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๐—ช๐—ต๐˜† ๐—๐—ผ๐—ฏ ๐—Ÿ๐—ถ๐˜€๐˜๐—ถ๐—ป๐—ด๐˜€ ๐—”๐—ฟ๐—ฒ ๐—ข๐˜ƒ๐—ฒ๐—ฟ ๐——๐—ฒ๐—บ๐—ฎ๐—ป๐—ฑ๐—ถ๐—ป๐—ด ๐Ÿค”


Did you know that nearly half of New Zealand employers are facing a talent shortage? Based on the ManpowerGroup 2018 Talent Shortage Survey, 44% of employers have reported that they can't find the skills they need to fill vacant roles. This isn't surprising considering that many job listings sound like this:

"๐˜๐˜ด ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜•๐˜ฆ๐˜ธ ๐˜ ๐˜ฆ๐˜ข๐˜ณโ€™๐˜ด ๐˜ณ๐˜ฆ๐˜ด๐˜ฐ๐˜ญ๐˜ถ๐˜ต๐˜ช๐˜ฐ๐˜ฏ ๐˜ต๐˜ฐ ๐˜ต๐˜ข๐˜ฌ๐˜ฆ ๐˜ฐ๐˜ฏ ๐˜ข๐˜ฏ ๐˜ฆ๐˜น๐˜ค๐˜ช๐˜ต๐˜ช๐˜ฏ๐˜จ ๐˜จ๐˜ณ๐˜ข๐˜ฅ๐˜ถ๐˜ข๐˜ต๐˜ฆ ๐˜ณ๐˜ฐ๐˜ญ๐˜ฆ? ๐˜“๐˜ฐ๐˜ฐ๐˜ฌ๐˜ช๐˜ฏ๐˜จ ๐˜ง๐˜ฐ๐˜ณ ๐˜ข ๐˜ฃ๐˜ถ๐˜ด๐˜ช๐˜ฏ๐˜ฆ๐˜ด๐˜ด ๐˜ข๐˜ฏ๐˜ข๐˜ญ๐˜บ๐˜ด๐˜ต ๐˜ธ๐˜ช๐˜ต๐˜ฉ ๐˜ข๐˜ต ๐˜ญ๐˜ฆ๐˜ข๐˜ด๐˜ต 2 ๐˜บ๐˜ฆ๐˜ข๐˜ณ๐˜ด ๐˜ฐ๐˜ง ๐˜ข๐˜ฑ๐˜ฑ๐˜ญ๐˜ช๐˜ค๐˜ข๐˜ฃ๐˜ญ๐˜ฆ ๐˜ฆ๐˜น๐˜ฑ๐˜ฆ๐˜ณ๐˜ช๐˜ฆ๐˜ฏ๐˜ค๐˜ฆ, ๐˜ฑ๐˜ณ๐˜ฆ๐˜ง๐˜ฆ๐˜ณ๐˜ข๐˜ฃ๐˜ญ๐˜บ ๐˜จ๐˜ข๐˜ช๐˜ฏ๐˜ฆ๐˜ฅ ๐˜ธ๐˜ช๐˜ต๐˜ฉ๐˜ช๐˜ฏ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฃ๐˜ช๐˜จ 4 ๐˜ข๐˜ค๐˜ค๐˜ฐ๐˜ถ๐˜ฏ๐˜ต๐˜ช๐˜ฏ๐˜จ ๐˜ง๐˜ช๐˜ณ๐˜ฎ๐˜ด. ๐˜”๐˜ถ๐˜ด๐˜ต ๐˜ฃ๐˜ฆ ๐˜ง๐˜ญ๐˜ถ๐˜ฆ๐˜ฏ๐˜ต ๐˜ช๐˜ฏ ๐˜ต๐˜ฉ๐˜ณ๐˜ฆ๐˜ฆ ๐˜ญ๐˜ข๐˜ฏ๐˜จ๐˜ถ๐˜ข๐˜จ๐˜ฆ๐˜ด, ๐˜ฉ๐˜ข๐˜ท๐˜ฆ ๐˜ด๐˜ฑ๐˜ข๐˜ค๐˜ฆ ๐˜ต๐˜ณ๐˜ข๐˜ท๐˜ฆ๐˜ญ ๐˜ฆ๐˜น๐˜ฑ๐˜ฆ๐˜ณ๐˜ช๐˜ฆ๐˜ฏ๐˜ค๐˜ฆ ๐˜ข๐˜ฏ๐˜ฅ ๐˜ด๐˜ฌ๐˜ช๐˜ญ๐˜ญ๐˜ฆ๐˜ฅ ๐˜ช๐˜ฏ ๐˜ง๐˜ช๐˜ณ๐˜ฆ ๐˜ฅ๐˜ข๐˜ฏ๐˜ค๐˜ช๐˜ฏ๐˜จ. ๐˜›๐˜ฉ๐˜ฆ ๐˜ช๐˜ฅ๐˜ฆ๐˜ข๐˜ญ ๐˜ค๐˜ข๐˜ฏ๐˜ฅ๐˜ช๐˜ฅ๐˜ข๐˜ต๐˜ฆ ๐˜ฉ๐˜ข๐˜ด ๐˜จ๐˜ณ๐˜ข๐˜ฅ๐˜ถ๐˜ข๐˜ต๐˜ฆ๐˜ฅ ๐˜ช๐˜ฏ ๐˜๐˜ข๐˜ณ๐˜ท๐˜ข๐˜ณ๐˜ฅ, ๐˜ฃ๐˜ถ๐˜ต ๐˜ต๐˜ฉ๐˜ช๐˜ด ๐˜ช๐˜ด ๐˜ฏ๐˜ฐ๐˜ต ๐˜ฆ๐˜ด๐˜ด๐˜ฆ๐˜ฏ๐˜ต๐˜ช๐˜ข๐˜ญ."

