Shane Collins has joined the team at Elecrotech having recently moved to Hawke’s Bay. Shane brings a wealth of experience in the telecommunications and electrical industries.

The team at Farmlands has appointed Steve Sturgess in the role of Chief Information Officer. Steve has most recently held a comparable senior role with a national retail chain.

Renae Pocklington has joined No.9 Marketing & Design as Business Manager. Renae, a marketer has experience in advertising, PR and event management. She will look after day-to-day operations while No.9’s founder Amanda Sye will focus on the company’s strategic growth.

Leading towards a goal
Having a goal, or a specific result to reach is something that motivates a lot of people as it gives them a sense of achievement and satisfaction – that what they are doing every day actually means something. So a great way to motivate your team is to make them aware of their goal (or the organisations goals) and keep them on the right track to reach it. Regular staff meetings to discuss the current progress will help them stay motivated and seeing real change will encourage them to continue on their successful path. 
Moving into a position of management is a nerve-wracking time for those who haven’t held that level of responsibility before. But it is also an exciting feeling when you have a team that is willing to work in partnership with you towards achieving great results in whatever you do. Just take your time and don’t be afraid to ask for help. Just because you’re a manager it doesn’t mean you have to know everything. Bowyer offers his final piece of advice for potential and new managers;
“Always look for ways to improve yourself (professional development), be ethical and work hard, and earn respect from those around you (don’t just expect this to come with a new title). Seek a good mentor or someone who can act as sounding board for you as you grow your career, as you will no doubt be faced with new challenges along the way.”

Firstly, we need to understand the national employment market, and what trends are emerging. What has been obvious to all of us has been the impact of the global credit crunch and recession. The Department of Labour indexes national job vacancies, and the graph below highlights the impact the recession has had on job vacancies (sharply declining from a high in April 2007). Since August 2009 we have started to see improving job vacancy volumes at a national level (positive signs).

There has been a 5% nationwide increase in skilled job advertising in the last quarter of 2009(1), with this trend continuing into the first quarter of 2010. Overall business confidence has stabilised nationwide, with a net 23% of companies expecting improvement in the next 6 months(2). National commentators are certainly not expecting a boom 2010 year (the NZ economy is tipped to grow by around 1.8% this year(3)). Rather it will be a year of cautious optimism and controlled growth over the low points seen prior.

One of the more basic but effective measures in reviewing local employment demand can be drawn by analysing SEEK volumes, as it remains a key NZ job portal for those organisations looking to actively recruit new staff.

In reviewing 2008 & 2009 side-by-side we see Hawke’s Bay job volumes have been down roughly 25% from February through to October on prior year. This is a lot lower than the national median reported by SEEK, Trade Me Jobs & APN – all at approximately a 50% drop in advertising volumes from November 2008 through until August 2009, when all have reported recovery (at varying levels). So, Hawke’s Bay has in part been sheltered from the full force of the global recession (reinforced by anecdotal conversations with many businesses & locals in Hawke’s Bay) – again positive news.

So what can we expect to see for 2010 in Hawke’s Bay employment market? Whilst we all wish we had a crystal ball for this year (and beyond), here are some of our thoughts:

• Both active and “below the radar” employment activities are on the rise. People with good experience and relevant skills remain sought after, especially in the Health, Sciences, Engineering, ICT, Accounting, Media & Advertising, and Infrastructure sectors. We also see more activity in the Finance & Banking sectors after a quiet 2009.
• High calibre jobseekers continue to be drawn to the Hawke’s Bay. Many are ex-pats returning from off-shore (which have helped boost the property market), as well as those in the larger centres seeking the lifestyle opportunity afforded to us locally.
• Many actively advertised roles in 2009 were back-fill or contract cover opportunities. In 2010 we are likely to see more newly created positions, as businesses seek to return to growth mode.
• Employers remain focused on skills & cultural fit, with industry experience and a proven track record continuing to be emphasised.
• Re-engaging demoralised and disengaged employees will be a factor for many organisations. With more opportunities becoming available in the employment market there will be an emphasis on retaining good staff. Recent workplace surveys have shown that between 42% – 60% of employees are looking to leave their existing employer given the right opportunity(4)!
• The larger metropolitan recruitment markets are reporting recovery at a faster pace than we are (the bigger the drop the bigger the bounce). Auckland has seen a 30% increase in February over January. Hawke’s Bay has definitely gotten off to a slower start than other parts of New Zealand, but expect us to catch up!

