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Temp to Perm Works for Clients and Candidates: Observations from Scottish Pacific Recently at a breakfast, with Rob Lamers, State GM – Scottish Pacific, Rob mentioned how well the ‘temp to perm’ model had worked for them and couldn’t understand why more companies weren’t doing this.  With this in mind, Martin and Karen from TTG sat down with Rob and two recently placed candidates, Marcelle and Kirsty, to discuss their experiences. Scottish Pacific is a major debtor financing company who place a high value on skills, fit and culture. Recently, they have followed a talent acquisition process where temporary staff transition into permanent roles. Rob stated that he hadn’t “foreseen this as being something that was going to work as well as it has, with great results”.    One of the major benefits is the extended opportunity for both parties to get to know each other before committing longer-term. Rob credited this as a major contributing factor in the improved ‘strike rates’, as cultural compatibility cannot always be gained during one interview. This awareness also assists in the negotiation of contracts as the ‘value added’ has been quantifiably assessed. When hiring employees through an organisation such as ttg Recruitment, a full candidate screen is conducted prior to placement; allowing for an easier transition from ‘temp to perm’. Marcelle is a senior manager from a property background and was seeking to return to the financial services sector. She was looking for her next career step and wouldn’t have necessarily considered this type of role. After hearing about the opportunity from Karen, she went into the role with her eyes open. A role became available within Scottish Pacific and they recognised the value and broader experience with Marcelle. She spoke about her experiences as a job seeker and stated: “I honestly would…

The Relationship Between Mental Health and the Workplace (Part 2) Given the information discussed in part 1, it truly does pay for a company to invest in supporting the mental health of its employees. Supporting employee mental health at a grass roots level can involve a number of simple measures, including: having Employee Access Programs (EAP) available to staff; ensuring adequate training is provided; providing clear information and supports during periods of company change and transition; ensuring inclusion of all employees; clarity around policies, procedures, and behavioural expectations (particularly regarding harassment and performance management); engaging in regular constructive and affirmative feedback; checking in with employees to see how they’re traveling; providing opportunities for review/refreshment of knowledge and skills; working with employees to identify any areas of required or desired growth and development; seeking to understand challenges an employee may be facing and discussing with them what they see as helpful, as well as what support is realistically available through the organisation. Discussing with employees their ideals for work-life balance, and where possible engaging in some flexibility around work hours, days off for important life/family events, and mental health days also demonstrates an openness and support for their health and wellbeing. Above all – communicate, and don’t take it personally. If you are unsure why an employee is acting in a particular way, or you have noticed some changes in their performance, it might be time to take them aside to a quiet space and ask how they’re going. Let them know you’ve noticed some changes and you just want to check if they are ok, and if there’s any support they need at this time. This shows that you have been attentive, that you recognise this is a departure from usual performance, and removes any inference of blame. Creating this…

The Relationship Between Mental Health and the Workplace (Part 1) In order to explore the interaction of Mental Health and the workplace, first we must have an understanding of mental health. I’d like to introduce the concept of mental health as an extension of (and in likeness to) physical health. In the same way each of us has a level of physical health, we also each have mental health. Our physical health may vary according to the impact of illness; injury; and level of exercise or fitness. Mental health is similarly variable depending on the perceived presence of stress, and environmental stressors in relation to our perceived ability to manage the same. The workplace is one arena that may have a significant influence on our stress levels. There is an extent to which we can take responsibility and accountability for our own health (either physical or mental), and also spaces in which these states are influenced by others or our environment. For our physical well-being we can take precautions and proactive measures to protect and maximise our health. Some examples of this might include exercise, healthy eating, and wearing weather-appropriate clothing. Our mental health is a combination of: biological factors; pre-existing experiences; vulnerabilities; the measures we take to maintain it; and the way in which external factors impact us. Measures we take to maintain our mental health may include: regular participation in enjoyable activities; engaging in activities we find purposeful; feeling we have the skills required to complete a given task; interest in the task; our felt power to influence a situation; and whether the timeframe given for completion is reasonable. External factors that may impact our mental health could include: when we contract a cold or other contagious condition through exposure to another; injury through accident; interactions with others;…