Media Management

Tuesday, July 03, 2007

Global Differences, Cultural Understanding!

Today, attracting and retaining employees ranks high on executive agendas. It’s amidst the top 10 business critical issues in leadership, so forward-thinking leaders know that the key to the performance and growth of the organisation resides in the competency of its people.
With a multi-cultural presence on the rise in the workforce, businesses are increasingly aware of the cultural differences that exist. They are progressively and consciously opening a path of understanding in order to harness the competency of their people.

TALENT MANAGEMENT

This is one aspect of what HR professionals are tagging “Talent Management”.
In essence, it’s bridging the gap between the talent a staff member currently possesses and what will be required to succeed in the future. It’s vital to companies to effectively align their talent pool with the company’s objectives.
Cultural understanding is the catalyst for this change.
Let’s first understand the cross-cultural psychology but equally accept and respect the individual rather than lumping them together by national or ethnic category.
Without doubt, the background, life and work experiences of the individual are bound to lead to different types of receptiveness.
By example, as China expands a growth corridor and individuals are met with seeking additional skill sets and training, they have adopted a philosophy that I have used throughout my career.
You are born with the ‘Ratio of learning’, one mouth and two ears.
Listening more than speaking will enhance the process of learning.
Although it has worked for me as a learning discipline, Chinese culture has instinctively used it for decades.
It centers around the uncertainty of being wrong which may lead to a possible loss of face.
They instead study and research the subject before making comment.
As a result, it brings into the work environment, a thorough and dedicated approach to ensuring that the outcome is at the highest level of success.
Understanding the problem in greater detail, then applying an informed approach to the solution.
This is a model that is gaining global momentum.

RATIO OF LEARNING

Through it’s adaptation, the ‘Ratio of Learning’ has impacted on the work environment by use of evolving technology.
In the Czech Republic for example, some institutions are transforming the traditional lecture rooms into dedicated training rooms with interactive electronic whiteboards and the latest Microsoft applications on their PCs. This improves the learning absorption rate by the interactivity for the individual to contribute when they feel comfortable in doing so. With less human interaction, there is little influence on the potential ‘loss of face’.
As per the above example, a faceless interactive learning environment that is currently being employed in South East Asia overcomes one cultural aspect. Traditionally when there is the greatest respect for seniority, a younger individual is less willing to ask the first question. In a faceless interactive environment this is overcome.
In India, the world’s second-largest country, with 1.1 billion inhabitants, almost one-third of the population lives below the poverty line. However, residents with college degrees and who live in urban areas are experiencing unprecedented success. Universities struggle to prepare students for the changing business world, and national and multinational companies clamour for educated workers’ skills. In this case it’s because of the teaching shortage that a faceless interactive environment is evolving.
Similarly, in western civilization there has always been distance education for those unable to attend classes during the course of a normal day. The internet has certainly provided a platform to encourage this.
Now, I’m not advocating that we should all embrace a faceless interactive environment, but at least we should be aware of it, and in some circumstances promote it.

THINKING OUTSIDE THE BOX

Like, China and the Czech Republic, India has also the culture of retain and fix, rather than throw away and replace. In these countries, through the lack of infrastructure, individuals are naturally more creative as they have had to find out-of-the-box ways to get around the lack of roads, water and electricity—such as combining rickshaws and mobile phones.
It’s interesting that today’s workplace psychology reflects this example, particularly in western civilization.
Throughout the last few decades individuals have become specialists within their trade. However we are now witnessing a change back to a more multi-skilled challenged professional.
This is a trait we should continue to encourage.

COMMUNICATION

Communication is the culmination of understanding of the cultural respect for an individual.
In its use, we portray our understanding.
For example, if there was a mistake was made by someone from one of the fore mentioned cultures, you would not say “You goofed”. Instead, you might say, “Here’s the ideal way to do this”. Interactions are much more indirect. In communication, direct feedback might be perceived as far too harsh.
As we continue to grow multi-culturally the harshness within our sentences will soften and be more acceptable. Eventually our cultural spheres will overlap and eclipse one another, although there will always be an inherent pride of birthplace that will be retained by the individual.
What is evident however is that we should be conscious of an individual’s learning ability, be aware of how to challenge them with new skills and be able to communicate in such a way you inspire growth.

Update on WorkChoice in Australia!

On the 4th of May (2007), the Australian Government unveiled a stronger safety net for working Australians with the introduction of a Fairness Test that will guarantee that entitlements such as penalty rates and public holiday pay are not traded off without adequate compensation.Since the Australian Government introduced WorkChoices in March 2006, they claim to have created some 276,000 new jobs, with 96 per cent being full time positions. Coupled with unemployment at its lowest in 32 years and supported by the fact that strike actions are at its lowest, and wages continuing to rise, you can only assume all is just peachy.
Lets re-cap for a moment the fundamental changes introduced by the new workplace relations system in March 2006:
• fixing Labor’s job destroying unfair dismissal laws;
• creating for the first time a national system of workplace laws;
• simplifying the agreement making process;
• increasing the focus on workplace based arrangements rather than industry wide awards;
• legislating standard employment conditions for the first time;
• strengthening protections against wild cat industrial action by introducing secret ballots and other protections;
• creating a new independent minimum wage-setting body.

So why do we need a stronger safety net for working Australians?
In the main, the fundamental elements of the Government’s workplace reforms were flawless, however there were some components within it that were not. Although there are some faults with the current reforms the Government has committed to re-shaping it rather than turning back.For example, what was originally removed, such as the infamous “job destroying unfair dismissal laws” for small business, will not be replaced. Because of its removal, it apparently has increased flexibility in the workplace, and whilst Australian Workplace agreements are retained, it has also prohibited industry wide pattern bargaining. As a result inflation has been kept under control meaning less pressure on interest rates. It has allowed employees and employers to negotiate flexible workplace arrangements under AWAs (Australian Workplace Agreements). The fear that most Australians had, and was proven to be the case, was the exploitation of unprotected working conditions and penalty rates. Added to the confusion were numerous cases of inadequate compensation for what was traded off. In short, some employees were realizing that it was it going to affect their take home pay. In order to adequately represent and regain the confidence of working Australians WorkChoice needed to inject a degree of “Fairness” into the negotiation.

THE “FAIRNESS TEST” IS LAUNCHED!

