Advice, Trends & Insights For The Recruitment & Employment Sector

Partnering for Safety: A Collaborative Approach

Thu, 13 Feb 2025 01:23:27 GMT

We understand the unique challenges that come with working for one company while reporting and working at a site of another. It's essential to recognise that safety is a shared responsibility between Chandler Macleod, our employees and the clients we work with. By partnering effectively with our clients, we can combine our efforts to create a safer work environment for everyone involved.

We Know Our Clients

Building strong relationships with our clients is the foundation of workplace safety. By understanding their operations, safety culture, and specific requirements, we can tailor our approaches to meet their needs effectively. Knowing our clients also means being aware of their safety protocols and integrating them into our practices. This collaborative effort ensures that everyone—employees and clients alike—benefits from a cohesive safety strategy.

We Talk Safety at Every Opportunity

Communication is key in our safety-first culture. Whether it’s during onboarding, team meetings, reporting hazards, or casual check-ins, discussing safety reinforces its importance. Encourage open dialogue about safety concerns, suggestions, and best practices. The more we communicate, the stronger our collective commitment to safety becomes.

We Empower Our People

Empowerment is about giving everyone the confidence to prioritise safety. As Chandler Macleod employees, your insights and observations are invaluable. If you notice a potential hazard or have an incident, report them immediately to your onsite supervisor and your Chandler Macleod representative. Your proactive approach not only contributes to your safety but also enhances the overall safety culture of the workplace. Remember, when we empower our people, we create a stronger safety network.

In conclusion, partnering with our employees and clients to combine efforts in safety is essential for everyone involved. By knowing our clients, talking about safety at every opportunity, and empowering our employees, we can create a safer, more productive work environment. At Chandler Macleod, we are all Safety Leaders, and together, we can make a real difference in workplace safety.

Safety Messaging - a collective responsibility

Thu, 13 Feb 2025 01:12:34 GMT

At Chandler Macleod, safety isn’t just a priority—it’s a core value. No matter where you work or what industry you’re in, we all share the same responsibility for workplace safety.

Why Safety Messaging Matters

Safety messaging keeps everyone informed, prepared, and protected. By staying up to date with safety protocols and communicating effectively, we help create a safe working environment for ourselves, our colleagues, and our clients. Our commitment to safety also reinforces Chandler Macleod’s reputation for excellence.

Safety is Part of Everyday Conversations

Safety isn’t just a topic for formal meetings—it should be part of our daily discussions. Whether you’re in a prestart meeting, a project briefing, or having a casual chat, there’s always an opportunity to talk about safety.

At Chandler Macleod, we keep safety at the forefront by:

Providing monthly safety updates during your assignment
Visiting workplaces for Safety Pauses
Hosting Toolbox Talks to discuss key safety topics

Encourage your colleagues to speak up, share safety insights, and report concerns. A strong safety culture starts with open conversations.

Empowering You to Take Action

Every worker plays a role in maintaining a safe workplace. If you see something unsafe, say something. Whether it’s a potential hazard or an idea for improving safety, your input is invaluable.

Chandler Macleod is here to support you—always feel comfortable reaching out to your representative or the safety team. Speaking up is part of being a Safety Leader.

Safety messaging is a shared responsibility. By staying informed, talking about safety regularly, and empowering each other to take action, we can build safer workplaces for everyone.

At Chandler Macleod, we are all Safety Leaders!

Understanding your Role - a key to workplace safety

Wed, 12 Feb 2025 23:58:59 GMT

At Chandler Macleod, safety is everyone's responsibility. Whether you're an employee, contractor, or labour hire, your role directly impacts workplace safety - not just for yourself, but for those around you.

This blog will explore:

Why understanding your role is essential for safety
The importance of reporting any changes in your role
How we all contribute to a strong safety culture

Remember, we are all Safety Leaders!

The Foundation: Understanding YOUR Role

Your role is more than just your tasks—it’s about how your work connects to the safety of your team and the overall workplace. Some connections are obvious, while others are less visible. By recognising these links, we can actively contribute to a safer work environment and reinforce our commitment to quality and safety.

The Pillars: How You Perform Your Role Matters

Safe work practices are designed to protect you and those around you. Following established procedures minimises risks and enhances productivity. If you have suggestions for improving safety measures, speak up! Thoughtful work design creates a more efficient and secure workplace for everyone.

The Change: New Role, New Responsibilities

If your role changes—whether through new duties, a different project, or a shift in team structure you must inform Chandler Macleod immediately. We assess job risks and ensure you're paid correctly based on your assigned role. Any changes must be communicated so we can keep safety protocols up to date and ensure your well-being.

Talking openly about safety—whether in meetings, training sessions, or daily conversations—helps strengthen our collective safety culture.

Empowering Our People

Every worker has the power to make the workplace safer. If you see a risk or experience a role change affecting safety, you must report it. Taking action early prevents hazards from turning into incidents.

As Safety Leaders, we look out for each other and foster a culture where everyone feels empowered to speak up.

Understanding your role, communicating changes, and embracing our shared responsibility for safety are key to maintaining a safe workplace. By staying informed, engaging in safety discussions, and supporting one another, we can build a culture of safety together.

Always remember: We are all Safety Leaders!

Chandler Macleod Achieves Certification with Social Traders

kimberley.dawson@rgfstaffing.com.au (Kimberley Dawson) — Wed, 05 Feb 2025 00:42:27 GMT

Chandler Macleod Achieves Certification with Social Traders

What is Social Traders?

Social Traders is Australia’s leading social enterprise certifier and advocate, connecting socially responsible businesses with certified social enterprises to drive meaningful impact. By enabling partnerships between businesses and social enterprises, Social Traders helps organisations like Chandler Macleod and RGF Staffing ANZ meet their ESG and sustainability goals while promoting economic inclusion and community well-being.

Social enterprises are businesses that exist to tackle social problems, provide access to employment, or strengthen communities. Through their certification, Social Traders ensures these enterprises meet rigorous standards, giving businesses confidence that their procurement dollars are making a real difference.

Why has Chandler Macleod Joined Social Traders?

At Chandler Macleod, we believe our success is intrinsically linked to our ability to drive positive social impact. Our commitment to ESG principles is woven into the fabric of our values, guiding our decisions and actions.

Joining Social Traders enables us to:

Support Social Enterprises: By actively engaging with certified social enterprises, we can contribute to economic and social opportunities for underrepresented groups.
Track and Report Social Procurement: With Social Traders' tools and resources, we can better track our spending on social procurement initiatives and demonstrate our impact to stakeholders.
Align with Client Expectations: Many of our clients are seeking partners who share their commitment to ESG principles. Our certification signals that we are aligned with these priorities, enhancing our reputation and competitiveness.

Our Commitment to Social Value

This certification reflects Chandler Macleod’s deep commitment to prioritising social value in all that we do. By supporting social enterprises, we are not just fulfilling our ESG goals but also creating tangible opportunities for growth, inclusion, and resilience within the communities we serve. From creating jobs for disadvantaged individuals to supporting businesses that address pressing social challenges, our collaboration with Social Traders is a critical step forward in our journey to create lasting, positive change.

Looking Ahead

We are excited about the opportunities this certification will bring. Partnering with Social Traders enables us to deepen our social impact, build stronger relationships with clients, and create a ripple effect of positive change across industries and communities.

Stay tuned as we share updates on our social procurement initiatives, success stories from our partnerships, and new ways we’re contributing to a more inclusive and sustainable future. Together, we can achieve so much more.

If you're interested in the where Chandler Macleod is creating social impact, check out the recent episode of Planet Shapers featuring our RISE Program at Dnata here!

Meet our School Crossing Superstars!

wow@shazamme.com (Default Author) — Tue, 21 Jan 2025 11:10:59 GMT

Much-loved Glen Waverley School Crossing Supervisor, Amanda Cullen always knew she wanted to work with children. Having worked in childcare and before and after school care, she never imagined she would also be looking after children as a School Crossing Supervisor – an important role she has been doing now for three years.

Helping the children arrive to school safely is not only the number one priority for a school crossing supervisor like Amanda, but it’s really close to her heart as well. She believes having an education is an important thing a person can have, so she loves being able to help school students navigate that and gain knowledge by helping them cross the street and reach their classroom safe and sound.

Taking on this role, what surprised Amanda is the positive presence it has in the school community. Even when she worked casually across different school crossings for the first eight months, everyone who used the crossing will say hello and parents would ask for her name and strike up a conversation when waiting for their kids. She also gets noticed by the kids who wave to her at the local shopping centre!

The friendly face that is always smiling, Amanda is at her school crossing Monday to Friday in her uniform to keep the kids safe – even when it’s pouring with rain!

Even though as a school crossing supervisor you’re out in the elements, for Amanda, it’s a good thing. She says on a really nice day when there is a cool breeze, you can smell the fresh air and hear the birds sing, and it makes her feel good. She especially enjoys the morning shifts as they provide an optimistic outlook that sets her up for the rest of the day.

In the role, she has also come across some challenging drivers, especially at the school crossings near major roads, like the one she’s on, that she needs to keep a watchful eye on. Amanda says being a school crossing supervisor in a way has made her a better driver and adds to her motivation to keep the kids safe and not let them down.

In addition to keeping kids safe, being in the role contributes to what Amanda enjoys the most as a people person as she’s meeting new people and enjoys saying hi to everyone who is walking past.

"I get stories almost daily from the kids, like how they have tennis after school, are going to their friend’s place, their first sleep overs and their achievements – things like that it makes me so happy that they’re comfortable enough with me to tell me about their day."

Amanda also enjoys being a constant cheerful presence for the school kids, helping stop traffic so they can cross safely and making a positive difference in their day.

“If the kids are having a bad day and I’m there saying hi with a smile on my face and wave to them it makes them feel a little bit better… if we could man every crossing it will be brilliant so all students can get to school safer.”

When asked about what she would tell someone who is thinking about becoming a school crossing supervisor, this is what she had to say:

If you’re interested becoming a School Crossing Supervisor, we’d love to hear from you.

Platinum Status Achieved on EcoVadis Sustainability Scorecard: A Milestone in Our Commitment to Sustainability

kimberley.dawson@rgfstaffing.com.au (Kimberley Dawson) — Thu, 16 Jan 2025 01:58:38 GMT

RGF Staffing ANZ Achieves Platinum Status on EcoVadis Sustainability Scorecard: A Milestone in Our Commitment to Sustainability

At Chandler Macleod, part of RGF Staffing ANZ , we have always been committed to conducting business in a responsible and sustainable manner. One of the ways we are demonstrating our commitment is through our recent success on the EcoVadis Sustainability Scorecard. We are proud to announce that Chandler Macleod, as part of RGF Staffing ANZ have achieved a Platinum Medal, placing us in the top 1% of companies assessed globally in the past 12 months.

What is the EcoVadis Sustainability Scorecard?

EcoVadis is a globally recognised assessment platform that evaluates companies on their sustainability practices. The platform provides a comprehensive scorecard across four key categories:

Environmental Impact – How well a company manages its environmental footprint.
Labour and Human Rights Standards – How well a company adheres to fair and ethical labor practices.
Ethics – How a company ensures business ethics, including anti-corruption practices.
Procurement Practices – How a company manages its supply chain and procurement activities responsibly.

These assessments are used by companies around the world to better understand their own sustainability practices, benchmark themselves against industry standards, and ensure they are meeting the expectations of their clients and stakeholders.

The Importance of Sustainability for Chandler Macleod and RGF Staffing ANZ

Achieving Platinum status on the EcoVadis Scorecard is not just a badge of honor; it’s a reflection of our ongoing commitment to sustainability. We understand that sustainability is no longer optional – it is a necessity for businesses to thrive in today’s world. For our clients, this certification represents our dedication to upholding the highest standards of sustainability across our operations. It also aligns with our broader sustainability goals, which we are actively pursuing as part of our long-term strategy.

“This achievement is a major milestone in our journey toward becoming a more sustainable business. It speaks to the hard work and investment we have made, and will continue to make, to ensure that sustainability is integrated into every facet of our operations.” – Brent Leahy, CEO RGF Staffing ANZ

A Team Effort

Achieving this Platinum status was not a single-person effort. Representatives from every department within RGF Staffing ANZ contributed their expertise and insights, ensuring that we could provide a comprehensive and accurate submission.

Looking Forward

The Platinum medal we’ve earned from EcoVadis is just the beginning. We are committed to maintaining and building on this success as we continue to align our operations with global sustainability standards. As always, we will remain transparent with our clients and stakeholders about our sustainability journey, and we are excited to work together to create a more sustainable future.

New Years Resolutions for Leaders in 2025

Thu, 19 Dec 2024 07:55:56 GMT

7 Leadership Resolutions for the New Year: A Roadmap to Growth and Success

As we step into a new year, it’s a perfect time for leaders to reflect, recalibrate, and set actionable resolutions to foster growth—for themselves, their teams, and their organisations. Based on insights from Chandler Macleod Consulting (CMC) and their value-added services, here are seven key resolutions that leaders can adopt to thrive in the dynamic workplace of 2025.

1. Embrace Difficult Conversations

Leadership is not about making easy decisions; it’s about tackling the hard ones too. In 2025, resolve to approach difficult conversations head-on with empathy and clarity. By addressing issues proactively—whether it's providing constructive feedback or resolving conflicts—you can build trust and ensure a healthier team dynamic. As Chandler Macleod Consultants Megan Dodd and Jamie Greer highlight, courageous conversations pave the way for stronger leadership and organisational resilience.

2. Invest in Career Transition Support

Career transitions, whether prompted by internal promotions, organisational changes, or exits, can be challenging for everyone involved. Leaders should commit to supporting their teams during these periods, ensuring smooth transitions and fostering goodwill.

3. Leverage Psychometric Assessments

Understanding your team’s strengths and areas for development is critical for effective leadership. Tools like those available through CMC’s Assessment Gateway can provide valuable insights into team dynamics and individual potential. Whether hiring new talent or planning team development initiatives, psychometric assessments are invaluable in making informed decisions.

4. Stay Updated with Market Trends

The business landscape evolves rapidly, and staying informed about market trends and salary benchmarks is crucial for maintaining a competitive edge. CMC’s annual white papers, blogs , and webinars are excellent resources for insights into industry changes and employee expectations.

5. Foster Innovation and Technology Adoption

In today’s fast-paced world, embracing new technologies and fostering a culture of innovation is non-negotiable for sustained success. Leaders should prioritise staying at the forefront of technological advancements that can streamline processes, enhance productivity, and drive innovation.

6. Enhance Employee Engagement

A positive and inclusive workplace culture is key to retaining top talent and achieving organisational goals. Leaders should prioritise employee engagement through initiatives like career development programs, mentorship opportunities, and robust support services.

7. Prioritise Personal Development

As leaders, investing in personal growth is as critical as nurturing your team. Professional development opportunities offered by Chandler Macleod Consulting, such as coaching sessions and specialised training, provide the perfect avenue to refine your leadership skills and adapt to evolving challenges.

Leadership resolutions go beyond setting goals; they reflect a commitment to continual improvement and adaptability. By embracing these seven resolutions, leaders can inspire their teams, drive organisational success, and create a workplace that thrives amid change.

Ready to lead with intention this year? Start by integrating these practices into your leadership approach, and watch your team and organisation flourish.

For more resources on leadership and team development, explore Chandler Macleod’s value-added services and professional development programs led by Chandler Macleod Consulting.

What Questions Should I Ask During an Interview? With Tips from Chandler Macleod Recruiters!

kimberley.dawson@rgfstaffing.com.au (Kimberley Dawson) — Thu, 19 Dec 2024 04:16:13 GMT

Job interviews can feel daunting, but asking the right questions can make all the difference. In Australia’s competitive job market, candidates who demonstrate curiosity and preparation stand out to employers. Here’s a guide to the top questions to ask during an interview, with insights from Chandler Macleod Recruitment Consultants to help you leave a lasting impression.

Why Ask Questions in an Interview?

Interviewing isn’t just about answering—it’s your chance to evaluate the company and role. Asking thoughtful questions shows your interest in the position, understanding of the company, and proactive attitude.

Essential Questions to Ask in an Interview

Can you tell me about the team I’ll be working with?

This gives you insight into the company culture and team dynamics. Australian workplaces often value collaboration and diversity, so understanding your future colleagues is key.

What does success look like in this role?

Employers appreciate when candidates focus on delivering results. This question helps you align expectations early and shows your commitment to excelling.

How does the company support professional growth?

Career development is a hot topic in Australia. Find out if the company offers training, mentorship, or growth opportunities.

What are the next steps in the hiring process?

Always end with this question—it shows your eagerness and helps you understand the timeline.

How does the company approach work-life balance?

With Australia’s emphasis on a healthy work-life balance, this question demonstrates your values align with the company’s.

Expert Tips from Chandler Macleod Recruitment Professionals

Our expert recruitment consultants shared these invaluable suggestions to elevate your interview game:

1. What would you expect the successful applicant to have achieved in the first 90 / 180 days in this position?

This question demonstrates foresight and a results-oriented mindset. It also provides clarity about short-term goals and how you can make an immediate impact.

2. What are the biggest challenges the company is currently facing, and how can this role help address them? Are there any immediate problems that I’ll need to address in this role?

Asking about challenges shows your problem-solving skills and your desire to contribute meaningfully from day one.

3. What do the corporate values and/or mission statement mean to you?

This is an excellent way to uncover whether the company culture and values align with yours, helping you determine if it’s the right fit.

4. From everything we have discussed today and you have seen in my resume, what reservations would you have in progressing me to the next stage?

A bold and strategic question, this gives you the chance to address any concerns and reinforce your strengths before the interview ends.

Final Thoughts

The questions you ask in your interview can leave a lasting impression. Prepare a mix of role-specific and cultural questions, and don’t hesitate to tailor them as the conversation unfolds.

Boost your confidence with these thoughtful questions and walk into your next job interview ready to shine!

Thriving Through the Holidays: Prioritising Mental Wellbeing During the Christmas Peak with Tips from Karla Illingworth, Health, Safety and Wellbeing Advocate

Fri, 06 Dec 2024 04:56:53 GMT

Prioritising Mental Wellbeing During the Christmas Peak Period

The festive season is upon us, and while it’s often a time of joy and celebration, it can also bring about a host of challenges—especially during peak periods at work. The combination of increased workloads, tight deadlines, and financial pressures can significantly impact our mental wellbeing. It’s essential to recognise these challenges and take proactive steps to safeguard our mental health.

For many, the holidays can be a source of stress rather than joy. The pressure to meet work expectations, combined with personal obligations such as holiday shopping and family gatherings, can create a perfect storm of anxiety. Financial stress can also weigh heavily, as many feel the burden of additional expenses during this time.

Karla Illingworth, Health and Safety Advisor for Chandler Macleod, suggests these key tips for maintaining wellbeing:

Tips for maintaining mental wellbeing in the workplace:

Acknowledge Your Feelings: It’s okay to feel overwhelmed. Recognizing your emotions is the first step toward managing them effectively.
Practice Mindfulness: Techniques such as meditation, deep breathing, or even short walks can help clear your mind and reduce stress levels. Taking a few moments for yourself can make a significant difference.
Stay Connected: Reach out to colleagues, friends, or family. Sharing your experiences and feelings can provide relief and remind you that you’re not alone in facing these challenges.
Establish a Routine: Maintaining a consistent routine can help create a sense of normalcy. Schedule breaks and downtime to recharge, even amidst a busy workday.
Utilise Available Resources: Don’t forget to make use of employee resources, such as counselling services or wellness programs, which can provide support during stressful times.

Creating a Supportive Work Environment

As colleagues, we have a collective responsibility to adopt a supportive, inclusive & safe environment. Check in with one another, offer help when you can, and be open to conversations about mental health. By promoting a culture of understanding and compassion, we can navigate the holiday season more effectively together

This Christmas let’s prioritise not just our physical safety, but our mental wellbeing as well. By recognising the pressures of the peak period and implementing strategies to cope, we can create a safe, healthier, happier workplace for everyone. Remember, it’s okay to seek help, and it’s important to take care of yourself during this busy season.

At Chandler Macleod, We are all Safety Leaders.

Wishing you all a safe and joyful holiday season!

Pre-Employment Programs, Changing Lives

kimberley.dawson@rgfstaffing.com.au (Kimberley Dawson) — Wed, 04 Dec 2024 09:21:36 GMT

Transforming Lives Through Employment: How Chandler Macleod’s RISE Programs Create Lasting Impact

At Chandler Macleod, we believe that employment is more than just a job—it’s a pathway to empowerment, independence, and a brighter future. That’s why our RISE employment programs (Reintegration, Inclusion, Support, and Employment) are designed to provide more than just workplace training. They offer a life-changing experience for participants and employers alike.

Opening Doors to Opportunity

The RISE programs focus on breaking down barriers to employment for individuals identifying as female, particularly those who face challenges in accessing meaningful work. By combining tailored training, practical work experience, and ongoing mentorship, we help participants build the skills and confidence needed to succeed.

For many women, these programs represent a turning point. Whether they’re re-entering the workforce after a period of absence, overcoming personal challenges, or seeking opportunities in male-dominated industries, RISE offers a structured pathway to lasting employment.

What Makes RISE Lifechanging?

Economic Independence: Transitioning from welfare to paid work gives participants a newfound sense of financial stability and independence.
Building Confidence: Many participants discover strengths they didn’t know they had, helping them to grow personally and professionally.
Long-Term Growth: By offering career planning and post-placement support, RISE ensures that participants are not just starting jobs—they’re building sustainable futures.

Fostering Diversity and Inclusion in the Workforce

Employers who partner with Chandler Macleod to deliver RISE programs aren’t just hiring employees—they’re contributing to a more inclusive and equitable workforce. By supporting women in traditionally male-dominated fields, these organisations are actively bridging the gender gap and enriching their workplaces with diverse perspectives.

Employers often report that the benefits extend beyond filling positions:

Enhanced Workforce Culture

Teams become more dynamic, creative, and collaborative when diversity is embraced.

Social Impact

Participating in the RISE program helps businesses align with their ESG (Environmental, Social, and Governance) goals, demonstrating their commitment to meaningful change.

Tailored Talent

With training designed to meet their industry-specific needs, employers gain access to motivated, job-ready candidates who are primed to succeed.

A Holistic Approach to Employment

The RISE framework isn’t just about job placement. It’s about addressing the unique challenges participants face and supporting them every step of the way. This holistic approach—Reintegration, Inclusion, Support, and Employment—ensures that every participant feels seen, valued, and empowered.

Key program benefits include:

Accredited and non-accredited training tailored to industry needs.
Funded post-placement support to enhance job retention and longevity.
Pathways into meaningful roles with long-term growth potential.

This comprehensive support structure fosters resilience, self-worth, and the ability to thrive in a professional environment.

Real Lives, Real Change

For the women who join RISE , the transformation can be profound. Some have overcome personal or systemic barriers, others have entered industries they never imagined they could, and many have discovered a renewed sense of purpose and direction.

Employers also feel the ripple effects of the program, noting how it strengthens their teams, enhances workplace culture, and provides a tangible way to give back to the community.

Join Us in Making a Difference

RISE isn’t just about jobs—it’s about changing lives, shaping workplaces, and creating opportunities that last.

Let’s work together to create a future where every person has the chance to thrive, and every workplace reflects the strength of diversity.

Addressing Modern Slavery

wow@shazamme.com (Default Author) — Fri, 18 Oct 2024 01:36:57 GMT

The issue of modern slavery has gained significant attention worldwide, and Australia is no exception. As a recruitment agency dedicated to ethical practices , Chandler Macleod is proactive in our responsibility in combating this grave violation of human rights. Our active policies against modern slavery reflect our commitment to creating a fair and just workforce for all.

What is Modern Slavery?

Modern slavery encompasses a range of exploitative practices, including human trafficking, forced labour, and debt bondage. It affects millions of individuals globally, stripping them of their freedom and dignity. In Australia, it is estimated that tens of thousands of people are trapped in conditions of modern slavery, often hidden in plain sight in various industries, including agriculture, hospitality, and construction.

Key Forms of Modern Slavery:

Human Trafficking : The illegal movement of people, typically for forced labour or sexual exploitation.

Forced Labour: Situations where individuals are coerced to work against their will, often under threats or deception.

Debt Bondage: When a person is forced to work to pay off a debt, with conditions that often make it impossible to repay.

Recognising the Signs of Modern Slavery

Awareness is crucial in the fight against modern slavery. Here are some signs that may indicate the presence of modern slavery in the workplace:

Lack of Freedom : Workers who cannot leave their jobs or are not free to make their own choices.

Deceptive Recruitment Practices : Promises made during the hiring process that are not fulfilled, such as job roles, pay, or working conditions.

Poor Working Conditions : Unsafe environments, excessive hours, and inadequate compensation.

Isolation : Workers who are kept away from the public or their families, limiting their ability to seek help.

Fear of Authority : Individuals who are afraid to speak out about their situation due to threats from employers or lack of legal rights.

Why Prevention is Important

Protecting Human Rights : Every individual deserves to work in an environment that respects their rights and dignity. By preventing modern slavery, we uphold fundamental human rights and promote social justice.

Promoting Fair Labour Practices : Preventing exploitation ensures that all workers are treated fairly and receive the compensation they deserve. This fosters a more equitable labour market.

Enhancing Business Reputation : Companies that actively combat modern slavery improve their brand image and attract ethically conscious consumers and clients. This not only benefits the business but also contributes to a more sustainable economy.

Legal Compliance : Australia’s Modern Slavery Act 2018 requires businesses to report on how they mitigate the risk of modern slavery in their operations and supply chains. Non-compliance can lead to legal repercussions and damage to reputation.

Our Commitment to Ethical Recruitment

At Chandler Macleod, we take a proactive stance against modern slavery. Our policies include:

Thorough Vetting Processes: We ensure that all employers and job placements are scrutinised for compliance with labour laws and ethical standards.

Training and Awareness : Our staff receives regular training on identifying signs of modern slavery and understanding the legal framework surrounding it.

Support for Workers : We provide resources and support for workers who may be at risk or have experienced exploitation, helping them access legal aid and counselling services.

Transparency : We are committed to transparency in our operations, working to create an open dialogue about the importance of ethical practices in recruitment.

Modern slavery is a pressing issue that requires collective action from all sectors of society, including recruitment agencies. By recognising the signs, understanding the importance of prevention, and actively implementing policies against modern slavery, we can contribute to a more just and equitable workforce. Together, we can make a significant impact in the fight against this human rights violation, ensuring that all individuals can work in dignity and safety.

The Importance of Identifying and Mitigating Workplace Psychosocial Hazards to Foster Psychological Safety

wow@shazamme.com (Default Author) — Fri, 11 Oct 2024 04:12:15 GMT

Organisations are becoming increasingly aware of the importance of creating not just physically safe workplaces, but also psychologically safe ones. One of the key aspects of achieving this is by identifying and mitigating workplace psychosocial hazards —factors that negatively affect employees’ mental health and well-being. As the modern workplace transforms, understanding and addressing these hazards is vital for building a supportive, productive, and healthy work environment.

What are Workplace Psychosocial Hazards?

Psychosocial hazards are aspects of work that have the potential to cause psychological harm. Unlike physical hazards, these risks are often tied to the emotional and mental challenges employees face in their work environment. Common psychosocial hazards include:

High workloads and unrealistic deadlines When employees feel constantly overwhelmed, their stress levels skyrocket, leading to burnout and disengagement.

Workplace bullying or harassment Toxic behaviours, including bullying and harassment , can lead to severe emotional distress, anxiety, and depression.

Lack of support Employees who do not receive adequate managerial or peer support may feel isolated, which can compound feelings of stress or inadequacy.

Unclear job roles or expectations Ambiguity in responsibilities can cause confusion and frustration, creating unnecessary pressure for employees.

Poor work-life balance Long hours and an inability to manage work and personal responsibilities often result in chronic stress and diminished well-being.

These hazards can significantly impact not only individual mental health but also overall workplace productivity, morale, and culture. Left unchecked, they can lead to high absenteeism, turnover, reduced engagement, and even workplace injuries.

Why is Identifying Psychosocial Hazards Important?

The first step in mitigating psychosocial hazards is to identify them. Just like any other risk in the workplace, being aware of potential hazards allows employers to proactively manage them. Effective identification often involves:

1. Regular assessments and surveys

Use employee feedback to understand their stressors, workload concerns, or interpersonal challenges.

2. Open communication channels

Encouraging employees to speak up about any issues they face helps in identifying hazards before they escalate.

3. Training and awareness

Equipping managers and employees with the skills to recognise the signs of psychosocial risks is essential to early intervention.

When psychosocial hazards go unnoticed or ignored, they create a breeding ground for mental health issues like anxiety, depression, and burnout. Identifying these hazards early not only reduces risks but also signals to employees that their well-being is a priority.

Mitigating Psychosocial Hazards: A Key to Psychological Safety

Once hazards are identified, the focus shifts to mitigation—putting measures in place to address and reduce these risks. Mitigating psychosocial hazards is not just about removing negative influences; it’s about fostering an environment where employees feel psychologically safe.

Psychological safety refers to the belief that one can express ideas, concerns, or mistakes without fear of negative consequences. In workplaces where psychological safety is present, employees feel valued, supported, and empowered to be themselves. To create this, employers can:

Promote a positive workplace culture Encourage respect, inclusivity, and open dialogue. A healthy culture discourages toxic behaviours like bullying and harassment.

Ensure manageable workloads Review workloads regularly to ensure they are realistic and achievable, helping to reduce unnecessary stress.

Provide adequate support and resources Make sure employees have access to mental health resources, coaching, and managerial support when needed.

Clarify roles and responsibilities Clearly define job roles and expectations, reducing confusion and creating a structured environment where employees understand their contribution.

Encourage work-life balance Promote flexible working arrangements and discourage overworking, allowing employees to maintain a healthy balance between their personal and professional lives.

Mitigating psychosocial hazards is an ongoing process. Regular assessments, adjustments in policies, and creating a culture of continuous support are essential components of maintaining psychological safety.

The Benefits of Psychological Safety

When organisations successfully identify and mitigate psychosocial hazards, the rewards are significant:

Improved mental health Employees experience lower stress levels, better emotional well-being, and reduced risk of burnout.

Increased engagement and productivity When people feel safe and supported, they are more motivated and engaged, leading to higher levels of productivity and innovation.

Higher employee retention A workplace that values mental health and safety fosters loyalty, reducing turnover and creating a more stable team.

Better overall workplace culture Creating an environment that prioritises psychological safety builds trust, cooperation, and collaboration, enhancing the overall work experience.

Workplace psychosocial hazards are a growing concern in the modern business landscape. Identifying and mitigating these risks is crucial for promoting psychological safety and ensuring a healthy, supportive work environment. When employers actively address psychosocial hazards, they not only meet their legal and moral obligations but also create a space where employees can thrive, driving organizational success.

Investing in programs that help identify and manage psychosocial risks is key to building a resilient, productive workforce and maintaining long-term workplace well-being.

If you need support in identifying and mitigating psychosocial hazards in your workplace, we’re here to help. Our compliance training programs on Workplace Psychosocial Hazards and Psychological Safety in the Workplace are designed to equip your team with the knowledge and skills to create a safe, supportive, and mentally healthy work environment.

Get in touch today to learn how our comprehensive training can help your organisation foster psychological safety and meet compliance obligations.

The Rise of Pop Psychology and Therapy Speak in the Workplace

wow@shazamme.com (Default Author) — Tue, 01 Oct 2024 06:08:59 GMT

In recent years, pop psychology and therapy speak have permeated casual conversation, social media, and workplace culture, reshaping how we communicate and address mental health. Terms like 'emotional intelligence’, 'boundaries’, ‘trauma', and ‘trigger warning' have become commonplace, often used without a full understanding of their implications. While these concepts can foster greater awareness and empathy among teams, their casual application—including using labels like 'narcissist', 'OCD', or 'psychopath' —can lead to misunderstanding and stigmatisation, oversimplifying complex psychological issues. This article examines the multifaceted impact of pop psychology on workplace dynamics, highlighting both its potential benefits and the risks associated with misusing language that describes genuine psychological challenges.

The Allure of Therapy Speak

There’s no denying the allure of therapy speak in today’s workplace. Who wouldn’t want to feel empowered by terms that validate our emotional experiences? Buzzwords like 'emotional intelligence', 'boundaries', and 'trigger warnings' can spark vital discussions about mental health and team dynamics. For instance, talking about 'emotional intelligence' can enhance collaboration and understanding among colleagues.

However, when we use these terms without context or accuracy, we risk diluting their meanings. Take the phrase "I’m so OCD" that people often use to describe being picky about something trivial. This casual misuse overlooks the real complexities of a diagnosis of Obsessive Compulsive Disorder and can contribute to misunderstanding and stigma around the condition. Instead of facilitating open dialogue, such phrases can create barriers, where meaningful conversations about mental health are overshadowed by the fear of mislabeling or misunderstanding.

Navigating the nuances of pop psychology requires us to foster an environment that encourages authentic conversations while being mindful of our language. By aiming for accuracy and context, we can ensure that discussions about mental health remain impactful and constructive, ultimately enriching workplace culture and team dynamics.

Is My Boss a Psychopath?

Let’s dive into a more provocative area: the casual labeling of colleagues. Ever heard someone exclaim, “My manager is such a psychopath” while describing a particularly ruthless decision? While it might make for a catchy headline, let’s take a moment to reflect. According to research, only about 1% of the general population is diagnosed with psychopathy. Most of us have encountered challenging personalities and while many of these traits may be consistent with those of someone with psychopathy, there is long way from that to jumping to clinical conclusions.

Using psychological labels casually not only risks misunderstanding but can also stigmatise legitimate mental health conditions. Labeling someone as a 'narcissist' or a 'psychopath' can undermine the seriousness of these diagnoses and the individuals who truly live with them. It’s crucial to remember that while some traits might be problematic, they do not necessarily indicate a clinical disorder.

The Problem with Oversimplification

Another concern is the oversimplification of complex psychological concepts. Therapy speak often simplifies nuanced human behaviors into catchy phrases, which can lead to misunderstandings. For example, while 'emotional labor' is a legitimate concept that describes the effort put into managing feelings in the workplace, it can be misused to dismiss legitimate concerns about workload or job expectations.

When we say someone is engaging in 'emotional labor', are we acknowledging their effort, or are we using it as a catch-all excuse to overlook systemic issues in the workplace? By reducing rich psychological discussions to buzzwords, we risk losing the depth and complexity of human experience.

Finding the Balance

So, how can we strike a balance between fostering a culture of awareness and avoiding the pitfalls of pop psychology? Here are a few strategies:

Educate and Train: Organisations should provide training on mental health and emotional intelligence, ensuring that employees understand the terms being used and can engage in meaningful conversations.

Promote Authentic Conversations: Encourage open discussions about feelings and workplace dynamics without the need for jargon. Authenticity often resonates more than trendy terminology.

Encourage Professional Support: Remind employees that while it’s great to discuss mental health, professional help should be sought for serious issues. Destigmatising therapy and counseling can empower individuals to take the necessary steps for their well-being.

Be Mindful of Language: Encourage the use of clear, precise language rather than buzzwords. If someone is struggling with a particular issue, help them articulate it without resorting to labels that may misrepresent their situation.

Mind the Gap

The rise of pop psychology and therapy speak in the workplace has undoubtedly opened doors for discussing mental health, but it also presents challenges that we must navigate thoughtfully. As we embrace these concepts, let’s do so with a critical eye, ensuring we foster understanding rather than confusion.

Ultimately, it’s about creating a work environment where people feel safe to express their thoughts and emotions without the fear of being misunderstood. After all, the goal isn’t just to be on trend; it’s to truly support each other in the complexities of our professional lives. So, the next time you hear a buzzword or label floating around the office, pause and ask yourself: are we facilitating understanding, or are we simply adding to the noise?

Reach out to Chandler Macleod today to learn how we can support your leaders and workforce to develop emotional intelligence and cultivate a more inclusive and dynamic environment . Together, we can transform your workplace into a space where authentic conversations thrive, and every team member feels valued. Contact us to start your journey toward a healthier, more collaborative workplace.

Evolution of Leadership Styles in the Australian Workplace: 1959 to Today

wow@shazamme.com (Default Author) — Thu, 12 Sep 2024 23:06:59 GMT

With more than six decades in business , Chandler Macleod has borne witness to huge changes within the Australian employment landscape. One of the incredible transformations throughout the years has been the evolution in leadership styles to reflect shifting societal values and workplace dynamics. We have witnessed the move from authoritarian, top-down approaches to more collaborative and inclusive leadership and management models and the positive impact these have bad on both the culture and success rates of business models. We have been proud to see Australian business leaders increasingly embrace participative and transformational leadership styles, driven by the growing recognition of the importance of employee engagement, innovation, and adaptability. This dramatic shift has not only influenced how decisions are made but also shaped the very ethos of workplaces, fostering environments that emphasise diversity, collaboration, empowerment, and a shared vision for success. As businesses navigate a continuously evolving economic landscape, understanding these shifts in leadership styles offers valuable insights into ways businesses can ensure a positive workplace culture and future-proof for success.

The Authoritative Era

In the late 1950s and early 1960s, as Chandler Macleod was developing itself within the recruitment services industry, Australian workplaces were characterised by a hierarchical structure where businesses were lead in a primarily authoritative structure. Leaders made decisions unilaterally, and employees were expected to follow instructions without question. This top-down approach was effective in maintaining order and efficiency but often stifled creativity and innovation, attributions that we have come to recognise for their beneficial impact on business practices.

The Shift Towards Participative Leadership

The 1980s and 1990s saw a significant shift forwards with movement toward a more participative leadership model. As the global economy became more competitive, business leaders in Australia began to recognise and respect the importance of employee engagement and collaboration. This move towards a participative leadership style encouraged input from employees at all levels, fostering a new sense of ownership and accountability, previously unseen for the majority of employees. This period also saw the rise of team-based evolutions of the work models and a focus on employee development and empowerment. Chandler Macleod adapted to these changes by offering services that emphasised employee engagement and development, consulting with businesses and developing training and programs to build more collaborative work environments and strength work relationships.

The Rise of Transformational Leadership

While Y2K didn’t bring the technological disruption we were led to expect, the turn of the millennium did bring about huge changes in the workplace with the rise of transformational leadership. This leadership style emphasises inspiring and motivating employees to achieve their full potential and contribute to the organisation's vision. Transformational leaders are characterised by their ability to create a positive and inclusive workplace culture, where innovation and adaptability are highly valued. By recognising this shift in leadership attitude, Chandler Macleod was able to play a crucial role during this period by providing insights and tools to help organisations foster transformational leadership , thereby enhancing their ability to navigate the rapidly changing business landscape.

Embracing Diversity and Inclusion

The progressive movement towards embracing and emphasising diversity, equity, inclusion, and belonging in the workplace has also seen changes to leadership models. The workplace leaders of the Australian climate today are becoming increasingly aware of the benefits of a diverse and inclusive workplace, which include improved decision-making, greater innovation, and enhanced employee satisfaction. Leadership styles today are more collaborative and inclusive, with a focus on creating environments where employees feel valued and empowered to contribute and to be themselves in the workplace. Chandler Macleod is proud to have been a part of contributing to the advancement of diversity, equity, inclusions and belonging in the workplace through various programs and partnerships with our clients, helping organisations turn their diversity aspirations into tangible outcomes.

The changes in leadership style and methodology Chandler Macleod have been privy to since our formation in 1959 to today reflect the broader societal changes in Australia and the growing recognition of the importance of employee engagement and emphasis on positive workplace culture. As businesses continue to navigate the ever-shifting economic environment and workplace landscape, understanding the shifts in leadership styles and the dynamics leading to these shifts offers valuable insight into ways to ensure a positive workplace culture and help to future-proof the success of a business. Chandler Macleod’s journey through these changes has highlighted our commitment to supporting businesses to build effective and inclusive leadership.

Talk to the Chandler Macleod team about how we can work with you to maximise the potential of your leaders and create an environment of success.

Understanding the differences in generational expectations in the workplace

wow@shazamme.com (Default Author) — Wed, 04 Sep 2024 01:24:28 GMT

As we mark 65 years in the recruitment industry , we’ve had the unique opportunity to witness and support the evolution of the workforce across multiple generations. Our expertise in organisational psychology has been crucial in navigating the diverse expectations and values of different age groups, from the Silent Generation to Generation Z. Each generation brings its own distinct perspectives and demands—especially as Generation Alpha begins to enter the workforce with a focus on cutting-edge technology and personalised experiences. Understanding and managing these generational differences is key to creating cohesive, dynamic teams that drive productivity and satisfaction.

The Silent Generation: Loyalty and Stability

The Silent Generation (born between 1928 and 1945) is known for its commitment to loyalty and job stability. This generation values long-term employment and job security, reflecting a dedication to a stable career path. They respect hierarchical structures and seniority, emphasizing hard work, punctuality, and dedication. Communication preferences lean towards formal interactions, such as face-to-face meetings and detailed written reports, with a conservative approach to modern technology. Understanding these traits helps in creating a supportive environment that aligns with their expectations.

Baby Boomers: Achievement and Work-Life Balance

Baby Boomers (born between 1946 and 1964) bring a strong work ethic and career-focused mindset to the workplace. They value personal achievement and recognition, striving for career advancement while increasingly seeking a balance between work and personal life. Team collaboration is crucial for them, and they appreciate a mix of formal and informal communication, including email and phone calls. Although they have adapted to technological advancements, Baby Boomers may be more resistant to change compared to younger generations. Recognising their need for acknowledgment and stable work environments can improve workplace dynamics.

Generation X: Flexibility and Efficiency

Generation X (born between 1965 and 1980) is marked by their independence and adaptability. This generation prioritises flexibility and work-life balance, looking for roles that offer autonomy and efficiency. They focus on results and value opportunities for skill development and career progression . Communication preferences include direct and efficient methods like email and instant messaging. Gen X is comfortable with technology, using it to boost productivity and streamline communication. Their entrepreneurial spirit and skepticism towards authority highlight the need for a hands-off management style that supports self-direction.

Millennials: Purpose and Digital Integration

Millennials (born between 1981 and 1996) currently make up about 37% of the Australian workforce- the largest cohort., and have distinct expectations shaped by their values and technological fluency. They seek meaningful work that aligns with their personal values and prioritise flexibility, including options for remote work and innovative work environments. Regular feedback and opportunities for professional growth are important to them. Millennials prefer digital communication methods, such as social media and messaging apps, and expect seamless integration of digital tools into their work processes. Creating a collaborative and dynamic workplace is essential to meet their needs and drive engagement.

Generation Z: Diversity and Digital Natives

Generation Z (born from the mid-1990s to the early 2010s) represents the first cohort to grow up fully immersed in digital technology and by 2025 it is expected that they will comprise about 27% of the workforce. They place a strong emphasis on diversity and inclusion, expecting workplaces to reflect these values. Gen Z anticipates advanced technology and digital-first approaches, integrating tech seamlessly into their daily tasks. They value flexible work options that blend work and personal life, favoring instant messaging, social media, and video interactions for communication. Their high proficiency in technology means they seek job security coupled with opportunities for innovation and creativity.

Generation Alpha: Shaping the Future of Work

Generation Alpha (born from the early 2010s onwards) is expected to be the most technologically immersed generation yet. They will likely demand highly advanced technology and automation in their work environments. Flexibility and personalisation will be central to their work experience, with tailored roles and adaptable arrangements suited to their individual needs. A globalised work environment with diverse teams and remote work options will be crucial. Communication preferences may include advanced digital platforms and tools, such as virtual and augmented reality interactions. Preparing for their entry into the workforce will be essential for setting new standards in workplace innovation and flexibility.

Addressing Generational Differences in the Workplace

Addressing generational differences in the workplace requires a strategic approach to managing diverse expectations. Here are some key tips:
Recognise the unique characteristics and values of each generation.
Encourage open and respectful communication among employees.
Offer flexible work arrangements to accommodate the varying needs of different generations.
Create opportunities for professional growth and skill development.
Integrate advanced technology and digital tools into the workplace to meet the expectations of younger generations.
Foster a culture of diversity and inclusion .

Understanding and addressing the diverse expectations of different generations in the workplace is crucial for creating a cohesive and dynamic environment. By recognising the unique needs and values of each generation, businesses can foster a culture of respect, collaboration, and innovation. This not only enhances overall satisfaction and productivity but also positions the organisation for long-term success.

To learn more about how to create a cohesive workplace environment for your teams, contact our team today. We are here to help you navigate the complexities of generational differences and build a thriving, inclusive workplace.

Diversity, Equity, Inclusion, and Belonging in Recruitment: From 1959 to Today

wow@shazamme.com (Default Author) — Fri, 23 Aug 2024 06:35:18 GMT

Since its founding in 1959, Chandler Macleod has witnessed remarkable transformations in the landscape of diversity, equity, inclusion, and belonging (DEIB) within the recruitment industry. This evolution reflects broader societal shifts, changes to legislation, and corporate commitments that have collectively transformed how organisations approach their workforces. From early migration waves in Australia to contemporary DEIB initiatives, the landscape has evolved dramatically, enriching workplaces and driving business success.

The Early Stages of Diversity

In the late 1950s and 1960s, Australia’s workforce was predominantly homogeneous, with a strong emphasis on male-dominated roles and limited representation of women , Aboriginal and Torres Strait Islander peoples , and ethnic minorities. The post-World War II migration waves began introducing new cultural backgrounds into the workforce, but professional roles remained largely unrepresentative of the broader population. This period was characterised by a lack of formal diversity strategies and an emphasis on maintaining a culturally uniform workforce.

Legislative Progress and Gender Equality

The 1980s marked a pivotal shift with the introduction of the Sex Discrimination Act in 1984. This legislation was a significant milestone, prohibiting discrimination based on sex, marital status, or pregnancy and laying the groundwork for greater gender equality in the workplace. Despite these advancements, gender parity remained a challenge, with ongoing disparities in representation and pay. This era saw the beginning of more structured efforts to enhance female workforce participation, though progress was incremental.

Embracing Cultural and Global Diversity

The turn of the millennium brought increased globalisation and more inclusive immigration policies, which further diversified Australia’s talent pool. This period saw organisations starting to recognise the value of cultural diversity not just as a moral imperative but as a business advantage. Companies began integrating diversity and inclusion into their core strategies, understanding that a varied workforce could drive innovation and provide a competitive edge. The focus broadened from mere representation to creating inclusive environments that welcomed diverse perspectives.

A Focus on Inclusion and Equity

In recent years, the DEIB focus in Australian workplaces has expanded to encompass a broader range of issues, including disability rights, LGBTQ+ inclusion, and Aboriginal and Torres Strait Islander employment initiatives. DEIB strategies now prioritise not only attracting diverse talent but also ensuring that all employees feel included and supported throughout their careers. This period has also seen the implementation of various initiatives aimed at addressing unconscious biases, gender pay gaps, and leadership representation disparities.

Chandler Macleod’s DEIB Initiatives: A Case Study

As a leading recruitment agency, Chandler Macleod exemplifies how commitment to DEIB can drive tangible results. Our dedication to creating an inclusive workplace is reflected through numerous programs and initiatives, including:

No Glass Ceiling Project : Targeting women over 45 in Victoria facing issues returning to the workplace, this program successfully placed 195 women into long-term employment.

Launch into Work: Helps women transition into sustainable employment in non-traditional roles, such as civil construction in the renewable energy sector.

Solid Start: Providing Aboriginal and Torres Strait Islander people with a strong foundation for launching their careers.

Menstrual & Menopause Policy: Supports women through various life stages, ensuring they have the necessary resources to thrive at work.

These initiatives have successfully placed countless women, individuals with disabilities, culturally and linguistically diverse people, and Aboriginal and Torres Strait Islander peoples into roles that were traditionally dominated by white men. Additionally, they have earned recognition for the organisation's strong commitment to DEIB and its role in setting high standards in the talent acquisition industry.

The Future of DEIB in Recruitment

As we look to the future, the evolution of DEIB in recruitment will continue to be shaped by technological advancements and demographic shifts. Organisations that view diversity as both a moral imperative and a strategic advantage will be better positioned to attract top talent, drive innovation, and navigate global complexities. The ongoing challenge will be to sustain momentum, address persistent barriers, and continuously adapt to the evolving needs of a diverse workforce whilst maintaining a values-based recruitment methodology.

The evolution of diversity, equity, inclusion, and belonging (DEIB) in recruitment has transformed from minimal representation to a strategic focus on inclusivity. Legislative milestones, cultural shifts, and corporate initiatives have collectively fostered a more equitable and diverse workforce. While we acknowledge that there is still significant work to be done, we look forward to partnering with businesses that are eager to lead the way in DEIB.

Join us in shaping the future of DEIB in recruitment, where every individual's unique background and perspective are not only valued but essential for achieving excellence and driving innovation.

The evolution of the recruitment industry

wow@shazamme.com (Default Author) — Thu, 22 Aug 2024 00:30:47 GMT

The journey of commercial recruitment in Australia really began in the wake of World War II when the job market faced an unprecedented shortage as countless low-skilled workers enlisted in Australia’s armed services. During this period, recruitment agencies emerged as key players in the way forward for the economy, bridging the gap between employers and their new workforce, and helping to shape the Australian job landscape.

A Time of Economic and Psychological Transformation

By the 1960s, Australia was undergoing a major economic shift from an agriculture-based economy to a manufacturing powerhouse. This transformation necessitated a large influx of low-skilled labor to meet the demands of the rapidly expanding industrial sector. Recruitment agencies had to innovate, developing new strategies to attract workers from diverse regions. Recruitment was no longer just about filling vacancies; it was about strategically positioning the workforce to support a new economic era.

As Australia navigated its economic transformation, the evolving understanding of psychological theory also began to shape recruitment practices. This decade was marked by significant changes in psychological theory and our understanding of human behavior, and the subsequent decades witnessed a renewed interest in psychometric assessments.

The integration of more sophisticated psychological models into recruitment strategies allowed for a deeper and more predictive understanding of candidate behavior, further aligning cultural fit with the demands of a changing economic landscape.

Technological advancement and globalisation

As we rolled into the 1990s, Australia’s economic landscape was becoming increasingly global. The rise of international markets brought new challenges and opportunities. Then came the tech revolution. The late 1990s saw the advent of the internet, which began to dissolve the physical barriers to talent and skills. For recruiters, this was a game-changer. Suddenly, the world was their oyster, and the ability to tap into a diverse talent pool was just a click away. Chandler Macleod was at the forefront of this digital shift, embracing new technologies to keep pace with the changing times.

Digital transformation post GFC

The global financial crisis of 2008 hit hard, prompting businesses to rethink their recruitment strategies. Online recruitment took center stage as companies sought to cut costs and streamline processes. This period also saw a significant shift in candidate expectations. Jobs were no longer just about earning a paycheck; they had to offer meaning, purpose, and flexibility. Chandler Macleod responded by expanding its services to include specialised consulting , workforce planning , and training , all while focusing on the evolving needs of candidates .

Technology and candidate experience

In today’s fast-paced world, Chandler Macleod continues to set the standards in modern recruitment practices. The focus has shifted to integrating advanced human resource technologies with a keen eye on the candidate experience and recruitment has become a finely tuned operation. The aim? To attract and retain top talent with user-friendly processes and personalised communication.

No discussion of modern recruitment is complete without mentioning social media. Platforms like LinkedIn , Facebook , Instagram , Twitter, and now TikTok have changed how recruiters and candidates connect.

Reflecting on the journey from Chandler Macleod ’s early days to the present, it’s clear that the recruitment industry has undergone profound changes. Driven by technological advancements and a shift towards more data-driven and candidate-centric practices, the industry has evolved dramatically. Chandler Macleod remains at the cutting edge, leveraging its expertise and innovative solutions to meet the ever-changing needs of employers and job seekers alike. As we look to the future, one thing is certain: the evolution of recruitment is far from over, and Chandler Macleod will continue to be a pivotal player in shaping its next chapter.

Chandler Macleod: At the forefront of Psychometric Assessment

wow@shazamme.com (Default Author) — Thu, 15 Aug 2024 00:19:19 GMT

As Chandler Macleod marks it’s 65 ^th anniversary, we’re excited for the future of our industry.

Our propriety BestFit™ assessments stand at the forefront of our psychometric solutions. These advanced assessments leverage cutting-edge technology and decades of research to provide a comprehensive evaluation of candidates' abilities, personality traits, and cultural fit.

By integrating the latest advancements in psychometrics, such as computerised adaptive testing and game-based assessments, BestFit™ ensures precise and engaging evaluations. This evolution reflects our commitment to staying ahead of industry trends and meeting the dynamic needs of modern businesses. With BestFit™, we continue to set the standard for predictive accuracy and insightful talent management, empowering businesses to make informed decisions and build high-performing teams .

Our team work tirelessly to develop and launch new tools to meet the malleable needs of our clients and look forward to working with you to revolutionise the way you do business.

The Evolution of Psychometric Assessments

As Chandler Macleod marks it’s 65 ^th anniversary, we’re reflecting on where we began – as Australia’s first firm of organisational psychologists. From our early days of predicting employee behaviour and identifying key success factors through psychometric assessments, a lot has changed. Let’s look at the evolution of psychometric testing and the methods we have in place today which ensure we continue to set the industry standard.

Our Beginnings

Our story begins when Alf Chandler and Doug Macleod licensed the Humm-Wadsworth Temperament Scale. This pioneering personality scale, developed in the early 20 ^th century, was designed to evaluate various personality traits and temperaments and included dimensions such as emotional stability, social behavior, and personal adjustment. Originally used to match individuals to suitable roles in occupational settings, the scale provided early insights into personality profiling. Although it has been largely superseded by modern assessments like the Big Five personality traits and advanced computerised tests, the Humm-Wadsworth Scale remains a significant milestone in the evolution of psychometric evaluations.

Broadening Horizons

By the mid-20th century, psychometric testing had become a crucial tool in various fields, including education, industry, and the military. The use of psychometric assessments expanded significantly as organisations and institutions recognised their value in evaluating and predicting human behavior.

In the industrial sector , psychometric tests were increasingly utilised for employee selection and development, helping companies match individuals to roles that suited their abilities and personality traits. Despite some skepticism and criticism, particularly concerning the validity of personality assessments, the mid-20th century marked a period of growing acceptance and integration of psychometric testing into key decision-making processes, laying the groundwork for the sophisticated assessments used today.

Navigating Challenges of the Swinging Sixties

In the 1960s, a period marked by significant shifts in psychological theory, skepticism emerged regarding the reliability and validity of personality assessments. This critical perspective was notably articulated by Walter Mischel in his influential work, "Personality Assessment," which challenged the traditional belief that stable personality traits could consistently predict behavior across different situations.

Mischel's critique underscored the limitations of personality trait theories by emphasising the variability of human behavior in varying contexts. Despite this period of scrutiny, the subsequent decades witnessed a renewed interest in psychometric assessments. In the 1980s and 1990s, advancements in psychological research and methodology led to a resurgence in the use of these tools, largely fueled by the development and popularisation of the Big Five personality traits model.

This model, which identifies five core dimensions—extraversion, emotional stability (often referred to as neuroticism), agreeableness, conscientiousness, and openness to experience—offered a more robust and empirically supported framework for understanding and assessing personality. The Big Five model provided a comprehensive and nuanced approach to personality assessment, addressing many of the concerns raised by Mischel and facilitating a more refined and predictive understanding of individual differences in behavior.

The Digital Transformation

The arrival of the digital age marked a huge transformation in psychometric assessments, reshaping how these evaluations are conducted and interpreted. The introduction of computerised testing emerged as a game-changer, dramatically improving both the accuracy and efficiency of assessments. This shift was further amplified by the advent of Item Response Theory (IRT), a sophisticated statistical framework that allows for more precise measurement of psychological traits by accounting for varying levels of difficulty and individual differences.

IRT enhances the reliability of assessments by tailoring the difficulty of questions to the respondent’s ability level, thereby providing a more nuanced and accurate picture of their traits. Alongside these advancements, the integration of technology into psychometrics has seen the rise of game-based assessments, which blend traditional evaluation techniques with interactive, engaging formats. These game-based tools are particularly advantageous in high-volume recruitment scenarios, where they offer a novel and effective means of evaluating candidates' cognitive and emotional traits in an immersive and less conventional manner.

By leveraging elements of gamification, these assessments not only capture data more effectively but also increase participant engagement and reduce the potential for response bias, ultimately leading to more reliable and insightful evaluations. This digital revolution in psychometrics represents a significant leap forward, combining cutting-edge technology with innovative assessment methods to meet the evolving needs of both researchers and practitioners in the field.

What lies ahead

As we look toward the future, it’s clear that the field of psychometric assessments is on the brink of exciting evolution. The integration of artificial intelligence promises to revolutionise how we understand and measure human traits, offering unprecedented precision and personalisation in assessments.

Meanwhile, the ever-changing job market highlights a growing emphasis on evaluating soft skills, such as emotional intelligence, resilience, and social persuasion. These attributes are rapidly becoming the cornerstones of effective leadership and organisational success.

In a world where collaboration, adaptability, and interpersonal skills are crucial, the ability to accurately assess these competencies will not only enhance recruitment and development processes but also empower individuals and organisations to thrive in an increasingly complex and dynamic landscape. As we embrace these advancements, psychometric assessments will become even more integral in shaping the future of work and leadership, unlocking new potentials and fostering deeper insights into human capabilities.

