Careers For Purpose Industry Insights & News

Cutting Carbon, Building Futures: Why Sustainable Recruitment Must Go Mainstream

Tue, 19 Aug 2025 06:23:08 GMT

Recruitment may not be the first industry you think of when it comes to carbon emissions. Yet the environmental footprint of traditional hiring practices is larger than many realise: flights for interviews, paper-heavy processes, in-person assessments that involve travel and energy use. All of these add up.

At the same time, “sustainable recruitment systems” are proving to be far more than a buzzword. They are helping organisations reduce waste, attract values-driven talent, and future-proof their workforce strategies. In other words, green hiring is both a moral and a commercial imperative .

1. The Hidden Footprint of Recruitment

Recruitment has historically leaned on resource-heavy practices:

✈️ Travel for interviews — from candidates flying interstate for final rounds to hiring managers clocking

thousands of kilometres.

�� Paper and print — CVs, contracts, onboarding packs.

�� In-person assessment centres — requiring lighting, catering, energy, and more.

When multiplied across industries, these create a tangible environmental cost. In today’s climate-conscious world, ignoring this impact is a reputational risk as well as an operational one.

2. Why Sustainable Recruitment Matters

Embedding sustainability into recruitment systems delivers multiple benefits:

�� Attract top talent: Today’s professionals, especially younger generations, want employers aligned with

their values. Sustainable hiring signals commitment.

�� Optimise resources: Virtual-first processes save money and time as well as reducing waste.

��️ Future-proof strategies: As ESG standards tighten globally, organisations that have already integrated

sustainability into talent acquisition will be ahead of the curve.

This isn’t about tokenism. It’s about building recruitment processes that reflect the very future companies want to operate in.

3. Practical Steps for Greener Hiring

Here’s how organisations can reduce their hiring footprint while strengthening outcomes:

Go digital, stay human
Replace paper-heavy applications and contracts with digital systems. Use e-signatures and cloud platforms while ensuring candidates still feel personally supported.
Prioritise virtual-first interviews
Video calls should be the default. Reserve travel for final-stage, critical roles only.
Automate thoughtfully
Sustainable systems don’t just mean “less paper” — they also use smart tech to reduce wasted recruiter hours, cut energy costs, and improve candidate experience.
Track your impact
Measure not only cost-per-hire and time-to-fill, but also emissions saved (e.g., reduced travel, fewer print runs).
Embed sustainability into employer brand
Candidates notice. Job descriptions that reference sustainability attract purpose-driven people, boosting both culture and retention.

4. The CFP Perspective

At Careers for Purpose, we see green hiring as a core part of our mission. Recruitment isn’t just about matching CVs to jobs - it’s about shaping teams for the future. A future where businesses thrive and tread lightly on the planet.

The truth is clear: sustainable recruitment systems aren’t fluff. They’re the infrastructure we need to build resilient, ethical, future-ready workforces.

Conclusion
The recruitment sector has its own role to play in decarbonisation. By rethinking outdated, resource-intensive habits and embedding sustainability into every stage of hiring, organisations can reduce their footprint and gain a competitive edge in the race for talent.

Green recruitment is not just good for the planet, it’s good for business.

Closing the Loop and Opening Careers: Circularity’s Role in the Future of Work

Mon, 04 Aug 2025 06:39:09 GMT

At this year’s ReGen Expo , the programme was thoughtfully divided into two key tracks:

The Resource Stage , focused on innovations in recycling and resource recovery.
The Circularity Stage , showcasing upstream redesign, system change, and regenerative business models.

Both matter, but they’re not the same.

Recycling plays a critical role in reducing what ends up in landfill. But circularity reaches further, asking how we might design waste out altogether . In short:

If recycling is like treating the symptoms, circular processes are like building a lifestyle that prevents the illness in the first place.

Recycling vs Circularity: What’s the Difference?

While often grouped together under the sustainability banner, recycling and circularity are fundamentally different approaches:

Recycling is a reactive process. It manages waste after it’s created by breaking down materials to be reused. It reduces landfill but still relies on a linear “make–use–dispose” model.
Circularity is proactive . It’s about designing products, systems, and business models to prevent waste from being created in the first place. It keeps materials in use at their highest value for as long as possible.

What Circularity Looked Like at ReGen

On the Circularity Stage, we saw real-world applications of these principles:

Businesses creating products designed for repair, reuse or remanufacture
Startups piloting take-back schemes, sharing models , and service-based offerings instead of traditional sales
Platforms enabling circular procurement - helping organisations choose suppliers and products based on lifecycle value, not just upfront cost
Tools and frameworks supporting carbon accounting and lifecycle analysis , guiding design decisions that avoid waste before it starts

These are not simply upgrades to our current system. They are a rethink of how value is created, used, and regenerated.

The Jobs Circularity Will Create (and Is Already Creating)

Circularity isn’t just about closing loops and reducing emissions. It’s a jobs engine.

According to the Deloitte Access Economics and RMIT report released in July 2025:

Over 1 million additional green-skilled workers will be needed in Australia by 2030
Employers are willing to pay 13% more - around $13,000 extra per year - for managers with green skills
This wage uplift alone represents a $1.7 billion opportunity
Every job will need some level of green literacy, from climate accounting and carbon reporting to circular design and materials analysis
From engineers and procurement leads to supply chain managers, accountants, and data scientists - the circular economy touches every sector. And it brings with it both new roles and the reinvention of traditional ones.

And this is just the beginning. According to Jobs and Skills Australia, the clean energy transition alone will require an additional 240,000 workers by 2030, and the ILO projects a global net increase of 18 million jobs if the climate transition aligns with the Paris Agreement.

What Comes Next? Building the Future Workforce

To fully realise the circular economy’s potential, we’ll need:

✅Policy alignment – to support sustainable procurement, design incentives, and ESG reporting

✅Investment in upskilling – across design, compliance, procurement, logistics, and operations

✅Business model innovation - towards reuse, access, and regeneration

✅Workforce mapping – to understand gaps and develop internal pathways to transition

✅ Public understanding – shifting the narrative to design out waste entirely

Yet, as the Deloitte report warns, only one-third of businesses are currently investing in green skills training. And 43% admit they lack the knowledge or expertise to prepare for the climate crisis. Now is the moment to act.

Let’s Close the Loop—and Open New Opportunities

Circularity isn’t about simply managing waste better. It’s about redesigning the system so there’s no waste to begin with.

At ReGen, the Circularity Stage offered a glimpse of that future: where businesses innovate upstream, communities thrive, and materials remain in use - again and again. With the right policy, investment and education, this future can scale.

Because when circularity works, everyone gains: the planet, the economy, and the next generation of workers who’ll be paid - not to clean up the mess - but to help design a world that doesn’t make one.

Australia’s Net-Zero Ambitions Are Stalling - Is the Real Problem a Talent Shortage?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 30 Jun 2025 04:15:42 GMT

A Sobering Reality Check

Australia’s emissions reduction report card is in, and it makes for uneasy reading. Strip away land use changes, and national emissions have dropped just 3% since 2005. While federal targets remain focused on achieving net-zero by 2050, progress is painfully slow across energy, transport, and industrial sectors.

Politicians may debate policy, and analysts may point to infrastructure bottlenecks, but there’s a more human variable we urgently need to talk about: talent. Could the decarbonisation lag be less about ambition and more about our inability to scale the workforce to match?

The Clean Energy Rollout Is Understaffed

Every major renewable project - solar, wind, transmission, storage - is ultimately delivered by people. Engineers, planners, project managers, community engagement leads, grid specialists, policy negotiators: the list goes on.

Yet almost every hiring brief in these sectors comes with the same caveat: "hard to fill".

While the appetite for investment and infrastructure is there, the workforce often isn’t. In a sector growing at exponential pace, the supply of job-ready candidates is still frustratingly linear.

Transmission Troubles: A Case Study

This month, APA Group announced its withdrawal from several major transmission bids, citing strategic realignment. But industry insiders know that talent capacity is one of the key constraints facing transmission infrastructure rollouts nationally.

Big builds require even bigger teams: engineers, environmental assessors, Indigenous engagement specialists, safety leads, and grid compliance experts. When even the largest players can’t staff these projects quickly or reliably, timelines blow out.

The Talent Bottleneck Has Consequences

Here’s what happens when talent isn’t part of the decarbonisation strategy:

Projects are delayed, sending mixed signals to investors
Knowledge is hoarded by a small group of senior professionals
Burnout becomes common as lean teams stretch to cover more ground
Regional opportunities are missed due to lack of workforce planning

Australia doesn’t just have a skills gap, it has a systems gap between ambition and action.

What We Need to Fix It

If Australia wants to hit net-zero targets, we need more than tech. We need an employment ecosystem aligned with the energy transition.

That means:

Building stronger pathways from university and TAFE into climate careers
Incentivising experienced professionals to shift from adjacent industries
Supporting purpose-led startups in accessing top-tier commercial talent
Funding workforce planning and forecasting alongside project development

Where Purpose-Led Hiring Comes In

At Careers for Purpose, we’re already seeing strong candidates raise their hands for climate-aligned work. But many struggle to navigate the fragmented job landscape or translate their skills across sectors.

Equally, many climate-tech startups and scaleups underestimate how long it takes to attract, assess and onboard specialist hires. Talent is still treated as a last-mile concern, rather than a strategic input.

Our message? Hiring is not a downstream task. It’s an accelerant. The right people, in the right roles, at the right time - that’s what moves climate ambition from press release to progress.

Final Thoughts: Net Zero Is a People Problem

Every new emissions target, clean energy announcement or policy shift needs a workforce ready to deliver. And right now, we’re underprepared.

If the last few years have taught us anything, it’s that technology alone can’t save the planet. We need people - trained, empowered, purpose-driven people — to build the transition.

Because without talent, there is no transformation.

AI Is Replacing Recruiters - But at What Cost?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 30 Jun 2025 03:59:23 GMT

Welcome to the Automation Dilemma

AI has officially moved from speculative buzzword to standard tool in the hiring process. From screening CVs to scheduling interviews and even conducting first-round assessments, AI promises efficiency, objectivity, and speed.

But as recent headlines show, the automation of recruitment may come at a cost we’re only beginning to understand. In the past fortnight alone, Workday was ordered to face legal action in the US over allegations that its AI-led hiring discriminated against applicants. And in Australia, deepfake job applicants have infiltrated the remote workforce, raising red flags about identity verification.

So the question isn’t can AI replace recruiters. It’s should it?

The Legal Backlash: Algorithms on Trial

Workday’s lawsuit is no sideshow, it’s potentially precedent-setting. Plaintiffs claim that AI models used to shortlist candidates have led to systemic bias, disproportionately disadvantaging applicants based on race, age, and disability.

This strikes at the heart of a dangerous misconception: that technology is neutral. In fact, AI hiring systems are only as unbiased as the data they’re trained on, and most are trained on historical hiring data riddled with bias.

If we hand over hiring decisions to algorithms with little human oversight, are we institutionalising the very inequities we’re trying to remove?

The Deepfake Dilemma: When Candidates Aren’t Real

While AI is automating recruitment, it’s also enabling the opposite: candidate fraud. Reports this month revealed that North Korean IT workers have been using deepfake technology and synthetic identities to secure remote roles under false pretences.

This raises serious issues about the integrity of remote hiring models. Can AI distinguish a real person from a generated one? Should it be expected to?

At some point, the illusion of frictionless hiring breaks down. Trust, accountability, and verification - these aren’t just technical problems. They’re human ones.

The Talent Experience: What Are We Losing?

AI is brilliant at parsing keywords. But it still lacks the emotional intelligence, contextual sensitivity, and nuance that defines great recruitment.

What happens when:

Candidates never interact with a real human until offer stage?
Value-aligned but non-linear CVs are screened out by algorithms?
Hiring managers start to lose trust in the talent funnel?

We risk a hiring process that’s more efficient, but less effective. Faster, but more prone to misfires. And for purpose-led organisations, where culture and mission-fit are paramount, that trade-off may be too steep.

AI + Humans: A Better Path Forward

At Careers for Purpose, we’re not anti-AI. We’re anti-automation without intention.

Used well, AI can free up time, reduce admin, and surface blind spots. But the most powerful recruitment outcomes still happen when machines serve humans, not replace them.

That means:

Embedding ethical review into your hiring tech stack
Training humans to interpret AI outputs, not just accept them
Designing candidate journeys that combine automation with empathy

Final Thoughts: The Future of Hiring Needs Humans

AI will keep reshaping recruitment. But the winners won’t be the companies with the slickest bots or most automated processes. They’ll be the ones who use technology in service of trust, inclusion, and discernment.

Because if we want hiring to be fair, strategic and human-first - we can’t leave it to the machines.

Cultivated Meat Is Hiring: What Vow’s FSANZ Approval Means for Food-Tech Jobs in Australia

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 30 Jun 2025 03:21:55 GMT

A Scientific Milestone, A Talent Wake-Up Call

When Sydney-based alt-protein startup Vow secured regulatory approval for its cultured quail product from FSANZ (Food Standards Australia New Zealand), headlines rightly celebrated the scientific milestone. But behind the slick bioreactors and media buzz lies a less discussed, yet equally vital question: who will build, scale, and commercialise this new frontier of food production?

For purpose-led businesses working at the cutting edge of sustainability, this approval is more than a win for cellular agriculture. It’s a signal that Australia’s alt-protein sector is maturing - and the race for specialised talent is on.

A Regulatory Win That Signals Scale-Up

Australia is now one of only a handful of nations to greenlight cultivated meat for human consumption. Vow’s approval is likely to embolden investors, trigger follow-on regulatory applications, and ramp up commercial interest in everything from precision fermentation to hybrid plant-cellular products.

The leap from lab prototype to market-ready product, however, brings a cascade of hiring needs:

Bioprocess engineers to optimise production systems
Quality assurance and regulatory affairs experts
Fermentation and tissue culture scientists
Product development chefs and commercialisation strategists
Manufacturing leads for scale-up facilities

This is not just the creation of a new industry, it’s the creation of entirely new job families.

Australia’s Opportunity – and Risk

Australia is well-placed to become a regional hub for alternative proteins, with strong life sciences research, supportive policy signals, and growing venture appetite. But the domestic talent pipeline is already showing signs of strain.

Many of the technical skills required are still relatively rare in Australia, especially those with industry-level scale-up experience. There’s a risk that without deliberate workforce planning, companies will:

Compete unsustainably for a small pool of qualified candidates
Over-rely on overseas recruitment (which introduces risk and delay)
Slow down innovation pipelines due to hiring bottlenecks

What Purpose-Led Companies Can Do Now

If you’re a startup founder, investor, or industry partner in this space, now is the time to get ahead of the curve:

Map out future skill needs 6-12 months before you hire
Build bridges with universities and research centres to shape talent pipelines
Partner with specialist recruiters who understand the nuances of hiring in food-tech, cleantech and sustainability
Design EVP and onboarding with purpose and technical rigour to retain specialised hires

From Passion Projects to Scalable Professions

We’re entering a phase where many alt-protein businesses are maturing beyond passion-led teams into operational scale-ups. That’s a very different hiring challenge. Culture fit, technical capability, commercial acumen, and regulatory literacy all need to co-exist in the same person or team.

And yet, many job seekers remain unaware that roles in cultivated meat even exist in Australia. If we want to grow this industry ethically and sustainably, we need better storytelling around the work itself: why it matters, who it suits, and what careers look like inside the petri dish.

Final Thoughts: Are We Ready for the Alt-Protein Workforce?

The FSANZ approval for Vow isn’t just a green light for product launch, it’s a flashing signal to Australia’s talent ecosystem. Do we have the people, systems and imagination to support a food revolution?

At Careers for Purpose, we work with founders and scale-ups at the intersection of science, sustainability and impact. If you’re building the next generation of food systems, energy storage, or climate resilience - we can help you find and grow the talent to match your ambition.

Because without the right people, even the most innovative lab-grown quail will never fly.

Climate Reporting is Here: How Will it Impact the Job Market?

Tue, 11 Feb 2025 09:57:21 GMT

As of January 2025, Australia has taken a significant step towards greater corporate accountability and transparency by introducing mandatory climate-related financial disclosures. This and requirements like it are helping to push business into action with 54% of those surveyed by Future Focus feeling the pressure from regulatory requirements. This policy, designed to align with global standards, requires for now very large entities to report on their climate-related risks, opportunities, and actions. While this move is essential for a more sustainable economy, it is also poised to have a profound impact on the job market, particularly in the areas of sustainability, ESG and compliance.

The Reporting Requirements at a Glance

The mandatory disclosures apply to entities meeting specific size thresholds, including listed and unlisted companies, financial institutions, and superannuation entities. Reporting will be phased in, starting with the largest companies in 2025 and extending to smaller entities by 2027. Companies must report on their governance, strategies, risk management, and climate metrics, including Scope 1 and Scope 2 emissions from the first year and Scope 3 emissions from the second year.

ASIC has emphasised the importance of early preparation for these requirements. Businesses are encouraged to assess their readiness now, focusing on robust governance frameworks, accurate data collection, and integrating climate-related considerations into their overall risk management practices. By aligning with the International Sustainability Standards Board (ISSB) guidelines, these disclosures will ensure comparability and reliability of climate-related information, a vital step in building investor and stakeholder trust.

The disclosures aim to provide stakeholders with transparent, comparable information about how businesses are addressing climate-related risks and opportunities. While this fosters accountability, it also creates new challenges for businesses, particularly in collecting and managing vast amounts of data and ensuring compliance.

How This Will Reshape the Job Market

These new regulations will significantly impact the job market, creating a surge in demand for professionals with expertise in sustainability, ESG, and data analysis. Here are some key areas where we expect to see growth:

Sustainability and ESG Roles: Organisations will need sustainability managers, ESG consultants, and climate analysts to lead the charge in integrating climate considerations into their operations. Imagine a finance professional transitioning their skills to assess climate-related financial risks for a major bank, or a marketing specialist leveraging their expertise to communicate a company's sustainability initiatives.
Data and Analytics Specialists: The collection and analysis of climate-related data are central to these disclosures. This will drive demand for data scientists, analysts, and IT professionals who can manage the technology and processes needed to measure emissions, assess risks, and compile reports.
Compliance and Assurance Experts: Mandatory reporting introduces new compliance obligations. Legal, compliance, and assurance professionals will play a vital role in ensuring that companies meet the regulatory requirements and that their disclosures are accurate and verifiable.
Training and Education: As businesses adapt to these requirements, there will be an increased need for training and development to upskill existing employees. Professionals with expertise in training and organisational change management will become essential.

We recently surveyed our database of candidates and asked where they have noticed a growing demand for talent. 52.6% of respondents answered Carbon Reduction and Climate Action, followed by 42.1% with Sustainable Finance and ESG Reporting

Opportunities for Transition

For professionals considering a career in sustainability or related fields, this shift presents an exciting opportunity. Many organisations are seeking individuals with transferable skills who can bring fresh perspectives to these roles.

*Are you worried your current skills won't be relevant in a more sustainable economy? Careers For Purpose can help you identify transferable skills and explore new career paths.*

If you are looking to go back to formal education, areas such as engineering (mechanical, electrical, software, and renewable energy), data analysis, and accounting (carbon) are in high demand as we transition our buildings to more energy efficient operations, build new renewable energy generation, and track and reduce our energy consumption.

As mentioned above many skills are transferable with a bolstered understanding of sustainability initiatives and strategies. Short courses are available across a variety of sources; Terra.do, Coursera, Open University, and many more. These courses will not only give you valuable knowledge but also showcase your passion and interest in sustainability.

We also surveyed our database and asked what skills and qualifications they see are in demand in this current market. 73.7% of respondents agreed that technical expertise (engineering, renewable energy, scientific, etc) was in high demand followed by Project Management and Data Analysis and Reporting with 57.9% and 52.6% respectively.

What Hirers Need to Know

The new climate reporting requirements present both challenges and opportunities for employers. Here are some key steps to take:

Conduct a skills gap analysis: Identify areas where your workforce needs upskilling in sustainability. Find out who has an interest in developing these areas and support their continued learning and development.

Develop a clear ESG strategy: Communicate your commitment to sustainability to attract top talent. It’s becoming increasingly clear that people want to work with purpose, delivering a positive impact. If you can genuinely showcase this in your internal and external communications, it will play a big role in bringing in and retaining talent. According to Future Focus’s Authenticity Report , 35% of companies are feeling internal pressure from employees to act on sustainability.

Partner with experts: Organisations like Careers For Purpose can help you access a pool of qualified candidates with sustainability expertise. We take detailed job briefs, take the time to understand company culture, and then conduct a deep talent search to find the best to bring into your team.

The Broader Impact

Australia's mandatory climate reporting is a crucial step towards a more sustainable future. By fostering transparency and accountability, these measures aim to drive meaningful action and build resilience in the Australian economy.

Ready to Embrace the Future of Work?

Contact Careers For Purpose today to learn how we can assist you in navigating the changing landscape of sustainability, talent search, employee attraction and retention.

Sources:

Future Focus (2024). Future Focus 2024 Authenticity AdvantageTM Report .

Stewart, Lee . How to Build Sustainability into Your Business Strategy: A Practical No Nonsense Business Guide . 2024.

Inventing the Future: Overcoming Australia’s Skills Gap in Emerging Sustainability Roles

Wed, 28 Aug 2024 23:41:23 GMT

As new sustainability roles emerge in the fight against climate change, Australia faces the challenge of developing and attracting the talent needed to fill them.

The post-pandemic landscape has brought about a surge in new roles within the renewables and sustainability sectors, many of which didn’t exist just a few years ago. From Chief Heat Officers — with Athens leading the way in Europe appointing their first CHO in 2021 and Melbourne City Council's appointment of two women in 2022 — to Carbon Footprint Analysts and Circular Economy Specialists, these roles are being created to tackle climate change in innovative ways. While this is a positive step forward, it presents a unique challenge for talent acquisition, particularly in Australia, where a shortage of onshore skills has long been a hurdle.

On the positive side, the emergence of these roles signifies that organisations are recognising the need for dedicated experts to solve climate-related problems. For recruiters, this opens the door to exciting opportunities, allowing them to source talent for cutting-edge positions that are shaping the future of sustainable industries. It also drives the need to attract global talent, offering an incentive to build a more diverse workforce.

However, the downside is that Australia faces an uphill battle in filling these roles domestically. The talent pool for specialised positions like Chief Heat Officer or Renewable Energy Integration Manager is limited, largely due to the nation's historical reliance on fossil fuels and lack of investment in onshore training. As a result, recruitment consultants are often forced to look overseas, navigating the complexities of visas, relocation, and potential skills gaps.

In the long term, this shortage underscores the need for a stronger focus on upskilling and reskilling within Australia. Universities and training institutions need to quickly adapt to the growing demand for sustainability expertise, ensuring the country isn’t left scrambling for talent while other nations surge ahead in their climate efforts.

For talent search professionals, the challenge is twofold: find the best global talent while advocating for the development of local expertise. It's a balancing act that, if navigated well, could set Australia on a path to becoming a leader in renewable energy and sustainability—but only if the skills gap is addressed with urgency.

Here are some practical steps organisations and individuals can take to bridge the talent gap in renewables and sustainability:

For Organisations:

Invest in internal upskilling programs: Identify employees with potential and offer specialised training in sustainability and renewable energy.
Partner with educational institutions: Collaborate with universities or training providers to develop tailored sustainability-focused programs.
Launch internships and graduate schemes: Attract new talent directly from educational institutions by offering opportunities focused on sustainability roles.
Widen the talent pool: Offer flexible work arrangements, such as remote or hybrid roles, to attract global talent without requiring relocation.
Advocate for faster visa processes: Push for streamlined immigration processes to bring in overseas experts in renewables and sustainability more efficiently.

For Individuals:

Early specialisation and continuous learning: Take online courses, attend industry conferences, or obtain certifications in areas like renewable energy systems, urban sustainability, or carbon management.
Network within sustainability circles: Join professional associations, attend webinars, and engage in industry events to stay connected and informed about job opportunities.
Develop cross-disciplinary skills: Cultivate additional skills like project management, data analysis, and communication, which are valuable in sustainability roles.
Stay informed on industry trends: Continuously research and stay up-to-date on developments in the field of renewables and sustainability to remain competitive.

By taking these steps, both organisations and individuals can better position themselves to meet the growing demand for sustainability expertise.

Case Study: Medellin's Transformation: From Heat Trap to Greening in Under 3 Years

We know the appointment of such skills to develop and direct these initiatives pays off in significant ways. One such success story is the city of Medellin, Colombia, who have transformed from drowning in pollution to breathing fresh clean air.

Medellín’s Green Corridors project, launched in 2016, has transformed the city’s approach to urban heat management and biodiversity. This $16.3 million initiative involved the planting of 880,000 trees and 2.5 million smaller plants across 30 corridors. The programme, which stretches over 20 km, has already reduced city temperatures by 2°C and aims for a further 4-5°C reduction over the next few decades.

The initiative’s success isn’t just measured by cooling effects. It has significantly improved air quality, with particulate pollution (PM2.5 and PM10) levels falling, and the city’s morbidity rate from respiratory infections dropping from 159.8 to 95.3 per 1,000 people. Additionally, cycling increased by 34.6%, thanks to the creation of shaded bike paths.

Beyond environmental benefits, the programme has had a strong social impact. Over 100 gardeners from disadvantaged backgrounds have been trained to maintain these green spaces, providing both employment and skills. Other cities in Latin America, such as Bogotá and São Paulo, are already replicating the model, illustrating its effectiveness in tackling both climate and social challenges.

Remote Work and it's Affect on Pay Equity & Diversity?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 06 May 2024 04:18:01 GMT

In recent developments within the corporate sector, a substantial shift toward differentiating pay based on employees' work location has emerged. This change has sparked considerable debate over its potential effects on workplace equity and inclusion. Detailed insights from industry surveys and research studies, such as those conducted by Herbert Smith Freehills and KPMG, illustrate a growing trend where one-third of employers express intentions to pay remote workers differently than their in-office counterparts. This approach, particularly noted in Australia, involves 38% of senior executives who believe remote working should be a privilege contingent upon trust and seniority. About 37% of these executives are considering implementing pay differentials between remote and in-office staff within the next three to five years.

Discrimination Lawsuits?

This emerging policy of making remote work a privilege and creating pay disparities based on the work location is fraught with legal and cultural challenges. There is a substantial risk that such policies could result in discrimination lawsuits, especially as remote work accommodations are often essential for individuals managing disabilities or caregiving responsibilities. These changes could also significantly disrupt workplace harmony and employee retention, fostering an environment where remote workers feel undervalued or marginalised.

Affecting Employee Morale

The complexities of these new pay structures are a growing concern. Shivchand Jhinku, a workplace law partner at HSF, has commented on the potential logistical issues that could arise if employees' pay fluctuates based on their work location. Such inconsistencies could complicate the company's compensation framework, leading to challenges in maintaining fair and transparent pay practices and potentially harming employee morale.

Higher Salaries for In-Office Roles

Contrasting with the Australian data, the U.S. market shows a different trend where companies actively incentivise in-office work. Large corporations like Boeing, UPS, and JPMorgan Chase are notable companies that have reintroduced policies mandating full-time office attendance. According to ZipRecruiter, this shift has driven a substantial increase in wages for in-office roles, with a reported 33% increase in average pay for these positions over the past year. This increase reflects a strategic adjustment by companies to attract employees back to the office by offering significantly higher compensation compared to hybrid or remote roles.

Labour Market Inequities

However, this salary boost for in-office roles is subject to criticism from economic analysts who warn that it might exacerbate labour market inequities. This is particularly concerning for demographics such as women, who might prefer or need flexible working conditions due to caregiving responsibilities. Such policies could potentially widen the gender pay gap and counteract progress made in achieving workplace equality over recent years.

Urban Planning and Social Policy

Moreover, the ongoing discussions around workplace location have broader implications beyond corporate policy. In the United States, considerations are being made about the future use of now redundant office spaces, with proposals to convert these into affordable housing reflecting the changing dynamics of urban work environments. Similar discussions might be relevant in Australia, where workplace strategies influence urban planning and social policy.

Workplace Diversity or Inclusivity

The future trajectory seems to lean towards an increased emphasis on in-office work, with companies possibly using both financial incentives and opportunities for advancement as leverage to encourage physical office attendance. This approach, however, requires careful balancing to ensure that it does not diminish workplace diversity or inclusivity.

Marginalising Employee Groups

As companies navigate these transformative times, they must carefully evaluate the broader impacts of their employment strategies on pay equity, legal exposure, and workplace diversity. Remote work policies must be developed with a keen awareness of their potential to inadvertently marginalise specific employee groups or perpetuate existing inequities.

Promote Flexibility and Inclusivity

Business leaders and HR professionals should advocate for and implement policies that promote flexibility and inclusivity, recognising the diverse needs of their workforce. By embracing a comprehensive and thoughtful approach to remote work and compensation strategies, organisations can better harness the benefits of a diverse and motivated workforce, enhancing productivity and maintaining a competitive edge in the market.

Equality

The corporate landscape is undergoing significant changes, potentially reshaping long-standing norms around work locations and compensation structures. As businesses look to the future, they must remain vigilant about the implications of these changes, striving to uphold principles of equity and inclusion. By fostering an environment that values all forms of work equally and compensates fairly, companies can ensure a resilient, committed, and diverse workforce well-equipped to meet the challenges of a dynamic global economy.

Salary Range Disclosure on Adverts - Pro's, Con's and Best Practice Solutions

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 06 May 2024 03:42:35 GMT

Deciding whether to include salary details in job advertisements is a significant consideration for employers. The push for pay transparency is becoming increasingly prevalent among job seekers, who are vocal about their desire to see salary information upfront. Substantial data backs this movement; according to research for SEEK, 87% of job seekers regard knowing the salary before applying as extremely important, with 83% feeling more optimistic about a potential employer that discloses this information. Many recruiters argue that including salary in job ads meets candidate expectations and provides distinct advantages to the employer.

Benefits of Including Salary in Job Ads

From the employer's perspective, there are several benefits to including salary in job postings:

Improved Candidate Quality and Relevance: Employers are likely to attract candidates who are a better fit for the role when they list the salary. This transparency reduces the volume of unqualified applicants, streamlining the recruitment process and saving time.

Enhanced Company Standing in a Competitive Market: By being upfront about salary, companies can differentiate themselves in crowded job markets, appealing more to potential employees looking for transparent and equitable employers.

Promotion of Equality and Diversity: Listing salary ranges can aid in addressing pay disparities across gender and diversity lines, fostering a more inclusive workforce.

Positive Employer Branding: Transparency in salary matters contributes positively to the company's image. Candidates often view salary-disclosing employers as more honest and employee-centric, which can enhance the company's attractiveness.

Setting Clear Expectations: Both parties enter the recruitment process with a clear understanding of the financial offer, which can prevent misunderstandings and ensure that time is spent wisely.

Drawbacks of Salary Disclosure in Job Ads

Despite the advantages, there are potential drawbacks to consider:

Reduced Flexibility: Disclosing salary ranges might limit the company's ability to negotiate with particularly strong candidates who may command a higher wage.

Confidentiality Issues: Salary disclosure might lead to internal tension if current employees feel they are being paid unfairly compared to new hires listed in the ads.

Attraction of Unqualified Candidates: Some job seekers might apply solely based on the salary, regardless of their suitability for the position.

Negotiation Limitations: showing the salary can curb the employer's power in salary negotiations, potentially leading to a less favourable financial outcome for the company.

Impact on Smaller Businesses: Smaller companies, which often have tighter budgets, may need help to compete with larger corporations in terms of salary offerings, potentially limiting their ability to attract top talent.

Legal Considerations

In jurisdictions like California, Colorado, and New York, laws require that job postings include salary ranges. These legal requirements are becoming more common and strongly motivate employers to include pay transparency in their job ads. The European Union's Pay Transparency Directive is another example of legislation that reduces the pay gap and increases transparency. Compliance with these laws is not only about legal adherence but also reflects a commitment to fairness and equity in the workplace.

Strategic and Practical Considerations

Employers must also consider strategic factors when listing salaries in job ads. Factors like company size, industry competitiveness, and regional economic conditions play a crucial role in this decision. For example, the salary range for the same role could vary significantly between cities or states, reflecting the local cost of living and market conditions.

Best Practices for Salary Disclosure

If an organisation decides to include salary ranges in job postings, several best practices can help maximise the benefits and minimise potential issues:

Comply with Local Regulations: Ensuring compliance with pay transparency laws is crucial.

Develop a Clear Compensation Strategy: Understand and outline how salary ranges fit within the company's overall compensation strategy.

Prepare Management: Train managerial staff to discuss pay with team members, especially in the context of increased transparency.

Define a Target Hiring Range: A more targeted salary range can effectively manage candidate expectations instead of a broad range.

Include Total Compensation Details: Besides the base salary, include information about bonuses, benefits, and other perks that might attract candidates.

Ensure Internal Consistency: Regular compensation reviews can help maintain fairness and transparency, aligning actual salaries with those advertised.

Communicate Clearly with candidates about how salaries are determined and with existing employees to maintain trust and satisfaction.

Ultimately, whether to include salary ranges in job postings is an organisation's decision based on its specific circumstances, values, and the legal framework within which it operates. While the trend towards greater transparency is growing, companies should carefully weigh the pros and cons, consulting with HR professionals to craft a strategy that aligns with their recruitment goals and organisational ethics. As this practice becomes more common, the standards for what constitutes a fair and attractive job advertisement will likely continue to evolve, influenced by societal expectations and legislative changes.

Debunking Neurodiversity Myths in the Workplace

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 01 May 2024 08:11:42 GMT

Following Neurodiversity Celebration Week, which took place from 18th to 24th March, it's important to address and dispel prevailing misconceptions surrounding integrating neurodivergent individuals in the workplace. Despite the growing evidence supporting the advantages of cognitively diverse teams—such as increased productivity, enhanced decision-making, and heightened innovation—many organisations remain apprehensive about embracing neurodivergent talent. This reluctance not only sidelines a significant portion of the global talent pool, estimated at 15-20 per cent but also hampers organisational growth and innovation.

Debunking Common Myths

Equitable Hiring Practices: Accommodating neurodivergent individuals during the hiring process, such as by providing interview questions in advance, does not confer an unfair advantage but levels the playing field, addressing higher unemployment rates among this demographic.

Cost-effective Accommodations: Contrary to the belief that adjustments for neurodivergent employees are expensive and disruptive, many strategies—like flexible work hours and quiet spaces—benefit all employees, promoting productivity and well-being without significant investment.

Broad Spectrum of Roles: The assumption that neurodivergent individuals are only suited for technology roles is unfounded. Neurodiversity encompasses a range of abilities and interests, making neurodivergent candidates valuable across various sectors.

Unrecognised Talent: Often, organisations believe they lack neurodivergent applicants; however, this may stem from restrictive job advertisements or a failure to communicate an inclusive culture. Broadening the understanding of job requirements and explicitly welcoming diverse applicants can attract neurodivergent talent.

Cultural Enrichment : Fears that hiring neurodivergent individuals might lead to cultural misalignment are misplaced. A genuinely inclusive culture values diversity, fostering an environment where all employees feel supported and valued, enhancing innovation and team dynamics.

Towards Inclusive Recruitment

Inclusive recruitment processes are essential for supporting neurodiversity in the workplace. Despite challenges, like the significantly lower employment rate for people with autism at 29 per cent, initiatives to support neurodivergent individuals can transform workplaces. By focusing on capabilities rather than disabilities, organisations can flip the script from viewing neurodivergent individuals as burdens to recognising them as assets.

In the wake of Neurodiversity Celebration Week, businesses are called upon to reevaluate their perceptions and practices regarding neurodiversity. By debunking myths and implementing inclusive hiring practices, organisations can unlock the full potential of a neurodivergent workforce. This shift not only benefits neurodivergent individuals but also enhances the overall innovation, productivity, and culture of businesses, paving the way for a more diverse and dynamic future.

The Cost of a Bad Hire

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 29 Apr 2024 06:40:52 GMT

In the increasingly complex environment of a modern business, hiring and retaining talent is more than a routine HR function—it's a critical strategic operation with far-reaching implications for organisational success and sustainability. The direct and indirect costs associated with employee turnover expose a varied picture, revealing a financial burden and a multifaceted challenge impacting productivity, morale, and corporate reputation.

Understanding the True Cost of Employee Turnover

An employee's departure sets off a chain reaction of resource allocation toward finding a replacement. While seemingly straightforward, this process incurs significant costs beyond the financial outlay for advertising and agency fees. The subtler, more deceiving costs manifest in lost productivity as managerial and team resources are diverted to interviewing, onboarding, and training new hires—a process that can span several weeks to months. However, as part of managerial responsibilities, such activities detract from focusing on strategic initiatives that directly contribute to the bottom line.

Research by the Center for Economic and Policy Research and findings from the Society for Human Resource Management (SHRM) highlight the tangible and intangible costs of turnover. These include direct recruitment and training expenses and soft costs like the loss of institutional knowledge, the impact on team dynamics, and the potential erosion of customer satisfaction due to disrupted services. The cumulative effect of these factors underscores the need for a detailed and strategic approach to recruitment.

The Multifaceted Impact of Bad Hires

A bad hire—defined not just by poor performance but also by a lack of alignment with company culture and values—can exacerbate the costs and challenges of employee turnover. The consequences of such a misalignment can ripple through an organisation, from disrupting team harmony to damaging the company's external reputation. As reported by the U.S. Department of Labor, the financial ramifications suggest that a bad hire can cost up to 30% of the employee's first-year earnings, with broader implications for team morale and productivity. However employers cite the costs are much higher, even three to four times the salary higher, with 40% attributed to hard costs and the other 60% to soft costs (such as team morale, loss of knowledge, opportunity costs, burden on team members whilst the role is open again, etc).

Recognising the factors contributing to a bad hire is crucial for refining recruitment processes. These factors include inadequate job descriptions, flawed assessment and selection processes, and failure to integrate new hires into the company culture. Such pitfalls highlight the importance of a comprehensive and strategic approach to recruitment that leverages the expertise of specialised recruitment agencies.

The Strategic Advantage of Specialised Recruitment Agencies

Partnering with specialised recruitment agencies offers a strategic advantage in minimising bad hires. Recruitment agencies provide access to a broader pool of vetted candidates and deep insights into industry trends and candidate expectations. Their expertise can streamline recruitment, ensuring candidates possess the necessary skills and align with the company's culture and values.

This partnership can significantly reduce the likelihood of costly hiring mistakes by implementing advanced candidate assessment methods, including behavioural interviews and practical assessments. Moreover, recruitment agencies can offer guidance on refining job descriptions and requirements to attract suitable candidates, thus enhancing the quality of hires and contributing to organisational success.

