Market U Articleshttp://www.marketu.com.au/articles/Market U is a leading Australian executive search and recruitment consultancy that specialises in corporate affairs, communication and marketing.en-usCopyright 2007 Market U. All Rights Reserved.info@marketu.com.auinfo@marketu.com.auThu, 15 Nov 2007 00:00:00 +1100Thu, 15 Nov 2007 22:41:11 +1100BusinessApeJet Blog v2.0http://backend.userland.com/rss60 How to retain your role and ensure communications is valued by your organisation during tough economic times....http://www.marketu.com.au/articles/archive.php?guid=09n0hmphBY ANNA WHITLAM, Chief Executive Officer, Market U Pty LtdImagine if your CEO called you in to tell you that as part of their cost cutting strategy, the corporate communications team was viewed by the business as only ‘secondary value’ and therefore would have to be cut? During these tough economic times, if not the entire department, many communications teams are being cut in size. Given that the communications function is largely responsible for the proactive management of an organisations reputation, this reaction by management demonstrates a genuine lack of understanding regarding the role and value of the function. Is this a familiar scenario?

A recent study conducted by the Australian Institute of Management on ‘Business Performance and Priorities in the Downturn’ reported that, “32% of large company respondents said their organisations were looking at downsizing and retrenchments”.

For the corporate communications function to be of value to any public or private sector organisation, it is essential that the function’s strategy is well aligned to the company’s mission. When there is a direct relationship between an organisation’s mission, and how the company is perceived by stakeholders, it is much easier as practitioners to measure and communicate the value of the function to your executive and Board. These outcomes will directly impact on the performance of the business.

During these tough economic times, it is obvious which organisations have failed to align their communications function with their mission or organisational strategy. Signs have included inconsistency of messaging both internally and externally, lack of staff engagement, poor shareholder/customer confidence and ultimately a fall in share price. Both lack of internal engagement in the company’s direction and confusion of this message to the external market can also create a costly confusion in the external media environment.

Clearly, one of your keys to success as a practitioner and in retaining your role is to ensure your activities are clearly understood and valued by the business. You can demonstrate ‘value’ through clear measurement of your activities in your role to deliver on the organisation’s strategy. This will reflect through improved internal staff engagement survey results and through external reputation measures. Those organisations that are able to achieve this alignment and demonstrate value, will more than likely survive, and thrive on the executive scrutiny.
A second question you may now be asking is, “what can I do to ensure I am best positioned to retain my role as part of the team”?

Over the past ten years those communicators with a depth of experience within a certain specialisation, were in significant demand. During that time client organisations were investing huge sums of money to import practitioners from all over the world who had the demonstrated skills and experience in managing specific projects. For example, internal communications, merger and acquisition communications, change communications, crises/issues communications.

Since the onset of the global financial crises, in general, organisational structures have been down-sized and refined to form leaner frameworks to keep them functioning at a minimum cost. This change has driven the need to secure communicators who can deliver greater value for money by covering broader areas within the discipline, rather than a narrow specialisation.

Those practitioners who have demonstrated an ability to take a ‘solutions focus’ to problem solving are in most demand, and have a greater chance to retain their role. In general the majority of communicators who have been made redundant tend to sit in the middle to senior management space, and have not had or demonstrated a working history across all aspects of communications, internal and external. Organisations are now also demanding greater flexibility from their people. So one minute we can be expected to be working at a very tactical level and the next at a highly strategic level i.e. from writing press releases to presenting at Board level.

What if you have these skills but still don’t seem to be recognised as a valued member of your team?

The first step in becoming an accountable communications leader is to decide, that you will be respected by your peers and executive team. This may involve you broadening your behaviours and attitudes in the workplace, and getting more involved in broader business related activities.

