WORK­OUT Flex­i­bil­ity way to go

The Weekend Australian - Travel - - Career One -

EM­PLOY­ERS are in­creas­ingly us­ing flexible staffing meth­ods, ac­cord­ing to a sur­vey by re­cruit­ment firm Hays. Tem­po­rary or con­tract po­si­tions are of­fered by about 66 per cent of 1700 em­ploy­ers in the sur­vey.

Part-time po­si­tions are avail­able with 61 per cent, ca­sual po­si­tions with 52 per cent and job shar­ing with 18 per cent.

‘‘ There is a no­table num­ber of job­seek­ers with a pref­er­ence, or need, for em­ploy­ment with flexible op­tions to bal­ance work and per­sonal com­mit­ments,’’says Hays di­rec­tor Gra­hame Doyle. ‘‘ With em­ploy­ers now pre­pared to of­fer flexible work­ing op­tions, can­di­dates can achieve their de­sired work/life bal­ance.

Flexible work­ing ar­range­ments are part of em­ploy­ers’ re­sponse to skills short­ages, Doyle says. The use of tem­po­rary staff is part of the so­lu­tion. ‘‘ As well as us­ing tem­po­rary staff while a per­ma­nent em­ployee is sourced, or to help at times of peak work­loads, we have also no­ticed that tem­po­rary work­ers have started to be­come an in­te­gral part of the work­force for some em­ploy­ers.

‘‘ For th­ese em­ploy­ers, tem­po­rary work­ers are sus­tained and in­cor­po­rated re­sources that al­low con­ti­nu­ity of work with­out dis­rup­tion. Tem­po­rary staff mem­bers are en­thu­si­as­tic, can start work im­me­di­ately and of­ten bring in­no­va­tion to the work­force, while also al­low­ing an em­ployer to bring in spe­cific skills when re­quired.’’

Gen X pop­u­lar

GEN X bosses are prov­ing to be pop­u­lar. A Ta­lent2 sur­vey of 2000 peo­ple shows 66 per cent like work­ing for a Gen X boss rather than a baby boomer. About a third of feel that Gen X man­agers are chang­ing the work­place.

Gen X man­agers are more con­fi­dent and they bring a dif­fer­ent phi­los­o­phy to work, says Laura Mabikafola of Ta­lent2. ‘‘ Those aged be­tween 46 and 26 have a to­tally dif­fer­ent skill set to pre­vi­ous gen­er­a­tions. Work­ing for them cer­tainly has its ben­e­fits. Work-life bal­ance, peo­ple skills and the idea of work­ing smarter, not longer, are ideals that ap­peal to this gen­er­a­tion,’’ she says.

‘‘ CEOs and man­ag­ing direc­tors like to in­stall Gen X man­agers be­cause they are more open to a flexible en­vi­ron­ment, re­spect their em­ploy­ees and be­cause they have a greater level of in­ter­per­sonal skills than pre­vi­ous gen­er­a­tions.

‘‘ Baby boomers ad­mire the tech­no­log­i­cal abil­i­ties of Gen X, and the way they use tech­nol­ogy to im­prove busi­ness pro­cesses. No one is say­ing that baby boomers are lud­dites. How­ever, Gen X is ex­tremely ad­vanced in terms of their abil­ity to see the prac­ti­cal ben­e­fits of new com­puter sys­tems and are amaz­ingly fast at pick­ing up new com­puter pro­grams.’’

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