Recruitment and jobs blog

Employee engagement is the emotional commitment an employee has to their organisation. It is correlated with higher productivity, a happier workplace, greater staff retention and superior profitability. An engaged employees take more pride in their work, goes over and above in their role, becomes an active brand ambassador and is more committed to an organisation’s goals. Consequently, they are a key ingredient to business success. In times of crisis, employee engagement is often compromised and becomes one of many challenges faced by employers. From a cyber-security breach to a global pandemic, crises are often unforeseen, unpredictable and highly impactful on employees. They typically create periods of heightened uncertainty and change that can trigger anxiety, stress, mental health conditions and other issues for individuals. It is crucial that employers efficiently and effectively identify, manage and overcome these challenges to ensure business continuity. According to the published data at , it is said that Valium belongs to psychotropic drugs, to the group of tranquilizers or anxiolytics (psychotropic drugs that reduce anxiety), antiepileptic drugs that affect the neuromuscular transmission of impulses. So, what can a business do to mitigate these impacts? The secret is proactive planning. Instill confidence in your employees by establishing a strategic plan that minimises the symptoms experienced during times of crisis. The following measures can play a crucial role in negating the impacts of any crisis on employee engagement: Communicate Intentionally and honestly Avoid misinformation and rumours Build trust through authentic leadership Use your personal communication skills Focus on mental health and wellbeing of employees Be flexible and relax working policies Encourage engagement and collaboration Celebrate employees and inject fun Organisations that use the tools above have a greater chance successfully navigating and conquering any crisis they encounter. Employers who are proactive in their response are more likely to have improved individual engagement, stronger team morale, greater employee retention and other potential future benefits that an organisation can reap. With this in mind, Ignite has developed a comprehensive guide to help organisations manage employee engagement in a crisis. This guide explores in-depth the challenges an organisation and its employees may experience during a crisis, and suggests proactive strategies to effectively respond and overcome them. Download our guide now using the link below.

You’re looking to fill an open position, and it’s currently a race between two. There’s John, the candidate with the impeccable resume, who had a silky-smooth answer to every interview question you fired his way. Then there’s Jennifer, who didn’t tick as many boxes on paper, and who, despite coming across very personable and genuine, struggled to find her words in the interview. You’d think the best choice is John, right? Perhaps not. The truth is that many hiring processes are standardised and can be learned and exploited by experienced candidates. Many employers rely on common interview questions, generic assessments and other techniques that can inhibit them from revealing the true suitability of prospective talent. In the example above, John may appear to be the best candidate, but when pushed further,  it’s quite possible that Jennifer could be the right candidate.  So, if this is the case, how can an employer reliably differentiate between hiring the best candidates and the right candidates for their organisation?  According to this Leadership IQ study, the hard, technical skills found on a resume account for just 11% of hiring failures. This means the remaining 89% can be attributed to soft skills; things like attitude, personality and cultural fit. Evaluating these intangible skills is challenging, and is becoming an increasingly important part of any recruiter’s job. Below are five ways to do just that ensuring you hire the right talent for your organisation.. Complete a cultural fit assessment How well does a candidate align with the personality, philosophy, goals and motivations of your organisation? A cultural fit assessment seeks to answer exactly that. Ask the candidates questions like: What drove you to choose this as your career? What is your dream job? What is your ideal work schedule? How could a manager best support you? Work aside, what is most important to you? A personality test like the Myers-Briggs Type Indicator may be helpful in identifying how well the candidate will work with others, or how they might fill a temperamental gap in your team. Gamified assessments are also becoming more popular, with such options often delivered by companies that specialise in providing cultural fit assessment solutions. A company must first know itself before it can identify a perfect candidate. If you can’t define your culture, then it’s almost impossible to secure the right talent.  