In summary, the Hawke’s Bay job market remains in a stable & improving condition. This stability, matched with the outstanding lifestyle opportunity, see Hawke’s Bay remain as a highly desirable location for many.

Sources:
(1)Department of Labour Jobs Online 2009/2010
(2)NZIER Quarterly Survey of Business Opinion
(3)Economic & Risk Outlook – Dun & Bradstreet
(4)Various portal and company surveys

At RIOT Recruitment we analyse & track local statistics (the focus remains on regional growth & activity). One of these is active job postings on SEEK, a basic but effective measure, as it remains a key NZ job portal for those looking to actively recruit new staff.

Interestingly, in looking at SEEK postings in 2008 & 2009 side-by-side we see Hawke’s Bay volumes have been down roughly 25% from February through to October on prior year. This is a lot lower than the national median reported by SEEK, Trade Me Jobs & the NZ Herald – all approximately at a 50% drop in advertising volumes from November 2008 through until August 2009, when all have reported recovery (at various levels). So, we have in part been sheltered from the full force of the global recession (reinforced by anecdotal conversations with many businesses & locals in Hawke’s Bay) – positive news.

The larger metropolitan recruitment markets are reporting recovery at a faster pace than we are (the bigger the drop the bigger the bounce), but even so we have seen a resurgence of local activity over the last two months. A lot of this has included placements & activity relating to opportunities that are not on the open market. We see improved business & consumer confidence continuing to lift the market at a steady pace through the first half of 2010.

In summary, the Hawke’s Bay job market remains in a stable & improving condition. This stability, matched with the outstanding lifestyle opportunities, see Hawke’s Bay remain as a highly desirable location for many (both nationally & internationally).

Recent studies in both the UK & Australia* have shown that the cost of making a poor recruitment decision ranges between 110%  - 137.5% of the annual salary. The studies focused on the overt or visible costs associated with the selection then exit of middle managers, who had spent approximately three months in their respective roles. In addition to the overt costs, the covert costs (i.e. litigation or employment relation advice, team morale issues, lost sales opportunities, client dissatisfaction, & impact on brand or reputation) can add significantly to the real cost of poor selection.

We have applied these findings to our local market place, to assess how relevant the larger market figures are. We have been conservative in our review & analysis, and have factored in local pricing structures.

In this example we have chosen a “business manager” on $60,000, who resigns after three months in a role. The estimated cost to business at this stage is high, as this manager is unlikely to have made a meaningful contribution to the businesses overall performance (we know that it can take 3+ months for people new to both a role and a business to really perform).

• Recruitment & Advertising costs = $9,400
• Salary & notice period = $20,000
• Management time (selection) = $1,000
• Management time (induction, training) = $5,000
• Administration costs = $1,500
• Delayed “projects” cost** =$25,000
• TOTAL = $61,900 or 103%

In this regard we see that our local market costs are lower than both Australia and the UK (as expected), but still show that this selection error has cost the business approximately a full years salary for the role (before factoring in any covert costs)!

Regardless of your recruitment needs, approach each selection with a great deal of care and due dilligence!

* Sources = CIPD, The People Bulletin (UK), Chandler Macleod, Barrett (Australia)

** Refers to projects, BAU activities that the manager is responsible for, & change initiatives & improvements that this role has direct responsibility for.

Also, Debbie Sherwood has joined 3R Group in the newly created role of Programme Co-ordinator, Agrecovery Chemicals. Launched on 1 July 2009, the Agrecovery Chemicals programme has been developed to deliver a safe and effective collection and disposal system for obsolete and unwanted stocks of agricultural chemicals. As Programme Co-ordinator, Debbie will manage the operations of the Programme, providing in-depth consultation and advice to customers and contractors. Debbie was previously with Donaghys Industries Ltd in Christchurch as the Factory and Technical Manager for their Animal and Plant Product factory. In this position, Debbie was responsible for all aspects of the factory operation including plant management and development, product development, manufacturing, purchasing, compliance and Heath & Safety.

