rates continue to boom, many workers are paving their own way to success. Meanwhile, employers can reap benefits when their employees bring both technical and creative skill sets to the table. With so much change occurring, a creative mind will be able to think of ways to take advantage of these changes

Digital skills – As ICT becomes integral to many jobs across the country, the need for digital literacy is becoming increasingly essential.

People management skills – With innovation at the forefront of success, managers who have the capability to nurture and grow talented employees remain as important as ever.

The Chandler Macleod blog provides job-seekers and employers alike with a range of insightful articles, whitepapers and skill profiles. Read our latest offerings today and stay up to date. For further information, contact us via phone or email.

Qualities of a great manager

Fri, 15 Apr 2016 07:41:39 GMT

Being a manager often means taking on a ‘jack-of-all-trades’ role. One day you could be recruiting a new hire and the next, you could be leading a team learning session or providing an employee with feedback on their performance. It’s no surprise, then, that an effective manager is often a complex character with a wide range of qualities. Have you ever wondered how to be a good manager? To find out whether you’re up to the task, consider whether you possess the majority of the qualities listed below.

Problem-Solver

A customer calls and is unhappy with the quality of the service they’ve received. Two of your employees continue to butt heads. The team isn’t meeting its KPIs for the month. On a day-to-day basis, a manager is faced with an inordinate amount of problems, questions and stress. Keeping a cool head and being able to think creatively and apply problem-solving strategies is therefore essential, as well as chipping in where necessary.

Confident

Leading others is no easy feat and requires, above all, a large degree of confidence. If you are timid or unsure of yourself, why would someone want to follow you? Being confident will allow a manager to be assertive and better handle conflict. Remember, employees will look to you for guidance around the clock.

Organised

From missed deadlines to demoralised employees and general lack of direction, a disorganised manager can quickly lead to chaos. On the other hand, a manager who is on top of things will likely get the most out of their team, producing results that everyone can be proud of. In addition to this, it’s extremely vital that a manager leads by example – how can you discipline an employee for missing a deadline when you regularly do it yourself?

Fair

Having a strong sense of justice is important for a manager, as biased behaviour and decision-making is a sure-fire way to demotivate employees. In order to be fair, a manager should be mature and also have a high level of empathy, with the ability to see different perspectives. After all, all managers were once employees too.

Enthusiastic

Finally, an effective manager is one who has a great attitude towards their role, workplace and employees. No matter how tough things get or how much overtime they do, this kind of manager is resilient and believes in inspiring others through emotional contagion. The alternative can transform a workplace into one of resentment, gossip and desperation.

So, what makes a good manager? In reality, the answer will likely vary from employee to employee, as they will base their decisions on their own personality and working style. However, the five qualities above are a great foundation on which to build your effective management model and can be applied to a variety of employees and workplaces.

How to tell a potential employer you have a competing job offer

Tue, 15 Mar 2016 07:52:10 GMT

Having multiple job offers may seem like every job seeker’s dream, but in reality, this situation can quickly turn into a nightmare if not handled appropriately. While it’s almost instinctual to try and avoid conflict or awkwardness with a prospective employer, poor communication can lead to mixed signals and ultimately, missed opportunity.

If you ever find yourself in the fortuitous, yet tricky scenario of having more than one job offer at the same time, be sure to check out the tips below.

Are the job offers in writing?

First things first: ensure that your job offers are in writing. If you've been told of your appointment over the phone, feel free to celebrate, but make sure you receive the letter of offer or contract. When you’re contemplating whether or not to tell a potential employer about another offer, it had better be a legitimate one.

Be honest

In this scenario, honesty really is the best policy. Give the recruiter or HR manager the benefit of the doubt and just tell them you have received another job offer that you’d like to consider. In all likeness, they will appreciate your candor. After all, they were once job seekers and may even be able to relate.

If you try to play it cool and request more time to think things over without explaining your situation, you may appear disinterested or arrogant. In no time at all, you may find that the job has been snapped up by another candidate.

