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Corporate Recruitment Trends: How do your clients measure up?

Posted By APSO, Thursday, 27 November 2014
Updated: Monday, 10 November 2014

Corporate Recruitment Trends: How do your clients measure up?


The reality is simple. Your clients are no doubt spending time and money trying to gain control of their talent management including recruitment processes and in many cases this means employing in-house recruiters, utilising recruitment software and trying to lessen their reliance on external providers.

And whilst the temptation may be to throw your hands in the air and cry “woe is me”, it’s best to acknowledge that clients will try to streamline their processes in the hope of improving their talent pipelines, decreasing their costs and employing the best people. Knowing what the trends are in corporate recruitment can help you to better understand how to work with your clients during their process and to adapt your service offerings to ensure continued relevance.



#1 Social Sourcing

In SA it is already clear that companies are equipping their internal HR teams with LinkedIn recruitment licenses and they’re actively using the web to source potential employees. Even though LinkedIn is widely used, it’s used by everyone and is now considered a necessity rather than a competitive advantage.

Globally there are a myriad of new tools that have been created with the specific purpose of empowering companies to find (source) and attract candidates. As recruiters, it’s important to keep abreast of technology and wherever possible embrace and utilise these tools ahead of your clients. We will always have access to the same online sources, stay one step ahead and ensure that you can use them BETTER to continue to be of value.

#2 Building Corporate Talent Networks

Companies have evolved from focusing on “candidate management” to building “talent networks” from which they recruit. The “talent network” is not just a place to post jobs - it’s a place to attract people: and it includes fans, candidates, employees, alumni, and even customers. Integral to this, is the development of an end-to-end talent brand, not just an “employer brand”. Today’s internal recruiters work closely with their marketing counterparts and focus on sharing research-based, authentic  employment brand campaigns on the company’s website home page, not just their careers section.  

According to recruitment expert @josh_bersin, “a modern talent brand is highly specific, authentic, and narrow – so you attract just the right people.”

#3 Technology enabling process

Applicant Tracking Systems (ATS) are becoming a standard tool for companies and whilst there is definitely room for improvement, particularly in regards to the experience for candidates (and external recruiters) applying online, they are here to stay. They are critical for managing and monitoring the recruitment process and become critical for analysis and future improvement.


Assessments continue to be an important part of the candidate verification process and with the increase in cloud-based assessments that are now quicker and cheaper to employ, companies are once again incorporating these into their standard recruitment process.

Good news for recruiters....companies are now spending more time, money and energy in improving the candidate experience, ensuring that the experience of applying and being considered is a positive one. As networks get smaller, companies must ensure that from application, through interview, feedback timelines and even regretting, candidates have a positive experience, lest word spread that will undoubtedly have a negative impact on the company’s attractiveness to future employees.

#5 High Value Staffing Firms

Whilst generalist recruiters may be feeling the pinch, a whole new breed of high value recruitment ‘outsourcers’ have sprung up to help companies find the right people in critical roles. The belief that external recruiters and staffing firms would disappear as LinkedIn and other online job boards grew, is prevalent in SA at the moment. However, global lessons prove that this is not the case. The complexity of the sourcing landscape has made it more important than ever for companies to look for seasoned professionals (and often specialists) to help them find just the right people.  

In fact, trends indicate that in-house “recruiters” are actually becoming “sourcers” as they focus their time, skills and efforts on sourcing potential employees. The shift for assessing, interviewing and ultimately recruiting talent has moved to line managers who are often ill-equipped. This provides a great opportunity for innovative external recruiters to offer their services in the short-listing (even candidates that were originally sourced by the client) and assessment and perhaps even hand-holding to line management in making a final selection.

#6 Harnessing Big Data
Recruitment is the number one driver of big data within HR. From understanding where the best candidates are found, to why people choose to work for, or leave, the company, harnessing the data is critical. Of course, accessing the data is one thing, unpacking it and determining the trends something else entirely. Companies that measure recruiting well are dramatically outperforming their peers but not many have the time or expertise to do this; yet another opportunity for forward thinking recruitment companies to add value and cement their role as experts.

