Is Working From Home Here To Stay?
August 29, 2024
It’s definitely a funny old market. On one hand I’ve got a friend with a sizeable retail business telling me his last ad for casual workers attracted over 900 responses and then I’ve seen people come to us after having chronically unfilled job vacancies in their business costing them an absolute fortune in lost customers and reputation. Granted the casual workers aren’t the skilled labour market we work in but I’m not sure anyone could have guessed this shifting job market 6 months ago. Seek are quoting job ad numbers are highest since the Covid-19 pandemic and we’re definitely feeling it at Norwest Recruitment. Not all companies are thriving of course and my heart goes out to those but many are and recruitment plans for our clients in Western Sydney are pedal to the metal. So that means that skilled job seekers have choice. Not only are they a little gun shy at leaving the company that kept them through the tough times of Covid but they now have plenty of options. Their counterparts who were let go when Covid hit will also be wanting to make it into your shortlist. It’s going to take some due diligence to work out which one you want in your business. We all know the cost of a bad recruitment hire. One hiring mistake I’ve seen a few times in the last month may be because some hiring managers aren’t aware of the changed market conditions and are feeling over confident. Maybe they think there’s 900 skilled professionals applying for every job. Four times this month I’ve heard of offers to candidates being less than the salary they were represented at. What??? One thing I’ve learned in life – don’t mess with people’s salaries. It’s very personal and it’s often attached to their status and ego. We all live to our salary capacity. There usually isn’t any wriggle room to drop. Don’t mess with it. This is what happens next. You will not get another bite at that cherry. Don’t think for a minute you’ll be able to come up to meet their salary expectation once they’ve rejected your low-ball offer. It’s over. Very rarely have I seen job seekers accept the reduced salary offer. It’s a risky move. If they’re talking to another company you’ve lost them. Sometimes I’ve seen them decline and then accept the second higher offer. Sometimes. But here’s how that scenario plays out. It’s can be even worse than the jobseeker declining. They accept it. They accept it with a bad taste in their mouth and then keep their eye on the market and feelers out with recruitment agencies. As soon as a Recruiter represents another role to them they’re gone – two months into starting in the new job. It’s disruptive, costly and time consuming. Back to square one for you. So, recruitment 101 tip. Unless the job seeker doesn’t meet the job criteria and hasn’t got the right experience do not think this is a good time to save money. Don’t risk the best person in your shortlist going to your competitor. Here’s to attracting and retaining the very best people in 2021. ๏ปฟ Written by Erica Westbury, Managing Director of Norwest Recruitment.
We are so proud of our Managing Director Erica Westbury who was acknowledged this month by Ross Clennett a leading industry commentator and influencer as one of 24 Outstanding Women In Our Industry You Should Know About. Click here to read more
I recently met up with Nayyar Ghaznavi, CIO for Rexel Australia, and asked him about his experience during the Covid19 crisis as it unfolded. The Rexel Group is Headquartered in Paris with around 28,000 staff globally, including around 1000 staff in Australia. I’m sure in your position every day is different, but could you please take your mind back to February 2020. Can you tell me as the CIO at Rexel, what was top of mind for you? [Nayyar Ghaznavi] Actually, in January there was already some apprehension about the impact of Covid19 based on what we were seeing particularly in Europe and North America. I was in Canada at the time for a conference and there was a lot of discussion within the team in Toronto about the impact Covid19 may have on all countries and what we could as IT Leaders to get ahead of the potential curve to support our business. Around February, we as an executive team started to plan how we would respond to the rising tide of the pandemic. We knew there were going to be effects to our staff, our supply chain and the business as a whole. We knew we had to have plans in place in case it spread the way it did in the US and Europe and be as prepared as