All too often communicators position themselves as ‘service providers’ to organisational departments. Unfortunately this approach will only position you as an ‘order taker’, rather than a ‘decision maker’ or a valued ‘reputational leader’. ‘Order takers’ are replaceable, ‘decision makers’ and ‘reputational leaders’ are highly valued and not easily replaceable.
Next, you will need to change your attitude and behaviours to align yourself to your new role. This will require ‘leadership’ surrounding critical reputational business related issues, and the exchange of solutions using language commonly used by the business to solve problems. You will ‘earn a seat at the table’ when you are viewed as a high level contributor.

Profile building can also be achieved through networking at company and industry related events and by providing your thoughtful views on topics of critical company concern.

In summary, the key to you retaining your function and role is dependent on your ability to ensure alignment between your organisation’s mission and strategy, and the corporate communications plan. Demonstrate flexibility and an ability to work across both internal and external audiences, and take an interest in the critical business issues that affect other areas of the business.

Anna Whitlam (annaw@marketu.com.au) is Chief Executive Officer of Market U Pty Ltd, a global executive recruitment and search consultancy specialising in corporate affairs, communications and marketing. She is also a Managing Direcrtor and Partner of WDScott People, a global management consulting firm which as part of its remit advises on best practice organisational structure and design. – www.marketu.com.au / www.wdscott.com
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If you would like to know more on this topic, please join in on our Blog discussion via http://www.marketu.x.iabc.com OR email me at annaw@marketu.com.au to get a copy of my checklist/tips on “retaining your role and positioning yourself as a valued member of the communications function”. ]]>MarketU09n0hmphMon, 25 May 2009 15:10:03 +10000 Marketing yourself in a Recessionhttp://www.marketu.com.au/articles/archive.php?guid=inys612rBY ANDY ROUSE, CONSULTANT Are we in a recession when it comes to recruitment?

If we were to determine the answer to this question on numbers alone then the answer is an unequivocal YES. By any of the generally accepted metrics, published or otherwise the recruitment marketplace mirrors the state of the economy as a whole.

Does that make it ALL doom and gloom?

Is there another way to look at the market and if so, how might this impact on YOU as an employee (NOT necessarily just job hunters) when it comes to presenting and positioning yourself to the market.

In my opinion and thankfully I am not alone on this, the enlightened view of the market is one of opportunity. Those who share this view recognise that when the GFC fades into the background – as it surely will, the skills shortage experienced in the prior 2-3 years will be as acute as ever before.

This represents a potential threat to companies’ abilities to capitalise on the upswing within the economy. As a result now is the time to RESTRUCTURE – WEED OUT – UPGRADE and this is good news for those genuinely talented and skilled within the marketing function...conversely not so good for those who are not!

A lot of the very best people are being retained – though certain exceptions to this are occurring, particularly within organisations where marketing is not recognised for the full value it adds and in areas such as sponsorship where spend would be seen as inappropriate in the face of large scale retrenchments . These high calibre people are in demand even now. The next tier down may find increasing numbers of opportunities for sideways moves in order to bolster their long term potential. Finally those who fail to live up to the mark will be spat out.

So...using a very old –fashioned marketing model, the four P’s, you will see how, as career marketers, you can best affect a route out of retrenchment or if you are comfortable where you are, you can capitalise on the underlying skills shortage both now and for the longer term.

As marketers you spend your lives doing this exercise for boxes of cereal, toilet rolls, mortgages, beer...you name it BUT how often do you apply the same rigour that you apply to your products and services when it comes to marketing yourself?

PRODUCT

Is it a case of simply pushing what you are into the market – or is there a way to create a demand and put yourself at the centre of a pull strategy.
  • Analyse your core functional competencies and experiences
    • Gap analysis
    • Options to plug gaps or bolt on “extras” via courses, projects, secondments etc
  • Analyse yourself
    • What do you really bring to the table at a personal level?
    • What motivates you?
    • What are your core values?
    • How do you like to be managed?
  • Evaluate what benefit you are to a potential employer
    • What benefit is the whole you worth?
    • Take cues from ads, careers pages on websites
    • Research your target to understand their key drivers and how you can meet them