 

Tags:  APSO  APSOgram  building corporate talent networks  candidate experience  harnessing big data  high value staffing firms  social recruiting  technology enabling process 

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How storytelling can help you make more placements

Posted By APSO, Thursday, 20 November 2014
Updated: Monday, 10 November 2014

How storytelling can help you make more placements


According to Rivka Willick, a story coach and writer who works with salespeople to help infuse a story into their brand and content, storytelling is the hot new trend in sales. She believes that the ability to tell a story escalates a salespersons success dramatically and says, “A good salesperson knows how to talk; a great salesperson knows how to tell a story”.


Whilst reading the associated article I got to thinking: in my experience the most successful recruiters are those who are able to tell their clients the candidate’s story and help them to visualise why the candidate would be a great addition to their team. Far from simply pushing CVs at a client, the ability to unlock the candidate’s story from them, and then to tell this to the client in a way that helps them to understand why this candidate would be a great fit is crucial to making long-term mutually successful placements.

 

 



Why stories sell

It is well documented and scientifically proven that stories have a profound effect on our brains and our behaviour. Experiments by neuroeconomics pioneer Paul Zak found that for stories to be highly engaging they should contain key elements including a climax and the final wrap up where all the strands come together connecting the dots. A successful story can trigger empathetic responses, associated with the release of Oxytocin, often referred to as the “trust hormone”, that when released in the brain of your prospect can help to build trust in you, your brand and product or service, and in doing so increase sales.


Building a Successful Story

Killer stories are those that are full of visual and sense-based detail and should move in “real time”. Of course, no matter how good the story, unless it is relevant to your audience, it is not likely to have the impact you’re looking for. Here are some top tips for building a successful candidate marketing story:


1.       Appeal to both logic and emotion by combining facts with narrative

Combining compelling facts with attractive stories is a winning recipe as the combination of logic and emotion helps to engage both the left & right hemispheres of our brains.

E.g.: Incorporate facts about the candidate such as their qualifications with stories from their previous jobs, ones that illustrate just how the candidate has utilised their qualification, experience and expertise in solving a previous employer’s problem, particularly if this is a problem that your client (and their prospective employer) is also experiencing.

 

2.       Be structured

Stories that do not have a clearly defined beginning, middle and end do not engage our brains in the same way, in fact, according to Zak, people ignore them. To tell an effective story you should spend time developing it. Find the story. Write it. Hone it to perfection by re-writing it. Run it by someone you trust and then commit it to memory. Stories should ideally be confidently told, not simply read, in order to have the most effect.

 

E.g.: Once you’ve interviewed the candidate and have sufficient stories from them, review your client’s key issues and find the relevant candidate experiences that would clearly show why they are a good option. Build the story logically, taking care to structure it in a logical flow.

 

3.       Use metaphors

Stories, especially metaphors, work on the subconscious mind. In sales situations, stories allow the subconscious mind of the prospect to truly “get” and see the valuable application of the product or service. Neuro-linguistic programming (NLP) shows that all humans run 99% subconsciously and only 1% consciously and so metaphors help our brains to experience the story, as if we are living it ourselves. Semantics matter! Choose your words carefully to help the prospect feel the message you’re trying to convey.

 

E.g.: When presenting a candidate as a potential employee, take care to use descriptive words that resonate with the client and help him to imagine him/her in that role.

 

4.       Do your homework

No matter how compelling your story, if it does not mean anything to the listener then it will not have the desired effect. You need to do your homework and truly understand your client’s points of pain and what they believe they need to resolve them. Once you understand this, you can craft the story to illustrate exactly why the candidate you’re presenting will be their best choice.

 

E.g.: If your client has previously had difficulty finding someone to lead a team of highly strung creatives you need to find examples from your candidates that can clearly show the client how he/she has previously worked in a difficult environment and ideally provide examples of where they have managed difficult individuals to maintain team dynamics and overall goal achievement.


The process of uncovering and re-telling candidate stories may seem like extra work but the rewards will be evident. As access to information becomes increasingly easy for clients directly, consider this a unique opportunity to reinforce your value.


Don’t be a data-seller, be a story-teller!

