Dear Santa... love from Recruitment Consultant

Dear Santa

I have been very good this year. I have returned (nearly) all my candidates' calls, I have given great advice to my clients, I have saved some big projects from being understaffed, and fixed up lots of great people with their dream jobs.

Bearing that in mind, I have made some suggestions for some Christmas presents that I might like...

Detailed feedback from clients

You know those clients we all love - the ones who give detailed feedback about why an applicant is suitable or unsuitable. This helps me to refine my searches, and means I don't waste their time in the future. It's win/ win. More of this please!

Fast offers

So, my client likes my candidate and my candidate likes my client. All is looking good. In fact, my client wants to offer a role to my candidate, and my candidate is keen to accept. Everyone is happy. But then a few days have passed and the written offer has not transpired. My client is starting to say worrying things - like 'the offer has to be signed off by head office', or 'John needs to create the purchase order number, but he is on holiday until 2012.' My candidate is getting nervous, and he thinks the offer is not coming. He's starting to talk to other companies again. My client doesn't understand why I am pushing for them to hurry up the offer. Arghh! Santa - could I please have the opposite of this?

Candidates who read the ad

Yes, I know that you don't have to be perfect to apply. And I know that you might not exactly fit the criteria, but you have other skills that could mean you are great at the job. That's all fine. But if the job is for a qualified Mining Engineer with X years hard rock experience, then please don't send me a letter saying "I feel my background and experience is perfect for this job" when you have worked in the fast food industry for the last 20 years, and your only experience of mining was watching Snow White and the Seven Dwarves.

Contactable references

References are essential, and usually a company will not send an offer out without them. But actually getting hold of references can be a recruiter's nightmare. Everything is in place, ready to go, and then the whole process can be deadlocked by voicemail after voicemail. One candidate (who I shall not name, but I am imagining he was not on your 'good' list, Santa) actually listed a dead reference on his CV. That's right. Among the list of people to whom he hadn't spoken in years, had moved companies, and were no longer traceable, was "Joe Bloggs, Deceased". Well, Santa, in order to get the offer out I did try holding a seance but, alas, Joe did not have much to say...

Straightforward recruitment processes

Santa, I love my clients - I really do. I want to find them the perfect candidates, and I want to do all I can to make sure that those candidates see them first.

Some of my clients don't understand this though. They want the perfect candidate, and they want them before anyone else, but then they send me an email along the lines of "We have now implemented a new recruitment process. When sending a candidate to us, please make sure that you: complete 25 pages of forms, obtain signatures from the candidate, their mums and dads, their milkman, and first grade primary teacher, use our specially tailored CV upload website, and if it crashes out then please keep re-entering the information until it finally gets through (please note, this will only work with some browsers), find out the candidate's star sign, favourite colour, and name of first pet, and put this in another form, which then has to be scanned and emailed to Mary in HR, but she only works at certain points in the lunar cycle, and she will not reply to you. You may only submit candidates for roles that are on our website, which is updated annually. You must then never contact us again, unless we notify you that your candidate was successful."

There is more...

Actually, there is much, much, more, but I don't want to come across as greedy - and I wanted to leave room for the pony too. If you could please see to all of the above, then I promise I will be good next year too!

Thank you, Santa.

Lots of love

A (very well-behaved) Recruitment Consultant

Avoiding social media suicide

Many companies embrace social media to increase their profiles, and to develop new ways of working with clients and consumers. Many employees also use social media such as Facebook, Twitter, MySpace, LinkedIn, and a host of other blogs and sites in order to connect with other people and share information. However, as an employee, how do you avoid sharing too much...? At what point can social media use become detrimental to your career, and how can you avoid this situation?

Guidelines for social media use

In general, what you do in your time is up to you. However, activities in or outside of work that affect your job performance, the performance of others, or your company's business interests are the focus for company policy. Remember that you are a representative of your company, and your actions online may affect the perceptions of clients, candidates, and the general public, not only on yourself but also on your company.

Be responsible for what you post

What you publish will be public for a very long time. Ensure that what you post online is something that you are happy to have representing you (and, where appropriate, your company) for an indefinite period of time. Also ensure that you are prepared to deal with the consequences of what you publish. When you go public you are individually legally responsible for your commentary. Outside parties can pursue legal action against you for things that you post online.

Exercise good judgement

Think before you post. If you are in doubt, or if you feel uncomfortable about your posting, then a good rule of thumb is not to send it. If you feel emotional at the time of posting then consider sending it at a later time when you have had a chance to cool down. Remember that posting online is not the same as talking to friends and family in privacy. While it may be acceptable to tell everyone at the pub about your day from hell and your awful boss, this is not something we would recommend posting online. Remember that what you post online or in an email stays there in some shape or form forever. Deleting an item does not 'undo' it. You cannot control who sees an online post or email, and there have been many cases where conversations that were intended to be confidential ended up being made very public.

Always identify yourself

Use your name and, where relevant, your job position when discussing work related matters. Write in the first person and state that any views you are expressing are your own, and not necessarily those of your company. When you are not engaged in social computing that is relevant to work, take precautions to protect your privacy. Be careful about how much personal information you divulge in the form of contact details, photographs, and security sensitive information. For example, we would strongly advise against publishing 'holiday countdowns' or information about parties and suchlike online.

Tell the truth

When stating your opinion ensure that you stick to the facts, or that you make it clear when you asserting an opinion that is not based on fact. Do not pick fights, or allow yourself to be drawn into inflammatory debates. If talking about a competitor ensure that you are professional, courteous, and factual.

Always consider your audience

Consider whether your post will be relevant to the audience in question. Treat the audience with respect. Do not use insults, obscenities, or conduct that could be deemed discriminatory or offensive. Show proper consideration for the privacy of others, and sensitivity for topics that could be considered inflammatory.

Respect copyrights and fair use

Respect the laws concerning copyright and fair use of copyrighted material owned by others, including our own copyrights and brands. Do not reprint someone else's work without properly citing them.

Protect confidential information

As per your employment contract, do not disclose any information which may be construed as confidential pertaining to the business of your company or clients.

Add value

Provide valuable information and thoughts. Enter into worthy sharing of information.

Ensure your actions are a good use of your time

Do not let your work suffer through misguided use of social media. Always ask yourself if your current actions will result in the professional outcomes you seek to achieve.

Direct media attention to the appropriate source

If a member of the media contacts you in relation to your company then direct them to the appropriate contact within your company. Do not take it on yourself to give media interviews or commentaries that could later be used as a representation of your company's views!

To sum up

Use common sense. Assume that any photo or comment you post online could be reprinted on the front cover of a newspaper. If you wouldn't want that to happen then do not post it online!

Keep it professional

Be aware of the effect that your speech and written communication has on your professional relationships.

It is now generally accepted that email is a more casual style of communication than a letter, but that does not mean that your work emails should be indistinguishable from your personal emails!

Listed below are 5 of the most common crimes against professionality:

Using text speak in an email

"Thks," "pls," "tmrw", "cu," etc. None of these abbreviations are suitable for professional communication. At best you risk being misunderstood by a client who is unfamiliar with these terms, and at worst you risk being written off as unprofessional or immature. Such terms are too casual for business correspondence, and imply a lack of respect and over familiarity toward the recipient. Do not use - even if your client uses these terms when writing to you.