A Strategic Imperative for Long-Term Success

The journey to minimise the cost of employee turnover and prevent bad hires is a strategic imperative that requires a nuanced understanding of the recruitment landscape. By recognising the actual costs associated with turnover and leveraging the expertise of specialised recruitment agencies, businesses can adopt a more strategic and practical approach to hiring. This mitigates the financial and cultural risks associated with bad hires and positions the organisation for sustained success and growth. Investing in a specialised recruitment agency partnership is a strategic investment in the organisation's future, ensuring a competitive edge in the ever-evolving business landscape.

Empowering People, Enhancing Business - Navigating the Shift to Human Sustainability

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 03 Apr 2024 02:44:06 GMT

In today's economy, the paramount importance of human elements—such as creativity, empathy, and innovation—marks a significant shift from past industrial and knowledge economies. This evolution highlights the critical role of human traits in driving organisational value across various dimensions, including revenue, innovation, efficiency, and brand relevance. However, the efforts of organisations to prioritise these crucial human connections often fall short, primarily due to a legacy mindset focused on extracting value from individuals rather than collaborating with them to forge a better future for both parties.

Global Human Capital Trends

The concept of human sustainability, introduced in the 2023 Global Human Capital Trends report, emerges as a pivotal reorientation for organisations. It emphasises creating value for individuals as human beings, thereby enhancing their health, well-being, employability, and sense of belonging and purpose. This shift away from viewing employees merely as resources to be utilised towards seeing them as stakeholders in the organisation's success represents a fundamental change in corporate philosophy. Gabriel Sander of Cuervo encapsulates this sentiment by stating that companies cannot guarantee lifelong employment but should ensure lifelong employability.

Organisations that adopt this perspective are likely to initiate a virtuous cycle where improving human outcomes leads to enhanced organisational performance and vice versa, contributing to a more sustainable future for all involved. This redefinition of the "S" in ESG (Environmental, Social, and Governance) is crucial as the current interpretation of ESG becomes increasingly criticised for its vagueness and lack of clarity, particularly regarding social metrics. The traditional approach to the social component under ESG often lacks clear definitions or standardisation, leading to narrow or self-promotional measures of human impact that fail to capture the actual value created for individuals.

Finite Resources

The drive towards human sustainability parallels the growing recognition of the Earth as a finite resource requiring careful stewardship. Just as environmental sustainability calls for reevaluating how we interact with our planet, human sustainability demands a comprehensive effort to add value to the lives of those an organisation touches. This includes current and future employees, contractors, customers, investors, and the broader community.

Systemic Issues

However, achieving human sustainability extends beyond stakeholder capitalism, which often focuses on balancing various interests without addressing the root causes of systemic issues. True sustainability requires addressing these underlying challenges to create shared value at a systemic level rather than merely offering superficial solutions or compensations for negative impacts.

Despite the growing acknowledgment of the importance of human sustainability, the journey towards its realisation is still in its early stages. Only a small fraction of organisations claim to be leading in this area, with many efforts being fragmented and pursued in isolation. This indicates a significant gap between recognising the importance of human sustainability and implementing effective strategies to achieve it.

Unbalanced Relationships

The relationship between workers and organisations is increasingly strained, with only a minority of workers feeling that their employment has left them better off. This is compounded by challenges such as work stress, the potential displacement by technology, and a lack of support for informal workers. Moreover, despite efforts to improve diversity, equity, and inclusion (DEI), visible progress remains limited, particularly for frontline workers who often face poor conditions and limited opportunities for advancement.

Creating Value

The concept of human sustainability offers a pathway to address these challenges by focusing on creating value for individuals and, by extension, for the organisation itself. This involves a shift from an extractive approach that seeks to maximise the immediate value derived from individuals to one that invests in their long-term well-being and development.

A Long-Term Commitment

Leaders play a crucial role in advancing human sustainability by re-evaluating their organisation's relationship with its people. This includes adopting metrics that measure human outcomes, making a business case for human sustainability, tying leader and manager rewards to sustainability metrics, and integrating human sustainability governance into the board and C-suite. Additionally, involving workers and other stakeholders in co-creating roles and initiatives can help ensure that efforts to promote human sustainability are grounded in the needs and aspirations of those they aim to benefit.

Human sustainability represents a long-term commitment to improving the lives of individuals connected to an organisation. Organisations can improve their performance by prioritising, measuring, and enhancing human outcomes, contributing to a more sustainable and equitable future for society. This requires a fundamental rethinking of business practices and a willingness to invest in the well-being and development of people at all levels of the organisation.

The Gap Between Promise and Practice in Skills-Based Hiring

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 03 Apr 2024 02:18:39 GMT

The transition towards skills-based hiring represents a paradigm shift in the labour market, aiming to prioritise individual competencies over traditional educational credentials. Despite the growing consensus on its potential to democratise employment opportunities and align workforce capabilities with the evolving demands of the modern economy, corporations' practical implementation of this approach remains jaded. A comprehensive report released on February 14 by The Burning Glass Institute and Harvard Business School sheds light on the stark disparity between the theoretical embrace of skills-based hiring and its actual execution within the corporate world.

Concerning Trends

The report analyses the hiring practices of a wide array of companies, revealing a concerning trend: a significant portion of firms, approximately 45%, have ostensibly revised their hiring policies to exclude degree requirements, yet these modifications have not translated into tangible changes in their hiring behaviours. This revelation prompts a critical examination of the effectiveness of public commitments to skills-based hiring and underscores the challenges inherent in shifting away from traditional, degree-centric hiring models.

An in-depth review of hiring trends from 2014 to 2023 indicates a notable increase in the number of roles for which degree prerequisites were eliminated. However, this progressive policy shift has not substantially impacted overall hiring practices. Among 11,300 roles scrutinised within large firms, there was only a marginal 3.5 percentage point increase in hiring individuals without a bachelor's degree. This incremental change has a negligible effect on the broader employment landscape, benefiting a fraction of the workforce.

Skills-Based Hiring Policies

The uneven progress among companies adopting skills-based hiring policies further complicates the landscape. The report categorises these entities into three distinct groups: leaders, in-name-only, and backsliders. Leaders genuinely implement skills-based hiring, resulting in a significant increase in the employment of non-degree holders. In contrast, in-name-only companies have made declarations without effectuating real change, and backsliders have reverted to traditional degree-based criteria after initial attempts to adopt skills-based practices.

The adoption of a skills-based hiring approach presents multifaceted challenges. Evaluating skills and competencies is inherently more complex and subjective than assessing formal educational qualifications. This necessitates the development of innovative assessment tools and methodologies and a cultural shift within organisations to value practical skills and experiences over academic degrees.

Adoption of Skills-Based Hiring Practices

Furthermore, the slow pace of adoption of skills-based hiring practices fails to meet market demands, especially in dynamic sectors such as technology. To address the skills gap, some companies have resorted to developing in-house training programs and exploring non-traditional learning opportunities for their employees. While these initiatives are commendable, they do not directly tackle the issue of providing access to employment for skilled individuals lacking formal degrees.

Resources like the toolkit developed by the Society for Human Resource Management Foundation offer valuable guidance for employers navigating the transition to skills-based hiring. This toolkit underscores the importance of incorporating skills data into HR processes and outlines actionable steps to enhance hiring practices, emphasising the use of technology and the promotion of job opportunities in a manner that prioritises diversity and inclusivity.

The critical role of both hard and human centric (soft) skills in the workplace is undeniable. Hard skills, which are tangible and quantifiable, are essential for performing specific job functions. Conversely, human centric skills, such as problem-solving, communication, and teamwork, are crucial for success in today's workplace. LinkedIn data corroborates the importance of human centric skills, demonstrating that individuals possessing a blend of hard and human centric skills advance in their careers more rapidly than those with hard skills alone.

Complexities and Challenges

This analysis highlights the complexities and challenges associated with implementing skills-based hiring practices. The enthusiasm for such approaches is evident, yet realising this vision requires more than mere adjustments to job postings. It demands a fundamental overhaul of hiring methodologies, a commitment to continuous learning and development, and concerted efforts to dismantle the barriers that prevent skilled individuals without formal degrees from accessing employment opportunities.

An Inclusive and Efficient Labor Market

The journey towards an inclusive and efficient labour market, where skills and competencies are valued above formal educational credentials, is fraught with obstacles. Nonetheless, the potential benefits of this transition—enhanced access to employment, a more diverse workforce, and a closer alignment between workforce skills and job requirements—render it a pursuit of great significance. The successful implementation of skills-based hiring hinges on the collective efforts of employers, educators, and policymakers to embrace change, invest in developing comprehensive assessment tools, and cultivate a culture that recognises the intrinsic value of skills and competencies.

As the labour market evolves, the imperative for adopting skills-based hiring becomes increasingly urgent. The current state of affairs, characterised by a significant gap between policy announcements and actual hiring practices, underscores the need for a more concerted and genuine effort to shift towards skills-based hiring. This transition promises to broaden access to employment opportunities for a broader population segment and aligns with the dynamic needs of the modern economy, which increasingly values practical skills and adaptability over traditional academic achievements.

Persistence, Innovation, and Collaboration

While the path to fully realising the potential of skills-based hiring is complex and challenging, the endeavour is both necessary and worthwhile. By fostering a labour market that values skills and competencies, we can create more equitable and efficient pathways to employment, ultimately driving innovation, productivity, and inclusivity in the workforce. The journey ahead requires persistence, innovation, and collaboration across all sectors of society to overcome the entrenched barriers to change and fully embrace the transformative potential of skills-based hiring.

Emotional Insights: Nurturing Retention in a Competitive Job Market

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 22 Feb 2024 04:04:44 GMT

In today's global job market, where record-low unemployment rates reign, retaining top talent has become increasingly challenging for employers. A recent Boston Consulting Group (BCG) survey involving 11,000 employees from eight countries sheds light on the factors that matter most to workers and how their employers can better cater to their needs. Here, we explore the critical findings of this survey and the significance of addressing employees' emotional needs to enhance retention rates.

The Global Talent Landscape

As the job market continues to tighten, a staggering 28% of employees worldwide, whether actively seeking new opportunities or considering a switch, do not envision themselves staying with their current employers beyond a year. This statistic underlines the urgent need for organisations to prioritise and invest in understanding what truly matters to their workforce. The BCG survey, conducted in October 2023, provides valuable insights into this matter.

Functional vs. Emotional Needs

The survey examined more than 20 employee needs, categorising them into functional needs (such as pay, working hours, and benefits) and emotional needs (such as feeling valued, supported, and enjoying their work). Unsurprisingly, employees predominantly cited functional factors when asked what would prompt them to change jobs. The top considerations were pay, benefits, work/life balance, job enjoyment, and career growth opportunities.

However, when employees were presented with choices simulating a decision-making scenario, emotional needs emerged within the top five factors. While pay and hours remained at the forefront, the importance of feeling fairly treated and respected, having job security, and enjoying their work (all emotional needs) became evident.

Crucially, when the survey data correlated with employees' intentions to stay with or leave their jobs, functional benefits like pay dropped lower. Emotional factors took precedence, with job security, fair treatment, enjoyable work, feeling valued, and being supported topping the list. Organisations seeking to retain their workforce must prioritise meeting these emotional needs.

The Power of Great Managers

BCG's analysis of the survey data revealed that the most influential factor in fulfilling employees' emotional needs is their managers. Managers play a pivotal role in shaping their employees' day-to-day experiences, whether positive or negative. Notably, having great managers was associated with a 72% reduction in attrition risk among employees who expressed high satisfaction with their managers compared to those who were highly dissatisfied. This impact held true across all surveyed countries except India, where it was the second most influential factor.

Beyond retention, great managers were correlated with a 3.2x increase in employee motivation, a 13.9x increase in job satisfaction, and a significant boost in feelings of inclusion. Inclusion is significant for attracting and retaining a diverse workforce. Employees reporting satisfaction with their managers saw their inclusion ratings rise by 36 points on BCG's BLISS index, which measures inclusion drivers and their value.

Conversely, strong dissatisfaction with managers doubled the attrition risk, with 56% of employees harbouring such sentiments at risk, compared to the global average of 28%. Therefore, investing in upskilling and incentivising managers to excel in their roles is the most impactful step companies can take to retain their top talent. This investment goes beyond mere training; it necessitates substantial improvements in managers' capabilities.

Additional Levers for Employee Satisfaction

While great managers are the most influential lever for satisfying employees' emotional needs, other factors also play a crucial role. The three levers most correlated with meeting these needs were supportive leaders, access to resources necessary for work, and equal access to opportunities, irrespective of background. These levers had a similar impact on employee satisfaction when examined in isolation. Combined with great managers, they reduced attrition risk from the global average of 28% to a mere 9%.

A Shift in the Employer-Employee Dynamic

The BCG survey underscores a significant shift in the dynamics between employers and employees. In today's job market, employees actively seek better opportunities, and it is incumbent upon leaders to treat their workforce as they would their customers. This means adopting customer-focused practices like deep discovery, sophisticated needs assessment, segmentation, personalisation, design thinking, and creating genuine employee journeys.

It is now evident that factors beyond pay and benefits substantially influence employees' decisions to stay or leave their jobs. Emotional needs play a pivotal role, and leaders who disregard this fact do so at their peril.

The Role of Continuous Improvement

Many organisations believe they are already investing in developing their frontline managers' capabilities. However, BCG emphasises the need for a fundamental shift in thinking. True enablement is required to build manager skills sustainably, moving beyond token, ad hoc training modules. Creating meaningful changes in managers' capabilities will result in lasting value for employees and the organisation.

Retaining top talent in a highly competitive job market requires organisations to understand and cater to their employees' emotional needs. The BCG survey reinforces the pivotal role of great managers in achieving this goal, along with other levers such as supportive leaders, resource accessibility, and equal opportunity.

In this evolving employer-employee relationship, organisations must prioritise meeting emotional needs and consider employees as valuable customers. It is a call to action for leaders to invest in developing better managers who can provide the connection, support, appreciation, and motivation that all employees crave. In doing so, companies can secure top talent and thrive in an increasingly competitive landscape.

AI in Job Hunts: Cutting-Edge Tool or Just Cutting Corners?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 22 Feb 2024 03:23:07 GMT

In the ever-changing landscape of modern recruitment, integrating Artificial Intelligence (AI) tools into the hiring process has stirred a debate surrounding the ethics of candidate behaviour and what constitutes cheating.

This discourse extends beyond the conventional boundaries of dishonesty, such as fabricating qualifications or plagiarising resumes, to encompass the utilisation of AI for tasks like enhancing applications, preparing for interviews, and completing assessments. The pivotal question now confronting recruiters in the industry is whether candidates' strategic application of AI tools represents cheating or a necessary adaptation to the digital age, where proficiency with these technologies is increasingly valued.

Redefining Cheating in Recruitment

Traditionally, cheating within the recruitment process was straightforward, encompassing clear-cut violations such as falsifying qualifications or deceptive conduct during interviews. However, the advent of sophisticated AI tools has significantly blurred these distinctions. The ability of candidates to tailor their applications and responses with AI assistance challenges the traditional notions of authenticity and integrity within the recruitment process. This shift necessitates reevaluating permissible assistance and the essential skills for candidates in today’s job market.

The Imperative for a Unified Organisational Policy

The evolving nature of cheating in recruitment underscores the necessity for organisations to develop a coherent, company-wide stance on using external resources, including AI, by candidates. Establishing explicit guidelines is vital to delineating the boundary between the acceptable use of digital tools and specific practices considered cheating. This clarity is crucial for maintaining a fair and transparent hiring process and communicating the organisation's values and expectations to potential candidates. A consistent policy across the organisation helps prevent disparities in the hiring process. It ensures that all candidates are evaluated on a level playing field.

Technological Advancements and Recruitment Process Adaptation

As the recruitment industry tackles these challenges, it must also embrace the opportunities presented by technological advancements, including utilising technology to detect potential cheating instances, such as analysing response patterns for signs of AI-generated content or implementing monitoring tools during assessments. However, recruiters must recognise the importance of digital literacy and the ability to effectively utilise AI tools as increasingly critical competencies in many job roles.

Recruiters at the Forefront of Change

Recruiters find themselves at the forefront of navigating the complexities introduced by AI in the recruitment process. This role requires a delicate balance between upholding the integrity of the hiring process and acknowledging the evolving skill sets necessitated by the digital workplace. Recruiters must devise strategies to comprehensively evaluate candidates, considering both traditional qualifications and the capacity to adeptly leverage digital resources.

Formulating Clear Guidelines and Modifying Recruitment Practices

Addressing the intricacies of AI and candidate behaviour necessitates clear organisational guidelines that articulate what constitutes cheating and specify the acceptable use of digital tools. Transparent communication of these guidelines to candidates is essential to avoid misunderstandings and ensure equity in the recruitment process. Recruiters must adopt new practices to incorporate technological solutions for detecting dishonest behaviour and recognising the legitimate use of digital tools as an essential skill set.

Looking Forward - Recruitment in the Era of AI

As the recruitment industry navigates the complexities of AI integration and the redefinition of candidate cheating, it is evident that traditional hiring practices must evolve. This evolution involves implementing measures to safeguard the integrity of the recruitment process and reevaluating the criteria used to assess candidate qualifications in the context of technological proficiency. The future of recruitment will be shaped by the ability of organisations to adapt to these changes, ensuring the attraction and retention of top talent for an increasingly digital workplace.

The conversation surrounding AI and candidate behaviour in recruitment encapsulates broader shifts in the workplace and societal attitudes toward technology. As digital tools become more entrenched in professional practices, the competencies valued in candidates are also changing. Organisations and recruiters must establish clear policies to effectively navigate these challenges, adapt their recruitment processes, and balance integrity and innovation. By doing so, they can ensure a fair, transparent, and effective recruitment process that aligns with the needs of the modern workplace, ultimately securing the talent necessary for future success.

The Art of Onboarding

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 09 Jan 2024 03:54:08 GMT

Maximising Employee Retention

The U.S. job market is buzzing with activity and positive trends. At the beginning of 2023, there was a monthly growth of 278,000 jobs. But as companies welcome new hires, they face a critical challenge: creating a practical and effective onboarding experience. It isn't just about making a good first impression; it's about strategic engagement that influences long-term retention. According to a comprehensive survey by BambooHR involving 1,565 full-time U.S. employees, including 500 human resources professionals, the onboarding process is a make-or-break period for new hires.

The Crucial First 44 Days

The first few weeks at a new job are pivotal. On average, new employees decide whether to stay or leave within 44 days. This statistic is startling yet insightful - it gives businesses a specific timeline to make their mark. The survey revealed that 70% of new hires decide about a job in the first month, with nearly a third (29%) deciding within the first week.

Understanding the HR Perspective

Human resources professionals at the frontline of shaping the onboarding experience tend to have an even sharper instinct. They generally determine if a job suits them within 33 days. This accelerated decision-making process reflects their more profound understanding of workplace dynamics and what makes or breaks the employee experience.

Navigating Challenges and Frustrations

The journey for new hires is often riddled with challenges. A significant number of 23% report experiencing extreme frustration, sometimes to the extent of tears and upset, during their first week. The frustrations stem from a lack of clear direction, insufficient training, and inadequate access to necessary tools.

Optimising the Onboarding Duration

A delicate balance is needed during the onboarding duration. Most prefer a concise onboarding experience, and a third express frustration with processes that drag on too long. The key is to provide enough time for new hires to acclimatise without making them feel isolated or bored.

The Cornerstones of Effective Onboarding

Training and Technology

A staggering 97% of new hires stress the importance of training in the company's tools and software. They consider this not just important but crucial to their onboarding.

Building Social Connections

Companies must balance the human element in onboarding. 93% of new hires value shadowing colleagues, while 87% look forward to making friends at work. This highlights the need for a workplace that fosters professional growth and encourages personal connections.

Strategies for an Improved Onboarding Experience

Balanced Onboarding Approach

It's critical to strike the right balance in the onboarding timeline. Neither too brief that it overwhelms nor too prolonged that it disengages.

Effective Support Systems

Introducing onboarding buddy programs and interactive online groups can significantly aid in a smoother transition for new employees.

Encouraging Organic Relationships

While structured programs have their place, the natural development of working relationships often yields better results. Forced attempts at socialisation can be counterproductive.

The Broader Impact of Onboarding

The onboarding experience affects immediate job satisfaction and influences long-term career decisions and overall company loyalty. Businesses that invest in a comprehensive and empathetic onboarding process are likely to see a reduction in turnover rates and a boost in employee morale.

A Look at Remote and Hybrid Work Trends

The rise of remote and hybrid work, especially post-pandemic, has added a new dimension to the onboarding process. Remote workers, in particular, require more focused efforts to integrate into the company culture and connect with their teams. Virtual onboarding processes and digital tools play a crucial role here.

Insights for HR Professionals & Hiring Managers

For HR professionals, the key takeaway is clear - onboarding is not just a procedural necessity but a strategic opportunity to engage and retain talent. It's about creating a welcoming environment where new hires feel valued, understood, and equipped to succeed.

The onboarding process is a critical phase in the employee lifecycle, significantly influencing their decision to stay with or leave a company. Businesses must approach this period with a strategic blend of professional training and personal engagement. By doing so, they not only enhance the new hire experience but also foster a more stable and satisfied workforce.

Floating Holidays - Is It Time for a Flexible Approach to Public Holidays?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 09 Jan 2024 03:30:58 GMT

Should You Allow Employees to Work on Public Holidays in Exchange for Leave in Lieu?

Recently, Australian workplaces have grappled with allowing employees to work on public holidays, particularly on contentious dates like the upcoming Australia Day. Notable companies such as Telstra, the University of Wollongong, and KPMG Australia have adopted flexible policies. These policies permit employees to work on Australia Day, offering them the option to take another day off in lieu. This approach attempts to navigate the complex emotions and historical contexts surrounding this holiday.

A comprehensive survey conducted by Perkbox Australia, involving more than 2,400 employees, provides insightful data on this trend. The survey reveals that a significant 58% of respondents are willing to work on public holidays in exchange for an extra day of annual leave. This finding is particularly interesting when considering that only 38.6% of those surveyed expressed a preference for taking a day off on Australia Day. This suggests a growing inclination towards flexible work arrangements among Australian employees.

However, this trend towards flexibility is only consistent across some holidays. The survey found that a substantial majority, 83.6%, of employees prefer not to work on Christmas Day, even if it meant receiving extra paid leave. Similar sentiments are observed for New Year's Day and Good Friday, with 71.1% and 50.5% of employees, respectively preferring to take these days off. These preferences highlight the diverse significance of public holidays for Australian workers.

Ross McDonald, the country lead for Perkbox Australia, pointed out that companies must explore creative, tailored solutions to address employee challenges in situations where pay raises are not feasible. He emphasized that personalising staff benefits, such as allowing employees to work on a public holiday in exchange for additional leave, can be a straightforward yet meaningful way to boost workplace engagement and morale.

The Concept of Floating Public Holidays

Karen Kirton from Amplify HR discussed the idea of 'floating holidays' - public holidays that employees can exchange for days that hold more personal significance. This concept gained prominence around Australia Day last year, with media reports highlighting that many large organisations had enabled their employees to take different days off. With Australia's diverse demographic, where 29% of the population was born overseas, and 48% have at least one parent born overseas, the relevance and significance of traditional public holidays can vary significantly.

Given that 44% of Australians identify as Christian and almost another 40% have no religious affiliation, the Christian basis of many national public holidays may not resonate with a significant portion of the population. Employees might find no personal significance in Christian holidays, Australia Day, or the King’s Birthday. In contrast, days like the AFL Grand Final Day and Melbourne Cup Day may hold no relevance for non-sports fans. Implementing a policy for floating public holidays can be a powerful statement of workplace diversity and inclusion.

Setting up a floating public holidays policy requires careful consideration. Decisions need to be made about which days can be swapped, whether there should be a cap on the number of swappable holidays, and if employees need to provide a reason for the swap. It's also crucial to consider how these swaps will be managed in payroll, especially since the Fair Work Act mandates that employees are entitled to have public holidays off. Depending on an employee's employment status (casual, part-time, or full-time), they may also be entitled to higher pay rates on public holidays. Therefore, it's essential to ensure accurate payroll management for swapped holidays.

The Growing Contention Around Australia Day

Australia Day, observed on January 26th, has become a focal point of contention due to its historical and cultural implications. For many Indigenous Australians, this date symbolises the beginning of colonial occupation, dispossession, and profound cultural disruption. It represents the start of a period marked by policies that led to the Stolen Generations, loss of land and culture, and widespread discrimination.

To many Aboriginal and Torres Strait Islander peoples, January 26th is referred to as "Invasion Day," "Survival Day," or "Day of Mourning." It is seen as a day that commemorates a history of pain, trauma, and the enduring impacts of colonisation. The history taught about Australia Day often overlooks or minimises the experiences and perspectives of Indigenous Australians. There is a growing recognition of the need to acknowledge and teach the full history of Australia, including the impacts of colonisation on Indigenous communities.

There is an increasing call from various groups, including Indigenous organisations, social justice groups, and some political figures, to change the date of Australia Day. They argue that a national day should be inclusive and respectful of all Australians, including the First Nations people. The debate around Australia Day is also part of a broader conversation about national identity, values, and what it means to be Australian in the 21st century. This includes discussions about reconciliation, recognition of Indigenous rights, and how to commemorate Australia's history in an inclusive and respectful way.

The contention around Australia Day is occurring in the context of global movements challenging historical narratives and seeking to address historical injustices, such as the Black Lives Matter movement. As a result, Australia Day has become a platform for promoting greater understanding, reconciliation, and change in how Australian history is commemorated and taught.

Conclusion

The trend towards flexible work policies on public holidays, especially around Australia Day, reflects a changing workplace dynamic in Australia. It acknowledges the diverse backgrounds and beliefs of the workforce. At the same time, the growing contention around Australia Day calls for a deeper understanding and respect for the country's complex history. By adapting workplace policies and national celebrations, Australia can move towards a more inclusive and respectful future for all its inhabitants. This approach enhances employee satisfaction and engagement and aligns with broader societal movements towards inclusivity and recognition of historical complexities.

Future Super Member Spotlight

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 28 Nov 2023 05:55:32 GMT

Our Founder & Director of Opportunities, Teresa Romanovsky, was featured in Future Super's monthly member spotlight. Click the link to see the video interview and read on to hear what inspired Teresa to set up Careers For Purpose and what continues to drive her towards her passion to support a kinder world.

After nearly 25 years in recruitment, helping Australians in their career pursuits, Teresa faced an unexpected twist in her professional life when she faced redundancy in 2020. Rather than succumbing to career uncertainty, this pivotal moment served as the inspiration for her to venture into entrepreneurship, giving rise to her own agency, Careers For Purpose .

CFP is a recruitment agency with a difference, Teresa now spends her days playing planet-saving matchmaker, connecting values-driven employees with purposeful employers on a mission to fight climate change and social injustice, and change the world for the better. An activist at heart, Teresa is also a passionate vegan, recently celebrating 10 years since making the switch.

“For me, it’s more than a dietary choice, my commitment to a plant-based lifestyle serves as the cornerstone of my ethical and climate-conscious actions. My impact on the planet extends to various aspects of daily life – from packaging and plastic waste to fast fashion and transportation. With a profound understanding of the interconnectedness of our choices, I’m on a mission to make mindful decisions that contribute to a sustainable and harmonious world.”

3 Questions with Teresa

1.What gets you out of bed each day?

As citizens of a rich country, we must lead the way in demanding higher standards across our supply chains, be technologically innovative and step up to solve global problems where others can't. I like to think I play a part, albeit a small one, in making that happen. Through my personal consumer choices, and my business activities, I feel I am helping drive a better world, and the more of us that do that will collectively have a massive impact on healing our planet for future generations.

2. How are you contributing to our planet beyond your super?

By not contributing to climate change through animal agriculture, by conscious consumerism wherever practical, by being a donor and volunteer to various charities, by being an active member of the Animal Justice Party advocating for legislative change to improve the lives of animals and people and to tackle climate change, and finally, the ethos of my business is to be a planet-saving matchmaker - connecting values driven job seekers to impact and purpose-driven employers, this includes profit with purpose companies as well as not for profits.

3. What people-powered movement is making a difference in 2023?

The Switch gives our members the chance to put the spotlight on people-powered movements and causes that matter to them. Teresa has chosen WWF Australia .

Forests, covering 31% of the planet, play a crucial role in maintaining global well-being. Despite their significance, the alarming statistics of global deforestation in 2022, reaching 16.3 million acres with primary tropical forest loss at 10.1 million acres, underscore the urgent need for conservation efforts.

World Wildlife Fund Australia stands at the forefront of this battle, actively combating land clearing and deforestation. Through strategic advocacy and collaboration with governments, they work to strengthen laws and invest in on-the-ground conservation projects, aiming to curb deforestation, protect wildlife habitats, and contribute to Australia's ecosystem conservation.

The repercussions of deforestation are far-reaching, impacting wildlife like koalas and greater gliders, both now listed as endangered. It also leads to soil erosion, and sediment flow into waterways, and detrimentally affects the Great Barrier Reef. Moreover, deforestation contributes significantly to greenhouse gas emissions.

Recognising the urgency of the situation, WWF highlights in its 2023 Forest Pathways report , a blueprint for saving our forests, the necessary steps for countries to take, such as ending forest-harming investments, reforming global trade rules, recognising Indigenous land rights, and transitioning to nature-based economies.

Additionally, WWF Australia invests in:

· On-the-ground conservation projects

· Promoting sustainable land management practices

· Engaging local communities in reforestation initiatives

This further underscores their commitment to combatting deforestation and fostering the preservation of Australia's diverse ecosystems.

What Do Australian's Really Think About Gender Equality?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 19 Oct 2023 03:47:23 GMT

Plan International Australia has recently published the "Gender Compass," a pioneering research project that uncovers the genuine opinions of everyday Australians regarding gender equality and their societal roles.

In a move towards understanding public sentiment on gender equality, Plan International Australia has published its latest research project, the Gender Compass. This innovative study segments the Australian population into six distinct groups, shedding light on their beliefs, values, motivators, policy preferences, and behaviours related to gender equality.

This project comes when feminism has seen notable successes in 2023, from the Matildas' World Cup journey to Barbie's triumphant return to Hollywood. However, the World Economic Forum's projection that global gender equality is still a staggering 131 years away is a stark reminder of the challenges ahead, especially for future generations.

The Gender Compass research, conducted in collaboration with Dr Rebecca Huntley and Heartward Strategic, surveyed 2,522 Australians aged 16 and older in mid-2023. Its findings highlight the complex landscape of opinions on gender equality in Australia.

While there is almost universal recognition (90 per cent) of the importance of granting Australian women the same rights, opportunities, and outcomes as men, there needs to be more understanding of how far society is from achieving equality. Surprisingly, 59 per cent of Australians believe equality is already within reach or attained. Interestingly, gender equality isn't a top priority for many Australians.

The Gender Compass segments Australians into six distinct categories, each with its unique perspective:

Trailblazers (19 per cent)

This group sees gender equality as a pressing issue and strongly supports measures to address it. Trailblazers are informed by personal experiences with gender inequality; they value fairness and equality. Trailblazers are primarily cis-females, younger, and often identify as LGBTQIA+. They are more likely to live in urban areas and prioritise education and growth.

Hopefuls (24 per cent)

The Hopeful segment considers equality necessary and is aware of the issues but lacks the urgency of Trailblazers. They have personally experienced gender-related negative impacts, mainly related to caregiving responsibilities. This group tends to be older cis-females.

Moderates (23 per cent)

Moderates have restrained enthusiasm for gender equality. They exhibit mild positive neutrality and are less aware of the impact of gender inequality. While they have personally experienced negative impacts, they do not prioritise fairness, equality, or tolerance as their core values. This group aligns closely with general population demographics.

Conflicted (12 per cent)

The Conflicted segment values gender equality but believes it's already close to achievement; they hold mixed views, including traditional and progressive perspectives. Gender equality is also seen as an issue for men. Conflicted are mostly younger cis-males, educated, and come from diverse backgrounds.

Indifferent (6 per cent)

Gender equality is not a priority for the Indifferent group. They exhibit neutrality or uncertainty about the issue, have a low awareness of the impact of gender inequality, and refrain from expressing strong views on initiatives. Fun and loyalty are their core values, demographically similar to the overall population, except they tend to have lower education levels.

Rejectors (17 per cent)

Rejectors believe that gender equality is no longer an issue and may even think it has gone too far. They are primarily concerned with men's experiences of gender discrimination, although they may not express it openly. This group least supports change initiatives and tends to be older, educated in technical and further education colleges, and live outside cities. They value tradition, rules, norms, freedom, and economic security.

While some findings signal progress and hope, such as 77 per cent supporting a fair society for all genders and 60 per cent advocating for equal standing in women's sports, many challenges remain. For instance, 26 per cent believe women are more suited to caregiving, only 53 per cent consider it essential to advocate for gender equality in other countries, and 25 per cent disagree or are uncertain about individuals making their choices regarding sexual and reproductive health.

Despite the ongoing dialogue about gender equality in various sectors, the Gender Compass results indicate that substantial work is needed to bridge the gap between societal perceptions and realities. Plan International Australia hopes its research will empower individuals and organisations to communicate and advocate more effectively for gender equality, bringing us closer to a world where everyone is equal.

Plan International Australia CEO Susanne Legena emphasises the urgency of addressing gender inequality, given that projections indicate the next five generations may never witness gender equality. By understanding the beliefs and attitudes of Australians through the Gender Compass, it is possible to challenge harmful social norms and work collectively to overcome discrimination, inequality, and violence worldwide.

Dr Rebecca Huntley, the Independent Research Lead, highlights that the Gender Compass reveals the possibility of a gender-equal future. While segments vary in their support for gender equality, most are open to action and policy changes that promote fairness and equality. This tool promises to be invaluable for those striving to shift attitudes and behaviours towards gender equality in Australia and beyond.

The State of Gender Equality in Australia

In Australia, women continue to face wage disparities, earning only 77.2 cents for every dollar men earn, as reported by the Workplace Gender Equality Agency. Additionally, the sobering statistic that one in three women has experienced physical or sexual violence at the hands of someone they know, as documented by Our Watch, underscores the persistent challenges of discrimination, inequality, and violence. These issues are symptomatic of societal norms and require concerted efforts to reduce harmful attitudes.

Closing the Research Gap on Gender Equality

Until now, there has been a noticeable gap in research efforts to understand how best to engage the Australian public in discussions about gender equality. The Gender Compass initiative seeks to fill this critical knowledge gap by identifying the target audience, the topics that resonate with them, and the primary obstacles hindering progress toward a gender-equal future.

Collaborative Efforts for Change

Plan International Australia, collaborating with charitable organisations, academic institutions, and other stakeholders, has proactively driven this ground-breaking research project. The overarching objective is to transform how Australians engage in conversations about gender equality, ultimately paving the way for positive change.

A Tool for Advocacy

The Gender Compass represents a powerful tool enabling advocates to tailor messages and outreach efforts to specific audiences. By comprehending the attitudes and perspectives of these audiences, advocates can mobilise them to take meaningful action. Importantly, this tool is not exclusive to Plan International Australia; it has been made publicly available for anyone committed to advancing the cause of gender equality.

Inspired by the 'Climate Compass' project in Australia, this research marks a significant step forward in the collective efforts of various stakeholders to create a more equitable and inclusive society for everyone.

How to Handle the Dreaded Candidate Rejection Call

Thu, 19 Oct 2023 02:35:27 GMT

Mastering Rejection Feedback

In the world of talent acquisition, one often overlooked aspect is the process of rejecting candidates. Companies and recruiters stand to benefit from expanding and optimising the rejection feedback process, which plays a significant role in shaping both the candidate’s experience and the employer’s reputation. Effective communication and handling rejection presents an opportunity for growth, learning, and relationship building.

The term "rejection" typically carries a negative connotation, invoking disappointment and frustration for both candidates and recruiters. A study by Joblist reveals that rejected applicants often experience demotivation, leading them to halt their job search, seek therapy, or return to school for reskilling.

The candidate's experience throughout the hiring process holds immense importance, and every interaction, from the initial application to the final decision, contributes to the organisation's image. Employers should conduct the hiring process with empathy, transparency, and feedback in mind. Mishandling the hiring process, particularly when it ends in rejection, can tarnish a company's reputation.

Explore the challenges associated with rejection in the hiring process and strategies recruiters can employ to provide rejection feedback effectively. By analysing and enhancing the communication surrounding rejection, organisations can transform what may seem like a negative experience into an opportunity for growth, benefiting both the company and the candidate.

Challenges in the Rejection Process

Rejecting candidates is a delicate aspect of talent acquisition, demanding transparency and empathy. However, this process is not without its challenges:

Recognising Discomfort

Recruiters and hiring managers should understand the emotional rollercoaster candidates go through and adopt appropriate strategies. Candidates invest significant time and energy into the application and interview process, making it essential to recognise their emotional investment.

Addressing Bias and Discrimination

Ensuring rejection decisions are based only on a candidate's qualifications, skills, and suitability is challenging, as we all carry unconscious biases at the very least. Hiring Managers must examine and address any biases related to age, gender, race, or other factors.

Balancing Transparency and Empathy

Providing candidates with clear reasons for rejection can aid their personal growth and help them better understand the company's stance. However, over-sharing or providing overly vague feedback can lead to negative emotions.

By acknowledging and addressing these challenges in the rejection process, recruiters and hiring managers can identify areas for improvement and work towards creating a more positive experience for both candidates and organisations.

Offering constructive rejection feedback yields benefits for both recruiters and applicants:

Promoting Understanding

A positive hiring process enhances understanding between the candidate and the company. Candidates with favourable experiences are more likely to recommend the company or consider reapplying. This positive perception elevates the company's reputation for treating candidates and employees well.

Providing Feedback for Self-Improvement

Candidates value specific and actionable feedback on areas where they can improve. However, while 94 per cent of candidates value feedback, less than 45 per cent receive it. Feedback empowers candidates with a clearer understanding of their strengths and areas for growth, enabling them to become valuable assets to the company upon reapplication.

Building a Talent Pool

Just because a candidate may not be an immediate fit for a particular role does not mean they cannot contribute in the future, either in the same role or another within the organisation. Recruiters can nurture this positive relationship by handling the rejection process thoughtfully. Additionally, this proactive approach can reduce recruitment costs and time, as it taps into a pool of candidates already familiar with the organisation.

The rejection process need not be a dreaded experience. Constructive feedback, delivered with transparency and empathy, fosters a positive relationship between the candidate and the organisation, offering mutual benefits.

Five Key Strategies for Delivering Rejection Feedback

Timeliness

Acknowledging candidates' significant time and effort in the application and interview process, recruiters should provide feedback promptly, allowing candidates to proceed in their job search with clarity and closure.

Personalisation

Generic rejections lack respect and compassion, potentially impacting the company's reputation if a candidate posts a negative review. Recruiters should take the time to personalise feedback by addressing specific areas for improvement.

