Employment Office http://employmentoffice.com.au The Revolutionary way to recruit Tue, 24 May 2016 05:17:41 +0000 en-AU hourly 1 Testing your candidates?  The fundamental ingredient you’ve been missing http://employmentoffice.com.au/testing-candidates-fundamental-ingredient-youve-missing/ http://employmentoffice.com.au/testing-candidates-fundamental-ingredient-youve-missing/#respond Tue, 10 May 2016 06:19:42 +0000 http://employmentoffice.com.au/?p=6101 read more →]]> Most employers recognise the value of digging a little deeper into the psyche of a potential employee with some form of screening test.  But which type of testing yields the best results in revealing your next great hire?

For years, behavioural testing has dominated the screening test market, with employers focused on finding the right personality fit for not only the role, but the organisation.  But there’s a new method that’s changing the way we think about candidate screening – cognitive testing.

Cognitive tests assess a candidate’s competence and role suitability and predict future job performance. In a psychometric assessment context, this usually means numerical reasoning, verbal reasoning, abstract reasoning and mechanical reasoning tests.

Paired with a behavioural or personality test, employers are able to determine the best role fit for a candidate before even meeting with them face to face.

While a personality test won’t demonstrate whether or not a person can think quickly or critically – a cognitive test will.

Employment Office Managing Director Tudor Marsden-Huggins says he suggests clients use cognitive tests for all senior positions and any role which involves managing people.

“While you can issue cognitive tests for any position, it’s not something that’s essential for all roles. But for any senior or complex roles, or any positions requiring high-level decision-making, it is absolutely essential to screen candidates with a robust cognitive test.

“These tests are all about mental aptitude rather than just behavioural attitude. It is essential to determine a candidate’s proficiency to perform according to their logical, numerical, verbal and mechanical abilities, depending on which skills are needed for the position.  This method gives you the strongest indication available as to whether a candidate can actually do the work. Combined with a behavioural test, a hiring manager is able to get the most complete picture of how well each candidate will stand up to the challenges of the role,” he says.

This type of testing is increasingly popular for employers due to it’s ease of availability, it’s affordability and it’s accuracy, Marsden-Huggins says.

“These tests aren’t just for multinational corporations with sophisticated recruitment processes, small and medium business owners often can’t afford to pay the cost of recruitment, only to realise the new hire doesn’t have the skills for the job just a few weeks or months later. A cognitive test will help select the right person for the job based on performance-driven data. The tests are not only accurate,  they are also affordable, so it’s good news for everyone,” he says.

If you’re interested in using cognitive testing as part of your next recruitment process, Employment Office can help. We offer a large range of logical, numerical, verbal and mechanical cognitive testing options priced at $75 per test per candidate.  Call 1300 366 573 or email amber.dique-bellette@employmentoffice.com.au today. 

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Great candidates join community-minded companies. Here’s why. http://employmentoffice.com.au/great-candidates-join-community-minded-companies-heres/ http://employmentoffice.com.au/great-candidates-join-community-minded-companies-heres/#respond Tue, 10 May 2016 05:41:53 +0000 http://employmentoffice.com.au/?p=6097 read more →]]> It always feels good to help your fellow man, but did you know that increasing your organisation’s social impact also makes them more attractive to prospective employees?

A recent study by US non-profit Net Impact found that 53 per cent of workers said a job where they could make an impact was important to their happiness.  72 per cent of students about to enter the workforce agreed.  And most would even take a pay cut to achieve that goal.

As employers, of course we can’t ALL be working on a cure for cancer or  developing ways to end third world poverty, but we can initiate a Corporate Social Responsibility (CSR) program into our workforce plans.

As Millennials continue to dominate emerging workforce trends, it’s important to consider that a large portion of this candidate demographic are preferring to align themselves with business and brands that support worthy causes and are socially aware. Organisations with a co-ordinated and purpose-driven corporate social responsibility program not only engage and retain existing employees, but also attract a younger, more community-minded, candidate pool.

Tudor Marsden-Huggins, Managing Director of Employment Office, established Tour de Office, a corporate charity event and workplace wellness initiative to satisfy the CSR needs of his own growing business.  Five years on, he credits the event with helping to attract socially motivated candidates, while also keeping existing employees motivated.

