WorkPac Blog · WorkPac Recruitment

People Equity and datmedia present CX done Better, Smarter, Faster

Thu, 12 Mar 2020 04:56:11 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

The People Equity team thrives on creating dynamic and transformative learning opportunities. The recent CX done Better, Smarter, Faster summit in Melbourne was no exception. In partnership with experts in the customer experience (CX) space - datmedia and the Chrome Enterprise team at Google - People Equity hosted the event, a chance to share in the very latest ideas around enhancing CX.

Collaborating with datmedia and Google was a natural fit for People Equity, explains Managing Director Gabby Symons . “We’ve had many strategic discussions with clients recently about the pain points around store experience, and consistency in marketing communications instore and online,” she says.

“When we saw datmedia’s significant impact on instore environments in the retail sector, we wanted to share it.”

David Eglin (Google) explored the future of the shopper journey, and ways successful retailers are already leading the way. General Manager of datmedia, Sam Dalzell, then reflected on how cloud technology affects CX today and as we look ahead. They were then joined by Hayden McDonnell (Bendigo and Adelaide Bank), Brent Della Valle (Plus X) and Jason Pollard (Public Design Group) for a robust panel discussion. The conversation centred around the challenges and exciting opportunities to do CX ‘better, smarter and faster’ within small and large organisations across Australia.

The biggest event takeaway for Symons? “For me, nothing can replace the human experience. Everyone's looking to engage or be engaged in a more significant way so getting the human element right in the digital sphere is more important than ever.” Plenty of fantastic feedback on the day from attendees echoed Symons’ thoughts.

Another learning event on People Equity’s busy calendar are the well-received CEO lunches. These lunches provide an important opportunity for retail CEOs to gather informally to discuss issues in the market, brainstorm together and share ideas.

For your chance to be involved in future dynamic events and opportunities for the retail sector, get in touch with us .

Share this article

3 Career Goals You’ll Actually Achieve This Year

Thu, 16 Jan 2020 05:25:25 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

The new year brings new beginnings and is the perfect time to take a step back and set some career goals for the upcoming months. If you’ve already let your New Year’s Resolutions fall by the wayside (hey, we’ve all been there), or you just have no clue where to begin, there’s still time to start afresh and set realistic goals you’ll be able to keep. Remember, they don’t have to be big – even small changes can make a huge difference to your Retail career.

Here, we’ve created some resolutions for your career that are important, impactful and attainable. Most importantly, they’ll jumpstart your career this year.

1. Learn One New Skill

As the Retail industry changes rapidly, there is an opportunity to upskill and put yourself ahead of the pack. Industry reports have shown there is a demand for everything from experience in change management and e-commerce, to foreign language skills.

But where do you start? We know how overwhelming it can be to figure out where to target your professional development efforts with so many options, let alone keep it up when life gets busy. Rather than stretch yourself too far and run the risk of throwing in the towel in your first month, focus on becoming competent in just one new thing. Look for online courses or chat to your supervisor about the new skill you’d like to explore and see if there is an opportunity to gain practical experience on the job while upskilling.

For example, if you want to work on your social media skills, you could contribute to your company’s Instagram content strategy. Or if you want to improve your financial acumen, see if you can study behavioural finance and find a mentor who is willing to discuss your learnings in the context of your business.

Not only will these new skills help you feel more engaged with your existing role, but they may also improve your future career opportunities as well.

2. Give Someone Else a Professional Leg Up

As an experienced Retail professional, you are in a position to give back to your industry and help more junior members of your team who are starting out in their careers. Altruistic as this may sound, there’s also some juicy benefits you’ll unlock for your own career (need we say more?). Not only will it help hone your skills as a coach and manager, but mentoring can also help raise your professional reputation. And let’s not forget the rewarding experience of watching the positive impact you can have on others.

Supporting your industry can also include working more closely with colleagues at your own level. This might be amplifying the voice of a person whose idea needs backing. Or, it could mean pushing through internal initiatives or programs that benefit diverse groups of workers in your business, such as greater flexibility or work/life balance initiatives.

In all cases, you will be improving relationships with a wide range of colleagues and gaining experience in people management and interpersonal skills. Plus, you never know when people you’ve helped might want to repay the favour.

3. Attend a Conference Alone

Going to industry events might be commonplace in your role, but this resolution is more about what you do when you’re there. Rather than stick to the people you know, force yourself out of your comfort zone and network with new industry colleagues. This will help you grow your professional connections and establish your personal brand as someone worth getting to know in the industry.

Connect with people on LinkedIn at the end of your conversation and send thoughtful follow-up messages if you’ve found people you’d like to meet with on a regular basis. Even better, see if you can check out who is attending the conference in advance and connect with them on LinkedIn to introduce yourself virtually before you meet them in person at the event.

Summary

At the end of the day, no amount of goal setting is going to get you where you want to go unless you put in the work. But by defining targets that are achievable and manageable, you’ll be well on your way to Retail career success this year.

People Equity are leaders in the Retail recruitment industry and can help support you with your next career move. Make contacting us the first New Year’s resolution you can tick off your list and set yourself up for this year.

Share this article

8 Podcasts to Make You a Better Leader

Mon, 06 Jan 2020 06:11:19 GMT

8 Podcasts to Make You a Better Leader

Posted on undefined

With the new year well underway, this is an excellent time to assess your leadership development strategy for this year. Whether you’re new to leading or already have a solid management track record behind you, we are firm believers that leaders at every level should always be seeking new ideas to grow and take their careers to new heights. Stagnation is the enemy of progress, and in today’s fast-paced world, if you’re not moving forward – you’re going backwards.

One of the most accessible resources at your disposal – sitting right in the palm of your hand – are podcasts. There’s nothing quite like first-hand experience, and, whether you’re in the car, at home or at the gym, pods are a great way to get the leadership story straight from the horse’s mouth! The team at People Equity are always on the lookout for great new audio content, and we want to share with you some of the podcasts we’ve enjoyed, been inspired by, and are most excited about. Whilst there aren’t any Aussies featured here, we believe the essence of great leadership translates regardless of what continent you're on!

So, make yourself a cup of coffee, find a quiet spot, and get ready to dive into some of the best leadership podcasts.

The John Maxwell Leadership Podcast with John Maxwell

Taking a fresh approach to business, John Maxwell influences people to think, speak and act differently in order to positively impact their lives and others. Discussing the practices, principles and process of what it takes to be a transformational leader, this podcast takes an unparalleled look inside what it means to be the world’s most influential leadership expert. Each weekly episode focuses on a unique leadership tool, and coming from a New York Times #1 bestselling author, we think it’s definitely worth a listen.

The Tim Ferriss Show with Tim Ferriss

Ranked #1 out of 500,000 leadership podcasts on a number of top lists, we know people from all walks of life who are obsessed with Tim Ferriss’s gritty interviews. Ferriss is a man with an insatiable desire to learn and grow, making his interviews that much more genuine and raw. Ferriss talks with some of the most fascinating people of our time, from Tony Robbins about achievement versus fulfilment , to Arnold Schwarzenegger about psychological warfare . Despite the grandiosity of some of his guests, there are simple and insightful takeaways from each one to make easy, applicable changes in our everyday lives.

Lead to Win with Michal Hyatt

Michael Hyatt knows that if you are listening to his pod, you’re likely already a high-achieving leader and are looking to thrive in other domains of life as well. Understanding the importance of balance when it comes to success, he discusses hard-hitting topics such as relationships, spiritual and intellectual growth, hobbies and passions, and even your legacy with the people you love. Ranked one of the top leadership podcasts, Lead to Win offers advice on long-lasting, multi-dimensional success, so that when you’re sitting at the top, you can truly enjoy it.

LEADx Leadership Podcast with Kevin Kruse

Kevin Kruse interviews various experts in leadership, deconstructing their habits and values, and gaining practical advice for everyday management. In the field of leadership, it’s common to encounter obstacles where what worked in the past is no longer getting results. This podcast is perfect for those looking to change up their perspective and improve their skills.

School of Greatness with Lewis Howes

Lewis Howes has an interesting story. Growing up with little confidence after being bullied through school and surviving sexual abuse, he dreamed of being a professional athlete to escape his life. After a career-ending injury shattered his identity, he was forced onto a different path. Broke and clueless about business, his obsession for learning and human behaviour led to the creation of a million-dollar business in just a few short years. Howes is a force to be reckoned with, yet refreshingly humble. Brimming with fascinating conversations from some of the top thinkers of our day, Howes’ podcast is not to be missed.

Building a StoryBrand with Donald Miller

You can’t have a successful business if nobody knows about your product, and Donald Miller is here to help you spread the word. Sharing simple, practical advice to clarify your brand, he unpacks a 2,000-year-old story formula, with the power to get people talking and your product moving. Miller discusses the nuances of building a branded story, giving your product the ability to emotionally resonate with its market, and driving action. Don’t miss this remarkably insightful pod!

How I Built This with Guy Raz

Guy Raz wants to know the stories behind some of our world’s most famous companies. He’s not only interested in how and why their products worked, but in who these people were before the success story – when nobody would take their call. There are millions of brilliant products out there, but only a handful of them make it to a retail level of verifiable mainstream success. What is the secret ingredient that makes these companies successful? Guy Raz is here to find out.

The Go-Giver Podcast with Bob Burg

Bob Burg is the co-author of the international bestseller “The Go-Giver,” and on his pod he discusses how to create a life of prosperity and joy. Burg has been able to build an empire based on business strategies that incorporate fundamental elements of fun and profit, whilst simultaneously reducing stress. If you’re looking for a more balanced life, The Go-Giver Podcast is for you.

Summary

With the recent explosion of podcasts in the past five years, we’re now able to access minds of remarkable business leaders like never before. Taking on a leadership role comes with weighty expectations, and these voices share invaluable knowledge, so you don’t have to take on the burden alone.

What pods are you listening to right now? We’re always on the hunt for new ones to enjoy, so we’d love to get your recommendations! And if you need help finding the very best Retail talent or support with growing your career, talk to us today.

Share this article

Recruitment Utopia: When Talent and Partnership Converge

Fri, 20 Dec 2019 06:32:41 GMT

Recruitment Utopia: When Talent and Partnership Converge

Posted on undefined

I have just experienced recruitment utopia. It came in the form of true partnership with an organisation as I placed a talented Chief Customer Officer into their executive leadership team. I am not talking about the one-way-street commonly cloaked as ‘partnership’ between recruiters and their clients where the client serves up their wish-list and the recruiter responds by ticking the boxes. I’m talking about the version of ‘partnership’ that is a reciprocal relationship characterised by openness, listening, agility, a strategic mindset, solutions architecture and leadership. Thank goodness you walked into my life, Converge International.

Working across a range of industries and supporting more than 1,000 organisations across Australia, Converge International supports the mental fitness and productivity of the workforces they partner with, helping organisations to have engaged, productive, healthy and safe team members through their provision of EAP programs and HR consulting services. Converge International are committed to honesty and transparency in everything they do, and if the way they recruit talent is anything to do by, I can say that they sincerely live and breathe these values.

I knew Converge International was a different type of organisation from the start. Their Executive Director of People, Culture and Learning, Petrina Astbury , provided a brief that emphasised the person more than the skills and experience required. I was riveted by her in-depth discussion of values, behaviours, motivating forces and the leadership traits required. Petrina not only drew me the silhouette of the person she was looking for; she filled it in with the colours and shades required for the successful candidate to effectively face into the challenges and opportunities of the role. Ah, briefing bliss. I knew exactly the type of whole-person I needed to find for them.

Rewind the clock for six months, and I was meeting with John Ballenger to talk about his career plans. Towards the end of our conversation, I posed the ‘utopia’ question. If he lived in utopia, how would he describe his ideal new role? He spoke about seeking a values-driven organisation with a higher purpose that he could connect with, authentic leadership and a place where his broad skills set could be fully utilised as part of growth and transformation. Ah, match-making heaven. Enter, Converge International.

The steps that followed could be considered standard in most executive recruitment processes, in one regard. They involved behavioural interviewing, psychometric testing, and various meetings with Board and ELT members. However, there were some key junctures of magic throughout that set this process and Converge International apart:

John’s very first meeting was with Converge International’s CEO, Jenny George , and Petrina Astbury, their ED of People. At a coffee shop. How very clever! Everyone was relaxed as they sat around a small table with hot drinks in-hand. We all know what happens when people relax. It was a very effective way to measure the interpersonal dynamics within the group.

Petrina and Jenny sought John’s feedback on the role fit after each touchpoint in the process. What was different here was that the candidate was given a voice, and they were all ears . As their recruitment partner, I felt valued in the role I played in passing feedback between the two parties. In turn, I could support them to shape the sequence of the process and consult with them regarding the important discussions the needed to take place throughout the recruitment journey.

In line with Converge International’s value of transparency, John was able to express some key ideas around the role’s structure and content that Jenny and Petrina considered and then acted upon. These were leaders who listened and flexed to secure the right talent for their organisation (another great EVP strategy). These were leaders with a strategic mindset, recruiting for the present needs as well as the future direction of their business.

The recruitment process could have ended at any point and John would have walked away feeling valued, respected, and speaking highly of Converge International and its leaders. What a fabulous EVP strategy for the external talent market!

The impact of this magic on John’s candidate experience was significant.

“From the moment Nicola from People Equity reached out to me, and right through every day of the process, I felt a real connection to not only Converge but also to all the Converge people whom I was fortunate enough to meet. I always felt there was a genuine care and openness to prioritising what was important to me, and their preparedness to be increasingly flexible and ensure that I felt valued as the conversations progressed, I thought, was a testament to the significance Converge places on its people. Meeting the CEO, Jenny George, in a very ‘personal’ way at my first catch-up showed me the importance placed on finding the ‘right’ person, while also giving me a great up-front understanding of the culture and leadership on the business.”

“In the end, the decision for me was an easy one, and since coming on board, and following such an engaging recruitment process, Converge has proved to be everything that I believed it would be.”

