A recent survey of over 300 Australian businesses, commissioned by oDesk, revealed that 70% find traditional hiring methods are painful, and that talent scarcity is on par with cost as the top reasons why. The fact is, traditional hiring is highly time consuming, costly and when you’re competing for a limited amount of local talent, only a handful of businesses are going to get the talent that everyone wants.

“Why is it so difficult to recruit good talent, when Australia is such a skilled economy though?” I hear you ask. There are a number of theories. One focuses on shortages in specific skills, especially in professional services sectors such as legal, accounting and IT (HAYS). However, some believe rapid business transformation is to blame because businesses require completely new skills (Towers Watson) that create unattainable or unrealistic expectations about finding the perfect full-time employee.

Whatever the cause, businesses are hurting—and the problem extends far beyond the availability of high-caliber candidates. Even when great talent shows up at your door, odds are you may not recognize it; in my experience, the most exceptional interviewers are right only about 60% of the time. Then there’s the time it takes to find the best candidate, and the high cost of putting together a competitive compensation package to attract them. The right people are well worth the time and money, but the expense of being wrong—especially 40% of the time—can be astronomical.

And the war doesn’t end with hiring. When it comes to keeping star workers on board, you face the Silicon Valley competitive climate; even heavyweights such as Facebook and Google are having trouble retaining talent.

So what is a business to do, faced with such stiff competition and limited resources?

The traditional way to hire—fighting over local applicants for permanent roles—is quickly becoming unsustainable. To win the war on talent, you need to be innovative in your hiring approaches. Here’s how:

1) Look for the rough gems

Knowledge and skills matter, but don’t be rigid. There is no perfect employee, and the importance of motivation and personal characteristics is often underestimated. You can teach a chicken to climb a tree, but you’re better off getting a squirrel in the first place. In other words, you can always teach skills, but you can’t change motivation and personal characteristics.

2) Look to alternative staffing models, and leverage different types of workers

Businesses are realizing that not all positions require full-time, permanent employees, and that incorporating different types of workers—from permanent to on-demand—gives their teams exponentially more leverage while keeping the company agile. According to a recent report commissioned by oDesk, Australian businesses on average are hiring 3 online workers per year, and per capita are the global leaders for hiring clients online.

Businesses are also finding that there is no need to restrict their talent search to workers that live nearby, which essentially forces them into a hiring corner. Many are turning to more mobilised workforces and online workers, which erase geography as a limiting factor.

These approaches are not just side effects of a competitive hiring climate and increasingly on demand lifestyles; they are expected to become even more widespread in the future.

3) Be crystal clear about what you want, and what you can offer

Be realistic about what you can expect to find in a single person. Looking for a product manager who also knows HTML and can do a bit of financial planning? You may need to split it up into two different positions to find someone who excels at each. Prioritize what is most important and hire accordingly.

And just because we are in the midst of a talent war doesn’t mean you should oversell or over-promise when talking to candidates. We live in a transparent world, and inaccuracies don’t stay quiet for long—especially once the person comes on board. Candidates deserve to hear the good, the bad and the ugly; and the ones who will thrive on your team are eager to tackle all three.

Fighting the war for talent diverts energy and resources away from what’s most important—running your business. You may not be able to escape the war entirely, but you can fight smarter by rewriting the rules of engagement.

However, do you know exactly what they are, and how they will affect your business?

Some changes were implemented last year, and there are further changes that will take effect from 1 July this year. In this three-part series, I will provide an overview of what the changes are and help you understand what it means for you and your employees.

Increase in compulsory super contributions

As an employer, you are required to make minimum superannuation contributions on behalf of your employees. The amount you contribute is calculated as a percentage of your employee’s salary and is currently set to a minimum of 9%, which is paid into a nominated superannuation fund.

The main change to super arrangements is that compulsory employer contributions will rise from 9% to 12% incrementally over the next seven years. As an employer, this means that you need to start planning now.

What does this mean for your business?

Employers are going to be faced with increased superannuation costs, which they will either have to pay on top of normal salaries or mitigate via reduced remuneration and the restructuring of an employee’s overall package.

Although you might be tempted to reduce your employees’ remuneration to make up for the extra superannuation contributions, please be aware that this may not be as simple as it sounds.  A change in package might breach the employment contract and your employees will need to agree to any changes or new clauses, before you can legally implement them. If they don’t agree, you may need to pay the extra amount.

Another thing to be aware of is that reducing your employees’ remuneration might lead to them dropping below their minimum award entitlements which is a breach of the Fair Work Act.

One way that you might approach these changes, and keep your costs under control, is by keeping the increase in mind when conducting annual pay reviews. Additional superannuation costs can be factored in there rather than by reducing overall employee remuneration.

Planning for the superannuation changes now, rather than later, means that you can avoid any unexpected surprises, and help prevent your business struggling as a result of the new legislation.

While the biggest change to superannuation is the increase to compulsory contributions, there are other changes that include alterations to how contributions are recorded on pay slips and group certificates, the removal of the upper age limit, and new compliance responsibilities for company directors which are also important to be aware of.

We’ll explore these other changes in more depth as part of our three-part series on super.

The report, released by recruitment software company Bullhorn, found that over two thirds of firms will focus on strengthening relationships with existing clients to combat the weak economic outlook, while others will be devoting up to 50 percent more time to pursuing new business opportunities.

“Whether recruiters plan to widen their focus or specialise, they must be able to prove expertise and provide industry insight to secure new opportunities,” says Ben Fuller, sales director for Bullhorn Australia.

Only 65 percent of firms met or exceeded their revenue goals in 2012, down from 75 percent the year before, while the number of companies expecting an increase in revenue this year has fallen from 91 percent in 2012 to 76 percent.

The fall has seen almost a third of recruitment firms seeking to increase revenue by venturing into new markets, while another 28 percent have chosen to narrow their area of focus.

“For many smaller recruitment firms, pulling back to specialise in a niche sector is a temporary phase while they… nurture existing relationships until the market picks up again in their sector,” Fuller says.

Fuller believes social media has also become a key tool for attracting prospective clients, saying a strong online presence is necessary to ensure recruiters are “in the right place to start conversations.”

Over 40 percent of firms introduced social media in 2012, with a third listing the accessing of passive candidates via social media as one of their biggest opportunities for 2013.

“Recruiters are beginning to take a deeper look at the positive business outcomes of social media activity,” Fuller says.

Almost half the firms surveyed stated that their online presence and membership to professional groups were the best methods for connecting with new clients in 2012, with attendance of networking events dropping 13 percent.

The report also found that introducing more efficient business processes, increasing flexible roles and workplaces, and capitalising on growth in emerging economies were the other big opportunities for 2013, with companies also investing in new software and technology to make their services more effective.