“Millennials want to feel a sense of purpose at work, and if you can clearly demonstrate how your organisation makes a positive contribution to society, you’ll be in a better position to attract engaged and motivated candidates who want to work for a brand that’s committed to social impact.”

When deciding on a CSR program, it’s important an organisation considers their options carefully, and settles on a program employees will be passionate about supporting, and perhaps incorporate a few synergies with your industry and the work you do.

“You also need to think about CSR initiatives as a long-term commitment.  These programs take a while to gain traction and grow within the employee base.  Pick something you can stick to and make sure you promote it throughout the organisation.  Whether it’s a video on your careers site or updates on social media, organisations must consistently highlight their CSR strategy and results in ways that are easily digestible for millennials,” he says.

When communicating information about CSR, organisations need to share stories of impact rather than drowning candidates in data-driven content, Marsden-Huggins says.

“Millennial candidates don’t want to look at statistics when it comes to CSR programs.  It’s the stories of genuine human impact they connect with. If you capture these stories well and make them easily shareable online, you’ll notice your CSR program can really take your employer brand to the next level,” he said.

Implementing a fun and rewarding CSR strategy has become an essential tool in securing top talent and engaging existing employees. With solutions like Tour de Office available for organisations of all sizes, today is the day to execute a CSR strategy the candidates of tomorrow will thank you for.

Tour de Office is an all-in-one workplace wellness and employee engagement tool which sets organisations up for success in a tried and tested corporate philanthropy event. A great way to boost your workplace culture, Tour de Office can cater to any business size and need, check out the website here or contact event manager Jessika Woolford at jessika@tourdeoffice.com to find out more today.

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Always be recruiting, even when you aren’t hiring http://employmentoffice.com.au/always-recruiting-even-arent-hiring/ http://employmentoffice.com.au/always-recruiting-even-arent-hiring/#respond Tue, 12 Apr 2016 00:54:42 +0000 http://employmentoffice.com.au/?p=6046 read more →]]> With the unemployment rate hovering around the 6% mark, it’s clear that there are candidates out there, actively looking for work. But speak to any hiring manager out there and they’ll tell a different story – that good people are hard to find, and the skills shortage we’ve been hearing about for years is a reality reaching crisis point for organisations across the country.

For companies wanting to escape the cycle of reactionary hiring, it’s heartening to know there is a better way. To eliminate long-term job vacancies, and secure the best talent for every position, a shift in the hiring mindset can set an organisation on the right path.

Employers need to shift from “hiring as needed” to an “always recruiting” mindset. One of the key issues is that businesses don’t’ always recognise the difference between hiring and recruiting. Hiring is about fulfilling an immediate need for a person with particular skills in your business. It’s reactive, and not the most efficient way to attract top talent.

You are at a disadvantage from the very start of the hiring process, because every day you don’t have someone in that role you are losing money. You’ll have to scramble to fill the role and it’s more likely you’ll settle for a substandard candidate, fearing no-one better will come along in the tight timeframe you need them.

Anyone who has advertised a position knows that great people are often hard to find. Hoping that the perfect person will be available at the exact time you choose to advertise is not only illogical, but risky. To put yourself in the best position to secure top talent, you need to always be keeping an eye out for people who might fit your business.

There are a few steps every organisation can take to make the move from reactive hiring to proactive recruitment.

1. Know who you are looking for.

Have clear workforce goals for today and anticipate where your talent needs will be tomorrow. Know the existing positions that are critical to your organisation’s ongoing success, and identify new roles you will need to enable the growth and expansion you envisage for the future. Be clear on the type of candidate you want to attract, paying attention to demographics, key motivators and channels for interaction.

2. Invest in your employer brand.

At the end of the day, recruitment is marketing. Much like consumer marketing, recruitment marketing is all about how candidate markets perceive your brand as an employer, and the journey you take them on to convert them to employees when the time is right. Build the right communications platform for your employer brand to give candidates a clear picture of what it’s like to work for you. Get active on social media and make your careers site interactive, informative and mobile-friendly.

