A flex­i­ble en­vi­ron­ment

NZ Business - - INBOX -

R ecruit­ment com­pany Hays says the re­cruit­ment mar­ket this year will see jobs growth, flex­i­ble head­counts, a dig­i­tal skills gap, wage pres­sure for highly-skilled pro­fes­sion­als and work-life in­te­gra­tion will be a key fea­ture. At the end of 2016 Hays pointed to:

• The rise of flex­i­ble head­counts: 2016’s rapid rise in the use of tem­po­rary and con­tract as­sign­ments will con­tinue in or­der to ac­com­mo­date can­di­dates’ de­mand for a more flex­i­ble life­style and em­ploy­ers’ de­sire for a more flex­i­ble head­count.

• Short­age of highly-skilled pro­fes­sion­als:

A short­age of high­lyskilled pro­fes­sion­als will see New Zealand strug­gle to keep pace with labour de­mands. In­creased labour mar­ket par­tic­i­pa­tion in 2016 did not keep up with de­mand and the gap between the skills em­ploy­ers need and those in the labour mar­ket will widen.

• Mi­grant re­duc­tion must be done wisely:

The Gov­ern­ment’s plans to re­duce the num­ber of res­i­dency per­mits could be sig­nif­i­cant for in­dus­tries where skills are in high de­mand and short sup­ply, par­tic­u­larly en­gi­neer­ing, tech­nol­ogy, trades, fi­nance and law. Hays sug­gests it should be done at the same time as New Zealan­ders are trained into skill-short ar­eas.

• Cre­at­ing jobs for those in de­mand:

Em­ploy­ers will cre­ate a role for a can­di­date with ex­pe­ri­ence and skills in de­mand, even if they are not ac­tively look­ing for a new team mem­ber at the time.

• Counter of­fers won’t im­press:

The use of counter of­fers will con­tinue to in­crease – to lit­tle ef­fect – as em­ploy­ers at­tempt to re­tain a val­ued team mem­ber. But a pay rise, new job ti­tle or ad­di­tional ben­e­fits rarely counter the rea­sons that led some­one to look for, ap­ply, in­ter­view then ac­cept a job else­where.

Hays is also pre­dict­ing some wage pres­sure this year in re­sponse to the short­age of highly-skilled can­di­dates and that mil­len­ni­als’ work-life bal­ance ex­pec­ta­tions will in­crease, and ac­tive-de­sk­ing and work from home op­tions will be used more of­ten. Those work­ing within a set work­place will ex­pect greater flex­i­bil­ity around their hours.

“The con­cept of flex­i­bil­ity will be chal­lenged as the gen­der di­ver­sity de­bate pro­gresses to ques­tion em­ploy­ers’ poli­cies and prac­tices for work­ing fa­thers and pa­ter­nity leave. As a re­sult, and with the work­ing week be­com­ing 24/7 in many knowl­edge­based sec­tors, the con­cept of work-life in­te­gra­tion will come to the fore.

On tech­nol­ogy and dig­i­tal trends Hays says in a me­dia state­ment that the hype of vir­tual and aug­mented reality tools will be re­placed by gen­uine tri­als, start­ing with in­ter­nal train­ing and re­cruit­ment. For ex­am­ple, a vir­tual reality tour of an or­gan­i­sa­tion’s of­fices and prod­ucts or ser­vices to show what it’s re­ally like to work there.

It also sees the cus­tomer ex­pe­ri­ence at the fore­front of what drives a busi­ness, adding to the short­age of dig­i­tal skills and ca­pa­bil­ity. And that cy­ber crime needs new re­cruits. “Or­gan­i­sa­tions are shift­ing their fo­cus to pre­vent­ing cy­ber at­tacks rather than fight­ing them off as they oc­cur. In 2017 this will see de­mand in­crease for can­di­dates who can man­age and as­sess risk as well as build ways to com­bat it.” The com­pany also points to:

• Di­ver­sity: A com­mit­ment to di­ver­sity and the im­ple­men­ta­tion of poli­cies to ef­fect real change will be seen, in­clud­ing chang­ing work­place cul­tures to sup­port in­clu­sion.

• Adap­tion of tra­di­tional lead­er­ship hi­er­ar­chies:

Mil­len­ni­als want a sup­port­ive boss who is a coach or men­tor and of­fers a close, in­for­mal re­la­tion­ship. With mil­len­ni­als ac­count­ing for the high­est per­cent­age of the work­force, peo­ple man­agers will need to adapt ac­cord­ingly.

• Apps to en­gage: En­gage­ment remains a key is­sue, so ex­pect more em­ploy­ers to utilise apps to gauge the pulse of their staff on a reg­u­lar ba­sis as op­posed to one an­nual sur­vey.

• Per­for­mance man­age­ment evolves:

The sit­u­a­tion will be sim­i­lar for per­for­mance man­age­ment, with more reg­u­lar check-ins re­plac­ing the an­nual re­view, which gen­er­ally leaves peo­ple less mo­ti­vated than if they didn’t have a re­view at all.

“One of the big­gest trends im­pact­ing em­ploy­ers in 2017 will be the short­age of highly-skilled and ex­pe­ri­enced can­di­dates,” says Ja­son Walker, man­ag­ing di­rec­tor of Hays in New Zealand. “There are a lot of strate­gies to try to bridge the skills gap, and one is cer­tainly train­ing up can­di­dates who are oth­er­wise a good fit for your or­gan­i­sa­tion. An­other is to en­cour­age more ap­pren­tice­ships. After all gain­ing tech­ni­cal knowl­edge and ex­pe­ri­ence in an area of can­di­date de­mand is im­por­tant for a se­cure longterm ca­reer – and this can be achieved through an ap­pren­tice­ship just as it can through a de­gree or post-grad­u­ate qual­i­fi­ca­tion,” he said.

