HR support

COVID-19 ARTICLE: Lost your Job or Worried about being downsized?

A ‘GUIDE’ FOR THE ROAD AHEAD.

BY: ANNA IRVING

Introduction:

As we all well know, these are unprecedented times in our economy. Unemployment will soar. Below is the US unemployment graph drove me write this article. This graph displays a similar scenario in New Zealand. Senior economists predict New Zealand’s unemployment to reach 15 percent, with one warning it could even hit 30 percent as Covid-19 brings the economy to a shuddering half.

Unemployment rate: U.S. BUREAU OF LABOR STATISTICS

So, what can I do to help? What role can I play? I understand recruitment, well. TICK. I all know the best approach to finding a new role. TICK. This is enough. That gives me a warrant to write. To share my knowledge. Best case scenario, I support some to create their new chapter.

Here is what to do if you have lost your job:

- If you lost your job, grant yourself the right to process the situation. Use this time to decompress. And, as your thinking about it please keep in mind, it is not just you. This is happening to millions of other people too. Knowing this will not change matters, but you can take some comfort in knowing that it is not your fault. The circumstances are out of your control. There is no black cloud over your head. People are not trying to sabotage your career or talking bad about you

- As hard as it is, try not get overwhelmed grief, bitterness or resent. These emotions will hinder not help you in the long run. Always hold your integrity high.

- If you are really struggling, do not feel embarrassed to seek a mental health professional if you need it. I saw that Sir John Kerwin has set up a site this may be a place to start. https://www.mentemia.com/covid-19

- Inform others of your situation, there is not shame to it. And, tap into your network NOW. Do not be timid, rather be BRAVE.

- Maintain a regiment of exercise, eating healthily, avoiding drinking and drugs. Be virtually social if you cannot pop your bubble.

-  From a practical standpoint, file for unemployment benefits. Set up a budget and carefully watch your expenditures.

- Now, create a game plan to bounce back better than before. Seriously consider how your skills can cross over to other types of jobs. Could you take step back to go forward; stay in your same field or, take the opportunity to learn?

- Start looking as soon as possible and look every day. This is your new job.

- Update your resume (with loads of measured, specific achievement examples) www.canva.com has great templates. I would recommend or there is loads of others in line. Makes sure that you have a responsibilities and achievements section under each of your recent jobs. It goes without saying that you should never lie or make up information. Reference checking and other tools are used by recruiters. I have busted many a person. It is not a pretty scenario for the candidate.

- Update your LinkedIN profile (to a pro status). I just found this guide on a google search it looks a good place to start if you have no idea. https://www.dummies.com/social-media/linkedin/how-to-update-your-linkedin-profile-summary-and-basic-information/

- Talk to your referees and ask if they will write a recommendation on LinkedIN. Let them know that you will be calling on them in the future. Make sure that you speak with them before the recruiter calls them to explain what your new opportunity is.

-  Register searches on SEEK and have the relevant job opportunities emailed to you daily. Keep your search broad as it educates you on what else is out there.

- Fill out online applications,include a tailored covering letter and tailored resume. Follow up the application with a phone call!

- Create and cultivate a positive and enthusiastic interviewing technique. Think of all your wonderful assets, experience, and skills that you possess relative to the job you are interviewing for.

- Practice virtual interviews on Zoom, with family, friends or on your own. You need to hear yourself saying it out loud. Use uplifting and assertive action words and remain positive. Remind yourself of not only what you did, but what you are good at.

- Language is important, do not be bitter damming. Use upbeat language. Here is an example, “While I loved my job and enjoyed the respect and admiration from my manager and colleagues, my position—along with many others—was eliminated due to the economy.” Then, pivot by saying, “I view this as a blessing in disguise. I would have remained at the company for a long time if this did not happen. Now, I have the time to actively pursue new and exciting opportunities.”

Worried that you may lose your job:

- If you have a job, hold onto it. Even if the situation looks dire, do not leave without another job already lined up. The market will be brutal. Do everything in your power to be indispensable. Make sure that you keep close relationships with your boss, colleagues, and clients. You want to be survivor.

- While you are managing your job, you should also discreetly keep an eye open for new opportunities. Please do not do anything obvious that will make you a target for being let go. Do extra hours, be a team player, make suggestions, and take on extra commitments where you can. Prove that they need you and your committed to taking the business through this crisis period.

