Moir Recruitment News

31 Not Out! 

Are people truly your organisation’s most important asset as it says in your annual report?

Or are they simply “human resources” to be consumed on the path to maximising shareholder return.

As many organisations ditch their much-loathed performance review processes in favour of a more flexible model, do Australia’s leaders have the maturity to manage in ambiguity?

Is Diversity & Inclusion an optional extra or a business pre-requisite?

What is HR’s role in the modern organisation and is it being fulfilled?

HR and Finance – a match made in heaven or daggers drawn?

Steve Rowe will share his thoughts on these questions and more in his reflections on a long career in HR.

For more details head to our Events Page

"Leading In The New Normal" A Post Event Summary on Julie Birtles' Presentation by Stephen Moir, Director Moir Group 

 

It is hard to dispute that we are living through a time of rapid change, and that many of our existing systems and ways of working are suddenly very out of date.

When Julie Birtles, Founder of Beyond Excellence spoke at our event last month, she highlighted some of the great challenges facing our leaders during these uncertain times. 

As I reflect on her presentation, one of the messages that resonated most with me was around the need for organisations to embrace “catalysts”, those leaders who see the world differently, who see the whole system and are able to transform how we work and live in big ‘step change’ ways.   

Not everyone is a catalytic leader.  Perhaps you are more of an innovator, an achiever, a strategist or an alchemist.  Julie argues there is a role for all these types of leaders, but that in times of change catalytic leaders are vital to organisations, and that we need to embrace catalysts and to encourage rather than stifle them.  Identifying and nurturing these big picture leaders can be a particular challenge for larger organisations.

I believe Moir Group’s role as recruiters goes far beyond filling jobs.  Partnership is one of our core values and we can therefore make a big contribution in supporting both organisations and individuals to nurture those leaders who have the vision and ability to lead the type of large-scale transformation needed for future prosperity.

If you missed Julie’s presentation, you can view highlights or access her presentation from the day, and to find out about our upcoming events, please head to our Events page

Interview with Julie Birtles, Founder Beyond Excellence and Stephen Moir, Director Moir Group

Are you a leader of today?  Find out how to be a leader of today and about the challenges we are facing as leaders.

    

 

Please go to our events page to see our other upcoming events.

 

Thanks again to all the fabulous ladies who attended our recent Moir Group Women in Business Event at the QVB Tearooms on Thursday 21^st August. We have been overwhelmed by all the amazing feedback from everyone, and are delighted that you all enjoyed the afternoon. Looking forward to doing it all again in 2015….!

This is a selection of some of the feedback and also a few photos from the day.

“Thank you very much for inviting me along to the session yesterday.  I thoroughly enjoyed.  Interesting and engaging speakers and great table of ladies to chat with.

"It has certainly made me pause and think about my career path and what I want to do.  Lots of thought provoking ideas and mantras…”

“I wanted to thank you for inviting me to yesterday's event, the presenters were very inspiring and networking was of great value. Please extend my congratulations and special thanks to the organising team.”

“Thank you for such a wonderful event yesterday. It was well organized, enjoyable, interesting and motivational. I’m already looking forward to next year’s!”

“Everything worked so well – from the venue to the setup and catering, to the format of the afternoon and to the actual speakers.  I really enjoyed the content of all the speakers, and also thoroughly enjoyed making some new connections as well as catching up with old ones. 

"Congratulations, and can’t wait till next year’s event now!”

“Just wanted to thank you for inviting me to the event this afternoon. It was beautifully put together - stunning room, delicious treats, thought provoking and inspiring speakers - a great afternoon!!”

“And thank you for a most enjoyable afternoon! Inspiring.”

“It was such a fantastic event, thank you so much for inviting me! It is so lovely to attend an event and leave really feeling inspired.  There was a lovely group of ladies there, best Thursday I have spent in quite a while!

"The hosting, attention to detail, etiquette, venue – all just bang on!”

“I thoroughly enjoyed the talks and filled my 'thought bubbles' which was a splendid idea and which I will refer to as I take up many if the tips shared.”

“Thank you for the invite! As result of the meeting I have reignited my networking activities and organised some meetings with possible mentors and/or create some opportunities to do something different”

“What a wonderful event last Thursday! Thank you so much for inviting me. It was fantastic to finally see a Moir event in action, what a wonderful venue and such great speakers (such a good mix of styles and personalities)”

“Many thanks for including me on the guest list. Thoroughly enjoyed the speakers and the event.