The Evolution of Work Safety in Australia: A Journey Since 1959

wow@shazamme.com (Default Author) — Tue, 13 Aug 2024 05:43:04 GMT

The year was 1959, vehicle seatbelts weren’t mandatory (or a feature in many models), and no one would question if you were to light a cigarette in the office or enjoy a few drinks on a Friday afternoon and then drive home. Harnesses for working at heights weren’t a thought, and PPE wasn’t yet the acronym we know and use today.

Thankfully, Australia has made significant strides in workplace safety since then. From early emphasis on physical safety to embracing comprehensive mental health initiatives, psychosocial safety and banning smoking in offices, the evolution of workplace safety in Australia is remarkable. Let's explore some of the key transformations that have shaped safety at work in Australia over the decades since Alf Chandler and Doug Macleod formed Chandler and Macleod – Australia's first firm of registered psychologists.

Transition from Smoking in Offices

In response to growing awareness of the health risks associated with passive smoking, Australia progressively implemented smoking bans in workplaces during the 1980s and 1990s. This initiative significantly improved indoor air quality and reduced health hazards for employees.

Spotlight on Mental Health

In recent years, Australia has prioritised mental health in the workplace. Recognising the importance of psychological well-being alongside physical safety. Initiatives have been introduced to support mental health awareness, offer employee assistance programs (EAPs), and address workplace stress and bullying effectively.

Safe Work Australia and State Bodies

Safe Work Australia is a national policy body representing the interests of the Commonwealth, states and territories, as well as workers and employers. Established in 2008, they work to achieve healthier, safer and more productive workplaces through improvements to work health and safety ( WHS ) and workers’ compensation arrangements.

As a national policy body, they don’t regulate WHS laws or administer workers’ compensation arrangements. The Commonwealth, states and territories regulate and enforce WHS laws and administer workers’ compensation schemes in their jurisdictions

Technological Advancements

Technological innovations continue to revolutionise workplace safety. From automated safety systems to virtual reality training, these advancements enhance risk assessment, training effectiveness, and accident prevention strategies, demonstrating Australia's commitment to leveraging technology for safety at work.

Impact of the COVID-19 Pandemic

The COVID-19 pandemic underscored the importance of workplace safety in managing infectious diseases. Australia swiftly implemented health protocols, remote work arrangements, and vaccination drives to safeguard employee health, highlighting adaptability and preparedness in ensuring safety at work.

The Future of Safety at Work

Looking ahead, Australia remains dedicated to advancing workplace safety through continuous improvement and innovation. Future trends include integrating digital technologies for enhanced safety measures, prioritising ergonomic design , and further promoting mental health and psychosocial safety to create supportive work environments.

Australia's journey towards enhancing safety at work since 1959 reflects an evolution from physical risk management to encompassing broader aspects of health and well-being. By nurturing a culture of safety, leveraging technological advancements, and adapting to emerging challenges, Australia continues to set global standards in effective workplace safety practices, ensuring that every worker thrives in a secure and healthy environment.

Chandler Macleod: Championing Safety a Work

At Chandler Macleod , we believe "We are all Safety Leaders". Our comprehensive suite of safety services is designed to assist you in planning, sourcing, assessing, developing, and managing workplace health and safety. More than just complying with legal standards, we aim to instill a safety culture that resonates with your organisation.

Let our team continue to safeguard your workforce and lead the charge for the next 65 years. Partner with us to ensure ongoing safety and success in your workplace.

Workplace Bullying and Harassment: Understanding the Distinction

wow@shazamme.com (Default Author) — Wed, 24 Jul 2024 02:25:56 GMT

Understanding the Distinction: Workplace Bullying vs. Harassment

In today's professional environment, it's crucial to recognise the differences between workplace bullying and harassment. Both behaviours can undermine an individual's dignity and lead to a toxic work culture, but they are distinct in their definitions and implications.

At Chandler Macleod our experienced IR/ER Teams manage and monitor any employee complaints and maintain a robust system for dealing with grievances. It’s important that employers understand the nuances between bullying and harassment and have effective systems in place to efficiently manage any situations.

Workplace Bullying: A Repeated Behaviour

Workplace bullying is characterised by repeated and unreasonable behaviour directed towards an employee or a group of employees that poses a risk to health and safety. It can manifest through various actions, such as belittling comments, intimidation, or setting unreasonable deadlines. The persistence of such behaviour over time is what marks it as bullying.

Workplace Harassment: A Broader Spectrum

Harassment, on the other hand, includes not only bullying but also discrimination based on gender, race, disability, and other protected characteristics. It can be sexual in nature, creating an unwelcome and offensive environment for the victim. Harassment policies often encompass a wider range of behaviours and are not limited to repetitive actions.

Legal Framework and Policies

Both bullying and harassment are serious issues that can lead to legal consequences for organisations. It’s important that organisations have policies in place such as Workplace Diversity Policies, Respect at Work , Workplace Bullying Policies and Complaints and Grievances policies to provide frameworks to address and prevent these behaviours in the workplace.

Creating a Safe and Inclusive Work Environment

It's the responsibility of both employers and employees to foster a workplace that is free from bullying and harassment. This includes being aware of the signs, understanding the policies in place, and taking action when necessary. A safe and inclusive work environment not only adheres to legal requirements but also promotes employee well-being and productivity.

Legal Consequences

The legal consequences for workplace harassment and bullying can be quite significant. In Australia, for instance, laws such as the Sex Discrimination Act 1984 and the Fair Work Act 2009 provide a framework to address and prevent harassment in the workplace. These laws protect against discrimination, sexual harassment, and bullying. Failure to comply with these regulations can lead to legal action against the organisation, which can include penalties and damages awarded to the victim. Moreover, beyond the legal ramifications, workplace harassment and bullying can have a profound impact on the workplace culture, leading to increased stress, anxiety, and reduced job satisfaction among employees. It can also negatively affect a business's productivity, innovation, and employee retention.

How can organisations prevent workplace harassment?

Organisations can prevent workplace bullying and harassment by implementing a comprehensive approach that includes the following steps:

Failure to address workplace bullying can lead to legal action, including penalties and damages awarded to the victim. It's essential for organisations to have clear policies and procedures in place to prevent bullying and to deal with any incidents promptly and effectively.

Workplace Complaints: The Consequence of not Investigating

wow@shazamme.com (Default Author) — Wed, 24 Jul 2024 01:07:50 GMT

Workplace Complaints: The Importance of Investigating Thoroughly

At management level, it’s accepted that investigating complaints is important. But how often are you communicating this importance to your frontline staff in order to bolster the lines of communication?

Not investigating workplace complaints thoroughly can have serious consequences.

Workplace Morale and Productivity

Not addressing complaints can lead to a decline in employee morale and productivity. Employees who feel their concerns are not taken seriously are less likely to be engaged and productive. When employees see that their concerns are taken seriously, it builds trust in the organisation and its leadership.

Damage to Reputation

A company's reputation can suffer if it becomes known that they do not take complaints seriously or fail to address them properly. This can lead to a loss of trust among current and potential employees, clients, and the public. Conversely, an organisaion known for its fair and thorough handling of workplace complaints is likely to have a better reputation, which can be beneficial for attracting and retaining top talent.

Compliance Issues

Organisations are required to comply with various laws and regulations. Failure to investigate complaints properly can result in non-compliance, which can have further legal implications.

Increased Turnover

Employees may leave their role if they feel their complaints are not addressed, leading to increased turnover and associated costs for recruitment and training.

Safety Concerns

Not investigating complaints can lead to unresolved safety issues in the workplace, which can have serious consequences for employee well-being.

Reduction in Diversity and Inclusion

Workplace discrimination in Australia disproportionately affects diverse cohorts, including racial and ethnic minorities, women, LGBTQ+ individuals, people with disabilities, and those from different cultural and religious backgrounds. Addressing these disparities requires concerted efforts from employers, policymakers, and society to foster inclusive and equitable work environments. Properly handling complaints related to discrimination or harassment is essential for promoting a diverse and inclusive workplace where all employees feel safe and respected.

Investigating Workplace Complaints: Best Practice

These practices help create a workplace where employees feel respected and valued, and where issues are handled with the seriousness and attention they deserve.

Investigating complaints is not merely a procedural necessity but a fundamental component of building a positive and productive workplace culture. By fostering trust, enhancing morale, mitigating risks, identifying systemic issues, and promoting continuous improvement, businesses can ensure a thriving and dynamic work environment.

Sexual Harassment: Maintaining Your Respect at Work Compliance - Top Tips for Business Leaders

wow@shazamme.com (Default Author) — Tue, 23 Jul 2024 06:53:16 GMT

Respect at Work Compliance Tips

Sexual harassment in the workplace is not only illegal but also profoundly detrimental to an organisation's culture and productivity. In Australia, the Respect at Work laws provide a robust framework to ensure workplaces are safe, respectful, and inclusive. As business leaders, maintaining compliance with these laws is paramount. Here are some essential tips to help you navigate and uphold Respect at Work compliance.

Understand the Legislation

The Respect at Work laws in Australia were introduced following the publication of the Respect@Work: Sexual Harassment National Inquiry Report in March 2020, which was conducted by the Australian Human Rights Commission (AHRC) under the leadership of Sex Discrimination Commissioner Kate Jenkins. The report made 55 recommendations to address sexual harassment in Australian workplaces.

In response, the Australian Government committed to implementing many of these recommendations, leading to the introduction of the Sex Discrimination and Fair Work (Respect at Work) Amendment Act 2021. This Act was passed by the Australian Parliament on September 2, 2021, and it came into effect on September 10, 2021. The legislation introduced significant changes to enhance the legal framework for addressing and preventing sexual harassment in the workplace.

The Respect at Work laws, arising from the recommendations of the Respect@Work report, aim to create safe and respectful workplaces by addressing sexual harassment comprehensively.

Key Elements

Proactive Duty: Employers are required to take proactive measures to prevent sexual harassment, sex discrimination, and victimisation.
Legal Obligations: The legislation imposes clear legal obligations on employers to ensure a safe working environment.
Enforcement and Accountability: The Australian Human Rights Commission (AHRC) has been empowered with greater enforcement and compliance powers.

Establish Clear Policies

Develop clear, written policies against sexual harassment and sex-based harassment. These should outline what constitutes harassment, the process for reporting incidents, and the consequences for those found guilty of such behaviour.

Implement Clear Reporting Mechanisms

Effective reporting mechanisms are crucial in encouraging employees to come forward with complaints. Ensure your reporting system is:

1. Accessible: Make it easy for employees to report incidents confidentially and safely.

2. Responsive: Respond to complaints promptly and thoroughly. Ensure employees feel heard and supported.

3. Transparent: Communicate the process and outcomes clearly to all parties involved, maintaining confidentiality where appropriate.

Foster a Respectful Workplace Culture

A positive and respectful workplace culture is the foundation of compliance. This includes:

Leadership Commitment: Demonstrate a zero-tolerance policy towards sexual harassment from the top down. Leaders should model respectful behaviour and address any breaches promptly.

Inclusive Policies: Develop and communicate clear policies that promote respect, inclusion, and equality. Ensure all employees understand these policies and their importance.

Regular Training: Conduct regular training sessions on sexual harassment, discrimination, and respectful behaviour. Training should be mandatory for all employees, including leaders and managers and reportable to demonstrate compliance.

Conduct Thorough Investigations

When an incident is reported, a fair and thorough investigation is essential. This involves:

Impartiality: Ensure investigations are conducted impartially, without bias or favouritism.

Confidentiality: Maintain confidentiality throughout the investigation to protect all parties involved.

Professionalism: Utilise trained professionals or external experts to conduct investigations if necessary, ensuring objectivity and expertise.

Take Appropriate Action

Once an investigation is concluded, take appropriate action based on the findings. This could include:

Disciplinary Measures: Implement disciplinary actions against perpetrators as warranted by the investigation’s findings.

Support for Victims: Provide support and resources for victims, such as counselling services and workplace adjustments.

Policy Review: Regularly review and update policies and procedures to prevent future incidents and improve the workplace environment.

Monitor and Review

Ongoing monitoring and review are vital to maintaining compliance. This involves:

Regular Audits: Conduct regular audits of workplace practices, policies, and culture to identify and address any gaps.

Employee Feedback: Encourage and act on feedback from employees regarding workplace culture and the effectiveness of policies.

Continuous Improvement: Stay updated on legal developments and best practices in preventing sexual harassment, ensuring your policies and training programs evolve accordingly.

Maintaining compliance with Respect at Work laws is an ongoing commitment that requires dedication, vigilance, and a proactive approach. By fostering a respectful workplace culture, implementing clear policies and reporting mechanisms, conducting thorough investigations, taking appropriate action, and continuously monitoring and reviewing your practices, you can ensure a safe and respectful environment for all employees.

Business leaders play a crucial role in shaping the culture and setting the tone for their organisations. By prioritising Respect at Work compliance, you not only fulfil your legal obligations but also contribute to a healthier, more productive, and inclusive workplace.

If you need a solution for implementing a training program, chat to us about our Propel Respect at Work module and how it can help to bolster your Respect at Work efforts.

For more information on the Respect at Work laws in Australia, please visit www.respectatwork.gov.au

Chandler Macleod's Transformation: From Geographic-Led to National Specialist Vertical Model

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Wed, 10 Jul 2024 05:55:01 GMT

In April 2024, Chandler Macleod launched a significant strategic initiative that marks a bold departure from conventional industry norms. The transition from a geographic-led model to a national specialist vertical model represents a pivotal moment in our commitment to innovation and leadership within the recruitment sector.

The decision to pivot towards a national specialist vertical model was not made overnight but was the culmination of rigorous analysis and forward-thinking strategies from our senior management team. It became evident that our previous geographic-centric approach, while effective in some respects, imposed limitations on delivering specialised, client-centric solutions across diverse industries.

The restructuring effort involved realigning leadership and refining our operational processes. By organising ourselves around specific industry verticals , we aimed to enhance our ability to meet client needs with precision and agility. This strategic alignment ensures that our resources are optimally deployed to deliver deeper expertise and tailored solutions that resonate more profoundly with our clients.

Benefits to Clients

Enhanced Client Focus

By focusing our operations on industry verticals, we have sharpened our understanding of client requirements. This targeted approach enables us to deliver specialised services that are finely tuned to the unique challenges and opportunities within each sector.

Utilisation of NPS Data

The adoption of a vertical structure has empowered us to harness Net Promoter Score (NPS) data more effectively. By segmenting feedback across both industry verticals and geographic regions, we gain nuanced insights into client sentiments. This data-driven approach allows us to implement targeted improvements and innovations that enhance overall service delivery and customer satisfaction.

Operational Efficiency

Clear delineation of responsibilities within each vertical enhances accountability and operational efficiency. Each team member is empowered to focus on delivering excellence within their domain, fostering a culture of ownership and proactive problem-solving.

The shift to a national specialist vertical model positions Chandler Macleod at the forefront of interpreting market trends and client expectations within specific industry segments. This strategic alignment not only differentiates us from our competitors but also fortifies our resilience in an ever-changing industry climate. It equips us to seize opportunities nationwide and effectively target niche markets, thereby driving sustainable growth and profitability.

Chandler Macleod's transition to a national specialist vertical model represents a bold stride towards redefining excellence in the recruitment industry. This strategic initiative underscores our unwavering commitment to innovation, client-centricity, and operational excellence. By leveraging our enhanced capabilities and refined focus, we are poised to lead the way in delivering unparalleled value and service to our clients across Australia.

This transformation not only optimises our service delivery but also positions Chandler Macleod for sustained success and growth in the evolving landscape of recruitment. It stands as a testament to our dedication to advancing the industry through bold innovation and visionary leadership .

Talk to our team about how our services can meet the needs of your business.

Meet our Federal Government Team

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Wed, 15 May 2024 03:27:08 GMT

At Chandler Macleod, we understand the importance of tailored approaches, especially when it comes to sourcing top talent for the Federal Government . Our Federal Government team has a combined experience in staffing services of more than 250 years, with more than half of that tenured within Chandler Macleod.

Central to our success is the BestFit™ formula, a time-tested method that ensures more accurate sourcing decisions and improved retention rates. Each BestFit™ assignment begins with a comprehensive job evaluation, encompassing thorough analyses of the business unit, the role, and the ideal candidate profile as well as the role's requirements, core competencies, and key selection criteria with utmost clarity.

Our expertise extends across a spectrum of Government professions, ranging from accounting and finance to policy and legal matters. Whether you're seeking seasoned professionals or nurturing entry-level or graduate talent, our specialist recruiters are equipped to cater to your unique staffing requirements.

Let's meet the people who make our Government team the best in the recruitment industry.

Bringing more than 19 years of global experience in recruitment and staffing, Mario is a seasoned leader dedicated to fostering strong teams and client relationships. With a solutions-oriented mindset and innovative prowess, Mario serves as a trusted adviser to clients, consistently delivering quality services tailored to meet their needs.

Since joining Chandler Macleod in 2014, Mario has played a pivotal role in driving the Government Services Offerings, establishing the company as a key supplier to various departments within the Australian Federal Government. His leadership ethos revolves around creating an environment where team members can thrive, resulting in numerous personal bests achieved by individuals under his guidance.

Mario heads our team of Government Recruitment Specialists nationwide.

Clinton leads Chandler Macleod's Graduate and Project Recruitment division, guiding the strategic direction, implementation, and supervision of innovative recruitment and assessment solutions tailored for the graduate and volume markets. With over 21 years of industry experience, he has successfully delivered client outcomes on a global scale across ANZ, Asia, UK, and South America. Since joining Chandler Macleod in 2007, Clinton has orchestrated hundreds of campaigns, spanning across both government and commercial sectors, showcasing his adept project management skills and unwavering commitment to excellence.

As the General Manager of Chandler Macleod Consulting Jamie , a Registered Psychologist, brings a wealth of skills and knowledge from his two decades of expertise in organisational and industrial psychology. Jamie has overseen extensive consulting initiatives spanning various industry sectors, partnering with top organisations across Australia. He directs a team of psychologists and management consultants on a national scale, ensuring excellence in service delivery.

Lyndell 's tenure at the Chandler Macleod spans an impressive 14 years, a testament to her unwavering commitment and expertise. With a distinguished focus on recruiting within the Federal Government sphere, Lyndell's proficiency stands as a cornerstone of our operations.

Tasked with the strategic management of bulk recruitment projects, Lyndell's adept leadership ensures the seamless execution of our endeavors, driving forward our commitment to quality and client satisfaction.

Sarah boasts an extensive background in recruitment and talent acquisition, spanning more than two decades across diverse industries in both the UK and Australia. Her tenure at the Chandler Macleod Brisbane office exceeds 9 years, during which she has successfully led complex and crucial campaigns.

Leanne is a dynamic and people-focused Account Director specializing in the Federal Government sector. With 13 years of experience in business development and sales, she excels in building business, achieving targets, and delivering first-class outcomes to all customers. In her five-year tenure with Chandler Macleod, Leanne has established herself as a leader in the ACT market, managing one of the largest portfolios and specializing in high-volume recruitment projects. Her commitment to delivering high-quality candidates has solidified her reputation as a dedicated and effective leader, consistently driving success for her clients and stakeholders

Isaac is a seasoned Recruitment Professional with a strategic vision and two decades of success across the Middle East and India, including the last year with Chandler Macleod in Australia. Isaac's expertise spans business development and key account management, ensuring top-notch staffing solutions and profitable business operations. His professional journey is marked by a solid track record of delivering top-notch candidates, nurturing client relationships, and consistently surpassing expectations in dynamic and competitive environments. . Driven by a passion for continuous growth, Isaac is deeply committed to helping clients secure the best talent while empowering candidates to reach their career aspirations

Fiona stands as a seasoned Account Manager, distinguished by her adeptness and refined skill set. With a robust background in cultivating stakeholder relationships to drive business growth, she consistently surpasses targets while delivering unparalleled customer service. Fiona excels in navigating the intricacies of a dynamic and fast-paced environment, skillfully managing multiple demands with finesse. Her extensive experience includes operating within the parameters of established policies and procedures, ensuring compliance and efficiency.

Claudia 's career with Chandler Macleod began in January 2022 as a recruitment consultant specialising in supporting the Federal Government team. She quickly demonstrated her abilities and commitment to excellence, earning a promotion to senior consultant and later to associate manager.

In these roles, she honed her skills in candidate sourcing, client engagement, talent acquisition strategies, and leadership, fostering a culture of collaboration and success. Claudia's time with Chandler Macleod has been marked by continuous learning, growth, and meaningful contributions to the organization and the careers of clients and candidates.

Joy is Delivery Lead at Chandler Macleod's Brisbane office, where she orchestrates the recruitment endeavors for Federal Government clients spanning Queensland, Western Australia, and the Northern Territory. With a robust background encompassing 8 years of talent acquisition proficiency, Joy has cultivated relationships with global and regional clients and candidates across diverse industries.

Teresa joined Chandler Macleod in 2001 and has 22 years’ experience recruiting in the South Australian market, covering a range of industries and sectors across the State from Mt Gambier to Whyalla. Teresa has been critical in the success and build of the Light Industrial Desk with clients across the FMCG and Transport and Logistics sectors. Teresa’s role included Workforce Planning, Client onboarding, Risk Management, OHS concerns, End to End recruitment and ongoing management of both candidate and client requirements. Teresa now specialises in the Professional Services Portfolio, focussed on providing high level service to Federal Government.

Zoe began her journey with Chandler Macleod in March 2021, bringing with her a wealth of professional expertise in HR and Recruitment garnered across various sectors within Local, State, and Federal Government realms. Driven by a relentless pursuit of excellence, Zoe epitomises professionalism and motivation, consistently striving to deliver top-tier customer service. Her adeptness at managing competing deadlines underscores her capability to excel in dynamic environments.

Chloe began her journey with Chandler Macleod three years ago in the role of a Labour Hire Account Manager. Over time, she seamlessly transitioned into the position of Recruitment Partner for the Sydney Government team. Leveraging her extensive background in customer service and hospitality management, Chloe excels in fostering strong connections between clients and candidates. With a commitment to best practices, she meticulously seeks out the perfect candidates to embody Chandler Macleod's ethos in the workforce. Chloe takes pride in delivering a personable and top-notch service, ensuring both clients and candidates experience professionalism at its finest.

Beginning her journey with Chandler Macleod in May 2023 with two decades of recruitment experience. Bronwyn brings a profound understanding of APS permanent recruitment methodology and APSC Merit-Based Selection Guidelines. Leveraging this expertise, she specialises in offering customised unbundled project recruitment solutions to our esteemed APS clientele. Bronwyn's track record speaks for itself, as she consistently delivers exceptional outcomes across executive, bulk, and specialist permanent recruitment initiatives, thereby enhancing the operational excellence of our clients.

With over 15 years of Consulting and Assessment, Tim possesses a comprehensive understanding of recruitment technologies, psychometrics, simulations, and interview assessments tailored for diverse roles and client organisations. During the past five years in his capacity as Principal Consultant within the Graduate & Project Recruitment team, Tim has navigated the complexities of high-volume recruitment intakes with finesse. This tenure has encompassed adept system and project management, meticulous candidate care, and the application of his assessment acumen in role profiling, process design, preparation of assessment center materials, and facilitation of assessor training sessions.

As an endorsed Organisational psychologist, Brian maintains knowledge of the discipline and thought leadership through constant research and review of assessment methodologies. He has contributed to peer-reviewed empirical research and has presented at Australian and international conferences on topics such as group problem solving, work life balance and wellbeing in the workplace. Brian applies his research and expertise to imbue best practice, evidence based techniques in all facets of his work, particularly in assessment design and psychometrics. Brian has acted in multiple roles for volume recruitment intakes, from project lead through to lead assessment designer.

Weng is a recruitment professional with experience across a wide range of roles and industries. He has experience in end-to-end internal recruitment, government recruitment, volume recruitment & assessment centre facilitation. Weng is a registered psychologist and is passionate about best-practice assessment and selection. He contributes his expertise in analysis and reporting, assessment design, & feedback provision to the volume and project recruitment team. Additionally, he contributes his expertise in the Personality Assessment Inventory (PAI) assessment as part of the team’s assessment solution for Child Protection Practitioner recruitment for the Department of Families, Fairness and Housing.

Larissa has over 20 years of experience providing account management and outsourced recruitment services, including the delivery of bulk recruitment and graduate rounds, assessment projects, and other general or specialist selection processes.

As an experienced project leader, Larissa has delivered both small and large bulk selection processes ranging from APS Level 4 to SES Band 3 positions. She has gained broad and in-depth experience in the full range of recruitment services, project management, assessment centre design and facilitation & stakeholder engagement.

With a profound understanding of the unique needs and challenges faced by the government sector, our team employs a tailored approach to identify, attract, and onboard top-tier professionals. From executive searches to specialised staffing solutions, we leverage our extensive network and expertise to deliver exceptional results. Entrust us to navigate the complexities of government hiring processes while ensuring compliance and efficiency.

Explore our comprehensive suite of services and talk to our team to discover how we can elevate your workforce capabilities.

Highlighting the Challenges Faced by Aboriginal and Torres Strait Islander Job Seekers

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Fri, 03 May 2024 00:56:46 GMT

Australia is a beautiful country. A land of culturally diverse communities and opportunities for a wonderful life. Sadly however, despite being the home of the oldest continuous culture on earth, our history is marred by dispossession and exclusion, mistreatment, and oppression of Aboriginal and Torres Strait Islander peoples- the Traditional Owners of Australia. This historic mistreatment has created systemic barriers that have long hindered the socio-economic empowerment of Aboriginal and Torres Strait Islander peoples, with the ability to find and maintain meaningful and sustainable employment proving to be an ongoing battle.

Let’s investigate the challenges faced by Aboriginal and Torres Strait Islander jobseekers, as well as actionable solutions that businesses can implement to foster inclusion, empowerment, and self-determination.

Intergenerational Trauma

During the mid-1800s to the 1970s many Aboriginal and Torres Strait Islander people were forcibly removed in what is now known as the Stolen Generations, survivors were never given access to resources to be able to heal from this trauma as a result of not being able to heal this trauma has now been passed on to many more generations and created intergenerational trauma amongst families, those that are suffering Intergenerational trauma are likely to live in a state of distress, which can lead to a range of negative outcomes for themselves and their descendants.

Their children may experience difficulties with attachment, disconnection from their extended families and culture and high levels of stress from family and community members who are dealing with the impacts of trauma. This can create developmental issues for children, who are particularly susceptible to distress at a young age. This creates a cycle of trauma, where the impact is passed from one generation to the next.

In Australia, intergenerational trauma predominantly affects the children, grandchildren, and future generations of the Stolen Generations.

Stolen Generations survivors might also pass on the impacts of institutionalisation, finding it difficult to know how to nurture their children because they were denied the opportunity to be nurtured themselves.

Cultural Barriers

Central to the Aboriginal and Torres Strait Islander experience and way of life is a profound connection to culture and land. However, navigating the modern job market often demands a delicate balance between cultural responsibilities and professional requirements. Discrimination and stereotypes further compound these challenges, creating a hostile environment in many workplaces.

Our basic concept of time and date is a white structure. In Aboriginal and Torres Strait Islander culture, time is cyclical, rather than sequential. It’s flexible and shifts according to people’s needs and what is happening on the earth. For centuries Aboriginal and Torres Strait islander peoples have been expected to adapt to the colonised way of life that is out of sync with their very core of being.

Educational Disparities

Education serves as a gateway to opportunity, yet Aboriginal and Torres Strat Islander Communities face significant disadvantages in access to quality education, particularly in remote and rural areas. The lack of cultural relevance in the curriculum exacerbates these disparities, impacting skill development and subsequently limiting employment prospects.

Socio-Economic Factors

Poverty and unemployment rates disproportionately affect Aboriginal and Torres Strait Islander Communities, creating a cycle of disadvantage. Limited access to resources and support networks further impedes efforts to break free from this cycle, further upholding systemic inequalities.

It is estimated that 14-18% of Aboriginal and Torres Strait Islander births are not registered with Registry of Births, Deaths and Marriages meaning that these babies, and by assumption, their families, cannot access Government assistance such as Medicare and Centrelink family payments. No birth certificate also means they are unable to register for a bank account, register for schooling, or prove their identity to obtain employment.

Institutional Challenges

The institutional landscape often fails to adequately address the unique needs of Aboriginal and Torres Strait Islander job seekers. From culturally insensitive employment services to a lack of representation in decision-making roles, systemic barriers persist despite well-intentioned efforts.

Remote and Rural Employment

Remote areas face distinct challenges, with limited job opportunities and infrastructure constraints hindering economic participation. Relocation poses further hurdles, often requiring individuals to navigate unfamiliar environments while preserving their cultural identity.

Living and working on Country is of the utmost importance to many Aboriginal and Torres Strait Islander peoples and it is not always as simple as up and moving to a new town or new home, there are a myriad of cultural practices that need to be considered to ensure Aboriginal and Torres Strait Islander employees feel connected to their culture regardless of where they live and work ideas could be including a Welcome to Country from the Traditional Owner group on the land/s that they will be working on.

Solutions and Strategies

Addressing these challenges requires an open-minded, and multi-faceted approach. Culturally sensitive employment services, collaboration between stakeholders, mentorship programs, and policy reforms are essential steps towards fostering inclusivity and empowerment.

A key element to remember is that as non- Aboriginal and Torres Strait Islander people, it is not our place to say what’s right. It is our duty to seek guidance and input from Aboriginal and Torres Strait Islander leaders, to educate ourselves, and to be prepared to not be a part of the decision making. Our role is to support self-determination for Aboriginal and Torres Strait Islander peoples, to foster and cultivate inclusion, and to encourage and support change.

How is Chandler Macleod supporting Aboriginal and Torres Strait Islander job seekers?

Despite the obstacles, numerous individuals and organisations are leading by example, implementing innovative solutions, and driving positive change within Aboriginal and Torres Strait Islander Communities. These success stories serve as beacons of hope, demonstrating the potential for meaningful transformation.

Our Reconciliation Action Plan sets a path for our company to actively contribute to the cause of Reconciliation. The development and endorsement of our plan involved firm commitment from our leaders and valuable input from all levels and departments within our organisation. Our objective is to increase opportunities, foster connections, and strive for a future that is characterised by equality and integrity.

As a leader in employment services, we know the benefits having a diverse workforce offers. By cultivating our Aboriginal and Torres Strait Islander workforce we can benefit from new perspectives, we increase our connections with our community, and we become change-makers contributing to our nation's evolving identity.

Talk to our team about cultivating an inclusive workplace for Aboriginal and Torres Strait Islander employees or partnering in our Solid Start career pathways.

The Impacts of Climate Change on Workplace Health and Safety

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Thu, 25 Apr 2024 23:13:38 GMT

The unique geography and climate we have in Australia leaves us at particular risk for the impacts of climate change. From the scorching heatwaves we’ve been experiencing in recent years, to the bushfires and floods that appear to occur constantly and somehow, simultaneously, these challenges pose specific risks to workers and businesses across a variety of industries . Let’s look at the specific occupational hazards exacerbated by climate change in Australia and explore potential strategies for safeguarding employee health and wellbeing.

Ultraviolet Radiation

Australians grow up with the importance of being sun aware with the ‘slip slop slap wrap’ campaign providing the theme song to our childhoods, and ‘no hat no play’ defining our playground social status. But we also have a hugely diverse workforce that may not be aware of the true impact of the sun, as well as those who have become lax in their commitment to sun safety when it stopped impacting their fun time. The reality of Australia is that our risk of skin cancer and eye damage due to high levels of UV rays is higher than average due to our proximity to the hole in the ozone layer and is of particular concern to those working outdoors.

Encouraging sun safety in employees should be a priority for businesses including providing protective clothing with full length pants, long sleeves, wide brimmed hats (add a neck flap for extra sun protection) and sunglasses, as well as easy access to sunscreen and time out of the sun.

Working in Extreme Heat

Summer in Australia is an experience of its own. The extreme, and ongoing, heatwaves we experience pose serious health risks to a range of workers, particularly those working outdoors or doing physical labour without airconditioned facilities. The rising temperatures, combined with the need to wear long clothing for protective purposes, exacerbate the likelihood of dehydration and heatstroke.

For businesses to fully commit to the health and safety of their workforce, it is essential to implement and review basic heat safety protocols. Providing frequent breaks, ensuring access to shaded areas and water are just some of the simple ways in which employers can support their workforces and ensure their safety through the changing climate.

Bushfires and Smoke Pollution

Climate change and extreme weather has seen our bushfire seasons grow in severity and devastation, leading to extremely hazardous air conditions from smoke pollution spreading hundreds of kilometres from the fire’s location. First responders are at a huge risk and should be equipped with respiratory protection and regular air quality monitoring but looking out for employees also means considering those who are living and working in areas with high air pollution, out of the line of fires.

People with asthma and other respiratory conditions are particularly at-risk during bushfire seasons, but the poor air quality can trigger illness in otherwise healthy people. Businesses can consider offering alternative working arrangements during these periods, if possible. Working from home can reduce the need to be outside in poor air quality, while ensuring your business’ HVAC systems are working properly and efficiently ensures the wellbeing of your employees in the workplace.

Floods, Storms, and Other Extreme Weather

2022 saw Australia affected by record-breaking rain and floods for large parts of Eastern Australia, caused by climate change resulting in extensive devastation for the Australian people and the economy. Since then, it only appears to be getting worse. Extreme storms and flash flooding pose risks to everyone and while many local governments encourage residents to have emergency plans in place for their homes, the same should be said for all businesses.

Conduct risk assessments, have emergency preparedness plans in place, and provide education, training, and resources to your employees on safe work practices during adverse weather conditions. Considering even the most unlikely of situations that can occur in a matter of moments can go a long way to ensuring the safety of your employees.

As Australia continues to realise the escalating and ongoing effects of climate change, it’s important for businesses and employers to adapt and revise their specific workplace risks posed by the changing weather patterns. Beyond the major risks we have highlighted above, there are other considerations that need to be considered such as diseases like Ross River virus and dengue fever, transmitted by mosquitoes who thrive in the hot and wet climates, and chemical spills and leaks because of storms.

By being proactive and implementing safety measures tailored to the unique needs of the Australian landscape, we can create safer and more resilient workplaces for workers in all industries.

We are all Safety Leaders

At Chandler Macleod, safety underpins everything that we do.

Our suite of safety services can help you plan, source, assess, develop and manage for best Workplace Health & Safety. Recognising that an effective safety strategy should transcend legal compliance issues, we have proudly produced safety initiatives for some of the country’s most iconic organisations. Safety is more than just ticking boxes; it should capture the hearts and minds of the employees that must live it, every single day.

Talk to our team about how we can help you look after your most valuable resource- your people or visit our website for more information on our compliance and safety measures.

The importance of an Acknowledgement of Country

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Tue, 23 Apr 2024 01:39:31 GMT

An Acknowledgment of Country is an opportunity to show respect to Aboriginal and Torres Strait Islander peoples as the Traditional Owners and Custodians of the land, and to recognise their ongoing connection to Country.

Who can do an Acknowledgement of Country?

An Acknowledgment of Country can be offered by any person, whether they are Aboriginal and Torres Strait Islander or not, and is traditionally given at the beginning of an event, speech, or meeting. It’s also important to note that and Acknowledgment of Country can be given in any language, depending on the audience, including Auslan.

There are also other ways to Acknowledge and pay Respect to Country in our workplaces, schools, shopping centres, and homes, including creating an Acknowledgment of Country sign or plaque, or purchasing one through a First Nations owned business. You can even give an Acknowledgement of Country on your website, as many businesses now do, and on social media.

What to include in an Acknowledgement of Country

While there is no specific wording for an Acknowledgment of Country, it’s important to be sincere in your respect, and to do some research on the Country you are acknowledging as well as the Traditional Owner group.

Some examples include

“I’d like to begin by acknowledging the Traditional Owners of the land on which we meet today. I would also like to pay my respects to Elders past, present and emerging.”

“I’d like to begin by acknowledging the Traditional Owners of the land on which we meet today, the (people) of the (nation) and pay my respects to Elders past, present and emerging.”

You can find more information on the Traditional Owners through the AITSIS map of Indigenous Australia which attempts to represent the language, social or nation groups of Aboriginal and Torres Strait Islander peoples.

Why is Acknowledgment of Country important?

Aboriginal and Torres Strait Islander peoples have a long history of exclusion and mistreatment in Australia’s history, in the stories that are included in the education system, flag, national anthem, and even through the democratic process for many years.

This dispossession and oppression of the oldest continuous culture on earth lies at the heart of the disparity between Aboriginal and Torres Strait Islander peoples, and other Australians.

An Acknowledgement of Country is a step towards Reconciliation, by acknowledging Aboriginal and Torres Strait Islander peoples as the Traditional Owners of Country and putting an end to the exclusions of First Nations people and culture.

Being an ally

Being an ally means supporting the self-determination of Aboriginal and Torres Strait Islander peoples in a way that is meaningful and respectful to them.

Here are additional ways you can support Aboriginal and Torres Strait Islander peoples through allyship

If you witness racism, speak up
Don’t expect Aboriginal and Torres Strait Islander peoples to educate you
Support Aboriginal and Torres Strait Islander leaders
Continue being an ally, especially when the times are tough
Appreciate the diversity between Aboriginal and Torres Strait Islander peoples
Promote Aboriginal and Torres Strait Islander voices
Be prepared to not be a part of the conversation or the decision making- it's not about you!

How is Chandler Macleod supporting Reconciliation ?

Talk to our team about cultivating an inclusive workplace for Aboriginal and Torres Strait Islander employees or partnering in our Solid Start career pathways.

The Key Benefits of Employee Professional Development For Your Business in 2024

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Tue, 20 Feb 2024 14:00:01 GMT

Fostering employee growth and development is not just a luxury it's a necessity for sustainable business success. Discover how investing in your workforce can yield significant advantages for your business and help it thrive.

1. Boost Engagement and Retention

Engaged employees are the cornerstone of a thriving business. By providing opportunities for professional development and upskilling , you can foster a sense of purpose and loyalty among your team, leading to a reduced turnover and allowing your business to retain top talent .

2. Enhance Brand Representation and Efficiency

Well trained employees serve as powerful ambassadors for your business and your brand. Through ongoing development initiatives, you equip your team with the knowledge and skills needed to effectively represent your business, driving operational efficiencies and bolstering your brand reputation.

3. Drive Quality Performance Through Continuous Learning

Investing in professional development cultivates a culture of excellence within your business. By empowering employees to expand their skill sets and stay ahead of industry trends, you elevate performance standards and drive consistent quality across all facets of your business.

4. Fuel Motivation and Productivity

A motivated workforce is a productive workforce. By demonstrating a commitment to their growth and development, you inspire your team to perform at their best, fuelling productivity and driving business success.

5. Foster Collaboration and Confidence

Investing in employee development fosters a collaborative and confident workforce. As individuals acquire new skills and expertise, they become more self-assured in their abilities, fostering a culture of teamwork and innovation.

6. Strategic Upskilling for Succession Planning

Strategic upskilling and succession planning are essential for long-term business success. By investing in the professional development of existing talent, you ensure a smooth transition of leadership roles and maintain continuity within your organisation.

7. Empower Autonomy and Achievement

Empowering employees through development initiatives enables them to take ownership of their roles and drive results autonomously. By equipping them with the necessary skills and knowledge, you foster a culture of achievement and accountability.

8. Cultivate a Happy and Productive Workforce

Prioritising employee development is key to cultivating a happy and productive workforce. By investing in their growth and well-being, you create a positive work environment that fosters employee satisfaction and drives business success.

To remain competitive as a business, investing in employee development isn't just beneficial – it's essential for long-term growth and success. By prioritising the growth and development of your workforce, you position your business for sustained success.

Why Chandler Macleod

Chandler Macleod has been supporting Australian businesses in assessing, developing, and managing talent for over 60 years. As the country's first people consultancy, we provide best-in-class products and technology that enable you to make fast and insightful decisions. Our consulting services manage your programs, provide data-driven advice, and drive positive change for individuals, teams, and organisations.

Find out more about our consulting and advisory services , led by our team of organisational psychologists. Or contact our team directly to discuss how we can help your business achieve its goals.

The Gender Pay Gap Reveal

Wed, 14 Feb 2024 00:36:29 GMT

What is happening?

On February 27th, 2024, the Workplace Gender Equality Agency (WGEA) will publicly disclose the gender pay gaps for Australian employers with 100 or more employees.

Since 2012, private-sector employers with 100 or more employees have been required to report data about the gender gap among their employees. Until now, the WGEA has only published anonymised information about industry sectors.

February 27 will mark the first time comprehensive data will be made available, shedding light on pay disparities and encouraging organisations to act toward gender equality. Australia’s gender pay gap narrowed 110 basis points from 22.8% in 2022, to 21.7% in 2023 meaning for every $1 men earn, on average, in Australia, women earn 78 cents. It is hoped that transparency will lead to greater accountability and a bias to action.

For context, Australia currently lags behind many developed economies including Iceland, Norway, Finland and our nearest neighbour, New Zealand.

What is the difference between pay equality and the gender pay gap?

Equal pay and the gender pay gap are related but distinct concepts:

Equal Pay

Equal pay ensures that men and women in the same employment, performing equal work, receive the same pay. This principle is enshrined in the Equality Act 2010.
Binary Measure: It’s straightforward—you either pay people performing equal work equally, or you do not.

Gender Pay Gap

The gender pay gap measures the difference between men’s and women’s average earnings across an organisation or the labour market. It’s expressed as a percentage of male earnings.
Comparative View: Unlike equal pay, which focuses on specific roles, the gender pay gap considers overall average earnings, irrespective of roles or seniority.

The gender pay gap persists due to a combination of factors:

Limiting stereotypes

Traditionally both men and women have tended to believe that women’s lack of negotiation contributes to the pay gap, but this stereotype has been largely debunked by recent research (Academy of Management Discoveries (Kray, Kennedy, and Lee, 2023)

Unconscious bias

Even when employers believe they are making fair decisions, unconscious bias can influence outcomes
Can affect performance evaluations, salary negotiations and career advancement opportunities

Household Responsibilities and Career Breaks

Women often shoulder greater household duties, impacting their career progression.
Taking time off for childbirth and child-rearing can disrupt career continuity.

Career Choices and Industry Segregation

Women may opt for less lucrative career paths, such as education or healthcare, which tend to have lower pay.
Industry and job segregation play a role—female-dominated sectors often offer lower wages.

Leadership Stereotypes

Leadership roles are still associated with stereotypically masculine qualities (assertiveness, competitiveness, dominance).
The prototypical leader is often envisioned as male, perpetuating gender bias.

While various factors contribute to the gender pay gap, discrimination and unintended and unconscious bias remain significant drivers .

How does the WGEA calculate the gender pay gap?

The formula is: (Average male remuneration - average female remuneration) * 100

Average male remuneration

What pay data does WGEA use?

The WGEA uses data provided by employers. Under the Workplace Gender Equality Act 2012, private sector employers with ≥100 employees must report to WGEA, including employee remuneration.

WGEA's annual gender pay gap data, comes from this annual Employer Census

What does the WGEA pay data include?

The WGEA gender pay gap calculation uses total remuneration, including superannuation, overtime, bonuses, and other additional payments.

WGEA uses full-time equivalent remuneration, so we convert part-time and casual employee remuneration into annualised full time equivalent earnings.

What does the WGEA pay data exclude?

WGEA gender pay gap calculation excludes remuneration for CEOs and heads of business (HOBs) and casual managers.

From 2023-24, WGEA’s dataset will also include the remuneration of CEOs, heads of business and casual managers following the passing of the Workplace Gender Equality Amendment Bill 2023.

Why doesn’t WGEA have a base pay gender pay gap, like the ABS?

Total remuneration is more representative of the actual gender pay gap because it includes all earnings.

Why is the WGEA gender pay gap data higher than many other gender pay gaps?

WGEA’s gender pay gap includes a broader scope of data than other gender pay gap calculations. By including part-time and casual employees, the WGEA reports will contain a greater proportion of the workforce. 58% of women in our dataset work part-time or on a casual basis.

If WGEA did not include their remuneration in our calculation, the gender pay gap would only reflect the position of 42% of women in the workforce who work full time.

The calculations also includes overtime, superannuation and bonuses, rather than just base salary. By including all earnings, the gender pay gap more accurately represents the real position of men and women in the workforce.

What data will WGEA include for employer gender pay gaps?

Employer gender pay gaps will be calculated in the exact same way as WGEA’s gender pay gap, using the exact same data for full-time, part-time and casual employees.

WGEA will publish both total remuneration and base salary gender pay gaps.

How can employers measure their gender pay gap?

Employers will have access to their gender pay gaps in their annual WGEA Executive Summary.

Visibility is the start. What next?

The gender pay gap persists due to several factors. One significant driver is that women’s career progression often falls short of their full potential. They tend to remain in junior roles or struggle to ascend to senior positions. Additionally, many women find themselves overqualified for their current roles. Factors such as working part-time contribute to limited pay growth. Structural barriers and biases during recruitment, appointment, and promotion processes further exacerbate the issue. To address this, supporting women’s career advancement is crucial. It not only maximizes their skills and experience but also enhances talent retention, productivity, and overall performance.

Research indicates that implementing the following measures can empower women within your organisation, fostering their advancement and contributing to narrowing the gender pay gap:

Organisational change needs to be led from the top. Formalising the ambition to develop and maintain a diverse, equitable and inclusive organisation through strategic commitments can be one of the most important drivers of positive change.

Representative Leadership

Leadership teams can also inspire those in and outside of the organisation. While achieving diversity will have a positive impact at any level, an increased focus on achieving diversity in leadership will have the greatest impact, in both the short and long term. Benchmarking progress on balanced leadership in all its forms, whether achieved through targets and quotas, internal succession planning, or other initiatives can have a massive impact on organisational results

Create a more Inclusive Workplace Culture

In any organisation, fostering an inclusive culture is essential for the well-being and success of all employees. By creating an environment where everyone feels valued and supported, organisations can enhance outcomes, retain talent, and reduce turnover. This involves removing any social, physical, or mental barriers that may prevent individuals from feeling safe, comfortable, confident, or able to fully contribute to the workplace. It can take many forms: policies related to work attire, personal grooming and acceptable workplace behaviour, initiatives that raise awareness of different cultures and communities, or even the provision of dedicated spaces, like private pumping rooms for working mothers.

Support women’s career development

Companies cannot to just focus on hiring alone to address the imbalance. It is equally important to nurture and retain the women within the organisation through career development support that builds confidence, skills, networks and direction.

Practical Steps to creating an inclusive workforce

To foster diversity and inclusivity within your organisation, consider implementing the following strategies

Work Allocation Review
Networking Opportunities
Transparent Sponsorship Programs
Manager Training
Standardised Performance Management
Link Performance and Rewards

Supporting Part-Time and Flexible Workers for Career Progression

Part-time employees often face challenges in wage progression, and negative perceptions about their abilities and ambition can hinder their advancement. However, it’s essential to recognize that part-time workers can be ambitious, skilled, experienced, proactive, and committed to their careers.

To foster progress among part-time and flexible workers, consider the following strategies:

Improve recruitment and promotion processes

When it comes to creating a diverse, equitable, and inclusive organisation, it is essential that companies provide fair and equal access to opportunities. This invariably starts with the hiring process.

The importance of fair and transparent hiring processes that empower women of all backgrounds and experiences to apply and know they will be genuinely considered, is of paramount importance. From inclusive job advertisements and a focus on transferable skills, through to clear selection and shortlisting processes and balanced interview panels. Applicant feedback is invaluable to continuously review and improve.

Measure and Evaluate Diversity and Inclusion Policies

Effectively assessing diversity and inclusion policies is crucial for progress and problem-solving.

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.

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.

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.

Navigating Workplace Harassment: A Guide to Creating Safe & Inclusive Work Environments

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Wed, 07 Feb 2024 14:00:03 GMT

Ensuring a work environment free from harassment is not just an ethical choice; it's a legal requirement. In this blog post, we'll explore the nuances of workplace harassment, its impact, and actionable steps employers and employees can take to promote a culture of respect and equality.

Understanding Workplace Harassment

Workplace harassment can take on many forms, including verbal, physical, or visual behaviours that create a hostile or intimidating work environment. In Australia, laws, and regulations, such as the Sex Discrimination Act 1984 and the Fair Work Act 2009, provide a framework to address and prevent harassment in the workplace. This includes protections against discrimination, sexual harassment, and bullying.

The Impact of Workplace Harassment

Beyond legal consequences, workplace harassment can have a significant impact on individuals and the overall workplace culture. It can lead to increased stress, anxiety, and reduced job satisfaction among employees. For businesses, a culture of harassment can negatively impact productivity, innovation, and employee retention.

Recognising and Addressing Harassment

Recognising harassment is the first step in creating a safe workplace. Employers need to invest in education and training programs to ensure employees understand what constitutes harassment and how to report incidents. This proactive approach not only helps prevent harassment but also fosters a culture of respect and inclusivity.

Creating a Safe Workplace Culture

1. Implementing Clear Policies

Establish comprehensive anti-harassment policies that clearly define unacceptable behaviours and the consequences for violating these policies. Ensure that all employees are aware of these policies through regular training sessions.

2. Promoting Open Communication

Create channels for open communication, such as anonymous reporting systems or designated personnel, where employees can safely report incidents without fear of retaliation. This encourages transparency and ensures immediate action against harassment.

3. Educational Initiatives

Regularly conduct educational initiatives on diversity, equity, and inclusion. These initiatives can help foster a workplace culture that celebrates differences and discourages discriminatory behaviours.

4. Leadership Accountability

Business leaders play a crucial role in setting the tone for workplace culture. Hold leaders accountable for fostering an inclusive environment and ensure they actively support anti-harassment initiatives.

5. Regular Reviews and Updates

Regularly review and update anti-harassment policies to align with evolving societal standards and legal requirements. This ensures that your workplace remains at the forefront of promoting a safe and respectful culture.

Taking a Stand Against Workplace Harassment in Australia

Creating a workplace free from harassment is a shared responsibility. By fostering a culture of respect, implementing clear policies, and providing ongoing education, Australian workplaces can become beacons of inclusivity. Business leaders and employees alike must be vigilant, proactive, and committed to upholding the highest standards of workplace conduct. Together, we can create work environments where everyone feels safe, valued, and empowered to contribute their best.

Why Chandler Macleod

As regulation and reporting standards change, providing compliant training and reporting is critical to every business. We understand the challenges that come with these changes and have launched Propel – your easy-to-use, online compliance training module which allows you to meet your legislative compliance for training, and reporting.

Find out more about our Managed Training Services or contact our team for a demonstration.

Workplace Bullying: Strategies for a Safe & Respectful Work Environment

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Mon, 05 Feb 2024 14:00:08 GMT

Fostering a workplace culture that is free from bullying is not just a legal requirement in Australia; it's a fundamental necessity for employee well-being and productivity. Let’s look at the complexities of workplace bullying, its impact on individuals and businesses, and practical steps employers and businesses can take to create a workplace where everyone feels respected and supported.

Understanding Workplace Bullying

Workplace bullying is a widespread workplace issue that can take various forms, including verbal abuse, intimidation, or exclusion. In Australia, the Fair Work Act 2009 defines workplace bullying as repeated and unreasonable behaviour directed towards an employee or a group of employees that creates a risk to health and safety.

The Toll of Workplace Bullying

Beyond the legal ramifications, workplace bullying can have severe consequences on both employees and the overall workplace dynamics. The emotional and psychological toll can lead to increased stress, decreased job satisfaction, and decreased productivity. Recognising and addressing bullying is crucial for maintaining a healthy work environment.

Identifying and Addressing Workplace Bullying

1. Recognising Bullying Behaviours

Educate employees on what constitutes bullying behaviour. This includes verbal abuse, intimidation, exclusion, or any other repeated and unreasonable actions that create a risk to health and safety.

2. Establishing Anti-Bullying Policies

Develop and communicate clear anti-bullying policies that outline unacceptable behaviours and the consequences for violating these policies. Ensure that all employees are aware of these policies through regular training sessions.

3. Encouraging Reporting Mechanisms

Foster an environment where employees feel safe reporting bullying incidents. Implement confidential reporting systems or designated personnel to handle complaints, ensuring that employees can speak up without fear of retaliation.

4. Providing Support Structures

Establish support structures for employees who have experienced bullying. This may include counselling services, mentoring programs, or employee assistance programs to help individuals cope with the emotional aftermath of bullying.

Taking a Stand Against Workplace Bullying in Australia

Creating a workplace free from bullying is a collective effort that requires commitment from both business leaders and employees. By actively promoting awareness, establishing clear policies, and encouraging open communication, Australian workplaces can create an environment where bullying is not tolerated.

Why Chandler Macleod

Chandler Macleod is your partner in building a respectful workplace. As regulation and reporting standards change, providing compliant training and reporting is critical to every business. We understand the challenges that come with these changes and have launched Propel – your easy-to-use, online compliance training module which allows you to meet your legislative compliance for training, and reporting.

Find out more about our Managed Training Services or contact our team for a demonstration.

What is Upskilling in 2024: Unlocking Opportunities for Professional Development

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Tue, 30 Jan 2024 02:26:44 GMT

Do you ever wonder why some people seem to effortlessly climb the job ladder, while others continue to stay stuck on the lower rungs? Spoiler alert: it’s not all just luck, networking or connections, much of this success can be attributed to professional development and upskilling . We’re going to look at the ways you can boost your skills and stand out to start supercharging your career by investing in upskilling.

1. Expanded Career Horizons

One of the biggest advantages of upskilling is the wider career opportunities it brings. By continuously working towards your professional development, you position yourself as an asset in the job market, not just in your current role, but for future employers. Whether it's acquiring new technical skills, gaining certifications, or staying updated on industry trends, upskilling ensures you remain competitive and adaptable in a constantly evolving landscape.

2. Confidence in Your Craft

Knowledge breeds confidence , and upskilling is the key to unlocking that self-assurance. As you deepen your understanding of your field, you naturally become more confident in your abilities. This newfound confidence not only reflects in your work but also translates into a more positive and assertive presence in professional interactions.

3. Expertise Brings Recognition

Upskilling positions you as an expert in your field. When you become the go-to person for certain skills or knowledge, doors open. Colleagues and employers alike recognise and appreciate the value you bring to the table. This expertise can lead to increased responsibilities, leadership roles, and a sense of fulfillment in your professional journey.

4. Networking Opportunities

Acquiring new skills often involves engaging with a broader community of professionals. Networking becomes an inherent part of the upskilling process. By connecting with like-minded individuals, mentors, and experts in your field, you not only expand your knowledge base but also open doors to new career possibilities, collaborations, and mentorship.

5. Enhanced Professional Reputation

Your professional reputation is a currency that can significantly impact your career. Upskilling showcases your commitment to growth and excellence, elevating your standing among peers and employers. A strong professional reputation can lead to increased trust, recognition, and a positive influence on your career trajectory.

6. A Shield Against Complacency

Remaining stagnant in your skillset can lead to professional complacency. Upskilling acts as a shield against this complacency by constantly challenging you. It keeps you engaged and motivated, ensuring that you stay at the forefront of your industry and continue to evolve with changing demands.

7. Up-to-Date Knowledge

In rapidly evolving fields, staying up-to-date is crucial. Upskilling ensures that you have the latest knowledge and tools at your disposal. This not only makes you an asset to your current employer but also prepares you for future challenges and opportunities.

8. Stress Management and Emotional Intelligence

Acquiring new skills often involves overcoming challenges, which contributes to your resilience and stress management capabilities. Additionally, upskilling enhances your emotional intelligence, enabling you to navigate complex workplace relationships with empathy and understanding.

9. Equipped for New Challenges

As you upskill, you become better equipped to take on new tasks, projects, and professional interactions.

10. Boost your confidence

The confidence and knowledge gained through upskilling empower you to tackle challenges head-on, fostering a mindset of continuous improvement and innovation.

In conclusion, upskilling is not just a means of staying relevant; it's a powerful tool for personal and professional growth. It opens doors, builds confidence, and transforms your career trajectory. Embrace the journey of lifelong learning and watch as it propels you towards a future filled with endless possibilities.

Why Chandler Macleod

Find out more about our consulting and advisory services , led by our team of organisational psychologists. Or contact our team directly to discuss how we can help you achieve your professional development goals.

Navigating Multiple Job Offers: A How-To Guide

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Mon, 22 Jan 2024 14:00:01 GMT

When you are serious about advancing your career, or seeking a new position, multiple job offers may seem like a dream, but this situation can easily become stressful, and more like a nightmare if not handled appropriately.

Here are some tips to help you navigate this situation effectively:

Assess Each Job Offer

Review the details of each job offer, assessing factors like salary, benefits , and the alignment of the role with your professional goals.

How Does Each Job Offer Tie Into Your Long-Term Goals

Reflect on your long-term career or life goals and how each job aligns with them. Consider factors such as opportunities for career advancement, skill development and further education, and work-life balance.

Research the Companies

Conduct thorough research on each company, including its reputation, reviews, commitments, and values. This can provide insights into the work environment and the company's culture and give a good indication of whether it suits your personal values.

Negotiate

Do not hesitate to negotiate the terms of the offer, such as salary, benefits, or work hours. Employers often expect candidates to negotiate, and it shows that you are proactive and value your worth.

Seek Additional Information

Ask for more information to clarify anything you are uncertain of, or questions you may have regarding the job offer.

Communicate Professionally

Keep the lines of communication open with all employers or recruiters. Be honest and professional, expressing your gratitude for the offers. Let them know that you are carefully evaluating your options and need some time to decide.

Our human instinct is to try to avoid awkward conversations and conflict, but the business world is small, and relationships matter. Even if you do not choose a particular job offer, treating the hiring managers and company representatives with respect can lead to positive connections that may benefit you in the future.