 

Tags:  APSO  APSOgram  emotion  facts  logic  metaphors  narrative  placements  storytelling  structure  success 

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Agility: The number 1 trait of Future Leaders

Posted By APSO, Monday, 17 November 2014
Updated: Monday, 10 November 2014

Agility: The number 1 trait of Future Leaders


Over the past decade or even just the last five years, managers have worked in an almost constant state of change. We have witnessed the continued march of globalisation and rapid pace of technological development. Virtual teams made up of globally dispersed members now communicate in real time via multiple channels, sharing data, information and ideas via the cloud. Major social and demographic changes have been taking place with the Baby Boomers starting to relinquish power to the Millennials, the oldest of which are now in their 30s. As we progress through 2014, we hope to fully emerge from the shadows of the 2008 financial crisis but there is still a degree of economic uncertainty ahead.


Through their online community members and a survey of more than 1000 managers, ILM concludes that the 2020 Manager will need to be agile and adaptive but also that the fundamentals of good leadership and management will matter more than ever. It should be noted that should be noted that flexible working, identified as one of the key trends, has a correlation with some of the other trends highlighted. It is a driver for increasing importance placed on relationship-building and one of the reasons why managers will face more complex challenges over the coming years when it comes to performing core management functions.

 



Flexible Workforce gather momentum

Unsurprisingly, the growing trend is driven by improvements in IT and data transfer speeds. It isn’t only about technology though. Organisations are increasingly recognising the benefits of working more flexibly for the benefit of consumers and their staff. Flexible working provides an additional and highly effective incentive to attract and retain talented employees. It will be expected by the Millennials who are becoming an increasing part of the workforce although flexible working is popular with older workers too. By giving individuals greater control over their working day, they also feel more empowered and this can lead to increased engagement and productivity levels. When implemented correctly, flexible working can also reduce office overheads.


Better Together

The research revealed that working relationships are increasingly important both within teams and with external stakeholders. More than half of managers surveyed recognised this as a future trend and the same percentage though that working relationships were now more important than five years ago. The results underlines that the ability to form and manage working relationships will be central when it comes to leading and managing people in the future. The business of managing such relationships is far more complex that it was: it involves far more than holding a weekly meeting or addressing a room full of people but also projecting a presence via multiple channels as well as being an expert listener. This is as much about emotional intelligence and trust as it is about technical proficiency.


Core Competency required

The core functions of good leadership and management will be more important but harder to achieve. Overall, more than half of managers agreed that skills such as communication, delegating, goal-setting and motivating direct reports were more important but 46% agreed that tasks related to these skills were harder to achieve. Flexible working will continue to impact traditional working patterns and structures. Work is something that can be done anywhere, any time with traditional 9 – 5 parameters being eroded. For many managers there is no clearly defined “end of the day”. Less time due to competition from other priorities, and the growing complexity of structures, processes and systems were cited as reasons why basic management tasks are proving more difficult to perform. The top three areas for development highlighted by respondents include clear communication, effective planning and problem-solving.


Employability vs. Stable Employment

The traditional legal and psychological contracts that long existed between employers and employees are changing rapidly. Few buy into this concept of a job for life any more. While this is unpleasant for some, for others it provides opportunity for career progression and to adjust their work/life balance to best suit their personal circumstances.

 

More measured approaches

The majority of managers agree that the means of measuring and rewarding performance has changed over the past five years. Increasingly sophisticated performance indicators are possible and there has been growing interest in big data, which some expect to revolutionise a number of areas, including performance management.

 

Know...Do...Be = Future Leader Success

To succeed in the future, managers must be more agile, responsive and able to adapt to the needs of a radically different workplace. They must also continue to contend with further technological and cultural changes that will impact how organisations operate. At the same time, managers must ensure the core management and leadership practices are successfully carried out.


Know

And understand the core functions of leadership and management from planning to vital people skills such as motivation, effective communication and driving engagement. Crucially, the key to being a successful manager will be, knowing how to apply these skills within the change workplace.


Do

With the increase of flexible working, managers must trust their reports and avoid micro-management. Some may struggle if they cannot adjust their style and techniques and learn to measure performance on outcomes rather than hours worked.


