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In a COVID-impacted world where video communication is the new norm, Vpply is connecting job seekers with companies through a unique video-based job application experience that minimises the need for lengthy CVs and cover letters.

Vpply is a video job platform that allows job seekers to record and upload short videos, providing applicants with the chance to showcase character and people skills.

“The application process starts with a simple job search with filters which will take you to a list of job opportunities on Vpply,” CEO and co-founder Tom Lipczynski told Dynamic Business.

“From there, jobseekers can browse and select jobs they wish to apply for and simply record or upload a pre-recorded video introducing themselves and their interest in the job application.

“After reviewing their application, they can add in their career history and ‘Vpply’ (apply with video).”

The company says employers will also benefit from Vpply’s technology by having a shortened recruitment process and more consistent scheduling of interviews.

It starts with a vision

Vpply co-founders Alex Perry, Tom Lipczynski and James Farrell | Image credit: Tom Lipczynski (supplied)

Co-founders Tom Lipczynski, James Farrell and Alex Perry launched Vpply in July 2020 during the height of the COVID-19 pandemic with a mission to decrease the mass unemployment being caused.

Tom, who has prior experience working with search giants Indeed and Adzuna, met Alex at a stockbroking firm in 2014. In 2019, James joined the duo and the three of them bonded over their shared business background and passion for video.

Related: 3 mind hacks to help you build your dream business

The founders say the technology behind Vpply was spurred by a lack of human connection in job search and a growing demand for video-based technologies and applications such as Zoom and Google Meet.

Studies show that video now accounts for more than 80% of all online traffic and is 1,200% more likely to be shared online than text or images.

“The shift to video as an everyday tool is already here accelerated by the global pandemic,” Mr Lipczynski said.

“I see video as an important tool for the future and wanted it as the core of Vpply. I was also looking for a new challenge with an idea that is fresh and exciting.”

The sectors on board

In January 2021, Vpply listed more than 6,000 jobs in industries including hospitality, retail, administration, recruitment, sales and marketing and is currently expanding.

The platform gained over 2,000 unique users in January alone, most of them between 24-34 years old – an age group that Mr Lipczynski says “suffered the most” as a result of the recession.

Related: Women and young adults among those hit hardest by COVID-19, Queensland survey finds

Even though the overall unemployment rate in Australia dropped down to 6.4 per cent in January this year, it increased to 13.9 per cent for young people at the same time.

“In October, employment among Australian youth 15-24 was 4.4 per cent below its level in March and represents the largest drop of any age group,” Mr Lipczynski said.

“As the unemployment of Australian youth has been the most impacted during COVID-19, Vpply’s platform has been most adapted and used by these age groups, showing a demand for jobs and more innovative ways to apply.”

What about CVs and cover letters?

Mr Lipczynski says job search companies that use mostly traditional application methods “may employ wrong culture fit” due to the restrictive nature of CVs. Vpply’s aim, however, is not to eliminate CVs and cover letters but to have video application as the first step towards recruitment.

“Various jobseekers have worked very hard on their career history and have amazing CVs, so we do not want to take away from showcasing those achievements.

“It is however the same jobseekers that are finding it very hard to get a foot in the door, even to gain experience in unpaid internships, so Vpply is an option to try a different method to get hired.”

The company says it will work with various associations to provide fair solutions and experiences for job seekers and employers, but it is ultimately up to the hiring party to choose an individual based on their CV/video, video interview and/or face to face interview.

An ‘opportunity for innovation

For the Vpply team, 2021 is all about research and development. The company says its aim is to improve the jobseeker experience while finding new ways to scale and generate revenue streams – especially in areas like artificial intelligence (AI) and machine learning.

“We are sitting on a unique product in the market with the opportunity for innovation and using various forms of AI,” Mr Lipczynski said.

Related: Let’s Talk: Automation – To be or not to be for your business?

Vpply currently integrates with Seek-owned JobAdder and is working with partners that will allow automatic postings in Australia and New Zealand.