Consider Your Gut Feeling

Trust your instincts. If you have a gut feeling about a particular job or company, consider that in your decision-making process. Your intuition can be a valuable guide.

Ask for Opinions

Consult with peers, mentors, or trusted individuals in your network to get insights and guidance. Other people can help you identify blind spots or potential pitfalls that you might have overlooked. They may notice aspects of the decision that you have not considered.

Set a Deadline

Give yourself a timeline for deciding. This gives you a structured timeline and ensures you decide within a reasonable period. You can also communicate this deadline to the employers if they are pressing for a response.

Be Honest

If you are inclined towards one offer but still waiting to hear about another, it is okay to communicate this to the prospective employer. Transparency about your situation can foster understanding and indicates your level of professional maturity.

Remember, the best choice depends on your individual priorities and career goals. Take the time to weigh the pros and cons of each offer and make a decision that aligns with your overall career objectives.

How to respectfully approach January 26

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Thu, 18 Jan 2024 14:00:03 GMT

Australia Day. Invasion Day. Survival Day. Day of Mourning. Whichever term you use to describe it, there is no denying that January 26 holds significant meaning for a lot of people. As people across the nation prepare to mark January 26th, an important conversation emerges about how to approach this date with sensitivity and thoughtfulness. Beyond the commercialised festivities and celebrations, there is a complex historical narrative that needs to be considered. Acknowledging the diversity of perspectives is not just social awareness, but necessary for anyone attempting to navigate the nuanced terrain of public sentiment, cultural sensitivity, and societal evolution. We will explore why it is crucial for people to tread carefully on January 26th, delving into the considerations that extend beyond commercial endeavours into the realms of inclusivity, respect, and the broader context of reconciliation.

Here are five reasons you should consider taking a careful and sensitive approach to January 26.

Cultural Sensitivity

January 26th is considered by many Aboriginal and Torres Strait Islander peoples as Invasion Day or Survival Day, highlighting the negative impact of European colonisation on their communities. In the business environment, you need to be culturally sensitive and aware of the historical trauma associated with this date to avoid alienating or offending First Nations customers, colleagues, employees, or stakeholders. In the wake of 2023’s disappointing referendum outcome, sensitivity and consideration should be a priority for the community.

Giving Aboriginal and Torres Strait Islander colleagues, customers, and stakeholders a voice to share what it means to them, and an opportunity to provide a new perspective is an incredible opportunity to move towards fostering a more inclusive and respectful community.

Reconciliation Efforts

Australia is actively working towards reconciliation with Aboriginal and Torres Strait Islander peoples. Workplaces that take a stance that's seen as dismissive of, or insensitive to Aboriginal and Torres Strait Islander perspectives on January 26 may face public backlash. Being supportive of reconciliation efforts can enhance a company's reputation and contribute to positive social impact.

If your workplace has a Reconciliation Action Plan in place, or claims to embrace diversity, now is the time you can show and support this. Discuss the option for staff members to swap their government mandated public holiday for a day that suits them and does not have negative connotations attached.

Public Perception

The public's views on the celebration of Australia Day are diverse. Some Australians view it as a day of national pride, while others see it as a day of mourning. Workplaces need to be mindful of the diverse perspectives within their customer base and the broader community to avoid being seen as tone-deaf or out of touch with public sentiment.

If you do feel the need to celebrate our nation, why not consider doing this by supporting local Australian businesses- the local bakery or butcher for your barbeque supplies or support Black Owned businesses and put money back into the community, rather than buying cheap, plastic paraphernalia that is made offshore.

Employee Morale and Wellbeing

Business owners and leaders should be attentive to the impact of their stance on January 26th on employee morale and wellbeing. Many people have strong opinions about the significance of the day, and businesses need to foster an inclusive and respectful workplace culture that accommodates diverse perspectives.

It is important for workplaces to be respectful of the fact that many people are empathetic to Aboriginal and Torre Strait Islander communities, and other cultures who have been victims of colonisation, and believe January 26 is not the date to celebrate Australia. If your workplace is not providing you with the opportunity to embrace your culture and heritage, or to openly voice your support to diverse communities, now is the time to speak up, or consider looking for a workplace whose morals and perspectives align with your own.

Legal and Regulatory Consideration

The first ‘Australia Day’ was held July 30th, 1915, in a bid to raise money for war efforts. It was not until 20 years later that January 26 was named Australia Day, and it was only declared a public holiday in 1994. January 26 is not the date that Captain Cook discovered Australia, that was April 19, 1770, nor is it the date he landed in Sydney (April 29, 1770), or even the date he ‘claimed’ Australia as part of the British Empire (August 22, 1770). January 26 commemorates the establishment of Australia as a British colony, and the start of colonisation (the action or process of settling among and establishing control over the indigenous people of an area, according to the Oxford dictionary).

Over time, public attitudes and government policies may evolve regarding the commemoration of January 26th. Businesses should stay informed about any legal or regulatory changes related to the date, as this could impact marketing campaigns, public statements, and corporate events.

In summary, individuals should approach January 26th with sensitivity and awareness of the diverse perspectives surrounding this date. Taking a respectful and inclusive stance can contribute to positive company culture, community relations, and overall brand reputation. While you may think “what’s the harm, it’s only a day,” or “people need to get over it,” or even “many Aboriginal and Torres Strait Islanders celebrate Australia Day,” it is important to put yourself in the shoes of others for a moment and reflect on how you would feel if the community around you celebrated a date that signifies great sadness and loss for people of your heritage and culture.

Australia is an amazing country, and one that many are proud to be from, or to become a part of, but our identity is built in mateship, and that means looking out for each other with respect and consideration.

Chandler Macleod’s Reconciliation Action Plan

Our Reconciliation Action Plan sets a path for our company to actively contribute to the cause of Reconciliation. The development and endorsement of our plan involved firm commitments from our leaders and valuable inputs from all levels and departments within our organisation. Our objective is to increase opportunities, foster connections, and strive for a future that is characterised by equality and integrity.

Find out more about our commitment to Diversity, Equity, Inclusion, and Belonging, and commitment to Aboriginal and Torres Strait Islander Employment. Talk to us about implementing DEIB commitments and programs in your business.

If this post has raised concerns for yourself or you know anyone who might be struggling, you can reach out to the below organisations for support.

Lifeline – 13 11 14 Lifeline Online Crisis Counselling

13 Yarn – 13 92 76 13 YARN Online Crisis Counselling

What is the glass ceiling phenomenon? A look at the barriers that prevent women reaching their career potential

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Wed, 15 Nov 2023 00:55:39 GMT

While it is important to acknowledge the significant strides that have been made in equality in the workplace, and the increased prevalence of women in leadership positions is a testament to the ongoing shifts in societal attitudes, it is equally important to recognise that there is still a lot of work to be done. While the ‘glass ceiling’ may not be as shatterproof as it once was, it does still exist in many ways, for many women. Understanding this barrier is the first step to creating an environment where everyone, regardless of gender, has an equal opportunity to reach the top.

What is the glass ceiling?

Traced back to feminists in the early 1970s, the term ‘glass ceiling’ references the unseen barriers hindering women’s career progression, regardless of their qualifications or accomplishments. Understanding these barriers is the first step toward dismantling them and fostering a workplace that truly is inclusive and equal.

Let’s focus on the most common barriers to career growth women face.

Career Interruptions

Career interruptions often disproportionately affect women, creating barriers to reaching their full career potential. These interruptions, such as parental leave or caregiving responsibilities, can lead to significant gaps in a woman’s career progression. During these times away from the workplace, they may miss crucial opportunities for advancement or skill development. In addition, these interruptions to their career trajectory can also lead to a perceived loss of momentum or credibility in the eye of colleagues or leadership with many people underestimating the impact of the skills that are developed through parenting .

Domestic Violence

Domestic Violence is a grim reality for many women worldwide and is an often overlooked but significant barrier that can severely impede women from reaching their career potential. The psychological trauma and stress associated with violent, abusive, and coercive behaviour can diminish self-confidence, disrupt focus, and impede decision-making capabilities, vital traits required to progress and succeed in the professional world. Women may experience frequent absences from work due to physical injuries or court dates, leading to a potential loss of employment or missed opportunities. Not to mention, the reality that controlling behaviour of many violent partners may also lead to women being forced to quit their roles or work in roles that are beneath their skillset or aspirations leading to isolation and social stigma that further limit a woman’s networking opportunities and professional growth.

Sexual Harassment

Sexual harassment in the workplace presents a significant barrier to women’s career progression and potential. It creates a hostile environment that stifles productivity, engagement, and innovation. Women who are targets of sexual harassment may feel compelled to avoid certain projects, roles, and opportunities to avert harassment, limiting their career growth. Additionally, the emotional distress associated with such harassment can lead to increased absenteeism and decreased job performance. In instances where the harassment is not appropriately addresses, women may even opt to leave their jobs, dramatically impacting their career trajectory.

Gender bias

Gender bias and the archaic female stereotypes that are still held by much of society poses a significant barrier to women reaching their full career potential. This bias often manifests in stereotypes and preconceived notions about a woman’s capabilities and roles in the workplace, leading to discrimination in hiring, promotions, and salary decisions. Furthermore, gender bias also fosters a work environment that can undermine a woman’s confidence and ambition, limiting their engagement and growth. Additionally, the expectations of traditional gender roles also contribute to work-life balance challenges, further hindering women's career advancement.

Lack of representation

Women often lack the opportunity to find mentors who can guide their career development and offer valuable professional advice. When women are underrepresented in leadership roles, it sends a message that these positions are not for them, which can deter ambition and self-belief. Additionally, lack of mentorship from other successful women can make it more difficult for women to navigate career advancement.

Although progress has been made in recent years, there is still a great deal of work to be done to create an equitable professional environment that does not limit women from achieving the career goals. To that end, it is essential that organisations, and society recognise the long-term systematic bias and take steps to address them. Fostering an inclusive culture and embracing alternative models of business organisation to ensure that everyone has an equal opportunity for success is essential and everyone can play an important part in this by speaking up about inequity when we witness it, and by advocating for more equitable working conditions in our own workplaces.

Why Chandler Macleod?

Our commitment to diversity 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.

Beyond the recruiting stage, Chandler Macleod offers consulting solutions to ensure that diversity and inclusion extends into your business beyond the hiring process. 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.

The Importance of Employee Value Propositions for Attracting Top Talent

Wed, 01 Nov 2023 00:47:04 GMT

In today's competitive job market, attracting and retaining top talent is crucial for the success and growth of any organisation. More than ever before, companies need to go beyond offering competitive salaries and benefits. Flexible workplaces, diversity and inclusion, career development and volunteer leave days are just some examples of what many candidates are looking for when it comes to seeking out their next employer.

Employers need to craft a compelling Employee Value Proposition (EVP) that sets them apart from other employers. An EVP showcases the unique value an organisation provides to its employees and is a powerful tool for attracting new talent. In this blog post, we'll delve into why having a well-defined EVP is essential for organisations.

Defines the Organisational Identity

An EVP defines what it's like to work for a particular organisation. It encapsulates the company's culture, mission, vision, and values, providing a clear identity that existing and potential employees can connect with. A strong EVP paints a vivid picture of the organisation's purpose and what employees can expect in terms of work environment and opportunities.

Attracts the Right Talent

An EVP helps in attracting individuals whose values align with those of the organisation. When potential candidates resonate with the EVP, they are more likely to be engaged, productive and committed employees. By focusing on the EVP, organisations can attract talent that, not only has the necessary skills, but also fits seamlessly into the company culture, creating a BestFit scenario.

Enhances Recruitment Efforts

Having a compelling EVP can significantly improve recruitment efforts. It gives recruiters a powerful tool to effectively communicate the organisation's unique value proposition to prospective candidates. When candidates clearly understand the benefits and values offered by the company, they are more likely to be excited about the opportunity and, ultimately, accept the job offer.

Boosts Employee Engagement and Retention

A well-crafted EVP sets clear expectations for employees, making them more likely to stay with the organisation. When employees understand the unique advantages they gain by working for the company, they are more engaged and committed to contributing to the company's success.

Encourages Advocacy

Employees who are satisfied with their EVP are likely to become brand advocates. They spread positive word-of-mouth about their experiences, attracting more talent to the organisation through referrals.

To summarise: having a well-defined Employee Value Proposition that has been crafted in consultation with the organisation’s employees, is imperative to attract top talent in today’s market. It sets the foundation for a strong employer-employee relationship, enhances recruitment efforts, and fosters a culture of engagement and growth. As the job market continues to evolve, organisations must invest in crafting an EVP that not only attracts new employees but also retains and inspires the existing workforce, ultimately leading to more success for all.

Transferrable skills developed on parental leave

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Tue, 17 Oct 2023 05:59:09 GMT

As parental leave becomes an increasingly recognised and utilised aspect of professional life, it’s important to shed light on the unique, transferrable skills often developed during this period. Contrary to the outdated notion of a ‘resume gap’ signifying lost time, parental leave can be a time of incredible personal and professional growth. The skillset that is developed and fostered during this time, ranging from multi-tasking and enhanced negotiation skills to communication and problem-solving, can be highly beneficial to employers.

Effective communication skills

Parenting inherently involves constant communication with your child, often requiring the breakdown of complex ideas into simple, understandable concepts. This practice can refine your ability to convey information effectively in other contexts. Parents often must navigate difficult conversations and deal with emotional situations, enhancing their emotional intelligence and empathy- two key components of effective communication. Furthermore, parents become attuned to non-verbal cues, a skill that plays a crucial role in understanding and responding appropriately in various communication scenarios. Parenting experiences contribute significantly to the development of effective communication skills.

Parenting also involves setting boundaries, enforcing rules, and providing feedback- all of which are components of effective communication in any relationship. Additionally, being a parent requires adapting to different personalities, backgrounds, and communication styles, fostering adaptability and flexibility in communication. Ultimately, the nature of parenting equips individuals with various skills that can enhance their overall communication abilities.

Strengthen problem–solving skills

The constant barrage of unexpected challenges that arise through parenting inherently strengthens your problem-solving skills. From determining how to sooth a fussy baby, to needing to figure out how to juggle multiple schedules, parenting constantly requires solutions. Over time, this necessity increases your ability to analyse situations, evaluate options, and implement effective strategies. The unpredictability that comes with parenting helps to enhance adaptability, another key aspect of problem-solving. For example, parents learn to quickly change and adjust plans when a child becomes unwell, or when activities must be changed.

This flexibility not only applied to managing challenges but also to parenting styles. A parent learns that every child is unique and what works for one child may not work for another. As such, parents need to adapt and modify their approach based on the individual need of the child. This adaptability strengthens their problem-solving skills as well as fostering a positive and open-minded mindset. The necessity of finding balance, setting boundaries and fostering growth in a dynamic environment makes parenting a powerful catalyst for enhancing problem-solving skills.

Patience and resilience

The unpredictable, evolving demands of parenthood require individuals to adapt quickly to new situations, building resilience that easily translates into other situations. The ever-changing dynamics of a child’s needs and behaviour demand a constant state of alertness, adaptability, and unparalleled degree of patience. Parenting is about adapting to new situations and learning how to handle new obstacles. By facing new challenges and finding ways to cope, parents can become stronger and more resilient. A parent must learn to prioritise, plan, and manage their time effectively, which not only benefits themselves but also translated into better care for the child. Building reliance is a skill that can be helpful in a myriad of situations beyond parenting.

Parenting inherently requires a significant amount of patience. As parents navigate through the stages of raising a child, they are often presented with situations that demand calmness and understanding. Whether handling a fussy baby, working through a toddler’s tantrums, or teaching a child a new skill, patience becomes a fine-tuned and crucial tool. Each of these situations teaches parents to maintain their composure, wait for desired behaviours to develop, and manage their expectations, all of which contribute to the development of patience.

Negotiation skills

Parenting significantly enhances a parent’s negotiation skills. Parents spend most of their day negotiating with children about their daily activities and behaviour, from bedtime rituals to healthy eating habits. This continual practice strengthens their negotiation abilities. Parents also learn to actively listen while looking after their children, a critical aspect of negotiation. Parenting also helps develop empathy and the concept of understanding the other party’s point of view, even when it may seem completely irrational, or strange, crucial for any negotiation scenario.

By constantly negotiating with their children, parents can apply these skills to other areas of their lives such as the workplace of personal relationships. This leads to a better ability to communicate and resolve conflict, ultimately improving overall negotiation skills.

Efficient multi-tasking

Parenting necessitates a heightened ability to multitask. As new parents juggle the responsibilities of childcare alongside their usual tasks, they cultivate an increased ability to manage multiple tasks simultaneously. This experience not only enhances the ability to multi-task in a personal setting but is transferable to professional setting as well. Combining the care of a child with the care of yourself, and other home and life duties necessitates efficient time management, quick decision-making, and prioritisation skills, significantly improving the individual’s multitasking abilities.

Recognising and valuing the unique abilities developed during parental leave can significantly transform the workplace dynamics. As we shift our perspective from viewing parental leave as a gap in employment or at worst, a ‘holiday’, and start seeing it as a period of growth and skill development, we open the door to a more inclusive and diverse workplace. Parents returning to the professional setting bring with them a wealth of capabilities that not only enrich the work culture but also drive the company’s innovation and success forward. By appreciating these skills, we can foster a workplace that champions growth, flexibility, and inclusivity.

Why Chandler Macleod?

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.

How to keep remote work fun and build a great team culture

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Tue, 19 Sep 2023 22:20:48 GMT

Remote working comes with a host of advantages, but we also need to continuously look for ways to keep our teams engages and connected with one another. Working together to build a positive team culture, even when the workplace is virtual, is just as important as when working face-to-face, if not more so. By adjusting and keeping things fun and engaging, it is possible to create an experience that truly demonstrates how strong communication, collaboration, flexibility, and creativity can help maintain long term remote and hybrid working arrangements. Here are some great ideas that business and team leaders can implement to keep up the morale and engagement levels up.

Socialise on group chat

Group chat platforms in a remote work environment effectively create a virtual ‘water cooler’ or space for casual conversation and bonding and fosters a more personable and enjoyable work environment. Casual chats, sharing of personal experiences, and light-hearted banter ca often lead to creative ideas, promoting a culture of innovation. It also provides a great environment to celebrate team achievements, birthdays, or other personal milestones which can enhance the team spirit and create a shares sense of accomplishment.

Encourage health and wellness

Encouraging and supporting the health and wellness of your remote team not only boosts productivity but also fosters a positive and fun team culture. Well organisations prioritise the wellbeing of their staff, employees report feeling more valued, leading to heightened motivation and commitment to their positions. Incorporating wellness activities like virtual fitness challenges, meditation and mindfulness sessions, or healthy cooking competitions can bring fun and healthy competition to the workplace, building camaraderie among the team.

Virtual meetings and casual hangouts

Virtual meetings and casual hangouts can significantly contribute to creating a fun environment and positive culture within a remote team. These relaxed, non-work-related interactions provide some much-needed social interactions and provide a sense of belonging, replicating the informal coffee breaks and after-work drinks that are spontaneous in physical offices. Virtual coffee breaks, trivia games, and even movie nights can be great ways to unwind and relax, helping team members to connect on a personal level, fostering mutual understanding and respect. Consistent group activities and interactions can help to create a cohesive team, enhancing communication, collaboration, and overall job satisfaction.

Make sure everyone feels heard and valued

Creating a culture where everyone feels heard and valued plays a huge role in fostering a fun and positive team environment. When people know that their opinions and ideas are valued, they are more likely to actively and regularly contribute, fostering innovates and collaboration. By acknowledging the efforts and achievements of the team members, a sense of belonging is created which is shown to elevate job satisfaction. This positive atmosphere, where everyone feels that their input is recognised and appreciated, can help to build a stronger, more engaged and motivated team, promoting an uplifting culture.

When your team is working remotely, maximising opportunities to collaborate and come together is essential to ensure that everyone feels a sense of belonging and inclusion. Cultivating an engaging and thriving culture is not only achievable, but also pivotal in driving employee satisfaction and overall productivity. By encouraging open communication, social interaction, and incorporating elements of fun into the workday, team leaders can successfully bridge the physical gap and create a strong, engaged, team.

The Barbie Effect: Inspiring the next generation of female leaders

Thu, 07 Sep 2023 03:40:41 GMT

Barbie, the iconic fashion doll created by Mattel in 1959, has evolved beyond a plaything to a symbol of aspiration and inspiration for generations of young girls around the world. While Barbie is often thought of as a symbol of fashion and style with endless outfit changes and dream house accessories, there is far more to Barbie than meets the eye. Through her ever-changing world, Barbie has been depicted in several professions, from United States Presidential Candidate Barbie, and Astronaut Barbie, to Pilot Barbie, and Space Scientist Barbie. Barbie has a career portfolio depicting more than 200 professions, showcasing that women can take on any role and have a place in every field of industry.

Showcasing leadership values

These diverse representations through Barbie break down gender stereotypes and instill in young girls the belief that they can be achievers and leaders in any field they set their heart on. Barbie promotes a message of confidence, resilience, and perseverance, vital qualities for any leader that are especially important values to instill in young girls. The Barbie Inspiring Women Series which features dolls modelled on real-life inspirational figures, serves as a powerful tool to educate girls about female leaders and the significant contributions they have made to society. Barbie showcases the limitless potential of women and highlights to our daughters that they can be anything they want to be.

Barbie in the medical field

While many critics accuse Barbie of promoting unrealistic beauty standards and gender stereotypes, her role of inspiration in the medical field can’t be overlooked. Barbie has inspired countless girls worldwide to pursue careers in the health and medical field by exposing them to different career paths. Barbie’s medical career has included everything from Pediatrician Barbie and Surgeon Barbie to Dentist Barbie and Nurse Barbie. By introducing young girls to a world of possibilities within the medical field, Barbie is helping to break the stereotype of male-dominated professions in healthcare.

Barbie in STEM

In recent years there has been a movement to focus on encouraging more women to enter the Science, Technology, Engineering, and Mathematics (STEM) fields. One unexpected source of inspiration has come from Barbie. Robotics Engineer Barbie, Game Developer Barbie, and Computer Scientist Barbie are just a few of the STEM positions that Barbie has held in her extensive career. Through Barbie, these positions are showcased in a positive light, sparking more interest and curiosity amongst young girls who may never have previously considered these fields as career options. More women than ever are pursuing tech and engineering careers as the industry takes a shift towards becoming more inclusive and diverse. Barbie may be a doll with an enviable wardrobe, but she’s also creating positive waves in the workforce.

Barbie in the Boardroom

Barbie has had a significant impact on the business world since her creation in 1959. Ruth Handler, co-founder of Mattel, envisioned Barbie as a reflection of a life of possibilities for young girls, creating a point of difference in the market that was monopolised by baby dolls at the time. Barbie took the career dreams of little girls beyond mother and homemaking and to serious careers through inspiration such as Business Executive Barbie, Entrepreneur Barbie, Restaurant Owner Barbie, and even Chief Sustainability Officer Barbie.

Since then, many female leaders, including CEOs, have attributed their career success to playing with Barbie dolls as children. Barbie’s influence on young girls has helped them to challenge gender norms and inspired them to dream big and aim high.

Barbie in Academia

Barbie's influence on the academic community is often overlooked but she has inspired countless female academics and university professionals to push for more opportunities for women and greater equality in academia. Barbie’s positive and empowering message resonates with young girls around the world, inspiring them to believe in themselves and their dreams.

Barbie has been an incredible and meaningful presence for women in leadership since her entrance onto the doll scene decades ago. She has broken down stereotypes of what a leader ‘should’ be, and provided girls and women with inspiration and someone to look up to in various fields of industry that they may have previously felt unable to break into. Barbie is a symbol of ambition and power – from Ruth Handler’s vision of creating a new kind of doll that encourages girls to consider options beyond motherhood and homemaking to the inspiring female leaders breaking through barriers when faced with today’s challenges. While society still has much further to go when it comes to achieving gender equality, Barbie is not only a symbol of hope, but proof that we can, and will, disrupt the status quo.

Navigating the evolving landscape of Executive and C-Suite Recruitment: Trends and Insights by Helen Gibson

wow@shazamme.com (Default Author) — Wed, 30 Aug 2023 00:05:14 GMT

In today's fast-paced and competitive business hub here in WA, the role of executive and C-suite leadership has never been more critical. The success of any organisation heavily relies on the effectiveness of its top-level management. Consequently, the process of recruiting top-tier executives has evolved significantly in recent years, driven by changing market dynamics, emerging technologies, navigation of the Covid-19 pandemic and a shift in leadership expectations.

In this article, we will explore some of the prominent trends and insights that are shaping executive and C-suite recruitment currently.

Demand for agile and adaptable leaders

There is an increasing demand for agile and adaptable leaders who can steer the ship through uncertainty. Organisations are looking for executives who possess a strategic vision, can think innovatively, and pivot swiftly to address dynamic and fluid market conditions. Traditional leadership approaches are giving way to a more collaborative and inclusive leadership style.

Emphasis on Diversity, Equity and Inclusion

The importance of diversity, equity and inclusion has gained significant traction in recent years. Companies are realising that a diverse leadership team not only fosters a more inclusive work environment but also drives better business outcomes. Executive search firms are actively promoting DEI in their recruitment processes and are collaborating with clients to prioritise candidates from diverse backgrounds. Inclusive leadership that embraces varied perspectives is proving to be a vital component in the success of businesses and harmony of the employees.

Leveraging technology in recruitment

The digitalisation of recruitment processes has revolutionised executive and C-suite searches. AI-driven talent analytics and applicant tracking systems enable recruiters to source, screen, and assess candidates more efficiently. These technologies help identify potential leaders with the right skill sets, experiences, and cultural fit for an organisation. Moreover, video interviews and virtual assessments have become commonplace, allowing businesses to cast a wider net and engage with candidates seamlessly across larger geographical areas.

Focus on soft skills and emotional intelligence

While the right technical competencies remain crucial, soft skills and emotional intelligence are increasingly prominent in the recruitment process. Top-level executives need to be effective communicators, empathetic listeners, and capable of building strong relationships both internally and externally. Companies are looking for leaders who can inspire and motivate their teams, foster collaboration, and navigate complex interpersonal dynamics with finesse.

Succession planning

Succession planning has emerged as a critical aspect of executive and C-suite recruitment, I have personally seen my clients recognise that grooming internal talent for leadership roles is a cost-effective and sustainable approach to maintaining continuity. Identifying high-potential employees early on and investing in their development ensures a pipeline of competent leaders who understand the organisation's culture and values and demonstrates career pathway options for all employees.

Remote and hybrid leadership

The Covid19 pandemic accelerated the adoption of remote work and hybrid work models. Executive search firms are adapting to this trend by seeking candidates with experience in leading remote teams effectively and demonstrating the ability to manage the unique challenges of a hybrid workforce.

Executive and C-suite recruitment is experiencing a transformative period and reflects the broader changes in the business landscape in Australia. The demand for agile diverse and emotionally intelligent leaders is shaping the recruitment process. Technology is streaming the way candidates are sourced and assessed and companies are increasing investing in succession planning and developing internal staff.

As we move forward, organisations, executive recruiters and executive search firms must stay attuned to these trends and adapt their strategies accordingly to identify and secure the best talent for the future of business leadership. By embracing these insights, we can build more resilient and prosperous organisations that are prepared to thrive in the face of uncertainty.

How to measure and communicate your company's sustainability effort

rhiannon.williams@rgfstaffing.com.au (Rhiannon Williams) — Thu, 24 Aug 2023 23:40:27 GMT

As a business leader, you understand the importance of operating sustainably for the productivity and longevity of the business. But measuring sustainability goals effectively can be complicated, leaving many senior leaders feeling overwhelmed. With the right approach and communication tools in place, your business can be well-positioned to efficiently and effectively measure progress on sustainability initiatives, while also being able to communicate their significance both internally and externally. Fortunately, it doesn’t have to be that difficult and there are simple steps that leaders like you can take today to become better stewards of the company's environmental goals and futures. Let’s look at those steps and strategies for how to communicate your success stories as they happen.

Identify your company’s sustainability goals and objectives

Identifying the sustainability goals and objectives of the business is an essential first step towards quantifying and communicating your company's sustainability efforts. It enables you to define what sustainability means to your organisation and set achievable targets that align with the greater business goals. These targets can then be measured, tracked, and reported, providing a tangible way for your business to demonstrate its progress.

Identifying your company’s sustainability goals and objectives requires a thoughtful approach that takes into account the industry in which you operate, resources availability, and the stakeholders involved. This can be a challenging and ongoing process to define but is becoming increasingly important for businesses wishing to do their part to reduce their carbon footprint as we move towards a more environmentally conscious society.

Establish a baseline of resources used to determine improvement areas

A baseline is important to establish a starting point from which to measure progress. It is also important for improvement areas. The baseline serves as a comparative point of reference, enabling your business to identify areas in which resource consumption can be reduced or processed can be instigated to enhance efficiency. This data then helps to highlight the impact of your sustainability efforts, providing evidence of progress and improvement. Establishing a baseline of the resources used by the business also helps you to set realistic and achievable goals for further reductions in resource usage. Ultimately, having a clear understanding of your current resources and energy use is essential to creating an effective and impactful sustainability strategy.

Choose the right metrics to measure success in achieving sustainability targets

Choosing the right metrics to measure progress can be a challenge, however it is critical for aspect of your company’s sustainability strategy. The correct metrics facilitate accurate tracking of progress and provide a clear, quantifiable measure of your sustainability efforts. It Is important to select metrics that align with the business’ sustainability goals and objectives, as well as considering external factors such as industry standards and regulations. These metrics then provide a standardised language that aids in effectively communicating your sustainability initiatives to employees, investors, customers, and other stakeholders. Monitoring and reporting these metrics can enhance the credibility of your company, foster trust within your community, and amplify your sustainability efforts.

Invest in technology solutions that provide accurate data measurement and analysis

Investing in technology solutions that provide accurate data measurement and analysis is essential for communicating your company's environmental efforts effectively. High-quality, accurate data is the backbone of your sustainable initiatives, enabling you to track and communicate your progress with integrity. Sophisticated technology enhances the data credibility of your initiatives and proves your business with the tools to quickly identify trends, track improvements, and evaluate the effectiveness of your strategies. With the right tools in place, your company will be able to make informed business decisions, anticipate industry changes and monitor your progress with ease.

Utilise communication channels to effectively communicate your company’s sustainability progress

To showcase the progress and success of your business, it’s important to utilise effective communication channels. Transparent communication allows both internal and external stakeholders to understand the company’s commitment to sustainability, the actions that have been undertaken and the progress that has been made. It is ideal to leverage several communication platforms including company websites, social media, reports, and newsletters, to ensure you reach a wider audience. By keeping your audience informed consistently, you are able to build your company’s credibility in its commitment to sustainable business practices. To maximise the impact of your sustainability efforts it is vital to strategically communicate achievements and progress in a way that both educates and informs your audience and can also act as a tool for engagement.

Establishing and maintaining sustainability goals requires an ongoing effort from the business leaders of any company. Taking actionable steps such as clearly identifying the organisation's sustainability objectives, establishing a baseline reporting, investing in tech driven solutions to accurately measure data and report on metrics, and utilising communication channels are all vital considerations for any business hoping to establish and measure the success of any sustainability outcomes. With commitment and dedication driven by leadership your business can create long-lasting positive effects that will benefit the community and the bottom line of the business. Recognising sustainability as an ongoing journey and not just an item on the to do list can help yield rewards and future proof your business.

Best practices for addressing invisible disabilities through the recruitment process

Wed, 26 Jul 2023 06:38:04 GMT

Approximately 18%, or 1 in 6 Australians live with disability, of which 90% have invisible disabilities. For individuals living with a disability, looking for employment can be filled with obstacles that those living without disability, or with a visible disability, do not face. For employers, it is essential to understand how best to accommodate individuals with invisible disabilities throughout the recruitment process. From adjusting interview techniques to ensure the comfort of all candidates to making accommodations in the workplace, there are various strategies that businesses can put in place to ensure their recruitment processes are inclusive and supportive of all applicants regardless of any differences or limitations they may experience due to unseen conditions.

What are invisible disabilities?

As the description suggests, invisible disabilities are impairments or conditions that cannot be seen yet have a significant impact on a person’s life. These can range from mental health concerns such as depression and anxiety, to chronic physical illnesses like fibromyalgia and multiple sclerosis. While many of these conditions can be managed effectively, they can create barriers that affect work performance due to their impact on daily activities.

As an employer or business leader, understanding the scope of invisible disabilities is essential for creating an inclusive and diverse work environment. It is important to recognise potential candidates who may have an invisible disability and provide accommodation as and when they are needed. It is also important to be aware of any potential stigma surrounding invisible disabilities and create an open dialogue about the topics and implementing policies that support employees to foster a diverse and inclusive workplace.

Create job postings that are inclusive of all abilities

When advertising for vacant positions, it is essential that companies create job postings that are inclusive of all abilities. This means taking care to avoid using language that may come across as exclusive or discriminatory towards individuals with disabilities, both physical and invisible. This means avoiding phrases such as “the perfect candidate” or implying that certain knowledge, qualifications, or skills are out of reach for some people.

Taking the time to make conscious decisions about the message that your job posting is sending is an important step that businesses can take in fostering a more inclusive culture within the workplace. This extends the candidate pool to a larger range of candidates who may be perfect for the position but may previously have felt discouraged.

Recognising and accommodating invisible disabilities during the recruitment process

To truly be an inclusive workplace, it is essential that everyone involved in the recruitment process is educated on how to identify and support candidates with invisible disabilities and provide an interview that is free from bias . It is also important to create a safe and welcoming environment that encourages people to disclose any invisible disability that they may have.

Some simple steps include making the application process easy to understand – include information of the required format an application should be submitted in, and well as specifically stating what support material should be included. If possible, provide a workable deadline for applications and offer the option of additional support throughout the recruitment process such as a contact person for further information and assistance.

The interviewing process should also be fully accessible and should include a quiet space to perform the interview or any tests and assessments that may need to be completed and additional time for those who need it. It is also worth considering offering alternative interview formats such as telephone calls or video conferencing which can reduce stress levels and supplying questions or a guide ahead of the interview to allow candidates to prepare.

Create an in inclusive and welcoming work environment

Providing a diverse and inclusive environment in the workplace is incredibly important when it comes to ensuring that all employees feel valued and supported. When considering invisible disabilities, it is important that accommodations and provisions are made on an individual basis. Companies should provide education and training on the types of impact invisible disabilities can create as well as provide and encourage an open dialogue and clear policies to ensure all team members are aware of their rights and obligations when it comes to inclusivity.

Providing accommodations for invisible disabilities can also include working with the individual to create a flexible schedule , the option to work remotely , assistive technology, ergonomic adjustments, and more, to ensure that all employees are able to thrive in their employment.

Why Chandler Macleod?

At Chandler Macleod we prioritise diversity, equity, inclusion, and belonging as one of our core values. We believe in finding the BestFit ™ for the role, every time. Contact our team to for a confidential conversation about how Chandler Macleod can help your business thrive.

How hiring for personality could help your business thrive

Tue, 20 Jun 2023 06:49:01 GMT

Hiring the perfect person for your company is not an easy task. If you want to attract the best talent in a competitive market, it is important to focus on what makes your business stand out. One aspect that can set your business apart is hiring for personality. While experience and skillset are no doubt important, hiring candidates with the right personality traits can lead your business to a more productive and positive workplace culture. Let’s explore why personality should be one of your key considerations when making hiring decisions and how it can impact your business in a positive way.

Hiring for personality can bring diversity to your team

Diversity should be at the forefront of action for all businesses and the hiring process is a great way to introduce diversity in your workplace. By considering an individual's background and experiences, you can create a more diverse workplace with people of different ages, genders, cultures, and backgrounds. Also, by considering how an individual may interact within the team and the work environment, businesses can ensure that they are selecting a variety of personalities who will contribute unique skillsets and perspectives to their workplace.

Hiring for personality can boost employee engagement

Hiring for personality can help to ensure that the right people are in the right roles and that each individual member of the team has a strong understanding of how they can contribute to the business. This helps create an environment where everyone understands and is working towards company goals and objectives, which in turn leads to higher levels of job satisfaction, increased productivity, and ultimately higher levels of employee engagement. Also, by taking into account individual personalities during the recruitment process, it helps ensure that all team members work together harmoniously and efficiently towards common goals. Ultimately this creates a positive atmosphere which results in higher levels of morale and motivation within the workplace.

Hiring for personality can strengthen the workplace culture

Hiring for personality can be a powerful tool to strengthen the culture of your business and the hiring process is the perfect time to consider the importance of building and maintaining a strong workplace culture. People who share similar values, beliefs, and attitudes are more likely to work together effectively and create a healthy team dynamic. When businesses take the time to consider a candidate’s personality traits such as their willingness to collaborate and ability to think critically, they can be sure that they have found someone that will fit into their company culture perfectly.

Hiring for personality can improve team cohesion and collaboration

If you are looking at building a successful team, it is important to consider both hard skills and personality. Taking the time during the hiring process to assess how potential new team members will fit into the corporate culture of a business can be beneficial in creating a climate of positive interaction and morale amongst employees. Hiring for personality can help create an environment of collaboration and camaraderie that encourages productivity. Employees who share similar values, attitudes, beliefs, and experiences are more likely to work together harmoniously as well as feel supported by their peers when facing challenges and seeking assistance.

Hiring for personality can reduce turnover rates

Personality traits like ambition, enthusiasm, resilience, and passion are valuable indicators of an individual’s long-term engagement with and commitment to a job. When businesses hire people with the right personality traits, they not only complement their workplace culture and values, but it also increases the likelihood of employees staying with the business for longer periods of time. Research has shown that hiring candidates based on personality is associated with higher job satisfaction and lower attrition rates than when hiring an employee on the basis of skill set alone.

Hiring for personality can encourage innovation

By looking beyond qualifications and technical skills, businesses can identify candidates who have the traits and characteristics needed to think outside the box and come up with creative solutions to problems. These types of employees are often more likely to embrace change and take risks, which is essential in a rapidly evolving business environment. Employees with unique perspectives also bring valuable insight into how a company can better serve its customers or differentiate itself from competitors. Ultimately, these characteristics lead to increased profitability, productivity, creativity, and morale across the business.

Hiring for personality can be instrumental in the success and growth of your business. When your business prioritises personality traits such as positive attitudes, eagerness to learn, compatibility, and strong work ethics, you’re setting the business up for long-term success. As we have highlights, personality fit can contribute to the growth and success of your business in a number of ways. Regardless of whether you are recruiting entry-level staff or upper-level management, consider focusing on personality traits.

Chandler Macleod’s BestFit methodology underpins our candidate recruitment, selection, and development process. Every recruitment consultant at Chandler Macleod is BestFit Accredited, which helps them predict and understand candidate behaviors through BestFit Assessments such as Helix . 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 beyond resume and reference checks.

If you’re interested in discussing how Chandler Macleod can help you achieve more from your recruitment and onboarding processes, contact our team to discuss your business needs.

Diversity, Equity, and Inclusion - thoughts from our Executive General Manager.

Fri, 16 Jun 2023 06:53:15 GMT

It feels like only yesterday that I was looking at my 2023 calendar planning my blog on the trends of the year ahead, and now here we are, almost halfway through the year. As predicted, Ai has continued to dominate the discussion but equally, as a leader, I have seen the importance of diversity, equity, and inclusion (DE&I) in building a successful and innovative workforce remain at the forefront of discussions so far, in 2023. DE&I is not only a moral imperative, but also a strategic advantage for any organisation that wants to attract and retain the best talent today’s tight market.

Although sometimes it may start off this way, DE&I is not a one-time initiative or a checkbox to tick.

At Chandler Macleod (part of RGF Staffing group) it is now ingrained as a core mindset that we “prioritise social value”. This requires a continuous commitment and a holistic approach that involves every level of the organisation, from the leadership to the frontline employees. It also requires a clear vision with true purpose and a set of measurable goals that align with the organisation's social values.

One of the key aspects of DE&I relevant to our industry and for most organisations is recruitment and hiring. Recruiters, talent managers, and leaders need to be aware of the potential biases and barriers that may prevent them from accessing a diverse pool of candidates. They need to adopt inclusive hiring practices that ensure fair and objective evaluation of every applicant, regardless of their background, identity, or experience. They also need to foster a culture of belonging and respect that welcomes and supports new hires from different backgrounds.At Chandler Macleod, we work with external organisations such as Work180, to help us better understand how we can reduce personal biases and improve on or inclusive hiring practices. It is even as simple as using the tools around you like chat GPT, to help rewrite an ad with inclusive language.

Another key aspect of DE&I is retention. Organisations need to implement policies and programs that enable employees to grow and thrive in their roles, regardless of their background, identity, or experience. They need to provide opportunities for learning and development, mentoring and coaching, feedback and recognition, and career advancement. They also need to create a safe and inclusive environment where employees can voice their concerns, share their ideas, and celebrate their achievements. Our regular DE&I surveys ensure we continue to capture the diversity of all our people and continually improve and support our DE&I journey.

At Chandler Macleod, we are proud of our efforts and achievements in this space and the positive impact we are having on peoples’ lives. We were recently finalists in the the Banksia Sustainability award and have now been recognised as the winner of the Excellence in Diversity, Equity, Inclusion, and Belonging Awards by our industry peers at RCSA, for our support of women over 45 from disadvantaged backgrounds. These awards and recognition reflect our dedication to empowering women through our industry pathways and providing them with the resources and support they need to succeed.

We have also implemented various other initiatives to promote DE&I across our organisation, such as unconscious bias training, employee resource groups, flexible work arrangements, community outreach programs, and helping Indigenous families with sorry business.

Once you commence on your journey of embracing DE&I in your business, you will find it is not only the right thing to do, but also the smart thing to do. At Chandler Macleod we are committed to continuing our journey towards becoming a more diverse, equitable and inclusive organisation that values and respects every individual.

I invite you to join us in this journey and share your thoughts and feedback on how we can all improve our DE&I efforts. Please also share where you have also seen the benefits and the various initiatives that have helped transform your business and people.

Eliminating Hiring Bias: How recruiters ensure diversity and inclusion in your workplace

Wed, 24 May 2023 07:04:00 GMT

As businesses continue to focus on building a more diverse and inclusive workplace, equality in the hiring process is paramount. Hiring new employees is one of the most important decisions a company can make, and this process has traditionally been time-consuming and expensive, leading many companies to look for ways to maximise efficiency while also paying attention to increasing their reach to diverse talent. An effective solution to this challenge is enlisting the help of a recruiting agency that specialises in ensuring successful hiring outcomes with a focus on diversity and inclusivity. Professional recruiters undergo extensive training and ongoing professional development, as well as utilising specialised technologies, tools, and resources to ensure their hiring processes create an environment conducive to diversity and inclusion at all stages of assessment - from job postings to skilled interview techniques - to find the best fit for each role.

Let's explore how working with a recruitment agency can give companies access to the skilled talent they need while also helping to eliminate bias in the selection process.

Understanding the importance of diversity and inclusion in the workplace

In today's work environment, it is vital to understand the underlying principles of diversity and inclusivity. An inclusive workplace allows for all individuals to feel valued for their unique qualities and strengths, while diversity involves recognising and respecting differences among people. This means creating a workplace that is welcoming to all, regardless of age, race, gender, sexual orientation, religion, or physical abilities. When diversity and inclusivity are prioritised, employees are more likely to feel safe, comfortable, and valued, which can lead to increased productivity, creativity, and innovation. By fostering a culture of inclusivity, companies can attract and retain a diverse range of talent, leading to better overall business outcomes.

Not only does a diverse workforce promote creative and innovative thinking, but it also leads to a better understanding of customers and the marketplace. Furthermore, employees from diverse backgrounds bring unique perspectives and skillsets that can help companies better serve their clients and compete in the market.

It is essential for forward-thinking companies to foster an environment that values and respects individual differences. Achieving diversity, equity, and inclusion in the workplace is not just a moral imperative, but also a competitive advantage in 2023.

Benefits of using a recruiting firm to promote diversity and inclusivity

A reliable recruiting agency can help companies promote diversity and inclusivity in their workforce by providing access to a broader pool of candidates from diverse backgrounds. By tapping into a wider talent pool, companies can ensure they hire the best candidate for the job, regardless of their background. Moreover, working with a recruiting firm that specialises in diversity and inclusion initiatives can help companies strengthen their employer brand, attracting top talent who also value diversity and inclusivity.By partnering with the right recruiting agency, companies can ensure that they are hiring the best candidates from a wide range of backgrounds, which can lead to a strong and successful team.

Inclusive and bias free job advertising

When creating job postings, it is essential to ensure that all language used is inclusive and free from any discriminatory terminology. Doing so not only promotes diversity and equality but also helps to attract a diverse pool of candidates. Job postings that exclude certain groups or use biased language can have a significant impact on potential applicants, causing them to feel alienated and discouraged from applying. Recruiting agencies are experts at creating job postings and understand best practice to use inclusive language, but also have extensive experience and resources to ensure their copy is neutral and consistent.

Recruiting agencies can also assist companies in creating position descriptions that are inclusive and help by identifying potential bias in the hiring process. Utilising a recruiting firm can help companies not only meet their diversity goals, but also create a more inclusive and welcoming work environment for all employees.

Developing a standardised recruitment process to reduce bias

Attracting a diverse range of talent requires a thoughtful and deliberate approach. Recruiting agencies employ a standardised approach which helps to reduce unconscious bias and improve the chances of finding the most qualified candidates. By establishing clear guidelines and criteria for evaluating candidates, professional recruiters ensure that each applicant is given a fair and equal opportunity to succeed.

While there may still be subjective aspects to the hiring process, a consistent approach can help to minimise the impact of personal biases and ensure that decisions are based on relevant qualifications and experience. A standardised recruitment process can help to build a stronger and more diverse workforce, which benefits both the company and its employees.

Maintaining an Ongoing Commitment to Diversity and Inclusivity with Recruiting Firms

It is not enough to simply make a token effort towards diversity; maintaining a commitment to this goal requires ongoing attention and focus. By partnering with recruiting firms that share this same commitment, companies can help ensure that they are proactively creating a more representative and welcoming workforce that embraces the unique strengths of individuals from all backgrounds.

How can Chandler Macleod help?

Chandler Macleod has a strong Diversity, Equity, and Inclusion plan across all aspects of the business, and we have been recognised for our industry body, RCSA Australia and New Zealand, as a finalist 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 fill in our contact form and we will have the right person contact you.

Tips on providing constructive feedback to your co-workers

Thu, 18 May 2023 07:08:11 GMT

Constructive feedback is an essential part of collaborative working. It can help foster trust and understanding between co-workers, ensure clarity in communication, and help colleagues grow professionally through critiques that advance their skillset. However, providing constructive feedback without creating tension and unintentionally hurting feelings can be tricky to navigate – particularly when it comes to those we work alongside each day. Here are our tips on how to navigate this process to help create an environment of growth and trust in the workplace.

Do it face-to-face

Delivering constructive feedback should always be done face-to-face whenever possible. While email, phone and instant messenger are incredibly useful in other situations, they can also be prone to misinterpretation due to lacking important context such as vocal tone, body language, and emotional inflection. In-person conversations are also more dynamic, as both parties can ask questions and delve deeper into the topics at hand.

Build trust

Starting on a positive note is important to help build trust and create an environment where your colleague feels valued and appreciated, making them more receptive to the feedback that follows. Additionally, positive feedback enables a balanced discussion wherein both parties can acknowledge what is working well and what still requires improvement.

Be specific and provide examples

Simply telling someone that they did something incorrectly or that their work needs to improve but not providing specifics is not helpful and provides no clear outline for how to move forward. The better approach is to focus on the specifics of what was good and what was not, to help your colleague understand exactly what they should address or improve upon.

Don't make it personal

When providing feedback, it is important to differentiate between the individual and their actions or behaviours. By focusing on the behaviour or action without making it personal, your colleague can receive the feedback with an open mind and be more willing to make improvements.

Be solution focused

Collaboration is key when giving constructive feedback. It is important to work with your colleague to find a solution to any problems that have been identified. During your discussion, you can suggest or brainstorm ideas together to improve the situation and overcome any challenges.

Be timely

Providing essential feedback in a timely manner is ideal practice, whether it is praise or constructive criticism. Avoid waiting for days or weeks to give feedback. Addressing the situation or project while it is still fresh in yours and your colleague's minds makes the conversation more relevant and actionable. However, if a co-worker has done something that has negatively impacted you directly, it is important to take some time to sort out your thoughts and emotions before addressing the situation with them.

Ask questions and listen

When giving feedback, it is crucial to ask questions and encourage your colleague to reflect on their work, explaining certain decisions and actions they have taken. This approach enables them to identify areas where they could improve and perform differently, rather than simply receiving criticism that might make them defensive.

End on a positive note

When closing a difficult or negative conversation, it's helpful to reiterate the positive aspects of the discussion. Emphasise the positive feedback or praise you provided at the beginning of the conversation and offer encouraging words about the future. Ending the conversation on a positive note can leave your colleague feeling motivated and improve their overall morale.

Constructive feedback can encourage personal growth and development, leading to better job performance and greater job satisfaction. It's essential to deliver feedback in a supportive and respectful tone and setting. Exceptional constructive feedback helps employees understand their mistakes and motivates them to reach their full potential.

Remember, positive reinforcement is vital to everyone's growth, so it's essential to let colleagues know when they're performing well. Providing ongoing feedback is one of the most critical and powerful tools available for employee development.

Upskilling and internal promotions: What is Quiet Hiring?

Tue, 18 Apr 2023 07:16:04 GMT

In 2022 “quiet quitting” was all the buzz – the concept of reducing the amount of effort an employee puts into their job to just that which is required in their terms of employment. In 2023 we’re changing the focus to “quiet hiring”. Quiet hiring is a relatively new term that has been gaining traction in the business world with thanks to social media. While the term may be new, the concept is an ingrained practice within strategic business planning and growth. Quiet hiring involves upskilling existing employees to fill new positions or skillset gaps within a company, rather than hiring externally. This practice of “quiet hiring” or upskilling can be beneficial to both employers and employees alike- it helps the business to save money and time on the hiring and onboarding process, while providing employees the opportunities to grow and develop professionally. Let’s look further at how quiet hiring works in practice.

Quiet Hiring: Finding the right fit without advertising the position

For employers, quiet hiring can provide a range of benefits. Foremost, it saves time – 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.

Moving employees internally also helps to foster loyalty and engagement. Employees see the opportunities for growth and development within the company as a long-term employment opportunity rather than a stepping-stone role towards better opportunities with other companies.

Upskilling: The benefits for employees

Initially, you may think that quiet hiring is a way for companies to save money on their bottom line and exploit their already overworked employees, however, there are also many advantages to an employee as well. Existing employees can prove themselves in new roles without having to compete with external candidates which can be particularly beneficial to those employees who may not have the same qualifications or experience as other job seekers. Furthermore, by upskilling through promotion or training programs, employees gain greater autonomy over their work which can lead to increases in job satisfaction. Most importantly, quiet hiring and upskilling allows employees to feel valued within the company they work for; knowing that the opportunities are there for career advancement and professional development attributed to boosting moral.

Fair and ethical: How to approach quiet hiring

There are certain ethical considerations that a company should make when it comes to quiet hiring, particularly when it comes to internal promotions over external hires. Companies should ensure they are giving equal consideration to all potential candidates – both internal and external- and avoid any bias towards promoting existing staff members over possible new hires from outside the company.

Employers need to make sure that recruitment and promotion processes are transparent and fair so that current employees do not feel that they have been overlooked or treated unfairly during the process.

And finally, before any decisions are made to upskill or promote current employees, companies need to ensure that everyone involved in the changes are fully aware of what is expected of them in terms or skill development and workload as well as expectations being met when it comes to compensation for taking on more responsibility, both monetary and otherwise.

Final thoughts

Quiet hiring doesn’t really describe a new employer trend as much as it identifies a disconnect between younger generations and their experience in the workforce- job hopping between companies to advance their career- compared to more traditional standard of employment where employees would work their way from an entry role through to more demanding roles with the same company.

Quiet hiring is an innovative approach to upskilling employees in order 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.

Leadership tips to reengage employees after restructure

Mon, 17 Apr 2023 11:59:22 GMT

Working and operating during a global pandemic is presenting significant challenges for individuals and organisations alike. Many organisations have found themselves reviewing the ways in which they can stay competitive (or at least afloat) at this time and finding unique and novel ways in which to adapt and thrive (or at least survive).

The financial impact of Covid-19 has meant that for some organisations to survive, restructures have become necessary. This is a difficult undertaking for many leaders and, understandably, we often find that the primary focus and effort is placed on the first two stages of the restructure process:

Pre-restructure (i.e. the planning) and
During restructure (i.e. the actual conversations).

Less thought is given to the third stage of restructure; re-engaging employees after restructure.

However, reengaging employees after restructure is an incredibly important component of the restructure process and contributes positively to individual and team wellbeing and overall workplace culture. Taking the time to regain the trust of your employees and winning both their hearts and minds may help circumnavigate some of the organisational health effects and risks associated with restructure; increases in absenteeism, presenteeism and unintended turnover along with decreases in commitment, confidence, productivity, engagement, reputation and attractiveness as an “employer of choice”.

So how do you reengage employees after restructure? By taking the time to regain their trust and win their hearts and minds. How can you start today? Five evidence-based steps are outlined below.

For more information about how we can support you and your employees pre, during and post restructure please contact our Career & Change team via career&change@chandlermacleod.com.

1. Manage Ongoing Fear & Uncertainty (clear and consistent communication is key)

Restructures can bring with them a complex set of emotions for those departing, but also remaining. Living with an ongoing fear of redundancy can negatively impact employee's overall health and wellbeing and is associated with a decrease in organisational performance, employee performance and quality of work and an increase in errors, employee turnover and absenteeism. This ongoing fear and uncertainty can be exacerbated by a lack of “access” to leaders and information.

TIP: Have an “open door” policy and “walk the floor” as a leader, ensuring you are a visible and accessible presence to all employees. This allows employees to voice their concerns as they arise, in private if required and in a timely manner. Communication is key.

Uncertainty does not always elicit the same response in people; where some see threat, others may see opportunity. This opportunity could come in the form of a new role, new responsibilities or an opportunity to consolidate their skills and knowledge. This opportunity can elicit both personal and professional growth. Given the varied response to challenge and uncertainty, taking the time to provide tailored support to individuals is advised.

TIP: Do not assume someone’s response is automatically negative or positive to this period of uncertainty or that their initial response will stay the same throughout this period. “Check in” as appropriate.

2. Create Clarity for All

In the first few weeks and months post restructure there can be confusion for remaining employees over reporting lines, structures and roles and what is expected of them. Effective leadership is critical during this period. Employees may be unsure of what they are responsible for, who they can go to and who approves what. In these situations, role conflict can occur over poor role clarity and stress can increase.

Role conflict occurs when workers are given different and incompatible roles at the same time, or their role overlaps with another worker or work group. The greater the role conflict, the higher the likelihood of a worker experiencing work-related stress.

Role clarity is the degree to which employees have a clear understanding of their tasks, responsibilities and processes at work. This clarity is not limited to their own role; it also includes their colleague's roles.

TIP: Take the time to provide clarity for your employees, in particular role clarity, to reduce both role conflict and stress. Furthermore, ensure that everyone is “on the same page” and that demands placed upon employees are consistent. Where multiple or different demands are placed upon employees, ensure that these demands are compatible.

3. Cultivate Motivation & Engagement (and no, it’s not “one size fits all”)

Motivation and engagement in the workplace are related to an increase in employee satisfaction, performance and discretionary effort. But how do leaders foster motivation and engagement during periods of upheaval and after restructure?

One way is to engage employees in work that is not only meaningful but work which also utilises their strengths. Engaging in work that utilises our strengths is associated with an increase in energy, productivity, happiness, confidence and resilience and a decrease in stress.

TIP: Remind the team of their important role in achieving the organisation's vision. Be specific about the role they play. See someone struggling? Check in with them and see if there is something they would like to be doing more (or less) of. Let them play to their strengths as you all work together to achieving the vision. Are you not sure of their strengths? Are they not sure? Please reach out to us @ career&change@chandlermacleod.com for individual strengths based coaching or a virtual team strengths based workshop.

4. Foster Resilience & Wellbeing

Change and ambiguity in the workplace can bring about stress (and distress) for many employees. Stress and distress both have the capacity to decrease the mental health, wellbeing and performance of employees. Conversely, a culture of resilience in the workplace, can support (or increase!) an individual’s wellbeing and can improve both individual and organisational performance.

Resilience is the capacity of an individual to adept effectively to adversity with a short-lived downturn in functioning.1 Managers and leaders play an extremely important role in maintaining the psychological resilience of their employees. This role can be summarised into four key areas: 1) reducing unnecessary drains on resilience, 2) promoting adaptive workplace behaviours and thinking in the face of difficulties, 3) allowing employees the opportunity to access needed resources and 4) supporting the development of both personal and social resources [1].

TIP: As a leader, model resilient behaviour and thinking and inspire it in others. Focus on what’s within your control (as opposed to what is outside of your control or influence), promote a learning orientation as opposed to a performance orientation (e.g. what did we learn from that lost opportunity rather than we didn’t win) and demonstrate optimism in the face of uncertainty. Your response to challenge, adversity and uncertainty can become the blueprint for others to build resilience.[1]

5. Regroup to Reinvigorate

After change and transition many teams will simply move onto the next project or order of business. Unfortunately though, teams are sometimes moving onto other pieces of work with a mindset that may not be ready to simply “get on with it”; relationships have fundamentally changed, psychological contracts altered and a trust that was once absolute, potentially now questionable. Often in these scenarios, team building days (which allow connections to be re-built) are advised. A mix of formal and informal activities are undertaken which foster connection, trust and collaboration. There is an opportunity, however, to undertake an organisation wide initiative that fosters connection, trust and collaboration but to also do this in such a way that fun at work is created, a positive “vibe” generated, and “energy” injected.

