#NZLEAD PREVIEW: The Future of Recruitment, an #RHUBNZ Special

Picture1In two weeks I have the pleasure of experiencing New Zealand for the first time, when I speak in Auckland at the Recruiter Hub Conference (#RHUBNZ).  I am going to cover two interlinked subjects during the course of the day.

The first – The Future Of Recruitment Is Closer Than You Think  – is one of those subjects that many recruiters choose to ignore. Analysts the world over, cite ‘big data’, mobility trends, ‘talentism’ as well as many other considerations, companies need to act upon with regards to recruitment. But I believe there is a ‘future reality gap’ for recruiters who have their ‘day job’ to do – recruiting for their clients. They are not worried about things that ‘might’ impact them next year or in three years time – they have problems on their own desks right now.  Can you blame them?

Then I take a look at one of the new skills that needs to be embedded in future recruiters – Why Candidate Engagement Is More Than Just Being A Connection Or A Follower. It is all very good having the ability to find loads of potential candidates – but what do they represent most of the time? A longstanding record in a database, a name on a social network or just a name you have uncovered in a conversation? These are now available to anyone (who chooses to make the effort to find them) – including your clients and your competitors.

Questions for this week:

Q1) What does the future of recruitment look like? Is it really in the future or here and now? Why is there a gap?

Q2) How are you utilising technology in recruitment?

Q3) How does technology change the way we engage with candidates? How does this meet the needs of the candidate?

Q4)  What does the successful recruiter of the ‘future’ look like? How are these skills going to help with sourcing scarce talent?


#NZLEAD PREVIEW: Disabled HR Professionals = An Enabled Human Resources Profession

Anne T

This week we’re turning the equality spotlight onto HR and ask: “What has the profession done to encourage disabled people to sign up?” Yes, we know we’re great at encouraging disabled people to apply for posts within your organisation – but what’s our track record of enticing them into HR itself?

The discussion is going to be based on the blog published earlier this month – see http://annetynan.wordpress.com/. As you will see when you read it, Anne went looking on the internet for information about disabled people working as HR professionals. The topic has interested her for a long time so when David D’Souza roped her in to his ambitious Book of Blogs project, it was an obvious choice.

If you can’t be bothered to read the blog, the executive summary is:

There appears to be little or no publicly available information about the issue of disabled people working as HR professionals. This means no research, no recorded experiences or case studies, no career advice, no targeted information for applicants and candidates. The results that did come up when you type ‘disabled HR professionals’ into Google invariably highlighted a division, with ‘disabled people’ on one side and ‘HR professionals’ on the other – i.e. it’s a ‘them and us’ scenario. HR has clearly done a great job helping other professions to open up to disabled people but it is now time for it to look to itself to do the same

Why is this topical for #NZLEAD?

Currently underway in New Zealand is the 2013 Disability Survey, with the results due next year. The previous survey (2006) is awash with data and “describes the types of industries and occupations that disabled people are employed in and compares them with those of non-disabled people.”

Look 2013 Disability Survey

Occupations are broken down into 9 major groups so the data is unrefined but the 2 groups most relevant to HR are: ‘Professionals’ – 8% disabled ‘Clerks’ – 9% disabled

What about HR?

Do we know how many disabled people work in the profession? Do we have any inkling of the impact that they have on its workings? Do we understand how they contribute to the image of Human Resources as perceived by other employees?

Questions for #NZLEAD

1. What is your experience of disabled people working in HR?

2. What are the benefits of knowing the numbers and characteristics of disabled people who work in HR and their impact on others?

3. Do you think that employees find HR more approachable if they can see that disabled people are well-integrated into the department?

4. What could/should organisations such as HRINZ and CIPD do to encourage disabled people to consider a career in HR?

Get in contact with Anne via @AnneTynan or look her up on LinkedIn or her website https://sites.google.com/site/tynanequality/

#NZLEAD PREVIEW: Crisis Management

New Zealand has recently been at the centre of severe earthquakes. The first of which hit on Sunday, 21st July just after 5pm at a magnitude 6.5. It was centred off the coast of Seddon in the Cook Strait and felt throughout Wellington. It immediately hit the news, the telecommunication networks quickly became congested, and public transport took a stand still. Inspections started in the city when the council advised all city workers to stay out of the CBD until at least midday until all central buildings could be inspected.

Monday morning came and workers were advised to stay home, with transport at a minimum and trains not going at all it was hard to get in anyway. Businesses lost a day of work and productivity, but how wasthe people side of the crisis managed?

Friday, 16th August almost one month later at 2.30pm central New Zealand was hit with another 6.6 magnitude quake followed by a series of aftershocks most measuring above 5. Exactly the same thing happened with people evacuating, telecommunication lines becoming congested, trains stopped and only some buses running. All entries and exits in Wellington City became jammed as residents tried to get to their family while the whole of Seddon suffered severe damage.

The news broadcasted terrified, shaken and overwhelmed people and it made me wonder again, how will the people side of work be managed? Is it HR that will step up and ensure staff are offered meaningful support? What should be offered in times of fear and crisis as this could be?

Questions this week:

Q1) In times of crisis what should businesses do first and foremost?

Q2) Who should step up to support the employees? Why? What is the role of HR?

Q3) What can HR professionals do to prepare their organisation to effectively manage the business through a crisis?

Q4) What processes does your organisation have in place if a crisis were to hit?