In this week's episode, Lauren and Craig sit down with the brilliant Rebecca Houghton (Coach, Facilitator & Advisor to HR & TA).
If you listen to just one episode of Tapod this is the one for you.
Rebecca talks about totally re-imaging the talent function and it's absorbing!
Please have a listen.
In this week's episode, Lauren and Craig sit down with the brilliant Rebecca Houghton (Coach, Facilitator & Advisor to HR & TA).
If you listen to just one episode of Tapod this is the one for you.
Rebecca talks about totally re-imaging the talent function and it's absorbing!
Please have a listen.
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wait a podcast for everything telling acquisition. We're informative, controversial and a little bit crazy. Now please join your hosts and industry leaders Lauren Shop and Craig Watson. Hi, everyone. Welcome to Tar Pot. I'm Craig and I'm Lauren. I hope You'il hanging well out there in covert 19 Lang. Well, well, he knows you could be doing anything right now at home in your pyjamas. But today I would like to welcome Rebecca Horton. Teo the panel. Rebecca, Welcome. WeII, good. The crowd's gone wild now, Rebecca, most of you know is the director of Bold HR doing business differently on helping hey, char transform businesses and tha and all of the other aunties. My coat s o everybody on DH. How are you going?
Yeah, but not at all. Thank nothing like everybody. I've had that kind of that ground. Healthday realisation. I think the novelty is well and truly border on. It's officially really, Billy boy. You know, I clicked for the first time ever on one of those the email because it asked the question how your drinking habits changed my thought.
Yeah. Have you
don't have that heartbreak anymore of going home or going to the office? That means that you're on, you know, time start work. It is complete. Continual working on homing
thing from the dining room table. Tio catch to the dining with stereo,
hoping that something more interesting. What happened exactly.
Hey, Rebecca, before we start getting really in depth here what we start every podcast where there's a small question about how you got into recruitment and I'd really love because even back prior to that, understand, you studied ancient and mediaeval history at Birmingham. You know, you say, how did that prepare you for a career in recruitment and then tell us a bit about your your journey.
Well, well, you?
Yes. So I did. I studied mention history and mediaeval history at a community house. Is that a valid e? Don't make it sound ready, Teo Cover. But I'll tell you the truth. I did a bit of that. I did those degrees because I knew I would do well. I love storeys on DH. I love understanding how things happened and why things happened. So I'm you know, those who know me. I'm quite a deep thinker, and I think about kind of higher order connexions to try and make sense of what we do next Show from May. Looking back was a really brilliant training ground for understanding how to do that. It's a good discipline, right? Because you get a brilliant understanding economic, social, global, geopolitical. You actually get trained to think that way when you study history buckets of shit. No good storeys
like, you know,
truth is, truth is stranger than fiction. You
need to read a made up storey ever. If you beat history Storey. I love that so Absolutely not. Yes, as predicted did really, really well without actually having to do a day's work in my life. Thea, the thing that people will know about they are quite lazy a short so that that was that was started. And then it's my job. I got a scholarship. Two bay, A PR. Brad, will you grab your graduate for Eunice, which I thought was like Jack got so dreadfully excited on DH Then when it works on site again, is it anyone's ever worked at a brewery
you have a really big brewery and just London absolutely thinks
like a cop you need God awful. Also
complete a combination of sticky carpet on burned a terrible city. And it's kind of yeah, I lasted three months.
Just e killed
would kill for that smell Right now they're going into
a public way. They
quit at three bucks and I lost it a bit depressed in a bit uncertain. And then some recruiters said, What about my job? You know, you know, when you have won the heavens opened and the like, kind of Sean down and I went, Oh, my God, you have a job and he kind of looked at me like, maybe you're not e mean. I'm always looking through you to the job that you represent. I've always looking through you to the end goal which is the career of my choice and what you're enabling me to do. But never did have you as a career. Never looked at your industry, always looked through it on gone. It was completely Tiffany. And it probably will be, what, 24 25. And it just struck me round face. And I think I've been stuck it in everything back to you. Then I went for a management role. I didn't get it. I really got quite disruptive, you know, sort of has he accuses will find out. So, you know, I really thought I'm the best performer and therefore equals leader way all No, that's actually
true. The officer is usually truth about people make terrible leader s. So So that was That was my first kind of failed. My first career failed was not getting the gig. And to be honest, I kind of tight cheques for a bit when I put myself on the market. So you really behave very mature, Lee.