Spelling mistakes / grammatical anomalies in emails

You may think that as long as your point is communicated, then precise spelling and punctuation is not necessary. Wrong! The recipient of your email needs to have faith in your credibility and ability to the job, and they need to understand what you are trying to say. Poor spelling and punctuation may cause someone to pass judgment about your academic background, intelligence, and precision. It can also mean the difference between someone understanding or not understanding your point!

Emails lacking in content

"Yep," "Done," "Cheers," etc. These are not such a problem when emailing your colleague in reply to a quick query. They become more of a problem when sent out of your office to a client.

Remember that every email is a document that exists indefinitely from the moment you hit 'send'. Every email is a chance to represent yourself and your company. These casual emails may be re-read later when the recipient is trying to find a piece of information. E.g., "Did Skye Recruitment finalise that interview for me? I've got an email saying 'yep' - what does that refer to?"

If you take the time to write a slightly more useful message (e.g., "Yes, I have confirmed for John X to meet you at your offices at 2pm tomorrow") then you are not only sending a message that will have meaning if referred to in future, but you are also reiterating what you have done for the recipient.

Pet names

"Mate," "Darl," "Doll,", "Honey," "Love," etc. In a nutshell - don't. These endearments can be too familiar for the business world, and many people find them offensive and/or patronising. Again, they can also imply a lack of respect for the other person, and have the potential for being interpreted as unprofessional and/ or sexist.

Your personal life

If your client relationship has evolved to the point at which you are discussing the weekend / families/ personal information then you are doing a good job of building rapport. However, do not take this too far, and be mindful of the point at which relationship-building chatter turns into something that could make your client lose respect for you. Hearing about your tyrannical boss or 'messy weekend' may be something your client laughs along with, but will it make them respect your skills as a professional?

To sum up

Don't ever forget that you are a professional, selling professional services. That does not mean you can't have a joke with a client, or send a light-hearted email. Your correspondence does not have to be stifling and stuffy. But remember who you are talking to, and keep your communication polite and respectful. If your bank sent you an email saying "Hey mate, u owe us $20k for ur credit card, thks" you might not feel reassured that your money is in the safest hands! Don't assume your clients will feel any differently about you.

Don't wait until January

Now is the time when many of us start thinking about what we want to achieve next year.

A new job comes high on the list for many. Traditionally a new year prompts us to re-evaluate where we are in life, how our priorities have shifted, and what things we need to change.

If you are one of many considering a career move for 2011, then do not leave it until 2011 to act! Now is the ideal time to beat the hordes and line up your new job ready for a January start.

Many people do not realise that most companies are still hiring right up until the Christmas break, so if you leave it until January then you not only run the risk of competing with the masses, but you may have also left it too late to apply.

Companies are often keen to finish the hiring process in December, and go into the new year with a new employee already organised. Sometimes you may even be able to work for a few days in December, which gives you the opportunity to get to know the team, get used to the working environment, and feel confident about being able to hit the ground running in January.

It is also usually the case that new employees are invited to attend the Christmas function, which is an excellent opportunity for getting to know your new colleagues.

Start applying now and you stand a much better chance of finding work than if you leave it until January!

Your clients want you to be a better consultant

A Recruitment Consultant is not simply an agent, or a person in the middle who co-ordinates things. While this is part of your role, the bit to focus on is that you are a Consultant – clients will use you and pay for your services because you are acting in a consultative capacity to them.

You have access to information that your clients need, including:

• Market rates for salaries;
• Which jobs are most in demand;
• What the competition is doing to attract and retain staff;
• What it will take for them to secure the candidate they want;
• How they can improve their interview techniques;
• What candidates think of their staff and offices.

When it comes to what candidates are earning in your industry, and what clients are willing to pay, you are the expert in this field – not your client. You may not feel like an expert at this stage, but the more you get to know your market sector the more your knowledge in this area will grow.

The most important thing is to trust your intuition and not be afraid to disagree with your client. This is not to say that you should be argumentative, but as a Consultant you will sometimes need to explain to your client that they have made a mistake. This should always be done diplomatically, sensitively, and backed up by facts. This can be a great tool for building a trusting relationship with your client too. The balance of power in your relationship is even – you are a Consultant to your client on an equal footing.

Common opportunities for consulting with your clients:

Client doesn’t recognise a great candidate

You have sent a CV across, knowing this person is a great match for the company and their vacancies. Your client rejects the applicant, and you don’t understand why.

• A poor Consultant would thank the client for the feedback, and the situation would be unresolved, with the Consultant wondering why the client wasn’t interested.

• An average Consultant would ask the client for feedback, and accept it at face value, or go away privately disagreeing with it.

• A good Consultant would ask for feedback and, assuming they disagree with the client, take on board the client’s concerns but then try to turn them around. For example:

Client: “It looks as if he has moved jobs too many times.”

Consultant: “Yes, it does look like that from his CV. However, up until 2009 he was working as a contractor on short duration projects. He is now keen to work on a permanent basis, as he wants to develop his career in the long term with one company.”

or...

Client: “It doesn’t look from his CV that he has experience in XYZ.”

Consultant: “Yes, his CV doesn't cover that. If you leave it with me I will ask him for a more detailed version, as he has told me that he had extensive experience in XYZ during his time at ABC. I’ll get some more information on that across to you.”

Client wants to pay an unrealistic salary

You are taking a vacancy and the client quotes a salary that seems low to you, or you are in salary negotiations for an offer and your client wants to offer a salary that you know will be unacceptable to your candidate.

A poor to average Consultant will accept the amount quoted, offer it to the candidate, and then when the offer is refused, or no one is interested in the job, shrug and blame the client for offering such a low amount.

A good Consultant will try to educate the client about the market rate, and make it clear to the client that the salary is going to be offputting for most candidates. E.g.,

Client: “I’d like someone with 10 years experience, and we’ll pay around $60k.”

Consultant: “I have to advise you that $60k is well below the market rate for someone at that level. Were you aware of this? If you are looking at that sort of salary level then that would usually be for people with around 5 years experience. Would you consider people at that level? My concern is that someone with 10 years experience would in all likelihood be on a salary of $100k+ and will therefore not be likely to move for such a big salary drop.

or...

Client: “We’d like to offer to Jane Smith. The offer is $50k + super.”

Consultant: “Jane is very keen on your company and the role that you discussed at interview. However, $50k is a lot lower than the figure she was aiming for. In our initial discussions I think we talked about $60k – what’s changed? I’m happy to put the $50k to her, but I think there is a strong chance that she may not proceed on that basis. Is there any flexibility with that figure? Will she be eligible for a salary review in the near future?”

Client is taking too long

You have a great candidate, but your client is taking too long with interview feedback or an offer, and you are concerned they are going to miss out on this candidate.

A poor to average Consultant would chase up the client every now and again, without putting too much pressure on the client or challenging their time frames.