“AI in video can pick up on so many pieces of information that cannot be gathered from CVs and this will be the new trend in the next few years – from simple cues such as lighting and length of application time,” Mr Lipczynski explained.

“Machine learning can be applied to tone, body language and various other points that Vpply will work with jobseekers to give them a larger chance of success in landing their dream job.”

Tom’s tips for a top video application

Mr Lipczynski says job seekers should be confident and willing to showcase their unique personalities while being mindful of factors such as lighting, audio and talking pace in their video applications.

“Although videos allow for greater creativity and range in applications, it is important for jobseekers to remember that they are part of a formal application process. Therefore, looking presentable and keeping videos at a considerable length – recommended 30 seconds to one minute – are all tips to filming a great application.

“The beauty of Vpply is that we allow retakes. However, the first take is often the best – so best not to overthink!”


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Since this pandemic began, more and more businesses have been pushed to find other “work place” avenues in order to not only avoid clashing with health regulations, but to provide employees with peace of mind. Working from home is now a viable option for a large number of businesses.

So, this far in, what do we think? Work vs. Home? Let’s talk…

Jason Toshack, General Manager ANZ, Oracle NetSuite

I think I’m still somewhat traditional, so I still prefer the camaraderie of the physical office. As culture is very important to us at Oracle NetSuite, I enjoy in-person interaction with my team. The office is great for impromptu chats, sparking collaboration or giving new starters a chance to learn from their peers.

At the same time, the past year has taught us that remote working is indeed a viable option. Thanks to cloud-based technology tools, people can work from wherever makes sense for them – that could be home or the office, but it might also be from a restaurant or construction site if that’s your line of business. As businesses look to move towards hybrid models, I believe the key to managing teams is setting clear goals and communication. While I might prefer the office, it appears that younger workers are more than capable of staying productive at home. Leaders should aim to align teams on goals that will keep everyone focused and working collaboratively. 

There is no one-size-fits-all solution. Working from home offers flexibility, can promote a healthier work/life balance, and reduces time spent in traffic. Ultimately, the key is to ensure your team feels supported and identify tactics to keep them motivated.

Lara Owen, Director of Global Workplace Experience, GitHub

The pandemic has compelled organisations to think about remote operations and flexible work arrangements in ways that they weren’t a year ago. Whatever the chosen operational path, from hybrid to digital by design, clarity on core cultural priorities and business needs before making tactical changes and investments, is crucial. 

Our decade of experience with a distributed workforce tells us that offices are not going away. We will see a rise in hot-desking and a reduction in office footprints. Offices will be designed for collaboration: team deep-dives, customer and community events, celebrations, planning and design work. Successfully building a distributed team demands deliberate changes in the way people work. That requires a shift in the way companies train, empower and support people to work in new ways. 

Companies with a clear mission and purpose, an invested leadership team, and a willingness to let go of parts of the past which do not serve them, will truly thrive and usher in the new future of work. In every crisis there is opportunity – and this is a huge opportunity to embrace a better way of working for the future.

Amy Burton, Managing Lawyer at Everyday Justice, John Monash Scholar

I’m a big believer in flexibility. I personally love having a physical office. I’m a mum of a 1 year-old, so travelling into work is my opportunity to dress up, escape my messy house and spend the day having adult conversations and drinking quality coffee. At the same time though, I love that my legal practice has embraced phone and video-conferencing tech to provide free legal advice to those with disabilities or people in more remote areas who can’t travel to a physical office. 

I also think it’s important for more businesses to offer remote internships now, as we do. I’ve developed great working relationships with my interstate interns over video-conference and they’re getting the opportunity to develop their practical legal skills without needing to be in the same physical office as me.

Anton Schiavello, General Manager, Nura Space

For most of us, our work is fundamental to our identity and sense of self. A core part of this notion is the ‘place’ known as the office, that physically houses and cultivates the organisational culture, relationships, and functional performance outcomes such as collaboration.
 
The pandemic has shown us that the digital environment is able to support connections between people, but merely as an extension of the physical environment and interaction. In my opinion, the physical office can never be replaced entirely by digital tools, as it’s a place where teams come together and build essential relationships – which benefits both morale and productivity.