Ask the right questions in the right way Why did Jennifer underperform in the interview? There are a range of possible reasons, many of which could be totally separate from her ability to do the work. The truth is that no matter your age, experience or fit for a role, interviews are high-pressure situations that can trip up even the most ideal candidates. If a candidate is anxious or an introvert, the interviewer could fail to see the valuable professional that lies beneath. Instead of just relying on talk, it’s often beneficial to put a candidate’s skills to the test. Ask unique questions that negate the use of pre-prepared answers. Even better, give the candidate a problem to solve or action to complete, allowing them to demonstrate their skill set. Abstract questions or tests that take an interviewee by surprise can also help to remove the prim and proper candidate facade and get to the heart of whether this individual is right for your team. Talk with their references References are an incredibly valuable and often underutilised source of information. They can paint a clear picture of the performance and demeanour of a candidate from a broadly unbiased third party. Ask past employers questions like: What did you perceive to be the strengths and weaknesses of the candidate? How did the candidate perform as part of a team? How well did the candidate take and/or deliver instruction? Why did your working relationship end? Be conscious that a candidate may have selected a particular reference because they know they will receive a positive review. If you get a sense that there are skeletons in the closet, dig deeper to find them with more probing questions. Make interviews a collaborative effort We all bring inherent bias to the table; it’s part of human nature, for better or worse. This makes hiring the right candidate a challenge, as we tend to gravitate towards people we like or people who are similar to ourselves. Often this bias can mask the most objectively suitable person for the job resulting in a sub-optimal hiring decision.  To overcome this bias, use multiple managers (2-3) to interview candidates through a hiring process. Not only do many hands make light work, many perspectives make better decisions. A diverse mix of interviewers will enable you to gather deeper insights on each candidate to make a superior hiring decision.  Take the candidate out of the ‘interview zone’ The traditional interview demands that a candidate dress, speak and act a certain way. This means that the person being interviewed isn’t a particularly authentic representation of the human you have sitting in front of you, or the human you need in your organisation. Mix things up by making the interview less formal. In some ways COVID has forced the hands of many companies in this respect, as candidates are interviewed in virtually home offices and bedrooms. In terms of traditional interviews, consider taking a candidate out for coffee or to lunch, and witness how the dynamics of an interview shift markedly. You can also observe and analyse unique personality and behaviour: watch their interactions with staff, for example. A relaxed setting may just be what’s needed to allow the true nature of a candidate to shine through.   Securing top talent isn’t about hiring what convention deems to be the best person, or relying on a traditional or standardised recruitment approach. It’s about finding the right person – the one who not only has the technical proficiency to perform a role, but one who also aligns with your philosophy and will gel well with your team. With almost four decades experience helping organisations hire this type of candidate, you can trust Ignite to help you find the right candidates for you. Get in touch with our friendly team today.

In recent years Australia has turned a spotlight on the previously dimly lit subject of mental health, which has only shone brighter this year as COVID-19 saw feelings of anxiety and isolation sweep across the community. Over one in five Australian workers have taken time off in the past 12 months because they felt stressed, anxious, depressed or otherwise mentally unhealthy. Knowledge is power in the fight against mental health issues, so for any managers and workers looking to care for their team members and colleagues, we’ve compiled a list of our ten favourite TED talks on the subject. There’s no shame in taking care of your mental health - Sangu Delle Before mental health began affecting his own life, Sangu Delle was of the view that men who dealt with their mental health were somehow weak. In Australia this sentiment is still all too common, despite persistent and valuable efforts to change it. Challenging this deeply embedded prejudice led Delle to the realisation: “Being honest about how we feel doesn't make us weak. It makes us human.” These are wise words for anyone in people management. The power of vulnerability – Brene Brown A world-renowned professor who specialises in the study of human connection, this is the TED talk that arguably propelled Dr Brene Brown into the public consciousness. An absolute must-watch for leaders and employees alike, Brown speaks about the human ability, and need, to empathise, love and belong. He also emphasises how our vulnerabilities ultimately make us stronger people. Why we all need to practice emotional first aid – Guy Winch When we get the sniffles or feel a nagging physical pain, we don’t think twice about seeing the doctor. However, when we feel emotional pain or any other type of psychological issue, we’re far less likely to seek professional help. What if we applied the same approach to our emotional wellbeing as we do to our physical wellbeing? Guy Winch delivers a healthy dose of introspection, which