Aristotle once wrote “Man by nature is a political animal”, and you only have to look around the workplace to see that it is, in fact, true. Gossip, glad handling and the ruthless pursuit of personal agendas are just a few ways that politics are rampant in the office.

It is unfortunate that such an important aspect of a workplace is often overlooked. The taint of office politics has the ability to sour an otherwise pleasant job, and the idea of politics breeding backstabbing, brown nosing, favouritism is certainly not a new one.

The problem with this is that candidates are taking into account what they know about organisations and their inner workings, stereotypical or actually known for sure, when applying for jobs. This has the potential to be damaging to employers because some of the best candidates will be put off applying for a role because of it.

The most obvious example of this is the idea that the Government, local, state or federal, are only advertising a role because they are legally bound to, but everyone knows it will be filled by someone who knows someone already inside the organisation. And sometimes this is true, and when this does happen, these stories spread and everyone remembers them when applying for a role later down the track.

Then there is that story told every so often about that guy who applied for a promotion, and even though he was the most qualified, somehow the senior managers nephew was given the job.

It’s so common now, that it’s easy enough to just consider it to be an everyday part of work life. For those not partaking in these games, it seems safest to just keep their head down and pretend like nothing is going on.

So what can an employer do to negate the negative connotations associated with workplace politics?  Lead by example – an organisation can either encourage office politics or stop it, it’s your choice.

One of the biggest problems caused by politics in the workplace is that it encourages secrecy and most employees, and candidates are wary of being kept in the dark. This leads to gossip, the true and the wildly exaggerated. The simplest way to stop this is to have transparency in your organisation. Make information available to your staff and future staff. Share organisational goals, profits, marketing strategies and even bad news. This is not to say that everything should be shared, the recipe for the “secret sauce” can stay under wraps, but executive decision making involves everyone.

Another benefit that comes with transparency is trust from your employees as well as candidates, of your organisation and brand. They feel involved when they understand the “why” of corporate decisions and this creates resilience during tougher times, as well as loyalty.

Measurable performance in the workplace show that an organisation and their employees have nothing to hide. This is also where rewarding individuals comes into it as well. Staff can see that people are being rewarded based on their performance and nothing else.

Lastly, create an office culture that doesn’t lend to the us vs. them school of thought. Don’t segregate your entry level employees from the higher ups. This creates an obvious divide in the organisation and can do more harm then good. Traditionally, this is the way it has always been in corporate workplaces, but times are changing and so are management techniques, and the offices that have a culture of equality tend to have the strongest staff and brand loyalty, as well as the highest productivity.

It’s unrealistic to believe that there is such a thing as a totally politic-free workplace. But by showing candidates that the company is making an effort to eliminate it, by encouraging transparency, measurable goals, team work and rewarding teams as well as individuals, as well as ensuring that rewards are earned, instead of given in return for favours, will go a long way towards reassurance.

Does your workforce comprise highly skilled, high demand employees, such as engineers or tradespeople? If so, you may be all too aware of the difficulties in attracting and retaining quality staff, particularly against the lure of attractive wages offered by the mining industry.

Recently, it has been a common trend for companies in regional areas to have trouble employing quality staff, as more and more men and women are being attracted to the impressive pay packets received when working in the mines.  While smaller, local operations may not have the ability to compete with the offering of such grand salaries, there is an opportunity for employers to focus on highlighting other key drivers of attraction, both through initial advertising and at interview stage. It is vital to remember that while salary is just one component for candidates to consider, there are many other factors that employers can focus on to attract and keep the right people.

Interestingly, when jobseekers were surveyed by Seek regarding Laws of Attraction in 2012 in the Mining, Resources and Energy industries, it was found career development was just as important when looking for a role as salary.  Quite often when working in the mines, employees can feel as though they are ‘just another number’ that is part of a larger scale employer, and recognition for hard work may often go unnoticed and the need for ongoing training and development ignored.  It is important therefore, for local companies to be aware of ways in which they can offer their workforce, both current and potential, further training and development options, including external training (which can often be funded by the government), internal promotion opportunities and succession plans.  When seeking employees with a view to retaining them longer term, emphasise the fact that they will be rewarded for a job well done and have the opportunity to receive further training for their own personal and professional growth within the company. Make them understand that they will be a vital part of the team that is truly valued and appreciated.

Another main driver of attraction for jobseekers, regardless of industry, is a good work/life balance.  The ability to earn higher wages often also means a likelihood of working long hours over extended rosters, which may impact on personal relationships, families and social lives, and can result in a somewhat nomadic lifestyle.  All employers should subtly emphasise that high wage mine workers not only work much more physically demanding hours in much harsher environments, but also attract a higher tax bracket. The local employer can offer a more positive balance between personal responsibilities, leisure and work.

