Beilby
 

Newsletters

Newcastle - July 2013

 

Do You Value Your Brand?

The True Cost of a Bad Hire

Outplacement - What Employers of Choice are doing in the Face of Job Cuts

Consultant Profile - Alex O'Hara

Available Contractors


Do You Value Your Brand?

By David Gallagher

 

“There’s nothing new under the sun, it all been seen and done before”, this is a quote I remember vividly of my younger travelling days that is attributed to an anonymous tour guide in Pompeii.  For those of us that have been involved in recruitment for a while the current market place isn’t Mt Vesuvius erupting over the Italian village but none the less it is challenging and we have seen market reactions in past downturns that we see in today’s market.

Many organisations and those seeking career opportunities value the work of search and selection or recruitment companies, while others view us with less positivity. Notwithstanding organisation or individual views the thing that we must most value in any market is our brand and in todays market that is more important than ever. What I see a lot in the current market is employer brands being diminished.  

This occurs most when companies fail to fill a role from an internet ad themselves and then approach a number of recruitment companies to assist or ‘farm out ‘ a brief to multiple companies in the hope that this will better source candidates. In a recent week in Newcastle I observed the same role advertised by the hiring company and two recruitment firms on the same day on the same on a job board one ad after another. A few days later in the Saturday Newcastle Herald the role appeared as a press advertisement through a third recruitment company! I ask you all, if it were you would you apply for this senior management role advertised by four different organisations?   

I don’t want to appear to tell companies how they should recruit, if you have a plan stick to it, if you have the expertise to execute yourself then do it but make the right decision the first time. If you need to outsource choose the best recruitment partner, be assured they are the best in their market, in their processes and in their management of your brand.  

If you are a recruitment company challenge your clients, only do the roles you do best under your terms. Value yourself, take pride in what you do and be rewarded for your hard work.  It takes more courage and commitment to say NO for the right reasons than yes for he wrong reasons. 

Whether it is a multinational organisation or a sole trader recruiter take the responsibility to own the process and your brand. We all benefit and critically we will find the best talent suited for their best career opportunities.


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The True Cost of a Bad Hire


By Sam Wallace

Recruitment is expensive, but only when it doesn't work.

So often as a recruiter I am asked to lower my fees, sharpen my pencil, reduce my margin and yet strangely, no client has ever asked me to reduce my level of commitment to the recruitment process or present an incomplete assignment. For the client, the value of recruitment is in the end result: the person at the end of the process that starts on day one and stays in the business adding value to the organisation.

For the recruiter, the value is in the commitment from the client that recognises that what the client is purchasing is a robust and measurable process by which, together, they come to the same result: a person with a particular skill set and experience level who will provide ROI for as long as they are employed.

But what about when recruitment doesn't work? When the person doesn't stay or worse, leaves and takes others with them. The cost of this scenario is so out of proportion to the cost of recruitment process that often, it is never calculated.

We can safely predict that the true cost of bad recruitment is at least 2.5 to 3 times a person’s salary per annum. 

Say you embark on a recruitment process and hire a $100,000 manager of a team and at most, you review CV's, interview and conduct a warm and fuzzy reference check and this person turns out to be a bad hire. Add the hiring cost, the money spent training and maintaining that person plus the disruption cost, add to that the severance or management cost and contemplate the mistakes, failures and missed business opportunities and you soon realise that we are probably being conservative in our suggestion that each year that this person is employed, they are costing you at least $300,000.

Bear in mind that the cost of that person's effect on the culture and retention of others, particularly subordinates, is even harder to quantify but it definitely exists.

So, how do you avoid the dreaded bad hire? 

It's simple really, self awareness and specialists. As a business you should be aware of your capabilities and limitations. If you don't have the best recruitment processes and the right people to assess the organisation's human capital need - outsource. And when you do go to an external provider JUST CHOOSE ONE!

Sure, meet a number of providers and ask them how they can assist you, but if the role you seek to fill is critical, just choose one and ensure they are specialists and experienced at what you need. Choosing more than one recruiter to complete an assignment is akin to asking three electricians to repair a light or three plumbers to repair a blocked drain. The ones who accept this work aren't always specialists and what you most often end up with, as the client, is the fastest result, not the best. 

Behaviour prediction assessment tools and testing an individual’s capacity in a work sample test are hands down the most accurate predictors of future job performance. If your recruiter doesn't recommend these tools as a standard part of their process, they are not specialists. 

Choose wisely and commit to open communication with your recruiter. Demand a high level of consultancy and advice and hold them accountable. Not doing so will surely not end well for anyone. 


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Outplacement: What Employers of Choice are doing in the Face of Job Cuts


By Ben Hainsworth


With the current down turn in the mining industry, management are making tough decisions regarding asset optimisation, cost management, risk management and profitability. Naturally, head count is being scrutinised more than ever. What isn’t hitting the headlines is what genuine ‘employer’s of choice’ are doing to support their exiting workforce and their remaining staff.

A leading Global Engineering Consultancy recently made a corporate decision to discontinue a once profitable consulting arm of their Australian operation. With increased competition, reduction in mining demand and eroding profit margin a very difficult restructure resulted in the redundancy of 40 national engineering roles. As an employee-owned organisation that lives its company values which include Teamwork, Caring, Integrity, and Excellence, this decision was not made easily. Throughout the decision making process Management were naturally mindful to uphold these values and Beilby Consulting were engaged to provide Outplacement and Career Transition services to individuals for a period of up to 3 months.