“Understanding what platforms give the best return, ratios of engaging versus selling, and social recruiting etiquette will help recruiters streamline and maximise their efforts in 2013,” Fuller says.

Hiring a creative can be daunting but don’t stress. Here are some tips to help you navigate your way through the perplexing sea of service providers out there:

1. Ask for referrals

I hate to state the obvious but this should be your first port of call. Find out as much as you can about each recommendation. What were they like to work with? How long did the project take? If you find copy you love on a company website, contact them and ask if they can pass on the writer’s details.

2. Do a little snooping

Now that you have your list of names it’s time to start checking out their credentials online. When you visit each writer’s site, pay attention to first impressions. Do you like their style? Does the copy draw you in or confuse you? If they have social media profiles, take the opportunity to follow them or sign up to their blog.

3. Get in touch

The best way to vet candidates is old-fashioned but effective. Give them a call. Most copywriters will have a brief chat about your project before sending you a quote or proposal. Others will take care of this via email.

One tip: If you’re a start-up it’s important that you have a really thorough understanding of your business and what you want to achieve before you hire a writer. A writer’s job is to translate your vision, not create it from scratch!

You can also ask to see samples, though bear in mind they have been written to another company’s specifications and won’t necessarily reflect what the writer can produce for you.

4. Find a perfect match

There are plenty of copywriters who are generalists, but others have specific expertise in areas like SEO copywriting or content marketing. Make sure you choose a writer whose skills match your needs.

Ask if they’ve written copy for your industry before, particularly if it’s one that requires a steep learning curve like engineering or medicine.

If you have a personal brand or you need a ghostwriter, you’ll want to hire a writer who can channel your voice and make your copy sound authentic.

5. What advice do they offer?

A good copywriter will be able to figure out what you need by taking a look at your website or marketing materials. So listen to their advice. A copywriter is a marketing expert, not just a writer. Discuss their recommendations and make sure you’re in agreement on the direction you want to take with your copy.

6. Check the small print

Always check payment terms, revision clauses and turnaround times before you sign a contract. As a general rule you can expect to pay a retainer fee (or in some cases the full fee) before a writer starts work on your project.

There is a time investment required in bringing a copywriter up to speed on your business so factor that in. Remember the more information you provide, the better the result so make yourself available for meetings or phone calls.

7. A word on availability

Copywriters can be booked for weeks or even months in advance so don’t wait until the last minute to get in touch. It’s also worth checking on a writer’s availability once your project gets underway. Do you need them to attend weekly meetings? Do you need the writer to collaborate with other employees? Always run through your requirements in advance.

I hope my tips help you find the perfect writer for your project. If you have any questions or tips to add to this list, I’d love to hear them in the comments.

Before buying my first Snap-on Tools truck 17 years ago, I started my career as a diesel fitter repairing heavy vehicles in the mines in Queensland. It was this relentless pursuit of a challenge that eventually led me to investing in a franchise with Snap-on Tools – one of Australia’s most successful mobile franchise operations. The iconic American brand was expanding into the Australian market and offering attractive opportunities for those looking to join. And with my love of tools, it was a match made in heaven.

Starting my own business with Snap-on was one of the best decisions I’ve ever made. But it isn’t for everyone. The key to running a successful franchise business lies in your personal philosophy and approach.

Many people make the mistake of thinking that buying a franchise business means buying a job. If it was a job you would have a boss. But it’s a business and you’re the boss, so success and failure are largely dependent on you.

I can’t just credit the success of the business to my tenacity and determination, but also my relentless search for the right team. Here are some of my top tips for finding the right people for a high performing team.

1. Don’t hire for the sake of it

In the past, if I had a truck that was without a driver, I would have rushed to hire someone, because it would have been better than having a truck not operating. But now, unless the potential employee is the absolute right fit, I’ll let the truck sit there. If you choose the wrong person for the job, the wheels will definitely fall off.
The key to creating a team that performs well and helps your business grow, is to really understand your business needs and the needs of your customers, and hire accordingly. It sounds straightforward, but it’s easy to get distracted.

2.  Keep your team motivated with goals and incentives
 
I set clear goals and KPIs for everyone. If my staff know how they’re being measured and what’s expected of them then they can plan how they’re going to make it work. When they reach the goal, it gives them a sense of achievement which can be a great motivation.
Incentives are another way I motivate my team. For me, it’s been a big part of getting the guys to work towards a common goal, because they know there’s something worthwhile at the end. Last year I offered a trip overseas for them and their families if they met all their goals. I ended up taking eight of us on holidays, so I think it’s working!

3.  Be flexible

Something that comes hand in hand when managing a team, is dealing with bits and pieces that crop, like kids getting sick, family issues or even something as simple as a flat tyre. I always make sure I’m as understanding as possible and don’t get caught-up in the moment!  I listen to my staff and see the bigger picture.

4. Be involved

Even though I don’t necessarily operate my own truck anymore, I used to. This means I know what the guys are going through and can relate. If they come to me with an issue, I generally know exactly what they mean and can work with them to make a solution. The key is staying involved in your business – your leadership has to visible and constant.

We have been running a business networking company for over two years now – here’s what we have learned about networking.

These are some of the things that work well amongst the Converge groups.

Spend time with other members of the network

The first is that even though we meet weekly, that is still not enough. Referral relationships are like any relationship, it takes time to develop and work to maintain. Time spent is important.

The members who are generating the most amount of business have taken the time to visit other members’ offices and had those members at their offices (or a mutual cafe).  The key point is that they have spent time together just to get a better understanding of each other’s businesses.

As the famous saying goes, “seek first to understand and then to be understood”. The best networkers are the ones that ask the most questions and do the least amount of talking – they are the ones that really understand what the other does and are in the best position to help.

Work on your referral or sales pitch

Second it has taken some time for some members to refine their ‘referral’ sales pitch. This is the spiel that is needed when talking with potential referrers that is different from the spiel you use with the end consumer. Your referrers are not the end beneficiaries of your product or service and as such often miss the message when you sell them on the benefits. They are focused on their fears and you need to alter your sales spiel to reach them. So the people who are generating the most referrals have this spiel fairly well practiced.

This distinction between what you say to clients/customers versus what you say to the referrals is key to real success. It is as fundamental as the difference between selling the features versus selling the benefits.

Be clear on who is your target client

The next area involves being able to articulate the type of clients. It is very hard for a referrer to identify targets for you if they think they are looking for too broad a group say anyone between 20 and 60. Members that are getting more referrals have been brave enough to limit their target clients for the other members so that they know exactly who they are looking for as potential referrals.

The other aspect of this is that once you have articulated who the target customers are, you can then describe the triggers for that person. These are the events, situations and discussions that will promote the potential client to look for or need your services. The key is communicating these to your fellow members.