3. Create a talent pool.

If you are always recruiting, you will need an organised way of keeping track of great candidates you may want to extend an offer to in the future. Using an online talent pool, usually linked to your Applicant Tracking System or e-Recruitment software will give you the opportunity to nurture candidates by sending them engaging content that not only educates them on your business and culture, but also prepares them for the right opportunity with you.

4. Makes sure every candidate experience is great.

It’s important to make sure every candidate that enters your recruitment funnel has a good experience with your company. Even if you don’t hire a candidate right away, that doesn’t mean you won’t want to call on them for another role in the future. Or they may become a client – their candidate experience with your company will influence this relationship. Make sure your keep all candidates informed, engaged and give them all the information they need to be a proponent of your organisation.

Recruitment doesn’t start when someone leaves. It is a never-ending process that eliminates the need for the hasty hiring of lacklustre talent and saves you time and money. Recruitment gives you control. Recruitment should be happening every day as a part of your weekly activity. Even if you think you have the “perfect” staff in place, you never know when that might change. So always be on the lookout for that next great employee.

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Is Your Employee Value Proposition Up to Scratch? Top Tips To Have Your Candidates Lining Up http://employmentoffice.com.au/evp-scratch-top-tips-candidates-lining/ http://employmentoffice.com.au/evp-scratch-top-tips-candidates-lining/#comments Tue, 12 Apr 2016 00:44:36 +0000 http://employmentoffice.com.au/?p=6042 read more →]]> Employer branding has been gaining traction as the buzz-word of the moment in HR and recruitment circles, and for good reason.  As the war for talent rages on, employers are rapidly realising their employer brand is just as important as their consumer brand when it comes to building a successful business. Deeply rooted in the foundation of a strong employer brand is a compelling Employee Value Proposition, or EVP.  Essentially, this is ‘the give and the get’ of the employer/employee relationship.  What are you expecting from an employee in your organisation, and what can they expect you to provide as their employer.

Developing an EVP that will not only attract great candidates to your business, but also engage them and keep them happy when they are there is no easy feat.  It involves significant planning, requires the buy-in of senior leaders and needs to be executed and communicated well to have the desired impact.

We’ve put together a few tips to help you get on the right track to developing an Employee Value Proposition you’ll be proud of.

1. Have a good understanding of what’s going on with your workforce

Just as marketers conduct consumer research to get an insight into what their target markets think and feel about their brand or product, it’s just as important for those working on the employer brand to have a good gauge on employee sentiment and how people feel about the current EVP.  Engaging an experienced Employer Brand Strategist to conduct a series of one-on-one interviews with key stakeholders will give you a good indication of where the EVP is working and where it needs improvement.  An employee engagement survey and an analysis of exit interview data can also reveal the positive and negative aspects of your organisation’s employee value proposition.

2. Know who you want and what you have to offer them

An EVP workshop is a great way to involve all the key stakeholders in the process of defining the candidate personas you are trying to attract.  Working together as a group to determine the demographics you are looking for, in addition to the key attributes and personal characteristics you associate with your most successful hires, will put you on the right path to identify their motivators and the EVP elements they will insist on when making their next career move.

3. Close the gap between real and ideal

In every employer branding project, there comes the time when you discover the existing EVP, and the EVP that appeals to your ideal candidate, doesn’t quite match up.  Organisations need to review their EVP regularly to make sure it accurately addresses the key needs of employees, and is enticing to new candidates.  When refining and adding to your employee value proposition, there are a few key questions you need to keep in mind: Is it attractive? Is it true? Is it credible? Is it distinct? Is it sustainable? If if ticks all the boxes, that element of the EVP should make the shortlist.

4. Define your position in the market

As with any other form of branding, it’s important to know what your competitors are doing.  Your competitors for talent won’t necessarily be your competitors for customers, so it’s important to recognise the difference.  Know who you are competing against for your target demographic and ideal candidate persona, and make sure your employee value proposition is not only competitive, but gives you an edge over these other employers.

If you’d like more information on creating a strong employer brand, supported by a compelling EVP, contact Employment Office’s As you can see developing an EVP  isn’t a simple or easy task and neither is then developing tactics to clearly communicate your EVP messages. If you’d like assistance with Employer Branding or EVP development services contact Brooke Chapman – Employer Branding Team Leader on 1300 366 573 today.