- I acknowledge, this is a compromising emotional state if you are working hard for the business and preparing an exit strategy (just in case!). Follow the same rules outlined above for those that are not in a job and prepare the basics. Network, set up some SEEK job searches, update your resume and LinkedIN.

Summary:

As shit as it is, you must stay steadfast, focused, and motivated. Have high integrity at all times. Continually work on your attitude and interviewing technique. Even if you do not feel like it, be brave and play the part to the best of your abilities. This challenging time WILL pass. It will get easier for you over time. YOU ARE AWESOME, and you will beat this situation and come out STRONGER.

COVID-19 Series: 'Speed Dating' with SME Experts

Introduction

WHAT SPINS MY WHEELS: Future skills needed in the workplace - Deloittes paper

WHAT SPINS MY WHEELS: Business Advisory Council - keen to support SME productivity & growth - Nov 2018

1.   Future of Work – Business Advisory Council

In November 2018 the Prime Minister’s Business Advisory Council was formed and identified four key areas for attention:

  1. Building tomorrows skills. 

    1. How can business practically demonstrate their commitment to ensuring workers in NZ are supported to gain new skills and transition into new jobs as the nature of work changes?

    2. How can business support operationalising micro-crediting and fees-free learning policy?

    3. How can our tertiary institutions support this in a practical way, learning from best practice models overseas?

  2. Accelerating our regions

  3. Attracting high quality investment

  4. Unleashing our SMEs

 

The Business Advisory Council report (May 2019) analysed the impact of new technology on New Zealand productivity and makes 12 specific recommendations with the intent of providing a tangible call to action for every business and the public sector on how NZ can work together and ensure that every New Zealander shares in the growth and opportunity automation can bring.

 Skills, Retraining and Education

Challenge

Recommendation

Significant numbers of Kiwis need to be retrained and reskilled every year to close the anticipated skills gap and mitigate the risks posed by automation.

 

New Zealand private and public sector employers need to be at the forefront of this transformation, adopting impactful and best-practice retraining strategies.

  1. Kiwi employers should pledge to double their investment in annual employee training, re-training and upskilling and publicly report on this investment as a credible signal of leadership in ensuring Kiwis are well prepared for the Future of Work.

  2. Board directors should ask the following of their organisations:

    • What is the organisation’s strategy to at least double the rate of real productivity growth using automation technologies?

    • What is the organisation’s human capital strategy to train, retrain, upskill and empower its people to thrive in the Future of Work?

    • How will the organisation change or enhance its culture, behaviours and operating models to ensure it delivers the benefits of automation?

The Future of Work quickly becomes the Future of Education, and New Zealand needs to deliver scalable and effective ways to teach the key competencies demanded by future labour markets; cognitive skills, social and emotional skills and most significantly, technological skills.

The education system, including content and delivery methods, needs recreating to prioritise training in Future of Work skills, specifically technology skills.

  1. A national digital and technology curriculum should be developed and made compulsory, at appropriate levels in the education system.

  2. A “National Digital Certificate” should be created as a scalable way for businesses to retrain employees in the technology skills needed for most future roles.

A scalable mechanism is needed to encourage and require Kiwis to take personal responsibility to reskill throughout their lives. This will become just as important as saving for retirement.

5. A “KiwiSaver for Skills” should be established by creating citizen directed Lifetime Learning Accounts for individuals to tap into throughout their careers to acquire new skills or pursue higher education.

 Targeted SME and Sector “Surge Support”

Challenge

Recommendations

SMEs and sectors that provide New Zealand with a comparative advantage hold the key to harnessing the benefits of automation by solving a large part of our productivity problem.

Despite SMEs making up 97% of Kiwi businesses, there is no Provincial Growth Fund equivalent for SMEs and many struggle to scale and adopt the technology needed to supercharge their businesses.

There is a strong correlation between SMEs that use three or more Apps to run their businesses and 30% more profitability.

11. High-performing, or high-potential sectors (which have self-selected) should be surged with support and targeted investment and incentives to achieve scale through automation (for example, accelerated depreciation on innovative technology assets, R&D tax credits).

12. A “SME in a Box” scheme should be created, which outlines clear, user friendly steps towards greater productivity in SMEs, including:

–  Encouraging and specifically recommending App and technology use through loans, grants or investment to enable adoption and associated training.