I'm very proud of on
then opened my own business running global constant risk. So capital markets eso all very city of London for a £1,000,000 for bonuses and handshakes and all sorts of stupid stuff made of Med Nazi 40 to be frank, An absolute fortune on DH then decided that I was also burning out about the same rate. So I took my then boyfriend off travelling around the world for a couple of years on. We ended up in Melbourne and didn't go back.
Melvins, a lovely city.
It is a lovely city. But, you know, I feel like I was kind of bamboozled. You know, Steve, who have now had been playing British Australian football bollocks for a couple of years in London
played. I played for five years and was president in a life member over that. Love it over there.
he said, I think
the Gryphon was that ones with demons,
Love played in cult in Jersey gets you support,
of course, of course.
And he basically kind of came home from from the poverty when we're going to get amalgam rather than Sydney, and I know that's not normal. But I think most people I've met are really
Melbourne, the few that I really don't like. They're all from Sydney, a tithe
way just down the road is everybody thinks, until they get here. You
know, the whole of Australia either looks like a white man or a big red. Well,
that, you know, my ignorance was remarkable. I did. I did a year with small business down the road and got onto a couple of days, but it was kind of struggling with no recognised brand on DH, no network combination. So moved on to link recruitment and to be fact, kind of had a bit of a crisis of confidence. I thought I'd lost my mojo. I just couldn't really make it work. And I thought, Well, maybe maybe Melbourne's not for May. Maybe, you know, recruiting the Australian way isn't for May. Maybe, Maybe, Maybe so. I would kind of hunting around. He wouldn't leave it off for a p a roll or a role. Which, by the way, I've been really, really
for that. So, you know, I was doing that and there's this amazing run a McLean at link recruitment. You saved me. She basically said to me, a rubber ships up on being Don't give up. I think you'll make the really that Recruiter. Come on, give it a try with us and we'll work out. It is the brand. Or if it's, you know, it was, you know, wait a minute made a $1,000,000. So, you know, I was from from nothing to something very quickly and felt really happy, really comfortable at length. So that kind of really worked for me. And you're probably thinking, What a question. I think I got to the point and I do that all across my career. I get two big teams, you know, for if I get to about 30 plus for more than a year, I'm now. So I need as much time with people of my needle mine on and really equal measures or I get very out of it. So if I'm running a victim for too long, like our sort e start my lack of personal time and I resent the my perception of their neediness and how I'm always available and it just start to get really cranky and disruptive. So I basically went to China, Macleod to run my under just drop. I think I have 35 people reporting to May Too much. Well, I've had enough of it so went off travellers to be so low on built their executives headhunting business with Nick. Childless was up in Sydney and I was down in Melbourne. A couple of other guys I got pregnant was working with the consulting business because walking around with a very pregnant belly. The last thing we're going to do is that you started Exactly. Oh, so put me to work on the consulting team, said, Yeah, we're doing a big restructure, but won't you come and help with the stuff where you know that would make you useful cream on? But the end of that session, Thie head of HR said to me, Did you know that we're in the market for a new out of here? No. Yeah, I've got a few people are not really think what? I really, really like what I've seen with you. And you could do Teo, right? But you're pointing at the stomach, but no. Have you any technic? Three month maternity piece anyway, So why don't you come back and have a trap when the baby's born? So that I think about five weeks old Harry to an interview with HIV in the CEO in a couple of the empties, and I think because he didn't cry, I got the
job. Well, that
was that was having such happens. That's how I got in house, which was, I think, where I was formed to bay. So I think actually, when people are like, What's your man is always this one, because it's not you go back to what you're doing for every time you have a new job, your favourite. So far I think so. I've always loved every single job. Actually,
you change over time as your career changes as well. Really. It's just a human human cycle. So we've been here the last couple of months, is an industry, and we've seen some massive changes come through and you've bean at the steering wheel for quite a few people and helping guide a lot of us through that through your mentor in group. What are some of the big changes and problems that you've seen come our way so far
