It’s no secret that a diverse and inclusive workforce brings with it a multitude of benefits. In fact, you could wager that the vast majority of common business challenges could be solved by simply having a more diverse team to offer different perspectives, ideas, and solutions.

Yet for too many organisations, diversity and inclusion remain little more than buzzwords – and those who most want organisations to genuinely change can feel that. New research from Indeed reveals that there’s a considerable disconnect between how Australians believe workplaces treat minority groups and the lived reality of these groups. Our research found that 57% of working Australians understand ‘diversity and inclusion’ in the workplace to mean a scenario where all staff can be their true selves at work. However, two thirds (62%) of them admit to concealing part of their identity all or some of the time from their colleagues. And, almost a quarter (23%) say they can’t speak openly in the workplace without fear of criticism.

The findings are alarming and reiterate the fact that many organisations still have a long way to go when it comes to workplace diversity and inclusion. So, what can leaders do to ensure these concepts are more than just meaningless slogans in the workplace?

There are a number of ways to foster authentic diversity and inclusion. Building these strategies into your recruitment process is arguably the most important place to start. After all, a diverse workforce begins with a diverse candidate pool.

So, for those looking for some assistance on where to begin, here are some simple, practical ways to successfully build a diverse and inclusive recruitment process.

Broaden your search

When it comes to increasing diversity in your organisation, you need to try something different. Relying on the same recruitment strategy that you’ve used in the past may be limiting your business’ ability to recruit from a larger and more varied group of candidates. In addition to recruitment agencies, consider partnering with organisations dedicated to enabling greater diversity and inclusion in the workforce. The Australian Network on Disability helps connect your organisation to job seekers with a disability. Also, organisations like CoAct and Shine People Solutions work to find employment for refugees, Indigenous Australians, and the long-term unemployed.

What’s more, thanks to the growth of remote work and talent distribution outside traditional hubs, you can look for candidates located just about anywhere. When geography no longer limits your talent pool, you have more opportunities to attract great candidates. You can also focus on finding people with the skills and experience that most align with your company’s mission, rather than the right person for your postcode. This is a much better use of a recruiter’s time and is more likely to result in a successful hire.

Make your job descriptions more inclusive

The language you use in job descriptions could be limiting your talent pool. In fact, a study conducted by Harvard University found that women were less likely to apply for a role when the job description used words predominantly associated with masculine stereotypes.

For example, words such as ‘tough’, ‘dominant’, and ‘competitive’ are often associated with masculinity. Conversely, words like ‘nurturing’ and ‘supportive’ are associated with femininity. These gender-coded words may impact the likelihood of job seekers applying for roles within your company. Thus, a lack of gender diversity continues. Instead, opt for gender-neutral words like ‘motivated’, ‘professional’, ‘responsible’, and ‘quality’. This increases your chances of attracting a wider range of candidates.

Also, potential applicants shouldn’t have to conduct extensive research to discover the perks and benefits your company offers its employees. Be sure to list any benefits in your job postings so that you’re not limiting your talent pool. Include benefits like paid parental leave, flexible work options, or on-site childcare. Similarly, if your organisation has fully equipped parents’ rooms, accessible or unisex restrooms, or a variety of different lunch options in the cafeteria (i.e., halal, kosher, vegan, etc), it’s worth highlighting these too.

Use inclusive interview panels

During the recruiting process, the employer’s focus is often solely on the candidate pool. After all, the goal is finding the right talent for the role. However, this often means little attention is paid to the people who sit on the other side of the table during the interview process. Are they able to make decisions free from bias and favouritism?

Traditionally, a candidate typically only deals with one or two members of staff from the potential employer. This limits the likelihood of them meeting someone they can identify with. The more a candidate can see themselves working at your company, the greater your chances of hiring diversely. This is why it’s worth considering who sits on your interview panels. A panel of interviewers from different genders, ages, races, and professional backgrounds paints a picture of authentic diversity and inclusion. Allowing the candidate to see themselves represented in the team well before they’ve started their first day.

Use interview techniques designed to reduce unconscious bias

Stereotypes can play out in ways you’re not even aware of. This is why a gut instinct isn’t always reliable, as it’s often influenced by unconscious biases.

For example, if you have a good feeling about a candidate, it may be because they’re similar to you. Perhaps you live in a similar area or they did the same course at university. Ultimately, what may seem like a great personal connection doesn’t always translate to high job performance though.

