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Time Management

Making sure you are personally well organised, relaxed and successful. 


Time Management is such a misnomer!

No one can manage time. Time proceeds independently of us, and will tick on regardless of what we do.  What we can do is manage ourselves so that we make the best possible use of the time we have at our disposal. And the key to that is ensuring that we are well organised.

What simple action can we take?

To be well organised and successful, means you:

  1. Know exactly what you need to be doing every day
  2. Identify and balance the different priorities that keep coming at you
  3. Understand the difference between the Urgent and the Important
  4. Use tools and systems, and get rid of time wasters
  5. Manage pressure so that it does not become stressful.


Know exactly what you need to be doing.

It is important to always have a very clear focus for the day ahead. It can never be “just another day”. Every day has to dawn with a set of challenges and goals that you have clearly identified and that you are ready to accomplish. You need to know exactly what you are going to be doing to be successful for the day


Identify and balance the different priorities that keep coming at you.

The single most important element of being organised and successful at work is, within the rush and hurly-burly of life, to cultivate the ability to identify, understand and rank your priorities. Choose what to do first, then second, then third – every day. Sometimes there is a practical need to fine-tune these priorities during the day. At the end of the day reset your priorities ready for tomorrow, knowing exactly what you are going to tackle first.

“Things which matter most must never be at the mercy of things that matter least”  Goethe. 


Understand the difference between the Urgent and the Important.

It is easy to end up chasing your tail every day. There is no success or satisfaction in it. Often the Urgent matters are those that create a whirlpool of busyness – things like some emails, some deadlines, some meetings, interruptions. This single minded dedication to busyness can mean that the Important matters – things like relationship building, planning, prevention strategies –  are sacrificed and put on the back burner, only to emerge as a crisis at a later date.

If you don’t get your car serviced, at some point that lack of action will jump up and bite you – probably at midnight on the motorway.  Make time for the Important.


Use tools and systems, and get rid of time wasters. 

Actively choose to move away from a life of crisis management by simply using some effective tools that take the pressure off you.

Make use of your Calendar and To Do lists – they will drive your self-discipline. Also, consciously and deliberately reduce time wasters like some emails, some conversations, some meetings.


Manage pressure so that it does not become stressful.

The bonus with good time management is that you do not feel unduly pressurised or stressed.

Too often pressure is internalised as stress, and this then becomes a self-fulfilling prophecy. Pressure in a modern job goes with the territory. The key barriers to preventing pressure feeling like stress is to:

  1. Acknowledge that there is pressure in your job and that this is normal
  2. Don’t be afraid to take pressure and use it to challenge yourself to be better organised
  3. Foster a calm demeanour and put in place practical personal relaxation strategies that help you keep pressure as pressure, no more than that. These may simply be ensuring a regular personal regime of basic health & wellness practices. They may also involve a mind element like meditation
  4. Apply self-discipline and keep on working hard at keeping pressure where it should stay – as an external element of your job that doesn’t get to you


It is all about working smarter not harder.

Following these guidelines should help you and your team members to be better organised and ultimately more relaxed and successful. Keen to learn more? Positive People run a Time Management module as part of our popular Leadership Development Program. Contact us today at info@positivepeople.co.nz or 09 445 1077 to discuss our group or individual training, coaching and development solutions.

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Wellness has become a hot topic in the last few years. In the workplace, the topic of Wellness needs to be seen not only against the commercial imperatives of having well and healthy team members and the compliance risks of transgressing relevant legislation, but also in the light of the expectations that employees increasingly have in working for an organization that truly values and cares for them.

The reality is that employees’ expectations go beyond just compliance with legislation. Doing the minimum may keep you out of trouble in the event of an accident, but misses the chance for you to show that you really care about your people and that your Health & Safety program is not about begrudgingly meeting minimum requirements imposed on your business, but is rather a pro-active internal initiative that beds Wellbeing into your culture.

It is about creating a culture of care where there is a strong Wellness value backed by robust policies and actions that resonate for all employees and demonstrate to them that their employer cares about them in a genuine way.