Further research conducted by Employment Office also found that job location is another important factor for those seeking employment, with a significant amount deeming it highly desirable for their workplace to be close to home.  Rarely is a mine located near a large city, so to work in the industry, usually means either living permanently or in camp style accommodation in remote and rural areas, often truly ‘in the middle of nowhere’.  Whilst this might not immediately appear to be an issue, it always pays to point out considerations such as extreme weather conditions, high cost of living and poor reception coverage often associated with these areas.  Also, if they work on a Fly In, Fly Out (FIFO) basis, it is often the case that facilities will be shared and different rooms will be appointed on each roster, making it very difficult to establish a home away from home. Reinforce the advantages of working within close proximity to the workplace.

With strict Workplace Health & Safety policies high on the corporate agenda, it is also recommended to reiterate the high risks inherent with working at mine sites.  Due to the larger scale of the workplace, the amount of machinery, traffic and workforce onsite is considerably higher, meaning mine work can be exceptionally dangerous.  Of course at any place of work there will always be safety risks, however it should be highlighted when trying to attract employees that hazards or safety issues are likely to be significantly smaller in scale in the local workplace and with processes closely managed.

Another point to sell, which has again been found to be high on most jobseekers priority list, is job security.  It is widely known that the mining industry has recently been hit hard by the current economic climate, and quite literally thousands upon thousands of people have lost their jobs.  So, as employers you need to take advantage of this, and turn a bad situation for many people, into a positive.  When advertising or interviewing, be sure to mention how long your company has been established or what the business plan is for growth over the coming years.  This will ensure that your potential employers will feel there is stability within the company, which should then encourage them to be loyal and stay at the company long term.

There are many other key drivers on which to focus and emphasise when recruiting. If it is viable, offer better employment terms and promote benefits such as incentives or bonus schemes offered, flexible working hours, extra allowances, extra leave entitlements, increased superannuation contributions, and, importantly, make sure the salary offered suits the jobseeker according to their skill-set.  Although this may cost employers a little more initially, it will be worth it in the long run if they can avoid extra costs associated with recruiting, retraining and time lost.  If employers consider all of these factors when looking to attract and retain staff, it will assist in being more appealing to jobseekers, ensuring they won’t have the urge to look elsewhere, specifically the mining industry, for their next position.

Much like our great wide brown land itself, Australia’s recruitment advertising landscape really is like no other in the world. Large numbers of our advertisements congregate in a handful of major generalist centres, and to someone who spends all their time browsing those pages, they can feel like the whole story. However in reality, these large hubs only account for a small proportion of the total picture, and there are many more smaller but worthwhile advertising locations that lend Australian recruitment advertising a more distinct, targeted flavour.

We’re talking about niche advertising – or stepping outside of the big generalist job boards to use websites, publications and membership organisations that target candidates in your specific sector.

These devoted avenues are smaller, of course, than the huge generalist monoliths, but this can work to your advantage in two ways:

• You know that 100% of the people browsing your ad are already working within your industry, or at the very least have an interest in your field of work, rather than the large amount of unqualified applicants that visit generalist job boards.
• Your advertisement has far less competition for the attention of browsers, so not only are you sure that relevant candidates will see it, but with lower number of new ads uploaded each month, it will stay visible for longer.

Depending on the field in which you work, you may already be aware of the best niche recruitment advertising sources to target your candidates. Many sectors such as Engineering, IT, Community Services, Education, Mining, Trades and HR are well serviced in Australia with the familiar format of job boards, where active applicants from a specific industry visit and search for suitable roles.

On top of these boards, specialist publications in some industries offer ways to target more passive qualified candidates who are perhaps not actively searching the internet for jobs at the moment. If you work in an industry like Local Government, Healthcare, or Travel, industry-specific magazines, newsletters and publications are often delivered straight to the offices and lunch rooms of your peers and competitors – and placing your advert in one of these could open up new levels of exposure to your next hire. Similarly, if your profession has a magazine that’s widely read amongst your peers – think Business, Finance, Arts, Transport or Sports & Fitness – an advertisement in their pages is your opportunity to reach more relevant eyes.

Many potential candidates in fields like Accounting, Allied Health, Environmental Science and Marketing are registered with professional associations, whose websites or e-newsletters offer members the opportunity to advertise directly to their peers. Again, while the overall number of viewers for this kind of advertising might be lower than placing an ad on a big job board, you’re guaranteed of a much higher level of relevance amongst browsers.

As we mentioned, the Australian market is all but unique in terms of how its niche advertising sources compare to the generalist channels. While smaller markets such as New Zealand struggle to support advertising options for specific industries, options in the USA and the UK are so numerous that it can be difficult to navigate through a labyrinth of specialist sources. On this front, Australia’s closest comparison may actually be Canada, which like us has a few large generalist job boards, known by the majority of the market, but also a strong field of niche advertising.

Looking at Employment Office’s figures for the past 12 months, industry-specific niche advertising accounted for over 25% of all applications received. From these figures, we can conclude that where appropriate and available, placing an advertisement in a small but targeted medium within your sector, in combination with generalist advertising and social media, can be a valuable channel to finding your next recruit.