Bring your business card

Lastly, and I wouldn’t have thought this was needed but…..business cards. We still have meetings where visitors turn up and our members are business card-less. You don’t have to be selling all the time, and you need to have time when you are not your business – but not having business cards when someone asks is just not productive nor helpful, especially at the network meeting.

Talented employees are increasing in demand, and competition can be fierce to attract the best candidates. How do you go about attracting the most talented employees to your business?

1. Make sure the role is clearly defined

Knowing who you are looking for is half the battle when it comes to finding the right person. The more detailed the job description, the more you are likely to attract the right candidate. Make sure you are realistic about what the job entails, and that you identify the personal skills and attributes required for the role, rather than simply looking for someone you get along with.

2. Make sure you are looking in the right places

Do you know where to find the ideal candidate for your role? Be aware which are the best forums and job boards for your particular industry. Use social media and other more creative tactics. Remember that a lot of the good candidates won’t be actively looking as they will be well looked after in their existing companies, so you will need to think about how to get in front of candidates that may not be looking.

In truth, the battle for valuable employees has led many companies to go to great lengths to lure candidates away from their competitors for example. The right person is out there, but if they don’t know about your opportunity they will never be able to find you.

3. Have a well defined, fast moving recruitment process

Delaying or being unclear as to the progress of your candidates through the recruitment process can mean you miss out to other recruiters. Recruitment is a fast moving process, and desirable employees are often snapped up quickly. Even if the process is likely to take a while, keeping candidates informed of their progress can help alleviate any anxieties which might lead to them looking elsewhere.

4. Effective interviewing and good communication is essential

If you don’t know the right questions to ask you may end up missing out on the perfect employee. Make sure interviews are competency based, and you have a structured progression through the interview. Try to put the candidate at ease – remember you are not trying to test them and catch them out, you want to find out if they are a good fit for the role, which means allowing them to be comfortable enough to express themselves. 

5. Sell yourself

Make sure you emphasise the positives of working for your company to your prospective employees. Even if a particular candidate does not turn out to be right for this role, there may be other roles in the future they are more suited to, or they may speak positively about your company to their colleagues and friends.

Let them know about any bonuses, flexible working conditions, parking and appealing aspects of your company culture. If they are faced with the choice between several quite similar roles, a few perks can be what swings them in your favour, and keeps them on board once they are in the position.

Remember to treat all candidates well and respond to all applications with respect as they may be potential new clients now or in the future.

As a small business owner you have a lot on your plate. Whether it is managing cashflow, shaping your brand proposition or developing distribution channels, every decision you make has a considerable impact on your business’ future. There is one consideration however which often falls off the radar for many small business owners: an adequate human resources program.

SME owners are by no means alone, Australian businesses of all shapes and sizes have difficulty in keeping abreast of the latest changes to workplace legislation and human resources practices. However this can be a particularly difficult and onerous task for small and medium sized companies as many do not have an internal HR resource.

The value of top class HR advice does not diminish with the size of a company. Attracting and retaining the absolute best talent is vital for businesses of all sizes, and ensuring you are up to date with employment-related legislation regulation is a necessity for all business owners. This is particularly pertinent for SME owners who account for over 70 percent of employees in Australia.

Workplace legislation is ever evolving and, at times, a contentious issue, with businesses under pressure to ensure they are up to date with the important legislative changes. Added to this are the proposed imminent changes to Living Away from Home Allowance (LAFHA) and it is little wonder that organisations occasionally find themselves on the wrong side of the law.

To help companies navigate the maze of HR issues being faced on a daily basis Randstad has launched into Australia, for the first time, the Randstad workpocket 2012/13. An internationally recognised, annual employment and HR guidebook, it contains advice to help companies navigate the minefield of people-related issues and concerns, helping to find the best solution quickly and easily, whilst ensuring your organisation remains compliant, competitive and there is minimal to no impact on your organisation’s employer brand. Putting into place over 50 years of international learning and expertise, workpocket is like having an HR and employment law advisor at your desk, helping to manage ever-increasing issues, changes, and people-related questions that arise each day.

HR is a fluid and ever-changing sector, and while there are always key factors which will impact your employer brand and affect your ability to attract the best employees, there will always be issues which businesses will need to focus on in the short-term in order to remain up-to-date with emerging trends and legislative developments.

Below are two of the major issues business owners need to be informed of in order to, not only remain legally compliant, but competitive in this labour tight market.

Changing legislative landscape

The expected changes to LAFHA are likely to impact a large proportion of foreign workers on 457 visas, with many overseas employees no longer benefitting from the tax-free payment. This will no doubt have a large knock-on impact for small and medium sized companies that rely heavily on overseas workers and use LAFHA as an added incentive to entice them to consider a role in Australia.

The vast majority of small and medium sized enterprises will not be able to increase salaries in line with overseas employees’ expectations, and there is the added concern over the impact of suppliers passing down costs through the supply chain and the overall negative impact on business confidence.

The lengthy debate in relation to LAFHA highlights the need for companies to understand the changes in legislation and not only how these need to be factored into employee contracts, but their overall employment and business strategies. Failure to keep up to date with the latest hiring trends can have a direct impact on an organisation’s ability to function effectively and to remain an employer of choice.

Training and development

Even more than larger organisations, small and medium sized enterprises feel the added fiscal burden that comes with the need to upskill and train employees, particularly when the market is not as buoyant across many of Australia’s key performing industries.

Despite the current economic climate and ongoing levels of uncertainty, previous slowdowns have proved organisations that continue to train their workforces emerge in a much stronger position than those that stop or slow down their investment in training. Rather than spend money on unnecessary training programs, first focus on the changes that you know are taking place within the organisation in the near future and the implications these changes will have on an employee’s ability to carry out their role.

What changes are in the pipeline in technology? Can the organisation expect to be impacted by a merger or acquisition in the near future? All of these changes will impact on the type and level of training that an employee needs.

Design and implement a training program that understands the theory of how people learn and absorb information, plus the organisation’s requirements and then combine the two to identify the best route to meet the needs of both employer and employee in the most cost-effective way.

Whilst training can be expensive, investment in up-skilling and development programs is essential for maintaining a competitive workforce. Pay attention to employee feedback through regular staff surveys and also at exit interviews to establish if a lack or perceived absence of a coordinated training and development program is one of the reasons your staff are leaving and do what you can to combat this.

In recognition of the high costs associated with many training programs, a number of federal and state government programs have been established to help SMEs cover the costs of developing a more skilled workforce. The National Workforce Development Fund announced funding in the 2011/12 Federal Budget to support training and workforce development in areas of current and future skills needs.

The Randstad workpocket provides a one stop booklet on best practice hints and tips for training and developing your employees, to ensure your organisation is well placed to take advantage of any upswing in market conditions.