PACKAGING

Now you know your product inside out and a little more about your “consumer” how are you going to communicate all the features and benefits?:
  • CV – arguably the most important part of the “packaging process” and frequently the one so dreadfully neglected. Writing a good CV is an article in itself. However there are certain principles you should bear in mind that shape what goes on the page:
    • Think about who is receiving it and what they are looking for – One size DOES NOT FIT ALL
    • Your CV acts as an invitation for the employer to meet you not a boring list of everything you have ever done
    • Leave them wanting more?
  • Website – if your work lends itself to it, create a website to showcase your talent in a more stimulating way than a CV ever could
  • Blog – not the kind that discusses the merits or otherwise of the Kings of Leon but one that demonstrates a zeal for greater understanding and the pursuit of performance improvement within your professional world.
A word of caution – online offers a whole host of additional communication opportunities but don’t overdo it...LESS is MORE. Also make sure there is nothing detrimental or defamatory about you online (e.g. on Facebook), as employers do snoop around to get the “off the record” view.

PRICE

  • Now is not the time to be looking for huge pay increases – even if you are underpaid. If your key motivator for moving is money, wait!
  • Be clear in your own mind why you want this job and where is your line in the sand to get it
  • Do your homework; check other ads, talk to colleagues, talk to recruitment professionals
  • Be realistic and be prepared to justify your demands.

PLACE

How do you find that elusive dream job?
  • Direct – in the current marketplace cost cutting is forcing lots of companies to handle recruitment on a DIY basis. There were more marketing jobs advertised directly on seek in Feb 09 than Feb 08. So be proactive. Also consider:
    • CV boards
    • Corporate websites
    • Speculative approaches
  • Recruitment Consultants – there is a lot of choice, but with a little research you can narrow it down pretty quickly. Be selective. If you have a BMW you wouldn’t get it serviced by Bodge-it and Scarper at the end of the road! You should never need more than three but the three you choose should complement each other.
  • Networking
    • Industry events
    • Trade shows
    • Online sites like LinkedIn
    • Former colleagues – stay in touch
  • PR
    • If you are doing good work get it out there in the press, online, blog about it etc
    • Talk to industry publications
    • Avoid anonymous quoting – even bad news stories are an opportunity to get your name out into the public domain
      .
So...having done all that , you are home and dry, right? Wrong. This is just the start. All we have considered so far is the first step. There are other facets within the recruitment process that should not be overlooked.
  • CV writing/presentation (referred to above)
  • Tailoring applications
  • Pre-interview research
  • Interview coaching
  • Offer negotiation
  • Medium-long term goal setting.
A good recruitment consultant or professional mentor should be assisting you with all these as a matter of course.

CONCLUSION

Is the market tough? Yes but it is not impossible. Can you still proactively manage your career? Yes by:
  • following the pointers above
  • thinking and acting as marketing professionals and
  • planning for the medium and long termli>
What we are currently experiencing is like a pothole on the freeway...sure, it’s momentarily uncomfortable but it will rarely bring an end to your journey.

For further information, please contact:
Andrew Rouse | Marketing Practice, Lead Consultant
http://www.linkedin.com/in/andrewrouse
Market U | corporate affairs, communications & marketing executives
Level 14, 74 Castlereagh Street, Sydney 2000
T + 61 2 9235 2224| F + 61 2 9235 2227 | M + 61 (0)439 242 011
www.marketu.com.au
]]>MarketUinys612rFri, 22 May 2009 14:36:02 +10000 Career progression in a recessionhttp://www.marketu.com.au/articles/archive.php?guid=bw6he5lmBy David Grant, General Manager Click here for more information. ]]>MarketUbw6he5lmTue, 24 Mar 2009 11:04:34 +11000 Marketing in a Recession 2009http://www.marketu.com.au/articles/archive.php?guid=vryosgra
Click here to read the full article. ]]>MarketUvryosgraFri, 06 Mar 2009 16:31:37 +11000 Adjusting your expectations and aspirations in a declining markethttp://www.marketu.com.au/articles/archive.php?guid=uhcc8b00BY TIM MUNDY, CONSULTANT
Now might not be the best time to stick to your guns in terms of what you want that next big step in your career to be. Self reflection on your own abilities and a realisation as to how you can add value to a fluid and shrinking structure might be slightly wiser than getting hung up on “what’s in it for me and my career” when considering your next role. With so much uncertainty and change occurring in most of our larger organisations there’s no denying that an element of insecurity is rife amongst some of the more “expendable” business units, such as Marketing. With the years strategic marketing plan compete, we’ve recently seen the mid level management roles downsized in many marketing teams, leaving only those with the ability to implement and keep the wheels turning.