–  Partnering with book-keepers, banks and other service providers to SMEs as a vehicle to roll-out this scheme.

Recent candidate feedback

I appreciate your straight-forward, honest, “no surprises” approach.
— Stuart Kagan - General Manager
Finding a new job can be a stressful experience. However, Anna helped me get a job within 2 weeks of our first consultation. Anna genuinely concerned about understanding my personality, background, experiences, specific circumstances and needs, in which these information allow her to match me with the ideal roles and organizations quickly. Throughout the recruitment process, Anna was being so supportive and I was always well informed regarding the recruitment situation. Her after hire support and follow ups certainly differentiates her service and making her unique from other recruiters. I would recommend Anna to anyone in need of a new career movement. Thanks Anna!
— Christy Yau - Sales & Marketing Support
Anna is an exceptional recruiter with an innovative approach, a refreshing change from the traditional recruitment style. She spend great time getting to know not only my career objectives, values, goals and working style, but myself personally to ensure the company and I were the best fit on all levels. Greatly appreciated, thank you Anna
— Jessica Bell - Key Account Manager
I would like to also provide you with positive feedback. From my experience over the previous couple of months, I have found that it is rare within the recruitment industry to engage with a recruitment agent who will actually take their time to understand the candidate. I thank you for taking the opportunity to listen and understand my requirements in depth. There are only a select few who demonstrate these qualities - a great way to retain client’s long term, by recommending the right candidates who are the right fit and not just an easy sale.
— Stuart Hall - candidate of SME Recruit

Recent client testimonial:

Like many family SME’s our business doesn’t operate an HR department or even and full time HR resource, however we still face the same challenges of managing our resources, and in our situation planning for family succession.
Anna was highly recommended to us as a expert who could assist us in developing our strategy. Anna very quickly understood our business, what we were trying to achieve and identified some of the challenges we faced. Through Anna’s knowledge and guidance we have been able to develop a future succession plan while ensuring the business is not distracted from it’s core day to day operations. As GM of the business it has been great to draw on Anna’s significant external expertise to help me develop a clear strategy ensuring the right approach to succession has been developed for our business.
I found Anna very approachable , professional and very easy to deal with . Anna will continue to be part of our succession journey as I will be regularly drawing on her expertise and guidance.
— Simon Toneycliffe General Manager Whitehaven Wine Co
Anna takes a unique approach to the recruitment process. SME Recruit felt like an extension of our business as Anna takes the time to really understand your business, the role and the type of candidates that would genuinely fit the business and the culture. We recently placed a senior role through SME Recruit and were hugely impressed by the level of professionalism and her communication. It was an important role to our future growth so we took our time. Anna was hugely patient and positively challenged our thinking throughout the process and presented a fantastic range of candidates. I would definitely recommend Anna and SME Recruit.
— Mike Button - Sales & Marketing Manager - RLB Packaging & Strapping
After a series of amazing recruitment fails of my own – Anna Freeman @ SME recruit was recommended to me.
We had a tight time frame, and a very specialized candidate we were seeking. Anna gave me lots of options around the process and this worked well for our business.
Anna made things happen quickly and we have secured a great employee. I was so happy that I used her service again straight away.
In the future, if we have any other openings we would use Anna as of right. I was particularly pleased with her professionalism and level of communication.

— Jeremy Scott CPS and Ashley & Co
Anna has a carved out a niche service for SMEs looking for a more personalised approach to recruitment. She takes the time to get to understand your business, culture and resourcing needs whilst unafraid to challenge your current thinking and processes. I would strongly recommend her to any small business looking for a fresh and more economical approach to recruitment.
— Matt Vyle - Director & General Manager - Unison
As the owner of an SME and ‘not knowing what you don’t know’ I can’t speak highly enough of Anna’s ability to fully understand our business and establish exactly what General Manager would be the right fit for us. I always felt Anna had our best interests at the heart of the recruitment process and I would highly recommend SME Recruit to anyone who is really serious about making the BEST recruit for their business – A+++!
— Richard Crum - Owner Founder - Chilltech
The recruitment process with SME Recruit was seamless end to end. Anna really gets the challenges faced by smaller businesses and is able to apply her years of experience in the industry to get the right result every time. Her pragmatic approach to problem solving was refreshing and the expert advice made the recruitment process easy and enjoyable.
— Gray Borrell - General Manager at Novii
I worked with Anna and SME Recruit for the hiring of an Australasian Sales Manager. Anna’s campaign with us was an absolute success, and we are extremely happy with the team member we have coming on board.
The position is one that will be hugely influential to our business growth over the next 5 years, and being a young SME with a young team, it’s never easy to attract top people from the industry. Anna not only took the time to ensure that she fully understood the type of candidate we were looking for, but also ensured we were portraying our business in an honest, but appealing way to the candidates.
I enjoyed the process every step of the way.
I will definitely be using Anna and SME Recruit again, and recommend anyone else to do so.
— Ryan Kamins - Director and CEO - CleanPaleo