A good Consultant would make the client aware of any other interviews or offers the candidate has, ask questions about why the process is taking so long, and ask for deadlines. E.g.,

Client: “We’re making an offer, but the manager who needs to sign off on it is out this week, so we’ll be in touch when he’s back.”

Consultant: “That’s great. Do you have the details of the offer so that I can put them to the candidate verbally? Which day will the manager be back? Is there anyone else who can sign off? I’m keen to get things moving quickly as he has 2 other offers, and I’m worried we’ll lose him if we take too long.”

or...

Client: “We interviewed John and liked him. There are a few people we need to speak to, so I’ll have to come back to you later.”

Consultant: “That’s good – he’s keen too. What’s the next step? Would it be a second interview, or will the decision be made on the basis of that one? When do you think you will have a decision? He has another interview tomorrow, so I’d like to be able to give him some definites.”

To sum up

Your client has engaged your services as they want your help in order to hire more staff. You are not helping anyone if you simply put CV's across, or arrange interviews, without taking the time to make sure you understand what it is your client really wants and, where necessary, advising your client about what changes they need to make in order to secure those people.

Strive to understand, and strive to help your clients understand, and you are taking the first steps necessary in becoming a valuable asset to your client's business.

Time to toughen up, recruiters

As recruiters we deal with other people every day, and we succeed or fail by our ability or inability to communicate and engage with others.

It is this interpersonal contact that keeps many recruiters interested in their jobs. Good recruiters tend to love interacting with others, building relationships, and feeling that they have made a difference to someone else's life. But recruiters also need to be aware that there is a line between being great with people and being too soft.

'Soft' recruiters tend to fall into some of the following traps:

Adopting pet candidates

This is the one candidate that you want to take under your wing. He is so nice, and so keen, and if only your clients would give him a chance then they would see how much value he would add to their business. You're fast becoming friends with this candidate - in fact you should put him on speed dial. But none of your clients are interested.

Do not waste any more time. Put your energies into more likely prospects, and do not keep this candidate's hopes up any more. Know where to draw a line.

It's not you, it's me

Your client tells you that your candidate (let's call him Joe) was not impressive at interview. He slouched in his chair, gave monosyllabic answers, and actually came across as a bit rude. Joe calls you up and says that he was nervous at interview - terrified, in fact - as he wants the job so badly. He asks how he got on. You feel sorry for Joe, you don't want to dash his (already low) confidence, and so you tell him that they are not going to offer to him, but it is not his fault. They really really liked him, but he wasn't the right fit for that role. That's not lying: that's just fudging the truth a bit and sparing his feelings - right?

Wrong. Joe deserves to know why he failed, and what he can do to ensure that it doesn't happen again. You don't need to be mean ("Well, Joe. They said you had the personality of a dead haddock, actually."), but you do need to be honest. Explain to him that he did not present himself as well as he could. Give specific examples, and explain what he could have done differently. Be diplomatic, but direct.

Hear no evil

Your candidate is perfect for the job. Everything is looking good, and you are calling her regularly and each time she says that she is still keen. Does she have any other interviews? Has she spoken to any other companies recently? Well, of course not! She would have told you. And you didn't like to ask, because what if she had...? Better to just keep the conversation nice, and calculate your impending commission when she starts.

If you don't ask then you are not doing your job properly. You are representing this candidate to your client, and you cannot tell the client that everything is fine if you have not confirmed it with her. Take a deep breath, ask the difficult questions, and be prepared to deal with answers that you might not like. If you know everything that is going on then you are able to work with both parties in a consultative capacity. If you are intentionally uninformed then you are not adding value for anyone, and you are liable to be hit with an unwelcome surprise.

Right, moving on...

You are taking a reference for a candidate. It should just be a formality. The candidate and client are both keen, and everything will be going ahead if the references check out okay. You rattle through the questions with confidence, until the referee drops a bombshell. Weaknesses? Well, the candidate had a few 'issues' with management. This is delivered in an ominous tone of voice. Rightio. On to the strengths! They were great at everything else, right? Let's not delve into unpleasantness and jeopardise this candidate's chance of getting the job.

Wrong. It is your job, as recruiter, to take a reference for the candidate. Your client should be able to sleep easily at night knowing that you, as their trusted professional, have conducted a thorough reference check and delved into any areas that could be cause for concern.

Probing your referee's answers to get more information can also sometimes leave things looking better than you had expected. A situation that sounds worrying can turn out to be nothing of concern when fully explained. And if it is something to be concerned about then you owe it to your client to let them know now, so that they can decide if they still want to proceed. It also means that they can be prepared for any additional training/ differing managing styles that the candidate may require - which leads to a happier candidate and client in the long run.


The bottom line is that you need to maintain professionality at all times. Your clients and candidates will come to value your candour, and should be able to trust that you will be honest, direct, and clear with them at all times.

Imagine if your bank manager 'didn't have the heart' to tell you that you were overdrawn! Taking the easy way out, and omitting information in order to spare feelings will not help anyone in the long run.

Skye Recruitment win at Quest Awards!

Skye Recruitment is celebrating a great week of achievements, after being named 12th fastest growing company in Australia in the BRW Fast 100, and then winning in our category of professional services suppliers in the Quest Business Achiever Awards 2010.

Co-founders Sophie and Kye Macdonald attended the awards along with Craig Trevithick, a Recruitment Consultant at Skye, who had been nominated for an Employee Excellence award, and his partner Heather Zabusky.

The Quest Business Achiever Awards recognise leading businesses around the Brisbane area. Businesses are nominated and voted in by their customer base, and then go through several stages of scrutiny, including being visited by a "mystery shopper".

It is especially meaningful to all at Skye to have been voted for by our clients and candidates. We work hard to deliver the highest level of service, and these awards not only recognise the commitment and hard work put in by all the team, but also drive us further to be the best we can.

We would all like to say a big thank you to everyone who voted for us, and also to the team at Quest and their sponsors.

Skye Recruitment named Australia's 12th fastest growing company

Celebrations all round for Skye Recruitment this week, as we were named Australia's 12th fastest growing company on the BRW Fast 100 2010 list.

The BRW Fast 100 ranks companies with up to 200 staff according to their average annual turnover growth over three years.

To be listed as the 12th fastest growing company in Australia is a massive achievement for us, and we're excited about taking another step closer to our goal of being the number one technical agency in Australia.

We are continually striving to provide the highest quality service to our customers, and to add value in all our business dealings.

We love to hear from you, so let us know what else you would like us to be doing! You can contact us on info@skyerecruitment.com

How to write a good online ad

A recent ANZ survey showed that job advertising on the internet rose by 0.8% last month, compared with a 1.9% decline in job advertisements in major metropolitan newspapers in Australia. The internet has become a great resource for companies looking to hire, and is often a first port of call for job-seekers considering a change of job.

It is relatively cheap and easy to advertise on most of the generalist job boards and most recruitment agencies, along with many major companies, have rolling contracts for bundles of advertisements that they can place with the boards each month. As any job-seeker can attest, the quantity is there but the quality is often sadly lacking.

