December 2008 Edition
the
HR HUB Merry Christmas
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Tis the Season to be Silly,
But Be Warned
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There's No Need
to Work This Christmas
Tasmanian Labour Market Continues Resilience
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Industrial
Relations - Keeping Up to Date
Managing Credit Risks
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Community, News and Events
Tis the Season to be Silly, But Be
Warned
It is approaching the end of year party time in many
workplaces as everyone looks forward to the “silly season”. Workplace
festivities can be happy memorable occasions you look back on with
nostalgia, but be warned: workplace celebrations can also be occasions that
stick in people’s minds for all the wrong reasons.
Whilst it is generally accepted that workplaces are
doing more to educate both managers and staff about appropriate codes of
behaviour, there needs to be an understanding that functions such as the
Christmas party are considered an extension of the workplace.
It
is recommended that employers take steps before Christmas festivities to protect themselves and their
employees through training and guidelines to reduce the risk of potential
workplace harassment and discrimination claims.
It is important that companies have effective anti
discrimination and anti harassment policies in place. Employers should
remind all staff about these policies prior to the work function. The
employer needs to make it very clear that an office party is covered by
these policies as well and while the party is meant to be fun any
discriminatory or offensive behaviour will be dealt with.
If possible managers should receive training in how to
implement the policy so that employers are sending out a consistent message
about what is acceptable and, in particular, ensure that managers behave in a
manner that is consistent with the policy. If policies are not understood by
staff it can create a situation where inappropriate behaviour goes unchecked
by managers.
Employer obligations under legislation for equal
opportunity, occupational health and safety, and workers compensation are all
relevant to parties.
Employers can do a number of things to minimise the
risk of claims or injuries by producing guidelines about how to run social
events. These guidelines should cover things such as:
- Supplying food at functions
- Making non alcoholic drinks freely available at
the function
- Monitor the amount of alcohol available at
functions, and ensure that it is not unlimited
- Put in place measures to prevent the supply of
alcohol to employees who are drunk
- Providing cab charges home or making suitable
arrangements for transporting employees home after the party (such as
courtesy buses)
- Locating the party where staff are not exposed to
the risk of violence when entering or leaving the scene
- Prevention of access of uninvited guests
- Making staff aware of behaviours that are
unacceptable
Of course it is not just at the end of year party that
problems arise. Issuing of invitations, Christmas messages, screen savers
and gifts in the office “Kris Kringle” or “Secret Santa” can all amount to
harassment or vilification of some employees, however unintended it may be.
One important step is to have a policy on the use of
e-mail that clearly states what is regarded as acceptable and unacceptable
use of the technology. Employees should also be aware that “Kris Kringle” is
not an opportunity to embarrass or humiliate people anonymously. While
attempts at humour may seem appropriate, take care as some employees suffer
embarrassment or harassment at the hands of their peers when party tricks
back fire or go too far.
There are a mix of ages, beliefs and cultural
backgrounds in the workplace. Some individuals might feel uncomfortable
attending Christmas celebrations. Employers should aim to be inclusive and
make it clear that end of year socials are for everyone.
After reading this might be thinking
that maybe you won’t join in the office social events after all - but
remember they are usually
very successful in morale-building and can be loads of fun, so go ahead and
let your hair down. Partake in the sumptuous buffet. Take generous sips of
that wine. Dance like John Travolta. Sing like Whitney Houston. Take
advantage of the fact that it is probably the only time your Manager will
ever buy you a drink. Just remember that the “silly season” does not mean
that anything goes at office parties.
Article by Dianne Underwood, Searson Buck
Senior HR Consultant.
For more information on workplace policies contact
Dianne Underwood on 6223 3055.
Back to top
With Christmas and the holiday season coming
you may be thinking about having time off. But how do you make
sure your business stays afloat while you are away?
Hiring temporary and contract staff is a great option for
covering you while you go on holidays.
Not only do temporary and contract staff cover holiday periods, they can also cover:
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Sickness/unplanned absences
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Extra workloads
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Maternity leave
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Internal transfers/promotions
Temporary staff are usually available for:
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Professional and office staff
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Management
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Large scale projects
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Hospitality and events staff
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Government employment registers
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Legal
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Accounting
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Customer service
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Heavy and light industrial
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Oil, gas and energy
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Construction
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Warehousing
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Trades
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Mining and resources
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General and food manufacturing
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Transport and distribution
These, and other
options, mean you can safely take that well earned break knowing that your
business can continue to run while you are away.
Article by Andrew Jenkins, Searson Buck General
Manager, Recruitment
For more
information on temporary staff contact Andrew Jenkins on
6223 3055.
The
Treasurer, Michael Aird, said labour force data released today
by the Australian Bureau of Statistics highlights the continuing
resilience of the Tasmanian labour market in the face of the
global financial crisis.
