Chapter #1 | Getting business ready.

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The stage is set. The curtains are open. There’s a perfectly-placed symmetrical arch, a smattering of white paint and subtle lighting. Soft music, sound effects – yep, that’s all happening too. Everything is in place, isn’t it? What’s that? We’ve forgotten something? Oh – there’s meant to be people up there too? Well, I suppose we better get some then. No point having a beautiful stage if we don’t let anyone know about it. Or worse still, don’t let anyone stand on it…

Identify key stages of the recruitment process and systems to support future recruitment needs Determine business needs for recruitment Overcome barriers to attracting talent Identify and develop your selection criteria Create job descriptions in line with role requirements

4. DEVELOPING Here we focus on training and providing experience. Now? There is a focus on training and development through clear and structured processes. Where to? Career now may be seen as an accumulation of knowledge or variations of tasks to develop individuals. Systems should support more fluid methods of development and look to focus on the needs of the individual and the role, not a one size fits all approach. In the initial stages, determine the success expectations within their probationary period and map out a plan based on their individual needs to get there. From there, people are looking for support to develop in the things they see as important to them in their career, not just to move to the next upward job. Mentorship plays a large role in developing teams. Activities within this stage might include: inducting the new employee, setting up regular check ins with line managers, planning out formal training.

The landscape of workers is changing and with it, our expectations. So, what’s driving the change? Well for starters let’s consider technology. It’s no longer a must to be sitting in an office at your desk to get the job done. In a world of deconstruction (yes that apple pie tastes just as good smashed across the plate) and reconstruction, providing options for teams to move back and forth rather than up and down, might just be the new black. And raising the fashion stakes even higher is the drive for more employee independance. Here we see more and more specialised freelancers breaking the mould and going their own way. Employers that choose to sit alone in their room and not listen to the music that’s playing, may find themselves missing out. It’s a world of options, where turnover and career mean different things, and trying to confine your teams into the traditional ways of thinking may leave you coming up short.

What does all of this mean to the lifecycle of our talent? And if they’re all experiencing life as a cabaret, how do we join? It’s not about eliminating what works, but about being open to the future so you get the maximum benefit of what it has to offer. Boudreau (2015) suggests that by exploring the talent lifecycle ‘beyond employment’ we can bridge the gap from where we are to where we could be. 1. PLANNING This is all about figuring out what we want. Now? We tend to focus on employee supply and demand, maximising talent, within boundaries such as headcount, availability, and movement up or down. Where to? It’s more and more clear that we need to focus on the work, our goals and where to allow boundaries to open or remain closed. Deconstruct the tasks and projects that sit within your team and determine what’s most important. Ask current employees what boundaries they wish worked differently to still get the job done. Establish what the organisation can accommodate eg. attitude vs skill and determine position and hours to meet your needs. Activities within this stage might include: conducting a job analysis, preparing a job description and job specification.

5. REWARDING This is all about providing something in return for the performance and value you’re seeing. Now? Teams are provided feedback, rewarded with external incentives and the prospect of promotion. Rewards tend to be structured systems with clear goals and outcomes. In some cases the next steps are not clear which has the opposite effect and de-motivates rather than rewards. Where to? Some structure is great, but there are bigger rewards to be had by you and your team! Think about rewarding those that look to build their skills by doing things outside the role, team or business for short or extended periods of time. This requires flexible systems to track skills and achievements. Activities within this stage might include: setting an appropriate remuneration package for the role, celebrating their success with the team.

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2. SOURCING Here is where we make ourselves attractive to others and try to find what we’re looking for. Now? You might find yourself looking for people who want to work for you on a full-time or regular basis. Where to? Look to maximise productivity and focus on the most important stuff through a hybrid of in-house talent, outsourcing and contracted freelancers. Be authentic and use your culture to attract people who want to be in your business. Activities within this stage might include: constructing a job ad, advertising through the most relevant source, setting up a referral program. 3. SELECTING As obvious as it sounds, this is all about making the decision on who you want. Now? Systems for selection focus on culture, skills and knowledge fit. The focus is not just on the current role, but the future of the candidate within the business. Where to? Short term benefits for both parties are good too. After assessing your needs, outside of core competencies or key business functions, a long-term solution may not be the best fit. Be flexible in your thinking about the best selection and you can get the best talent. Activities within this stage might include: selecting the most appropriate interview approach, interviewing, conducting reference checks.