possible to meet the challenge this would pose. From early March, the Executive Team was meeting daily, which really helped as the Government guidance was changing so fast and we kept adapting to those changes. Top of mind was “How do we ensure the health of our staff, our customers and our business?” What projects were you working on and did you have goals you were looking to achieve in your team for 2020? [Nayyar Ghaznavi] Our major deliverable was a new eCommerce platform which we believe is the best in the industry with its rich content and features and functions. We have seen a great boost in online sales as a result of the new platform which continues to grow month by month. We also had a few projects related to optimising our business, especially around back-office services that have reduced our cost to serve [customers]. At what point do you think you realised Covid-19 was going to impact Rexel and did you realise it was going to hit as badly as it did? Why? [Nayyar Ghaznavi]. The Executive team have been focused on the health of our staff, customers and the health of our business, which was driving our key decisions under COVID-19. The plans we put in place buffered to some degree the impact of COVID-19 on the business, relative to the impact on the general economy. I was having monthly meetings with our global CIO and kept him updated with messages in between those formal sessions on how we are ‘mobilising’ our staff to WFH. How did it impact Rexel? What did it mean to your staff and products and services? [Nayyar Ghaznavi] I’m really proud that as a business we haven’t had to make anyone redundant as a result of Covid19. There were impacts, the staff (including the Executive Team) were asked to reduce their working days per week for the long term health of the business. Our MD made sure there was very clear, regular and transparent communication throughout to all staff. Front line staff, generally speaking, were still onsite as all our branches nationally still need to service the customer who walks through the door. We did see an increase in online sales as a result of COVID-19, but would expect all companies saw this as a result of the changes in the way customers interacted with their suppliers. We had Click & Collect from our branches, appropriate social distancing and sanitisation, all of that came into play.
Everyone’s talking about “New Collar” jobs and so they should. With the Australian unemployment rate the worst it’s been since 1994 it’s good to see there are hot pockets of positions that are understaffed and skilled people are still highly sought after. The differentiator between traditional “white collar” and “new collar” jobs is they generally don’t need a degree but are highly specialised and need specific skills. But it’s not just technical skill; the most sought after people are the ones that have developed the technical as well as the soft skills and they’ve often developed them through non traditional educational pathways. The term new collar was originated by IBM’s CEO Ginni Rometty. Typically new collar roles are found in the technology space but can also be in mortgage and the health industry too. Listed below are some of the roles currently in high demand. Anything in AI Applications Developer Systems Administrator Data Centre Technician Software Engineer Project Manager Technical Support Representative Security Analyst Computer Support Specialist Web Developer .NET Developer Field Service Engineer Physical Therapy Assistant Medical Assistant Cable Installation Technician Cyber Security or Privacy Specialists In manufacturing – anyone in Robotics Service Delivery Analyst Pharmacy Technicians Ultra Sound Technicians These careers should have an ongoing need because companies of all kinds are increasingly reliant on online tools and data. The skills and keywords that appear most frequently include JavaScript, HTML, “troubleshooting” and “customer service” in ads for these roles. This is important to note because skills, not education level are what define these careers. We’ve had so much bad press around youth unemployment during Covid and for years our young people have been encouraged into university pathways. It’s nice to see skillset, work ethic and work experience rather than formal education defining these high growth careers. At the end of the day, that’s what makes someone hirable: being able to produce high-quality product. ๏ปฟ Written by Erica Westbury Managing Director at Norwest Recruitment & Southwest Recruitment.