without a shadow of doubt? The volatility cycles that we've experienced the thing about is that it's the you know, I often call it the tail that wags the dog, but it's the most visible part of HR in many ways any upturn, downturn, restrictions, constraints with stakes that you know that the company has made they get magnified in the 10 times over way. Feel everything. Mohr. We're seeing more when we're easily measured. All of this stuff is high visibility stuff. So when you have ah, hi volatilities situation today a really get buffeted. So we've probably gone through a real emotional roller coaster because of that traditional set up. But you know, that's how we are. Anyway, way get. We get the magnification, that any move. But I think what what's really been going on is that a child have their head down. I've never seen them so busy nor so effective. Actually, you know what they've proven is the operational act is a very, very important skill. And it's certainly not the poor cousin haven't been room to strategy for the last three months, but the organisations that weren't operationally excellent are you? Spot them, you spot them. Marta, wait out there. The ones who didn't get that people at home fast enough, you know who are still struggling to have a work from home workforce? The people who couldn't get it quickly and make this movie happen and have been organisations that traditional organisations that you think I wouldn't have had a hope of getting their people home fast, who have just stunned, may have done it in five days from a standing start. People at home on the Friday when the man that came down on the Monday you think My God, how did you do that with your infrastructure, with your fire wars of your security standards that works Bill in 1988 have already been reviewed sense and all this stuff, but they didn't. That means a job has suddenly gone up the packing order. Andi, I think that's something that has probably felt really neglected because it already has kind of dropped for a minute and just deal that we're doing something bigger and more important, truth is, but because good news is that suddenly there, you know, rhetoric about a child have a seat at the table. But we're actually your boss, has never been more powerful. Not in our careers are living memory. Thie HIV has never been more powerful than hell. She is right now, and that is such a golden egg.
Can you elaborate on that? And the reason I'm going to ask you to do that when we guards to the side is that so many people are losing their jobs because business is seeing that we're not recruiting, so we don't need recruiters. That's not seeing the big picture on how we treat our people, how we reacting in a crisis and how we're going to rebuild when we come out the other side of this, which we're beginning to see a little bit of light at the end of that tunnel. So I think that that is short sighted when a company reacts like that, and then we're going to remember who those companies are. A swell when they come looking for new jobs or whatever we're doing in the future. So what do you see for a ta perspective as hate, our day is quite important at the moment. But what about the guys who are losing their jobs out there?
Yes, I think I think let's not point the finger. Just a Tio. Think about all the people
are losing their jobs and, you know, and I agree with you that whenever somebody's job has to be cut permanently or temporarily.
Andi. There's always an argument that it's shortsighted, regardless of whether it's a you know, a bus driver or a tear in manager. If I'm going to be really ruthless in my answers and I'm probably dead unpopular much later, you must cut jobs that are not busy, regardless of which jobs. As a senior leader, you know that when the business bounce back again, you're going to have to re hire those people, and you swallow the pill of the fact that you're probably because I worked in banking forever. You know, every time they laid off somebody within 6 to 9 months back, but in that 6 to 9 months, they say significant money, and that's what they needed to do to survive. So the bad news is that any job that isn't busy is a job that under threat, you know, And whilst a return to the office is something that I think is imminent cautiously, slowly, I'm sure that definitely imminent that doesn't necessarily signal return to economic performance. Don't want tonight to anyone I don't want. I don't give anyone forced optimism. You know what we are looking at is lurching from a health condom back into a health emergency and potentially an economic emergency. You know, I hope I'm wrong. Obviously
I'm certainly not brushing your pension, effective other people. Well, but you know, So I said, what do I think? So I think in this scenario, whether you crap your job or you've lost your job, this is that perfect moment where you must not that good prices go tto tthe these are going to be They're going to continue to be difficult times one way or another. I'm not convinced we're gonna bounce back to lots and lots of recruiting activity on even if