Be clear

As part of your discussion, you’ll also need to mention how much time you’d like to consider the offers. Speak in clear, definitive language. You won’t ‘try’ and get back to them tomorrow. You ‘will’ get back to them tomorrow by midday. Remember that although recruiters and HR staff are used to these sorts of situations, they have deadlines and schedules too.

When it comes to how much time you should request, bear in mind that businesses often like to wrap up the recruitment process quickly. As more time goes by, second-choice candidates could go off the market. You can ask for a week, but you may not get it.

Be enthusiastic and thankful

In order to keep your offer on the table, it is critical that you remain genuinely enthusiastic and friendly. Once you've delivered the news, follow up by saying just how difficult a decision it is, and that you’re still very interested in the current job offer. This is also the perfect time to probe further and ask any questions that are on your mind. By showing that you are still interested in the position, you may even find that the recruiter or employer will ask what they can do to help you choose their role. Finally, end on a positive note by thanking them for the opportunity, once again.

The world of recruitment is full of surprises. Keep things respectful and genuine by being clear and open with your potential employer and you’ll know you’ve done everything you can to keep that door wide open.

For more employment tips, contact Chandler Macleod’s experienced consultants today and keep visiting the CMG blog.

Body language do’s and don’ts in the workplace

Mon, 29 Feb 2016 06:37:07 GMT

We’ve all heard about first impressions and how long it can take for a stranger to size you up (7 seconds, apparently). The outfit you wear, the way you’ve styled your hair, your punctuality – these are all things that help someone form an opinion of you. Don’t forget body language, either.

Body language covers everything from your facial expressions and body posture to your eye movements and handshake. It’s something you probably never think about, yet it has the power to affect whether you get ahead or lag behind in your career. This may sound dramatic, but think about how you perceive your colleagues and what this perception is based upon. Now imagine that you’re hiring a new employee, deciding who to promote to a leadership role, or determining who should look after an important client.

Strive for These Dos

Here are the top ways to communicate to others that you’re engaged, approachable and confident:

Have a solid handshake – Even if you have to practice this over and over again, creating a firm (not pincer-like) grip will hold you in good stead.
Stand tall – By making the most of your natural height, you will immediately feel and look more confident.
Mirror others – When we want to bond with another person, we unconsciously mimic their behaviour. Have you ever caught yourself yawning when someone else yawns? How about when everyone in a room is sitting down – do you feel the need to sit down too? Mirroring your colleagues’ tone of voice, movements, sitting position and posture can lead to acceptance and understanding; however, only copy their positive body language! Another note would be to temper how you apply this with your boss, as you may come across as plain arrogant.
Smile – It’s amazing how a simple smile can affect others’ moods, as well as your own.
Open arms – Crossed arms can suggest you’re not open to what you’re hearing or seeing.

Avoid These Don’ts

If you find yourself engaging in these examples of negative body language, stop!

Glassy eyes and token nodding – There’s nothing worse than speaking with a group of colleagues, only to realise that your words aren't
being heard and they are all in auto pilot.
Fidgeting – Twirling your hair and playing with your hands shows that you’re not interested.
Slouched posture – There’s no better way to communicate how bored and un-enthused you are.
Lack of eye contact – This can show that you’re not confident in what you’re saying or are feeling self-conscious or disinterested.
Looking at your watch or a clock – This signals that you’re keen to move on to other things and you feel as though your time could be better spent.

What do you think? Is there room for improvement? Body language is often communicated without thinking, but you can change the way you are perceived and awareness is just the first step. Start with these dos and don’ts and begin observing your co-workers – their unspoken ‘words’ may be very telling!

For even more career advice and tips, get in touch with Chandler Macleod today and keep reading the CMG blog.

5 reasons you need to upskill

Mon, 28 Dec 2015 06:46:35 GMT

When you’re walking through the job market, the best currency to have in your back pocket is skills. Money doesn’t open many doors, connections can only get you so far, and charisma won’t get the job done. No, it’s your abilities and talents that are valuable commodities in this domain.

With this in mind, it makes sense to expand your skillset as much – and as often – as you can. Whether you’re brand new to the workforce, looking to switch career paths, or just wanting to advance in your current role, upskilling can be an excellent path to success. This might mean taking an upskilling course or just self-directing your learning. However you choose to do it, here are five great reasons to invest in developing your skills.