“We cannot expect to escape unscathed from the downturn in
global economic conditions however, to date, Tasmania’s labour
market has remained resilient,” Mr Aird said.
“Today’s data show that in November 2008 the number of people
employed in Tasmania increased by 200 persons or 0.1 per cent.
“This takes the number of Tasmanians employed to 240,600
persons, in trend terms, which is the highest level ever
recorded.
“Since January 1999, trend employment in Tasmania has risen by
around 46,700 persons (or 24.1 per cent),” Mr Aird said.
“Only the resource rich states of Queensland and Western have
recorded faster growth over this period.
“Today’s data also shows that the unemployment rate for Tasmania
was unchanged at 3.9 per cent in November 2008, remaining below
the national rate for the fifth month running.
“Tasmania has the fourth lowest unemployment rate of all
jurisdictions, ahead of New South Wales, Victoria and South
Australia.
“The current unemployment rate is 1.3 percentage points below
the rate of one year ago.
“Businesses can be confident that the Government is doing
everything it can to ensure the Tasmanian economy remains
strong.
“Fundamentally sound economies, such as Tasmania’s, are best
placed to ride out the global financial crisis,” Mr Aird said.
Please Note; The ABS recommends the use of trend data in smaller
jurisdictions such as Tasmania.
Source: Tasmanian Government
Media Releases
http://www.media.tas.gov.au/release.php?id=25549
For more
information on the Tasmanian labour market contact Andrew Jenkins on 6223 3055.
Industrial Relations -
Keeping You Up to Date
From the introduction of Work Choices to the start of Forward
with Fairness we have seen much turbulence and controversy in Australian
Industrial Relations over the last few years.
These changes have shown us that, even with the best of
intentions, it is still possible to get things wrong, and that consequences
follow impacting both employers and employees.
Information is the key to protecting your rights (and your
business) as an employer, as well as doing what is right for your employees.
Today we have the recently proposed Fair Work Bill, which
will make employee requests for flexibility easier.
Employees with children under school age will for the first time under the
proposed National Employment Standards (NES) have a legislated right to request
flexibility in their work arrangements.
The new Fair Work Bill provides that while employees will have the new right to
make a request for flexible working arrangements, employers are only able to
refuse access to these provisions on reasonable business grounds.
It will be the responsibility of the employer to prove that the request is
unreasonable.
The Bill does not identify what will be considered "reasonable business grounds"
for the refusal of a request under the NES - reasonableness will be assessed in
the circumstances that apply when the request is made.
Article by James
Graham, Searson Buck Industrial Relations Specialist
If you
would like to ensure your business is meeting legislative
requirements, or to sign up for our Industrial Relations newsletter, contact
James Graham on
6223 3055.
Back to top
Managing Credit Risks
Due diligence on business customer credit risks is vital in an economic
downturn, says Malcolm Poslinsky CPA, who provides some guidelines to safeguard
cash flow.
Maintaining a healthy cash flow is essential to the survival of any business,
but it's becoming more difficult in this tough economic climate to manage cash
flow from debtors. The problem is that each of your debtors poses a
different level of credit risk. In order to protect your cash flow, it is vital
to understand the various credit risks that customers pose and to manage those
risks effectively.
First, you need to understand exactly what credit risk is: an expression of the
probability of financial loss after taking into consideration as many
influencing factors as possible. Every customer and every transaction carries an
element of credit risk. There is the risk that they may not pay at all, or
that payment will occur beyond your trading terms. Both of these have a
direct impact on cash flow. Non-payment and delayed payment are financial
burdens that can be overcome by good credit risk assessment.
A good credit risk assessment involves carrying out the relevant checks and only
granting credit to creditworthy customers. It includes an examination of
the customer's financial strength and trading history in order to evaluate
whether they have the financial resources to settle their debts. Delayed
payment can occur if a customer has processes, or a track record, that indicates
they pay creditors outside trading terms.
Credit risks should not stop a business from transacting with customers, but it
becomes doubly important to determine what level of risk your business can bear
without restricting your customer base, trade or reducing your income.
Each business will have a different risk tolerance and understanding. The
right assessments will allow you to reduce risk to an acceptable level that
allows the customer relationship to continue.