about that to economic prosperity. Even if we a light bounce and ping back like an elastic because Australia is a very special economy on its possible, let's assume we do. That's seen weeping back on DH. We're all good by Christmas, then I still think that the nature of today will fundamentally changed forever. And I think people need to really leaders in particular really need to get their head around that so birth and person talks about hr business partners as being a more t shaped professional. Andi actually resonates with me for talent leaders who are very narrow business partners, you know, duck teeth, a talent. If we don't get across the top of it, we don't start being Mohr unjust acquisition. Then we're really It's like where? A three legged stool where I'm standing on one leg, right? We're pretty shaky on vulnerable because this constant for process that just buying new people is the answer to resourcing is becoming one that is outmoded. So you think about you. Think about the water talent now. The wolf talent was a brilliant phrase created by Mackenzie on the whole recruitment and telling opposition. Market has served that ways. But did you know 20 years next year
That phrase is 20 years old now. You know it's out of date traits, that concept and yet here we are. We're still pouring loads of money into acquisition into sourcing into GDP and brand and competitive back traditional activities. And that's fine, right? That logic to it. But what were potentially missing is this opportunity to start to shift. The dia ll you know, two other resources and solutions and to become the master of those as well so that, you know, we go back back by three legged stool analogy. You If you could be tha on DH internal mobility on DH outplacement, then you're suddenly stood on three legs of your stool. The rock doesn't matter what happens. You still own that process. In my experience, in that solution, if you're just on tha on, people stop doing the A Well, that's when you out of the job. Wait, I'll see that. Yes, it's great that we wait awful that we're now in this situation where I have to say it relevant right now. But realistically, we can all stand back and go, Yeah, actually, um, I in a defensible position for real life on the very evidently was no way talk a lot in the programme. You know, Lauren will tell you we talk a lot in my programme about becoming a more T shaped professional. You know the importance or pushing up and out with the possibility that you have because great leader about anything
that's very true. I'm finding a jack of all trades at the moment
because you're incredibly you on. But many other great leaders are massively commercial really strategic, brilliant influences, absolutely able to turn their hands to anything. Has incredible range in terms of detail versus strategy, marketing and calm leadership. Good at numbers, really the perfect all rounder. So there's no question in my mind that leaders are immensely transfer
recording this because I'm just going to copy all that down into my CV.
I think I think leaders are immeasurably transferrable in measure, but
nothing that they can see. But the problem is that, like with most people, we try to think that I work should speak for itself. So we sit there going, I'm a measure of the John. Terrible. Why can you not see that right? You're HIV is not thinking about what they're going to do with your HIV is expecting you to tell them prove it. So in this world where we are feared about jobs in this world where we do feel like when maybe standing on one of those three legs actually upto us Teo balance ourselves and get those other two legs under control is upto ar to show and tell and influence people about what more we can do to prove that actually, a leader is the perfect time for a downside. Being is your perfect outplacement leader is your perfect in Turnham ability leader way have to take that storey to the back We have to do that. No one else is going to do that for on If If we don't do it then if those are the moments where ta just get flat, there's no discussion and then what happens of course is that organisations grabbers around looking for a really good programme manager for their placement programme. They just like my present but they don't know. We know that and therefore it's up to us.
That's true. Make ourselves indispensable.
That's exactly what way have to step up on my model of Kota member of policing would say step up, Take charge?
Yeah. Hey, Just before we came on air Rebecca, you were talking about your seeing some more piecemeal opportunities in the market place That's probably across the board, not specifically within ta but for the tape people who listen along with you with us on this podcast who maybe have found themselves out of work that you sing pockets of piecemeal work within talent as well.