Summary

In summary, I believe there are a few leaves we can take from Converge International’s book on how to secure the right executive talent:

Partnership: Agencies and organisations need to work together and support each other with openness, respect and candour to achieve the right outcomes for everyone.

Ah, Recruitment Utopia.

Share this article

Transparency: When everyone knows where everyone stands, honest and productive conversations about role-fit can take place. Everybody’s time is then valued.

Leadership through listening and agility: Genuinely listen to the ideas that stem from the recruitment process. From there, leadership strength can be demonstrated by moving and shaping things to secure the right talent for the future of the organisation.

Hiring for Culture Add vs. Culture Fit

Mon, 23 Sep 2019 07:14:20 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

It seems like not long ago that we felt a shift in thinking when it came to recruitment. Organisations began to embrace the idea of culture fit, ensuring that the people they hired would complement existing teams and cultures. Over the last couple of years, however, we've seen some organisations take a different approach, moving on from culture fit in favour of hiring for culture add. Whilst there are certainly benefits to both, here’s why we are seeing the emergence of this new trend.

Unintentional Bias

A commonly held belief is that hiring people who fit into a company culture will allow them to settle in faster, mesh with team members and add more value overall. It makes sense – after all, we spend plenty of time with our colleagues, so it's only natural to hire people we share similarities with. However, just because they seem like the kind of person you could have coffee with, doesn't mean they are a good fit for the organisation or even what the organisation needs.

For example, look at cultural interview questions. While lots of companies do this in an effort to find a specific mindset, it can certainly become an issue in the long-term if too many similar people are hired.

Only hiring people who already fit into an organisation’s culture can unintentionally lead to bias as often these individuals come from similar backgrounds, with similar beliefs and opinions. While hiring for fit may come from good intentions, it is often best to think about hiring employees that ‘add’ to the culture instead.

This means having an idea of the attributes that would help your company culture, and potentially asking yourself some challenging questions to reach that point.

The Benefits of Diversity

One of the most unfortunate and often unintended side effects of hiring for culture fit rather than culture add is the potential to undermine a company's attempt to diversify their workforce. True diversity is about diversity of thought; people with different perspectives who all make a meaningful contribution to the organisation.

This also begs the question of why we would want all our employees to be the same? Embracing our differences and engaging with other perspectives ensures new ideas and innovation flourish. Diversity leads to more informed decision making, simply because there is a wider range of opinions and experiences in the room. After all, research has previously shown that diversity in the workplace avoids the problem of groupthink.

Examining Values

While the possibility of diluting an existing culture may seem worrying, the reality is that as long as the people being hired for culture add have the same values, the culture will continue to thrive.

To do this, it is critical to ask the right kinds of interview questions. When it comes to some of the more inane questions that can be asked in interviews, culture actually has very little bearing on their ability to do their job or whether or not they'll be a good cultural fit for your organisation.

Of course, there's always the option of asking candidates directly about their values, but this runs the risk that they will tell you what they think you want to hear rather than what they actually feel. The easiest way around this is to ask situational and behavioural questions around the values that are important to the company – e.g. What goals have you set for yourself for the year, and why? This enables you to examine their values in as unbiased a way as possible and make the right call for the company.

Final Thoughts

When looking to recruit your next team member, try asking yourself if you feel that the candidate would add to your culture? If they would, do their values also align with the company values? While it may take a while to come to grips with this shift, embracing diversity will result in hiring team members who not only add to culture, but help move the business in the right direction.

For more advice and support and for access to some of the best ‘off market’ Retail talent on your next recruitment assignment, feel free to get in touch with the team at People Equity.

Share this article

Networking for Life: The Power of Professional Courtesy

Tue, 17 Sep 2019 06:43:45 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

Networking. It’s a topic that has been written about a thousand times over, yet it continues to be as relevant as ever – even if you aren’t currently in the market for a job. After all, you never know when you might need your contacts, so it’s important to understand how to build your network effectively! It’s no secret that in our modern world, we’re faced with a digital barrage of communications – from SMS and email, to LinkedIn and even the humble telephone. But even in this digitally-driven environment, we’re still human. We crave connection and taking the time to show some professional courtesy can have a lasting impression on those around you.

One of the basic networking problems I’ve seen from job seekers comes down to a lack of communication – it’s too easy to see a message on LinkedIn and ignore it or let that phone call go to voicemail. Is this a side effect of having too many communication tools at our disposal? Or is it because people are reluctant to say no? For example, ensuring good communication when someone contacts you about a job might be as simple as saying “thank you for sending across this opportunity – I’m happy where I am but would love to connect” or “I’m not interested right now, but I might know a Developer in XYZ that is keen”. Whatever the situation, one of the most valuable networking tips to keep in mind is that people don’t forget how they have been treated (whether that’s positive or negative), so do your best to maintain goodwill and avoid burning bridges.

In a market like Melbourne IT (I mean, could you find a smaller market?), knowing how to maintain your professional network becomes even more important. I can’t get on the train without seeing people I know or go into a client meeting without discovering 3-4 mutual connections in the industry. My point is that it’s hard to hide a reputation when everyone knows everyone. Yes, it is a war for talent out there and very much a job seeker’s market right now, but all good things come to an end! The market will shift, your new manager may not be your cup of tea, your company may lose a major client – there are so many factors that could change someone’s employment situation.

At the end of the day, if you aren’t continuously working on your network, it makes it difficult to build your personal brand. In one extreme example, a senior Tech professional I spoke to recently (who was made redundant after 10 years with their employer), hadn’t even considered creating a LinkedIn profile until he got the news of his redundancy!

No matter what your position is, or whether you’re actively job searching or not, networking (and a little professional courtesy) can set you apart massively. Employers and recruiters alike will remember you for it, that’s for sure.

Have a networking experience you’d like to share? I’d love to hear your thoughts .

Share this article

5 Questions You Should be Asking Your New Employee

Sun, 01 Sep 2019 07:03:49 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

After the initial onboarding period, it’s easy to get so accustomed to the presence of your newest team member that you simply leave them to get on with their role. We get it – it’s hard to make time for everything when you’re busy, but ‘set and forget’ isn’t the best way to get the most out of your new hire . Once the first few months on the job are behind them, it’s well worth your while to check-in and make sure everything really is going as smoothly as it seems to be.

To find out how they’re doing in their role, gather useful feedback and ensure you have the chance to nip any potential problems in the bud, here are our top five questions to ask new employees.

Has the role lived up to your expectations? Has anything surprised you?

An employee’s first impression can make or break their long-term relationship with the business. While this technically begins in the hiring process, their ‘second first impression’ – when they officially start in the role – is just as important.

From the job advert through to the offer, they will have had a certain expectation of what the job was going to be. Even if you think you’re on the same page, it’s still a good idea to ask them about their feelings early on and see if the job is what they thought it would be. A lot of candidates we speak to have decided to move on due to early-stage job disappointment, so take it from us – it’s much better to find out early on than have to advertise the role again just a few months down the track. Now’s the time to address any areas of the role where the new person is feeling unprepared or even dissatisfied, and see if you can work up a solution that is mutually agreeable.

Asking this question also gives you a great chance to evaluate how consistent you’ve been from beginning to end; did the job ad match up to reality? Were you clear enough in the interview? This can help you find ways to improve future hiring processes.

What were your best and worst days on the job so far?

A lot can happen in the first few days, weeks and months of employment – it’s a hectic time for everyone! That’s why it can be useful to gather insights into what your employee values about their job or the progress they’ve made so far. Do they feel proud of their achievements? What are their goals for the near future and how close do they feel they are to achieving them?

Asking these questions will not only highlight successes to be celebrated, but also where the new person may be struggling. That way, you can offer to step in if they need some extra help, before it gets out of hand.

If you were me, is there anything you would do differently?

People might answer this question in several different ways, but how they respond can reveal their feelings about your management style so far. For example, where they may feel unsupported, or whether they’re feeling overwhelmed by the current workload expectations.

Even if you don’t take every idea on board (and often, this isn’t realistic), having the chance to listen and provide feedback to the employee in turn helps them to know they have a voice and that their feelings matter. Whether your office has a casual vibe or it’s more corporate and formal, employees always feel most at ease when they can talk honestly and openly.

What has been the biggest challenge you’ve experienced up to this point?

Here’s your chance to dig past the surface and really get to the heart of any brewing issues. This could be anything from an unhelpful team member to a process the new person finds confusing.

If they express any concerns, hold off on making empty promises until you’ve probed a little deeper (however much you might want to say something that will fix the situation). These insights can inspire alternative ways for the company to approach current systems or processes, or help you identify areas where more training is needed.

Is there anything else you need to succeed?

At this point, the new team member has spent enough time with your company to start to get an idea of how they can improve in their role or what might help them to do better. Ideally, they will take some initiative to make these steps on their own, but prompting them with this question can ensure that changes happen where they need to.

Our advice is to remember that workplace success is not ‘one size fits all’. Each person has their own way to thrive, so working on an individual basis will help you get the most out of everyone. This could entail more regular check-ins, further development on a specific area, additional equipment or even assigning someone to act as their “go-to” person.

Plenty of us feel shy about expressing what could be considered weakness, so don’t forget to reassure them that it’s okay to ask for the extra support they need and that you are there to help them succeed.

Summary

The first few months of employment is a time for the new person to get to know your business, and for you to learn more about them in turn. Asking these five key questions will help you ensure everything is going smoothly, give you the tools to manage them in the best way and, ultimately, understand how they will fit into the team long-term.

To start your recruitment journey and discover top talent who make a difference, get in touch with the team at People Equity.

Share this article

How to Attract the Best Executive Retail Leaders

Tue, 09 Jul 2019 07:26:31 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

It’s every company’s worst nightmare: you’ve put together a strong team, business performance is ticking over nicely and then unexpectedly, one of your senior executives announces their departure. At this level, finding the next executive to fill their shoes can seem like a tricky assignment and unwanted headache – especially knowing having the right leaders is vital to a company’s continued success. Leveraging our experience, we’ve put together some pointers and steps to ensure you are well positioned and prepared.

Work on your Pipeline

When hiring leaders and executives, one of the first things to come under the microscope is the length of time it takes to get someone through the door. While external factors like notice periods can’t be avoided, the key here is relationships, and having a pipeline of talent in mind is a great place to start. What are the roles critical to the success of your business (not just now, but the future too)? Is there anyone within your team that has shown you the potential to step up? Succession planning is something that shouldn’t be ignored. We recently penned a blog on this very topic – outlining some of the best ways prepare successors and get their skills up to speed. If it’s not an option (and external candidates are the only way forward), this is where a well-connected, specialist retail recruiter can really add value.

Understand What Top Leaders Want

It’s no secret that top leaders/executives are in constant demand, so any misalignment between your offer and what any given candidate is actually looking for, is only going to lead to one outcome (and it won’t be positive)! Important to note…it’s not always about salary, either. Of course, money is always going to be an important part of the equation, however, don’t assume that it will be the deciding factor. They could be looking for more challenges, a more innovative culture, better work/life balance or perhaps an increase in authority. Whatever it is, it pays to know!

Showcase Your Employer Brand

When it comes to competing for top leadership talent, reputation is everything. Establishing a solid employer brand that showcases your organisation as the place to be, plays a major role in attracting retail leaders and executives. Consider the different factors that shape how your brand could be perceived. Is the company culture productive and well-rounded? Look at the workplace environment too. Is the atmosphere positive, with well-balanced and effective teams? Does your company live and breathe the corporate values and mission? Finally, with more and more people prioritising workplace flexibility and work/life balance, look at what you can offer to help people achieve this – for some applicants, it might just be the main factor in their decision to join or not!

Final Thoughts

While the prospect of recruiting retail leaders and executives poses all sorts of challenges, you don’t have to go it alone. Enlisting the help of a recruitment partner who knows the retail industry inside-out – the trends, challenges, the leaders and executives within will make the chances of reaching top talent significantly higher. Whether you’re ready to hire for your next retail leadership and/or executive position, or eager to discuss the market and talent within, feel free to reach out to us .

Share this article

How Much Should You Talk During a Job Interview?

Tue, 25 Jun 2019 08:28:22 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

We've all done it – started telling a story, only to realise too late we've gone on too long and our audience’s eyes are glazing over. No one wants to be that person, much less during a job interview. So, how much should you really be talking in an interview?

When it comes to interview chatter, in a lot of cases, less is more.

Although you want to show the Hiring Manager you’re the perfect person for the role, talking too much could actually ruin your chances of getting a job offer ! It’s important that every answer you give (and question of your own that you ask) gets to right the point and enables your strengths to shine through.

How Much is Too Much?

There are two key factors that you can use to figure out how much to talk in an interview; the amount of time scheduled for the interview and the number of strengths and qualifications you have to offer. With most interviews, there is a specific amount of time allotted, so it's worth thinking through how much of it to put aside for each answer. Look at it this way – if you have a 40-minute interview and spend half of it going through every detail of your early career, you're probably going to run out of time for other questions! Also, don’t forget that interviews are tightly scheduled and running over time could disrupt the interviewer's other appointments.

Time and time again, we see that interviewers tend to be attracted to the people who seem excited to be there and talking to them. However, enthusiasm on its own is not enough to set you above the other candidates. There’s nothing wrong with showing a bit of personality (in fact, we encourage it) but you also need to demonstrate how you meet the requirements for the role. On that note, one of our top interview tips is to remember to give the interviewer a chance to ask follow-up questions – it’ll work in your favour to help them gather evidence that you’re the perfect person for the job.

Tips for Keeping the Chatter in Check

If your goal is to avoid talking too much in an interview and to ensure that everything you say presents you in the best light, good preparation is everything. Our advice is to take the time to reflect on your relevant strengths and experiences before you walk in the door. That way, you’ll have a good grasp of the key points you want to touch on and it’ll be easier to avoid getting carried away in the moment.

If you are asked a specific question about your experience, such as “have you been involved with an ERP implementation?”, provide one good example. You can always ask at the end, “would you like me to provide another example to outline my experience in this area?”. After any question, it’s OK to ask, “did I answer the question satisfactorily, or would you like some more details?”. It’s better to check rather than lose your audience by getting too caught up in details or by providing too many examples of similar experiences.