TIP: Where possible continue to engage your employees in meaningful team projects and organisation wide initiatives that allow you to engage with and remain connected to the community. Giving back amidst a socially isolating crisis can allow you to remain connected to the community, reinforce the idea of the team or organisation working towards a common goal and can provide a reprieve from focusing or ruminating on our own worries. Not sure how to give back? Perhaps you, your team or organisation have a unique set of skills that could help others at the moment? What help does your local community need right now? Stuck for ideas? Let us help you with a virtual ideation workshop (simply reach out to us at career&change@chandlermacleod.com ).

Brought to you by Linzi Tawfik, Senior Consultant Psychologist at Chandler Macleod People Insights.

[1] Crane, M. (2017). Managing for resilience a practical guide to individual wellbeing and organizational performance (1st ed.). Routledge.

No Glass Ceiling Video Case Study

Wed, 01 Mar 2023 05:16:44 GMT

Providing Employment Opportunities for Women over 45

Chandler Macleod, in collaboration with Jobs Victoria and Dnata, are thrilled to announce the release of our new video showcasing the No Glass Ceiling Program, which is designed to provide employment opportunities for women over 45 years of age who are unemployed or at risk of unemployment in male-dominated industries.

This video highlights the success stories of two women, Nobue and Natalia, and their journey from unemployment to placement into their new roles with Dnata. Join Nobue and Natalia as they outline how they benefited from the program, showcasing their journey from the training phase to securing entry-level roles in a male-dominated industry. It also provides an overview from a No Glass Ceiling mentor of the program's features, including bespoke training, case management plans, psychometric assessments, and post-placement support.

Hear from Natalia and Nobue

The video aims to raise awareness of the program's effectiveness in breaking down gender barriers and providing equal employment opportunities for women.

Through this video, we hope to inspire more women to join the program and take advantage of the opportunities it offers. We are committed to ensuring that all women over 45 years of age, regardless of their background or experience, have access to these life-changing employment opportunities.

Overall, we are excited to share this new video with our community and showcase the positive impact of the No Glass Ceiling Program on the lives of women over 45 years of age.

Hear from Jennifer

Another success story, last year we met Jennifer and followed her tear-jerking story that ended in triumph and employment at Woolworths. If you missed Jennifer's story you can watch it here:

You can learn more about the No Glass Ceiling program or you can make an inquiry with our Equity Employment team at ngc@chandlermacleod.com .

What is the compatibility of Artificial Intelligence in recruitment?

Tue, 28 Feb 2023 05:41:20 GMT

As I mentioned in my previous blog piece , there are several recruitment trends that will define 2023. One that is obviously going to leave its mark is the rapid progress and use of AI, which I will focus more specifically in this article. As we explore this space, there are various artificial intelligence (AI) solutions that may be integrated into your business to improve the user experience for all major stakeholders in the recruitment process.

There are numerous AI technologies available for various industries and applications, and what counts the "best" will depend on your organisation's specific needs and goals. Here’s some of the most utilised AI technologies in recruitment:

Chatbots: Chatbots can automate initial candidate screening and answer common queries, allowing recruiters to focus on more difficult jobs.

Resume Parsers: Resume parsers scan and analyse resumes fast to find critical information such as skills and qualifications, saving recruiters time and enhancing accuracy.

Candidate Matching and Recommendation Systems: These tools use AI algorithms to match candidates to job requirements, saving recruiters time and effort and boosting the likelihood of a successful recruitment.

Video Interview Platforms: AI is used to assess candidate responses and provide feedback on characteristics such as tone, body language, and communication skills in video interview platforms.

Predictive Analytics: Predictive analytics can help recruiters make informed judgements and improve their hiring processes by providing insights into candidate performance and success.

Indeed, AI tools can help to expedite and optimise the hiring process for all stakeholders, saving time and effort while enhancing hiring quality. There are numerous AI technologies available for various industries and applications so here are some examples of the more popular AI applications used and their functionality:

HiredScore is AI-powered recruitment platform that matches candidates to job criteria and predicts their likelihood of success in the role using machine learning algorithms.

Mya Systems is a chatbot that automates basic prospect screening and pre-employment tests, allowing recruiters to focus on more difficult jobs.

Entelo is an AI-powered recruitment tool that identifies and predicts the best-fit individuals for a post based on characteristics such as abilities, qualifications, and work history.

The speed at which new solutions and market entrants are popping up can be overwhelming. When selecting an AI tool, it is critical to analyse your organisation's specific needs and to select a solution that corresponds with your beliefs and goals and engage a market leader to help you design the best solution for your needs.

Another AI option that was non-existent a month ago but is currently buzzing throughout the world is ChatGPT. For those who may have missed it, OpenAI's language model was released as a beta version late last year, and aside from having some personal fun with ChatGPT from writing a theme song for Chandler Macleod and our BestFit™ methodology, pondering what Plato would think of today's republic, spending some time utilising it as a personal coach, I began to research how this AI can be applied to the recruitment process.

ChatGPT is morphing into many uses and clearly it can improve and streamline the recruitment process in a variety of ways. In its very basic format, you can teach it to write job ads from any job description and if you feel adventurous add a touch of tone, say pirate theme, that will make your ads as unique as your imagination will take you. In a more advance approach, ChatGPT can be used to create chatbots that can automate early candidate screening and answer typical enquiries, allowing recruiters to focus on more sophisticated jobs.

It can also be used to create algorithms that assess candidate responses and give feedback on things like communication skills, tone, and attention to detail. It may be developed to match candidates to job needs based on criteria such as skills, experience, and work history.

ChatGPT can be used to create predictive analytics that forecast candidate performance and success, delivering useful information to recruiters to help them make hiring decisions. Overall, ChatGPT can be used to automate and streamline many areas of the recruiting process, saving recruiters time and effort while increasing the candidate experience, clearly there is no limit it it only early days.

When you evaluate the growth of AI beyond the benefits and the tremendous revolution it is already causing in the workplace, you must consider the potential displacement of task or job redundancy and the threat it can pose to peoples’ career.

Work is an important element of life because it gives us a sense of purpose, accomplishment, and financial security. As AI becomes more integrated into the workplace, it has the potential to alter our perceptions of work and the abilities that are valued.

Having the benefits of our Chandler Macleod Consulting division, I discussed this topic with our in-house organisational psychologists and it became evident that it is critical to evaluate how AI will effect the workforce and the business as a whole.

On one hand, AI has the potential to increase efficiency and productivity by freeing up employees' time to focus on more complicated and creative activities, however concerns about job displacement and the need for people to adapt to new skills and technologies may exist.

It is critical for firms and leaders to address these issues and support employees as they adjust to the changing nature of work. This can include offering opportunities for training and growth, clear communication about the role of AI in the company, and explicit rules for dealing with job displacement.

Moreover, the ethical implications of AI in the workplace must be considered, such as guaranteeing fair and unbiased decision-making, preserving employee privacy, and ensuring that AI is utilised in ways that correspond with company values and goals.

Overall, the incorporation of AI in the workplace brings both obstacles and opportunities, and it is critical for enterprises to handle it holistically and strategically. The last time this amount of change occurred in the workplace environment was when the typewriter was replaced by the computer, which terrified many professionals at the time, but here we are today thriving and about to enter a new paradigm - the new dawn of AI!

How to get back on track after being laid off

Mon, 27 Feb 2023 06:00:08 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!

Finding balance in your work-life

Sun, 26 Feb 2023 06:19:44 GMT

Work-life balance was a hot topic pre-2020, and everyone wanted to know how to get a good work-life balance for themselves. After the pandemic begun, companies were forced to adapt to work-from-home structures that improved work-life balance for many people, making it the new norm.

Now, there is a new struggle surrounding work-life balance. Some work-from-home struggles include:

Working after hours (overtime) from home because it’s easy to do and hard to switch off
Receiving or sending emails after work hours or on weekends, allowing work to encroach on non-work hours
Not enough simple communication (such as instant chats), too many meetings to keep up ‘face-time’
Family time and work time beginning to blend
Time management issues with busier workloads

Overall, the common theme is that the line between work and ‘life’ has gotten so thin that sometimes it can be hard to switch between the two and we can fail to set boundaries, letting work take over our lives. Here are our tips on how to bring work-life balance back into your life.

Make a schedule that works for you

The idea of work-life balance is that it’s more flexible than the traditional 9-5 at the office. So, make a new work routine for yourself and try to stick to it as much as you can during the week. For example, you may need to start after 8:30am when you’ve dropped the kids at school, or if that isn’t your responsibility, you can start earlier, and finish earlier to pick them up! Whether you do or don’t have kids, you can make a schedule that works for you and how you work best, considering things like whether you’re a morning or night person or whether you prefer short or long breaks.

It can be handy to put your ‘flexible’ office hours in a signature or automatic reply to help people understand when they can expect to hear back from you, especially when your hours differ a lot from other people’s regular hours. This is also helpful in setting boundaries which we will discuss in another point.

Get comfortable with flexibility

More on that, you should become comfortable with flexibility and take advantage of work-from-home life. You can start by setting home related tasks throughout your day alongside work-related tasks on your personal to-do list. For example, say you need to complete a work task – make note that after that item is ticked off the list, you can do a load of washing, then you can take a lunch break, then you can start on the next work-related task. It is especially helpful to do this with chore type home duties that can help you continue to feel productive. By inserting these small home tasks in your day, you will have more time with family and for leisure when it’s time to officially sign off for the day or week.

Understand outcome > input

Don’t let the old ideas creep back in such as: ‘oh they might not think I’m working hard enough if they can’t see me working 9-5,’ or ‘they’re going to think I’m slacking if I don’t respond straight away.’ Remember that most importantly it is about adding value and producing work, NOT, how you do that. If you can produce quality work, or honest results within a fair time frame, and do what you say you will do, it shouldn’t concern others how you got there. We all work differently, which is something to embrace with flexible work.

Get acquainted with ‘do not disturb’

In those ‘off’ hours, don’t be afraid to put your phone on ‘do not disturb’ or turn off notifications for certain apps such as your email. This can help you keep your mind off work and keep you more in the present moment. There is nothing worse than receiving an email after hours that you know you’ll have to deal with the next workday – it can cause stress and bring you right back into a work headspace. We are big fans of ‘do not disturb!’

Make a personal priority list to focus on

If there are some home life items you’ve been neglecting, make sure to add these are priorities on your to-do lists. Whether it be about health or more quality time with friends and family, add it into your front of mind. Make it a priority to work towards, just like any other task. This can help you remember to create boundaries with yourself and to switch off and move focus to important personal goals and needs.

Unlearn the ‘always online’ mentality

In a largely digital world, we are all connected, all the time! It’s too much. Many of us are expected to respond straight away because ‘you’re on your phone all the time’ anyway. Whether you are online all the time or not, it does not always mean you are available to respond immediately. Often times, people can create stories about why people aren’t responding, or we can feel massively guilty for not being prompt or having the energy to properly reply. What we truly have to understand is that just because we can all be online at the same time; does not mean we are all running on the same schedule or at the same capacity at the same time too. It can be helpful to have this conversation with colleagues to remind each other that it’s okay to respond when you can and not straight away, as long as you respond at some point within a respectful time frame (relevant to your work hours).

Set boundaries

Setting boundaries around your work schedule, your response times, your private life, your home duties, and the balance you have built, are all important and helpful things to consider. Once you have some balance in place, it can be helpful to communicate this with other people you work with. It can be done in conversation about a project, for example, ‘I can do this for you but given my work schedule and current work load a realistic time frame would be by next Friday,’ is one way to create realistic expectations and help others understand your workload and schedule. Or it can be as simple as mentioning your work hours or days in an automatic reply (as mentioned earlier). You can also have formal (or casual) conversations with people you work with frequently to let them know when they can expect to hear from you if not in normal work hours.

It's important for leaders to ‘lead by example’ and ensure colleagues don’t feel pressured to respond right away, or work after hours, even if emails are sent during those times (those times may work best for other people, but not for us.) Communication is really important in maintaining a nice work-life balance for all!

How do we make the world of work better in 2023?

Thu, 02 Feb 2023 05:38:29 GMT

In 2023, it is difficult to imagine a workplace where you cannot be given the option to work from home and not have the reliability and convenience of a smart phone to help you work and stay connected. Compared to 50 years ago, these affordances have certainly improved the ways we can work and be productive, but they are not the only way employers and companies can make the world of work better for their employees. In this article we cover seven ways on how we can make the world of work better.

1. Improving workplace diversity and inclusivity to create a more equitable and supportive environment.

Over the past few years, there has been a lot of emphasis on workplace diversity and inclusion which we can expect to continue into 2023. Workplace diversity and inclusion is important because it creates an environment that is inclusive with equitable access to opportunities. It can make employees feel valued and supported and naturally promotes a healthier, happier and more productive workplace.

Chandler Macleod has a number of programs in place to work on our commitment to improve workplace inclusion and diversity.

We are proud to be part of WORK180 to recognise our commitment as an employer for all women.
Our focus on Indigenous employment and implementation of our Reconciliation Action Plan allows us to grow our connections with our communities.
Our Female Employment Program allows us to support women over 45 years of age looking to start, or re-start, their careers in a new industry.

2. Providing opportunities for professional development and skill-building to help employees grow and succeed.

The idea of ‘quiet hiring’ is trending in 2023 as it embraces the concept of upskilling current employees to support company needs, but also to invest in their people’s professional development. Successful companies are made up of the talent of their employees and leaders, so it is important to continue providing new opportunities and stretch assignments when the employee welcomes it, and their workload allows to avoid an occurrence of burn out. Ultimately, for companies, it is a way to show their people that their talents are valued, and they see their potential to grow their skills for future success in the company.

3. Offering flexible work arrangements, such as telecommuting or flexible schedules, to support work-life balance.

Flexible work arrangements suddenly became a workplace necessity during the height of the COVID-19 Pandemic in Australia and around the world. Employees quickly saw the benefits of working from home – and in effect made the world of work better during a difficult time in history. But as lockdowns and COVID-19 restrictions have now eased, employees are not eager to lose the advantages working from home provided to their work-life balance. In 2023, company Hybrid-Working Policies are not only becoming more common to appease their employees, but acknowledging it is providing stronger employee engagement, productivity, and retention.

4. Encouraging open and transparent communication to foster a culture of trust and collaboration.

Encouraging open and transparent communication in the workplace can have many benefits that contribute to a better work environment. Open and transparent communication can encourage a more harmonious workplace with deeper trust, improved collaboration, higher accountability, stronger creativity and innovation, and reduces conflicts before they arise. It will make the world of work better for both employers and their employees as employees will feel valued and empowered, which can lead to improved wellbeing and job satisfaction.

5. Investing in technology and automation to streamline processes, reduce workload, and increase efficiency.

Investing in technology in the modern workplace makes the world of work better in how it can improve processes, productivity and even profitability. The evolution of cloud computing has proved advantageous with the popularity of working from home, and this is complimented by communication tools like Microsoft Teams and Zoom which makes collaborating with team members possible when working remotely. And we can not forget about how Artificial Intelligence helped automate routine tasks so employees can use their time on more important and profitable tasks, increasing efficiency.

6. Implementing fair compensation and benefits packages to attract and retain top talent.

Implementing fair compensation and benefits should be top of mind for all companies as the candidate and skills shortage market is expected to continue in 2023. This can involve sitting down with your employee to discuss a base pay increase, a bonus for good performance or reaching a company career milestone, or even salary packaging to show company appreciation of the value their talent brings to the company. Having these measures in place also can help attract top talent.

7. Promoting wellbeing to help employees better manage stress and achieve a healthy balance.

Promoting a healthy and safe environment creates a positive effect on several factors in the workplace that makes the world of work better for everyone. A healthy and stress-free workplace creates opportunities for higher job satisfaction, which leads to employees producing better work as they are more mentally and physically healthy, and in turn contributing to a positive workplace culture because their wellbeing has been prioritised.

Ways companies can promote work-life integration to support employee wellbeing include:

Offering flexible work arrangements (see point number 3!).
Encourage the scheduling of breaks for lunch and rest.
Organise a wellness week.
Implementing an Employee Assistance Program (EAP) so employees have a safe and confidential space for employees to speak about their mental health.

Read our article here with tips on how to find balance in your work life

Companies should continuously review their workplace policies and engage in employee feedback to ensure the processes in place and company culture reflects the needs and positive wellbeing of their people. We’ve provided only a few strategies on how to make the world of work better in 2023, from championing workplace diversity to investing in technology that improves employee work efficiency, but we believe these seven are essential for all companies to get right for the benefit of their employees, but also company processes, productivity and profitability.

2023 Recruitment Trends

Mon, 30 Jan 2023 06:27:39 GMT

After time off to relax and reflect over the festive season, my thoughts turn to the cyclical world of employment and recruitment. I ponder what it has in store for us in the new year. What has become apparent in recent years, particularly in Australia, is that nothing is constant and recruitment is no exception.

As we look ahead into 2023, there are new innovations and reoccurring trends on the horizon which I expect to gain momentum. This evolution is exciting and challenging, and today I’m sharing my top 7 to keep an eye on in the world of talent:

1. VR as in Virtual ‘Recruitment’ is here to stay

Virtual recruitment and remote hiring exploded during the COVID-19 pandemic, causing disruption to the standard recruitment and business models. 2023 is sure to see this trend continue as businesses explore methods to cut expenses and boost productivity. In a candidate short market, VR and remote hiring allows businesses to reach a far larger pool of talent to recruit, onboard and manage without the need for in-person interviews and in-office commitment. Challenges remain in improving the user experience, maintaining employee engagement, and reducing the time taken from application to hire.

2. AI speeds up hiring time and enhances user experience

AI-powered recruiting solutions can assist businesses in automating repetitive tasks, finding the most qualified applicants for a position, and making better hiring decisions. It's crucial to remember that AI is not a substitute for hiring people; rather, it is a tool to support recruiters to prioritise areas where they can have the greatest impact.

3. DE&I focus to continue to grow

Diversity, Equity, and Inclusion (DE&I) will gain further popularity in 2023 as companies are realising how important it is to foster a diverse and inclusive workplace. Recruitment teams are putting more effort into writing job descriptions that are inclusive, finding candidates from underrepresented groups, and employing bias-free hiring practices. The current generation of candidates entering the workforce we know are becoming more interested in working for companies with strong DE&I in their employee value propositions.

4. Referral Programs get a reboot

Employee Referral Programs are not new and employers have historically relied on employee recommendations when looking for new workers. In a crowded marketplace with plenty of options and low employment levels, we can anticipate more businesses investing in referral programs for employees and rewarding them for referring friends and coworkers in 2023.

5. Ads out, socials in

Finding passive candidates has become vital in a candidate short market. Whilst SEEK has a dominant position for the Australian job seeker, social media and other apps have become increasingly important in reaching a wide audience of potential employees. Facebook , Twitter and LinkedIn will continue to be used for recruitment (despite Facebook removing their job post feature last year) and Instagram is definitely a strong contender as it grows in popularity along with Tik Tok for younger audiences. How businesses use these and other platforms in 2023 remains to be seen, but the landscape is constantly evolving providing an exciting and challenging prospect for reaching ‘hidden’ talent and sharing a company’s culture and employee value proposition.

6. The demand for flexibility

Flexible and hybrid working is no longer a ‘pipe dream’ for employees. In industries where this remains possible, it’s become a high demand option for candidates. Businesses who have resisted the change will likely start to provide part time, flexible and hybrid working arrangements to meet demand and attract and retain talent.

7. Staying competitive

Australian businesses will continue to compete with multinational corporations for top talent in the global labour market. Competition can be particularly tough in sectors like technology and finance, and businesses find it challenging to recruit and retain global talent due to cost of living pressures. Opportunities to work and live abroad may be appealing to some employees, especially those that provide a lower cost of living and a wider range of cultural experiences. To compete, Australian businesses must continue to improve their Employer Value Proposition (EVP) and concentrate on producing competitive wage packages, offering chances for professional advancement, and cultivating a supportive and inclusive work environment.

The world of hiring and recruiting is continually changing, and these trends will continue to influence how organisations approach their recruitment or who they partner with to provide them with the right advice and support in 2023. Companies who can adapt and navigate these changes by using the newest tools and techniques for hiring will be in a good position to attract personnel in a very globally competitive marketplace.

Getting back into work from short or long-term time off

Sun, 01 Jan 2023 06:35:38 GMT

After time off work it can sometimes be a challenge getting back to into it. Not only can motivation be hard to come by, but also, adjusting to a new routine can seem somewhat unfamiliar and difficult.

There are multiple reasons for having time off including

Maternity or paternity leave
An extended holiday break
Medical leave
Carers leave
Being made redundant

Whatever your reason, the challenge can be very similar!

You have to adjust your personal life (potentially with new circumstances for many), with a new work life.

Things to do before you find work

There are quite a few things that you can do to prepare for getting back into the job search journey. Here is our list of must-dos to help you get back on your feet for the job hunt.

Update your resume (include transferable skills from your time off)
Let your network know what roles you are looking for
Update your LinkedIn and reach out to old connections and colleagues
Apply for roles over several channels
Conduct practice interviews with people you know
Mentally prepare and develop a new routine prior to finding a job

What about after you get a job or if you’re going back to one you already had?

Get a clear understanding of your responsibilities and goals

One way to get back on the right track is to gain clarity. Reaffirm your job responsibilities and what might be expected from you with your manager. This can help you establish some work goals. You can also chat with your manager and/or team about company and department goals as this can help guide you in what to get started on and further goals you can set for yourself.

Start a new to-do list

The best way to organise your mind is to get your thoughts out onto a page! Start a new to-do list, even with the smallest items so that you feel some sense of organisation and clear direction.

Organise catch ups with people you will work with frequently

Reacquaint yourself or get to know people. This is good from a social aspect to feel part of the team and remind people you are back and how you can work with them. It’s also good for you to understand who to go to for certain items and how they can help you integrate back into work.

Plan your new work schedule/routine and try to stick to it

Having a routine can help us feel organised and prepared. When we stick to a routine as much as possible we can begin to adjust into a ‘new normal’ that we feel comfortable with. Once the routine is actioned enough times, maybe for a few weeks, it will become second nature and feel more manageable.

Plan your new home schedule too

By adding work into the mix, your home routine may change too. This could mean sitting down with your partner or family and discussing how things will change, and what extra help you might need at home. Additionally, you may need to rearrange a timetable of things for yourself, change your sleep schedule or pencil in time for your self-care. Whatever changes you need to make, it’s important to plan them and then implement them – again, trying to stick to them as much as possible to create habits for your new normal.

Self-reflection and Celebrating your Year

Tue, 27 Dec 2022 06:42:15 GMT

Just like that, another year has passed! We are coming to the end of 2022 and preparing for a rest before we get back to it in 2023.

The end of the year is one of the most popular times for people to take some time out, reflect, and set goals for the future.

In this blog we would like to focus on self-reflection and celebration. It can be overwhelming at the end of the year with all the holiday activities going on that we can rush past the part where we notice how far we’ve come and skip over into the new year feeling like we have to create new goals and plans.

However, one of the most important parts of setting goals and maintaining motivation, is to realise how much we’ve already achieved. Here is what you can do and why to celebrate the year that’s passed.

Journalling your achievements

Firstly, take a moment to celebrate! Write down all the things you were proud to have achieved this year. It could be anything, for example, you could have kept an exercise routine, moved houses, got a new job, started a family, finished a creative project, organised your home… the list could go on! No matter how small you think an achievement is, write it down.

Reflecting on what you have achieved is a great reminder of all you can do, and it is a good motivator to keep going, and keep achieving, in the same or different ways. There is nothing worse than having the attitude of ‘look how far I have to go’ – without noticing how far you have already come. This perspective can help you move forward and feel good about yourself.

Journalling what you could have done better

We also have to acknowledge what could have gone better. This can be a bit tricky and confronting at times. By taking responsibility and owning our mistakes and missteps, we can create a better plan going forward that will lead to better chances of success. Plus, when we acknowledge room for improvement, we start taking huge strides in self-growth and personal development which overall benefits us in all areas of our life.

Think about what you want to continue doing

Make notes on all the good things, whether that is relationships, activities, habits, or circumstances you want to continue with. You’re already doing them, which makes them easy goals and lifestyle choices to continue achieving! This kind of reflection helps us to recognise what we are capable of achieving and embracing consistently. Delve into how these things make you feel, and reflect on the positivity that these actions bring to your life to further the incentive to keep them around.

Think about what you want to stop or remove

Alternatively, think about the things you want to stop doing or remove from your life. This one is not only about mistakes or errors, but could be external factors that cause you stress or upset such as a toxic job or bad relationship. Or it could be a bad habit such as smoking or drinking. Whatever it may be, put the intention out there to stop or remove this factor from your life. It can help to explore feelings of why you want to remove these things, and how they negatively impact you so there is stronger encouragement to remove them from your life.

Pinpoint 5 words to describe your year, and 5 you want to reflect the year ahead

A fun reflection idea can be to put together 5 words that described your past year. For example, it could be:

Busy
Exciting
Change
Joy
Stress

They don’t all have to be positive words – try to be truthful and accepting. Understand that over all, a year can feel like it was ‘good’ or ‘bad’ but it was most likely a mixture of these things. This is a nice reminder of the need for balance.

Then, aim to create a list of 5 words for how you want the next year to be. This is more aspirational so the words can be more positive. If you’d like you can print off or write out the words and stick them in a place you see every day (like on the fridge or at your desk!) to help remind you of the vibes you want in your life!

This list could look like:

Happy
Dedicated
Fun
Relaxing
Adventurous

Enjoy your self-reflection and allow it to put you in the right mindset for goal setting in the new year!

How to discuss transferable skills in your job interview

Tue, 22 Nov 2022 06:48:13 GMT

Transferable skills are often soft skills, that you have learned in other roles whether in a professional setting or in a personal experience.

When applying for roles where you may not have the full scope of experience, but know you have the full capability to adapt, you should keep the topic of transferable skills top of mind.

Here are our top tips on how to discuss your transferable skills in a job interview!

List your greatest qualities beforehand

To give yourself some confidence, as well as a good reminder of the skills you possess, write down your top skills that you believe would be useful and relevant to the roles you have applied for. It can also be helpful to make note of examples and situations where you exhibited these skills so that they are fresh in your mind and you can easily speak on them when they come up.

Think about the role and what skills would appeal to the employer

When making your list, or after making your list, highlight or emphasise the skills you think will be most important to the employer, both for their organisation and the role. This way you can focus more attention on these skills, potentially offering more than one example. Sometimes our soft skills can come from multiple different experiences – it can be nice to express both professional and personal experiences which led to your skillfulness. This will give the employer a good impression of how you easily adapt and pick up skills as well as showing your personality which can be something that sets you apart.

Follow up with evidence and explanation

Always make sure to follow up mention of your skill with evidence and explanation. For example, it is not enough to merely say “I am very well organised and pride myself on my time management”, it should always be followed up with an example, and an explanation of that task. You could continue saying “for example, on my most recent project I was able to finish before the deadline which brought forward the following project, putting me and my team in a good position to have more time and energy for future tasks”.

Unlike in the above example, it is important to be very specific to your experiences. You should even mention statistics or numbers if they are applicable. It’s important to ‘show’ and not just ‘tell’ when speaking on your skills.

Listen for opportune moments to share

Some questions might not start out with a straightforward way of mentioning your skills, sometimes, questions are asked in a roundabout way where you might have to talk about the ‘evidence and explanation’ first, whilst then clarifying the skill that demonstrates afterward. For example, “Are you confident with team leadership?” and “Tell me about a time where you considered yourself successfully leading a team.” are essentially the same question. Be mindful and aware to listen for space where you can introduce new and different experiences that show off your skillset.

Talk about how you learn new skills

Make sure that ‘fast learner’ and ‘adaptability’ are two skills high on your ‘to talk about’ list. Most of the time, employers don’t necessarily look for people who already know everything about the proposed role, but rather they look for people who can be molded into the role, who have the skills that are adjacent and complementary to what is required from a person to be successful in that role.

In simple words, it’s not always what you already know, it’s also what you are capable of doing and learning. As always, back up your fast learning skills with examples!

Share any accomplishments

Last but not least, find a way to work in your accomplishments. Often these will be examples that you can offer an explanation for. It is helpful to keep those listening ears alert for moments of opportunity in this case especially. You may not get asked flat out, “what are your greatest accomplishments?” but you may get asked how you handle certain situations, or when you displayed certain characteristics which are some examples of important chances to speak on your accomplishments.

Ensuring Psychological Safety in your Workplace

Tue, 18 Oct 2022 06:57:28 GMT

For Work Safe Month, there are many ways to explore being and feeling safe at work. In this month’s article, we look at the role of psychological safety at work, and how we can create an environment where our employees feel psychologically safe.

What is psychological safety?

Psychological safety is when employees hold a comfortable belief and trust that they “will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes" in the workplace. [1]

Ultimately, it is about creating a space where employees feel secure to:

Speak up and share ideas
Own their mistakes
Take risks
Explore innovative ideas
Be open and honest with feedback and thoughts

Why is it important?

Psychological safety at work is important for employees to feel comfortable in not only being themselves, but in bringing new ideas to the table even if risky or unconventional.

If people are fearful of negative consequences when they make a mistake, they may be more likely to display dishonest behaviours and be weary of taking accountability.

If they are fearful of negative consequences when sharing ideas or feedback, they may work with less creativity, feel isolated or unheard in their role, and/or quietly become disengaged (leading to lower productivity and employee dissatisfaction).

Ultimately, everyone deserves to feel psychologically safe at work to help them bring their best to the table.

Ensuring psychological safety will encourage the following in your workplace:

Innovative ideas or solutions
Strong feedback culture for effective improvement
Employees who feel valued and respected
Employees who feel accepted and encouraged
Motivated employees who are more likely to take initiative
Less employee turnover

How to create psychological safety at work

Create clear expectations

Without clear expectations around work performance, it can be hard for employees to measure and understand what their goals are, and therefore can lead to unsureness and loss of direction. Each employee should have their own goals, as well as an understanding of overall team and business goals so that there is a clear understanding of what they are working towards with you and with other colleagues.

Show your engagement

Be mindful to prove you are engaged with your team and the people you work with. This could look like:

Being present in meetings
Re-capping and asking questions
Listening to others' suggestions
Asking people for their input/opinion

Avoid blame, ask questions instead

When errors are occurring and mistakes are being made, it can be easy to become frustrated. However, if we take a moment and instead of blaming someone immediately, we ask them a few questions, we may be able to get to the root of an issue instead.

Promote self-awareness

You can show self-awareness in several ways, and it’s important to do so, so that others can follow your lead. Self-awareness brings in emotional intelligence and can help us see things from multiple perspectives to understand how others work best leaving little room for miscommunication.

Self-awareness can look like:

Being your unique self
Explaining or displaying your work style
Taking responsibility or discussing sharing responsibilities
Owning your own mistakes
Letting people know your communication preferences
Talking people through how you work or figure things out
Sharing what kind of recognition you appreciate

Listen to and action feedback

Clearly, it is important that we are open to receiving feedback, and then, after listening to it, we take steps to action change. This shows employees that what they say is valid, valuable and definitely taken into account. It can open opportunity for feedback to flow freely back and forth between employee and employer to create a better workplace for all.

Celebrate your team

It’s important to show appreciation for your team, especially when they share new and great ideas. This creates a space where innovation is rewarded rather than negatively received, creating a safe space. It’s also important to show recognition in general to help employees feel valued in their roles.

Communicate transparently

Transparent communication allows space for employees to feel and be involved with the ‘bigger picture’ encouraging feelings of value and meaningful work. It also displays a level of exposure that can help build trust between employees and employers.

Normalise vulnerability and care in the workplace

Checking in with your colleagues, sharing a little of your stress or struggle (and how you overcome it), and generally participating in purely social interactions are all things that can help normalise the ‘human’ experience. We are not worker robots, and we cannot be expected to perform at the same rate constantly – especially when life circumstances intervene. Showing vulnerability encourages your people to be honest and open too. It can help determine any root causes to performance issues down the track by asking simple questions and understanding what may be affecting your employees.

Implement time for discussion

Lastly, it’s good not to just casually ask for feedback or ideas. Set formal time aside in a meeting scenario with a clear agenda so that people have time to think about what they would like to share. Creating a specific time and session for open discussion is a big sign to your employees that you want to hear from them and can ultimately help create a psychologically safe environment.

Solid Start Program Graduation for the Tjiwarl Community

Mon, 22 Aug 2022 07:09:42 GMT

There were emotional scenes at the latest June 2022 Solid Start Programme Graduation for the Tjiwarl Community– the traditional owners of the land on which BHP Nickel West operate about 370kms north of Kalgoorlie in the Northern Goldfields of Western Australia.

This year’s students had just completed the 8-week course after a few serious hurdles requiring tenacity and resolve from all the class participants. Family & friends were either flown in or drove considerable distances to join in the celebrations on the day in Leinster.

This was the 5th annual program we have run, born out of our original 2018 Reconciliation Action Plan. We partner with BHP and Carey Training to provide a comprehensive work readiness program that consisted of 8 weeks classroom, field and onsite work experience to give candidates a real appreciation of work life, the mining roles on offer and a recognised Certificate II in Resources and Infrastructure Work Preparation.

The program covers topics such as money matters, goal setting, hand tool usage, Skidsteer training, as well as real on-the-job experience and visits to all aspects of mine life including nickel processing plant, open cut, and underground operations.

The program has become a standout model in efforts to provide meaningful, long-term roles and successful work paths for the Tjiwarl people – with the majority completing the course, working through Chandler Macleod and gaining skills and experience in such diverse roles as Environmental Officers, Trade Assistants, Dump Truck Operators, Laboratory Technicians and Underground Miners, just to name a few…

The site currently has over 30 Indigenous staff from the Tjiwarl Traditional Owner Group working on site, with the majority being part of our Solid Start Programme.

Project Manager: Craig Myers

Recruitment Consultant: Sweta Pathanah

10 ways to sustain work satisfaction day-by-day

wow@shazamme.com (Default Author) — Wed, 13 Jul 2022 05:51:34 GMT

Not every day at work feels like a good day and there is no such thing as being happy all the time. But overall, we can experience general satisfaction with our work, and we deserve to feel that consistently.

Whilst employers are responsible for keeping employees engaged and providing safe and enjoyable workplaces where people feel supported in their roles, there is also some responsibility with the employee to maintain a good working attitude and to put in reasonable effort.

So, here are our top tips for how to find happiness at work and feel satisfied in your role (almost) every day!

Connect with positive employees

The people you work with can make a huge impact on how much you enjoy work. If you have a good community at work who you enjoy speaking with both casually and professionally, this can increase your happiness throughout the day. Positive interactions make us feel like we belong which is an important factor in enjoying our work.

Find meaning in your work

For many people, if they feel their job is ‘pointless’ they may be more prone to work dissatisfaction or unhappiness. The goal is to find 1-3 great reasons for doing your job. This could be something pertaining to your specific work, or what your company stands for, or something more personal like what you work hard for, such as your family.

Reward yourself

You may not always get the words of encouragement at the level you need. To make sure you feel like you are doing a good job and achieving, set rewards for yourself when you complete hard-to-do tasks. You could reward yourself with a short break, listening to a podcast, a sweet or savoury treat, a new candle… or anything of your choice! This helps to keep you motivated as you not only experience the reward of finishing the task, but there is also another positive moment waiting for you.

Own self-responsibility

To feel more in control of your work life, you must own the responsibility of not only the work you are currently doing but also your potential development and learning. Take action, be proactive and lean into taking initiative with your job. This may be seen as ‘going above and beyond’ and can work in your favour. Not only to feel satisfied at work but also to be recognised for your efforts.

Don’t get stuck in a negativity cycle

Sometimes, if we have one bad day, or bad interaction, this can leak into all other moments of our day (or even week!). After a negative occurrence, try taking a break and using a conscious breathing pattern that works for you to bring your mind into a calm space. Try not to spread negativity or get caught up in it, because this is a quick trip to being unhappy at work.

Manage your to-do list

Being on top of your to-do list and ticking your weekly tasks off can be insanely satisfying. Not only does it fulfill a sense of achievement, but it also helps your time management and reduces potential stress. When writing out your to-do list you can categorise and prioritise your work so that you have a clear path to work through.

Help others

Helping others is a great way to feel valuable at work. Firstly, you are helping another person learn something new or relieving them of some stress. On top of that, you are able to connect, support and feel involved at your workplace.

Reflect on your achievements and strengths

By reflecting on your achievements and strengths you are able to take a step back and see how amazing you are. It’s important that we feel self-confidence about our abilities and skills as this can help motivate us to keep up the good work!

Don’t ‘overwork’, take breaks

A huge de-motivator is having no work life balance. Make sure you take time out for your personal life and don’t let work be all that you think about or do. It can be overwhelming when work takes over and we can start to resent our job.

Be open to learning

The greatest thing you can do to keep interested in your work is to upskill and learn new things. This keeps things challenging and can also create new opportunity for you to expand and grow within your role (or to a new role!).

How do you keep motivated and satisfied at work?

Chandler Macleod xPO team now Gender Equity Accredited

wow@shazamme.com (Default Author) — Thu, 30 Jun 2022 20:59:20 GMT

What is a Gender Equity Accreditation?

The Gender Equity Sourcing Accreditation for Recruiters has a keen focus on raising organisational standards for women, and by women, Work180 means all who identify and/or experience oppression as a woman (including cis, trans, intersex, non-binary, or gender non-conforming individuals).

Such an Accreditation gives recruiters the chance to upskill and increase their ability to attract underrepresented candidates. As well as having a point of proof for clients that talent acquisition team members have the sourcing skills and knowledge to increase women's representation.

“As an organisation, Chandler Macleod values diversity and recognises the tangible benefits that are realised through an equitable, inclusive and diverse workplace. We are thrilled to be co-creation partners with Work180 on this initiative, providing our team members with the skills and tools to influence positive change within our clients’ businesses and help them realise their DE&I objectives. We also appreciate the immense benefit to many candidates in knowing they are speaking with someone who understands the barriers women (cis, trans, intersex, non-binary or gender non-conforming) and underrepresented groups face when applying for career opportunities” – Rebecca Thomas our xPO Solutions Director

Work180’s Gender Equity Accreditation was achieved through a series of workshops, hands on activities and reflective lessons.

Ultimately, our xPO team is now equipped with helpful knowledge from this program including:

A better understanding of the barriers women and underrepresented groups face when applying for career opportunities, and how employers can eliminate these barriers.
Insight into what women are looking for in an employer before they feel comfortable to apply.
How to assess the Employer Value Propositions (EVP) most engaging aspects for women so they can be incorporated in tactical sourcing strategies (e.g. job advertisements.)
What questions to ask to discover a role or an employer’s unique selling point to stand out to candidates.
How to ensure that job ads use best practice inclusive hiring techniques.
How to create job ads tailored to the target audience.
Knowledge on working with hiring managers to create job ads that are transparent and aligned to the employee experience.

Who is Chandler Macleod xPO Talent Solutions?

Chandler Macleod xPO Talent Solutions brings toward all Chandler Macleod’s talent capabilities under one solution. xPO focuses on consultancy first and use their expertise and industry-leading specialists to work on strategic, long-term partnerships and projects, supporting clients with the talent challenges they have, producing best in market solutions. Most often, xPO offer flexible solutions depending on the client’s needs whether that be from select elements of hiring or the entire process.

The xPO team have now completed the accreditation and are the first RPO business in Australia to achieve accreditation!

We are hopeful that this accreditation process will continue throughout our other businesses to ensure gender equity is top of mind and backed by expertise for our recruiters.

How to reduce bias in your hiring processes

Wed, 08 Jun 2022 05:59:34 GMT

This blog is a teaser to a whitepaper we will be launching this month about unveiling unconscious bias.

Unconscious bias is something we all probably have, and it can be incredibly helpful to acknowledge what our biases are and to ensure we know about them, so that we don’t blindly act on them, especially in processes such as hiring.

Our biases can have quite a few negative effects including, but not limited to:

Stopping us giving fair opportunity during hiring processes
Continuing to pigeonhole marginalised communities
Creating disharmony and non-inclusive work environments
Lacking diverse teams and therefore diverse innovation and ideas

So… what can we do to reduce potential bias in our hiring processes? Here are some of our top tips!

Implementations

Blind application and screening processes

This can look like resumes without significant identifying information.

“By hiding certain characteristics like age, gender, ethnicity, or level of education, you can remove the different cognitive biases that creep up when reading a resume” – Glassdoor

Unconscious Bias Assessments as part of the onboarding process

This can ensure all your employees have a self-awareness of unconscious bias and how it may affect their judgement from the very beginning of their journey with you. By introducing this from the onboarding process you can build an equitable culture from the ground up.

Diversity Goals

Many companies have now implemented diversity goals, measured against the statistics of the community in which they are part of. This is a good way to not only build a diverse environment but to also create accountability within your business to create equity.

What Hiring Managers need to do

Be aware and accept that you have biases

The first step is being aware to know which biases are unhelpful or harmful. To deny having bias stops your journey to better hiring decisions from the beginning.

Spend time reading and learning about the experience of underrepresented communities at work

This is an important step to developing understanding and empathy so that you are better equipped to deal with different people’s experiences.

Explicitly call out where bias could show up and when it occurs

It is vital to recognise where bias may have previously effected business decision making, and to make sure people within your business know that it is unacceptable when bias occurs (especially explicit bias). Sometimes a longer, more delicate discussion may need to be had around unconscious biases.

Reduce the influence of other people’s opinions on your decisions

In a managerial position, having other’s input is important, especially when hiring for a cohesive team. However, ultimately, the responsibility needs to be mostly yours, especially for hiring decisions.

Understand how reducing bias can personally benefit you

Reducing bias can be of personal benefit to you too. By learning about this it will help you be more willing and open to doing the work required to avoid leaving your biases going unchecked.

Apply the “flip it to test” approach

This means to ask if you were to swap out the candidate from an underrepresented background with one of your more typical hires, would you have the same decision?

Find out more, including statistics and research in the Unveiling Unconscious Bias Whitepaper coming out at the end of this month!

Why Chandler Macleod undertook a brand refresh

wow@shazamme.com (Default Author) — Wed, 27 Apr 2022 23:20:19 GMT

In some recent brand research, we found some things we wanted to improve upon.

Positively, Chandler Macleod was found to be a very well-known, reliable Australian recruitment company achieving 69% top of mind awareness and 99% prompted brand awareness.

However, research showed that Chandler Macleod was more well-known for blue-collar recruitment than white-collar and weren’t known for their specialisations. (We want to make sure we are reaching out to all our audiences, and to ensure people are aware of all our services!)

The colour palette and brandmark were felt to be quite strong, static and a bit masculine. (Which is something we felt needed freshening up!)

Lastly, the previous ‘Unleashing Potential’ theme was fitting for recruitment but had lost context with customers. (It felt outdated, and we wanted to bring it back to the core of what we do: getting people, on multiple levels.)

So, our new look centres on a fresh pop of coral red, with a welcoming tone of sand, and confident tones of charcoal. We can’t forget some uplifting white, and a smart pale grey, with a hint of driven inspired medium grey. All of which better reflect our brand's personality! Our brand mark was also softened and made fresher with our new brand colours and identifying circle (which represents not only our signature letters C and M, but also a person!).

But this is just what we look like now on the outside. We really hope to get the message across of what we do. Which is what we have always done, just now, we have a tagline to match: We get people.

Chandler Macleod is made up of multiple brands, all getting people in their own way.

Chandler Macleod Staffing literally gets people. We find our client's candidates, and we find our candidate's jobs. We work across all levels of employment, within a multitude of industries including Mining & Resources, Renewable Energy, Government, Procurement & Supply Chain, Banking & Financial Services, Construction, Manufacturing and Transport.

Chandler Macleod Consulting has been using their BestFit™ methodology to understand what makes people tick since 1959. They now utilise psychometric assessment and organisational psychology to help find clients and candidates alike, the best fit for them. They also have extensive knowledge and experience in Career Transition & Change, Leader & Learning Development, and Organisational Diagnostics.

Chandler Macleod xPO Talent Solutions brings toward all of our talent capabilities under one solution. xPO focuses on consultancy first and use their expertise and industry-leading specialists to work on strategic, long-term partnerships and projects, supporting clients with the talent challenges they have, producing best in market solutions. Most often, xPO offer flexible solutions depending on the client’s needs whether that be from select elements of hiring or the entire process.

Last but not least, we have Chandler Macleod Managed Services which is a one-stop vendor-neutral managed concierge service that takes care of Training Administration, Logistics and Vendor Management functions. There are several main functions of our Managed Services team including: Outsourced Administration, Event Management & Logistics, Procurement and Supplier Payment Processing, Data Entry and Records Management, and Outsourced Customer Service Centres.

Time to Hire: Why the long lead times and what to do about it?

Thu, 14 Apr 2022 23:30:53 GMT

We put a few questions to our recruitment teams and 82% of responders found that the time to hire over the last 12 months has increased for many of our clients. Some of our data based on average fill times over the past year also shows there has been at least a 55% increase in time to hire nationally, with this percentage differing for each state.

Currently in the market we are seeing several changes to the candidate mindset and behaviour that could be contributing strongly to these long lead times. We will start this list with the most significant and common factors though all four factors mentioned below are contributing to the current state of the market considerably.

Multiple offers at a candidate’s disposal, they have more options than ever and can move quicker than the hiring process allows.
Long hiring processes, clients not acting quick enough to snap up candidates who have multiple options (as mentioned above).
Candidate shortage, good candidates are not currently moving from their roles or companies so there are also much fewer candidates applying for positions. The reduced number of available Visa holders and candidates not being able to migrate over to Australia as easily as they used to is also contributing to the candidate shortage.
Higher salary expectations, with few organisations raising salaries.

There were also brief mentions of candidates not returning calls or going through an entire hiring process only to choose higher paying options. As well as more caution being shown from both our candidates and clients.

Given these factors, we have not seen an overwhelming change in hiring practices, with many organisations unaware of what is happening in the market. However, actions we have noticed from some of our clients include:

Trying to offer competitive salaries and paying attention to salary insights (this comment was specific to Engineering and Technical positions).

Sign on incentives and an increase in bonus frequency
Flexible work arrangements
Urging candidates to apply even if they do not meet all the requirements in the job ad
Trying to create more trust with candidates (i.e., using their own brand name to promote the role and job)

Despite these efforts, there are other organisations not willing to re-evaluate pay rates or make other changes to counteract the current market circumstances.

Our recruitment consultants were able to share some advice for clients on how to ensure they are getting quality candidates without missing out.

Keep an open mind when it comes to candidate suitability and skills requirements

Candidates are coming from all walks of life and may be switching careers, getting back into work after some time, or just graduating. By keeping an open mind with our demographics, we can reach a broader amount of people who have the ability to be upskilled or bring transferrable skills t the role.

Embrace more timely decision-making when it comes to candidates

A major theme during our research was that response times from clients were too long and there were many missed opportunities where candidates were quickly snapped up by other employers. Some faster decision-making skills could be put to good use when it comes to selecting suitable candidates that have been put forward.

Communicate your Employee Value Proposition (EVP)

An EVP can help advertise an organisation to candidates as somewhere great to work that will not only benefit them in terms of income and stability but with other important factors such as work-life balance and employee benefits. Knowing and communicating the benefits you offer can help bring in more and higher quality candidates.

Create a flexible and positive work culture

Another major factor to consider is flexible work. No one who has had a taste of flexible work wants to go back to a stringent work schedule when they know what they are capable of working flexibly. Where it is reasonable for the position, flexible hours and places of work should be implemented.

In addition, a positive work culture is something that not only brings good candidates in but creates a workplace with more engaged employees who are less likely to negatively contribute to staff turnover.

Improved pay rates and salaries

Another element concerning candidates is for employers to be offering competitive or at the least relative salaries or pay rates. It’s important for employers to keep up to date with what the current rates are in the market and to ensure they are not falling below the market averages.

On that note, it’s important that we also share some advice with candidates too.

The General Manager of our Victorian business, Brett Johnson recently shared in an article that candidates should be looking at new roles not only with money as their driving factor, but also considering the long-term circumstances and career goals they have in mind.

Johnson shares, ‘‘Research is now coalescing around looking for a job where you can be paid well, but also something you are good at, something you love, and — if you can — getting to that holy state of doing something the world needs as well.’’

Johnson explains that by looking beyond salary expectations, we can be open to consider other sweeteners that an employer can offer. Not just perks that look good but more like genuine flexible work options and a cohesive, enjoyable team.

‘‘For all the talk around the great resignation, from my perspective it’s more of a great resistance — people resisting those old ways of working,’’ he says. This is in line with a lot of feedback about employers needing to provide flexible work options for roles where it is relevant.

However, if you really are just after a higher salary, experts give some strong advice to not overreach and, just as employers should, be aware of what is happening with current market salaries. They warn against demanding unrealistic raises or threatening to leave for another offer.

Johnson says, ‘‘It’s a good time to be asking for a pay rise, but whatever you do, it has to be reasonable, I think a lot of companies will remember if you hold them to ransom during a time of crisis.’’

Women Breaking Barriers in History

wow@shazamme.com (Default Author) — Tue, 29 Mar 2022 23:47:47 GMT

To honour Women’s History Month, and to stay in theme with International Women’s Day (#BreakTheBias) we thought it would be nice to look back at how women have beat the odds and found success in male dominated industries.

These are just some of MANY incredible women that should be acknowledged and appreciated for their contributions to society despite all odds.

Make sure to reach out to women who inspire you this month (or any other month), and let them know how they have impacted you.

How to incorporate more empathy at work and why February 2022 (2)

Mon, 28 Feb 2022 10:25:45 GMT

Empathy is the skill to see, feel and understand a person’s emotions and experiences as if we were in their shoes, and can help us gain a deeper understanding of a person’s behaviours and feelings

Why is empathy important at work?

Empathy at work is useful for everybody, especially leaders as it can help build strong, more meaningful, and genuine relationships with colleagues as well as allowing for more patience and less miscommunication.

Emotional intelligence is often an underutilised key to leadership effectiveness. In fact, in an era where company culture is often the largest driving factor for employee satisfaction, making sure empathy is part of the workplace will allow for happier, more productive, and efficient employees. Integrating emotional intelligence into any business's core is a head start in creating a culture with higher retention rates and better employee engagement which only leads to positive business outcomes externally too.

“Empathy is like a universal solvent. Any problem immersed in empathy becomes soluble.”

– Simon Baron-Cohen, British clinical psychologist, and professor of developmental psychopathology, University of Cambridge.

How to incorporate empathy into your work world

Com municate with kindness

When talking to anyone at work, being polite and kind can go a long way. Everyone is busy and it can be easy to ‘get to the point’, however, it’s always important to remember your please and thank you’s. Bein g spoken to in a kind manner not only avoids being mistaken as a rude or grumpy person but it also extends respect to the other person for their time and effort.

Practice patience

Sometimes you won’t always get the response you want, or someone will be running a little late on a project and it may hold up your progress, or maybe someone forgot about a meeting and was a no-show. While all these things can be frustrating, practicing patience can be a good first step here. Instead of rushing to question the person via email with an unhelpful tone, it’s probably better to take a deep breath, think about what that person may be going through at the moment or what miscommunications could have happened. You can also understand not everyone is in the same place mentally and workwise as you are right now, and then respond or follow up in a calm and genuine manner. Sometimes you may need to be sterner than other times, especially if someone has repeatedly let you down, however, try to assess the situation before deciding how you will respond. It's probably always helpful to avoid being totally ‘reactive’ to something that has upset you. Always take a moment to digest the situation before responding

Watch out for signs of burnout

Work can get overwhelming and stressful. Burnout seriously affects employee satisfaction, turnover, and general wellbeing. It can help to recognise signs of burnout like:

working long hours
when someone has ‘no time’
when someone is constantly ‘busy’
when someone is constantly running past deadlines
low energy or disconnected moods

It can help to check in with colleagues more often when you notice they may be feeling overwhelmed. If you aren’t a manager but can see a teammate is under the pump, if you have the capacity, it can be nice to extend a hand to help manage some of their workload. If this is an ongoing issue it’s important to flag the workload concern with your manager and ask for extra support.

Check-in with your teammates

Even when things seem to be running as usual, it is a nice gesture to check in with your teammates. This can be with a group chat at a regular team meeting, or it can be individually via a chat function or phone call. For many employees, the small gesture of conversation can make a big impact in feeling genuinely cared about.

Lead with transparency and authenticity

When you lead with honesty others can see it as an example that they will be accepted no matter their situation. Authenticity in others often gives other people the freedom and space to be authentic themselves.

Learn active listening

Listening properly and purely is a true skill that can help people feel heard and seen. Ideally, don’t listen only thinking of what to respond with. By really listening there is less miscommunication, more opportunity to ask clarifying questions, and positive relationship building.

Show compassion when personal issues arise

We are all human and we all can experience highs and lows in our personal life. Compassion must be shown when employees are going through something at home. This could be offering compassionate or carers leave, or simply showing extra patience. Equally, positive experiences and celebrations can be celebrated like team lunches for birthdays.

Be accepting

Every human is different so it’s wise to simply be accepting of others' differences. You may not always agree with others and sometimes personalities might clash, but this doesn’t mean there has to be drama. Learn the art of accepting. Wouldn’t you want others to accept you the way you are too?

Ask questions

Never be afraid to ask questions. This can help get to know others better, avoid misunderstandings, find clarity, and simply learn more. By asking questions you can gain deeper understanding of any situation and can avoid jumping to conclusions.

Don’t make it about you or take mistakes personally

Sometimes people are having a bad day and can take it out in their interactions with others. Or they can have a lot going on and not be totally present at work. It’s important not to take things personally. So often, others' behaviour is a reflection of their current state of mind and not reflective of you. By responding with kindness or by just being yourself in your interactions you may just snap that person out of a low mindset. But even if not, you are also creating a standard of interaction and building a genuine and positive reputation for yourself.

How do you incorporate empathy at work?

Planning goals for the new year (in a new way)

wow@shazamme.com (Default Author) — Sat, 29 Jan 2022 00:12:37 GMT

So just about everyone’s plans were de-railed over the past two years.

The impact of global uncertainty may have made everyone look at goal setting in a completely new way. Suddenly, changing the goal posts wasn’t just convenient but it was necessary, and we realised, as the world and situations around us change, should our goals really remain the same no matter what?

It’s realistic that as the world changes around us, so should our goals.

We’re here to say, goals don’t have to be totally fixed for you to find success in them.

Whilst changing from one goal to the opposite is still a bit extreme, unfocused, and may not get you very far, adjusting your goals within certain parameters as you go has become somewhat common.

So, how do we set goals in this ever-changing world, when we’ve always been taught to be so specific about goals?

Create a vision board for broad goals

For general and broad goals, it can be a fun exercise to build a vision board. This doesn’t have to be a literal board, though this is great to do, it can be online or even just written down words and scribbles in a notebook! This is great to set your mind on the right path, especially if you see your version of a vision board daily, like on your desk. It’s a great reminder to keep reaching and believing in yourself and your dreams.

Create overall and micro goals

When writing down your big goals, remember to list the smaller goals that lead to the big goal.

It’s important to take each day by day. One step at a time!

This allows you to feel encouraged every time you tick off something smaller on your list, and less overwhelmed by the bigger picture by focusing on only the next step. This can be great motivation to keep on going to eventually reach the big goal.

Still be specific but be open

Some goals are easier to stick to than others and aren’t as easily interrupted. For example, a fitness goal that you are solely responsible for is less likely to be interrupted than a work goal where you are working on a team where others are also responsible for the outcome. However, both could have obstacles such as injury or someone else not completing a task on time.

So, it can help to be flexible. If you are too attached to your specific or measurable outcomes it can be de-motivating when these don’t work out exactly as they could because of things out of your control. We recommend creating adjacent or expansion goals that will also feel satisfying once you reach them, and importantly, don’t be afraid to edit your goals slightly as you go and give yourself grace.

Build rewards into your goals

It always helps to have some incentive for your goals. Try creating small rewards for every micro goal you achieve. Then planning a great reward to look forward to once you’ve achieved your big goals.

Review your goals monthly

By reviewing your goals monthly, you not only remind yourself of what and why you’re trying to achieve, but you can also adjust them depending on any worldly changes.

Stick to it even when you face a hiccup

Sometimes it can be hugely discouraging when you fall off track. Most people give up altogether and just think, ‘well I can’t do it!’. But that is not necessarily the case. A hiccup is only a bump in the road, not a dead end. You can get back on track just as easily as you fell off. You only need to decide, ‘okay, this is a small setback, but I can do it!’.

Getting back to normal: creating a safe space for employees

Fri, 31 Dec 2021 00:55:06 GMT

In this article, we’re going to look at how employers can help create safe spaces for their employees to return to. This will include tips on not only the physical office space, but also creating a mentally healthy environment where people feel they can create their own boundaries of comfort, without being judged.

For many, returning to the office will feel strange. We are going back to commuting and walking around a city/town that’s full of people. Being around such crowds after being in isolation for long periods of time can be overwhelming and can take some adjusting to.

Other’s may thrive in busier environments and are super excited to be returning to the office, yet still, they want to feel safe that they won’t get sick due to being in an un-sanitised office or around unwell people.