What this means is that any employee who is entitled to award conditions and paid less than $75,000 AUD a year will be protected when their agreement is lodged after 7th May (2007).If, however, the award conditions are modified or removed they will be required to receive fair compensation.These protected award conditions are:
* penalty rates, including for working on public holidays and weekends;
* shift and overtime loadings;
* monetary allowances;
* annual leave loadings;
* public holidays;
* rest breaks; and
* incentive-based payments and bonuses.

If you are unaware of how an agreement is issued and adopted, it’s more involved that just drafting, implementing and issuing it from employer to employee.Drafted agreements are required to be submitted for approval with the (now renamed), Workplace Authority. Previously it was the Office of the Employment Advocate. In addition, the Workplace Authority conducts the Fairness Test by reviewing the monetary and non-monetary compensation that is offered to the employee in comparison to what would have been paid under the relevant award. What is now different in the assessment is that it will now take into consideration the employees work obligations in terms of shift and weekend work and even then type of industry, location and on the employer’s side of the equation, the economic circumstances of the employer’s business. For those who are familiar with the old no-disadvantage test there are some similarities, with the employee paid a higher rate of pay for each hour worked in compensation for trading off protected award conditions.

THE MAIN DIFFERENCE

If an agreement does not pass the fairness test, the relevant industrial instrument will apply until an agreement is formed that passes the test. Both the employer and employee have 14 days to make the agreement fair, with the employer expected to make up any back pay.One aspect of the Workplace Relations Act that has been strengthened prohibits any influence by the employer to force an existing employee to agree to remove or vary a protected award condition.This is supported by the backbone of the original Workplace Relations Act that it prohibits an employer forcing employees to accept a workplace agreement, whether individual or collective. The Workplace Authority will not be able to arbitrate an agreement, but they are able to provide a source of information in regards to your rights.However, this is also the place to conduct a Fairness test and provide a pre-lodgement facility to check agreements.Employees will now be able to access independent advice on their workplace agreements which provides them the ability to pre-check their agreements before signing. Plus a new Workplace Ombudsman will provide additional protection for employees, with enhanced powers to investigate employers who fail to meet their obligations under the workplace laws. (The Ombudsman will replace the Office of Workplace Services.)

So how many Australian Workplace Agreements are there?

By the end of this year there will be nearly one million AWAs in operation and more favored as the agreement of choice by key industry sectors such as mining. In conclusion, any safety net established for employees and employers with the aim for a “fair day’s pay for a fair days work” just has to be a positive step. It just has to be fair.
For more information, go to the Prime Minister’s website www.pm.gov.au where you will find more in-depth information and links.

Trends Evolving in 2007!

In the January/February (2007) edition of Content & Technology we last wrote about “Employment Predictions in 2007!”
Following on from the predictions we believe there are a number of trends that will evolve throughout the year.
One such trend that has continued to evolve and become a focal point for most employers is the pool of skilled labour that is decreasing in size. “Skilled labour” is the generic term used for all staff so don’t be alarmed when you’re considered to be skilled labour.
As mentioned in the previous article, through global growth within major corporations, planned mergers and acquisitions are more than likely to occur. Employers are expected to become more competitive and as a result we will experience a productivity plateau at various quarters in 2007.
Although the productivity plateaus are heavily influenced by the world economy we also know that due to the decreasing pool of skilled labour that it will in itself be the resulting “cycle of life” for some manufacturers and suppliers.

TOP PERFORMERS ARE VALUED

One trend that is evolving recognises top performers (TPs) in their field. They will be motivated to stay with their employers through lucrative compensation packages, whilst other employers will be desperately seeking to fill like positions.
The level of compensation is varied, and from our experience they are found to be in single digit percentages. Bear in mind the average, whilst executive level TPs may have other non-salaried based incentives injected into their packages.
In the broadcast community we have always been tracking a 24/7 existence, so it’s no surprise for employers to use this as an incentive by providing a more stable lifestyle particularly for TPs with a family.
In lieu of a monetary increase, family friendly working hours for some employees may be preferred, and in most cases, through family support it will cement a long term working relationship with the employer.
It is also starting to emerge that one in three organisations will provide more promotions and career advancement opportunities for their existing staff, and for some organisations it may continue into next year.
Travel is still seen as a value statement to most employees by their employers, particularly when they are invited to attend International Trade Shows as a worthy representative of the company.
Of course it’s coveted as a knowledge jaunt, but as not all staff are invited to attend, so it remains to be a value statement.
So too does the offer of additional training or new product launches at International sites, be it either an affiliate, manufacturer or your own corporate headquarters.

So where do employers find their top performers, if they don’t already have them on staff?
The obvious answer has always been from within the ranks of a competitor who maybe conveniently close to them, geographically.
We are finding that “Search” (headhunting) is more the norm than ever before. Usually, a Search is conducted within the region, then further a field. “Visas” and “sponsorships” are commonplace words used in the corridors of most broadcasters these days, regardless of their size.
There is an increased awareness and concern over the loss of intellectual capital from Baby Boomers as they retire and it appears that one-in-five retirees will be re-hired or hired by a competitor to take up the shortfall in skilled labour.
In light of these shortages of skilled workers within our community, the vast majority of employers appear to be willing to recruit staff who don't have experience in a particular field, but have transferable skills.
In most cases the employer is willing to provide training/certifications as needed.
However, look beyond the certifications and recognise the skills and experience of the individual.
There is one initiative by SMPTE Australia called MITC (Media Industry Technologist Certification) that provides a level of acknowledgement for all individuals seeking to be recognised for their industry skills and experience that may value them as a top performer.
John Maizels, chairman of SMPTE, explains that it provides a certification that ‘consolidates industry experience, personal learning and academic qualifications of all levels into a single industry-recognised yardstick’.
This is by far a worthy and timely initiative by the industry in arresting the potential productivity plateaus we are about to experience. I cannot stress the importance of supporting this initiative, and strongly suggest that you visit the MITC website at www.mitc.tv
However, in any organisation there will always be natural nutrition rates. It’s the movement of staff as a percentage of the company’s workforce that indicates the retention rate.
This is indicative of the overall success of the company to overcome productivity plateaus throughout the year.
With a higher retention rate, we are witnessing more seasoned programs within HR such as succession planning. This provides the necessary stability in any organisation particularly when a top performer has reached retirement, been searched by a competitor, or succumbed to internal or external pressures.
Succession Planning should be partnered to all positions of significance to the company, and be driven, if not championed by the current position holder.
Every employee should have the opportunity to explore their potential within an organisation, seek new projects, be available for promotions, rather than being shackled to a position of importance that few are able to do at short notice.
What may happen is the shackled position starts to feel like in reality, shackles, and so they move on … to external opportunities.
In closing, there continues to be is an evolving trend of a skilled labour shortage this year and its continuance will impact upon retention rates possibly into the next one or two decades.
Be aware of what can be done now to address the value of employees in your organisation and implement a strategy to increase your company’s retention rate.