Certainly, this has been dramatised, but not by much. As much as we like to point the finger at someone, it's hardly the employer's fault. During the great recession, many companies had to downsize. This altered the job market in a few ways:

1. Remaining employees had to fill the vacant roles, obtaining 2-3 more skills outside their specialities. These 'purple squirrels' don't exist naturally, yet employers continue to look for them today.

2. Many unemployed individuals returned to study shortly after the recession. This created more competition for professional jobs and employers got picky.

Skill shortages may have resulted from a combination of reasons, such as the changes in the economy, the aging population, or the migration of skilled workers. Another reason may lay with the employer's unrealistic expectations for candidates. Whatever the reason is, it's time to close this widening skills gap. Over-demanding job listings are no longer working.

We recognize that it is the recruitment agent's job to inform employers of hiring trends and to downsize their job requirements to something reasonable.

๐Ÿฐ ๐˜๐˜†๐—ฝ๐—ฒ๐˜€ ๐—ผ๐—ณ ๐—ฏ๐—ฎ๐—ฑ ๐—บ๐—ฎ๐—ป๐—ฎ๐—ด๐—ฒ๐—ฟ๐˜€ ๐Ÿ˜Ÿ (๐˜ข๐˜ฏ๐˜ฅ ๐˜ฉ๐˜ฐ๐˜ธ ๐˜ต๐˜ฐ ๐˜ฅ๐˜ฆ๐˜ข๐˜ญ ๐˜ธ๐˜ช๐˜ต๐˜ฉ ๐˜ต๐˜ฉ๐˜ฆ๐˜ฎ)


๐Ÿญ. ๐—ง๐—ต๐—ฒ ๐—ฑ๐—ผ๐—ปโ€™๐˜ ๐—พ๐˜‚๐—ฒ๐˜€๐˜๐—ถ๐—ผ๐—ป ๐—บ๐—ฒ

Some people become 1 with their own ideas. So when you challenge their ideas, they feel like youโ€™re challenging them as a person.