The backdrop to the Wellness and Wellbeing momentum is the huge challenge we are facing environmentally. We cannot ignore this elephant in the workplace any longer. The people within our organisations are feeling the environmental vibrations and as business leaders we need to listen to what is being said and be pro-active in creating operational programs that help alleviate these issues that are exerting pressure on our environment.

Are you in the basic Health & Safety space where you simply comply with what the legislation demands?

Are you in the Voluntary Health space, offering programs that include providing access to a broad range of fitness and healthy living programs like assisting workers improve their fitness, reduce/quit smoking, or alcohol intake, and generally improve their personal health?

Are you are in the Organisational Culture space which is about targeting workplace factors that directly impact on the psychological health of workers and may include initiatives related to the way work is organized, flexibility, work content, the quality and meaningfulness of work, the hours, access to training and improvements to a broad range of workplace factors?

Are you looking ahead and seeing that the space that employees and organisations alike are increasingly going to move into will be the Environmental Change space which acknowledges that the welfare of employees is inextricably linked to the health of the planet? Many of our employees are already here, and many more will inevitably get here soon. Initiatives may include educating your staff by bringing in speakers on the positive value of reducing, re-using and recycling plastics, producing Company logoed re-usable cloth bags for staff, customers and suppliers, and for distribution at company PR events, having a zero tolerance program towards littering in the workplace and having volunteer work teams at local beach clean-up events followed by a Company BBQ.  Hybrid and Electric Vehicles are also becoming increasingly commercial.

These practical examples illustrate to your people that you care about them, you care about the world that they live in and that as a Company you are going to work with them to do something about it.

Creating a culture of care starts with a stated Wellbeing value that shines through operational initiatives and spans across the Health & Safety, Voluntary, Organisational and also the Environmental touchpoints in your business.

It comes down to creating a culture that engages and resonates with your employees. A culture that meets their expectations in a fast changing world, and a culture which shows them that you really do care.

Positive People have over 25 years helping businesses create a culture that engages and resonates with your employees. Call us now on 09 445 1077. We are here to help.



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Managing the hostile employee

He is a workhorse who knows his stuff inside out. Customers and suppliers alike respect his commitment to their needs. He is knowledgeable and will go the extra mile to help them, always. He is respected for the work he does and for the value he passes on to customers.

Sound like an ideal employee?

Actually no, because he terrorises some of those within the organisation with his aggressive, righteous, threatening and intimidatory behaviour.

It goes something like this:

The office is quiet and everyone is busy at their work stations. Out the blue comes the barking “WHY are you doing that? If I’ve told you once, I’ve told you a hundred times before, DON’T DO IT THAT WAY!”

A shake of the head and he’s gone.

The team sit in silence pretending this didn’t happen. The embarrassed victim looks down and tries to keep her composure but is obviously upset. She turns a bright red, shuffles her desk things nervously and then quickly scuttles out of the office. Her colleague quietly leaves and follows her. The regular routine of tears and angst follow.

As a responsible employer, what do you do?

This is a technically competent, committed employee who adds great value to the company. You don’t particularly want to upset him. Whilst you may have pretended to ignore the incident and glossed over this type of unacceptable behaviour, the whispers around the office were enough to appear on your radar and you know you should have done something. It was just too hard! And, it is true, the guy is very difficult to confront.

The first thing to know is that you cannot leave this situation to stand as it does. Health and Safety requirements dictate that this situation is addressed. Leaving it because it is too hard won’t do. There is a responsibility under the Health and Safety in Employment Act to ensure that you provide a safe work environment for all your team, and allowing this type of behaviour to exist is contrary to that. It also undermines the values and culture that you might be trying to create and maintain in your business.

It is an absolute non-negotiable that anyone in the business should not have to endure aggressive, threatening, abusive, intimidating, bullying or harassing behaviour from anyone in the organisation.

So, what are the solutions to this all to frequent problem?

Starting from the basics, within your foundation employment documents, there needs to be a Code of Conduct and a Health and Safety policy that clearly sets out the organisation’s behavioural expectations of employees. Bullying and Sexual Harassment policies also play their part in setting standards of acceptable behaviour. Having appropriate documents properly established at the outset of employment provides the correct reference and starting point for the behaviour that you expect from employees. Reinforced by your Values and Culture Statement, you have a solid foundation from which to manage behaviour within the business.