Clarity

Frustration during the hiring process often stems from a need for more clarity. Providing candidates with a clear understanding of the reasons for rejection is essential.

Empathy

Effective recruiters exhibit high emotional intelligence. Candidates may experience negative feelings when rejected, and expressing empathy for their emotions is warranted.

Appreciation

Gratitude is a powerful tool. Always thank candidates for their interest and effort in the process.

Incorporating these five strategies into the rejection feedback process can transform it into a more positive experience, emphasising growth and connection rather than mere rejection.

Sample Rejection Feedback Scenarios

Lack of Experience

"Unfortunately, your experience does not match our requirements. We’ve selected another candidate for the position."

This response lacks empathy and specific feedback, leaving the candidate with a sense of disappointment and uncertainty.

“I appreciate your interest in the [Job Title] role at [Company Name]. We were impressed by your [specific skill or experience]. After careful consideration, we have decided to move forward with a candidate whose experience closely aligns with the role's demands. We genuinely appreciate your time in our process and encourage you to explore future opportunities with us."

This response expresses gratitude and acknowledgment of the candidate’s interest, provides more context, and fosters a positive relationship by encouraging the candidate to consider future opportunities.

Cultural Fit

“We don’t think you’re the right cultural fit for the company.”

This response is brief and direct, lacking specificity. It does not provide feedback that the candidate can use for future applications.

“Thank you for your time and effort in pursuing the [Job Title] role at [Company Name]. We appreciate the insights you shared during our interactions. After careful consideration, we’ve determined that while your skills are impressive, a unique blend of values and team dynamics contributes to our company’s culture. We encourage you to keep exploring opportunities that align with your talents and aspirations.”

This response shows appreciation, explains the exact reason for the rejection, demonstrates empathy, and leaves the door open for future opportunities.

When delivering rejection feedback, it is imperative to treat the candidate with respect, recognise their effort and qualities, and aim to foster a positive relationship between the candidate and the organization.

Collecting Feedback From Candidates

The hiring process allows recruiters to improve and grow by gathering valuable insights from candidates. Candidates’ feedback is instrumental in understanding what worked well, what could be enhanced, and any pain points they encountered. Recruiters and hiring managers can utilise this feedback to enhance the process for future candidates, showcasing the organisation’s commitment to continuous improvement.

Gather feedback shortly after the process to capture fresh insights. Pose open-ended questions to encourage detailed responses. Offer anonymity to ensure candid feedback - segment feedback to identify specific areas for improvement. Take action on the feedback received to drive meaningful change. Collecting and acting on feedback is a data-driven, proactive strategy that fosters organisational growth.

Fortunately, numerous productivity tools are available to recruiters and hiring managers to streamline the feedback collection process. Tools like Google Forms are user-friendly and customisable, catering to specific needs. Some even offer advanced analytics for in-depth data analysis.

Rejection presents an opportunity for personal and professional development. Regardless of the industry or the role being hired for, recruiters and hiring managers should approach rejection with respect, care, and a commitment to growth. Every candidate interaction holds the potential to identify areas for improvement and further develop the hiring process.

Culture Fit Or Culture Add?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 20 Sep 2023 00:04:10 GMT

What criteria should you consider when hiring? Should you aim for culture fit or culture add? Or both?

Culture fit refers to aligning a candidate's values, beliefs, attitudes, and behaviour with your company's. When "hiring for culture fit," you want to assess how well the candidate will adapt to accomplishing things around your workplace. Does the candidate share the same core values and mindset, and will they adhere to your company’s mission? Companies hire for culture fit mainly because of team cohesion, retention and engagement, organisational values, and adaptability.

Team Cohesion

Employees who share similar values feel more at home in an organisation. Working well together as a team increases well-being and productivity.

Retention And Engagement

Employees who feel strongly connected to your company's culture are more energetic and dedicated. They will feel motivated, and their work performance will often surpass what is expected of them. With satisfied employees, there will be less turnover and thus reduced expense on backfilling.

Organisational Values

If the way results are achieved must align with your organisation's values, hiring for culture fit helps ensure that new hires adhere to and behave in a way associated with them.

Adaptability

Companies with a strong culture often seek individuals who can adapt to and thrive in such a work environment. Hiring for culture fit can help identify candidates more likely to adjust well to the company's norms, processes, and expectations.

When Culture Fit Matters

Hiring for culture fit is particularly relevant in organisations where culture significantly shapes the work environment and employee experience. Startups, nonprofits and social enterprises, customer-centric companies, and companies with unique cultures can significantly benefit from focusing on culture fit.

Startups

Especially during the early stages, startups often need passionate employees capable of keeping up with a fast-paced work environment. They specifically select candidates who demonstrate an entrepreneurial mindset and a willingness to take risks.

Nonprofits And Social Enterprises

These organisations seek employees who want to work towards the same goals, focusing on a social impact, such as helping society or the environment.

Customer-Centric Companies

When delivering excellent customer experiences is essential for your company’s profitability, finding employees with a strong customer focus is vital.

Companies With Unique Cultures

Certain companies have established a distinctive work style and philosophy that set them apart. This phenomenon is often found in creative agencies or tech startups. Hiring for culture fit helps preserve the unique character and identity of the organisation. In some instances, it can be crucial to maintain efficiency.

Thinking Outside The Box - Culture Add

While culture fit focuses on aligning an individual's values with your company culture, culture add emphasises diversity and hiring employees with different perspectives and backgrounds.

The idea is that those people can enhance and enrich your existing culture, challenge the ways things are done, and help your current team think outside the box.

Diversity can refer to ethnicity, gender, age, sexual orientation, educational background, disability, neurodiversity, and personality. People of diverse backgrounds have different needs and perspectives.

By consciously considering culture add, organisations can foster innovation and better adapt to evolving needs and challenges. It can be appropriate for organisations looking to improve diversity and inclusion for better decision-making, innovate and close knowledge gaps, transform culturally, and expand to new markets.

Diversity And Inclusion For Better Decision-Making

Seeking candidates with different backgrounds and perspectives brings in a range of experiences and viewpoints. When individuals with complementary strengths work together, they will approach decision-making more holistically. This will eventually lead to more balanced decisions.

Innovating And Closing Knowledge Gaps

Innovative companies who aim to disrupt traditional markets need fresh perspectives and out-of-the-box thinking. Hiring individuals with unconventional ideas, diverse skill sets, and a willingness to challenge established norms can drive innovation and change, two traits needed to stay ahead of competitors.

Cultural Transformation

When your company undergoes a cultural transformation, bringing in individuals who embody the desired culture can contribute to accelerating and improving the change process. New hires with different experiences or skills can complement your team's capabilities.

For example, if your company operates mainly onsite but now wishes to embrace a remote-first culture, it can benefit from hiring new team members who have worked in distributed companies in the past and thus can help define best practices and establish new processes.

Expanding To New Markets

When expanding into new markets, you must understand your new customers thoroughly. Some marketing strategies work well with one audience rather than with another. Product names may sound funny in the local language. To fully understand your new market, hire employees from your target group. You’ll soon see the value.

Balance Culture Fit And Culture Add

While culture fit and culture add are distinct approaches, they need not be mutually exclusive.

Organisations need to adapt to the needs of customers and markets and the availability of new employees. For example, a creative agency hiring only 30-year-old hipsters may need help finding employees matching their specific candidate persona. Daring to make more diverse hires may be crucial to the company’s growth in such a case. A team can be diverse but still aligned with the company’s goals.

While the company's DNA should remain intact, diverse perspectives can bring innovation and fresh ideas. Finding the right balance is critical to creating a well-rounded workforce.

High Performer Versus High Potential? Picking The Right Hire

Should organisations go for high performers who demand a higher salary or opt for high potentials at a lower cost? It's like choosing between instant gratification and long-term growth.

High Performers: The Masters Of Now

High performers serve as the rock stars of the workplace. They consistently deliver exceptional results and boast a stellar track record. These people bring top-notch skills, valuable experience, and a drive to greatness. They may hold high compensation desires, but high performers are your go-to team members when you need something done quickly and flawlessly.

High performers often reach their peak productivity early on and need help to improve significantly beyond that point. They may resist change, have difficulty learning new skills, or struggle to adapt to evolving technologies. While they’re great at their work, their growth potential may be limited.

High Potentials: Unleashing The Future

On the flip side, high potentials are like diamonds in the rough. They may lack extensive experience but possess an insatiable hunger for growth and plenty of untapped potential. These eager learners can quickly adapt to new challenges and acquire new skills.

One significant advantage of high potentials is their ability to thrive in dynamic environments. They bring fresh perspectives and a thirst for knowledge, making them ideal candidates for leadership development programs. By investing in their growth, you can cultivate the leaders of tomorrow.

Striking The Right Balance

How do you choose between high performers and high potentials? It's all about finding the right balance that suits your organisation's needs and long-term goals.

Assess your needs. Evaluate the immediate requirements of each role. Identify the values, skills, and experience that are essential. This will help you determine whether a high performer or a high potential is the best fit.
Context matters. Consider your existing talent pool. If critical roles lack high performers, it may be necessary to prioritise them. However, investing in high potentials can fuel long-term growth and succession planning if you have a solid leadership pipeline.
Embrace diversity. Aim for a diverse workforce with high performers and high potential. High performers bring stability and expertise, while high potentials inject fresh ideas and energy. This mix can create a vibrant and forward-thinking team.
Nurture growth. Provide development opportunities to high potentials. Mentorship programs, training initiatives, and challenging assignments can accelerate their growth and ensure they reach their full potential.
Foster a learning culture. Encourage continuous learning for all employees, especially high performers who are taken for granted. Emphasise the importance of acquiring new skills and staying current in a rapidly evolving business landscape.

Striking the right balance between high performers and potential is crucial in building a sustainable and diverse culture. While high performers bring expertise and stability, high potentials can bring fresh perspectives and innovation.

The Good, The Bad and The Ugly of Returning to the Office

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 19 Sep 2023 23:08:23 GMT

The COVID-19 pandemic ushered in an era of remote work, a paradigm shift many believed would be the future of work. However, many organisations are rethinking their work-from-home policies as the world grapples with the aftermath and seeks a return to normalcy. Some are advocating for a return to the office, either partially or fully. This seemingly straightforward decision carries profound implications, especially for employees with disabilities and the broader spectrum of workplace diversity.

The Good: The Silver Lining of In-Person Work

Enhanced Networking and Mentorship

Physical presence in the office often leads to spontaneous interactions, fostering better networking, mentorship, and coaching opportunities. These direct interactions can be a game-changer for diverse employees, who might traditionally face challenges in these areas due to systemic biases. Supervisors and managerial staff can play a pivotal role in an employee's career trajectory, and face-to-face interactions can significantly influence this dynamic.

Boosted Engagement and Recognition

A shared workspace promotes collaborative interactions over transactional exchanges. When colleagues collaborate in person, a tangible energy is often missing in virtual meetings. Such environments can enhance productivity and engagement, with employees feeling more valued for their unique contributions. Moreover, immediate feedback and acknowledgement in a physical setting can boost morale and motivation.

The Bad: The Unintended Consequences

Accommodations for Employees with Disabilities

The ability to work from home has been an advantage for many employees with disabilities. Research from Leesman indicates that many workers identify as having impairments that affect their work. For these employees, the home environment provided a conducive and comfortable space, free from the challenges and distractions of traditional office settings. Requiring them to return can only be beneficial if companies ensure equitable exception policies and necessary accommodations.

Potential for Biased Practices

One of the unintentional benefits of remote work was the levelling of the playing field. Many biases and inequities plaguing traditional office settings were minimised in a virtual environment. With a return to the office, there's a risk of reverting to old patterns. Companies must proactively address and mitigate these biases through training and awareness programmes.

Financial Implications

The pandemic-induced remote work era led to significant lifestyle changes for many. Employees relocated to more affordable areas, established new routines, and enjoyed savings from reduced commuting and daily expenses. A mandated return to the office can introduce financial burdens, from increased commuting costs to potential relocation or added childcare expenses. Employers must be mindful of these challenges and offer support through stipends, reimbursements, or flexible schedules.

The Ugly: The Potential Fallout

Strained Company Culture

Any abrupt policy change, especially one that affects daily routines, can lead to dissatisfaction and divisions within a company. A lack of flexibility or inadequate communication can foster resentment, leading to a toxic work environment. Organisations must approach such changes with sensitivity, open communication, and a willingness to adapt based on feedback.

Risk of Losing Talent

The modern employee values flexibility. Inflexible policies drive employees, especially top talent, to seek opportunities elsewhere. Companies offering more accommodating work arrangements or supporting remote work will be more appealing, leading to a potential talent drain from less flexible firms.

The Perspective of Employees with Disabilities

The value of remote work for employees with disabilities cannot be overstated. A large study of almost 24,000 people across 27 countries found a quarter of employees said they would quit if forced back to the office. McKinsey researchers found disabled employees were 14% more likely to leave than employees without disability if they could not work in a hybrid way from both home and the office. Citing benefits such as better management of health conditions, reduced sensory issues, increased focus, and overall well-being, and the elimination of commuting, often a significant challenge for those with mobility impairments, is another notable advantage.

Moreover, the mental well-being of employees with disabilities often improves when working from home, leading to increased productivity. Respondents in recent research highlighted that their mental health improved thanks to reduced stress, less anxiety, and an overall happier feeling at work. Almost two-thirds of disabled employees believed they were more productive when working from home than in an office or external workplace setting. This sentiment underscores the importance of flexible work arrangements, not just for convenience but for the holistic well-being of employees.

In a tight labour market, companies must recognise and accommodate the unique needs of these employees, not just as a moral imperative but also as a smart business strategy.

In the aftermath of COVID-19, the United States has reportedly seen a rise in the employment of individuals with disabilities due to labour shortages. Meanwhile, Australian HR approaches seem to trail behind. However, a notable exception is the Australian Public Services (APS), which has recently declared the removal of restrictions on how many days an employee can work remotely each week.

Moving Forward with Inclusion

In today's competitive landscape, leading companies prioritise inclusivity. By understanding and addressing the diverse needs of all employees, companies can foster a more inclusive and productive work environment. This includes training managers to handle hybrid teams, assessing the skills of disabled employees beyond traditional workplace norms, and allowing more flexibility in work-from-home arrangements.

Educating managers on overseeing hybrid teams, including employees working remotely and from a central office, as well as understanding the needs of employees with disabilities who work from home.
Evaluating the competencies and talents of employees with disabilities rather than merely gauging how they align with conventional workplace norms.
Promoting remote work for employees with disabilities to enhance their independence, efficiency, and well-being.
Empowering managers to greenlight work-from-home requests from employees with disabilities, even if they exceed the standard organisational limits. Excessive approval requirements can be time-consuming and might discourage such requests.

In conclusion, while in-person work has undeniable benefits, companies must approach the return-to-office decision with empathy and understanding. By doing so, they can ensure a harmonious transition that respects and values the diverse needs of all employees, fostering a culture of inclusivity and mutual respect.

Recruiting for alt protein: Q&A with Teresa Romanovsky

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 13 Sep 2023 05:01:47 GMT

Our Founder and Director of Opportunities, Teresa Romanovsky, was featured by Australia's only dedicated alternative protein news platform, Future Alternative, on the talent landscape in this rapidly growing sector.

Read the article here

Getting a job whilst pregnant? Not likely, right?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 29 Aug 2023 23:01:06 GMT

Unlikely? Often, but not always. Here's one story to demonstrate there are employers that will embrace pregnancy and parenthood, because they're smart enough to hire the best talent, without prejudice or a having a short term viewpoint.

The journey of motherhood, while joyous, is often fraught with obstacles when it intersects with a woman's professional life. Pregnancy discrimination, despite being illegal in many jurisdictions, still lurks in the job market shadows. However, in this climate, numerous beacon companies are paving the way for change by embracing mothers and championing their rights.

And Careers For Purpose has worked with one recently. Catalina Consultants .

Bee's Story...

Teresa Romanovsky, founder of Careers for Purpose, headhunted a candidate during the winter of 2022. The candidate, Bhauna 'Bee' Singh, was heavily pregnant and due to start her maternity leave in the following 2 months, information she volunteered to Teresa straight away, assuming that her client wouldn’t be interested. However, this didn’t deter Teresa and she presented Bee to her client - Bee was motivated to start a new role upon completing her maternity leave and ticked so many boxes for her capability to do the role it didn’t make sense to not present her. Catalina Consultants, a female-owned HR consulting firm, was not phased by Bee's new addition, so they started the interview process immediately to ensure a good fit for the company's future plans and to accommodate Bee with her transition to motherhood and the long lead time. They conducted a series of interviews, pre and post the birth of Bee’s baby and discovered she was a perfect fit for them. Bee received an offer, and the company confirmed her start day for March 2023. Bee has started her role two days a week and will increase to five days as soon as practicable, accommodating the realities of a working parent.

Whilst this example won’t suit every company, where the hiring need may be immediately critical, Catalina Consultants was in a position to forward plan for Bee’s onboarding, recognising that the long term impact of hiring her, as opposed to not hiring her, outweighed the timeline needed to onboard and scale her up.

Bee was “slightly surprised and thrilled” that she would be considered, saying “I had the preconception that I would not be a consideration”.

Whilst Australian federal and state laws legally protect pregnant women from discrimination in the workplace , research from job posting site Indeed found that almost a quarter of job seekers wouldn't reveal their pregnancy to a potential employer during the recruitment process or upon receiving a job offer, contrasted with 78 per cent of male and 65 per cent of female employers who want a pregnancy disclosed in the early stages of recruitment. Women don't legally have to disclose their pregnancy unless they work in high-risk environments. In this instance, Bee volunteered this information immediately, saying “I felt that transparency is a great foundation for building a new relationship, if this was something that wasn’t embraced then I would know it wasn’t about my skill set and my capability.”

How an employer reacts to the news would give mothers-to-be a good insight into the workplace culture. Employers focused on recruiting the right talent for the role will assess each candidate based on their cultural fit, skills and experience rather than their pregnancy stage of life. When Teresa approached her client, she wanted to be honest in an unequivocal way. Bee had considered all the implications of being a new mother and childcare provider, emergency procedures and how she would juggle her newborn and work in a new role. Bee wanted to continue her career and earning capacity and embrace the opportunity; she made a plan for her leave period and integration into the company showing her new employer that she was constructive, efficient, had realistic expectations and was ready to commit.

Bee says, during the recruitment process, employers should, “Have a discussion about what return to work will look like, for some they may not know exactly how it will be, but it’s a great way to understand what the candidate may want or need even if it is preliminary discussions”. Having at least some plan and expectations mapped out will ensure both employer and employee can meet their obligations.

Unfortunately, many women face pregnancy discrimination even during the interview process. If a woman feels like she is being asked invasive or leading questions or is not hired because she is pregnant, she is within her rights to claim discrimination. Employers should refrain from questions relating to a woman's pregnancy unless there are clearly apparent reasons for her abilities, such as safety, within a role. Employers also need to be mindful of why they have chosen not to disclose information; they may have faced prejudices before.

At Catalina Consulting, Bee says “There is a very open and transparent culture, the business worked with me on my availability as I had to look into care for my kids and it wasn’t easy getting additional days in the middle of the year. The business has policies in place for flexibility and that has helped as part of the return to work and onboarding process.”

Who is getting it right?

There are some global brands too that are spearheading initiatives to embrace pregnant women and new mums, recognising not just the diversity and inclusion aspects of doing so, but the commercial benefits of hiring the right talent, regardless of their parenthood status.

Patagonia, an outdoor clothing company, host an on-site child care centre for their employees at their US head office, understanding that secure child care is a critical factor affecting working mothers. The company has seen benefits from this investment, with a high rate of mothers returning to work post-childbirth, and increased employee loyalty.

Vodafone takes a global stand on supporting working mothers. They implemented a mandatory minimum maternity policy, offering 16 weeks of fully paid maternity leave to all employees worldwide. On return, new mothers can opt for a reduced work schedule while receiving full pay for the first six months, easing the transition back into the work environment.

And software company, Salesforce, beyond their generous parental leave policy, provides resources for parents like coaching, flexible work hours, and help for parents seeking to adopt children. This inclusive approach illustrates the company's commitment to diverse forms of family-building.

What about in Australia, who is leading the way?

In Australia we have several large companies leading the way. Frontrunners include QBE Insurance, KPMG, Deloitte, ING Australia, Novartis, and Medibank, all providing versatile, gender-neutral policies along with robust return-to-work schemes.

Deloitte Australia stands out with its removal of caregiver labels, offering 18 weeks of flexible paid leave over 36 months. The company also provides comprehensive transition support, with coaching sessions for parents commencing and returning from leave. Recent policy enhancements include additional support payments and revised performance targets for returning parents, demonstrating a commitment to a smooth reintegration process.

QBE Insurance has pioneered the 'Share The Care' policy, offering equitable paid parental leave to all genders. The uptake of this initiative, particularly among male employees, has been significant, reflecting the company's drive towards a more gender-balanced approach to parental care.

Carer support is a crucial aspect of these policies, with companies like KPMG, PEXA, Workday and Endeavour Energy providing standout provisions. From subsidised childcare and virtual holiday programmes for kids, to emergency care leave and comprehensive insurance, these organisations demonstrate the value of supporting those with caring responsibilities.

Recognising the importance of family wellbeing, organisations like the Commonwealth Bank of Australia (CBA) and HESTA have implemented policies addressing sensitive issues like stillbirth, infant loss, parenting-related anxiety and depression, and domestic violence. Microsoft also offers specific neurodiversity support, acknowledging the diverse challenges families face.

What can every company do regardless of their size?

In practice, not every company can be as generous as the above mentioned behemoth’s, what every company can do, including boutique companies like Catalina Consultants, is embrace the economic benefit of attracting and retaining a diverse workforce, including pregnant and new mums. Business of all shapes and sizes is a long game, and we’ve all got stories of the consequences of poor hiring decisions, often made because the person appeared to be the easiest solution for the short term, rather than the better solution for the long term.

Is Pay Transparency Working?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 09 Aug 2023 07:50:00 GMT

Enhancing Job Adverts with Pay Transparency: Revealing the True Potential of Career Paths

Over the past couple of years, pay transparency laws have emerged as a powerful tool to help job seekers gain better insights into potential job opportunities. These laws require employers to disclose pay ranges in their job advertisements, giving candidates a clearer picture of what they can expect to earn in a particular role. This newfound transparency has been a game-changer for many, empowering them to make more informed career decisions.

Empowering Job Seekers with Pay Transparency

Yun Yati Naing, a fresh graduate from Baruch College in New York City, experienced firsthand the benefits of pay transparency when searching for her first job after graduation. Thanks to a new law in the city that mandated salary disclosure, Yun could filter out opportunities that didn't meet her minimum salary expectation of $50,000. Armed with this crucial information, she narrowed her choices. Eventually, she accepted a job in financial services with a starting pay of $60,000 after negotiating a modest increase from the advertised range of $54,000 to $79,000.

She said, "All my friends were talking about it. It really made a difference going into the workforce as a fresh graduate. We had no idea what the wages of these entry-level jobs were."

The impact of pay transparency laws has been significant, with more states and cities enacting such legislation. Pay transparency laws cover over a quarter of the United States labour force. Job advertisements now frequently include pay range disclosures, up from less than 20 per cent before the pandemic.

California, Washington State, Colorado, and a handful of cities, including New York, recently enacted pay transparency legislation. Illinois also passed a pay transparency law in May. Lawmakers often introduce pay transparency laws in an effort to help reduce gender and racial wage gaps. Women are still only earning 84 per cent as much as men, whilst black, Hispanic and Native American workers around 75 per cent earned less than white workers. Transparent salary ranges help to demystify job searching.

Addressing Wage Disparities

One of the primary motivations behind implementing pay transparency laws is to address gender and racial wage gaps. These laws help demystify job searches and allow candidates to assess the fairness of the offered salaries. Given the persistent pay disparities in the workforce, such transparency is a crucial step toward fostering equality and fairness.

However, the effectiveness of pay transparency laws can vary depending on how employers comply with them. Some companies have embraced the change and provided meaningful salary ranges. In contrast, others have adopted a less helpful approach, using overly broad salary bands that apply to a wide range of positions within the organisation.

Kimberly Nguyen, a 25-year-old poet and UX writer, discovered pay disparities at her workplace due to pay transparency laws. As a contractor for Citigroup (Citi), she found a substantial pay gap between her $85,000 salary and the $117,200 to $175,800 range listed in a job posting for a similar position. Expressing her frustration on Twitter, her post went viral, drawing attention to the issue. However, despite the attention, no changes occurred, and Kimberly remained a contractor without a raise. She has been searching for new opportunities, emphasising the importance of advocating for fair compensation practices.

The Importance of Career Pathing in Job Adverts

While pay transparency is essential, it doesn't wholly capture a company's commitment to transparency and employee growth. In the public sector, career pathing has long been a part of job descriptions, and it is also increasingly gaining traction in the private sector.

By incorporating career pathing information into job postings, companies can signal their dedication to employee development. It conveys that they value their employees' growth and are willing to invest in their long-term success. This approach can be as simple as indicating the likely promotional tracks from the posted position to more detailed explanations of potential career trajectories.

Practical Examples of Career Pathing in Job Descriptions

Some organisations have already incorporated career pathing into their job advertisements. For instance, GitLab has experimented with providing a "Career Ladder" section in its job postings, linking to higher-level roles to showcase the potential growth within the company. Healthcare, facing a talent shortage, has been particularly proactive in adopting "Career Ladder" positions. Some organisations offer clear paths for advancement, indicating the training and opportunities for promotion that employees can expect once they are in the role.

The Power of Transparency: Attracting and Retaining Talent

Job seekers today are looking for competitive compensation and considering opportunities for career advancement and upskilling. Including career pathing information in job descriptions can make a significant difference in attracting and retaining talent.

While pay transparency laws have brought about positive changes, there is still room for improvement. Employers should strive to provide meaningful salary ranges and complement this with clear career paths. By doing so, companies can demonstrate their commitment to their employees' growth and development. Job seekers can make more informed decisions about their future careers.

As the job market continues to evolve, embracing transparency in all aspects of job adverts can set companies apart, creating a more inclusive and supportive workplace for current and prospective employees. Some employers still use broad salary ranges in job postings, making them less informative. For instance, Netflix's job ads display wide ranges from $60,000 to $290,000 for one role and $195,000 to $510,000 for another. This practice seems to be spreading in high-paying industries. How is this helpful to anyone? And it also begs the question, what are these companies trying to hide?

Economists' research shows that salary ranges are widening in fields like pharmacy, medical information, and scientific research, while jobs in food preparation and child care have better estimates.

The disparity may be due to differences in the labour market. Remote and higher-paying jobs have broader ranges, while lower-paid, in-person positions are seeing narrower ones. Tight labour markets may lead to more precise pay rates to compete for workers, whereas industries facing layoffs can attract applicants without disclosing exact salaries. Additionally, geographic trends show widening ranges in cities with new transparency laws.

Pay transparency is not going away, as more jurisdictions around the world continue to adopt them into legislation. Instead, organisations should get on the front foot, inform their workforce of the adoption or clearer transparency on pay scales, for existing staff as well as new hires, and promote the positive benefits to diversity and inclusion by doing so.

Embracing Career Transitions

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 09 Aug 2023 07:26:39 GMT

The Great Reflection

In recent years, a seismic shift has occurred in the professional landscape, driven by a phenomenon dubbed the Great Reshuffle. This wave of career transitions has seen workers from various generations reevaluating their life choices, seeking fulfilment, giving back and seeking purpose in their professional life. The second-chance careers are intrinsically linked to the want to undertake socially worthwhile work.

While the trend has been particularly noticeable among millennials, Gen Xers have also been increasingly embracing the opportunity to pivot their careers and chase their dreams. These workers are becoming part of a new trend and embracing ‘encore careers’ in the second half of their lives.

People live longer, healthier lives and want to impart their skills and knowledge learned from their primary career rather than giving up work altogether. Many people want flexibility, a sense of connection and purpose from not-for-profit, community and charitable organisations.

Mid-Life Realisations and the Pursuit of Fulfillment

Caitlin Duffy, Research Director in Gartner’s HR practice, said, “The intent to leave or stay in a job is only one of the things people are questioning as part of the larger human story we are living. You could call it the ‘Great Reflection’. It’s critical to deliver value and purpose”. The pandemic has allowed people to have a sense of self-awareness and worth, and they don’t want to go back to life before COVID-19.

Andrew Oswald, a professor of economics and behavioural science at the University of Warwick, observes that people in their 40s and 50s are prone to experiencing dissatisfaction and distress about their lives. This "mid-life crisis" is a widely recognised psychological phenomenon that has fascinated researchers and experts.

The pandemic era catalysed many to reflect on their lives. The uncertainty and upheaval caused by the global crisis compelled many individuals to rethink their priorities and seek greater contentment. This newfound perspective made them more open to leaving secure, unrewarding careers to explore uncharted territories.

The next two examples are not drawn from the Covid pandemic era, but are worthy examples of people embarking on a major career change, taking risks and backing themselves to a successful outcome.

Kristy Chong: from PR to feminine hygiene and apparel

Kristy Chong was the founder of Modibodi, an Australian brand that offers innovative, sustainable, and leak-proof apparel, including underwear, swimwear, and activewear. With a career in Public Relations and Communications, Kristy wasn't initially involved in the fashion or sustainability sectors. However, she identified a significant gap in the market for women's underwear that was both comfortable and leak-proof.

The idea for Modibodi came to Kristy while she was training for a marathon. She realised that there was a need for an environmentally friendly and functional alternative to disposable feminine hygiene products.

Kristy Chong's transition from a career in Public Relations to founding a purpose-driven company reflects her entrepreneurial spirit, innovation, and commitment to social and environmental wellness.

Ronni Khan: from events management to being awarded an AO for social welfare

Initially working in the corporate sector, running a successful events management business, Ronni Kahn's turning point came when she became increasingly concerned about the amount of food waste generated by the events she was managing.

In 2004, she founded OzHarvest, a nonprofit organisation that rescues surplus food from various outlets like supermarkets, restaurants, and hotels, then delivers it to charities that support people in need.

Since its inception, OzHarvest has expanded nationwide and delivered millions of meals to those in need. In 2020 Ronni was appointed an Officer of the Order of Australia.

Ronni Kahn's transition from a corporate event planner to a social entrepreneur reflects a profound commitment to making a positive impact on society. Her dedication to reducing food waste and improving the lives of those in need has made her one of Australia's most respected and influential social entrepreneurs. Her story is a compelling example of how one individual's passion and determination can lead to transformative social change.

The Challenges of Career Changes

Career changes, while exciting and rewarding, are challenging.

Ronni's vision to reduce food waste and feed the hungry led her to found OzHarvest, which required her to navigate legal challenges and operational obstacles. Through perseverance, and battling many legislative barriers, she built OzHarvest into Australia's leading food rescue organisation, affecting millions of lives and inspiring others to take action on social and environmental issues.

Kristy spent two years in product development, collaborating with experts to create a patented technology for sustainable, leak-proof apparel, a path fraught with challenges and setbacks.

Both women's journeys underscore the power of resilience and determination in achieving success. Ronni's unwavering commitment to social justice and environmental sustainability, and Kristy's relentless pursuit of innovation and women's well-being, have led to significant contributions in their respective fields. Their stories stand as compelling examples of how personal drive, coupled with a clear vision and purpose, can overcome obstacles and create impactful change.

Societal Attitudes Towards Career Transitions

Historically, career changes in mid-life have been viewed with scepticism or seen as a sign of instability. However, societal attitudes are shifting as the Great Reshuffle continues redefining the workforce.

Individuals like Kristy and Ronni broke barriers and proved that it is never too late to pursue one's passions. This change in perception encourages others to explore alternative paths, regardless of age, and embrace career transitions as a means of self-discovery and personal growth.

The Great Reshuffle has become a defining feature of the modern workforce, with professionals from all generations seeking satisfaction and purpose in their careers. Gen Xers, in particular, have been increasingly drawn to career changes during mid-life, driven by a desire to reassess their lives and seek greater happiness.

Is a career transition for me?

Whilst the above stories are inspiring, you don’t have to have a complete industry change, or even be an entrepreneur, to find meaning and purpose in your next career move. With so many purpose driven companies springing up across renewable energy, sustainability, plant based production and of course the ever present and growing not for profit industry, you can transition your existing professional experience into one of these sectors. Sometimes it may come with a small salary drop, particularly going from a profit to not for profit organisation, or to an early stage start up. These drops are often short lived, and everyone’s personal circumstances will be assessed differently. The bottom line is, you don’t need to work your heart out for a company with no heart of their own, there are many organisations looking for passionate professionals to help bring goodness into the world.

Revolutionising Recruitment: The Rise of Skills-First Hiring

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 29 Jun 2023 07:11:55 GMT

Is it time to start changing your company’s approach to talent? Skills-first hiring could be a more effective indicator of job performance than a candidate's education or job title. It could well be the answer to easing labour shortages. Traditional hiring methods are no longer enough in today's rapidly changing job market. Recruiters seeking the best talent must adopt a modern skills-first approach.

What is skills-first hiring?

According to the World Economic Forum, skills-first hiring is an approach to talent management that focuses directly on skills rather than how candidates acquire them. Employers will put the candidate's skills at the forefront of their hiring strategies by recognising an individual for their capabilities and adjusting roles to embrace the skills required to do well. Whilst it doesn't mean ignoring traditional recruiting, skills-first hiring increases workforce opportunities at all levels.

What are the benefits?

There are many benefits to skills-first hiring to help employers to expand their talent pool. By focusing on skills, employers can find candidates from a broader range of backgrounds and experiences, leading to a more diverse and inclusive workforce. Skills-first hiring can help employers to improve their hiring accuracy. When employers focus on skills, they are more likely to find candidates capable of doing the job. This can lead to a reduction in turnover and an increase in productivity. Employers can avoid the costs associated with traditional hiring methods, such as advertising, recruiting, and interviewing.

Research shows that it can be five times more predictive of job performance than hiring based on education. Cited in LinkedIn analysis, research shows that over 75 per cent of recruiting professionals expect skills-first hiring to be prioritised over the next 18 months, spanning a myriad of industries from financial services to real estate and specialised sectors such as mining, gas and oil. Smaller companies can adapt more efficiently; there is less red tape to fight through, so they can change their policies quicker.

According to the LinkedIn report, there are many benefits of skills-first hiring, including up to 20 times more eligible workers in employer talent pools, increasing global talent for those without bachelor’s degrees, growing the proportion of women by almost a quarter where they are unrepresented, particularly in technology, engineering and construction. It also states that skills-first hiring substantially increases the talent pool for Gen X, Millennial and Gen Z workers.

According to the report, the skills-first approach goes beyond the hiring phase with significant impacts throughout the employment cycle. Investment in learning and growth is a crucial key to employee retention. Companies that shine at internal mobility retain employees for an average of 5.4 years.

When employers consider more than education when hiring for a role in the United States of America, they are creating a more equitable pool of talent. Almost 70 per cent of jobs require a bachelor's degree. However, only 37 per cent of the population are university graduates, eliminating over 50 per cent of candidates. Yet, they may have the skills to succeed despite their lack of a college degree.

How do you implement skills-first hiring?

Adjust the key language in job postings by using inclusive job descriptions and emphasising transferable skills to attract more diverse and capable candidates. Avoid unnecessarily restrictive requirements such as a college degree, particularly as many as 50 per cent of people have acquired their skills through alternative routes. Use more precise and thoughtful language using hard and soft skill requirements.

Test a candidate's abilities through targeted exercises

Employ skills tests and case studies in your interview armoury. For example, you could present a case study and ask candidates how they would react to a real-life situation; your assessment of their reaction can reveal and help you identify a skill fit.

Include your team

Each person who plays a role in the hiring process should have a good understanding of skills-first hiring and which skills should be prioritised during the interview process so that the candidate’s future manager and team should align with the interview questions and test scenarios. Skills-first hiring works well with entry-level positions that your department champions can identify the candidate’s skills from the outset and simplify future on-the-job training and what their career path looks like

Using skills-first hiring to fill entry-level jobs and ensure that you have champions within those departments to institute a skills-first hiring approach is a good idea. The upshot: You'll be able to identify key skills in candidates from the get-go, simplifying future on-the-job training and mentoring.

LinkedIn's newly released skills-first report shows that the labour market is full of missed opportunities where candidates are not matched to positions that could positively impact companies. It clarifies that workplaces must rethink how to prepare future workforces and equitably match talent with jobs.

Skills-first for recruiters

During the past year, almost 50 per cent of recruiters have explicitly used skills data to help fill their roles. LinkedIn site users have added 380 million skills, including certification, to their profiles in response to this trend.

How skills-first hiring helps counteract labour shortages

The LinkedIn report addresses current economic uncertainties and says that “the ratio of jobs to applicants remains nearly double the pre-pandemic average in several countries” and will continue to exist for the foreseeable future. By using the skills-first approach, employers can expand the talent pool to fill open roles allowing economies to adapt more quickly and help candidates transition into jobs that are in demand and match their capabilities by excluding traditional criteria such as job titles and qualifications.

How employers can use the skills-first approach to hiring

In most cases, employers will find that candidates have transferable skills that can be applied to a role, even if the candidate comes from a hugely different industry. These skills include leadership and technological abilities. The increased talent pool makes it easier for employers to find suitable candidates.

An organisation can apportion a specific set of skills needed for a candidate to do the job well. Every person has a set of skills, whether an existing employee or part of an external talent pool. Employers need a better understanding of what skills are required to do the jobs at their company so they can take a more equitable approach to finding talent with those skills. For a skills-based hiring process to work, recruiters should place skills at the centre of recruitment and internal hiring. Employers have the chance to reimagine the labour market, break down barriers, and build a world where everyone has access to opportunity and success.

If employers want to improve their hiring process, skills-first hiring is a more equitable and effective way to find talent. Skills-first hiring can help to break down barriers to employment, help level the playing field for people without access to traditional educational opportunities and create a more agile workforce who adapt quickly to changes in the job market.

We got featured in CEO Weekly!

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 29 Jun 2023 07:01:21 GMT

We are very pleased to be featured in CEO Weekly recently, to share not just what Careers For Purpose does, but why we do it, and why it is so important for the future of talent and innovation.

The 'B' in DEIB - Is 'Belonging' the Answer to a Happier Workplace?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 07 Jun 2023 23:51:37 GMT

The horrifically unjust murder of George Floyd just over three years ago caused corporations to reconsider their corporate diversity practices. #blacklivesmatter instantly gave universal support and recognition for systematic racism and power imbalances, ensuring everyone felt included in the workplace. As time continues, companies are reassessing and amending their approach to diversity, equity and inclusion by adding belonging; it's the new age of DEIB.

Where does the ‘B’ fit alongside DEI?