Ashton Ireland has recently joined the team at the Wild Rock Wine Company. Ashton will be responsible for driving sales and marketing initiatives for Wild Rock, and being the brand champion for Wild Rock in both the national and international marketplaces. Prior to this, Ashton held senior accounting and finance roles for several leading organisations including Pacific Retail Group and Ernst & Young. Ashton also owned his own retail homeware store in Palmerston North from 1992 through to 2002.

Returning to Hawke’s Bay from Auckland, Grattan Le Cheminant has joined the team at Glenn Cook Technologies in the role of Senior Account Manager. In this role, Grattan will focus on developing relationships and designing technology-based solutions for clients in the commercial sector. Grattan brings a wealth of experience to this role, having previously spent 7 years in the ICT industry in Hawke’s Bay.

It’s best to avoid office politics, says expert…

While you don’t actually get to vote whether to have office politics at your work place, most would say it is mainly a negative side to an organisation. But office politics can also have ‘positive’ repercussions – if it is used in the right way. Knowing how to use it effectively will ensure you get the right outcomes, instead of a dent in your reputation.

Identifying the idioms

Office politics is easy to recognise but hard to define. Is it gossiping? Is it playing favourites with work colleagues? According to some definitions, it is about the use of power and influence outside the normal office processes, and Rohan Bowyer, Director of RIOT Recruitment in the Hawke’s Bay, agrees with those thoughts.

“Office politics can be as simple as participating in common gossip about others in your workplace, or as complex as applying ongoing strategies to either gain personal advantage, or in support of others (or a project or cause).”

Is it normal?

Some people may say that they wouldn’t want to work in a company that has office politics, but the reality is that you would hard pressed to find an organisation that doesn’t have some level of politics, in fact, according to Bowyer it is almost natural human behavior.

“In general terms, when a group of people gather together, they will want to socialise and share information. Some individuals are more driven by this than others, but all workplaces with two or more employees are likely to have a varying degree of office politics. As we are all different, and often workplaces can bring together groups of people that would not normally socialise, this can sometimes lead to natural tension, “social groupings”, and to differences of opinions.”

A sense of Camaraderie?

Although one might not want to see to be involved in ‘gossip’ and cliques, sometimes you may feel you have to put your two cents in to feel a part of the team. Although it could be quite difficult to avoid participating, Bowyer says you do need to do your best to avoid the negative part of office politics. This is advisable for those wanting to advance their career.

“Office politics is an ongoing reality that we will face throughout our working lives. Some fall into the trap of thinking that you need to gossip about others in order to “fit in”. But you will have a far more productive and rewarding career if you avoid this, and focus on doing a great job as well as building strong business networks through positive ongoing working relationships.” says Bowyer

Unhealthy?

Gossip can create an unhealthy atmosphere in a business. Sometimes things talked about aren’t true and can ruin people’s reputations, including your own.

“Certainly office gossip can be seen in a negative light, as it is generally not constructive (such as focused on genuine business needs or even on building positive work relationships). Gossip tends to infer that you are speaking about someone (behind their back), rather than with or to them on a face-to-face basis. In a healthy, positive & open workplace, people will generally work to get along with each other” says Bowyer.

But not all gossip is negative — especially if you act on what you hear rather than spreading it. Use information to do someone a favor, and the good will come back to you later.

How to keep clear of the negative stuff

It’s probably inevitable that at some stage in your career you will have to become involved in some form of office politics or gossip.

“It is important that you avoid meaningless office gossip, as well as anything that could be harmful to others in any way, shape or form. You will not be seen by management in a positive light if you are involved in putting others down to make yourself or close colleagues look better”

Generally, office politics gets a bad write up because people often do it for the wrong reasons; they enjoy the power trip, and compete by trying to paint others in a negative light. But the people who quietly succeed at work are also political operators — they just do it better.