Having these fundamental building blocks in place allows you to reinforce your behavioural (and performance) expectations at Performance Reviews as appropriate. Additionally these can be re-stated, as required, at regular individual One-on-one meetings, Team Meetings and at State of Nation communication sessions. In this way you are regularly emphasising the importance of good behaviour at both an individual and group level, and keeping your Values top of mind.

For most, these communication channels are enough to set the boundaries of acceptable behaviour. However, it can often be that the hostile employee does not see their own behaviour as unacceptable and is simply blind in their righteousness, and views the achievement of the task as paramount, irrespective of the ructions that may result, if they even notice them.

If unacceptable behaviour does manifest itself, then the offending employee needs to be quickly brought into line. This usually only requires a quiet, but very firm early word outlining the specific instance of unacceptable behaviour, drawing attention to the Code of Conduct and set of Values, accompanied by a reminder that any further instances will not be tolerated and will most likely result in the application of the disciplinary procedure.

Simply, the hostile team member needs to know very clearly and very early that whatever they are doing will not be tolerated. Problems with a hostile employee often fester because the behaviour is left and because the behaviour comes and goes, everyone hopes that it will simply “go away”. Unfortunately this passive inaction just encourages more of the same, and it is often the more junior staff who take the brunt of the bullying, threats or discourtesy. To condone such behaviour not only kills the positive culture in the business but is against the law. It is also manifestly unfair on the victims.

Anger and other forms of intimidatory behaviour in the workplace have no place and the responsibility to manage the hostile employee rests fairly and squarely with the employee’s Manager who has daily contact and sees the unacceptable behaviour in operation. Sweeping it under the carpet or ignoring it is not an option. The Manager has to front up and deal with it.

Is your business condoning bad behaviour?

Positive People has over 25 years pf assisting businesses set up effective individual and group communication channels and policies to address this type of difficulty.  Call us now on 09 445 1077. We are here to help.

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How to Build Empathy into your Restructure

How to Build Empathy into your Restructure

In this economic climate, the reality is that many businesses are needing to restructure to remain viable. For those employees affected, a job loss, in addition to the multi-faceted anxiety that pandemics, flood and the cost of living has created, can be devastating.   

We all necessarily have to take note of the legalities of how to implement a change process in a way that is fair and minimises the risk of any personal grievances being raised.

Rigidly following due process does minimise potential risk. It can also sometimes leave the impression, with both those affected and those employees who remain in the business, that the employer is cold hearted and uncaring. Given the past few years, these perceptions can be especially strong.

Change processes are more successful for all involved with empathy built in along the way.

The feeling that exists within the organisation during the restructuring process and afterwards is a clear indicator of morale and also how employees view how the process has been handled and communicated. This in turn affects engagement and productivity, as well as potentially leaving an indelible mark, either positive or negative, on the organisation’s employment brand.

So, the ideal is to strike an even balance by following a fair process but doing so with a very strong sense of caring and empathy for all of those affected, both directly and indirectly.

Outlined below are some practical pointers of how to show caring during the process:

  • Ensure that you plan the restructure very carefully so that it is professionally done
  • Make sure that an essential element of your plan includes a filter of empathy and caring throughout
  • Develop well thought out and carefully worded communications. As with any communications on a difficult subject, the facts have to be stated, but it is how you say and communicate them that makes the difference. Maintaining confidentiality is important. However, it is helpful to have others in the team understanding the need to be supportive of those directly involved
  • Take the time to put yourself into others’ shoes and tread lightly
  • After outlining the proposal, offer to allow impacted individuals to go home for the rest of the day or deliver the proposal mid-afternoon and let impacted employees go home then
  • Understand that different people respond differently and take that into account at the time
  • Outline access to the company EAP service or in the absence of this, the Government funded ‘Need to Talk? 1737’ service for counselling support
  • At the proposal meeting, offer time to employees during the work day to get their thoughts straight around what feedback they may wish to provide and prepare for the feedback meeting. Arrange cover if they need it
  • Realise it can be a difficult process for all concerned – CEO, Manager implementing the change, impacted employees and other employees. Be available to hear and discuss concerns from anyone throughout the process. If the issues raised are beyond your skill set, encourage people to access EAP or 1737 or seek other appropriate outside assistance
  • Sometimes the content of a proposal may take a while to process. Be available for additional questions or meetings if you think your employees require it
  • For those whose roles are disestablished, provide support with up-dating CV’s, LinkedIn profiles and practical guidelines on navigating the job market at this time