The objectives of the project were to ensure that that individual staff were adequately supported through this period of transition and, ultimately, to gain alternate employment as quickly as possible.

Beilby’s Solution:


Beilby Consulting’s solution was led by a team of Organisational Psychologists and supported by Consultants being on site in seven locations throughout Australia on the day that the restructure was communicated to employees. Consultants provided immediate support to displaced individuals through an initial face-to-face meeting, where the Career Transition program was introduced.  From here, individuals chose whether or not to participate in the program, of which key topics included:

  • Taking Stock – Understanding and effectively managing the emotional reactions to job change.
  • Assessment – Identifying skills and achievements through psychometric assessment and feedback sessions.
  • Preparation – Learning about time management skills; developing effective marketing tools; resume writing and cover letter preparation; telephone techniques.
  • Avenues to Job Hunting – Tapping into the hidden job market; responding to advertisements; connecting with recruitment consultants.
  • Interviews – Formats; preparation; how to achieve a successful interview.
  • Financial Advice – Beilby partnered with a national financial services firm to offer participants complimentary financial advice.  

The Outcome:

Of the 40 individuals whose positions were made redundant:

  • 78% engaged in the first day of the program.
  • Of this group, 48% participated in the full program, as the remainder only utilised one or two of the services before securing employment.
  • 83% of those who participated in the full program gained Employment within 3 months.

Some of the learning outcomes from this project for organisations includes:

  • Conduct thorough due diligence before committing to the restructure.
  • Create a steering committee to oversee the redundancy process.
  • Ensure accurate, relevant and timely communication is provided to all those involved.
  • Have a trial run of the entire process .
  • Have a dedicated internal project manager to facilitate the outplacement project.
  • Ensure that the staff who remain employed with your organisation, ‘the survivors’, are informed and supported. 

In summary, the value of outplacement support was best captured by the National HR Manager who stated: “it is about supporting staff and upholding our values through good and difficult times. From a legal, cultural and branding perspective outplacement support is critical. As the market changes we will hope to re-employ some of the affected staff and some will become clients in the future’.

Ben Hainsworth is the Managing Psychologist for ANZ Organisational Psychology Consultancy, Beilby Consulting and can be contacted at ben.hainsworth@beilby.com.au
.


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Consultant Profile – Alex O’Hara


As a Senior Consultant at Beilby Consulting, Alex specialises in the recruitment, retention and development of high calibre professionals. He has a high-end focus on the accounting and financial services sectors, working with a number of clients in the Newcastle, Sydney and Brisbane areas. Alex also provides strategic recruitment & HR solutions to employers seeking accountants and financial services professionals within the public practice and commercial contracting space. One of Alex’s key strengths is his ability to build rapport and comfortably extract relevant information from clients and candidates, before applying that knowledge to talent search processes with commercial and strategic insight.

Before joining Beilby, Alex spent four years in banking, where he worked in both the retail and commercial sectors, servicing SMEs and larger national clients. Prior to his banking career, Alex was a successful hospitality management professional, managing various establishments locally, in Sydney and abroad. Alex’s knowledge, background and previous commercial experience across a number of industries, coupled with his friendly, personable nature, has him well-placed to succeed as a well-recognised recruitment consultant along the east coast of Australia.

 

 
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Available Contractors

 

Ref

73802

Title

Financial Accountant

Skills/quals

Currently mid CPA with over 7 years working across a number of industries, including oil multinationals, manufacturing and pharmaceutical companies. This highly motivated individual is experienced in all facets of financial accounting including statutory reporting and analysis as well as a knowledge of cost accounting principals.

Availability

Immediately

 

 

Ref

97130

Title

Senior Management Accountant

Skills/quals

ACCA and MBA qualified – experience in management, financial and cost accountant roles, across a number of industries including; health, utilities and telecommunication. Extremely dedicated and results-driven individual with sound technical skills – Proficient in range of ERPs..

Availability

Immediately

 

 

Ref

107806

Title

Senior Business Analyst

Skills/quals

CPA with 15+ years experience. Held senior finance positions across broad range of industries, from national telcos to Government organisations. Highly skilled and experienced in business analysis & process improvement, this candidate is technically proficient and boasts an in-depth knowledge of various accounting software, including SAP, JDE and Oracle.

Availability

Immediately

 

 

Ref

112268

Title

Accounts Clerical Manager (AR/AP/Payroll)

Skills/quals

Experience managing large accounts clerical teams (Australia and New Zealand) with strong industry exposure across mining, manufacturing, telecos and not-for-profit organisations. Expert in SAP.

Availability

Immediately

 

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International Affiliates

CFR 13 

Beilby Recruitment is proud to be a member of CFR Global Executive Search, which provides professional executive search and selection recruitment services internationally.
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OPRA Psychology Group

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Delivering Robust Industrial and Organisational Psychological solutions.

Distributors of the GeneSys Suite of assessment products. 

 

CoreStaff

CoreStaff 

CoreStaff is one of Australia's fastest growing labour hire companies and has recently purchased a 75% share in Beilby Consulting.  This new partnership enables us to break the barriers between labour hire companies and the executive recruitment and HR sectors.

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