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If You Can’t Beat Em, Join Em – Recruiting Via Social Media In 2016 http://employmentoffice.com.au/if-you-cant-beat-em-join-em-recruiting-via-social-media-in-2016/ http://employmentoffice.com.au/if-you-cant-beat-em-join-em-recruiting-via-social-media-in-2016/#respond Tue, 08 Mar 2016 02:45:43 +0000 http://employmentoffice.com.au/?p=5958 read more →]]>

Recruiting via social media

Social media for recruitment is sometimes  perceived as a platform reserved for edgy Gen Y start ups.  But we are happy to report  that businesses of all shapes and sizes stand to benefit from the role social media plays in recruiting top talent.

Candidates are relying on social media more than ever before to gain an insider’s perspective of the organisational culture of their potential employers. Employers themselves however, have been much slower to include social media as part of overall recruitment strategies.

Survey statistics by employer review website Glassdoor show 79% of job seekers are likely to use social media in their job search, yet 3 out of 4 respondents say their employer does not (or does not know how to) use social media to promote job openings.

When organisations embrace the role of social media in recruitment, the benefits speak for themselves. Jobvite reports employers who use social media to hire find a 49% improvement in candidate quality over employers using traditional recruitment channels, it’s easy to see social media is a valuable hiring tool.

Employment Office Managing Director, Tudor Marsden-Huggins says using social media for recruitment is a no-brainer.

“Capitalising on free platforms such as LinkedIn, Facebook and Twitter makes sense in today’s recruitment landscape because it’s where candidates spend a lot of their time. There are millions of candidates online every single day and if your organisation isn’t trying to create a presence where they’re ‘hanging out,’ you’re already on the backfoot when you try to reach them through a job advertisement.

“With so many candidates on social media, and so few employers recruiting there, a huge opportunity is presented to promote organisations as employers of choice by simply dedicating time each week to enhancing social profiles,” he says.

Social media not only acts as an exciting space to promote your organisation’s job vacancies and company culture but it allows employees and customers to be brand ambassadors on your behalf.

“Having a presence on social media platforms means you’re providing existing staff with an outlet to share personal experiences they’ve had with your organisation. Encourage your employees to share positive stories about your company. A positive comment on your social pages speaks volumes and is far more effective than anything your organisation can say about itself.

“If a negative comment is posted, chances are it would have been posted online somewhere else anyway so when it does happen it’s far better to be ‘driving the bus’ and in control of your social pages than scrambling to defend your organisation after the fact,” Marsden-Huggins says.

Starting small is better than not starting at all when it comes to recruiting via social media, so begin by creating a profile on each social platform and posting industry updates, events and photos on your page at least twice a week. You’ll soon be able to take advantage of the tools and resources which allow your organisation to move beyond traditional recruitment methods.

If you would like assistance with social media strategies, content creation or if you simply need some help getting started, Employment Office offers assistance with all social platforms for recruitment including Facebook, Twitter, LinkedIn, Instagram and more. Call 1300 366 573 or email brooke.chapman@employmentoffice.com.au today.

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Video Interviewing: The Best New Tool In Your Recruitment Arsenal  http://employmentoffice.com.au/video-interviewing/ http://employmentoffice.com.au/video-interviewing/#comments Mon, 29 Feb 2016 00:45:05 +0000 http://employmentoffice.com.au/?p=5947 read more →]]> Just as snail-mail resumes were phased out by online application forms, so to has two-way video interviewing overtaken the humble phone call.

Recruitment technology now allows employers to easily review recorded video interviews of prospective candidates before they spend time and money inviting them to face-to-face meetings.

According to a survey by UK job board Monster, 82 per cent of hiring managers rate a candidate’s ability to hold eye contact as a telling nonverbal cue. Now with video interview technology, characteristics such as this can be revealed before a face-to-face meeting.

Recruitment marketing specialists Employment Office are leading the pack with this emerging recruitment technology, launching their video interviewing product last year in response to increased demand from customers.

“Employment Office is the first company to offer a two-way video platform where a live interview is conducted by a recruitment expert in a format that is both recordable and shareable.  Our approach is human and personal as opposed to a candidate talking into a webcam, answering stock-standard questions,”says Employment Office Managing Director Tudor Marsden-Huggins.