๐˜š๐˜ฐ๐˜ญ๐˜ถ๐˜ต๐˜ช๐˜ฐ๐˜ฏ: ๐˜๐˜ง ๐˜บ๐˜ฐ๐˜ถ ๐˜ณ๐˜ฆ๐˜ข๐˜ญ๐˜ญ๐˜บ ๐˜ฏ๐˜ฆ๐˜ฆ๐˜ฅ ๐˜ต๐˜ฐ ๐˜ฒ๐˜ถ๐˜ฆ๐˜ด๐˜ต๐˜ช๐˜ฐ๐˜ฏ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ฎ๐˜ข๐˜ฏ๐˜ข๐˜จ๐˜ฆ๐˜ณ, ๐˜ต๐˜ฉ๐˜ฆ๐˜ฏ, ๐˜ข๐˜ญ๐˜ธ๐˜ข๐˜บ๐˜ด ๐˜ด๐˜ข๐˜บ ๐˜ด๐˜ฐ๐˜ฎ๐˜ฆ๐˜ต๐˜ฉ๐˜ช๐˜ฏ๐˜จ ๐˜ฑ๐˜ฐ๐˜ด๐˜ช๐˜ต๐˜ช๐˜ท๐˜ฆ ๐˜ข๐˜ฃ๐˜ฐ๐˜ถ๐˜ต ๐˜ต๐˜ฉ๐˜ฆ๐˜ช๐˜ณ ๐˜ช๐˜ฅ๐˜ฆ๐˜ข 1๐˜ด๐˜ต, ๐˜ต๐˜ฉ๐˜ฆ๐˜ฏ ๐˜ค๐˜ข๐˜ณ๐˜ฆ๐˜ง๐˜ถ๐˜ญ๐˜ญ๐˜บ ๐˜ด๐˜ข๐˜บ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ฑ๐˜ฐ๐˜ช๐˜ฏ๐˜ต ๐˜ช๐˜ฏ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฏ๐˜ช๐˜ค๐˜ฆ๐˜ด๐˜ต ๐˜ธ๐˜ข๐˜บ ๐˜ฑ๐˜ฐ๐˜ด๐˜ด๐˜ช๐˜ฃ๐˜ญ๐˜ฆ.


๐Ÿฎ. ๐—ง๐—ต๐—ฒ ๐—ป๐—ฒ๐˜ƒ๐—ฒ๐—ฟ ๐˜๐—ต๐—ฒ๐—ฟ๐—ฒ

Youโ€™ve finished everything, but thereโ€™s no one to approve you to move on. So you feel like youโ€™re unsure on what to do next.

๐˜š๐˜ฐ๐˜ญ๐˜ถ๐˜ต๐˜ช๐˜ฐ๐˜ฏ: ๐˜œ๐˜ด๐˜ฆ ๐˜ต๐˜ฉ๐˜ช๐˜ด โ€˜๐˜ง๐˜ณ๐˜ฆ๐˜ฆโ€™ ๐˜ต๐˜ช๐˜ฎ๐˜ฆ ๐˜ธ๐˜ช๐˜ด๐˜ฆ๐˜ญ๐˜บ. ๐˜ ๐˜ฐ๐˜ถ ๐˜ค๐˜ข๐˜ฏ ๐˜ฅ๐˜ฐ ๐˜ณ๐˜ฆ๐˜ด๐˜ฆ๐˜ข๐˜ณ๐˜ค๐˜ฉ ๐˜ต๐˜ฐ ๐˜ง๐˜ถ๐˜ณ๐˜ต๐˜ฉ๐˜ฆ๐˜ณ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ฌ๐˜ฏ๐˜ฐ๐˜ธ๐˜ญ๐˜ฆ๐˜ฅ๐˜จ๐˜ฆ ๐˜ช๐˜ฏ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ช๐˜ฏ๐˜ฅ๐˜ถ๐˜ด๐˜ต๐˜ณ๐˜บ, ๐˜ธ๐˜ฉ๐˜ช๐˜ค๐˜ฉ ๐˜ธ๐˜ช๐˜ญ๐˜ญ ๐˜ฉ๐˜ฆ๐˜ญ๐˜ฑ ๐˜บ๐˜ฐ๐˜ถ ๐˜ฑ๐˜ณ๐˜ฐ๐˜จ๐˜ณ๐˜ฆ๐˜ด๐˜ด ๐˜ช๐˜ฏ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ค๐˜ข๐˜ณ๐˜ฆ๐˜ฆ๐˜ณ.