Work to reduce unconscious biases in the recruitment process by conducting structured interviews with predetermined questions and a rubric for how to evaluate a good response. This way, you have the tools to objectively evaluate future job performance.

To make sure your structured interview runs smoothly, follow this best practice approach for diverse and inclusive recruitment:

1. Prepare a list of open-ended questions to ask candidates, considering both the hard and soft
   skills you’re looking for.
2. Provide interviewers with the questions and evaluative criteria before the interview so they can
   ask clarifying questions of the hiring manager ahead of time.
3. Ask candidates the same questions in the same order.
4. Evaluate candidates using standardised evaluative criteria, such as a rating scale or rubric (what
   a “poor,” “acceptable” or “great” response to each question looks like).

Consider supplementing structured interviews with blind reviews of resumes or cover letters. In blind reviews, the candidate’s personal information (including their name) isn’t revealed until near the end of the selection process. Withholding this information helps reduce the influence of unconscious bias from the hiring manager, which can lead to more diverse and inclusive recruitment practices.

Prioritising and actively cultivating diversity, inclusion, and belonging isn’t just good for your staff and employer brand. It can also help your business succeed. Companies with a diverse workforce are more likely to excel in productivity, performance, innovation, and even revenue. Put these tips into practice the next time your company is hiring and you’ll be on track to cultivating a truly diverse and inclusive workforce.

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

The post How to create a diverse and inclusive recruitment process appeared first on Recruitment Marketing.

Mortgage & Finance Director, Tyson James, and a team of senior brokers at Coronis saw a gap in the market. Industry disruption in 2020 displaced many qualified and technical professionals. Agile businesses actively targeted those in these groups looking to transition into a new industry. 

Coronis was one such business, creating a structured mentor program designed to upskill new brokers and provide them with the support and frameworks to write $20+mil in their first year. 

“It’s been an excellent recruitment strategy for our team,” said James. “We have 16 mentees in the onboarding process, with 17 more to enter the program next month after completing their certifications. Our goal is to onboard 100 mentees into the program by December. The Real Estate Academy of Australia saw record enrolments in finance certificates, so we knew there was a lot of interest there, especially in those interested in making career changers.” 

With a background in financial services, James began his career in real estate sales. This combination of skills and experience gives him a better understanding of how the two areas combine and unique insights into how real estate agents and brokers can work better together.

A tough path to success 

Being a mortgage broker is no walk in the park. It can be similar to running a small business and there are many moving pieces. 

Brokers must have competence in lead generation and marketing to find, nurture and convert new business; they must have strong research and technical capabilities to investigate and understand various home loan products; they must also be comfortable with day-to-day operational and administrative work, such as account keeping, making payments and following up with clients, prospects and banks. 

The profession as a whole experiences significant churn, with many new brokers leaving after only one or two years; one of the primary challenges being lack of ability to generate a sufficient income. Like many organisations, Coronis faced retention challenges. James identified key education, training and support were missing for new brokers to scale up their careers. This was the impetus for the mentorship program. 

The new model & mentorship program

There’s a common misconception that mortgage brokers’ focus primarily on helping clients with home loans. But there are critical stages even earlier in the process where people need support; for example, when potential buyers are trying to determine how much deposit they need to secure a property, or potential sellers are deciding if it’s the right time to put their property on the market. 

“Our real estate agents nurture hundreds of people who are thinking about selling their homes. Our agents can refer them to our brokers who support them in making the best financial decision for their situation. These independent conversations help them determine what they can afford, decide if downgrading or upgrading is the right decision, or understand the activities involved in buying and selling a property.” 

Coronis’s new model of pairing brokers with agents and supporting clients earlier in the real estate process makes their process more effective in a number of ways, by:

• reducing pressure and freeing up new brokers’ time from lead generation
• producing stronger team collaboration
• providing a better and more attractive support framework for clients and prospects (allowing the business to grow its market share). 

The process allows both brokers and agents to accelerate their career, while delivering a great service. 

In adapting their service delivery model, Coronis recognised they needed more brokers to keep up with demand. James and the senior brokers at Coronis established a two-year mentorship program to give their new brokers the support they need to succeed. 

“Just because you have your license, it doesn’t make you a racecar driver. When our agents and brokers obtain their qualifications, we provide a pathway of mentorship and support. We want to make the cost and difficulty of entering the industry as low as possible. Mentoring is helpful in both career coaching and general life support. It’s tough. You need someone in your corner picking you back up, helping you be effective in all elements of the role, including lead generation and marketing. It helps them get the ball over the line to score a try and succeed in what can be a tough industry.” 