Be

Agile and adaptive but also reliable and solid managers. They should be comfortable themselves working flexibly and leading virtual and flexible teams. They should be emotionally intelligent as the qualities that embody this will be required in all aspects of management whether it be engaging and motivating teams or building successful working relationships and partnerships.

 

Extracts from: ILM Research Report “2020 Vision: Future Trends in Leadership & Management”. The full report is available www.i-l-m.com The Institute of Leadership & Management (ILM) is the UK’s largest management development organisation. They are passionate about good leadership and management, and its power to drive organisational performance and wider economic prosperity.

 

 

Tags:  APSO  APSOgram  core competency  employability  engagement  flexible workforce  measurement appraoches  stable employment 

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Unlocking a Productive Workplace

Posted By APSO, Thursday, 30 October 2014
Updated: Thursday, 18 September 2014

Unlocking a Productive Workplace

Productivity relies on engaged workers who are happy and confident in themselves, their environment and their abilities. As productivity rates continue to fall in South Africa it is increasingly important to focus on providing an environment that enables people to succeed.

Research shows that “Happy” employees are sick half as often, six times less absent, nine times more loyal, 31% more productive and 55% more creative. Can your business afford not to drive the happiness agenda?

Productivity can be unlocked with a few simple steps.



Step 1:  Trust your people

Sadly, many organisations still operate under the old “command and control” management style where individuals are treated like children. To truly empower people you need to trust them. Treat your employees as adults. Provide them with the freedom to operate but give them clear responsibility and you will see an increase in their personal happiness and associated productivity.

Step 2: Encourage entrepreneurial spirit

Embrace diversity in your business and encourage individuals to share ideas, suggest new ways of doing things and participate in decision-making. Whilst you don’t have to accept or implement all of these ideas, the opportunity to contribute and design their workplace will encourage and motivate your employees.

Step 3: Lead through Evidence-Based Management

Time does not equal results. Focus on three core areas for managing individuals – quantity (results according to target), quality, and attitude. Reward positive attitude and hard work, not just ultimate results.

Step 4: Eliminate red tape

Bureaucracy, especially outdated red tape, frustrates everyone – employees, clients and suppliers. Review your processes and streamline wherever possible. Policy and processes should be kept KISSS:

·         Simple  - easy to explain,

·         Short - quick to implement,

·         Sustainable - usable, long-term,  and

·         Sexy - interesting/exciting.

 

Step 5: Eliminate conflict or complaints culture

 

Negativity breeds negativity. Try to nip whingeing in the bud. Implement a policy that seeks to focus on solutions, not problems. Encourage employees to raise concerns but to do so with a counter-proposal or alternative suggestion, not simply a complaint. Ensure that you listen and have appropriate mechanisms to address employee concerns and to manage expectations, particularly if the “problem” is unable to be changed.

 

Tags:  APSO  apsogram  complaints  culture  productivity  red tape  trust  workplace 

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Boost creativity: Encourage outside-the-box thinking

Posted By APSO, Thursday, 23 October 2014
Updated: Thursday, 18 September 2014

Boost creativity: Encourage outside-the-box thinking

The recruitment industry is tough and getting tougher by the day. It’s time to brainstorm and get your thinking cap on. Boost creativity in your business and invest in an afternoon of random thoughts (remember, nothing is too wacky and most of the best ideas start as completely manic!) and open discussion in an attempt to re-invent your business, your services and your value.




Before you can get down to creative thinking, make sure that you eliminate these creativity hurdles:

  •  Heavy workloads
  •  Tight deadlines
  •  Red-tape (business processes)
  •  Managers/Clients who are closed to new ideas
  •  Limited budgets

Provide an environment that encourages entrepreneurial thinking and “different think”. Whilst you don’t have to accept (or implement) every idea that is presented, make sure that you listen to the idea, ask questions and actively consider it to see if it could make a positive difference.

Consider “time to market” in your planning. Rather implement a good idea quickly and see if it works. If it doesn’t, pull it quick and lose nothing. Waiting to see if someone else tries it will only defer your potential advantage but also ensure that you’re always seen as a follower not a trailblazer. 

Opportunities for differentiation

Recruitment is recruitment....or is it? The labour market is the same for everyone – same access to clients, candidates and technology. So? How do you differentiate yourself in an otherwise crowded marketplace? Consider...