๐Ÿฏ. ๐—ง๐—ต๐—ฒ ๐—ฎ๐—น๐˜„๐—ฎ๐˜†๐˜€ ๐˜๐—ต๐—ฒ๐—ฟ๐—ฒ

i.e. the micromanager ๐Ÿ˜ฎ

๐˜š๐˜ฐ๐˜ญ๐˜ถ๐˜ต๐˜ช๐˜ฐ๐˜ฏ: ๐˜ˆ๐˜ญ๐˜ธ๐˜ข๐˜บ๐˜ด ๐˜ต๐˜ณ๐˜ช๐˜ฑ๐˜ญ๐˜ฆ ๐˜ค๐˜ฉ๐˜ฆ๐˜ค๐˜ฌ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ธ๐˜ฐ๐˜ณ๐˜ฌ ๐˜ฃ๐˜ฆ๐˜ง๐˜ฐ๐˜ณ๐˜ฆ ๐˜ฉ๐˜ข๐˜ฏ๐˜ฅ๐˜ช๐˜ฏ๐˜จ ๐˜ช๐˜ต ๐˜ช๐˜ฏ๐˜ต๐˜ฐ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ฎ๐˜ข๐˜ฏ๐˜ข๐˜จ๐˜ฆ๐˜ณ. ๐˜–๐˜ท๐˜ฆ๐˜ณ ๐˜ต๐˜ช๐˜ฎ๐˜ฆ, ๐˜ต๐˜ฉ๐˜ช๐˜ด ๐˜ธ๐˜ช๐˜ญ๐˜ญ ๐˜ฃ๐˜ถ๐˜ช๐˜ญ๐˜ฅ ๐˜ต๐˜ณ๐˜ถ๐˜ด๐˜ต ๐˜ฃ๐˜ฆ๐˜ต๐˜ธ๐˜ฆ๐˜ฆ๐˜ฏ ๐˜บ๐˜ฐ๐˜ถ ๐˜ข๐˜ฏ๐˜ฅ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ ๐˜ฎ๐˜ข๐˜ฏ๐˜ข๐˜จ๐˜ฆ๐˜ณ, ๐˜ธ๐˜ฉ๐˜ช๐˜ค๐˜ฉ ๐˜ธ๐˜ช๐˜ญ๐˜ญ ๐˜ฎ๐˜ข๐˜ฌ๐˜ฆ ๐˜ต๐˜ฉ๐˜ฆ๐˜ฎ ๐˜ง๐˜ฆ๐˜ฆ๐˜ญ ๐˜ด๐˜ข๐˜ง๐˜ฆ ๐˜ต๐˜ฐ ๐˜ด๐˜ต๐˜ฐ๐˜ฑ ๐˜ฎ๐˜ช๐˜ค๐˜ณ๐˜ฐ๐˜ฎ๐˜ข๐˜ฏ๐˜ข๐˜จ๐˜ช๐˜ฏ๐˜จ ๐˜บ๐˜ฐ๐˜ถ.


๐Ÿฐ. ๐—ง๐—ต๐—ฒ ๐˜„๐—ผ๐—ปโ€™๐˜ ๐—ฝ๐—ฟ๐—ผ๐—บ๐—ผ๐˜๐—ฒ ๐˜†๐—ผ๐˜‚

Sometimes if you're โ€˜too goodโ€™, then your manager may not be willing to let you go ๐Ÿ˜ž

๐˜š๐˜ฐ๐˜ญ๐˜ถ๐˜ต๐˜ช๐˜ฐ๐˜ฏ: ๐˜โ€™๐˜ฎ ๐˜ท๐˜ฆ๐˜ณ๐˜บ ๐˜ด๐˜ฐ๐˜ณ๐˜ณ๐˜บ ๐˜ช๐˜ง ๐˜บ๐˜ฐ๐˜ถโ€™๐˜ณ๐˜ฆ ๐˜ช๐˜ฏ ๐˜ต๐˜ฉ๐˜ช๐˜ด ๐˜ด๐˜ช๐˜ต๐˜ถ๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ. ๐˜›๐˜ฉ๐˜ฆ ๐˜ฐ๐˜ฏ๐˜ญ๐˜บ ๐˜ด๐˜ฐ๐˜ญ๐˜ถ๐˜ต๐˜ช๐˜ฐ๐˜ฏ ๐˜ ๐˜ค๐˜ข๐˜ฏ ๐˜ต๐˜ฉ๐˜ช๐˜ฏ๐˜ฌ ๐˜ฐ๐˜ง ๐˜ช๐˜ด ๐˜ต๐˜ข๐˜ฌ๐˜ฆ ๐˜ข ๐˜ด๐˜ต๐˜ข๐˜ฏ๐˜ฅ ๐˜ง๐˜ฐ๐˜ณ ๐˜บ๐˜ฐ๐˜ถ๐˜ณ๐˜ด๐˜ฆ๐˜ญ๐˜ง ๐˜ข๐˜ฏ๐˜ฅ ๐˜ง๐˜ช๐˜ฏ๐˜ฅ ๐˜ข๐˜ฏ๐˜ฐ๐˜ต๐˜ฉ๐˜ฆ๐˜ณ ๐˜ฎ๐˜ข๐˜ฏ๐˜ข๐˜จ๐˜ฆ๐˜ณ ๐˜ต๐˜ฐ ๐˜ธ๐˜ฐ๐˜ณ๐˜ฌ ๐˜ง๐˜ฐ๐˜ณ.