Coronis receive hundreds of applications for each cohort of mentoring. This year, Coronis introduced two new mentors to keep up with demand. Their new brokers are eager to reap the benefits of personal, one-to-one mentoring. 

“Just because you have your license, it doesn’t make you a racecar driver. When our agents and brokers obtain their qualifications, we provide a pathway of mentorship and support. We want to make the cost and difficulty of entering the industry as low as possible.” 

“Having three experienced mentors means we can cater to different people and their preferred learning style. For example, one of our mentors is very technical and process-driven. One of our mentors is very relationships-focused.”

James describes himself as bridging these quadrants as a mentor. He also travels interstate to New South Wales and Victoria to find the business’s next generation of mentors. Having these different personalities and mentorship styles allows Coronis to pair new brokers with their ideal match. 

Thinking outside the box to source great talent

Wide-spread disruption last year inspired many people to transition into new industries. Coronis recognised this shift and decided to think outside the box to identify new candidate personas. 

“Pilots, bankers and engineers looking to make a career change have strong technical and communication skills. Likewise, university students with strong research capabilities have analytical skills. People working in retail and customer service have people and relationship skills. All these transferable skills help people succeed in these roles.” 

Coronis hiring managers have established an efficient shortlisting process to assess candidates for both hard and soft skills, from preliminary screenings calls, to personality assessments and longer one-to-one sessions. The process is designed to educate successful candidates about the industry and role. Additionally, Coronis has established a relationship with Real Estate Acadamy Australia (REAA) to connect with and recruit passionate new graduates. 

The program’s success is evident not only in the volume of applications each cohort attracts, but by the impressive NPS and reviews from clients about their mentees. 

“One of our clients had experienced some challenging times and believed they’d never be able to secure a home loan. One of our brokers worked extremely hard to help them achieve this. To see the client present an NPS of 10, a 5-star rave review, and write our broker a personal email was proof that the program works. It’s been a wild success.” 

James looks forward to growing the program, reaching new people in the industry and building a team of established brokers through the right tools, processes and coaching. He is passionate and motivated to pass on his knowledge to empower people to succeed in their careers. 

“There’s growing demand for mortgage brokers. When customers go to their bank, they don’t receive the same support as they would here, especially as the lending landscape becomes more competitive and challenging. We give people a professional in their corner to advise them, support them and illuminate what can be a confusing process. Seeing the next generation of mortgage brokers grow and achieve success is exciting. I’ve envisioned this mentorship program for many years. Seeing it become a reality and take off in such a huge way has been extremely rewarding.” 

The post Could a mentorship program help you attract top talent? Here’s how Coronis does it  appeared first on Recruitment Marketing.

As humans, we all require connection – even in the workplace. Businesses have the power to facilitate both flexible work and collaboration. But it requires planning and intention. In this Q&A, Balder Tol, General Manager of Australia and Southeast Asia for WeWork discusses why collaboration is the key to boosting mood and motivating employees and key original research about employee engagement and mood with flexible working arrangements.

Balder, tell us a little about your role and how you came to your current position as General Manager for WeWork. 

I’ve always been passionate about customer service and hospitality. Born in the Netherlands, I was Airbnb Australia’s first employee in 2012. It was here I started to appreciate the power of a community. Continuing my passion for building communities, I started at Tank Stream Labs (TSL) as General Manager, a technology-focused coworking space located in the heart of Sydney before joining WeWork as the company’s first Australian hire in 2016.

At WeWork, I have the incredible opportunity to build a diverse and engaged community of members, delivering our mission to create an exceptional member experience across our national portfolio. Bringing like-minded people together and being able to elevate an experience is very fulfilling to me. Whether that’s on holiday (Airbnb) or at the office (WeWork), it’s about tapping into our emotions as people and creating a meaningful moment.

Here in Australia, we’re starting to see our cities buzz again and I’m incredibly excited by the changing way of work. We know the uncertainty of the past year has encouraged more companies – particularly large corporates – to opt for flexible working arrangements. Workplace trends we had projected may take 10 or 15 years to realise became reality in under 12 months. We’re seeing more and more businesses looking to adopt hybrid ways of working and hub-and-spoke models, where teams and workforces are distributed across multiple buildings, cities or even countries, in order to provide more options to their employees and de-densify their central HQ. With these new ways of working, when people do come together, it needs to be in convenient and attractive locations.