Employment Predictions in 2007!

With the US employment rate at it’s lowest in several years, a competitive market is growing for both companies and candidates worldwide.Due to the world’s ageing population there is an increased need each year for physical, mental and spiritual health. 2007 is no different. It’s predicted that this trend will continue for the next three decades. Programming is reflecting this trend.By example, creative programming that targets a growing retirement market lead by “Baby Boomers” will lead a genre of professionals to a number of television series and projects in 2007. Like most emerging trends, networks will continue to address their needs by outsourcing staff and crew. This however, creates a by-product of increased employment contracts in the workplace.Another trend that is emerging is that in the 1960s CEO’s were compensated by up to 20 times that of the average worker. Today, it’s stated to be 400 times plus. However, with the number of full time employees reduced to that of contractual staff, it provides a greater bottom line from which to attract only the best staff in their field, hence pay them top dollar.

EXECUTIVES

For the last three years executive talent has been in high demand, and 2007 is shaping up as the fourth consecutive year for such growth. Now some may disagree, particularly if you have been seeking a career change in some parts of the world where few opportunities have surfaced.We can only predict that with a fourth consecutive year there will be a migration where such opportunities may start to present themselves as organizations grow globally. This is where it becomes interesting, because there is a bitter sweet prediction in global growth with most of the major players. Yes, there is global growth for major players in 2007!This will occur through planned mergers and acquisitions, and as a result of increased staff numbers it may bring also potential layoffs. Executive layoffs or executive re-deployment may be part of restructuring the company resources. Although this may be an unwelcome prediction, it appears there will be a steady growth pattern emerging from small to medium businesses creating new job opportunities across the board. This is the sector we believe most executive positions will surface, and could be rising in the vicinity of several percentage points in 2007.
Now, if you’re an executive over 50 and feeling somewhat insecure, don’t be alarmed because in 2006 over 70 percent of executives in your age group felt discriminated against, with more than half believed they were overlooked for advancement due to their age. Whether it was fact or an adopted mindset, the point is you need to combat this fear. How? You already have a lifetime of experience to bring to any role, and this is without doubt the most appealing attribute you possess. However, you need to ask yourself a couple of questions though.
* Are you techno-savvy with your younger colleagues?
* Are you in touch with market trends, competitors and advancements in technology?

Be truthful, if you answered ‘No’ to either question, you have some catching up to do in the short term. Enrol into additional out-of-hours classes or education by correspondence. Attend supplier training sessions, be an instigator of think tank sessions within your company and most importantly mix with the new assertive generation of younger colleagues.Keep track of those aggressive SMEs because they are poised to strike from within the growth corridor.

INTERNET/IT-BASED POSITIONS

Emerging technologies are influencing the growth of IT and internet based professionals.We believe that there will be an increase in targeted criminal attacks, compliance, software consolidation, mobility and SOA. In 2007 there will be a call for a strong focus on effective security governance. Cyber crime will be far more targeted and intentional with the security software market going through consolidation and change. Major vendors will be increasing their R&D, integration and acquisition efforts.Evolving compliance demands from inside corporations will drive the need for added security from based IT professionals, which will stimulate both permanent and contract employment.

NEW RECRUITS

We continually speak of an ageing population that will take with it valuable knowledge … well 2007 will be no different. It’s therefore important to recognize individuals in your organization who carry valuable life experiences and who are intentionally sharpening their retirement plans.This is the year to impart their knowledge to younger recruits.Foster a mentoring program and be actively involved in its development.Additionally, younger and pseudo-experienced recruits will be drawn to global opportunities from within the growth corridor. However, if you are an employer and value their contributions, you may wish to consider utilizing a global subsidiary or an alliance partner to provide that opportunity for them. Provide the travel and global opportunities they desire and bring them back with a fresh perspective. They will undoubtedly return with greater knowledge and experience that will only enhance their career opportunities within your organization.

MARKET SUMMARY OVERALL

Employment opportunities that are weighted against market predictions within Asia over the next three years within:
* Terrestrial digital market is estimated to increase by up to 755 percent*;
* Satellite digital broadcasting (BS, CS) market is estimated to increase by approximately 69 percent*; and
* Cable television market is estimated to increase by approximately 19 percent*.

Within the e-business market sector:
* On-line gaming with increase by 87 percent*;
* Internet advertising by 45 percent*;
* Web music distribution by 363 percent*; and
* Web video distribution by 320 percent*.
With 2007 being a year of increased awareness and opportunities, staff recognition will play a significant role in this calendar year. Don’t ignore it, simply embrace it and grow!

* Nomura Research Institute, Ltd. (2005)

Labels: recruitment broadcast media industry

Sunday, November 12, 2006

Christmas! A! A! A!

As another year draws to a close with this edition of Content & Technology, there is nothing more satisfying than to be able to finish on a high, positioning you and your business, or employer, in a highly receptive mode for 2007!
This is without doubt the most influential time on the calendar for any business!
There are many considerations, from closure of projects with clients to booking the Christmas party. Oops, did that one slip under the radar? (Best book today)
OK, let’s cover the Christmas party for the moment. It’s the ‘full stop’ at the end of a sentence reflecting the year’s activities.
It doesn’t have to be a full on lavish event with the company’s credit card maxed out, it can simply be a small gathering at the end of the year at the office or at a modest venue. Point is, it’s not where you hold it, nor the dollars spent on it, but how you manage the event.
Now I’m not going to ramble on how to orchestrate a Christmas party, but I will stress the importance of addressing the past year by management to their employees at a point on the calendar.
This is without doubt a time of the year that runs parallel importance to exit interviewing someone from your employ. Remember, this is the full stop at the end of the years sentence, and no different to the financial controller’s financial full stop at the end of each financial year.
I draw the similarity to an exit interview simply because in most cases there will be an abundance of staff exiting the business for a pre-determined period, away from the fold and security of their employ. We spend on average 70-85% of our waking hours, Monday to Friday (that is if anyone is working just Monday to Friday), with our work colleagues than our families.
Moving out of our cocoon to spend 100 percent of our time with families and friends during annual leave is a real culture shock when it occurs! So it’s no surprise that there’s mixed feelings at this time of the year.