  •   Different fee models – shift from contingency and traditional % on remuneration
  •   Unbundling your services – think a la carte menu, not one price all you can eat buffet
  •   Partnering with specialists in aligned services, such as HR, psychometrics etc.
  •   Expertise due to specialisation
  •   Individual, not company, focused services, such as payroll management

Employee engagement increases when individuals are asked to participate in discussions and feel that their opinions, input and suggestions are seriously considered. In addition to the potential of creating an entirely new way of marketing, service or product line or candidate attraction programme, a brainstorming idea will also lead to more engaged employees and a happier and more productive workplace.

 

 

Tags:  APSO  apsogram  budget  creativity  deadlines  innovation 

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9 Time Management Tips for Recruiters

Posted By APSO, Thursday, 16 October 2014
Updated: Thursday, 18 September 2014

9 Time Management Tips for Recruiters

 

Author: Gary Stauble is the Principal Consultant for The Recruiting Lab, a Coaching Company that assists Firm Owners and Solo Recruiters in generating more profit in less time. Visit his site for additional resources, www.therecruitinglab.com.

  • Practice Single Tasking:

Batch your activities into segments such as marketing calls, recruiting calls etc. Do one type of activity at a time. This type of organised execution is a hallmark of high production.

Is it easy? Not at first. But, if you train yourself to do nothing but execute one type of call (marketing, recruiting etc.) during a calling hour, you’ll get out many more calls each day.

  • Do not take incoming calls during a calling segment:

This takes discipline but will produce big results for you. Return calls after you finish each calling segment and after your planning session at 5pm. Exceptions would be for placement-sensitive issues only.

  • Ask yourself, "What’s the fastest way to a send out?" In real estate, there are three things you must keep in mind when buying a home: location, location, location.

In recruiting, there are three things that lead to placements: send outs, send outs, and send outs.

Send outs (your candidate interviewed by your client) are more important than search assignments. An average send out to placement ratio is 1 out of 7. So if you just focused on getting 15 send outs per month, with a 1 out of 7 ratio, you’d be making 2 placements per month. With an average fee size of R25 000, you’d be over R175 000 in production.

  • Do a little bit of each part of the business each day:

If you do some marketing, some recruiting, some sourcing, some closing each day, you’ll even out your production and sleep better at night. I heard this idea from Peter Leffkowitz when I started out as a recruiter and it’s made a huge impact in my ability to avoid the peaks and valleys of production.

  • Do the closest activity to a placement first:

What could be simpler than this? When planning your day simply prioritise what’s closest to revenue. Usually the money oriented tasks involve these things: scheduling send outs, debriefing with clients or candidates after an interview, reference checks, closing issues etc.

These tasks are the first thing you should do each day and take priority over any other task regardless of what you’ve got down on your planner. Top producers have a laser-like focus on what leads to revenue.


  • Plan each activity segment the night before:

You’ve heard this before but are you really doing it each day? I recommend planning for a full hour each day from 4-5pm. Hold all calls during your planning time.

  • Execute marketing calls each day:

I suggest making between 5-25 calls each day. The amount you make depends on how close you are to "full capacity".

Full capacity for most contingency people is 5-10 "A" level contingency searches. For retained or engaged assignments, usually 3-4 search assignments would be determined as full capacity.

Think of your marketing calls the way you think of brushing your teeth; not the most exciting part of your day but it definitely pays off in the end and is a good thing to do early in the day.

  • Print your plan:

Have a physical plan in front of you so you can cross things off. For most people, this will increase your investment in finishing your plan for the day as we are generally visual people and can execute what we “see” we need to do.

  • Create a daily template for what time you will do each activity:

You must have a set schedule template in order to plan. See my example below:

An example of a daily schedule:

08:30-09:30 AM- Priority calls (prep/ debrief/ references/ offers etc.)    