1. Future Proof Your Career

There is only one word that describes the workforce accurately all the time: unpredictable. The truth is, no position, company, or even industry is ever 100% secure. Clever upskilling allows you to accumulate a variety of skills in different areas, which can ease the transition to a new job, a new company, or a new profession altogether.

2. Make Yourself More Valuable

At the end of the day, the best employees are the ones that create value for their companies. Workers who upskill are likely to exhibit stronger problem-solving abilities, a higher level of productivity, and better performance overall. Learning new skills also enables you to be useful to your business in a wide range of ways, making you a great candidate for promotions or switching smoothly to more comprehensive roles in your workplace.

3. Open Yourself to Opportunities

Particularly for those just leaving school or college, finding great opportunities is key to creating a promising career. Unfortunately, these chances rarely jump out at people who aren’t seeking them. Developing your skills in your chosen field is a great way to access mentors and other resources that can help you explore the opportunities that are potentially available to you.

4. Discover New Passions

Sometimes you just don’t realise you like (or love!) something until you give it a go. When you learn new skills and acquire new knowledge, you open yourself to uncovering passions for things you may not have ever expected to be interested in. In this way, upgrading your skills is great for more than career development; it can also help you develop generally as a person.

5. Meet Inspiring People

There are people – lots of people – who will tell you that it’s who you know, not what you know. In reality, it’s a combination of the two. And upskilling can help you with both! By taking educational courses (online or off), you put yourself into situations where you are likely to meet like-minded people who inspire you to progress further and aim higher. These might be mentors or simply co-learners; either way, your list of valuable contacts is sure to grow.

Contract employment: when it’s time to move on

Fri, 26 Jun 2015 06:55:36 GMT

With up to 1 in 7 Australians working on a contract basis and there’s an increase in the number of organisations hiring employees on flexible fixed term contracts, it’s fair to say contract roles are here to stay. From parental contracts to temp roles to project-based contracts, contract employment has become an integral part of the employment market with a growing number of job seekers willing to trade long-term job stability for employment flexibility, career progression and the opportunity for change.

When accepting a contract employment offer, it’s important to remember that employment contracts have a set end date. Unless you’re a seasoned contractor, navigating the last chapters of a contract role can be stressful and full of uncertainty. With bills to pay and a looming end date, it’s important to have a plan to assist you in finding your next employment opportunity. So we’ve put together a suggested 4 week guide to help you make a plan for your transition.

4 weeks

If you’re a CMG contractor, arrange a time to talk with your Chandler Macleod consultant to discuss your end date, you may also ask if there a contract extension or permanent position available. Depending on the organisation and your skills, it may be appropriate to ask if there are opportunities elsewhere in the organisations that you may be suitable for. If it is confirmed that you will be departing the organisation upon completion of your contract, discuss employment opportunities with your Chandler Macleod consultant and register your interest in upcoming roles. If necessary, arrange a time to meet with your Manager and/or HR Department to discuss your contract end date and handover procedures.

This is also an appropriate time to ask your manager if they are comfortable being listed as an employment reference in your upcoming job applications.

Now is a good time to start updating your resume and send it through to your CMG consultant. And remember to update your LinkedIn profile and professional portfolio (if applicable) to ensure your recent work and newly acquired skills are represented.

Start looking at job advertisements in your local area to get a feel for the current job market, salary level and skills/experience required.

3 weeks

Start applying for relevant positions and be sure to let potential employers know your contract end date.

There’s also a passive job network circulating beneath the online job listings – so register with local industry recruiters to ensure that you are considered for new opportunities as they arise. Chandler Macleod expert recruitment consultants have specialised knowledge of the sector and have positions available across the country – get in touch today.

Talk to your colleagues, friends and professional network and let them know that you are looking for your next opportunity; they may be able help or offer advice.

2 weeks

If you haven’t found a role yet, keep applying for relevant positions advertised online and on LinkedIn and check your local newspaper for job listings. Follow up with industry contacts and your Chandler Macleod recruitment consultant to let them know you are still interested in new opportunities and remind them of your availability date.