The world has been in the economic doldrums for four years, unemployment is on the way up, and there are, if we believe the media, many highly-skilled employees on the job market. For employers, recruiting is easier than ever, isn’t it? Well… no, not really. Recruitment steals time from managers’ “real jobs” as much as it ever has, interviews get no easier, and whilst there might be more recruitment consultants cold-calling us and more CVs coming our way, actually finding the ideal employee is still tough.

I’ve been recruiting for sales professionals for ten years. To help you through the process, I’ve put together these five tips to bring method to recruitment madness.

Step 1: Screen CVs properly

CVs are a wonderful tool for both job-seekers and employers, as they allow a huge degree of creativity which can be invaluable for both parties.

The drawback to this, is that there’s no such thing as a “standard” CV, so some skill is required when trying to sort them for potential interviews. Everyone will (I hope!) have many positive points on their CV, and will have chosen these to highlight their strengths. As employers, we need to look out for certain warning signs within this personal promotion.

• Sloppy spelling, grammar or punctuation: this is most likely a sign of lack of skills or knowledge in this area. It is also a sign of someone who didn’t bother to proof-read their CV, or ask someone else to cast their eye over it. At best it shows poor attention to detail.
• Job-hopping: either the candidate is a poor performer who is unable to hold down a job for long, or they can’t decide what career is for them, and may move on from your job quickly as well.
• Unexplained gaps: perhaps there’s a job missing in there which they’d rather you didn’t know about – another short-term stint, or perhaps on which they’ve left under undesirable circumstances.

Of course, these things alone don’t necessarily make for a poor choice, but should at least be discussed further at interview.

Step 2: Conduct the first interview by telephone

When I first started interviewing, I wasted many an hour meeting people who I’d decided were unsuitable during the first 2 minutes of the interview. This wasn’t usually related to appearance, but to energy levels, tone of voice, communications skills… that kind of thing. I have since saved myself a huge amount of time conducting the first interview on the telephone.

Face-to-face, it’s difficult to politely conduct an interview with someone unsuitable in less than 45 minutes. However, conducting a 15-minute telephone interviewing first means that only the best candidates make it into the office. Keep the phone interview informal, let the candidate ask most of the questions, and clarify any doubt points from the CV.

Step 3: Scripts are for actors, not for interviewers

My sister works in an industry where interviews all have to be conducted in an identical manner. This makes it difficult for her to probe individuals’ strengths and weaknesses, or to investigate further into a relevant area. Unless you’re also bound by this type of constraint, ensure your interview is conducted flexibly.

Rather than having a list of questions, consider having a list of information you wish to find out, problems to investigate, or traits to perceive. How you achieve this can then be tailored to individual situations to really see each candidate as an individual.

Step 4: Don’t overlook the importance of the team

Every team needs a balance of personality types to function effectively. It’s important to mix the high-energy inspirational types with steady dependable people, innovators with those who prefer to follow the rules, goal-oriented with team-oriented. This balance is what makes a team really perform, so remember to consider which types you’re missing and try to aim for this type in your recruitment.

Step 5: Ensure the candidate closes

My final tip is most relevant to a sales role, but can be applicable to any position. An interview is the opportunity for a candidate to sell herself to an employer. This should be exactly the same as a real sale: find a needs gap, identify requirements, position the product (i.e. the candidate herself) to satisfy this need, and close the deal or get commitment.

If a sales candidate is unable to do this in an interview, then in my experience they’ll struggle in the job. Many a recruitment consultant has tried to talk me round on this point with “it’s not a real sale”, but it is, and this is important when recruiting salespeople.

So, here you are: five tips to improve your recruitment and help you get the right people into your vacancies, quickly, and with a minimum of fuss. Happy interviewing!

Now that we are coming to the end of the year, many of you will begin to ponder your next moves, which means creating or updating resumes to best reflect your experience.

Your first impression is often your resume. This is the chance to sell yourself and hopefully move to the next stage to a face to face or phone interview.

To make sure you are not passed over because your resume did not truly reflect your successes, here are a few basics that can make all the difference.

1. Make sure it’s relevant

Did you list an objective on your resume or did you include a cover letter? You would be surprised at how many do not match the role applied for. Stating on your resume that your passion is to work for a medical company and then sending it to a property business is not great!

Is the resume straight to the point? Decision makers should be able to identify the relevance of your background to the role with ease. Many hiring managers will simply not have time to sort through all of your hobbies, extra curricular activities and course certificates unless they are directly related to the role you are applying for or your experience.

This is often the deciding factor on whether you are moved to the next stage.

2. Make it simple

Steer clear of garish graphics or patterns. Choose the format best suited to your circumstances, but it’s hard to go wrong with something simple, polished and slick. Best to leave out personal photos and personal information outside of relevant contact details.

Length of a resume can be distracting. It will depend on the years of experience, but there is no need include your complete job history in detail if the roles  are no longer relevant to your current career path or job interest. If your resume is still lengthy list the company name, role, dates and few specifics tasks and accomplishments – you can explain these in more detail in the interview if asked.

3. Spelling mistakes

This is a big one, there’s no excuse for spelling mistakes. Always run your document through the spell checker and have someone else read over it. I have seen resumes claiming the person is detail oriented only to find several spelling mistakes!

4. Incorrect contact information

You would be surprised by the number of candidates who provide incorrect contact information, make sure you double-check your personal details.

Keep a list of the jobs you have applied to somewhere handy that you can get to quickly. I have often called people who did not remember what role they applied for or what companies they had applied to. As a hiring manager it comes across as “ I am not truly interested in working for you”.

Answer your phone in a professional manner when you are job searching. It’s about your tone as much as what you say. The first few seconds of interaction can either start the conversation on a positive or a negative note!

Take a look at your email address – if it’s a nickname from University or a tribute to a super hero , it might be a good idea to have a separate one for job hunting! What about your voice mail? Does it send off the right impression of you?

Your LinkedIn account should reflect the information on your resume, so check it’s consistent.

5. Lies, lies, and more lies

There are consequences to fabricating or exaggerating credentials. Your integrity and credibility are at risk. Many clients and the majority of agencies will directly check documents and certificates for validity. In many cases they may also know you through their own connections.

There is no such thing as a perfect resume. Remember that the best resumes we see are the ones that market the candidate effectively, portray them as a solution-provider and are easy to understand.

Best of luck in your job search!

Over the past few years organisations have increasingly turned to white collar contractors (referred to as Independent Professionals or IPros by Entity Solutions) as a means for facilitating a scalable workforce that supports sustainability and profitability.

The trend, evident across a broad range of industry sectors, is being driven by a mix of economic conditions and business priorities. In the current macro-economic climate, organisations are becoming increasingly reluctant to swell the ranks of their full time permanent staff. Rather, they are seeking to fill vacancies with IPros who can be increased or decreased in number as economic conditions change.

IPros also appeal to employers because they allow an organisation to remain flexible and adaptable to new opportunities or shifts in market demand. These IPros with specific skills can be quickly sourced and placed within the organisation to ‘hit the ground running’.