What Western Sydney’s largest employer is doing to help our region’s economy… As Western Sydney University is the largest employer in our region responsible for 5,000 jobs, it was positive news to hear they haven’t had to let anyone go through Covid-19. They are in overdrive working on schemes and solutions to ensure they can continue to retain all their staff. I was fortunate enough to have some time with the Director of Employability and Graduate Success at Western Sydney University, Christopher Youness who shared some of the brilliant initiatives facilitating introductions between graduates and Employers – most of which are Western Sydney based businesses. Some initiatives include the Western Sydney University CareerHub job board and the Job Match tool that connects Australia’s leading employers to students and graduates. 70% of 5,000 jobs advertised are in the Western Sydney region. Another industry focused engagement strategy is the Western Paddl Games event series, that provides learning and networking platforms for students and grads with industry leaders and future employers in our region. We all know how important it is to attract the best talent for companies to flourish. Keeping our best grads employed in companies in Western Sydney will have a direct impact on the success of those businesses and our region. Christopher Youness says, ‘Western Sydney University is showcasing the region for what it is – the 3rd largest economy in Australia, a powerhouse in development and growth. It’s important for us to keep our emerging talent in Western Sydney, as well as attracting employees from other parts of NSW to our region’. “A key driver for creating jobs is to up-skill and educate the region for the future by providing incentives for people to choose education and training pathways that ensure they are readily employable in key growth industries.” said Danny Rezek , Partner, Deloitte Private. WSU is a key stakeholder in shaping Western Sydney’s future and not just as our region’s largest employer. Recent announcements for University fees to be overhauled to encourage degrees into job growth areas will in turn increase graduates employability. Education Minister Dan Tehan says, ‘the changes will incentivise study for the jobs of the future.’ ‘We are facing the biggest employment challenge since the Great Depression,’ Mr Tehan said. “And the biggest impact will be felt by young Australians. They are relying on us to give them the opportunity to succeed in the jobs of the future.’ Through COVID-19, Chris says, ‘we are helping students realise and adjust to the current climate and supporting students from hospitality retail and food into areas like disability care, nursing assistant and counselling fields.’ As part of WSU Covid recovery efforts, ‘we are helping students move into industries that are thriving but also addressing the support needed for industries in turmoil.’ Chris says. Through this health crisis their support was ready to go with the University fast tracking degrees for medical students to be deployed as medical interns. In addition, supporting Western Sydney hospitals with nursing students being deployed through their Nursing School of delivery. WSU is also offering a range of short courses , to assist people who may be out of work as a result of COVID-19 in acquiring new skills or retraining for new careers. Certainly a path we are referring job seekers to explore. As a Western Sydney advocate and WSU alumni myself, it was a privilege to have the opportunity to connect with Chris and showcase just how significant an impact the institution is having on Western Sydney’s future job creation. 2020 has surely raised questions around our thriving regions economy, but it’s clear we can rely on WSU to have some answers. Written by Nicole Sisinni Relationship Manager at Norwest Recruitment & Southwest Recruitment.
Is retaining your intellectual capital just as important as retaining your financial capital? Could it hit your bottom line just as hard? After speaking with business owners, the common theme beyond the obvious financial concern is retaining their staff when this is all over. After a recent survey of our 65,000 local candidates, there is reason for concern. We know that replacing an employee could cost between 50% to 150% of their annual salary. It is paramount to keep the business afloat financially but what happens when business is back to normal or best-case ramps up and you haven’t managed to keep your workforce afloat? Here’s what we found; 75% of employees will be looking for another opportunity once this is all over 25% of employees feel poorly managed by their leadership teams through Covid-19 32% of employees said their employer has handled the Covid-19 response as average In total 57% of us feel our employers have been average or poor while handling Covid-19. Sure, stress levels have spiked and we understand these are unusual circumstances. All this being said, it doesn’t change the result or the flow on impact for your business. I should note that 15% responded with “excellent” and 28% said “good.” Congratulations to those employers. Are you comfortable with which employer you fall under? This data has certainly made me consider what our Western Sydney job market might look like after all of this. I imagine, 2021 will have some major new year’s resolutions acted out. There certainly is plenty of reflection time for employees. ๏ปฟ How do you think the recovery phase will go without your best staff on hand?