In what ways have you seen the “modern office” evolve over the years? What standout trends have you noticed in the way offices have changed?

Over 10 years ago, WeWork started reshaping the office sector as we knew it, offering flexible, beautiful spaces to accommodate organisations of all scales. Now more than ever, we’re finding organisations are putting more of a focus on providing a place for their people to meet, collaborate and build culture; a place where employees don’t have to be but want to be.

The role of the office is really being redefined as a hub for innovation and productivity, so we’re working to create collaboration hubs for our members, which showcase how office design is evolving and adapting to be conducive to the activities that can’t be done as successfully at home. A WeWork collaboration hub features more social and breakout meeting spaces, and makes those spaces much more integrated to enhance teamwork and individual productivity. We complement this with areas designed for quiet focus for when employees need to concentrate, free from distractions. Designing workspace in such a highly flexible way allows us to adapt spaces to our members’ quickly, making the adjustment to a new way of working seamless.

How do you define hybrid work?

A hybrid model offers employees both the autonomy of remote work and the benefits of an experience-based work environment. For me, hybrid working is all about flexibility and trust: the model looks different for each organisation, it even varies between roles. Over the last year, what’s interesting is that individuals and companies alike are recognising that remote work is complementary to, rather than a replacement for, in-person collaboration. The vast majority of workers want hybrid in-person/ office work, so that’s pushing companies — especially smaller ones — to be nimble with their office space, and co-working is often the answer.

“Over the last year, what’s interesting is that individuals and companies alike are recognising that remote work is complementary to, rather than a replacement for, in-person collaboration.”

Although working from home can be done and many have enjoyed this opportunity to spend more time with loved ones, balance domestic jobs and spend less time commuting, it is not a long-term sustainable solution for everyone. Remote work has proven to, at times, stifle productivity, collaboration, innovation and wellbeing. The value of the office, therefore, remains intact but as a repurposed space away from home to collaborate with colleagues, and accommodate different working styles and tasks that can’t always be done at home.

How have you seen hybrid working create a shift in where and how we work?

While working from home seems fine in the short term, companies large and small are discovering that long term, we need to be really aware that people thrive when we’re part of a community! We’re already finding that the role of the physical office and its place in the future of work will change. With this emerging trend, we’ll see the physical office becoming a place of creative interaction where we network, workshop, innovate, be mentored, learn: those aspects of work that people missed while working from home.

As a result, WeWork is leaning into its short-term, flexible office space offering, digitising real estate via the launch of new products such as On Demand and All Access set to roll out in Australia later this year. Whether that’s shifting from a single HQ location to a hub and spoke model, finding swing space for the short-term, or giving employees the ability to visit WeWork locations across the country, WeWork’s got a solution.

Can you speak to the ways in which you’ve seen organisations prioritise wellbeing and collaboration? Why have these become priorities?

Looking first at wellbeing, we know the past few months have been incredibly stressful for many people. Remote work has eroded many people’s sense of belonging and further blurred the lines between work and personal life. High productivity throughout the pandemic has also masked an exhausted workforce. A recent study by Microsoft found that one in five global survey respondents say their employer doesn’t care about their work-life balance. Added to this, fifty-four per cent feel overworked and thirty-nine per cent feel exhausted.

Starting a new year, we’re hearing from our members that as they return to our spaces they feel comfortable and trust WeWork is providing spaces that prioritise their wellbeing, with regular opportunities for meaningful connection with other people. More than ever, a strong workplace culture will be about creating experiences for people.

Similarly, collaboration has suffered, and it’s collaboration that drives innovation and creative problem solving. Physical interaction as a result of proximity leads to spontaneous encounters which spark ideation and creativity. These interactions are often held during break periods, before or after meetings, in hallways or at communal amenity points. Daily interactions that move between work-focused and social-focused conversations contribute to overall group cohesion. Without spontaneous encounters, our businesses, our teams, are weakened.

Despite “work” being possible from almost anywhere, most companies are realising that with this, employers are seeking to hold onto their in-person cultures by creating sticky, meaningful experiences their people want to be a part of. As we think about the future of work – how we collaborate, innovate and create, what’s clear is that this can’t be done via Zoom so workspaces will become places for experience-based interaction and organisations will put more of a focus on creating a place for their people, a place where they don’t have to be but want to be.