End date

Last days can be difficult, ensure your work is all completed by your last date and that any ongoing project requirements have been communicated to your colleagues. All employees should remember that your reputation among friends, colleagues and even strangers can be made or broken by how you say goodbye – in person and on social media.

Regardless of if you are resigning or your contract is ending, the way you leave a position impacts significantly on how you are remembered. Last impressions count and chances are you will be listing your current employer on your resume as a reference.

Work life balance: getting it right

Wed, 25 Mar 2015 07:02:46 GMT

Work life balance is a journey, not a destination. Thanks to competitive job markets and an ever burgeoning wave of technological advancements, it’s never been easier to fall into a pattern of overworking. While there is nothing wrong with striving to be the best employee possible, overworking can lead to a raft of problems such as severe stress and anxiety. It can also ultimately result in poor work performance. Here are some tips that will help you get the balance right, allowing you to combine your work ethic and personal happiness in harmony.

Don’t stop doing what makes you happy

Often, when the stress and pressure start to build up in an area of your life, ‘you’ time is the first thing to slide. You stop going to the gym, cancel coffee dates with friends and work through your lunch break. Chances are, despite all this, you still feel like you’re chasing your tail, leading you to be more irritable than you’ve ever been before. There is never going to be a perfect set of circumstances and if you’re putting off something that would make you feel fulfilled, relaxed or happy at work or at home because you’re waiting for ‘X’ to pass, you may be setting yourself even further back.

Understand what it is that drives you

If you feel like you’re just going through the motions, or are perpetually stressed, it may be that you aren’t headed in the right direction. If you don’t know what you want to do or what it is that drives you, seeking a career mentor could really help. Mentors can help you to identify opportunities and map out a path to help you achieve your goals. Mentors can also help with you finding your passion in other areas of life.

Start small

Setting and achieving mini goals can make a big difference. Something as simple as making sure you leave work on time one or two days a week, listening to your favourite song on your way to an important meeting, or even just unwinding at the end of a long day with a warm bath can all go a long way towards how you feel overall. Make a commitment to look after yourself. To get started, check out your schedule and identify at least one small change you can make this week that will help balance everything you need to get done. Ensure that you get a ‘break’ regularly to distract yourself from your workload, no matter how small or seemingly insignificant it may seem.

Work life balance can be difficult to define because it means something different to everyone. More often than not it comes down to how you’re feeling – if you’re constantly stressed, tired and irritable, it may mean that you need to take stock and evaluate how you can make a few changes in your day-to-day life.

Tips for entry-level accounting job seekers

Sat, 20 Sep 2014 07:12:13 GMT

In an industry that can be fiercely competitive when it comes to accounting jobs, it’s important to do what it takes to get ahead. Whether you’re graduating in six months’ time or have recently made the transition, here are the things you can do to help get the accounting job of your dreams.

Have a focus

There are many different types of accounting jobs and while most formal graduate programs enable you to get experience across a range of disciplines within the field, having an idea of the type of career path you’d like to take can give you an edge when your potential employer is making their hiring decisions. Being able to articulate the type of specialisation you think you’d like to do shows that you have drive and passion, have researched the industry, and are looking for a career, not just a job.

Consider relocating for work

While there is a high concentration of head offices and large employers in major metropolitan areas, even if your end goal is to secure an accounting job in Sydney, being open to working in regional centres can open up even more possibilities and help you accelerate your career progression. Big city living doesn’t necessarily come cheap, so many graduates hoping to end up in an accounting job in Melbourne initially start out in one of the smaller towns within a couple of hours’ radius of the city. While there are less overall positions in the regional areas, there is also less competition for the available vacancies. Combined with lifestyle perks like a shorter commute, relative proximity to the city and a lower cost of living, working in a smaller area can really pay off. There are also job opportunities on remote worksites in the mining and construction industry – some Queensland graduates have found that doing fly in fly out work has been a great alternative to finding an accounting job in Brisbane.

