Iain MacGibbon, MD, Farrow Jamieson on current trends in Recruitment

Five Key Things Candidates Want

Thu, 04 Jul 2024 03:41:54 GMT

Thanks to Recruiter Insider Farrow Jamieson's candidate feedback programme, we know what candidates really want from an interview with you.

Here is what they tell us is important:

The interviewer being well prepared.
Noting something about their CV that stands out is genuinely appreciated by candidates. Perhaps a project, a career pivot, or even a gap year adventure, this simple step enables candidates to feel seen and acknowledged.
The role, duties and responsibilities clearly articulated.
What is the purpose of the role? Who will they be reporting to, and what are they like? What's critical to the business at this point in time?
The benefits of working for the organisation described in detail.
We're not talking about fruit bowls here! How are incentive programmes structured. Is there an ESOP now or in the future. Parking, nearby amenities...
The company and team culture explained and how they would fit in
A genuine interest in their answers and experience.

So, just how are candidates rating their interviews with our clients? Thankfully, Recruiter Insider is providing us with actual data here. What the data shows, is typically lower scores for Q3 and Q4, suggesting a greater risk of losing good candidates at this point.

What candidates are indicating, is that understanding specifically the benefits of working with a given company is vitally important to them. Similarly, how the culture is described, and insights into the team they will be working in is not to be underestimated. We recommend to our clients that any amount of preparation for these topics will be well worthwhile.

What we understand the data to be indicating is the high importance that candidates are placing on these two factors. Beyond the interview questions, candidates expect the interview to also inform them about the company so they can decide if they want to proceed. It is unfortunate for us to observe a highly suitable candidate pull themselves out of the running because they did not know enough about the opportunity and the culture.

There will always be a better chance of choosing between great candidates if those candidates are highly engaged and feel they utterly understand the company and the opportunity. The interview process is a vital component to building an organisation’s reputation of one that high calibre candidates strongly desire to work with.

While it is unlikely you will hire everyone you interview, the recruitment process remains an essential tool with which to promote your organisation and brand. A good interview experience leaves a lasting impression for candidates, whether or not you offer them a position.

At Farrow Jamieson, we have noticed candidates being won or lost at this stage of the process. Essentially, if there is clarity, and candidates feel genuinely heard, they can become a true advocate of your brand even before they have joined the organisation. However conversely, if a candidate comes away from an interview without an understanding of the potential for themselves in an organisation or the role, they can decline the opportunity and unfortunately pull out of the process. So, what is important to include in an interview, and why?

Of course, it helps to remember that a candidate’s meeting with you will not be their first interview for the job. By the time they are in front of you, they will have had some lengthy discussions; met with a Farrow Jamieson consultant; presented their skills and experience; and explored how they might be a fit the job and your organisation. When a candidate meets you, most often they are already invested in the opportunity, and actively considering what it means both personally and professionally to commit the next stage of their work life to your business. At this point however, candidates can be either won over or become disengaged.

Farrow Jamieson Auckland marks the change in donating blood

Mon, 04 Mar 2024 19:49:45 GMT

The team that gives together, stays together...

On Thursday 29 February 2024, the 'mad cow' (vCJD disease) blood donation criteria restriction in New Zealand was lifted and the Farrow Jamieson Auckland team marked the occasion with by a visit to NZ Blood Service. After 24 years, the restrictions previously applied to those who lived in the UK, France, or the Republic of Ireland for at least six months between 1980 and 1996.

Senior Consultant, Rhys Holding has been a committed to donor of plasma for many years, but until Thursday, most of the team were unable to donate.

NZBS chief executive Samantha Cliffe said the removal of the ban was a really important step that had been planned for a number of years.

Welcome to the team, Kirsten Edwards

Wed, 21 Feb 2024 01:53:01 GMT

We're incredibly delighted to announce that Kirsten Edwards has joined us as Senior Consultant based in Auckland.