AAA YOUR STAFF

Whether it’s at the Christmas party or on a one-to-one interaction will depend upon the organization and the culture, but suffice to say this is the time for employers to ‘AAA’ their staff.
This is a relatively new management technique that stands for Acknowledge, Accept and Appreciate.
Its value is recognized when addressing long service leave, extended leave, or with a calendar event when a significant number of staff are temporarily departing.

When this occurs, your staff should be able to take a sense of value and ownership with them when they temporarily depart. This is a key reference point that ensures their return, refreshed and keen to greet another year.

Here’s How it Works

The technique is best employed with key individuals who have impacted in a positive way to the business. Give them an insight into the future of the company, ‘Acknowledge’ the direction it’s taking, seek and ‘Accept’ their feedback and finally give a sense of ‘Appreciation’.
This is a two way conversation, so ensure that you both have a better understanding of why you are targeting the same goal.
Let’s face it. If they are ‘AAA’ rated in your books then you’ll both look forward to returning to work after the break!
Most importantly, it opens the pathway to a fluid level of communication that will be accepted by one and adopted by all.
The ‘AAA’ is an initiating technique, a drone that once it’s exposed will survive in a flow-on effect, throughout all tiers, throughout the year.
Unlike other activities and techniques, if it loses momentum at any time, it’s revisited regularly at least every 12 months.
It survives as its non-threatening, undocumented and doesn’t attach itself to performance issues hence pay implications. It’s a forum in which ideas are expressed and direction is attained.
To ‘AAA’ a group for example at a Christmas party, an abridged version is all that’s required, not a long winded tirade on the company that’s sounding like a political speech.
Timing is important, so only you will know when it’s best to ‘AAA’ the group. Suffice to say, it’s best not to ‘brake’ the flow of the event, so initiate your ‘AAA’ while everyone is in a receptive mood and state of mind.
Make it relatively short, positive and humorous, and if you have an announcement that carries good news, then finish on a high.
To cliché the obvious, people are your biggest asset. Notwithstanding the value of productivity within the work environment it is fuelled by a melting pot of ideas that encapsulate and embody the essence of those working there.

Make this Christmas a time for giving and receiving.

Saturday, September 02, 2006

Square Pegs in Round Holes!

As a recruiter, the interesting aspect of recruiting staff is that every person you interview and subsequently present to a client is totally individual to anyone else who meets the same stated ‘Selection Criteria’ set by the potential employer.
At the end of the day, we’re all people, not duplicated pieces of machinery manufactured to perform an allocated task in the workforce.
If a camcorder goes down, you take another that is either of the same brand and model, or use an equivalent unit with like functionality.
For the most part, you’re guaranteed of a level of performance set by the manufacturer. After you have used it, you can then store it and bring it out again when the next occasion presents itself.
If you scratch the housing, and it doesn’t effect it’s performance, you may choose to leave it as is, and so it stays damaged until it’s repaired.
On the other hand our human form repairs most superficial cuts and bruises.
It’s the first physical sign of our ability to evolve and move forward.
We seek to evolve from the day we are born through to becoming an educated adult armed with all the social skills and abilities in order to survive.
Our seven senses are being constantly challenged and we enjoy nothing more than stimulating any or all of them each and every day of our lives.
As a result, we gravitate to those environments that provide the stimuli we require.

So what turns you on?

If you’re job hunting, it may be the company’s reputation, market position, growth, or the perceived elevated position within the organization that has been presented to you.
Remember the company has a “Job Description” under which you are being considered, one that is normally structured to address policy, remuneration and other criteria to standardize the role within the organization.
In essence, it addresses the needs of others in an interactive matrix.
What it doesn’t account for is the human elements that are highly individual.
This is where you may experience extensive interviews and psychometric tests to ensure that you are the square peg they seek for their square hole.
However, it’s not uncommon for the selection process to remain a gut feel approach rather than the formal application of testing.
Bottom line is, it’s your responsibility to ensure that you have a full understanding of the position, responsibilities and most importantly a good understanding of the culture of the organization.
If possible, meet with potential colleagues before committing to accepting the position and search out those indicators that initially attracted you to this opportunity, then test their validity.
If it was market position or company reputation that attracted you to apply, then best Google for answers then use the gained knowledge in the form of questions at the interview.
Define the square hole in all dimensions, and don’t action your acceptance purely on the criteria set by the potential employer, test it with your own list of selection criteria.
Remember the stimuli in your life that has brought you this far.

For the employer

You may be in the business of supplying a product or service but you require staff to ensure the deliverables are compliant and on time.
The old “People are your greatest asset” statement is somewhat dated but by the same token quite valid.
Think of it now repackaged as, “Provide the tools of evolution and people will evolutionise your business.”

What does this mean?

No commercially viable business will survive if it preaches the, “I’m OK because I’m profitable today” approach.
Remember the evolving human element?
Your business is employing, selling to, and involving people with desires and aspirations. Every day the landscape under you is shifting slightly, and through the guise of ignorance you may not recognise the changes that have already occurred.
That is until a competitor has seconded your staff and paved a path to your customers.
So, here is the core of the article, the “meaning of life” for your business. This is the one lifeguard you should carry with you to ensure your business survives. It’s called “Business evolution”.

“Business evolution”

Because your business landscape is constantly shifting and it’s driven by people, then doing the same today as tomorrow is not going to guarantee your survival. In fact it’s a recipe for disaster.
By reading this article in Content & Technology you probably agree that you are, or at least work with a, “creative” in your work environment. This business model is highly cohesive with creatives.
People are looking for change. People seek to create change. People are evolving.
People are responsive to change, as long as they have had input.
With this in mind, create a business trend, encourage new ideas via a new independent system. What does your staff see as important for the business, relationships with clients and of course themselves? Now we’re not advocating a suggestion box at reception. That’s not the answer.
It’s a behavioral change that occurs using the natural flow of dynamics from within, called entrepreneurial spirit.
A great starting point is to first recognize the stimuli that drive the entrepreneurial spirit of those closest to you in your business. This is not an interrogation.
In essence you are establishing whether they are wearing miss-fitting corners within the round hole they are positioned.
It’s not for you to chip away the corners in order for them to fit, they have the ability to do this as long as you provide the tools.
They are evolving within their position, like a cake in the oven. Some positions are restrictive like cake tins.
Be conscious of their stimuli and ensure it remains within the scope of their job. If their entrepreneurial spirit is quashed by a position that has not evolved with them, it will change who they are, their behavior and subsequently the dynamics will change within the team.
It will domino onto others.
Be mindful of their responsibilities, encourage openness and establish a forum through which bureaucratic constraints are removed and quick decision making is encouraged.
This can only be done with established confidence, gained by understanding the stimuli that drives the entrepreneurial spirit of those around you.
“I love working here!” is proof of your success.