For procurement managers, the rise of the contract workforce brings with it particular challenges. Management methods which worked in the past may no longer be appropriate or efficient. Often they need to be examined and refined for this new employment paradigm.

The evolving recruitment challenge

IPros enter an organisation through a variety of routes. Most organisations have a panel of preferred recruitment vendors from which short-term talent is sourced. However, increasingly, procurement professionals are also finding a rise in the number of ad-hoc hires as line of business managers source talent from specialist or non-approved vendors, as well as sourcing these experts directly without going through any recruitment vendors.

The result is an increasingly complex web of supplier relationships, contracts, and payment trails. Multiple agencies need to be managed and staff benefits tracked. Invoices from direct hires must also be approved and processed, further adding to workloads.

The rise in individual contract numbers can also make it difficult to ensure consistency of payment rates and conditions. Approved recruitment vendors may become frustrated if they perceive that a growing number of hires is occurring outside their responsibilities.

If the situation is not addressed, tracking the true cost of engaging and managing the IPros becomes difficult; if not impossible. For those charged with managing the process, the situation can rapidly become a nightmare.

The benefits of Managed Vendor Services

To overcome these challenges, procurement professionals must take a more holistic approach to the management of IPros.

Rather than struggling with the burden of dealing with multiple suppliers and a range of directly hired workers, procurement departments need a single point of contact that can manage and maintain all relationships.

Dubbed Managed Vendor Services (MVS), this approach provides a range of clear benefits for an organisation. Once implemented, it can significantly streamline how contingent workers are appointed and managed.

For the procurement professional, the most noticeable benefit of adopting an MVS approach will be a significant reduction in the administrative burden. Rather than needing to track multiple vendor relationships, all IPros are managed by the MVS firm. As a result, a clear picture of exactly how IPros are being used by the organisation and their true cost can be obtained.

The MVS approach also ensures issues that can easily fall through the cracks are addressed before any problems arise. These can include legal ramifications around non-standard contracts, occupational health and safety (OH&S) training for IPros and the communication of policies relating to issues such as corporate intellectual property (IP). Additionally, as MVS is a core service their compliance with legislative requirements such as Workers Compensation, Payroll Tax, Income Tax, Superannuation and the like is assured.

When to consider a Managed Vendor Service

There are a number of points at which a procurement department should consider embracing an MVS approach to the management of its IPros. They include:

1. Planning a headcount increase

While the management processes already in place may be working, increasing the numbers of IPros could add unwanted strain. Moving to an MVS provider will help to alleviate this.

2. When pressure is already being felt

Things may already feel out of control, with large numbers of IPros currently working within the organisation. An MVS provider will be able to get things back on track.

3. If gaps in compliance are discovered

Things may appear fine on the surface, but dig a little deeper and there can be issues around the management of factors such as agreed agency margins, benchmarked IPros rates, modes of engagement, protection of IP, and OH&S inductions. An MVS provider can monitor and manage all such factors.

In selecting your MVS provider vendor neutrality is important. Look out for a MVS provider that does not perform recruit activities thereby eliminating conflict of interest or any risk of redeployment of your valued talent. Vendor neutrality also means your recruitment vendors can be comfortable in knowing that the MVS provider is a trusted partner.

Conclusion

As more organisations recognise the benefits offered by contract workers, their proportion within workforces will continue to rise. While this brings considerable benefits in terms of flexibility and cost control, it can also put a strain on existing internal structures and staff.

By adopting a MVS approach, these strains can be significantly reduced if not eliminated. A single point of contact for all IPros means costs control can be maintained and administrative burdens decreased.

The result is measurable benefits for an organisation which is able to continue to enjoy the benefits of IPros without having to also deal with the complexity such a workforce can bring.

Here are some ideas on how you can improve the quality and outcomes of your performance and development conversations with your people.

1. Define the purpose 

Be clear about what you are trying to achieve. You have made an investment in people and you want to get the optimal return on that investment, don’t you? So the process should be about how you work with your people to improve their performance thereby improving business performance.

2. Connect the dots

This is about getting people doing what you need them doing in the way that you need it done all of the time. Provide that alignment by connecting the dots for people and teams:

• You have a business strategy (vision, values and plan) which sets out your goals and how you are going to achieve them – the BUSINESS plan;
• You have teams which are established to execute specific elements of your business plan – the TEAM plan; and
• You have people who are engaged to execute specific elements of their team plan – the PERSONAL plan.

3. Keep it simple and practical

What you need is a simple process that is logical, easy to use and applied consistently in practice. For example, put together a basic action plan model for business, team and personal plans which set out:

• What is the goal? Ensure alignment between business, team and personal goals
• How are we going to achieve it? Detail the activities and the learning required to achieve the goals.
• Who is going to do it? Make teams and people accountable for delivering the expected outcomes but also recognise support they require.
• When is it going to be done by? Set realistic timeframes.

4. Make the time

Just as you need to continuously monitor and review your business plan (because things change), so you need to ensure that your teams and your people are adapting to any changes required.

Have regular meetings at each level to review progress against the plan, confirm outcomes, identify areas for improvement and make any necessary adjustments. At the personal level these should be at least quarterly.

5. Manage the time

How do you get the most out of the time together?

Start with being structured – allocate a specific period of time for the meeting and have a simple agenda which might be:

1. Review progress against the plan
2. Identify any changes that are required
3. Congratulations on achieving outcomes
4. Confirmation of areas for development and focus,
5. Set next meeting date

And stick to the commitments – if your people are your greatest asset, why wouldn’t you!

6. Have balanced and transparent conversations

People value constructive feedback which is balanced giving hem recognition for their achievements, clarification with improvement requirements and support with learning. It is very important that you listen to what others have to say and give them constructive feedback including the reasons why you hold a particular view whether or not that accords with theirs.

Above all, there should be honesty and no unpleasant surprises.

7. Change the language

Drop generic HR terms like performance appraisal which, over time, have too often been associated with ineffective practice and unwanted events. Be innovative and think about words that resonate with your business goals and values integrating them into the process.

Get these seven steps right and you’ll enjoy both the process and the results!

We all have our quiet opinions concerning the youngest group that stomps through the workforce. They are commonly referred to as ‘Generation Y’ and are at the centre of one of the most heated debates in the world of Human Resources. Are they lazy or are they just faster? Are they smart or are they smart-alecks? This ever-growing issue is the force behind brand new outlooks on recruitment advertising, selection, retention techniques and updated strategies.

We maintain that the success tool when hiring and retaining your Gen Ys is found in incorporating their values and attitudes into your recruitment and retention strategies. However, it is equally important not to overestimate their abilities to adapt, simply because they were raised into a fast-paced learning environment.