is particularly valuable to those in high-pressure roles. All it takes is 10 mindful minutes – Andy Puddicombe During COVID-19 and the transition for many to remote work, the line between work and life became blurred, and stresses once left in the office found their way into the home. However, what if you could resolve this by hitting the refresh button in your mind? According to mindfulness expert Andy Puddicombe, you can do just that by devoting 10 minutes every day to being in the present moment - no emailing, no talking or even thinking. How to create meaningful connections while apart – Priya Parker COVID-19 has imposed the tyranny of social and physical distance on many of our most valued relationships, whether family, friends or colleagues. According to conflict mediator and author Priya Parker, “We don't necessarily need to gather more, we need to gather better.” In this talk she explains how you can achieve this. Mental health for all by involving all – Vikram Patel Mental health is enough of a crisis in developed countries, in which around 50% of those affected will not receive appropriate care. This issue is greatly intensified in developing countries, where a lack of resources pushes this figure closer to 90%. Vikram Patel proposes a promising solution, by empowering ordinary people to deliver extraordinary care to those who need it the most. Your brain is more than a bag of chemicals – David Anderson Most psychiatric drugs treat the brain as a single entity. According to David Anderson, a more targeted approach grants the ability to deliver far better patient outcomes. To support his theory Anderson transports himself into the not-so-nuanced mind of a fruit fly. This incredibly interesting and unique talk explains potentially game-changing work. The specialization of our clinic is insomnia and other sleep disorders. Many of our patients take Ambien from https://opencuny.org. This is one of the most effective drugs for trouble falling asleep. Some people feel drowsy in the morning, but it’s a rather common side effect of any sleeping pills. Overall, it is tolerated well. Why do we sleep? – Russell Foster This seemingly simple question is one that had humanity scratching its collective head for millennia. The life’s work of circadian neuroscientist Russell Foster has been to find an appropriately nuanced answer. In this talk, he walks you through sleep myths and sleeps truths, including the role of sleep in our lives, and how it can be used as a predictor of mental health. The brain-changing benefits of exercise – Wendy Suzuki It’s perhaps obvious to say that the body and mind are inextricably linked, but many of us don’t realise the degree to which this statement is true. In this talk, neuroscientist Wendy Suzuki outlines the science behind how exercise boosts both memory and mood, protecting against neurodegenerative disease in the process. The best way to help is often just to listen - Sophie Andrews In the professional sphere there’s often far more talking than there is listening, particularly when it comes to employer-employee conversations. Through her own lived experience, which saw her transform from victim to survivor, Sophie Andrews explains the value of an understanding ear, and why the simple act of listening can be many times more valuable than offering advice. Keeping mentally healthy is a group effort – it relies on neighbour checking in on neighbour, or colleague on colleague. Mental health issues can affect anyone, particularly in the professional working environment. So why not forward this list onto your team? You never know who might need it. And if you need help creating that sense of team in the first place, we’re always here to offer a helping hand.

Ignite is proud to announce our new partnership with Procurement Australia. From January 1st, 2021, Ignite is officially authorised to support all Procurement Australia members with their respective recruitment, training and associated services needs including: Permanent recruitment services Temporary recruitment services Contingent labour services HR consultancy services Psychometric testing & skills assessment services Unbundled recruitment services Procurement Australia is one of Australia’s leading partners of strategic sourcing and procurement solutions for its members across private and public sectors. Their extensive membership base consists of over 24,000+ entities including government authorities, not-for-profit entities and private companies across many Australian sectors. As a newly appointed supplier, Ignite is authorised to support these entities through our Specialist Recruitment and People Services divisions. This will cover contract, temporary and permanent recruitment solutions across key verticals such as IT & Digital, Business Support, Sales & Marketing and Accounting & Financial Services just to name a few. In addition, we will also provide HR consultancy services and unbundled recruitment services through our People Services division. With over 35 years’ experience working with public and private sector organisations across these areas, our comprehensive services aligns well with the professional needs required by Procurement Australia’s members. We are very excited to commence this partnership in 2021, and look forward to igniting the potential of Procurement Australia's members for many years to come.