Kirsten brings a wealth of experience in recruitment, sales, people leadership, and customer delivery, and knowledge of a broad range of sectors. Her addition to the Farrow Jamieson team means we are continuing to build a high value consulting team that can advise our clients with wisdom, integrity, simplicity and empathy.

Welcome Kirsten. We're looking forward to working with you.

Recruitment Trends 2024

Tue, 20 Feb 2024 03:15:43 GMT

Emma Wilson shares some insights into what to expect in recruitment in 2024

I had the pleasure of recently attending the ANZ Recruitment Trends webinar hosted by JobAdder. The panel members included JobAdder CEO Martin Herbst and recruiting veteran Greg Savage, both sharing some insights from the second half of 2023.

Read on for some key takeaways.

�� While job listings are down overall (but interestingly, still higher than pre-Covid), broadly speaking, the market isn't doing too badly. Although unemployment has risen marginally, skills are in demand, and companies are hiring, albeit cautiously across some industries.

�� It's an employer’s market at present, and as a hiring manager you're likely experiencing high volumes of applications for roles advertised on job boards - but you won't necessarily be seeing the calibre of candidate you need for your role.

�� Candidates need to be more highly convinced that the role is right for them. If a candidate with niche skills is safe where they currently are, they're taking a cautious approach to considering a move - no one wants to be "last in, first out" when it comes to restructures/redundancies.

�� Security and stability are key motivators compared to a year ago, where flexibility and salary were the driving motivators for seeking a new opportunity.

As external consultants, navigating these factors are part of the constant conversations we have with clients and candidates. We take immense care to ensure motivations and expectations are a genuine match. Being outside of our clients' organisations, we are uniquely positioned to do this. It's one of the most satisfying parts of being a consultant with Farrow Jamieson. I look forward to assisting my clients in 2024.

Wise Mover - Sean Conroy on his first 12 months with Fertility Associates

Iain@farrowjamieson.com (Iain MacGibbon) — Wed, 27 Sep 2023 00:35:13 GMT

Sean Conroy was appointed to Chief Operating Officer of Fertility Associates in September 2022, the result of a nationwide search by Farrow Jamieson. Iain caught up with him as he was approaching his first year in the role to check in on how it’s going.

Sean, what sold you on joining Fertility Associates?

It was the work we do, more than anything. The fertility services provided are life-changing for people who need assistance in this area. There are a lot of people I know personally who have had their families through Fertility Associates. I love working in the health sector, and in particular in organisations that make a positive difference - and you can't get much more positive than helping to create a new life! But as well, when I did my due diligence, I was impressed with the way that the company has developed over the years, and with the aspirations and potential it has. I am happy to report that absolutely made a good decision and am very happy and settled in my role!

How does the culture compare with other organisations you have worked in?

It's an awesome culture. We're all here because we love what we do, and we love the opportunity to help people. It's quite different in that there are a range of different professions and disciplines,, from embryologists, through nurses, healthcare assistants, administrative staff and of course the doctors. The great thing is, there is not the hierarchy you can sometimes get in medical practices - we are all here for the same reason, and we all contribute in different ways. Like any organisation, there are things that could be improved on, and we are working on that right now.

How is Fertility Associates different now than when you started?

From my perspective, not so much how it's different, it's more about how I perceive it. What we do is not so foreign to me now! When I first started there were so many aspects of our service that were completely unknown - from acronyms like ICSI, GMH, TiMI, through to drugs, and medical procedures - but the fog has lifted somewhat, and everything makes much more sense. But I never stop learning, and that I think is also one of the attractions of the job.

Any exciting wins in your first year you’d like to tell us about?

Not quite there yet, but I've had the opportunity to lead the establishment of a new clinic in the Bay of Plenty area. It hasn't been all plain sailing, but we are getting close - and will have this up and running early next year. So, ask me again in March, and I will hopefully tell you we got the clinic built, and we've started seeing patients.

Do you have any big hairy audacious goals right now?