It has become increasingly clear that the newer generation who roam our workplaces are generally technologically savvy, are instant digital communicators and have a world of opportunity at their feet, like never seen before. While this is being recognised, many managers see it as an excuse to curb training and induction expenses.

We encourage that the more effective course of action is to enhance their likelihood of success through more workshop style training and dedicated learning forums, so that these new-age attitudes and capabilities may be properly understood and maximised to future benefit your business.

Our experience indicates that some employers are struggling to balance the acknowledgement and potential of the new generation’s capabilities and are raising their expectations of them to an unrealistic level. They may be instant communicators in the digital world, but in the workplace it will still always take time for any individual to adjust to the familiarities of their role and the culture of the business.

All too often, those in hiring or management positions are not monitoring new candidates in their routine activities and when expectations or KPIs are not met, they are too quick to blame the recruitment process or point the finger at the individual themselves.

Employers to be patient during the induction and training period and explore all avenues, before playing the ‘blame game’, to ensure that you are not potentially losing a valuable asset to your company.

Here’s how to ensure you aren’t judging too soon that your newest addition to the workplace is not performing to the standard that you envisioned:

1)    Re-evaluate the role that the individual has been recruited into. Take any inconsistencies as an opportunity to verify the responsibilities and KPIs that they have been assigned. Are your expectations realistic? Have they been performed before?

2)    Re-consider how well you have set expectations. What mode have you chosen to communicate your expectations? How have you verified their understanding?

3)    Consider formally assessing your new recruits learning style and revising your teaching method. There are numerous simple tests which will tell you and your new recruit their preferred learning method and use this as a tool to discuss effective learning techniques. Re-evaluate your training and support mode and consider widening it to incorporate all learning styles.

4)    Evaluate the environment. Is under-performance a common trend amongst workers? Could your new recruit’s performance be reflective of a team morale issue? Consider an effective team bonding activity that encourages peer support and team based goals.

5)    Evaluate how honestly you’ve given your new recruit feedback. Have an open conversation with your employee and offer them constructive feedback and criticism of their journey in your business so far. Pitch this as a development conversation and watch their motivation and determination to succeed in your business soar!

In 1919, Walt Disney worked for a newspaper as a cartoonist, and was fired by the editor who felt that Disney lacked imagination and had no good ideas. Perhaps rather than trying to fit someone into the preset mould that you are trying to fill, consider making adjustments to your mould to accommodate the talents and capabilities that they are willing to offer.

Recruitment Coach is a unique coaching and consulting firm for small-medium businesses, specialising in simple, effective human resources strategies. Contact Recruitment Coach for more information.

My initial response is that you are asking the wrong question up front and you should first ask: “What is the best way to manage the growing number of people in my business?”

Firstly let’s break that down into component parts which I call the 4Cs of people management:

C1: Compliance 

This is the base level of people management and is fundamentally about ensuring that the business is compliant with its legal obligations as an employer in relation to such things as:

• Wages and conditions of employment.
• Workplace health and safety.
• Equal opportunity, discrimination and harassment.
• Privacy.

C2: Capability

This is about building the processes for managing people which include or add to what you have done in compliance but also facilitate:

• Effective conversations about team and individual performance and development.
• Skills analysis and learning and development activities that are aligned with business needs.
• Reward and recognition that has meaning, is properly aligned and is affordable, providing the right return on investment.
• Targeted recruitment and retention of the right employees and fair and effective management of the exceptions.

C3: Competency 

Having put the systems in place, you need to develop the abilities of your people to apply them and comply with them in a consistent and competent manner by:

• Training your leaders and managers in the application of the processes with their teams and individual team members.
• Educating all of your people about the processes and their roles and obligations.
• Ensuring that you practice what you preach and both require and allow your managers to do their jobs, and
• Incorporating the leadership qualities you need in your criteria for selecting your managers.

C4: Culture

This is when it all comes together – you know that you are compliant with your legal obligations, you have people management systems that work and your leaders and managers are really driving improvements because you:

• Have a clear vision and business strategy with measurable goals for improving business performance and “your people get it”.
• Understand the competencies that you need and your investment in training and development delivers improvements in performance.
• Engage your people in improving business performance and recognise and reward them for their contributions, and
• Have leaders and managers who ensure that your people are on board, contributing and continuously improving their capabilities and performance.

So when do I hire a HR Manager? 

The truth is that your specialist HR resource needs (ie the skill set required) will differ depending on where your business is in the above hierarchy.

At levels C1 – C2, there is a greater emphasis on administration, compliance and risk management whereas at C3 – C4, there is a much more strategic focus on organisational development, engagement and leadership.

What will not change is that you need your managers and leaders to be on board every step of the way because they are the real people managers every day.

That leaves us with a different but much better question: “How do I best support my managers to do their jobs better?”

To be clear, Gina Rinehart’s enterprise migration deal is special. Enterprise Migration Agreements are specifically for large projects in the resource sector that require more than $2 billion capital investment and 1500 workers. They come with stringent requirements for training Australian workers and the foreign workers are protected under the Worker Protection Act 2009. Outside these mega projects businesses must go down the path of employer sponsored visas to employ foreign workers.

Until 30 June 2012 the two main types of employer sponsored visas are Long Stay Temporary Business visas (457) and Employer Nominated Scheme (EMS) visas (121 and 856).  In addition there are Regional Skilled Migration schemes for regional employers. These schemes will continue after 1 July 2012 but with some changes to visa classes for permanent migration.

A 457 visa can operate for up to 4 years during which time the employee must work in the nominated occupation for the sponsor.  EMS visas allow an employer to  permanently sponsor a foreign worker provided they are offering full-time work in a relevant occupation for at least 3 years. It is possible to convert a 457 visa to a permanent EMS visa with a formal skills assessment or after two years continuous work.

If you choose to sponsor a temporary foreign worker your business must meet the training eligibility benchmark. This means providing evidence that an amount equivalent to 1 percent of your total payroll is spent on training your employees who are Australian citizens or permanent residents. Alternatively you can pay an amount equivalent to 2 percent of total payroll to an industry training fund.

You must also meet strict criteria throughout the sponsorship including:

• paying equivalent terms and conditions of employment
• paying travel costs to enable the sponsored persons to leave Australia if requested
• paying costs incurred by the Commonwealth to locate and remove an unlawful non-citizen
• record keeping and provision of information to Immigration
• not allowing the sponsored person to work in another occupation
• not recovering costs (including migration agent fees and recruitment)

To be eligible for permanent sponsorship an employer must have a training strategy for existing Australian employees, demonstrate a legitimate need to sponsor a foreign worker and ensure that the position being filled is a highly skilled occupation on the Employer Nomination Scheme Occupation List (ENSOL).  The ongoing obligations for sponsoring a permanent worker are equivalent to employing an Australian citizen.

