Recruitment
Planning for business success begins before you advertise for the first employee. Small business operators should objectively analyse their own abilities, in order to identify the skill gaps they need to fill through the employment of other people. This is particularly so for new entrants to the industry.
Progressive businesses aim to become an ‘employer of choice’. This new approach to recruitment recognises that business needs to actively attract the right calibre of employee, rather than expecting them to come to your front door. An important part of this approach is to understand what motivates a person to work and stay in the one workplace for some time. This can be quite different for a Generation ‘Y’ worker, as opposed to a more mature candidate.
It is expected that Generation Y (born 1980-2000) will influence the workforce for the next 40-50 years. For some years to come there will be three, or even four, generations working side by side in most workplaces. Each of them have a different attitude to work, based on their education, values and life experiences.
To read more about the characteristics and aspirations of the four generations in the workforce.
Another effective recruitment tool is to develop a brief for the position and for your ideal candidate, in terms of their cultural fit with your business, their skill fit, and their experience. Detailed job descriptions for each position should include key performance indicators and measurement.
Until recently, the industry was facing specific skills shortages, as well as the effects of changing workforce demographics. The economic downturn has temporarily altered the scenario, but many of the same shortages are expected to re-emerge when economic conditions improve. In particular, our traditional source of labour - young people – is becoming increasingly difficult to find, as a result of falling birth rates and attitudinal changes. We therefore need to be more proactive and innovative in recruiting the right staff and in looking to alternative labour pools to staff our businesses.
For example, many tertiary and vocational training providers offer work placement as part of their training. This provides employers with the opportunity to ‘try before they buy’, as well as making a contribution to the training of our future workforce. Similarly, many schools provide work placement through the VET in Schools program. Businesses that take a strategic approach to recruiting staff often make use of these programs and others to identify future recruits.
Learn how (152 kb) the City of Melbourne Tourism Unit uses one scheme to recruit high quality staff for its Visitor Services operations
A structured approach to recruitment can help businesses reduce mistakes in recruiting unsuitable people, as well as giving them greater confidence that the people they employ will have a longer term future in the industry. No longer can we expect that employees will seek us out; we need to actively seek-out recruits.
Successful recruitment might also mean finding staff from non-traditional sources. Imaginative working conditions that fit with people’s lifestyle choices may open up a whole new field of potential recruits. Recognising the skills people have developed in other fields, particularly where they involve customer service, will similarly open up the employment market.
Our industry workforce has always had a young profile, but a decision to employ mature workers may provide a new recruitment pool and introduce more stability to your workforce. It can also reduce the time and cost that needs to be invested in training, as existing skills can be identified and specific programs can be targeted to fill the skill gaps.
International consulting firm Mercer, in its report 'Workplace 2012', says that the number of workers aged over 55 will increase by 14%, while workers in the 25-54 bracket will rise by just 5%. The largest increase will be among female workers over 55 years - up by 19%.
Recently created websites, such as www.retireesgofaregister.com.au highlight often very experienced people in this age bracket, who seek casual, part time or full time work.
Recognition of Prior Learning (RPL) and Recognition of Current Competency (RCC) is a formal process of assessment offered by many training providers. It acknowledges that people may have acquired valuable skills and knowledge through their previous jobs, voluntary work or even personal interests. This may enable entry to a formal course for which the normal pre-requisites could be difficult to meet, or it may count towards completion of a relevant course, thereby reducing training time and expense.
The visitor services area of the industry is blessed with a large pool of people who volunteer for regular work at local information centres. These are often older, experienced and enthusiastic people who may be interested in part time, casual or even full time work.
Psychologist Dr Ken Byrne says that organisations often look for the right people in all the wrong places.
" In most cases, the type of person you are looking for is already employed. They might not be thinking of moving, and therefore are not actually looking at ads in the newsppaer or websites....most employers don't realise that they already have the contacts they need to find the right candidate - phoning friends, old colleagues, and their peers in the industry, can be all it takes", he says.
Using a recruitment service can save employers time and money and, while the initial costs of recruiting through an agency may look steep, every hour you spend yourself on recruitment is an hour not spent on your business.
(quoted from "My Career", The Age, 18.8.08)
Above all, don't forget to look within your business to see if an existing staff member may be suitable for a new role, even if it requires an upgrading of their skills through formal or informal training.