We understand that gaps in the conversation can be intimidating, but don’t be afraid of silence – especially if you're confident you've answered the interview questions to the best of your ability. In the world of recruitment, plenty of interviewers will intentionally pause to see how you respond (don’t let it catch you out!); this also gives them time to fully digest what you've said and make notes.

At the end of the day, when determining how much to talk during an interview, it comes down to this: cover each question fully, cut the rambling and know when enough is enough. How much to talk in an interview is one important skill to learn; listening well is also an important skill.

To find out more about the range of exciting jobs we have available, get in touch today .

Share this article

Mum’s the Word

Wed, 15 May 2019 08:49:15 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

As she returned to her desk with a cup of tea last week, Lisa Canning declared to anyone listening, “I spent most of my youth actively trying NOT to be like my mother.” She sighed. “But I can’t fight it anymore…I am EXACTLY like my mother.” She laughed. We laughed. Then, things went quiet. “My values, the way I think, the way I talk, walk, the way I am at work and at home….so much of it comes from my mum.”

It’s so true. Our mothers show-up regularly in our daily lives. Particularly in recruitment, where our business is people, our mothers’ teachings are put into practice each and every day.

In homage to our beloved mothers, we’ve been reflecting on the lessons and values our mums have taught us, that we always carry with us. We’ll leave it to you to decide which People Equity team member is the spitting image of their mother!

Lisa Canning

“Smile”

Lisa’s mum taught her that the response you get from a smile makes you smile even deeper.

Lisa’s been in the recruitment game for a long-time, and to this day, she will smile before she answers her phone and she will smile as she gets into the lift to greet a candidate or client. She finds that a smile will almost always prompt a positive response and make everyone involved feel uplifted.

Gabby Symons

“It’s the giving of yourself that matters”

Gabby’s mum taught her that it’s giving that counts most; the giving of her time, her care, her presence and her thoughtfulness.

This is the cornerstone of People Equity and very much a reflection of how Gabby has been brought up. Unselfishly giving time, being caring and kind, present and thoughtful are some of the most essential qualities that any person must have to be a part of the People Equity team. When we are focused on giving – this is where the magic happens. It’s fair to say that Gabby has built a very successful business based on her mother’s example.

Simon Ginsberg

“A little and often”

Simon’s mum taught him to prevent things from getting out of control by always doing something small and often, now. Simon will never go to bed with a sink full of dishes and he’s very friendly with the vacuum cleaner.

As a recruiter, this has taught him to be well organised. With interviews here, there and everywhere, he always likes to make sure everyone has as much information as possible, well in advance. He will never leave important things to the last minute. Why do it tomorrow when you can do it quickly now?

Melissa Cavanagh

“Learn from the people around you”

Sadly, Mel’s mum passed away when she was a small child, so Mel has learnt the importance of leaning on different women around her to teach her things as she’s gone through life. She is a beautiful mother of nearly two children (her bump gets bigger by the day) and has many wonderful women in her life to look to for advice, when needed.

This plays out in Mel’s professional life in that she always watching and listening to those around her, taking every opportunity to build on what she already knows or approach something in a different way. In her daily interactions with clients and candidates, she is always seeking to understand more. It’s no wonder she’s so good at interviewing!

Rebecca Nickless

“Quality over quantity”

Rebecca’s mum was ahead of her time in terms of sustainable thinking and mindfulness. She taught Rebecca the importance of saving for a better quality item so that it doesn’t need to be replaced and lasts the distance. Equally, her mum taught her that it’s the quality of your relationships and interactions with people that count in life, versus the ‘stuff and things’ you have around you.

Rebecca’s approach as a recruiter is highly reflective of this outlook. She will partner with her clients to help them understand the value of investing in the right calibre of candidate and the impact that this will have on their business. Rebecca’s long-term, strategic approach to sourcing talent has benefitted many organisations over the course of her career.

Nicola Crocco

“A spade is a spade”

Nicola’s mum taught her to look for the truth of a person or situation. Looking past exterior and surface level characteristics will reveal the true essence of a person’s character or circumstance, and that’s what really matters. This lesson has also taught her to face people and situations for what they are, versus what she hopes or wishes they could be.

Seeking truth in people makes her a recruiter who will spend a great deal of time working with candidates and clients to truly understand them and their needs. Her inquisitive nature is driven by her need to get to the heart of a person or situation. She also operates with honesty and integrity in the way she communicates and provides feedback, being candid so that people can grow from their experiences.

We think we are all better people for the influence of our mothers. Thank you to them. So…which apple do you think falls closest to the tree?

Share this article

Unearthing Leadership Potential

Mon, 29 Apr 2019 09:29:45 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

People Equity recently contributed to helping Jo-Anne Bawden embark on a journey to India (alongside 19 other female leaders), supporting the amazing work of The Hunger Project Australia.

On the back of Jo's trip, we thought there was more that could be done to promote not just the impactful role that she has played in the global fight against world hunger, but also show how this incredible charity is empowering women from some of the world’s most marginalised communities.

Launching a six-part video series, People Equity Director, Nicola Crocco, sits down with Jo to reflect on her journey to India. Each video follows a different ‘Women in Leadership’ theme; why women play such an important role in the fight against world hunger, the leadership attributes that shine through, and advice for women who want to create change in their own communities, to name a few.

Enjoy the videos! We know you’ll be just as inspired as we were.

About The Hunger Project Australia

The Hunger Project’s goal is to end world hunger by 2030. Their approach is different – they see people living in hunger as the solution, not the problem. By shifting the mindsets of women and men, they’re able to transform them into leaders for the sustainable end of hunger. Then, through programs such as education, microfinance, agriculture and health, The Hunger Project empowers people with the skills, knowledge and resources they need to break the poverty cycle themselves.

Part 1
In the first of a six-part series, Nicola talks to Jo about the aim of The Hunger Project and why women play such an important role in achieving its purpose of ending world hunger by 2030.

Part 2
Part 2 sees Jo talk about the power of marginalised women living in hunger having the courage to manage the issues in their own back yards, first.

Part 3
The third in a series of short conversations with Jo, Nicola finds out about the results that a collective of women can achieve when combined with a powerful sense of what is right.

Part 4
Here, Jo talks about the leadership attributes that shine through in women when they are united in achieving sustainable change and have each other’s backs.

Part 5
In part 5, Jo reflects on how her life has changed since coming home from India.

Part 6
Wrapping up the series, Jo shares some advice for women who want to create change in their own lives and communities.

Share this article

How to Attract the Best Leaders for Your Business

Fri, 05 Apr 2019 09:00:40 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

As we all know, having competent, dedicated and high-performing leaders shapes a business’s culture and brings out the best from our teams. However, in the competitive retail recruitment market, attracting top talent to your company can be tough, and it’s no wonder that we see so many of our clients exploring innovative ways to attract talent. If you’re aiming to ensure your teams are headed by the right people, we’ve been in the recruitment game for years and have some insider knowledge we can share with you. We know from experience what people are looking for – these are some of our best tips on how to attract leaders who can take your business to new heights.

Focus on Leadership Development

When it comes to attracting executives into your retail business, the best candidates all have one thing in common – they’re ambitious. A leader will already be thinking about their next career move when they’re in the interview room with you, so make sure you have their path laid out by providing adequate leadership development opportunities. If your organisation nurtures and invests in its leaders, you will be on a steady course to attracting top talent to your company, not to mention boosting engagement and performance.

Try to make the focus on leadership development evident in the recruitment process, as this helps candidates to envision where the role could take them in the future. Whether it’s providing formal training or study, opportunities to attend industry events and conferences, prospects for promotion or the chance to head up an occasional special project, always present the possibilities from the outset by including them in the job ad. In this case, we think that showing your hand early is in your best interests.

Become a Great Place to Work

Reputation is everything in the competitive recruitment market, and businesses that are known for being great place to work in will have an edge when attracting executives. We’ve seen this proven over and over again as recruiters, and can attest that building a strong employer brand in the retail market will help to stir up interest from great candidates.

One way to do this is by sharing ideas, news and other retail content through your social media and website. Another effective strategy is to raise brand ambassadors from within your business that can help spread the positive reputation, both via word of mouth and when networking online. These will be especially useful in a time where candidates can easily gain insight into what it’s really like to work for an employer with a quick look through social media and websites such as Glassdoor.

There are a number of factors to think about when establishing your organisation as a great place to work, including:

Company culture – Is it positive, productive and well-rounded? Does it encourage communication and feedback?
Flexibility and work/life balance – Does the business support the work/life balance of its employees?

Corporate values and mission – Are the company values and overall objectives clear and broken down into achievable goals for each team?

Office environment – Is the atmosphere pleasant to be in and the teams balanced, with the right people working together?

The work itself – Do people know what they’re doing, are they well-supported and are the internal processes effective?

The answers to these questions could make all the difference in attracting executives that will future-proof your retail business. If you can see room for improvement, this is good news! You are now in a position to start making small changes that could have a big impact on your company’s reputation. If you have no idea where to start, we’re always here to help, so feel free reach out.

Provide Opportunities for Growth and Innovation

Today’s retail landscape offers an array of options for top performers, so we absolutely understand that knowing how to attract leaders can seem like a herculean task! Fortunately, you don’t need the supernatural abilities of an ancient Greek hero to come out on top – simply focussing on growth and innovation will go a long way when navigating the competitive recruitment landscape.

When attracting executives, aim to show that there are opportunities to expand their scope and lead change by highlight the available tools and technologies, as well as the ways you’re investing in growth. Your future leader will want to know how the organisation will stay ahead of the curve and their role in driving this evolution, so take the time when writing the job ad to highlight the direction the company is going and how the position’s scope might change in the long run.

Above all, most great leaders want to make a real impact and leave a legacy. Let them know they have the support and tools they need to make their mark on your retail business.

Summary

Without a doubt, the driving force behind a successful retail business is the quality of its leadership, so it’s vital to get the right people in place. Luckily, we’ve seen these strategies work time and time again to help our clients secure the leaders they need, and putting them to work in your own business is a great place to begin.

Do you have any other ideas for attracting executives or would you like help with your retail recruitment needs? I’d love to hear from you !

Share this article

Succession Planning as a Manager

Tue, 02 Apr 2019 09:13:08 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

It’s inevitable that companies lose talent at one point or another, leaving gaps that are difficult to fill. Of course, bridging that void takes time and it can be very costly. So, how do you ensure that your key leaders are nurtured and ready to “step up” when required? Developing a succession plan relies on two core areas, both of which are as crucial as each other.

Know Who Your Key Players Are

As executive recruitment and search specialists, many of the leaders we meet with discuss the importance of creating a solid base in their succession planning strategies. Organisations need to know the positions critical to growth, as well as any skill and competency gaps that would need to be filled, should the current leader move on or into another role. By assessing any vulnerabilities early on, organisations can then take steps to identify and train potential successors. We can’t emphasise enough; how critical it is for organisations to be prepared.

Whilst the obvious succession candidate tends to be the next most experienced and talented from within the team, they’re not the only lifeline. It’s worth also considering other high potential employees who display the skills (especially soft skills) and competencies to succeed in this role who may not have the technical knowledge and/or same years of divisional experience. Organisations will immediately provide access to more options by opening the net a little wider and without focusing on replacing necessarily with a ‘like for like.’

Below are some consideration points to consider when building your succession plans:

What key areas of the organisation most require business continuity?

What development/training needs to be put in place?

Which positions are considered critical?

What efforts are being made to develop future potential?

What are the gaps in skills/competencies of potential successors?

Get Their Skills Up To Scratch

In an ideal world, a readymade replacement would be great, but let’s face it, that’s not always the case. While it’s rare to find someone who is the ‘perfect’ replacement from the outset, look for ways to fast-track their development. A few examples we’d suggest are:

Offer Mentoring

Learning the ropes from successful managers is a go-to for many people. As well as supporting mentees through various challenges, your strongest leaders (or external mentors) can impart wisdom, personal successes and failures, whilst helping to navigate the unspoken rules and culture of the role.

Management Training

Does your organisation have the tools and training programmes to support leaders, or should you look externally? A combination of both internal and external training is something to consider.

Work Experience

Short assignments in other business units is a great way for successors to dip their toes into a senior role. Whilst not always possible, lateral moves can also highlight any chinks in the armour that need to be addressed with further training.

Trial run

Any succession planning strategy needs to be put to the test and any upcoming annual leave you have is a great time for potential leaders to step up and take on additional responsibilities. You’ll soon learn how prepared they are to take on expanded scope!

Regular Feedback

Have honest and open conversations, outlining not just successes but any performance gaps and areas of improvement. Whatever you do, regular feedback is needed to tackle any hurdles as they arise i.e. annual performance reviews aren’t enough!

Summary

Succession planning needs to be an ongoing commitment for it to be successful. This means having managers in all parts of the organisation identifying gaps in talent and focusing on the development of high performers. If there’s no one suitable and ready to step up, a specialist executive search consultancy can keep you up-to-date with who’s available in your market. If you’d like to chat through any of the topics discussed here, I'd love to talk to you .

Share this article

Starting an SME and Starting a Family

Thu, 07 Mar 2019 10:08:16 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

When I started People Equity in 2006, I was very clear about what I was setting out to do. The vision was always to become a specialised recruitment firm in the Retail, FMCG and Consumer space, with deep networks of talent across all the key disciplines. ‘Quality’ and ‘value’ were the cornerstones of the business, and everything we do reflects this, to this day. I also wanted to create a place that the team could call their home, with the flexibility and trust to juggle all aspects of their own busy lives.

While the business took off from the moment it opened, the work behind the scenes to bring it all to life has been nothing short of hard-going. While I was 100% ready to put everything on the line to do it, that decision came with a lot of sacrifices and many hurdles, financially and personally. A bit more about my story…

My Journey as an SME Owner from Day One

The first office was the size of a shoebox; no back-office support, no templates, no established brand, no website – all the things you take for granted when you join an established business. Trying to build a business and revenue with virtually nothing, is a whole new level of challenge, along with the constant tug of war between working ‘on’ the business and ‘in’ the business. I chased minutes, every day.