The application process for 457 visas follows these stages:

Step 1 the employer applies to be a sponsor
Step 2 the employer nominates a position
Step 3 the employee applies for a visa

The application process for the employer nominated scheme is only two steps. First the employer nominates a position and second the employee applies for a visa.

Anybody concerned about Union claims that foreign workers are stealing jobs from Australian citizens should be reminded that the foreign worker visa program has built in protections for Australian jobs including training and development to address skills gaps and making genuine attempts to fill positions locally before looking offshore.

Foreign workers are also protected from exploitation by the Worker Protection Act 2008 with heavy penalties for non compliance by employers.

Employing foreign workers is a realistic option for most Australian businesses, not just the mining magnates. The process may not be simple but with a little expert support it is certainly viable and well worth considering.

There are significant changes to skilled migration from 1 July 2012. Now is a great time to look at your options or to review your existing arrangements.

When businesses stop to analyse hiring mistakes, the evidence is clear; the attitudes of employees are harder to improve than their skill set. The key to effective recruitment is to master the technique of assessing candidates’ interview manner, their ability to build rapport and their enthusiasm towards future outlooks.

Unfortunately, many employers still place too much emphasis on the knowledge base and skill-set of potential employees instead of focusing on whether or not their character will allow them to adapt and learn within the existing culture. They are missing the key to success. Truly successful organisations are moving towards an interactive internal structure because even the most skilful people can have little desire to apply themselves to team-based objectives. All too soon these people can become a cog in the chain, hindering business growth and success.

While you need to understand the level of skills a candidate has, the long-term damage caused by apathetic employees through poor attitudes outweighs the importance of skills in the long term

So, how can you recruit right the first time?

Here are some simple ways to ensure that you are taking onboard someone who is excited about the role they play in the future of the business and is truly enthusiastic about contributing to its overall success.

1. Paint a Picture

When advertising for a position, write in a way that briefly mentions the skills and knowledge needed, but more importantly, allows candidates to be engaged so that they can imagine themselves working in a position within your business. That way, your starting point is an applicant list with a valid interest in your culture. If you allow candidates to align their values with the values of your business, you position yourself well to assess these values during the interview.

2. Ask the RIGHT questions

When conducting telephone screens or face-to-face interviews always ask candidates to explain by relating back to their previous experience. Your questions need to be open and objective. You want to gather, if they not only have the ability to recognise the attitude you are after but also whether they have actively practiced this in the past. Try to avoid just asking the candidate what they would do in your particular scenario, as many have the ability to feign their attitudes, for the purpose of getting hired. Spend time focusing on understanding ‘how’ they have done it in the past, drawing on as many relevant scenarios, both in and out of the workplace, that they can think of. How have they chosen to do their jobs in the past? When have they participated in a team before? How have they faced challenges? Through this method, you have assessed both what attitudes candidates think are appropriate and when they have demonstrated them before. Although some candidates may find this method frustrating, even that is a display of an attitude.

3. Show and Tell

Take responsibility for a truly mutual fit by offering the candidate the opportunity to experience ‘a day in the life of’. This is often the best way to assess someone’s actual attitude and ability to fit in with the team. A poker face can only last so long and when you ask someone to actually produce some real work, the mask will often fade away.

4. Test it out

A fair probationary period, coupled with structured feedback points will allow you to see if the candidates have truly adapted to their surroundings and determine whether or not they are operating in line with the culture of the business. Remember, they may be excellent at achieving technical outcomes and they may meet all skill-based KPIs, but are your other skilled staff working contentedly alongside them? For this reason, clear expectations around the importance of attitude is key, in addition to constant feedback, positive and negative, about how they are contributing to business goals.

The interview process is the first impression someone gets of a company. Even if the candidate is unsuccessful, you want each applicant to have had a positive experience when they exit the recruitment process. As a result it’s important for an organisation’s employer brand and reputation to ensure the interview process is handled effectively.

There are a few things you can do while interviewing to ensure it’s a positive experience for all involved.

Understand that you the employer are being interviewed

A critical but often overlooked step at the beginning of any successful business relationship is the interview of a potential employer by a candidate. Employees are commonly regarded as brand ambassadors for their company, and the same attitude should extend to the interviewer. The key is to realise that the interview process is now considered an authentic two-way process, and to secure top talent the organisation also has a responsibility to make a good impression. It’s important to manage the interview process as carefully as any marketing campaign.

Always give feedback after an interview

Research we’ve completed consistently shows candidates appreciate post interview feedback and not all employers give it. There has always been an imbalance between the amount of effort and commitment a candidate puts into a process and the feedback (or lack of it) they receive at the end.

The reality is a candidate will think more highly of an organisation if they give feedback, even negative, than none at all. Overwhelmingly, candidates demonstrated that the way they received the feedback wasn’t as important as the fact they received it at all. Job seekers are looking for helpful, constructive feedback that will be helpful in their future job search.

Feedback should be sufficient and appropriate, to ensure that it is helpful to candidates. While it is appreciated that giving feedback can be difficult, stating it clearly, quickly and sensitively will make difficult messages easier to deliver, and receive.

Have clear interview guidelines in place

Interview guidelines should be designed for consistency, facilitate appropriate questions, and be in a manner that reflects company values. If a candidate turns down an offer, asking for honest feedback on the interview they experienced can shed some light on what could be improved in the process.

Be honest

Never make an offer during the interview, overpromise, or commit to something undeliverable. Be honest with what you can deliver, what the role entails, and what will be expected from a candidate if they’re successful. The worst thing you can do is to make a candidate feel “duped”.

Remember that negative word of mouth can be damaging. A negative review of a company’s recruitment process cannot only spread between people and their networks, but also online through social media, blogs, forums, etc.

Organisations that fail to align their recruiting practices with their branding strategy risk losing top talent and potential revenue. Each candidate will walk away with some impression of the organisation, and the statistics show they will talk about their experience with others. Therefore, each candidate encounter represents an opportunity to build a positive brand image.

While some managers or employees may dread the arrival of a new intern in the office, see it as a positive instead and think about what you, and the business, can gain from the experience.

1. Fresh ideas

This is a new person coming in to a business, looking from the outside in. For most of us it can be hard to step-back and see a business and its processes from a fresh angle because normally we are entrenched in the day to day activities, culture and politics of the organisation.

Interns are usually near the end of their studies and are currently receiving the latest education in their field, take the time to listen to what they have to say, you never know what ideas they may have for you to make your job easier or your business better.

2. Energy

If a student has actively pursued an internship, it is usually because they want to do an internship at your business. Harness their energy and enthusiasm into the right channels; get them working on projects that need a boost of energy.

3. Dirty work

Sending them out for coffee runs four-times a day isn’t really giving them learning opportunities, but you can get interns to do those little tasks that no one has time to do, if it is in line with their future career. They will be happy for the experience and you won’t have to worry about fitting that one extra task into your already busy day.