So how do you make your ad stand out from all the others? How do you make it searchable, attractive, and of a high enough standard to encourage people to apply? The following can be taken as a guide to increasing the value of your ad, and decreasing the risk of damage to your brand.

Proof read before you submit

Sounds obvious? Take a look at any one of the major job boards and it is apparent that not everyone is doing this. Poor spelling and grammar not only damages your brand, but can also prevent your job from appearing in candidate searches.

Don't abbreviate words

Candidates search on complete phrases and job titles. If you have "Snr Eng Mgr" (for example), then your job will not appear if a candidate types in "Senior Engineering Manager" as a search.

Always list salary

Statistics show that you will get more applications if you do. Often advertisers are afraid to do this in case they put people off with a salary that doesn't meet their expectations. Often salaries are flexible, and a company is willing to pay more for someone with great experience. However, if you want to maximise your chance of people applying then you need to at least put a ballpark salary range in your ad. You can use the main text of your ad to explain that the salary is flexible, and that higher rates may be considered for candidates with higher levels of experience.

Don't be cliched

Avoid phrases such as ‘think outside the box’, and ‘dynamic’ - be original. Studies from MyCareer have shown that application rates decrease when an advertiser uses the word 'exciting' in their advert. Try to be a bit different.

Break it up

Job-seekers will not be inclined to wade through hefty paragraphs of text (especially if they are having a quick browse from their desk while at work). Keep it short, use bullet points, and get to the point.

Don't be too specific

Try to change your 'must haves' to 'nice to haves' in order to widen the pool of applicants you will receive. E.g., instead of "You must have experience working on $200m projects, and be degree qualified" try "You will have experience working on high value projects, and a degree would be advantageous."

Does this mean you will get applications from hopelessly unqualified people who will waste your time? Yes. But you will get those anyway. You are trying to include the Project Manager who has worked on (say) $150m projects, has a nearly-finished degree, with lots of great experience, who is otherwise perfect for your company.

Of course there will always be some essential criteria for your role, and I am not suggesting you ditch these. But review each item carefully - would you consider someone who was perfect in all regards other than possessing Skill X/ Qualification Y? Could you train them/ get them qualified if everything else was perfect? If so, that item is not a 'must have'.

Use the summary section wisely

The summary section is common to most of the major job boards. It's a 150 character snapshot of what your job is about, and job-seekers then click through to find out more. The only purpose of this section is to attract a job-seeker into clicking through to the main body of your advert. So think about what will make them do that! They need information about the job, so they know if it's (roughly) relevant to them, and they need to be tempted in with something appealing.

Often advertisers are very vague in this section, and summaries can get littered with over-used adjectives that reveal nothing of the job or the company, e.g., "Exciting opportunity for dynamic individual. Career progression!" This does not stand out in a list of similar summaries, and the job-seeker could be wasting their time by clicking through further. By being specific you will be more likely to attract the person you want. E.g.,"$2b infrastructure project. Roads and drainage experience needed. Opportunity to advance to lead role."

Get with the times

Gone are the days of the dry position description doubling up as an advert. Your advert should not feature a series of hurdles that the successful candidate has to be able to navigate in order to apply. If you want to attract good applicants then don't put them off! Remember who you are writing to. Don't make it all about you and what you need! Tell them what they get out of it too. And benefits don't have to just be salary related. What about training opportunities, ability to travel, the chance to mentor junior staff? There are lots of things that will appeal to a potential applicant. What do you love about that company? Why are you there?

Be legal

Be careful to ensure that your ad does not feature anything that could be viewed as direct or indirect discrimination. You cannot (for example) advertise for Australians only, or state that you need "a young go-getter". There is more on avoiding discrimination here.

Finally...

Treat your applicants nicely. One of the biggest complaints from online applicants is that they never hear back about their application. Ensure you have a system in place that will acknowledge receipt of all applications (either automatically or personally), and will advise applicants of the next step. This may be as simple as telling applicants that if they have not heard by a certain date then they were not successful, and providing contact details if they want feedback.

It can be difficult to manage high volumes of applications, but ensuring that all applicants are acknowledged and are not left in doubt about their success (or otherwise) will leave a good impression. The person who is not right today may be great tomorrow, and may know others who are great. Ensure you leave them feeling good about your company, and with no reason not to recommend you to others.

Should you be friends (or more) with your co-workers?

We spend much of our lives at work, and often spend more hours per week with our co-workers than we do with family or friends. Some say that being friends with colleagues helps the day pass faster, and creates a nicer work environment, but others swear that mixing personal and professional lives is a recipe for disaster.

I once worked for a company that had a policy banning inter-office relationships. The company even went as far as fining couples who had been found to offend, with a direct deduction from each pay packet that was then donated to a charity of the offender's choosing. A violation of all sorts of ethical (not to mention legal) rights? Sure! But, dubious company policy aside, should you become friends (or more) with your workmates?

My opinion, as someone who met her (now) husband at work and subsequently co-founded a company with him, is absolutely yes. But with some caveats.

Below I have listed the most common objections to personal relationships in the workplace, and my replies to them:

Staff will spend all day chatting/ gazing romantically at each other, and not do any work.

Well - maybe. But this is a behavioural issue, not a relationship one. Staff who never meet outside of the office can still spend all day gossiping about their terrible boss/ partner from hell/ crazy weekend, and flirtatious behaviour/ staff getting distracted by the attractive person in Accounts are also highly possible without a relationship needing to exist. If there is a problem with the way in which staff are behaving then this needs to be addressed as a separate issue. Staff should behave professionally at work, and do their jobs properly, regardless of relationships outside of work.

Other staff members may feel excluded by a relationship, or may feel that there is favouritism at work.

Again this comes down to how the situation is managed. I would agree that there are situations where it would be inappropriate for there to be a close relationship between a manager and a direct report - particularly when it comes to performance review times, pay rises, and disciplinaries. If a relationship evolves between two such people then the best solution would be for those involved to sit down with another manager and discuss how this should be handled in the office. It may be decided by all parties that the best solution is for one person to transfer to a different department or, in some cases, to move on to a new company.

If the hierarchy is not an issue, but it is the case that others are feeling put out, then you (as manager) need to review the situation. Are the friendly pair/ group behaving professionally and maintaining pleasant working relationships with other staff? Yes? Then perhaps this is just a case of office gossip that needs to be ignored, or the complainants dealt with. Are the friendly pair/ group behaving in a cliquey way/ excluding or singling out others, or giving each other preferential treatment? Yes? Once again the behaviour (not the relationship) needs to be dealt with.

They will bring their arguments/ pet names into the office.
Why would they? Again this is down to you to ensure that staff know what behaviours are acceptable and what behaviours are unacceptable within your workplace.

When the relationship breaks up then one of them will have to leave.

Not necessarily. There are numerous reasons as to why a relationship or friendship breaks down, and not all of them are acrimonious. Even if they are, then it may be possible to transfer a worker to a different area where they will have less contact with that person. You may be thinking that this would be highly inconvenient, and exactly WHY you don't want the relationships forming, but the bottom line is that you cannot control every person's feelings toward each other. Colleagues with no relationship at all can form a dislike for each other, and these are issues that will always need to be dealt with when you employ human beings. And if someone leaves then that may be the best thing for them and for you. You cannot stop someone from making a decision based on personal reasons.