Sure, restructure is imminent, but it’s the roles that will come to light out of these transformations that the forward thinker needs to be considering now.

A desire and history of progression is to be admired and there’s no argument to be made for asking driven people to park this attitude, but taking a realistic stock of the opportunities that are out there and considering that in the short term you may need to get your hands dirty again, would be quite a sensible approach when considering your next role.

How broad is your background?

Whether you’re in a role or looking for one, this is something you will need to consider over the coming months. With resources being cut, the focus will be on retaining and attracting people with extensive skills and a history of working in environments that require hands-on individuals that can work end to end. This may actually tip the scales in favour of candidates coming out of industries not traditionally viewed as favourable to large corporates. As an example, those in marketing and communications teams within Government are used to working in highly regulated, poorly resourced, lower paid and complex, multiple stakeholder environments.

How attractive is that? Highly skilled and cheap!

So, doom and gloom aside, this might actually be an opportune time for those looking to stand out in what’s becoming an increasingly crowded pack. What you don’t want to do, however, is leave what you are fortunate enough to have in the hope of finding something new and exciting. It’s ok to look and in fact, it’s probably a wise idea to consider your options anyway in view of the unexpected. But start to appreciate the position you are in and don’t take any leaps of faith.

If a restructure has left you wondering whether you should apply for that role internally or take your chances out in the market, don’t think about it, apply. Now isn’t the time to be concerned about sideways steps, or backwards for that matter. It won’t be forever and it’s a whole lot better than nothing. Time heals all wounds and your career will be back on track in the not-too-distant future. In the meantime look


again to where you can add value, what skills you can utilise that may have laid dormant for a while and think about what you can do, more than what you want to do.

Trends?

Undoubtedly contracting is becoming flavour of the month and that looks as though it could continue for some time. Organisations can’t commit to offering permanent roles if they don’t know how their structure is going to look six months from now, but at the same time, implementation needs to happen. So it’s very much a ‘bums on seats’ scenario. Again, take an open approach to considering these opportunities. They will be broad roles, requiring a hands-on “doer” that can hit the ground running.

Insights and Customer Experience - if you want to specialise, this is the place to be. Getting a lot smarter about retention and acquisition is the most cost effective way to grow business on a minimal budget. Candidates with a track record of decreasing churn and drawing more from existing customers will be highly sought after, as it’s as close as you – the business – can come to getting something for little expense and in the broader business this will be the best exposé on the need for (smart) marketing. Achieving this through online channels will be the mandate, drilling down into readily available data and running multiple niche campaigns as opposed to big budget, above the line crusades with debatable outcomes.

Your CV and Interviews?

When interviewing or presenting your resume, give some real thought to highlighting where and when you have demonstrated your practical ability. Tall poppies might struggle and dreams of that next great strategic role might need to be kept on ice for a while.
On the whole, be excited about where this will all end up and know that those you are or will be working with are there because they (like you), are talented, experienced and ready to shape a new marketing landscape built on brains, not budget!
]]>MarketUuhcc8b00Fri, 06 Mar 2009 16:30:40 +11000 Tide of Uncertainty http://www.marketu.com.au/articles/archive.php?guid=hvbu9ke7BY LISA MACMILLAN, CONSULTANTIt might seem to be raining uncertainty in our current climate, but you can be sure of one thing, gone are the days of working for one company, or even having one career from the cradle to the grave. With change being the order of the day in these times of shifting economies, both employers and potential employees need to be flexible and adaptable in some key areas.