6. ENDING This is the part where we end our relationship and go our separate ways. Now? The focus is on measuring tenure and reason for the separation. There are few who celebrate the next step for their employees, regarding it as a loss or failing of the individual or business in severing ties. Where to? While many still crave the safety and security of full time work, the idea of tenured positions and retiring from one company is no longer as attractive an end goal. Be open to the changing needs of your team. Contracted and freelance workers don’t really ‘end’ their relationship with you, and your team may be the same. Help them leave on a high and use their knowledge to plan for the future. What do you really need now? See the move as a celebration. This may not be the end, just the beginning. Activities within this stage might include: resignation or termination letter, notice periods, handover documentation and activities, exit interviews.

Across the globe, unemployment continues to be a challenge. And yet many tasked with hiring new workers often say it’s hard to find the right people with the right skills to meet their needs. Not only that, but after all the work of getting them in, it’s never sure how long you’ll keep them. So what’s getting in the way?

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THE RULES OF ATTRACTION While the characters in the 1987 book of the same name were shallow, selfish and greedy, the same may not be true of the new wave of job seekers. They may seem flighty in their approach to work, but most are actually looking for an alignment with company vision to create purpose. What can you do? Provide transparent leadership to current and potential employees. Communicate your vision, values and purpose.

YOU'RE NOT ALWAYS HIRING If you’re waiting until you need someone to find the perfect person then you’re taking a bit of a risk. Things move quickly these days and for most that means business too. Don’t just look for people who are good for now, look for those that will be good for your business. What can you do? Always be hiring. Keep on the lookout for people you think can fit your business when you’re in different situations, and don’t forget the ones who come to you. Those proactive people who contact you when you’re not advertising may be just the right fit.

A FLIGHTY VIEW OF THE WORLD In years gone by, loyalty and longevity of employment would have been coveted by many. But, what may seem ‘flighty’ to some, may actually be exactly what you need, with candidates having the ability to change and adapt quickly to the demands of a role or industry. What can you do? Switch your mindset. Don’t see disloyalty, see experience. Don’t see flighty, see skills that can be gained in your business and embedded into existing teams to shake up their way of being.

YOUR VIEW IS TOO NARROW OR UNREALISTIC Being picky is a good thing, but being unrealistic is just, well… unrealistic. Do they really need to have that many years experience with that much education? Will that salary actually get you the skills you’re looking for? What can you do? Get a reality check. Speak to others in the team about what you really need and search for those skills and characteristics that will really add value in your business, team or the role.

EXPAND YOUR HORIZONS All that experience and nowhere to go! So many job seekers are looking for more flexibility – not necessarily less hours – but a way of working that supports outside interests. Whether it’s family, hobbies or just time on the couch, many job seekers are thinking outside of the 9-5. What can you do? Think differently about the way people go about getting the job done. Being at a desk all day may give you a sense of control, but doesn’t mean you’ve got the right people doing the right things, or even that they’re productive. Be open and you’ll be much more attractive to future candidates.

THE MIRROR VERSUS THE MICROSCOPE If you have no trouble in finding your talent but seem to struggle to keep them, it might be time to look at yourself to gain an understanding of what’s really going in. 40% of employees (not all Gen Y) are leaving their jobs in the first year (and less than 10% stay after 5). Why? Well, in a lot of cases it’s because of the way you represent the role and the business, versus the reality. What can you do? Be honest about how you represent the business to potential candidates. Take a broad view of the role expectations by asking the team what they see as the need, not just rehashing an old job description that’s now too far removed from the real world.

YOUR BARRIER BREAKING ACTION LIST  Communicate your mission, vision and values. The best talent is aligned with where you're going.  Always be hiring. The best talent isn’t always ready just because you are.  Search for what you really need. The best talent can learn new skills.  Look for career progression and transferrable skills in job changes. The best talent doesn’t always stay in one place.  Be more flexible in working options. The best talent may not work 9 to 5.  Take a look at what you need to do differently. The best talent won't stick around if it’s not what they expected.

