Changing casual public faces

SEVENTY-THREE per cent of public sector agencies use temporary accounting staff regularly, according to a nationwide survey of public sector agencies that have employed accounting staff in the past six months

SEVENTY-THREE per cent of public sector agencies use temporary accounting staff regularly, according to a nationwide survey of public sector agencies that have employed accounting staff in the past six months. The survey also found agencies:

Use temporary workers to cover short-term needs 61%

Regard temps as integralpart of the workforce 33%

Use temps as a sustained, incorporated resource 30%

Source: Hays Accountancy Personnel

Survey shatters women opt out myth

FIFTY-FIVE per cent of women and 57 per cent of men want to occupy the most senior role (CEO or equivalent) within an organisation, a survey has found. Shattering the myth that women do not aspire to top ranks within the workforce, the study also refutes the claim that women with children are less likely to strive for the CEO job. In fact, women who do have children (55 per cent) are slightly more likely than women that don't have children (46 per cent) to pursue the corner office. Also more women in staff or support positions (60 per cent) than men in staff or support positions (51 per cent) aspire to be CEO. The large majority of men (77 per cent) and women (82 per cent) in line positions, responsible for profit or clients, aspire to be CEO.

Source: EOWA

Small but pleasing

EMPLOYEES in smaller businesses are less likely to quit and more likely to be happier in their workplace compared to employees of large corporations, according to a survey of 243 small businesses and 541 large businesses. It also found staff turnover was significantly higher in bigger companies than in smaller ones, and despite the fact that large companies are able to offer bigger pay packets, Australian workers prefer the happy environment of a small business situation.

Source: Staff it

CFOs reveal cut-back capers

SEVENTY-ONE per cent of CFOs target lowering overhead costs by reducing non-essential spending, a worldwide study has found. Other frequently-used approaches include:

Standardising service offerings 55%

Reducing headcount 48%

Streamlining the delivery process 45%

Mastering IT complexity has become a critical success factor in managing overhead costs. Nearly 90 per cent of the companies who describe themselves as behind the competition in providing overhead services cite managing a patchwork of different systems as their main IT challenge.

Source: Booz Allen Hamilton

Big changes for majority of final salary pension schemes

OVER the past two years more than 50 per cent of open final salary pension schemes were changed, but by no means all of those were closed and replaced by defined contribution schemes, according to a survey of 200 British pension schemes. It also found that 45 per cent of those who changed either retained their final salary formula, but introduced higher employee contributions and/or reduced member benefits, or introduced some form of risk-sharing defined benefit scheme.

Source: Watson Wyatt

If you dont ask

ONE-FIFTH of all employees said they would ask for a raise in the first month of the new financial year an industry-wide survey of 1,200 workers has revealed. However, 73 per cent of those surveyed said they didn’t anticipate getting that raise despite working harder and longer than ever before.

Source: Talent2

Almost one-third of CEOs lack employment contracts

ONE in four US companies do not have executive severance policies and almost one-third of CEOs do not have employment contracts according to a study of HR and other executives at 223 corporations. The most common reasons for termination included:

Gross negligence 25%

Misconduct outside employment 15%

Breach of contract 13%

It also found that for those companies that offer executive severance, only half formally define the conditions, events, and terms for payment. Additionally, only 50 per cent of CEOs are paid for more than one year, compared to vice presidents.

Source: Hay Group

Employers tell what turns them on and off candidates

IN A JOB interview a strong handshake and a happy, confident approach is a turn-on, but be sure to communicate what you want and prepare questions to ask because not doing so turns off the interviewer, a survey has found. The survey asked over 100 employers to list what turns them on and off a candidate in a job interview. It found the top ten turn-ons were:

1. Confident, happy and positive attitude

2. Strong presentation, in terms of communication skills, dress and/or handshake

3. Provision of real life examples to demonstrate answers

4. Ability to illustrate how they stand out as a candidate

5. Clear career plan or aspiration

6. Enthusiastic and passionate about the role

7. Communicate the benefits they can bring the business

8. Prepare questions in advance to ask the interviewer

9. Displays a good understanding of the role

10. Is an active listener

What’s not:

1. Poor verbal communication skills

2. Not answering the question asked

3. Not researching the company or role before the interview

4. Leaving a mobile phone on

5. Inability to provide solid examples of previous experience

6. Exaggerating experience or skills

7. Focusing on the negative rather than the positive in situations or experiences

8. Inability to answer technical questions

9. Arriving late

10. Not displaying an interest in the role

Source: Hays Personnel HR & Training

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