I don't want my colleagues/ employees to lose respect for me if they get to know me outside of work.

Ah yes... You have spent many years crafting a carefully styled image of the professional version of you. The professional you has great hair, dresses well, is intelligent, articulate, and emanates a quiet authority wherever you go. However, after dark, the personal you emerges. This person wears trackie pants, and slobs on the sofa eating pizza and watching trashy TV. This version of you gets drunk and sings karaoke, and says silly things. You are convinced that if your colleagues/ boss/ employees ever saw you like this then they would lose all respect for you straight away, and realise that you are not the slightly intimidating career dynamo that they first thought.

Well... So what? Maybe they would be a bit surprised at first, but maybe they would then realise that you are human too. Maybe they would like you better for it. Maybe they would feel that they knew you better. There is, of course, a limit here. I am not suggesting that all behaviours are a good idea in front of your boss/ staff/ colleagues. I am simply saying that maybe you should relax a little, and that it doesn't always hurt for people to get to know you - ALL versions of you - better. Just because you like a few glasses of wine at the weekend, it doesn't mean that you're not excellent at your job. The only time I would have a problem with an employee's extra curricular life is where it impacted on their behaviour and reputation at work. I consider several employees to be friends, but we all know when we are at work and when we are at play.

I don't want to be friends with colleagues on Facebook.

Well then don't! Tell them that you have a policy of not friending work people. But I would also suggest that you take a good look at your Facebook page, and make sure you are not posting anything that you would mind work people/ bosses/ customers seeing. Nothing is private on Facebook, so only publish information or photos that you are happy for the world to see. Oh - and don't invite junior workers/ direct reports to be your friends on Facebook. It puts them in a horrible position. Many people are reluctant to be friends with their boss on Facebook, but how do you tell the boss that you've ignored their friend request? If you're the boss then it's nicer to wait to be asked.

So, to sum up - I say go for it. Be yourself at work, but be the best version of yourself that you can be. Be friends with your co-workers, because we could all use more friends, and it does make the working environment nicer when people know and trust each other. Fall in love! But don't throw your judgement out of the window. Be professional, treat people nicely, and never forget that you are at work. Don't put co-workers in a difficult position by telling them confidential info. Don't say anything that you may regret on a Monday. Treat your company with respect. Apply common sense. Lastly, behave!!

How recruiters can avoid discrimination

It is important to avoid discriminating against applicants at any stage of the recruitment process. The federal government has set out laws prohibiting discrimination against employees on the basis of race, colour, sex, sexual preference, age, disability, marital status, family responsibilities, pregnancy, religion, political opinion, national extraction or social origin. In addition to this there are minor state differences - for example, WA prohibits discriminating against someone on the basis of a spent criminal conviction.

Not only is discrimination on the above grounds illegal in Australia, but it also reflects poor recruitment practice. A good recruiter will put the best match forward for the job - regardless of any irrelevant factors, such as those listed above, that do not prevent the candidate from doing the job in hand.

What is discrimination?

Discrimination relates to treating one group or person less favourably than another because of attributes such as race, sex, or marital status (to name a few).

There are two types of discrimination - direct and indirect. Direct discrimination relates to treating one person less favourably than another because of a particular attribute. An example would be deciding not to employ someone because of their age. Indirect discrimination relates to allowing a condition that would mean a group of people could be excluded or treated less favourably due to a particular attribute. An example of this would be to specify a minimum height and weight for job applicants that would mean females as a group were generally unlikely to meet the criteria.

Even though it is possible to discriminate unintentionally, the laws regarding discrimination remain the same regardless of whether your action was intentional or otherwise, and an individual or company found to be responsible for discrimination will find themselves facing the legal consequences of a tribunal.

There are occasions where it is lawful to stipulate that an applicant must possess a particular attribute, such as being of a specific race or gender (for example). Certain roles are subject to exceptions on the basis of it being a genuine occupational requirement for a person to possess that attribute. E.g., a role may stipulate that a male worker is required to clean men's lavatories.

Types of discrimination

Race, colour, national extraction, and social origin

It is unlawful to discriminate on the above grounds. An example of direct discrimination would be advertising that job applicants must be of Australian nationality. An example of indirect discrimination would be requiring applicants to be able to write in English. This could only be justified if writing in English was essential for the role.

Sex and sexual preference

It is unlawful to discriminate on the above grounds. Direct discrimination here could be if you were to hire someone on the basis of them being male or female. Indirect discrimination could be advertising your vacancies in a magazine or newspaper that was aimed at a male / female or gay audience, and not advertising anywhere else.

Marital status, family responsibilities, and pregnancy

It is unlawful to discriminate on the above grounds. An example of direct discrimination would be overlooking an applicant who was pregnant, or failing to allow flexible hours where possible for childcare arrangements. An example of indirect discrimination would be stressing that a full time commitment to long hours was necessary, when it was not in fact essential to the role.

Age

Discriminating on the grounds of age is unlawful. It would be direct discrimination to refuse to hire workers who were too old or too young for a particular company. An example of indirect discrimination could be if a company adopted a 'last in - first out' redundancy policy, or if a company advertised using adjectives that specified an age group - e.g., 'mature workers.'

Good practice is to advise candidates not to publish a date of birth on their CV's, and to avoid asking candidates for their date of birth or age.

Disability

It is unlawful to discriminate on grounds of disability. Direct discrimination would be choosing not to hire someone who was wheelchair bound (for example) who was still capable of doing the job. An example of indirect discrimination could be advertising for 'able-bodied workers.' As long as someone with a disability is able to do the job then they should be treated equally to someone without a disability.

Religion and political opinion

It is not lawful to discriminate against someone on the grounds of their religious beliefs or political opinions and/or affiliations. An example of direct discrimination would be if a company did not hire someone because of their religious beliefs (actual or perceived). An example of indirect discrimination would be if a company stated that employees were not allowed to wear anything covering their heads. This would discriminate against people adhering to religions that require heads to be covered, and could only be justified if the employer could prove that there was a genuine and necessary reason for employees to have their heads uncovered.

So how do you avoid discriminating?

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• State clearly what is required in order to do the job, and avoid mentioning anything that may be superfluous;
• Do not state that an applicant must be from a particular race/ nationality/ place/ gender, etc. unless that is a genuine occupational requirement, and therefore allowed under discrimination legislation;
• Avoid using terms that imply a certain age group (such as youthful / mature).

Interviewing

• Avoid questions that are irrelevant, such as "Do you have children?" or "Are you married?" or "What nationality are you?";
• When referring to a candidate's family use gender neutral terms (e.g., 'partner' instead of 'wife') and only ask what is necessary. For example, a client paying for relocation may need to know how many people they will be relocating with the candidate, so instead of asking if a candidate will bring his wife or children (for example), ask if he will be relocating alone, or if he will be bringing any other parties with him;
• It is your responsibility to ensure a candidate has the right to work in Australia and, if they don't, that you communicate their visa requirements to your client. When asking about this situation simply ask your candidate if they have the right to work in Australia, or if they require sponsorship. It is not necessary to ask for details of their nationality or citizenship;
• If your candidate has a disability ask only what questions are necessary to ensure that they are able to do the job;
• Do not attempt to elicit irrelevant information from your candidates - e.g., what religion or political persuasion they are.