Tuesday, August 01, 2006

Work choices or WorkChoices!

In Australia, there are significant changes underway with initiatives such as the Commonwealth’s Government’s welfare to work and workplace relations reforms. Essentially, they are said to be creating an environment designed to influence an increase in workforce participation and productivity.

WorkChoices! Can all employers use the new WorkChoices law?

No, The Workplace Relations Act as amended by WorkChoices draws on a combination of constitutional powers to cover;
-trading, financial and foreign corporations (constitutional corporations) and their employees;
-employees and employers in the Australian Capital Territory, The Northern Territory and Christmas and Cocos (Keeling) Islands;
-The Commonwealth, including its authorities, and its employees;
-employers in respect of waterside, maritime and flight crew employees employed in connection with interstate, overseas, inter-territory trade and commerce; and
-most employees and employers in Victoria.

Also, not covered are sole traders, partnerships and some charitable organizations.

Now, if you are wondering what is a “constitutional corporation”, it’s;

An entity incorporated under the Corporations Act that engages substantial trading or financial activities;
An entity that is established as a body corporate under other legislation that is engaged in substantial trading or financial activities; or
A foreign corporation

Be aware that the new WorkChoices law does not cover all aspects of the employment relationship. This means that employers will still need to consider other laws at the state and federal level that will continue to apply to them.

What is an “AWA”?

The Australian Workplace Agreement is an agreement between an employer and an individual employee, similar to a contract of employment insofar as it is an individual agreement.
Unlike AWAs prior to WorkChoices, AWAs no longer have to pass the “no-disadvantage test”, although there are other content requirements that must be met.

How are regular contracts of employment (common law) affected by workchoices?

All employees will continue to be covered by a contract of employment, whether written or unwritten. However, an employee’s terms and conditions of employment may be affected by WorkChoices.
The situation must be examined for each employee separately, comparing contractual entitlements against conditions under the Australia Fair Pay and Conditions Standard (‘Standard’ or ‘AFPCS’) and any applicable industrial instrument such as a workplace agreement, a federal award or a NAPSA (a notional agreement preserving State awards or laws)

Who does the Australian Fair Pay and Conditions Standard apply to?

The AFPCS does not apply to an employee:

bound by or a party to an AWA approved before 27th March, 2006;
bound by or party to an AWA filed before 27th March, 2006 and approved by the Employment Advocate after 27th March, 2006.
covered by a Federal certified agreement filed before 27th March, 2006 and certified after 27th March, 2006.
covered by a state employment Agreement made before 27th March, 2006.

Does the new standard affect minimum entitlements previously set by State law?

It could. If prior to 27th March, 2006, an employee was not covered by a Federal award, certified agreement or AWA then he or she might be covered by a preserved state agreement or a NAPSA (notional agreement preserving State awards).
Such an employee will only be covered by a NAPSA if no preserved State agreement applies.

Which employment entitlements do the standard cover?

The standard covers; basic rates of pay and casual loadings, maximum ordinary hours of work, annual leave, personal leave and parental leave and related entitlements.

Is there a limit on the number of hours an employee can work per week, and what does this mean for salaried staff and employees working overtime?

For employees covered by a preserved federal AWARD or a NAPSA, the hours of work guarantee in the AFPCS will not apply while that award or NAPSA applies till 27th March 2009.
Where the 38 hour week guarantee applies, employees ordinary working hours should be set at a maximum 38 hours per week (averaged over an agreed period not more than 12 months, with the averaging to commence from a specified date) with provision made for the employee to work reasonable additional hours.

Annual leave?

Annual leave is available to all employees other than casual. An employee’s entitlement to annual leave depends on the nominal hours worked by the employee, which is based on a set formula, and is credited to the employee every 4 weeks.

Personal leave? (Covers, Sick leave, carer’s leave and compassionate leave)

This paid accrued leave is accrued every 4 weeks at a rate of 1/26th of the normal hours worked by an employee during that 4 week period. Casual employees however don’t accrue paid personal leave but have the same unpaid entitlements provided to casual and full-time employees.

Parental leave?

The substantive entitlements in terms of the three types of leave are generally not affected, however some mechanical details concerning the types of leave have been added or amended.
Consistent with amendments made to the standard award provisions in 2001, casual employees are entitled to parental leave if they are engaged on a regular and systematic basis for a period of 12 months and if they have a reasonable expectation of a continuing engagement.

In Summary

If an employee, prior to 27th March, 2006 was not covered by a Federal award, certified agreement or AWA, then he or she might be covered by a preserved State agreement or a NAPSA. This employee will only be covered by a NAPSA if no preserved state agreement applies.
Apparently the AFPS will not affect businesses that prior to 27 March, 2006, entered into AWAs, federal certified agreements, or state employment agreements with their employees because the AFPCS does not apply to employees who are bound by those agreements.
In regards to enforcing the standard, this will arise from employees and unions requesting a minimum of entitlements under the Workplace Relations Act 1996.
However the Office of Workplace Services (the “OWS”) will be enforcing compliance with the AFPCS, as well as the Workplace Relations Act 1996 generally, by the use of trained inspectors.

Please note the above statements were made in some cases by the interpretation of WorkChoices and were intended to provide a basic understanding of the standard. Should you wish to examine more closely WorkChoices, contact the Office of the Employment Advocate on 1300 366 632 or visit their website www.oea.gov.au

Recruiting & Being Recruited!

Traditionally, the second quarter of the year is when the region's broadcast community introduces new jobs into the market.
Theory has it, that it’s influenced by new releases in technology targeted at major trade shows globally in order to secure major contracts and product orders well before the end of the calendar year.
If you’re reading this as an employer or budding career jockey, then the following may be of interest.