So, here are our tips on making your workplace physically and mentally safe for the return to ‘normal’.

Start returning slowly

Instead of a harsh change, transition into the office slowly, starting with a day or two a week. This allows people time to adjust to new surroundings and get used to socialising with more people. It also allows you as a business to adapt your office according to the new normal and keep safety measures in place regarding enough space between employees indoors.

Many businesses are implementing hybrid work where employees organise with their managers which days they prefer to be in the office. These are good conversations to be having with employees before integrating back into the office. As we will later discuss, flexible strategies should be communicated company-wide before heading back into the office.

Communicate the process transparently

Heading back into the office should have a loose process and plan. Each team in a business will have different requirements for working face-to-face. Therefore, managers should be communicating with employees clearly and transparently about their plans and expectations around heading back into the office. This gives people guidance and removes stress of the unknown when returning. It can also make people feel safer to know any safety plans being applied.

Open dialogue is really important to help keep people in the loop, as well as allowing managers to lead by example. The more people talk about certain topics, the more they will feel comfortable about them.

Implement new flexible work strategies

Earlier we mentioned hybrid working. This is largely becoming the ‘new normal’ as many workplaces may never be completely full 5 days a week again. The more people have worked from home, they realise they can just as productive, no matter where they physically are, and even more so, when they don’t have to work the traditional 9-5 hours.

New routines are being formed and people are expecting to have support from employers. It is vital that your employees feel like they won’t have to turn their world upside down again to go back to what it was like before and that they can maintain the work-life balance they have grown to love and understand. Implementing strategies and policies around flexible work will help employees feel supported and secure in their positions.

Enhance your safety strategies and policies

Additional strategies and policies that need attention are those specifically to do with safety. All companies should have basic OHS policies, but these need to be updated and enhanced now to be more in line with all that has changed.

Communicating new changes and plans to do with safety implementations will help employees feel safer and can also act as guidance to what is now expected.

Keep a clean and sanitised space with sanitiser readily available

Obviously, the office space provided should be cleaned regularly and not harbour any nasty germs!

It can also be comforting for sanitiser to be available easily to employees so they can clean their hands as frequently as they wish, especially in areas of the office that are shared like co-working spaces or the kitchen.

Ask for feedback

Feedback is always important! After making your implementations and changes, and after some staff have started to head back into the office, send out an anonymous survey that can be completed online. Allow for open answers to encourage people to share suggestions that could make their experience more comfortable. It’s important to consider all feedback and act on suggestions that are viable and fair.

Building a Community that Cares

Fri, 24 Dec 2021 01:18:56 GMT

Being a school crossing supervisor is more than just a job, it’s an opportunity to impact lives. You never know what kind of day people are having, a friendly chat or a kind smile can make a big difference to a person.

Just ask Denis Kilmartin who supervises a crossing just outside the Malvern Central Primary School in Stonnington.

“I enjoy that I have a purpose to get up in the mornings and out in the afternoons to help students and families.”

Denis has been working in the position for over 7 years now. "I like that I can work in a job I enjoy, connect with the community and feel satisfied knowing that I have a safe crossing for everyone to use."

School crossing supervisors are paid positions and are perfect for people looking for flexibility to fit work into their lives and also feel a sense of community. Depending on the contract, they can accrue holiday leave and sick leave also and have flexibility around whether you want to work both morning and afternoon or just one of the shifts a day.

Parents rave about their school crossing supervisors too: “Denis is awesome!! Always happy to see the kids and parents!”

“I enjoy that I have a purpose to get up in the mornings and out in the afternoons to help students and families.”

Parents rave about their school crossing supervisors too: “Denis is awesome!! Always happy to see the kids and parents!”

"It is great to feel appreciated and the generosity of parents at the end of the year is satisfying and rewarding, especially when you can give back to the community in some form. Being a school crossing supervisor allows me to do this.

Chandler Macleod are currently sourcing for the 2022 school year in:

City of Stonnington
City of Monash and
City of Boroondara

If you’re interested in getting involved, we’d love to hear from you

How to make a great first impression when job hunting

Tue, 02 Nov 2021 06:10:05 GMT

First impressions are important, as they often stick with people. Not to mention, in the context of the job search, if you leave a bad first impression, you may never get the opportunity to make a different one.

So, this article is all about how to make a great first impression so that you can step forward through the job hunt successfully and with confidence.

Make sure your digital footprint is impressive

Did you know that first impression starts before you even meet a person?

Yep, that’s right, we live in a world where, if they can, your new potential employer will look you up online before meeting you.

To make sure your digital footprint leaves a good impression, think of this list:

A full, up-to-date, and consistent LinkedIn profile (make sure there are no discrepancies with your resume)
A professional profile picture on LinkedIn
Highest privacy settings on personal social media such as Facebook and Instagram
No negative interactions or antagonistic comments anywhere online
A steady flow of posts and content on LinkedIn that reflect your knowledge and personality
Feature any content you have written about your industry on your LinkedIn profile

You can look into how to manage your digital footprint here .

And you can understand how to be a standout candidate on LinkedIn here.

Make it so your online presence actually enhances your job search !

Prepare for your interview, no winging it

Doing your research for a job interview is a basic job search tip that goes overlooked more than you realise. Researching the company, and even the person or people you are meeting with is essential before attending your interview.

It can be helpful to show you know some of their background and understand where they sit in the market, and what their potential needs may be (aka, what can you help them with!).

You can find a three-step process for research before your interview here , including searching on Google, Glassdoor, and social media. This process can also be helpful to raise any questions you might want to ask about!

Be on time!

Part of your preparation should include planning your travels to the interview. Make sure to account for anything that could go wrong such as late public transport or bad traffic. Plan to be around where you need to be early, and if you’re too early, just take a walk around the block.

Additionally, if this interview is online, make sure your technology is working well before you have to meet.

Aim to arrive in the building 10 minutes before the interview was planned for. You may have to wait but this shows you are respectful of time and punctual. For a video call, aim to jump on 5 minutes earlier.

Dress appropriately for your interview

Through your company research, hopefully you were able to gauge the level of professionalism or general workwear code of your potential new employer. This may be found on the company’s social media pages (even in any stock images they promote).

Plan an outfit that represents you and your style, that also screams, ‘I’m put together,’ and ‘I know how to use an iron.’ Being tidy and presentable is important, whether meeting in person or online. People can often judge quite quickly based on appearances, so making an effort in this department will make a good impression.

Be aware of your body language

Having closed-off body language can ruin a candidate's interview entirely, costing them the job. When we cross our arms, fidget, avoid eye contact, slouch, etc., we give off the vibe that we don’t want to be there, even if we may just be nervous or uncomfortable.

We want to appear confident and friendly in job interviews. Sit straight, make adequate eye contact during conversation, be mindful of any nervous movements and avoid crossing your arms over your chest. Nod and listen intently, think before you answer, and really engage in the conversation you are having with the interviewer.

Some confidence can be found in realising this is a two-way talk. Not only are they interviewing you, but you are also learning more about them and if they’re the kind of people and company you’d like to work with. This can help shrink that massive fear of judgement that many have when it comes to job interviews.

No matter whether your interview is online or in person, body language matters! Here are some tips to make sure you can impress in any situation .

Be personable and engaged

Before your interview, even days before, it can be helpful to do things that get you into a positive headspace. The simplest things can help with this such as eating well and exercising.

Being in a good headspace can really help show off your positive attitude as people not only consider your appearance and body language when they meet you but also your ‘vibe’ and the energy that you give off. If you are feeling negative this can show through the way you speak and act.

In addition to maintaining positive body language as mentioned above, it’s important to prepare some questions and engage in conversation with the interviewer.

Follow up

Often the follow-up can go overlooked. If you feel you had a good conversation, it can really help to reach out and simply thank the person for their time. This is a sign of respect as well as ensuring your name is prompted again in their mind.

What are your favourite tips for making a good first impression?

The verdict on working from home

Sat, 30 Oct 2021 01:35:12 GMT

Most of Australia has experienced working from home for a substantial amount of time over the past two years. In particular, the states that have experienced extended lockdown periods. Whilst the world has experienced a completely societal-changing pandemic, one of the silver linings of it all is the stigma about flexible work being broken down, and many industries realising their employees can be just as effective working in non-traditional places and hours.

Working from home isn’t everybody’s favourite flavour, however, for some, they have found their perfect working conditions.

So, here is some information and stats that can help us determine the verdict on working from home.

It is clear there are multiple facets to working from home that can be beneficial as well as potentially negative.

As the world begins to re-open and businesses are thinking about the future of work, a common theme popping up is the implementation of hybrid workplaces.

Hybrid work includes a mixture of working from home and heading into the office. Given the above statistics, it is clear that a unique combination of both ways of working for each employee is the way forward and will forge a new future of work where employees are freer, more productive and ultimately, happier. To see an example of implementing hybrid work in your business, you can check out this blog.

Creating Impactful Indigenous Employment Strategies

Thu, 07 Oct 2021 06:15:49 GMT

Chandler Macleod has always cared to make Indigenous Employment a focus in our business. Recently, we implemented a RAP working group to help us update our RAP and ensure we are as up to date as possible with what we and all businesses can do to assist Aboriginal and Torres Strait Islander peoples with finding equitable employment.

As part of creating awareness around Indigenous Employment, we interviewed Kyra Galante, Director of Indigenous Consulting at Ergon. Kyra has shared some incredibly helpful and pertinent information for any business on how to approach their own Indigenous Employment Strategy and make positive change for equality in their company.

See the interview below.

What is the significance of truth telling in how to effectively make change?

The history of Australia has only been told through the eyes of the victor what I call the White History. The things that occurred to my people have been denied, ignored and in many instances, we have been silenced. When I was at school, I was not taught about the existence of Aboriginal and Torres Strait Islander peoples, except general and often incorrect information. The only times my people were mentioned were in the journals of Captain Cook.

Australians need to learn about and acknowledge our Indigenous history. In doing that, truth telling is important, so people have a better understanding of how this country was formed and the way Aboriginal and Torres Strait Islander people were treated as part of that.

The socio-economic disadvantage that my people experience is directly related to this past. There is a risk that this becomes accepted and normalised as “just the way things are” for Indigenous Australians but I believe there is another approach. Truth telling allows us to share information and stories about past policies and negative impacts. It also allows us to share our culture, heritage, and history with the Australian people to enrich this country. When Indigenous history is truly understood and acknowledged, Indigenous Australians can heal and work with non-Indigenous Australians towards a more inclusive country that celebrates the rich culture and heritage of this beautiful country we all love and call home.

How can we increase education for hiring managers and businesses around accelerating and supporting equality?

Hiring Managers need to do the groundwork and be committed to supporting and accelerating equality as a starting point. The reason why hiring managers and leaders need to understand is because it creates a clear “why” around Indigenous employment and participation and moves beyond “I am doing this because my company said so and gave me targets to “I am doing this because it the right thing to do.”So, starting with understanding the injustices against Indigenous peoples is critical. This is not to make people feel guilty but to assist the hiring managers to become emotionally and mentally connected and invested in this work. Where there isn’t genuine connection and understanding and old mindsets remain, nothing changes. Indigenous people can sense when there is a lack of authentic commitment and when this occurs, these efforts are nothing more than a “box ticking” exercise. This is one of the reasons why many organisations experience high turnover rates.

I recommend that businesses increase their education through cultural competence training by reaching out to Indigenous businesses. They can do this through leveraging Indigenous networks such as Ergon, Black Business, Trading Black, AGNT Blak, Indigenous Chambers across the country, or Supply Nation who can assist in referring your business to find the right person to support them in building the cultural competence of managers and businesses.

How can we remove unconscious bias in the recruitment process for Indigenous Australians?

There are a number of things you can do. One of the most effective things is to consider using anti-discrimination special measures. Simply put, this means running a targeted recruitment campaign only for Indigenous people. This means that you immediately remove many of the barriers that Indigenous candidates experience and level out the playing field so that Indigenous candidates compete against their peers. This is one way to increase Indigenous representation and when you reach a critical mass, it builds a mentoring system in the business as new starters form relationships to support each other to succeed. To be successful, you will need to establish a robust process to ensure that candidates are of Indigenous heritage. This approach removes many of the biases as you’re only sourcing Indigenous people. Another option is to use an Indigenous business to recruit for you as they are closely connected to their communities and have wider Indigenous networks than mainstream businesses and cultural competence is embedded in their ways of working and processes.

How do recruiters and businesses become change makers?

Becoming change makers starts by investing in the groundwork to learn, listen and understand Indigenous history and people. This is an essential starting point because once you understand this, it changes the way you do business with Indigenous people. Your actions then drive you to identify the barriers to employment and shifting your focus to the workplace and culture that these candidates are going to be placed into. Sustainable employment is where the social impact takes place not the placement.

Global social evidence shows the range of benefits that stem from employment beyond the income generation that goes into supporting Indigenous families and communities. It improves the quality of the life, creates role models and this creates positive intergenerational change.

Are there some specific ways to reach out to local communities now that we are all working in a mostly digital landscape?

It is important to note that not all Indigenous people have access to technology because of costs associated with broadband and computers, often inadequate infrastructure, especially in remote areas, and lower levels of digital literacy.

When reaching out to communities, it is important to have a clear understanding of the community and the best avenues to engage. This may vary from community to community. You may use Indigenous experts to reach out to the local communities who can assist in helping manage the community engagement protocols. Alternatively, if you want to go it alone be clear on who you are and represent, what you do, and why you’re reaching out to them. If it’s a partnership be clear on what type of partnership it is that you are seeking and the commercial arrangement in that partnership (ensure that it is fair) or if it’s a service, then ensure to advise them the full scope of the service.

Technology can only go so far for Indigenous people and communities, and it can certainly act as a barrier to accessing services and information. Historically, the way our ancestors have done business is engaging face to face remains a best practice way of engagement as it demonstrates commitment and develops relationships and trust.

How do businesses hold themselves accountable in terms of deliverables?

It is important to review your policies, procedures, systems, and processes and ask yourself the question “are we being inclusive with our First Nations people, or do we have barriers?” Don’t assume that you can do this yourself as you may be blind to many of the barriers yourself. If you source Indigenous people into the business, would they feel culturally and psychologically safe or not? How can you find this out?

A lot of businesses lean more towards RAPs which can assist in identifying barriers and creating a more inclusive and culturally safe working environment. However, RAPs are only as effective if they are implemented well and in partnership with First Nations people who guide, advise and support its implementation. I have seen businesses achieve great outcomes by being held accountable to their RAP. Conversely, I have seen others who use it to access contracts as a supporting document to the tenders but there is little substance and impact. In the latter case, this is a tokenistic exercise in ticking the box.

How helpful or important is it to include your entire business in the RAP process, and to communicate these goals transparently?

As John Heywood the English writer states, “More hands make light work” and we know that to be true. Every business has a purpose and a vision and every person who works in that business is responsible and accountable to contribute to that as part of their roles. This is the same with Reconciliation Action Plans. They are everyone’s business. They are not just the responsibility of the RAP Working Group and especially not the sole accountability of Indigenous people in the business. Dr. Anita Heiss said it perfectly at her book launch in Brisbane Our Race for Reconciliation where she stated “The Reconciliation movement may have been established with First Nations people, however, we need to hand the baton over to the Australian people to do the work now. We don’t need to reconcile with ourselves that is the work of the Australian people to reconcile with us. And the heavy lifting in any RAP process should be done by non-Indigenous Australians”

A conversation could change a life

Fri, 24 Sep 2021 01:43:09 GMT

Many of Us R Not OK

Current statistics highlight what most of us intuitively already recognise - that many of us are not OK. During the past month and a half, Lifeline Australia has recorded the three busiest days in its 58-year history. It is currently averaging 3000 calls a day which equates to one phone call every 30 seconds. Five weeks ago, Lifeline Australia received 3, 346 calls in one day, the highest ever. This is 40 percent more than Lifeline Australia averaged before the pandemic swept Australia in early 2020. And it’s not just Lifeline that are seeing this increased need for support.

Others in Our Life May Also Not Be OK

Sydney’s current lockdown, which started in late June, has triggered a jump of more than 50 percent in calls to Kids Helpline in NSW, with a pandemic high of 4143 calls in the week beginning July 19. In Victoria, children made 3632 calls in the same seven-day period. In fact, calls to Kids Helpline have increased in all States and Territories in Australia, not just the Australia States considered to be hardest hit by Covid-19 to date. Whilst these are worrying statistics, the positive side to these concerning numbers is that people are reaching out. People know that they are not OK, they are reaching out for help and recognise the need for support at this time. Most importantly, they are open to talking.

It's OK to Not Be OK

Covid-19 is both a physical and a mental health pandemic. It has caused an increase in stress and pressure at the same time as removing many of our usual coping mechanisms and resources. Many of us are facing challenges that can be stressful, overwhelming, and cause strong emotions in both adults and children. At the same time, public health actions, such as social distancing, are necessary to reduce the spread of COVID-19, but they can make us feel isolated and lonely and can in turn increase stress and anxiety. These are undoubtedly challenging times, and it is OK to not be OK.

Am I OK?

During this time, it is important that we reflect on our own wellbeing.We need to check in on ourselves and ask ourselves “Am I OK?” Resilience and wellbeing are dynamic states, they can go up and down, and we need to be mindful of our own current state. Before we can look to support the wellbeing of others, we need to ensure we can maintain our own wellbeing. Extensive international research has identified five simple and effective ways to improve your wellbeing. Like physical fitness, you can strengthen your psychological health and wellbeing in lots of small day-to-day ways. With increased wellbeing, comes increased resilience and greater capacity to cope with stress.

Stay connected: find creative ways to connect with others, use the chat function, say hello to people you pass in the street, pick up the phone and make a call.
Be active: go for a walk at lunchtime, do some gardening, build something, paint the house.
Be aware: notice the little things around you, sounds, smells, feelings, be curious, take the time to stop and reflect.
Keep learning: discover something new, find out more about something that interests you, learn a new skill, read a book.
Help others: say thank you to someone who has helped you, nominate someone for recognition, check in on someone, ask someone “R U OK?”

R U OK?

Asking the question “R U OK?” is not only a way to maintain our own wellbeing, it is also critical to the wellbeing of others. In asking this question we are giving the recipient something truly invaluable: our time and the space to share how they are feeling. We are providing that person with a sense of connection and a sense of belonging. Now more than ever, we can all recognise the value of connection and belonging.

To ask “R U OK?”, we must be able to recognise that someone we know is struggling, which can be a challenge in our current environment. Given that we are missing those incidental opportunities for contact around the office, we are forced to notice subtle changes in behaviour, engagement and appearance via an online medium, which can be challenging for some people. We need to be looking for:

Limited involvement in social commentary in online chats;
an overrepresentation of negative content;
changes in appearance or behaviours;
and emotional reactivity, particularly strong reactions to things they would previously have coped with or handled more effectively.

Overlaying these complexities is the lack of opportunity for informal conversations, water cooler or coffee machine interactions, and an individual’s level of comfort with having challenging conversations via an online medium.

So that’s where checking in regularly, using the chat function more frequently, having a dedicated “social chat” function, direct messages and of course, picking up the phone and having a real conversation might be the best option!

And finally, what do you do after you’ve actually asked the question and how can you support those in your life if they share that they are not actually OK? No matter what the response, please simply listen without judgement. Be present and hear their story. Then encourage safe and sound action. The action might vary depending on the individual and what they may be comfortable with. It may be accessing the organisation’s EAP provider, seeking support from their leader, social connections, their GP or family. Or access the broader support available in the community such as www.ruok.org.au ; www.lifeline.org.au ; www.beyondblue.org.au ; www.blackdoginstitute.org.au ; or www.headsup.org.au .

What ‘perks’ do companies need to implement during COVID-19?

Thu, 16 Sep 2021 01:49:38 GMT

Okay, we’ll admit, that title was a bit of clickbait. It’s not so much about what ‘perks’ a business offers.

It’s more about building a long-lasting culture by introducing benefits that actually impact your employees in a positive way.

As many businesses adapt to mostly working from home, token perks such as breakfast bars or espresso machines are brought under the microscope. Whilst seemingly fun and tasty, are these perks making a long-long-term impact on employee engagement? Not really.

Businesses should be asking the question, ‘what really makes a difference for our employees?’

Chandler Macleod People Insights recently conducted research and created a whitepaper on employee engagement during COVID-19. There were several interesting findings that help companies understand what employees not only want but need.

Here are the things you can do to help support your staff in this new world of working.

Caring, honest leadership

Leadership is more important now than ever, yet it is also one of the greatest areas for development for Australian businesses. In times like this, employees need their leaders to genuinely connect with them, understand the demands and issues faced and communicate a clear and compelling way forward. We also need to support our own leaders to navigate their people through these challenging landscapes. The findings from this research support the benefits of investing in leadership development, especially in areas of communication and change management to positively boost and sustain employee engagement.

Clear and transparent communication

Communication is key to success and organisations need to be thinking about how to establish new systems and policies that foster better collaboration and more effective working relationships in this new world of working.

Connecting with employees, asking about their needs

Rather than a ‘wait and see’ approach, organisations are encouraged to take a proactive approach to demonstrate they genuinely value their employees by seeking out their voice and listening to their challenges and concerns. This could be achieved using anonymous surveys and/or smaller focused meetings. If left unchecked, people can quickly become disengaged, burned out and disconnected.

Important adaptions to support Hybrid and Remote Working

Hybrid working is here to stay, and there is early evidence to suggest there is hope when it comes to employee engagement. This research indicates that people are experiencing heavy work demands at present and we need to bear in mind that this is unlikely to be sustainable in the long term, especially without support systems and resources.

Ongoing revision of existing policies and guidelines is recommended, specifically related to work and role responsibilities, as well as hybrid and remote onboarding processes.

Other implementations to consider here could be:

A strong IT support team and home setup process
Work flexibility
Workload balance
Openness to new employees when teams are stretched thin

Providing meaningful work

We also need to continue to support our people by providing meaningful and rewarding work to help keep people stimulated and engaged. This can be seen to be of particular importance for employees under the age of 30.

Focusing on wellbeing

Lastly, investment in mental health and well-being initiatives that demonstrate genuine care for employees is particularly important in the current environment to drive and protect employee engagement.

Maintaining mental wellbeing in uncertain times 2

Wed, 25 Aug 2021 01:57:47 GMT

Life over the past two years has been a completely new experience for all. We are faced every day with a heavy amount of uncertainty and fear from the pandemic and the ever-changing ways of living that come as a side effect of trying to contain and control the virus. As well as many experiencing loss and grief.

Still, everyone who can continue to work is expected to go on productively.

So, how do we take care of our mental wellbeing when we are experiencing mass volumes of fear, grief, and uncertainty? Here are just some ideas that we hope can be helpful!

Maintain social connections

Keeping in touch with friends, family and even colleagues is so important from several aspects. Firstly, we are in this together and it is important to remind ourselves we are not alone. Secondly, it can help distract us by having a laugh or talking about things that aren’t related to current events. Thirdly, if the pandemic does eventually come up, it is helpful to talk through your feelings.

With some debate going on right now, and a little disparity in opinions around vaccines, the virus itself, politicians and more, speaking of the pandemic can sometimes cause further stress for people. So, if speaking to friends or family who seem aggressive about their opinions, kindly create a boundary and say something like, ‘Is it okay if we discuss something else? I’m not in the right headspace to be talking about this today.’ Then choose something else to discuss, perhaps a healthy coping mechanism or a good news story.

It can be specifically helpful to keep in touch with people who help you feel positive and light as well as those who are neutral and help you feel calm.

Take control of what you can, aim to let go of what you can’t

Many people struggle with not having control of the outcome. None of us do right now, but we do have control over other aspects of our life. It is easier said than done to ‘let go’ but here are just a few things that might help.

Clear clutter in your surroundings
Write out a gratitude list each day
Show forgiveness to yourself and others

In terms of taking control, there are some items further down on this list that can give you a sense of ‘certainty’ and ‘having a plan’, such as the next point.

Keep some kind of routine

Creating a routine can be quite beneficial in terms of creating a sense of psychological safety for yourself. Try to plan out time for healthy meals, movement, work, and ‘you’ time. This helps you to take it one day at a time and focus on taking control of your day instead of letting it get away from you.

Take care of your physical wellbeing

Not only is movement and gut health directly linked to your mental health, but it also is something you can plan for and incorporate into your daily routine. It’s important to have balance with your physical wellbeing to ensure it is positively affecting your mental state.

It can be equally as effective to ensure you stick to a sleep routine. It may not be the same as usual but make sure you are getting enough sleep if you can.

Find healthy coping strategies that work for you

Coping strategies come in many ways. We recommend avoiding over-consuming alcohol and avoiding drugs altogether, even limiting caffeine can be helpful to avoid increasing any anxiety. There may be a creative outlet you use to cope. This could incorporate music, dancing, drawing, knitting, painting, writing, puzzles, reading, the list goes on! Alternatively, you could create activities for yourself such as re-organising cupboards and wardrobes, gardening, exercise challenges or trying new recipes.

Don’t feel pressured to constantly try or learn something new, just find the things (even if it is just one thing!) that helps you feel relaxed and continue with that.

Work with your thoughts

Firstly, be kind to yourself! Don’t be too critical during times like this. Try to talk to yourself as you would a great friend, with compassion, love and support.

Next up, remind yourself that your thoughts are not facts. When we are experiencing fear and uncertainty we often come up with some dramatic and obtrusive thoughts that can simply enhance our anxiety. Remind yourself that your feelings are normal, but your thoughts are not facts. Try interrupting them and asking yourself ‘is this helpful?’ or ‘would I be comfortable if a friend said this to me?’. Try to come up with a new train of thought or go back to what you were thinking of before.

Try the art of letting go as mentioned under the second point in this article. Things we can’t control can not only cause anxiety but can lead us to feel frustrated and angry without any possible resolution, except for letting go…

Lastly, if you’re willing to give it a go, put your thoughts down on paper. Journaling has gotten a bad wrap in the past, thought of as something only teenage girls do. But writing down your thoughts without care for how they sound and just getting them out of your head can be quite therapeutic and help declutter your mind.

Take ‘news’ breaks

It can be tempting to keep up with all the latest health advice and case numbers, however sometimes it’s just not helpful… The media loves to grab clicks from people and can sometimes sensationalise titles of stories which can induce panic. So, while it is important to stay in the know regarding the latest health regulations, give yourself five minutes in the day to understand the current situation and then move on. You can turn off news notifications so you are not enticed to click and read about things during the day.

Reach out for help if you need it

If you are struggling and finding things extremely difficult, know you are not alone. Many people are going through it right now, and everyone’s experience during this time is valid. Don’t suffer alone. You can reach out to a trusted friend or family member and let them know you really just need someone to listen.

If this doesn’t feel like enough, we highly recommend making an appointment with your doctor and setting up a mental health plan where you can meet a professional to help you through.

Alternatively, there are some specialised helplines you can reach out to as seen below.

Beyond Blue aims to increase awareness of depression and anxiety and reduce stigma. Call 1300 22 4636, 24 hours/7 days a week, chat online or email.
Lifeline provides 24-hour crisis counselling, support groups and suicide prevention services. Call 13 11 14, text on 0477 13 11 14 (12pm to midnight AEST) or chat online.
MindSpot is a free telephone and online service for people with anxiety, stress, low mood or depression. It provides online assessment and treatment for anxiety and depression. MindSpot is not an emergency or instant response service. Call 1800 61 44 34.

Small ways to create a work environment that is LGBTQ+ inclusive

Thu, 29 Jul 2021 02:09:04 GMT

Work and life barriers continue to break down as many people realise it’s important to be themselves in all environments. For some people in the LGBTQ+ community, and in many organisations, it can be tough to know how accepting and inclusive a professional workplace is. The goal for organisations should be to remove this ambiguity and create a space that invites diversity of all kinds, without employees having to feel unwelcome or like they cannot be their full selves.

Here are just a few small ways to start building an LGBTQ+ inclusive workplace.

Use inclusive language.

Inclusive language is a simple and subtle way to create an inclusive environment for all.

Some examples include changing job titles such as ‘Chairman’ or ‘Salesman’ to ‘Chairperson’, or ‘Salesperson’.

It can be helpful to address a group of people via email with ‘Hey Everyone’, or ‘Hi Team’. Instead of ‘Hi guys’, or ‘Hi ladies,’ especially when you don’t directly know the people you are corresponding with well.

It can also be helpful to offer some ‘right and wrong’ language tools to help people learn what is inclusive language and what isn’t.

Be aware of pronouns.

Pronouns are how people identify themselves. They can include (but are not limited to):

They/Them/Theirs

She/Her/Hers

He/Him/His

Ze/Hir/Hir

Or some people may just prefer to use their name!

If someone has their pronouns listed near their name on LinkedIn, in their email or elsewhere, make sure you use the right ones. This shows respect. For example, do not use ‘He/Him’ or ‘She/Her pronouns for a person who is non-binary and prefers to be identified as ‘They/Them’.

If you’re unsure of someone’s pronouns it is best to just use their name as it is in their email or on their profile.

It can be helpful to show acceptance and to normalise the use of pronouns by sharing your own on LinkedIn, in your email signature or elsewhere where people can find your information.

Be an active ally.

Back up your words with actions. Don’t just post about being supportive of Pride, actually donate to important LGBTQ+ foundations. Don’t just say you accept everyone, implement diversity actions that actually flow through your business. It’s always a good start to speak up about your support, but you want to avoid virtue signalling. Be genuine about your inclusivity.

On that note, celebrate with your LGBTQ+ community, have fun during Pride, learn more about the history and celebrate wins such as legalising gay marriage. But also, be aware of the steps that need to be taken to create a safe place and true equality.

Create a safe space for open communication.

Part of the actions you are taking could be to actively build safe spaces for those who identify as being part of the LGBTQ+ community to speak openly to their colleagues about their identity. New avenues of dialogue can also help inform and educate your diversity working groups and HR, which can then facilitate changes in the workplace to improve gender and sexual equality.

These safe spaces should allow people to talk freely about their experiences (if they want to) and hopefully reassure them that they have an inclusive support network within their business.

Share EAP programs.

As many of us know, inequality and discrimination are common struggles faced by the LGBTQ+ community. From ignorance to passive aggressiveness, to rude remarks, to outdated laws, to physical violence. The LGBTQ+ community experience a very specific type of prejudice which can take an immense toll on a person’s mental health.

It can be valuable to share concerns and let people know there is help available through an Employee Assistance Program. Many EAP’s include free counselling sessions and can be beneficial to support anyone struggling with their mental health.

Create a strong inclusion policy and communicate it well.

Company policy ensures everyone employed must abide by the rules and behave in a way that aligns with the organisations ethos and values. To create a strong and clear diversity policy is key. On top of that, this policy should be communicated to employees, or at least advertised in a way internally where it is easy to access and see for all employees. To have rules in place against discrimination and to communicate the company’s diverse attitude widely can create a safer space for employees who are part of the LGBTQ+ community.

Lead with openness, honesty and acceptance.

For people to feel free being themselves, it helps to have leaders in place who are also consistently themselves. Whether you are gay, straight, cis, or trans, it doesn’t matter. Celebrate differences of all kinds, don’t shy away from topics that discuss LGBTQ+ issues, talk to and treat others with compassion, and always be an advocate.

Do NOT ignore discrimination – act on it and speak up.

On that note, when discrimination does happen, even if by accident or ignorance, make sure it is addressed and that there is some sort of action taken.

Many people might not have any idea about the scope of gender identity or the many possible sexual orientations, this doesn’t mean they can’t be educated. Don’t put this responsibility on the LGBTQ+ community only. If formal training for inclusivity and diversity is required, then it should be implemented. Alternatively, sometimes a simple conversation about what is considered harmful and what is considered respectful will be enough.

If someone is purposely discriminating, even more severe action should be taken – because if you’re an inclusive organisation, intentional discrimination of any kind should not be tolerated. If it is tolerated or brushed over, it shows the person whose been discriminated against that you do not care enough about true inclusivity and creates a space where they feel endangered and disrespected.

We know there is plenty more than can be done, and this could just be a start for your business. Please tell us more ways that have been helpful for you at your workplace - or must not-to-do’s! We will share your ideas and credit you of course.

Not All Assessments Are Created Equal

wow@shazamme.com (Default Author) — Wed, 23 Jun 2021 12:13:32 GMT

In one of our last education pieces we looked at ‘Which Assessments Should You Use’ and established that a combination of cognitive ability tests, and assessments of personality and emotional intelligence are going to give you deep insight into your candidates, and the opportunity to predict their future performance.

However, not all assessments are created equal.

What Makes a Good Test or Assessment?

There are many factors that go in to making a test or questionnaire ‘good’ and as psychologists we focus heavily on the ‘validity’ and ‘reliability’ of tests. Previously we discussed ‘How Does Psychometric Assessment Work?’ which touches on this process.

However, to keep things light, what makes a ‘good’ test is its ability to consistently identify differences in individuals, for the test results to be consistent if I complete it today and complete it in many years time, and its ability to predict something. For us at Chandler Macleod we are most often focused on the ability of a test or measure to predict future job performance.

How Do We Test The Tests?

Once we believe we have a ‘good’ assessment or test that meets our strict criteria (that is it can measure individual differences, and that the results are the same if I complete it today and tomorrow and are not impacted by my mood or the weather), then we must work out whether it predicts job performance.

We do this by having several hundred, or perhaps thousands, of people complete a personality or ability assessment, and then have someone (usually their manager) rate their performance on tasks at work, or look at actual data like number of mistakes made when entering data.

Looking at this group of several hundred or thousands of people we then analyse the data for patterns. For example we might see that people who score higher on our personality dimension of ‘detail oriented’ make fewer mistakes at work when entering data.

At this point, we can say that a test predicts a real life outcome that might be valuable to your business. i.e. people who make fewer mistakes.

Do All Tests or Assessments Predict Outcomes?

Short answer, no.

Longer answer, they may differ in their ability to predict outcomes which comes down to the quality of the test and question design.

Which Assessments Don’t Predict Outcomes?

There are a number of ‘personality’ assessments which should not be used to try and predict outcomes and should not be used in the hiring process. The two most commonly known and used are the DISC Assessment and the Myers-Briggs Type Personality Indicator (MBTI).

On a repeated basis neither of these assessments have been shown to predict future job performance. They may be interesting, they may provide someone with insight into some of their personal styles, but they do not predict future job performance.

Which Assessments Predict Job Performance?

There are a number of mainstream and high quality assessments which Chandler Macleod use with our clients and can be found on our Assessment Gateway. These include SHL OPQ, Saville WAVE, Hogan Personality Inventory, 16PF, and our own personality assessment Helix.

Earlier we talked about looking for patterns and relationships. Ultimately when we measure the ability of an assessment to measure job performance we are looking for a relationship of 1.0. That is the measure perfectly predicts performance, however this is extremely difficult to do when you think about all the things that might impact your job performance (such as your boss), so we aim for as close to 1.0 as possible.

So, Which Assessments Best Predict Job Performance?

In a study completed by our friends at Saville Consulting evaluating the common mainstream assessments they reported the numbers ‘closest to 1.0’ in the table below. We replicated this methodology with our own personality assessment Helix so we can provide comparisons between our assessments and theirs.

We at Chandler Macleod People Insights are proud to have developed our assessment of Helix which outperforms many of the better-known assessments not only in the Australian market, but globally.

Chandler Macleod’s Helix Assessment of Personality

Helix measures a person’s fit for a role. That is, a person’s motivation, attitudes, preferences and mindsets required to successfully perform the role. Helix has 206 questions measuring 36 traits and takes approximately 20 minutes to complete.The tool is reliable and predicts someone’s skill or competency as later rated by their supervisor or colleague..Participants respond to statements asking their behaviours, emotions, and preferences (e.g., “I am usually full of new ideas”, and “I enjoy tasks more when I am part of a team”) on a scale from Strongly Disagree to Strongly Agree).

The assessment comprises 5 higher order factors underpinned by 36 dimensions that assess pro- and anti-social or productive and unproductive work behaviours. The 5 factors and associated 36 dimensions are detailed in the graphic below.

Helix Integrity Index

In addition to its 5 core factors and 36 dimensions, Helix contains an Integrity Index.The Integrity Index predicts the likelihood of a candidate engaging in counterproductive work behaviours (e.g., absenteeism, dishonesty, misuse of resources, and intentional rudeness) compared to others.

For example, in our research we found that 14% of people who scores low on the Integrity Index reported having blamed someone at work for an error they made, compared to only 1.40% of those people who did not have a low score on the Integrity Index.

As another example, 24% of people who scored low on the Integrity Index reported having stolen something from their employer. This compared to only 9% of people who did not score low on the Integrity Index.

While other providers offer separate integrity assessments, Helix takes an assessment internal approach to measuring integrity – that is, no extra questions are required to measure integrity, consequently, keeping the number of items applicants need to complete as small as possible.

Why Helix?

It compares favourably to other personality assessments in several ways:

As discussed, earlier research shows that Helix is a better predictor of job performance than other tools in the Australian market
Helix clearly indicates whether a candidate is ‘faking’.Helix contains three indicators of invalid response tendencies.Like the OPQ, it contains an indicator of inconsistent responding.However, it also contains indicators of acquiescence (whether a candidate is agreeing to all items), and socially desirable responding (whether a candidate is potentially “faking” their responses in order to appear better).With the use of these three indicators, it is possible to be more certain of the interpretation of a candidate’s personality results.In contrast, the OPQ only contains an inconsistency measure which indicates whether a candidate has responded in a consistent way throughout the assessment.
Helix contains more (36 vs. 32 in the OPQ) and a broader range of traits than many other assessments.For instance, Helix measures maladaptive, or “dark” traits, such as manipulativeness and impulsivity, as well as traits not captured by other personality assessments, such as “Focus”, which contains elements of effortful and attentional control.These traits enable a more fine-grained analysis of a candidate’s potential across a variety of competencies (e.g., resilience), with a greater ability to identify traits of specific relevance to unique roles.

If you are looking for an effective measure of personality that can help you predict your employees future performance reach out to understand more on 1300 664 305 or at cmpienquiries@chandlermacleod.com . Please also reach out if you would like access to our source research and data behind the development of Helix.

How to regain confidence after job loss or job search disappointment

Sat, 19 Jun 2021 12:18:10 GMT

Let’s be honest, losing a job and then struggling to get an interview (or even to get past the first interview) over and over and over can feel absolutely defeating.

This is the case for many job seekers who consistently persist but get knocked back.

However, if we fall into feeling sorry for ourselves or succumb to feelings of being unwanted or unworthy, we only disservice ourselves further.

No one wants to hire a bad attitude.

So, what are some actions we can take to regain confidence and head back on our job search journey? Here are our top tips!

Fight against negative self-talk

Don’t take it personally. It’s easy to think, ‘what’s wrong with me?’ or ‘why does no one want to hire me?’. But you can’t take the process or rejection as a personal attack. When you start over-thinking about ‘why’, you can get deep into dark thoughts of uselessness or unworthiness. This is a sure-fire way to strip you of any confidence and motivation to continue trying to find work.

Instead, as you start to hear these thoughts arise, literally tell them to stop.

Think about people like Oprah, J.K Rowling, Walt Disney or even Elvis who all faced ‘failure’ in way of rejection, being fired and bad grades yet still became successful in the things they were told they couldn’t do!

Replace negative thoughts with positive affirmations like, ‘I can do this.’ And ‘I’m talented and hard working and I will find the right workplace who see’s my value!’

Stop dramatic thoughts

On top of negative self-talk other thoughts that can be extremely unhelpful are catastrophic or dramatic thoughts that often grow and grow until you can no longer see the light at the end of the tunnel. Worrying just breeds more worrying!

A good way to get those crazy things out of your head is to focus on being logical.

Take a break from your computer and go for a walk, do some exercise, find some clarity... then think about your possible next steps.

Making a plan can really help prompt logical thought, even if that plan is just for the day ahead. Taking it one step at a time is key to ensuring you don’t get overwhelmed.

Plan your finances

Planning your financial situation can be very helpful to ease your mind and stop catastrophic thinking around not earning. A new budget and lifestyle changes can help ease panic until you find a new job. It can also be motivating to know you have a goal, or you need to find a job before a certain time. Depending on your personal finance situation, consulting with a financial planner might help bring you peace of mind.

Check in with your support network

It can feel lonely when you’re out of work and everyone around you is employed. But don’t let shame set in. There is no shame in struggling to find work, almost everyone goes through this experience at least once in their life.

Let your network know you are looking; you can even ask for help if you feel you have that kind of relationship with someone you know. It helps to know people are looking out for you and that you might pop up on someone’s radar. You may even receive some handy tips around your resume, or LinkedIn profile by simply reaching out to a friend or old colleague.

Don’t find comfort in complaining communities

Don’t get stuck in a cycle of complaining. It can be easy to jump online and complain especially in forums or the comment section when others are also complaining. You may think ‘these people know what it’s like!’

By all means, it’s okay to vent to a friend or family member personally. After all, it gets hard and sometimes we just need to let out some steam. But getting stuck in a complaining spiral with strangers can pull you deep into a negative headspace, which as we know, does not help!

Avoid doing this all together and just keep to your supportive communities.

Don’t give up

Lastly, we know at times that it can feel like a losing battle. But it’s not! It’s not over, and you can do it. There are plenty of jobs out there, and plenty of people hiring. You will find the right employer. You never know, it could be the next job you apply for. Don’t stop trying. Remember, you have the capability, and your attitude could be what pushes you across the line!

If you are interested in securing the support of a career coach to help you with your journey, contact our Career and Change team today via career&change@chandlermacleod.com .

BestFit Recruitment with Helix Personality Assessment

Sat, 12 Jun 2021 12:26:27 GMT

In our last education piece we looked at the fact that ‘Not All Assessments Are Created Equal’ when the purpose of assessment is to predict future performance and your candidates BestFit for the role.

Let’s take a closer look at BestFit and how it relates to our personality assessment tool Helix.

What Do We Mean By BestFit?

If you are seeking to hire candidates who are the BestFit for your role and organisation here is what you need to consider.

Employee Behaviours, Environment and Performance

Behaviour

Defined by competencies , successful performance and achievement are an outcome of the behaviours demonstrated by your employees. By using competencies we define behavioural anchors that are both observable and measurable providing a point of reference for employees and managers to guide development, evaluate importance, and critically to select individuals based on their competency potential.

Person

An individual’s potential for demonstrating the key competencies required in a role is defined by their personal motives, values and preferred styles of working (as they most often relate to personality traits). In the process of selecting people or assisting people to fulfil their competency potential we assess the factors that are likely to support or hinder their performance in a given competency domain. Where the Person is well aligned to the desired behaviour or demonstrated this in the past the potential for successful performance naturally increases.

Environment

A Person’s potential for success and demonstrating their greatest potential is finally shaped by our environment. An environment that does not reward and encourage someone to express their preferred ways of working, or asks them to compromise their motivations and values greatly reduces the likelihood the competency potential will be reached and successful behaviours observed. Within organisations conducive environments are created through consistent and cultivated systems, processes, mind-sets and guiding principles that create a common way of working and relating with each other.

Chandler Macleod’s Helix Assessment of Personality and BestFit

Helix measures a person’s BestFit for a role. That is, a person’s motivation, attitudes, preferences and mindsets required to successfully perform the role.

Helix has 206 questions measuring 36 traits and takes approximately 20 minutes to complete. The tool is reliable and predicts someone’s skill or competency as later rated by their supervisor or colleague. Participants respond to statements asking their behaviours, emotions, and preferences (e.g., “I am usually full of new ideas”, and “I enjoy tasks more when I am part of a team”) on a scale from Strongly Disagree to Strongly Agree).

Helix Integrity Index

In addition to its 5 core factors and 36 dimensions, Helix contains an Integrity Index. The Integrity Index predicts the likelihood of a candidate engaging in counterproductive work behaviours (e.g. absenteeism, dishonesty, misuse of resources, and intentional rudeness) compared to others.

So why Helix?

It compares favourably to other personality assessments in several ways:

As discussed, earlier research shows that Helix is a better predictor of job performance than other tools in the Australian market
Helix clearly indicates whether a candidate is ‘faking’. Helix contains three indicators of invalid response tendencies. Like the OPQ, it contains an indicator of inconsistent responding. However, it also contains indicators of acquiescence (whether a candidate is agreeing to all items), and socially desirable responding (whether a candidate is potentially “faking” their responses in order to appear better). With the use of these three indicators, it is possible to be more certain of the interpretation of a candidate’s personality results. In contrast, the OPQ only contains an inconsistency measure which indicates whether a candidate has responded in a consistent way throughout the assessment.
Helix contains more (36 vs. 32 in the OPQ) and a broader range of traits than many other assessments. For instance, Helix measures maladaptive, or “dark” traits, such as manipulativeness and impulsivity, as well as traits not captured by other personality assessments, such as “Focus”, which contains elements of effortful and attentional control. These traits enable a more fine-grained analysis of a candidate’s potential across a variety of competencies (e.g., resilience), with a greater ability to identify traits of specific relevance to unique roles.

Do Candidates Hate Psychometric Assessment?

wow@shazamme.com (Default Author) — Fri, 11 Jun 2021 12:34:24 GMT

Sharing with someone that you’re an ‘Organisational Psychologist’ is always an interesting experience and one which almost always comes with questions, curiosity and ordinarily ‘What is that? Sounds different?’. Whilst this may speak to our need to promote ourselves properly in the market as you pick what element of your working life to share you invariably fall back on ‘Have you ever done an assessment when applying for a job?”

This question often sparks ‘oh yeah I hate those’ or something stronger, and often a debate about the needs and merits of assessment, especially for those who feel they have ‘proved’ themselves in other roles so what more do you need to know?

This raises a point that is always at the forefront of our mind when working with clients, and that is ‘are we being fair on the candidate’ and how will the candidate experience this? It speaks to the fact that applying for a job is a two way engagement between the organisation and the candidate where both ultimately want a positive experience to begin a working relationship and trust is important from the beginning. So what can we do about this?

Firstly, there is the research (Schmidt et al, 2016) which tells us that candidates tend to perceive online assessments of ability or actual work simulations as fair. Candidates report seeing a prestige in the role and appreciate steps an organisation may be taking to ensure the best candidate; and can naturally see an alignment between the assessment and a work role. However, there appears to be less favourable views of motivation or personality questionnaires and other less ‘direct’ assessment methods despite the value we know exists (see ‘Not All Assessments Are Created Equal’ ). The fact that candidates perceive value in ability assessments speaks to the perceived relevance of the assessment process so how can we enhance this in all aspects of a process?

Appropriate Assessments

It goes without saying that the appropriateness of an assessment methodology is not going to be a ‘one size fits all’ exercise. Ensuring that the time we are asking candidates to spend on assessment, and the alignment between assessment and job role is critical. Drawing from 200+ assessments from around the world Chandler Macleod is better placed than any organisation and we take care in the assessments we choose. Could you be using shorter timed assessments without losing accuracy? Are you aware of new technologies and approaches to minimise assessment time? Does your candidate really need to complete a difficult numerical test? These questions are all naturally good places to start if you have been hitting all candidates with the same approach you are using for senior managers.

Highlight Fairness

Whilst it may seem trite in what is a competitive process whereby someone ‘wins’ the job and others miss out, the opportunity exists to highlight the fairness and objectivity of the process to candidates (see ‘Assessment is About Fairness’ ). With each candidate having the exact some opportunity to demonstrate their ability many will agree this is more favourable than being hired because someone ‘liked you’ the most. Who wants to miss out on a role to someone with lower ability after all?

Highlight Shared Purpose

With less ‘direct’ measures of capability it is important to highlight shared purpose and value for the candidate. With respect to personality assessment we always encourage clients to highlight that decisions are not based on these alone but can provide insights as to where candidate strengths lie and how best to help them perform in an organisation. Perhaps there is an opportunity to redesign elements of a job role, ensure there is additional support and critically incorporate the information into future career development and talent planning within an organisation. The value of assessment should not stop at the selection stage of the relationship!

Feedback

At Chandler Macleod we offer telephone feedbacks to candidates whether they are successful or unsuccessful and is something we value in our organisation. Highlighting the opportunity for feedback to candidates increases their engagement and importantly provides value to the candidate who is likely to gain some insight, understand the tools better, and perhaps be better equipped to manage their career, future interviews, perhaps even life! If we ask candidates to undergo a challenging process, it is only fair that candidate care extends beyond the final selection decision.

Conclusion

Broadly, it may be an enlightened candidate who ‘loves assessment’ and sees it as an opportunity to really demonstrate their skills, but ensuring for everyone else they see value, benefit and fairness in the process is key to protecting your brand reputation, increasing trust with your candidates, and delivering best outcomes for all. If you feel you could lighten the time burden on your candidates or improve your candidate communications speak with a consultant to learn about the latest products or approaches in the market.

If you want to get the best insights with the best possible candidate experience reach out to understand more on 1300 664 305 or

at cmpienquiries@chandlermacleod.com .

Assessing for Potential: Why Use Psychometric Assessment in Your Hiring Process?

Thu, 27 May 2021 18:49:36 GMT

In our last piece of education we looked at “How Does Psychometric Assessment Work?” but of course how it works does not explain why you should use it.

Why Use Psychometric Assessments

If you have ever made an investment or seen an investment advert you may be familiar with the warning "past results are no guarantee of future performance” and much the same holds true when we are recruiting someone or making a decision about promotions in our organisation.

Resumes and interviews may be a great measure of past performance but may offer little in terms of understanding how that person will perform in a new job role, a new environment, a new team, or perhaps as a first time or more senior leader.

Instead you are better off relying on something suited to predicting future performance which is where psychometric assessment and assessments of personality and ability come to help you.

Indeed, if you are making a hiring decision between two or more people you may currently be relying on how these people have performed in the past. But what you really want to bet on is how they will perform for you in the future.

Assessing Future Potential

Psychometric assessments are well placed to tell us about someone’s future potential in the role as we can predict an individual’s difference to the average when thinking, relating with the others, and delivering work. Or we can compare two candidates. Selecting the candidate with the BestFit for the role which is likely to lead to success.

Differences in Cognitive Ability: Cognitive ability such as logical reasoning and problem solving has been repeatedly shown to be the greatest predictor of future job success. Selecting individuals with above average cognitive ability increases your potential for predicting positive future performance.

ifferences in Personality: Modern day assessments of workplace personality are designed to predict likely workplace behaviours based on the ‘strength’ of someone’s personality. Leveraging this information gives you advance insights in to how someone is likely to behave and perform on the job.

So if you could get the insights and data needed to predict who will be best in the future would you take them?

Added Benefits of Psychometric Assessment

The use of psychometric assessment and data in your hiring process will have a number of benefits to your whole organisation as you hire more capable, productive, engaged employees with the learning agility to adapt and grow with your business.

However, as you recruit with psychometric assessment the first benefits you will see are likely to include:

Faster hiring decisions as you have clear data to compare your candidates to each other
Better hiring decisions as now you can compare your candidate and match them with the requirements of your job role more effectively

If predicting future employee performance while making better, faster recruitment decisions would make a difference to your organisation reach out to understand more on 1300 664 305 or at cmpienquiries@chandlermacleod.com

Assessments 101: which assessments should I use?

Thu, 27 May 2021 18:34:21 GMT

In our last piece we shared the answer to “Why Use Psychometric Assessment?” but of course that doesn’t tell you what to assess.

Selecting the right people is critical for organisational success. Employees can be a complex resource to manage; they provide the crucial source of knowledge, skills and abilities for the organisation to operate successfully, and often constitute the largest cost.

So what are the critical or fundamental attributes you should assess when hiring new employees or making people decisions?

What to Assess?

1) Cognitive Ability - A linear predictor of performance; the quicker an employee can learn, analyse, and use information, the better they will be, regardless of the job or task.

The greatest predictor of job performance is abstract reasoning and problem-solving ability therefore Chandler Macleod recommends assessing this cognitive ability regardless of the job role. Depending upon the nature of the role, other elements of cognitive ability that may impact job performance may include:

Verbal Reasoning Ability
Numerical Reasoning Ability
Technical Abilities such as Spatial, Mechanical or Diagrammatic Reasoning
Specific skills such as IT Skills

2) Personality - Performance is not only defined in terms of what we can do, but also how we do it.

Hiring manager judgements are impacted by bias and opinion whilst personality assessments provide a reliable, cost effective method to measure employee potential for different tasks or competencies at work.

Directly relating to the degree of enjoyment we take from certain elements of work, our personality predicts our enjoyment, motivation and skill to deliver the work required.

3) Emotional Intelligence – How we think, relate to others and manage ourselves is intimately connected to how we manage our emotions at work

Effective use of emotions at work can help navigate complex relationships, ambiguous roles, and pressured environments. Leaders with greater emotional intelligence have been shown to increase employee engagement and lead more effective teams; emotional intelligence is also related to increased sales performance.

A Holistic Approach to Candidate or Employee Assessment

Chandler Macleod People Insights delivers scalable assessment solutions supported by expert consulting advice. Our consultative approach maximises candidate insights beyond the selection phase, enabling use of data to understand both the strengths and areas for development for your employees, teams and the whole organisation.

Chandler Macleod People Insights promotes and designs holistic recruitment processes that focuses on:

Employee Potential using psychometric assessment
Demonstrated Experience through effective interviewing
Demonstrated Skills through simulated activities or reference checking

We draw upon over 200 assessments from 15+ suppliers to deliver one candidate experience via our Assessment Gateway.

6 ways to boost your online presence to benefit your job search

Thu, 27 May 2021 18:16:50 GMT

Being online as a job seeker has now become essential. Not only because of popular job search websites like Indeed and Seek but also because of the network you can create through social networks.

LinkedIn specifically is a huge network for job seekers, especially in the white-collar market, and to not be on it might actually make your job search more difficult!

When employers see your resume, or meet with you, one of the first things they will do is to search you on Google. Usually, your LinkedIn profile will come up. They’ll want to get a glimpse of not only your work experience, but also your personality – and the best way to do this without meeting you, is through social media. This is going to be your first impression.

So, without further ado, here are the best ways to boost your online presence and help you on your job search journey!

Set up your LinkedIn profile fully

Start with a bright, professional profile photo! This is a must have. It can be incredibly difficult to connect and come across as credible without a photo. You then set up the rest of your profile including a clear job title, an informative and friendly ‘About’ section and your recent experience.

You can also go on to add more such as your skills, ask for recommendations, or add in highlights and achievements. For a full LinkedIn Profile 101, you can check out this blog.

Be consistent

Make sure the information on LinkedIn is consistent with the information on your resume, otherwise you might find yourself getting caught in a fib!

Interact kindly and positively with others online

It’s incredibly telling of someone’s personality when we see how they interact online. If you’re on a tangent of complaining and getting into fights in the comment section… well, that might not be everyone’s cup of tea to hire! In fact, to put it blatantly, this can reflect very poorly for you.

But don’t be afraid to interact! It is great to see someone with opinions, and thoughts of their own, as well as how they can positively intermingle with others and make connections.

Write an article or so on your specialisation

A great way to stand out from the crowd and raise your profile to the next level is to write an article (that will sit on your page) and insert your knowledge and passion. This is very impressive for hiring managers and show’s them you know your stuff, and you’re not afraid to put it out there. Here are some other subtle moves you can make on LinkedIn to stand out.

Privatise your Facebook, Instagram and Twitter

(Or any other profiles you think are too personal or which you don’t use to reflect your work.)

Now onto other social networks… Most other social networks aren’t necessarily used for work purposes, although maybe you do apply for jobs through Facebook or Instagram! So, in this case, make sure your privacy settings are set up strong and not revealing too much of your personal activity. Just in case you don’t want to be judged by your cover!

Google yourself to check what comes up

A nice housekeeping test is to Google yourself and see what comes up. If there is anything you don’t want to appear you can take action to make it private or remove it.

It can also be helpful to get a friend to look over your profile and make sure it all appears to be in order.

Having a steady online presence can ensure your job search goes as swiftly as possible and may even offer opportunities for you before you start looking!

How Does Psychometric Assessment Work?

Wed, 26 May 2021 19:03:40 GMT

Anytime we champion someone who is ‘at the top of their game’ or observe a competition between people we are focused on individual differences. What makes someone stand out from the crowd? Likely we might admire their perseverance, their grit, their superior problem solving skills or their ability to influence and inspire others.

In this way psychometric assessment can be focused on identifying and understanding the individual differences in thinking, relating with the others or remaining focused on goals that may predict someone’s performance compared to others.

What is Psychometric Assessment?

Psycho, from psyche, can be defined as the centre of thought, emotion, and behaviour in an individual.

Metric is to measure.

Therefore, lets think of psychometric assessment as the measurement of an individual’s thoughts, emotions and behaviours. Although we might also extend this to include intelligence and ability.

So How Does Psychometric Assessment Work?

When we measure something we are naturally making a comparison against a standard measure (e.g. length) or a relative measure (e.g. between two people). Therefore, when understanding individual differences, we need to have a standard measure from which we can make comparisons.

Getting a ‘Standard Measure’:

There are many stages to creating a measure but to keep things simple at the moment:

First of all, trained psychologists carefully develop assessments or tests which measure a particular ability, thought, emotion or behaviour (e.g. determination).
Hundreds, often thousands, of people are invited to complete the assessment or test so we can learn what an ‘average’ score is, as well as scores that are above or below this average.
After this process we can have confidence that ‘most people’ will score within a particular range (the average) whilst other people will score above or below this range.
We then compare these scores to actual behaviour or performance to make sure that someone’s score can accurately predict differences in how two people might perform a task or demonstrate a behaviour.