Client dealings

• Do not pass on irrelevant information to clients that could then be used to discriminate against an applicant. For example, a client does not need to know if a candidate is homosexual, or if they have children (unless the latter forms part of an arrangement such as relocation and arranging flights);
• If a client asks you to discriminate when finding suitable applicants then you will need to take the following steps:

1. Advise the client that you are not able to narrow your selection on that basis, and that you will endeavour to find the most appropriate person for the role regardless of the particular attribute that the client has asked you to seek out/ avoid;
2. Stay friendly and polite to your client, and remind them that recruitment agencies are subject to the same discrimination legislation as all companies;
3. Do not lecture or admonish your client - stay positive and say that you are happy to find suitable staff for them, but that you will have to disregard any preference that could be discriminatory when putting candidates forward;
4. Put full notes on the database of what your client said and what you advised;
5. Put forward a selection of CV's to your client, ensuring that you do not discriminate in any way.

To sum up

Always consider what information is necessary for you and your clients to know when recruiting staff. Ensure that you seek out the most suitable people for your clients regardless of race, gender, age, or any other attribute that does not impact on a person's ability to do a job.

Do not be pressured by clients into acting in a way that could be seen as discriminatory. If found responsible for discrimination both you personally and your company could be held liable.

If in doubt - ask for advice from more senior staff!

The Lies that Job-Seekers Tell

A variety of studies estimate that (depending on which study you read) anywhere between 25-75% of job-seekers admit to either telling outright lies or else omitting/ bending the truth in order to secure a new job.

If those figures are representative of those who admit to lying, then we can be pretty sure that the actual figures are higher still.

Lies can be relatively minor (e.g., slight exaggeration of responsibilities and time spent doing certain tasks), or major and potentially very costly to a new business - e.g., claiming to possess qualifications/ certifications when that is not the case.

One example of this that we at Skye Recruitment have seen is when a worker claimed to be a qualified WHSO (Workplace Health and Safety Officer), and said that he had shown his qualifications to our client, a civil contracting company. Our client agreed that he had seen the certificate, but in actual fact he had not: the worker had given him so much paperwork to review that the boss had become confused and assumed that it contained the necessary certificate. It transpired that the worker was not qualified at all. The cost to a company of not having a qualified WHSO on site can run into millions of dollars in fines, and if this had not been picked up at an early stage then the situation could have been disastrous for the company in question.

Here are the key areas that you, as an employer, need to focus on when looking at a new hire:

Gaps in the CV

If a candidate has had a bad experience with a company he or she will often simply omit that company from their CV - particularly if they have only been at the company a matter of days or weeks.

It is important to ensure that all the dates line up on a CV, and that any gaps are accounted for. Always ask the candidate what they were doing between jobs, even if the gap seems small. If the dates on the CV are broad - e.g., "2009-2010" then ask for specifics. "Dec 2009 - Jan 2010" can mean that a candidate worked anywhere between 1 day and 2 months for a company - make sure you know which it is.

Finally, always ask the question: "Have you worked for any company that is not on your CV?"

Job title

Candidates will often feature a job title on their CV that does not accurately represent the role they have held for that duration of time. For example a Project Engineer may have worked for a company for 5 years before being promoted to a Project Manager role. The CV may simply say "Company X, May 2005 - present, Project Manager" - which clearly implies that they have 5 years experience as a manager.

Always ask at what level someone joined a company, and how long they have held their current job title.

Responsibilities

To ensure you are hiring someone who can do the job they say they can, always ask for specific examples of how they have used that particular skill. It will quickly become apparent if the person does not have the depth or breadth of experience you are seeking.

Examples of this could include "Tell me about a time when you did XYZ." By asking open questions you will be able to gauge how much that person's skills and experience suit your needs, and if the candidate is unable to provide examples then that may indicate that they have not done all that they say they have.

Qualifications

These can easily be checked, simply by asking the candidate to bring all necessary certificates with them to an interview. Beware the candidate who has a tale of woe about why they cannot do so...

Salary

This is one of the more common areas in which candidates will stretch or bend the truth. When talking directly to a company candidates will either tend to over-estimate their current salary (in order to negotiate a higher wage), or else under-estimate their salary because they are afraid of scaring a potential employer off. This means that when you offer a salary you run the risk of paying over the odds for someone, or else putting an offer to someone that is too low, which they will immediately reject.

Companies who use recruitment agencies have an advantage here, as the agency can act as a go-between at the salary negotiation stage. A good agency will know what salaries you usually pay, how much the candidate earns, what salary they are looking for, and also what salary they are being offered by other companies. They can then advise you as to an appropriate level for that person, and negotiate with the candidate to maximise their likelihood of accepting your offer.

If you are not using an agency, then look at steps you could take to make the candidate feel comfortable about discussing salary openly with you. Consider getting an HR person to talk through those areas with the candidate, rather than the line manager. Also ensure you are aware of the types of salaries your competitors pay, and that you are up to date with the market rate for that level of role.

Reason for leaving

This can often be a sensitive area, and candidates sometimes give 'fluffy' answers that don't reveal the real reason as to why they left or are looking to leave their job. Common answers include "I've been there 5 years and it's time for a change," "I want career progression," or "I'm looking for a new challenge." None of these answers tell you anything about why someone would leave their company for a different one.

This is where you need to do some digging, and get to the bottom of the situation. If someone says it's time for a change - why? What change, specifically, are they after? What things are they looking for that their existing employer cannot provide? Why is that not possible with their current employer? Have they discussed it with them?

Here you often find the real reason. Perhaps they want a management role, but none will be available in the near future. Perhaps they don't get on with their boss. Perhaps they had a poor performance review, and have been put on warning. Perhaps they did not leave of their accord...

Beware the candidate who has quit a job without another one to go to, unless they have a very good reason for it. We often find in these cases that the candidate did not choose to leave the company. Similarly, beware the candidate who tells you that one of your major competitors (who you know is also hiring) let them go because of "lack of work".

Reference check

Make sure you take references. Ask the referees for examples of things that candidate has done. Use open questions, and ask them to tell you about specific times when that person has excelled/ failed/ dealt with others. Look out for those times when a referee indicates something but doesn't want to reveal more. Watch out for when they give a short answer, or cover up after starting to say something that could indicate a problem with the candidate. Don't just stick to your template of questions - if something doesn't feel right then keep digging!

Staff and clients do Bridge to Brisbane for charity

The Skye Recruitment team, consisting of staff and clients, completed the Bridge to Brisbane 10km event on Sunday, in aid of the Make-a-Wish Foundation.

It was a great opportunity for staff to get together outside of the office, and team up with clients from companies such as SMEC, Thiess, Brown Consulting, and Anglo Coal (amongst others), for a common goal.