Those first couple of years saw me put in an insane number of hours growing the team, the operations of the business and the People Equity brand. My energy came from my drive to succeed, from the love of our industry, and from the positive impact that our roles make on people’s lives and careers.

Building a Business and Building a Family

Baby number one came along two years after the doors opened and when my first son arrived three weeks early, I wasn’t prepared. Even in labour, I had the laptop open writing up handover notes! The intention was to take ten weeks off for the first and to come back three days and then slowly scale back up to five days over the first year. Even with a gorgeous new-born in my arms, it was difficult to ‘step away’ as I felt I needed to continue to support the business and especially the team, who also had their own lives to manage and juggle on top of their workloads. Writing proposals, running meetings, interviewing in between sleep and feeding times and general back office management that comes with running a business became a part of my first month home from hospital. In the end, the pressure of not being back at work and trying to juggle things in between sleep and cuddle times while still trying to be an amazing Mum, made my maternity leave more stressful. So, I went back much sooner than I had planned, breast pump in tow.

My Support Team

Twenty months after my first was born, I had my second son and this time I was back after just four weeks. Looking back, this period of my life as a new mother was nightmarish. My second son rarely slept, so I would spend the day at work at full speed (and pumping milk in the breaks) and then I‘d be up all night with him (tag-teaming with my husband), then repeat that cycle week after week, on next- to-no sleep. With a lot of amazing extra hands to help me, along with the People Equity team, we all pulled together, and I managed. I was challenged with the quantity of time I had with my family, so my focus shifted to the quality of time spent with them. This meant bucket loads of love and cuddles and a heap of fun times when I wasn’t working.

Being OK with my Priorities

Work has been a priority for so long and has eaten into so many weekends and nights. That is a choice that I have made, but I’m proud of how I have managed, the mum I have become, the wife I am to my husband and where the business is today. I am also so proud of the passionate team that represents the People Equity brand, and although I haven’t practiced it too well from the top, I continue to maintain a business with a very supportive and flexible culture.

I’ve learnt a lot about myself over the years. With the business being at the stage where it has enormous levels of capability and leadership within the team, I can now let go and step away from it. The focus for me recently has had to be about changing my own habits and priorities. Having just returned from a six-week holiday with my family with my phone off and email totally diverted, I am so refreshed and have better perspective. But I know this is a personal ‘work in progress.’

How Does this Relate to International Women’s Day?

Despite the advances women have made in the workplace and the way organisations are set up to support women, choosing between career and a family life, or having both, and getting the balance right is still a conundrum faced by women, at any level, in any role. I believe, however, that society still judges the working woman and while the leaps that have been made are wonderful for women in the workplace, the reality is that the judgement is still there. With so many talented women in the world, it is imperative that we work out how to set them up for success. My belief is that we should be more proactive in our education of women at an early age to chase their dreams and ambitions, that sacrifices to achieve their goals are OK and that they do not have to be everything to everyone between home and work. We need to offer more support to working mothers and erode expectations that women need to be masters of everything. The way we can do this is by talking and sharing our stories. Let’s start here… I’d love to hear some of your stories .

Share this article

Catching Out the Phonies

Fri, 22 Feb 2019 10:31:04 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

My son recently turned five, and to mark the occasion, I threw him a Superhero birthday party with all the bells and whistles. An Infinity Stones treasure hunt and a musical Superhero statues game were among the crowd pleasers, followed by a Captain America shield birthday cake. With mini Hulks and Iron Men running around my legs, I managed to have a couple of adult conversations during the party with some parents, which inevitably turned to our respective jobs, careers and employers. A discussion of executive leadership developed; specifically, that some leaders manage to continually ‘pop-up’ in senior roles from organisation to organisation despite poor performance and poor decision-making, not to mention the irreparable cultural damage caused along the way. The overall sentiment of the conversation was bewilderment that this could happen time and time again. How do some people keep getting these gigs without their pasts catching up with them?

There are many reasons why, and I have seen them all play out over my recruitment career. These are the individuals who bring their best performance to the interview and know what to say to get through. They can be charismatic and charming and are often described as being able to manage-up well. All of that aside, the most likely reason they keep one step ahead of their track record comes down to a flawed reference checking process when they were recruited.

Reference Checking Like a Superhero

A high integrity reference checking process is an essential part of any recruitment exercise. It is one of the most professionally valid ways we can catch-out the phonies. Just like my five-year-old Captain America, we need some Superhero reference checking moves to ensure the ‘goodies’ prevail.

Some of the strategies that I have found to be particularly effective in weeding out the phonies during my career include:

Starting the reference checking process during the interview.

Watch body language and eye contact when you ask if the candidate could provide a reference for roles they have left. Most importantly, ask them if they could provide their direct line manager from previous roles. If they start to dance around the question or suggest they are not in contact with them any longer and that alternative references could be provided, keep probing. Alarm bells should be ringing in your head if they can’t provide any direct line managers at all as references.

Asking if they would provide their current line manager as a reference.

Watch how they react. If they have a good relationship with their direct manager, they should be able to put them forward as a reference under the right circumstances, and at the right time. I've written a blog on this, here .

Doing your background work on the referee.

This allows you to make sure you are talking to the real deal. Ring through to reception of their employer and confirm they work there and check their title. It doesn’t hurt to cross-reference this information with an online search.

Preparing your reference check questions carefully and cross-checking facts.

Confirm all the information you have been given by the candidate with the referee. “X has indicated that they grew sales by 30% over a two-year period at your organisation as General Manager. Is this also your understanding? If so, how did they achieve this result, in your view?”

Ensuring that the reason for leaving a role matches up to the story you were given.

If it doesn’t, this indicates a need to have an honest and revealing conversation with the candidate, post reference.

Listening for what the referee doesn’t tell you.

If they don’t answer a question directly, or divert the conversation to another topic, there might be a good reason why.

Closing Thoughts

I could write screeds about each of these points, and I admit that years of experience and a willingness to listen to your intuition during the process will help to unveil the facts. At a high level though, the above points offer an impression of the rigour that needs to go into a reference check to make it count. The phonies will likely self-select if they detect the lengths you are prepared to go to validate their story. On the other hand, authentic candidates will be only too happy to have their story affirmed by their references.

A vigilant reference checking process is, indeed, Super-Powerful.

Do you have any tips of catching out the phonies that you’d like to share? I’d love to hear them! If you need any advice on reference checking or support with your HR recruitment, get in touch with us .

Share this article

People Equity's December 2018 Market Update

Wed, 05 Dec 2018 10:57:39 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

It's been a busy couple of months! We have been flat out at this end, with many clients realising that if they don't launch into a recruitment process for some of their key roles now, most of the new hires won't commence until the new year. So, it's always a race to the end...we love it that way! The demand for contracting has increased substantially, with many requirements for candidates to take on short and fixed-term contracts for key business critical projects where an injection of specialised expertise has been required to deliver the project/strategy within short timeframes. This has particularly been in the areas of Technology, Marketing, Merchandise and Store Design & Development.

Here's a snapshot of some of the roles we placed last month:

CEO – Retail – NSW – Undisclosed
Product Developer – WHL Distributor – VIC- $100k - $130k + Super
Store Manager – Retail – VIC – $100k - $120k + Super + Bonus
Space Manager – Retail – VIC – $120k - $130k + Super

Group Digital & CRM Lead – VIC – $350k -$400k + Super
GM Merchandise – Independent/Franchised Retailer – QLD - $260k + Super
Marketing Campaign Manager – Retail – NSW – $100k - $110k + Super

Category Manager – Retail – VIC – $140k + Super + Bonus
UX Designer – FMCG – VIC – $90k - $100k + Super
Digital Optimisation Specialist – Retail – NSW – $110k - $120k + Super

Digital Marketing Manager – Retail – VIC - $110k - $120k + Super
Regional Manager – Retail – NSW – $140k - $160k + Super + Car
National Leasing Manager – Retail – NSW – Undisclosed

We're really proud to have worked with some great people this month, and throughout the whole of 2018. If you're looking for a new role in the run-up to Christmas, please don't hesitate to get in touch , or follow us on LinkedIn for the latest news and insights.

Share this article

Interview Questions You Really Shouldn’t Ask

Tue, 30 Oct 2018 13:09:16 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

I know many of you are interviewing candidates for retail and management jobs on a regular basis, but have you thought about the questions you’re asking? While it is logical to use the interview to try to get every bit of info you can to help assess whether the applicant is right for the role and the company, the interview isn’t a free pass to ask anything you want!

Here are some topics that are frowned upon and not allowed to be asked,

Age
Plans for children

Race

Religion

Sexual Preference

The sad fact is that there are candidates that are still being asked questions specific to the above during interviews. Now, we all hate rules (well, most of us), but there are some things that you just can’t ask a candidate. All of these topics can easily cross into the territory of discrimination and should therefore be avoided at all costs.

Here are some questions that should never come up in an interview – hopefully you’ll read them, laugh and think why on Earth would anyone ask that?! If not, then hopefully I’ve saved you any potential issues in the future!

Questions about a candidate’s family and plans, for example: Are you married? Do you have children? What childcare do you have in place?

Questions regarding someone’s age? Their health? Their drinking or smoking habits?

Questions about race and religion?

You can find more information on this here.

Summary

Sometimes it can be easy to stray into the grey areas and finding yourself asking interview questions you shouldn’t. Some questions may seem innocent enough, but if there’s even the slightest doubt that they could be inappropriate or unintentionally somewhat discriminative, it’s always safest to steer clear. We can find ourselves in this situation quite easily, because it’s our job to get to know people, right? Just remember it’s ok to want to engage and really get to know your candidates, however be cautious that your intentions may not always be viewed as firstly and honestly intended. Do you have any other examples? I’d love to hear your thoughts.

Share this article

Is Your Relationship with Your Recruitment Consultant Trusted or Transactional?

Fri, 19 Oct 2018 12:54:08 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

As experienced recruitment and search consultants, we know that building relationships is the cornerstone of our job. Working alongside a partner that knows the retail recruitment market inside out – the trends, challenges and everything in between – means increasing the chances of reaching top talent. There will always be some organisations that see recruitment purely as a transaction but here’s why nurturing a trusted relationship is the way to go when deciding on your recruitment provider.

People are the most important resource of any business and a good recruitment practice involves having a thorough grasp of an organisation’s requirements. The better your recruitment provider understands the unique needs, as well as their values, goals and company culture, the higher the chance of success.

Transactional recruiting, on the other hand, focuses on the ‘here and now,’ and getting someone in the door as quickly as possible. Although there are certainly times when this type of strategy might be appropriate, such as a temporary role, in most situations the results will be better when working with a trusted partner; someone that understands the market, the organisation, the culture and the challenges it’s facing.

So, the key to a trusted approach is investing time into the recruitment process but how does this work?

It starts with having a clear idea of what’s needed and creating a comprehensive brief and position description. Without a proper brief, its hard to fully understand the role, the challenges and the opportunities, which can affect how it’s then presented to potential candidates.

Give your Recruitment Partner an insight into the ins and outs of the organisation and culture. This means they’ll be able to recognise candidates that don’t just tick the boxes, however, will also complement and add value to the existing team.

Provide comprehensive feedback as well as being open to receiving market feedback too.

Rather than using a Recruitment Agency as a CV service, create space for consultation and open communication throughout the hiring process.

In summary, providing your Recruitment Partner the best chance of securing the ideal candidate means prioritising recruitment and putting in the time it takes upfront, to get it right. I recommend really treating relationships with your provider as true business partnerships, rather than a transaction, and you’ll see better candidates and a better end result.

For advice and support and for access to some of the markets best ‘off market’ talent on your next recruitment assignment, feel free to get in touch with the team at People Equity.

Share this article

The Weirdest and Toughest Interview Questions Asked

Thu, 20 Sep 2018 07:22:36 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

As you would expect, over the years our candidates have told us all sorts of stories about real-life questions they’ve been asked in an interview. So, in no order, here is a ‘sneak peak.’

Questions…

What’s your opinion on garden gnomes?
How would you sell hot cocoa in Florida?
If you could be remembered for one sentence, what would it be?
If you had to, what sort of murder weapon would you use?
What would we hear if we hooked up your Spotify playlist to the office speakers?

If you were a pizza delivery man, how would you benefit from scissors?
If I gave you $40,000 to start a business, what would you start?
Tell me a story…
Tell me a joke…
If you could choose one song as your signature tune to introduce you to our team, what would it be, and why?

When a hot dog expands, in which direction does it split and why?
If you were a brand, what would be your motto?
If a Hippo falls into a hole how would you get it out?
What would you say if I asked you if I could meet your parents?

If you were locked in a shopping centre overnight, how would you spend your time?
If you had $2,000, how would you double it in 24 hours?
What’s one big disappointment in life that you just haven’t been able to get over?
Tell me about your most embarrassing moment

We’d love to know if you have any to add to the list?

Share this article

The Power of Good Manners and Courtesy

Mon, 27 Aug 2018 08:29:50 GMT

Uncovering People with High Potential

Posted on undefined

I’ve recently completed a C-level search assignment and as part of this process, I had to connect with a number of target candidates, the majority of whom are already operating in relatively high-profile positions. As you would expect, the responses from these executives varied. Some were interested in the opportunity and others were not. Equally, some were courteous in their response and communication, and others were not.

Out of curiosity, I decided to have a look at the businesses that some of these executives were charged with leading, taking into consideration their reviews on sites such as Glassdoor. It won’t surprise you to learn that in most cases where I had experienced courtesy and basic manners, reviews were largely positive, a trend that was also true in reverse.

I recently posted about this scenario on social media and from the comments that I received (see below), it would seem that most people agree there is a connection here!

“There is a saying “the fish rots from the head” and any C-level executive has the ability to shape a positive culture or allow it to “rot from the top”, and some C-level Execs genuinely have no idea that they have certain reputations!”