Although job interviews were once seen as the final frontier – a recruitment function that needed to be kept in-house – more businesses are now seeing the value in hiring a professional to conduct a preliminary interview on their behalf.

“Job interviews can be a tough thing to get right.  Without the necessary skills it can be hard to make a confident hiring decision.  By using a trained expert in an interactive interview, you can make an informed choice based on substantive candidate responses, while also having the visual capacity to assess non-verbal communication skills and professional presentation,”Marsden-Huggins said.

Conducting interviews via interactive video is also more efficient and cost effective.  It’s certainly easier and cheaper to arrange a video interview that can be shared with key decision makers anytime, as opposed to scheduling face-to-face meetings with busy people in several locations.

In an age of globalisation and virtualisation, having easy access to candidates beyond geographical barriers is important. Businesses need to think creatively to reach out to potential employees and in today’s recruitment landscape video interviewing is proving to be a valuable tool to add to your recruitment toolkit.

If you would like to receive more information on how video interviewing technology can help your business, contact Employment Office today on 07 3330 2555.

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Interns and Employers: Who should foot the bill? http://employmentoffice.com.au/interns-and-employers-who-should-foot-the-bill/ http://employmentoffice.com.au/interns-and-employers-who-should-foot-the-bill/#respond Mon, 29 Feb 2016 00:36:45 +0000 http://employmentoffice.com.au/?p=5942 read more →]]> The demand for internships has soared as students hoping to gain employment in competitive industries become more concerned about job opportunities after graduation.

In a global labour market that demands real-world experience, students and even some parents, are going to astonishing lengths to land the perfect post-grad job.

A surge in interns paying for the privilege of doing an internship, has taken place in Australia and overseas. In America, some parents are paying employers up to $10,000 for a guaranteed place on the student internship program.

Closer to home, employers are also seeing the potential to charge a fee for work experience, with one Australian law firm recently asking students to pay AUD$22,000 to intern at their organisation.  The Fair Work Ombudsman is currently investigating the validity of the program.

Paid-for-internships aren’t just emptying the pockets of parents wanting to give their child a leg-up into the workforce, they are also making it impossible for the children of less-affluent families to secure internship opportunities.

Managing Director of Employment Office, Tudor Marsden-Huggins, says mutually beneficial internship agreements shouldn’t see money exchanging hand on either side.

“Employers need to be impartial when selecting candidates for internships. Right now students feel like they need internships to secure that great graduate opportunity.  Some employers are exploiting this situation and creating internships you can pay for as a revenue-raiser.

“Selection of interns should be based on merit as opposed to bank balance and employers shouldn’t take advantage by hiring students who can pay for the privilege over others,” he says.

“Internships are a great way for young people or university graduates to secure experience in the corporate world. They’re offered a taste of their chosen field and  an idea of whether they’d like to pursue what they’ve been studying as a career. The employer also benefits by gaining an insight into the talent of the emerging workforce.

“It costs an organisation a great deal of resources to properly mentor an intern but in return the employer receives an additional resource and potential future employee. A win-win internship agreement like this is hard to attain when one party is paying the other for the opportunity to be there,” Marsden-Huggins says.

To ensure interns are treated fairly, organisations must nurture their interns – mentoring and observing them rather than exploiting them for free labour.

A new law recently passed in France looks to protect students from being exploited as cheap labour. The law states “mentoring” must be provided to an intern and the internship mentor cannot mentor more than three students at the same time.

Luxury French fashion houses have come under scrutiny in recent years for exploiting the desperate interns trying to gain experience in the competitive fashion industry.  Some have been accused of taking advantage of unpaid interns and using them for ‘slave labour’.

In Australia the lines are still blurred, the Fair Work Act states employers must pay employees a minimum wage, so it can be argued if your intern is performing work someone would otherwise be paid to do you may be non-compliant.

There are exceptions for vocational placements and voluntary not-for-profit work, but with a grey area for other free-office work, employers should understand their boundaries before the Fair Work Ombudsman enforces them for a hefty fine.