Skye Recruitment would like to thank all our clients and candidates who took part. Donations are still coming in, but we are very much on track to hit our $1000 target! Make-a-Wish grants wishes to children and young people with life-threatening illnesses, and we are proud to support their efforts.

How to network

Networking is extremely important, and it can help to further your career - as long as it is done in a useful way. I add that last caveat because many people view networking as a process that 'happens' incidentally just by attending events and talking to people. Networking - if not done in a useful way - can be a huge waste of time, and can even be detrimental to your career.

Networking is a word that can strike fear into the heart of the less outgoing amongst us, and the thought of being at an event where you don't know anyone and will be required to approach strangers and possibly impress them, can be incredibly daunting. However, we can all learn how to be more effective networkers, and the good news is that it really isn't that hard.

The first step is to look at networking as a way of meeting other people who may, or may not, be able to work with you on some level in the future, and who may (or may not) be able to put you in touch with other people who can work with you in the future. By making connections with other people you will become more well known in your industry, and opportunities can open up for you.

So, how do you go about it? Firstly, prepare. Make sure that you are dressed appropriately, and that you are aware of the objectives of the event that you are attending, and the likely people/ organisations that will be there. Make sure you are aware of how this event is relevant to you/ your company, so that you are not left stuck for words if someone asks what your connection is to the event.

If you are seated at a table then will need to start by talking to the people there. Otherwise, identify a small group of people, or another person alone, and approach them to introduce yourself. Aim at keeping it short and sweet. Introduce yourself and your company and (if appropriate) offer a business card. Ask the other person what they do, and how they are enjoying the event so far. If you get stuck for conversation then the best thing to do is to ask questions. Ask what their job involves, how they got into that industry, and if they have had to travel far. Networking events are usually full of people who are more keen to blow their own trumpets than get to know others. By asking questions, and being genuine you will stand out from the rest.

Don't get stuck with one person for too long. When it is time to move on say something along the lines of not wanting to monopolise that person, and how great it was to meet them, and that you hope to catch up with them again before the day is over. If you have received a business card, then later on email or call that person to reiterate how nice it was to meet them, and to invite them to contact you again at any time.

Also be aware that the more you do it the easier it gets!

Love your Staff

What does the word ‘sustainability’ mean to you?

Of course, sustainability has become a buzzword over recent years in the sense that various government bodies are trying to reduce problems, as they see them, of pollution, the ‘greenhouse effect’ of carbon dioxide levels in the atmosphere, depletion of natural resources, population growth, water etc. Governments at all levels are bringing in more and more measures to reduce the perceived risks and increase the sustainability of the planet, industry, and our way of life.

But, surely, the word ‘sustainability’ means more than this. How about sustaining one of our most important assets - the workforce itself. It’s getting harder and harder to find quality skilled workers at all levels in an expanding market from an ageing population. Having found the workers that do a good job, why not do something to help these workers to remain healthy and happy in their roles?

Various studies around the world have shown a strong link between high levels of demand in the workplace and both mental and physical stress, often with a severe impact on family relationships. Employers also suffer, as they will see a reduction in performance, lower output, an increase in poor or hasty decision-making and an increase in absenteeism. Indeed, Dr Paul Lanthois of the Work Life Balance Foundation, based in Queensland, says that the cost to Australian business is around $100 billion per annum.

At Skye Recruitment, we give a lot of thought to the environment within which our staff operate and have identified a number of areas which, we feel, help our staff to feel happy and secure and able to maximise their efforts for their own and our benefit. Whilst the list is by no means exhaustive, we would offer the following points for consideration:

• Try to recognise that every person is an individual, with their own problems and needs, and try to be flexible in accommodating these. For instance, a parent may need time to collect a child from school, or flexible working might allow a person to enjoy a better family life with a partner. Some religions may require certain observances which occur during the working week in which case, again, some flexibility over hours could be helpful.

• Try to identify safe and unsafe working practices, both in the office and outside, and formalise these in a procedural manual of which the relevant parts must be read, on a regular basis, by employees and contractors. This helps staff to know what is expected of them, and can help the employer if an accident or injury results in litigation or a compensation claim.

• Consider offering some form of pastoral care, so that a worker can feel free to speak to someone ‘independent’ about any problem without the fear of reprisal from management or co-workers.

• Consider having a suggestion scheme, so that workers can suggest various ways to improve processes or administration, and offer a tangible reward to those whose ideas are of interest. This will encourage a feeling of ‘oneness’ with the company and of being wanted and recognised.

• Most workers will have some sort of performance target or measure assigned to them. How about, perhaps on a unit or departmental basis, having ‘mini targets’ for individual workers who, if they achieve or succeed, are given a non-cash reward? These could be (for example) vouchers for a restaurant or cinema, or an extra day or two’s holiday, or a mini-break.

Businesses will, we think, have to consider employee sustainability to a much greater extent in the future, especially as increasing demand for skilled workers further outstrips supply. The sustainability of a company's workforce may mean the difference between the ability to deliver a project and missing significant deadlines at great financial cost. It is also the case that workers who are happy and feel valued are less likely to demand high wage rises, and are more likely to stay with the companies that care for them.

Everybody wins!

Should you as a business use a recruitment agency, or do it yourself?

As a recruitment agency owner the temptation would be to say that you should always use a recruitment agency (preferably my one), and that anything else would be foolhardy and possibly even dangerous.

However, in the interests of being unbiased and also a helpful sort of person, I can also say that there is more than one way to skin a cat.

A professional HR or recruitment agency will (if they are good) help you with all aspects of the recruitment process. They will take time to get to know you and your company, to understand your culture, and work with you to find people that will be a good fit. They can approach your competitors and get the stars in your industry interested in your company (something that's hard to do directly), negotiate salaries and conditions, and make sure that the applicant of your dreams starts working for you. In addition to this they will also be your PR agency, your champion, and make sure the world knows about your awards and exactly why YOUR company is the one that everyone wants to work for. They can give market advice to you, advise if your salaries are way out of the ballpark, and tell you if word on the street is that your managers may need to improve their people skills.

All sounds fantastic, right? Is there anything this talented agency can't do? Well, the little proviso in brackets is more important than you might initially think. To recap – a professional HR or recruitment agency will do all these things and more – if they are good. A good agency will save you time and money, will find you the impossible to find people, and help your company's profile in any way that they can. But what about a bad agency?

A bad agency will waste your time and money. You will end up speaking to a different consultant every other day, as they are continually being fired or leaving the trade. You will spend your days opening up CV's that make you wonder if the agent even listened to your job brief or knows what your company does. You will be promised that every applicant is perfect for your business, only to be met with a succession of unsuitable or unqualified applicants, who have not been told about your company. You will be drawn into arguments about which agency sent you a CV first, and threatened with paying multiple fees for the same person. You will end up having to replace someone who was a poor hire, and the agent – who was once your best friend – will become suddenly distant and hard to contact.