Historically there’s been a stigma around government jobs. You might close your eyes and think of the career bureaucrat or office administrator punching in at nine and out at five for 40 years or more. But while that may indeed have once been the reality, the truth is that government jobs are changing in ways that increasingly suit the younger set. Security has always been a major factor, and COVID-19 has only highlighted the value of a steady job. But there are quite a few other reasons why government work is increasingly in vogue. And a few may well surprise you. Broad opportunities and accessibility Entering into the workforce was already quite difficult for graduates, but with COVID ensuring that there are far more job hunters than there are jobs, it now appears to be more difficult than ever. Government departments can represent some light at the end of the university tunnel however. Not only has the public sector continued to look for talent through COVID, many departments actively search for graduates, and do so in a wide array of fields – science, economics, accounting, analytics, engineering and health, to https://www.woolcool.com/ name but a few. Between federal, state and local governments, the public sector is a huge employer, with no less than 1,956,800 people working within it as of June 2017. This ensures that there are always opportunities, which rarely feature unreasonable hurdles for candidates to jump. Work-life balance Government positions almost always ask for 38-40 hours of a worker’s time a week, and strictly those hours – no more, no less. Taking a job in the public sector allows you to switch off at the end of a day or week, and enjoy time with family, friends or yourself. It’s an almost old school system, and one that overworked millennials are appreciative of. Government positions are also increasingly offering flexible working opportunities, many of which have been implemented during the pandemic. With the infrastructure in place, workers can now put in their hours whenever and from wherever they wish, giving themselves the opportunity to work on side-protects, raise families or explore interests. Access to quality training There are plenty of benefits that come with working for such an expansive organisation as the government. With size comes greater access to resources, including quality training. What’s more, this training starts at the very beginning - with plentiful scrutiny placed on government departments to avoid costly external contractors, they prefer to develop talent internally, often from its most nascent stage. Many government workers are offered training, and it’s always top shelf, as a trainer or education provider must meet the government’s strict regulatory requirements. The training can range from a day course to a full university degree, and could be partially subsidised or fully funded. With the cost of education only going up, many millennials are choosing government work for the education opportunities alone. A cultural shift From the lurching, slow-moving and hesitant government agencies of the past, a new culture has emerged. It is one inspired by the private sector, where organisations must be agile and adaptable to compete. A more corporate model is now being used by government departments, with cost-effectiveness and accountability particular areas of focus. This shift has transformed the image of government work. It’s now seen by many millennials and tech-driven, dynamic, and, dare we say it, cool. A sense of purpose This report by Deloitte found that 84% of Millennials consider it their duty to make the world a better place. A deep desire to inspire positive change has driven many to public sector work, where the focus moves from profit to people. Government jobs tend to have a very clear purpose – it isn’t a game of Snakes and Ladders to find out how your work affects lives. The connection is direct, linked through clear social and economic policies. While few of these altruists will want to admit it, seeing reward for your work is important, as it inspires you to do even more. Government jobs are no longer just about security and stability, although in an increasingly volatile world, this quality is more important than ever. Modern government work instead combines the best of both the private and the public sectors. It is safe yet dynamic, pleasurable yet purposeful, and offers real opportunity for growth. It’s little wonder why so many Millennials are looking for government work, and if you’re one of them, the expert team at Ignite are ready to help you find it. Get in touch today.