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Office Overtime Reduces More Than Just Your Sleep-In http://employmentoffice.com.au/office-overtime-reduces-more-than-just-your-sleep-in/ http://employmentoffice.com.au/office-overtime-reduces-more-than-just-your-sleep-in/#respond Mon, 29 Feb 2016 00:33:54 +0000 http://employmentoffice.com.au/?p=5938 read more →]]> Overtime - 1000px

Sunglasses over tired eyes, espresso in hand and ten-minutes late to work. Sound familiar? No, we’re not talking about the effects of a mid-week hangover, this is the morning snapshot into the lives of more than a third of employees who work overtime every week.

While late night desk jockeys might impress some managers, meeting urgent deadlines may be at the expense of employee health.

A recent poll by recruitment firm Employment Office found 37% of people work an average of 2-5 hours overtime every week and 22% clock up an additional 10 hours every week.

Although short-term benefits might be tempting, including fuller pay cheques, prolonged periods of overtime actually aren’t beneficial for employers or employees.

A study published in UK medical journal The Lancet last month revealed staff who work 55 hours or more per week have a 33% increased risk of stroke and 13% higher risk of coronary heart disease compared to people who only work 40 hour weeks.

The results led by scientists at University College London reviewed 42 studies from across Europe, the US and Australia. While they couldn’t definitively say long hours give people strokes, the study shows a clear link between working long hours and these serious health conditions.

Putting significantly long days in at work can also result in a number of less serious issues for staff, including increased levels of stress and fatigue, with these complaints often leaving employees feeling burned and  resulting in decreased productivity.

Employment Office Managing Director, Tudor Marsden-Huggins says employers can mitigate negative effects of excessive overtime by implementing an overtime policy which is regularly assessed.

“It’s essential to document an overtime policy, particularly for organisations who deal in shift work or extended opening hours. Establishing a formal rotation of overtime within a team or department will see extra work distributed fairly and won’t leave one person feeling like they are overworked.

“Long stints of overtime can lead to increased absenteeism and high employee turnover. Encouraging employees to turn their emails off over the weekend is a simple way to reduce the desire for staff to be contactable at all hours, and to have a real break away from work when they are out of the office,” he said.

So while it might seem enticing for your people to clock in more office hours, kerbing the chained-to-the-desk mentality will see happy, healthier and more productive staff in the long run

For further information or to arrange an interview please contact Brooke Chapman, Employment Office Publicist on 0407 163 876.

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Should Australia adopt name-blind recruitment policies? http://employmentoffice.com.au/should-australia-adopt-name-blind-recruitment-policies/ http://employmentoffice.com.au/should-australia-adopt-name-blind-recruitment-policies/#comments Tue, 12 Jan 2016 02:29:37 +0000 http://employmentoffice.com.au/?p=5843 read more →]]> Should Australia Adopt

Following recent terror attacks at home and abroad, key figures in the Muslim community are encouraging employers to give young Muslims a chance in the workplace.

Muslim candidates are claiming it’s become increasingly difficult to secure job interviews or progress through the job application process, with some suspecting an element of discrimination based on their Arabic sounding names.

It has been suggested it might be time for Australia to adopt ‘name-blind’ CVs, so hiring managers won’t be able to discount a Muslim candidate, or a candidate of any other ethnicity, on the basis of religion or cultural background.

In an address in Melbourne late last year, Australia Post CEO Ahmed Fahour, revealed the past 18 months had been particularly challenging for Australia’s Muslim community in the wake of increased activity from ISIS in the Middle East and following a number of terrorist attacks committed by Islamic extremists.

Fahour is now urging companies to support trainee schemes targeted specifically at young Muslims, to give them a leg up with employment and provide them with the foundation for a bright future.

Companies in the UK have already adopted a name-blind policy, with Prime Minister David Cameron pledging his support for a pilot program for employers to receive name-blind applications for graduate positions. Companies participating in the program include some of the UK’s biggest employers such as Deloitte, HSBC, the BBC and the NHS.

It is hoped the introduction of name-blind recruitment processes will help prevent unconscious bias and ensure that job offers are made on the basis of potential – not ethnicity, religion or gender.

The UK government hopes the change will prevent discrimination against those with ethnic-sounding names, based on stereotypes. So should Australia take the same hard line stance and introduce name-blind recruiting?