Secure jobs and set career plans are becoming a distant memory. Our baby boomers in the senior management positions are witnessing a dramatic shift to part time, contract or casual work. The only response to this is to develop a portfolio career: a marketable blend of experience and skill sets that enable the professional to take consultancy, transitory and contract work.

Career planning used to be something you did in the early stages of your career, now it needs to be standard practice. Those plans need to be flexible. A recent study revealed that Generation X (born between 1968–1979) will have an average of ten to twelve jobs in their lives; whilst Generations Y (1980–1994) will have up to five careers with more than twenty employers and Baby Boomers (1948-1967) have started making late career changes and moving the retirement age ever further away.

The differences between generations are vast and yet one issue effects them all, the ability to adapt to and visualize change.

More movement, greater flexibility and intensive periods of work activity are the modern career choice. Many people are enjoying this new-found freedom with around 23% of the workforce in Australia (Labour-Force) either contracting or part-time. The cost savings make this a good choice from the companies’ perspective, providing a lean and dynamic workforce. For the worker, the lower levels of job security are by far exceeded in the attainment of ‘work-life balance’.

So how do we plan for change? How do we plan our careers in this new flexible environment?

First up, you need to learn to reinvent yourself constantly and be adaptable to the change in market requirements.

Whether, this is looking at the option of part time opportunities or more flexible arrangements it is up to you the employee to work this out.

Career Planning – how does it work?


In order to begin this process effectively you need to look at the three essential elements:
  • Analysis
  • Exploration
  • Selection Planning

Based on these elements and according to The Wheel, a career planning model developed by Norman Amundson and Gray Poehenell (Career Pathways (2004). There are ten key questions to consider:
  • What are you passionate about and what drives you into action?
  • What do you enjoy doing?
  • What are your key values?
  • What are your key skills?
  • How do you interact with others?
  • What are your networks?
  • What is your educational level?
  • What work experience do you have, paid or unpaid?
  • What is your knowledge of the industry?
  • Do you know what opportunities are available to you?

Now you must put all of the above into action. Once you are able to answer all questions, you can then begin to map out the future.

At this point you are ready to set some goals. This you must approach with an open mind. Firstly, using the information you have gained, gather information and develop a list of career options, then develop contacts through your own social networks. It is important to access your decision making style and learn how to weigh up your options. Always keep in mind that your next position is not a life sentence but a stepping stone. Finally, set yourself some life goals that you can incorporate not only in work but also your everyday life.

Organisations need to establish effective engagement strategies to keep valuable employees motivated, engaged and stimulated. Based on findings in a study conducted by The Australian Institute of Marketing it was clear companies need to:
  • Promote and map out career pathways and development opportunities;
  • Train managers to support and coach employees in career progression;
  • Create a transformational leadership culture where individuals become well connected to the organisations purpose and overall mission;
  • Be flexible to the changing needs and requirements of the new workforce.

Given the research and dedication candidates of all ages are taking in looking for a new position in this tight labour market, companies need to get serious about first attracting and then maintaining talented people.

In a study conducted by Human Capital Management Solutions (HCMS) that ranked 17 major companies in Australia, of the six key criteria around attracting and maintaining talent, candidate relationship management was the poorest rated.

Key areas companies need to improve in this area are:
  • Providing HR or recruitment agencies with all the relevant / correct information;
  • Ensuring the hiring managers are fully trained in behavioral based interviewing techniques;
  • Having a clear timeline of how long the interview process will take and trying to reduce the length of time if possible;
  • Understanding that in this market potential employees are looking for much more than the $ - they want a clear idea of what the companies CSR strategies needs to be outlined.

Challenging times lay ahead it seems and only the best prepared of us will flourish. We all need to take a look at our career goals and objectives and take some time to really understand where we are going? Employers and employees alike need to be adaptable and open to new ways of improving and developing.