Well it was only about 4 weeks ago that we surveyed employees of Western Sydney because we became interested in a trend we were seeing in interviews that more and more people had “side hustles” … We were fascinated by the results and we discovered back in those days (:-) ha ha). The main reason back in the day was all about fulfilment and personal development. We wrote a blog about it and when I reviewed it today my initial response was it was a bit irrelevant now but hey, iso won’t last forever and secondly whilst some of these positions don’t even exist some are just slightly adapted – think – my yoga instructor is still teaching us but she’s using zoom. I also thought it might give you food for thought as far as extra income or utilising the short courses the universities are offering up. Maybe you’ll come out of iso trained up with a new side hustle. So, this is what we learnt about our people in Western Sydney a few weeks ago… We interview over 100 job seekers a week and we’ve come across some very interesting entrepreneurs. We’ve met with Accountants who have limo businesses, a Digital Marketing Manager that makes bespoke furniture, an Executive Assistant/Interior Designer. We’ve had Recruitment Consultant/Bakers, Operations Managers/Wedding Singers, Financial Controllers/Studio Musicians. More and more Australian’s are looking for a side hustle, whether it’s for personal fulfillment or satisfaction or to make some extra income. A recent report by NBN found that 80 percent of Australian’s are currently looking for fulfilment outside of work and that one in three of us admit to having made money over the internet. multi-tasking, freelance and fatherhood concept – working father with baby daughter and laptop computer at home office We recently conducted a survey of our 65,000 job seekers and here’s what we found; Generation X were our biggest respondents with a side hustle at 35%, followed closely by Generation Y at 30%. No surprise here, although our lowest respondents with a side hustle were millennials at 19%. This could very likely be due to studying, part time positions and not identifying their additional job/s as side hustles but their main source of income. Our biggest respondents were in Customer Service, Accounting followed closely by Digital and Tech. We picked up a few ideas for side hustles ourselves; retail managers, basketball coaching, baking, digital marketing, cake decorating, and even a karaoke host, who doesn’t love a bit of karaoke, right? Our Accountant side hustles were an interesting mix of; fire fighters, volunteer work and business consultants followed by birthday decorators, what a fun side hustle! Paula Brought an organisational psychologist from Griffith University said side hustles are, ‘to do with people wanting more in their life.’ Due to the internet, smartphones, ecommerce, peer-to-peer business models we are living in an age filled with opportunities. ๏ปฟ I suspect side hustles are here to stay despite or even because of isolation.
We’ve seen a lot in the news surrounding cyber security recently especially during the massive shift to work from home during the Covid19 pandemic. You may remember there have been questions surrounding Zoom’s ability to provide a safe platform – so much so that Dropbox focused on it during its Hackathon last year. There are many reports on the skills gap within the Cyber Security space in Australia and around the world and I’m often asked by candidates what path they should take to get into the industry so I’d like to share the path of one of the experts. Before the lockdowns, I met up with Hemi Gur-Ary – Co-founder and CTO of Vata a DevSecOps boutique consultancy and Partner at Polarys a Cyber Security advisory consultancy. We discussed his path to become a Cyber Security expert, certifications and the skills and attitude necessary to be successful in the industry. RC: If movies have shown us anything it’s that we love an origin story. How did you get to where you are today in cyber security? HG: It’s a career-long endeavour. I started working when I was 15. In Israel it’s more common for people to finish high school but I dropped out doing this hacker thing. I didn’t like the traditional school system. I did my school degree and later, when I was 26, a formal economics degree. I was working in banking to provide for myself. I was an online banker at one of the medium sized banks in Israel. I was with the technical team in support. We also did sales and all the online banking and trading, but it was more and more technical and later I was advanced into a junior cyber security role. I joined a team of two people and within two years I was managing ten. RC: That’s explosive growth… HG: Yeah, that’s what we’re talking about when we talk about the skills-gap. A lot of people inside cyber security don’t really understand how it works in banks, and how things have changed over the years. In Israel ten years ago, there was a tenth of the number of the workforce we have now in security architects and technicians in banks. So, my background since 2010 has been in security architecture and management. After my roles in the banks, I did some Security Architect contracts and then started Vata and later Polarys with my friend Mike Partush. We are now one of the best at understanding application security problems, because that is what we used to do when we worked at our previous corporations. RC: Were you always interested in technology? Was it part of your life growing up as well? HG: Yes, I was using it since the age of eight. I was programming websites for money at the age of 17 so was kind of familiar with technologies. I wouldn’t say I was involved in anything fishy, but I did know what hackers did and how they do it. The biggest thing we wanted as teenagers, was a robot to keep our chatroom open for us. Because if there’s nobody there when you go to sleep, it’s empty. It’s like the trade name of your group and people can take it over. It took us out of treehouses and into the virtual world. It still happens in Facebook and places like that where administrators kick each other off for certain reasons, but we’re not twelve anymore. I was understanding how you can take people off the internet, but I was really interested in economy and was sure I wanted to do economics. The role just fell on me. Today it’s a little bit harder to get into the cyber security space, but there are a lot of people from different backgrounds because cyber space is remarkably diverse. We now work on different kinds of application security which is a subset of cyber security and it becomes more and more specialised because there are so many challenges.