Diversity refers to the range of differences and similarities that individuals bring to the workplace, including origin, underrepresented groups, race, gender, age, gender identity, mental and physical ability and sexual orientation. Healthy, diverse teams encourage employees to feel accepted and valued for their unique contributions. Equity ensures fair treatment, pay parity, and advancement for each person with access to learning and development opportunities. Inclusion makes people feel welcomed and valued by those around them and the environment, including physical and psychological safety, flexible work options, employee resource groups, nursing rooms for new parents and celebrating diversity. Belonging at work means being rejoiced and admired for being unique by peers, social opportunities to connect with colleagues and regular check-in sessions with employers. An employer needs to nurture each of the four pillars to ensure they all succeed and positively affect employees.

There are concerns that introducing belonging is a way to manage resistance to power and the conversations it generates. The addition of 'B' – belonging helps individuals feel that they are part of the change and the company's dialogue. Business for America, an independent non-profit organisation, found a common theme that exacerbated divides by introducing DEI with resentment and hostility. Whilst organisations want to have conversations about how individuals can thrive, many people with a zero-sum mentality believe that for them to succeed, they have to give up something.

Has 'belonging' become the next new obsession by allowing employees the flexibility to work whenever they want and have the freedom to discuss political and social issues that matter to them, giving them the feeling that they 'belong'? In 2022, the Society for Human Resources Management conducted its first survey on corporate belonging. Over 60 per cent of the respondents cited that their employers are either investing in or prioritising a sense of belonging by introducing employee resource groups instead of mandatory diversity training.

Incorporating Belonging into DEI programs

Jonathan Haidt, a professor and social psychologist at New York University’s Stern School of Business, explained that at a time of rising political division, sometimes people don't fit with the whole selves of their colleagues. Managers are frustrated with the constant conflict over people's identities. In 2017, Haidt and his colleague Caroline Mehl started the Constructive Dialogue Institute, which includes the educational platform Perspectives, an online tool using modules and workshops to explore where DEIB values come from and why people from different backgrounds may have opposing values. Perspectives is available to companies with a comprehensive menu of live training options for a fee.

Founder of the Moral Courage Council, Irshad Manji understands that there is an ever-present problem with mainstream diversity, inclusion and equity efforts; she believes that it compels people to stereotype each other and that the introduction of 'belonging' is an acknowledgement of the failings of traditional DEI definitions.

The Uber and ‘Karen’ Incident

Interestingly, Uber has recently placed Bo Young Lee, its diversity and inclusion officer, on enforced leave after employees complained about her 'Don't call me Karen' session. She's well known for advocating gender-neutral bathrooms, LGBTQ rights and Black Lives Matter. She intended to explore the white American women's experience, but instead, created a new movement, 'Black at Uber' in revolt. Panellists in the discussion included Head of People Nikki Krishnamurthy, Director Meghan Musbach, Senior Director Kelly Seeman, and Director of Diversity and Inclusion Strategic Initiatives Diane Krieman, whilst Lee moderated the conversation. The discussion inspired a complaint from a black female employee who found the entire episode tone-deaf, triggering and offensive. Lee defended her dialogue by stating, 'while the conversation may have been uncomfortable, sometimes being pushed out of your own strategic ignorance is the right thing to do'.

Who is Karen? On memorial day in 2020, a keen black bird watcher was in central park and ran into a woman who had let her dog off its lead in a 'leash-only' area. He requested that she put the dog back on its lead, but instead, her response was to call 911 and tell police operators that an African-American man was threatening her life. The entire incident was filmed, uploaded to social media and went viral; she was then known as 'Central Park Karen'. It was the same day police officers killed George Floyd, meaning people began to link the racism of 'Karen' to the broader issue of systemic racism. The meme has become increasingly popular, particularly with black Americans, to deride the class-based, racial hostility they frequently face.

Whilst Lee’s discussion was well-intentioned, it fuelled anger amongst people of colour that a ‘Karen’ is a privileged white woman who has no empathy towards people of colour. People typically stereotype a Karen as having a blonde bobbed haircut and demanding to speak to retail and restaurant managers to voice complaints or make demands. The pejorative slang term is for an angry, entitled, obnoxious and often racist middle-aged white woman who uses her privilege to get her way or police other people’s behaviours.

Some of the comments following the meeting include, 'I just don't even understand the premise of the meeting’ and 'I think when people are called Karen's, it's implied that it is someone that has little empathy for others or is bothered by minorities and others that don't look like them’. Uber has taken the allegations seriously and understands that Bo Young Lee’s Moving Forward session was intended to be a dialogue to discuss issues, not to cause much pain and upset or for those that attended did not feel heard.

Clearly this space has yet to evolve as corporations try to find ways to implement Belonging into their cultures.

Pay Transparency - The War Continues to Rage

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 31 May 2023 22:58:21 GMT

Pay transparency is becoming a hot topic around the globe, and whilst this is a positive step, it can also lead to negatives such as creating vast pay ranges, jobs not being standardised, and salaries for those with a degree or more experience often higher, therefore inflating the range. Whilst pay transparency has already reduced or even eliminated pay inequities across ethnicity, gender, sexual orientation and other dimensions, it has caused much dialogue about negative issues and possible abuse.

Benefits of Pay Transparency - More Applicants!

Interestingly, job adverts including vital salary information have reached a seven-year low as employers intentionally ignore transparency ethics. Adzuna, a UK job search engine company, analysed 80 million UK job roles advertised between 2016 and April 2023 to highlight regions, companies and sectors that are most or least transparent about pay. Their analysis shows that there are six times more applicants for jobs advertised with salaries. It appears that the most secretive sectors are scientific, quality assurance, creative and design and retail. Energy, oil and gas sectors have seen the most significant fall in transparency, followed by trade and construction industries and administration. Job vacancies have been reduced by almost 20 per cent across the UK; it's believed that the tighter labour market has encouraged employers to rein in salary disclosures by using this shift in power. London is cited as having the worst ethnicity pay gap and gender pay gap suggesting a lack of transparency and equality.

Andrew Hunter, the co-founder of Adzuna , said , "Compared to last year, the power in the jobs market has shifted back to companies, and we are seeing fewer job adverts disclosing the salary as employers find it easier to fill positions. As well as making the job hunting process less stressful and less time consuming for jobseekers, salary transparency is a crucial step towards eliminating pay gaps in the jobs market”.

Is Pay Disclosure Effective?

Jennifer Gant, a lecturer in law at the University of Derby in the UK, explained, “The underlying problem with requiring strict or narrow salary ranges is that it limits flexibility in terms of negotiation”.

Pay transparency can help address the issues surrounding women and minority workers' pay. On the other hand, America is seeing more and more cities and states introducing laws to force companies to be more transparent, including New York and California, in late 2022. These laws are designed to eliminate pay, gender and racial gaps by preventing unconscious bias and intentional discrimination. However, with a lack of current data illustrating the new laws' impact, there is no evidence that these new laws will remedy pay gaps and inequity. Many of the state laws have plenty of loopholes, particularly when it comes to 'good faith' that companies determine the salary ranges based on their own data or estimates and, therefore, can be easily exploited. Since the New York pay range laws came into effect, workers have observed pay disparities of more than US$100,000 on posted listings. Research from ResumeLab showed that four out of five individuals would only apply for jobs if they had pay information.

Tom Spiggle, an employment lawyer based in Virginia, explained, “Employers posting wide salary ranges does little to help prospective employees know how to negotiate an appropriate salary,” and is hopeful that “courts and regulatory bodies will eventually weigh in as contested cases move through the system”. He continued, “It’s a great first step. As someone who represents employees, pay disparity cases can be difficult when employers claim that pay data is confidential”.

Experts agree that whilst some elements of pay transparency are effective, they are only part of a broader solution to resolving inequity in the workplace. It's clear that companies must address structural inequities by conducting transparent pay audits and offering better policies such as parental leave. This is particularly important for women as they are paid substantially less than their male counterparts. While it might not be a perfect solution, it's a great start.

Australia also reports that many applicants applying for roles would only apply for vacancies with salary information on Seek, Australia's largest job board. Experts say that the mood within the workforce over the last two years, combined with the expectations of younger workers, have put pressure on lawmakers to act.

It is much more than just disclosing pay

Pay transparency legislation will create accountability and remedy pay gaps in individual organisations. Currently, the picture is clear, women who work full-time in the US earn 17 per cent less than men, and in Australia, they earn 13.3 per cent less. Black, Hispanic and Indigenous women earn even less than white women. Research shows that women, especially those of colour or minorities, tend to ask for less money than white men. Other substantial pay gaps include workers with a disability or LGBTQ+. It's clear that many driving factors drive these gaps; for example, women's careers are more likely to be disrupted by childcare responsibilities and that they work in lower-paid sectors. Firms could easily counteract this if pay ranges are published in job advertisements to provide a clear indication of these scales across a firm's personnel and would provide evidence of an imbalance within the workforce.

California Governor Gavin Newsom signed a new law last year that required any employer with over 15 employees to publish a pay scale alongside any job advertisement. The law also requires all companies that employ more than 100 people to submit an annual pay data report to the Californian Civil Rights Department to provide an overview of employees by race, ethnicity and sex and the median and mean hourly pay rate for each group. Other states and cities have already introduced or are passing legislation to highlight their pay practices.

It is clear the argument for or against pay transparency will continue to rage, there is a push and pull between employees, corporations, law makers and social justice advocates. Ultimately it seems enforcing pay transparency will win in the end, therefore it’s advisable for all organisations to get on the front foot now and start implementing processes to transition to full pay transparency sooner than later.

Assessing Candidates Motivated To Do the Job vs Just Getting the Job

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 16 May 2023 04:00:10 GMT

As recruiters and hiring managers, it's important we focus on self-motivated candidates and allow them to succeed in their roles, encourage them for future challenges and give them tools to further enhance their careers. All too often, we need to be more flexible in our job descriptions, how we source and screen candidates, conduct interviews, facilitate hiring decisions and make offers.

Historically, we've hired people with the technical skills and core competencies that match the job description. However, we need to hire better for an individual's personal motivation skills that complement the job. It's essential to refrain from overselling a role and ensure that candidates will be happy and content in their workplace.

Focus on self-motivated candidates who will take pride in their work.

It's not the be-all and end-all that candidates are qualified for the role; they need to be motivated. Often, recruiters and hiring managers assume that candidates intrinsically have motivation. Candidates will show up for an interview with energy, enthusiasm and heaps of questions related to the role; these attributes can easily be mistaken for motivation. How do you evaluate whether a candidate is qualified, capable and motivated?

Often, your feedback post-interview could include the following;

They were so passionate about our mission and seemed excited about the role and working with our company
He asked lots of pertinent questions about the job and the company in general
She's got several years of experience in a similar role; this new job would be regarded as a promotion; she seemed really interested

Whilst all of these statements seem positive, they are loaded with uncultivated assumptions that don’t allow hiring managers to understand the candidate's primary motivation thoroughly. As a recruiter, have you accurately evaluated and shared the expectations of the job role? How precise is your job advert? Is your brand messaging too generic to describe the anticipated workload?

How to effectively evaluate a candidate's motivation:

Break down the job into realistic terms
Be clear on what the candidate will do on a daily basis
What value will they bring to the company?
Explain the repetitiveness of tasks within the role
Will the candidate need to deal with high-stress circumstances?
What are the differences between your company's role and that of a competitor?
What are your development practices?

Is the candidate fit for the role? For example, if the role includes regular networking, is the candidate confident conversing with strangers?

Can the candidate deal with conflict? If not, perhaps they are not ideal for a supervisor's role.

In other words, be curious, dig deep into the role, and clearly focus on the candidate’s strengths and weaknesses to ensure a perfect fit and that they actually want to do the job!

There’s a host of different questions that you can ask your candidates to understand their motivation:

You’ve worked in a similar role before; what are your expectations with us, and what do you hope will be different?
Do you enjoy your current role? Have you faced any challenges? What did you do to solve them? What part of the job would you like to omit in your next role?
After discussing the day-to-day duties of the role, ask the candidate open-ended questions about what they’ve done before, what they liked and disliked and if they experienced any challenges
Discuss whether the role is what they expect, if it includes similar duties, and if they are comfortable adding new tasks
Ask them for their feedback about the role, if they have any questions and how it matches their expectations
What’s pushed you to do your very best in your previous roles?
Why did you choose this line of work? What do you enjoy most?
Describe a work environment where you’d feel most productive and happy

Past behaviour predictors

Consider past behaviours so that you can predict their future performance. You can delve into how the candidate has reacted to specific situations in the past, giving you an understanding of how they may respond in future roles. You can use this to your advantage and ask behavioural-led questions revealing the candidate’s motivation. You’ll be able to identify different character traits and assess their critical thinking, willingness to learn and leadership skills painting an accurate picture of the candidate.

Transparency is key

By having a transparent and friendly discussion, as a hiring manager or recruiter, you'll learn so much more about the candidate and have a deeper understanding of their expectations and whether they will fit into your current team. Try to get them to open up and talk to you so that you can understand them, which will be a hugely positive experience for both parties. Encourage them to talk about their work history and understand what makes them tick. It could also include personal details such as their family, hobbies, and what they love about their current role. Frame the interview around their motivations and listen carefully to their responses. It might be that the role is customer-facing, but the candidate is shy and cautious about meeting new people. Listen to their questions. Are they excited about learning about the new role and different tasks and that their natural curiosity shines through?

Our role as human resources professionals, recruiters and hiring managers is to go beyond a job match and assess their career trajectory, general passions and intrinsic interest in the title or level of the role. We need to define and explain our expectations for the role better and use various techniques to identify evidence, not conjectures, when making long-term hiring decisions. By considering job-specific motivation, you can predict on-the-job success related to the candidate's role.

We've Been Featured in Auspreneur!

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 09 May 2023 04:16:44 GMT

Check out our feature in Auspreneur's latest list of recruitment agencies to watch! Interesting to see the uniqueness of each boutique recruiter in this highly competitive industry. Standing out, or in our case, Standing Up, for what we are passionate about ��

Click here for the full feature

Is the Employment Spotlight Shifting In Tandem With Global Climate Change?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 01 May 2023 03:41:58 GMT

The global climate change crisis is opening doors for new opportunities for socially responsible employment. Almost 1.5 billion jobs depend on a stable climate. There is a huge need for individuals and companies to embrace reskilling for the green transition. This essential reskilling process will create a safe space for humanity and help us protect our severely flagging planet and environment now and for future generations.

As discussions continue worldwide, the main topic of concern is carbon emissions. As a community, we have the opportunity to address not only climate change but concerns for human inequality and an inclusive green environment. Human talent is essential to continue the health of the Earth's evolution; with specialist training and a suitably educated workforce, regeneration will be possible. By encouraging human talent, we can address a globally healthier economy and greener skills in existing and new jobs.

Green Economy Skills Transition

The Adecco Group recently released a white paper that draws upon their international expertise, clearly illustrating the required skills needed to move towards a green economy. The paper states that development needs and skills investment is the deciding factor that will enable the transition and achieve a fair and equitable evolutionary process.

The energy and automotive sectors are already undergoing drastic changes to their established business models and the skills required to embrace a sustainable workforce and a greener future. The observations within the white paper include a set of recommended actions to secure the appropriate skills landscape for a green economy, encouraging market stakeholders to realise their expectations and responsibilities. The report also highlights that 85 per cent of these jobs, with numbers equivalent to Germany's entire population, have yet to be invented. Already demand for such talent outweighs supply; whilst challenging, inventing new jobs will create unprecedented demands for future employment.

Net Zero Realities

The carbon neutrality commitment requires significant changes to business operations. Employers must reimagine the training and reskilling of their global workforce and understand the urgent actions needed to bridge the necessary gaps. Employers could create millions of new jobs within the next decade with significant reskilling investment and encourage new entrants into the green economy workplace, lifting millions of people from poor communities out of poverty.

Although thousands of companies are already making carbon neutrality commitments, most still need to gain the requisite knowledge and skills to achieve them. To achieve sustainability goals, companies must have the expertise, specialised hard and software, accurate data analysis, and how to present sustainability messaging to specific markets through various communication channels.

Sustainability Upskilling

To create intelligent job designs, companies should employ sustainable competencies to ensure they are heading in the right direction. For example, employees don't necessarily need sustainability degrees or social responsibility experience; they must be encouraged to upskill. Attracting new environmentally-passionate candidates that are the right-minded fit is essential to growing a green company. Recruitment goes way beyond publishing the roles; candidates genuinely passionate about creating a sustainable environment will review a company’s sustainability commitments, so any messaging must be transparent and concise with commitments and achievements to date; remember that candidates today are all too familiar with greenwashing.

Companies can conduct audits for the skills required to achieve their sustainability goals and the people that will help to accomplish objectives. Understanding any skills gap will allow companies to introduce upskilling and reskilling programmes, provide goals management and individualised learning, drive employee engagement and retention, and achieve sustainability objectives.

CSR or corporate social responsibility teams oversee a company’s environmental and social initiatives. They will be hugely important in supporting the green transition and providing a seamless approach when combining societal, environmental, and business challenges. As time progresses, companies will be impacted not only by their talent shortages but with their partners. Recognising future talent shortages is within their immediate interests by providing the proper education and partnerships. In September 2022, SAP, UNICEF and GenU expanded their partnership to help young people gain skills for employment with a new pilot programme supporting 'learning to earning' pathways in green and digital economies, allowing marginalised youngsters to learn new skills they need to flourish and become employable.

Gen Z and beyond

The consequences of climate change and other global disasters, such as the recent pandemic, often affect the world’s poorest communities, which has a hugely detrimental impact on ecological and economic systems. Kevin Frey, Chief Executive Officer of GenU , explained, “Today’s young people are three times more likely than adults to be unemployed, which makes for a very uncertain future for all of us. To keep up with the ever-changing demands of the labour market, young people need a full set of skills to compete locally and globally. Together we will support even more young people worldwide to unlock opportunities”. The programme will give young adults a pathway to a successful career, workplace experience, coaching and mentorship to help them launch their careers, earn a wage and live a prosperous life.

The green transition offers unique opportunities to create a future-proof workforce for future generations. According to PwC, The World Economic Forum’s Youth Recovery Plan 2021 states that almost half of the young people believe they need a suitable skill set to guarantee an adequate job over the next decade. PwC’s 2021 Hopes and Fears Survey also shows that employees are worried about their job security, with at least a third of workers anxious about the future. This PwC study also found that 77% of employees are ready to learn new skills or completely retrain in response to new technologies in the workplace.

World governments have the opportunity to address climate change and provide a significant drive for the creation of green jobs. Governments, stakeholders and the private sector, including their workers and employers, must embrace the change and the opportunities that come with the transition to a greener economy and a future that works for everyone.

Accessibility Hiring - Q&A with Jane Scott

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 27 Apr 2023 04:02:26 GMT

At Careers For Purpose we intentionally seek out clients that not only want to deliver a product or service that is going to help solve a world or community problem, but who also live and breathe Diversity, Equity and Inclusion.

Therefore it is crucially important we uphold those values too. Please have a listen to Jane Scott talking about her lived experience as a jobseeker and employee with a disability. Jane shares her advice from a practical, ethical and emotional point of view, for both jobseekers and employers.

Jane was our Resourcing Specialist over the past year and has brought invaluable insights to our business on how we can improve our understanding of, and practical application to, hiring with DEI at the forefront. Thank you Jane ��

Torturous Job Ads

Mon, 17 Apr 2023 07:57:25 GMT

If you are trawling through the classifieds seeking a new job opportunity, you’ll likely have spotted a fair few that are so full of red flags that you don't even want to apply. And believe it or not, these red flags are on the rise. You’ll probably have seen job ads containing phrases such as ‘fast paced environment’, ‘candidates must be able to multi-task’ and ‘you must be able to handle stress’. Most candidates are savvy and have the ability to read between the lines of job descriptions and decide for themselves if they signal a toxic work culture. They are all a recipe for burnout.

Biased language

Whilst possibly unintentional, biased language in job postings can, quite simply, be off-putting for applicants. When applicants read phrases such as 'a young company' or 'a high-energy environment', it might dissuade older workers from applying. It could indicate an unstructured environment where an employee is expected to juggle multiple priorities at the same time.

Without realising it, we all use subtly gender-coded language, so be careful with male or female-coded words and descriptions in your recruitment drive. Whilst gender postings referring to attributes such as 'ambitious, independent, head-strong, assertive, dominant, outspoken, superior and confident' are less appealing to women, making them feel that they don't belong in the role or 'dependable, sensitive, collaborative, compassionate, empathetic, loyal and interpersonal' qualities are less appealing to men. 'Clean shaven' can also exclude candidates whose faith requires them to maintain facial hair. It also indicates that the position is for men only.

According to an internal report from Hewlett-Packard, women typically only apply for jobs if they meet 100 per cent of the qualifications meaning that unconscious gender bias could deter women from applying to these jobs. In your job posting, consider eliminating non-essential requirements. Work hard to include gender-neutral job titles and avoid blatantly apparent terms such as salesman, handyman, doorman, barmaid and waitress.

Discriminatory language-based qualification requirements might disadvantage multilingual candidates, immigrants and people from different ethnicities with descriptors such as ‘strong English skills’ or ‘native French speakers’. Degree requirements might also signal that a company isn't good for neurodiverse professionals who learn or display knowledge differently than a formal education system allows.

Red flags to watch out for:

Fast-paced environment
Sense of humour
Fun-loving
Hustle and grind
Must have a thick skin
Like a family
Young and energetic
Work hard – play hard
Digital native

Consider your post opener

It's becoming increasingly complex for job postings to stand out. It’s thought that candidates are looking at almost double the number of job postings for every application they make as they were from only two years ago. Today, job descriptions are more important than information about the company. The beginning of a job description carries more weight than the rest of the detailed sections.

By creating a compelling introduction, candidates will decide in seconds whether or not they will continue to read the entire description. The 'hook' will describe what's in it for them. Use friendly terms and describe what's in it for them using personal details such as 'you' or 'your'; it will help candidates think, "Yes, that's me!". Information about diversity and inclusion, company culture and employee benefits are also key. Seeking a candidate's competencies over credentials increases a more diverse workforce and discovering the right person for the role.

Diversity and Inclusion

There are plenty of indicators that employees are consciously quitting their roles and willing to take a pay cut to work for a company that shares their ethics and values, so it’s essential to embrace the growing demands that Gen Z and millennials are instilling in the modern workplace (see our previous blog on this subject). Companies are responsible for promoting diversity, so it’s essential to ensure that recruitment communications are unbiased, inclusive, and front of mind.

You'll create an attractive proposition for job seekers by highlighting your inclusive benefits, values, and diversity commitments. Make sure to include the salary range, company benefits, flexible work, holiday and sick leave and professional development opportunities. This allows you to let candidates know that they will be supported and encouraged to grow. You could include details about parental leave, flexible working practices and health insurance allowing candidates to understand your company values and that you are an equal opportunities employer.

As the world moves from a world health crisis to an economic one, employees want to feel stable and valued. Companies have to have that competitive edge. It's also essential to ensure that job postings welcome workers of all abilities. A report from Nuffield College cited that applicants from minority backgrounds send 60 per cent more applications than 'white' candidates.

Final thoughts

Company culture is by far the most important criterion candidates consider when applying for a job offer. By telling them how you can help them grow and be supported is key to encouraging them to work with you. Diversity and inclusivity make workplaces more creative, productive and successful, allowing different perspectives and backgrounds and more collaboration. There are economic and business benefits to employing diverse teams of people by encouraging innovation and entrepreneurial skills making inclusive companies better at problem-solving in the current problematic workplace market. Diverse and inclusive teams are more likely to attract and retain talented employees and better understand each other, customers and their needs, leading to better customer service and, ultimately, higher profit margins.

A diverse and inclusive team helps foster a culture of respect, appreciation and understanding, leading to a positive global workplace atmosphere and creating a positive and productive work environment where employees feel valued for their unique contributions.

Ensuring your job advert is considerate will attract a broader range of applicants and encourage people from diverse backgrounds to apply. Not only this, but it also sends a clear message that your organisation values diversity and is open to better creativity, productivity and building a positive culture helping you build trust and loyalty with your teams and customers.

The Youthful Trend Of Conscious Quitting

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 17 Apr 2023 07:15:20 GMT

What Is Conscious Quitting?

Younger workers mainly endorse the new workplace trend of conscious quitting in the 18 to 24-year-old range, but it is becoming an increasingly popular movement across all ages. Gen Z and millennials are particularly keen on conscious quitting, with over half willing to take a pay cut to work for a company that shares their ethics and values. Employees are resigning from their jobs due to the company's values needing to align with their own, including their approach to inclusivity, diversity and the organisation's attitude to sustainability practices, or lack thereof.

Staggeringly, in 2021, 75 per cent of all adults in the United Kingdom were concerned about the effects of global climate change, whilst 20 per cent didn’t consider their workplaces to be inclusive or diverse. These ethical values clearly show the impact of an employee's relationship with their organisation and their attitudes to providing a morally-driven environment.

If an employee decides that a company does not align with their own ideals and values, they may decide that they cannot morally remain part of the organisation and support contradictory values. This could lead to the worker resigning to pursue employment with a company that shares the same values.

What Is The Impact?

Recruiting and retaining workers is costly and time-consuming, which could cause even more issues. A recent survey conducted by the Net Positive Barometer shows that almost 50 per cent of workers in the United Kingdom will resign from their jobs if the company they work for does not align with their values. Almost all of this segment would like their employers to commit to initiatives for Environmental, Social and Governance (ESG), to prove their similar ideals. Furthermore, 20 per cent of those surveyed reported that they had declined a job offer because they felt the company did not share the same ESG values. As a result, the inability to recruit new hires or the conscious quitting of current employees will negatively affect the company's hiring and retention rates and costs.

Preventing Conscious Quitting

Communication is key. It’s surprisingly common that employees are not aware of their employer's sustainability goals, ESG initiatives or perspective on diversity and equality. Without clear policies and handbooks that outline these values and encourage staff to engage, potential employees may misinterpret this as the company not having any mutual values. Employers should communicate these initiatives during recruitment drives and interviews, allowing candidates to understand the company's values before they join and allowing employers to see if the applicants are the ideal culture fit. Encouraging applicants and employees to read and understand the company's policies, attitudes and goals is prudent.

If the company has no such environment, sustainability or inclusion and diversity policies in place, it's worth exploring specific initiatives to ensure they are integrated into company culture and align with employee expectations. It could mean introducing carbon neutrality goals, sustainable behaviours, and health and wellbeing initiatives and ensuring they are enshrined within the company ethos and values.

A plethora of new terms has been bandied around the workplace since the onset of the pandemic, such as 'the great resignation' and 'quiet quitting'. The term 'conscious quitting' seems to be part of the new challenging workplace vocabulary. Comprehensive data from various surveys and reports suggest that employees will resign from their jobs if there is a lack of ESG protocols and environmental values. Most workers are concerned for the planet's future and society, and insist that employers do more for the shared environment. The youth is strengthening their commitment to environmental and social causes. KPMG revealed that 82 per cent of UK workers place great importance on shared corporate values, and 20 per cent actively turn down jobs they deem lacking.

The buzzword stems from ethical and moral concerns rather than limited growth opportunities or job dissatisfaction in the workplace. Data shows that gen Z and millennials are leaving their places of work, and conscious quitting is becoming increasingly widespread and is taking business owners by surprise. It is described as a perma-crisis. The world is already faced with troubling issues such as global warming, economic turmoil, social division, wars and pandemics which intrinsically threaten the stability and the future. Workers increasingly opt to be part of the solution rather than the problem.

How To Prevent Conscious Quitting

Create an environment that is motivating and supportive
Companies should align their environmental, social and governance initiatives to those of their workers
Encourage team members to work together and build an inclusive sense of camaraderie
Ensure the entire company has a clear understanding of team objectives and goals
Make sure that a culture of communication is encouraged with honest and transparent dialogue
Introduce training programmes to certify workers and ensure that they are equipped to do their jobs
Introduce recognition and rewards practices to help motivate engagement and commitment
Regularly solicit feedback so that employees can have their say and see that their ideas and opinions matter

Conscious quitting is a mindful decision rooted in the idea that life and the planet are finite and about recognising when outdated ideas no longer serve millennials or generation Z employees. Despite conscious quitting being a complex and emotional process with feelings of anxiety, regret and guilt, it brings joy, growth and empowerment when space is made for employees to pursue new passions and experiences and be free from ideas and values that no longer serve them.

Conscious quitting allows the new generation of workers to make room for employment, morals and ethics that are true to their values to create the life they want. It allows employees to make better decisions, reduce stress, live healthier, and be more mindful of their thoughts and feelings for a positive and fulfilling future.

People Power Skills - What Are They?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 16 Mar 2023 05:16:17 GMT

Developing Your People Power Skills

It's time that human resources professionals started prioritising skill development within their teams. Recent research shows that three in 10 business leaders need to invest in essential human-centric skills such as resilience, adaptability and relationship-building. Recent research from Harvard Business Review shows that companies seeking a new CEO are placing less importance on operational and financial acumen but instead are looking for leaders with exceptional social skills. Businesses must embed these essential power skills into their workforce and understand the significance that they bring to people and organisations.

What are Power Skills?

In the Pulse of the Profession 2023 report from the Project Management Institute (PMI), the top-rated power skills cited were strategic thinking, empathy, problem-solving and communication to encourage effective leaders and successful contributors to deliver business outcomes. The rebranding of these essential human centric skills indicates that global businesses are advancing in professional development.

We are entering an era of people-focused policies, processes and outcomes to ensure future businesses thrive. Power skills will become a secret weapon. Nine in 10 employees stated in the PMI report that power skills are critical to helping them work smarter. However, only 30 per cent of businesses do not prioritise any development in this space due to perceived costs and value. Technical skill training is still considered more important than enhancing power skills. The report will start to quantify the benefits effectively and highlight the need for such training before companies fall behind. The report demonstrates the immense value that power skills have on a company's bottom line.

AI is here to stay

By encouraging power skills, companies will likely see high benefits in realisation maturity management, higher agility, and project management maturity. It's particularly important as there is an increase in the automation of workforces. McKinsey estimates that within the next 10 years, approximately 800 million people could be displaced from their jobs. Differentiating humans from robots is vital. Ben Breen, the Global Director of Construction and Vice President of Asia Pacific, PMI, explained, “Technical skills have just become par for the course. But if you’re putting all your emphasis on that and then stopping, you’ll fall behind”. He continued, “It’s just a matter of determining the things that are easy to automate. How can I personally upskill myself to make sure I’m not sitting in that category of being replaced? And what are the human things I can do that AI can’t? Be smart about the changes that are inevitably coming”.

Breen discussed the importance of starting the process at the interview stage. Instead of asking, 'what did you achieve?' it's critical to ask, 'how did you achieve it?'. He explained that human resources leaders would elicit a much more insightful response and help them understand how adding power skills could add value to their business and the training requirements. By taking the lead in developing programmes and resources, they can help employees develop their communication, collaboration and problem-solving skills. By working with their managers, they can ensure that their power skills are effectively evaluated and rewarded. Human resources teams should ensure that these skills are a priority for their businesses to remain competitive in the future. They must look ahead and identify what the organisation needs and monitor how their employees feel by creating a positive work environment. By proactively investing in upskilling teams, they will remain cutting-edge in their field to ensure they are competent and successful in their roles and remain competitive in the marketplace.

Communication

Human resources professionals and other leaders should develop their ability to communicate verbally and in writing effectively.

Leadership

Develop leadership skills by setting a positive example, giving constructive feedback, provide relevant training, guidance and direction.

Collaboration

Share ideas, give and receive constructive feedback and resolve any conflicts.

Problem-solving

Develop problem-solving skills through various techniques and strategies. Practice brainstorming and use analytical thinking to evaluate problems and develop solutions.

Negotiation

Develop negotiation skills by learning how to listen, identify needs, and create win-win solutions. Learn to manage conflict and work collaboratively to reach agreements effectively.

Conflict Resolution

Learn to manage conflicts and disagreements and be familiar with different conflict resolution strategies.

Emotional Intelligence

Develop emotional intelligence skills by learning to identify and manage emotions by practising empathy, mindfulness, and self-awareness.

Employee Rewards on a Tight Budget

Thu, 16 Mar 2023 05:11:36 GMT

How Can You Reward Your Employees When Budgets Are Tight?

Increased inflation and shortage of key talent are forcing many organisations to pay more for new hires. A recent Gartner survey revealed that almost 60 per cent of CFOs are increasing funding for compensation. Many companies are beginning to offer one-time bonuses and other rewards in addition to annual pay adjustments to encourage employees to stay.

Companies are already more transparent about pay scales and provide evidence that new hires are paid more, which could lead to resentment among existing employees. There is a need for chief human resources officers to focus on retaining top talent and employees in critical roles. With the proper personnel in the appropriate positions and equipped with the necessary skills and abilities, businesses can accomplish their goals and surpass their competitors.

The hypercompetitive labour market has led to inflationary pressures affecting talent retention with lowered incomes and an increased cost of living. Leaders are considering various compensation strategies to minimise costs. Recognising top performers is key to motivating future performance. Offering rewards, incentives, or recognition allows you to recognise positive behaviours and results that benefit your company. Organisations also have a responsibility to demonstrate ethical and sustainable practices. Companies should strive to positively impact the environment and society while achieving their core business objectives.

Rewarding staff

Showing appreciation can be incredibly powerful and help create a positive and supportive working environment. There are many ways to show your appreciation for your employees and recognise their hard work, even when budgets are tight. Employees view non-financial benefits such as verbal praise or recognition during team or company meetings, gestures such as a handwritten card or gift, or something as simple as a thank-you email or a public acknowledgement of an employee's contribution to a task or project. In the current climate, it's also important to consider how to deliver recognition remotely to ensure it remains personal and meaningful.

Recognition can come from department heads, peers, customers or the managing director. When rewarding an employee, ensure that you are clear about why you are recognising them so that you can reinforce behaviours that led to the successful outcome and encourage others to achieve a similar result. Rewards should be transparent and fair; the level should correspond to the performance you want to recognise.

Recognise individuality

A great way to effectively recognise and reward your employees is to provide them with learning and development opportunities. You could offer an online course, ask them to attend a seminar, or provide access to a resource library. By allowing your employees to develop their skills, you are showing them that you value their contribution to the business and are investing in their growth. Publicly acknowledging your employees' achievements shows that you are committed to their success and appreciate their hard work, which will, in turn, strengthen their commitment to your organisation.

Say thank you

A simple thank you can motivate employees, make them feel appreciated and valued, and helps to build a strong sense of team and community.

Social media

Social media platforms vary in complexity but allow users to reward employees with tangible rewards, such as gift cards or non-tangible rewards, like badges and points. You can also share recognition across the organisation via a news feed so everyone can get involved in the celebration. By making recognition part of the work culture, remote and hybrid teams can also feel appreciated and motivated.

Career progression

Employees can develop plans to reach their career aspirations by providing clear milestones and expectations. This will help them stay motivated and engaged in their work while allowing you to reward outstanding contributions, invest in their future and acknowledge their accomplishments.

Challenging tasks

Whilst promotions can boost morale and help employees feel more valued and appreciated by their employer, it can be more motivating for some people to focus on challenging projects or expand their skills and experience. Working on projects that are meaningful or that offer an opportunity to learn new skills can be highly motivating. They can be just as beneficial for an employee's career.

Merit-based promotions

If you cannot offer a pay rise, you can still acknowledge an employee's success through merit-based promotions to ensure that you maintain engagement, reputation and retention. Promotions can come in the form of additional job responsibilities, mentorship opportunities and public recognition. You can also offer other financial incentives such as bonuses, stock options, and additional vacation days. In addition, you can provide other forms of support to help employees reach their professional goals, such as additional training, tuition reimbursement, and flexible work arrangements.

Learning and development

You can provide employees with development opportunities such as onsite seminars, online training courses, in-person workshops and conferences, or even an opportunity to attend a specialised training programme. You can also create a rewards system that incentivises learning and development by providing bonuses, special recognition, or additional vacation time for those who complete specific courses or training.

Consider creating a culture of learning and development by encouraging employees to share their knowledge and experiences at seminars, webinars, or even informal lunches. By encouraging employees to share their knowledge, you are creating an environment of learning and development that can increase engagement and productivity.

Flexibility

Many of your team might already have experienced remote or hybrid working. Consider rewarding top performers with flexible working hours such as work from anywhere, flexible leave, compressed working schedules and job sharing.

Additional annual leave

For many, additional time off to spend on social or leisure activities or with family and friends can be rewarding. Top performers could have long weekends allowing them to rejuvenate. With this extra time, employees can focus on their mental and physical health, cultivate skills, or explore new interests. In addition to offering extra time off, companies can provide more flexible working hours and an option for occasional remote working. This allows individuals to create a work schedule that works best for them. A study conducted by the University of South Australia and the University of Wollongong found that flexible working conditions positively impacted employee engagement and productivity.

How To Spot A Toxic Workplace From A Job Advert

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 09 Feb 2023 05:18:11 GMT

When applying for a new role, it’s essential to dig into the culture of the company that you hope to work for. A job advert is an easy way of creating a smokescreen with clever marketing tactics. Many company career pages can include pictures of their employees in the workplace, information about the various job benefits and details about their diversity protocols. Some might even include video interviews with employees and managers to give you an idea of what a ‘day in the life’ might feel like.

What is a toxic work environment?

Negative behaviours, such as manipulation and a poor company culture that lacks productivity, and trust, have high-stress levels and discrimination. Such an environment can make you feel psychologically unsafe and feel like you are being punished, rejected, worthless or humiliated. Over time, a toxic workplace can lead to depression and anxiety. You may feel like you can’t cope with another day of stress and rejection even though you need the job. It can also manifest in people-pleasing behaviours where you work hard to exceed expectations but are left feeling underappreciated, eventually leading to burnout.

How do you spot red flags?

Do as much research as you can before applying and interviewing with them. There is an array of websites that you can use to seek reviews from former employees, such as Glassdoor, LinkedIn, Comparably, FairyGodBoss and Fishbowl. It’s a great start, but you must delve deeper by analysing the job descriptions.

Become as familiar as possible with the job description. It will give you an idea of how transparent and equitable a company is and the health of its work culture. A thorough job description should include responsibilities, company commitment to equity, diversity, inclusion, and pay transparency.

Common toxic phrases:

"Fast-paced environment"

This is a common term used in job adverts, often to convey success, lots of opportunity and growth. But unfortunately, for some companies it could mean they lack key resources meaning a stressful environment, so you can expect little or no onboarding, training or downtime; you'll be in at the deep end. You'll either keep up, or you'll be left behind. Consider the work-life balance and whether you'll have to wear multiple hats and possibly receive no recognition for your role. It could also mean that your new manager may need more time or dedication to show you the ropes and help you develop skills and grow within the company. It is worth digging deep if this term is used in their adverts as to what ‘fast paced’ means to them.