Yes, plenty. Most important to me is to develop partnerships with iwi - there are some really good opportunities to work with iwi and others to provide fertility advice and support to people living in remote or high deprivation areas - these are people who may not have had the opportunity to start a family because they were unaware they actually had fertility issues - or weren't, because of where they lived, able to access advice. This is something that I've started working on, with one of our docs - watch this space!

What’s your Monday morning hack that sets you up for a great week ahead?

Generally, I work on myself, and make sure I'm physically and mentally prepped. I generally have a check of any emails on Sunday night, and (this sounds pretty boring) I make sure I have all of my shirts ironed and ready for the week - and generally laid out on a spare bed in another room so I don't wake my wife up when I leave early! We live north of Auckland, so I like to be on the road before 5.30 or 6 am so the traffic is tolerable. I do a lot of my thinking on the way to work, planning my day and week. On a Monday morning when I get to work I make a list of what I want to achieve. It's normally out the window by about 11, but I try.

And, finally can I ask, who would you pick for New Zealander of the Year?

Hmm - that's a hard one. I don't actually think about it too much. To be honest, a lot of the people I work with, people I work in partnership with in the community, who make a difference to people and communities in need all deserve an accolade like that. The work they do goes largely unrecognised. So there's no one person that I can put my finger on.

Sean was placed at Fertility Associates

by Iain MacGibbon, Managing Director

Wise Mover - Anthony Dainty on his first 12 months with ChargeNet

Wed, 23 Aug 2023 04:09:24 GMT

Anthony Dainty took up the position of Site Partnerships Director with ChargeNet in July 2022, the result of a nationwide search by Farrow Jamieson. We caught up with Anthony after his first year in the role and asked him how it’s going.

Anthony, what sold you on joining ChargeNet?

It was really the opportunity to do something different. To make a difference. Electric vehicle charging is fairly new to New Zealand, and I had never done anything like this, but I knew I had the skillset they needed. Electric vehicles are the future. Property is a big part of it. Securing the right sites is vital for building an EV charging network with locations that people want to visit. It’s fantastic to be at the start of something so significant. We’re really playing a part in the future of motoring.

How does the culture compare with other organisations you have worked in?

Wow, it’s just forming and changing all the time. I’ve got to say, it’s completely different from the more established businesses I’ve been in. It’s so new, the culture is emerging every day, as the team grows. It’s a cool team here. We’re at the forefront of an incredible industry, we’re doing something really innovative and it’s just amazing to be a part of.

How is ChargeNet different now than when you started?

It's been quite the transformation. We've grown – not just the size of the team but the size of our network. Alongside this, the surge in public awareness and interest in EVs has been remarkable. We fine-tuned our strategic game plan, and the results are showing as we're more organised than ever, a sign of our shift from scrappy startup to a seasoned player.

Any exciting wins in your first year you’d like to tell us about?

A partnership with a nationwide retailer. Well, we’re just putting the finishing touches on it. Partnerships are where it’s at, and this one is a great one. There will be more about it soon. I knew we could do it, and I’m very excited. There will be loads more partnerships, but it’s taking time because no one knows exactly how this goes yet. Every potential partner we are taking them on a journey (excuse the pun!). Any retailer can be an EV charging site host and part of the EV movement and it's our job to show them how. I'm loving it.

Do you have any big hairy audacious goals right now?

Where do I start! More partnerships for a start. I would love to keep building the property team. We’ve got some great people here already but there’s so much more we could do. We’re only just scratching the surface. Partnerships are key. Property is so important to our industry. We have a lot to do.

What’s your Monday morning hack that sets you up for a great week ahead?

Actually, it’s fairly informal, but once the team gets in [to the office] I like us to all go out for coffee. We just go out to a local café, not far from here. We catch up on how everyone’s doing, and towards the end we discuss what our big goals are for the week and what we need to get done. Then we talk about how we can help each other. It’s great team building and it’s important in my view.