Applying a ‘Standard Measure’ (a Psychometric Assessment)

A feature of a standard measure is that everyone can complete the same assessment or test without it changing. To make use of a standard measure psychologists can then:

Invite someone to complete the pre-tested and proven measure (e.g. a candidate)
Compare their scores on the measure to the scores of hundreds or thousands who have completed the assessment before
Rank that person’s score compared to the past assessment or test results of others
This ranking allows us to say whether someone is ‘average’ and typical of most people, or whether they are different in some way and what thoughts, emotions or behaviours we might expect to observe in this person as a result.

This approach to developing and applying a standard measure (or a psychometric assessment) allows us to identify and predict how someone is likely to perform and make comparisons between people.

This tool is invaluable when seeking to select candidates, identify leadership potential, or coach people around where they are likely to have strengths or weaknesses compared to other people.

If being able to understand individual differences and predict future performance would make a difference to your hiring or people processes, reach out to understand more on 1300 664 305 or at cmpienquiries@chandlermacleod.com.

Chandler Macleod People Insights: A Brief History

Tue, 25 May 2021 19:36:39 GMT

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

Australia’s First Personality Assessment

Gaining a license for the use of the Humm Wadsworth temperament scale in 1959 Chandler Macleod began the modern practice of assessing employee personality. Assessing personality and employee potential remains the heart of Chandler Macleod People Insights and Chandler Macleod Group.

Our Assessments Today

Today we stand on this proud history of assessment and continue to invest in and develop the assessments we use. Born from the Humm Wadsworth scale our Innovation and Product Development Team proudly produced Chandler Macleod TRACES and our latest assessment Helix is a market leading assessment of personality and employee potential.

Assessments for the Future

Our market leading technology Assessment Gateway offers our clients access to over 200 of the world’s best known assessments from 15 suppliers. Bringing the best tools from around the world to one location we remain at the cutting edge of understanding individual differences, emerging trends, and what drives performance in the workplace.

A Proud Firm of Industrial and Organisational Psychologists

We continue the unbroken 60+ year history of employing organisational psychology in our consulting practices. With assessment at our heart our national team of registered organisational psychologists are expert consultants in all aspects of people and the workplace advising clients on our core areas of practice.

If we and our history can support your organisation we would love to continue our proud history of consulting and support for Australian business. Reach out on 1300 664 305 or at cmpienquiries@chandlermacleod.com

Is it an Assessment or is it “a Chandler Macleod”?

Tue, 25 May 2021 19:15:25 GMT

With over 60 years of history we have had a long time to become an integral part of our clients recruitment processes – so much so we know of clients whose candidates don’t complete a personality or ability assessment, HR simply asks them to complete ‘a Chandler Macleod’.

Reflecting 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.

Much has changed from the day we began, gone are the pencil and paper assessments, gone is the complex technical interpretations, and gone is the need for candidates to attend our offices to meet a psychologist.

A “Chandler Macleod” Assessment Today

Today we stand on our proud history and provide an unbeatable offering of over 200 assessments with market leading technology delivering a single online candidate experience.

Our commitment to our history and assessment is championed by our proprietary personality assessment – Helix!

Chandler Macleod’s Helix

Built on our 60+ years of experience our Helix Assessment of Personality outperforms its peers when you are looking for modern insights and identifying the individual differences that drive performance in your organisation.

Taking 20 minutes to complete and assessing 36 elements of workplace behaviour our Helix assessment lets you get the core of your people.

Easy to Interpret Reporting

Gone are the days of complex technical reporting. Today our reporting output gives clear guidance on areas of strength, development and if your candidate is the BestFit fo r the role. Designed for hiring managers to read and supported with consulting phone support we help you make faster more accurate people decisions driven by data.

If you’re interested in a modern day “Chandler Macleod” Assessment reach out for a trial experience 1300 664 305 or cmpienquiries@chandlermacleod.com

Assessment and the Hybrid Workplace

Sat, 15 May 2021 06:33:06 GMT

The BestFit™ methodology combines the best recruitment strategies with psychometric tools to provide a better fit for job candidates and employers

Since the onset of the COVID-19 pandemic, companies have continued to embrace the shift to remote or hybrid working environments recognising the benefits for employees and productivity. However, how you continue to select candidates who are aligned to this ‘new’ way of working may impact your organisational success for many years to come.

The challenges of effective on-boarding, integrating new employees into the existing culture, setting clear expectations and delivering effectively in an environment with less supervision are conversations we continue to have with our clients.

Increasing needs for work culture fit in a hybrid world

The COVID-19 pandemic has not only created uncertainty for individuals and businesses—it's accelerated permanent changes in the world of work. Businesses and job candidates need more clarity and accuracy from the recruitment process. Job candidates in an increasingly competitive job market want to be matched to opportunities that will foster their passion and ambition. Employers, meanwhile, need to be able to look past the skills and experience listed on a CV to really see if a candidate is the right fit—especially now that work styles incorporate less direct supervision. It's more important than ever that companies pay attention to how prospective employees fit into their hybrid or remote organisational culture, management style, and team environment in order to prevent turnover and maximise the opportunities for a successful hire.

Since 1959, Chandler Macleod has been applying the principles of organisational psychology to the challenge of matching job candidates with the right companies. Today, we continue to help clients delve deeper into the mindsets of potential employees, and Chandler Macleod assesses 24,000 people each year. Our emphasis on organisational psychology, underpinned by our BestFit™ methodology, makes us uniquely positioned to help employers navigate the current global recruitment market.

The BestFit™ methodology of assessment is at the heart of everything we do — helping to explain the complexity of human behaviour and performance in the workplace using psychological principles. "This will help us to continue increasing the accuracy of our alignment of people and roles and create engaged and happier employees”, Jessica Taniran, Senior Consultant Psychologist said.

Better Understand Your Candidates

Our BestFit™ methodology is underpinned by the assessment of personality and preferred work styles. Through assessment, our consultants can delve deeper into an applicant's personality traits to better understand their key motivators and work styles, and determine if these align with the role or environment they are applying for. Chandler Macleod consultants then discuss the findings with our clients, and explain how a candidate would likely behave in a specific environment or situation.

This objective assessment of the suitability of a particular applicant removes the guesswork and provides clients with a cost-effective and time-efficient solution at any stage of the recruitment process.

A sample of a BestFit™ report

Make Faster Hiring Decisions

Organisation’s today are often are faced with selecting candidates based on fewer touch points, fewer opportunities for interpersonal interaction, and with less demonstrated experience of their ability to remain productive in a remote or hybrid environment to draw on – recruitment decisions are being made with less data or evidence thereby increasing risk.

For those organisations looking for scientifically backed data to support and speed up their recruitment decisions, the assessment of personality and applicant potential has often proved key.

Whether from our direct clients or from clients of our Staffing Services business, feedback indicates they are embracing assessment as a means to increase recruitment efficiency. "The feedback we are getting from recruiters and consultants that have been able to demonstrate this to our clients is very positive. It is a real differentiator from our recruitment competitors, and it is really appealing to companies, especially those that are struggling with high churn. BestFit™ is showing how we are able to go the extra mile for our clients" said Jessica.

Supporting Job Seekers

Our BestFit™ methodology benefits job candidates as well. "We're finding that more candidates have become willing to engage in psychometric assessments this year," said Jamie Greer, the General Manager of Chandler Macleod People Insights.

With the feedback we provide to all successful and unsuccessful candidates for our clients we are able to assist them to identify their strengths, their best potential job matches, as well as how they may increase their productivity and improve their onboarding experience in a hybrid or remote work environment.

Assisting our clients with this service is something we are proud of to ensure that assessment is benefiting both our clients as well as their applicants.

If more data in your recruitment process will help you making better, faster recruitment decisions reach out to understand more on 1300 664 305 or at cmpienquiries@chandlermacleod.com.

About the Author

Jessica Taniran

Senior Consultant Psychologist, Chandler Macleod People Insights

As a Consultant Psychologist with Chandler Macleod People Insights, Jessica specializes in the interpretation of psychometric assessment for selection and development. Additionally, she is responsible for designing and delivering HR Consulting projects, including succession planning programs, assessment and development centres, and facilitating training workshops. Jessica is skilled in the provision of outplacement coaching for front-line staff from a range of industries. Jessica completed her bachelor's degree in psychology at Griffith University, finishing with First Class Honours, then went on to complete her Masters in Organisational Psychology.

Assessment is about Fairness (Ironically)

wow@shazamme.com (Default Author) — Fri, 14 May 2021 11:08:15 GMT

In our last piece we talked about the value of psychometric assessment for measuring future potential , however assessment is also about fairness!

So how does a process designed to differentiate people promote fairness?

Think about how much of your application process is consistent from a candidate point of view. Perhaps your application form is the same for everyone, but after that the candidate experience often starts to become impacted by human bias - even if you're not aware of it.

The use of psychometric assessment is founded in having a standard measure; a process which is the same and repeatable for all candidates whether it be an assessment of personality or ability.

So What Does This Mean for You?

Having a fair and consistent process in your hiring decisions means:

You can clearly differentiate between your candidate’s potential
You can make decisions without being impacted by bias and focus on your candidate’s true or perhaps hidden potential
You can have objective information to probe and follow up at interview
You have the opportunity to provide candidates with objective and meaningful feedback on the hiring outcome

Psychometric Assessment and Diversity and Inclusion

The use of psychometric assessment is well suited to organisations seeking to increase their diversity hiring and inclusion practices. Assessments are rigorously tested through their design to make sure they are consistent and results do not differ on the basis of race, gender, age or years of work experience.

For this reason psychometric assessment is uniquely placed to remove unconscious bias and the risks of poor interviewing and decision making techniques to ensure you are evaluating candidates on their true future potential without influence from our own cultural upbringings, expectations and stereotyping which we all suffer from as humans.

If you are an organisation who is passionate about fairness, diversity, inclusion and making better recruitment decisions reach out to understand more on 1300 664 305 or at cmpienquiries@chandlermacleod.com

Chandler Macleod embracing Hybrid Working and Connected Workspaces

Sun, 25 Apr 2021 19:42:37 GMT

In 2020, as we all well know, the pandemic fundamentally changed the way we work. Many employees and leaders alike at Chandler Macleod realised the benefits of working from home, such as less time commuting, fewer expenses, more time to focus on work and more autonomy over working hours. However, there were many employees who were keen to return to the office; some missed the social aspect, and others could focus more in an office environment.

So, as we stepped into 2021, it became clear that there were many different expectations and priorities around how to integrate work and life.

This is where the business decided to update the Flexible Working Policy and develop their current and new Hybrid Working Policy. Because whilst many were happy to return to the office full time, numerous others will choose to some time working remotely. The new policy guides employees and managers to make the choice together to best suit the employee’s work style as well as their team and clients.

Chandler Macleod’s new Hybrid Working Policy is a proactive response to feedback from employees conducted in anonymous surveys as well as our monthly Town Hall meetings where our leaders host a transparent update for all employees.

The new policy indicates the importance of remaining connected no matter our choice of workspace, to the company purpose, our clients, and to one another.

Notably, with some employees opting to return to the office, Chandler Macleod are keeping their brick and mortar offices as a hub or collaboration space that will keep colleagues connected through work.

Whilst policies are being updated at Chandler, so is the idea of the office. Enter, The Connected Workspace. The Connected Workspace has 6 core elements that aim to bring the office into the future and create a happier, more dynamic space for employees. These elements include:

A focus on ease of communication
Ease of mobility (especially around technology)
Sustainability
Collaboration
Flexibility
Accessibility

There are specific emphases on a new way of work life integration off the back of the new Hybrid Working Policy and the desire to create a fluid, flexible workspace which embraces updated, easy to use and portable technology, as well as well thought out interior and office design aspects to make up the ultimate collaboration space whilst remaining COVID safe.

As a company, we are so proud of the participation from employees to help them build both a successful Hybrid Working Policy as well as an ideal Connected Workspace plan. There is plenty of excitement around new flexible work schedules that cater to individuals, as well as teams venturing back into the physical office to experience the ‘new normal’ of corporate life.

What is a Business Psychology Consultancy?

Thu, 15 Apr 2021 05:51:16 GMT

To be honest, every time our consultants tell someone they are an Organisational Psychologist, usually the next question is “a what?”. Perhaps fair enough too when there are only 875 of us in Australia you don’t bump into us too often, yet employing organisational psychologists for 60+ years is something we are proud of at Chandler Macleod.

So what does a Business Psychologist do?

A Business or Organisational Psychologist is expert in all interactions between people and the workplace. In effect this covers the way we as humans engage with work, derive meaning or enjoyment from work, and the cultures systems and processes that make a workplace successful. Specifically, we are expertly trained in matters including:

Recruitment Selection and Assessment
Organisational Development and Change
Training Design and Evaluation
Employee Relationships and Motivation
Performance Appraisal and Career Development
Human Machine Interaction
Design of Environments and Work Health and Safety
Coaching, Counselling and Personal Development

What Sets us Apart From Other Consultants?

What makes a psychologist different is our use of data and insights to drive our programs, and our deep knowledge of human behaviour, adult learning principles and what is needed to make change in individuals, teams and organisations.

What does a Chandler Macleod Business Psychologist do?

Following 6 years of university education a Chandler Macleod consultant supports our clients across the ‘Core 4’ areas of our business. These are:

If you’re keen to meet a real life business or organisational psychologist and learn more about what we do reach out for an introduction on 1300 664 305 or at cmpienquiries@chandlermacleod.com

Our Top Federal Government Interview Tips

Thu, 25 Mar 2021 19:54:56 GMT

As a leading supplier to Australian Government clients, Chandler Macleod understands the Australian Public Services (APS) recruitment requirements including their principles, policies and ethics.

We understand that Merit is a fundamental element of employment and is underpinned by legislation, and that merit-based decisions are required, at a minimum, to be based on an assessment of a person’s work-related qualities and the work-related qualities required for efficient and effective organisational performance.

Here are a few points to help you achieve a successful interview within the public service:

Before the interview

Do some study and research, but not too much that you don’t allow for your authentic self and knowledge to shine.

Review the job requirements as well as your job application

Study by looking into the agency or department that you are applying for. On this specifically, the following items are important and will likely come up in some way during the interview.

What are their goals or objects for the year? TIP: Research their corporate plan.

How can you make a difference working for that agency or department?

How will where you work now, make a difference to them?

Read over the ILS (Integrated Leadership System) by the APSC here . The ILS framework was developed by the Australian Public Service Commission to support the building and sustaining of strong APS wide leadership. Using the core capabilities and the foundation of the ILS framework is a great tool to studying and assist to answering different style questions.

Take time to practice some behavioural and scenario questions. Use different examples other than what you have written in your duty statement/selection criteria.

Make sure to make note of questions you could ask off the back of the information you’ve learnt. Not only is it great to engage and ask the interviewer things but it can also be a sly way to show off your knowledge.

Day of the interview

The day of your interview is now here. You’ve done your research and you’re feeling prepared. You may feel a little nervous too, but not to worry. Take a moment. STOP. BREATH. REFOCUS.

Whether you are new to the public service or applying for the next level up, it’s important to remember that you have passed the most challenging part of the job application process. The Panel will have most likely received and screened hundreds, if not thousands of applicants and you have been selected to interview.

What is the next step?

First things first, stay hydrated and make sure you don’t stay up the night before worrying about your interview performance the next day! Being well rested and confident is a priority.

Our top tips include:

Dress professionally

Arrive at least 10-15 minutes early

Don’t be intimidated with how many people are interviewing, A Federal Government interview panel generally compromises of 2-4 public employees including the job supervisor for that area. Try to establish rapport individually where possible, keep reasonable eye contact with all members, and be sure to answer speciﬁc technical or strategic questions accurately as there will be a breadth of expertise present.

Answer like a STAR, this means;

Situation – when, what role were you in?
Task – what was the problem, issue or responsibility?
Action – what specific actions or steps you took?
Result – highlight outcomes achieved

Ask questions. This will demonstrate your preparedness, some systematic thinking and will imply enthusiasm and career motivation. An interview is also a two-way street. You must also determine through your questions whether that relevant federal department or agency will give you the opportunity for the growth and development you are looking for.

End on a positive! Thank the interviewer for their time and the opportunity.

Some extra tools that could be useful for you include:

APSC: The Interview Cracking the Code
APSC: W o rk Level Standards

The Tjiwarl Work Readiness Program Tjiwarl1

wow@shazamme.com (Default Author) — Thu, 25 Mar 2021 06:25:29 GMT

We interviewed Craig Myers, Chandler Macleod Client Development Manager about one of our recent successes with the Solid Start Initiative. Here’s what he had to say!

Can you tell us about this project, how it started, the main goals and what it entails for participants?

The Tjiwarl Work Readiness Program is a Solid Start Initiative with CMG and BHP that got started back in 2018 to support the Traditional Owners in the Leinster area and provide the opportunity to gain employment in roles within the Mining Operations. In the latest program, individuals applied and were selected to join a 9-week course to prepare them for the workforce, including classroom, on the job experience and a qualification with a Cert II in Resourcing/Infrastructure.

What were the greatest outcomes?

Firstly, 8 motivated individuals came out of the programme with the confidence, nationally recognised qualifications and personal and professional growth to enter the mining workforce and begin careers. This was with great help from our BHP stakeholders who were empowered, passionate and committed to the graduates and their success.

Secondly, there was wonderful involvement and local employment for the Traditional Owner Community.

And finally, in October 2020, the Tjiwarl Work Readiness Program was awarded a Highly Commended Award at the BHP HSEC Awards. +

How did you achieve such great results?

There were so many ingredients to success in this instance which I am very proud and appreciative of. This included:

A dedicated and passionate project team from CMG, Carey Training, and BHP
Direct involvement of the Tjiwarl Corporation and Community initially sourcing candidates
Specific roles to fill by the end of the program were known in advance
Full support of the various hiring managers on site and at a corporate level
Restructuring the program to a shorter time frame and more on the job work experience
Well defined and reinforced behavioral expectations from the start
Close relationship and contact throughout the program with all participants. Including the dedication and passion of Anne and the close relationship built with Mel at Leinster.

When will the next program commence and will it be the same?

It’s likely to commence around early September 2021. It will run similarly with the Tjiwarl Corporation involved in sourcing and selection. This was valuable for local community buy-in and finding the right people. And of course, as always there will be space for improvement as we plan ahead.

[The artwork in the header of this blog was created by the participants of the Tjiwarl Work Readiness Program]

We know Rail and Infrastructure

Wed, 24 Feb 2021 06:46:08 GMT

chaWith record investment in infrastructure network upgrades and billion dollar rolling stock and locomotive builds projected in the coming years, Australian rail and infrastructure is on the move. Chandler Macleod’s specialist Infrastructure and Rail recruitment team and specialist HR consulting services have extensive experience in sourcing and selecting the individuals that will best contribute to your business’s performance, efficiency and profitability - now and into the future.

Our Infrastructure and Rail recruitment specialists have outstanding industry expertise with over 40 years’ experience in the industry as advisors and consultants. Chandler Macleod has developed a National Rail Safety Management Guideline for labour hire in the Rail industry; this includes Safety Performance Reporting and Certificates of Competency. Our large pool of accredited safe working personnel can also provide worksite protection for major projects across Australia.

Ken Carvalho our Chandler Macleod Group Rail Safe Working Manager has over 10 years’ experience in both the private & public sectors of the rail industry.

Ken’s understanding of rail construction & maintenance, in combination with our history of delivering services to many rail infrastructure customers in both regional and metropolitan areas, means Chandler Macleod has a propensity to effectively deal with the rigours of work in this sector.

To highlight the work we are proud to do every day, Ken asked one of our Protection Officers, Innocent Nhanga a couple of questions about his current role.

Asking for feedback is key to engagement and improvement at work

wow@shazamme.com (Default Author) — Wed, 10 Feb 2021 06:56:54 GMT

How do we improve our employee experience, without asking the employees what they think and feel?

Of course, data, work performance, and anecdotal comments can gauge how a workforce is doing, but only to some extent.

What’s that saying?... If you don’t ask, you’ll never know!

There are many elements of work that don’t include just numbers, just performance or just a few staff members speaking up every now and then. All staff deserve to have a say, and all workplaces can benefit from listening to their people.

What can help?

Anonymous surveys that ask for feedback from employees at all levels are an excellent way to work out what the company needs to work on, as well as to realise what the company does well and how to keep doing it!

Anonymous team surveys can also be extremely helpful to help managers figure out the best way to improve their team attitude and efficiency by being able to focus on improving their own short comings and keep up behaviours that are encouraging and positive for the team.

Make sure feedback and surveys actually make a difference

It’s one thing to conduct a survey, but there are a few ways to make sure 1. People participate, and 2. That people can see change from the feedback they’ve given.

When sending around a survey, it should be accessible to all. It should be advertised and mentioned by higher management to encourage participation and desire to hear people’s true thoughts. And of course, it should be anonymous.

The questions should be intentional and clear. They should not be purely plain yes or no questions (although there may be some), questions should also require a written response or rating.

Most importantly, steps need to be taken after receiving feedback to indicate that employees have been heard. This could include company goals based upon a popular stream of responses, different management styles implemented, or policies being amended or created. The list goes on, depending on the feedback that was received.

What are the major benefits?

Employee engagement is not always easy to accomplish. Especially with the rise of remote working where people aren’t interacting face to face every day. Many people may need more incentive, or motivation to continue putting in their best efforts.

To include your employees in major changes and support them by way of asking what you can do better will open a conversation and make people feel valued and heard. Once even the smallest of changes are made, people begin to feel as if they are part of the bigger picture, not just any other employee in any random company. When people are supported and cared for, they will naturally work harder than if they resent or dislike the company they work for.

Asking for feedback is a huge part of employee engagement (but it’s not the only part), especially in times of massive change or uncertainty. Realising you aren’t perfect and can always improve not only makes things better for your employee’s but can help you grow your business into bigger and better things.

Jemalong Solar Farm Providing Jobs for Women

wow@shazamme.com (Default Author) — Sat, 30 Jan 2021 05:08:36 GMT

A solar farm being built near Forbes in central-west NSW is providing a boost to female representation in the renewable energy industry, with women now making up more than a fifth of the workforce.

Beon Energy Solutions (Beon), which is building the Jemalong solar farm for GenEx, has implemented its successful Women in Solar program at the site. The program, which has been delivered by Chandler Macleod and funded under the Federal Government’s Launch into Work program, provides new skills and employment opportunities for women, many who have been out of the workforce for a long period.

Seven of the 33 women working at Jemalong are participating in the program.

Representatives from Forbes Shire Council and Forbes TAFE visited the GenEx-owned solar farm recently and met with some program participants.

Beon Energy Solutions General Manager Glen Thomson said the Women in Solar program continued at Jemalong following its success at the Bomen Solar Farm near Wagga Wagga.

“We have 33 women employed on this project and that’s well above industry standard for a solar farm of this size,” Mr Thomson said.

“We’re really proud of the opportunities the Women in Solar program is providing for many people in regional communities, particularly those who have been out of work but are keen to learn and are willing to grow their skills.”

Among the participants are Tracey Trainor, 39, a mother of eight, who had minimal work history but was eager to get back into the workforce.

“It has been really hard to get much of an opportunity after being out of work for so long, so Women in Solar has been amazing for me,” Ms Trainor said.

For 65-year-old Aboriginal woman Lynette Toomey, the Women in Solar program gave her a chance to get back into the workforce and try something new.

“I’ve been unemployed for the last five months and I’m so thankful that someone has looked past my age and given me a go,” Ms Toomey said.

The 50MW solar farm will produce 128,700MWh of electricity each year, enough to power 23,000 homes and offset 104,000 tonnes of CO2 emissions annually.

Beon has built Jemalong’s 152,000 solar panels plus associated infrastructure for solar farm owner GenEx, using a large and diverse local workforce.

So far, 151 jobs have been created to construct Jemalong, with 68% of those local, 22% women and 11% Aboriginal. Of the 83 mechanical labourers who worked on the project, 66 are from Forbes, Parkes and surrounding communities.

The project has injected $2 million into the local community, engaging more than 28 different local businesses and providing significant local employment opportunities.

The Jemalong Solar Farm is set to be fully operational early in 2021.

Our Involvement

At Chandler Macleod, we believe that embracing diversity and providing equal opportunity for employment is central to all aspects of our recruitment processes and practices.

Several organisations have been faced with employment dilemmas around talent/skill shortages which we have successfully implemented programs for and achieved fantastic outcomes and results.

Over the last 12 months Chandler Macleod has delivered over 120 pre-employment programs within the FMCG, T&L, Manufacturing, Construction and Utilities sectors. These programs assist candidates without recent or relevant experience the opportunity to develop specific skills. We focus on a candidate’s behavioural traits as opposed to the traditional and transactional model of relying on a resume.

“Approximately 1100 candidates participated within training with north of 900 candidates transitioning to employment and retention rate after 6 months of over 80%”New Paragraph

In collaboration with our clients & preferred job active providers, our employment pathway programs create opportunities for disadvantaged youths, mature-aged jobseekers, Indigenous Australians, Women and those with disabilities. We have delivered excellent results for our clients in sectors where women are traditionally underrepresented, to enable adjustments for disability and in Indigenous employment.

How to switch off work over your break

wow@shazamme.com (Default Author) — Wed, 30 Dec 2020 05:18:18 GMT

This year has been a whirlwind. Many people have dived deep into work whilst they work from home, some of them start earlier, and work later, unable to fully disconnect from the workday or take proper breaks. It’s so easy to be connected all the time with email on our phones and our laptops with us wherever we go!

As the holidays come around, it’s important we all take the time to get some respite, and re-charge, for a new year with new goals and work to do.

For those of you who may struggle to disconnect and rest, this blog is for you. Here are the best ways to switch off work over the break, to make sure you avoid burnout, enjoy family time and come back to work refreshed!

Leave that phone alone

This is kind of a hard one, as we are all connected to work through our phones, we are also connected socially and may need to keep in touch with family or use our phone as a camera.

Some tips to help you avoid picking up the phone and checking your emails could look like:

When with family and you have nowhere else to be, turn on aeroplane mode.
Sign out of work applications.
Turn of notifications for work related apps like email or Microsoft Teams.
Place your phone face down and on a high shelf, check only occasionally.

Delegate before you go on break

If you have skeleton staff over this holiday period, make sure you speak to them and handover any items that may need addressing whilst your away. With proper communication and detail of any given task, you can relieve any stress of worrying about work that couldn’t be complete before you left.

If you have no other staff available, inform your colleague or client when you will be back and your plan to complete the project or task upon your return. This means, they know not to enquire or hassle you whilst you’re away, and you set a healthy boundary and expectation.

Be productive leading up to your holiday

To ensure a little as possible needs to be done whilst your away, try to get to everything that needs to be complete before or whilst you’re on break. This can look like:

Delegating tasks as mentioned above.
Completing any nearby project milestones.
Making a to-do list for when you return.
Informing others of your time away.
Cleaning up your inbox.
Setting up your out of office email.

Don’t be afraid to say ‘no’

Don’t take on stress of a project or request that you know won’t be accomplished in the time frame you have. Again, delegate this task to any skeleton staff if it is urgent. You could say something like:

“Unfortunately, I am on leave after today and don’t think I will be able to complete this by end of day. If you need this urgently addressed you can contact ‘X’, his/her email is X@chandlermacleod.com . Otherwise I will be happy to help when I return!”

Make sure to inform any staff that you are allotting work to them.

Be present

Find a moment each day during your break to just appreciate where you are and what surrounds you. Take in the sights, smells, sounds and plant yourself in that moment. This can assist in helping ease worries about the past or future and allows you to relax and enjoy the time and space you are currently in.

Your work is enabling you to be on this break and you deserve and need it. Don’t get caught up worrying about work, but rather enjoy the time with family and friends. All work needs can be addressed later and don’t need your immediate attention, especially at the end of the year. Remember why you work.

No matter how much you love your job, it’s important that we find the balance and make time for ourselves and our home lives as these are the moments we often cherish and remember forever.

The Pyramid of Employment

Tue, 29 Dec 2020 05:30:05 GMT

In some detail, we look at what the steps are when it comes to the construction industry and staffing. Below we explain the above pyramid and how the construction industry directly boosts our economy in a majorly positive way.

Project announced

The real start of any major project actually starts before this pyramid but from the moment a project is announced, and the tender is released. Whether it’s a massive road, tunnel, desalination plant, commercial office space, hospital, school building program, sporting facility it triggers off an enormous chain reaction that ultimately leads to anything from medium employment opportunity to massive employment opportunities.

Project Development, Planning & Tender

Once a Government Department (State or Federal) are ready to take the project to market, a spark is lit!At a Government level the relevant department needs to prepare project details to the point it can be released for industry comment, public review and ultimately out to tender.In the background consultants of all types are engaged internally and externally to get the project feasibility completed.A non-exhaustive list may include:

design/structural/mechanical/environmental engineers,
cost consultants,
project planners,
community liaison,
stakeholder managers,
and depending on the type of project, investors get ready to spend some money.

Project Tender Phase through to Project award

We have moved from sparks to a very solid fire now.The project is ready for tender, this kicks off the beginning of a very long supply chain.Companies need staff to bid, design, plan and cost the project, all this is before they need staff and suppliers to build it. Companies wanting to deliver the project ramp up their teams to position themselves to design the project and ultimately build the project.Suppliers start ordering and manufacturers start manufacturing, all this and the supply chain has only just begun, and the project has not even been awarded yet.

Social Procurement, Social Recruitment and Social Impact

The next three pieces of the Employment Pyramid are all about jobs, jobs, jobs and more jobs.The social piece of the pyramid sits up high in the order because greater and more varied employment opportunities for a larger and broad section of the community is an extremely positive and wide-reaching part of the process.As the flames get bigger so do the opportunities.Government funded projects target disadvantaged demographics and we work alongside companies who are highly committed to achieving diversity targets on these projects. Together a number of options are provided to help remove the roadblocks to full time employment in a stable industry.

Project Delivery – the Project Workforce

The fire is raging now.On a mega project you might be part of a consortium or joint venture, you have just been notified you’re the preferred bidder to secure a $9B project.At this stage you have your hiring plan completed, you know you need (these numbers are extremely conservative) 240 engineers, 45 admin staff, a team of accountants (add to this external auditing accounting firms that add to the breadth and depth of the employment pyramid), a team of community and stakeholder managers, employment equity team, HR, Recruitment, workforce planners, 5000 – 10 000 trades and labour staff of all types.Again, this list is just scratching the surface.

Supply Chain Workforce

The raging flames are far from over, they just change direction now. It may seem strange that it the supply chain workforce sits at the bottom of the pyramid but allied industries feeding into these projects have a breadth depth that is sometimes forgotten as we are distracted by the actual project. The supply chain at this stage has already kicked off but think of the suppliers – designers, materials (rock, sand, turf, steel and everything else that goes into building something), products that are manufactured or imported (imported is important as is creates the need for sales, marketing, advertising, transport and storage).

All in all, you can see how many people are required to be employed for a major construction project. This effects the communities we live in greatly by not only bringing jobs but also opening opportunities for people to have a stable income, to spend more in the community, to learn, for training opportunities to be provided, to boost the entire system of people helping and working with each other in a community.

Chandler Macleod are proud to be part of this life cycle and to inject positivity back into Australian communities through our staffing business.

For more information about the Pyramid of Employment or our employment services, contact Michael Freis at Michael.freis@chandlermacleod.com or on 0438 579 476.

Infrastructure to the Rescue!

Mon, 28 Dec 2020 05:37:15 GMT

This blog is an introduction to a series of posts coming in the next few weeks and months. We will be talking about the huge influence Infrastructure and Construction projects are going to have on the Australian economy, employment levels, and most importantly the stimulus it will bring to a broad range of allied industries.

Construction and Infrastructure will bring the economy back to life.

State and Federal governments are fully aware, that without a doubt, a couple of high-profile mega projects are an almost instant kick-start to employment and spending. There are so many projects that have been approved, out to tender, awarded and about to be awarded that the pressure points of how to staff them are already on the agenda.The direct stimulus on employment numbers is nothing short of spectacular, the knock-on effect throughout the supply chain will be breathtaking.

One of the best things about this industry is the hidden job market. Michael Freis, a twenty-year veteran of recruitment and staffing services calls it ‘ the pyramid of employment ’.

As the pyramid above shows, once a project is awarded, the industry both directly and indirectly explodes.Designers, engineers, constructors, suppliers, transport, recruiters, labour hire, warehousing, manufacturing all start to gear up to meet the needs of these projects.

For a more detailed run down of the Pyramid of Employment, you can click here.

If we use Victoria as our first example, we know the following projects are already making a great impact:

$15B Metro Tunnel that is currently underway
$15B North East Link Project to be awarded early 2021
$1B Footscray Hospital
Around $4B Southern Roads Upgrade
$500M+ in wind and solar farms

The items listed merely scratch the surface of what is coming Nationally.

We could also mention the Inland Rail Project which is estimated to reach at least $10B, the McIntyre Wind Farm in QLD which will be a $1B project and the Metronet in WA, Cross River Rail, Sydney Metro $12B, the list literally goes on and on

The majority of these large projects are government funded which gives us a focus on social procurement, helping locals into work on local projects, local suppliers, local manufacturing and, helping remove the roadblocks to full time employment.

One the great benefits of construction and infrastructure coupled with social procurement targets set by governments is that this industry provides a platform to employ from a very broad range of people.Few industries can employ from the range of societal groups that construction and infrastructure industry does, creating possibilities for anyone entering the industry, including:

People of any gender
People of any legal working age
Skilled or unskilled people
Transitional staff (moving from automotive to construction for example)
Minority groups
The long term unemployed (into unskilled work with the potential to upskill)

In addition to being easily accessible for people to be employed, once in the industry, it is a flexible and engaging industry to be part of. There is a large range of work, great pay, prospective skill development, government funded training programs (as well as on the job training opportunities), convenient locations, and finally, an offering of challenging and dynamic workplaces.

As you can see, Infrastructure and Construction is building much more than a road or hospital.

Keep an eye out for more to come on this topic, and in the meantime, if you have any queries, reach out to Michael Freis, National Manager – Infrastructure & Construction at michael.freis@chandlermacleod.com or on 0438 579 476.

Working for Victoria Program

Sun, 27 Dec 2020 05:40:35 GMT

Chandler Macleod has recently had the pleasure to work with the Port Phillip & Westernport CMA on a six-month agricultural and environmental project. This program aims to assist farmers, organizations and community groups improving their sustainability credentials while employing in Victoria. The Victorian Government’s Working for Victoria initiative will be funding this program and seeks to hire 44 candidates.

With the implementation of this program, new roles become available to those in Victoria. The surge in jobs will begin to start the revival of the economy after it was drastically hit by COVID-19 this year. The environmental and sustainability sector will also rise, keeping our native wildlife alive and lush.

From the end of November, crews have been working in public and private properties chosen through the expression of interest process. The PPWCMA is looking for candidates to fill a range of roles, these include:

Revegetation – planting and watering the native vegetation
Installation of insects in native plants to promote pollination
Farm Maintenance
Composting, mulching and erosion control
Queensland Fruit Fly monitoring
Installing wildlife nesting substrates
Bushfire recovery work
Pest control for plants
Weed control
Litter collection
Research and monitoring
Fieldwork to assist farmers

For more information, please visit https://www.ppwcma.vic.gov.au/what-we-do/work-crews/

BestFit Accredited Recruiters stand out from the crowd

wow@shazamme.com (Default Author) — Sat, 26 Dec 2020 05:50:45 GMT

Chandler Macleod’s BestFit™ methodology aims to increase the accuracy of the recruitment process. We do this by combining the most effective recruitment methodologies and psychometric tools into a comprehensive process that represents global best practice in recruitment and selection.

What is BestFit?

BestFit™ is a methodology that is championed by the Chandler Macleod Group. It seeks to explain the complexity of human behaviour and performance in the workplace. The methodology is based upon a formula derived from many years of research in psychology, which states that behaviour is a function of a person and their environment.

Recently, Chandler Macleod have certified all their recruiters to use the BestFit methodology.

The BestFit Accreditation Program run by Chandler Macleod’s Organisational Psychologists equips their consultants by taking tested recruitment methodologies and pairing them with psychometric tools that represent global best practice in recruitment and selection.

Using their own assessment tool ‘Helix’, consultants delve deeper into an applicant’s personality traits and can gain a deeper understanding of their key motivators and workstyles and if these align with the role and organisation/environment that they are applying for. Consultants can then discuss with their clients; to really understand more about the individual rather than what is on a resume or what a reference says as while they may have the right skill set and have performed previously, their alignment in their potential new environment may not always be a BestFit for them or the organisation.

This training and the use of this assessment tool is completely unique to Chandler Macleod. It’s part of their DNA and stems back to when Chandler Macleod started as an organisational psychology business in 1959 before branching out into recruitment.

We have seen a huge amount of interest and enthusiastic uptake from the consultants who have received this new accreditation, as they walk away better equipped to understand human behaviour and are able to have more meaningful conversations with their clients and candidates. Jamie Greer, Registered Psychologist, GM Consulting.

The major benefit of Chandler Macleod consultants being accredited in BestFit methodology is that there is a wider span of access to expertise for clients and a deeper sense of care and understanding for candidates too. By equipping all recruitment staff with this tool, Chandler Macleod believe they will be able to aid the success for both candidates and clients by placing people into the right roles for them, and finding businesses the right people for their work environment.

Impress on your first day on the job

wow@shazamme.com (Default Author) — Sun, 01 Nov 2020 05:58:14 GMT

The impression you make doesn’t end after you get the job. It’s important to make a great impression on your first day too and to ensure you are living up to what you sold in your interviews.

Here are some of our top tips on how to prepare for your first day at a new job, and how to leave a great impression on your new colleagues.

Plan your outfit

If not stated in your contract, you should have a good idea of the company dress code standards from what your manager was wearing in the interview stage. This can help you choose what to wear. Though it will be your own style and expression of self, it should suit and fit into the same level of professionalism shown by others in the company. Also make sure your outfit is ironed and clean. Your outfit is attached to your positive body language and will leave a good impression instantly.

Prepare some questions for new people you will be meeting

You may meet just your team, or perhaps managers from other departments. Prepare some questions to get to know more about the business operations and the people themselves. This not only shows you are eager to learn but also that you are personable.

Prepare your commute and get there early

Being late on your first day can be a real concern for new employers. Plan your trip and leave earlier than usual. If you are too early, you can always grab a coffee or tea before you head into the office.

Smile and be friendly, try to make a friend!

Be polite and get to know the people you’re working with. This will not only help you feel settled and confident but it will also make others feel comfortable with you.

Really take in your onboarding materials, and don’t be afraid to ask questions

It’s not all about socialising, it’s good to get your head around the onboarding materials and anything you don’t understand upfront. Don’t be afraid to ask questions about anything that confuses you. This shows good communication and that you are actually focusing on the information in front of you.

Don’t do a sloppy job

If your manager asks you to complete a task on your first day or for the week, don’t rush to do it because you want to impress them. Really listen to the task at hand, ask questions and do the job properly. A good job is more impressive than a fast one that requires too much feedback.

If you are invited to lunch, go!

This is a good opportunity to get to know your team and for them to learn about you. This will make it easier for everyone to work together.

Be observant, scope out the culture and professional rules in play

By observing and learning about your surroundings you will be able to understand the norm in your workplace and what professional standards need to be upheld. You’ll also recognise peoples behaviour and be able to decide how you will deal with and socialise with certain characters in future.

Do not engage with gossiping employees

On that note, if there are any employees who try to talk to you about Jan in Finance, or how annoying their manager is, or how that Brad in I.T is so lazy, just ignore them and try to change the subject to something more positive. You could ask, ‘how long have you worked here?’ or ‘what do you love about working here?’. Don’t get caught up in office politics, especially on your first day!

Be yourself

Being yourself is important to have genuine interactions and form lasting work relationships with your colleagues. If you are a little shyer, that’s okay, you can still smile and be friendly. If you love a good chat, don’t subdue your personality, chat away about appropriate subjects. You will want people to get to know the real you.

Keep a positive attitude and positive body language!

Avoid looking unapproachable and grumpy. Even if you feel a little overwhelmed, remember, it’s only your first day! You have plenty of time to learn and ease into your new job. Relax and enjoy your first day, taking in your experience with gratitude will help keep your attitude and body language positive.

Avoid slouching, crossing your arms, frowning, rolling your eyes and other negative behaviours that can come across as rude or cold.

Say goodbye when you leave

If you’re a shy person, or just like to slip away, this one is for you. Remember to say goodbye when you leave, you can even thank them for lunch, or say thank you for the day. Even a simple, ‘have a good night, see you tomorrow’ will suffice! This is just good manners.

Effective Safety Assessment During Recruitment Drives Safety Performance

wow@shazamme.com (Default Author) — Wed, 28 Oct 2020 06:03:28 GMT

Anyone who has tried to change the way another person behaves or sees the world, will know how difficult it can be. People are by nature creatures of habit and are guided by their unique drivers, values and mindsets. This is certainly true when it comes to a person’s attitude towards safety.

Safety professionals are challenged daily to continuously improve procedures and equipment, and then influence their people to not take shortcuts with those procedures and equipment.

Ask any safety professional to describe their biggest challenge in their job and the vast majority will report influencing safety attitudes and behaviours. Unfortunately, it’s much easier to make changes to a procedure, write a risk assessment or fix a guard to a piece of machinery than it is to meaningfully influence attitudes. This is much the same way that it is easier to buy nicotine patches and throw that pack of cigarettes in the bin than it is to change a smoking habit that has lasted for many years. Changing attitudes and habits takes time, not to mention sustained focus, drive and the relevant skills.

So, why don’t we get people with strong safety attitudes to start with?

An accurate assessment of a candidate’s safety mindset during recruitment can reduce the likelihood of that person being injured at work or engaging in unsafe work practices. At Chandler Macleod, we regularly utilise safety assessments to assist our clients and ensure BestFit candidates are identified.

Safety psychometric assessments are relatively inexpensive and are a well validated method of assessing safety attitudes to predict the likelihood of a candidate being injured or involved in an incident at work. Many assessments are completed online and are quick to administer, taking as little as twenty minutes to complete. Safety assessments can also be used to identify key areas to develop in current employees.

In a site wide validation study we conducted with an ASX listed Mining Contractor, we found that employees who scored in the high risk category on a safety attitude assessment had the highest proportion of staff suffer injuries, followed by those in the average band. Those in the low risk group had the lowest proportion of injuries. In addition, employees who did not record a workplace injury, and were in the low risk group, obtained the highest average overall safety scores.

Safety psychometric assessments are a cost effective recruitment tool to drive safety performance. Effective selection of candidates at the time of hiring can save organisations’ money, whether through injury management, insurance premiums, damaged equipment or non productive time. This is also in the best interest of the candidate, as it allows the organisation to identify individuals that are more likely to injure themselves before they are even allowed to enter the workplace.

Lessons from students and teachers from almost a year of online learning

wow@shazamme.com (Default Author) — Tue, 20 Oct 2020 06:09:11 GMT

Teaching is not the easiest profession to perform from home, and, being a student without the school environment can be extremely challenging. Many of our colleagues have played the role of teacher during this year and can see the way their kids (and themselves!) have had to adapt to new ways of being. Whilst it's easy to call it crazy, we can also take away some lessons!

Everyone has the ability to be adaptive

If this year has taught us anything it’s that pretty much all of us can adapt and face change in ways we never thought we’d need to. Despite it being difficult and everyone facing their own unique challenges, efforts have been made all round to try and get into a ‘new’ routine.

The ’rules’ can change and grow to better serve the circumstances

Using schooling as an example, curriculum's and class plans may have need to change on a whim or during certain times, depending on the circumstance that the teachers and students are in. For one instance, the enthusiasm at the beginning of a semester is absolutely different to the end of a semester after learning and teaching in lock down for weeks on end. This means that changing and bending what is typically done or planned to suit the moods, energy and morale of the people around us can be ultimately beneficial for overall well-being and therefore productivity.

It’s important to be innovative in our approach

On that note, we have to continuously think of new ways to engage people. Like teachers have to think of new way to engage students who are tired of being stuck indoors and who can’t see their friends. Students are not used to sitting at a computer screen for most of their day. This learning environment is alien, so to make sure they are engaging, teachers have had to think of new ways to do things that keep students inspired for the future. We could argue, the same should go in professional workplaces where leaders should think of interesting and new ways to engage employees.

Be reflective about your practices

A teacher we know told us the value in being reflective, and to especially consider and compare previous practices and experiences. This time in our lives has been a great learning curve so perhaps some things may have worked, and some may have not. Critical reflection can have a large impact on our personal development and improvement and can therefore go on to serve others better.

Resilience and self-care go hand in hand

Resilience is a big theme during the pandemic. But without a little self-care, trying to maintain resilience can easily lead to burn-out. Resilience requires strength and flexibility (adaption, as previously mentioned). Whilst we are all living by rules that change from month to month it can be quite difficult to constantly keep a brave face and go with the changes as they arise, constantly dealing with the unknown. So, with that said, it’s highly valuable that we are taking time out from our days and our workloads to take care of ourselves in any way that brings joy. With little control over our current circumstances, we can still nourish our bodies and minds, exercise, cook, read, chat with friends and family, sit in the sun, watch a movie… the list goes on. Without finding time for yourself and your loved ones, it can be easy to get overwhelmed and stressed out.

Lifting the Lid on Leadership - Episode 1

Wed, 30 Sep 2020 06:12:54 GMT

In the first podcast episode of Lifting the Lid on Leadership, Peter Acheson, Chandler Macleod CEO, speaks to the General Manager of the Chandler Macleod People Insights Team, Jamie Greer, to dissect their recent report (Leadership Success Factors) that includes data proven insights that look at what makes a successful leader in a modern business world.

In this podcast we hear about:

Chandler Macleod People Insights as a business
What the Leadership Success Factors report was based on
What model is used to measure outstanding leaders
Three areas where leaders are excelling
What is the most prominent predictor for leadership success?
The importance of delegation and pushing others to succeed
Leading effectively with ‘face time’ while majority of employees are working from home
Creating a psychologically safe workplace
Three major findings from this report including, self-reflection around driving performance, delegating effectively and getting feedback.

You can listen to the first episode below! And you can download the Leadership Success Factors report here.

Mental Health at Work – The Importance of Psychological Safety

Wed, 23 Sep 2020 07:05:10 GMT

The mental health of employees across Australian workplaces as become a major concern in recent times, not only due to the negative impact on the individual employee but also the significant costs and implications this can have for businesses.

An individual’s mental health can be negatively impacted by many factors in the workplace: poor support, poor workplace relationships, poor role clarity and either high or low job demand. One key aspect that can also negatively impact one’s mental health is low levels of psychological safety.

Psychological safety is the idea that we can feel safe bringing our whole selves to work, that we can take risks, make mistakes and be vulnerable without the fear of being judged, shamed, humiliated or punished.

Conversely, a psychologically unsafe work environment is characterised by a fear of sharing information, a reluctance to stand out and a need to fit in or go with the ‘status quo’, whereas the hallmarks of a psychologically safe environment are a sense of courage to speak the truth, a confidence reporting problems or mistakes, and a sense of freedom to express themselves authentically.

Given this, it is not surprising that employees’ who do not feel psychologically safe may be much less willing to reveal their concerns, and in some cases, their mental health conditions may be a direct result of a psychologically unsafe culture.

Having meaningful conversations around mental health at work is crucial in encouraging people to get the support and resources that they need, and initiatives like R U OK Day? go a long way in building awareness of the importance of these conversations. This may become more and more important with the impending return-to-work following the uncertainty, isolation and anxiety brought about by the Coronavirus pandemic, and we may find our colleagues returning a little more vulnerable and fragile then when they left.

But with all this said, how can we have these important conversations if our colleagues and team-members do not feel psychologically safe to reveal their concerns and mental health conditions? And, how can we foster an environment that provides our colleagues and team-members with the necessary levels of psychological safety?

Building a Psychologically Safe Workplace

So, how do we go about building a workplace that can provide others with an inherent feeling of safety and support?

Take Accountability

Though every member of the team contributes to a workplace culture, leaders need to recognise their ultimate responsibility in encouraging and deterring certain behaviours and setting the benchmark for what is acceptable. Leaders will struggle to resolve problems associated with a psychologically unsafe work environment without taking responsibility and exploring how their own conduct may have influenced situations, whether directly or indirectly. This demonstration of compassion, humility and openness to owning our own mistakes can send a powerful message to the team. Further, leaders can encourage their own team-members to examine their contribution to the culture and identifying ways that they can change.

Use your Active Listening Skills to Listen with Compassion (and Remember to Take Action!)

We all want to feel that we are valued members of a team, whose views are heard and respected. But how can we actually do this in our current virtual world? Simple actions such as turning phones off (or on silent), repeating the salient points of what was shared with you, encourage others to continue speaking by asking open-ended questions can help. Remember to also invite those who may be reluctant or less likely to speak in a group forum to share their ideas too. When using your active listening skills, ensure that you are also listening to understand, not listening to respond. Taking the time to understand and really listening to others’ concerns in a non-judgmental manner can go a long way to ensuring other’s feel heard and understood and can present us with an opportunity to demonstrate compassion and empathy for others feelings. Be mindful not to minimise or downplay the concerns of your team-members or colleagues – even if you don’t understand where they are coming from, acknowledge that this is their experience – otherwise, you may create or exacerbate feelings of disconnect or discontent.

But sometimes, empathy and compassion are not enough, and whilst these traits are significant for leaders to build a connection and influence others, your team-member may want to see you take action. Whilst some employees may not wish for you to take action on their concerns (which should be respected if possible), others may become disheartened to feel that they have opened up, only for nothing to materially change; if you don’t act, others may lose faith in your desire to support them.

Encourage Questions and Feedback

An important part of a psychologically safe environment is the feeling of being able to contribute openly and honestly without fear of reprisal, being judged or interrupted. No one wants to provide feedback or ask a question and be faced with a defensive or aggressive response. Although these reactions can be natural, they may deter others from willingly speaking up in the future; ultimately stifling the growth of individuals and the team and detract from feelings of psychological safety. It may also find them less willing to discuss their concerns one-on-one with a leader or team-member. Inviting feedback, being receptive to this feedback and being seen to do something with this feedback is important. You may also wish to consider asking for upward feedback, acknowledging your mistakes (progress over perfection!) and being open to an opinion that differs from your own.

Don’t play the Blame Game

Sometimes, when a mistake occurs, it can be easy to fall into the trap of blaming or punishing others for their role in the error or misstep. But, how comfortable will our colleagues and employees be to owning up and learning from their mistakes next time if they feel they will be disciplined or humiliated for these mistakes? Or, will they be more likely to want to brush it under the rug or direct the blame upon others? Instead of placing blame, explore mistakes and errors, frame them as a learning opportunity and work as a team to examine what could be done differently next time. Not only will this leave the team feeling that they can openly admit to their mistakes, but this may also provide a good road map for the next time the situation occurs.

*If an employee or colleague does reach out to you around their mental health, please see the below resources for support, and ensure that you are also looking after your own mental health when having these conversations:

Centre for Corporate Health (Australia) - Online Support Services for HR and Leaders: https://cfch.com.au/covid-19-a-psychosocial-response-framework/

Black Dog Institute – Workplace Mental Health Toolkit: Practical Guide & Resources: http://www.blackdoginstitute.org.au/wp-content/uploads/2020/04/black-dog-institute-mental-health-toolkit-2017.pdf

Heads Up Australia – Help others stay at work; Reasonable Accommodations: https://www.headsup.org.au/supporting-others-in-the-workplace/if-you-manage-others/help-others-stay-at-work

Australian Human Rights Commission – Workers with Mental Illness: A Practical Guide for Managers: https://humanrights.gov.au/our-work/disability-rights/publications/2010-workers-mental-illness-practical-guide-managers

Aligning Safety Policy, Leadership and Culture: Lessons Learnt from Early ISO45001 Certification

Tue, 15 Sep 2020 07:10:13 GMT

Ensuring the safety and wellbeing of its workforce is paramount to every organisation. Whether directly stated as a corporate value or as a constituent of sustainability or integrity, the pursuit of safety excellence is a non-negotiable for many organisations and the consequences of not getting it right can be disastrous from a reputational, cost and humanitarian perspective.

Leadership and culture are the main drivers of excellence in safety. Policy is created or endorsed by senior management but a worker’s perception of management’s commitment to, and support of the policy will influence their adherence to the policy. “What gets measured gets done, what gets measured and fed back gets done well, what gets rewarded gets repeated.”

OHS ISO 45001 replaced OHSAS18001 in 2018. Organisations currently certified to OHSAS 18001 will need to migrate to the new standard by March 2021.In June 2019 Chandler Macleod achieved ISO 45001 certification, a year ahead of Organisational schedule and well in advance of this migration deadline.

1 year on, we have completed the recertification audit process and retained this certification with no non-conformances or areas for improvement. Brett Davis, Chandler Macleod Group’s General Manager of Safety shares some of his insights and experiences; and most poignantly some tangible benefits that we have experienced as an organisation since adopting the new standard.

“Having been previously certified to AS/NZS 4801:2001, our organisation was well prepared to start the journey to ISO45001:2018. We started by performing a gap assessment of our existing OHS systems against the ISO45001 compliance standard.”

What to expect when beginning your ISO45001 journey

The journey to ISO45001 will be different for all organisations as will the benefits that they derive. The new standard takes a far more holistic approach to safety in the workplace, taking into consideration internal and external risks and opportunities, whereas OHSAS 18001 primarily focused on internal risks in isolation.

Why aim for ISO45001 ahead of the prescribed deadline?

Chandler Macleod partners with leading organisations within sectors ranging from Mining, Energy, Construction and Supply Chain to Banking, Finance and the Public Sector. Our processes and procedures, therefore, need to be congruent with a multitude of organisations and operating contexts. Aside from setting a higher global benchmark, there are many nuanced differences between the two standards, some of which, provide a benefit beyond the compliance domain:

A High-Level Structure (HLS) which facilitates smoother integration with other management system standards including Quality (ISO9001:2015), Environment (ISO14001:2015) and Information Security (ISO27001:2013); these are considered congruent concepts within the one management system
A heightened focus on organisational context, combining the needs and expectations of third parties, and internal and external factors regarding Health & Safety management
An increased need for two-way communication framework with both internal and external stakeholders
A greater focus on proactive management, introducing a risk/opportunity approach in addition to operational OHS hazards and their associated risks
Stronger workforce participation in all aspects of our OHS system

As well as enabling cleaner assimilation with some of our other key initiatives around wellness and wellbeing, it helped promote health and safety within our organisation as a fully integrated element of the overall organisational management. At all levels of our business, there is no longer a separate approach to managing safety that sits outside of our normal day-to-day processes. By adopting this approach, we have been able to engage all employees in the context of personal safety leadership no matter their role, to a far greater extent than previously. We promote the saying, “We are all Safety Leaders”.

Put simply, our key safety leadership attributes are articulated as:

Someone who always takes safety into consideration when completing a work activity
Working in a manner to ensure their actions will not cause harm to themselves or others
When they see something unsafe, they report it and actively assist to resolve the issue that may cause harm to themselves or others
Helping their colleagues to stay safe
If they are unsure how to complete a task safely, they stop and seek assistance
Actively providing feedback and input to decisions at their workplace that can contribute to improved safety for themselves and their work colleagues
Someone, if in a management role, who takes safety performance into consideration when preparing annual plans and targets
Someone, if in a management role, who actively discusses safety performance with their teams to ensure safety performance gets equal 'air-time' to financial and operational performance discussions

In our experience the greatest opportunity; in addition to achieving an international benchmark, enhancing OHS policy, objectives and targets, reducing incidents and insurance premiums; it is the cultural impact it has helped reinforce by engaging all of our employees more actively in safety management. For a safety culture to succeed it needs to be embraced and practised by the CEO and Leadership team, it needs clarity around actions that are rewarded, and it needs to permeate the actions and behaviours that are initiated and maintained throughout the organisation. After all, we are all safety leaders!

Practical employee engagement insights for Executives and Managers on a tighter budget

Sun, 30 Aug 2020 06:31:12 GMT

In recent years, employee engagement has been trending as a focal organisational metric. There have been an abundance of LinkedIn articles, applied business journals, new technology on top of what we hear on the ground with our networks and most importantly, our clients. Some organisations have recognized the importance of engagement and are incorporating engagement scores into leader’s key performance indices (KPI’s) and organisational success metrics. Having been in the organisational diagnostics game now for over 10 years, we see the troughs and peaks with different focuses. We explored our own engagement tool data that has been collected over the past 6 years, to provide some practical insights for Managers through to Executives on employee engagement, to help support during a time where funds are tight.

Quick Summary on our Engagement findings

Across the sample, 80% of employees were actively engaged with their organisation
Characteristics of an employee’s role and leadership were the most important predictors of engagement
Employees who have been with the organisation between 5 and 10 years had the highest levels of engagement
Identification with the organisation and feelings of unity were the highest scoring, with the presence of flow and energy in approach to work being the lowest scoring engagement factors within the sample

“how positively the employee thinks about the organisation, feels about the organisations and is proactive in relation to achieving organisational goals for customers, colleagues and other stakeholders” (Bedarkar and Pandita, 2014).

Organisational culture and engagement are terms sometimes used interchangeably, but they are quite distinct and independently important. For a quick reference organisational culture, is defined as the concept of ‘how we do things in this organisation’, and employee engagement is about ‘how the employees are feeling about how we do things in this organisation’

Why should you care about employee engagement?