09:30-11:00 AM- Marketing calls               

11:00-12:00 PM- Interview candidates   

12:00-01:00 PM- Lunch

01:00-01:30 PM- Sourcing/ Name Gathering       

01:30-04:00 PM- Recruiting        

04:00-05:00 PM- Planning

 


Tags:  APSO  apsogram  tasks  templates  time management 

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Give LIFE to your social media content with images

Posted By APSO, Thursday, 09 October 2014
Updated: Thursday, 18 September 2014

Give LIFE to your social media content with images

 

About the Author: Daniela Bascelli is the Digital Marketing Specialist & Founder of Onyx Digital. Follow her on Twitter @danielabascelli and follow the Onyx Digital Team on @OnyxDigitalTeam.  Website: www.onyxdigital.co.za

 

It is the creative and innovative content that gets noticed online and gets people talking.


 

Brands need to do much more than just put a simple social media update together. They need to be extraordinary to notice extraordinary results! Competition is stiff and ways and means to create the right type of attention has become more challenging. Content needs to be magnetic to attract engagement.

 

Brands as a whole need to understand the essence of visually compelling images and for smaller businesses, if the thought of hiring a graphic designer for your social media seems way out of your budget, then perhaps it’s time for you to look at simpler, yet still quality, alternatives.

 

This means you need to be ultra-creative and innovative. You need a collection of high resolution quality images (that communicate your messages) and that (engage with your audience), that can be easily accessed and used as key content pieces in your social media content.

 

Where should you begin?

 

Browse various stock photo websites, look at the quality and type of images they offer, the purchase process and cost, and most important what works with your personal requirements. Familiarise yourself with the websites license terms so you understand how to use their images, legally.

 

Lastly, please REMEMBER, for the successful process of getting these images onto your system, you need to allocate resource to take the time to source, collect and finally download the images.

 

Ensure you understand the download requirements of what you pay for and work it into your daily work schedule so that you never forfeit images that have mistakenly not been downloaded in the allocated access time period.

 

There are really great options out there and nothing is stopping you from creating the WOW factor. 

 

Some of the websites links you can browse to obtain good quality images are the following:

 

www.shutterstock.com

www.istockphoto.com

www.depositphotos.com

www.dreamstime.com

www.stockphoto.com

www.gettyimages.com

www.fotolia.com

 

Always download images that are large because the resolution will be best and because you can use large images for other content pieces over and above social media.

 

Enjoy getting creative and having fun!

 

Tags:  APSO  apsogram  content  images  social media 

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Credit Amnesty and Impact on Recruitment & Selection

Posted By APSO, Thursday, 02 October 2014
Updated: Thursday, 18 September 2014

Credit Amnesty & Impact on Recruitment and Selection

On 26 February 2014 the DTI published The Removal Of Adverse Consumer Information And Information Relating To Paid Up Judgements Regulations, 2014 (“the credit amnesty”) which came into effect on the 1st of April 2014.

This removal is applicable to all consumers and commercial entities as defined by the National Credit Act (NCA). According to the Department of Trade and Industry (DTI), the regulation is necessary because, among other things, credit information can harm employment opportunity. It also says that those consumers whose financial positions have changed should be given the ability to start on a clean slate and maintain a clean credit record going forward.



What does this mean for consumers?

The Amnesty seeks to create the incentive for consumers to re-pay their debt. The same debt cannot be relisted. So a company cannot re-list a person for the same account once removed.

Amnesty does not change anything about loans themselves. Even if a person qualified for amnesty, they are still just as responsible for their loans as they were before.

Amnesty does not forgive, pardon or write off the debt. It neither reduces the debt owed nor changes the terms of the loans.

What information will be affected?

As of 1 April 2014, the following information has been removed (once-off removal) from records of the Credit Bureaus;

All Adverse Consumer Credit Information including:

·         Adverse Classifications of Consumer Behaviour

This is subjective classifications of consumer behaviour such as; ‘delinquent’, ‘default’, ‘slow paying’, ‘absconded’ or ‘not contactable’.

 

·         Adverse Classifications of Enforcement Action

These are classifications related to enforcement action taken by the credit provider, including classifications such as 'handed over for collection or recovery', 'legal action', or 'write-off’. It could include details and results of disputes lodged by consumers irrespective of the outcome of such disputes.

Paid Up Judgement Information

In addition to the once-off removal of any information relating to paid up debt, this will be an ongoing removal process going forward. Currently this information is only removed after 5 years or earlier if rescinded by a court. The court rescission process is costly and time-consuming and beyond the means of most consumers. Going forward, credit bureaus will need to remove this information within 7 days of receiving notification (of payment) from credit provider.