Credit risk assessment
Evaluating the creditworthiness of a customer is about making an informed
decision on the level of credit risk they pose to your business. This
decision should be made before the relationship begins with new customers, and
should also be carried out periodically for existing customers, or whenever
there is a change in the relationship. The assessment has three basic
steps: gathering the information required; analysing, verifying and assessing
that information; and making an informed decision. The primary source of
information for the assessment is the account application form. You may
need to review it to ensure all the relevant details are captured. Credit
reporting agencies can provide further information. The minimum
information to obtain from a prospective customer includes:
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Registered
name and trading name
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ACN or ARBN
number
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Type of entity
registered address and primary business address trade references
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Date of birth,
or driver's licence number if the applicant is a sole trader, partnership,
or individual
If a customer, or potential customer, seeks higher credit limits, or if the
credit risk appears high, seek additional information, including:
-
Incorporation
date, or length of time in business
-
Number of
staff employed
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Company's or
customer's verifying financial data
-
Statement of
assets and liabilities from sole traders, partners and individuals
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Trust deeds
for trusts
This list isn't exhaustive, but it provides a base from which to review account
application forms. If you are dealing with individuals, the terms and
conditions you present should address the privacy obligations under the Privacy
Act, and you will need to seek authorisation to carry out credit checks.
Even when you have this information, it should be verified then assessed to
ensure you are contracting with the correct entity.
Accredited credit
reporting agencies, the Australian Taxation Office and the Australian Securities
and Investments Commission can verify the registered name, registered address,
ACN or ARBN number, type of entity, and date of incorporation, or the date the
business started. If the entity is deregistered, or data is unmatched, the
application should be held until you can clarify its status. Entities that
are under administration, or other external control, require special care.
Once the information is gathered, you need to understand which factors
potentially make the entity a low or high risk. Indicators of lower risk are
that a customer has been in business for a long time, there is a large number of
staff and the individuals, or management, have many years of business
experience. Warning signs for higher risk include directors having links
to failed companies and evidence of court actions or default notices.
Trade references and credit bureau reports can indicate higher or lower risk.
Trade references are also an effective way to ascertain the entity's payment
history and patterns with other credit providers. Of course, be aware that
the customer may only provide 'good' references.
The financial data of a business is the best source of its financial strength.
In most instances, financial stress is evident long before a business fails.
Information such as growth in turnover, profitability, its gearing and asset
base are all good indicators of financial strength and can be measured using
financial ratios.
It's also important to note who provides the information, and whether it has
been audited or not. Personal financial information provides an assessment
of an individual's financial strength. This information can be gathered
from a personal assets and liabilities statement, and some assets, such as real
estate, are easily verified by credit reporting agencies who provide access to
land titles, other assets, and encumbrances such as mortgages.
With all of this in hand, you should be able to make a good judgement regarding
the customer's credit risk. When all the information is positive, accept the
customer and grant credit. If there are many negative findings, such as
court actions against directors, then decline credit and look for another way to
transact with the customer.
If the information is both positive and negative, assess its impact on the
ability of the customer to pay their account, and then decide if it is safe to
extend credit, and the amount by which you care to extend it.
You can use credit scoring software to assist in processing and assessing
information. This software assigns a numerical value to measure the risk of a
number of indicators and factors, based on benchmarks and historical data.
The result is usually presented as an overall risk percentage. Credit
scoring takes the subjectivity out of assessment and can help you make
consistent and sound credit risk decisions.
Where the credit risk is elevated, explore strategies to reduce the risk before
turning the customer away. These might include obtaining personal
guarantees, reducing credit limits and reducing trading terms. Remember
that while credit risk assessments are important, they are not an exact science
and commonsense should always prevail.
Malcolm Poslinsky is a financial executive with broad-based experience, a
specialist knowledge of credit and extensive general management experience.
He is a director of Brilliant Credit Management Pty Ltd, which specialises in
improving business cash flow, improving the quality of debtor portfolios,
reducing delinquencies and reducing the cost of credit.
Source: CPA Australia’s publication “In the Black” December
2008, volume 78:11, p. 58-59
Back to top
Giving
Back to the Community
In 2008
Searson Buck raised approximately $1,500 to support community and
charity initiatives. The fund raising was managed by our Social
Environment and Community Action (SECA) committee, which has been in
place for many years.
SECA
committee members and Searson Buck staff have been involved in many
community and charitable initiatives this year, including:
-
RSPCA
Book Sale
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Burma
Relief Shelter Box
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Selling Salvation Army chocolates
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Beacon
Foundation's Buddy-Up Program
-
Daffodil Day
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Blood donations / Winter
Blood Drive
-
National Tree Day
-
Movember
-
Beyond
Blue
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Pink Ribbon Day
-
Girls'
Night In
-
Biggest morning tea
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Salary
donations by staff
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Searson Buck employees left to right:
Workplace Relations Consultant Ryan McConnon, Permanent Recruitment
Para-Consultant Zak Douglas, Temporary Recruitment Consultant Stuart
Clark, State Manager Commercial Operations Aaron Schultz, Director and
joint CEO Maurice Hine.
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This Christmas we will be organising gifts for the ABC Giving Tree,
and filling a box with Christmas goodies to be distributed to the less
fortunate by the Salvation Army.