So how do you know what you need? Selection criteria are statements that describe the qualifications, knowledge, skills, abilities and experience that are required in a job. Establishing the selection criteria for the role may require a little more leg-work than you think. To get it really right means getting behind the scenes and looking a little more deeply at the most important parts for the success of the role and the team. This’ll give you a more well-rounded view of what you can look for to get the best person and set them up for success. Your criteria might not just be role specific, it can also include other skills like resilience, problem-solving and collaboration that are more specific to the way you work in your business or team. Some benefits of collaborating with your team to get your selection criteria right include: Buy-in from the team The right candidates apply for the right roles Good interview questions to address the needs of the rolesA fair and legal assessment of each candidate on meritEasier to shortlist candidates in the early stages

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Collaboration is the key. Don’t just use an old job description to determine what you’re looking for – talk to the team! Speak to all stakeholders that the role has impact on. Look for consistent attributes that come out of your conversations, as these will be high on your list and may form your role ‘non-negotiables’. Ask questions like: How would you describe the role? What skills and knowledge are important for the role? What do they need to be able to do to make them successful? Let’s take a look at how collaboration gives you a more well-rounded view of a role you might want to recruit for.

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Before an actor decides if they want the part, they’ll likely need to know what’s going to be expected of them. An actor that can’t sing doesn’t want to find out later that they’ve actually signed up for a musical. Likewise, an actor with diverse skills isn’t always going to want to be stuck in one type of role; they’ll want to mix it up a bit and get some variety. So how do they get the roles they want? Well, a good script is a good start! One reason people leave a role early – in other words don’t stick around for the intermission – is that they find themselves doing different work than expected or identified in the job ad. A creative finds themselves in meetings all day managing tasks and timelines. A data analyst who hates public speaking finds they’re required to stand up at the company board meeting and present their data. An analyst finds out that what’s really required is basic data entry. You’ve gotta know what you need people to be able to do. And then get that down so that it’s clear. Who wants to waste time with the wrong talent? Or in the wrong role?

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Your ‘script’ to avoid the wrong people in the wrong roles is a good job description. Don’t even think about casting until you get this right! Here are some key additions that you might want to think about including. You can add more if you like but let’s just take a look at some of the basics. The role title. What’s the part they’re going to play? A good title can attract or detract a star performer. The role duties. What scenes are they in? What are they going to be required to do? Skills and competencies. What type of performer are they? Do they need to be able to do a high kick or just memorise lines? This is the stuff that drives them to achieve the role duties. Relationships. Who are their co-stars? Who’s directing them to success?

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ROLE DUTIES Depict action characters using voice, appearance, body and gestures. Duties include: Read scripts Audition in front of directors and producers Research character’s personal traits and circumstances to portray them to an audience Memorise and rehearse lines with others Discuss role with the director and other actors to improve the overall performance of the show Perform a variety of roles, following the director's directions

RELATIONSHIPS

SKILLS Creativity. Must be able to interpret characters’ feelings and motives in order to portray them in the most realistic way. Memorisation. Memorise lines before filming begins. Persistence. Able to accept rejection and keep going. Physical stamina. In good enough physical condition to endure whatever the role and filming conditions require. Reading skills. Must be able to read many scripts and be able to interpret how a writer has described a character. Speaking skills. Be able to say lines clearly, project voice, and pronounce words correctly

SKILLS

RELATIONSHIPS Director Co-stars/castmates Film crew Management team Agent

ROLE DUTIES

TITLE Actor

TITLE

Actor

Depict action characters using voice, appearance, body and gestures. Duties include: Read scripts Audition in front of directors and producers Research personal traits and circumstances of a character to portray them to an audience Memorise and rehearse lines with others Discuss role with the director and other actors to improve the overall performance of the show Perform a variety of roles, following the director's directions

Creativity. Must be able to interpret characters’ feelings and motives in order to portray them in the most realistic way. Memorisation. Memorise lines before filming begins. Persistence. Able to accept rejection and keep going. Physical stamina. In good enough physical condition to endure whatever the role and filming conditions require. Reading skills. Must be able to read many scripts and be able to interpret how a writer has described a character. Speaking skills. Be able to say lines clearly, project voice, and pronounce words correctly

ROLE DUTIES Depict action characters using voice, appearance, body and gestures. Duties include: Read scripts Audition in front of directors and producers Research character’s personal traits and circumstances to portray them to an audience Memorise and rehearse lines with others Discuss role with the director and other actors to improve the overall performance of the show Perform a variety of roles, following the director's directions

Director Co-stars/castmates Film crew Management team Agent

What’s not written in the script but maybe should be? After you initially write your job description, go back and take another look. Think about what else someone needs to know about the role that’s not ‘in the script’. You know, the stuff you left out because you didn’t want to scare them away.We don’t want to stop them from taking the role, but we do want to manage their expectations. This will give them a more realistic view of things so they can make an educated decision. If for example, you’re a team or business that works quite reactively, then maybe you need to add ‘coping with pressure’ under the skills required. Just like an actor needs persistence to handle rejection, your potential new team member could use a clear picture of what they need to make it work in your business. Why? Because that’s how you’ll get them to stay later. Need to put together a job description but don’t know where to start? There are heaps of templates online to help you put one together. You can start by downloading one here!