Does this mean that information pertaining to bad debt will no longer be available for consideration?

No. The following information will not be removed:

  • Notices i.e. sequestrations, administration orders, rehabilitations
  • Debt review indicators
  • Unpaid judgements
  • SARS judgements are not removed. They are seen as criminal offences rather than financial default –would need SARS tax clearance to clear

What does this mean for recruiters?

On the upside, it means that candidates who may have previously been turned down for a position on the basis of previous poor debt history will have their records updated and paid up judgements removed meaning that it should be easier to place these candidates.

Candidates who do have poor credit and are not managing this correctly will still be listed and this information can be used as part of the selection criteria, providing that it meets the requirements of the National Credit Act.

Recruiters are reminded of the requirements under which credit checks can be completed:

According to Section 18(4) of the Regulations - The prescribed purposes, other than for purposes contemplated in the NCA, for which a report may be issued in terms of Section 70(2)(g) of the NCA, credit data can be obtained for the following purposes;

  • fraud detection and fraud prevention services;
  • considering a candidate for employment in a position that requires trust and honesty and entails the handling of cash or finances;
  • verifying educational qualifications and employment;

You may ask whether it is still necessary to do credit checks and the answer is yes. According to EMPS, even after the effect of the amnesty, 9% of all candidates being checked come back with an adverse credit record, and it is likely to increase as new listings are being added daily.

Kirsten Halcrow, Managing Director of EMPS points out the additional requirements that recruiters should take note of when considering conducting credit checks:


  • Any person who is the subject of a credit check needs to give Consent and Indemnity. Should a report be required for a purpose set out in Regulation 18(4)(C) or (E) to (G), the consent of the consumer must be obtained prior to the report being requested. It is thus important to cover the following:

Thanks to EMPS for their expertise and this information. If you missed it, why not visit the APSO website to download the recording of the webinar hosted by EMPS and APSO on the Credit Amnesty?

 

 

 

Tags:  APSO.apsogram  consumer behaviour  credit  credit amnesty 

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How to Avoid Burnout

Posted By APSO, Thursday, 25 September 2014
Updated: Thursday, 18 September 2014

How to Avoid Burnout

Author: Bill Radin is one of the most popular and highly regarded trainers in the recruiting industry, and has trained many of the largest independent and franchised recruiting organisations.

Like most recruiters, you're probably spending lots of time trying to fill the same job over and over again, talking to similar types of candidates. And that's precisely the type of monotony that can drive even the most resilient recruiter over the edge.

To make matters worse, monotony is infectious. So, if your candidates don’t seem excited about your job opportunities or thrilled by the sound of your voice, take a look in the mirror. Bored silly? They probably are, too.

Fortunately, burnout from monotony can be prevented. If you’ve ever wondered how a recruiter can survive—and thrive—for 30 years in a high-stress, high-turnover environment, listen up. The secret may surprise you.



Accounts, Pictures and Stories

Over time, most recruiters fall into a pattern of “recruiter-speak,” in which the colour and impact of your dialogue gets hijacked by verbal shortcuts, clichés and technical jargon. To fight the monotony of recruiter-speak, try to incorporate these simple strategies:

  • Educate and inform. When you describe a job, try to find some aspect of the work, the company, the manager, the industry or the culture that can’t be found on a job posting. Your goal is to have the candidate say, “Gee, I didn’t know that.” For example:

Old: My company is a highly specialised aircraft and aerospace manufacturer.

New: Did you know that over half the aircraft in service are actually modified from their original design? Well, that’s exactly what my company does: they retrofit “stock” airplanes for special purposes.

  • Paint word pictures. To do so, you’ll need to replace abstract or superficial descriptions with visual imagery.

Old: My company needs an engineer to convert conventional, fixed-wing aircraft into seaplanes.

New: My company needs an engineer to design and install retractable, lightweight pontoons to enable search and rescue planes to take off from a runway and land on the water, or vice versa.

  • Tell stories. I’ve found that examples, illustrations or anecdotes will spice up your presentation and provide context. So, every time you tell a story, you’re more likely to “connect” with your candidates and employers.