Um, I I What I'm seeing in the market is more activity in the a functional review space e think kind of links to that becoming a multistate professional, Really? That you are actually beginning to go. Okay, so either we're under pressure down five tio team and we're thinking, what else can they do or we have downsized them. But when we come back into whatever normal looks like in the future, should we persist with the model s? So people are taking this thing down, turn on its down, turn it down to rest. I have never been busier. So the downturn in the downtown period,
can be done to totally overhaul the existing model? I'm seeing a lot more about activity and a lot more of those questions, and there certainly would be or should be, opportunities for
on, I guess. Also, there'll be opportunities for that internal mobility piece in some in some businesses and even outplacement. So how did the head it people who every role they've had has been centred around the initials T A position. Maybe they're they're not their CV, but they're offering to be able to be considered for the sort of roles and about to push those boundaries out with intelligent.
So it's always easier. Teo. Repurpose yourself in a job you know, It just is what you convey, the lines between what you used to do and what you intend to dio. You can expand your remit by stealth, or you can expand it by land grabbing. Or you can expand it by simply pointing out that no one else is doing it, so you might as well so he might flop. It will depend on your certain sounds in your organisation what the appetite looks like on what your style is. Organisation. So lots of different tactics to do that. But I think you know, putting together a pretty compelling case that your skills are transferrable and above all, the professionals on the planet. We know how to do this. No way, no how to break down on TV and rebuild it so that it equals internal mobility.
you break it down and rebuild it again so that it equals had about
know how to do this, touch other people to do. It's our core business to do that. So I really challenge, and he had a Tia. You think that they can't make the case that they could be the head of internal integrity or the head of our basement as much out ahead of you. I really
wouldn't try. E
Challenge out placement recruitment are so similar. Yes, there a mirror image of each other. You know, there are reversal of each other. They're incredibly similar. Incredibly. Yes, there's some room for more learning. Of course, there is that The core business is incredibly
Andi. Just just given your experience, would you suggest at interview stage that they take along their five week old son,
Could have thoughtful Parry in
that interview. I
wouldn't be talking to you today. The child the child just stared up thoughtfully, looking like a really intelligent kid had about my second son. Now that was a couple of post actually, was when I was on the turn, Italy with number two Post called Stop Having Babies Stop changing job. You know, I think that would be E.
There's always one. They will have their skills that e. But you're also did mention earlier in your discussion that it is easier if you're in employment to make those changes to your your career or your parameters around your existing jobs. Anyone who's would you? I suggest you know, anyone who's in a town acquisition roll at the moment in a medium to large size business that they have these conversations with their one ups about opportunities to help with internal mobility or the outplacement peace, even when needed, and really start pushing that out now.
Yeah, I do
yes, if you're not already doing it yet on that, the only the only functions that have an excuse not to do with the ones who are flat out on there are There are a handful of those who are 408 100%. You know, Cole's, I think 12,000 people in the last three months and there's me thinking Christmas counsels approach was a big deal.
already what calls are achieving on DH, keeping their eye on the strategic piece like that diversity hiring strategies. It has been nothing short of remarkable.
I'm looking at what they've done and Australia Post and also increasing their deliveries. I know I gotta park Passel delivered on a Sunday the other way, So
probable deliveries There are 800% according to one of my contacts. So yeah, I mean, it's a funny polarising business. Isn't that wild or the complete opposite? And that kind of normal in the middle is totally damaged.
Well, that's very true. So what sort of changes have you seen in tha that have bean a really positive change that we can take forward into? Ah, post covert 19 world?
Well, well, what do I think? So
tough question. And,
you know, that kind of
thing is we got to be totally Nutley wrong. Because in our lifetime, we have never experienced this.
Wei have not have. Not yet. Right? So what do I think? So I think probably they're not going to be specific. Ta. But I think the proof that people can work and work productively from
I don't think we're going to lose that knowledge. I think that leaders who have feared to lead this way what have overcome their fear by the time people go back s so the sense of you know I want you in the office. So I concede you will have dissipated. Yeah. So I think there's something in there around the product. 50 piece. I think that within tha there's no question in my mind that the urgent switch, the totally virtual on boarding
really finished the job way. We're kind of going there on DH. Many organisations were already there, but this has really finished the job and here and from now on, induction on boarding, preboarding labour. But that should be done on your mobile phone might really no excuses Now just some. Some of those things, I think, will be really great. But I think there are some areas where this thiss era of this period has really exposed a couple of problem areas that are going to need more investments. One to me is not functional investment in tha stuff. They're not religion that allow us to do a bit better, but actually the integration of data on the assimilation of inside One of the things that I know is that most HR teams are still pulling data out literally Chand on DH, manually manipulating
find out what the hell's going on with
is not okay. Not acceptable and not a child either. Tio Tio stand up on executive team's gonna need to prioritise people systems now that they've never done before. They kind of said it and they talked about it, but he'll have to believe in drag.