In terms of collaboration, what has changed in humans’ requirements for connection in the workplace? How can organisations facilitate this?

With persistent home-working stifling productivity and innovation, the pandemic highlighted the role of the office as a critical resource that enables human connection and collaboration. As employees now embrace new levels of flexibility, their expectations of the office are shifting: the workspace has to be optimised for work activities and social interactions, while enabling better balance and work-life boundaries. Looking ahead, the office will need to inspire and motivate employees, keeping them energised, engaged and productive.

At WeWork, our spaces are designed to promote meaningful interactions between people. The workspace interiors blend communal lounge areas with bookable meeting rooms and study pods surrounded by a series of private offices ranging from one person occupancy to full floors designed to accommodate a single-member company. A well-designed workspace is more than just visually appealing—it also creates an experience for people, promoting better collaboration, productivity, comfort and happiness at work.

WeWork research found those who returned to the office 4-5 days a week reported a 54% improvement in mood compared to those who work from home.

How is collaboration the key to boosting mood and employee motivation?

WeWork, in partnership with brightspot strategy, researched the policies and conditions that impact an employee’s performance after returning to the workplace. The study found that morale rose by 40% for people returning to an office space for at least one day per week, and that increased to 54% for those who returned 4-5 days per week.

What’s clear from this is that employees who return to the office after being forced to work from home have shown substantially improved morale and performance. What was even more compelling is that productivity (both individual and collaborative), personal well-being and sense of company culture were all boosted by a return to the workplace. A collaborative workspace that prioritises meaningful interactions through more social and breakout meeting spaces, enhances teamwork and individual productivity. Genuine collaboration also fosters creative processes like brainstorming and design thinking.

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Stuart Taylor, CEO and co-founder of resilience training organisation, Springfox, teaches leaders how to build resilient workforces. An expert in resilience and workplace wellbeing, Taylor promotes the link between workplace culture and productivity, explaining how organisational resilience is integral for rebuilding staff motivation and what leaders can do to keep remote staff engaged and excited about their work.

From adversity comes resilience  

Taylor cut his teeth in a high-intensity Big Four accounting firm. As a young, motivated and hardworking professional with an enormous workload, he was on the fast track to partnership. But this lifestyle had serious consequences. 

“I was diagnosed with a grade 3 brain tumour and was given two and a half years to live,” said Taylor. “I was only 32 years old, a family man with three kids. Going from a pathway to leadership to facing a death sentence was a shock for me. I decided it was time to change my contribution in my career. I wanted to help leaders, organisations and staff better approach the way they engage in their work.” 

In completely overhauling his lifestyle, life’s mission and purpose, Taylor miraculously overcame his prognosis, co-founding Springfox – which has now been in operation for 19 years. The organisation provides critical training for organisations about leadership trust, psychological safety and agility. 

“My career is closely tied to my recovery. I teach leaders and staff how to operate better, instead of constantly living on the edge of burnout (which many people do). What could have been an extremely negative experience, transformed into a positive outcome. We’ve gone from strength to strength, working with many large organiations, including government.” 

Building resilience through trust 

In steady times, it’s easy for organisations to operate business as usual. However, tough times (such as pandemics), require leadership to rise to the challenge, affecting meaningful change, instilling trust and being there for their people when they need them most. 

“2020 was a tough year for everyone, including leaders,” said Taylor. “People had to turn on the bilge pumps to get the water out of the boat. Now, we’re seeing the effect of operating in a state of reacting and responding for so long. While we all had to do our best, and it was appropriate and necessary at the time, it was a state of neglect. Now, it’s time to facilitate a successful return to work and motivate staff about their roles and contribution. Leaders must intentionally work to rebuild trust. This doesn’t just mean speaking the truth, but operating with integrity, purpose and connection. ” 

But trust and psychological safety are at risk. Springfox’s COVID-19 People Survey revealed leaders believed a small number (16.5%) of their staff’s level of trust in others decreased. However, double the number (32%) of staff assessed their level of trust in others decreased due to COVID-19. 

What does this mean? Leaders enter the danger zone when underestimating these gaps. Lack of trust results in low respect, high conflict and loss of discretionary effort, particularly when teams work remotely. This highlights the additional work required by leaders to move forward. 