Work with a recruitment agency

No doubt you’ve heard that building relationships is essential to career success – but don’t limit your networking to peers within your profession. You don’t need to wait for a position to be advertised to start liaising with a recruitment agency. Make an appointment with one of our recruitment consultants and start working with them to achieve your career goals. They have plenty of experience placing people in accounting jobs. Even if they don’t place you in your initial position, they can still be a valuable ally throughout your career, so keep the lines of communication open.

Find experience where you can

Experience can also help give you an edge over other graduates. While you’re looking for a graduate accounting job, see if there is scope to do some volunteer work experience in the finance team of your current workplace. Another option would be to find a charity or community group who need some part time accounting or bookkeeping help. This will show that you are motivated and proactive, which are two ideal candidate qualities.

Click to view our Accounting job vacancies.

Resignation etiquette and techniques

Tue, 20 May 2014 07:20:17 GMT

Consider how you plan to resign from your job. Doing it the wrong way can lead to bad feelings between you and your employer, recriminations or even a bad reference. On the other hand, correct resignation etiquette will contribute to continued success in both your personal and career development.

Some people have a hard time resigning from their current job; they may be good friends with their co-workers or can’t stand the job, the company and can’t wait to leave. The most important rule to remember when resigning from any job is that you never want to leave on bad terms. Courtesy, etiquette and professionalism go a long way. As much as you many want to tell your managers or co-workers what you think of them, you should never burn any bridges. You never know when you may need them!

Timing – when to resign

Once you’ve been advised of your new job offer in writing, and you have accepted, you’re ready to advise your current employer of your intention to resign. You should already be clear on the required notice period, as you would have needed to know this to negotiate your start date for your new job (if unsure, refer to your employment contract or ask your HR department).

You should then provide your resignation as soon as possible. Your employer will often appreciate being given the additional notice. Depending on the circumstances of your contract, you may be able to negotiate a shorter notice period but you should always assume you will be asked to work your full notice period.

Resignation etiquette protocol

Your immediate supervisor or manager should be the first to know about your intention to resign, and should be the person you conduct your resignation meeting with. It is never appropriate to advise colleagues, peers or senior management of your intention to resign, before your immediate manager. If you are uncomfortable or nervous about resigning, ask for guidance from your HR department, close family or friends, or your recruitment consultant – not your colleagues. Never underestimate the office grapevine.

The resignation meeting

Arranging a face-to-face meeting with your manager is always a better approach than simply sending them an email or letter. Prepare in advance how you intend to advise them of your decision, and stick to it. Use your written resignation letter, which you should hand to your manager during this meeting, as a guide.

You should expect a reaction from your manager, particularly if you’ve not discussed the possibility of resigning with them before. If the situation becomes emotional, stick to your prepared notes. Focus on being as professional and as composed as possible, and try not to take any defensive behaviour personally. Remember, this may come as a shock to your manager.

Your manager may wish to know the specific details of your new situation, which you may not wish to disclose. Don’t be obstructive, but make it clear that the purpose of the meeting if for you to submit your resignation. Avoid getting into lengthy discussions. Emphasise the positives about your current position and company rather than dwell on any negatives. Always try to leave the meeting on a good note.

At the end of your resignation meeting, you should ask your manager/supervisor how they wish to communicate your resignation to others, and if they are comfortable with you advising directly. Don’t assume that once you have conducted your meeting and formally handed in your notice, that it’s ok to spread the word. Only when your resignation has been made public knowledge through the appropriate channels, or if your manager has approved you telling others, should you begin to discuss your resignation with your colleagues.

Counter-offers

It may be that your manager presents you with a counter-offer during or following your resignation meeting. While flattering, these should always be approached with caution. Research has shown that up to 80% of employees who accept a counter-offer leave within the next 6 months, proving that the situation doesn’t always improve just because your salary does.

If you’d like to consider the offer, you should tell your manager you need at least 24 hours to make a decision. Over this time you should review your reasons for wanting to leave in the first place and if these will genuinely be resolved by accepting a counter-offer.