I feel pretty privileged to be spending a few hours with Fay Calderone one of Western Sydney’s most influential employment lawyers. Over the past 10 years Fay has become someone with a growing profile in the area and is a name on many people’s lips. Fay Calderone is a partner in the Employment & Workplace Relations team at Hall & Wilcox and has been acting for employers for 20 years. She presents at major industry conferences, publishes articles and provides media commentary with a progressive approach to workplace issues including the elimination of workplace discrimination, bullying and sexual harassment. Fay’s influence extends to boardrooms and C-suites of multinationals and large Australian employers through her delivery of workshops on these issues. Fay received a high commendation in the NSW Women Lawyers Achievement Awards as Private Practice Lawyer of the Year 2019 and was recognised for Labour & Employment Law – Sydney in The Best Lawyers in Australia and AsiaPacific Legal 500 (2019 and 2020 editions). She has also been a finalist for the Lawyers Weekly Partner of the Year in Workplace Relations for 2017 and 2019. Last year Fay was a finalist with a High Commendation for Women Lawyer of the Year. It was a huge category (go women lawyers!) a highly compeititve space. Fay has only recently entered her 40’s and is a partner at Hall Wilcox and has worked hard to achieve the success she has. As we sit talking it strikes me that Fay is actually becoming typical of a growing profile of what the Big 4 Accounting firms and other publicly listed companies have identified as the future leaders in the workforce. Rather than their historic hunting grounds for graduates and staff coming from Ivy league North Shore schools and universities, their entire recruitment strategy is looking at 2nd generation immigrants from Western Suburbs graduates from our local univerisites – the “grafters” as one Global HR Director told me. They’re looking for the kids studying whilst helping out their parents by working in their parents shops. Fay’s parents had a local bakery.