Setting successful sales KPIs

Tips on setting successful sales KPIs

The challenge of small business is that you are often so busy that the first indicator of success (or failure!) is the sales results for the month/quarters. The ideal situation would be to know where you are tracking before the pleasant (or unexpected!) surprise. Having a simple set of KPI’s for your sales person will positively impact this requirement.

 

Some stuff you need to know about sales KPIs …

 

When we talk about KPI’s, it’s important to note that there are lagging indicators and there are leading indicators.

 

Lagging indicators

 

Lagging indicators tell sales managers how they have been doing by looking at output and results “after the fact.”

 

Lagging metrics can include:

 

• Sales – 80/20 rule

• Gross margin

• Gross margin %

• Number of customers

• Churn rate

 

Lagging indicators focus on past performance. They usually get the most attention in SMEs because these are the types of numbers that get reported to the Directors and/or Shareholders. These indicators need to feed into the overall financial objectives of the business.

 

Leading indicators

 

Leading indicators focus on the likelihood of achieving goals and what might occur in the future. They’re a bit like a signposts along the road. Leading indicators are activities and actions that can be tracked or measured during the sales process as your sales person’s opportunities are being developed and the pipeline is being built.

 

Leading indicators include activities like:

           • How many calls should a sales person make?

• How many prospects does a sales person visit?

• What types of prospect is the sales person calling?

• How many of these calls turn into opportunities?

• How many of these opportunities turn into wins?

 

If you really want to make a change to your sales the leading indicators are the best indicators to focus on.

 

Start to observe the relationship between the activities and the actual sales and you can then adjust the activities that are most important. You might then adjust your sales person’s targets accordingly.

 

(Please give me a call to ask for a copy of a KPI sales grid. I can tailor this to your business.)

 

Three fundamental principles:

 

Tracking KPI’s via leading indicators will give you clarity about the road ahead, allowing you to see potential “bumps” ahead of time.

 

1. Don’t focus on too many KPI’s at a time. Prioritise certain KPIs to focus your sales person on the desired outcome.

 

2. Make the KPI’s visible and review them regularly in team, 1:1 meetings and Director Meetings

 

3. Allow your new sales person at least a 2-3 months to settle in before you go through the process of setting up their KPIs. They need to take ownership of their indicators. Time in the business will help them to understand the detail of what makes their role “tick”.

 

Further food for thought…

 

·        The best performing sales teams are ones that are able to break their sales process into individual, measurable activities. You will find that most sales happen as a result of predictable activities, and a decline in sales is usually down to neglect of these activities.

 

Below are some KPI’s that are interesting to follow. They will also assist your sales manager with understand how their sales person is performance across the stages of the sales cycle:

 

1.      Average number of days in each opportunity (what opportunity is about to close therefore what can I forecast?)

2.      Stage to stage conversation ratios (great for highlighting coaching priorities)

3.      Opportunity to close ratio (who’s good at opening doors, who’s good at closing?)

 

·        Boosting sales productivity in a B2B environment

                      1.      Enable your sales person with the right content at the right time

2.      Support the rep with just in time coachin

3.      Identity opportunities for improvement in the pipeline

4.      Establish a feedback loop between sales and marketin

 

·        Consider setting lagging indicators that surpass those written in the sales person job description. Incentivise the sales person based on stretch revenue targets.

 

·        Set KPIs that are SMART: Specific, Measureable, Attainable, Realistic, and Timely.

 

·        Sales team KPIs should feed-off the over Business Objectives. Make sure that they are streamlined.

 

·        Include your sales person in the process of setting and signing off their KPIs

 

·        Set consistent KPI measurements and targets across the people in your sales tea