“Lack of trust is dangerous. It’s our permission to lead. Without it, we can’t. The extent to which employees feel unsafe and disconnected destroys motivation, performance and productivity. Trust and psychological safety isn’t something you establish directly. Rather, you work on it indirectly through your behaviour. Now is the time to rebuild trust if it has been lost. Trust and psychological safety are the foundation of workplace resilience, giving you the ability to establish better ways of working.” 

“Trust and psychological safety are the foundation of workplace resilience, giving you the ability to establish better ways of working.” 

Hybrid working environments

One better way of working includes hybrid working environments – where employees can work in both the office and from home. Springfox’s survey revealed a hesitation to return to work – not from fear, but from the fact we’ve proven working from home is possible. 

“As such, many organisations are realising hybrid work solutions are the answer. It’s a happy medium where people can work from home and in the office. It’s been a long time coming and last year was simply the tipping point. Now, organisations have the opportunity to operate in far more compassionate ways. There’s an elevated sense of caring for people in how, when and where they choose to work. Cost savings is just a bonus.” 

Benefits such as increased trust levels and cost savings are complemented by increased engagement and organisation’s ability to attract more diverse talent – such as people living with disabilities and working parents. 

But virtual teams will continue to challenge leaders. Taylor believes resilience, trust and psychological safety can’t exist in a 100% remote environment, as connection and social gatherings are essential components of the human experience. To lose these things is to destroy culture. 

“It’s not sustainable. As humans, we need connection. You can’t replace that with a Zoom call. They tend to be so work-focused you lose that element. Connection, trust and relationships are built through non-work interactions.”

So, how can leaders make hybrid working environments work effectively? 

Taylor recommends determining your organisation’s hybrid working style, setting clear goals, and intentionally building in social encounters. 

1. Strike the balance 

There are many ways to give team members the provision to work from the office and home that are both practical and acceptable. Determine when and how, and strike the right balance. PwC research found that 68 per cent of executives believe employees should be in the office at least three days a week to maintain company culture, but over half (55 per cent) of workers prefer to continue working remotely at least three days a week.

This will look different depending on your organisation’s needs, goals and people. For example, a law firm Taylor consults for opens their office once per week, encouraging team members to catch up with each other and schedule client meetings. On other days, it supports team members to work from home. 

2. Set clear goals

To make hybrid work solutions effective, leaders must establish clear goals. Clarity is key to preventing dysfunctional behaviour and reducing fear. It helps people avoid confusion and retain their sense of contribution.

Taylor recommends establishing a mix of KPIs, personal, team and cultural goals. Ensure your team members understand how their everyday projects, activities and goals align with others in the team and the wider organisation. Tie goals to outcomes to measure performance. 

3. Intentionally build social encounters 

Taylor’s final recommendation is intentionally creating opportunities for social encounters. With face-to-face contact comes humour, respectful touching and sharing – the foundations of meaningful human relationships. 

“Social encounters took a dip in 2020. Rebuilding these encounters forms the fabric of your workplace culture. It gives people an opportunity to reconnect and get to know each other on a deeper, rather than transactional, level.” 

Establishing hybrid working solutions, setting clear goals and intentionally building social encounters for people to deepen relationships will set leaders on the right path to a great 2021. 

Prior to 2020, leaders were driven by performance and productivity. Now, Taylor recognises priorities have shifted to facilitating flow. 

In positive psychology, a flow state (being “in the zone”) is a mental state where people are fully immersed, energised and focused in the enjoyment of an activity. This complete absorption can transform one’s subjective experience of time. 

“When people exist in a fear-based culture, there is no flow and no peak performance. We’re seeing people rebuild their organisations in flow, creating psychologically safe environments where their team members are engaged to reach their full potential. This is a powerful opportunity for us to stretch goals and engage our people. This allows us to maintain a sense of calm and composure, instead of operating in a state of constant hypervigilance.” 

The post Leadership strategies to build a resilient, hybrid workforce appeared first on Recruitment Marketing.

Organisations in industries like tourism, hospitality and retail have relied heavily on JobKeeper. But what happens when the JobKeeper program ends?

Jonathan Mamaril was interviewed about the issue of “Zombie Companies” and looking beyond JobKeeper​.