"Available to work flexible hours"

Read between the lines and consider that ‘available to work flexible hours’ means that your work life will blend into your personal life. You’ll likely be expected to work late nights and weekends and constantly be on the hamster wheel and the performance race against your colleagues. Toxic cultures often normalise and even glorify a lack of healthy boundaries. For example, a hiring manager might give you a task on Friday afternoon and expect it completed by Monday morning; that's a red flag. The management team might push themselves to the point of exhaustion and expect their employees to do the same.

Seek to understand what the boundaries are and how regularly you may be called upon outside your normal hours

"Wearing many hats and conflicting timelines"

A combination of a fast-paced environment and being available to work flexible hours could show a company needs more leadership, is drastically understaffed, or the culture needs to be more present. It could also mean that the company needs updated systems, performance reviews, and equity and inclusion. You'd likely never complete any projects because there is no clear guidance or goals, and you are constantly pulled in many directions. You could also face contempt, and your work may never be good enough.

This is a dangerous combination which will surely result in burnout.

"Join our family"

‘Join our family’ is another phrase that suggests no boundaries exist between your work and personal life. It could lead to psychological manipulation because family is family! It's a term that skims over essential aspects such as being inclusive and equitable. These environments can become a 'dog-eat-dog' culture where employees avoid being in the line of blame and fight to get ahead of their colleagues by not sharing essential work-related information or happily throwing someone under the bus when something goes wrong. Gaslighting can be incredibly harmful to inclusion and equity in the workplace.

"Hit the ground running"

The company is probably seeking an applicant with most of the skills outlined in the job description, so expect little room for growth. You'll need to find your own feet; it's doubtful a company will have onboarding guidance or training available. You could also be overqualified for the role. If you get to the interview stage, you'll be able to pick up the energy of the workplace through the body language and general ambience of those already working there. Being left to your own devices could lead to demotivation and disillusionment. Your new employer will have high expectations from day one, if you’re looking to learn and grow, this type of job might not deliver that for you.

"No salary information"

Countries are already passing pay transparency laws requiring companies to include payscales in job advertisements and descriptions. If the company does not adhere to regional laws, it raises a red flag. They could also use 'hiring remote talent' as a poor and illegal excuse, and salary rises, promotion cycles, performance reviews, and starting salaries become inequitable.

A toxic work culture presents the most common reason why employees quit their jobs. It's a breeding ground for negativity, stress, and conflict. It can lead to decreased productivity and morale and even severely affect an employee's physical and mental health.

Recognising the signs of an unhealthy workplace and taking steps to protect yourself and your career development is essential. Consider if you want to work somewhere that is under resourced, lacks training and development opportunities, or expects results almost immediately.

10 Interview Questions CEO's Love

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 09 Feb 2023 05:06:22 GMT

If you are a CEO and run your own company, juggling time, projects, and deadlines efficiently is essential. The same applies to interviewing your senior staff. You won’t have time to luxuriate over lunch and chitchat about world affairs. With experience, most CEOs will have mastered the art of interviewing potential candidates quickly and proficiently to seek out key character traits and fundamental skills. Here are ten examples of questions you may want to incorporate into hiring your senior team members.

1. Describe a day when you've just had the most incredible working day. What was it about that working day that made you so happy?

It's well-known that when people do what they love, they perform at a higher level than others. You'll ask this question to uncover and evaluate the candidate's passion, motivation and how they enjoy their work. It will give you the opportunity to learn about their work ethics, integrity and appreciation of company culture.

2. Describe yourself in one word

Candidates will likely expect this question and, given much consideration to find one word that reflects their abilities. They'll focus on finding one strong character trait that sets them apart from others. The 'one' word should reflect the candidate's Curriculum Vitae and the job description so it is relevant to the role. You can ask the candidate in detail why they chose that word to understand the relevance to the role you are interviewing for. It's a great way to discover how the candidate defines themself.

3. So (** candidate **), what's your story?

There is no correct answer to this question. But it demands a creative answer. Storytelling in today’s world is essential, by encouraging candidates to talk about their experiences will allow you to see how they’ve grown, what they are working on and where they are heading. It will give you an insight and an understanding of their values, strengths and life mission. You’ll acquire information about their imagination, inventiveness and character.

4. What is the last thing you've learned at work?

You may want to hire a candidate with a love of learning. By asking, 'what is the last thing you’ve learned on the job?’, you’ll be able to quickly assess and measure a candidate’s curiosity and passion for learning new and challenging tasks. The best candidates strive to acquire new skills, even when they don't have to. This shows that they go above and beyond what is expected in the role.

5. What haven't you included on your resume?

Whilst a good Curriculum Vitae is important, it’s essential to dig deeper to really explore the candidate’s fervours and what makes them tick. The candidate will be able to talk about subjective assets like personal qualities, work ethics and loyalty, which are difficult to include in a Curriculum Vitae. It will help you understand the real person behind their work history, whether they are a good match for your organisation and will fit well in your current team and corporate culture.

6. Tell me something you believe to be true, that many would disagree with you on

This is an excellent test for confidence and originality, which are valuable traits in many companies. It will help you understand their unique worldview and show that the candidate thinks differently, is open-minded and brave enough to discuss unpopular opinions. Often these candidates are more suited to smaller, fast-moving companies rather than large, slower-paced organisations without fear of judgement.

7. What percentage of your daily life do you control?

A healthy work-life balance often entails prioritising completing projects at work whilst maintaining interests outside office hours. Not only does this question allow you to understand the candidate's true work-life balance, but it will also show you whether they are changemakers or just allow things to happen. It will help you appreciate how the candidate feels about the world around them.

8. How long are you willing to fail before you succeed in this job?

Any question about failure will put the candidate on the spot. A good candidate will express how important it is to stick at the job for as long as it takes to succeed. It’s unnatural to acknowledge any weaknesses, so by asking this question, you’ll understand each candidate's dedication, how they pick themselves up and carry on to the point of success, and how far they are willing to push themselves through failure and become a better employee.

9. What makes you unique? If you were penning 500 words about yourself, what would you write?

When you ask a candidate to talk about themselves, you are looking to see how their qualities and characteristics align with the skills that they believe are required to succeed in a role. Take the time to sit back, listen, and learn about their natural strengths. You'll want to know if they have the right qualities, such as traits that can’t be taught, including EQ, integrity, energy, ambition and drive.

10. What’s in the newspaper today?

Whilst this may sound irrelevant, it’s an important tool to understand how someone thinks and if they are up-to-date on worldly news. It allows the candidate to express their thoughts through a discussion so that you can assess how effective they might be in the workplace and how involved and interested they are in everyday happenings.

Ultimately, it's not just about asking varied interview questions; it's about how you listen to and interpret a candidate's response to see if they are the right fit for your company. This list is here for you to pick and choose what works best for your team and business to allow prospective new hires to shine during the interview.

Job-Washing-Gate

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 06 Dec 2022 01:58:00 GMT

What is the job-washing phenomenon?

In a nutshell, job washing is overselling a job role at the recruitment stage and underdelivering in the workplace, and it could damage your company’s stellar reputation. Another play on the terms whitewashing and greenwashing, the process of conveying false impressions, unsubstantiated claims to deceive consumers or providing misleading information about the offerings of environmentally sound products and positive environmental impacts.

If you’ve ever been in the interviewee chair whilst the recruiter or hiring manager talks ceaselessly about all of the incredible offerings their company will offer you, but when you start work, and none of the promises is forthcoming, you've been job-washed. The company has overpromised on your employee value proposition (EVP) and failed to deliver. Thankfully, it's only sometimes intentional; job-washing does happen due to miscommunication or misunderstanding of policies, but sadly it's becoming more commonplace during the current labour shortage.

Overpromise and underdeliver risk

In today’s incredibly competitive market, there is a risk that employers may overpromise and employees might not get the experience they’ve been led to believe in the hyped-up recruitment process. In 2022, data from the Skills Priority List revealed that 42 per cent of occupations were experiencing shortages across the country, illustrating why some employers might have been overemphasising their EVP. The list showed shortages in 268 occupations compared to 153 in the previous year. Another outcome of the report showed that 98 per cent of employers are talent poaching to fill these in-demand roles despite candidates not overtly seeking a new role.

Employee confidence is rising for the younger generations; a recent report by Randstad found that over 60 per cent of Gen Z respondents felt confident that they could find a new role relatively easily and quickly. Recruiters and hiring managers are being forced into panic hiring, overpaying new talent and trying to pin down candidates to make a decision.

High attrition risk

Candidates are not going to find job-washing an acceptable practice, which has disastrous consequences for companies. Randstad's report showed that 67 per cent of respondents who are actively open to new opportunities would be quick to move on if the position doesn't meet their expectations or they don't receive the promised benefits and working conditions. Quite simply, they won't put up with being misled.

Millennials and Gen Z employees unanimously said they would prefer to be unemployed rather than unhappy in their workplace. Half of these employees said they would leave if they didn't feel happy, valued, and secure and that they were contributing. Whilst employees are not expecting perfection in the workplace, they want it to be, at the very least, authentic. This potentially high turnover level doubles recruitment and retraining costs, costing almost AUD$ 24,000 per employee.

Balanced and realistic

Whilst LinkedIn is a tremendous source for employers and recruiters to contact potential candidates, it’s equally as easy for candidates to expose an organisation's best practices, or in some cases, not. Since Elon Musk’s recent announcement about working conditions, flexible work policies have been scrutinised. Employers might highlight remote or hybrid work opportunities, yet new hires find that they must work from the office. Another prime reason could be the lack of development or training prospects, which were overpromised at the recruitment stage. It’s inherently easy to focus on the highlights, exciting aspects and possible progression within a role. However, it is crucial to manage candidate expectations and build trust by being upfront, articulating the challenges that recruits might face in their new role and discussing company values. 50 per cent of younger Millennials will only work for a company that is making a proactive effort to improve its diversity and equity. Trust and building good relationships are crucial to retaining Millennials in the workplace; over 20 per cent will want to

work there for the foreseeable future and feel connected to the company's values.

Be authentic

By running regular internal engagement surveys, employers will understand whether or not their employees are happy, or if they find the company authentic or feel like they’ve been job-washed or misrepresented. External messaging or marketing is vital and equally as crucial to employees; this can be through the overarching marketing strategy, recruitment campaigns, honesty and authenticity. Employees want to understand what leaders, hiring managers and recruiters have to say about the company. Authentic, ‘real life’ campaigns are essential and reflect the brand's legitimacy. The poorer the representation, the poorer it will present the brand. Open communication about the future vision for the company is also critical, even with pipeline decisions and plans.

Interviews should be a two-way discussion allowing the candidate also to ask questions. Hiring managers and recruiters must be able to answer any tricky interview questions honestly and authentically and be equally upfront about the role or company's benefits and challenges. For example, if the company strives for equal representation in leadership roles but still needs to meet its targets, the interviewer should answer honestly and explain that the company is working towards a solution.

Employees want authenticity, not perfection.

How to quit your job. Professionally

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 06 Dec 2022 01:35:19 GMT

The pandemic has been responsible for a number of things, including the great resignation. Before the onslaught of COVID-19, the idea of resigning might have sent you into a fraught tizzy. Does resigning fill you with a sense of dread? If the answer is yes, read on for some thoughts on why, when and how to resign with grace and confidence and whether the risks outweigh the rewards. It's well-known that good managers invest a great deal of time and money into your development, so presenting your letter of resignation might make you feel unappreciative.

The great resignation has undoubtedly changed how employees feel about their work-life balance. The pandemic and the change in attitude to home and hybrid work have forever changed our workplaces. It's apparent that many people don't want to revert to outdated work methods because they have also changed. Whilst the reasons for considering resignation might feel stronger now, it doesn't mean that you are comfortable with doing so. If you've been offered another job or are at your wit's end, we recommend you consider the following;

What is motivating you to resign?

There is much talk about employee retention and job crafting, so it's worth considering what would make your current role your dream job. Are you fully aligned with your company's mission? Could you openly discuss aspects of your job that you don't enjoy? Are you engaged with what you do on a day-to-day basis? What percentage of your role do you enjoy? By discussing your options with your manager, they could redesign your role to better suit your passions.

Are you keeping your well-being front of mind?

Resignation is an emotional decision that can often result in regret. Resigning can be likened to losing a significant relationship. You must deeply consider the alternatives you have on offer and ensure that you are not viewing the new role through rose-tinted spectacles. Is the grass going to be greener on the 'other side'? Considering the whole picture is important before you take the plunge and quit. Adam Grant's Journal of Applied Psychology cites, "Even though people left because they were dissatisfied, they became more dissatisfied in their new jobs for several years afterwards". Grant tracked well over 2,500 employees for multiple years to understand the relationship between quitting your job and your well-being. His research found that people who quit their job were likely to experience decreased job satisfaction and more likely to experience work-family conflict within the first five years of the move. It's clear that we have high expectations for our new roles but can be disappointed in reality. Take your time to really consider your options before you quit.

Have you considered what you could lose?

Weigh up the pros of your job offer and current job to ensure that you don't overlook the benefits you already have. It can take many years for you to build strong relationships within a workplace; remember that they won't be around to support you in a new job, and you will be starting anew. Also, consider the skills, reputation and training that you've developed in your current company; these are not always transferable. Consider your social standing and expertise when you are thinking about resigning.

Remain approachable and helpful before you leave

Finding the right length of the notice period and remaining conscious of other people's feelings is vital to minimise disruption to the rest of your team. You could consider offering to train your replacement or be on hand for a few weeks after you've left for any questions they may have. You should avoid any negative feelings with your manager by leaving a trail of destruction for others to clear up. Always be a cheerleader for the company; you never know when you might need their support or recommendations in the future.

A friendly reminder

Think back to what made you choose your current profession and job. What were you excited about when you first started? You likely feel the same way, but you have grown used to certain aspects of your responsibilities. Perhaps all you need is to dust off those cobwebs and reignite that original enthusiasm.

The Pick-N-Mix Job Market

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 10 Nov 2022 05:35:22 GMT

The current job market allows job applicants to pick and choose their opportunities and have the freedom to turn down roles that would have once been classed as dream jobs. It's one of the most competitive times that recruiters have ever experienced, with acceptances plummeting a staggering 50 per cent in the last year. In order to win over employees, hiring managers are focussing on creating positive experiences rather than filling the role. Today's candidates expect to feel valued from the outset. It's a cutthroat market, and authenticity can go a long way to securing the right person.

Today’s market in Australia is saturated with opportunities. Many candidates are actively interviewing for at least four jobs simultaneously, meaning they can be very selective about the roles they will pursue and the ones they will decline. Because of the lack of immigration, Australia has a tight candidate market across most industries, and companies can't afford to lose them during recruitment. If candidates pull out, the time needed to fill the role is drawn out, putting additional pressure on the team and increasing recruitment and organisational costs.

You have to assume that similar companies are vying for the same candidates as you. You must pick up the pace, show your interest and make an expedited offer before your competitor can lure them away. Candidates are already declining offers from outdated interview processes. Candidates are keen to know what is going on, even if it means no news. Well over half of the professional interviewees lose interest and move on if they haven't heard anything for two weeks from the initial interview. It's vital to get in touch with candidates at least once each week and keep them updated on when you'll be able to make a decision.

There are generally five factors why candidates drop out of the hiring process.

The process is too long. It's vital to manage candidate expectations, ensure that progress is flexible and that the salary for competitor opportunities is aggressive. Discuss the salary and other benefits available during the initial interview and be transparent.
No additional benefits are offered. Flexibility about hours and working from home are two currently highly valued benefits. Additional compensation could include parental leave, volunteer days, gym memberships and health insurance.
Lack of role clarity. Make it clear about future development and progression. Your messaging should be consistent and included in the job description. Highlighting structured development pathways and how you intend to nurture their career and training opportunities will attract the talent you need.
Lack of communication. The biggest reason why candidates drop out is silence. It is essential to offer transparency, even if it means they have yet to be successful in the interview process.

Understanding the recruitment process and why candidates drop out is more important than ever. It's essential that you can offer them transparent processes, open communication and a proactive attitude to prevent this from happening. Professional people want to work for companies with a diverse workforce, so much so that 42 per cent would turn down an offer if the company needed clear diversity goals. When candidates see diversity, such as women in senior roles, they are excited about the organisation.

Recruiters are often busy filling a multitude of roles at any one time; take some time to understand the role so that you can articulate what they can expect from team dynamics, what to expect in the position, the team culture, the projects they will work on and the tools they will use. During the entire hiring process, it’s important to remain authentic. If there is negative information, you can show what your organisation is doing to overcome these issues.

By understanding your candidate and asking them questions, you'll soon be able to pair job descriptors with the personal likes and dislikes of the role they are applying for. Shining a light on what would be fulfilling for a candidate will make them far more likely to accept the role you are interviewing for. Gone are the days when compensation discussions would come much further down the interview process. It's essential to talk about remuneration in the first interview. As a recruiter, you'll understand the candidate's experience and the market value of the salary you are offering. The salary should fall into the range you initially discussed at the offer stage. If you are in a particularly competitive market, can you exceed expectations?

Candidates want to know what it's like working with your company on a daily basis. A good work-life balance was one of the essential things job seekers cited in the 2021 LinkedIn survey, followed closely by compensation and benefits. Although recruiters and hiring managers can advise on their company culture, potential peers and colleagues can also give insight into a typical workday and the environment.

When it comes to 'offer' time, build a community around the candidate and the offer. Involve the relevant team, hiring managers and direct managers to celebrate the good news and extend an invitation to ask any questions before they even sign the contract. Whilst your company may have attracted top candidates, they will consider other factors when considering a career move. In essence, create an experience that is mindful, respectful and engaging. The interview process is the main difference between whether or not a candidate will accept your offer in this competitive market.

Women should not be paid less than men – it's that simple

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 10 Nov 2022 05:25:57 GMT

Australia's federal government has proposed new laws so employees can discuss their pay without fear of retribution, hoping the gender pay gap will begin to close. The clauses often conceal gender pay discrepancies and are written into contracts prohibiting employees from discussing their salaries with their peers. The absence of transparency is a barrier to women of all ages. Although a ban on the secrecy clauses would not see the end of the gender pay gap, the reform would be significant in the battle to do so. The industrial relations reforms will be introduced by the end of October. The Workplace Relations Minister Tony Burke has indicated that he’d like the laws passed by the end of 2022 despite concerns from various business lobby groups.

Empowering Women

Unions have argued that pay transparency will empower women, particularly in low-paid professions such as aged care, allowing them to group together to negotiate a comprehensive multi-workplace agreement covering conditions and pay. It appears likely that the government will introduce a contentious proposal for multi-employer bargaining. However, there are concerns that this will lead to widespread shutdowns and strikes. There appears to be undue haste to push forward proposals for multi-employer bargaining. Legislation is expected to include changes to the Better Off Overall Test, BOOT, which sits over workplace agreements. BOOT has been cited as a restrictive and considerable reason for the decline in enterprise bargaining in recent years.

In many countries, restraint clauses are widespread. One in five workers in the United Kingdom is banned from discussing pay with their colleagues. Under US law, employees can discuss their compensation and there are anti-gagging clauses in 21 states prohibiting employers from requesting historical salary history information to prevent discrimination.

Private Pay Gap

The gender pay gap is higher in the private sector than in the public sector. In order to reduce gender pay disparity in the public sector, the bill should contain elements that promote the establishment of classifications. Transparent classifications will help create a more generalised culture discussing pay and work value. Banning pay secrecy is a significant step that will benefit millions of women. Currently, employers can hide discrimination. The new laws should ensure that employers include pay scales, remuneration and bonuses in their job advertisements to expose the gender pay gap and encourage the same remuneration for women and men in comparable jobs.

The European Union is considering whether or not to make salaries public following data from the European Commission, where research shows that the gender pay gap in the EU is 14.1 per cent . Watertight policies, similar to those proposed by the European Commission, could instigate large-scale accountability and progress. Companies must be prepared to have some tough conversations, but it will create a much better world for European job seekers.

Transparency

Pay transparency encourages minimal turnover for those that are a good cultural fit. In 2018, California was the first state in the United States to pass a mandatory pay transparency statute. Since then, numerous other states and cities have followed suit. The U.K., Germany, and Ontario, Canada, have already passed similar legislation. The legislative transition will be difficult, and there will be an increased burden on organisations as they adjust to the new metrics and accountability.

According to HEC Paris Business School, imposed salary transparency could help dramatically reduce the gender pay gap. Large-scale salary transparency is already taking place in Iceland. Companies with over 25 employees must prove that they pay equally for work and correct any pay equity gaps. When they pay equally, they receive certification. The Canadian government implemented a similar scheme in 2021, intending to correct all pay equity gaps by September 2024. Transparency creates better team dynamics and gives a better indication of market salaries, ensuring employees are at the top of their position.

Governmental Proposals

Liberal Senator Simon Birmingham told the ABC he was concerned about the impact the proposed changes might have on small businesses, particularly concerning collective bargaining. He says, "We'll be looking to test with the business community whether they've actually achieved consensus or whether this is … just providing what the union movement wanted without consideration of the needs of small businesses and how some of these reforms could impact them. There has never been any discussion around what exactly is being proposed because employers haven't been told what's being proposed”. There is deep frustration among employers who feel uninformed about the government’s proposals.

A senate committee released a report that includes eight urgent recommendations for improving the balance between work and care. Recommendations included that the Department of Employment and Workplace Relations investigate law reforms to support flexible working arrangements and protect workers outside their contracted hours.

Mind The Gap

Closing the gender pay gap is an essential objective for senior ministers to close the gender pay gap and better support women in female-dominated professions by banning secrecy clauses so companies cannot prevent their employees from discussing their salaries. By banning specific clauses, women will be empowered by the improved transparency concealing gender pay discrepancies.

The Fair Work Act will introduce the Equal Remuneration Principle, making gender equity its central aim making pay increases easier for workers in low-paid female-dominated industries. The new legislation will establish two Fair Work Commission panels on pay equity and the care and community sector. The government will announce further measures from the Secure Jobs, Better Pay Bill before its introduction later this month.

Creative Job Titles

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 25 Oct 2022 07:16:16 GMT

The workplace is evolving, and so are people's job titles. A new range of titles is emerging mainly because of new hybrid cultures and how the world of work is progressing. Companies are focusing on new priorities such as diversity, inclusivity, sustainability and health. What does it mean, and does it affect the workplace?

Whilst the new range of job titles may seem like a fad, they can serve a purpose, create meaning, and give new significance to a role. Creative companies usually use creative job titles to boost their employee’s confidence and energy. Interestingly, a London Business School professor stud ied self-reflective job titles and invited employees to create titles that better described their work. He discovered that employees with creative descriptors were increasingly proud of their job. Creative and contemporary job titles show job seekers their company and culture personalities, which can spark curiosity and break the ice.

Creative job titles might work as a confidence booster; some millennials have traded a higher salary for a better-sounding title. On the other hand, too much creativity can be confusing. The job titles should give a clear picture of what the role entails. Remember always to identify the role that you are looking for by asking the following questions;

Who do you want to work with? Assess the type of colleagues, clients or customers you’d like to work with each day.

What do you want to do and in what kind of environment?

Where do you want to work? At home or in a role that offers plenty of travel?

Why does this role appeal to you?

To avoid job title inflation, always check the job description. For example, a Director role that does not lead a team should lead you to be cautionary or at least raise a red flag.

Director of Opportunities

A Director of Opportunities is responsible for developing new hiring and recruitment strategies, networking with other recruitment professionals and creating talent pipelines from universities and incubators through to late stage career changers. Duties also include collaboration with other senior directors and executives within a company to determine their organisational and employment needs. A Director of Opportunities is a conduit between purpose-driven employers and value-driven employees. The title advocates opportunity, which could be taking transferable skills into a for-purpose environment for roles in companies, social enterprises and not-for-profits that are on a mission to save the world.

Chief Happiness Officer

A Chief Happiness or Heart Officer is typically a rebrand of a traditional human resources role focussing on areas such as health, happiness, wellness and employee experiences. Despite the title, the role is so much more than the pursuit of employee happiness. The role should remain structured around company best practices maintaining psychologically safe team cultures and supporting employees throughout their careers. It is likely that, in larger organisations, the Chief Happiness Officer rebrand will encourage inclusion and diversity and support vulnerable people.

Chief Mental Health Officer

The pandemic has led to increased mental health concerns, and organisations are putting employee well-being and mental health concerns at the fore and managing psychosocial risks in the workplace by establishing the new role of Chief Mental Health Officer. It’s still a new consideration for most organisations. Projects that a Chief Mental Health Office could implement include providing support for employees working from home and ensuring essential workplace safety. They can also suggest good practices and strategies for emotional detachment so that employees can set healthy work-life boundaries. Role evaluation, structure, manager expectations and due diligence to care will also be part of their remit for a healthier organisational environment. A Chief Mental Health Officer will ultimately strive to create a positive workplace with future opportunities.

Chief Community Officer

COVID-19 has forced many employees to work from home; building and maintaining connections and relationships from a distance is complex. How will employees retain a sense of belonging and culture if businesses remain physically disconnected? Gartner's research into hybrid cultures shows concerns about keeping company culture alive. A Chief Community Officer will likely facilitate connections between employees and their managers to maintain a strong culture in increasingly detached workforces. Forward-thinking and supportive leadership practices will bring a sense of community and connection and foster well-being in the workplace. The role will likely build and strengthen external relationships with partners and stakeholders to minimise overall separation.

Chief Sustainability Officer

In today’s deteriorating world, people expect companies to support environmental causes and take steps towards a much more sustainable future. Research in 2022 saw Deloitte and the Institute of International Finance show that 15 per cent of respondents had a CSO in place at their workplace, almost 50 per cent had a Head of Sustainability or equivalent, and 12 per cent had a Head of Environmental, Social and Governance. These roles are expected to grow in importance in the coming years. No matter the title, dedicated environmental roles will become more and more critical.

Chief Belonging Officer

Responsible for designing and implementing an organisation's diversity and inclusion strategy, a Chief Belonging Officer ensures equal opportunities for employees across various dimensions, including age, gender, race, ethnicity and disability, whilst linking strategies to human resources, legal and business goals. They also hold people accountable for their roles in diversity, equity and inclusion (DEI) work and by creating a sense of belonging for employees, managers and leaders. They should be sufficiently empowered to make change so that everyone feels like they belong.

Chief Metaverse Officer

In a world of modern management and the rapid advancement of the internet, Chief Metaverse Officers will plot the next phase of the internet. They will help companies understand what NFTs, blockchain and immersive internet experiences are and what it potentially means for their businesses. McKinsey & Co. consultants estimate that annual global spending related to this virtual landscape could reach a staggering $5 trillion by 2030.

What will the Labor Jobs Summit bring?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 25 Oct 2022 06:08:48 GMT

The beginning of September saw the Jobs Summit return to Australia. A hot topic of concern and discussion was the continuation of Australia’s ongoing fall in wage growth. Recent ABS statistics showed wage growth of 2.5 per cent this year, but with inflation at 7.75 per cent, the rise isn’t translating into a benefit for employees. The government hopes that many decisions will help relieve mounting pressures. Productivity will always be at the heart of higher incomes.

One consideration could be getting women back into the workforce and reducing their contribution to unpaid care. If female participation in the workforce matched men’s, the economy could be 8.7 per cent larger by 2050. The pandemic has pushed back decades of reducing gender pay gaps which have begun widening again. The drop in female participation coincides with women working in hospitality, retail and tourism jobs and unpaid labour during the pandemic.

Helen Dalley-Fisher, Equality Rights Alliance’s Secretariat, explained at the Jobs Summit, “We can’t keep asking women to babysit the economy”. In the new financial year, budgets should include a $5 billion childcare subsidy plan to support families with a combined income of up to AU$80,000, which will afford tangible economic benefits. For every AU$1 invested, the country’s GDP is boosted by nearly AU$2. Specialists understand the need to support women in the workplace but also realise it is a family concern. Organisations need to leverage untapped talent. There is a need to refresh the timeworn nine-to-five, five-day-a-week model. It was designed by men, for men. One such way of accommodating female representation is to encourage flexible working methods and focus on output alone. It’s essential to have senior-level females, encourage hybrid working plans, and improve mandated in-office days.

2009 saw the introduction of the Better Off Overall Test (BOOT). This multi-employer bargaining tool allows unions to strike agreements for workers in the same industry but across different organisations. There is, however, a need to simplify the process to make it fair and flexible for workers and make a difference to companies employing people and meeting pay increase demands in the future. There are concerns though that a one-size-fits-all approach will damage industry and potentially encourage strike activity across sectors. Industry leaders want more details released about those in low-income jobs for a sense of understanding and what a wide-scale approach looks like rather than the current-day ignorance of workplace evolution. The agreements need to be relevant and support the genuine needs of businesses and employees. Legislation could be introduced as early as the end of 2022.

At the 2022 Job Summit, Home Affairs Minister Clare O’Neil announced an increase of 35,000 visas for highly skilled migrants bringing it to an overall 195,000. Additional visas will ensure a better migration mix to support labour market demands. People on Working Holiday Maker (WHM) visas will help bolster the hospitality, agriculture and tourism sectors during the holiday seasons. To safeguard Australia’s economy, companies need to take stock of the labour market and understand current and emerging future risks. The pandemic has left the country many thousands of workers short for the short term. There are concerns that relying on temporary visa holders will lead to a low-skilled guest worker society. It’s important to train local workforces and encourage overseas skills through permanent migration programmes. Prime Minister Anthony Albanese said to delegates at the summit. “We want to see more Australians gaining the skills they need to find good jobs, in areas of national priority”.

Is the 4 day week the next big workplace transformation?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Fri, 09 Sep 2022 03:47:33 GMT

Although the pandemic caused havoc worldwide and affected numerous industries and many people's personal lives, it has highlighted the need for change and a better work-life balance. The entire world workplace was shaken up and revolutionised, creating alternatives such as a four-day week or working from home. Not only has it strengthened the recruitment market, but it's garnering much interest. And it took a global disaster for en masse consideration of hybrid work and the introduction of a four-day-week.

More and more companies in Australia are beginning to offer flexible hours, affording them more time with their families. Many companies are focusing on outcomes and not inputs allowing this flexibility and a more modern business approach that considers productivity, profitability and wellbeing. Interestingly, employees are managing to squeeze more into their day not only to make the four-day week successful but so they could enjoy more time doing things that they enjoyed. Overall, employees are positive and motivated about the change and find new ways to manage their time whilst delivering expected outcomes.

The long weekend, nine-day fortnights and flexible hours have seen many iterations over the previous years. A group of Australian companies began trialling a four-day week as part of a six-month programme run by 4 Day Week Global (4DWG). They follow in the footsteps of over 70 UK companies and well over 3,000 employees who are already enjoying an extra day off without pay cuts.

The Adecco Group recently conducted a survey that found Australian workers to be the most burnt out in the world, with around 50% having had to take leave for their mental health. Couple this with rising inflation, chaotic economic conditions, supply chain disruptions, skills shortages and high unemployment rates; it's no wonder. Employees are demanding flexibility, or they simply go elsewhere. Introducing flexible workplace policies will go a long way to ensuring happier employees whilst maintaining necessary profits.

It's also important to understand why people are leaving their current roles and if employers can do anything to prevent it. What is driving the great resignation? Is it a long work week, a desire for flexibility, and a three-day weekend? Mentor and training opportunities? Office-bound roles? Understanding the reason can help employers manage expectations. Over the past few pandemic years, companies that provided support, empathy and open communication are far more likely to retain their staff than those that have made poor decisions such as en masse redundancies.

The Adecco Group research shows how employees rate the importance of their working life post-pandemic;

Per Cent Reason

80 Being able to maintain a good work-life balance post-pandemic

80 A good salary and pay scheme

79 Feeling trusted to get the job done

77 Job security

76 The flexibility of working hours and schedule

75 A job with a clear sense of purpose

74 Maintaining good relationships with their managers

73 Having ample opportunities to maintain physical health and fitness

72 Praise and recognition for a job well done

71 Good learning and development opportunities

Australian work leaders are striving to meet work-life balance demands by offering the choice and empowerment necessary to support the ongoing recovery of business in a landscape of insecurity. The largest generational group is the millennials, which are used to getting things done on the go through various convenient online apps and devices. Interestingly, 4DWG’s four-day framework is based on the 100:80:100 per cent principle – 100 per cent pay for 80 per cent of the time based on a commitment to 100 per cent productivity. Bosses must take responsibility for empowering their teams to fulfil productivity irrespective if they are working from home or the office.

The pandemic has taught employers many lessons, including the necessity of the right tools. Censuswide conducted detailed research and found that 94 per cent of Australian workers experienced various frustrations linked to inadequate technology to support their hybrid-style work. A staggering 90 per cent of respondents indicated they would move elsewhere if they didn’t get the right technology to help them track their input so that they didn’t meet productivity obstacles.

In order to move to a four-day working week, companies need superior digital technology to ensure faultless collaborations and connections between employees, automated administration tasks, and secure, cyber-protected access, and the ability to disconnect when the work day comes to a close. Organisations that fail to invest in digital assets will struggle in transitioning to new workplace policies and risk losing their best talent to competitors. Bosses who help their teams hit their targets and achieve a four-day week will set a benchmark for future employment drives.

Dear John. The cover letter debate.

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Fri, 09 Sep 2022 03:07:54 GMT

As a recruiter of 23 years and counting, I will confess, I rarely look at cover letters. When I do, it’s because there is something unexplained in the CV that the cover letter may answer before I pick up the phone to talk to the candidate. And that is kinda the crux of it for a good agency recruiter, we pick up the phone and talk to candidates.

When a candidate applies to one of my advertised roles, I’m not just considering that person for that particular role, I’m interested in that person for other current roles or future roles. They may not be suitable for the role they applied for, but I’m still going to contact them because I see the value of their skills for other clients. This is why recruiters don’t rely too much on cover letters.

However, if you are applying directly to the hiring organisation, then a cover letter specifically written with that particular job in mind allows you to highlight certain areas you think would make you the right fit for the role. It can be a more effective way to stand out from the other applicants beyond just a CV. Writing cleverly composed cover letters gives the hirer an insight into your personality, drive and what you can bring to the new position. Your CV should be concise, so your cover letter is the perfect way to highlight and elaborate on your achievements.

Traditionally, a cover letter was the cover page for your curriculum vitae and would be read first; however, today, your CV is usually what will be considered first - whether going via a recruitment agency or direct. Your cover letter could help persuade the hirer to take you to the next round in the process, so whilst they are not as originally intended, they are still being read and considered.

ResumeGo recently conducted a survey that showed that applications with tailored-to-role cover letters were well over 50 per cent more likely to be invited for an interview. The research showed that this figure dropped to almost 20 per cent for applications with generic cover letters and almost zero for those who didn't include any cover letter at all. Personalised cover letters are far superior to generic letters.

Many job applications request that you include a cover letter with your curriculum vitae, so you must include one. You don't want a prospective employer to think you cannot follow instructions. Whilst it's essential that you understand whether a cover letter is requested or not, as an applicant, you might also deem one necessary; perhaps you want to highlight a particular aspect of your personality, a skill in your armoury that makes you stand out from the crowd, highlight transferable skills, how you’ve transitioned to different jobs, explain any employment gaps, why you want to apply for an out-of-area role and if you have any personal connections or have been recommended for the role.

Some tips on writing a good cover letter

Pleasantly address the recruiter or hiring manager, using their name where possible
Write a catchy introduction paragraph that expresses your interest in the role
At the heart of the cover letter, outline your relevant skills and experiences and why you are the perfect candidate for the role. Use this section to highlight any unique competencies, professional achievements and practical experiences that support your application
In the closing paragraph, provide a call to action by expressing your interest in an interview
Provide your contact information
Remember that whilst you can show off your skills and qualifications in a cover letter, you can also show your personality and ability to communicate ideas

What NOT to include

Remember that recruiters and hiring managers read hundreds of cover letters, many of which will include phrases that will be ignored.

Omit opinion phrases completely. So instead of writing "I'm confident that my communication skills would make me a strong marketing manager", perhaps write "My communication skills would make me a strong marketing manager" it's punchier and sounds more sincere. Don't include phrases such as I think, feel, believe, etc.
Whilst you can say, "I'm good at working as part of a team", there are many words that are far more powerful, including descriptors such as seasoned, expert, successful, experienced, talented, accomplished, skilled, respected, capable and influential. Ensure that you choose words that represent your skill level and experience. Use a Thesaurus if you get stuck!
There is no need to announce that you are attaching your curriculum vitae; the recruiter or hiring manager can already see that you've included it. Don't include the statement "As you can see from my CV" in your cover letter; instead, be direct "I have been working in marketing for over three years"
It’s important to be confident in your cover letter, but drop arrogant phrases such as “I’m the best/perfect/ideal candidate because…”. Whilst you might be a super choice, you don’t know that you are the best and imagine your recruiter reading that in every letter they receive. Use synonyms such as excellent, outstanding, inimitable, terrific, great and unique.
Another bugbear is "To whom it may concern". All it says is that you didn't research the name of the recruiter or hiring manager. If you really can’t find the right contact name, then consider something like “Dear Careers For Purpose Recruiting Department” or “Dear (hiring manager title)”
Avoid any negatives such as "I don't have much experience in marketing, but…"; instead, focus on the positives and the unique ways you'd be great at this job. "This marketing job would help me because…" is also negative; explain how you can help them instead.

Culture Fit - How to Avoid Cloning Your Workforce

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Fri, 12 Aug 2022 13:15:05 GMT

You'll have heard the term culture fit banded around for many years, and many companies, irrelevant of their size, invest considerable time and effort into ensuring a cultural fit before making an offer to the candidate. But how do you hire for your company's culture without a similar strain and mindset of people? Whilst companies may want to hire walking examples of their cultural organisation, is this merely encouraging a cookie-cutter mould that can lead to other complications? What can you do to make better hiring decisions?

Firstly, what is cultural fit? It’s a defined set of characteristics or personality traits that make up the culture. In a nutshell, it's the likelihood that the job candidate will confirm and adapt to the company's core values and combined behaviours to create a seamless organisation. There should be all sorts of personalities that could make your company great and not some misguided assumptions and possible lack of diversity because the human resources person has similar values to the candidate they are trying to hire.

When organisations consider new hires, they are looking for people who agree with and fit their agenda. Generally, there are two criteria that human resources departments consider when evaluating candidates: Cultural and functional fit. Functional fit assesses the candidates' technical skills' necessary for the role, such as education, certifications, core competencies, career history and experience. This information is usually gleaned directly from the candidate's curriculum vitae and can be verified pre-interview.

Human centric skills and personal goals are assessed during the interview phase. The interviewer can decide whether or not the candidate will thrive in the company's culture through various open-ended questions or from data taken from personality profile testing. Many human resources professionals might recommend hiring applicants with an excellent cultural fit but lack the necessary technical skills, thinking that these can be trained. In contrast, the lack of cultural fit could lead to job dissatisfaction, excessive absences, poor productivity and a higher turnover rate.

