New courses to aid your own change management

Stuck in a restructure
- don't forget your importance?

Is it time to re-invent yourself online?

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Welcome

The first quarter of 2009 has been a fairly bumpy ride. It is however a good time, whatever situation you are confronting employment wise, to be aware of the changes taking place both externally (from the pressure caused by economic conditions) and internally from where your current employer sits and how they are handling the changes.

This month we look at two key employment issues that will affect all businesses no matter what their size, the new IR laws and the affects of restructure. In both scenarios it is key to be on top of the change and to assert yourself as an individual by knowing your rights and being engaged in the process at hand.

Cameron Recruitment is also adapting to change to cater to your evolving needs. We have established Cameron Careers and introduced courses that may help you or your friends, family and colleagues succeed in the quest for a new job. Please read on for more details.

Best wishes for a relaxing and Happy Easter!!

 

Kindest regards,
Diane Humphries, CPA
Director | Cameron Recruitment

New courses to aid your own change management

In our experience 90% of candidates we interview are not confident preparing a resume and are poor at handling an external interview situation. Hence we have established Cameron Careers and devised two new courses to help you improve your job acquisition skills.

Firstly we are running a half day seminar on career management which includes polishing your resume and preparing you for the interview process in a consultative workshop environment. Our facilitators have 20 years industry experience and will answer all your job search questions. They will cover;  tips for resume preparation, a personal critique of your resume (prior to the course), help enhance your interview performance  and give you the insiders view on how to deal with recruitment consultants. 

The half day intensive course is currently priced at $149 + GST and further details are available on our website. For those of you who want a more detailed approach, we are also offering specialist Individual Interview Coaching, giving advanced advice and guidance through the entire recruitment process.

The coaching involves a Senior Career Specialist conducting a series of role plays and behavioural interviews with you using a video record of the interviews to provide you with feedback and to demonstrate areas where you require improvement.

Areas covered include:
·  First impressions
·  Use of Language
·  Strength and weaknesses
·  Answering difficult questions 
·  Body language
·  Dress and grooming
·  Salary negotiation techniques

This service is applicable whether you are in the early stages of your career, have decades of experience, or are looking to shift career paths. Preparation and practise will be the key and we have the expertise to guide you to your next level.

As this Individual Interview Coaching service is tailored to your needs and ability, it is individually agreed with each participant upfront and charged on an hourly basis.

Book now! 
Enhance your Job Prospects

Attend a career focused half day course click here

 

Stuck in a restructure - don't forget your importance?

If you are doubting your employer's ability to navigate the current economic climate, you are unfortunately not alone. Half of Australian employees have lost faith in their managers' ability to cope with a recessionary climate and even more doubt their bosses' ability to implement change management. These damning views were revealed in a global survey 'Restructuring for Growth' from consultants the Right Management.

While the survey of more than 28,000 employees across 15 countries found that Australian senior executives are faring better than their global counterparts in managing the economic crisis, there is significant room for improvement. Globally, 54% of employees doubt their senior management teams' ability to respond appropriately to changing external conditions, compared to 49% of employees in Australia and New Zealand.

"Restructuring is a complex issue with make or break implications for a company. It's relatively easy to reduce head count but much harder to avoid a consequent slide in productivity, customer loyalty and profits. Ultimately, a successful restructure or downsizing depends on the engagement and motivation of those who remain in the team" said Right Management's general manager in Australia & New Zealand, Bridget Beattie.

In companies where change was not managed well, 94% of employees revealed that they are not "engaged" and 51% believe productivity is suffering. While, in companies with effective change management, 40% of employees claim that they are not "engaged" and only 3% feel there are issues with productivity.
The report warns that in the current climate there is a risk that corporate Australia will forget about the link between engagement and profitability.
 
"Employee engagement has been a focus for many companies in recent years as they struggled to attract and retain talent. However, as tough times move the focus from retention to restructuring, it's crucial that these lessons are not forgotten for the sake of short-term cost reduction," Beattie said.
Beattie suggests that the crucial step after restructure is to focus on engaging employees after the restructure. 
 
"The leadership team needs to be active and visible to employees, and put in place initiatives to re-engage those who remain. Beyond the effect on company reputation and each employee's wellbeing, a well-managed change program will deliver greater profitability in the long term," she instructs. 

Unfair dismissal - a fresh look

The new unfair dismissal regime is slated to start from 1st July 2009 and replaces the WorkChoices employment laws brought in on 27th March 2006. The new law will apply to dismissals that occur from that date. In the lead up and in light of current unstable working conditions it is essential that all employees be alert to the new status quo.

Here are some key points:  

• In order for an employee to consider an unfair dismissal matter they need a qualifying period of service of 12 months if employed by a small business and 6 months if employed by a larger organisation. An amendment to the Fair Work Bill provides that a 'small business' will be defined as one that employs 'fewer than 15 full-time equivalent employees'.   
•  
• The criteria for determining whether a dismissal was harsh, unjust or unreasonable will remain the same as the current criteria, except there will be an additional requirement that Fair Work Australia (FWA) must take into account any unreasonable refusal by the employer to allow the employee to have a support person present to assist at any discussions relating to dismissal. 

• The definition of dismissal is - if an individual is terminated on the employer's initiative or if he/she is forced to resign by the employer. A dismissal does not occur if an employee is demoted without suffering a significant reduction in remuneration or employment conditions.

• Those excluded from the proposed unfair dismissal laws remain relatively the same as currently under the Workplace Relations Act, which include: one employed for a specified task, a specified period of time or a seasonal worker and is terminated at the end of that time, task or season; an employee subject to a training agreement and whose employment is limited to the duration of that agreement; an employee dismissed in the case of a genuine redundancy; an employer of fewer than 15 employees who has complied with the Small Business Fair Dismissal Code. 

• What is a genuine redundancy?  Currently under the Workplace Relations Act, an employer may dismiss an employee for 'genuine operational reasons.' However, the Fair Work Bill proposes that a 'genuine redundancy' is when the employee is terminated: because the employer no longer wants anyone to do the job because of changed operational requirements; the employer has complied with modern award consultation requirements; it was not reasonable in all the circumstances for the employer to redeploy the person within the employer's enterprise (or the enterprise of an associated entity of the employer).

• Currently under the Workplace Relations Act, the Australian Industrial Relations Commission has the power to order reinstatement or compensation. Compensation is capped and cannot include any amount for shock, distress, humiliation or other such hurt caused by a dismissal. Under the Fair Work Bill, these remedies remain, with reinstatement being the primary remedy, and FWA will only be able to order compensation if it is satisfied that reinstatement is inappropriate and that compensation is appropriate. FWA can order compensation capped at the lesser of one-half the 'high income threshold' ($50,000) and the previous 6 months remuneration.

• So if the dismissal is found to be unfair, FWA can order reinstatement to the former position or one that is no less favourable.

• To make such a claim, the employee must lodge his/her claim within seven days. FWA must then decide whether: the application was in time; the employee had completed the 'minimum employment period', the dismissal was consistent with the Small Business Fair Dismissal Code (for employers with fewer than 15 employees) and if there was a 'genuine redundancy'.

• A number of implementation issues relating to unfair dismissal still need to be clarified.