It's never been a priority with the business of being a priority. The people functioned. Not so much. That's right,
And recruitment has actually been the one that bucks the trend. The recruitment tortilla has had a massive amount of investment huge.
look a TTE unit that the value of a startup industry, particularly in the talent on acquisition sector, ridiculous billions ridiculous now unfortunately, way weren't cut out the six months of covert intensity on so together December. That's a September or something like that. Understand, it never happened. I still think they were going to be some trends that we need to be really conscious all because while they've gone quiet, they haven't stopped trending before Christmas. Tha wass getting slower and slower and slower. Right last question. So the Australian Abbas right now is 68 days, I think. 69 days.
Wow, that's still out there
now that you know. So that's not getting fucked up. We are spending more money. So whilst we'll argue that the cost per hire has gone down. The cost of model has gone up because, well, that doesn't intact people. Ah, nde our satisfaction ratings. I'm not, I think in candour experience. It's going up, actually. But manager experience is going down. So before Christmas, a year and 1/2 2 years, pretty much every HR report on the planet would state the teller acquisition or access to talent. However you wanted to phrase it was in the top three people. Concerns for every CEO in every organisation, every industry in every country in the world.
So what does that mean? That means for a CEO a a pain point continued. Long range painful. And it continues to be
one of those pain points, though. What? Teo? Each one individually different depending on the company structure or
s o. Timely access to quality talent is what you would consider a problem. So literally cargo. Unhand my house on the right people fast enough that that is really what they care about. You go down to an HIV level at a child, the level they would probably say on it more expensive. Well, no more. It's still expensive, you know, will still be one of the bigger budget tickets for an HRT. Tia Alan D. Probably be the top two on your HIV would probably add on DH. I'm getting lots of noise from Hiram averages. So again, if you ask an HRT where the majority of the hiring manager noise coming from, unfortunately be related,
next meeting's Dio wouldn't
happen. Something hot talking
I think I think that what you know, that there's a very strong argument that a lot these things are outside the remit of time position. So ah, lot of these reputational issues manager experience issues, timeliness, issues, actually it outside of the traditional function of the year. So you know things like Ram is off and it makes it impossible higher or the job design hasn't been reviewed. So we're recruiting the old version of what we really want. So we've had to start all over again or the approval process is longer than the actual plenty. Recruitment or morning is so terrible that
anything that makes them along because of our higher what about higher? Or we've got really terrible leaders who just can't ignore their new starters. There's all these kind of things at the beginning at the end of a really recruiting experience that are outside of the control of the recruitment function. And that is definitely having an impact on the reputation of K and have been for years, which means that it has an impact on the reputation of that child and they have something years. And now that a child has suddenly its reputation is shot up right now, it will be sitting much closer that probably on the right hand, Theo right now, which used to be the job of the CFO. Now that HR is right up there, most savvy HR directors are not going to risk anything that calls the reputation back down again. If it wasn't fixed before Christmas, it needs to fix it ship. Now it does.
So do you think that that's a matter of TA calling out to the hiring managers and going Take guys, you're not doing this part right that's affecting my job.