This could be getting them to follow-up RSVPs to an event or doing office stock take, they have learnt a new skill and you can tick one more thing off your to-do list.

4. Taking the time

A common complaint about taking on interns is that they take time away from the job you are being paid to do. To combat this, set-up an internship program with a dedicated management resource to ensure the process works smoothly.

Even a SME can spend time coming up with guidelines and expectations to make the process easy for all. Interns can lighten your load and be a help, not a hindrance when it comes to completing all of your tasks. They can take time away from your day, but if you invest the time wisely, you will both gain from it. 

5. Recruitment

Many interns from Macquarie University go on to work at the place where they interned. Recruitment costs can be high and with interns, most of the work is already done.

You have seen how they perform and how they interact with you and other employees and whether or not they fit into the culture of your organisation. No matter how many times you interview someone for a job; it can’t give you the valuable insight into a person that having them as an intern can.

You may not even be looking to hire someone right there, but who knows what will happen down the track and already having those recruitment leads in place can put you one-step ahead in finding the right person for your business.

All most interns are looking for is a chance to get some experience to put on their resumes. Do you remember how tough or nerve-wracking it was applying for your first job out of university? Giving someone a chance could give them the leg-up they need in their career, and could help you out along the way as well.

Macquarie University has introduced Participation and Community Engagement (PACE) units which connects students with partner organisations, similar to an internship. Participation units provide an academic framework through which students can engage with the community, learn through participation, develop their capabilities and build on the skills that employers value. By completing a participation unit, students develop all these skills and capabilities, and also gain academic credit towards their degree.

If you want to get a promotion, you’ll need to be a team player, take on work outside of your job description and have proven results. It’s a difficult balance to strike, but these tips can help:

Do your job well

Don’t settle for being adequate at your job, be excellent. Go above and beyond the call of duty and be proactive and solve problems before you’re asked to. Individuals that give suggestions, provide solutions and are easy to deal with stand out amongst the group. Always under promise and over deliver and most importantly, do your job well. It will show you are able to take on more responsibility and potentially mentor an employee.

Ask for feedback

By asking for feedback, you are clearly stating that you want to get better and constantly improve what you do. Don’t just settle for “good job”, especially if it was for a project or task you tackled for the first time. Ask what you did well, and where you can improve as this gives you the power to change things for the better.

Take on more responsibility

A promotion invariably means more responsibility, so you need to show that you can take to a promotion well by asking for more to do. It will show that you’re prepared to tackle a larger or more complicated workload and aren’t just looking for an increase in pay. It also gives your boss the option of gradually giving you the more important duties, rather than just dropping you in a new position.

Don’t be afraid to be vocal

There is nothing wrong with reminding your boss of your accomplishments with specific examples. Mentioning that you’ve done x, y, z and that revenue has increased in your team by however much is great. Saying you’re the best relationship manager in the company is much less persuasive. Remember this may be what you are already being paid a salary for and not reason for promotion.

Be a team player

A big part of moving up in a company is being liked. People in higher positions need to be respected, fair and able to interact pleasantly with people across all levels. Don’t be soft or shy away from difficulty, but be positive. Stay out of work politics, senior managers are often aware of who is involved, and those causing disruption will not be favoured. The more connected and engaged you are with your colleagues, the more they will know about you and the more you’ll stand out when it comes time to consider you for promotion.

1. Being unprepared

While it seems like a basic step to undertake when looking for jobs, we still see a number of candidates who aren’t prepared before an interview. To be prepared you need to be able to speak confidently and intelligently about ;

• The organisation you’re applying for. This includes what they do, their history, financial position, mission, products/services, the market they operate in and their competitors. The new Robert Walters whitepaper on the interview process showed that most candidate research a company through a combination of the organisations website, news articles, word of mouth and social media. A quick online search and some website browsing should give you a good foundation to build on.
• Your own CV. Candidates can be guilty of not knowing their CV in detail and being ill-equipped to answer questions on the information they have supplied. Don’t assume that just because the information is in your CV, interviewers won’t ask questions about your background. Review your CV and make sure it’s up to date before your interview. Do you know your employment months and years? Can you explain any movement on your resume? Are you able to comment on your personal achievements in each position?
• How your experience and qualifications relate to the role. Some candidates have the most impressive CVs but can’t articulate how that will translate to the role. Practice how you will respond to any potential questions on why you would be good for the organisation, and provide specific examples.

2. Speaking negatively about previous employers or roles

We’ve seen many candidates ruin their job prospects by making derogatory remarks about their previous employers and experiences. You should never talk negatively about a previous (or current) company, manager or role. Talk about the positive aspects of your employment history and focus on these instead. No matter how much of a nightmare your last situation was, every job is a learning experience and focus on the good things you took away from it.

3. Giving generic explanations on why they like the role/company they are applying for

When asked why they are applying for the role, many candidates give very generic and unconvincing answers. This tends to come across as though they are looking for any role as opposed to that particular job, which is a turn-off to employers.  This can be a little tricky if you have gone through a number of interviews and it’s become a sort of “routine”.

Be enthusiastic and talk specifically about what aspects of the role and organisation appeal to you, such as the organisation’s reputation, company culture, or the key responsibilities of the role. You should be genuinely interested in the role- if you aren’t you may need to re think your application. Ask questions, get involved and let your personality shine through.

4. Being too familiar with the interviewer

We see that many fall into the trap of being too familiar with their interviewer. While it’s important for you to be charismatic and demonstrate your interpersonal skills, you must always conduct yourself with professionalism.
Although interviewers often try to create a comfortable setting to ease the job seeker’s nerves, business decorum shouldn’t disappear. Avoid offering personal details that can be controversial or have no relevance to the position, such as political and religious beliefs or stories about a recent break-up is a no go zone.

5. Not putting your best foot forward

Be the most presentable you can be. Turning up on time is always the first box the interviewer ticks, so always give yourself extra travel time than usual and get to know the best route to the company. Dress suitably to match the culture of the company to ensure you look like you fit the part, this may mean removing piercings, wearing minimal jewellery, applying less aftershave and wearing a formal suit.

It is also important to remember the small things. We have received many comments from clients about candidates that didn’t bring a copy of their resume, the mobile phone was ringing in the interview or the candidate was chewing gum which did not leave a good impression.

Getting your body language right is an important part of winning an interview. While it’s always important to act yourself, there are some things you should always do, including maintaining eye contact, smiling and looking interested. Regardless of how nervous you are, try to avoid mumbling and fiddling.

You want your body language to project confidence, enthusiasm and belief in your own skills and experience.

Always remember your resume attracted the employer to contact you. The organisation thinks you might be the person they need, and you should believe that too. Be calm, confident, and if you end up unsuccessful for one job, just remember it was great practice for the next interview you go on which may result in your next position.