COMMON TERMINOLOGY

Firstly, there is some common terminology used in recruitment, so by its understanding you’ll be able to compartmentalize the process.
“Applicants” are those who apply to a job, but after consideration they may become “Candidates”. After interviewing there maybe up to three “Short-listed Candidates” after which a “Referee Report” is tabled and the “Appointee” is awarded the position of “…….”, confirmed by a “Letter of Offer” and/or “Contract of Employment”, depending upon company policy.
Although there is more to recruitment, these are the basic milestones.

NOTES FOR THE CANDIDATE

Resume Layout
Don’t use a generic covering letter for all positions you apply for. Highlight all the points from the advertisement, or “Job Description”, then, indulge yourself with legitimate references to the position you are applying.
Page “1” of the resume is the summary page listing Dates, Positions and previous Employers, one per line. This is the reference page for the reader.
Page “2” contains the latest or current position. All other positions follow thereafter.
Rule of thumb is that the last five years will contain more information than the proceeding years, so the information starts to decrease as page numbers increase.

Emailed Resumes
Use logos of previous employers and hyperlink them to their website. This provides the reader easy access to the company’s line of business.
If you intend to present a show reel, park it on a remote server and link it back to your resume. If you have a website with your resume parked on it, do not use it as your initial application, as it will indicate a generic response to the position, not a purpose built application.
Without exception, the attached resume file should contain your name(#) as part of the file name.
Current internet software is blocking “resume.doc” generic files, so tag it as (# Resume.doc). Think of your resume as luggage on a journey, so don’t lose it.
Before emailing, inspect it for visible omitted or inserted changes from the WORD feature and before sending it, open it to ensure that it is THE document you are sending!
Keep any graphics to a minimum file size.
Finally, and most importantly, keep the pages of your resume to within ten pages. The recipient of your resume has no doubt read “Gone with the Wind” already.

THE INTERVIEW

Upon forwarding your application, listen to the outgoing messages on your mobile and home answer machine, and ask yourself are these appropriate messages from a job seeker? They are your first impressions prior to an interview.
Take to the interview (for your reference) a written list all your relevant experiences and a list of questions that you believe need to be answered.
Also take written references or documents that will support any claim you believe is important. Present them if the time is appropriate.
Always research the company as well recent news items and arrive no sooner than five minutes before the appointment … with your mobile phone switched “Off”.

NOTES FOR THE EMPLOYER

Handle all received applicant information with the same duty of care as internal confidential company information.
Government “Privacy” legislation laws (globally) recognise the trust placed on you as the custodian of documents deemed as Resumes or CVs. The storage and management of such information and disposal of it warrants no less than a company policy around it.
It should also cover an applicants request to remove such data, by hard and soft copy and the process governing it.
Although regional laws may vary, you are duty bound to secure their approval prior to forwarding their details to any third party or even divisions within your organization.
If you engage a third party to recruit for you, ensure that they are accredited under a code of conduct established by organizations such as the RCSA in Australia. They are your representatives in the market and carry your reputation with them.

The Interview
Establish a “Standard” interview environment, and de-stress it before starting.
If all candidates are interviewed under the same standard, then their individual responses are better gauged.
To achieve this;

State the anticipated length of the interview upon greeting the candidate. This will confirm a time frame in regards to their ability to attend other appointments.
Re-assure them that their information is held in confidence, particularly if they are employed by a competitor, supplier or client.
Brief the candidate on the structure of the interview. i.e. “I’ll give you an outline of … then we’ll go onto …..”
If jackets are not necessary, provide the candidate the option to be more comfortable.
Provide a jug of fresh water and offer it upon arrival. Be sure that glass numbers on the tray with the jug are representative of only the interviewer/s and interviewee. If glass numbers represent a greater number, it may be assumed that there is a succession of interviews behind them.
Ensure distractions and interruptions are eliminated. Hold all unnecessary calls and switch off your mobile in front of the candidate allowing him/her to do similar.

There are a number of interview techniques that may be used including, traditional, behavioural, panel and team, to name a few. A combination of some, or all are recommended. Feel free to contact the author of this article for additional information.
Stay clear of those questions that are covered by discrimination such as race, marital status, colour, sex, religion, national origin, disability, marriage, and even in regards to starting a family etc.
Besides the potential liability, your organization’s reputation is on the line.
Recruiting staff should be a rewarding experience for the employer and candidate as both have invested significant personal and financial resources to the process.
Every new employee will bring a cost to your operation, so how they cover their cost plus potential profit through their ability and knowledge is pre-determined from the interview.
Be sure you have the “best available” candidates from which to select. If you interview only two or three times a year engage others with greater experience into the recruitment process.
Whether it’s by outsourcing or internal means, additional skills in sourcing and interviewing will improve dramatically the longevity of staff and company profitability.

Yikes! A shrinking labour market!

I recently attended a breakfast launch in Sydney of the Australian Government’s series entitled “Workforce Tomorrow”.
Reflective of the “Workforce Tomorrow Report”, drafted by the Department of Employment and Workplace Relations, it addresses the shrinking labour market and growing number of workers aged over 45 years.
Kevin Andrews MP, (Minister for Employment and Workplace Relations) pointed out that as a result of an ageing population (or the new in-phrase is “Population Ageing”) and a tighter labour market with skills in demand, that many businesses may “face adverse consequences” unless they are prepared to adapt.
It appears all major industry and occupational groups will be affected.
Although the Australian Government suggests that it’s addressing these issues through the Welfare to Work measures and Workplace Relations reform, there’s a definite underlying responsibility that’s surfacing beneath the employer.
There was a particularly poignant massage delivered by our Prime Minister Mr. John Howard, on the day to employers, regardless of their size.
In essence he said that if a company was to remain competitive and economically viable, they would need to consider tapping into a wider and more diverse pool of labour. Plus, they will need to create more flexible and diverse workplaces and recruit from a broader range of employees.
Supported by a 2005–06 Federal Budget allocating $50 million to the Employer Demand and Workplace Flexibility Strategy, the changes are said to embrace a larger demographic.
Bedsides the ageing population, employers are encouraged to employ from other traditionally underrepresented groups in the workforce such as people with a disability.
It appears that the strategy will provide wage subsidies and workplace modifications for businesses that employ people with a disability, as well as training and tools to help employers better manage older workers.
The Australian Government is currently working with peak business groups to develop demonstration employment projects in some of the industries that are suffering most from labour shortages.
Approximately $2 million has been made available for three years commencing 2005–06 to fund recruitment, employment and retention projects to increase participation in the workforce by people from the target groups.
Taken from the Australian Bureau of Statistics, there will be a prospective shortfall of 195,000 workers over the next five years, spread evenly across industries and occupations. In relative terms South Australia will be most affected by ageing and the Northern Territory the least. However in line with the size of their populations, NSW, Victoria and Queensland will have the largest employment shortfalls.
As you may recall, in the November 2004 issue of C&T we covered (then tagged) “Mature Aged” issues and although numbers have increased, there remains a trend from full-time work towards part-time work. The refreshed figures state that between July 1990 and July 2005 part-time employment increased at an annual rate of 3.6 percent, with full-time employment increasing at an annual rate of 0.9 percent.
In addition a detailed Monash report, estimates for film, radio and television, a forecast reduction in an annual employment growth rate of 0.27 percentage points from 2004-05 to 2009-10.
It’s favorable compared to the labour intensive markets of Mining and Agriculture at approx 1.5 percentage points. Of the remaining listed 52 industries in the report only those equal to, or lower than, film/radio/TV were; Health Services, Community Services, Food Retailing, Construction Services, Agriculture and Water/Drains.