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COPYWRITER AND PROOFREADER

CREATIVE DIRECTOR

Bang on! This, as it turns out, is a brave and experienced warrior of words.

So close! This role is actually about the mechanics - that is, the copywriting and proofreading - and less about the warrior's creative vision.

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Sorry this covert agent is actually a Digital Marketing Manager

You guessed it! It seems the functions of the ninja; espionage, sabotage, infiltration, assassination, and open combat hold little weight when compared with the task of a Digital Marketing Manager

TECHNICAL DIRECTOR

WEB DEVELOPER

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Yep, you guessed it. This lord over all other lords has the power to develop the web!

You’re forgiven for thinking that this much authority may be in a Director’s hands. In actual fact, they are a Web Developer.

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THE DIRECTOR AT A COMPANY CALLED FUNDOM

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CREATIVE WRITER

That’s right. All this imagination has created the ability to direct a place where nothing but fun ever happens.

Well it’s all fun until you realise that you guessed incorrectly and they’re actually a Creative Writer. It’s all making sense now.

ONLINE MEDIA CONSULTANT

PRODUCT MANAGER

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Ding! Are you feeling enlightened? You should be, you got it right!

Aha (insert lightbulb here) this is actually an Online Media Consultant!

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In your own backyard, you can celebrate the amazingness that is you and get diva-liscious all over your role title. But in the search for talent, sometimes the simpler the better (you can always put it in the description). Here are some considerations for labelling your newest asset.    Does it reflect the role? Giving people a sense of what they will actually be doing up front takes the guess work out of things. Does it help them get the next job? I know it sounds crazy, but remember, no one really stays forever anymore. Giving them a sense of how this will look on their resume/LinkedIn page will actually make potential candidates stop and think. What expectations does it set for new hires? Crazy title, boring job - that’s a fail. Don’t try to be something you’re not. Stay true to what you’re about so people have a sense of what they’re walking into.

So Jack is leaving and you’re worried if ‘Jill’ (i.e. the massive workload that still needs to be managed), is going to come tumbling after. Or maybe Jack’s still there, but the work is piling up and you’re worried everything’s about to explode unless you get someone in quick! Rather than going straight into damage control and getting a job ad out, take a moment to consider your options by asking these questions.

What is the value of the role you want? Determine what the job description is. If replacing Jack, does the existing description actually match the job he was doing? Are you still looking for the same thing? Is there outside help available? Do you need to hire in-house? Short-term needs could be filled with temporary, specialised help. Moving some tasks outside the company is another way to free internal resources to do the types of work that are core to the business. Do you really need help? It may be that you can handle some tasks internally more easily than you think by redistributing the workload, or in some cases eliminating unnecessary tasks that have become part of the team’s day to day or Jack’s role. What are the costs of not hiring? Consider the impacts to your team of running lean. This can mean greater inefficiency in the long run where they get burnt out and frustrated, or worse, leave too.

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Imagine you work for an awesome business, developing education for learners keen to get ahead in their career. Your Education Director Kris, is moving into a new role and you need to start the hunt for her replacement. Time to collaborate and get a picture of what you need! Let’s check out what others – including Kris – can tell you about the role, that might help you build a clearer picture of what you’re looking for. Listen out for consistencies in attributes that you know you’d definitely need to look out for in your candidate search!

MARKETING COORDINATOR

Are job titles really that important in attracting talent? While ‘Wizard of Lightbulb Moments’ (seriously, that’s a thing) sounds great in the office, who’s actually going to be searching for that? See if you can figure out what these roles are really about.

DIGITAL MARKETING MANAGER

Pick a job description template and customise it to meet your needs using this site.

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Congrats on getting through your unit to this point! So what have you done in this chapter? Well you've:Identified key stages of the recruitment process and systems to support future recruitment needsLooked at how to determine business needs for recruitmentIdentified barriers to attracting talent and methods to overcome themFocused on how to develop your selection criteriaWorked through how to create job descriptions in line with role requirementsSo what now? We recommend you put into practice some of the new skills, techniques and principles you’ve just learned. This is the best way we know, to ensure you know what you need to be successful on your journey – know what we mean?  Now, let’s get into the next chapter!