For more information please check out the following websites:

http://www.humancapitalnstitute.org
http://careerplanning.about.com
http://www.careers.unsw.edu.au/careerEd/planning ]]>MarketUhvbu9ke7Mon, 24 Nov 2008 09:16:03 +11000 New Media, New Skills – Changing landscape requires professionals to up-skillhttp://www.marketu.com.au/articles/archive.php?guid=qmve7ko9BY ELIZABETH BEATTIE, SENIOR CONSULTANTThe rise of new media has had a dramatic impact on traditional PR and communication methods and has left many practitioners lacking necessary skills to contend with the change. Blogs, podcasts, RSS, and web video productions are new channels being used by stakeholders for interaction. Such a mobile and instant way to communicate can have profound impacts on how organisations search for an audience. Products and services are more susceptible to ‘wild fire’ criticism and information flow may be more challenging to control within this online era. To remain on top and make the most of these technological changes, practitioners need to be adaptable to trends and up-skill appropriately.

It is no longer about using traditional media to simply cast messages out there. PR professionals must gain an appreciation of the energy of new media while recognising the impact it can have to the image of a business. This phenomenon is said to have affected the conventional communication sphere in the following ways:

• Increased media outlets and channels to access information;
• Faster end to end delivery of communication material;
• Individual consumer having a stronger voice (blogging);
• More direct to public line of communication;

To cope with this ever changing landscape, communication experts will be forced to up-skill and diversify their knowledge. Professionals should consider the following:

• Do not be distracted by ‘white noise’ of online media, have a targeted and engaging approach to your reader;
• Identify key industry players and begin an open communication for research;
• Explore and test new forms of media, podcasting has become a unique success for certain organisations;
• Collaborate with relevant forums and online communities;
• Diversify within blogging, identify key influencers and establish dialogue;
• Treat the web as a separate and distinct media;

Remember, new media is not the be-all and end-all of communications; it is simply another avenue for dialogue between stakeholders. Demystify the hype and begin exploring. Research, discuss with your peers and soon you will be blogging with the best of them.
]]>MarketUqmve7ko9Mon, 11 Feb 2008 19:38:55 +11000 Avoid networking your way out of your next jobBy Elizabeth Beattie, Senior ConsultantThe latest online fad, social networking is set to take off within the professional arena in a big way. A current mainstream media buzzword, online social networking has had a phenomenal impact on the way people interact personally and more recently professionally. Sites such as Facebook, Linkedin and Jobster offer unlimited opportunities to network and schmooze with virtual strangers. But virtual strangers can also be potential employers and care needs to be taken when networking online.

It is now not uncommon for employers to use Facebook and other related sites to conduct further background checks. As the sites give users the opportunity to share information about themselves not necessarily disclosed during an interview process, recruiters have the opportunity to go online and assess candidate suitability in a way that’s never been available to them before.

Why employers look at Facebook

These sites provide a fantastic opportunity to gain valuable insight into a candidate’s personality along with a better picture overall of their interests and life away from work. It’s important to remember that the research is not necessarily designed to catch people out. However if you are active in the job market there are some common sense tips to follow when socialising online.

Tips for networking online

  1. Clearly airing views of a prejudiced nature is a no-no but it is also the seemingly trivial that can get you into trouble. Whist they may seem perfectly harmless, idiotic email addresses and inappropriate pictures give a less than favourable impression.
  2. Similarly links to unsuitable websites, memberships to dubious groups and lewd jokes all have the potential to detrimentally affect your professional image. It also pays to avoid any references to social activities that err on the wild side.
  3. Also remember that whilst it is easy to upload comments in a matter of moments, flippant messages can have potentially serious and long term implications for candidates. Once uploaded, there is no escaping the potential fall out. The web has a wide and lasting reach and it pays to remember that.
With more and more firms adapting traditional recruitment techniques to incorporate the use of social network sites, the popularity of these sites as a hiring tool for new recruits will certainly increase. When networking online, certainly embrace the phenomenon wholeheartedly but never forget that your next employer is potentially just one click away from viewing all. ]]>MarketUcr126yvwThu, 15 Nov 2007 22:38:26 +11000