"Loving my speech bubbles which I have since shared!”

We are looking forward to Jeevan’s discussion around how corporations have adapted to the digital world, and in particular, whether HR have taken the journey adequately too.  You will be introduced to the subject of MOOCS (if you are not already familiar with it), and may consider online corporate learning in a whole new light.   Some may find this discussion confronting, and others may be in full support of the idea of digital HR. Jeevan is an experienced practitioner of this concept and I am sure you will find his presentation starts and interesting professional discussion.

The rapid development and adoption of technology is forcing organisations to adopt new business models and approaches .A week ago Commonwealth Bank chief Ian Narev talked about banks "needing to get comfortable with saying they don't know what technology will do to their business models, but be ready to change quickly when it shifts consumer behavior ". (full story).

The four trends that Ian highlighted were:

• the proliferation of fast mobile broadband;
• rapid innovation in devices that access broadband;
• fast changes in the applications being used on the internet, including search, social media, peer-to-peer lending and blogging;
• and a big reduction in the cost of storing and analysing data.

Some industries are such as Banking and  Healthcare have had the most visible change in business models. Remember the time when you had to go to the teller for most banking transactions. Now most transactions can be done via online banking. Going to the doctors practice may a thing in the past. Soon  you will be able to consult with your doctor over webcams.

All functions of the organisation have been impacted by this change to different degrees. Marketing is moving away from print advertisements and spending more time and money on social media. IT are moving from a in-house resourcing model to one that sources the best and cost effective talent from anywhere. Customer service is taking enquiries via social media.

HR needs to revisit its own business model to adapt to changing expectations of value add and delivery of HR service using approaches from the digital world including agile design, crowdsourcing and social networks.

The summary video of the Learning Cafe UnConference  reflects some of these digital themes impacting learning and performance at work including social media, crowdsourcing,

One example of such an opportunity is the use of Massively Online Open Courses (MOOCs) for employee learning. It challenges the way we think about delivering employee development. A working group of 22 organisations explored using MOOCs to deliver more employee learning at lower costs and developed a draft white paper which is available here.

One of the framework to understand business model is the Business Model Canvas. We will be discussing the current and future HR business model in the session. Watch this video for an quick overview of Business Model Canvas.

You can check Jeevan out on Knowledge Working also see details of our upcoming events  Moir Group Events.

We are delighted to have Paul Mitchell from The Human Enterprise, a trusted adviser to some of Asia-Pacific’s most senior leaders, speak at our upcoming event. In Paul’s own words:

Trust in our leaders is at an all-time low. Our political leaders, business leaders, even religious leaders are coming under attack. Yet with trust, business seems to go so much faster and easier, and is so much more enjoyable and rewarding. And at the heart of trust is being an authentic, no B.S. leader.

Enjoy some of the key ideas from one of the world’s most sought after leadership development experiences: BlessingWhite (in conjunction with Professors Goffee and Jones, from the London Business School): “Why Should Anyone Be Led By You? What It Takes To Be An Authentic Leader”. See why dynamic organisations such as Red Bull, Rolls Royce, Microsoft and Fujitsu are insisting their leaders lead by being themselves.

Our speaker, Paul Mitchell, is a trusted adviser to some of Asia-Pacific’s most senior leaders. His clear memorable messages, sense of fun and exuberance, will ensure you leave with a new resolve to be the best leader you can be.”

You can check Paul out on http://www.thehumanenterprise.com.au/ and also see details of our upcoming event, Thursday 20th March http://www.moirgroup.com.au/events_media.htm.

Successful job sharing is just that, an art form.  You must get all the right components aligned; the people, the job, the organisation, the attitude and you can create a work of art.  It is more Picasso than Rembrandt, in that things at first may appear disjointed yet once it works, it is a masterpiece: you end up with seamless, professional delivery and individual and organisational success.

Let’s start with the odd maths behind the concept.  That is, 1 +1 = 1.   Job sharing is about two people doing the one job. It can’t just be any two people.  This is one of the main keys to success. 

The people that do job share have to be real partners.  They have to complement each other, trust one another and have the same work ethic and passion for success.  It is not the same as part time work and only works for the internal and external clients, if it is seamless and the partners always work as one person. 