Employment Office Managing Director Tudor Marsden-Huggins says it’s a question of whether the existing state and federal legislation governing equal opportunity employment and anti-discrimination are functioning appropriately.

“The laws are in place to prevent any overt workplace discrimination on the basis of gender, ethnicity or religion, but as far as the recruitment process goes, it is very possible for the issue of name bias to fall through the cracks and not be under the same level of scrutiny as the interview stage,” he said.

And the data backs up claims that name-based discrimination, whether it’s unconscious or deliberate, is taking place in Australia.

In a 2010 study conducted by the Australian National University, economists sent out 4000 fake employment applications, which revealed the applicants with Anglo-Saxon names had significantly higher call-back rates. Applicants with Middle Eastern names had the lowest rates.

Marsden-Huggins says eliminating candidates based on their name is not only illegal and unethical, it can also result in wider ramifications for the organisation.

“Census data tells us one in four Australians are born overseas and over 40% of people have at least one overseas-born parent. If employers are eliminating applicants based on names they’re not only discriminating unfairly, but they are also closing themselves off from a wide pool of great candidates,” he said.

Marsden-Huggins says to avoid undue name bias, it is important to include tailored online screening questions before candidates reach the CV assessment stage.

“Using online e-recruitment software, it’s possible to ask candidates to submit answers to a series of tailored screening questions before they upload a personalised CV. This means a hiring manager can assess a candidate’s suitability based solely on their responses, without external factors such as name, ethnicity or gender playing a role.

“For now, Australian organisations have not implemented a name-blind recruitment process, but all employers should be mindful of their obligation not to discriminate based on name and the potential religious or ethnic backgrounds those names infer. You could not only be in contravention of the legislation, you could also be missing out on your next great hire based on a stereotype,” he said.

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Recruiters become marketers: Why you need to build and engage your own talent pool http://employmentoffice.com.au/recruiters-become-marketers-need-build-engage-talent-pool/ http://employmentoffice.com.au/recruiters-become-marketers-need-build-engage-talent-pool/#respond Tue, 12 Jan 2016 01:53:35 +0000 http://employmentoffice.com.au/?p=5839 read more →]]> Recruiters Become Marketers

 Over 50 percent of employers have revealed it’s become increasingly difficult to find qualified candidates over the last five years.*  In order to appeal to modern day candidates, organisations need to act more like marketers to effectively attract and retain high-calibre candidates.

Successful talent pools emerge from using engaging recruitment marketing techniques to involve candidates with a brand before a vacant position arises.

72 percent of employers state they first look to internal resources when a position opens up, however unless candidate pools are engaged and up-to-date, the resources become useless.

Effective talent pooling targets specific candidates and categorises them based on data available such as how engaged an applicant is with a website, social media, or an EDM campaign.

Employment Office partner SCOUT eRecruitment Software creates software allowing organisations to turn recruitment processes from reactive to proactive.

General Manager of SCOUT, Andrea Davey, says in the current recruitment sphere companies need to reduce their reliance on job board advertising.

“Building a talent pool is just scratching the surface. Organisations must then use the platform to regularly engage candidates with informative content about their organisation and what it’s like to work there, keeping top talent interested for when a suitable position becomes available,” she says.

In order to get a running start on filling a vacancy, organisations must adopt a marketing mindset and focus on quality, targeted content.

“It’s not enough to attract candidates to apply with your organisation then let them sit stagnant in your database with no engagement – employers need to nurture a talent pool with relevant and interesting information,” Davey says.

So how can you begin engaging your talent pool today? Understanding your target candidate is key. Knowing where they live online allows employers to strategically drip-feed information in snack-sized bites directly into a candidate’s digital world.

Remember, the information needs to be engaging and relevant or you’ll risk losing them. Candidates are more selective than ever so deploy content to help them upskill, re-apply, or learn about your culture to ensure you spark their interest.

Focusing on engaging and effectively managing a talent pool is the way forward for recruitment and it will bring about positive changes in your organisation’s recruitment process.

Contact SCOUT today to discuss how we can build and nurture your organisation’s talent pool. Please call the team on 07 3330 2595.

* CareerBuilder’s 2015 Candidate Behavior Study

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