To Coach or Not To Coach?

Posted on November 3, 2017 by Selection Partner

To Coach or Not To Coach?

Here’s a situation. A direct report of yours just gave a presentation to senior management. The presentation went okay but frankly could have gone a lot better. The direct report knew her material but didn’t demonstrate self-confidence in her body language, didn’t dress appropriately, and didn’t think fast on her feet in addressing some of the questions. You noticed your boss start to lose confidence in your direct report in the meeting. You secretly wonder if she’s losing confidence in your judgment to have the direct report present in the first place. What do you do?

Well, if you’re like most managers, you do nothing. That’s right. Zip. Zilch. Nada. Feedback, particularly developmental feedback, is often hard to give, so most of us avoid giving it. Here are some good excuses “Well, it wasn’t that bad”. “I’m sure she knew she didn’t do her best. She’s a grown-up, she’ll figure it out”. “I’ll have to make sure I mention it in her performance review”.

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Manners & Honesty Matter

Posted on October 27, 2017 by June Parker

Manners & Honesty Matter

This week I observed a couple of situations which made me think more deeply about manners and why it’s so important in the workplace. Let me tell you about the first situation.

I observed one of my team grappling with the inauthenticity of a candidate that he placed into a role, or at least thought he had! The candidate met the consultant, attended two interviews with our client, forwarded references for the consultant to take and was then subsequently offered the role, which he accepted. He impressed as honest, hard working and reliable. However, he then went AWOL. The Selection Partners consultant tried their best to email, text and call the person, to confirm the start date to his client. Via text the candidate alleged he was sick and couldn’t speak. Long story short,

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Interview with Selection Partners – Why Sydney?

Posted on October 25, 2017 by June Parker

Amy Cato

Shortlist online –– published the following article, 25^th October 2017

Executive Women Shortlists has merged into Selection Partners.

Executive Women Shortlists was the first firm to be awarded an exemption under the Equal Opportunity Act, allowing its founder Amy Cato to focus on recruiting women into executive and senior roles.

“We needed to make a stand and do something different to support our clients who wanted to employ more women into senior roles but didn’t know how to do it,” says June Parker, director of Selection Partners and vice president of the Equal Employment Opportunity Network. “Traditional ways of recruiting just weren’t cutting it anymore.”

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Senior Women, but not old!

Posted on October 20, 2017 by June Parker

Senior Women, but not old!

Congratulations to Jacinda Ardern the next prime minister of New Zealand. Not only is she a woman but she is in her 30’s. When male maturity seems to be the norm in politics, bucking the system is a wonderful beacon of light for young women all over the world.

Jacinda is the country’s third female PM and, at 37, its second youngest PM in NZ history.

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Harassment and Work

Posted on October 13, 2017 by June Parker

Harassment and Work

As I read more about the harassment and abuse Harvey Weinstein has caused over many years in the States, it’s a stark reminder that women are being systemically harassed and intimidated in workplace’s all over the world regardless of age, fame, seniority or competence. If Angelina Jolie and Gwyneth Paltrow – arguably two very strong confident women, kept quiet about their own harassment experiences, we know many many others will have experienced the same and similarly kept it to themselves.

As an HR Consulting firm, we recruit people into organisations and coach them and their leaders how to engage with others. This involves ensuring we recruit people into roles who are going to add value to our clients. As a diversity recruiter, we place a high percentage of women, many into male dominated industries such as engineering and construction. We hope those we place will be psychological safe in their new work home. But how do we know this is going to be the case? As far as I know, we have never had a conversation such as “Hey, will the person we place into this role be safe or is their manager likely to feel them up or try and get them into bed?” We acknowledge we have a duty of care to ensure we enable them to make the best job choice for their career, but we have never asked this type of question and if we did I wonder would our clients give us a truthful response?

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