Research has consistently found that low levels of employee engagement can have severe consequences on individuals, teams and the organisations. Employees who are disengaged exhibit higher emotional exhaustion and a greater detachment or disconnect from their work, whereas having engaged employees leads to a multitude of positive individual outcomes including greater psychological wellbeing, a higher sense of personal accomplishment and increased job satisfaction. However, it is not just the employees but the organisations themselves who reap the rewards of an engaged workforce. Increased productivity, higher financial performance, greater customer satisfaction and lower turnover are all positive organisational outcomes which can result from having a highly engaged employee group. Hearing these benefits (and the pitfalls of a disengaged workforce) is enough of an argument for the importance of work in the area of engagement, keep reading and we will talk about our addition to the applied research area with our own findings.

Research and Actions for Managers and Leaders

What is driving employee engagement?

Role clarity, autonomy, task variety, ownership, task significance and feedback was the most important predictor of employee engagement

Role characteristics were the biggest driver of engagement, review roles to ensure expectations are clear, have sufficient variety, employee ownership over tasks, autonomy to approach work, communicating task significance and delivering consistent feedback.

We looked at what was driving the employee engagement relationship, and interestingly found that the characteristics of the employee’s roles were most important. Our role clarity, and work and role factor includes questions related to task variety, ownership, significance, autonomy and feedback.

Further analyses found that task ownership and role clarity were the most important of the role characteristics.

What this result tells us, is that the design and quality of an employee’s role can have significant ramifications across the broader business in terms of employee engagement. Taking a fresh look at individuals’ roles, will help understand whether there are pockets or role types within the organisation that are not able to fulfil the optimum job characteristics. This investigation will enable alternative ways to engage employees and compensate for some characteristics that may not be ideal for engagement (e.g. factory worker doing the same task over and over without variety).

By improving the variety an individual has in their tasks, instilling a sense of autonomy in their approach to work, reinforcing significance to their work and providing an outlet for constructive feedback you may find that not only will employee engagement have a dramatic rise, but there will also be an increase in performance quality and motivation.

The Job Characteristics Model (JCM) by Hackman and Oldham explores work design and sets out five guiding principles which are likely to enrich an employee’s job. The proposed theory sees these five core job characteristics (skill variety, task identity, task significance, autonomy and feedback) have considerable implications on various work-related outcomes. It also states that if these characteristics are integrated and felt by the employee, it can lead to superior job satisfaction, performance quality and motivation.

How important was Leadership in influencing employee engagement?

Display strong and consistent leadership, it’s number 2 on importance

Not surprisingly, leadership was the second most important driver of employee engagement. We found that strong and consistent leadership was associated with higher levels of employee engagement across the organisations. When organisations have a senior leadership team which understands the needs and strategy of the organisation and can accurately articulate it to their staff, it increases the overall engagement in the workplace. This further stresses the importance for all levels of the organisation to really understand and subscribe to the ideals and strategy that their organisation are trying to project. If there is that disconnect between what is spoken and what is actualised, you are likely to see the engagement levels falter.

This result compliments other significant findings from another research project which aimed at understanding effective leadership. In this piece, we found that the more present a leader was, the greater the team performance and team engagement. This creates additional support and highlights the needs for leaders to be present and take the time to understand the employee group, as well as the organisation as a whole.

What is the effect of tenure and employee engagement?

Don’t forget about those who have been with the organisation for more than 10 years, long tenure does not always equal high levels of engagement.

Tenure was categorised into three groups, under 5 years, 5-10 years and 10+ years. Those employees who had been with their organisation for 5-10 years reported the highest level of engagement. What is interesting is that those in the 10+ years group had statistically significant lower overall engagement compared to their 5-10 year counterparts. Whilst employees may still be attempting to understand the culture and their roles in the first few years, it seems that once they are firmly embedded in the organisation (at around 5 years), we see the greatest engagement.

However, this doesn’t last for long, and once they hit that 10 year mark they become significantly less engaged. This is important to remember when looking at groups to target to enhance engagement; just because the individual has been there a long time, doesn’t mean they are highly engaged and can be forgotten about. This finding, coupled with research into our Exit survey, where employees leave due to a lack of development, confirm the importance of not forgetting about this group and even considering shifting a focus to them for the future. Employee experience is not just for those new to the organisation.

‘Do not assume that the groups of employees that are long standing, are engaged with the organisation purely because they have been there a long time. These are the groups that go unnoticed and were shown to have the lowest levels of employee engagement across the sample.’

What about the low scoring factors of employee engagement?

The ability to focus on work, and bring energy to the role, were the lowest scoring factors of employee engagement, where most oganisations surveyed were low in these areas. With the current influence of COVID-19 and the impact working from home (and everything that comes with it) has had, this will be an important focus for organisations. Supporting employees to focus on their work uninterrupted (allowing for a flow state) and to look after themselves and achieve work-life balance will enhance the energy they bring to their work. We charter unprecedented times, where we have become remote workers, daycare providers, teachers and in most cases experiencing social isolation.

Overall, employee engagement is an integral part of an effective workforce. It has serious impacts at both an individual and organisational level. Our research has identified some interesting trends, particularly around tenure and should be something organisations consider when looking at areas to target.

To discuss this research further, or hear more about our Employee Engagement and Drivers tool please contact Georgina McIntyre at georgina.mcintyre@chandlermacleod.com

Brought to you by the Innovation and Product Development team at Chandler Macleod People Insights.

Navigating Organisational Culture in an Ever-Changing Landscape

Wed, 19 Aug 2020 06:39:21 GMT

Pre-restructure (i.e. the planning) and
During restructure (i.e. the actual conversations).

Less thought is given to the third stage of restructure; re-engaging employees after restructure.

So how do you reengage employees after restructure? By taking the time to regain their trust and win their hearts and minds. How can you start today? Five evidence-based steps are outlined below.

For more information about how we can support you and your employees pre, during and post restructure please contact our Career & Change team via career&change@chandlermacleod.com.

1. Manage Ongoing Fear & Uncertainty (clear and consistent communication is key)

2. Create Clarity for All

3. Cultivate Motivation & Engagement (and no, it’s not “one size fits all”)

TIP : Remind the team of their important role in achieving the organisation's vision. Be specific about the role they play. See someone struggling? Check in with them and see if there is something they would like to be doing more (or less) of. Let them play to their strengths as you all work together to achieving the vision. Are you not sure of their strengths? Are they not sure? Please reach out to us @ career&change@chandlermacleod.com for individual strengths based coaching or a virtual team strengths based workshop.

4. Foster Resilience & Wellbeing

5. Regroup to Reinvigorate

Brought to you by Linzi Tawfik, Senior Consultant Psychologist at Chandler Macleod People Insights.

[1] Crane, M. (2017). Managing for resilience a practical guide to individual wellbeing and organizational performance (1st ed.). Routledge.

The Covid Pivot: Do you know how to sell your transferable skills?

Tue, 18 Aug 2020 06:57:57 GMT

“Transferable skills”. We’ve all heard the term, but do you know what they are, how to identify them and importantly, how to sell your transferable skills?

In the current employment market (the unemployment rate increased to 7.1% recently) and as we slowly recover from the impacts of COVID-19, it’s important for job seekers to be able to really sell yourselves to a prospective employer.

Searching for a job in this market might mean looking to do a slightly different role than what you did before, or perhaps apply in a new industry, or to step up or sideways in your career.

Let’s start with what are transferable skills?

In summary they are general skills that can be transferred between jobs and industries. They can include soft skills such as;

communication
problem solving
team work
computer skills
professional writing
customer service
research
leadership skills

Just to name a few.

How do you identify your transferable skills?

You can complete this exercise in 4 easy steps;

Get out your resume and your recent job descriptions if you have access to them, and start compiling a long list of skills and duties.
Along with your work skills and duties add into the list any volunteer or study skills that you may have attained.
Work through the list and start to highlight things that you determine as strengths, competencies, things you’re most confident in, things you have been positively recognised for, and things you do often.
Group these skills into sections. For example; Communication / Leadership / Computer skills. And then get ready to promote them!

How do you promote and sell your transferable skills?

There are two ways you need to do this. Firstly, in your resume and secondly, in your interview.

In your resume you will showcase your transferable skills that match the job advertisement that you are applying for. Showcasing those transferable skills within your resume as key words will not only catch the recruiters eye but if they’re using resume matching technology your resume will likely make the shortlist.

Secondly, it’s time to sell your transferable skills in an interview. Interviews and conversations with recruiters and hiring managers give you the perfect opportunity for you to showcase the talents you have that can apply to their vacancy. If asked “Tell me about your strengths or why you’re suitable for this role?” You will respond with an example and an explanation. For example;

“I think I would be suitable in this marketing assistant role, as within my last role in recruitment I was competent in writing, editing and releasing monthly written content across various social media platforms. This was viewed by over 23,000 readers and helped generate a 15% increase on customer leads.” Or another example might be “combined with my Degree in Marketing, I have some examples of written content that I created along with the Marketing Manager of XYZ company, similar to the monthly content that your company produces on your website” (show examples if possible.) You may not have worked as a Marketing Coordinator but you’re showing the transferable skills and duties that you did that can match the job briefing.

If COVID-19 or the current state of the employment market has put you out of work and you are looking for a new opportunity and need guidance on how to identify and promote your transferable skills, get in touch with Chandler Macleod Staffing Services Recruitment Team. We’re experts in promoting transferable skills and would love to help you.

Chandler Macleod IT becomes Peoplebank

wow@shazamme.com (Default Author) — Thu, 30 Jul 2020 07:02:46 GMT

As many of you may know, in January 2019, Peoplebank joined the Chandler Macleod Group.

Both Chandler Macleod and Peoplebank were acquired by Recruit Holdings Co. Ltd. 5 years ago. The Tokyo listed Japanese staffing giant now operates as three strategic business units, including Recruit Global Staffing which controls all staffing businesses worldwide.

Peoplebank is known to be Australia’s leading IT & digital recruitment services provider, so the transition for Chandler Macleod IT to move under the Peoplebank umbrella simply makes sense!

This strategic move allows both Chandler Macleod and Peoplebank to play to their strengths. Whilst Chandler IT roles will transition over to Peoplebank; all Peoplebank non-IT roles, will be directed to Chandler Macleod.

By complementing rather than competing, this delivery model ensures a more focused and enhanced level of service to our clients and candidates

What does this mean for clients and candidates?

Clients

For our client’s future IT roles Peoplebank will be leveraged to help source the highest quality IT & Digital candidates.

Candidates

Candidates should now look to Peoplebank.com.au to search for IT & Digital job and sign up for job alerts to stay in the know.
There are some great benefits to contracting through Peoplebank including a Benefits Program providing retail discounts, salary sacrificing and car leasing, plus the Next Job Program which supports contractors in their transition to finding their next job.

Importantly, you will have our full support…

Chandler Macleod and Peoplebank operate as one Group of businesses. This means we share one set of corporate functions and importantly have the support of a merged, world class shared services team underlying the recruitment operations which will be able to help both clients and contractors with their queries going forward in the most cohesive and efficient way.

Running the job search marathon

Mon, 27 Jul 2020 07:13:33 GMT

If you’re currently seeking employment, you will be acutely aware of the downward trend in jobs in Australia since the onset of Covid-19 in March. In its most recent release from its Job Vacancies series, the Australian Bureau of Statistics (ABS) reported a decrease in total job vacancies of approximately 43% from February to May, with a much higher drop in the private sector (45%) compared to the public sector (28.9%).

More recently, The Sydney Morning Herald cited new government data suggesting that there is only one job available for every 10 people seeking work in NSW and Victoria. Of course, the impact is not limited to these states, with the unemployment rate increasing across all states and territories, with the largest increases noted for WA, NT, VIC and QLD ( ABS ).

Depending on when you entered the job market, this may be the first time you have faced such a challenging market for employment. Until recently, many job seekers have been used to securing a role within a month of actively seeking new employment. Indeed, many report that they haven’t needed to actively pursue a role for some time.

Job changes have occurred as a result of the proverbial ‘tap on the shoulder’.

What used to be a sprint, has turned into a marathon. In the current market, individuals who are highly experienced and qualified are reaching out for support after being ‘on the market’ for three months or more, with no success. Some job seekers are going as long as several months before securing an interview, despite being very active in submitting applications.

So, what does this mean for you? It means mentally preparing yourself for the long-haul and undertaking the planning you need to sustain your momentum over the course of your job search. It means getting ready for a marathon, not a sprint.

Here are our top tips to help you go the distance:

Plan your finances

You need to understand your financial position and how long you can support yourself while out of work. Using a financial expenditure plan can be a good first step (Headspace has one here that you could try). Depending on the complexities of your personal finances, it may be helpful to seek formal advice from a qualified financial planner.

Use your support team

A marathon runner strikes a lonely figure on the road, but the reality is that each runner has a huge support team who provide them with practical and emotional support. Consider who you will approach to help you with the tangible aspects of your job search (e.g. resume, LinkedIn profile, interview preparation), and who you will reach out to for a morale boost when you need it.

Have a Plan B (and a Plan C!)

In a buoyant job market you may have the luxury to pursue your ideal role, but the current market may require a more pragmatic approach. Consider what your Plan B is and when you will revert to this. A good plan B will set you up for your Plan A in the long-term.

Leverage your network

Think about who you know, who will be able to help you uncover and explore non-advertised positions, such as temping, sub-contracting or consulting opportunities. When you see a role advertised, work hard to find a way ‘in’ through a personal connection or a direct approach to the
hiring manager.

Keep going, keep going, keep going

Securing a role in the current market requires perseverance. It may take a number of applications before you receive an interview or even an initial call. Remember that pinning down a job is a numbers game and you have to be in it to win it!

Searching for a job is tough and it can be disheartening when you don’t see the results straightaway. A lack of immediate success is not a reflection on you and what you have to offer but rather a reflection of a tough market. Planning and perseverance will ultimately pay off, but you need to be prepared to go the distance.

If you are interested in securing the support of a career coach to help you with your journey, contact our Career and Change team today via career&change@chandlermacleod.com.

How to impress in any interview situation

wow@shazamme.com (Default Author) — Sat, 25 Jul 2020 07:21:16 GMT

Many job interviews have had to be remote recently, but as the world heals of COVID-19, we think remote interviews may be here to stay, especially as remote work becomes highly valued. Of course, some people will still prefer to conduct in person interviews if possible. So, in this blog we cover what you can do to perform your best in both an in-person interview as well as a video interview. We will list out the must do’s and don’ts for each!

Video interview must do’s

Make sure you have a strong internet connection hours prior to your meeting
Ensure your technology is working or that you have downloaded any programs required for the video interview
Make sure to set up in a quiet room with an appropriate background
Position your laptop and/or webcam at a direct and straight-on angle
Log into the interview on time!
It can’t hurt to wave hello instead of going for a handshake
Dress as you would for an in person interview
Make eye-contact and smile
Speak naturally and confidently, avoid looking as if you a reading off anything
Remember to ask questions!

Video interview don’ts

It’s not a great idea to have pre-written answers, you will be tempted to read them, just practice your answers as if you were meeting in person
Don’t have a messy or noisy background
Avoid speaking over others and make sure the interviewers question is complete before you answer
Don’t use your phone!
Don’t take the interview whilst out and about
Don’t look at yourself the whole time (it’s okay to be worried about how you are appearing but what you say is more important)
Present yourself as you would in person; don’t slouch, cross your arms, lean too close or fidget. Use positive body language like sitting straight, nodding and smiling

In person job interview must do’s

Plan your trip and account for potential delays
Make sure your outfit is fresh, ironed and suitable for their company and expectations (you can check out their level of professional based on your research into their website and social channels)
Get there 5-10 minutes early
Whilst shaking hands is a bit of a no-go right now, you can decide how you want to greet your interviewer beforehand to avoid an awkward greeting
As in a video interview, sit up straight and project positive body language
Make an appropriate amount of eye contact and smile
Make sure to ask questions and create a two-way conversation
If you want to clarify a question, just ask for a little more detail

In person job interview don’ts

Don’t show up late
Avoid checking your phone, if you can, turn it off or place it away entirely
Walking in without researching the company first, in fact, this goes for a video interview too! We have a step-by-step guide on how to research pre-interview here.
Another one that applies to ALL interviews is, not having an elevator pitch for ‘tell me about yourself’ (most people struggle to explain this succinctly and to include the right information)
Giving generic, rehearsed answers is not so impressive, make sure to include anecdotes and personal experience instead

As you may notice, once you are in the interview, your behaviour, whether in a video interview or an in person interview, should be confident and natural. Research before the interview about the company, the role and even about yourself and what you’ve provided them with can help with these confidence levels.

After all interviews, we 100% recommend following up and sending a note (in whatever form you feel fits best) thanking the interviewer for their time and expressing your interest in whatever the next steps may be. An example email could be; “Thank you for your time today, [insert name]. I feel grateful to have had the opportunity to meet with you about the [insert role] position. I look forward to hearing from you regardless of the outcome. All the best, [your name].”

For more interview advice you can check out our advice hub here.

Best-practice recruitment in a post-recession market

wow@shazamme.com (Default Author) — Fri, 26 Jun 2020 07:27:22 GMT

As we ponder our inevitable post recession socio-economic recovery, Bill Armstrong, one of our Talent Acquisition Specialists, decided he must share knowledge around the developments in recruitment practice which took place during our last period of recovery and growth.

Following the last recession in Australia (1991-92) there was great innovation and advancement in the recruitment industry. Recruitment became a business strategy, not an operational process, and this development was a positive element in our socio-economic recovery during the 1990s.

In the following paper Bill discusses:

the current state of Talent Acquisition practice
delivery of related Social Equity/Diversity & Inclusion
Employer of Choice branding and its benefits
what can Best-Practice Recruitment look like?

The positive developments and advancement in recruitment practice which took place in the early 90s were seen as both a best-practice business strategy and a positive element in our socio-economic recovery. Bill proposes that the risks of doing otherwise are as critical today as they were then.

We must consider and embrace the view that from an economic, political and social stand-point, there are several opportunities that we can implement and upkeep, not just to get our socio-economic health back, but to make it much better.

View Bill's 'call to action' paper below.

Helping to support our community

wow@shazamme.com (Default Author) — Wed, 24 Jun 2020 07:33:25 GMT

As many organisations searched for ways to connect with and support their employees during Covid-19, CM People Insights and Staffing Services rallied together to offer any help we could.

Over the last month, our united teams offered two extremely relevant, complimentary webinars including Navigating Stressful Events and Supporting your Team through Stressful Events. These were run by our expert facilitators and Registered Psychologists. This created opportunities for conversation and provided tangible, evidence-based support. We were able to bring people together to explore navigating change- as professionals and as individuals.

4 in 5 attendees have rated the webinars as Very Good or Excellent so far, and further feedback has been fantastic. One of our webinar attendees stated that;

“The facilitator was great, everything was explained really clearly and the content was well planned out and easy to follow. All of the information was super practical with simple steps that individuals and managers can implement easily.”

Our People Insights team realised the impact of information shared in this format and believe they could help so many people with the day-to-day challenges that have arisen. So they have now expanded their suite of virtual webinars to address components of transitioning back to “normal” work, including;

Balancing Work and Caring Responsibilities
Enabling High Performing Virtual Teams
Leading High Performance Teams Post Covid-19

For more information about these webinars, you can contact Jamie Greer at jamie.greer@chandlermacleod.com

How to maintain motivation when working from home

wow@shazamme.com (Default Author) — Sun, 21 Jun 2020 07:40:44 GMT

Working from home often changes your regular routine and can sometimes negatively affect your motivation to get things done. You may experience feelings such as not be able to get into ‘work mode’, struggling to focus, or procrastination. But we have some tips that might be able to help!

Get up on time

Sleeping in can be a huge de-motivator. It will mess with your morning routine and you may feel like you have to get straight into work without setting yourself up... this can lead to a midday slump. Try to get up at your usual time and stick to a simple morning routine of ‘getting ready’. You may not need to put a face of make up on, or wrangle a tie but it can be helpful to shower, get dressed in comfortable clothes, and start your day with a tea or coffee before starting work. You may even want to chuck in a quick exercise session before your shower. By having a morning routine, you will give yourself the opportunity to wake up and get into the right mindset.

Plan your week/Create a list

As you sit down to start your week, make a list of all the things you have to do by Friday. Then, each morning, make a list of the things to complete in that day only. This will help guide you and prompt you to tick things off your list. If you work well with time pressures, you can even give yourself a pretend timeline in which certain tasks have to be complete.

Have a clear work space at home

To help you get in ‘work mode’, have a designated space where you do your work. This could be one area of your house or maybe two. Avoid the couch, but make sure you are comfortable wherever your work station is. By repeatedly doing your work in the same space/s you will subconsciously link that area to your work and may find it easier to get stuck into your projects.

Chat to your colleagues

Keep in touch with people via chat functions such as ‘Teams’ and include a video call every now and again. Not only does talking about work encourage you to do yours, but it can also help to be social and remember other people are working remotely too. You will be able to re-create a new version of the ‘office environment’ which can inspire your usual work ethic.

Reward yourself

We love this tip. Make sure you reward yourself after completing a big task, or a bunch of small ones. If you’ve ticked everything off your to-do list this week, fantastic! Treat yourself. How you reward yourself is up to you. By rewarding your own good behaviour you will be motivated to continue that standard of work so that you can receive another reward.

Get moving

Sometimes it can be hard to motivate yourself to move! But, you can use movement as a way to break up your work at home. Figure out the best time for you to be active and go for a walk/run, take an online gym class or do some yoga. Whatever your choice of exercise... it’s up to you. It can be very energising to move your body throughout the day.

Take breaks

Whilst taking breaks might seem counterproductive to getting things done... it’s actually vital that we do. Working straight through the day increases levels of stress and exhaustion and often depletes us of creative and productive energy. If you go a few days without any breaks, you will find yourself way too tired and uninspired. Frequent breaks often lead to creative thinking, and productivity as it is an opportunity for you to refresh and replenish your mental resources.

Managing career transitions – Four tips to develop a more resilient mindset during challenging times

Tue, 02 Jun 2020 07:31:49 GMT

A job loss can have a tremendous impact on our wellbeing. Even more so, experiencing a job loss amidst the Covid-19 pandemic brings its own set of unique challenges, as one is forced to navigate the upheaval in a time of unprecedented change and uncertainty. Research cites job loss as one of the top ten traumatic life experiences. So it’s no wonder you may be feeling less focused, less motivated, and less engaged during this time if you have recently experienced a redundancy.

The reality of our lives is that bad things can and often will happen. There will always be problems, setbacks or obstacles that we face as part of being human. One way to stay on track during tough times is to build our resilience and thus our ability to adapt more readily to the pressures of life more broadly.

Of course, this may be easier said than done. When we are experiencing stressful events, it’s quite normal for these events to begin to cloud our judgements. It’s easy to get stuck in negative thought patterns that threaten to keep us victims. As Brene Brown puts it, we “become addicted to our stories, endlessly looping them in our heads”. It’s no wonder that it can be very difficult to see things clearly in this state of rumination. We’ve effectively entered a state of stress, where thinking rationally and objectively becomes a struggle. The way we look at a situation can really impact our mood. It doesn’t change our behaviour in a positive way, it keeps us stuck in this loop, and ultimately, it overwhelms our psychological immune system.

Developing a more resilient mindset

One of the key factors of resilient people is how they transform past hurt, pain, and injustices in their lives. They learn to resist and rise above negative thoughts and feelings, that otherwise threaten to keep them stuck in the past. It’s important to note that being more resilient is not about enhancing your ‘tough guy or girl’ image. It’s quite the opposite, and it involves being flexible and being aware of methods you can use to learn and grow during crises.

Martin Seligman, a Professor of Psychology at the University of Pennsylvania, and author of Learned Optimism is considered the father of modern positive psychology. He notes that building a more resilient attitude is something that can be practised and learned. To do so, we must pay more attention to our internal dialogue and the way we explain good and bad events to ourselves. How we talk to ourselves about negative occurrences is critical to our ability to bounce back.

Our beliefs and explanations about the causes of events that occur to us are also key. The more resilient among us tend to see the causes of setbacks and adversity as temporary, specific to a situation and external, that is, a product of the outside world, and not of their own making – and thus they bounce back more quickly. Those that look at the causes of ‘failure’ as permanent, global and internal to them, however, may have a harder time coping with setbacks when they arise.

So how can we build more resilience in order to effectively adapt to the pressures and challenges of life, such as experiencing a job loss? The following four key tips and strategies may help you on your journey, and you are welcome to reach out to us to learn more.

1) Understand the power of your thoughts

The first step is learning how our thinking impacts our emotions and actions – by changing how we think we can change how we feel and act. We’ve recently put together a webinar to support this learning, and you can find out more here.

2) Practice challenging your beliefs

It’s important to take a critical look at our long-held beliefs and challenge them. This can involve adopting a more flexible mindset. When we ‘slip up’, it’s about being able to recognise that we are not perfect, and bringing some flexibility to the situation. How? By gently getting on track again with the things that matter. People who work on themselves to make positive changes in their lives practice this flexibility more regularly.

3) Become a skilled listener…of yourself

Another key to building resilience is starting to become more aware of our negative thought patterns – our internal dialogue or self-talk – and understanding that these states are temporary, so that we avoid becoming consumed or paralysed by them. Listening with compassion, curiosity and objectivity to our self-talk is beneficial. We can become skilled listeners to our self-talk, making our self-talk work for us, rather than against us.

4) Balance with the bright side

Developing an appreciation of things that are going well and noticing the positives in our lives is another important step on the path to building more resilience.

For more information on our Career Coaching and Career Transition services contact us on 1300 664 305 or email CMPIenquiries@chandlermacleod.com

Creating trust through your onboarding process

wow@shazamme.com (Default Author) — Sun, 24 May 2020 20:11:12 GMT

Every business needs an effective onboarding process. 32% of global executives say they experienced a poor onboarding process, and 49% of millennial's want a better onboarding experience.

A great onboarding experience can prevent staff turnover and help with employee retention. It is possible to build great relationships with new staff members so that they begin a long journey with you and your company; not only so they stay for the long run but also so they can find work satisfaction and remain productive.

So, how do companies form a great onboarding process that can help build trust and form great connections? Here are some things you should keep in mind when structuring your onboarding.

Communicate frequently – from before their start date to all the way until they are settled and established

Clear communication is highly valued and can avoid any misinformation leading to misunderstandings and unhappy employees. One of the most important things when welcoming people to your company is to make sure they are never feeling completely lost or confused about where they stand. Communication should start from as soon as you offer them the job up until their probation period is over. By then, they will be a well established part of the company and should be well integrated with their team. Communication involves letting them know of plans, activities, information, business challenges and success as well as asking for feedback and making sure all their questions are answered.

Communicate transparently

In addition to frequent communication, be open and honest. Try not to be vague or mysterious about any part of the business – this can cause mistrust. It’s important that a new employee feels like they are going to be contributing to the bigger picture, so the more they know about the business, the better they can work.

Avoid ‘us and them’ mentality and phrases when speaking about management and employees

When in conversation, don’t place blame or speak negatively about management or other employees in any way. As all businesses have their quirks, let the employee make their own opinions. It’s vital that a new starter has the objectivity to perform and learn their role adequately without involving politics and/or drama. They should also be brought into a cohesive environment – otherwise their motivation may instantly drop!

Lead with integrity and be accountable – do what you say you will do

Many employees with a bad manager or team leader will lack enthusiasm and job satisfaction. So, it’s extremely important that new employees see accountability being demonstrated when they first start. It may be a good idea to set accountability metrics for both them and you and ensure certain expectations are being met. This is a huge building block for trust when employees see that your words are backed up by actions.

Trusting can encourage trust in return - so don’t try to micromanage

Sometimes it is hard to trust new employees. They may still be learning, they may interview well and not perform, you may have had terrible experiences in the past with new starters... there are all kinds of reasons to have fear about your hiring decision. But, try to push those fears aside and lead with trust. Give them enough information to be autonomous and open to asking questions when they need you. Do not micromanage! No one likes being micromanaged and they will quickly feel uncomfortable in the workplace if you do so.

Keep it real and human

We’re not robots, so don’t act like one. Never forget human elements. It’s exciting starting a new job, but also nerve-racking for some, so keep that in mind and make them feel comfortable and at ease. It’s important to get to know your employees not just as workers but as people. This helps build a relatable relationship. If the employee is having performance issues down the road, it will be easier to approach them and ask them if everything is okay. They will feel more comfortable connecting about personal issues if you have previously discussed things that don’t count as ‘work’ such as parenting, being a carer or having an external hobby/commitment. It’s imperative to value a person’s humanity above their work value, especially during pandemic times where mental health is so vastly effected... people need comfort and security more than feeling pressure to perform. If they feel secure, they will continue to perform at a higher level. Not only that, they will also respect your business by feeling valued and therefore maintain a healthier mindset towards work.

During this time (COVID-19) where many people are working from home or socially distancing the best they can at work – all of these things are still possible. Think about video chat, email, traditional phone calls, chat functions, and all other avenues of communication that can help you achieve these onboarding must-haves.

If you have any queries about successful onboarding, don’t hesitate to ask and we will get back to you as soon as we can.

Chandler Macleod acknowledges National Sorry Day

Wed, 20 May 2020 07:37:49 GMT

Today 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.

10 must have soft skills in any industry 2

wow@shazamme.com (Default Author) — Thu, 23 Apr 2020 06:42:52 GMT

Soft skills are often the most underrated or unmentioned skills that people possess. Things such as teamwork, clear communication, listening, and more are skills we learn not only at work but throughout life. And whilst technical skills are important within particular roles, soft skills are important in literally every single job you could possibly think of.

Here are some of our top soft skills and how you may be able to work on them to enhance your chances of success at work! These are in no particular order, purposefully, as some skills may be more important to your job than others.

Logical discussion

Many workplaces will involve discussions about what to do. These could simply be brainstorms or they could be more pressing issues that require a decision to me made or a disagreement to be resolved. Logical discussion is necessary to allow yourself to be part of the conversation without letting your emotions rule your input. By letting emotion rule, you may end up with more conflict, missing out on other ideas and potentially no real resolution. If there is a resolution that you disagree with on an emotional level, logic should help you see at least why that decision was made and let you get on with your work, rather than stewing over something that is annoying you.

Now, emotions aren’t bad, and they should be considered but they should not always be the foundation of decision making or serious discussions. A great way to keep logical is to count to 5 or 10 seconds in your mind if you feel eager to respond in anger or frustration. Methodically think about your position and arguments and why you think that way. If it all makes clear sense, go on and share your thoughts!

Transparent communication

I’m sure you’ve heard it before, that communication is key. And it really is. Effective communication can help in business relationships tremendously. It can help create excellent morale if leadership transparently communicates to all staff so that everyone feels included and valued. It can help you individually, to learn more and to improve your skills and work ethic. If you ever find yourself unsure of a task, be open and ask a question. If you ever feel out of the loop and would like to be informed about something, ask the question respectfully. If you have some information that could be helpful or potentially detrimental to someone else, share that information thoughtfully. If you think someone is doing a great job, let them know. If someone is struggling or appears to have performance issues, ask them what’s going on.

Great communication is grounded by being honest and thoughtful. It will help you be successful through gaining trust and respect. Great communication skills are often admired and appreciated as they often reflect someone who has interest in others and is not just out for themselves.

Teamwork

At some point in your career you will likely have to work with others or within a team. It’s important not to have a ‘lone wolf’ mentality at work to avoid unnecessary conflict! There are times where you will need help or other people will need you. Often, there are better results when working together. Not only can more be done in less time, but teamwork also encourages fresh ideas and approaches. Teamwork isn’t always easy, especially for people who work at different paces or have different standard qualities of work, however, by working on other soft skills mentioned in this article you will discover the right harmony within your team.

Listening

Listening is a helpful skill that enhances our communication. By truly listening to others we are able to process other people’s needs and come up with the best solutions for them. We can also understand how people prefer to communicate and begin to explain things in terms they will fully comprehend. Listening carefully seems like an easy skill but it requires some mindfulness. Don’t listen to respond, just listen to what the person is saying and be present in the moment. If this means your response is a little delayed, that’s fine, because it will be a much more considered reply.

Self-motivation

Self-motivation is super beneficial, especially in changing times when working remotely is becoming more prevalent. Or as teams become spread out across different states and even countries. As individuals we need to be self-starters who know exactly what it is that sparks action and motivation within ourselves. Otherwise you might fall behind on work which would cause stress and lower standards of work. The trick is to find out what works for you, whether that be a strict routine or a unique motivator.

Personal responsibility

Personal responsibility is the best thing for self-improvement and self-respect. Firstly, owning your responsibility is a helpful self-starter. Secondly, if any mistakes are made, you will be able to easily identify your errors and avoid them in future. You will also be able to own up and take responsibility for your actions which others will respect, and you will personally grow from. Self-reflection and letting go of perfectionism can help with taking personal responsibility.

Problem solving

Problem solving is something we will all need to do at some point! Problem solving takes some logical thinking and thinking outside of the box. It’s important to be innovative and to think about all the possible options. If you are struggling with problem solving it can help to take a break, a short walk, or having a conversation with a friend. It can also help to use teamwork and logical discussion to solve problems and avoid taking on all the difficulties yourself.

Leadership

The skill to lead and take control when necessary is not something everyone thinks they are capable of. But you definitely are, it can just take some time and self-confidence to learn. Being a strong leader can help guide people in uncertain times, it can also help motivate and get the best work from people. Being a leader is an important role and one that is vital to the morale and culture of workplaces and teams. Leadership can come naturally to some, but it always takes time and experience to build a strong leader.

Self & other awareness

Would you consider yourself an observant person? Can you read a room? Do you know when spirits need to be lifted or if you aren’t allowing other people to speak? Are you aware when your requests are in a short time limit or if they are communicated clearly? Do you appreciate the hard work of others? Are you wondering why I’m asking a bunch of questions?

Self-awareness and awareness of others including their behaviors and emotions is all about asking questions and realizing our own capabilities and how we can impact ourselves and each other.

Compassion

Compassion may not be the most obvious soft skill to have, but it can help in more ways than one. Most importantly, it will allow you to see things from other people’s perspectives which is great for conflict resolution, problem solving, leadership, communication, listening, teamwork and decision making. It also helps to have compassion for yourself, in times of personal error, or other difficult times that are out of your control, it’s important not to give yourself too much of a hard time and to allow yourself some space and time for improvement. Compassion is important to bring a human element to all business dealings and remember you are always dealing with real people who all have their own story.

Congratulations Sharni Campbell – a scholarship in the Future Leaders Program

wow@shazamme.com (Default Author) — Thu, 26 Mar 2020 20:46:18 GMT

Sharni Campbell has been accepted on the Kristen Keegan Scholarship in the Future Leaders Program for 2020 through HunterNet. HunterNet is a Cooperative of Manufacturing, Engineering and Specialist Industry sector organisations in Newcastle, the Hunter Valley and Central Coast. Only one scholarship is awarded per year, so, as you can imagine the process was quite competitive.

Sharni is currently a specialist recruitment consultant at CMG in the Newcastle branch. She was able to work with her manager Shanelle through the submission process. This involved a written application, with response to criteria and questions related to your aspirations and achievements. Sharni shared her keen interest in wanting the region to be on the map as a global economic contributor. She says, “I believe that developing strong, dynamic and adaptable organisations in our region is what it will take to see us succeed in today’s globalised market environment. I aim to empower businesses through finding them the best talent and partnering with them on subjects such as, flexible workplace and diversity strategy.”

Sharni was also required to interview with a panel with representation from various HunterNet member organisations. Sharni has regularly attended HunterNet networking and information events which was likely a positive contributing factor to her success as well.

What does the program entail?

The program is pretty intensive – it requires about 10 hours per week of personal time. There are dynamic workshop sessions that encourage participants to share their own knowledge across several industries, allowing participants to interact directly with high level presenters. The program also involves the need to complete a major project within a team that focuses on relevant topics in the current business climate.

The benefits are vast, not only will it take Sharni to the next level through exposure to industry leading presenters, cross functional networking and intense scenario-based project experience. But she will also gain in depth knowledge to help her career surrounding emotional intelligence, teamwork, mental health in the workplace, strategic planning, high performance culture and much more. It also means that Sharni will get access to some of the more significant CEO’s in and around Newcastle and the Hunter Valley.

Sharni shared with HunterNet that;

Being named the recipient of the Kristen Keegan Scholarship for 2020 is an absolute honour. I am excited for the opportunity to grow and learn alongside the future leaders of our region.

I am passionate about our region and hope that the skills and knowledge I gain from this program will allow me to honour Kristen in promoting our region and shaping its future.

Valuable alternatives for graduate recruitment during times of social distancing

Wed, 25 Mar 2020 20:32:00 GMT

Lessons from the GFC

While the reasons may be a result of very different circumstances, there are certainly similarities to what we are currently seeing in the graduate recruitment industry akin to what we experienced back in 2008 during the Global Financial Crisis.

I may be showing my age here, however over the last few weeks I’ve been reflecting on the many clients who decided to cancel graduate intakes for a short-term cost saving benefit in 2008. Whilst this seemed sensible at the time, those same organisations were left with severe talent disadvantages in 2010 and beyond as their emerging talent pipelines were empty. They simply had no graduates coming through their development programs. Some even burnt candidates through the recruitment experience, withdrawing offers and damaging their employer brand in the graduate and experienced hire market. Reputations took many years to mend – a steep price considering the flow-on cost and resourcing implications.

For any organisations that are still wondering if they should proceed with a 2021 intake, remember to factor in what the opportunity cost will be if you do not as well as the cascading effects that may flow through in 2022 and beyond.

The show must go on but we can’t run Assessment Centres or interviews!?

AC’s are still the best way of reliably assessing candidates however assessment centres where candidates and assessors meet face to face are now becoming a nostalgic reminder of times when social distancing was not a legally mandated reality. For those following a relatively traditional graduate intake cycle with AC’s scheduled across May, June and July - alternative options and contingency plans are needed.

The good news is that technologies for virtual assessment centres have come a very long way since the GFC. We now have the capability to administer and assess virtual technical exercises, interviews and even group activities by joining remotely dialled-in candidates. Evaluation forms are completed via integrated software and shared with a facilitator to ensure parsing of results is seamless and available instantly.

Sign me up...

Before diving headlong into the world of virtual AC’s, there are some design and logistical considerations that need to be made to ensure an effective and efficient virtual AC experience:

Design new or review existing assessments to ensure suitability for a virtual environment. Confirm if you are providing candidates an opportunity to demonstrate the behaviours and skills that are important to your organisation
To achieve the same efficiencies as face-to-face AC’s you must conduct the scheduling of candidates and your assessors like a symphony through transparent, timely communications to ensure all parties use the right link at the right time.
Just like your candidates, your assessors may all be working remotely or from home. Ensuring your assessment team are skilled up and confident in working with the technology, software or solution will be imperative to a smooth candidate experience
Ensuring consistency among your assessor team: Inter-rater reliability is paramount for the successful implementation of Virtual AC’s where integration sessions are completed via video conference or an alternative online forum. Training your team in the skills of virtual assessment is critical.

Our team are keen to share our expertise with you via any channels should you want to have a chat, gain some advice or assistance as you review your 2021 intake plans.

You can contact us at Graduate.Project@chandlermacleod.com or speak directly with me (Clinton) on 0412 534 773

How to write the perfect resume

wow@shazamme.com (Default Author) — Mon, 23 Mar 2020 07:05:08 GMT

Is there such thing as a perfect resume? Yes. And you can have it. A resume needs to be clear, concise, and it should help you stand out of the crowd. How do you master all 3 aspects? We have some tips.

Think about your layout

How’s it looking now? Does it look squished in? Don’t stress about overflowing onto more than one page. Make sure to have some white space and use a font that is easy on the eyes. Be sure to make titles bold, and separate information in an orderly fashion. Always make sure dated information is from most recent to least recent. You can experiment with different layouts of resumes in Word or other programs such as Canva to get an idea of what you want yours to look like!

Include your name and contact details first and foremost

Make sure your name is clear and stands out from the rest of the content. Also ensure your contact details are the most recent and that they are correct! You may have an outstanding resume, but it might be hard to contact you if your information is wrong.

Write a short and sweet summary

Make yourself personable. Write down a short elevator pitch in first person. This part should include passionate speak about your work and accomplishments, but it can also be nice to insert character and personality where possible – whatever that means for you, whether it be sharing that you are a parent, a volunteer or a mountain climber. Ensure that any personal contribution is backed up by what skills this helps you excel at. For example, as a mother of three maybe you are amazing at organizing things even in the midst of chaos. Or if you run marathons, you know you are dedicated and disciplined.

Include any links

Include links to your LinkedIn profile as well as any other online portfolios or websites that are yours which can give the hiring manager a further look into who you are. Some more background can really help people warm to you.

Tailor your resume to each role you apply for

Are you thinking, ‘what?! I have to tailor write EVERY application?!’. Well, fair enough, that would be crazy and exhausting. The job search is tough enough! But you don’t have to start from scratch. You should have an easy to edit standard resume which you adjust for each application. Especially if you are particularly keen to work at a certain company or achieve a certain job. You will need to include:

Key words that are mentioned in the job ad, not everywhere but enough of a sprinkle
Value that you can specifically help them with, based on the requirements of the role in the job ad. You can even mention the company by name, for example, ‘From my previous experience, I am confident that I could help build great relationships with clients at [company name]. Just be sure not to leave the wrong company name in the resume when applying elsewhere!
Any qualifications or skills that are a ‘must have’ or ‘desirable’, if you have them (but don’t lie and say you do if you don’t).

Include relevant skills (including transferable ones)

Do a quick google search of all the skills required for the jobs you are applying for. Do you have most of them? Write down all the applicable skills you have, as well as any skills that could transfer into a strength for the given job.

Include relevant education and qualifications

Make sure not to forget any qualification or studies you have taken or are currently undertaking. Many roles will require some kind of qualification or university degree and it will usually mention what is desired or necessary in the job ad.

Write about your work experience cleverly

Don’t just list your responsibilities and main duties. Write a short amount about who the company was and what they did and then in dot points outline your role. Make sure to include things you achieved, value you added, statistics/numbers that prove your accomplishments and any projects you were particularly proud to work on.

Add any volunteer work

If you have done any work outside of your main day-to-day, definitely include this! It not only tells people a little more about you, but it also can show off certain skills depending on what it is you did.

Proofread and edit

Lastly, don’t forget to proofread and edit anything that might sound wordy. You may not get knocked back straight away for bad grammar or incorrect punctuation, but it probably won’t work for you either. Just to be safe, maybe have a friend read over your resume to ensure it reads well and is all up to standard!

Bushfire Relief - An Experience Volunteering with South Coast Wildlife Rescue

Fri, 20 Mar 2020 21:04:25 GMT

After the devastation of the Christmas and New Year’s fires in Australia, which affected so many of our colleagues, clients and candidates, there was a sense of momentary helplessness. Many of us wanted to help, but were not sure how we could, or what that would even look like.

The Chandler Macleod People & Culture Team were quick to take on this feedback from our teams and devised some ways that we as an organisation could step in and help. Firstly, Chandler Macleod Group made their own significant donation to the emergency bushfire funds, also pledging to match any staff donations dollar for dollar. Offices hosted fundraising morning teas in each state and donated much needed funds to different organisations.

The organisation also approved up to 2 additional days ‘bushfire leave’ for all staff to travel to areas which had been affected by the fires and spend their much needed tourism dollars. Finally, we were extended up to 5 days ‘volunteering leave’ to use going out into the community and volunteering wherever help was needed.

Rochelle Taylor from our Peoplebank business did just that, and we wanted to share her experience to inspire others who might be wanting to help but aren’t quite sure where to start. We sat down with Rochelle to ask a few questions:

Hi Rochelle, can you describe your volunteering experience in one sentence?

Eye-opening. It’s one thing seeing the devastation on the news, it’s quite another walking into the area and witnessing the destruction it has caused to communities.

Where did you decide to volunteer?

I volunteered with South Coast Wildlife Rescue both in the Shoalhaven Bat Clinic and the Kangaroo Rescue. Both were completely run by volunteers and funds raised for them go directly to caring for the animals.

Tell us about your experience

My first thought was that these volunteers are completely selfless. They open up their homes and land and build facilities for the animals, often putting their hands in their own pockets to keep things running when funds are low.

I firstly volunteered at the Bat Rescue Clinic with Janine, where there are currently 300 bats in residence, mostly babies who need to be hand raised. I was shocked to learn that when the fire came through, so many of the mothers were affected by the extreme heat because bats can’t regulate their temperature and started dropping their babies. The volunteers came by afterwards picking up and saving all the babies they could.

I helped in the “Bat Day-care” section where bats were learning how to be bats in the wild prior to release. It is quite a job to feed 300 bats, and volunteers are needed to chop up the vast amounts of fruit and vegetables required to keep them healthy. Another volunteer would go in and clean out the cages and hang the new food up. Other volunteers help to clean all the feeding trays/tarps and other materials ready for feeding in the afternoon.

One thing I didn’t realise is how important bats are to the ecosystem – particularly for pollinating Eucalyptus trees. We might not think they are the most charming of animals, but they are vital to the ongoing health of our bush and wildlife so we must make an effort to look after them.

Amazing, so next you went to the Kangaroos?

Yes, one afternoon I went down to the Kangaroo Rescue area and met the amazing Adrina Selles who has opened her home to recovering wildlife. In fact, the fire had burnt right up to her property, so it was incredibly lucky that the property had escaped the burn itself.

Adrina takes in orphans and injured kangaroos to rehabilitate and hand-raise. Joey’s are fed five times a day, so it is a full time, exhausting job for the carers. They eventually graduate to the Kangaroo ‘day-care’ area and then onto the paddock where human contact is gradually withdrawn to get them ready for life in the bush.

The roster of volunteering includes feeding, filling bottles, toileting and washing pouches. Vets visit to check and bandage any injuries and burns.

Do you have a message for anyone thinking about volunteering?

Yes – just do it! It is an amazing experience and it feels good to help. It can be difficult to find places where they are accepting volunteers so don’t be picky about what you do – just go where the help is needed. If you want to donate to the South Coast Wildlife Rescue you can do so via this link.

Career Transition and Planning for Success

Wed, 19 Feb 2020 22:47:21 GMT

Planning for success is critical when you are in career transition.

As a career transition coach, I work with people facing the reality of looking for a new job, sometimes after very long tenure with the same organisation. Those who are most successful possess a positive mindset and are not afraid to use their network to find new opportunities. They are future focused; keen to upgrade their resume; eager to improve their LinkedIn profile and committed to taking decisive action each week.

I recently worked with Paul* who is a senior sales representative in his late 50’s. He had worked for the same employer for over 20 years. Undaunted by his recent separation, he was optimistic about finding a new job.

Week one we started out by talking about his career ambitions and life plan. Clearly, working was still on his agenda for the next 10 years or so. Paul knew his resume must be simple but effective, so he focused on this before contacting his network.

By week two his resume was complete, and he had advised his network he was looking for new opportunities. Asking for their assistance led to an offer of a different type of role. Whilst open to trying something new, he knew his strengths and interests were more aligned to sales and relationship management, and was convinced that the best path for him was to stay within his area of expertise and the sector he knew well. This strategy resulted in the identification of 6 suitable roles via Seek jobs. Keeping his focus narrow allowed him to move forward quickly.

Week three included several application submissions, connecting with his network and focusing on interview practice. I spent time with Paul honing his interview skills. He was open to feedback which enabled him to refine his approach. It was wonderful to see Paul’s confidence grow. Together we constructed an elevator pitch and a strong approach to handling a wide range of interview questions. His optimism, positive attitude and story recall were key to Paul moving forward and sustaining his momentum.

Week four saw Paul secure three interviews. He had accepted a role by the end of that week. Paul’s job seeking was swift and successful due to his focus, positive mindset and commitment to take action. Whilst this outcome may not be the same for everyone, as the demand for skills in some industries may differ or even be in decline, the fundamentals of success are the same for anyone in role transition.

Weekly career coaching sessions are very helpful in providing practical support with areas such as career strategy, resume writing, LinkedIn profiling and interview skills. One of the key things that assisted Paul through this process was the emotional support that maintained his motivation to move forward.

For more information on our Career Coaching and Career Transition services contact us on 1300 664 305 or email CMPIenquiries@chandlermacleod.com

*Name has been changed for privacy

Transition to Retirement

Sun, 16 Feb 2020 22:53:15 GMT

There are a number of significant transitions that most of us traverse during adulthood; commencing a career, starting a relationship, moving jobs. If all goes well, most of us look forward to eventually transitioning back out of the workforce, and into retirement.

The question is, how much have you really thought about your retirement? Does it seem too far away to contemplate or are you delighting in active preparation for partial or complete retirement? How old will you be? How much money will you need to keep living the lifestyle you enjoy? What will you do? Will it be a gradual process or a clear shift from work to “what’s next”?

Some people feel well prepared – financially, socially and psychologically. Others plan a gradual transition, with a stepwise approach via part time work or even volunteering.

So, what determines when we step back from the workforce?

Over 90% of people actively intend to retire from work at some stage but around 1 in 4 have no clear plan for what age they will be when it happens.

Unfortunately, Australian research suggests that only one third of retirees felt comfortable with the eventual timing of their retirement. The remaining two thirds stopped working in response to an event, circumstance or other ‘trigger’. These included work-related or personal triggers.

Planning is important

Like all big changes in life, we are more likely to come through in good shape when we have had a chance to plan. Effective career transition to retirement programs can help you prepare for the changes associated with retirement, whether it’s exactly according to your planned timeframe or accelerated by changed circumstances, such as changes in your personal, health or work situation.

Retirement career planning is not just about financial readiness, but also an opportunity to evaluate and plan a rewarding and meaningful life after work.

How can we help?

Chandler Macleod People Insights (CMPI) has a career transition to retirement program which offers:

Practical support to identify and overcome obstacles
Emotional support to reduce anxiety about change
Useful planning strategies to make a successful and comfortable transition.

One-to-one coaching sessions focus on:

Evaluating readiness for retirement
Alternative career planning – second careers, entrepreneurial work, consulting, part-time work and volunteer work
Managing changes to relationships (including spouse, children and friends) and self-image
Managing the transition to retirement
Use of time – rebalancing household, leisure and work-related activities
Financial planning.

CMPI consultants can work with you to develop a transition plan that aligns with your individual needs, goals and priorities for the future.

For more information, contact us on 1300 664 305 or email CMPIenquiries@chandlermacleod.com

For organisations, transition to retirement support can be offered as a standalone service to assist older employees wanting to transition from full-time employment, or as an alternative to outplacement services in the event of redundancy or job loss.

Reference:

WORK, CARE, HEALTH AND RETIREMENT: AGEING AGENDERS PROJECT 2017 DOI

https://www.wgea.gov.au/sites/default/files/documents/unisa_work-care-health--retirement-report_digital.pdf

Survivor Syndrome and Redundancy - Supporting those left behind

Sat, 15 Feb 2020 09:32:58 GMT

With a growing number of organisations going through a period of change due to declining profits, increased global competition and tightening labor markets, the ‘r’ words are once again at the forefront of Executive and HR leaders’ minds; restructure and redundancy. Many companies invest considerable time, effort and expenditure into supporting the exit of staff being made redundant. However, there is often a neglected stakeholder during restructure process; the people left behind.

‘Survivor syndrome’ is often experienced by people who remain employed or ‘survive’ a redundancy process, and refers to the emotional, psychological and organisational repercussions felt because of down-sizing and restructuring. Initially, research into survivor syndrome was conducted by Niederland (1968) focusing on survivors of the Holocaust. Research suggested that these people experienced fear of persecution, inner tension, diminished self-esteem, lack of initiative, a sense of guilt and a lack of closure for having survived such a traumatic event. However, research in 1993 by Noer found that survivors of restructures display a similar range of emotional and behavioural responses, albeit less intense and severe. Indeed, we can think of an organisational restructure as like a traumatic life event- there are feelings of uncertainty, unpredictability, guilt, fear, and unfairness.

There is also widespread agreement about the challenge it poses to HR functions and the organisation as a whole. Relief is usually the initial feeling of those who survive a redundancy, however, this can quickly give way to anger, worry about future redundancies and resentment at having to pick up additional work (Simmons, 2009). This can lead to impaired productivity, lack of trust and organizational commitment.

So, how can organisations ensure existing employees are taken care of following a restructure or resizing period?

Communication is key

Advanced notification of changes in roles can help with organisational trust and commitment during the change process. Hence, transparency with employees is critical. Communicating to teams the criteria and decision making for restructures and redundancy helps to alleviate worker insecurity. Additionally, the fair and appropriate selection of those being made redundant has been shown to increase the perception of fairness and justice, and in turn, build trust in leadership (Ward, 2009).

Re-draft the psychological contract

Redundancies often mean that workers are required to take on additional duties usually attended to by those workers that have now left. This can lead survivors to feel over-worked, under appreciated, resentful and under resourced. A collaborative approach, that acknowledges the pressures and effort, is required when restructuring the psychological contract between the survivor and the organization. This process ensures that employees understand any changes to their role, responsibilities or performance standards.

Engage, develop and support the survivors

With organisational performance at risk following a restructure, there is a need to focus on supporting the survivors to reach their potential. Retention strategies are aimed at learning and talent development as this can help to increase employee self-confidence. Survivors are also likely to appreciate the confirmation of no further redundancies, providing security and certainty to their roles. By leveraging their strengths and ensuring that survivors are adequately trained for their new role responsibilities, greater performance and satisfaction can be supported (Glide, 2020).

Chandler Macleod People Insights offers both individual, team and organisational support as well as organisational wide change projects. For more information, please email us at CMPIenquiries@chandlermacleod.com or call 1300 664 305.

References:

Glide Outplacement. (2020). Coping with redundancies when you’ve kept your job. Retrieved from:

https://www.outplacement.net.au/blog/coping-with-redundancies-when-you-ve-kept-your-job/

Niederland, W. G. (1968). Clinical observations on the "survivor syndrome." The International
Journal of Psychoanalysis, 49(2-3), 313–315.

Niederland, W. G. (1981). The Survivor Syndrome: Further Observations and Dimensions. Journal
of the American Psychoanalytic Association, 29(2), 413–425. https://doi.org/10.1177/000306518102900207

Noer, D. M. (1993). Healing the wounds- overcoming the trauma of layoffs and revitalising downsized organisations. Jossey Bass, San Franciso.

Simmons, K. (2009). Understanding the impact on survivors. Retrieved from https://www.lhh.com/lhhpenna/en/our-knowledge/2019/underestimating

Ward, T. (2009). Survivor Guilt: Examining the effect a redundancy situation can have on the psychological contract for
those employees left behind. Retrieved from: http://trap.ncirl.ie/460/4/Tracy_Ward.pdf

Researching a company pre-interview: step by step

wow@shazamme.com (Default Author) — Mon, 10 Feb 2020 22:59:40 GMT

It can be ultimately beneficial for you to research the company you are about to interview for. Not only will you gain a deeper understanding of their business which will help you answer questions better, but you will also show up more confident, prepared and ready to impress. Employers will value your effort and knowledge!

Here’s how to research your prospective employer, step-by-step.

1. Start with a few Google search’s

Click on links including their website and any publications about them in the media. A lot of information can be found out from this simple search. Click through each page on their website, especially their ‘About’ page. This will often link to other useful information. Make sure to try and cover off the following details:

Who are the key representatives of the organisation? (Have you heard of these people before, do you need to learn more about them?) Tip: You can even search these key players social media such as LinkedIn which can help reveal more about the company.

It can also help to research the exact people who will be interviewing you, simply type their name in Google and see if any publications pop up. Be wise when viewing their social profiles as LinkedIn often notifies users who is viewing their page.

What skills and experience do they value? (Think about how you can offer what they need or what they are looking for)

What are their company values? (Do these align with the culture you want to work in? Would you be a great fit for them?)

What do they do? (Make sure you have the best understanding of what exactly it is the company does, whether it be learning about products or services or both. You should know about what your job might entail or require you to have knowledge about!)

Recent news and events, what have they been up to? (Is there something you can discuss with them around recent events, or something you admire? Were you at a recent event, or would have loved to go?)

Any key initiatives the business is driving (Do you identify with any of their key initiatives? Are you motivated to work for a company with specific diversity/environmental/other initiatives?)

Who are their competitors? (Think of how you could offer them a competitive advantage or at least understand what they are competing with in the market and the level that requires you to work on.)

What are the businesses goals? (If you can find this information it can be incredibly helpful for you to position yourself as someone who can assist them with their goals.)

2. Search for the company on Glassdoor

Glassdoor is predominately known for employees being able to review companies they have worked for. This is super helpful for you to get an idea of what it’s like inside the workplace. There are also some helpful links that can show you what interview questions might be asked, what average salaries are for specific roles and what their benefits are.

3. Do a Social Media search

Search the company on all social media! See what the post about and what they like to share. This is another way to find out more about the personality of a company as well as latest news, what they’re up to, staff events, campaigns, initiatives and more. As mentioned earlier it can also be helpful to do a social search on individuals you know might be at the interview so that you can gain some insight and maybe relate to them about something they have shared.

Covering the above three steps in depth should help you gain a new perspective as a candidate and might just help you stand out in your interview if you use the information you learnt wisely.

Good luck with your next interview!

To apply for a new role, check out our available jobs here.

The candidate journey – what does your organisation’s recruitment process say about your company?

Fri, 10 Jan 2020 07:42:16 GMT

If you are not already aware Chandler Macleod’s sister company – Glassdoor provides the leading platform for employees and candidates to tell the world how they felt during their time with you.

This is particularly important when you consider that job applicants make up the second-largest group of people your organisation chooses to liaise with directly (customers typically come first).