Separating from a business is counter-intuitive for a human being’s natural desire for social connection and approval. Showing caring and empathy never goes amiss, and can work towards reducing the stress for all concerned. Apart from being the right thing to do, especially at this time, it also sets your organisation up as one that will be respected for its ethos.

This will have positive spin offs of loyalty, commitment and engagement from those remaining.

If you need help navigating restructuring, please make contact with us. Positive People have over 25 years of experience partnering with medium sized businesses. Call us on 09 445 1077 or email info@positivepeople.co.nz 

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Hot HR topics for 2023!

Hasn’t it been some start to the year??!!

After a seemingly never ending 2022, and the slow but apparent disappearance of the nasty Covid experience, most of us were looking forward to a long, relaxing, sunny Christmas break. However, the challenges just keep coming!

Being well prepared for whatever the year might throw at us is of paramount importance in 2023, as we look to settle back into the work routine and set our goals for the year.

With 2023 being an election year, we predict more uncertainty in both the labour market and with employment legislation. There may be changes to immigration settings, Fair Pay agreements may be halted, and we still haven’t seen how much change our new Prime Minister will make to current policies.

Operating in an environment where the future is unpredictable can be a challenge. The key to successfully navigating through this will be knowing what is important to your team, focusing on what you can control and doing it well.

Our predictions for what will be important in 2023 in the HR space are:

  1. Wellbeing and resilience

A Wellbeing strategy is no longer a “nice to have”. With all the challenges and uncertainty in the environment, it is a critical focus area. The success of your business will rely heavily on your team’s ability to cope with change, external economic pressures, and the stress this can cause. Having a well-planned and executed Wellbeing plan will help your team navigate through this period personally and ensure it doesn’t impact their performance.

  1. The talent shortage will continue.

While the labour market has cooled slightly, and even with changes to the immigration settings in some sectors, the talent shortage looks set to continue. We anticipate that the massive pay offers we saw last year won’t be repeated, as businesses start to realise the long-term impact of these, but it will still be competitive. Your employer branding and offering must be enticing and unique if you want to ensure top quality people join you and stay.

  1. Culture as a priority

The ‘talent disaster’ sparked by the great resignation has highlighted how important it is for people to be aligned with the Company’s mission and values. A positive and strong Company culture is essential to attract and retain top talent. Toxic workplace behaviours have been exposed and are no longer tolerated by staff. Having a real understanding of your Company culture and what needs to change is essential.

  1. Employee Experience

The recent staff shortages have turned the tables and meant a strong focus needs to be placed on what you can offer your staff. Recognition, growth, career opportunities, rewards and flexibility have become “non- negotiables” for employees. More and more staff are looking for a Company that genuinely values them and offers them what they need at work.

  1. Learning and Development

Much of the personal and skill development of staff has been on hold over the past few years, and motivated team members will be keen to move forward, learn and progress their career. Continuous learning supports change readiness, and staff are more open to trying new things and moving forward. It also is a key motivator for most people. Reassessing your development programs to ensure they are hitting the mark, and that you have options across all your team will pay dividends for you as your business moves forward this year.

Now is the time to truly reflect on your HR practices, culture and employee experience.

  • Do you have it right for 2023?
  • Is what you offer enough?
  • What do your team think?

Create a strong HR Plan

Creating a strong HR plan, which develops these aspects of HR and ensures you and your team are ready for success in 2023 will have you well placed to weather any other storms which come our way this year.

We can help with the development of your HR Plan. Working with you, Positive People have over 25 years of HR knowledge and experience. 