And, finally can I ask, who would you pick for New Zealander of the Year?

Zoe Hobbs. Not what you’d expect me to say, is it! But seriously she is New Zealand’s one hundred metre sprint champion. I used to be a track and field runner, so I know what it takes to get to that level. It’s an incredible amount of focus, discipline, and hard, hard work. Her focus is incredible. She’s undoubtedly one of the best runners we have had in decades. Certainly, the World’s this month [Budapest August 2023], and Olympics next year. We should all be very proud of her. We haven’t had someone this good in a very very long time.

Anthony was placed at ChargeNet
by Wendy Clarke, Senior Consultant

Business Growth Unleashed: Iain MacGibbon talks to Debra Chantry-Taylor, EOS Implementer

Wed, 16 Aug 2023 05:13:35 GMT

Join Debra and Iain on this podcast as they explore the secrets to building successful businesses and achieving a fulfilling professional life.

A podcast discussion with Debra Chantry-Taylor, an EOS Implementer ( Entrepreneur Operating System) Coach and Speaker. Iain and Debra had a wide ranging discussion covering the early days of Farrow Jamieson and the growth of the business.

Iain shares the privilege of being in between candidates and companies when the magic happens. After 40 years in the business, Iain discusses what he is really proud of.

Click here to join the podcast - 49 minutes

Click here for more about the podcaster, Debra Chantry-Taylor

Sheffield South Island - New General Manager

Iain@farrowjamieson.com (Iain MacGibbon) — Tue, 08 Aug 2023 03:43:02 GMT

Farrow Jamieson congratulates Louise Green on her
appointment to General Manager Sheffield South Island.

Farrow Jamieson's sister company Sheffield South Island has today announced the appointment of Louise Green as General Manager.

Louise has been a Senior Consultant at Sheffield since 2010 and has extensive experience in executive search and selection, board appointments, leadership development and organisational development. Louise has held leadership roles in sport and commercial entities. “I’m honoured and delighted to be appointed General Manager of Sheffield South Island and will work hard to continue building its reputation as the leading South Island executive search and recruitment company”.

Consequent to Louise’s appointment, Mike Stenhouse is stepping back from day operations but will remain as Principal. Mike has been with Sheffield since 1986 and is now ready to hand management over to the highly capable Louise. Mike will continue to engage with the firm’s clients while supporting Louise and the team in their client work. Mike says, “I remain committed to the ongoing success to the firm I’ve built up over the past 37 years and will certainly continue to play an active role.”

The announcement coincides with the 40th anniversary of Sheffield South Island, which was founded in Christchurch in 1983, and joined with Farrow Jamieson in 2022.

We offer our sincere congratulations to Louise and Mike and look forward to continuing our valued association.

Outside the Job Description

Thu, 06 Jul 2023 03:07:45 GMT

Anthony Dainty took up the position of Site Partnerships Director with ChargeNet in July 2022, the result of a nationwide search by Farrow Jamieson. We caught up with Anthony after his first year in the role and asked how it’s going at ChargeNet.

Outside the job description

Frequently, when we take on a recruitment assignment, the position description (PD) can be one of the last things we look at – but it is often the first thing a client wants to discuss. Perhaps it is because it is one of the easier, tangible things to define. Sometimes clients may come to you with a list of duties the predecessor did well, or not so well, and the client wants to ensure they either replicate past successes or avoid certain mistakes. This background information will absolutely help with the recruitment process, but written lists will only take you so far. More and more we need to ensure we are focusing on candidate behaviours if we are to truly determine whether someone will be the right fit for your organisation.

When the skills and the actions don’t match up.

At a recent networking group, the conversation shifted to why someone who had interviewed well and said all the right things during the recruitment process had struggled to perform to the required standard. During our discussion, it became apparent that while the PD matched the individual’s background, what wasn’t taken into consideration was that the role required constant juggling or moving from one uncompleted task to the next. In contrast, the candidate had come from a more structured or compartmentalised background and was not used to this level of multitasking. Hindsight as they say is a wonderful thing, and this may seem obvious now, but during the interviewing process these behaviours were not identified or seen as important for success.