I think there's a lot more partnering that needs to go on a lot less service provision on a lot more at the front and the front end of Teo. I think there's a lot better operational excellence at the back end. E I think there's a lot more focused that need to happen on hiring manager of Syria. You know, I think we've done amazingly on the ex. I really like to see the same on manager experience. Yeah, you know. So I think there is a love that I also think, you know, theon unity toe sound up, step out if we can. If we can have the concession, if we can own these concerns on these risks for a child and if we can, I plan to do something about it. Then we can kill two birds with one stone. You know, we can protect the industry moving forward. We could stop that trends that was happening. It's getting slower, more expensive and less satisfactory. That was happening in a lot. A lot of organisations, not all of them, of course, a lot of them for the last two years. If we can stop that trend, you know, by 16 some of those little friction points in those repeat complaint areas to get into them and handed them out. If we can't drink that, then we're defending the one leg that we've got before just And if we and while we do that, we're actually beginning tto identified. The problems come from elsewhere in HR, which they often do, and you actually take a little bit of ownership of those beans. So it could be, for example, work was coming. You know, 99 spent the time we're delivering solely because we weren't expecting it. Well, there's a really simple solutions in there, and yet we don't own workforce. So there are opportunities here to take hold of the things that are impacting our ability to perform rather than you know, actually got on proper on Own it on what we're doing by doing that is building mohr legs found on.
That's true, and there's a lot we can take off the plate off a child at the moment and give them some more breathing room and make ourselves a little bit more indispensable. Absolutely so
I think. Yeah, I think it's a golden opportunity to re think the properly, not not rethink today within the narrow confines of tear, but actually think about the transferability of what we do to other areas but need more help or no one is giving it right now,
but probably will have to give it another label. Are we telling acquisition if we're going to push out those boundaries
there? That's Jenna. I really don't
know. You know, I actually really hate Titletown acquisition E don't love a second, but I don't like it because I don't think that anyone wants to be acquired.
Wei need to come up with a new Monica and, yes, try E.
If you read the Clinton approach, which is a challenge engagement, mobility for a team, it's right actually talked about the whole. You know, anyone who joins anyone who moves around, anyone who leads, come back, You know, if you're returned toe worker, that campaign of communications and engagement would sit with this new talent business. Now I think that's an absolute no brainer. We went quite a long way down that pathway with my business opposed where we owned about 75% of people who came into the organisation. About 95% of people who moved around the organisation on DH anyone who left the organisation in a planned way. So what I mean by that? It's not about that we didn't own but ultimately what we were doing with leveraging things like most people first, to actually start to have our own engagement channel are and career channels our own way off, helping people to identify what's out there and what they could do both inside and outside the organisation. Now that that was triggered because of a downturn, you know, we were going to lose 10,000 people on. We didn't because of this thing that we did. So I know. I know from that very arduous experience that this approach is far more robust than the ones we have now. What we have now with you on one leg, is it's only good in both markets. Minute, we start in eight or full, it's out of a job. If it's Maura, a holistic solution like that, then no matter which market and no matter which direction resourcing is going in, whether it's inflation, deflation, whether the mix of contracts of US firm has changed just matter whether you're going to part time except you're coming back to full time, whatever. If you've got one function owning all of that, that function is future proof.
That's very true. Very, very true
That's what I want for th that's my big challenge to put out there to say, Why can't you be that? Why can't we all strive for that? Because that is off immense strategic value to an organisation that means that you're delivering hungry, went, experiences people when their candidates, when their employees and when they're employees, you're living your EVP, you're bringing your holy tippy toe like right. Cross the career experience on you're protecting the jobs of people on the team from just about any further volatility.
Well, there you go. It's future proof. Our cells are departments and change our name to talent, engagement and mobility.
Yeah, we like that kind of groovy
talent, engagement and mobility person. I'm trying to say we can start a trend on that Call the team way
playing with because it's, you know, it's the talent team that you like. No team talent. Wait. Now that
Well, there you go. I'm gonna be future proved team team e definitely getting to me. I'm finally going crazy.
And on that note, we're going to have to wrap it up a little bit here now. Rebecca, we've been talking for fears like about five minutes. But it's bean. The's insights are amazing. And, you know, we're really thankful that you could join us today and hopefully you'll join us again throughout the year as we change as the industry changes and as the economy and the community and everything else changes along with it,
you know? I love you. Thank you.
Thank you so much for coming on. Rebecca is great to speak to you having All right, everyone out. Entire pod land. I'll see you all later. Bye for me to buy. Thanks for listening to Tar pod. Please don't forget to subscribe and look out for upcoming podcasts. Wait speaking.