Job sharing allows an organisation access to an untapped market.  Highly experienced people who enjoy working, are highly experienced in the role so they know how to do the job, have a very high degree of work efficiency and have proven ability to get results.

Do they need to share all parts of the job? Operationally and day to day yes, projects sometimes, management not necessarily.  Again it is about the people and the attitude and combinations of more senior and less experienced people or one being a manager of the team and the other a team member, can all work, with the right combination of personalities

Can it be in any role, discipline and company? If you get it right, yes it can.  So how do you get it right and what makes it a success?  Using the Moir Group values, I will demonstrate this: 

Partnership and Persistence 

• The right people who have the same work ethic and trust each other is the key.   Competition between job share partnerships is a big no and a similar persistence to succeed is a must. 
• You must have access to each others emails to partner properly and you only need to worry about the emails on your working days. 
• Best to have a cross over day if possible and challenge is to optimise this day with your partner.

Rigour

• It is essential that all days of the week are covered.  It is important no one else in the organisation feels they have to cover for any gaps. 
• Communication is the key and everything needs to be detailed in a hand over email and you must use the database properly and record everything, so nothing is missed.
• Must have remote access so, even if you have to leave early, you can finish things off and be responsible for completion on your days. 

Care and Passion:

• Must share successes and disappointments no matter who starts and finishes the sale, project or task. 
• Can still be an individual as far as professional development and internal and external projects go.  
• Must share the same care and passion for your clients, candidates and internal business partners. 

All this has been proven in the Contracting and Temporary division at Moir Group.  Here we have built up a team of highly experienced and successful consultants and six of our team members job share with each other.   They have over 70 years of recruitment experience between them and contribute extensively to the growing success of the Moir Group. 

The job share experience for Moir started in 2009.  The goal was to build our interim business from a starting point of one contractor we had on the books in Brisbane to the highly successful and diverse national contracting and temporary business Moir Group has today.

Seamless delivery is the key as well as team work internally and high work ethic of the partners.  The team is made up of focussed consultants, some of whom have young families and can only work short days, who use remote office access and their strong desire to succeed, to make it work.

The overall attitude of the business executive team and the other consultants at Moir, who work full time, is also essential to success. The team at Moir support the model because it has proven success.  It allows the whole organisation to partner with experienced colleagues and have a great diversity of experience to work with and learn from.

I hope this has helped paint the picture for you and I’m happy to share the experience and answer any questions about how to make the most of job sharing within your organisation and profession.  I believe if done properly, job sharing can work no matter what the discipline, the organisation or the level of role you have and the benefits to all concerned are endless.  

Moir Group places a lot of importance on giving back. In addition to working within our values we support and work with several charities. In the main these are employment related charities. These include:

Since August 2012, Moir Group has partnered with St Vincent de Paul and Matthew Talbot Homeless Services where we run monthly resume and interview workshops giving advice to their clients. The commitment and energy of the Moir Group team, has helped several of the Vinnies clients find paid employment. We have also now commenced the same workshops for a women’s domestic violence centre in Bankstown, also operated by St Vincent de Paul.

Our Director Stephen Moir also completed the Vinnies CEO sleepout in 2012 and 2013, and has signed up again for 2014.

"Matthew Talbot Homeless Services are pleased to acknowledge and commend Moir Group for their commitment to the "Work it out" Program. Moir Group are involved in the program in the early stages by providing staff to run workshops to assist clients in: preparing a resume, the interview process and where to search for employment.

Angela is preparing the program in Western Sydney at one of our Women’s Domestic Violence Centres to start the in early April. The importance of the program supported by Stephen, can and will make a major difference in assisting our clients to seek employment, and help rebuild their confidence and self-esteem.”

Julie McDonald

General Manager, Community & Corporate Relations      

St Vincent de Paul Society - NSW

 

Moir Group are also proud sponsors of the Red Kite Colour Ball. Red Kite supports children and young people with Cancer (up to the age of 24) and their families.

This may be within your current organisation or considering a whole new career path.  A career plan is a key factor and should reflect you and your personal preference. 

 Things to consider as part of your career plan would be:

• what parts of my current role or organisation do I like
• what parts don’t I like
• what is important to me
• In what cultures do I fit best

Identify what roles and organisations you are most interested in.  Reflect upon previous jobs where you have felt most comfortable.  Which boss brought the best out in you and why?   Many people find they are most comfortable in a job where there is a balance between challenge and feeling on top of their role.