What can we do for the future?
Be more innovative in our approach to a shrinking talent pool. How?

We need to mentor, coach and train to create a more diverse workforce, whilst retaining mature aged employees through phased retirement.
Also consider child care facilities for primary carers and modify the workplace for those with disabilities whilst taking advantage of related Government incentives.
If you’re interested in learning more about this initiative, DEWR (The Department of Employment and Workplace Relations) is running a series of Better Connections workshops and Wise Workforce Workshops (formerly Business Learning Networks) in regional areas to help develop solutions to local employment issues. Just phone 02 6121 6807

Generation Shift!

Ahh 2006! There’s nothing better than to experience something new! A new car, a new shirt, a new job or maybe a total makeover! But a new year? That’s special!
Now some of you may be reading this and experiencing a small degree of elation. Whilst others might just be saying about now, “I don’t know what the fuss is about?”

THE DIFFERENCE IS GENERATIONAL

Now before we launch into a great tirade of how best to approach 2006, we should first know how to manoeuvre around the playing field, our work environment. At least if we know the potential potholes we may be able to navigate around them, or at least with them.
You see, we’re surrounded by Generation Y (1994-1980), Generation X (1979-1965), Baby Boomers (1964-1946) and Traditionalists (1945-1900), all with a different approach to the new year.
Oh, and by the way the next generation playing on your computer at home, installing the latest software challenging Microsoft’s latest operating systems are called “Millennials”. Best remember this little group as they sneak up on all of us!

How to play the game and keep a straight face … or save face.

This clever algebraic expression is self explanatory.

Generation x + Technology = y

Both the Boomers (aged 42-60) and Gen X’rs (aged 27-41) have something in common. They’re goal setters, chronological thinkers who process information in linear form, from front to back, from top to bottom. They understand how today’s decisions may impact upon tomorrow.
Now Generation Y’s or should we say “Whys” (Aged 12-26) are the digital thinkers who process information randomly as opposed to sequentially. They’re not inherently convinced that today's actions will affect tomorrow's outcomes in any certain way.
They know all-too-well that someone can be the hero today and a villain tomorrow - and visa versa.
They reflect upon icons who have survived drug addictions, criminal prosecution, sexual misconduct, bounced back and made millions in the process.
Interestingly a third of this group will opt for a portfolio career, made up of part time and entrepreneurial ventures.
In North America a trend is occurring within this group with just below half of the “Y” workforce opting not to work full time for a single employer.
Gen Y’s are seeking a more flexible lifestyle, that’s also highly mobile. Although this sounds a tad self-centred and non-committal, statistics also indicate that a third are involved in some kind of volunteer or not for profit activity.
So it appears this has been a legacy from the “X’rs who are environmentally and socially conscious. It’s also said that X’rs are the generation looking for peace of mind and leisure time.
They’re health conscious with almost half the generation using vitamins or supplements as well reading labels. If you haven’t already noticed they are also the prominent generation who live longer at home. This is influenced by boomer parents possessing a strong sense of family values.

HOW DOES THIS AFFECT ME AT WORK?

Look around you, be aware of the make up of your colleagues, identify the potholes before stepping into them, and observe those characteristics of others and take a mental note. Use this information to assist in achieving your goals.
Our environment is constantly changing due to the people in it, so we should be aware of where the changes are occurring and by whom.
Change occurs as a consequence of people’s actions, not because it just happens.
So, who are you in 2006? Are you the leading edge of change, or someone who’s comfortable in riding the wave? Not that there’s anything wrong with that. However, if you’re a rebel, chances are your career will stagnate.
People are a company’s greatest asset, so identify those in your organisation with traces of positive change, harness a team with like values, be part of this team, and forge a career where others will follow.

What Lies Ahead ...

Other than a crystal ball and some well placed intentions no-one is able to predict the future, let alone foresee employment opportunities.
Having said that, economists and industry representatives such as employers and Government institutions have boldly stated there will be a shift in a number of broadcast positions available into 2012.
They are in the main, positive in growth and will be explained in more detail further on in this editorial.
The backbone behind such predictions is founded by technology and commercial expansion.
Some recent changes such as the Australian Communication Authority merging to form The Australian Communications and Media Authority on July 1st this year, will address the digital environment with evolving technologies such as Digital Radio.
Although the broadcast community remains nervous with already 300 radio licences granted between 1995 and 2001, it’s technology driven, providing numerous business opportunities as we progress through 2006.
As there will be significant investment into new equipment and content the effects are compounded through suppliers, installation and staffing.
This is but one of many conduits through which we will experience growth, although in the above example it probably won’t be seen till the latter part of 2006.
As experienced by the 2000 Olympics, the 2006 Melbourne Commonwealth Games will be another shot in the arm for Australia as well the broadcast community.
For those who know Gary Fenton who was CEO of SOBO, (Ex Director of Sport for Seven) he’s been given the task to set up the International Broadcast Centre at next years Commonwealth Games.
It’s successful events like these that bring to Australia not only commercial opportunities but also interest by the broader International community to seek out and secure both a career and family in Australia.
Similarly, on the other side of the world a number of Australians, young broadcast professionals such as engineers have for the last six months been attracted to places like the new Broadcast Centre in White City, London. Known as “the tapeless wonderland” it’s the most technologically advanced playout facility in Europe.
This trade of knowledge is not uncommon and will continue to increase in frequency throughout 2006.