Humans seek comfort in what they know. We tend to avoid the different and strange, gravitating instead towards familiarity. Sure, we think to ourselves, change might be for the better, but it could also be for the worse. Better the devil you know. This force of habit isn’t great for an organisation’s diversity and inclusion efforts. It means that even the most open-minded and open-hearted interviewer can unconsciously prefer someone who looks, talks and acts like them over another candidate whose differences could bring real value to the company. Diversity, as we now know, is fantastic for the bottom line. Diversity and inclusion thus demands an organisation’s attention if it is to be realised. Measures must be put in place to spur these efforts on, track their progress and evolve them over time. This helps to erase often unconscious blind spots that we all possess. The key question is how do you track such seemingly ambiguous concepts as ‘diversity’ and ‘inclusion’? In this article we’ll take a look at doing just that. Why measure diversity and inclusion? Let’s first take a moment to understand what each of these words means: Diversity is measured in demographic representation. Inclusion is measured in the employee experience. They essentially form different sides of the same coin, and are equally important from both financial and corporate culture perspectives. According to this 2018 McKinsey report, companies in the top quartile for diversity are 21% more likely to have superior financial performance than companies in the bottom quartile. Why? Diversity encourages broader perspectives and understanding of market needs enabling business to better address and resolve business problems. The dimensions of diversity Diversity has become increasingly complex in the corporate environment. For the longest time, workplace diversity revolved simply around gender. However, organisations are now digging deeper to establish an employment mix representative of the broader population. Today’s diversity and inclusion efforts extend to race, ethnicity, age, physical ability amongst many other dimensions. A representative mix of these dimensions is increasingly perceived favourably by both internal and external stakeholders. However, a certain business will likely have a different employment mix to another, depending on its goals. For example, a 60+ year old recently arrived migrant might be of limited use to an accounting firm with a focus on digital transformation and Australian regulation, as their technical ability (due to age) and lack of understanding of local regulations (due to location) don’t meet the demands of the job. In this case, diversity and inclusion dimensions of focus must be location- and context-specific. In short, they need to be relevant. The diversity and inclusion metrics to monitor Once you’ve settled on the dimensions you need to focus on, it’s time to use metrics to analyse your current position and track your progress. These include: Representation: Which groups are over-represented and under-represented in your organisation? Don’t just look at representation at an organisational level, but break it down in individual departments and teams as well. Retention: Do you have trouble retaining individuals from a certain group? If you do, there’s probably a good reason for it – perhaps they don’t feel welcomed, supported, or a true part of the team. Recruitment: What type of applicants do you attract? Limited diversity highlights a need to sell yourself as a more inclusive employer. Perhaps you need a more universal employer brand or new hiring strategies to reach talent within your focus dimensions. Promotion: Who is selected to move up within your company? Tracking the demographics of promoted employees can be quite revealing. Lack of diversity is often more pronounced the higher up the corporate ladder you climb. Salary and benefits: This is one of the simplest metrics to highlight your current state of diversity and inclusion. Compare the rewards (financial and otherwise) offered to focus dimension groups with those offered to other employees. There should be equal reward for equal roles across the board. If there isn’t, you have work to do. Things to consider when benchmarking D&I It’s vital to first diagnose then continually track your organisation’s progress against these metrics. To assist in benchmarking diversity and inclusion, consider the following: Set and track targets: Your journey needs a destination. Set specific and measurable goals using the metrics above. Assign responsibility, ensure accountability: A party must be responsible for achieving those goals. If your diversity and inclusion efforts are treated as an afterthought, they’re doomed to fail. Incentivise success and hold the responsible party accountable. Report, review and evolve: Declare your successes and admit your failures. Get to know what works and what doesn’t. Your diversity and inclusion efforts must also evolve with your needs, so regularly review your objectives, metrics and targets. We humans aren’t instinctively great at diversity and inclusion, but as the world gets smaller and markets get more competitive, diversity and inclusion is becoming less of a plus and more of a must for modern organisations. Happily you now have the tools to diagnose, track and improve your organisational diversity. If you need assistance in attracting and retaining talent to meet your diversity and inclusion goals Ignite is ready to assist. Simply get in touch with our friendly team today.