If you're thinking that this all sounds a little scary (or, unfortunately, nodding your head in recognition) then try looking at it this way. If you employ a great accountant they will accelerate the growth of your business. If you employ a bad accountant then you could be doing some jail time. Recruitment is no different to any other service that businesses routinely outsource. If you are able to do it yourself smoothly, successfully, and without taking time away from what you really do for a living, then I recommend doing it yourself. Put like that, there is no reason not to.

Having said that, I hire an accountant because I am not an expert in that field and I do not have time to do the accounts myself. I hire a lawyer for the same reason. And this may sound strange for a recruiter, but I hire a recruitment consultant when I want to recruit more staff. (Yes, there are agencies out there that recruit recruiters for recruiters). The cost of paying a fee to an agency is less to me than the cost of the time it would take me to find someone myself. If you are able to find a good agency then that partnership can last you for many years. Most agencies bill on a 'no success no fee' basis too, so a good agency will also add value to your business without costing you a cent if you do not engage an employee through them.

So how do you find that agency? Ask around your industry for recommendations, talk to a few agencies, and most of all – trust your gut instinct. If you don't feel a rapport then take your business elsewhere. You do not have to commit to one agency either – try a few until you find the one or two that work in the way you like. Don't waste time with the time-wasters, but a good agency is a gold mine for your business.

Skye Recruitment at Career One QLD Excellence Awards

Skye Recruitment was delighted to be shortlisted in two categories at the Queensland Excellence Awards last night, hosted by Career One and Monster.

A host of agencies and companies showed up at Brisbane's Gallery of Modern Art (GoMA) to enjoy good company, food and wine, and to celebrate the achievements of a number of companies and individuals in a diverse range of areas.

Skye Recruitment was named a finalist in the categories of Recruitment Agency of the Year and also Excellence in Online - which recognised online presence for branding and advertising.

Hiring plans are up across the board in our industry sectors, and the team at Skye is now looking to expand. It's looking like a big year ahead!

The Mining Tax proposed by the Labor Government is only just starting to be felt in the employment market as there is significant momentum in the mining and supporting industries. The true bite won't be felt for another couple of months but when it does kick in the effects are likely to be significant.

The problem with the mining tax is two-fold. Firstly the tax itself is very large, complex, poorly explained and is based on a theoretical concept that hasn't been tried anywhere else before. Secondly the way the implementation of the tax has been handled has been disastrous and has left an entire industry hanging in the air. These two factors combine to greatly affect the confidence of the resources sector and as soon as you have falling confidence, you have falling job growth.

The mining tax is a variation on a tax "invented" by Cary Brown in 1948 which was designed to involve a government in high volatility industries - of which mining is a prime example. It meant that in the good times the government would get more tax in exchange for funding a percentage of the startup costs of that industry. In the case of the mining tax in Australia, though, in the good times the government gets more tax in exchange for a promise that when the bad times come the government will write a cheque to the mining companies for 40% of their losses. The government argues that this means that investors in mining should feel 40% safer than they normally do, but the mining companies don't believe that if the economy crashes and the government is in the red they will ever get those cheques. So all they are seeing is an extra 40% tax on their profits and no reduction in their risk which will directly affect how much money they invest in Australia and hence how many jobs there will be.

In addition to this the way the tax was announced undermines the confidence of the mining sector. The tax was announced with great fanfare as to how it would allow an increase in superannuation, a reduction in company tax, and a return to government budget surplus in 3 years. However there was little to no consultation with the industry that will be paying the tax. This means the companies spent a week trying to digest the implications of the tax then once they saw what this meant to them, their investors, and the viability of their projects, they started to panic.

Since this tax was announced we have had a number of our mining clients advise us that they are now only recruiting for existing projects and not looking for people who would be involved in exploration or expansion. This is only having a slight impact on direct recruitment today but the potential long term effects are huge. With no expansion and no exploration there won't be any new mines for people to move to when the existing mines begin to move to end of life. This tax, as it currently stands and in the way it was announced, will not just slow job growth but is likely to cause a significant contraction in employment in the mining sector. A number of employees in the mining sector today won't have a job to go to in the future.

The employment effects will also be felt outside of the mining industry. With no expansions the civil construction companies will lose a significant contributor to their work loads. No new mines means no increasing demand for rail facilities, ports, water, or housing to support them. The knock on from this will be felt right throughout the entire economy.

In summary the mining tax, as it currently stands, will significantly impact employment and jobs growth not just in the mining sector but also in those sectors that have benefited from its growth. The uncertainty around the tax and the level of this tax will see a significant decrease in investment in mining, which means as mines move to end of life we will see people losing their jobs in mining and having to leave the industry. We haven't seen the full effect of this tax on employment yet and what we are currently seeing is just the tip of a very big iceberg.

Skye Recruitment netball team at Corporate Games

The Skye Rockets netball team played well at the QLD Corporate Games on Sunday, winning two matches, and losing two. Unfortunately they did not make the finals, but a plan of action is being formulated for next year! (They would also like to point out that one of their losses was against the over-all competition champions...)

The Corporate Games started in Sydney in 1993 and they have been running for 11 years in Brisbane - more recently as a supporter of the Red Kite charity.

This year more than 107 organisations and 4148 participants competed in sports as varied as netball, rugby, running, and canoeing.

A good day was had by all, and we look forward to the re-matches next year!

Skye Recruitment on BRW 2010 Fast Starters List

Skye Recruitment achieved a place on the BRW 2010 Fast Starters List for the 2nd year running!

The Fast Starters List recognises the 100 fastest growing companies in Australia that started within the last 5 years and achieved minimum turnover figures.

The BRW reports that the 2010 BRW Fast Starters are richer, faster growing, and have higher turnover and more confidence about their success than ever before!

While many companies struggled through a difficult 2009, the 100 companies featured in the list not only made it through the downturn, but got stronger than ever, consolidating and advancing their positions in a hard market.

The total turnover of Fast Starters companies was $546.31m. Owners of the fast-growing businesses were characterised by their strong work ethics, high levels of education, and aggressive plans for growth.

Founders described their biggest issue for the coming year as recruiting good staff, closely followed by managing existing staff.

Founders Sophie and Kye Macdonald are delighted to be included on the BRW Fast Starters List for a 2nd consecutive year.

"2009 was a difficult year for recruitment companies," says Sophie Macdonald. "To have continued to grow at a time when many of our competitors were downsizing or folding, has been a big achievement for us. We have seen business consistently grow each quarter, and we are now recruiting in-house to cope with demand. We look forward to what 2010 and 2011 bring!"

Skye Recruitment came 56th out of 100 in Australia, ranked by turnover, and 6th in Queensland.

Skye Recruitment rattles tins for Make-a-Wish

Happy World Wish Day! Today the Make-a-Wish Foundation celebrates the power of a Wish on a worldwide scale.

The Make-a-Wish Foundation grants Wishes for children and young adults with terminal or life-threatening illnesses.

Skye Recruitment has been proudly supporting Make-a-Wish across the years, and today some volunteers from Skye took to the streets of Brisbane to rattle tins and raise funds. This was also combined with activities and donations in the office, which should further bolster the totals on Wish Day.

On Wish Day we encourage everyone to share the power of a Wish, and support Make-a-Wish through donations, fundraising events, and volunteering.