Recruiters should understand that great matches make great hires and don’t ‘just’ fit the culture fit ‘box’. Traditionally, culture fit is thought to be threefold;

Stylistic fit

How an individual builds relationships, communicates and offers or receives feedback.

Skillset fit

An individual's abilities, knowledge and experience to perform a job include research and planning, leadership management and technical skills.

Expectation fit

This identifies how a candidate's aspirations intersect with the company’s to gauge whether or not they are a good match given the job role and the candidate's career objectives.

Setting clear expectations and objectives around company culture and how it's perceived will help candidates understand whether they will be able to reach their true potential. By understanding culture fit, recruiters will likely lower future attrition for an individual applicant. Many human resources believe that there is a more significant opportunity for candidates to change their work style to align with and maintain the company culture. They believe that culture is essential in an organisation where individuals can benefit from the cultural fit.

Thankfully no formula makes people successful; while one company might have an 'A' player or cultural fit, they might be a 'B' player for another firm; meaning that they might not excel in one company but will thrive in another. To have a successful recruit doesn't mean recruiting identical people. If human resources departments don't hire a diverse and effective workforce, this could be harmful to your business. The following delves into some of the pros and cons;

PROS

Saving Money

Every organisation strives to save money, so hiring for an excellent cultural fit should mean that a qualified employee will fit the long-term company culture and help reduce staff turnover, thus reducing recruiting costs.

Workplace Happiness

Employees are more likely to embody and promote company core values to others when they fit in. This helps your company's reputation, increases morale and attracts fresh talent and sparks the curiosity of job seekers looking to feel valued.

CONS

Low Retention

Whilst hiring for cultural fit can save costs, it can have the opposite effect if implemented poorly. In essence, this questions how employees view the company culture. Are those employees such a good fit? They could feel like they have been misled during the hiring process.

Focus on Personality

Often companies focus on personal traits rather than skills and qualifications. Hiring for personality because of similar values can eliminate diversity and lack of balance and create a negative bias toward future hires who fit the mould.

Technology

In this age of technology, it's easy for candidates to research an organisation, understand the company culture and embellish or imitate the values the company seeks during an interview to have a better chance of being hired. Understanding this means finding a balance between cultural fit and a good hire is essential.

Is it time to review your company culture?

Review the level of diversity and ensure that company culture allows employees to grow.
Keep up with modern workplace tactics, be open to change, be flexible and ensure the company is appealing.
Consider blind hiring to increase workplace diversity and attract capable candidates.
Ask relevant questions during the interview to gauge how a candidate will fit with the company's organisation.
Ensure the interview process involves multiple interviewers (managers and co-workers) to help eliminate bias.

No matter how compelling your recruitment efforts are, there is never a guarantee that an employee will live up to expectations, even if they are the perfect cultural fit. Perhaps consider a diverse and happy selection of employees motivated to achieve business success and meet company objectives.

Would you employ a job hopper?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Fri, 12 Aug 2022 12:39:00 GMT

What is job-hopping?

A job hopper tends to have short one or two-year employment terms and hops from one job to another to build a better career path. It could be that the employee is dissatisfied with a particular job and where it leads in the future, they don't like the work, the company isn't a good cultural fit, or they get bored and want a more challenging role. Once an employee has mastered a job, they want to change roles to ensure that they are challenged, engaged and learn new skills.

Restless Gen Z

There are many reasons why job-hopping is so prevalent in today's workplace. Research shows little connection between an employee's work history and their future stability. LinkedIn research shows that Generation Z workers born after 1997 were significantly the most restless. There is every chance job-hopping could show that a candidate has ambition and has progressed as far as they can with an organisation. With today's global mobility, employers must begin to accept the many reasons for job-hopping. Historically, employers have seen applicants with lots of short-term employment on their curriculum vitae as unreliable and have therefore shied away from them.

It's time for employers to release their concerns about candidates with a slew of short-term tenures. The research found that Gen Z workers would spend at least two years in a role whilst millennials would stay a mere six months more, Gen X would spend an average of five years in a job and baby boomers would have a considerably longer tenure with an average of eight years of service. Job-hoppers are likely to receive a salary increase of 5.3 per cent, whereas if they stay in their current job, the pay increase is likely to be only 4 per cent.

Understanding job-hoppers

As a recruiter, it's essential to understand why a job-hopper left their previous role; are they an impactful, well-intentioned high performer, or do they function poorly under pressure? A surefire way of accurately assessing the candidate is to take necessary references from each previous employer. Recruiters and future employers will consider the strength of a candidate's curriculum vitae and look for employment gaps. If there are none, it's possible that job-hopping can be revered as a good thing and could mean that employees are in demand in the market.

While some employers are cautious about hiring job-hoppers, others prefer to see a few jobs on an applicant's curriculum vitae showing that they have worked in various environments and capacities and therefore have a broader range of skills and more adaptability. Those with long tenure positions are often dismissed because employers fear they are unmotivated or resistant to change.

Hot job market

Currently, the job market is hot; people are hiring, paying well and giving unprecedented benefits; it's human nature to want to move. However, if significant and regular employment gaps exist, it might show an ongoing and serial exiting pattern tarnishing the employee's reputation, which could be challenging to recover from. It may have been acceptable a few decades ago to expect employees to work for 50 years within an organisation to receive a golden watch, but it's far less accurate today. According to labour statistics, the average US worker stays with their employer for 4.6 years, whilst workers aged up to 34 are half that at 2.3 years.

Recruiters will always encourage job seekers to decide what they want long-term because job-hopping is relatively short-lived. For those who are ambitious, motivated and get bored quickly, choosing a company with an impressive growth trajectory is essential. Eventually, it will be necessary for professionals to understand their own employment landscape, what was missing in past roles, and what will keep them engaged in future roles for a few years. Job-hoppers often have multiple skill sets across more than one field; employers might find one person has various disciplines such as being a writer, photographer, designer and consultant, which means that a single employee could manage an entire project from start to finish.

Loyalty concerns

Employers are beginning to change their opinion about job-hoppers; they still have concerns about loyalty and recruiting an employee that will only stay long enough to learn for personal gains and then leave; this can be costly for them. Job-hopping can have various drawbacks, such as loss of annual benefits, vacation time, insurance and retirement income. When candidates job-hop, they start from scratch and have to re-earn these valuable benefits.

Intentional job-hopping

The pandemic years will hold less stigma for any job-hops. Employees will still have to explain their reasons, but they are unlikely to dim long-term employment prospects. Job-hopping syndrome is a description of employees that job-hop without intention. It's crucial if candidates are job-hopping, they move up the career ladder, or the new role is substantially different from the last. Employees might prioritise a salary increase, a better job title or a different set of challenges over the real reason why they are unfulfilled in their role, so they repeat this process and mistakes time and time again.

When applicants attend interviews, they should have professional reasons for job-hopping, how their diverse experiences will benefit the potential new employer, and why the previous roles offered great opportunities such as more money or relocation. Periodically, it's essential to review job-hopping tactics to ensure they are still relevant in the overall career forecast.

Working Parent Support

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 19 Jul 2022 00:00:02 GMT

To applaud United Nations' Global Parent's Day, UNICEF Australia and Parents At Work released the results of a report that highlighted the various efforts supporting working families and the Australian policy progress made. Despite the pandemic, slow inroads are being made to consider flexible work practices, particularly for women.

The rise of hybrid work means that work-life lines are blurred, and businesses must consider how they make their workplaces inclusive for employees with care responsibilities. Promisingly, some of Australia's most significant companies strive to support their employees' professional and personal obligations and set standards for flexible work, parental leave, family care and well-being.

It's clear that a compelling pa id parental leave policy is a must for employers looking to attract and retain great people amid such a tight talent market. Parental leave must be available to new parents without outdated primary and secondary care stigma and accessed irrespective of gender. It's also essential for employers to have compassion for employees who experience pregnancy loss, perinatal and postnatal anxiety and depression. It's no longer acceptable to offer slapdash support to parents.

Best-practice minimum parental leave requirements for employers

Guaranteeing a parental leave policy that considers gender, pregnancy loss, perinatal and postnatal anxiety and depression
Making sure that support exists to support employees throughout parental and care leave
Ensuring that leaders can manage leave requests and make an easy and empathetically return to work

Already QBE Insurance, KPMG, Deloitte, ING Australia, Novartis and Medibank are leading the change by offering flexible, gender-neutral, label-free policies and return-to-work support for their employees.

Deloitte Australia removed primary and secondary carer labels. It offered 18 weeks' paid leave, including superannuation, that can be taken flexibly over 36 months, with partners being able to take the leave simultaneously. It also offers transitional support and coaching sessions for those leaving and returning to work. Additionally, Deloitte announced auxiliary enhancements to its parental leave policy by offering 12 months' support payment and revised performance targets for parents returning to work.

QBE Insurance offers a wide-ranging paid leave option for parental leave. Interestingly, it reported a 300 per cent rise in men taking the leave. It's clear that employees feel supported and confident in sharing their needs with the family-friendly organisation. Having gender-equal policies, QBE drives positive change at an individual and company level.

Support

Until recently, support for carers has been severely lacking. One in 11 people in Australia are carers; that's 2.65 million people. They must be supported in the workplace. 55 per cent of Australia's HR Institute's partner companies have committed to formalising a carer's policy or extending their current provisions as part of their ongoing commitment to supporting their workforce. KPMG, PEXA, Workday and Endeavour Energy already have essential policies in place, including:

Having a comprehensive carers policy in place
Ensuring provisions are promoted
Supporting employees in an emergency
Communicating and ensuring breastfeeding support is in place
Empathetically supporting employees

PEXA, the electronic conveyancing firm, provides benefits programmes for parents, including AU$1,000 each month supporting the cost of childcare. It also offers various school holiday activity programmes run by teachers in the training room for children. KPMG runs a virtual holiday programme to support its working parents and carers during the holiday period.

Workday stands out from the crowd with its policies. Workday provides its carers with half of their pay for 12 weeks in case of an emergency and family-wide health insurance to all its employees. It also offers onsite childcare and mental and well-being support.

Flexible work strategies

In 2019, the Australia HR Institute released the National Working Families Report that revealed over half of 6,300 participants said they felt their employer questioned their commitment to their job if they used family-friendly work arrangements. It's clear that there is a need for greater flexibility and support for employees with care commitments with the minimum requirements, including:

Flexible work policies and frameworks
Adaptable work is supported
Provision of technology tools to enable flexible work
Leaders can manage flexible workplaces and forces

Post-pandemic flexibility is paramount. ING Australia has a progressive, flexible work policy called 'FlexING', which accommodates flexible start and finish times to manage nursery or school pick-ups. Recently, Randstad RiseSmart introduced its 'flex from anywhere' policy that allows its employees to work remotely globally for up to eight weeks per year.

Well-being support

It’s time for organisations to understand the pervasiveness of violence within Australian homes and provide necessary leave and support services when needed. 34 per cent of the Australia HR Institute partner companies are already working on updating their policies to recognise family mental health needs. Minimum requirements necessary include:

Offering support to employees and their families
Promoting positive physical and mental health and financial well-being
A responsive plan in pla ce for family and domestic abuse and violence
Provide education to leaders to support family policies and practices

The Commonwealth Bank of Australia (CBA) has strong policies regarding stillbirth, infant loss, parenting-related anxiety and depression, and domestic and family violence. HESTA invests in programmes to support families, gender equality, parents and carers throughout the various stages. Microsoft offers neurodiversity support to its practices, including counselling for parents with neurodiverse children.

Care

People want to work for organisations that care about them and their family responsibilities outside of work. Genuine care has an impact on employees’ health and well-being and, therefore, the well-being of all manner of businesses.

NAIDOC Week - Supporting Indigenous Employees

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 04 Jul 2022 08:39:37 GMT

Many companies, leaders and professionals have good intentions of increasing the representation of Indigenous employees and creating a supportive and inclusive workplace and culture. To build a truly balanced workforce, HR teams need to learn about Indigenous culture, communication, and experiences, which means asking pertinent questions. Often, these questions are avoided because of fear of offending someone. Two experts, Aunty Munya Andrews and Carla Rogers, co-directors of Evolve Communities, have the following pointers to help you understand your local Indigenous population.

How to support Indigenous employees

It’s important to create a supportive environment for Indigenous employees. The responsibility of individual human resources managers is to ensure that they are respectfully educated about Indigenous culture so they can guide their teams and leaders on how to approach day-to-day questions to positively affect outcomes. When Indigenous employees feel welcome, they will feel culturally safe.

There is a range of simple protocols that you can follow to ensure a sense of belonging, such as displaying the traditional Aboriginal map of Australia or flying the Aboriginal and Torres Strait Islander flags. Anthony Albanese recently demonstrated this when he made his debut as Prime Minister. Leaders can also become accredited allies equipped with the necessary knowledge, skills and confidence to work alongside Aboriginal and Torres Strait Islander people. Various programmes share the history of the Indigenous people and the difference in communication styles. All staff members should be provided with cultural awareness training to understand the cultural differences between Indigenous and non-Indigenous Australians.

How to build strong relationships with Indigenous people

Indigenous Australians prefer a conversation and more subtle forms of questioning rather than the short, direct dialogue that is so common with non-Indigenous Australians. As with any culture or community worldwide, there are many assumed critical differences such as the reaction to eye contact, questioning methods, time, silence, colours, humour, body language and manners. One fair question that causes no offence and is usually one of the first questions asked amongst Indigenous Australians is which clan, tribe or mob they belong to. It's perfectly acceptable for Gudia, non-Indigenous people, to ask this question; it shows an interest in their culture. Silence from an Indigenous Australian is quite normal and culturally acceptable and shows active listening.

Evolve Communities has developed the Three Steps to Stronger Relationships communication model, the R3 Approach. Whilst designed to support communications with Indigenous people, it is also helpful in situations with potential conflict or misunderstanding. The three steps are;

Reflect , Stop, pause and consider what led to this situation.

Relate , Consider things from the other person's point of view, or attempt to place yourself in their shoes without making too many assumptions.

Reconcile , If possible, work with the other person towards a solution.

This approach helps Indigenous and non-Indigenous Australians communicate in various areas of their daily lives, including family, the office an d travel .

Supporting an Indigenous employee who needs to take Sorry Business

The Aboriginal kinship system is far more complex than processes carried out by non-Indigenous Australians. When Aboriginal and Torres Strait Islander peoples mourn the loss of a family member, they follow traditional ceremonies and practices, often known as Sorry Business. It’s not unusual for Aboriginal people to have many mothers, fathers, uncles and grandparents. The life expectancy of Indigenous people is almost 10 years less than non-Indigenous Australians. Therefore, ensure provisions are in place for Indigenous employees to take leave, enabling them to fulfil their cultural obligations when a family member passes.

How to acknowledge the shared history of Indigenous people and white Australians

For over 25 years, National Reconciliation Week has encouraged Australians to reflect on how they can advance the reconciliation of the nation. The silver anniversary of the National Reconciliation Week 2022 was to 'Be Brave. Make Change'. This year’s Make Change rally called to reconcile allies, accomplices, advocates and activists to stay motivated and use the tools and education available to create a just and equitable Australia. The response, engagement and commitment from supporters were overwhelming. The relationships between Aboriginal and Torres Strait Islander and non-Indigenous peoples require mutual hard work, honesty, trust, respect and understanding. It requires communities to bravely unite to make the vision for reconciliation and real change for Aboriginal and Torres Strait Islander peoples a reality.

Part of the being brave movement is being prepared to look at the truth of privilege and racism. Whilst telling the truth is hard, it's important to see history from an Indigenous perspective. The Aboriginal and Torres Strait Islander people have incredible wisdom and resilience that dates back more than 100,000 years, but the impact of shared history, colonisation and the stolen generations has impacted negatively. The shared history must be acknowledged so that non-Indigenous, Aboriginal, and Torres Strait Islander peoples can move forward together. The author Richard Flanagan said, "If we would accept it (our shared history), rather than spurn it, we might discover so many new possibilities for ourselves as a people".

Why Indigeneity is important

Indigeneity is a felt sense of identity and connection to other Indigenous peoples in Australia and worldwide. It’s about biological descent and socialisation and whether you are raised as an Aboriginal or Torres Strait Islander. It’s like the old saying, “A cup of tea is still a cup of tea no matter how much milk is added!”

Acknowledgement to Country

Acknowledgement to Country is to respect and honour Aboriginal and Torres Strait Islander Elders past, present and future, acknowledge their stories, traditions and living cultures on this land and commit to building a brighter future together. An essential cultural protocol is to address Aboriginal and Torres Strait Islander people correctly by using the name of the traditional owners and sincerely paying respects to Elders, past and present. Although people might find this nerve-wracking, it's no different from the usual manners expected when you attend a dinner party at someone's home.

Who will win the hybrid workplace battle?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 20 Jun 2022 05:00:00 GMT

Are you getting a twang of workplace FOMO?

FOMO and living vicariously through others' work-life balance and WFH have caused an imbalance across the work world. After much investigation, Nicholas Bloom, a Stanford researcher, recently concluded that a hybrid workweek would ideally be three days in the office and two days at home. He considered many different factors, including stress levels and commutes. However, employees have snubbed the response to his ideal set of findings; with 60 per cent either wanting to work fully remote or up to three days at home, 40 percent chose 4 or 5 days in the workplace.

New workplace

As the pandemic comes to a close, companies begin to talk about how they and their teams will manage the new workplace. According to data, 55.6 per cent of graduate and lower-paid employees will work entirely on-site, 29 per cent of professional, graduates, managers and higher-paid employees will enjoy a hybrid work-life balance, whilst the final 15.4 per cent of IT support, payroll, and contractors will work entirely from home.

The hybrid workplace is good for creativity and company culture. Working from home saves on commute time and generally a quieter space. Interestingly, working from home saves around 70 minutes each day of commute time. Over 40 per cent of workers would spend this time working on their job, whilst others would use the time for indoor leisure activities, outdoor activities and exercise, chores and home improvements or childcare. Research finds that hybrid WFH increases average productivity by up to 5 per cent. Employees also value hybrid working about the same as an 8 per cent pay increase.

Changing the horizon

Bloom says that about half of the workforce simply can't work at home; they have to go to an office or workplace. These roles tend to be in industries that involve retail, manufacturing, healthcare or service industries such as hospitality. The workers are largely the lowest-paid. They've faced various disappointments through the pandemic and had to show up. Employers realise that they will have to make up for the lack of ability to work from home; an example might be changing an eight-hour, five day week to a ten-hour four day week.

About 10 per cent of employees can work remotely indefinitely; they would hold roles such as IT support, finance, payroll and editing. These employees have become more productive whilst working from home. Their roles are autonomous and do not have teams to manage for the most part. The remaining 40 per cent of employees will fall into the hybrid category. They can do a significant amount of work from home but will still be required to be in the office for structure and face-to-face communication for part of their time. Almost 50 per cent of the workforce will long-term work from home or the hybrid model.

WFH

Working from home is big business and is changing how the world works with technology, culture and best practices. WFH also means that office spaces are changing, and employers are finding it harder to justify private office spaces for people that only use them for half (or more) of their working week. Hot desks and open plan spaces are becoming more commonplace, encouraging open communication between staff.

Remote work is also affecting the economy, particularly smaller cities that haven't historically dominated employment landscapes. Commuting has been slashed by hybrid or home workers, meaning they can live where they choose. The hybrid system allows employees to move to personally appropriate places rather than work demand accommodation.

Hybrid

Employers and employees can both benefit from the new hybrid or work-at-home scenario. Companies need to understand that allowing employees to work from home is essential to staying competitive in the job market. Employees will generally feel happier about remote working arrangements. It’s also important to realise that companies can also benefit through lower overhead costs, improved employee morale and higher productivity if employers want to attract the best talent and keep their current employees happy.

Remote work helps employers lower their environmental impact by cutting back on energy usage and gas emissions. Companies with employees who work all over a country, region, or even the world can benefit from gaining unique perspectives, insights, and ways of thinking across various markets. Working from home can also open up more opportunities for people from different cultural, geographic, and socioeconomic backgrounds. If companies offer customer service support, having employees in different time zones allows them to extend their business days by harnessing the extra hours.

A healthy shakeup

The pandemic undoubtedly has shaken up the workplace, and job seekers are demanding a better work-life balance in the new normal. The seemingly endless lockdowns are showing organisations that operating remotely is entirely possible. Now that people have enjoyed the perks of working from home, jobseekers are looking for flexibility in location and working hours. Recruiters are seeing a push for salaries based on skill sets rather than location. Employees also expect that companies compensate them for internet or electricity and WFH essential equipment such as computers and ergonomic chairs.

Today's employees also want to give back to various communities, and champion causes close to their hearts. The last couple of years has also shown how society treats different groups. The Me Too movement and Black Lives Matter has caused a shift in social consciousness; businesses are already expected to be transparent about the policies around diversity. It's time for employers to consider new work routines, understand what works best for new hires and current talent, and how it can benefit the company.

The Great Reshuffle

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 06 Jun 2022 04:43:10 GMT

Global Green Skills Report 2022

LinkedIn has recently released a report that discusses the transformation of how, why and where the world population works. They've labelled it the 'Great Reshuffle', an unprecedented time in history where the entire workforce is reimagining future occupations. The report shows that people are actively acquiring new skills and pursuing new projects whilst employers are busy creating new markets and business models to keep up with the change. The Great Reshuffle is causing economic upheavals, and climate change demands that usually take decades. It's clear that society demands a green economy to tackle the crisis.

Achieving the collective global climate targets is colossal and requires an immediate transformation of skills and jobs to make it happen. Globally there is already a positive shift to green skills with green talent on the rise; the fastest growth is in ecosystem management, environmental policy and pollution prevention. It’s essential that governments focus on skills and abilities rather than just job titles and qualifications. Many green skills are already used in non-traditional green jobs such as in the health, data and transportation industries.

The workforce is ready; the planet can't wait

LinkedIn is committed to tackling the climate change challenge and strives to be a catalyst for job and skill transformations. They are leveraging their unique data and labour market expertise to highlight actionable insights to help avoid potential pitfalls and ensure a successful green transition. Their research shows that insights from data will allow companies to increase green skill roles. LinkedIn data shows that the five fastest-growing green jobs between 2016 and 2021 are sustainability manager, wind turbine technician, solar consultant, ecologist, and environmental health and safety specialist.

Trends show the necessity for green skilling within industries and geographies that have traditionally focused on high-emission jobs. Data shows that various global sectors are already attracting green skills at differing paces, and workers are already upskilling to green their jobs. If the planet is going to achieve tough climate goals, green skills need to increase in every sector and country. Throughout the Great Reshuffle, not one industry has been left unchanged. LinkedIn is keen to empower policymakers and business leaders with specific insights across sectors and countries, outlining the needs of the workforce and what skills are required.

LinkedIn data clarifies that we need to act quickly and confidently, and it shows which areas require the most urgent attention. These insights help policymakers and business leaders make evidence-based, focused decisions about the necessary green transition.

The gender gap

The green gender gap has been stationary and hasn't improved since 2015. Green talent has grown at a similar pace for men and women, yet men are transitioning into greener jobs faster than women. In fact, men transitioned into green jobs by 66 per cent and into greening jobs by 63 per cent. Countries that are beginning to close the gender gap are concentrated in Europe, including Cyprus, Malta, Ireland, The Netherlands, and Denmark. Data shows that there are opportunities for younger generations to positively impact greening, now and throughout their careers. The most substantial annual growth in green talent is among Millennials worldwide.

Transitioning Workforce

Gain green skills to compete for the best jobs and influence change
Consider a career that allows regular training
Expand network through platforms such as LinkedIn
Follow topics and companies of interest
Register with purpose recruitment consultancies
Top-up training with e-learning courses
Stay on top of trends, skills and training to remain competitive in the market

Business leaders

Support up and reskilling through learning courses and local programmes
Hire diverse green skilled talent
Use with purpose recruitment consultants
Current and prospective candidates expect action on climate change, recognise the importance of upskilling your talent brand
Reimagine future roles
Create entrepreneurial opportunities, expand economies and increase green skills in your sector

Policymakers

Promote a skills-based approach to opportunity
Connect green skills, jobs and policies, ensuring balanced development and demand
Provide direction on skills that need development to help business leaders and the workforce prepare for the future
Raise awareness and provide training to accommodate green policies
Build upon or create new online learning green resources available to encourage employment throughout the green transition
Invest into training, empower individuals and foster entrepreneurship
Ensure policies create equal development opportunities for all diverse groups
Instigate dialogue, enable knowledge sharing and pool resources
Encourage equality and protect vulnerable groups

Green hiring in Australia

Green hiring is beginning to accelerate rapidly in Australia. Upskilling teams will allow the green transformation to gain traction in the broader Australian economy. It’s essential that employers begin to think about equipping their workforce with green skills, even if they are not immediately relevant and their roles are not conventionally associated with environmental impact.

Green power and construction are essential to Australia’s greening. The energy and mining sector hired the greenest talent in 2021 as the government’s AU$1.4 billion investment in renewable generation and storage and adoption of a renewable energy target (RET). The construction sector will likely accelerate green hiring in the coming years as demand for green buildings and infrastructure grows. Ecologists and geologists rank as two of the three fastest-growing jobs in response to Australia’s vulnerability to extreme weather events. Popular skills such as sustainability and environmental impact allow job seekers to recognise the importance of minimising the impact new development projects have on the environment.

If companies can begin introducing green skills into non-green roles, there will be opportunities for transformation. The workforce, business leaders and governments must identify how existing jobs can become greener and drive green transformation forward into a new future.

Is the Interview Process Flawed?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 26 May 2022 02:45:00 GMT

Recruiters and human resources professionals are creating interesting dialogue around various interview techniques and wondering if they are flawed or not. The process probably hasn’t changed much in the past decade, with the attitude ‘if it ain’t broke, don’t fix it’ and could be considered an artificial environment. Shifting the routine and making changes could result in more effective interviewing techniques and processes and the start of creating more robust, more committed teams.

High Turnover Rates

Most hiring manager still insist that interviews are a fundamental requirement for hiring the right person. However, with staff turnover rates of almost 50 per cent during the first year of employment, that’s clearly not the case.

Chemistry

Typically, the way hiring managers assess candidates can be somewhat skewed and subjective and can be based on inadvertent assumptions and preconceptions of the interviewer, even down to the chemistry and interaction of the interviewer and the candidate, appearance, tone of voice, and mood.

Logically, interviews should not be the sole basis when making a hiring decision. An interview shows how candidates behave in a professional setting, but there is little evidence shown during this short time to assess how they would perform in the job environment. It’s important to remember that some people may interview poorly but have the perfect technical skills required for your team. Others may interview perfectly and be a great fit on paper but will not fit your company culture.

Multiple Assessments

It's essential you use every opportunity throughout the application process to evaluate candidates and find multiple ways to assess their skills and experience. This could include timeliness and attention to detail gauged through communications processes, specific role-targeted tests or questions so that the candidate is not judged purely on their personality or interview skills or lack thereof. It’s vital that hiring managers move away from historically used techniques and questions such as "Where do you see yourself in five years?" or "Tell me about a time when you demonstrated you were a team player”.

References

Reference taking also allows you to ask relevant questions about the candidate’s competency and team spirit. During the reference process, recruiters can question how the candidate handled situations in the past and begin to understand their overall behaviour within their previous roles. Hiring managers must take time to learn about the candidate and their interest in the role to assess their strengths and weaknesses. The candidates should also have plenty of opportunities to ask questions throughout the interview.

Smart Hiring

A smart hiring process will allow the candidate to meet multiple people in individual and group interview formats to prevent bias. This hiring process should remain consistent to compare like with like. Expanding the pool of interviewers to those who have hands-on experience allows a better understanding of role requirements and if the candidate is suitable for employment. Solely counting on the hiring manager could lead to a poor hire.

Behavioural-Based Interviews

Where possible, develop a behavioural-based interview format so candidates have ample opportunity to demonstrate their potential for success by providing examples of how they handled similar situations based on their experience. The technique is based on the idea that real past experiences are a solid indicator of future performance. Instead of the recruiter using hypothetical questions, the candidate provides examples from previous job knowledge and moves away from possible duplicitous and planned responses. By using the STAR approach, interviewers can strategically structure the questions so that the candidate can demonstrate a specific S ituation or behaviour, the T asks involved, A ctions taken and R esults.

Follow-Up Interviews

Hiring managers should conduct follow-up interviews since they best understand their team's requirements. While human resources specialists can conduct an interview, they won’t know as much about the role as a person with hands-on experience. It’s prudent to involve at least three company stakeholders in the interview process. A flawed interview process can cost the company considerably with poor hiring decisions, high turnover, and possible relocation costs.

Individual Recruiting Methods

It's important to remember that not every interview technique and process works for every company. No role or candidate is the same as the company’s needs will change over time. It’s essential to look at failings and successes and adapt so that departments can hire the best candidates.

We got featured! Check us out in the Top 15 Talent Management Agencies to watch in 2022

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 19 May 2022 07:40:42 GMT

We were thrilled to be featured in the The Australian Business Journal last month. Check out Careers For Purpos e and the 14 other niche recruiters doing wonderful work in the talent search sector via this link. As Australia's only 'for purpose' recruitment agency, you can be assured we have your mission and values at our core.

https://theabj.com.au/2022/04/01/branded-content-talent-management-firms/

New Paragraph

Beyond Salary - Attracting Talent in a Talent Short Market

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 12 May 2022 02:07:18 GMT

We've seen the great resignation, the great reflection, and the four-day week. Now it's time to reflect on salaries and benefits. Many employers are failing to attract and retain employees. Why? Currently, salary expectations are wildly inflated, so much so that entry-level workers that would once have attracted salaries around AU$65,000 are now demanding AU$100,000. This increase significantly affects small to medium-sized businesses that cannot meet these demands. Businesses have to get creative and offer more than just the basic salary and superannuation.

Strong retention, engagement, respect, and a competitive salary are essential to keeping your employees happy. It's cost-effective to keep high-performing workers and offer a compensation package to attract the best talent; it's better for your brand perception and the overall happiness of your team. Businesses need to start attracting employees by offering them creative compensation such as a nine-day fortnight, days off for birthdays, healthcare, gym membership and meal tickets. Careers for Purpose has looked at some of the most creative ways firms attract, secure, and keep hold of new talent.

Unpaid days off

The emerging workforce places a premium on flexibility and the ability to manage their own schedule to enjoy time with friends and family and find a healthy work-life balance. Many large firms are already offering unpaid days off to attract workers who might need additional time away on top of their annual vacation allowances.

Individual attention

Every employee wants to be part of a successful company and feel appreciated, recognised and encouraged. To retain employees, you can encourage their growth and development. As a small or medium-sized company, employers will be more likely to have better opportunities to understand their employees and help them achieve their professional goals.

Training goals

The value placed on personal development is high. One significant factor for employees leaving their current roles is that they feel that there is no opportunity for them to develop. Training opportunities can be a balance of personal and corporate learning. When an employee or potential recruit understands that your company wants them to grow and will invest in this commitment, it could be the differentiator between accepting the job or not.

Creative incentives

To encourage longevity of service and recognise employees for their commitment, why not consider offering complimentary paid leave for staying with the company for three, five, or ten years? For example, you could offer one month of paid leave after five years of service plus spending money as a one off recognition reward.

Purposeful employment

It's well-known that volunteering is good for an individual's well-being. By addressing the company's mission or purpose, you can encourage employees to participate in a local, national or international cause that can positively impact society. Many organisations give 2 days or more leave per year to perform volunteer work.

Remote work

The global pandemic has highlighted the popularity and success of remote working. There are all sorts of benefits for the employee, including a better work-life balance, less commute stress, the ability to save money, a positive impact on sustainability and the environment, and location independence.

Life insurance

Life insurance is an excellent, relatively low-cost premium that shows employees that as an employer, you care. This covers the death of an employee, but it ensures that their family are secure in the future. Companies have reduced overheads considerably and pass on the benefits directly to their employees. Many insurance policies include nutrition and fitness programmes, counselling, physiotherapy resources and digital GP appointments.

Student loan repayment

More and more importance is being put on earning a degree. Unfortunately, that can go hand-in-hand with large loans and financial burdens looming over employees for decades. It makes sense that employers pay back the loans on the employee's behalf by deducting payments from their salaries.

Identity theft

The latest figures for identity theft are staggering. In the US, over a third of the population, 15 million people, were victims of identity theft last year, which cost over $16 billion. Offering identity theft protection to your employees gives them peace of mind. It proactively covers them if your company ever faces a data breach. It offers emotional and financial security that employees need to maintain productivity in the workplace.

Learning new skills

Offering employees time to complete learning projects during their working hours benefits them and your company. Perhaps your employee wants to learn more about basic coding, a foreign language, digital literacy or data analysis. Whilst these learnings might not be directly related to their jobs; they could be advantageous in the future.

Ask them what they want

To be ahead of the game and before you start offering benefits, you can find out what your employees would like to have by sending them an anonymous company-wide survey. Ensure that the benefit aligns with your company culture. It will give you a great understanding of what will appeal to your current employees and also attract new talent to your company.

Candidate Attraction & Retention - Survey Insights

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 13 Apr 2022 05:18:24 GMT

GEM, the Talent Acquisition & Recruitment CRM platform, conducted a survey with over 500 US based talent acquisition professionals (link to a copy of the survey here ) to discuss employment market challenges. One of the most significant trials is that recruiters are fighting to compete with simultaneous candidate offers, particularly remote work and compensation.

How are employers and their recruiters combating this problem? Candidates expect experiences that forge strong relationships with their brands and the hiring process is becoming more critical to the candidates' perception. These are some of the top findings during 2022:

"Candidates have the power now. Convincing people to work for us is key. We need to prove how we're better to work for than any other company even though we can't always offer the highest pay. Pay, culture, word of mouth, benefits, work/life balance will all be critical. Non-monetary perks will be more important than ever".
"I would also include work culture. It's been a very candidate-driven market and talent is looking for not only work/life balance but also a company that puts people first".
"Candidates are no longer interested in fancy campuses, snacks and ping pong tables. They want real values that resonate with their own, and to see those values from the top down. Candidates want true flexibility and to be able to put their family and their mental health first. They also want to be appreciated and treated fairly".

Employee Value Proposition

Companies throughout the pandemic have been making changes to their employee value proposition in areas such as remote working, work-from-home benefits, mental health and wellness benefits, employee recognition and retention bonuses. Talent leaders will invest heavily in employer branding in 2022. It's vital that talent knows about their brand and are top-of-mind; dedicated sourcing teams will be vital throughout the year to meet these challenging targets. Recruiters are also concerned that their interview process is too demanding, impacting the candidate's experience. Already, it appears that long-term candidate-nurture are seeing the best ROI.

Employees and job candidates are looking for connection, engagement, trust and respect. They are much more selective about their demands from employers.

One point in the survey questioned how employers had changed their employee's benefits during the pandemic. Alongside the various improvements made for mental health, companies are introducing:

"Added work from home stipends and 'away days' to encourage healthy work-life balance".
"Pension contributions, performance-based bonus structure, and more".
"Monthly wellness days, no-meeting Fridays, frequent Town Hall, informal coffee club with CEO/leaders, WFH allowance, etc.".

Why Are Candidates Rejecting Roles?

It seems that speed is of the essence. A third of talent leaders from large organisations revealed that candidates would reject offers and drop out of the recruitment process because they've received better or counter-offers. Recruitment teams will have to work hard for the remainder of 2022 to craft accurate and efficient messaging around company culture and diversity, learning and development, and career trajectories.

It's important to ensure that candidates are engaged. Finding talent might be relatively easy; but finding talent that wants to talk is a different ball game, which means recruiters have to amend the way they deliver their messaging by crafting compelling subject lines to improve click-through rates. Tracking open rates and interested replies will give employees an understanding of the recruiting company; this speaks volumes about the employer’s brand.

Remote Work

The willingness to relocate has created a bottleneck in hiring. Interestingly, enterprise organisations are more likely to expect current and new employees in the office at least part-time. Already smaller organisations are achieving their hiring goals because their employee value proposition includes remote or remote-first cultures.

Recruitment Marketing

Regardless of company size, employment branding and recruitment marketing campaigns cited the most successful strategies as:

“Long term nurturing has worked the best for us. We send updated blogs and articles every quarter to candidates we are nurturing”.
“Multi-channel touchpoints have the best ROI at the moment”.
“Long-term candidate nurture. Relationships don’t happen overnight, and the lion’s share of engineers that I talk to don’t have a great perception of recruiting. It takes time to earn trust. I pride myself on having long term relationships. I may not place someone now, but maybe in 2-3 years. It’s the long game, not the short”.

Recruitment marketing is a strategy for attracting and engaging the best talent through the same tactics marketers use to sell the value of their products with highly tailored content, personalised nurture campaigns, and long-term multi-channel engagement.

The employee value proposition is the unique set of benefits an employee receives in return for their commitment to an organisation, including positive company culture, CSR, vacation and diversity. This will form the heart of any recruitment marketing strategy, so it's essential it's spot on.

Highlights Of The Candidate's Experience

Talent professionals spoke that diversity, offers and culture were as crucial as prioritisation and speed:

“Time to move candidates through the hiring process and make offers quickly”.
“The market is extremely hot in Australia. Out of the blue, our withdrawal rates raised to 60% here. We had to speed up the process (not fewer steps, but faster scheduling to finish everything within 9-14 days)”.
“More timely feedback to applicants irrespective of the outcome”.
“Unconscious bias training and awareness throughout”.
“Creating compelling offer narratives, selling the opportunity and company in the final stage”.
“Culture and mission of the company”.

The most effective employee value proposition is shaped by direct feedback from current, past, and prospective employees, including those who don’t accept offers. It’s important to understand why they responded to messaging and how the benefits differ, such as remote work, health benefits, recognition, and a flexible environment.

Employee Personas

Before creating recruitment marketing content, it’s essential to understand the persona of the ideal candidate. The persona is imagined around career goals, core values, motivations, skills and frustrations. Younger applicants might focus on career development and fun office spaces, whereas work-life balance could be more critical to slightly older professionals. You'll attract these personas through various marketing tools such as social media, newsletters, blog posts, testimonials, infographics, leadership opinion pieces and an optimised career site.

What Candidates Want

The following touchpoints are essential to successful recruiting in 2022:

Hiring should take no more than one to two weeks, from the first interview to a job offer.
They insist on a simple, straightforward, and convenient job search.
Candidates want meaningful experiences and communication designed with them in mind.
Modern candidates expect to be informed.
They are as interested in unique employment experiences as they are in the company.
Candidates want to have multiple opportunities to demonstrate their fit for the role.

