Ensuring the BestFit placement of candidates is fundamental to Chandler Macleod’s Recruitment process. Understanding the business environment a candidate will be placed in is key to delivering on this.
Chandler Macleod undertakes extensive research to ensure we are aware of the motivators for candidates and the industries we service.
Coming of Age: The impacts of an ageing workforce on Australian business.
As more baby boomers enter retirement age and the ratio between the numbers of workers to the numbers of retirees’ rockets, why should Australian business be concerned?
There has been much said in recent years on Australia’s ageing population and workforce participation rates, but while 56% of employers believe that an ageing workforce will have a large or very large impact on their own organisation, they have been largely content to leave the issue to government policy makers.
Government, at least at a Federal level, has taken a significant role in encouraging older workers to delay retirement by targeting both employees (through policy and superannuation changes) and employers (through a range of incentives), but this approach appears to have had little impact.
The statistics regarding Australia’s ageing population are stark: in 1970 there were five people of working age supporting each Australian over 65. At current trends, this will fall to just 2.7 by 20501.
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The 5 Faces of Productivity
If there is one word on the lips of Australian business leaders and economic policy makers at present it is "productivity".
Australia may have received a gold star for weathering the global financial crisis, shooting to sixth place among OECD countries in terms of per capita GDP, but while our economy has grown, the productivity of our workforce has flat-lined.
Over the past decade we have become significantly less productive. Multi-factor productivity shrank in the mid 2000s to unprecedented lows. Even worse, taking the data at face value, productivity seems to have completely disappeared, with the latest figures showing it at zero or even negative.1
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Leadership in a Patchwork Economy
The ramifications of a patchwork economy - one where some parts of the economy are "rockin' while others are being rolled", as Journalist Andrew Pelger puts it - are far reaching.
The differential speeds of industries create differing levels of demand for products, services and importantly, skilled labour. These differing levels of demand are creating structural shifts which are not only affecting Australian businesses, but having a profound implication on the way Australian businesses attract, retain and develop their talent.
The Promise of Coaching
It is no great secret that organisations are constantly striving for better productivity and in turn results. To achieve this, some will look to implement strategic change or undertake acquisitions, others will look to focus and enhance their core business. Whichever approach is preferred, most will hope to reduce costs and grow revenue through better human performance (behavioural change) or enhanced business processes and tools (system or technological change). In fact, research suggests that 8 out of 10 corporate bosses state that boosting results through productivity is a top business priority (Telstra Productivity Indicator 2012). Unlike the significant investment required in technology built solutions, changing behaviour does not require a large financial investment, it is predominantly about constructively challenging peoples' mindsets/attitudes, which then paves the way for skill development and change.
Social Media – The Future of Strategic Sourcing?
It’s often tempting to stick with the “tried and true” and focus simply on traditional and proven ways of sourcing talent. However, with Australia’s unemployment rate sitting at 4.9 percent, and many of the best candidates already in employment – not to mention that the number of workers retiring is expected to exceed the amount of workers entering the labour force by 2021 – implementing an integrated and strategic sourcing strategy that takes both traditional and emerging techniques and media into consideration is key to attracting interest from both active and passive talent, which has never been more important to maintain the supply of available labour.
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Why is engagement so disengaging?
Engagement or disengagement?! I spent hours filling out the form and never heard anything back. Nothing changed...
Anonymous employee - ASX listed Company
Organisations invest heavily in engagement, but what are they really getting in return? There is no denying that engagement has a positive effect on the individuals that experience it as well as the organisation more broadly. Organisations with high levels of engagement subsequently have increased levels of...
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Chandler Macleod Technology - IT Industry Insights 2011
Money talks, it appears, in the world of IT talent attraction and retention. In a market increasingly characterised by competition of top performing talent – for employers, preferably on a permanent basis – the need for clear alignment between IT employers’ recruitment and retention practices and the job motivations of employees they seek, is essential.
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Is your organisation killing you? Is stress killing your organisation?
The topic of stress in the workplace is well known – people know that stress can affect their health and wellbeing, they know that it can affect their productivity. Furthermore, often are aware that their company has a ‘policy’ in place to ‘manage’ it, e.g. work / life balance policies and employee assistance programs. But to what extent is anything actually done about it?
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Australian Talent Management Post GFC
The world of Talent Management has changed. The Global Financial Crisis has had a profound effect on businesses across the developed world, not only in the preparedness of organisations to invest in their talent, but also in the way they go about it.
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Grabbing the Steering Wheel on Organisational Culture
Culture is defined as the collective "way of living or being" that arises from any sustained or ongoing interaction between human beings. In other words all ongoing human interaction leads to some form of cultural outcome.
So what does this mean for business?
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Executive rates of failure continue to progress at an unacceptable level; estimates range from 20-60% in the first 18 months. Around a third of CEO turnover is forced and in Australia, despite a relatively buoyant response to the Global Financial Crisis, forced turnover is higher than in Europe and North America. Over the past decade, the amount of CEO turnover linked to infighting with the Board has more than quadrupled.