Hello fellow TWITs – its exciting to be amongst great TA authors to share news from my TA world over the month of May.
My name is Katie and I am the Chief Talent Officer (AKA geek of talent) at Infinite Aged Care. Yes, aged care! I know some say “run for the hills” or “aged care is too hard” to aged care. But some also say “who’s up for the challenge?” and “who’s looking to make a difference?” and that was ME 🙂
The Aged Care sector is super interesting. It doesn’t take long to get around these initial impressions to quickly realise it is competitive and rapidly changing. We’re talking F1 fast. And the upcoming regulatory changes will overhaul clinical care for our elderly; which is positive on so many levels. KPMG offer a great overview if you’re interested in finding out more.
Recruitment is my third career. Previously I’ve worked in tourism and hospitality, where if you didn’t have a “focus on customer” spirit, you didn’t survive. Whether it was having an olive python around my neck when I was doing my rounds at the Zoo that kids could touch, letting foreign tourists pop into the Koala enclosure whilst I topped up their leaves, or serving royalty a bottle of Grange wine only to hear “this is too dry, take it away”- it’s the stories of these experiences that connects people to your brand, defines the essence of customers & entices people to your workplace.
Today, TA professionals tell me the various array of customers they work with, and that we can never sit on our hands and think that our processes, systems and tools are good enough. My team operate in a sector where there are more jobs than people and employees will move for small increments of pay. In one suburb there are several companies vying for personal carers, nursing, hotel services and facility admin staff 7 days a week (not including the independent cares across the disability sector). In this tight market, we simply have to think of our candidates as customers. No matter what tech stack we have, how finessed our processes are and all the bells and whistles on our profiles – if we can’t connect with the essence of our “customers” we are dead in the water.
‘Til next week’s TWIT, enjoy the Talent roller-coaster you ride everyday!
International nurses and care leaders are key pillars in our talent strategy. Hearing now Australia is in the top #5 most challenging countries to relocate to – makes me re-think the right mix to chase off vs. onshore visa holders!
I am on the bus with the 4-day week. I’ve worked this way for over 10 years and now support team members perform like this – it is the way forward connecting back to the “essence of your customer.” If we trust, be outcome driven, and back our people – we will succeed!
This is a sobering statistic, particularly considering the current climate around women’s rights. Psychological safety for workers is something we should all keep at top of mind, and – of course – is key to retention.
The PM claimed this week that his government has created more jobs (789,700!) than any other first-term government, and included a full list of stadiums around the country and their seating capacities to help illustrate the point. There’s no doubt that’s a huge number of jobs, but the claim may not be as accurate as is being put forward.
With the need to streamline our volume hiring but “amp up” our essence of the customer experience Infinite Aged Care are adopting this tool to seek out AI and Smart shortlisting capabilities partnering with MyInterview.
We have seen this paper before by Forbes, but it still baffles me why onboarding/new hire experience on paper makes sense but in reality, it can be a car wreck! It’s time for us to crack this chestnut once and for all.
With emerging talent markets on my mind to research and plan for 2024, I enjoyed listening to our friends at Tapod and Steve Neild from GHD unpack the state of graduate/early career markets.
If you haven’t signed up to Kevin Wheeler’s free newsletter yet, what are you waiting for?? It’s a great source of thought provoking work with articles covering Why do some functions weather these shocks better than others?, Why do many recruitment and other HR functions falter and fail to perform effectively when confronted with these shocks?, and Why do many technology implementations fail to achieve their goals?”