Call us on 09 445 1077 or email info@positivepeople.co.nz


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Leading your team through change

Change is inevitable, and as businesses adapt to rapidly changing markets it is more certain and more frequent than ever before. But how do you effectively lead your team through a restructure, relocation or major system or process change? Almost as certain as the need for change itself is the likelihood that you will encounter some form of resistance.

We embrace many massive personal changes in life like moving homes, marriage and new jobs. But these are elective changes that we’ve chosen for ourselves. Imposed change can bring about quite a different reaction.

This might be due to:

  • Loss of control
  • Fear of losing our job, status or responsibilities
  • Having to deal with ambiguity and additional workload during the transition
  • Being pushed out of our comfort zone resulting in concerns about whether we have the right skills or experience to be successful in the new environment
  • Loss of things that are valued

These are some of the reasons that people even with relatively minor changes proposed to their job can strongly resist.

To successfully negotiate change as a leader you must seek to understand and address the different emotional impact on each person in your team.

Most of us will move through a cycle of denial, resistance, exploration of options and information and finally commitment or acceptance of the change. Recognising where each member of your team is at will help you to move them through the process.

  • Denial – allow people time and space to let things sink in, provide as much information as possible and clarify why you are making the change
  • Resistance – encourage involvement, provide channels for feedback, keep communicating and reinforcing your key messages
  • Exploration – share the progress that has been made and what needs to happen next
  • Commitment / Acceptance – measure and celebrate successes, set short and long-term goals and focus on embedding the change and continuing to make improvements

If you’re still facing negativity and resistance, encourage your team to focus their energy only on what they can change or influence and then take action. Set up a session to discuss their concerns and divide these concerns into three groups:

  • What they can change or control themselves
  • What they can influence
  • What is outside of their control or influence

Follow this up by brainstorming what actions they can take to change or influence the issues from these categories. You can also talk about strategies for letting go or moving on from what cannot be controlled or influenced.

Lastly – look after people impacted by change, and look after yourself!

In restructuring processes, it’s important to check in with your team regularly. Offer them support and encourage them to seek support from others in their network. This could include family, friends, a counselor, careers counselor or financial adviser. There are a number of government-funded organisations and resources available as well as services your company can access to assist and support your employees.

Remember to:

  • Acknowledge and celebrate the wins – big or small
  • Accept people’s actions and behaviours as their responses to change and don’t take them personally
  • Take care with your own responses
  • Vent when you need to – but to the right person
  • Take care of yourself by eating well, getting enough sleep and making time for exercise and relaxation


In any change or restructuring process, it is essential that you follow proper HR processes.


Here at Positive People we have a proven track record in managing successful change processes that meet legislative obligations and support you to help your team feel respected, supported, involved and informed throughout the process. If we can help you with a change process, please call us on 09 445-1077.

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What do your people want from you?

A secure job, fair pay and good working conditions?

That would have been the most common answer some time ago. Today it is way more complex. While these may still hold true for some employees, in this changed environment there are now a variety of considerations.

Top of the list is what the employee experience within your organisation is like for each individual employee.

Does your Company satisfy the workplace needs of each and every one of your employees? Do you explore with your employees to find out what these are?

Whatever their individual workplace needs may be, the solution to satisfying these needs and therefore promoting high motivation, lies in aligning employee experience with engagement and the organisational environment in which they work.

Enhance the employee experience

From the moment a potential employee casts their eye over the job advertisement the employee experience begins. When they go through the application process, receive communication about the role, the interview, the remuneration and conditions negotiation, the offer or the regret letter, the discussion about the start date, the on-boarding process and the induction, and then the day-to-day working, the employee experience is being established and burned in for that employee. It will also establish your true employment brand and indicate to an employee if working for your business truly gives them what they want.

Lift engagement

Engagement is one of the key priorities for any employer to focus on. Not only is it about providing meaningful work that is understood and enjoyed by every employee, but it also embraces the whole culture of your organisation and how it feels to be part of it.

Creating an environment where employees WANT to be involved and committed is the key to high motivation. This responsibility rests with you – the employer. What can you do?