Uncovering the less obvious strengths.

In this scenario, the behaviours that were not on the PD could perhaps be seen as adaptability and flexibility, which will mean different things in different circumstances. Crafting open-ended questions around scenarios will help to understand if the potential employee has experienced a similar working environment, and if they have the skills to appropriately manage themselves. Keep questioning until you are satisfied with their response, this may take 3-4 probing questions. Don’t ask “I need you to move from one task to the next, sometimes without completing each task, then circling back to them later, you can do that can’t you?”. Most people will say “yes, of course I can do that”. Instead, ask them to describe a time when they had to manage conflicting deadlines, the steps they had taken to ensure they stayed across both tasks and how they communicated with impacted colleagues or stakeholders. If you feel you don’t have the reassurance you need, keep asking more until you are confident they can manage the requirements of the role they have applied for.

The softer, interpersonal skills can make the difference.

Outside the job description skills are vital to ensuring success and cultural alignment. With a large amount of people now working remotely, what could have been learnt organically now has the potential to be somewhat diluted. Is your candidate used to working closely with others? Acquiring soft skills such as building effective relationships, knowing how to adapt to different personality types, being able to get information from others or simply being comfortable talking to others is a personal development process and individuals who do this are generally more engaged and likely to succeed, ultimately advancing their careers over time. Employers should encourage their employees to acquire these skills (there is a plethora of micro-credential courses available) and recognise their contributions beyond their formal job description.

What are you really looking for?

Typically, the soft skills or attributes outside the job description that I see as common to most environments are communication, accountability, collaboration, problem solving and adaptability. It’s important to understand that these skills will mean different things in different environments.

Map it all out before you start talking to your candidates.

When undertaking a new hire, spend some time thinking constructively about your business, complete a SWOT (strengths, weaknesses, opportunities, and threats) analysis. List your longer-term objectives and reasons for success, outline the daily, weekly rhythms, ensure you know what’s going to give the new hire job satisfaction, and what’s likely to frustrate them. Do you know why someone would want to come and work for your organisation? Explore the behaviours you desire and the positive attributes other staff display, you can then look to replicate these during the recruitment process.

Please feel free to contact me to discuss any of this further.

Happy recruiting!

Andrew Hill, Carroll Consulting Group

Photo by Edmond Dantès

Welcome back Rhys Holding

Thu, 01 Jun 2023 22:03:43 GMT

With much delight, we welcome Rhys Holding back to Farrow Jamieson as Senior Consultant this month.

Rhys has 30 years of commercial and consulting experience across a myriad of sectors in New Zealand, an enviable network of contacts, and wealth of knowledge in energy, infrastructure, manufacturing, operations, and local government.

Rhys has a long history with Farrow Jamieson, first successfully placed as a candidate in 1996, and maintaining contact throughout his career. His record of success, and breadth of networks make him the ideal person to expand Farrow Jamieson’s influence.

Who will Blink First?

Iain@farrowjamieson.com (Iain MacGibbon) — Tue, 30 May 2023 03:57:36 GMT

An interpretation of the recent Seek Job ad data, and the latest Migration figures and how that might affect candidate and client behaviour

The top line information from the latest seek job advertisement data shows a year on year decline in jobs placed on their website particularly in Auckland which is down 22% on last year. At first glance, that looks like a dramatic drop.

However, I would say this is more about the fast growth in job ads in 2021 after the COVID lockdown than about the decline of job ads in 2023. In other words, the “froth has come off” the market rather than a major downturn. This is confirmed when comparing current numbers to job ads in April 2019 (Pre-COVID). Total job ads are 15% higher.

So the market is still fairly strong. But, considering New Zealand's net migration figures currently are at a net surplus of 65,000 people year to date (with a predicted year end gain of 100,000 people) the question is, where have 65,000 people gone?