We’ve been interviewing job seekers in the Norwest Business Park for 17 years and I’ve lost count of the number of people who show an interest in working for ResMed or Woolworths. They both have an impressive presence in Norwest, but they remain a bit of an enigma. What goes on in there? It’s like driving past the largest house in your suburb and wondering who lives there and what they do. I spent a couple of hours with the Head of Global Talent and although we’ve recruited for ResMed for many years, I learnt a lot and came away incredibly inspired. I get it! I want to work there too! I think we all know the Australian success story of how ResMed started, but here’s a snapshot. Just over 30 years ago, Professor Colin Sullivan and colleagues at University of Sydney developed nasal continuous positive airway pressure, the first successful non-invasive treatment for obstructive sleep apnea. He approached Baxter Healthcare. They helped to explore it but decided sleep apnea wasn’t a market they wanted to invest in further. Dr Peter Farrell was an employee of Baxter at the time and he saw the commercial potential and purchased the sleep technology from them. Peter founded ResMed (short for respiratory medicine) in 1989 and its now a global, publicly listed organisation employing 7,000 staff in 120 countries; it’s annual turnover is $7 billion and current share price at time of writing is $152.25 USD. Clearly. he was on to something. Today, Peter is still very hands on and his son Mick is the CEO. ResMed’s Global Headquarters is at Bella Vista on a 12 hectare site. For anyone that hasn’t been inside (the security is very high) it’s a little like a new university campus, or an exclusive resort. The grounds were designed as an ‘ideas stream’; a continuous body of cascading pools and waterfalls. The driveway winds past beautifully landscaped gardens towards the office buildings. The Reception area is like a hotel lobby with impressive artwork and a huge open plan foyer. There are awards lined up and everyone’s greeted by a warm Receptionist who’s been welcoming visitors to ResMed since they opened their doors. We started to chat in their lovely café on the ground floor and I asked the question, “So, why do people like working here? Why do you think it’s such an attractive place to work?” “We’ve just done some work on our employee value proposition and our Net Promoter Score is really high. We are people helping people. Our purpose is to keep people at home and out of hospitals. And, we’re doing really cool things! We’re all about designing. Right now, we’re working on some really cool partnerships and awe inducing tech, we are changing the healthcare landscape. Our mission is to change 20 million lives by 2020.” She said. “When you work at ResMed, what you do has impact. We have created this industry. That feels really good. And we’ve got far more exciting things happening in the future. The culture here is incredible. We’re given true autonomy to act and make decisions. I personally think that’s so unique in the workplace. That’s why the engagement survey is so high – people are given responsibility and we aren’t making bottle tops for a living. Staff are very motivated and have a purpose. We ask people to have imagination and build the job they want. Everyone has that licence.” Katie continued. “We want people to be free to be themselves – we’ve recently started an initiative to dress for your day. We want inclusion and diversity; we know what same/same people bring – same/same results. We are all about outcomes in ResMed. Conformity stunts innovation. We are constantly thinking about how we build innovative teams.” “We employ people here who speak up and we give them the autonomy to act – Do Step 1 and if Step 2 doesn’t make sense why do it? Change Step 2. We take the medical regulation here very seriously and we adhere to that but we are extremely driven to innovate and think differently.” “Another reason people feel fulfilled is that we manufacture onsite – possibly nowhere in the world does a Design Engineer walk over to the next building to see their concept come to life.” They feel like Google for Healthcare. When I asked about the more tangible benefits of working at ResMed, the response was a little offhand when she listed a few “Gym onsite, pool, exercise classes, financial advice, free breast screening, superannuation with fees paid by ResMed, employee share scheme…” I felt there was possibly more on the list and as incredibly generous as they are the feeling was that these things weren’t as important to staff as everything else we’d talked about and why they have the enviable retention rate. Personally, I’ve seen people we’ve placed into ResMed over the years carve out their careers. If they have the right attitude they can go from division to division. An example of this is one of their current Presidents started as an Industrial Design Graduate 20 years ago. There are plenty more success stories. So, there’s a few of the reasons staff attrition for ResMed is incredible. And it is incredible, 6.3 years is their average tenure. Unbelievable for such a dynamic business. On average, global tenure for business is 18 months. The truth though is that not everyone is cut out to work there. That’s why, if there’s staff turnover it’s within the first 6 months. This is not a company you join to “maintain” or “coast”. Only “grafters” will survive. Despite there being 7,000 employees globally and 1,400 here in Bella Vista, the staff numbers are lean for the company’s expectations and if you aren’t a driver and can’t make things happen then you won’t achieve the outcomes expected. So what does it take to work at ResMed? What they look for is: “resilience, GRIT, willingness to learn, someone who will provide insights and help us see difference. Someone with imagination.” And the future of ResMed? Let me tell you it’s exciting. If it’s not a household name right now it will be – they are bringing sleep and respiratory health straight to the consumer – think pop up stores in shopping centres. Stay tuned…I’m having a coffee (Ok, a G&T) with a Woolworths employee in the coming days and I’ll give you a glimpse of what it’s like to work there too.