As we reported on last month, a recent study by HC Online found that 56% of Australian workers plan to leave their job in 2013, raising to light what seems to be the New Year’s resolution for a vast majority of employees – finding a new job.  Now that it appears that the extreme highs and lows of the economy are behind us, it is causing employees to evaluate if now is the time to see if the grass may be greener with another employer. Below are some of Employment Office’s tips to help you in retaining your workforce in the new year.

Hold regular meetings to engage with your employees: Meetings allow you to get to know your staff’s motivations and aspirations and get a sense of how they feel in their current position. Making sure people are doing jobs they’re interested in is pivotal. Employees who are engaged feel a close attachment to the values, ethics and actions embodied by the organisation and quarterly evaluations help tremendously. Call a one-on-one meeting with each team member. Ask them what you can improve to make their work-life better.

Offer flexibility: One key thing, that doesn’t cost anything, is offering flexible work hours to your best employees. Maybe that means working later hours, earlier hours – or working from home sometimes. Most employees seek to balance work and life, and employees stick on with companies that allow flexibility to attain such balance.

Recognition: A little compliment goes a long way. Be sure employees know they are appreciated and recognised for their achievements. Knowing that what they do every day matters and has meaning and significance is critical to employee engagement and retention. So, tell your employees that they and their efforts matter and why. When you express to them your genuine impression they in turn respect you, appreciate you and want to impress you even more.

Incentives as motivation: Creating incentives such as the ‘Team Member of the Month’ award will help boost morale and increase employee engagement. Incentives can drive your team to greatness. This can also include creating a bonus structure where employees can earn a monthly or annual bonus if they meet predetermined performance goals.

Career growth and development: None of us want to stagnate in our careers. Give employees a vision for how their career can develop in your organisation so they’re not tempted to jump ship to accomplish that goal. Foster employee development through things such as training to learn a new job skill or tuition reimbursement to help further your employee’s education. Without the opportunity to try new opportunities and experience growth, a career-oriented, valued employee will look elsewhere.

Open communication between employees and management: Hold regular meetings in which employees can offer ideas and ask questions. Have an open-door policy that encourages employees to speak frankly with their managers without fear of repercussion. Organisations with an open culture that allow employees to speak their mind without fear of reprisals, and organisations that value fairness and equity see fewer employees quitting.

Ensure cultural fit: Very often employees feel reluctant to leave a company that they align or associate with in values. The best approach to ensure such a fit is at the recruitment stage, to ensure that the employee’s personal values fit with the organisational values and culture.

Social workforce: Another good way of managing employee retention is social bonding among the workforce. A friendly and thriving workforce, with plenty of opportunities for fun non-work interactions such as regular parties and break hour competitions can aid in discouraging employees to leave. The workplace is increasingly taking over the societal needs of employees, and companies that recognize this fact and provide adequate avenues to fulfill such needs can see fewer employees leaving.

It is now more important than ever for companies to engage with employees to find out what will keep them satisfied and strategise new ways to attract and retain their workforce, or face an impending growth in their turnover rate.

Too often, recruitment advertisers can’t see their team for the trees.

No matter how you approach your Recruitment Advertising, every position you advertise outlines to candidates the reasons they should apply. Most obviously, this takes form as a list of benefits they’ll receive, ranging from remuneration to perks and leave conditions. However, there are other aspects that, while less literal, act as benefits in pulling your ideal employees towards your role.

One of the most attractive aspects of the role you’re trying to fill could be sitting right across from you. Have you thought about your team lately?

In a recent survey of job seekers within all industries, and across all experience levels, Seek found that universally, one of the Top 10 factors that attracted candidates to one role over another is the team in which they’ll be working.

So knowing that your candidates care about this, how do you use your team as an attraction strategy? Take a look at your workplace as an outsider, and think about how someone coming into the company for the first time would see it. What can you include in your advertising that could make your team more attractive than your competitors’?

• Mentioning a few of the following aspects will help applicants to realise a more vibrant picture of your job’s day-to-day routine, and also help to filter out people who may not be a solid cultural fit for your workplace:
• Is the team they’re joining part of a larger Division or Department?
• Are they joining a small, close-knit team, or are they going to be coming in as part a larger team expansion?
• Will they have one-on-one training or mentorship to get them up and running?
• Is everyone in the team working from the same office, or will they get the chance to build relationships with people at other locations?
• Does the team ever have social events?
• Is the working day a chatty, group situation, or do they get the chance to do their own thing?

A more direct way to draw on your team as an attraction strategy, is to include a testimonial from one of the candidate’s potential colleagues or co-workers. You only need to include a few sentences from a team member outlining in their own words what they love about working for your organisation, and applicants will have a brighter, clearer view of the organisation.

However you decide to do it, next time you’re strategising how to draw the right candidate to your role, make sure you don’t forget about how attractive your team is.