Old: My company’s customers include the U.S. military, foreign countries and non-governmental organisations.

New: Remember the ferry that recently capsized off the coast of South Korea? Well, one of my company’s seaplanes helped pull 31 people out of the South China Sea and bring them to safety. Had the plane not been retrofitted for water landings, all those people would have drowned.

It’s easy to re-colour your ideas; it just takes a little imagination and a bit of practice. Here are a few more examples:

Old: My company is in the high-tech medical equipment business.

New: My company designs a complete line of fully-integrated, “smart” respirators. So, if a patient’s oxygen level gets too high or too low, all medications and machines are automatically adjusted. Patients get better care, and costs go down.

Old: The job is with an international Fortune-100 company.

New: My company has offices in over 38 countries in Europe, Asia and the Americas. In fact, they just opened a brand new flagship office in London.

Old: The hiring manager is an expert in his field.

New: The hiring manager is so highly regarded by his peers, he was given a lifetime achievement award at the age of 42 and was appointed to a select Congressional committee on data mining.

See the difference? By converting your words from black-and-white to colour, you’ll reduce monotony—and hopefully, extend your career.

Tags:  apso  apsogram  burn out  inform  recruiters  stories 

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It's a Question of Ethics

Posted By APSO, Thursday, 18 September 2014
Attie Botes, It’s a Question of Ethics

It may be legal, but is it ethical?

Since the beginning of the year the ethics department was especially made aware of a gruelling and highly controversial issue by candidates and members alike. The issue related to certain penalty clauses contained in a client’s offer of employment and/or contracts of employment. The most common of these are penalties related to being liable for repayment of the placement fee incurred when the candidate (then an employee) leaves the employ of the client within a certain period of time. 

In the example a candidate’s offer of employment and/or contract of employment will contain a clause requiring him/her to stay in the employ of the client for a certain period of time (usually 12 months but in some cases even longer), failing which the candidate will incur the liability of repaying the placement fee that the client paid to the agency who placed him/her. In principle this appears to be legal and may even be seen as a logical way for a client to “protect” its business interest for which it has arguably paid a hefty fee. There are however, in my opinion, several problems with action like this.



Firstly, most agencies provide a guarantee for their service to a client, generally around three to six months. If the candidate’s employment is terminated for any lawful reason within this guarantee period the agency will usually try to find a suitable alternative candidate, failing which a part or the whole of the fee received would be paid back to the client. In this regard the client’s contractual provisions with the candidate would be superfluous.  It is important that an agency discuss this with their client, especially at the risk of losing a good candidate and having your brand associated with the client and its actions.

Additionally the candidate was not a party when the placement fee was negotiated between you and your client. He or she did not have an opportunity to partake in the negotiations of a matter that would ultimately have an impact on his or her future. Also, candidates are somewhat on the back foot when it comes to securing employment as the current job market is tough. A candidate is just so happy to have got the job and do not want to prejudice their position with their future employer in any way and might therefore be unwilling to raise this concern/issue at the outset of the relationship. Here the agency plays a significant role as mediator in matter such as these. 

Lastly such a provision may amount to a naked restraint, stopping the candidate from securing any future position outside the employ of the client for the contracted period. Ten to twenty five percent of an annual gross salary is a significant amount of money for anybody to pay and this is sure to be enough to stop a candidate from seeking alternative employment, even in circumstances where they are unhappy in their position or even when their personal circumstances warrants same. This is surely not a positive situation for your client or for your agency as the word is sure to spread to stay away from such and such a company or agency. 

The bottom line is that your agency’s name will inevitably be associated with your client’s and the candidates you source. Just as important as it is to source high calibre candidates the same applies to servicing your clients and making sure that they remain preferred employers for candidates. It is therefore imperative that you engage with your clients on topics such as these and make sure that they are aware of the repercussions, especially negative, of them. Educate your clients and try to find ways to develop your service offering to them in an effort to avoid scenarios like this. It will no doubt result in you becoming the “go-to” agency because of the high level of service and business solutions you can offer to clients.

Tags:  APSO  APSOgram  candidate  client  employment  ethics  placement fee 

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