“Despite all our work, social media and time with technology, we're all human, and are best when we connect and work together.”

“…it is no coincidence that the organisations with the better cultural reputations are led by people with this trait. I see this every day … even the smallest interaction can create such a lasting impression.

Even in today’s digitally-driven world, we’re still human. We crave connection and taking the time to be courteous can have an everlasting impression on those around you – after all, people remember how they have been treated and how you made them feel in conversations. Judging by the reaction to my post, this is clearly something that resonates with people from all walks of life.

No matter what your position is, good manners and courtesy can set you and your organisation apart. People not only remember you for such traits, but they’ll also follow the lead. I’d love to hear your thoughts on this – get in touch !

Share this article

Authenticity Can’t Be Taught, Right?

Fri, 22 Jun 2018 07:44:20 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

Authenticity…I’m not sure about you but I am ‘over’ reading articles about ‘how to be authentic’ and tips on ‘being more authentic’ and pretty much everything related to the topic. It seems like being who you are, might just be the most difficult skill anyone can master. When you think about it, teaching someone how to be authentic is like teaching someone to be taller. In short, you can’t teach or learn it. So, not wanting to add more clutter to the topic, I would like to share a few of my thoughts and hopefully a bit of a different angle to the masses!

If we put up with a world that is often inauthentic, it’s only because we’ve forgotten what real authenticity feels like. This explains for example, why a politician, with even a hint of truth, or a speaker who dares to be vulnerable, has the power to inspire us. We feel moved by authentic people and we can’t help but feel attracted to them. Similarly, we feel attractive when we’re being authentic, and when we connect with people who are engaged by our naturalness (a.k.a. the person who we really are). When we have a killer job interview or are part of an experience that is genuinely enjoyed by the parties involved, we encounter a moment of mutual authenticity. To me, that says on multiple levels that we’re craving realness; we want to be authentic, and we want to be around authenticity.

So, since it’s something you are and not something you get, then authenticity must be impossible to teach, right?

Yep…so right! So, with that said, can I ask that if you’re trying hard to be authentic, to stop - as you are just being inauthentic!

Thanks for reading and remember, it’s the ‘real you’ that people want to know and be around, not anyone else. I’d love to hear your thoughts on this, so feel free to leave a comment.

Share this article

Should You Insist On Having A Reference From A Candidate’s Current Manager?

Fri, 22 Jun 2018 07:33:32 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

The Situation

Success! You’ve found your ideal candidate but with the consequences of hiring the wrong person ringing in your head, you move on and check out their references (read more on the subject here ).

Looking at the candidate’s work history, you can see they’ve been with the same employer for some time and whilst you, or your recruiter, have spoken to previous managers, it’s not quite the full picture you were looking for. So, you request a reference from the candidate’s current manager to complete your due diligence. Although there are some situations where the candidate will be more than happy with an approach like this, my experience is that most candidates will feel uncomfortable about it, for valid reasons. However, there are some strong cases for pursuing this level of authentication in the reference checking process. If this is something you’re considering, here are some pros and cons from my experience:

The Pros

It can often be tricky to get a complete picture of a candidate’s skillset without speaking to their current manager, especially if they’ve been working at the same place longer than 12 months.

The role in question may be quite a step-up, so how would you get feedback on the candidate’s potential for a more senior role? Speaking to a previous manager may tell you about their capabilities and their integrity two years ago, but what’s the current situation?

As well as gaining an overview of their conduct and capability, you can also get some insight into any support that might be needed for them to flourish.

When a candidate provides a list of referees, they’re in control. We assume they won’t pass on details of anyone who would give them an unfavourable reference (although I have known it to happen). So, by holding ground on securing a reference from their current manager, it could provide a more balanced view and hopefully, a more accurate picture . However, as we’ll discuss later, that might not always be the case.

When informing the candidate that a reference from their current manager is needed, their reaction can also be telling. Whether they are spoken to or not, a candidate’s response might just give you some insight into their work relationships and highlight any problem areas that you might like to probe further.

The Cons

Seeking a reference from a current manager opens up a whole raft of issues, but the main one is that they will then know of their employee’s desire to go elsewhere , which they may not have been aware of until that point. This is therefore a piece of news that could damage the existing employment relationship. If, after this reference is completed, the employee does not proceed with the job-offer, the residual situation with their current manager could be very challenging.

On top of that, as the recruiter, how do you know that their manager is giving you the full picture? If the reference isn’t as positive as you had hoped, it is possible that it might not be 100% accurate . They may be painting a negative picture to retain the employee, or they might just simply be upset to hear the news that they are looking at moving on.

Let’s also not forget that the candidate wants to leave. Of course, most of us look for a new job at some point for various reasons, but in some instances, it’s because of the manager. In fact, a Gallup survey found that 50% of employees tend to leave because of their manager, whether that’s down to their people management skills or whether there are wider team issues at play. This dynamic may come through in the reference and may give a negative tone to the overall account of the candidate’s performance. The recruiter’s consultation back to the employer needs to reflect the balance of a negatively toned reference with the candidate’s transparency regarding their relationship and reasons for wanting to move on. This then needs to align with what the candidate has communicated directly to the employer about their reasons for looking elsewhere. We must keep in mind that some candidates do not feel comfortable being overly negative about their current manager in an interview as it could count against them.

The recruiter also needs to think about when they seek the reference during the recruitment process . Introduce the idea too early and you may risk the candidate pulling out, as they don’t want their current manager to be aware that they’re interviewing elsewhere (when a job offer isn’t certain and at that stage, they might not know if they even want the job). On the flip-side, an early introduction of the concept to the candidate will quickly reveal whether there are issues within their current environment and will also promote a very honest and open discussion about their true motivations for leaving.

Takeaways

There are a number of pros and cons to carrying out a reference check with the candidate’s current manager, although I have found that most employers won’t insist on one to avoid jeopardising the person’s current employment.

However, there are some good alternatives to keep in mind:

Try offering the role on the condition of a satisfactory reference from their current manager. This can be a great approach, as the candidate knows that they have the offer on the table and will be in a position to talk to their manager, whilst you gain valuable recent feedback.
Is there a manager who has recently left the business? This can certainly be a win-win approach; however, always double-check that the person is genuine. As a phone call would likely be made to a personal number or a new business number, make sure you can verify their working relationship and position. “Counterfeit referees” aren’t as rare as you might think; read here for an unfortunate experience I encountered in the past that I think we can all learn from!
Can psychometric assessments or work-sample tests replace this step to give you confidence in their current capabilities and potential?

If you’re not comfortable offering the role without a reference from their current employer, then do request one, but do it with caution. Where possible, however, I would always advise weighing this up to ensure the benefits outweigh the risks.

I’m interested in hearing your views. What do you think? Are you in favour of requesting references from a current manager?

Share this article

Gender Quotas – The Right Solution for Diversity?

Thu, 29 Mar 2018 08:00:07 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

There’s no getting around it: Gender equality in the Australian workplace is a matter of contention and the pursuit of equitable workplaces continues. There is an abundance of initiatives to encourage this balance, one of these is the somewhat controversial ‘gender quota.’ But does this approach actually work?

Why Write a Blog About Gender Quotas?

The inspiration stems from the increasing preferences from our clients to introduce more females into their organisations (and to be prominent/plentiful on our shortlists). Appointing women into positions has also become a source of measure for many businesses where gender quotas are linked to KPIs and financial incentives are given for hiring managers who achieve these targets. This begs the question: can real diversity be achieved with quotas and incentivised targets? Read on...

Do Quotas Support Genuine Diversity?

What is definitive, is that gender quotas get women into roles. However, the ethos of true diversity and opportunity can still be lacking and can even backfire on a number of levels:

The best person for the job - be it male or female - can be overlooked in favour of a quota. This can affect the performance of a business as a whole.

The person selected may not be the most suitable fit for the business, it’s vision, culture and goals as they are there for the sole purpose of fulfilling a target.

More importantly, even if a candidate does have the pertinent skill set and fit for the business, they may feel that they have been hired purely to fill a quota. This can segue to ‘imposter syndrome’ as well as decreased productivity.

There is no doubt that diversity works. We have seen myriad businesses who are reaping the rewards of a gender diverse workplace especially when there is an inbred value and respect on the diversity galvanised by both men and women. Research supports this with results showing a 35% better outcome for diverse businesses versus homogenised ones. Here are the advantages we see:

Diversity broadens the pool of talent and attracts the best candidates.

Minimises the risk of legal implications as gender equality in a workplace has been seen to reduce discriminatory behaviour.

Diverse teams engender a greater scale of new ideas, innovation and creative thinking.

Improves access to target markets given that women influence 72% of household spending.

Augments organisational performance by combining varied perspectives, using a more holistic approach to problem-solving and better decision-making.

Final Thoughts

We are real advocates of a diverse workforce and there is no denying that gender gaps are prevalent in our Australian workplace and many believe the best way to overcome this disparity is to make positive steps towards ensuring the right behaviours are practiced internally. To fully facilitate true diversity and inclusion, we however need to continue to encourage a culture change that celebrates a candidate’s merit, individual circumstances and belief in true diversity. What are your thoughts? Do you agree that quotas are the way to do this?

If you’d like some help with hiring exceptional talent or keen to talk more about this topic, get in touch with us today.

Share this article

Should You Cover Up Tattoos and Piercings for an Interview?

Wed, 21 Feb 2018 08:21:21 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

If there is one subject that can incite debate and carve a division through layers of opinion, it’s the matter of tattoos and piercings in the workplace. Often worn like a badge of honour and a token of self-expression; body art has become mainstream and even admired in many circles. Recent research shows that more than a third of first-time inkers were 26 or older, and that one in five Australians has at least one tattoo , with this number continuing to rise.

So surely having a tattoo or piercing will be eclipsed by a candidate’s skills and experience. Unfortunately, not always. The 2018 workplace is so diverse and inclusive, but there are still many companies with dress codes that don’t look favourably on body art. So, the question is: Should you cover tattoos up or remove piercings for an interview?

An Employer’s Perspective

While we are now a long way removed from suits and briefcases being a requirement at every workplace, in many roles there is still the expectation of “professional” presentation. The Australian Human Rights Commission has laws in place to help prevent workplace discrimination but tattoos and piercings in the workplace is still an area of confusion for many employees and employers. Piercings and tattoos are always accepted for cultural and spiritual reasons, but otherwise, it’s a matter of taste.

The most common concern I hear from businesses (and also our candidates) regarding hiring staff with visible tattoos is about the image this presents to their customers. There is a worry that body art presents the wrong impression and that this could potentially drive away key business and tarnish their brand.

In an increasingly competitive landscape, businesses need to draw on every piece of artillery to remain viable and successful. In client-facing roles where relationships can be fragile, employers are looking for people who are as inoffensive as possible to do this, often reflecting the communities they serve. This obviously depends on whether you’re in a corporate role or not though. Positions in corporate workplaces and especially customer service are the least welcoming to body art, whilst those in creative workplaces are more likely to open their doors to self-expression. It’s a minefield of views out there! Businesses need to consider who their consumers are and who is best suited to engage them. As a candidate, it is important to put yourself in the hiring manager’s shoes when asking this question.

Our Advice: If Unsure, Give Yourself a Chance

The best way to fit in, before you stand out, is to do some research. Get a feel for the company; its values, culture and even dress code. Review their website, LinkedIn or simply speak with your recruiter. Do you know anyone who works there? Can you get a first-hand view of the dress code? Can you see any visible tattoos on anyone? Any exposed piercings? Take in to account the type of business it is and the image they are portraying. Who are their customers? If the role is in the head office of a multi-national corporate, it is safe to assume that it is more conservative. Whereas if your interview is at a start-up, say at a retail technology company, the benchmark may be different.

Next, consider the type of role you are applying for. What are the day-to-day tasks and responsibilities? Does the role involve face-to-face contact with external stakeholders, and who are they? If so, what image would the business like you to communicate?

Given there are so many grey areas regarding this topic, my advice to candidates is: when in doubt, cover up until you know for sure. As an individual you have every right to express yourself, but ask yourself this: Do I want to give a future employer any reason to say “no” that’s within my control?

In my experience, those who are willing to cover up their tattoos or remove piercings until they gain a better grasp of their new environment, often end up with more opportunities to choose from.

Final Thoughts

As a job seeker it can be difficult to navigate through the labyrinth of opinions to know what to do. We’re not suggesting that you change what makes you unique or prevent you from being yourself, but instead keep initial conversations focused on what truly matters: your achievements and your job relevant skills.

Then once at interview, it’s crucial that you also explore if the workplace is indeed a culture that you want to work within. This isn’t all one-sided!

If you’re ready to make your next retail career move, get in touch with us today for some timely advice or to take advantage of some of the best opportunities on offer.

Share this article

Should I Put My Photo on My Resume?

Mon, 05 Feb 2018 08:10:05 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

Nearly every candidate I see during a week will ask for my opinion on their resume. Of course, every recruiter in town has a different opinion on the right ‘look and feel’ for a resume: font, structure, colour, length and the inclusion of a photo are hot topics in the land of the job-hunter, where everyone is seeking that competitive edge.

And this brings me to my first point: Your resume is like your fashion sense . Everyone likes something different and there is no right or wrong style. But there ARE some basic looks and styles that will win every time and there ARE some basic ‘resume fashion blunders’ that will lose every time.

Let’s stay focused on the topic of this blog: “Should I put my photo on my resume?” Despite being quite decisive about many topics concerning recruitment, I am not going to give you a black and white answer to this one, because I think that (like your fashion sense) it’s your decision. At the end of the day, your resume is a personal reflection of your professional self.

However, when you are considering whether to include your photo on your resume or not, I would encourage you to think about:

Whether the ‘unconscious bias’ of the reader may inadvertently obstruct their view of your experience. I am seeing a trend in employers who want to look at ‘blind’ resumes, where all identifying details, including names, are removed to eliminate bias.

