Welcome

Leigh Johnson

The fact that we are currently working in a candidate driven market is no secret. The Department of Labour's quarterly 'Skills in the Labour Market' report shows that, despite some easing, skill shortages remain high and are expected to remain so in the foreseeable future.

As recruitment specialists we work with our clients to design innovative strategies that draw out the best possible candidates from this market. Of our many successful placements in the past year, it is significant that two thirds came from our own candidate pool or networks.  This knowledge of the public sector allows us to approach people that are not actively in the market, but are open to being presented with the right opportunity.  This capability is becoming more critical in a candidate driven market.

So may I take this opportunity to thank you for your continued support, and we look forward to working with you in the future.

Leigh

In This Edition

* Retaining Talent
* Holiday Entitlement
* Kiwi Life is the Good Life
* Generation Y - The Future of Recruiting
* The Recruitment Guru

In the news...

Retaining Talent

Retention has become the major focus for employers, with almost half rating it ahead of compliance and recruiting new talent as the most important issue to their organisation in 2006 - reflecting increasing concerns over the skills shortage and the importance of keeping talent.

In a survey of over 1,000 employers by Hayes, 43% rated retention as their top priority.

Leigh Johnson says, "With the candidate driven market we are currently dealing with, we are working with employers to highlight the professional development and career opportunities that they offer. Not only does this help attract the right candidates in terms of motivation and their fit with the organisation's attitude to learning, but it also shows them that you are a committed and dedicated employer to your staff."    

Holiday Entitlement

The majority of the Holidays Act came into force on 1 April 2004. However, from 1 April 2007 all employees will become eligible for four weeks annual leave on the date they next become entitled to annual holidays.

This is a minimum entitlement and does not mean that employees who currently have four or more weeks' annual holidays will qualify for an extra week. Whether the employee will receive an additional week above the minimum requirement is a matter for negotiation between the employer and employee.

Kiwi life is the good life

93 per cent of new skilled migrants to the country are enjoying New Zealand's lifestyle - most saying the country's natural beauty and friendly people were the best part of their new kiwi experience. 

A Department of Labour survey asked skilled migrants from around the world about their experiences in their first months as New Zealand residents.

"In a time of skill shortage and low unemployment it is important not only to attract skilled migrants to New Zealand, but to make sure their settlement experiences are positive," Deputy Secretary Workforce Mary Anne Thompson said.

"They were also pleased with their New Zealand jobs with 79 per cent saying they were 'very satisfied' or 'satisfied. By helping migrants have positive experiences we increase the chances of them contributing and committing to New Zealand's society and economy in the long term," added Ms Thompson.

"This is something that all employers can help do," says Leigh. "The Johnson Group are currently volunteering time to support the Skilled Migrant Programme at Victoria University, but any efforts to help skilled migrants with the integration will help ensure their long term success."   

Generation Y: The future of recruiting

Generation Y are the young recruits of today who will be our skilled employees in the future. Yet because of the dramatic changes that are occurring in the demographics of the NZ workforce, it is crucial that organisations prepare now for the steady departure of their most experienced people by actively recruiting Generation Y candidates.

Generation Y is a different breed of worker as they see themselves as being the independent, socially conscious and technologically savvy generation. They express career loyalty, rather than loyalty to an employer, and seek employment opportunities that complement their lifestyle and provide cross-functional training, career development and overseas travel. Research has also found that Gen Y'ers rank personal fulfilment over financial gain.  

Because of this, recruiters and hiring managers need to tune into Generation Y's unique characteristics and create a recruitment programme tailored to their preferences.

"You attract employees by understanding their motivating factors," says Leigh Johnson. "As recruiters we have to appreciate the mindset of Generation Y'ers and engage with them. This is of paramount importance in today's candidate driven market, as they are aware that the market is to their advantage."

As such, recruitment strategies for Generation Y'ers should focus on the mentoring, culture and training opportunities of an organisation, and how the candidate will fit within this.

A recent recruitment industry study offered a guide to communicating and recruiting successfully with Generation Y candidates. They found that:

Maintain their interest: If you want to keep a candidate interested, you need to be in contact with them, making sure they know what the next step is, and when the decisions will be made.

Recruit for attitude and train for skill: there are currently four generations in the workforce (Veterans, Baby Boomers, Generation X and Generation Y). While the eldest of those generations is gradually retiring from the workforce, the need for cultural and attitudinal fit, when integrating younger workers into with pre-existing workforce mix, is more important than ever.

The management role: Generation Y will usually blame management for leaving a job. By starting to educate managers in the psychology of people and in communication skills they will help them to build a rapport with potential employees right from the interview stage.

Deliver a work culture with options: work-life balance is very important to Generation Y. They want flexibility, learning opportunities, relationships with decision-makers, challenging work projects, responsibility and personalised career development. 

"At The Johnson Group we are working to identify and develop strategies to attract these candidates to roles in the public sector," says Leigh."For example, we are completing our own applied research into Generation Y, and are sponsoring the IPANZ's New Professionals Conference in June."  

The Recruitment Guru

Each newsletter, you’ll have a chance to put your questions to one of our recruitment specialists.

I am going to be recruiting several managers for my department over the next month or two. I know from my own experience that a quality, targeted job advertisement can really help attract the potentially suitable candidates. However, what are the factors that make a good advertisement?

Claire, Wellington

Traditional recruitment advertising was relatively simple. You had to state the job availability, the qualifications needed, the duties and responsibilities of the job, and - if the advertising budget permitted - telling the potential applicant a little about the organisation. Yet this approach has become as bland as the black and white format in which it was usually printed.

Today, recruitment advertising has evolved - and the buzz word has become employment branding. This not only highlights the opportunities the role offers, but also shows potential applicants why they would want to be a part of your organisation. It reflects the culture of your department - the management style, work practices and the opportunities for career growth within your firm.

Therefore successful advertising has both an intellectual and an emotional impact. A good job posting will not only stimulate an emotional contact between the employer and the candidate, but also highlight the benefits that role will have for the candidate.  

Leigh Johnson says, "It may sound simple, but the intellectual impact is based on the language that is used. Saying "in this position you will be responsible for doing this and doing that" is the right information, but conveyed in the wrong way. Candidates are motivated by the opportunities, challenges and professional development they will be offered in a new role. Simply rephrasing this to "in this position you will have the opportunity to...." you are still describing the functions of the position in a more engaging way. 

The advertising should be supported by the effective use of the internet. The press attracts a more passive audience, while the internet is used by those more actively engaged in finding a new job. By having an easy application process, an effective web page that develops the employment branding and an exciting job description you can capture both these audiences - ensuring you get the best possible candidate through the interview door.