As consulting partners to several large, established employers with necessarily strict people governance practices, we appreciate the value of due consideration.

However, if you have not got the time to meet candidates halfway on the two-way process of discovery you are potentially hurting more than just your employer brand.

As Brendan Logue, Manager – Executive Search for Chandler Macleod explains, the basis of our approach is:

“Would you be comfortable asking your best customer, most influential stakeholder or shareholder to take part in the application, screening and assessment process?”

If the answer is no, then consider whether you need to partner with a specialist who has the resources and capability to effectively steward critically skilled, time-poor talent through a positive and fair process of discovery.

If you're looking to improve your candidate journey email our expert team at executive@chandlermacleod.com to see how we can assist.

Six Ways to Successful Goal Setting in 2020

Thu, 02 Jan 2020 07:48:45 GMT

Instead of one ‘New Years Resolution’ which we often forget about before the end of March, it can be better to start the new year with actionable goals! So how do we set goals that will stick? Here’s how.

Make your goals SMART

By making your goals SMART they will be easier to track, commit to and achieve. You may have an overarching goal such as paying $4,000 of debt or increasing customer satisfaction by 30% this year. Or it might be more personal like exercising at least 3 times a week. You can then go on to make any of these goals SMART:

S : How exactly are you planning to achieve this goal? What needs to be done in order for you to get started?

M : How will you measure the goal? Is there reporting available? Will you have to document your progress?

A : Is it achievable? What might have to change to make it attainable?

R : Is it relevant? Will you care about this goal all year round? Will you be motivated to work towards this goal even when it is difficult?

T : When will you accomplish this goal? Will you keep any positive habits after completing your goal?

Write them down

Write down your goals and re-visit them by making notes at a designated time depending on your goal. This may happen once per week or once every three weeks. This helps you to keep motivated especially in times where you might want to just forget about your goals. It can also help you to realise what you have contributed so far and re-evaluate any steps going forward. By writing down your goals you are ultimately kept accountable for the promise you have made to yourself.

Make note of mini goals along the way and celebrate them

When writing down your goals, break them down, you can use the SMART method or go even deeper and break it down in other ways. When you have achieved some of your smaller goals treat yourself! The treat can be whatever you feel is appropriate but ensure that you revel in small successes for a moment. This can help motivate you to keep going.

Set reminders

If your goal is something that needs to be actively worked on, or something that you might forget about during busy periods, make sure to set alarms/reminders. Sometimes it’s easy to de-prioritise our goals in lieu of more pressing matters but it can make a huge difference to just set just 30 minutes or an hour to actively work on your goals during the week.

Don’t compare your progress!

One of the most anti-inspirational things you could do is comparing where you are, with where someone else is. Even if you had the exact same goal, which is not always likely, different people work in different ways and often have different priorities and outside factors that contribute to the progress of goals. Just focus on you and what you’re achieving. Don’t be discouraged by someone else doing better, in fact, let it inspire you! Hey, if they’re doing it, so can you!

Don’t be deterred by failures or setbacks

Not every step along the way is going to be a win. Sometimes the progress will go backwards or stand still. Sometimes you’ll make a mistake, or something won’t go your way. But that’s all okay. Learn from every misstep and take it in your stride. You can achieve anything your put your mind to by overcoming obstacles and maintaining your effort.

How to Structure Talent Solutions for Complex Organisations

Mon, 30 Dec 2019 07:51:31 GMT

Structuring talent solutions can be complex at the best of times for even small organisations. But when organisations grow, the needs of a robust HR solution becomes even more challenging, and mistakes in hiring can have long reaching (and long lasting) impacts across the company.

For example…

Healthcare service delivery is complex and operationally challenging at the best of times. A recent major healthcare client of ours were experiencing financial and productivity decline despite increased demand for services. This presented a complex people puzzle. Though it was nothing that our Executive team couldn’t help with.

Identifying Solutions

Our role in this circumstance is usually about finding someone who can continue to fly the plane while making several major software upgrades.

We were able to identify a suitably skilled COO to turn around the operational performance of the business using engagement and culture as the key metric for success.

Our approach

Market with authenticity

Invest in meaningful, early conversations with candidates
Enable people to help us spread the word

Secure buy-in

Involve key stakeholders and influencers in the recruitment process
Allow candidates to articulate opportunities and solve challenges

Apply Structure

Clearly define the need and tailor the solution
Objectively assess a candidates capacity, style and fit using the best tools available

Facilitate meaningful engagement

Structured integration conversations that identify current and future state
And of course, improve the all-important time to performance metric!

Principal Consultant, Peter Gwizdalla explains the rationale behind our practice’s point of difference.

“Getting the right person in the right job at the right time is only half the battle, we measure a successful appointment by the overall effectiveness of our client’s executive leadership team.”

To learn more about our executive talent solutions contact us at executive@chandlermacleod.com

How to Improve your Work-Life Balance

Fri, 27 Dec 2019 09:14:07 GMT

We spend the majority of our adult lives at work so it’s important that you enjoy your time there and also make sufficient time for your home life. In saying that, work-life balance has graduated from balancing two opposite sides of a scale and has morphed into more of a blended situation. Work sometimes encroaches on home life and home life will sometimes sneak into our work lives, so we like to think of it more like mixing different spices rather than keeping them in completely different dishes.

So, maybe the title of this blog should be ‘how to create the perfect blend of work and life’.

Here are some of our top tips.

Find a job you love, or big things you love about your job

Working on something you love or having things you deeply enjoy about your work will not only help you get up in the morning, but it will make it easier to enjoy work and not dread waking up and leaving the house. You’re not going to love every aspect of work, but when you find the light in most situations and feel passionate and purposeful about at least part of your work you will definitely have a happier time.

Accept that the balance (blend) won’t always be perfect

At certain times, work-life may take over and at other times home life might! It’s wise to not set your expectations on a perfect balance too high. It’s helpful to accept sometimes things will just be a little crazier than we thought they would be, but those times won’t last forever. Put your health and family’s health first

Don’t get too caught up in having to excel and be successful at work, and especially don’t place that above your health. Keep this as a top priority and know your own limits. Don’t risk your health for work, as in the long run this will only hinder the blend between work and life tremendously.

Make time for those you love

When you spend a decent amount of time with the ones you care about it really helps re-balance and re-set. It’s helpful to set firm times to step away from work and actually make time to spend with your family or friends. A great tip is to schedule in dates or activities in the calendar and make sure you commit to them like you would an important work meeting.

It’s okay to switch off

Don’t be afraid to not answer that email that came through on the weekend! Don’t feel pressured to answer every call or even be available all the time via your mobile device, unless of course, you are ‘on-call’ in which case you probably shouldn’t switch off your phone.

Take time off

Don’t forget to get away. If you don’t get away from your routine every now and an again you may end up burning out or getting stuck in a rut. Take time off to rejuvenate and avoid losing motivation and productivity from overworking.

Create priority lists

To help prioritise work and life, create a list of all the most important things to do at work and at home. Make sure to allocate the right amount of your time to each task. It can help to set boundaries for yourself so that you can maintain the balance or blend between work. It can be useful to notify your colleagues of these boundaries so that they know, for example, that you can’t work late or overtime because of familial priorities. It’s also good to notify family or friends that there is an especially busy time at work, and they may have to be patient with your later hours or tiredness.

Talk to your employer

On that note, it can really help to discuss the best work schedule for you with your employer. This is extremely helpful to sort out especially for your own peace of mind and to ease guilt around flexible work that can sometimes still have stigma around it.

Learn to say ‘no’ or ‘that will have to wait’

Don’t take on everything. It’s important to learn that sometimes things aren’t worth taking on if they are going to stress you or burn you out. Don’t get caught up pleasing people or scared to disappoint. Some things can wait, and you can say no to things that don’t sit well in your priority list.

Give yourself an easier time

Don’t feel bad about missing out on certain events at work or at home. You can’t be two places at once, and you aren’t a superhero who can fly around within no time. Don’t be hard on yourself, sometimes you’ll miss out on things you wish you didn’t like a soccer game or a work Christmas party. Remember, the blend won’t always work perfectly and that’s okay.

Chandler Macleod wins Best Recruitment Firm

Wed, 25 Dec 2019 09:24:40 GMT

Chandler Macleod are pleased to announce we are winners again in the Annual HR Vendors of the Year Awards in Hong Kong!

Chandler Macleod have been awarded the following trophies for 2019:

Best Recruitment Firm – Human Resources (Silver)
Best Contract Staffing Recruitment Agency (Silver)
Best Recruitment Firm – Retail (Gold exclusive distinction)

This is now our 4th year in a row taking home an award and our 3rd consecutive year winning the Best Recruitment Firm across the Retail sector – an amazing achievement and we are so humbled to receive this recognition.

This year we have also been nominated in the Best Payroll Outsourcing Partner and Best Contract Staffing Agency Recruitment Agency categories and have won our first dedicated Contracting award with Silver being awarded to us this week.

We would like to congratulate and thank everyone and specifically those contributing across our Sales & Marketing, Retail, HR and Contracting desks. This is a wonderful achievement and it is a credit to your hard work and effort.

How to Stand Out as an Intern

Sat, 30 Nov 2019 09:41:30 GMT

Ask the right questions

Now, no question as an intern is a stupid question. And you should always ask for help or guidance as you need it. But to really stand out, it’s great to ask the questions that perhaps people working there long-term might have asked once. Some examples could be about how to navigate a certain software or program or how their specific processes work. Make sure you’re asking necessary questions.

Be proactive

This could be part of you asking questions. If you complete a task you were given, ask what’s next, avoid sitting around and waiting. Once you get a hang of a few key tasks and responsibilities do them without asking!

Dress well

If you want to be memorable in a good way, dress well. Always show up in appropriate work attire. It’s great to show a positive image of being put together and professional. On that note, avoid showing up unkept, this can leave a negative impression of disorganization and carelessness.

Be a little early every day

Being that little bit early and getting a start on the day before others shows your enthusiasm. It can also be a characteristic of determination and general gratitude and appreciation for your role. It won’t go unnoticed that you are making an effort to get on top of your day and put in just a small amount of extra time.

Be polite and nice, don’t get caught up in gossip

This one should be easy. Be nice to people. Be polite, listen, have a chat, get to know people, smile! Don’t get dragged into any workplace drama as it could end up looking bad for you. It also is a huge distraction from the actual work you’re there to do and learn from so if you get caught up in the gossip you may leave the opposite of a good impression.

Find a mentor

This point is not only useful to stand out, it will be useful in so many other ways. Finding a mentor can be incredibly helpful in the learning stages of your career. Not only is it great networking, it could open more opportunities but it means you will be able to take valuable insights with you on the rest of your working journey. People like to share words of wisdom and feel like they can help someone else, so it won’t hurt to ask someone about their time at the company and their career thus far. This shows a willingness to learn as well as respect for people with more experience.

Ask for feedback

Not many people like hearing feedback which means they don’t always ask for it! If you ask for feedback, you’ll definitely stand out. Listen and take it on board, it can only help you improve and make an even better impression in the future.

Don’t be afraid to share ideas

If you’re part of a meeting, brainstorm or you generally think of a good idea to do with the work you’re assigned, don’t be afraid to share it! You may not have a movie moment where everyone loves your idea and runs with it… but you will prove yourself as someone who can assert themselves, who can innovate and share ideas and who cares enough to get involved. Who knows, maybe your idea could make a big impact!

Treat it like a real job

Show up every day with the attitude of ‘this is my job!’. When you treat your internship seriously, your superiors will notice, when you don’t, they’ll definitely notice this too. The people you work with don’t want you not to try. An internship is an opportunity to learn, to find your footing in the professional world and to put to use all the skills you have. What’s the point if you don’t treat it seriously?

Be open to learning and guidance

Lastly, and most obviously, be open to learning and hearing different ways to do things! Nobody likes someone who think they know it all, let alone an intern who thinks they have it all figured out. Nobody has it all figured out! We all learn every day, whether we are an intern or a CEO. If you keep it humble, people around you will appreciate that and be happy to teach you what they know.

Don’t Leave your Career up to Chance: tips for designing your career

Fri, 29 Nov 2019 09:49:32 GMT

Many of us see accountants to plan out our finances, visit doctors and dentists for preventative checks, and even sign up to boot camps with trainers to keep our fitness in check! But how many of us have a plan for one of the most important (and time consuming) aspects of our life – our career?

We should all be asking why not? After all isn’t your career the underlying foundation of your wealth, your quality of life and your lifestyle? Isn’t it important enough to take time to plan for it, shape and mold it to deliver the value you want? Designing your career, like designing your life, is personal. It is based on your unique skills, interests and capabilities matched to the current market and the opportunities it presents.

Important questions to ask yourself:

Are my unique skills, interests and capabilities matched to the current market and opportunities? (Am I employable?)
Am I drifting along in my career not taking stock of my skills and their relevance to the wider market?
How would I be placed if there were to be an ‘out of the blue’ redundancy or I suddenly found I wanted to move jobs?

How to design your career:

Take stock each year of your career, your job, your ambitions, the relevance of your current skill set, and how you are going to sustain and enhance your employability the coming year.
Make an appointment with a career coach: They will help you reflect, design, strategise and plan your career, as well as support you to implement your plans and keep you on track.
Do an annual review of your career plan and progress or lack of it, blockages and new opportunities can help you to evaluate where you are and where to go next.

With a clear plan in hand, your new-found career confidence will help to put you in the driver seat and be selective about where you focus your efforts to ensure they deliver maximal career advantage to you and deliver the outcomes and return on investment you are looking for.

Chandler Macleod People Insights offer both individual as well as corporate career planning initiatives. The “Managing Your Career” workshop can be a positive personal development option that organisations can offer their employees. This workshop helps with focus and motivation to drive performance and succession planning which is a win-win for both individuals and businesses.

For more information or to book a Career Transition Coach please email us careerandchange@chandlermacleod.com or call 1300 664 305

Women in Solar program offers pathways into the booming solar industry

Wed, 27 Nov 2019 10:04:32 GMT

The first graduates of the Women in Solar initiative launched by Chandler Macleo d and Beon Energy Solutions will graduate this month.

This Launch into Work program is an initiative of Chandler Macleod in partnership with Beon Energy Solutions on the Bomen Solar Farm, just outside Wagga and is an innovative approach to balancing the levels of diversity within the booming solar industry.

Cynthia Andrews, GM of Employment Equity for Chandler Macleod says the Women in Solar program is aimed at getting more women into the male-dominated solar industry and also supporting their Aboriginal and Torres Strait Islander candidates with skill-building and support.

The first graduating class includes 12 inspirational women. 3 of whom identify as Aboriginal or Torres Strait Islander, 5 who were considered long-term unemployed and 3 who are parents or single parents. All of the successful course participants have been offered ongoing roles with Beon on their Wagga Solar Farm.

“I come from a family of 11 kids. We didn’t have role models, that’s why I want to be a better person and role model for my family”

Beon Energy Solution’s General Manager, Glen Thomson, is fully supportive of the program.

“The Women in Solar Program is a great initiative and fits with our approach to construction which is all about seeking to maximise the benefit to the local community through a targeted employment and training program. One of the best ways to achieve this is by targeting those people who – for whatever reason – face barriers to employment. And this is exactly what this program does.”

The 4-week intensive program gives participants a combination of accredited and non-accredited skills before they move into the full-time workforce, increasing the potential for success and longevity in the industry.

Increasing Diversity in the Workforce

Chandler Macleod is known for its commitment to closing the gap in Indigenous Employment and launched their Innovate Reconciliation Action Plan with Reconciliation Australia in 2018, but this is the first of their Launch into Work initiatives and the first solely aimed at increasing female participation in this male-dominated industry.

We are excited to increase the participation of women in this booming industry and play a role in increasing the diversity from the ground up. Without the support and participation of clients like Beon Energy Solutions, these programs would not see the success they are experiencing, so we are very grateful that our clients have been so willing to partner with us .

Building on a Solid Start

Chandler Macleod has successfully run programs through their Solid Start initiative, with clients ensuring Aboriginal and Torres Strait Islander candidates have the best possible chance of success for entry into the workforce and a long career. Utilising the learning from these programs along with their expert knowledge in managing the complexities of unseen bias, cultural awareness training and workforce management, Chandler Macleod is delighted to be building on this capability with the new Women in Solar programs.

Cynthia Andrews concludes “In developing these programs, our ultimate goal is always to unleash the potential of these candidates by utilising our partner contacts and expertise”.

Unleash your Potential in Mining

Sat, 23 Nov 2019 10:14:03 GMT

Getting into the mining industry can feel like an uphill battle. A lot of the time, you need previous experience or expertise to be eligible for a mining role, but how do you get the experience to begin with? #chickenortheegg

That’s why we thought we’d provide a little advice around how to make your CV more attractive to mining companies, so you can achieve your dream career in mining today!

Transferable Skills

Let’s talk about transferable skills, understanding mining terminology, and standing out from the crowd.

Ok, so what are ‘Transferable Skills’?

Transferable skills can be defined as “skills, abilities or expertise which can be used in a variety of roles or occupations.” , “A skill or ability or expertise which may be used in a variety of roles or occupations. Examples could be great communication, problem-solving or self-control.

But how does this relate to the mining industry?

Glad you asked! You don’t necessarily require mining experience to enter the industry (we all have to start somewhere right?). Now let’s think about the everyday duties and activities that you undertake to get through life and make a list.

Here some examples that are mining-related:

Driving heavy vehicles
Construction work or operating
Manual labour
Processing
Communication
Mechanically minded
Good under pressure
Multitasking / prioritizing
Systems experience

Now there are a lot more skills that you could add to the list that directly relate to requirements for mining roles. All of these should be added to your resume when applying for mining jobs.

However, it’s important to read the job descriptions – how do your skills apply to that role? Think about what additional value you can add.

HOT TIP – Make these points very clear in your resume, don’t let them blend in with lists or long paragraphs.

Understanding Mining Terminology

Sometimes, it can be difficult to understand what you’re actually looking at when sifting through available roles. Are there any entry-level roles out there? They seem to all have technical names that you may not understand.

So, if you have strong capabilities and a passion for manual (labour) work – look for roles such as;

Field Assistant
Process Technician
Shot Firing
Blast Crew

These are all physically demanding roles that are a great entry point for the mining industry.

Know your worth… and don’t discount yourself!

You might not have the mining experience, but the experience you have is worthy. It’s important to know your skill set and having the right attitude can get you to the right position.

TIP – Don’t apply for everything! Apply for what you are suitable for. A scattergun approach will just become background noise to the recruiter. At the end of the day, no one likes rejection (giving it or receiving it).

How to stand out

Do you ever feel like your screaming in a crowded room?

Here are some quick, simple and proven tips to get yourself noticed when applying for jobs:

Make your resume tailored for the role
Put your transferrable skills at the top of your resume
Make your ‘experience and skills’ clear and, if possible, use the language of the advert (the adverts are generally written by the person reading your resume so speak to them).

Online presence; are you on LinkedIn? If not, create a profile today and put a link to it on your resume.

According to a 2018 CareerBuilder survey, 70% of employers use social media to screen candidates.

Social Media Platforms (such as Facebook, Instagram, Twitter, and LinkedIn) become your online resume/portfolio, so it’s imperative that you check your online presence and check that it’s in line with the company’s values. If in doubt keep it Disney friendly – if you wouldn’t see it in a Disney movie maybe take it down OR change your status to private!

If you’d like to learn more about how to #unleashyourpotential with Chandler Macleod, visit our website at www.chandlermacleod.com

Insights in Executive Recruitment; Global Talent Acquisition

Fri, 22 Nov 2019 10:27:08 GMT

Chandler Macleod Executive have several major differences in the market which we will be exploring over the coming months. This month we look at how we are uniquely placed to support Australian employers to identify and attract Australian talent from overseas.

Having placed people on five continents Brendan Logue, Manager of Chandler Macleod’s executive search practice here in Australia offers the following insights:

“Australia has in relative terms a small job market with few multinational head offices. As a result, a significant portion of the truly world class talent produced domestically ends up overseas. While often beneficial for the individual and their career the impact on the supply side of the domestic market for specialist and executive level talent is a real challenge facing many Australian employers.”

Chandler Macleod are part of Recruit Holdings Co, Ltd – the 4th largest staffing company in the world. With our global network of over 250 offices operating in over 60 countries we can provide you with access to world class capability located in markets well beyond Australia’s shores.

Brendan shares his insights around understanding the key motivational drivers of your candidate pool so that you can effectively attract the right people no matter where they are located.

“It is absolutely critical to understand candidate drivers because many returning executives face the prospect of a reduction in the scale of their role and the requisite pay cut.”

So why would they move?

“In our experience non-work-related drivers dominate this segment of the market.”

Maximising your Career Transition Budget

Wed, 20 Nov 2019 10:35:06 GMT

Human resource professionals are often challenged to work out how best to support their exiting employees within their approved career transition budget.

Career transition services are varied and can range from single workshops focused on specific job-seeking skills (e.g. resume building) through to six-month comprehensive coaching programs, with varying levels of investment required. Uptake of outplacement services can also vary, on average ranging from 80 – 90%, but this figure can be higher, or lower, depending on a range of competing factors. This can make it challenging to determine what to offer to your exiting employees and how much it is likely to cost you.

Here are our top three considerations for maximizing the support of your employees, whilst keeping control of your budget.

Understanding your workforce

When determining how to spend your outplacement budget, the first consideration is what your exiting employees may need by way of outplacement support and how likely it is that they will take up outplacement services.

When seeking to identify the needs and likely uptake of your workforce, ask yourself the following questions:

What are the prospects for re-employment?

When employment prospects are good, exiting employees tend to require less support. The emotional impact of redundancy is less significant when feelings are not being further compounded by fears of unemployment.

If employees are likely to gain employment quickly, it may reduce the amount of ‘hands-on’, practical support required. In this situation, you can utilise more cost-effective outplacement options such as group workshops or short 1:1 programs and you may be able to bank on fewer employees taking up the offer of outplacement support.

What role levels are being impacted?

There are some common needs experienced by employees at different role levels which can give you insight into what type of outplacement program would be most suitable:

Individuals in low/semi-skilled roles

The most common needs relate to resume development, job search techniques and interviewing techniques. Individuals benefit most from group-based interventions that target specific skill development relating to these areas, along with support around coping with job loss (e.g. workshops).

Professional roles

These individuals are often very skilled at resume development and navigating interviews but need support with social media, networking or salary negotiation. Programs that offer 1:1 coaching support to help individuals navigate networking meetings/events, social media platforms or specific salary negotiations are most effective for these participants.

Senior/Executive Roles

A redundancy at a senior level often prompts a need for a re-think on career direction, requiring comprehensive career guidance and planning. Further, executives often require help with the practical side of job seeking (e.g. writing concise, impactful resumes and cover letters), having traditionally relied heavily on others for administration support. Programs that offer long-term, 1:1 support with an experienced Executive coach are most effective for this group.

What is the tenure of your employees?

While we must allow for individual differences, in general, navigating an (involuntary) redundancy can be more challenging in situations where an employee is of long tenure. Employees with long tenure can experience a strong sense of identification with their place of work, requiring a longer period of adjustment. Additional support in the form of a more comprehensive outplacement program better supports their needs and acknowledges their breadth of service.

Choosing a versatile outplacement provider

There are a range of outplacement providers in the market and a diverse range of program offerings. When seeking to appoint an outplacement provider, choose one that can offer you a range of different options to meet the varying needs of your workforce. While you may initially approach an outplacement provider for a specific need at a point in time, you may need to engage them later to meet a different requirement. To choose a provider which will suit your needs long term, check out this checklist for choosing a career transition provider.

Planning for additional needs

The most recent Australian Bureau of Statistic (ABS) Mental Health Survey estimated that there were approximately 4.8 million Australians with a mental or behavioural condition in 2017/18. Startlingly, this translates to approximately 20% of the Australian population identified as currently experiencing mental or behavioural conditions at the time of the survey.

As such, it is likely that some of your impacted staff members will be experiencing a mental or behavioural condition at the time of their notification, which may exacerbate the emotional impact of the redundancy. To comfortably meet their needs from a duty of care perspective, you may find that you need to provide more support to the individual than originally planned. This may take the form of additional 1:1 sessions. While these cases are generally in the minority, it is helpful to reserve a small proportion of your outplacement budget for this scenario.

Meeting the needs of your exiting employees while meeting the financial needs of your business can be challenging, but with careful consideration of your exiting employees’ needs, together with a flexible approach to outplacement program selection and delivery, you can arrive at a solution that ensures your employees are taken care of while achieving your budget.

Chandler Macleod remains one of Australia’s largest employers of registered psychologists working within the business, through our Chandler Macleod People Insights Team, and has a strong complement of Executive Career Coaches. At CMPI, we have a holistic approach to career transition needs, providing high-quality support and advice to our clients and their program participants, along with flexible outplacement programs. Contact us at career&change@chandlermacleod.com for a confidential discussion regarding your outplacement needs.

Do You See What I See? – World Mental Health Day

Mon, 14 Oct 2019 23:34:42 GMT

oday 10th October is World Mental Health Day, a day for global mental health education, awareness and advocacy. An initiative of the World Federation for Mental Health to raise public awareness of mental health issues worldwide. Today around the world, people will be raising awareness and trying to make a difference in everyone’s mental health and wellbeing.

1 IN 5 AUSTRALIANS ARE AFFECTED BY MENTAL ILLNESS, YET MANY DON’T SEEK HELP BECAUSE OF STIGMA.

The Do You See What I See? promotion is being run by Mental Health Australia. It challenges perceptions about mental illness in Australia and encourages everyone to look at mental health in a more positive light, in an effort to reduce stigma and make way for more people to seek the help and support they deserve.

WE CAN ALL DO SOMETHING TO HELP SHED A MORE POSITIVE LIGHT ON MENTAL HEALTH.

At home, at work, with family and friends, or in the wider community, we can all do something to help reduce stigma around mental illness and make way for more people to seek the help and support. It’s important to think about what you could do to help your colleagues, friends and family. See beyond the stigma and make mental health more visible by making a #MentalHealthPromise. Check out 1010.org.au if you want to make a promise for yourself.

What specifically can we do to help at work?

This is the easy bit actually! Check-in on your workmates, particularly if they seem “out of sorts”. It might seem cliched, but just noticing and asking “are you all right? You don’t seem yourself. Want to grab a coffee?” can make such a such a difference to a person who is losing perspective. Don’t be frightened if they reveal their distress – there is plenty you can still do then. You can listen and lend a shoulder, and if you feel like the situation requires more, you can direct them to professional resources.

If you or someone around you needs help, our EAP program is available or call Lifeline on 13 11 14 for24/7 crisis support.

Some other resources include:

Beyond Blue on 1300 22 4636 for anxiety, depression and suicide prevention.

Headspace on 1800 650 890 – free and confidential online and phone counselling to young people 12-25 years old.

Sane Australia on 1800 187 263 – Mental health advice, referral and support from Mon – Fri, 10am to 10pm.

MyCompass – a free online self-help program for people with mild to moderate depression, anxiety and stress.

How to use Social Media in Your Job Search

Sun, 13 Oct 2019 23:22:27 GMT

Social media is becoming increasingly helpful when it comes to job searching. Whether it be by connections, by job postings or by following pages there are more and more jobs available away from traditional job boards. However, it’s not always an easy ocean to navigate when creating an online presence or when reaching out to recruiters.

We want to help. Here are some simple tips that can help you get started and make sure you’re avoiding any common mistakes that can occur when using social media in your job search journey!

Where to start?

Ensure your LinkedIn profile is up to date and reasonably filled out.
Have new resumes ready to send out in case someone asks.
Google yourself and find out what you want to be deleted or removed.
Clean up your social media channels. Get rid of inappropriate photo’s or posts that you think may reflect negatively on you.
Join job groups and follow recruitment companies that will often post jobs online. Make sure to keep an eye out for industry-specific pages.
Start to interact with posts on LinkedIn and Facebook. Offer valuable comments or shares, this will give you a positive online presence and insight into your personality.

When contacting recruitment companies or recruiters:

Use professional language and proper sentence structure. Proofread your messages. Avoid using slang. Think of it as writing a shorter email, not just a direct message.
Even via Facebook which can sometimes give us the illusion of being more casual, make sure you are presenting yourself positively and professionally.
Don’t abuse people for not replying. Often times there are real humans on the other end, sometimes in different time zones or in a place where they might not have the right answer straight away. They’ll get back to you as soon as they can.
Avoid being rude in general it won’t reflect well. In fact, if applying for a role and you show good courtesy you may even be mentioned internally in a positive light.
Let people know of your circumstances if you are looking for a job. Are you a citizen of in the country you are applying? Are you currently working? What kind of job specifically are you looking for?

We will be updating this blog with new tips as they arise! After all, the digital age is ever-evolving. Check back soon if you need more information.

How to Deal with Burnout

Sat, 12 Oct 2019 23:17:13 GMT

During the month of October 2019 Chandler Macleod Group with be celebrating Safe Work Month with the theme of ‘We are all safety Leaders’. Our theme this year identifies that every individual in our business has the capacity and requirement to proactively act in a manner to ensure the safety of themselves and others.

This week our theme to highlight is Burn out.

What is burn out?

Burnout is a state of emotional, physical, and mental exhaustion caused by excessive and prolonged stress. It occurs when you feel overwhelmed, emotionally drained, and unable to meet constant demands. Burn out reduces productivity and saps your energy, leaving you feeling increasingly helpless, hopeless, cynical, and resentful.

Most of us have days when we feel helpless, overloaded, or unappreciated—when dragging ourselves out of bed requires the determination of Hercules. If you feel like this most of the time, however, you may be burned out.

Stress Vs. Burn out

Burn out may be the result of unrelenting stress, but it isn’t the same as too much stress. If excessive stress feels like you’re drowning in responsibilities, burn out is a sense of being all dried up. And while you’re usually aware of being under a lot of stress, you don’t always notice burn out when it happens.

Work-related causes of burn out

Feeling like you have little or no control over your work
Lack of recognition or reward for good work
Unclear or overly demanding job expectations
Doing work that’s monotonous or unchallenging
Working in a chaotic or high-pressure environment

Lifestyle causes of burn out

Working too much, without enough time for socializing or relaxing
Lack of close, supportive relationships
Taking on too many responsibilities, without enough help from others
Not getting enough sleep

Personality traits can contribute to burnout

Perfectionistic tendencies like ‘nothing is ever good enough’
Pessimistic view of yourself and the world
The need to be in control and the reluctance to delegate to others
High-achieving, Type A personality

Is it time to act?

Recognize – Watch for the warning signs of burnout
Reverse – Undo the damage by seeking support and managing stress
Resilience – Build your resilience to stress by taking care of your physical and emotional health

To deal with burnout, turn to other people

Reach out to those closest to you, such as your partner, family, and friends
Be more sociable with your co-workers. Developing friendships with people you work with can help buffer you from job burnout
Limit your contact with negative people
Connect with a cause or a community group that is personally meaningful to you

Reframe how you look at things

Try to find some value in your work. Changing your attitude towards your job can help you regain a sense of purpose and control
Find balance in your life – look for meaning and satisfaction in your life: in your family, friends, hobbies, or voluntary work
Take some time off

Re-evaluate priorities

Take a daily break from technology
Nourish your creative side. Choose activities that have nothing to do with work or whatever is causing your stress
Set aside relaxation time
Get plenty of sleep
Aim to exercise for 30 minutes or more per day or break that up into short, 10-minute bursts of activity. A 10-minute walk can improve your mood for two hours

Getting help

Does your company have an EAP Service? Ask about this! If you work with Chandler Macleod, we do.
https://www.beyondblue.org.au

References : https://www.helpguide.org/articles/stress/burnout-prevention-and-recovery.htm#

What NOT to do on Your Resume

Thu, 10 Oct 2019 07:55:51 GMT

It can be really easy to miss the mark on your resume without even noticing what you’ve overlooked, or what you should have included. Here are 8 things not to do on your resume which will help you make a wonderful first impression through the screen.

The Work we Do; a case study for Indigenous employment

Wed, 18 Sep 2019 23:41:50 GMT

In April this year, Reconciliation Australia (RA) utilised Chandler Macleod Group (CMG) to source an Indigenous Governance Program Manager to join their organisation. As some of you may know, this is an amazing role and great opportunity for the right candidate, but it also had the challenge of filling the role due to the mandatory requirement to recruit a person of Aboriginal and Torres Strait Islander descent. This limited the pool of candidates that we could work with. However, CMG is an indigenous recruitment agency and has an industry-wide reputation as a market leader in sourcing Aboriginal & Torres Strait Islander roles, even those that can be hard to fill.

Reconciliation Australia were looking for someone who identified as Aboriginal or Torres Strait Islander with a high-level ability to develop and maintain productive relationships with a range of stakeholders, including Aboriginal and Torres Strait Islander people and organisations, government, corporate and not-for-profit sectors. The successful individual, as you can see, would require exceptional experience. Chandler Macleod, and in particular Talal, the RA Account Manager were extremely enthusiastic to work on this role, especially as this was the first opportunity for a high profile, Indigenous position for the Canberra office.

Talal began the recruitment process by developing an in-depth understanding of the role’s requirements that RA were seeking for this position. By gaining a deeper understanding of the role, Chandler Macleod were able to create a specified sourcing strategy. We then used our BestFit model to ensure the candidate possessed the right skills and experience, whilst also ensuring they had the right level of motivation and were a suitable fit for the culture of the client. We went on to guarantee that the candidate had a genuine passion for giving back to the Indigenous community and people. It was clear this was a large motivation for the successful candidate as they left a permanent role with one of the Big 4 consultancy firms, to be part of RA’s mission. The contract was effectively signed in May, ready for a start date in June.

Chandler Macleod were also able to place a Senior Policy Officer for Reconciliation Australia and are looking forward to working with RA to fill more roles in the future.

How to Ace your Next Job Interview

Sun, 15 Sep 2019 23:49:00 GMT

No matter what industry you’re in, here are some ways to ensure you make a good first impression.

Do your research

Look up the company website, their social media channels and if possible, chat to anyone you know who has worked there or had experience with the company. Whilst researching, think about the things you like about the company, this will help to ask the usual question of ‘why do you want to work here?’. Additionally, keep in mind what you can offer the company in the advertised role. Try to list up to 3 value-adds as these can be helpful to have on your mind during the interview.

Other than doing thorough research on the company, make sure you peer over your resume and evaluate what the employer may ask you about. Prepare some answers around your previous job experience or anything that might particularly stand out on your resume.

Practice answers to common questions

It’s helpful to practice answers to common questions. Although you don’t want to seem as if you’ve rehearsed, make sure you know the main points you want to discuss when it comes to certain queries. Some common interview questions include:

What value will you bring to the position?
What is the biggest challenge you have faced and how did you overcome it?
Why do you want to work for us?
What would you consider your greatest strengths?
What are your weaknesses?
What type of work environment are you used to?
How well do you work within a team? Do you prefer autonomy?
How do you deal with constructive criticism?
Why should we hire you?
Tell me about a time when you demonstrated leadership/problem solving/other vital skill?

Prepare some questions to ask

It’s important to answer their questions but you should also have questions for the interviewer. Mostly, this will show genuine interest in the role. It’s also an opportunity to showcase your own confidence and be seen as an equal in the conversation. Your questions can be based around the below topics:

The workplace and company (things like company culture)
The team you will be working in
The role specifically
Professional development/career progression
How performance is reviewed
Questions with an aim to get an indication of how the interview went, such as ‘What are the next steps in the interview process?’

Show up slightly early

Don’t be too early because this can place pressure on the hiring managers schedule. Aim to be ten minutes early, this shows punctuality and respect for the interviewer’s time. Make sure you know the bus or train times or otherwise be aware of traffic in the area before you leave. And if something goes wrong, be sure to call and inform them of any delays!

Dress the part

As part of your research preparation, you hopefully got a sense of the appropriate attire expectations. Most companies will use specific images in their brand promotions which will reflect their own dress codes, make sure to notice this and dress suitably. Ensure your clothes are clean and ironed. Additionally, practice good hygiene and make sure things such as hair, makeup, and nails are tidy. Imagine it’s your first day on the job!

View the interview as a two-way conversation

Always keep in mind that you’re in a two-way conversation. This can help ease any nerves and make you feel more self-assured. It’s not just about whether you are right for the job and company but also if both of those things are right for you. This is why asking questions is so important. You may have several opportunities on the table and the answers to those questions could help you decide what’s your best option.

Smile and use the interviewer’s name

Try to avoid frowning or other negative facial expressions and body language. Although it is a two-way conversation, it’s still in a professional setting so sit up straight, with open body language and make sure to listen attentively and smile where it seems appropriate. Additionally, try to use the interviewer’s name. Many people are notoriously bad at remembering names so it will help to keep them engaged as well as impressing them.

Follow up

Always remember to follow up. Usually, an email will suffice, thanking the interviewer for their time and (if you feel it went well) asking them about what’s next! Even if you felt the interview went poorly, still follow up and thank them. You may even be able to get some feedback about how you could do better in future circumstances.

What Not to do When Quitting Your Job

Sun, 15 Sep 2019 23:38:28 GMT

Quitting doesn’t have to be an ordeal, nor should it be! When you are leaving a workplace, there is an etiquette to follow. If you take note of the below infographic, you can ensure you won’t leave on negative terms and you should even get a usable reference from it.

How to Add a Project List to Your Resume

Mon, 19 Aug 2019 10:28:28 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 to Explain Gaps in Your Work Experience – solutions for resumes and interviews

Mon, 19 Aug 2019 00:27:07 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 Molly Unleashed her Potential Blog

Tue, 13 Aug 2019 00:33:28 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! ��

Simple Ways to Make Your Resume Stand Out Blog

Sun, 11 Aug 2019 11:02:41 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.

How Greg Unleashed his Potential

Mon, 05 Aug 2019 07:59:20 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.”

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

Mon, 29 Jul 2019 08:09:53 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.

Warning: spoilers for the series finale of Game of Thrones ahead!

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

Fri, 19 Jul 2019 11:19:06 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

Tue, 16 Jul 2019 05:24:18 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

Sun, 30 Jun 2019 11:32:54 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

Thu, 27 Jun 2019 11:16:04 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.

Using Resilience to Build Happier and Healthier Workplaces

Thu, 27 Jun 2019 10:53:54 GMT

The modern workplace can be a crazy place. Combine highly charged environments with the pressure of work spilling over into our home lives and many of us will struggle to maintain healthy boundaries between work and home. This heightened level of stress and lack of clear boundaries means we are becoming vulnerable to psychological and physical illness, compounding workplace absenteeism and work-related stress complaints and claims. This pattern of heightened workplace stress is now at such epidemic proportions that the World Health Organisation has recognised burnout as an occupational related syndrome of stress which will be added to the 2022 edition of the International Classification of Diseases Handbook.

Why are we all so stressed out at work?

Humans are big bags of hormones and neurochemicals, held up by a clever skeleton frame. Like all animals, we rely on patterned biorhythms and automated physiological functions to survive. But when the balance is disturbed (by unremitting stress for instance), we run into all sorts of problems.

To understand why we are all so stressed, let’s take a look at some of the critical neurochemicals which related to stress and coping.

Four happy and one not so happy neurochemicals

The first of the “happies” are Endorphins which help diminish our perceptions of pain and keep us going during tough work-outs, sometimes even supplying a “runner’s high”, and helping us to endure difficulties. Endorphins help us survive late nights, 70+ hour weeks, and back-breaking middle seats on long-haul plane-flights.

The second is Dopamine; sometimes called the leadership chemical for its significance in causing us to seek short term reward or achievement. Dopamine is the feel-good neurochemical that gives us that feeling of satisfaction when we complete something that needs to be done. Dopamine helps us get things done so that we can survive, provides the incentive for progress and supplies the positive feeling we get from a sense of accomplishment.

“Happy” number 3 is Serotonin which triggers the awesome feeling we get when we perceive that others like or respect us. It makes us feel proud, strong and confident: like we can take on anything. It also helps raise our status by driving our need for social approval and reinforcing the bonds of those whom we wish to be proud of us, such as our parents, boss, or anyone else who has invested time in our success or development.

Last but not least is Oxytocin; often referred to as the love chemical. It provides that amazing feeling that comes with friendship, love and deep trust. It triggers the feeling we get when in the company of our close friends and family and is responsible for the feeling we get when we do something nice for someone or when somebody does something nice for us. Without oxytocin, we would be far less likely perform acts of generosity or altruism. But remember, it isn’t just nice to feel good, oxytocin is critical for our survival, as without it we wouldn’t develop deep trusting relationships.

The very important, but “not-so-happy” neurochemical is Cortisol. Cortisol elevates under stress and contributes to our defence mechanisms to stimulate our fight or flight response. Our primal brain doesn’t care about understanding the threat, it just wants to increase our chance of survival. Unfortunately, this ancient warning system hasn’t adapted to our current situation of persistent modern day stress. For most of us, the stress we face at work isn’t life-threatening, however our endocrine system releases cortisol as if it is. So, when we feel stressed at work our brains behave in exactly the same way that our paleolithic hunter-gatherer ancestors did when faced with an angry mammoth: by responding with fight and flight threat responses. Unfortunately, when we are in this heightened state long-term because the stress levels just don’t go down, we really do start to do harm to our brains and our bodies.

So, what does resilience have to do with it?

Resilience can be defined as an individual’s ability to adapt to stress and adversity. Your level of resilience is your capacity to bounce back from a negative experience to a normal state of functioning. Levels of resilience differ from person to person, but everyone has some underlying degree of resilience and we can develop strategies that improve our capacity. Highly resilient people still experience negative emotions and thoughts and are not always optimistic. However, they effectively balance negative emotions with positive ones and are able to make effective responses to negative emotional experiences.

Quick, tell me how to become more resilient

There are lots of strategies that help us build our resilience, and research suggests that the most resilient people use at least 2 techniques from these 4 main strategies (link to second article), so this is probably the “magic” recipe to aim for. But remember, anything is better than nothing, so putting in place even small changes is still going to help.

“Ok, I’m convinced but how does it help with my workforce”?

This is a really important question, and while many of us are probably getting better at self-care at home (or we are at least thinking about it more), work is still the place where we often push ourselves past our limits. By establishing a culture of resilience in your organisation, encouraging, or even EXPECTING your staff to undertake these strategies, you are promoting a more modern, healthy and happy workplace. In the long-run, you will help promote a workplace where your staff want to be, where they plan to stay I your employment for longer, and where absentee rates are lower – sounds pretty good, huh?

The single best thing you can do as a leader is model resilience-building strategies yourself. It is only when your workforce see you leading the way with resilient practices that they will know for certain that this is the type of organisation (and boss) they work for.

Will you accept the resilience challenge?

So, here’s the challenge. Select at least 2 of the strategies we list in our article 4 Strategies for Workplace Resilience ; one for yourself and one for your employees and your business. Make a commitment – a real one! Plan how often, how and where you will set these strategies in place. Think carefully about which strategies you choose as they have to be meaningful to you: you will need to want to make these changes in order to use them regularly enough that they just become part of your life. Eventually, it will be like brushing your teeth – such an automatic part of your day that you can’t imagine NOT using it. Remember, the potential benefit is huge!

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

Wed, 29 May 2019 10:44:58 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

yrion 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

Sun, 26 May 2019 10:27:34 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

Better, Faster Recruitment Decisions with Competency Frameworks

Sat, 25 May 2019 12:00:51 GMT

In one of our last education pieces we looked at ‘Which Assessments Should You Use’ but when understanding assessment data, the data only helps you make faster or better decisions if you are clear on what you measuring. Like any decision, if you have not established the best outcome it is hard to evaluate your options.

This is where competency frameworks come to help you. When using a competency framework you can quickly and easily compare two (or more) candidates based on their potential for demonstrating each competency!

Why Use Competencies?

Competencies provide you with a common way to identify and communicate the behaviours and knowledge required for successful job performance. When they key behaviours are identified you can more effectively:

Set clear expectations for employees
Engage in succession planning
Identify skill and capability gaps in teams and individuals
Coach employees
Identify and evaluate poor and top performers
Recruit the required talent for your organisation

How Do I Pick A Competency?

So when it comes to using assessment with competencies – work backwards. Start by identifying the competencies you require from someone to perform the job well. To do this you might:

Complete this task for some of the key challenges or tasks someone may have in their role on a consistent basis

Alternatively, you may engage an established competency library or consultancy to develop a competency library for you. For example, at Chandler Macleod we have a library of 60 competencies which our clients select from to develop their reports, develop performance frameworks and help guide their leadership development.

I Have Picked My Competencies: Now What?

Now that you have selected competencies (you may have picked 5-6 key behaviours needs to be successful in the role) you can use psychometric assessment to measure or understand these competencies.

In our article ‘ Assessing for Potential: Why Use Psychometric Assessment in Your Hiring Process?, we established that someone’s personality or ability influences the way they behave. And today we have established that how someone behaves impacts how a competency is demonstrated.

So now you are in a position to think about the different personality dimensions that would help you understand a candidate’s skill in demonstrating a behaviour or competency.

Is There A Shortcut?

Creating competency frameworks and conducting job analysis takes time and you may choose to engage a consultancy such as Chandler Macleod or to develop a framework for you, or pick from an established library.

When you select from our competency library it makes the delivery of psychometric assessment efficient. We connect the personality data to the competency for you and it looks like this.

As you can see. When laid our clearly competencies and psychometric assessment allows you to quickly identify whether you have the right candidate or not and how strong their potential is in each competency.

Clear data based on what you are looking for to help you make better and faster recruitment decisions. If you are starting a recruitment process without understanding what you need it is very hard to evaluate your candidate options or make a decision at all.

Competencies can seem boring, but be critical to your organisation success and your ability to make fast effective hiring decisions. If you would like to learn about our Competency Framework or need someone to design one for you, reach out to understand more on 1300 664 305 or at cmpienquiries@ chandlermacleod .com .

Women and Wartime: ANZAC Commemoration Highlight

Mon, 29 Apr 2019 10:18:51 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

Fri, 26 Apr 2019 00:53:45 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

Sun, 07 Apr 2019 10:10:11 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.

Chandler Macleod Partners with Spartan First

Mon, 01 Apr 2019 09:40:37 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

Hiring Great Leaders; more than Just a Gut Feeling?

Mon, 01 Apr 2019 07:03:05 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?

60 Years in the Workforce; a Snapshot of Change

Thu, 14 Mar 2019 05:56:33 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

Wed, 13 Mar 2019 06:04:23 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

Thu, 28 Feb 2019 06:11:49 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

Wed, 30 Jan 2019 06:19:59 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 CEOIt’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

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

Sun, 13 Jan 2019 20:01:42 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 r ecommend 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?

Mon, 31 Dec 2018 06:48:14 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, 30 Dec 2018 06:54:10 GMT

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.

Why Psychometric Assessment is Good for Business

Thu, 15 Nov 2018 09:29:51 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!

How to Become a Jedi Master of Your Emotions

Thu, 15 Nov 2018 07:38:49 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.

The Future of Diversity in Renewable Energy | Challenges and Solutions

Mon, 12 Nov 2018 09:49:48 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].

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

Mon, 15 Oct 2018 09:51:20 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.

A Focus on Safety at Chandler Macleod

Sun, 14 Oct 2018 09:58:46 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.

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.

How To Prepare For These Top Interview Questions

Sat, 15 Sep 2018 12:26:32 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).

The True Cost of Hiring the Wrong Person

Thu, 13 Sep 2018 12:14:15 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.

Mentally Safe Workplaces – how managers, leaders and staff can develop them

Wed, 12 Sep 2018 12:01:39 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, 02 Sep 2018 11:49:59 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.

Chandler Macleod Partners Beon to Unleash a Diverse, Local Workforce on one of Australia’s Largest Solar Farms

Fri, 10 Aug 2018 11:40:01 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.

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.

Ace Your Interview With These Behavioural Tricks

Thu, 09 Aug 2018 11:27:01 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 anxiet y.

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

Tue, 07 Aug 2018 11:19:09 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.

Psychological Wellbeing: Three Faces of Stigma

Mon, 02 Jul 2018 11:08:13 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: She Won’t Always Be Right, Mate

Wed, 13 Jun 2018 10:21:24 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: The Bottom Line

Mon, 11 Jun 2018 10:33:58 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

Fri, 08 Jun 2018 07:08:43 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: Resilience and Stress

Thu, 07 Jun 2018 10:47:19 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

The Cost of Workplace Stress in Australia, Medibank Private Limited 2008

2. State of Workplace Mental Health in Australia, beyondblue 2014

Psychological Wellbeing: Suicidal Thoughts and Self-Harm

Wed, 06 Jun 2018 06:48:23 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.

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

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: Closing the Gap

Sun, 03 Jun 2018 06:23:58 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

Wed, 11 Apr 2018 06:09:22 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 Benefits of Supporting Career Transition for Organisations

Tue, 10 Apr 2018 06:01:20 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

Is Your Online Presence Affecting Your Job Hunt?

Mon, 09 Apr 2018 05:52:51 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.

What To Do When You Don’t Have A Calling

Wed, 04 Apr 2018 10:22:56 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.

How to Tailor Your Resume for Recruiters

Sat, 03 Mar 2018 10:09:52 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

Mon, 05 Feb 2018 09:54:43 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

Wed, 03 Jan 2018 09:43:38 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

Sun, 31 Dec 2017 11:20:31 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.

If you enjoyed this blog you might like:

Don't Let Procedures Become a Casualty in Frugal Times

Wed, 06 Dec 2017 09:25:06 GMT

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

Why is this happening again? I thought we fixed this

Procedure reviews

A holistic understanding of the operational environment is also crucial if suitable, low risk alternatives are to be both effective and compatible.

If you enjoyed this blog you might like:

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.

How to Have A Proper Holiday for A Productive 2018

Tue, 05 Dec 2017 05:42:07 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.

Leave Electronic Devices at Home

While it may be tempting to check your voicemail or answer a few emails during your holidays, taking your electronic devices on vacation can do more harm than good. Working during your vacation can affect your memory of the trip. You’re more likely to remember all the details of your holiday if you leave your devices at home.

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.

What Not to Do at Your Work Christmas Party

Mon, 04 Dec 2017 07:51:47 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

Beware of Social Media

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.

Your Boss Thinks the Work Christmas Party is a Waste Of Time – Here’s Why it’s Not

Sun, 03 Dec 2017 07:41:16 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 Make the Most of your Commute

Wed, 02 Aug 2017 07:14:52 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

Wed, 05 Jul 2017 06:54:13 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.

How to Follow Up After a Great Interview

Fri, 30 Jun 2017 11:39:50 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.

The Importance of Empowering Your Workforce; Results from Singapore

Fri, 30 Jun 2017 11:29:14 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.

Employee Experience - Putting People into Focus

Sun, 04 Jun 2017 10:29:38 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?

Chandler Macleod Celebrates NAIDOC Week 2017

Sun, 04 Jun 2017 06:48:15 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.

Lessons in Leadership from Miranda Priestly

Sat, 03 Jun 2017 06:38:43 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.

Keep your employees around, season after season

Your team isn’t a trend – you want them there to stay! Keep them on board after they onboard by ensuring you allow a period of grace while they learn the ropes, make them feel valued, and don’t give them more work than they can handle. And save the sarcasm for your mates outside the office!

Or, keep treating them as expendable. Just don’t expect them to be there on Monday!

Whitepaper: Leadership in the Age of Disruption

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.

Tackling Workplace Discrimination Against LGBTI People

Fri, 05 May 2017 10:14:36 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

Wed, 03 May 2017 09:55:14 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

Tue, 02 May 2017 08:11:29 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

Mon, 01 May 2017 07:44:51 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.

Fearless Feedback

Mon, 27 Mar 2017 07:23:47 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.

What the Lion King Can Teach us About Employee Engagement

Sun, 26 Mar 2017 07:10:21 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 jobs1 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.

Overcoming Challenges in Male-Dominated Industries

Sat, 25 Mar 2017 06:33:04 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

Construction

The National Association of Women in Construction

Trades

Chandler Macleod Group's Gender Story

Fri, 24 Mar 2017 05:45:10 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.

Challenges Women Face in Management Positions

Thu, 23 Mar 2017 12:30:32 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?

The Billion Dollar HR Opportunity in Australia

Tue, 28 Feb 2017 11:51:35 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?

Three Things Nadal & Federer Can Teach Us About Digital Disruption

Wed, 22 Feb 2017 12:17:46 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

Deloitte ‘Digital Disruption – Short Fuse, Big Bang’ September 2012

Celebrating Inclusion this International Women's Day

Tue, 21 Feb 2017 12:06:46 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

Mon, 20 Feb 2017 11:49:13 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’.

Your Roadmap to a Promotion

Mon, 30 Jan 2017 12:05:22 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 for more career advice, or sign up to our newsletter to get the latest news and industry updates.

Are You in the Right Job?

Mon, 30 Jan 2017 11:59:06 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 –

Removing the Fear of Volume Recruitment

Thu, 19 Jan 2017 11:39:36 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.

Six Tips to Get Through the Tough Days at Work

Wed, 18 Jan 2017 11:30:00 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.

Joyful Strains: Rethinking Workplace Diversity on Australia Day

Tue, 17 Jan 2017 11:18:34 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.

How to Retain Quality Employees

Mon, 16 Jan 2017 10:53:24 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.

Networking: Are You Getting it Right?

Sun, 15 Jan 2017 10:30:34 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.

Does Staff Happiness Matter?

Sat, 14 Jan 2017 10:18:40 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.

Fitting Fitness into your Busy Schedule

Fri, 13 Jan 2017 10:02:42 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.

What is the C Factor?

Mon, 12 Dec 2016 09:46:40 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

Fri, 11 Nov 2016 09:38:26 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?

Mon, 10 Oct 2016 09:25:09 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

Sat, 09 Apr 2016 07:58:08 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.

Body language do’s and don’ts in the workplace

Sun, 07 Feb 2016 07:40:41 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.

2. Fidgeting – Twirling your hair and playing with your hands shows that you’re not interested.

3. Slouched posture – There’s no better way to communicate how bored and un-enthused you are.

4. Lack of eye contact – This can show that you’re not confident in what you’re saying or are feeling self-conscious or disinterested.

5. 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.

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Understanding your Role - a key to workplace safety

The Foundation: Understanding YOUR Role

The Pillars: How You Perform Your Role Matters

The Change: New Role, New Responsibilities

Empowering Our People

Chandler Macleod Achieves Certification with Social Traders

Chandler Macleod Achieves Certification with Social Traders

What is Social Traders?

Why has Chandler Macleod Joined Social Traders?

Our Commitment to Social Value

Looking Ahead

Meet our School Crossing Superstars!

Platinum Status Achieved on EcoVadis Sustainability Scorecard: A Milestone in Our Commitment to Sustainability

RGF Staffing ANZ Achieves Platinum Status on EcoVadis Sustainability Scorecard: A Milestone in Our Commitment to Sustainability

What is the EcoVadis Sustainability Scorecard?

The Importance of Sustainability for Chandler Macleod and RGF Staffing ANZ

A Team Effort

Looking Forward

Read more articles about Sustainable and Diverse Recruitment with Chandler Macleod

New Years Resolutions for Leaders in 2025

7 Leadership Resolutions for the New Year: A Roadmap to Growth and Success

1. Embrace Difficult Conversations

2. Invest in Career Transition Support

3. Leverage Psychometric Assessments

4. Stay Updated with Market Trends

5. Foster Innovation and Technology Adoption

6. Enhance Employee Engagement

7. Prioritise Personal Development

What Questions Should I Ask During an Interview? With Tips from Chandler Macleod Recruiters!

Why Ask Questions in an Interview?

Essential Questions to Ask in an Interview

Expert Tips from Chandler Macleod Recruitment Professionals

Our expert recruitment consultants shared these invaluable suggestions to elevate your interview game:

1. What would you expect the successful applicant to have achieved in the first 90 / 180 days in this position?

2. What are the biggest challenges the company is currently facing, and how can this role help address them? Are there any immediate problems that I’ll need to address in this role?

3. What do the corporate values and/or mission statement mean to you?

4. From everything we have discussed today and you have seen in my resume, what reservations would you have in progressing me to the next stage?

Final Thoughts

Thriving Through the Holidays: Prioritising Mental Wellbeing During the Christmas Peak with Tips from Karla Illingworth, Health, Safety and Wellbeing Advocate

Prioritising Mental Wellbeing During the Christmas Peak Period

Tips for maintaining mental wellbeing in the workplace:

Creating a Supportive Work Environment

Pre-Employment Programs, Changing Lives

Transforming Lives Through Employment: How Chandler Macleod’s RISE Programs Create Lasting Impact

Opening Doors to Opportunity

What Makes RISE Lifechanging?

Fostering Diversity and Inclusion in the Workforce

Employers often report that the benefits extend beyond filling positions:

Enhanced Workforce Culture

Social Impact

Tailored Talent

A Holistic Approach to Employment

Real Lives, Real Change

Join Us in Making a Difference

Addressing Modern Slavery

What is Modern Slavery?

Key Forms of Modern Slavery:

Recognising the Signs of Modern Slavery

Why Prevention is Important

Our Commitment to Ethical Recruitment

The Importance of Identifying and Mitigating Workplace Psychosocial Hazards to Foster Psychological Safety

What are Workplace Psychosocial Hazards?

Why is Identifying Psychosocial Hazards Important?

Mitigating Psychosocial Hazards: A Key to Psychological Safety

The Benefits of Psychological Safety

The Rise of Pop Psychology and Therapy Speak in the Workplace

The Allure of Therapy Speak

Is My Boss a Psychopath?

The Problem with Oversimplification

Finding the Balance