The Four Day Week Conundrum

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 13 Apr 2022 05:02:36 GMT

It is well known that many companies around the world and even entire countries are committed to providing a better working environment for their employees. More and more employers commit to the four-day working week or experiment with compressed schedules and reduced working hours to see how productivity compares. Long working weeks can be responsible for burnout and associated illnesses resulting in lost productivity. But the jury is still out for the vast majority of organisations as whether it really will work in the long run. In comes another experiment......

Pilot Programme

The United Kingdom coordinated a four-day week pilot programme with 4 Day Week Global , UK think tank Autonomy and the 4 Day Week UK Campaign . The six-month trial runs in parallel with similar pilot schemes in Australia, New Zealand, Canada, the United States and Ireland. The project will work closely with researchers from Cambridge University, Boston College and Oxford University.

Interested companies had until the end of last month to register and attend the various rollout sessions. April will see onboarding sessions, training and further preparation with the support team. In May, the partners will establish baseline metrics for research in time for the launch of the six-month trial period that runs from June until November 2022. Interested organisations have unparalleled access to resources, tools and expertise to ensure a successful trial.

Adopting a four-day workweek is a business improvement strategy centred on working smarter rather than longer and investing in the well-being of the most critical asset to any business – people. The pilot programme advocates for the 100-80-100 model – 100% of the pay, 80% of the time, but critically in exchange for 100% of the productivity.

Happiness and Balance

Whilst countries are still figuring out the long-term benefits of a shorter working week; there is ample evidence that fewer hours doesn't mean less work output. Employees who worked shorter weeks reported a better work-life balance and improved productivity. Companies benefited from higher productivity and lower operational costs.

Various studies clearly show that employees reported higher levels of happiness because of a better life balance. They could spend time with friends, family and pets, enjoy their hobbies and exercise more, all boosting personal satisfaction, well-being and productivity.

Delivering Productivity

Andrew Barnes is a New Zealand-based entrepreneur and philanthropist. He founded New Zealand's most prominent corporate trustee company, Perpetual Guardian. He successfully spearheaded the trust company's efforts to create four-day working weeks explained, "It's not just having a day off a week - it's about delivering productivity, meeting customer service standards, meeting personal and team business goals and objectives".

Most employees would prefer an additional day off, whereas employers may worry about the reduced hours, supervision of employees and the same overheads. The results are precise. Employees who work a four-day week are more productive; they are happy to work for a company that values their contributions and leaves them feeling encouraged, engaged and empowered.

Family Time

A four-day workweek can mean you spend more time with your family. Interestingly, the new way of working can also be cost-saving, particularly when childcare costs are involved. In a recent article, the BBC explained, "Since the pandemic brought unprecedented change to the world of work, there's been considerable discussion around the four-day workweek. Touted as a panacea for burnout and work stress, businesses and even governments have been experimenting with the idea; preliminary results suggest potential benefits include better work-life balance and improved well-being – at no cost to employee productivity".

Working week debates have been around for decades. In 1926, the Ford Motor Company standardised the Monday-to-Friday pattern; beforehand, it was common to work a six-day week, with only Sundays off. Henry Ford's theory was that the reduced work week with the same pay would increase worker productivity. He was right, and in the century since, a five-day week has been commonplace. In the 1950s, labour unions were already calling for a four-day week.

Changing Protocols

Throughout the pandemic, it's clear how dramatically work protocols can change. The Great Resignation has forced companies to look at new retention tools and recruitment techniques. So far, there are various four-day workweek models, including:

Cutting one workday, reducing working hours and paying the same wage
Intense working hours where five days of work is crammed into four days

Companies are introducing new tools and operating practices that boost efficiency and promote worker satisfaction and well-being, fuelling productivity. As global leaders have introduced various pilot schemes, permanent employees are familiar with the pros and cons of the four-day workweek. Whilst employee well-being is rising, burnout is reducing, and productivity is on the up, some workers feel disconnected from their companies because they are working fewer days and feel that they are drifting away or not visible enough to be selected for new projects or promotions.

Watch This Space

Careers for Purpose will follow closely the four-day workweek pilot scheme in the United Kingdom. Watch this space for updates, thoughts and insights on the reduced working hour movement.

International Women’s Day. Breaking the bias for good

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 08 Mar 2022 00:49:37 GMT

Today is International Women’s Day and this year's theme is #breakthebias. The IWD movement strives to smash stereotypes, break inequality, and reject discrimination. They want every woman to live in a diverse, equitable, and inclusive world, a world where difference is embraced, valued and celebrated.

Careers for Purpose aligning women’s values

Careers for Purpose is the first recruitment consultancy in Australia that intentionally aligns women's values with those of potential employers. Not only is the team passionate about recruiting, retaining, developing, and promoting female talent, they only work with progressive and purpose-driven employers. Careers for Purpose is a conduit between future employees and companies that uphold the values of equality and align with their mission to save the world. The recruitment team is driving a technological and social revolution and putting positive career moves at the heart of their world. They will help candidates make informed decisions by showcasing reliable employer progressive protocols, workplace policies and supporting women in the workplace.

New career paths

Excitingly, more and more career paths are available to women with the progression of technology, communication, and overall freedom of movement. The pandemic has shown a healthy increase in women taking control of their professional successes and a rise in women-owned businesses and working mothers. Choosing the right employer is essential to the overall well-being of women.

Be happy

When women enjoy their work, it’s very often because they feel supported and valued. Not only because they are part of a like-minded group of people, but because they are working towards a mutual goal of protecting and improving the planet for future generations. It’s important for women to feel part of the higher mission and that their work is deemed essential, and that the work environment is dynamic and inclusive.

Equal opportunities

A diverse workplace is self-bolstering when women and minority groups feel welcomed and appreciated and bring value-adding contributions to the company. The movement of ‘green’ careers is helping women feel inspired and provides a platform where they can thrive. Many companies that choose to work with Careers for Purpose have business-wide strategies to ensure that employees benefit from equal opportunities and professional growth. The pandemic has made more employers realise that inflexibility is driving away talented women as they struggle to balance careers and family life. Employers are finding solutions that include remote working, affordable childcare, paid leave and flexible working hours.

Supportive networking

Women are forming communities within these corporations to help one another succeed and provide a collective voice. The increase of senior-level women means that they have a much more significant influence in shaping positive company culture. These women can also encourage and empower other women to speak up about unequal pay and enforced stereotypes of gender-specific jobs. Regular training, mentoring and networking opportunities can also help women in the workplace by sharing skills, experiences, support and opening up professional networks.

Surveys highlight pandemic struggles

Women have faced unprecedented struggles throughout the pandemic and have managed to juggle childcare, housework, increased workloads and decreased headcounts. Over the past couple of years, these endless challenges have resulted in women losing their self-confidence, feeling discouraged, and doubting their abilities. Forbes recently conducted a survey with women who were working part-time and full-time; a staggering 50 per cent of these women are not confident in the workplace, citing career and financial setbacks. Alarmingly 75 per cent of women said that they are not confident in their work relationships, lack development opportunities, professional growth and supportive networks.

Many companies have adopted remote and hybrid ways of working as a long-lasting solution. The new crossbreed work environment can leave women feeling isolated; they no longer have access to coffee break camaraderie and support, which would often lead to new opportunities, which is resulting in a lack of growth and development.

LinkedIn also recently carried out a survey that found that women are more likely to apply for remote or hybrid jobs than men so that they can juggle home and childcare commitments. Companies, however, continue to favour those employees that go into the office more often. Whilst women are being given the option to work at home or in the office, it's inevitable that those who choose to spend more time in their offices will have access to more opportunities than those that choose to work from home. There are plenty of opportunities for women to seek new connections whenever possible, whether it's enjoying those coffee chats with other women in their teams or attending free networking events in various online communities.

Accountability

Women must hold themselves accountable to ensure continual progress. To improve the workplace, employers and their employees should strategically brainstorm solutions and then set tangible and measurable goals to ensure individual teams stay on track to achieving them. It's essential to provide employees with innovative training, tools and resources to help them achieve their career goals. The past couple of years has seen a massive and unexpected workforce transformation. By utilising these tools, employees will regain their confidence, leading to a happier environment, a more professional organisation and a better retention rate.

Strike the pose

Women from around the world are encouraged to invest some time into their own self-appreciation this International Women's Day. Seek out an empowerment workshop (or two) on Tuesday, 8 March. Cross your arms in front of your chest and strike the pose; it's time to break the bias.

#breakthebias

Resigned Reflection

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 02 Mar 2022 06:53:41 GMT

The global pandemic has made the entire workforce take stock and re-evaluate their values and purpose of work and life. People have developed a new sense of self-worth and world awareness and are seeking human and purpose-motivated employment. 2021 is referred to as the ‘Great Resignation’ and has seen millions of people globally voluntarily leave their jobs throughout the year, 4.5 million in the United States in November 2021 alone.

Salary betterment

According to Job List’s 2022 Job Market Trends Report up to 75 per cent of the full-time workforce are actively seeking new roles, particularly in industries such as telecommunications, technology, oil and gas. By resigning, they believe that they can make more money by switching jobs than staying in their current role.

Flexibility leads to contribution

Businesses have reached a time where they should reflect on creating an environment where their teams want to contribute as much as they can and go the extra mile rather than how much they can get out of their employees. This attitude to work is new, and there will be the need for trial, error, reflection, dialogue, adjustments and retrials. It’s time that companies create a hybrid culture that manages to embrace employee willingness whilst allowing them the flexibility to do so.

Out of crisis comes innovation

The world has experienced disruption for eternity, which means both change and opportunity. Humanity has had hurdles, steep learning curves, and periods of disaster throughout history and many successful businesses have been born from crisis. Over 100 years ago, iconic companies such as Hilton, Volvo and Disney started during the Great Depression, more recently, Airbnb and Uber were launched during the 2008 – 2009 financial crisis.

Today, the job market is seeing immense shifts in the nature and innovation of work. Platforms such as robotics, DNA sequencing, energy storage, artificial intelligence and blockchain technology are overturning or reshaping entire industries. The scale is moving exponentially from crises to a world with a sense of optimism and hopefulness. Reflection is very much a term used by candidates that are seeking new opportunities. The pandemic and enforced quarantine has given people time to think, reassess their goals and strive for what they truly want. These times of imposed ‘silence’ have allowed entire populations to reflect.

Have women been carrying the load?

Interestingly, during the pandemic, the female workforce has been maintaining the equilibrium by ensuring that they help their teams figure out boundaries between work and home. They were also more likely to provide the emotional support needed to decipher the new virtual model, yet only 25 per cent of women felt recognised for their contributions and awarded with a pay rise, in a performance review or with a promotion. To top this, almost a half of working women were experiencing burnout, which is higher than last year and a higher rate than men, which is concerning. All of the positivity in the pandemic is clearly showing as a backwards step where women are concerned. Is this just highlighting the lack of promotional opportunities available to women? Without first-stage promotion, women are not able to make sustainable progress which results in too few women to promote diverse senior leadership roles and their progress.

Remote and hybrid working, it’s here to stay

It's clear that remote work is how employers will navigate the work field into the future and that it needs to be monitored, not only for health reasons, but recognition. Promotional opportunities are becoming increasingly difficult if remote workers go unnoticed. Those who shout louder and frequent the office more often will be promoted first.

Almost all women and men want to have at least one day each week that is remote. Companies should realise that they need to imagine how this remote workplace will look. How are the inequalities tackled? How are balance, training, mentorship and performance reviews managed? 2021 saw hugely positive results in the corporate world and many of these successes are driven by women.

Take the pulse of your business

In order to understand how companies are failing women, employers and managers need to ask some basic questions to understand the challenges faced, the fresh inequities appearing, how employees are feeling about overall workflow, how they are feeling on a scale of one to 10. It’s important to start tracking this information over time. By making these changes and reevaluating how people feel, employers might see the reduced rate of employees leaving their company’s in droves.

As the old saying goes ‘actions speak louder than words’. Women are pressing pause to reflect on what they want and it’s inescapable that companies will have to decide if they want to wait out the storm or they want to put a halt to the great resignation and appreciate their employees, prevent burnout and increase inclusivity. One blatantly clear point at the moment is a vast gap between positive intent and action. If this is not recognised, these women and men will jump ship and move to the competition. Employers need to realise that people across the world are questioning as part of a gargantuan human story and are insisting on being treated fairly and differently.

More money is rarely the answer to retain talent

Already, employers are offering almost crude bonuses to encourage people to stay. In practice, this counter-offer is no more than a common plaster and the candidate will be back on the recruitment landscape in less than a year. It’s time for employers to be proactive with their teams and celebrate a good job done by gifting someone a gift card, a pamper spa day, an unexpected day off or a well-deserved promotion. It’s time to create a nurturing culture that engages in-person and remote workers in the same way. This effort will be beneficial in the long run by companies retaining their best employees, nurturing emerging talent and attracting talented new hires.

Purposefully Transition Your Career

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 15 Feb 2022 05:09:10 GMT

Having a career with purpose is becoming increasingly more attainable, with industries changing rapidly to encompass greener choices and a kinder planet. It could be that you are a software engineer who is passionate about food innovation, a talented marketer with a love of animals, or a HR professional dedicated to human rights and equality.

For many people, personal ethics and morals are reasons why they are not happy and seek meaningful careers with purpose. Interestingly, Gallop conducted a global poll in 2019 with results showing that out of one billion full-time workers, 85 per cent of them were unhappy in their jobs. How do you start to make the transition from a job you dislike to one that you can be passionate and enthusiastic about?

Pandemic learnings

The pandemic quickly showed the world that anything was possible. Working from home became a norm, even in fields that traditionally required workers to be 'office-bound'. The fundamental shake-up has led to employers making a concerted effort to understand if their staff feels engaged and valued at work. If you are still displeased in your current role, how do you transition into a career with a purpose that makes you happy and content on numerous levels?

Careers with purpose bring infinitely more meaning to what businesses do. Purpose-driven companies go above and beyond merely offering a product or service but develop programmes that have environmental or social impact. It's an exciting time to explore new trends if you want to make a difference in your career.

You might well be a consumer that chooses a brand for its ethical values and how it impacts the environment and the community. A business needs to have a purpose; not only does it make the brand unique, but it can also showcase how an organisation intends to evolve and transform with an inner and outer rightness. Is this the kind of company you want to work for?

The pandemic has made many companies and individuals realise what a purpose-driven company and life should look like at a deeply profound and individual level. Ho Kwon Ping, executive chairman of Banyan Tree Holdings Limited., said at the Global Compact Network Singapore Virtual Summit held in Singapore, "One of the basic purposes of a purpose-driven company is to build a culture of resilience. It's pointless to talk about the business's purpose if the basic purpose is not taking care of your own people".

Follow your passion

Following your passion can lead to a more fulfilling life and make you happier, more productive and successful. Changing careers requires careful planning, courage, determination, and the right connections. Careers For Purpose encourages you to follow three critical steps so that you can make a positive change for the rest of your life.

First things first. Zone into your passions and identify how you can transfer your skills into another industry and role. Excitingly, purpose-driven industries are on the rise in both profit-making and not-for-profit sectors. Are your skills aligned with the new job description? Perhaps you are a talented marketer and want to transfer your skills into an industry that cares for animals; what are your transferable proficiencies? You might be an engineer intrigued by the forward-thinking cellular meat movements or plant-based food innovations; how can your experience and knowledge benefit these novel new movements? How can your HR experience and compassion lead you to support human rights, equality and encourage minorities into a compassionate workplace?

You must be clear about the direction you want to take in your career. Understand how you can apply your skill sets and synergies to the purpose-driven sector you aspire to become part of.

Research, connect, volunteer

Understanding new industries and organisations that you admire is paramount. Thankfully, you’ll have access to the infinite amounts of information available online, via social media and business pages. Spend time engaging with new communities by enthusiastically interacting with thought-leaders, employers and peers. Start to make connections by networking across various sites such as LinkedIn and other appropriate industry organisations. Continue to add to your learning skills through online studies, or best of all, get involved and actively volunteer with a relevant organisation.

It's well known that volunteering is not only a great way to support philanthropic causes and provide assistance to your local community. It’s also beneficial to your wellbeing and helps you maintain positive mental and physical health. You might see a rise in your confidence by feeling a sense of achievement, connecting you to others, and providing optimistic social interactions. Volunteering also helps you build interpersonal skills and communicate with other volunteers, which provides the foundation for engaging social relationships. You might also meet new people who become friends or even afford new opportunities within the organisation. Ultimately, volunteering should bring you joy and happiness. Offering the skills you have in your paid career will benefit an organisation. Perhaps join a board, become an intrinsic part of their back-office function or even lead some public-facing outreach events.

Transitioning your career - let Careers For Purpose help

Transitioning your career into a purpose-driven company takes time and effort and puts you up against some fierce industry competition. Allow Careers For Purpose to guide you and take care of some of the preparatory groundwork for you. As expert recruiters, Careers For Purpose are the conduit to helping companies source employees who align with their mission. We will help you transition your career to a company that supports your ethics to make the world a better, healthier and more ethical place to survive, and importantly to thrive. Our connections, experience and relationships could help you get there a little bit quicker. When you allow Careers For Purpose to represent you, we’ll take the time to understand everything about you, from your core skills to your human-centric attributes and, of course, the passions that drive you. You are so much more than a CV. You can make a difference.

What Does the Future Hold for Employment?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Fri, 11 Feb 2022 05:36:48 GMT

The workplace is rapidly changing. Machines and artificial intelligence are increasingly encroaching on current careers. More and more, you'll hear buzz words like energy strategies, artificial intelligence, robots, population pressures, climate change and globalisation. There are predictions of deprived futures, living on Mars, a better life and everything in between. What does this mean? Will humans increasingly collaborate with automated machines in their futuristic job roles? Do you currently have the skills necessary to realise this change?

World Wide Fund Australia (WWF) has recently released a report that conservatively states that renewable energy exports could create up to 395,000 new jobs across the country. They anticipate that within the next 20 years, the renewable energy export industry will value almost AUD $90 billion, which is more significant than Australia's current fossil fuel export industry. These changes will see an exciting array of opportunities for people with varying levels of education, experience, and training.

Jobs of the Future

Future thinkers anticipate a slew of new roles centred around necessary food science by 2040. These roles could include cultured meat scientists, food bank logistic officers, food as medicine nutritionists and 4D printed food technicians. Already, there is a surge in food science jobs, with scientists seeking plant-based meat alternatives and exploring packaging and harvesting strategies. These roles are positive for our planet and sustainable farming and cultivation, which is necessary for survival into the future. There are 11 wide-ranging categories anticipated in the new future roles; technology, people, law, business, environment, urban, agriculture, health, data, experience and space.

Advancements in virtual and augmented reality, together with the adoption of the internet of things, will see energy engineers, experts and architects avoiding ever working on a development site. Drone data analysts will likely conduct site inspections instead of physical site inspectors. There will also be roles in the digital twinning sphere which, through data, allows analysts to create virtual models that can run simulations, study operational issues and create possible improvements and solutions whilst generating valuable insights.

Wellness of the Future

Australia currently ranks 5 out of 35 developed countries for life expectancy. It's anticipated that data analysis, ownership and security experts will focus on the technology necessary for various wellness and care roles. Already catchphrases like 'radically interoperable data' is being discussed in Australia's hospital corridors, which, in a nutshell, imagines a future in which clinicians, patients and caregivers have secure access to comprehensive and patient-unique health information and treatment protocols.

Technology of the Future

Another industry that is forever developing is information technology. The future heavily relies on IT and there will be a limitless demand for creative and critical thinkers to provide solutions for effective and reliable products. According to SEEK, the leading job experts, recruiters will be discussing roles for AI translators, VR architects, human e-sources managers, auto advisors and AI ethicists. Whilst it marks extraordinary change, there are endless exciting opportunities for those that are curious. Year on year, there is an increasing demand for people with digital, STEM and STEAM skills which will help change world economies. It's important to embrace new education electives, so that future generations have these skills that will make their jobs more interesting and rewarding whilst giving them room to embrace personal values.

Labour market of the future

Understanding the jobs of the future will help tomorrow's youth understand the future labour market and how they can prepare for these opportunities. Over the last couple of years, the world of work has changed dramatically and is causing interesting disruption across various markets. Recruiters are already asking questions about what the youth's workplace will look like in 20 years and identifying trends, work patterns and skills. There will likely be a new fusion of skills and perspectives across different and multiple domains that will create new fields that will redefine the jobs of the future.

It's evident that over the next 10 years, almost every job will be affected in one way or another. Some jobs will vanish entirely and be replaced by those that are yet to be imagined. Already employment and entire fields are affected by technological advancements, climate change, the pandemic, robotics, the internet of things and vastly increased populations. Sectors such as education, manufacturing, hospitality, entertainment, and healthcare have changed forever. Living through such significant and world-changing times requires people to adapt and hone their collaborative capabilities, empathy, entrepreneurial skills and technical knowledge to remain employable. With this in mind, a vast proportion of the workforce will likely face a flux of lifelong learning, re-skilling and retraining.

Talent Shortages

Interestingly, employers across Australia report that they struggle to find skilled talent in new and emerging fields, which leads them to retrain and develop people internally. It’s commonplace that people with specialist skills are offered full-time employment on good salaries whilst those with replaceable skills are often not incorporated into the workplace and are forced to work on a part-time or freelance basis. It’s clear that fewer people can be expected to be employed on a permanent contract and will need to consider the various non-standard forms of employment. Thankfully more and more people are demanding a better work-life balance, and entire governments are appending these values to their new policies.

It's well-recognised that the pandemic has brought about a global economic recession and has deepened inequalities across world labour markets. Emerging technologies are reshaping these markets and have accelerated new trends that have arisen from the recession. Millions of workers across the globe face significant job uncertainty, and unemployment rates are at an all-time high. The fast-forward quickening of future work means that employers are set to expand the digitalisation of their work processes. While it might mean that some jobs are lost, new ones will be created with new ways of working and new skills.

I quit

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Sat, 08 Jan 2022 05:08:03 GMT

One of the main reasons employees consider leaving their current roles is pay. In early October 2021, over a thousand CFOs from across the US by Duke University’s Fuqua School of Business and Federal Reserve Banks of Richmond, Virginia, and Atlanta reported that almost 75 per cent of firms are having difficulty filling positions. Over 80 per cent of the same firms are raising the starting wages by almost 10 per cent in an attempt to fill the vacancies.

The pandemic has seen unprecedented flexible working hours. In a recent survey of over 6,000 women in Brazil, China, India, Mexico, the UK and the US, over 90 per cent of women said they would change jobs to boost their career prospects and receive a competitive salary. In Australia, company profits have increased on average by just under 9 per cent each year. Yet, the average pay increase has only been just over 2 per cent. Employees are well aware that employers can afford a better pay increase, and if it's not forthcoming, they'll go elsewhere to get it.

Changing industries could be the most significant opportunity for most job seekers in their careers for better pay. The UK's Royal College of Nursing estimates over 50,000 nursing vacancies in the NHS and has called for an immediate pay rise for nursing staff. The NHS Foundation Trust expressed their concerns that nurses can work for companies like Amazon for more money than they can ever earn in the NHS and other care sectors. The NHS understands that there needs to be a concerted effort to find long-term recruitment and retention solutions.

Interestingly, recruiters and employers are beginning to look in other ‘pools’ of professionals for talent. One such headhunter for the National Australia Bank was seeking to recruit a branch manager and advertised, “Please do NOT apply for this job if you have many years of relevant experience in banking, delivering to the highest standards, demonstrating exceptional capability and have consistently been rated highly by your banking bosses. I’m sick of fishing in the same pond of people jumping from bank to bank. Are you a barista who knows how to work under pressure with a smile? Please apply. Do you know how to manage a busy clothing store whilst delivering a great in-store experience? Apply now! THAT’s what we are looking for with this new branch manager opportunity. Amazing people who work hard, know how to lead, want to deliver for customers, and bring a big smile and great attitude to work. Bankers need not apply”.

Recruitment efforts for the tourism and hospitality industries ranked second on SEEK, Companies are beginning to realise that there is benefit in assessing job seekers in their core competencies rather than their skills and experience. This shift in recruitment could cause increasing difficulties in attracting workers into industries that are well-known for their long hours and poor pay, including agriculture, tourism, events, arts, sport, and leisure. The situation is so tricky in Queensland that the government launched the AUD$7.5 million 'Work in Paradise' campaign to address the shortage of workers that tourism businesses are facing. The package includes incentives and travel vouchers to encourage workers. The chronic shortage of workers in this industry is not confined to Australia; it's a worldwide concern.

Core competencies can be described as the non-specialist skills gained in early life and schooling and provide a base to develop skills and specialties. These foundation skills are literally the building blocks that are common and required across most industries and occupations. The core competencies include communication, literacy, innovation, teamwork, problem-solving and the ability to learn.

Recruiters are excited about having a defined and accepted pathway to assess a worker's capability and help employers understand that capability potentially applies to a different job in a different industry. The classification will allow HR teams to consider the new suitability of candidates that don’t necessarily have the experience but do have the skills.

An Australian Skills Classification survey discussed the importance of personal skills, a key employability component. Over 75 per cent of employers considered these skills to be as, or if not more important than specialist skills. The Australian Skills Classification states, “Core competencies developed from previous jobs can also be applied to other jobs. To help inform this understanding, a rating scale for the importance of each of the core competencies is currently being refined, and measure descriptions for the scale are being developed”.

The below figure s hows the importance of each core competency across the largest occupation industries across Australia. The importance is ranked between 1 (high) and 10 (low) to indicate the importance of the most critical competencies.

The Australian Skills Classification includes skills profiles for 600 occupations. These skill profiles comprise core competencies, specialist tasks, and technology tools and clearly outline the skills required for Australian occupations and their relationships. This initiative can help identify transferrable skills between jobs, workforce skills gaps, business diversification opportunities, and training package update requirements.

Ctrl-alt-protein

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 08 Dec 2021 05:30:02 GMT

Animal ag is a major contributor to climate change, but the Australian government is reluctant to include it in their net zero commitments

Animal proteins such as meat, dairy and eggs account for almost a fifth of the world’s greenhouse gas emissions. That’s more than all transportation emissions combined. However, it seems that the current global climate change policy is still blatantly ignoring the alternative protein ecosystem. The nonprofit organisation Good Food Institute (GFI) strongly supports the alternative protein ecosystem. A recent report states an overwhelming disconnect between funding into alt-protein research and development and the potential to meet the urgent world climate goals. Leading researchers published a landmark report highlighting that the goals will remain out of reach unless there is a rapid shift away from animal agriculture. That’s even if governments immediately eradicated the use of all fossil fuels.

The United Nations warns that almost $650 billion (AUD), that’s 90 per cent of global government subsidies, is financing activities that are harmful to the people and the planet. That figure is set to rise, causing even more damage to the environment and communities. The UN is urgently calling for the damaging government funds to be repurposed towards sustainable agri-food solutions. The subsidies fuel environmental destruction by directing funds to various agricultural activities contributing to GHG emissions and deforestation.

Another report conducted by various universities clearly emphasises that reducing emissions from the global food system will go a long way to achieving the Paris Agreement climate change targets. Eating less meat and increasing consumption of whole grains, nuts, fruits, and vegetables can fix the problem. Helping farmers, particularly in low-income countries, increase their yields and encouraging the overall population to avoid overeating, wasting less and eating healthier foods will make significant inroads to slashing emissions.

It’s projected that by 2050, the world’s population will reach 9 billion people, and they will all require housing, jobs and food. With the impending climate change, scarcity of water, phosphate, land and food, several transitions need to be reached in order to achieve a food system that is healthy, high-quality, sustainable, affordable and able to meet the vastly growing demands.

Distressingly, Meat Atlas has just revealed that a mere five meat and dairy giants such as Cargill, Tyson and JBS contribute to more significant shares of GHG emissions than oil companies such as Exxon and BP. Despite the IPCC climate report warning of a "Code red for humanity," the increase of meat and dairy emissions are expected to continue. The livestock industry is increasingly damaging and having an unprecedented effect on the climate crisis and biodiversity.

Research and development funding in alternative protein is almost nonexistent compared with funding for other climate solutions despite a record level of consumer interest. Governments need to step up and match the funding that is diverted into clean energy. It's painfully clear that investment is urgently required in these undeveloped areas to build a secure foundation for future protein production and to advance efficiently.

If investments are not urgently secured, meat production is forecasted to rise by 40 million tonnes before the end of the decade. That’s a staggering 366 million tonnes per year. Add that to the devastating effect that the crops to feed them have on the environment. Over three-quarters of global agricultural land is used to raise animals or their crops. These figures have to reverse. Livestock farming and soybean cultivation to feed livestock are the most significant contributors to deforestation, whose effects include soaring emissions, destruction of indigenous communities and small farmers’ livelihoods.

Worryingly, there is ongoing investment from banks, pension funds and investment firms – the majority from Europe and the US. These giant nations must curb support of this unsatisfiable industry and stop contributing to deforestation and human rights violations that are so intrinsically ingrained into modern supply chains. Governments and investment companies must redirect billions of dollars of finance and unsavoury subsidies into small sustainable farmers and plant-based industries.

It’s essential that funds are directed towards low-income countries and sustainable agriculture. Governments must transform agriculture into a sustainable solution for a healthy population and the imminent threats of climate change, pollution and loss of nature and biodiversity. The Meat Atlas report discusses ways to restore nature, limit pollution, protect and rebuild ecosystems and promote regenerative practices. The report calls upon world governments to use a customised and evidence-based framework to support sustainable agriculture that benefits people and the planet.

Interestingly, since the pandemic, the European Union’s plant-based industry has witnessed a sustained 49 per cent growth over the last two years. Younger generations are changing their consumption habits and choosing sustainable plant-based products. Retail sales in the US are over $9 billion (AUD). There is a greater understanding and awareness about animal agriculture and its adverse effects on the climate.

With the change will come a new generation of jobs. Already, there is an impressive change in clean meat alternatives, whether it be plant-based alternatives, grown or brewed meats from animal cells or even foods built purely from molecules. Innovators and investors are clambering to be the first at the finish line and claim commercialisation of animal products grown without animals. This brings about a plethora of exciting new careers. Exciting times are ahead for food innovators that are interrupting and reinventing the food system.

Meat Atlas shows that the younger generations in Europe, and in particular Germany, no longer accept the meat industry's business model. Over 80 per cent perceive that politicians should set binding conditions for climate-friendly agriculture, better animal husbandry and a climate-friendly diet.

Governments need to wake up and rethink agriculture and make them fit for purpose to transform the agri-food systems.

Will Australia Become a Renewable Energy Superpower?

Tue, 30 Nov 2021 22:00:02 GMT

Australia has a rapidly growing renewable energy industry that will create tens of thousands of new job opportunities over the next decade. Depending on policy decisions taken now, governments and businesses could create over 20,000 roles in the next five years, including exciting professions in solar and wind energy sectors, hydro and pumped hydropower, and batteries. For this to happen effectively and without job losses, there needs to be a comprehensive transition plan in place that will encourage a shift from the current coal workforce to encourage diversification within the industry, renewable planning and substantial investment. All eyes are on the government and their handling of COVID-19 stimulus measures and broader energy policies.

Interestingly, Australia has unparalleled renewable energy resources and has the opportunity to become a renewable energy superpower and global leader in net-zero emissions that are critical in this year’s COP26 negotiations in Glasgow, which concluded on 12th November.

Wärtsilä, a global leader in innovative technologies and complete lifecycle solutions for the marine and energy markets, recently released a report revealing that many countries already have the necessary technology to quickly shift to net-zero energy systems despite differing starting points. By prioritising the transition towards 100% renewable energy, Australia can rapidly decarbonise its power sector at a very low cost. The country has the highest level of renewable energy potential per person with over 10,000 MWh each year, giving Australia a unique opportunity to transition to a fully renewable power system.

Quite simply, replacing Australia’s archaic coal power stations with variable renewable energy will dramatically reduce Australia’s emissions. There must be a combination of flexible assets to stabilise the transition, including battery energy storage and thermal balancing power plants. If Australia uses the Wärtsilä model, the country will need 12% of the overall capacity mix to be flexible solutions. This system could lead to the employment of 46,000 people under the AEMO’s Step Change Scenario in just over a decade. These roles could be distributed across regional and rural Australia.

As the industry grows, the jobs that now dominate the market, such as construction and installation, will naturally diversify into ongoing recruitment and employment into operations and maintenance roles. Recruiters are finding critical skill set shortages within the renewable energy labour market, leading to costly project delays. We understand that there needs to be a review of the market's structure. There need to be relevant training systems put in place to ensure targets are met, credible career pathways are created, and country prosperity is enjoyed throughout Australia.

Why does Australia have no Human Rights Act?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 17 Nov 2021 05:04:41 GMT

Over 10 million people form Amnesty International's global movement that campaigns for human rights and the ability to enjoy the Universal Declaration of Human Rights without fear of retribution. Representatives of different cultural and legal backgrounds from around the world drafted the UDHR. The United Nations General Assembly declared it the common standard of achievements for all peoples and nations in Paris on 10 December 1948. The document has since been translated into over 500 languages and has inspired over 70 treaties that are applied today. Amnesty International is dedicated to ensuring that every person enjoys all the protection of the declaration and other international human rights standards.

United Nations

Australia was one of the founding members of the United Nations and instrumental in drafting the UDHR declaration. Interestingly, however, Australia is the only western democracy without a national human rights act. Although various milestones have been fought and won, the struggle for equality and fundamental human rights is far from over. Activists have successfully legislated equal pay, achieved the 1967 constitutional referendum on Aboriginal rights and laws for same-sex marriage. Most Australian's agree that human rights are an elementary entitlement for everyone whilst protecting the nation's most vulnerable.

Committing to the Human Rights Act will also address continual racism, climate justice, and recovery from the global pandemic. Amnesty International polled Australia's population, and favourably 76 per cent support the introduction of the National Human Rights Act, so it begs an understanding of why it is not already in place. Implementing a National Human Rights Act will allow a clear understanding of various legislations and provide meaningful improvement of basic human rights and protection. There is clear ongoing discrimination throughout the country that ostracises individuals and entire communities, including Indigenous people, women, the disabled, vulnerable, and LGBTQIA+ communities.

Human rights barometer

This year, Amnesty International Australia introduced a 'human rights barometer' that shows at a glance the current attitudes to rights. The barometer results show that the majority of respondents have a strong interest in eliminating discrimination.

84 per cent freedom from discrimination
83 per cent right to freedom of speech
83 per cent right to equal treatment before the law
83 per cent freedom of religion and culture
67 per cent right to seek asylum from persecution

On one hand, more than half of the respondents believed that Indigenous people and refugees need protection. On the other hand, 63 per cent of the respondents also believe that some ethnic groups do not want to fit into the Australian way of life. The barometer shows that there is still room for much discussion around racism, multiculturalism, and discrimination. Australia must eradicate racial discrimination and ensure that all people are equal before the law and have equal protection from such discrimination.

The International Convention on the Elimination of Racial Discrimination (ICERD), the International Covenant on Economic, Social and Cultural Rights (ICESCR), and Amnesty International Australia (AIA) want to ensure that every person has the same opportunities perceived as a multicultural society. There are still numerous cases of racist incidents that occur with the mistreatment of refugees, Indigenous people, criminalisation of Sudanese and Muslim communities, and intolerance and abuse towards Asian communities. It is deemed necessary that the government should implement a Human Rights Act in Australia to ensure the healthy functioning of its multicultural society.

Freedom

On 16 December 1966, The United Nations General Assembly adopted the International Covenant on Civil and Political Rights (ICCPR). Article 19 states:

Everyone shall have the right to hold opinions without interference.
Everyone shall have the right to freedom of expression; this right shall include freedom to seek, receive and impart information and ideas of all kinds, regardless of frontiers, either orally, in writing or in print, in the form of art, or through any other media of his choice.

This covenant underlines "that freedom of expression and opinion are the foundation stone for a free and democratic society and a necessary condition for the promotion and protection of human rights" giving people;

freedom of opinion
freedom of expression
freedom of expression and the media
the right to access information
the importance of freedom of expression in a democratic society
permissible limitations on freedom of information and expression
the scope for limitations on freedom of expression in specific areas

Amnesty International provides a platform allowing safe and open dialogue about human rights abuse, thus protecting freedom of speech. Write for Rights and Protect Protest unite millions of compassionate people worldwide. Together, they tackle injustice by writing emails and letters and signing petitions to pressure governments to right wrongs and bring abusers to justice.

Asylum seekers

Amnesty International has significant concerns about the thousands of asylum seekers desperately seeking safety, trapped in limbo in Australia on temporary visas, or in arbitrary, indefinite detention, or held offshore. Many asylum seekers have been living in an indeterminate state for eight or more years, often in dangerous conditions. Their uncertain living conditions have physically and mentally affected men, women and children.

The lack of essential support and healthcare has led to self-harm and suicide. This unforgiveable system of abuse has cost Australian taxpayers over AUD $1.5 billion annually. Over 60 per cent of Australians do not support this level of yearly expenditure, but over 50 per cent support resettling asylum seekers in Australia if they are found to be refugees. New Zealand has offered to resettle up to 150 detainees each year. The Australian government has refused this offer since 2013. Amnesty International attributes the disregard for refugees to the lack of a human rights framework in Australian law. A human rights act would ensure access to fundamental rights, equal freedom, and dignity.

COVID-19

The global pandemic has also presented unprecedented challenges for human rights. From the onset of COVID-19, Amnesty International Australia has stressed that human rights should represent emergency public health orders and protect vulnerable communities. Fortunately, most Australians supported the ongoing lockdown laws despite the impact they had on their human rights. 65 per cent of the respondents justified these restrictions and prevented the spread of COVID-19.

Climate change

Climate change is affecting the world and threatens basic human rights and freedom. Amnesty International has concerns that the effects may increase divide, inequality, and discrimination. With the onset of extreme natural disasters and growing temperatures, the implications are far-reaching through communities worldwide. Australians have already seen this first hand with the unrelenting bushfires at the turn of the decade. Young generations have regularly expressed their concerns to Amnesty International about the issues that face the global community. The Australian government is bound to protect its citizens under international law.

Indigenous racism

In 2009, the Australian government published the Closing the Gap Annual Report designed to remove the inequality between Indigenous and non-Indigenous people. While fractional gains have been made, the government fails to address the discrimination suffered by Aboriginal and Torres Strait Islander peoples. The United Nations states and other civil society organisations repeatedly highlight the lack of improvement. Racism towards Indigenous peoples remains firmly entrenched across Australia, with many facing discrimination when seeking education, employment, adequate housing, health care, and the criminal justice system.

Gender-based abuse

Violence in Australia is a gendered issue. Women are far more likely than men to experience sexual or physical violence. A third of Australian women have experienced physical violence from the age of 15, and 20 per cent have experienced sexual violence. In 2010, the Australian government published its National Plan to Reduce Violence against Women and their Children. 40 per cent of trans women and other gender-diverse people experience sexual violence, twice the general population's rate. The Convention on the Elimination of All Forms of Discrimination, Australia, committed to taking action so women can enjoy their fundamental rights and freedoms.