Lyn Lim has been ap­pointed chair of Foun­da­tion North. She is a found­ing part­ner of Auck­land law firm, For­est Harrison and also sits on the boards of Auck­land Univer­sity of Tech­nol­ogy (AUT), Auck­land Re­gional Ameni­ties Fund­ing Board and Pub­lic Trust and is a trustee of Asia New Zealand Foun­da­tion. Lim was for­merly deputy chair of Foun­da­tion North. Alas­tair Bell suc­ceeds Lim as deputy chair. He is a char­tered ac­coun­tant and also chair of the Cen­tre for So­cial Im­pact, and a trustee of Mo­tu­tapu Restora­tion Trust and Par­nell Her­itage. Foun­da­tion North, the com­mu­nity trust for Auck­land and North­land, is New Zealand’s largest phil­an­thropic trust. It dis­trib­utes up to $40 mil­lion a year to not-for-profit groups in Auck­land and North­land.

The In­sti­tute of Direc­tors in New Zealand has an­nounced the ap­point­ment of Glenn Snel­grove to the role of in­terim chief ex­ec­u­tive, fol­low­ing the res­ig­na­tion of Si­mon Ar­cus. Snel­grove is an ex­pe­ri­enced gov­er­nance prac­ti­tioner and serv­ing mem­ber of the IoD and is cur­rently a mem­ber of coun­cil, chair of the HR com­mit­tee and chair of the Bay of Plenty branch com­mit­tee. He also holds gov­er­nance po­si­tions in­clud­ing as chair of the South Waikato District Coun­cil risk and au­dit com­mit­tee, chair of the Lake Tarawera Wastew­a­ter steer­ing com­mit­tee and as a mem­ber of the Lake Ro­torua Ro­toiti Sewage steer­ing com­mit­tee.

M in­ter El­li­son Rudd Watts an­nounced that Lloyd Ka­vanagh, a se­nior part­ner in the firm’s bank­ing and fi­nan­cial ser­vices di­vi­sion, has been elected chair of the firm. He re­places Cathy Quinn who will con­tinue to lead the firm’s M&A and pri­vate equity team, as well as con­tribut­ing in her ex­ter­nal roles on the board of New Zealand’s Trea­sury and the New Zealand China Coun­cil.

Auck­land branding agency Dow De­sign has sig­naled its move into the creation of dig­i­tal cus­tomer ex­pe­ri­ences which align with brand prom­ises ap­point­ing Michael Evans as dig­i­tal di­rec­tor tasked with in­te­grat­ing de­sign and dig­i­tal more op­ti­mally.

Rabobank has an­nounced the ap­point­ment of Sir Henry van der Hey­den as chair­man of Rabobank New Zealand, suc­ceed­ing John Palmer who has re­tired from the board. The bank has also an­nounced Scales Group man­ag­ing di­rec­tor Andy Bor­land has joined the New Zealand board, fill­ing the po­si­tion left va­cant by Palmer’s de­par­ture.

The for­mer chair of global co­op­er­a­tive dairy gi­ant, Fon­terra, Sir Henry has been a di­rec­tor of Rabobank New Zealand since 2012.

Lo­cal fi­nan­cial ad­vi­sory firm, Hob­son Wealth Part­ners (for­merly Mac­quarie Pri­vate Wealth NZ), has ap­pointed Jenny Sut­ton as chair of its board of direc­tors. Sut­ton is an in­de­pen­dent ad­vi­sor and strate­gist, and brings a di­verse and highly re­garded le­gal and com­mer­cial back­ground to the po­si­tion. Her strong com­mer­cial back­ground was evolved through roles as a lead com­mer­cial lit­i­ga­tor in high-end, sub­stan­tial com­mer­cial and pub­lic law cases, a se­nior lit­i­ga­tion part­ner at M in­ter El­li­son Rudd Watts, a lead­ing com­mer­cial and pub­lic law bar­ris­ter, and as head of a na­tional in­tel­lec­tual prop­erty law prac­tice.

Roger MacDon­ald is Panuku De­vel­op­ment Auck­land’s new chief ex­ec­u­tive bring­ing a wealth of ex­pe­ri­ence de­liv­er­ing multi-bil­lion dol­lar de­vel­op­ments across the globe. The English­man has spent the last 20 years lead­ing prop­erty and in­fra­struc­ture projects in the Mid­dle East, the UK, Europe, In­dia, the US and Africa. The Panuku Board, chaired by Richard Aitken, led a global re­cruit­ment process to select a per­ma­nent chief ex­ec­u­tive. In­terim chief ex­ec­u­tive John Dalzell led the or­gan­i­sa­tion through its first year.

Jay All­nutt is the new CEO at Teach First NZ. A for­mer sec­ondary school teacher, he has worked in mid­dle lead­er­ship roles in two schools serv­ing lower-in­come com­mu­ni­ties. He joined Teach First NZ as di­rec­tor of strat­egy and op­er­a­tions in 2014 after a num­ber of years work­ing with its sis­ter or­gan­i­sa­tion, Teach First, in Lon­don. All­nutt has founded two char­i­ties fo­cused on re­duc­ing in­equal­ity in ed­u­ca­tion. Out­go­ing CEO and co-founder, Shaun Sut­ton, will be con­tin­u­ing his in­volve­ment and join­ing our Board as a Trustee.

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