Most people will cross-reference your resume with your LinkedIn profile. Even the most casual search via Google will likely help an employer find a photo of you. If you want to head this off at the pass, include a link to your LinkedIn profile on your resume.

If you still just love the look of your mug and think it might be the accessory your resume has been searching for all its life, I have outlined below some ‘do’s and don’ts’ to avoid any resume fashion blunders:

DO make sure your photo is professionally appropriate. No-one wants to see you at last year’s Christmas party.

DON’T get so caught up with your mugshot that you forget about what’s really important: the content of your resume. That’s a whole other blog topic that I need to write about for you, so for now please just heed the warning.

DO make sure your photo is high-res. You don’t want to be mistaken for something or someone else.

DO make sure the photo reflects your approachability. I kid you not, I saw a facial expression on a resume photo once that made me too scared to call the person. It was terrifying!

DO make sure the photo is of a size and placement on the page that doesn’t detract from the incredible content of your resume. Remember: your photo is there to complement the substance of your resume. It could be the hat or the necklace to your resume that adds that little bit of “je ne sais quoi” to the total look.

Photo or no photo? If you follow my resume fashion rules, I honestly don’t believe it will determine whether you get the job or not, but it may help you to reflect your professional background in a more personal way. If you do include a photo and make a total resume fashion blunder, it could be a good reason for an employer NOT to read on.

Share this article

Summary of Key Market Trends in 2019

Wed, 20 Dec 2017 08:51:49 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

Changing consumer behaviour and technological disruption is a recurring theme in the retail market for 2019. As many businesses have learned to adapt, we still find business who are resistant to the change which increases the business challenges they face. We summarise key trends that influence the Australian retail sector, below.

Share this article

Why You Should Trust Your Employees to Work Flexibly

Tue, 19 Dec 2017 08:39:50 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

Flexible working hours is one of the most requested (and often expected) benefits that candidates look for in the workplace. If their current employers are not offering and practicing it, many will look for new roles that “do” and “will” offer that flexibility. One of the most common protests we hear against instituting a flexible working initiative is that employees would take advantage of it. However, when you really break it down, the positives far outweigh the drawbacks. Here’s why.

Flexibility is Becoming More of a Necessity than a Luxury

More businesses than ever are implementing flexible working as a strategic move, rather than as an employee benefit. As people realise that longer hours don’t necessarily translate to higher productivity and work-life balance becomes a higher priority, people are becoming more selective regarding where they work. Companies that make flexible work options available are having an easier time attracting talent and on a daily-cost level, are saving costs on office space, supplies, and utilities.

If you’re hesitant to implement a flexible working initiative, keep in mind that for many people the allure of flexible working isn’t working from home three days a week. It’s being able to come in earlier and leave earlier so they can pick up their kids, or starting and finishing a little later so they can get a morning run in without pressure. Some people won’t want to work flexibly and that’s fine on a day-to-day basis, as there’s no replacement for people working together in a shared environment. But this isn’t about replacing the office; it’s about giving people the option and taking away the fear that they’ll be reprimanded for leaving early to make the school run.

Results, Results, Results

Workplace flexibility can have many positive results, like engagement, productivity, morale and commitment , all of which help to produce better outcomes. In particular, women in flexible roles have been shown to be the most productive in the workforce .

The key is that when people are able to better balance their work and outside lives, they’re happier, and happy people get more done. There are many examples of employers who have embraced this, reaping the benefits, both in terms of employee happiness and balance sheet harmony. Netflix, for example, have afforded their employees unlimited leave since 2004 – it doesn’t seem to have harmed them!

You Get What You Give

The reason that some organisations are hesitant to institute flexible working initiatives is also one of the reasons it can be a great thing. When employers entrust their teams with workplace flexibility, it creates a greater notion of trust and respect and respect will be returned. This in turn builds significant employee investment and a stronger culture. Put simply: when employees are granted trust and control over their work lives, they feel valued, and that benefits everybody.

It’s Not About Flexibility, It’s About Creating Trust, and Accountability

Let’s say the worst-case scenario occurs and someone does take advantage of your flexibility policy. With so many ways to measure productivity nowadays, it’s difficult to argue that one bad egg is worth holding back your workforce, particularly when most employees show an increase in productivity and morale.

In Closing and More About What It’s Like to Work at People Equity

Integrating flexible working can be an enormous change. While it’s a change that most people will be excited about and eagerly welcome, it does need to be implemented properly, with the right procedures and standards around it. From increased morale and productivity to greater trust and respect, it’s hard to ignore the benefits of flexible working, and soon, you may not even have a choice in the matter.

At People Equity, we all set the bar high in terms of the service we provide to our candidates and clients, and in the daily and weekly goals we set for ourselves. I expect the team to work flexibly, as I know this gets the best out of them for all the reasons outlined above. For the times and days, we are all together, we fully maximise this ‘team’ time, however as each single team member has differing requirements, personal commitments and travel distances to and from the office, what’s equally important is being “smart” about our time and maximising every minute of when we are “on.” That’s how it works best for us, it’s a winning formula and it’s a key part of what it’s like (and the expected way) to work at People Equity.

Share this article

Uncovering People with High Potential

gabbys@peopleequity.com.au (Gabby Symons) — Fri, 01 Dec 2017 07:24:59 GMT

Uncovering People with High Potential

Posted on undefined

Often, the right person for the job is measured by their capacity to solve the immediate issues rather than how they can add long-term value. Future value is drawn from high-potential candidates who stay with a company and are given the investment and longevity needed to develop and progress their career.

Today’s market is a competitive one, and the landscape is changing quickly, so thinking strategically and focusing on long-term success is how you build the foundations to thrive beyond the immediate future. Even if it’s a situation where the candidate might not be the finished article now, investing in people who will develop and grow alongside your company can help you get ahead of your competition.

Leading innovators, like Google and Amazon, implement processes for uncovering these candidates during recruitment using a combination of factors. Targeted interview questions, personal references, CV content, and peer interviews, are all indicators that can forecast the career trajectory of a new hire, evaluating if they’re worth the investment. In my 20 years in the recruitment industry, I’ve learned a lot about the traits that high potential candidates have in common, and how you can identify them to help your business.

Key Markers for Potential

Confidence and Self Awareness

Keep an eye out for people who are confident self-starters, self-aware, and driven, as these candidates won’t necessarily need a guide for everything. Individuals who are self-assured enough to jump outside of their comfort zone and embrace change often make for adaptable employees. Self-awareness is a key part of this, as the first step to improving or developing is to recognise one’s own personal limitations and areas for development. A person’s clear vision and self-management can offer fresh perspectives on inefficient procedures, futile techniques, or the invention of new strategies. Leaders who are aware of their weaknesses are able to hire subordinates who are more advanced in those areas, and are also more willing to entertain a team member’s idea that may be better than their own – two critical competencies for long-term success.

One great way to reveal these skills is by asking behavioural and situational interview questions. For example, propose a situation where they are having trouble managing a team, or interacting with a co-worker. If they consider analysing their own approach, as well as others’, then that is a solid indicator of self-awareness.

Quick and Continuous Learning

To remain relevant, businesses need to be at the top of their game, and in today’s rapidly changing environment, it’s crucial to adapt quickly to stay ahead of competition. The ability to learn with haste is a key indicator of a high potential candidate, if they’ve got a track record of hitting the ground running, then you could be onto a winner.

To find these fast learners, look for those who continue their learning and development outside of work. Another way to identify these candidates, is to check their CV for role changes within a company. If they were promoted to a more senior role in a relatively short amount of time, then it’s possible that they picked up the role quickly, demonstrated their ability, and were able to move up.

Strong Work Ethic

It’s rare that people drive their own learning and development without having a strong work ethic. Put simply, a self-motivated individual will always go farther than one that has to be continually motivated and pushed. Look for those who have a habit of “finding work” and taking ownership of problems around them. Not only is this attitude the mark of a great leader, but it’s contagious. When others feel supported, the gesture is more likely to be mirrored, contributing to a healthy and happy work culture.

Another way to identify a hard worker is how they handle the application process. How much effort went into their application? How prepared were they for the interview? Have they followed up on their application? The application process is a great indicator of how willing a candidate is to put in the extra effort to succeed.

Strategic Thinking

Big picture thinking when it comes to creating a plan of action is a key trait for those who are going to add long-term value to your business. Chances are everyone will say they’re a strategic thinker in an interview, but actually spotting one in real life is more difficult. A good way to identify these types of people is to provide the candidate a flawed strategic plan, with pre-identified problems, and ask how they would solve it. See if their answer presents a viable solution.

For more on identifying strategic thinkers, take a look at our blog here.

Thirst for Innovation

Technology moves at a rapid pace, and this will continue to be a huge driver for change. Equipping your team with innovative people, who crave constant learning and can adapt to these changes, is crucial. One key trait to look for here is to find people who question decisions and look for ways to improve processes; just keep in mind that there is a fine line between being questioning and being argumentative – although this tends to come out pretty early on in the hiring process!

The right candidate will be able to raise concerns professionally, while shedding a light on factors that others may have missed, and ultimately helping to create a better solution. To identify these individuals, ask them if there’s been anything they’ve challenged in their previous roles, or any major changes they’ve spearheaded. Individuals may well have a mind for innovation, but actually taking the initiative to put it into action is what makes it a true game-changing factor

Have a Road Map

Without being supported, “high potential” is just that: potential. It’s important to foster your future leaders and provide them with what they need to thrive. So much potential goes wasted simply because people are in the wrong environment.

As an employer, work with your people, and commit to a plan to help them realise their full capacity. Outline clear goals, and give them a reason to stay with your company long-term, and schedule regular check-ins to review their progress. Half of helping them stay engaged is just listening attentively to what they have to say; external accountability and acknowledgement goes a long way. They may have a perspective on company procedures or strategies that you don’t, or they may find obstacles in the way of their success that could also be hindering others’ performances.

Find out what engages them – whether that’s monetary, culture, wider learning, flexibility, or anything else – and create a plan that caters to this, and uses those aspects of the job as motivators. If someone isn’t engaged at work, they’re not going to give their best and reach peak performance levels.

Final Thoughts

Arming yourself with individuals who exemplify these traits will help to gain a lasting advantage. While it’s unlikely that everyone in your workforce will have this kind of potential, these X-factor employees can set the tone for a company and open up a wealth of new opportunities long-term. Even if a candidate is not the ideal finished product now, a new hire with a high ceiling will develop and grow alongside your company, keeping your business in a winning position for years to come, making them a wise investment at the very least.

Here at People Equity, we know exactly what to look for when it comes to high-potential candidates and we have also worked with many of our clients to assist them to harness this type of talent for certain roles. The results have been remarkable. If you’re looking to take advantage of our experience or keen to learn more, feel free to get in touch .

Share this article

Effective Ways to Identify Strategic Thinkers

Wed, 25 Oct 2017 09:39:13 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

To ensure organisations can weather the incredibly fast changing landscape, it is essential to have a mix of strategically minded people in the business at many levels. In short, strategic thinkers are paramount to a company’s longevity as they have a forward-thinking mindset.

Finding people with these skills can seem like a challenge, but knowing what to look for is crucial. Outlined below are a few of our suggestions on how to really assess strategic thinkers.

Interviewing for Strategic Thinkers

Most people will claim to have the ability to think strategically, however distinguishing the quality in real life can be difficult.

One way of doing this is to pose some behavioural and situational interview questions that will allow the interviewee an opportunity to showcase their strategic thinking techniques, and the chance for you to verify and gain confidence in their abilities.

Some suggestions:

1. Ask questions to reveal how important they view strategic thinking.

Finding out what a candidate is interested in is a good way to get an idea of the tasks or activities that allow their skills to shine. If they mention several things that involve strategic thinking that are high up, then you might just have discovered a star. If they’re further down the list, be weary. Another way to put this is to ask them about their “dream projects” and see if strategic thinking is a major component of these, or whether it’s something that in an ideal scenario, they wouldn’t do.

2. Ask the candidate to explain a strategy they formulated for their company, take you through their thought processes, and talk about the results.

This question will allow you to see if they are methodical, if they addressed alternatives and considered potential risks, consulted with stakeholders, measured success after implementation, and whether they were able to implement a plan that was successful long-term. If it was unsuccessful, then it’s a good idea to delve a little deeper, and find out why they failed. Were they able to adapt to the bad results? How did they change the strategy? Did they seek feedback? What adjustments did they make? These are all key questions that can help to make sense of the candidate’s approach.

3. Provide your company’s own strategies and plans, and see if they’re able to identify the flaws and strengths.

Let them evaluate an idea that previously proved ineffective in your company, and see if they are able to identify the holes, and why it didn’t work. Can they see a better solution? Similarly, if there is a previous problem that had been solved effectively, pose them the same question and see if they can come up with a similar (or better) solution. This provides a benchmark of sorts on which to assess their skills, and giving a candidate a task of sorts to accomplish almost always results in a more engaged interviewing experience on both sides of the table.

4. How do they keep their strategic thinking fine-tuned?

Like we said at the start, the retail world is always changing. One key sign of someone with a strategic outlook is that they’re always trying to stay ahead of the curve. If the candidate is propelling their own continuous learning and shows a desire for always being on the cutting edge, then that’s a good indicator for long-term success.

5. Pay attention to the questions they ask.

The end of the interview is a great indication of just how engaged the candidate is and how interested they are in a role, but it can also give you an insight into their mindset and way of thinking about work. For example, if a candidate is asking questions about bigger-picture business strategy, the challenges that they’re going to be dealing with, or looking for information beyond just the role that they’re applying for, then that’s a fairly good sign that they might take more of a strategic approach in terms of the way they work.

Red Flags to Avoid

There are plenty of qualities to look for in a candidate, however, on the other end of the spectrum there are a few attributes to avoid.

They lack leadership skills. Setting achievable goals and inspiring your team to reach them is important in boosting motivation and morale. It’s crucial to demonstrate confidence when taking decisive action and delegating responsibilities to a team.