“Assess all your costs, from assets, leases and equipment to subscriptions. Usually, the greatest cost is your workforce. Assess and potentially restructure your workforce. Not just through redundancies, which is a potential avenue, but creative ways. Are there roles that can be combined? There are many legal implications for this. Have these tough conversations now, prior to [the deadline] occurring. There is quite a big process, consultations and legal obligations. Cut the fat, not the muscle. Keep the good people, keep those who are going to produce for you

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Google has agreed to pay $3.8 million to 5,500 employees and applicants to settle charges of pay discrimination. The U.S. Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP) identified pay disparities during a routine compliance evaluation. The gaps, the agency said, affected female employees in software engineering positions. It also detected hiring rate differences that disadvantaged female and Asian applicants for software engineering positions at several of Google’s locations.

In addition to back pay and interest, the company also agreed to set aside $1.25 million in pay-equity adjustments over the next five years for employees in engineering positions. Google also agreed to enhance future compliance; review its current policies, procedures and practices related to hiring and compensation; and conduct analyses and take corrective action to ensure non-discrimination.

Google also made headlines again recently when several hundred of its employees formed a union — a rare move for the tech industry. More than 500 workers at Google’s parent company joined the advocacy organisation.

The union will be the structure that ensures Google workers can actively push for real changes at the company, from the kinds of contracts Google accepts to employee classification to wage and compensation issues.

Pay discrimination

While this case is a US-based case, it’s represents a learning opportunity for Australian talent professionals. Australia’s national gender pay gap has hovered between 13.9% and 19% for the past two decades. There has been a decrease of 0.3 of a percentage point in the gender pay gap since November 2018 (14.1%).

Between 1999 and 2019 the national gender pay gap was:

• lowest in November 2019, at 13.9%
• highest in November 2014, at 18.5%.

If the work is equal or substantially similar, the employer should investigate to find out whether there is a legitimate justification for the pay disparity such as meaningful differences in education, experience, training or performance; if no such justification exists, a remedy could include an adjustment in pay.

Employers should also be aware that many states and localities prohibit employers from asking applicants pay history questions because reliance on prior pay is thought to perpetuate wage disparities for women and minorities.

The post Google pays $3.8M to settle allegations of pay, hiring discrimination appeared first on Recruitment Marketing.

“There has been a massive MASSIVE change at Coronis. In his first year of real estate, where he battled the challenges COVID19 threw his way, Corey sold 33 properties with no prior real estate experience thanks to the support of the Coronis Group.”

Read more: Coronis, Coronians and a culture of the best

In their new employer branding video series, “Think you know Coronis? Think again!”, Coronis employees share what it’s like working for the organisation in candidate, professional video interviews.

In this video, Sales Agent Corey Biles discusses the support and training available to all agents, and addresses misconceptions about the role.

The post An inspired employer branding video series by Coronis appeared first on Recruitment Marketing.

The post BP’s seeing the unseen: Promoting conversation around disability, ED&I appeared first on Recruitment Marketing.

Our editor Susanne Mather recently hosted an exclusive interview with Jonathan Mamaril, Director for NB Lawyers – Lawyers for Employers. Mamaril leads NB Lawyers’ Employment Law and Commercial Law teams. He assists employers in mitigating risk and liability and advises clients on all aspects of Employment Law. He focuses on being practical and providing value for clients through education and training to help them avoid headaches in the first place; and when a problem does occur, to deal with it properly so it doesn’t become a larger, more litigious problem.

Participant interaction, feedback and questions from this interview session was overwhelming! That’s why, Recruitment Marketing Magazine wanted to give subscribers the opportunity to ask free legal questions as part of our “Ask an employment lawyer” series.

Do you have a burning employment law question you’ve always wanted to ask but haven’t had the opportunity?

Send your questions to editor@www.rmm.onenazmul.dev. Mamaril and his team of employment lawyers at NB Lawyers will answer as many as they can and share these answers in Recruitment Marketing Magazine*. 

So far, talent professionals, from talent acquisitions leaders, to recruitment and HR professionals and all types of hiring managers have asked about fair work and other legal issues. In particular, recent General Protections and Unfair Dismissal cases have created uncertainty around processes for stand-downs and terminations, and performance management (particularly with work-from-home set ups).

Read: Employment Lawyer Jonathan Mamaril’s tips for hosting a workplace Christmas party.

In this Recruitment Marketing Magazine series, Mamaril will answer your questions and share simple solutions to navigate employment law, with real case studies and examples.

This series may be limited. Send your employment questions to editor@www.rmm.onenazmul.dev.

*Legal advice is general in nature. For tailored legal advice specific to your organisation, industry and location, speak to your organisation’s legal advisor.  

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