You should also consider the reasons the counter-offer is being made. While initially it may seem that your employer is taking care of you with a promotion or increased salary, you should also ask yourself why it took your resignation for this to be offered. More money now may be taken of your next pay increase. If the issues are related to your company culture, it will be extremely difficult for your managers to make the changes that may have been promised to you. Advise your consultant of the situation, as they will also be able to provide you with some advice on the value of the offer.

It is also important to remember that you have already accepted an offer from your new employer. Reputation is everything in business, so understand the impact of withdrawing your acceptance will have on your new employer and also your future career.

The written resignation etiquette

Your written notice should be short, polite and to the point. Confirm your intention to leave, refer to the date of your discussion with your manager and the day you intend to finish work. You do not have to detail why you are leaving or where you are going. Your resignation letter is not the time to vent and detail what you didn’t like about your current position. It’s never appropriate to make personal attacks on colleagues or management in a resignation letter. Remember, you are likely to need a referee in the future, so don’t burn your bridges. You can refer to the below as an example of a simple resignation letter.

During your notice period

Some people assume that their responsibility to their current employer ends once they have resigned, and they can spend their notice period taking it easy, using up their sick leave and having long lunches. Think again.

How you behave in the weeks leading up to your employer can have a bearing on your future references, and will leave an unpleasant lasting impression of you. Remember, you are still being paid and contracted to perform your job to the best of your ability until you leave. Make it as easy as possible for your colleagues by completing outstanding tasks and handing over any unfinished work. You should also offer to train those who will be taking over your workload.

After your resignation has been made public, you may attract the attention of those colleagues who are dissatisfied with their job, and believe you to be a sympathetic ear. Try to avoid this situation, by directing them to discuss their concerns with HR or their manager.

Exit Interviews

Many employers encourage departing employees to complete an exit interview, usually with an objective member of staff, your manager’s manager or a member of HR. During this, the reasons for your departure will be discussed and documented. You may decide to keep your reasons for leaving to yourself, which you are entitled to do, or you may use this as an opportunity to provide constructive feedback on your experience with the company.

The onus here is very much on the word ‘constructive’. It’s never appropriate to make personal attacks on colleagues or management. Overall, by trying to focus on the positives of your time with the company and the contribution you’ve made, you can minimise any unpleasantness during the resignation process and look forward to your new opportunity.

Assessment centres & psychometric testing

Fri, 25 Apr 2014 07:28:09 GMT

More and more companies are opting for a more scientific approach to their recruitment practices by adopting the use of psychometric testing and assessment centres, as it gives a more accurate prediction of individual performance in the role.

To ensure that you perform to the best of your ability, take a moment to read the checklist below in preparation for your assessment.

Before the tests:

Have a good nights sleep.
Plan your travel so you are not rushed.
Bring your glasses if needed.
Do not try and study for the tests as they measure general IQ, skills, behaviours and attitudes and not the level to which you were educated.
Tell us if you are taking medication which could affect your performance.
Let us know if you are colour blind as this may affect the tests you are taking.
If you have a mobile phone, please ensure it is switched off before commencing the assessment.

During the tests:

Stay calm and do not panic.
Please read the instructions for each test carefully and make sure you understand what is required before commencing the test.
Work through the questions at a steady pace as the majority of tests have a time limit. Be aware that the timed tests are designed to be difficult to complete within the time provided, so it is usual for candidates not to finish. Just work as quickly as you can and do not feel discouraged if you do not finish.
There is also no penalty for leaving questions unanswered. If you have difficulty with a question, you may leave it out and return to it later, or make a good guess, but blind guessing is not recommended.
There is no pass or fail – your score is simply compared with broader groups of people.
Try not to adopt a competitive attitude during an assessment centre. Work in collaboration with your fellow candidates, contribute to discussions and demonstrate interpersonal skills.

After the tests:

Once you have been notified of the final decision in regards to your application, you are welcome to call a Chandler Macleod Psychologist to discuss the results and receive verbal feedback.
Contact your consultant if you have any further questions. All test results are treated in the strictest of confidence and are considered valid for a period of up to 2 years by the Psychologist.
You can call the psychologists to re-access your results in this period should it be required when seeking new employment.