Well it looks like they have found jobs. As highlighted in recent article in Stuff, FILLED JOB data (i.e., companies who have found people for jobs) is UP 3.8% year on year. Drilling into the data shows the big increases in FILLED JOBS were in accommodation and food services, transport postal and warehousing. So it's fair to suggest that the international backpackers have returned; restaurants are getting chefs and waitstaff; and the warehouses are getting labour.

https://www.stuff.co.nz/business/300891723/migration-boom-credited-with-driving-strong-jobs-growth

Good news perhaps. BUT, is that the whole picture? Where are the highly skilled migrants? It seems they are not arriving in numbers so the skilled end of the market is still under pressure. We are seeing proof of this in candidate behaviour; they are still pushing for increases in remuneration and we are still seeing counter offers for high quality people. From my perspective, the only things that can change are;

Candidates becoming increasingly concerned about the economy and deciding to stay in their current position, even if the offer of new employment is potentially better, or
Companies not replacing people who have left, effectively decreasing staff levels.

So you might ask, who will blink first?

Winning Over High-level Talent: the Dark Art of Persuasion

Iain@farrowjamieson.com (Iain MacGibbon) — Tue, 23 May 2023 02:22:35 GMT

Podcast - Iain MacGibbon talks to Ryan Melton, Founder of One Day Clips

Owner and Managing Director, Iain MacGibbon says, "Not sure I would have chosen the headline - The dark art of persuasion: Winning over high-level talent". But he thoroughly enjoyed the chat with Ryan J Melton , and includes a few thoughts from his years in the business of recruitment.

Click here for the Podcast - 62 mins

Farrow Jamieson and Sheffield South Island Merge

Iain@farrowjamieson.com (Iain MacGibbon) — Sat, 01 Apr 2023 04:10:24 GMT

Announcing our new sister company, Sheffield South Island.

We are delighted to announce that Farrow Jamieson and Sheffield South Island, two of the longest operating brands in search and recruitment in New Zealand, have joined forces to combine their expertise in executive level search, recruitment, organisational development, board, and leadership advisory services.

Mike Stenhouse (Sheffield SI GM) and Iain MacGibbon (Farrow Jamieson MD) will stay on in each of their respective operations, leading the same teams, with no change in staffing, office locations, or work programmes.

The names of each firm will also remain the same, cementing each valuable brand in the marketplace while combining their coverage of New Zealand’s South Island.

Sheffield North Island will continue to operate exclusively in its territory. Managing Director Ian Taylor remains the sole owner of Sheffield North Island.

Iain MacGibbon said the merger was a logical move, given the synergies between the two firms in size and operations, and the benefits of greater reach within the South Island.

Leading in a Polarised World

Wed, 15 Feb 2023 05:12:08 GMT

Polarity. We see and hear it in our news – US versus China, Russia versus Ukraine, Labour versus National, conservative versus woke. Here and globally, life appears more polarised, and we are all drawn into it.

While protests are a necessary element of societal change, the protest temperature worldwide appears to have lifted a notch, and social media seems to be the fuel of choice. We saw evidence of polarity on Capitol Hill, our Parliament grounds, anti-vaccination protests, a convoy of tractors on the harbour bridge, people marching for climate change, and co-governance debates versus the status quo. We can see these divisions between countries, workplaces and even our families.

Is it simply stereotyping, or is the divide becoming more challenging to manage?

When it comes to working with my clients in executive recruitment, governance, and leadership, we constantly seek people who can manage and accept differences in a room, be comfortable with diversity of thought and disagreement, and who can work through polarity.

This can make it frustrating for single-minded people. But we see those counties, organisations and people who can adapt and navigate and pull discord together often prosper. It is these leaders that can manage complex problems and uncertain times.