  • Find out what your employees want from their workplace
  • Find out what they think and feel about working for you

Do this through a combination of short sharp engagement surveys and discussion groups.

  • Put in place some fixes that address any of their concerns
  • Embrace their suggestions and improvements
  • Measure their thoughts and feelings again

In these ways you will gain some understanding of how engaged your whole team is with your business. And then you will be able to take steps to enhance their engagement.

Promote a great culture

Review all your systems, processes and people initiatives to see if they truly do enhance the employee experience. You may have to introduce new or fine-tune current systems. You may have to make some big changes.

Ideally you would tie all this together as part of your People Strategy driven by a practical HR Plan.

In order to implement a program that enhances the employee experience and lifts morale and motivation, draw up an HR Plan. This sets out what you have decided to do to improve your organisational culture in a straight-forward and practical way. It gives you targets, deadlines and a way of measuring your progress.

Here at Positive People we have been assisting businesses optimize their people contribution for over 25 years.

Call us on 09-445 1077 or email us at info@positivepeople.co.nz to talk about how we can help.

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Don’t miss an important talent option!

The war for talent is tough right now.

It seems to be a candidate market, salaries are being driven higher, the number of applicants per role is significantly down and roles can stay vacant for months.

But perhaps there is a trick missing? What about your internal talent?

Are you making the most of some fantastic people you already have? 

Sometimes in our haste to fill a gap that a resignation leaves, we miss taking the chance to reflect on our current team. We can miss the best talent that is already right under our noses.

Now is the time to do things differently, take some calculated risks and build stronger loyalty with our current team by giving them opportunities to develop and shine.

  • Could you take someone working in a different part of your business, who is proactive, knows your business and has loads of potential, and upskill them to fill the role?
  • Could an HR Advisor transition into a H & S leadership role with some development in this field?
  • Could someone who is ready for leadership in a sales team lead an operations team?
  • Could your new IT recruit be a really smart technical Customer Services Rep?

They may take a bit longer to get up to speed, but if you already know they have the capability to learn and the drive to make it happen, then seriously consider it.

Surely that is less of a risk than leaving the role vacant for months while you search for someone your think may be right. And perhaps end up compromising and settling for less than ideal anyway.

4 easy steps to make this happen

  1. Know your talent . Do you have a talent identification process in your business? If you don’t, now is the time to start. This helps you understand who has the capacity to grow in the future. It also allows you to make a plan to ensure you retain them.
  2. Review each vacancy afresh as it comes up for the skills you really need. We often draft up job ads with a wonderful long list of required skills. The current situation is an ideal time to look at this critically.

What can you train? What could be developed by an external course if a candidate is really motivated? Do you              really need extensive experience in a role?

Often if we have someone who is capable of learning and has the right behaviours, attitude and aptitude this                   will predict 90% of their success in a role.

  1. Take a calculated and bold step forward. Once you know what’s essential in a role, it is time to review your talent list. Instead of thinking who ticks “most of” the boxes, think about who has the potential to achieve in the role in the future.
  2. Create a thorough development plan. If you are moving someone into a new role where some development is required, taking responsibility for ensuring they receive this development is critical. You want to set them up for success and show you believe in them.

While the market is tough right now, it will pass.

However, if you have an open approach to your internal talent development, you may well be pleasantly surprised. You will also develop a culture of growth and opportunity that will help you emerge as an employer of choice, with a strong successful motivated team, primed for the future.

Positive People has over 25 years’ experience helping businesses develop talent. Call us today on 09-445 1077.

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Recruiting successfully in a tough market.

Speed is of the essence

Candidates will be making several applications at once. You can avoid a bidding war by moving quickly and securing them first.

  • In the past having an “applications close” date on your job ads was the norm. This allowed you time for all possible candidates to apply. You could then select the best. In today’s market if you try this approach, by the time you are making calls the best candidates will have been snapped up already. Making time to review applications every day means you can move quickly to interview talent and have the best chance of getting them on board.
  • Long recruitment processes with several interviews and tests can take weeks to complete. By the time you have proven you have the perfect person you will likely have lost them to another offer. Take the time to streamline your process – you can still make a robust selection decision in a couple of days if you are smart, creative, and flexible with the process. Make sure you know what is essential and cut out anything which isn’t.