Social
initiatives to support our staff, include:
-
Yoga
-
Melbourne Cup day
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Bare
Foot Bowls
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Quiz
night
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Footy
tipping
We also
have a new section in SECA called Green Initiatives. These
include:
-
Reducing electricity consumption by fining staff who do not turn
their computer monitors off
-
Saving
paper by reviewing documents on screen, double sided printing,
printing on recycled paper, and fining staff who do not claim their
printed items
All money
raised from Green Initiatives goes to charity.
Contemporary Staffing Strategies for Today's Changing
Market
Searson Buck recently held a complimentary
information session and lunch at the Hobart Function and Conference
Centre with guest speaker Geoff Officer, Managing Director of the
Donington Group. The Donington Group are specialists in career
transition and outplacement and Searson Buck is licensed to offer their
services as the Tasmanian representative.
The subject of the lunch included:
-
Career transition in times of change
-
How to make your company more
attractive to staff
-
Motivating, engaging
and retaining staff
Given the uncertainty in today's
economy, it is timely to start planning for the future of your business
and your staff. The purpose of the lunch was to educate about
the ways you can achieve this.
If you
would like a copy of the presentation from the lunch, or to discuss the topic in
detail, contact Diane Underwood or Vicki Parkinson on
6223 3055.
Back to top
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Latest Market Trends
Star Candidates
Contact us
Career Transition and Outplacement
Human
Resources
Industrial
Relations
Labour Hire
Permanent Recruitment
Temporary
Recruitment
-
Since the start of the Financial Year 08/09 employment increased slightly
from 236,500 to 242,000 (2%)
-
Employment figures are 5.7% higher than they were in October last
year
-
Unemployment rate is 3.7%, much lower compared to the unemployment rate
of 5.3% in October last year
-
3.7% unemployment rate is lower than other states and the national
average is 4.3%
Source: Trends (Tasmanian Labour Market
Review October 2008)
For more information on the latest market trends contact Andrew Jenkins on
6223 3055.
Our Star Candidates consistently outperform and
we like to promote them in every way possible.
We have two Star Candidates in this edition:
Experienced office all rounder
This candidate has over 10 years extensive
experience in Administrative based roles both in Hobart and the United
Kingdom. She has worked in busy legal practices as a Para Legal and Personal
Assistant and enjoys the busy and challenging nature of her roles and has in
course gained extensive competence in a variety of Administrative duties
including preparing and amending various legal documents, managing and
billing client files, diary management, reception, Office Management,
processing of payments and invoicing, arranging meetings and travel. This
candidate has a flexible and professional approach and would excel in any
role she undertook.
You can't beat experience
Our second Star Candidate has spent the last 15 years working in the area of
payroll. She has extensive experience across payroll and accounts receivable
along with experience in Credit management and purchase ordering. This
candidate has been responsible for the weekly payroll for 370 employees,
monthly payroll for 35 salaried employees and fluctuating payroll for up to
70 extra employees. She is experienced with handling the end-to-end process
of payroll, including setting up new contracts, ending contracts, contract
extensions, setting up new starters, timesheets, superannuation, garnishees,
overtime and allowances, all data entry and processing through to
transferring the money for the pays, salary sacrifice and handling all staff
enquiries. This candidate is extremely component with a variety of
applications and payroll including SAP. If you are seeking a well presented,
articulate and experienced Payroll Officer…..this candidate is just what you
need!
For more information about our Star
Candidates contact
us on
6223 3055.
Contact us
 10.jpg)
Career Transition and Outplacement
Human Resources
Dianne Underwood and Vicki Parkinson
Industrial
Relations
James Graham
Labour Hire
Aaron Schultz
14.jpg)
Permanent and Temporary Recruitment
Andrew Jenkins
Searson Buck Pty Ltd
ABN 70 082 744 285
info@searsonbuck.com.au
www.searsonbuck.com.au
Hobart Office
183
Macquarie Street
GPO Box 1559, Hobart 7001
Ph: 6223 3055, Fax: 6223 3099, Workforce Fax: 6224 7833
Freecall: 1800 151
331
Launceston Office
30 Brisbane Street
PO Box 2020, Launceston 7250
Ph: 6333 3888 Fax: 6333 3899
launceston@searsonbuck.com.au
Burnie Office
Level 1 10 Wilson Street
GPO Box 1499, Burnie 7320
Ph: 6431 5155 Fax: 6431 5166
burnie@searsonbuck.com.au
Devonport Office
1st Floor, Bass House
21 Best Street, Devonport 7310
Ph: 6423 1311 Fax: 6423 1844
devonport@searsonbuck.com.au
Zeehan Office
129 Main Street, Zeehan 7469
Ph: 6471 6477 Fax: 6471 5089
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