I recently attended a fantastic presentation at the Institute of Directors, by Andrew Grant, from McKinsey and Co. He spoke about this on a global stage – it was fascinating and thought-provoking. Grant identified tools that can assist your Board or Council.

Know your team's collective purpose or focus.
Understand your organisational story/narrative/essence.
Understand your risks. Keeping your organisation match-fit and toned.
Strengthen your team’s cultural cohesiveness.

Grant observes that even world powers with fundamental differences can make progress if they work within distinct subjects, areas on which they can agree. He says those who truly advance stay in the 'swim lanes'. However, he advises to be aware of sensitive areas or fundamental differences which might need to be parked.

How do we spot people with these leadership skills, and enable them to do their best work? Can you empower them in your organisation?

Whether executives, mayors, board members or councillors, I believe it is these leaders who will shape our future.

Pamela Peters

Senior Consultant

To Fit or Not to Fit? The Question of What Makes a Good Team

wendy@farrowjamieson.com (Wendy Clarke) — Wed, 30 Nov 2022 20:51:35 GMT

Hiring decisions would have to be among the most challenging decisions that leaders face. Credentials, experience and ‘team fit’ are all on the table. Selecting one candidate over another can have far reaching implications on the future performance of a team.

The question is, what is ‘team fit’, and actually, why do we rate it so highly? While ticking the box on diversity is more and more normalised as an HR policy, here’s another take that has given me some food for thought lately.

Recently I have been devouring the book, Think Again by Adam Grant. In it, he makes an argument in favour of including the “disagreeables”. As he says, too much agreeableness in a team can increase the risk of mediocrity, where everyone agrees and no one will take a stand and say, “we can do better”.

In Think Again, Adam relays the story of how the animation movie, The Incredibles came to be. Producer Brad Bird broke with Pixar tradition and deliberately assembled a team of animators who were seen as marginals and misfits by other studios. They had a momentous mission. It required the invention of new technologies to transform human actors into animated creatures. Agreeableness was never going to cut it (excuse the pun). Instead, the team embraced the courage to challenge each other, to push the boundaries of possibility. The result: The Incredibles was produced at a fraction of the projected cost and heralded a radical evolution in cinematography. It won an Academy Award for Best Animated Feature, and become one of the highest-grossing movies of its time.

While no doubt a good portion of the animation team’s success came down to a culture of psychological safety that was naturally due to good leadership, selecting team members who challenge the accepted norms was quite possibly equally important.

With that in mind, if you’re considering a candidate who is a challenger, perhaps the thing to consider is their ability to communicate radical ideas. How well can they challenge others without polarising? Can they contribute new ideas and still give air-time to others who might be pushing the boundaries in a different way?

Of course, the leadership responsibility doesn’t end there. Maintaining a culture of safety for team members to be courageous and outrageous with their ideas is still important. But, when it comes to ‘team fit’, I wonder if it’s a case of being careful what we wish for.

Wendy Clarke

Senior Consultant

Hybrid Work and Other Workplace Trends

Wed, 14 Sep 2022 22:40:52 GMT

Iain MacGibbon owner and Managing Director of Farrow Jamieson recruitment and search, has been in the business for over twenty years. In August this year, Iain sits down with John Bradbury, Employers and Manufacturers' Association (EMA) to discuss the current challenges for New Zealand businesses who are trying to recruit in a market where there is a shortage of candidates and more job adverts than ever before.

John asks Iain what this has meant for candidate behaviour and what employers need to do to stand out in the marketplace to attract, recruit, and retain effective employees. Iain takes a business perspective to help organisations find and retain the needed talent.

Click here to view the interview.

00:00 - Intro and What's happening in terms of recruitment

06:30 - Recruiting and retaining staff

17:50 - Hybrid Work accelerating and normalising

21:40 - Trends in 10 years' time

27:01 - Remote working policy advice

31:45 - Advice for candidates navigating the market

37:06 - How to be a good employer and make employees your ambassadors

How Do You Attract Talent in a Candidate Short Market?