Make your role stand out.

In a situation where a candidate is in the mix for multiple roles, think through how you can be different and make sure you are their number one choice.

  • How engaging is your job ad? Does it reflect your organisation and what candidates are looking for in a role? Flexible working, job security and career opportunities are top considerations so think through what you can offer that’s attractive and make sure it is highlighted.
  • The first impression counts. Think through your phone screen and initial contact. How can you make them excited about the role? What’s special about your business? How do you make them feel comfortable? Having a warm, engaging first up conversation will go a long way towards making your role their first choice.
  • Remember an interview is a two-way process. While you are assessing the candidate’s job fit, they are also assessing you, the role, and the business. Make the interview as engaging and interesting as possible, and that every person involved in the hiring process is right on top of their game.

Increase your sourcing channels

Placing an ad on SEEK and waiting for the magic “perfect” candidate to apply may leave you disappointed. Widening your channels will increase your reach, and your candidate pool.

Think about:

  • Linkedin
  • Referrals
  • Local social media pages
  • Professional networks
  • Training organisations

Make sure you have the offer right.

The market has shifted over the past year and is far more competitive. Do your research before your recruit so you know you have the right salary band for the current environment. If you don’t, you will turn candidates off at the first conversation, or with your job ad. And once a candidate has turned you down the chance of getting them to change their mind is minimal.

It is a candidate’s market right now. Your traditional approach probably needs a shake-up if you want to be successful. The right candidate is out there. If you understand the market and are creative with your approach, you will find them!

Our Positive People team understand the market and have the skills and experience to help you recruit well.

Contact us today if you have a recruitment need. info@positivepeople.co.nz

Or 09-445 1077 or 021-1845 661

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Vaccine Mandates – Navigating the changing landscape

It’s not that long ago when we were confronted with the conundrum of how to manage COVID-19 vaccinations at work. At the time we did our best to deal with challenging scenarios, differing views, the impact on working relationships and team culture.

We had difficult conversations with people who had to change their roles and others who lost jobs. Now we’ve come full circle. As the COVID-19 landscape changes, employment vaccination policies are once again under scrutiny.

While each situation will need to be managed carefully to reflect the unique individual, role and circumstances, here are some general pointers to consider.

  • Avoid creating a perception that management are dealing with this behind closed doors. This could create a climate of mistrust and further exacerbate matters.
  • Don’t make hasty decisions. There may be unintended consequences that damage your reputation and create animosity.

Here’s what you can do:

  1. Consult and communicate with your team about potential changes. Genuinely consider and respond to feedback. Some may have concerns about their own health or how clients may feel about changes. Others may believe that relationships were irreparably damaged and that resurrecting the subject will be destructive.
  2. Undertake another risk assessment. WorkSafe guidance indicates that a mandatory vaccination policy could be justified ‘where the nature of the work itself raises the risk of COVID-19 infection and transmission above the risk faced outside work’. Engage an expert who can support you through this process.
  3. Ensure you have a reasonable COVID19 policy in place, covering health and safety protocols e.g. hygiene measures, testing, sickness absence management. You could still encourage vaccination as one potential safeguard.
  4. If you change your organisation’s vaccination stance, establish how you want to manage vacancies for those who lost their jobs and could, in theory, come back on board. Do you want people to find out directly from you, or through the grapevine? Both approaches have pros and cons.
  5. Put in place a fair transparent selection process with clear criteria e.g. tenure, if you have more interest than roles available. You may need to make unpopular decisions so open communication with the team will be key, even if their desired outcome is not the result.
  6. Be certain about the uncertainty. None of us know what twists and turns the pandemic may take and it would be prudent to talk about potential future vaccination policies should the situation change.

In short, take your time to reflect on the situation, different viewpoints, potential implications and consider the needs of all your key stakeholders. Use the opportunity to re-establish trust and build a positive, consultative culture. Together, you will find the right approach.