They’re uncomfortable making decisions. Strong decision-making skills are at the crux of strategic thinking. Someone can be a competent strategic thinker, but if they lack confidence when it comes to weighing up the pros and cons and mobilising their plan into action, then it won’t translate to successful actions. Remember, the strategic thinking is no use without the doing to back it up .

They shy away from change. Our world shifts rapidly these days, so strategies need to be flexible, as adjustments are almost always guaranteed. Recognising when a strategy is ineffective, and having the ability to adapt is key to staying on top.

They don’t approach a situation thoughtfully or consider consequences. Some people will believe themselves to think strategically because they are good decision makers. However, thoughtful reasoning must compliment their decisions. Impulsiveness and bullheadedness can masquerade as strong leadership, and while clear vision is important, lacking the ability to weigh alternatives and assess a scenario thoroughly could lead to problems down the road.

Hopefully you found these suggestions useful. If I/we can support you further in any way, please get in touch here .

Share this article

My Fraudulent Reference Checking Experience

Thu, 05 Oct 2017 09:13:43 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

Reference checking is often seen as an afterthought to the recruitment process. It’s the final dash to the finish line and generally, recruiters want to get it over and done with as quickly as possible to make the placement.

As this story demonstrates, however, the process itself reveals crucial detail about the candidate’s integrity and is not to be taken lightly. In fact, the integrity surrounding the reference checking process will ultimately reveal the integrity of the candidate. I, for one, want to know above all else that any candidate I place into a client has high integrity, and this is one way of testing it. At People Equity, we have, in fact, withdrawn many candidates after reference checking because of concerns over integrity.

Read on for my experience with this…

The Situation

I recently worked with a dream candidate with all the right credentials for the role as well as the energy and approach that my client was seeking. He’d been through three stages of interviews where he had impressed everyone in the room and he had even aced the psychometric tests. The client was ‘head over heels’ for him and the job was virtually his.

Reference Checking Begins

We then got to the reference checking stage of the process. The candidate quickly provided me with the two references that I requested: direct line managers from his current role and his previous role. I set up times with each of the references to speak with them the following day and everything looked to be in order. The next day, the first reference check went smoothly - there was an answer to every question and no red flags were raised.

“Ding Dong”

As part of my reference checking process, I cross-check the details of the referees provided to ensure I am speaking to the right person. This cross-checking process starts with a simple check on LinkedIn to see if the facts line-up relating to the referee (i.e. they work where the candidate says they work and they have the job title the candidate says they have). This is then followed by a quick call through to the reception of the referee’s current employer to verify that they do indeed work there and that the mobile number I have for them is the number the receptionist has on record.

“Ding dong” went the alarm bells. My hair started to stand up when I realised that I may have been duped by the non-gender specific name of the first referee. On checking LinkedIn, it became evident that the referee was of the opposite gender to the person I had spoken with over the phone earlier on. When I rang the referee’s employer, the mobile number I had on file for the referee didn’t match up with their records. Of course, there could have been many explanations for this and my imagination was running wild with the possibilities as I gripped onto the hope that my candidate was of the honest variety.

Calling the Candidate...Out

At this point, I felt I had enough alarm bells going off and hair standing on end to make a call to the candidate. The candidate was elated to hear that I had checked the first reference. I then explained to the candidate that I was confused about some information that I had uncovered following the reference check. The candidate became short of breath and did not seem to know why or how my observations and findings could be possible. I explained to the candidate that I was about to go through the same due diligence relating to the second referee and asked them if they were comfortable with this. Barely able to speak, the candidate agreed.

I then hung up the phone, turned to my colleague and said, “Now, we wait.”

The Midnight Confession

I couldn’t stop thinking about the events of the day as I made dinner, did my dishes and went about my evening. I checked my phone every 10 minutes, sensing that I would hear from the candidate that night.

Just after midnight, the email came through. A full confession from the candidate that both references were fake on the advice of a “friend” that the hair-brained scheme would work. He was beside himself with remorse, his wife was shocked and he was a disappointment to his family. He also knew that the job was no longer a possibility.

My over-riding emotion when I read the email was sorrow that this candidate had so much to hide and that he was prepared to go to such lengths of deception to secure a job. Whichever way I came at the possible reasons behind the candidate’s actions, I knew that I could not represent this candidate in good conscience and certainly not have one of my clients hire him with such questionable integrity. The phone call to the candidate the next day was equally as sad and concerning. This was not the first time he had done this, and according to the candidate, another reputable company had spoken to his (fake) referees without detecting a problem and had proceeded to offer him a job in the past.

Wow.

The Takeaways

Ask candidates at the first interview about who they would provide as references. This allows your candidates to understand that you value reference checking and that it will be a compulsory part of the process. You will immediately detect possible issues through their body language and how readily they talk about who they would put forward.
If you are a candidate, don’t provide fake references. You will be found out.

Be a detective: Always cross-reference the details of referees to ensure they are the ‘real deal.’

If alarm bells are going off, there is probably a good reason. Keep digging into the facts.

Present any questionable findings to your candidate and ask them to explain them. If they have been deceptive, there is a high probability they will come forward with a confession sooner or later, possibly on the spot.

In my next blog, I will be exploring references from another angle and discussing whether we should insist on having a reference from the candidate’s CURRENT direct line manager. This is a heavily debated topic at People Equity and one that I’m sure many would be keen to discuss further.

Share this article

Sometimes It Takes Something Major to Happen to Give You Perspective

Wed, 13 Sep 2017 09:50:42 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

For those that know me well, they know it’s not like me to open up and communicate part of my personal life in a public forum such as this. However, I really wanted to share my experience so others could learn from it. Here I go…

Sometimes it takes something major to happen, to give you a greater perspective on life. I was no different. A couple of years ago, I suffered a major back injury. It happened almost instantly and it was a serious hindrance to my life. I was always so active with endless energy to burn. I had a love for running, riding and swimming. So ‘pounding the pavement’ in the early hours of the morning most days before work, gave me balance and was a way to prepare and plan my day before my family woke up. Life was busy (and still is)!

After much treatment and commitment to actually ‘listening to the experts’, many changes in habits and a lot of core exercises (yoga and Pilates), the pain started to subside and the sitting became easier. Two years later, I now find myself stronger than I have ever been. The fact that I won’t be able to ever run again doesn’t concern me in the slightest.

My key message to you is if you think you are invincible, it’s time to stop thinking that way. Work on your core, look after your health and make some positive changes today. Thanks for taking the time to read this and I hope I have hit a chord with you. I can promise you this: you won’t ever regret any changes you make for the better; it’s the changes that you don’t make that you will.

Share this article

A People Equity Guide to Building a Strong Personal Brand

Fri, 18 Aug 2017 10:34:07 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

Have you ever felt like your luck has run out? Like everyone else seems to catch a career break, but you’re still sat there waiting for your lucky day to come? It’s very possible that all those people who have been offered great career opportunities might have something in common: a strong personal brand.

If you work in the Retail, Consumer and Services sectors, you’ll likely already be familiar with branding but you might be unaware of the fact that you have your own brand and it can have a huge impact on your career. A positive personal brand can position you as an expert in your industry and open doors to opportunities that have otherwise passed you by. Of course, building a strong personal brand is no walk in the park but there are several things you can do right now to stand out from the crowd. Read on, this guide we have developed will help.

Be Aware of Your Existing Brand

When building a strong brand, it’s important to ensure everything that is publicly available about you is up-to-date. Google yourself to find out what already exists about you online. If nothing comes up or too many people have the same name as you, try including keywords like the city you live in. Whilst an old company biography or decade-old Myspace account might provide a nostalgic trip down memory lane, they can also show an irrelevant version of you to potential employers. In any case, you can update or remove old content but if there is a rare occasion that something negative shows up, you can try request for it to be taken down.

When employers look you up online, they’re not looking to dig up negatives about you but in fact, trying to build a more thorough picture. We often hear of times when employers are influenced to hire someone based on their online activity. So, if you’re not coming up in Google search results then this can actually be an issue.

Building a Positive Brand

The purpose of a strong personal brand is to get you seen by the right employers and build a reputation as an industry expert. Building a brand from scratch however, can be an overwhelming task. To avoid overextending yourself, focus on building a foundation with one or two networks. LinkedIn, is becoming more widely used across all levels of retail, so we highly recommend that you start here. Getting your LinkedIn profile to All-Star status makes you up to 27 times more likely to be found, so this is a great first milestone. To reach All-Star status, your profile will need to include:

Your current position
At least 5 core skills

Your education
Your location

The industry you work in
A professional photo

The above steps will help you reach All-Star status but if you really want to stand out from the crowd, we recommend that you also include:

Industry keywords in your headline such as "Category Manager" or "Speciality Retailer"

A background image related to your field

A brief summary of your background and why you’re passionate about what you do

Recent and relevant recommendations that add credibility (Ask permission before requesting to add any recommendations you receive via email or phone)

Of course, there are other networks you can use to build a strong personal brand, such as Twitter and Instagram, but it’s a great idea to get familiar with personal branding on LinkedIn first. However, if you are ready to take your brand to the next step, check out these guides for building a memorable personal brand on Twitter and Instagram to get started. In any case, once you’ve selected a platform to build your personal brand on, the next step is to contribute to your industry to build a credible reputation.

Start Contributing

The next step in building a strong personal brand is to use your opinion to create a credible voice. Actively blogging is a fantastic way to interact with your network and position yourself as an expert or through-leader in your industry. We could dedicate a whole article to a guide on blogging (and we might do later) but for now, we’ll skim over the basics:

Blog about topics and trends that are relevant to your audience
Avoid referencing competitors or defaming others

Only talk about things you are credible to discuss and have an opinion

Include useful titbits for your readers to take away

Write like a real person! But also use correct spelling and grammar

Whenever you publish a blog, make sure you leverage your personal brand and share it across your social media networks to get it seen by as many people as possible.

As a subject matter expert, you can take your brand one step further by contributing content for recognised industry bodies and their publications. For example, Inside Retail Australia , Power Retail or Australian Retailer are great publications you can approach.

Summary

Building a strong personal brand is not a quick process, but it is worth the time. As a go-to talent solutions provider with a powerful brand across the retail sector, we represent some of the most renowned brands throughout the country – so we know a thing or two about what it takes to build a strong one. We also have some of the hottest Retail jobs throughout Australia, so if you’d like more advice on personal branding or to find out how People Equity can help take your career to new heights, get in touch with us today.

Share this article

Adapting Your Skillset for the Digital Revolution

Fri, 21 Jul 2017 10:52:42 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

Like all industries, retail is being transformed by new technology and solutions. Retail as an industry will undoubtedly continue to change and transform over the next few years, likely at a faster rate that we have seen previously. However, this will open up many new opportunities for retail professionals who have made the effort to adapt to the market and equip themselves with the right skills to succeed in these changing times. So, what are those skills, and why are they important?

Getting on With Technology

Technology is the driving force behind change in every industry, not just retail. With digital revolutionising the way our workplaces are put together, being able to work with these new tools will be critical to progressing your retail career in the future. New technological developments like augmented reality and virtual reality are set to change the way that customers shop, and retail professionals need to be cognisant of this, adapting to how the shopping experience is being changed. With self-operated checkouts already becoming more and more common, the fear of being replaced by machines isn’t completely misplaced – just look at Amazon’s recently unveiled Amazon Go store. However, there is more chance of staying relevant if you embrace technology rather than being fearful of it. Examples of this could be merchandising teams using AR and VR to visualise store layouts before putting them into practice (after all they’ve been doing it with product design for some time ), or at a higher level, Store Managers can make use of “big data” and business intelligence tools to help them better understand customer behaviours.

Staying on Trend

Speaking of behaviours, having a comprehensive understanding of consumer behaviour is going to become even more crucial. While technology can certainly make a lot of things easier, and algorithms can make great recommendations based on data, we still need people to make sense of the data and help to write these algorithms. Tools like social media will enable you to get ahead of changes in the market, whilst Business Intelligence tools can help you gain a better understanding of consumer behaviours and buying patterns – so make use of these resources if they are available! Being able to do this will enable you to create more exciting and relevant experiences for the customer – especially if you’re in a Buyer or Category Manager role.

Experience Focused

With online retail now making up nearly 4% of the industry’s total turnover and climbing, consumers expect their online experience to be replicated when the walk into a store. This means that thinking about how stores are set up so they mirror the online offering, and vice versa, is essential to ensure the customer has a consistent, logical, seamless experience that is strongly associated with the brand. With companies now focused on ensuring that their bricks-and-mortar presence is completely aligned with the way they market themselves online, retail professionals need to ensure this is carried through instore. This is more than laying out the store in a certain way; instead it comes back to reflecting overall brand identity, which now includes websites, apps, online stores, advertisements and newsletters. If you’re in a Visual Merchandising or Space Planning role, keeping these elements in mind will show that you have a greater understanding and help to elevate your work. As the emphasis moves towards giving customers the power to shop how they want to shop, having the ability to execute or drive initiatives that put this into practice is going to be a core skill – especially for those in management positions.

Core Skills Remain

Although adapting to the times is going to be important, the core skills that you need as a retail professional will remain. No matter what the context is, having a successful retail career will always require you to have strong communication skills, a high level of business acumen, and great customer service skills. Customers now have more avenues to give feedback than ever, so take advantage of this to work on areas where you might need to develop. Measure results where you can to see where you can hone your skills, and take customer comments onboard where possible (for example, by looking at mystery shopping surveys or net promoter scores), using their feedback to adjust your approach. With the importance of these basic skills likely to increase as our society becomes more digital, and doing what you can to improve them will help you to stand out.

Summary

While new technology will come (and go, and come again!), some things never change. The retail sector will always need great people to continue driving the industry forward, and if you can adapt your skillset to the changing environment, then you can make yourself indispensable. If you are interested to talk further on this topic (i.e. ‘staying relevant), or other, please reach out to us today .

Share this article

Getting back up again: The 'R factor' and success in recruitment

Wed, 26 Apr 2017 11:01:59 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

Where does the ability to continually 'pick ourselves up' and 'dust ourselves off' come from? And why do some people do it so easily and others struggle? This is something that’s very dear to my heart: Resilience, or as I affectionally call it, the 'R factor'.