Wed, 31 Aug 2022 23:30:30 GMT

With the employment market in New Zealand tighter than ever before, how do you find good people?

In a candidate-scarce market, you can't afford to miss out on any good people! Make sure you are reviewing resumes/CVs carefully and are open to considering candidates from a wide range of backgrounds.

This article from one of our NPA Partners in Australia has some solid advice.

The short answer: Know who you’re looking for, their current working conditions and what they want so you can make them an offer they can’t refuse.

As with the past few months, the challenge to source quality candidates continues. Although job advertisements are at record levels, candidate applications are low and tapping into passive candidate markets and networks has become less successful. There is no doubt Covid has had a major impact, and due to current market conditions, people are hesitant to move or make decisions when the future seems so uncertain.

Finding the right talent is increasingly challenging in a candidate-short market. The competition for top talent is fierce and a lot of companies find themselves competing against other organisations for those employees.

My first tip for Recruiting and Hiring Managers is that you can’t afford to overlook any potential candidates. Don’t skim read! Take the time to review resumes, craft messages and be open to hiring qualified people from all backgrounds. We also need a mindset shift. Instead of expecting people to come to us, we need to know where to look, and how to make our available positions as appealing as possible.

Step one – Develop a solid recruitment strategy

In a candidate-short market, it is important to have a strong process in place for recruiting and hiring the right person. While it’s possible to find good people without a strategy, you’ll have an easier time and get better results if you take a thoughtful approach. Once you know what to look for, it becomes much easier to find qualified candidates who will be happy working with your company – and staying with your company. After all, that’s what recruitment and retention is all about – Building a team that can get work done.

An ideal recruiting process relies on the following:

Profiling the role / person
Sourcing / attracting talent
Screening / interviewing
Validating / reference checking

All these steps are equally important to finding the best quality candidates for an open position and for the future employee to be successful in their new role.

Step two – Be clear on what you offer

In today’s competitive job market employers also need to re-think what they offer as an employee value proposition (EVP). Job seekers are hesitant to move and there is heightened importance to clearly articulate what the company’s EVP is. This needs to be your focus, being clear to the employee about the great future your company holds for them, so they are not fearful about losing the benefits they have where they already are.

Step three – Offer flexibility and remote working options

It’s no secret that the demand for top talent is now more intense than ever before. This means employers are willing to do just about anything to find and keep the right person for their business. And we’re not just talking about hiring bonuses or free food anymore. Companies are promising flexible working hours, unlimited vacation time, and options for remote work arrangements, which we have all become accustomed to over the last couple of years. For the right person, many will even honour long-service leave that may have been accumulated at an existing employer.

Step four – Communicate your business strategy and positive outlook

Even when we find that elusive candidate who fits the brief, we are now having a hard time convincing them to take a position. The biggest reason? Economic uncertainty. After all, why take a job if there’s a chance you could lose it within a year or two? That makes retention strategies crucial for employers and recruiters alike, no matter your size.

Step five – Make sure you put forward your best offer

Another problem is that candidates are getting multiple offers and opportunities every day. So how do you get good candidates to take your call and give you a chance? The solution is to stop looking for a quick fix. Once you accept it’s more difficult for top talent to make a career change, you can begin to approach things from their perspective. What does someone who has a better opportunity than yours have to gain by accepting an offer from you? You need to provide a strong reason to work for your organisation.

Step six – Talk about career progression

Most people are choosing who they work with based on their perception of how their career will progress. If it looks like there’s nowhere to go at your company, they’ll keep walking.

Various economic factors have made it more difficult to find and hire good people. Unemployment rates have dropped to record levels, which naturally drives down available talent. But that doesn’t explain everything. There are still great people out there, you just need to be prepared to work to find them. And remember, if you wish to attract those who have more than one job opportunity, make sure you’re offering them reasons to choose your company – do the hard sell and don’t leave it up to chance.

Sybille Goss, Carroll Consulting

Published March 2022