๐—ง๐—ผ๐—ฝ ๐Ÿฏ ๐—ฟ๐—ฒ๐—ฎ๐˜€๐—ผ๐—ป๐˜€ ๐˜„๐—ต๐˜† ๐—ฝ๐—ฒ๐—ผ๐—ฝ๐—น๐—ฒ ๐—พ๐˜‚๐—ถ๐˜ ๐˜๐—ต๐—ฒ๐—ถ๐—ฟ ๐—ท๐—ผ๐—ฏ๐˜€ ๐Ÿค”


๐Ÿญ. ๐—Ÿ๐—ถ๐—บ๐—ถ๐˜๐—ฒ๐—ฑ ๐—ฐ๐—ฎ๐—ฟ๐—ฒ๐—ฒ๐—ฟ ๐—ฝ๐—ฟ๐—ผ๐—ด๐—ฟ๐—ฒ๐˜€๐˜€๐—ถ๐—ผ๐—ป ๐—ผ๐—ฝ๐—ฝ๐—ผ๐—ฟ๐˜๐˜‚๐—ป๐—ถ๐˜๐—ถ๐—ฒ๐˜€

Just like in video games where characters do tasks to gain levels, people need that in real life too. ๐˜Œ๐˜ท๐˜ฆ๐˜ณ๐˜บ๐˜ฐ๐˜ฏ๐˜ฆ ๐˜ธ๐˜ข๐˜ฏ๐˜ต๐˜ด ๐˜ต๐˜ฐ ๐˜ฃ๐˜ฆ๐˜ค๐˜ฐ๐˜ฎ๐˜ฆ ๐˜ฃ๐˜ฆ๐˜ต๐˜ต๐˜ฆ๐˜ณ ๐˜ฐ๐˜ท๐˜ฆ๐˜ณ ๐˜ต๐˜ช๐˜ฎ๐˜ฆ. If managers donโ€™t give people an increase in their level, employees can feel stagnation and are then unmotivated to do their best work when there are no higher opportunities ahead.


๐Ÿฎ. ๐—ฆ๐—ฒ๐—น๐—ณ-๐—ฐ๐—ฒ๐—ป๐˜๐—ฟ๐—ฒ๐—ฑ ๐—บ๐—ฎ๐—ป๐—ฎ๐—ด๐—ฒ๐—ฟ๐˜€

Not every manager is a good manager. Good managers care about its people just as equally as they care about their corporate goals. Why? Because employees are the ones doing the โ€˜actualโ€™ work that customers are paying for. Managers need to remember their employees are also people with their own ambitions and should aim to give them tasks to help them achieve their employeesโ€™ goals.


๐Ÿฏ. ๐—œ๐—ป๐—ฐ๐—ผ๐—ฟ๐—ฟ๐—ฒ๐—ฐ๐˜ ๐—ฐ๐—ผ๐—บ๐—ฝ๐—ฒ๐—ป๐˜€๐—ฎ๐˜๐—ถ๐—ผ๐—ป

There are many different types of personalities in this working world. Some care about climbing the ladder as fast as possible, where others care about a healthy work-life balance. Many corporations give everyone at a certain experience level the โ€˜sameโ€™ salary. This merges the different personality types together in 1 salary band, which demotivates the ambitious workers.


๐—ฆ๐—ผ๐—น๐˜‚๐˜๐—ถ๐—ผ๐—ป

Thereโ€™s 1 very simple solution to all 3 problems. Managers just need to talk to their team members. Sit each member down one-by-one for 10 minutes and just ask, โ€œwhat do they want from working hereโ€? And from their answer, delegate tasks that would suit their working style and help them achieve their goals in life :)

If your manager does not have any interest in your personal situation or ambitions, it may be time to look for a new opportunity.