Coming of age: the impacts of an ageing workforce on Australian business

Thu, 20 Feb 2014 07:34:42 GMT

As more baby boomers enter retirement age and the ratio between the numbers of workers to the numbers of retirees’ rockets, why should Australian business be concerned?

There has been much said in recent years on Australia’s ageing population and workforce participation rates, but while 56% of employers believe that an ageing workforce will have a large or very large impact on their own organisation, they have been largely content to leave the issue to government policy makers.

Government, at least at a Federal level, has taken a significant role in encouraging older workers to delay retirement by targeting both employees(through policy and superannuation changes) and employers (through a range of incentives), but this approach appears to have had little impact. The statistics regarding Australia’s ageing population are stark: in 1970 there were five people of working age supporting each Australian over 65. At current trends, this will fall to just 2.7 by 2050.

The pressure on the Australian business community is mounting. According to figures published by the Australian Treasury in their 2004 report Australia’s Demographic Challenges2, 25 per cent of the population will be aged over 65 in 40 years—more than double the current level. At the same time, growth in traditional workforce ages is predicted to slow to almost zero. Mature employees represent a valuable and often untapped source of increased productivity for organisations. Our research found that older workers have a strong drive to work, as well as a growing financial imperative to do so following the blow to their savings during the GFC. Yet despite this, ‘grey workers’ are underrepresented in the workforce and overrepresented in the joblessness rate. ABS figures clearly show a generation gap in the average duration of unemployment, with 45-54 year olds unemployed for 52 weeks on average and 55+ year olds for 75 weeks – more than twice the average period for those under 453.

For Coming of Age: the impacts of an ageing workforce on Australian business, the latest in Chandler Macleod’s white paper series, we surveyed 480 senior businesspeople and 672 Australian jobseekers on the advantages and challenges of increased mature worker participation. We sought to understand which industries are at greatest risk of skills shortages as a large body of skilled employees transition to retirement, and what employers are doing about it. Primary research was supplemented with insights from a range of publicly available publications, research reports and articles.

Our research identified the need for Australian business leaders to become more strategic in their approach to attracting and retaining mature workers. While there are compelling economic and social arguments for the need to keep workers in the labour force for longer which are the remit of governments, the reality is that it is individual organisations and their employees who make the decision whether or not to hire and retain an older worker, and how they will prepare for the impacts of an ageing workforce.

Key findings:

44% of employers are unprepared for the impact of an increasing ageing workforce, believing that changing demographics will have little or no impact on their organisation.
Only 20% of organisations have strategies in place to attract, engage or retain mature aged employees. Where strategies exist, there is a disconnect between what is being put in place by employers and what employees want.
Older and younger workers want broadly the same things from their jobs – feeling recognised and valued for their skills, a connection with the company culture and values, support from their direct manager and the opportunity to learn new things.
Contrary to popular opinion, the vast majority of older workers are not seeking an easy transition to retirement, with 75% of our survey respondents preferring a challenging and rewarding role.
Despite 61% of employers regarding their older employees as more productive and better in a crisis than their younger counterparts, 60% of respondents commented negatively on key issues related to hiring older workers. Many of these negative comments related to myths and stereotypes.
One in four (23%) of employers believe older workers have higher salary expectations, but 58% of workers over 50 stated they were willing to accept a pay cut for the right role, and 61% would accept a more junior position.
Age related discrimination is still a problem in Australia, with the average employer believing discrimination becomes evident at 54 years of age, while employees perceive age discrimination becomes evident for jobseekers as young as 48.
The surveyed businesses believe the main reason employers are not hiring older workers is that older workers simply aren’t applying for the roles advertised.
Employers need to take action now to manage the future impacts of an ageing workforce. This requires multi-faceted and integrated strategies including workforce and succession planning, skills auditing and the identification of transferable skills, knowledge retention, culture and leadership development.
Older workers also need to take responsibility for their careers, keep their skills current and actively pursue opportunities.

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The world revolves around money, so it can be hard not to think about. In fact, not thinking about our money until it’s too late is a common reason we can end up really stressed about our finances.

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