In addition, Brendan James has joined Clark Products Ltd in the role of General Manager. Clark Products offer a comprehensive range of cleaning products and industrial chemicals to customers throughout New Zealand. Brendan was formerly the Group Accountant for their parent company, Aquiline Holdings Ltd and prior to this held senior finance roles in companies such as Pricewaterhouse Coopers, NZ Golf Association and WHK Group.

Stephen and Natalie Pepping have returned to Hawke’s Bay and have secured roles with local organisations. Stephen Pepping has a background in project engineering, tendering and management, as well as control panel system design. He has joined the team at The Tech Group, adding significant experience in these areas. Natalie Pepping has most recently been Madison Recruitment in Auckland and has joined the team at Cape Kidnappers in a finance role.

Carley Glock has joined Matthew Lawson and Blair Robinson as Practice Manager in the recently established legal business Lawson Robinson Ltd. Based in their Napier offices, Carley is responsible for the establishment and ongoing management of the systems and procedures for the business, including the areas of IT, finance and administration. Carley brings a wealth of recent and relevant experience to the role, including her last position as Practice Manager at Langley Twigg.

By way of example a recent international survey* undertaken has shown that despite widespread redundancies & downsizing across the globe, businesses in a number of countries are actually finding it increasingly more difficult to hire good staff.

New Zealand ranks amongst those countries facing increased challenge; this year 42% of businesses have expressed difficulties in finding skilled accounting & finance professionals (compared with only 28% in 2008). This is a significant increase in a market in which there are more & more jobseekers actively seeking new opportunity. This is compounded by a significant increase in the number of employers now worried about losing star performers (72% in 2009, up from 51% in 2008).

So what are we seeing locally in the Hawke’s Bay recruitment marketplace?

• In many cases Hawke’s Bay recruitment agencies & businesses are receiving literally 100’s of applications for advertised roles.
• An increasing number of people are applying for a diverse range of opportunities, often without the necessary skill set or attraction to the role, company or industry. This has lead to overheads in filtering down to a meaningful shortlist of “right fit” applicants.
• A number of highly capable & skilled people are no longer actively seeking change, as job security has become their highest priority. With these people no longer necessarily on the active job market, businesses have to be more proactive in attracting top talent.
• Employer expectation is now much higher than in the past few years. There is a real push to only take on board those who are seen as “stars” – those who have the right attitude mixed with relevant experience and skills.
• Specialised roles in certain sectors remain difficult to fill – areas of particular challenge include ICT, Finance & Accounting, & specialty areas in the Technical & Engineering sectors. This can be attributed to both continued global shortages, as well as a smaller Hawke’s Bay market opportunity.

Overall, the challenge this year still remains in building & retaining winning teams. Now, more than ever, the focus should be on getting the “right fit”, for both employer and employee. To ensure this, call the RIOT Recruitment Team on (06) 835 4550.

* Source = Robert Half Global Financial Employment Monitor – 2009.

WineWorks Hawke’s Bay has strengthened their production team with Barry Hosking and Megan Hutchinson joining in leadership roles. Most recently, Barry has been with McCain Foods in various production management roles. Megan has spent the majority of her career in the hospitality industry and for the past two years has been the Production Manager at Aromatics Ltd.

Duncan and Amanda Wallace and the team at Hawke’s Bay Document Technology (HBDT) welcome Scott Barkley aboard in a technical role. Scott will be responsible for the installation, maintenance and repair of the full range of Ricoh equipment. Prior to joining HBTD, Scott had spent the majority of his career in the aviation industry, most recently with Flight Care, based at the Napier airport.

Erin Dent has joined the team at PORSE In-Home Child Care and Educator Training in the role of Academic Manager. In this key role, Erin will be responsible for co-ordinating the development and maintenance of PORSE’s NZQA accredited courses and in-house training. She will also have responsibility as a researcher and writer for the development of PORSE initiatives. Erin has developed her career in the education sector to date.