On the Human Rights barometer of Australians that need protection, women appeared fifth. Women represent the primary victims and survivors of abuse which threatens their rights to life, liberty, liberation, and security and the right not to be tortured. A United Nations representative highlighted in a report that technology has facilitated violence against women and girls by violating their right to privacy. It gives perpetrators new ways to harass, monitor, and abuse them.

Pandemics, Pay Transparency and Parents

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Wed, 17 Nov 2021 03:55:39 GMT

The pandemic years have certainly provided variety. Australian HR and recruitment leaders have watched the ‘series’ unfold with angst, including a flailing economy, skyrocketing unemployment, working remotely, recovering markets, and booming labour. It’s been a bumpy road.

Recently, top leaders from a diverse collection of industries virtually met to discuss the challenges they face and how they will surmount the ever-changing, hyper-connected global employment landscape. Thought leaders across tech, finance, e-commerce, recruitment and aviation industries analysed trends and discussed employee experience, culture and acquisition. Overall, the economic future looks positive, and many businesses have flourished with impressive growth phases.

The unprecedented circumstances have led to a new future of unchartered waters with exciting emerging industries and teams working remotely. With the advent of new technologies, businesses can reset and reformat their operational priorities. The pandemic learning curve has been vast, but through virtual collaboration, hiring and onboarding have become commonplace with international recruitment offices.

The pandemic has unfortunately set back any significant progress made in pay parity over the last decade. Employers have to introduce pay transparency to narrow the pay gap disparity. You might remember in the early 2000s a social experiment with two capuchin monkeys who were paid with pieces of cucumber for completing a task. After establishing a pattern, the researcher started paying one of the monkey’s with grapes instead. Both monkeys were very aware that the grapes were the better option. The payment disparity caused untold unrest and upset. The researchers realised that it doesn’t make anyone feel good to know that their colleagues earn more money (or grapes) than them.

The Workplace Gender Equality Agency (WGEA) used figures from the Australian Board of Statistics to show that the average weekly full-time earnings across the country and industries are $1,508.50 for women and $1,751.40 for men. The gap widens when superannuation, bonuses and other additional payments are considered. The WGEA has collected data from over four million employees, and the pay gap is almost 21 per cent, which means that men earn a staggering $25,670 more than women each year.

It is commonplace for companies in Australia to have pay secrecy clauses in their contracts which prevents employees from discussing their remuneration, particularly where bonuses and incentives form part of a package. This secrecy fuels pay gaps for women, Aboriginal women and women of colour. It immediately puts them at a disadvantage during salary negotiations, thus undervaluing their market value by being offered considerably lower packages than their male counterparts. Women are underequipped with the necessary information to encourage equal pay and are automatically disempowered from knowing their worth and playing on uneven ground.

The pandemic may have changed how employees view work and compensation and permanently shifted how employees view the new work-scape, such as working from home. It's now time for employers to shift their attitudes to employees. Beqom has recently released its 2021 Compensation and Culture Report, which shows that transparency may be vital to retaining employees in the future. The report shows that there is much unrest and the pay gap has an impact on staff retention. It’s clear that there is an urgent need for transparent communication around compensation and should be of immediate concern to employers.

Quite staggeringly, almost 40 per cent of employees do not believe that they are paid fairly, which directly impacts their retention. Beqom’s report shows that nearly 60 per cent of the workforce would consider switching jobs for more pay transparency; this figure jumps to over 70 per cent for the Gen-Z. Is the pandemic the wake-up call that employers need if their companies are to continue to evolve and attract young talent? They urgently need to address transparent relationships with their employees to improve engagement and work satisfaction.

Not only are employees demanding pay transparency, but they are addressing the needs that the pandemic has caused. The report highlighted various benefits that would make employees consider changing their jobs, including working remotely, unlimited paid leave, flexible working hours, and a well-considered diversity, equity and inclusion strategy.

The pandemic has shown that employers should also provide parent employees with the needed resources to balance work, child care, and homeschooling. Almost half of the parent-employees were forced to reduce their working hours and pay to manage child care and considered leaving employment altogether. Not even a quarter of working parents were offered child care subsidies to help them manage the pandemic burdens, and less than a third received any additional paid leave. It's evident that if employers don't respond to the parent's needs, it could spell economic disaster in the future.

Plant Based vs Cell Based - which meat will rule?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 20 Sep 2021 03:47:42 GMT

The boxing gloves are off in the plant-based versus cell-based agriculture ring. Leaders in the plant-based and cell-ag worlds are battling out the viability of cell-based meat. On the one hand, you have the passionate and outspoken CEO of Impossible Foods, Patrick Brown stating that cell-based meats are “Complete vapourware”.

In his interview with the Washington Post last month, he talks about the overwhelming destruction we have caused in the last 50 years. He gives terrifying examples of the devastation that meat-eating humans are causing. “The overwhelming driver of the collapse of terrestrial species is habitat destruction and degradation. More than 80 per cent of the land footprint of humanity is land used for animal agriculture. Every city on Earth sits on less than 1 per cent of the planet’s land. The land footprint of animal agriculture, when you count feed crops, permanent pastures and temporary grazing on pasture, is 45 per cent of Earth’s land area”.

He goes on to say, “We are in the very late stages of an absolute catastrophic collapse of global biodiversity. The total number of living wild mammals, birds, reptiles, amphibians and fish on Earth today is less than a third of what it was 50 years ago. And it's almost entirely due to our use of animals as a food technology. And you can see that the demand for meat and dairy foods is not going down; it's going up faster than population growth”.

Brown quite rightly argues that only plants could viably compete and displace animal agriculture with these figures to hand. On the other hand, British billionaire entrepreneur and investor Jim Mellon thinks that future cultured meat will be more affordable than factory-farmed and plant-based alternatives.

“The price of plant-based foods has been coming down – Impossible has just lowered its price by 20% in the US – but there is a limit to that,” said Mellon, who Michael Wolf recently interviewed for The Food Tech Show podcast. “I think you’ll get parity [with traditionally produced meat], possibly in 18 months, with some of the plant-based foods. But I don’t think it’s going to go a lot below that.”

He continues, “In the US, 60 per cent of your meat is bought in the form of ground meat, sausages, patties, etc. I think we’ll be at price parity within five years,” said Mellon. “Five years is not a long time in the history of mankind. Within five years, the whole of the intensive farming industry will face a very dramatic threat to its existence.” In a nutshell, Mellon believes that by moving meat production to cellular agriculture, the industry will see a tenfold increase in its efficiency.

Despite their difference of opinion, they both have one mutual goal – to reduce the impact that traditional animal farming has on the planet. When we use the land to raise animals, the effects on the planet are devastating. The Union of Concerned Scientists lists meat-eating as one of the most significant environmental hazards facing the Earth. Vast swathes of land are lost when farmers cut down trees to make space for farming sheds and grazing lands. Untold amounts of animal waste pollute rivers and streams. Animal agriculture is responsible for more greenhouse gases than the entire global transportation system.

The Worldwatch Institute state, “Roughly two of every five tons of grain produced in the world is fed to livestock, poultry, or fish; decreasing consumption of these products, especially of beef, could free up massive quantities of grain and reduce pressure on land". More than 80 per cent of corn and 95 per cent of oats grown are fed to cattle.

Staggeringly, the world's cattle consume the calorific needs of almost 9 billion people, more than our current population. Pair this with the information provided by People for the Ethical Treatment of Animals (PETA) that “Cows must consume 16 pounds of vegetation in order to convert them into 1 pound of flesh. Raising animals for food consumes more than half of all water used in the US. It takes 2,500 gallons of water to produce a pound of meat but only 25 gallons to produce a pound of wheat”.

Ultimately, Patrick Brown and Jim Mellon want the same outcome, but the journey is a little different. What are your thoughts?

Protein out of thin air? What the?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Mon, 20 Sep 2021 01:58:17 GMT

The world is seeing a vastly growing population. The United Nation's Population Division estimates that the world’s population will reach the staggering heights of 10 billion people by 2050; that's an inconceivable increase of 2 billion people in less than 30 years. This mass increase of people will mean food-based companies will need to increase land usage and resources for production.

Already food production and agriculture use almost half of Earth's land surface. The increased population threatens to consume yet more fertile lands. If this is not enough, scientists can credit food production activities for more greenhouse gas emissions than the entire transportation sector. The emissions include developing crops and livestock, converting land to agriculture, transportation, retail sales, food consumption and food waste resulting in approximately 16 billion metric tons of carbon dioxide annually.

The last couple of years have seen an extraordinary introduction of science-based foods with individuals and companies exploring traditional land-based food production alternatives. Air Protein has taken inspiration from NASA scientists in the late 1960s and early 1970s. Scientists had well-considered ideas about growing protein-rich food to sustain astronauts during the Apollo space programme.

Dr Lisa Dyson is the founder of Air Protein. Her impressive realm of qualifications include a Doctor of Philosophy (PhD) in Physics from Massachusetts Institute of Technology, a Fullbright scholar with Master of Science (MS) in physics from the University of London, Degrees in mathematics and physics with an emphasis on quantum fields and fundamental forces from Brandeis University. If that isn't armoury enough, she's researched bioengineering and physics at Stanford, MIT, University of California, Berkeley and Princeton.

In partnership with Dr John Reed, an expert in chemical and biological energy storage and conversion technologies, they leveraged NASA's ideas and created an innovative technology that produces meat products from CO2. The formation of Air Protein will allow them to take this technology to go mainstream. They understand that if 10 billion people need feeding sustainably, urgent new technology is required. Together, they are reshaping how food is made on Earth in a matter of days instead of months without using any arable land and far less water. Production techniques are vertical and are independent of weather conditions and geographic location.

Interestingly, Air Protein flour is a complete protein. It contains all nine essential amino acids necessary for the human diet. The amino acid profile is comparable to animal protein. It boasts double doses of amino acids compared to the protein made from soybeans. Air Protein flour is fermented to make a protein that is rich in vitamins. It is entirely free from hormones, antibiotics, pesticides and herbicides. Air Protein is a versatile protein flour with exceptional water and oil holding capabilities that allow food technologists to create different textures and flavours such as steak, chicken, seafood and fish. The air protein takes 2000 times less water than soy protein. The most staggering comparison is the length of production time. For example, to produce a steak takes, on average, two years. Not only is the farmer feeding and caring for the cow constantly with various nutrients, but vast amounts of greenhouse gases are created, and the animal is finally slaughtered. Air protein takes a matter of days, uses no arable land and has zero greenhouse emissions.

Drowning in plastic

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Fri, 03 Sep 2021 08:52:40 GMT

We all know that the planet is drowning in plastic. Scour the internet, and you'll find references to numerous reports, data, interviews and scenarios that talk about how we can relieve and even combat the issue of the plastic scourge.

The World Economic Forum (WEF) has examined the potential of a reusable economy's effects on tackling the world's increasing plastic crisis. If everyone reused a mere 10% of plastic packaging, WEF suggests that half of our annual waste would be prevented from entering our water systems and the ocean. Surprisingly, more than 50 per cent of our plastic is single-use, and only a miniscule fraction is collected for recycling.

They created three possible scenarios.

If we use up to 20 per cent of plastic packaging by the end of 2029, we could prevent between 45 and 90 per cent of the annual plastic waste. That means that up to 13 million tonnes of single-use plastic will not end up in the ocean.

If we use 40 per cent reusable items, this alone will lead to more than 90 per cent of plastic entering our ocean and up to 50 per cent from entering landfill sites.

This is the most impressive and ambitious scenario. If we use up to 70 per cent of reusables, this will prevent up to 320 per cent of ocean pollution and up to 85 per cent landfill.

These findings show the importance of change from disposable goods to reusables. Although development is still in its early stages, there are signs of progress and the need for a paradigm shift across entire communities and society as a whole. The circular economy would create a massive shift of transformational change for the world climate and environmental crisis if practised. This change is only possible if consumers and private and public sectors address the urgent crisis together.

Mayuri Ghosh, head of WEF's consumers beyond disposability initiative, explains that there is far too much plastic waste to be recycled, so we must reuse it. She explains, "The plastic waste challenge has grown too large for us to simply recycle. With no global agreement over an ambition level to target plastic waste, the sooner we can make systemic and meaningful advances towards reuse, the better".

One of the hindrances is behaviour and justification not to use reusable products such as annoyance and affordability. Or are these slothful reasons because we have become a convenience-led society? Whatever the reason, governments and businesses are responsible for encouraging behavioural change and addressing the concerns through monetary incentives and public awareness campaigns.

In the first year of COVID-19, scientists were afraid that the pandemic would encourage the use of single-use plastic because cafés and restaurants were refusing to accept reusable containers and cups. Consumers feared that the use of reusable products encouraged virus contamination. Over 100 scientists, including epidemiologists, virologists, biologists, chemists and doctors from 18 countries, published a statement stating that reusable containers do not increase the chance of virus transmission as long as people follow basic hygiene practices. Yet, over a year later, it still continues.

Not only has the pandemic seen a surge in plastic production for face shields, single-use takeaway containers and bubble wrap, but it has started a price war between producers of new and recycled plastics. Recyclers are rapidly losing the battle.

You’ll have at least some form of plastic in your possession. Simple reuse protocols can make a difference, but the key is to replace single use plastics entirely - keep cups, reusable grocery bags, compostable litter/poop bags, wax wraps (instead of plastic wrap) - are all great alternatives and readily available. Plastic is part of modern-day life, just as is the untold pollution derived from it. With some planning and a heap of commitment, it is easy to start making steps towards reducing your carbon footprint.

Are we running out of time?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Fri, 03 Sep 2021 08:37:26 GMT

Last year saw some of the worst out-of-control fires ever seen in the history of Australia. Over the last century, Australia's climate has increased by more than one degree Celsius, causing searing heatwaves and droughts.

The Australian summer of 2019 was a record-breaker; not only was it the hottest year on record, but the driest with 40 per cent less rainfall than average years. Australia was centre stage in world media with images of perilous black and orange skies as firefighters and wildlife rescuers worked around the clock to protect animals, lives, ancient forests and homes.

The terrifying bushfires have caused irreparable damage to the landscape and the environment. The 2019 – 2020 fires released over 350 million tonnes of carbon dioxide, an additional two-thirds of the country's annual emissions into the atmosphere. Professors at the University of Tasmania have cautioned that so much damage has been done, Australian forests may take over a century to re-absorb the carbon dioxide released. Climate studies show that as more greenhouse gases add to the atmosphere, the conditions promoting extreme bushfires in Australia will only worsen.

Australia needs to act expeditiously. The country has incomparable potential for clean jobs in renewable energy and new clean industries. It is time for the federal government to work with industry and communities to escalate the pressures and drastically reduce emissions in the agriculture and transportation sectors. Scientists from the University of Tasmania make it clear that not only is immediate decarbonisation essential, but it will provide clean cities, cheaper power and regional jobs. Australia has numerous natural advantages, and continuous delays will result in catastrophic outcomes for the climate challenge, humanity and the prosperity of your children and grandchildren.

The entire world, governments, industries and businesses need to quicken their pace from worsening the effects of climate change this decade. The longer the efforts take to achieve net-zero emissions, the more challenging it will be. World entities that suggest the commitment to achieving net-zero emissions by 2050 will be too late; this will lead to the creation of perpetual dysfunctional human societies.

Australia is already vulnerable to escalating extreme weather conditions that contribute to the fires, which rapidly add to already high emissions. Australia must reduce emissions below 2005 levels before 2035. Australian's must join forces and wholly understand the scale and urgency of this rapidly worsening situation.

There is no safe level of global warming. The world has already seen an average temperature rise of 1.1 degrees Celsius and is on target to rise to 1.5 degrees Celsius in the 2030s. That's in nine years. Evidence suggests that if we maintain these excessive temperatures for considerable periods, vital ecosystems will face irreparable damage or complete destruction resulting in immense loss of life and species. There is very little time left to prevent global warming from triggering irreversible changes.

"Australia, as an advanced economy and major emitter, and one with unrivalled potential for renewable energy and other climate solutions, should be a leader not a laggard, and reduce its emissions even faster than the required global average. Every tonne of emissions avoided matters, and every delay has an escalating cost. We urge you all to take this report seriously and respond accordingly." — Professor Christopher Field and Dr Kevin Trenberth.

Note* Professor Christopher Field is the Perry L. McCarty Director of the Stanford Woods Institute for the Environment and the Melvin and Joan Lane Professor for Interdisciplinary Environmental Studies at Stanford University, USA. Dr Kevin Trenberth is a Distinguished Scholar at the National Center of Atmospheric Research (NCAR) in Boulder and an Honorary Academic in the Department of Physics, Auckland University, New Zealand.

The pros and cons of working from home

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 03 Aug 2021 06:26:04 GMT

There are mixed schools of thought with the enforced widespread working-from-home phenomenon that has taken the pandemic-stricken world by storm. Whilst some people thrive on spending more time with their families, pet dogs, cats and goldfish, others are quite literally craving human interaction.

It’s been a long time since Australia has seen such a shakeup in the workplace. In fact, since World War II. With the advancement of digital technology and communications, there were attempts to encourage working from home in the 1990s to answer significant traffic congestion and pollution in heavily populated cities.

By relinquishing the daily commute, workers can better balance their home and family responsibilities, reconsider their housing locations, and improve their lifestyle. According to the National Growth Areas Alliance survey, full time workers can save the equivalent average of over AUD 8,000 per year in transportation costs. Businesses are reconsidering and reducing their rental footprint because fewer people are frequenting the office. Already, traffic emissions and congestion have been reduced.

There are also shortcomings associated with working from home, however. Employees report a lack of team engagement and much less activity within their city centre working environments. It's too early to tell what the long term effects will be on productivity, but it is clear that lack of face-to-face interaction and knowledge sharing could be detrimental.

The pandemic has shown that large-scale working from home can be done for some industries but not for others. If remote working continues at the current rate, the infrastructure of towns and cities will be forever changed.

Even before coronavirus took hold of our cities, experts were already reconsidering the commercial real estate landscape. More and more companies were downsizing, erring towards shared office spaces and developing teleworking processes and policies. The pandemic has prioritised the need for healthier buildings, more efficient homes and much more flexible working spaces. The fight to find solutions for coronavirus and the development of vaccinations has been exponentially elevated. Many office blocks have been converted into lab space, life-science and e-commerce facilities and apartments.

There is so much change, and creatives find that although virtual interaction is more common, close-knit teams are beginning to fragment as people feel more isolated. When personal relationships and connections are fractured, people tend to stop innovating, making it harder to generate new ideas.

Screentime is notoriously bad for us and can lead to a plethora of severe illnesses and concerns. Obesity is on the rise, leading to poor heart health and a risk of increased blood pressure, cholesterol levels, and diabetes. The light emitted from electronic devices interferes with our circadian sleep cycles and leads to poor mental and emotional wellbeing. Sitting at your computer all day can also lead to chronic neck and shoulder pain. Companies are already encouraging Zoom-free Friday’s to inspire workers to spend time away from their screens.

Microsoft recently surveyed their extensive team. Interestingly, despite all of their concerns about human connection and brainstorming, they still aspire to continue and improve flexible working choices in the future. Not only do high tech firms want to consider their workforce, but financially they also understand that it encourages subscriptions to cloud-based collaboration tools. Retail firms are also seeing a surge in online sales driven by jaded, unmotivated workers. At a corporate level, employers are seeking hires that are better and cheaper regardless of terrestrial location.

Imagine the challenges that we would face if the pandemic were before the advent of communication and artificial intelligence. Modern technology and AI is part of our daily routine. We rely on conversations with imagined agents like Siri and Alexa. Taking it one step further, AI robot coaches, such as Woebot, can enhance leadership abilities, empower us to thrive in the workplace and combat mental issues by tracking our moods.

From a recruitment angle, the renowned human resources advisory and research firm, Future Workplace, discovered through studies that only five per cent of remote workers could imagine long term employment with their current employer, which compared to a staggering 30 per cent of office workers who would remain. The reason is a lack of face-to-face motivation and engagement. AI-powered tools can help diminish these concerns by optimising employee occupation through sentiment analysis and creating a real-time snapshot of actual engagement. Is this really enough? It's essential to have a sense of belonging and purpose within an organisation. This includes highs, lows, losses and successes, and an understanding of our various strengths and weaknesses.

Asia Pacific’s First Ethical Recruitment Consultancy

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 03 Aug 2021 06:16:06 GMT

Striving to make the world a better place, one job at a time

To see the online article go to https://www.asialifestylemagazine.com/asia-pacifics-first-ethical-recruitment-consultancy/

Teresa Romanovsky is the pioneering silver lining of Careers For Purpose, Asia Pacific’s first ethical recruitment consultancy. She seamlessly weaves her business intentions and personal ambitions together to create a positive future for the planet and its inhabitants. She helps companies and individuals make the world a better, healthier and more ethical place to survive, and more importantly, thrive.

Teresa Romanovsky; Asia Pacific’s first ethical recruitment consultancy

As Director of Opportunities, she successfully delivers ground-breaking recruitment solutions for individuals and companies concerned about climate change, consumerism, species extinction and personal health. Her goal is to pair the right employee with the right company so they can make a transformational commitment and difference to the planet whilst delivering impactful business achievements.

Teresa has had a long and fruitful career in global recruitment. Her multi-citizenship and international experience afford her a unique global understanding of people, cultures, commercial and environmental challenges. She works with purpose-driven employers and values-driven employees in plant-based production, sustainability, environmental protection, human rights and animal protection industries. Teresa is inspiring a technological and social revolution that respects important personal and corporate values.

Teresa dedicates much of her time to improving the lives of people physically and virtually. As a result, Teresa seamlessly creates a positive environment during the recruitment process. She is dedicated to partnering the right people with honest and unprejudiced representation. Since her redundancy last year, she has blended her two passions; advocacy for protecting the earth and its inhabitants and recruitment. “Because who doesn’t want to be able to earn a living from something they believe in that also aligns with their values?”

Since the launch of Careers For Purpose earlier this month, Teresa has received a wealth of congratulations and support. Her clients have expressed relief that there is now a ‘kind’ recruitment consultancy for the hundreds of disenfranchised employees trapped in companies that don’t align with their values. Teresa believes that not only does a company need great talent with specific skillsets, but more importantly, passion and drive. Mission-driven businesses strive to employ like-minded, talented individuals to enhance their workforce.

Interestingly, employers feel comfortable that candidates sourced through Careers For Purpose are already motivated to find a mission-aligned role. Conversely, this sets apart and eliminates hundreds of applicants from truly passionate applicants.

As a philanthropist, Teresa is very aware that the plant-based movement is gaining momentum. She has been a long-time advocate for protecting the earth, its inhabitants and the lives of animals. She consciously chooses sustainable shopping and supports various not-for-profit organisations. A comprehensive report by Deloitte Access Economics stated that in the 2020 fiscal year, the number of plant-based food brands in Australia almost doubled from 10 to 19, jobs increased by over 100 per cent and manufacturing revenue increased to nearly $70 million. The Clean Energy Council also reported that renewable energy is responsible for almost a third of Australia’s electricity generation. There are significant steps to increase this year on year.

Teresa Romanovsky

These positive steps to change leads company’s to seek a talented workforce with passion. The mission-driven founders of each business seek like-minded, talented individuals to join them to continue their success. Careers For Purpose is the international conduit that employers and job seekers use to streamline the hiring process. Employers can also take comfort that they are supporting a service from a provider that is aligned with their mission.

http://careersforpurpose.com.au/

teresa@careersforpurpose.com.au

Recycling Robotic Recruitment

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 03 Aug 2021 06:04:52 GMT

Soft plastics, until now, have been the bane of recycling plants. Although recycling efforts have been suitably ramped up over the past decade, soft plastics such as single-use plastic bags and clingfilm are still choking our landfill sites. Fine plastic is notoriously easy to entangle in waste-separation machinery, which often leads to mechanical failure and contamination of other recyclable materials like fabrics and paper.

Even though recycling inroads have been made over the last few years, single-use and soft plastic are still rapidly filling landfill sites. The majority of the soft plastic that is recycled is sorted by hand, but more often than not, it is ignored, and 94 per cent still ends up in landfill. Single-use soft plastic still remains a massive challenge to the circular economy, waste management and environmental sectors. There is a distinct lack of safe and suitable sorting methods.

In a move to combat soft plastics reaching landfills, engineering researchers and students at the University of Sydney have developed a smart, automated artificial intelligence robotic system to sort and separate soft plastic from general waste. Using the latest IoT (Internet of Things) technology and techniques, they have created a custom robot to resolve the problem. The university has partnered with the federal government’s Cooperative Research Centre that provides funding for short-term, industry-led research collaborations, the Centre for Internet Things and the School of Electrical and Information Engineering.

The recycling robot uses artificial intelligence and computer vision programmes. It will learn how to identify various forms of recycling waste, which, over time, will allow it to efficiently and accurately see and sort waste. Various refuse streams will help preserve the purity of the plastic so that it can be effectively recycled and not end up in the overflowing landfill.

Careers with Purpose works solely with purpose-driven employers and values-driven employees in plant-based production, sustainability, environmental protection, human rights and animal protection industries. We are excited about delivering pioneering recruitment solutions for individuals and companies concerned about climate change, pollution and consumerism.

Vast injections of investment are already being powered into creating a more sustainable Earth. This new movement of robot design is introducing an exciting category of planet-friendly technology careers. A robot engineer role embraces a myriad of experts. We’re experiencing an upsurge in innovative high tech start-up businesses seeking unique skill sets from the science, technology, engineering and mathematics (STEM) industries.

It's well known that plastic pollution is one of the most pressing environmental challenges that the world faces today. The increase in plastic production is overwhelming the world's ability to deal with its disposal. Asian and African nations have long struggled with efficient garbage collection, recycling and safe disposal of waste. Developing countries have also struggled to collect discarded soft plastics.

The recycling robots will not only lessen the waste entering landfill, but the soft plastics will be repurposed for other uses including advanced recycling into oils and other valuable chemicals using patented Catalytic Hydrothermal Reactor technology. Soft plastic can be physically recycled and turned into outdoor furniture and roads or chemically recycled and turned back into oil for plastic resin or fuel.

According to the World Wildlife Fund (WWF), Australians use an average of 130 kg of soft plastic each year. As a result of low-recycling opportunities and efforts, a staggering 130,000 tonnes of plastic will find its way into the waterways and the ocean. Once in the ocean, the various plastics critically endanger marine wildlife. WWF commissioned the University of Newcastle to carry out a study that assessed plastic ingestion from nature to people. The report suggests that people who regularly consume seafood digest up to around 2000 tiny pieces of plastic every week.

Millions of animals, birds, fish and other marine creatures are killed by plastics every year. 700 species, including endangered animals, are known to have been affected by single-use or soft plastic. Most deaths are caused by strangulation, entanglement or starvation.

We hope that with the advent of the recycling robot and an increase in STEM careers, an effective, large-scale recycling operation will tackle and reverse the soft plastic crisis.

Can cell-based wild seafood save oceans around the world?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Tue, 03 Aug 2021 05:32:47 GMT

Fishing has earned itself an extensive rap sheet of offences, including overfishing, slavery, child labour, illegal fishing and price-fixing. Commercial fishing is a term that encompasses an array of techniques used to capture marine animals to sell.

Overfishing has led to such a depletion of world fish stocks that it is threatening the industry's long-term viability. To add to the already alarming statistics and the efforts to curtail overfishing, climate change may intensify the complications of declining fish stocks. World leaders in conventional seafood fishing are anxiously looking at plant-based and cell-based fish products as a replacement.

Governmental organisations and marine specialists are deeply concerned about the depletion of fish stocks. Understandably, they have concerns about commercial fishing and the massive impact on the ecology of the oceans. Alarmingly, The United Nations Food and Agricultural Organisation (FAO) estimates that almost 80 per cent of the world's fish species are depleted or fully exploited. Their research shows that flounder, cod, haddock, swordfish and bluefin tuna have been particularly hard hit. Commercial fishing is responsible for the untimely deaths of other marine animals such as turtles, dolphins and sharks.

International associations and communities are taking steps to reduce grave overfishing and are concerned about the future of commercial fishing. Are there alternative proteins available that can meet the needs of consumers from around the world? There are genuine concerns that global climate change and the increasing levels of carbon dioxide could inhibit the formation and growth of coral reefs, negatively impacting fish stocks.

Constant talk revolves around cultured beef burgers and laboratory-grown chicken breasts. Can scientists produce cell-based seafood in their labs? To produce cell-based seafood, scientists will need to extract muscle cells from various types of fish, crustaceans or molluscs and then propagate them in a bioreactor. Typically, the cells are grown on an edible scaffold that gives them structure and the same texture as wild-caught fish.

Thai Union is the principal parent company that operates under various brand names such as John West in the UK, Mareblu in Italy, Chicken of the Sea in the USA and Petit Navire in France. At the end of June 2021, the company announced that they signed a memorandum of understanding (MoU) with V Foods (Thailand) Co., Ltd. V Foods is the producer of More Meat plant-based protein and V Farm plant-based food. The companies will operate out of the same manufacturing facilities, produce existing goods, and develop new products for future consumption.

V Foods is a highly innovative company that puts its heart into research and development and works with the farming community to offer quality food for health and environmentally conscious consumers. The collaboration between Thai Union and V Foods will drive growth in alternative proteins and ready-to-eat, plant-based food.

There are already several companies that are taste-testing cell-based salmon, Pacific yellowtail and shrimp. One of the main concerns is consumer rejection. A staggering 80 per cent of new food products that hit supermarket shelves are rejected by fickle consumers. Marketers have to convince people to make the switch from traditional fish products to cell-based seafood. Initially, the production costs will be way above wild or farmed fish.

NAIDOC Week 2021 and what I learnt about climate change

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Fri, 09 Jul 2021 03:22:58 GMT

Australia is a vibrant country with a diverse population of people originating from around the world. Australia has over 200 nationalities, with over 300 languages, plus over 250 Indigenous languages. Interestingly only about three per cent of Australians identify as being Indigenous.

The Indigenous Australian unemployment rates are three times higher than the general population. These bleak rates leave many people feeling ostracised from any labour opportunities, leading to economic deprivation and a range of social problems. A vicious circle. The key to reducing Indigenous disadvantages is to increase paid employment which provides economic independence and self-sufficiency.

NAIDOC (National Aborigines and Islanders Day Observance Committee) Week allows Indigenous Australians to celebrate and share their communities each July with people across the nation. It gives all people an excellent opportunity to participate in an exciting range of activities. Indigenous Australians seek to protect their cultural heritage from exploitation, ruin and destruction. They embrace the essence of Australia through language, song, dance and traditional ceremonies. NAIDOC Week is an extraordinary opportunity to celebrate their living culture.

Founder of Careers for Purpose, Teresa Romanovsky, has embraced activities at this year's NAIDOC Week. She's been busy learning new techniques in the kitchen during Sydney's enforced lockdown. Teresa has been making Australian damper bread, a traditional bread made by early settlers. It is very similar to the bread made by Indigenous Australians from a variety of crushed seeds, nuts and roots, mixed into a dough, and then baked in the coals of a fire. The modern-day damper bread was historically cooked by stockmen who traversed remote areas for long periods. They'd have limited rations, so the basic ingredients of the damper were ideal; flour, water and sometimes milk. The damper would be eaten with golden syrup. See chef Teresa in action .

Teresa attended two NAIDOC webinars this week, 'Heal Country, Healing Our Waterways' and 'Heal Country, Healing Our Land'. Teresa said, "the passion of the Indigenous presenters was palpable. In both webinars, Indigenous Australians clearly expressed that this land we call Australia is hurting and our First Nations people are hurting with it". The presenters expressed their sadness, frustration and desperation about the destruction, poisoning and degradation of Australia's waterways and surrounding ocean. Harmful practices result in mass fish kills, harming whales and dolphins, killing native birds and making the water undrinkable. It's devastating to the local communities. Ocean oil and gas drilling is harming the native species and destroying their natural habitat. Uncle Bunna Lawrie, one of the webinar presenters, has been fighting against this destruction for over a decade.

In the second webinar, 'Healing Our Land', the presenters expressed a similar sentiment about the government's lack of understanding and complete disregard of cultural significance. The government provides permits to clean and mine this sacred land, and native rights are manipulated to suit big business. "What came across loud and clear is that our Indigenous population have a deep-rooted understanding of this land far greater and more significant than any government or business could possibly appreciate. There is little consultation or appreciation to bridge the gap in knowledge. The Indigenous Australians have a unique perspective to protect native species, protect natural habitats, protect communities and ultimately protect us all from the devastating effects of climate change".

As a recruiter, Teresa understands that Indigenous Australian job seekers rely heavily on their friends and family when looking for work. This is important knowledge, particularly if their Indigenous social networks are limited and they have less information about employment support and opportunities. She is keen to ease the challenges between the employee and employer.

The Australian Human Rights Commission perceives "Unconscious biases are the learned stereotypes about certain groups of people formed outside of conscious awareness. They are automatic, unintentional, deeply engrained in our beliefs, universal and have the ability to affect our behaviour. Unconscious bias can be favourable or unfavourable attitudes which form the basis of positive or negative impressions of others". By addressing unconscious biases and acknowledging that everyone has them, striving to reduce them will help create a more inclusive and equitable space for the entire workforce.

Careers for Purpose delivers ground-breaking recruitment solutions for individuals and companies concerned about climate change, consumerism, species extinction and personal health. Together, employers and Teresa strive to increase the skill levels of Indigenous Australians through training in the workplace and formal education assistance. Teresa commits to sensitive pre-employment assessments and proposes customised and cross-cultural training programmes that will increase employee retention. She will empathetically guide Indigenous Australian candidates through the recruitment process so that they are offered equal opportunities and will not be screened out in the traditional way.

It is time to celebrate the deep connections that the Indigenous Australian people have with the shared land and learn from their ancient culture. Their customs and beliefs can actually support and enhance modern-day technology and science to make the world a better, more harmonious and healthier place for everyone.

Colonising other planets, Martian cuisine or going green, what is the answer?

teresa@careersforpurpose.com.au (Teresa Romanovsky) — Thu, 24 Jun 2021 06:37:53 GMT

So far, we have managed to exploit animals, create untold pollution, devastate our beautiful ecosystem, overpopulate and create a trainwreck of unimaginable proportions. There is little wonder that scientists are considering a mass-evacuation to the red planet known as Mars. The surface lands of Mars are not hospitable due to high levels of radiation, reduced air pressure, less than two per cent oxygen and temperatures that resemble an average day in Antarctica. Real estate would comprise of complex life-support systems and not the glorious ocean views, desert scapes or lush forests that we have now. There are indications that water once flowed on Mars; gullies and dry lake beds scar the planet, but they are long gone.

Food for thought

Space experts and aeronautic organisations reassure us that the barbarous food chain currently on Earth will not be transferable to Mars. There will be no animal agriculture. Why? It's not practical or ethical. The food system on Mars has to be more humane. Should we flee what we have done and leave behind an array of cruelty, malevolence and destruction? Or should we try to make amends and find an alternative solution? Instead of allowing Mars to give us a second chance, let's explore what we can do here on Earth.

Diet of man or Martian

Researchers at Japan's Institute of Space and Astronautical Science foresees the Martian diet to be primarily plant-based and hydroponically grown in a controlled environment. Scientific farmers will extract water for the non soil-based technology from the surface of Mars. The innovative system conserves crops and protects them from harsh Mars weather systems, radiation and other planet-centric phenomena. For staunch-meat-eaters, there will be a range of insect meats, cultured meat products and algae-based alternatives. Cultured meat products will allow for the absence of animal agriculture and satisfy cravings without causing harm to another sentient being, with no environmental damage or disease.

Earth solutions

Vast injections of investment are already being powered into creating a more sustainable Earth. Eat Just, Inc is a prime example of cutting-edge science and technology that delivers healthy, sustainable foods to our tables. For the very first time, breakthrough high-quality meat has been created directly from animal cells for safe and cruelty-free human consumption. Cultured meat is legitimate animal meat or seafood produced by directly cultivating animal cells. The scientific production method eliminates the need for any animal suffering and raising farm animals for food.

Interestingly, Sir Winston Churchill, in 1931 wrote in 'Fifty Years Hence' an article in the Strand Magazine where he imagined a futuristic world. "We shall escape the absurdity of growing a whole chicken in order to eat the breast or wing, by growing these parts separately under a suitable medium". He wasn't far wrong. Just last month, the Singapore government introduced the Eat Just Good Meat brand into their approved food ranges.

Eat Just food is an extraordinary breakthrough for the global sustainable culinary industry. Singapore already boasts an exemplary reputation for enterprising solutions that advance environmental stewardship and is a world leader in business, technology and culinary innovation.

Lab to table

Numerous scientific reports show that cultured meat has a much less harmful impact on the environment. The figures are staggering. Livestock production alone is responsible for almost 15 per cent of greenhouse gas emissions. Energy consumption could be decreased by more than half, and cultured meat production uses 100 times less land required to rear livestock. Founder of Eat Just, Josh Tetrick, explains, "I care deeply about mitigating climate change and about preserving biodiversity. But there's something deep in our value system about behaving in a kind and caring way, and our food system should represent that".

Scientists, governments and consumers need to address the current challenges to make cultured meat widely available and cost-effective; this relies on regulatory approval, scale and consumer education.

Butcher to inventor

Clever and thoughtful inventions have the power to change the world (and Mars), and Earth needs this more than ever. If our eating behaviours do not change, we will not sustain life on this Earth. Food and invention go hand in hand, and cellular agriculture is at the forefront of science and a 21st-century revolution. By scientifically growing animal cells for meat cooperatively, we can allow for a cruelty-free movement. Although cultured meat is still meat, it brings no harm to the planet or animals.

This entirely new movement has brought around an exciting category of cruelty-free careers. A food inventor is not just one person or sector; it embraces a myriad of experts such as biochemists, material, sensory and food scientists, chefs and operational, production specialists and many we have yet to meet or name. Teresa Romanovsky from Careers for Purpose is experiencing an upsurge in innovative high tech start-up businesses seeking unique skill sets from software developers and various food inventors.

The alchemist

The new career path can only be described in the words of Bob Weis, President of Walt Disney Imagineering "We dare ourselves to think beyond what's possible. To defy imagination. And to do things that have never been done. That fearless creativity is in our DNA and directs the incredible, immersive experiences we create around the world". Excitingly, the new movement is developing to collectively accommodate our new, more responsible and empathetic behaviour.

The European Space Agency is already working with a start-up food company and developing food technology capable of producing edible protein out of nothing but carbon dioxide, water, electricity, and a few trace elements.

The cultivated future

Building a food system from scratch means that not only can animal cruelty be a thing of the past, but that nourishment can be distributed equally to humans. We can collectively focus our efforts on kindness, affordability and accessibility instead of focusing on the bottom line, cheap labour and profit.

Perhaps we don't have to move to Mars after all.