WHAT WILL AFFECT GROWTH?

Reflective of the US (Department of Labour), Australia is perceived to follow by similar statistics.
Overall employment in broadcasting is forecast to improve by 9% up to 2012.
The growth rate will however be affected negatively by new technologies, consolidation and from increased competition.
New technologies will in the short term generate employment opportunities but in the longer term may cause a reduction in staff due to design benefits such as remote monitoring and reliability.
In terms of consolidation of businesses or companies merging, a reduction of resources either facilities and/or staff will eventuate.
It’s envisaged that a number of significant global mergers will continue to occur throughout the next 12 months.
Other influencing factors on growth patterns will stem from services such as the internet, video-on-demand and prepared programming sourced by satellite, in lieu of local content.

SO WHERE ARE THE HOT SPOTS?

Perceived to be from most to least sought after:

* Integrated Telco related professions.
* Installation, maintenance and repair
* Computer based roles, Systems Engineering
* Business Operations
* Advertising, Marketing, Public Relations, Sales
* Engineering

Although Engineering appears at the lower end of the list, positions within Engineering will also exist in ‘Installation, Maintenance and Repair’ as it accompanies and involves a higher level of technology.

More specifically;
* Advertising, Marketing, Promotions, Public Relations and Sales Managers
21 percent to 35 percent growth
* Actors, Producers and Directors 10 percent – 20 percent growth
* Broadcast Engineering and Radio Operators 10 percent – 20 percent growth
* Television, Video and Motion Picture Camera Operators and Editors 10 percent -20 percent growth

A breakdown of broadcast engineers show that 32 percent will work in broadcasting (except the internet), 16 percent in motion picture and sound recording studios, and 1 in 10 will be self employed.

Statistics shown are aggregate to Radio, Television, Multimedia and Film.
Genre dissected figures for all categories were not available, nor figures relating to freelance, contract or permanent employees.

IN SUMMARY

As technology continues to influence growth patterns, all technology proficient individuals relative to their field of experience, whether it’s sales, marketing, production or engineering will be in higher demand.Global experience will also be highly regarded.

An Emerging Trend

In an earlier issue of Content & Technology magazine, I discussed Succession Planning under “Consider it, but don’t ignore it.”
The response to the article was encouraging as it addressed management concerns in regards to a company’s vulnerable position if they lost key personnel.
This question was again raised at SMPTE2005, when J-Curve was fortunate to have been invited by the board of SMPTE to participate in a panel discussion at the conference under “Engineering Your Future”.
The level and depth of discussion that occurred from this session was astounding.
It addressed the freelance and contract models of employment that are currently gaining momentum in the workplace.
What elevated from the session was concerns from not only older employees but also graduates wondering if there is a permanent position out there long after graduation.
In reflection of this trend was also the concern by mangers who contracted expertise under a project by project basis. Their concern was one of permanency of expertise long after the projects completion.
So if this trend is gaining momentum as well the concern of individuals then what’s driving it? One factor appears to be technology. In a technical sense we live in a disposable fast moving environment where items are replaced not repaired, particularly on site. The other is economy of scale, which is purely a case by case decision.

How we combat this trend and secure a solid path of growth without costing the earth is the big question?

Well, it’s not a question of combating it but a question of accepting it.
A number of changes to the workplace will need to occur.
Addressing industrial workplace relations is an obvious starting point and currently a hot topic in Australia but it won’t be discussed in this article as we’re limited for space. Suffice to say, a topic for another day.
Firstly a change of mind set will need to be adopted by those who are between positions of permanent employment. They should address and accept that for some unknown period they may be required to work under a contract or freelance model. Once accepted they should be conscious of their marketability so their ability to develop “self-marketing” skills will be a necessary new skill set.
Building and managing a reliable and up-to-date network of contacts is paramount.
Those in permanent positions of employment should also be conscious of the same reliable network of contacts in order to navigate and find valued contract expertise at a time of need.
Going back to our previous article of Succession Planning, employers should be conscious of this current trend and seriously consider the growth of expertise from within their own organization. This is where expertise grows at a cost acceptable to most CFOs.

So what is succession planning?

It is a plan that is normally actioned over, or up to, a period of three to six years with the sole purpose of transferring your leadership to a successor. If a Succession Plan is actioned around you, then it’s because you are being considered for a more senior role, moving sideways or involved with ‘Exit Planning’ (retiring).
All businesses need to have one, whether it’s a small family concern or the Microsoft’s of the world. Succession Planning is a necessary business strategy!
Succession Planning bonds employees with future opportunities. It has a stabilising effect on staff numbers due to the improved human dynamics that result from leadership gain not a feeling of loss when the successor is suddenly appointed.
It also addresses the issue of re-skilling as most companies will survey the landscape and search a replacement by titled experience not by name.
If you are a business owner you should also have a business ‘will’ that will nominate a successor and layout your business plans and projections. Not to be confused with a personal will, this is an entity in its own right and again should be reviewed regularly.
As a business owner you need to recognise the difference between management succession and ownership succession and address it accordingly.
Look at Succession Planning as a back-up programme for your business as you would when you back-up your computer and valuable files. It is without doubt one of the most underestimated business cornerstones that can be the most damaging if ignored.

Graduates, a cornerstone of your business

As part of your internal structure of succession planning don’t forget the growth of talent from within, at all levels.
Graduates are not only the foundation upon which development occurs, both in terms of current and direct educational benefits to the business but also the mentorship that develops and cements existing employees as a result of their overall guidance.
What is the cost of employing graduates?
As this article is published in a global magazine, contact details for additional information will be regional. However, we suggest that there will be a number of government initiatives to assist with employing graduates so the engagement should be of minimal cost. Think of employing graduates as an investment, not a cost to the business!

In Summary

In you’re a company, firstly ensure you have a succession plan in place. Secondly consider seriously the adoption of a graduate program into your business.
Why? It;
* Ensures there is continuity of leadership and skill sets.
* Provides strengthened employee relations.
* Identification of not only strengths but also deficiencies in the executive pool.
* Safeguards against unforseen situations.
* Cements commitment
* Backs-up your most important asset, people.