I’ve been around the recruitment game for some time and I’ve seen lots of recruiters come and go. The 'goers' come into the game bright-eyed and bushy-tailed and within six months, they’re chanting, 'recruitment is not for me.' They’re not billing enough, everything is taking too long and nothing seems to be within their lotus of control. Our industry loses so much talent so early in the piece - a crying shame because we all know that the industry needs a serious injection of the stuff.

Every recruiter in town will have an opinion on why so many fail. My belief is that it all boils down to 'R factor'. Allow me to digress for a moment: As a parent I want many things for my children. Of course, the 'A Game' is that they will grow-up to be empathetic, driven, authentic and respectful individuals who are contributing to society in a meaningful way. I hope for my children to be all of these things. But what I know about my children is that they will experience many knock-backs, they will not win at everything, they will fall and they will fail. So, my belief is that, actually, one of the best tools I can teach my children is 'R factor'. With enough 'R factor' in their tanks, when they get knocked down they will have the resources to be able to march on in life , learn from their mistakes and do things a bit better next time.

Stay with my digression a little more: I’ve been reading up on how to help my kids build 'R factor'. It turns out there are some large bodies of psychological work (ref: Dweck and Cloninger) on this topic relating to the inverse effect of praise on children. Briefly, their findings indicate that too much praise turns children into short-term thinking, reward-seeking, praise-junkies who give up when they can’t see the reward immediately on the horizon. They suggest that the answer lies in praising the process, the effort and the hard work involved in the child achieving any result, rather than the result itself. The effort and hard work then become the tools/strategies for over-coming challenges , versus giving up when the reward is not immediately in sight. The 'end-game' is that when the child comes up against a challenging situation, they have the 're-evaluate + effort' strategy to fall back on when responding to failure. What this ultimately means is that the child sees themselves as being in control of their success . Their confidence grows and they feel alright about picking themselves up and trying again. Their 'R factor' is growing.

Full circle to recruitment. I believe that we need a whole paradigm shift in the way we operate, lead and reward recruiters so that we equip them with oodles of 'R factor' and long-term opportunities for success. We need to move away from short-term rewards for below-par work. We need to praise and reward the quality of the process the recruiter engages in, the quality of the relationships that are formed along the way, the quality of the connections and leads that stem from their great work as 'talent magnets'. We desperately need to create a generation of recruitment professionals who are focussed on longer-term, quality-driven outcomes and who don’t cut their industry peers down for short-term, quick-wins (under-cutting that other agency with a ridiculously low fee, for example).

While recruitment will always attract its fair share of criticism, an increase in recruiters who are confident and sure-footed (as opposed to vague, fickle and hesitant) will certainly help client and candidate relationships. That’s exactly why we need to instill more 'R factor' into the profession.

Share this article

Nicola celebrates 10 years with People Equity

Tue, 01 Dec 2015 11:09:03 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

April 2017 marked a decade of fun, challenge, commradery, achievement and hard work at People Equity for Nicola Crocco.

People enjoyed reading about Gabby and Nicola's celebration on LinkedIn...

"I couldn't be prouder to be celebrating 10 awesome years with Nicola Crocco at People Equity. What an amazing journey with such a talented woman that I LOVE working with every day...as does the team and all of our candidates and clients. Nic, thank you for all your hard work, your commitment, contribution and dedication in delivering excellence in every single thing you do. You are absolutely 'one of a kind.' Looking forward to the next 20! Bring it on!"

See the following link for more commentary: https://www.linkedin.com/feed/update/urn:li:activity:6261030170552037376/

Share this article

How to Avoid a Bad Candidate Interview

Sat, 13 Dec 2014 11:25:47 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

The face-to-face interview is considered the most important element of the hiring process, and we would tend to agree. But what happens when a candidate doesn’t meet the expectations you have from their CV? There are a number of reasons why a candidate might fail to shine in an interview – nerves can get the better of them, or perhaps they struggle to articulate answers to your questions.

So, how do you know when to dig past these interview-based issues and when the individual is simply not the right fit for your business? It’s a tough one for sure, but here are our top tips for bringing out the best in your Retail candidate so you can make an informed hiring decision.

Tailor and Set the Tone

We all know that individual candidates will react to the hiring process differently and some will be more nervous than others – but this isn’t necessarily a reflection on the candidate, their skills or their potential fit within the company. In fact, we’ve often seen it as a sign of how much they want to work with your organisation their enthusiasm for the role.

As the interviewer, it’s important to try to make the candidate feel as comfortable as possible. There’s no point in creating a fear-based environment where candidates will freeze up or become overwhelmed – let’s not forget this is a candidate-driven market, so you’re being interviewed here as much as they are.

Our advice is to help them prepare as much as possible for the interview by telling them what to expect, who will be interviewing them and how they can prepare. With many jobseekers now relying on review sites such as Glassdoor , it is important to remember that how you treat candidates during the hiring process could end up in a public forum.

On the day of the interview, try to put them at ease immediately with light, personable questions and small talk to help settle any nerves. Ease in with some of the more straightforward questions about their job history, before moving on to more complex behavioural questions. Candidates quite often mirror the tone and pace of the interviewer, so ensure you speak in a calm, measured manner that will help them respond in a similar way. It might sound basic, but it’s true!

Ask the Right Questions

If you find candidates struggling to perform well during interviews, it might be worth reviewing the type of questions you are asking. Yes, you are trying to filter the market to find the best Retail talent available , but try to keep things positive and exploratory. We understand you might want to get an idea of how the candidate performs under pressure, but try to avoid ‘curveball’ questions that are designed specifically to test or trip up the candidate – you won’t be doing yourself any favours.

Instead, base your questions on the competencies outlined in the position description. This means tailoring a specific set of questions for each role, although it’s fine to keep in some standard questions around motivation and cultural fit. Keep the same set of questions for each candidate in the hiring process to avoid any bias.

Look at the Bigger Picture

The thing to remember is you are looking for someone who can perform the role, not necessarily perform in an interview. The face-to-face interview is just one part of the hiring process and while it is often considered the weightiest, it’s not always the best indication of how the candidate will operate in the role or fit within your organisation.

Cover letters and CVs provide a candidate with the opportunity to present their work history and capabilities in a measured way. At the other end of the process, reference checks offer the chance to speak to people who know the candidate best and can provide details and examples from their performance.

Summary

Changing jobs is a stressful process and it’s not unusual for there to be the odd red flag when interviewing a candidate. By following these interview tips, you should be able to design an interview format that allows the candidate to demonstrate their experience and capabilities effectively, without too much pressure. If things aren’t working, a few tweaks to your tone and style can help bring out the true abilities of a nervous candidate and rescue a bad interview.

However, if you have tried all of these techniques and the candidate is still falling short, it might be time to face the fact that they aren’t the right fit for your organisation.

For more advice on hiring the ideal candidates for your business, speak to our team of retail recruitment specialists today.

Share this article

Common Leadership Mistakes and How to Avoid Them

Sat, 03 May 2014 11:37:23 GMT

People Equity and datmedia present CX done Better, Smarter, Faster

Posted on undefined

No one ever said leadership was easy, and even the greatest leaders make mistakes sometimes. Whilst you may not always get it right (and that’s completely ok!), being able to recognise and fix things before they get out of hand is going to be a big plus when navigating the twists and turns of the management journey. Whether you're new to a leadership role or have been in one for a while, we believe a little bit of foresight can go a long way. To get you on the right track, we've compiled some of the most common leadership mistakes we see our candidates make, as well as some handy tips on how to dodge these blunders successfully.

Not Putting Your Own Stamp on the Business

When you’re new to a business or a leadership position, it can be tempting to avoid making big changes and simply keep existing teams as they are. We get it – disrupting the status quo is tough at the best of times, let alone when you’re still finding your feet in a role! However, the makeup of the teams helps to steer your vision and objectives , and there will likely be some that won’t fit with the direction the business is heading. Because of this, it’s important put your stamp firmly on the business, ensuring the teams are made up of the people you need to achieve your goals and mission.

It’s worth remembering that leaders are hired to direct the business, and with that comes new talent strategies. Don’t wait too long to implement them, though – many of the leaders we speak to highlight delaying action as one of their biggest regrets. Holding out and letting things continue as they are for too long can lead to problems later down the track, including financial and cultural issues (yikes!). Luckily, taking ownership of talent strategies as soon as appropriate will help you considerably with shaping the teams you need.

Performing the Wrong Role or Failing to Delegate

Something we commonly see amongst leaders that have been recently promoted internally is a tendency to fall back into the work of their previous role in an effort to maintain standards. Whilst this is natural, it can often mean overlooking newer responsibilities and stepping on the toes of people who should be benefitting from your management, so it’s definitely a leadership pitfall you’ll want to dodge.

Our advice for avoiding this is to prioritise hiring and training a suitable replacement. This will free you up to focus on the work you should be doing – not to mention making it easier for you to let go of the reins of your old role.

Spending Too Much Time on a Problem Child/Department

No one likes to see people fail when they can help, which is why one of the most common mistakes managers make is spending excessive time with team members or departments that are underperforming. After all, these are often the people who stick out the most in your mind – the ones who need every extra bit of time and energy you can spare in order to meet standards. But take it from us – spending excessive time on underperformers only leads to neglecting other areas and bringing down performance, motivation and engagement as a whole.

Whilst it’s still important to tackle the issue head on, keep in mind that it's unlikely the solution will please everyone. Do what you can to improve the situation, but know when to cut your losses. Addressing these issues early is always easier – and feedback is usually appreciated – however if the problem simply can't be corrected in a reasonable timeframe, sometimes letting the culprit go is the best option for the business.

Neglecting Their Own Development

Most leaders understand the importance of developing their team, but it’s all too easy to forget that professional development is essential for leaders as well. From our experience, there is no one, at any level, that will not benefit from continuously updating their skills and competencies.

Think of effective leadership like a computer – if it never updated, we would all be stuck using the archaic Windows 95 and twiddling our thumbs whilst the dial up connects. At the end of the day, leaders must be the experts in their fields, and upskilling is vital for avoiding leadership mistakes and obsolete knowledge in rapidly-changing industries. Finding a mentor, undertaking courses or taking part in conferences are all great ways to stay current, as well as ensure you’re always adding as much value as you can to the business.

Summary

Whilst there are many pitfalls facing leaders, seeking the advice of experienced peers and experts can help with creating a roadmap for success. Reaching out to Retail, Consumer and Services Recruitment specialists such as People Equity can provide current managers the tools they need to step up their game, and newer leaders the support to maximise their potential.

Above all, remember that even with the added pressures of leadership, no one expects you to be perfect. Mistakes will be made and when it happens, simply assess the situation, learn from it and move on with a new plan to help avoid future mistakes. Great leadership isn't an overnight process – it'll take time but eventually the results will speak for themselves!

If you're after the right people to take you or your teams forward, or are on the lookout for Melbourne jobs, get in touch with us today!

WorkPac Blog · WorkPac Recruitment

People Equity and datmedia present CX done Better, Smarter, Faster

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

“When we saw datmedia’s significant impact on instore environments in the retail sector, we wanted to share it.”

Share this article ﻿

3 Career Goals You’ll Actually Achieve This Year

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

1. Learn One New Skill

2. Give Someone Else a Professional Leg Up

3. Attend a Conference Alone ﻿

Summary ﻿

Share this article

8 Podcasts to Make You a Better Leader

﻿ 8 Podcasts to Make You a Better Leader ﻿

The John Maxwell Leadership Podcast with John Maxwell

The Tim Ferriss Show with Tim Ferriss

Lead to Win with Michal Hyatt

LEADx Leadership Podcast with Kevin Kruse

School of Greatness with Lewis Howes

Building a StoryBrand with Donald Miller

How I Built This with Guy Raz

The Go-Giver Podcast with Bob Burg

Summary ﻿

Share this article ﻿

Recruitment Utopia: When Talent and Partnership Converge

﻿ Recruitment Utopia: When Talent and Partnership Converge ﻿

Summary

Share this article

Hiring for Culture Add vs. Culture Fit

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

Unintentional Bias

The Benefits of Diversity

Examining Values

Final Thoughts

Share this article

Networking for Life: The Power of Professional Courtesy

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

Share this article

5 Questions You Should be Asking Your New Employee

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

Has the role lived up to your expectations? Has anything surprised you?

What were your best and worst days on the job so far?

If you were me, is there anything you would do differently? ﻿

What has been the biggest challenge you’ve experienced up to this point?

Is there anything else you need to succeed?

Summary ﻿

Share this article

How to Attract the Best Executive Retail Leaders

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

Work on your Pipeline

Understand What Top Leaders Want

Showcase Your Employer Brand

Final Thoughts

Share this article

How Much Should You Talk During a Job Interview?

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

How Much is Too Much?

Tips for Keeping the Chatter in Check

Share this article

Mum’s the Word

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

Lisa Canning

Gabby Symons

Simon Ginsberg

Melissa Cavanagh

Rebecca Nickless

Nicola Crocco

Share this article

Unearthing Leadership Potential

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

Share this article

How to Attract the Best Leaders for Your Business

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

Focus on Leadership Development

Become a Great Place to Work

Provide Opportunities for Growth and Innovation

Summary

Share this article

Succession Planning as a Manager

﻿ People Equity and datmedia present CX done Better, Smarter, Faster ﻿

People Equity and datmedia present CX done Better, Smarter, Faster

Share this article

People Equity and datmedia present CX done Better, Smarter, Faster

3. Attend a Conference Alone

Summary

8 Podcasts to Make You a Better Leader

Summary

Share this article

Recruitment Utopia: When Talent and Partnership Converge

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

If you were me, is there anything you would do differently?

Summary

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

My Support Team

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

Share this article

Uncovering People with High Potential

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

Share this article

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster

Share this article

People Equity and datmedia present CX done Better, Smarter, Faster

People Equity and datmedia present CX done Better, Smarter, Faster