As a result of the global pandemic, we now know that the remote working model is here to stay. Workers are empowered to work with more choice and greater flexibility. This means that coming into the physical office will be right for some people, but not for others.

Alex Hattingh, Chief People Office, Employment Hero

Our Remote Working Survey last year found that workers loved remote work and preferred avoiding the daily commute. At the same time, employees missed the social aspect of office life and found it harder to switch off at home.

This is reflective of how increasingly sought-after the hybrid working model and flexible working conditions are becoming. Society’s rapid shift to remote work has revealed the benefits of telecommuting, but has also highlighted the advantages of being in a physical workplace — particularly for mental health, culture, and creativity.

For companies providing on-site facilities, the cultural benefits are endless — being amongst your colleagues or in the midst of a co-working space will certainly help to boost creativity and collaboration, nurture and develop your company’s culture and vision, and have a positive effect on staff’s mental health.

However, organisations that are continuing down the path of full-time remote work, a plethora of tech tools and innovative software exists, which can help to nurture the important social aspects of being in an office. These might include tools for social reward and recognition, team collaboration, and mental health support, that will help to increase employee engagement, regardless of where your staff is working from.

Billy Tucker, CEO, Oneflare

Our team, like many, delivered brilliantly during the crazy period of lockdown last year. However, I’m a big proponent of the need for a physical office and believe that cracks will start to show if it’s completely taken away. 

One argument for not having a physical office is the money businesses will save on rent, but for our business, the numbers simply don’t stack up. The majority of our employees are based in a Sydney office, single-level with water views, with the usual trappings such as a ping pong table and free breakfast. Rent is equivalent to just under 7% of our total labour cost. Add another couple of points for utilities, free food and some office management, and you’re still well under 10%.

Rounding the costs up to one-tenth of our total labour cost means that losing just 4 hours of weekly productivity from each employee as a result of virtual working will leave us worse off. That’s before accounting for a loss of valuable collaboration and other hard-to-measure factors, such as employee churn from those who don’t enjoy working from home. 

May Samali, Professional Coach, Venture Partner & John Monash Scholar

The past year has taught us that face-to-face interaction is critical to our mental and emotional wellbeing. The benefit of a physical office is that it fosters human connections that are almost impossible to replicate online.

It is also a work environment equaliser.

The same cannot be said for remote work — for some, it translates to working from a large home office or holiday home in Byron Bay, and for others it means taking Zoom calls from a closet in a small noisy apartment filled with children.

The ideal is to provide people with a mix of options including a physical office and remote work. There is no one-size-fits-all.

Ultimately, work should not be seen as somewhere we go, but something we do. It is a verb, not a noun. This perspective encourages work-life integration and allows people to “work” whenever, wherever and however is best for their circumstances.

Robert Coorey, Co-Founder, Archistar

If there’s one thing that 2020 has taught us, it’s that we don’t always need a physical office space to be productive and get our jobs done. I think it’s important, however, that employees are given the option. Our office is now a complete hybrid environment – our team can come in on the days that they like, and work from home on the others.  

On the pros of working from home, flexibility is the first thing that comes to mind. Pre-COVID, I hardly ever picked up my kids from school. I was often flat out and would feel guilty leaving the office in the middle of the day. Now, I can occasionally take out 30 minutes to pick up my kids and not miss anything important.

On the flip side, it can be hard when school finishes! During a recent client video call I had to excuse myself temporarily as my 7-year-old son was crying. When I came back into the room my son was on the camera making funny faces to the client! I have now learned to always lock my computer when I leave the room.

Laura Corbett, Office Manager, JobAdder

As many businesses slowly emerge from lockdowns and return back to the physical office, some leaders are still torn about whether to enforce an ‘office-only rule’ or adapt to a flexible, hybrid model. 

If the pandemic taught us anything, it’s that the modern workforce can successfully and seamlessly work from home, and adapt to a more remote, digitally-connected world, whilst still remaining productive. Businesses reaped the benefits while working remotely, by reducing overheads on physical spaces, including maintenance, insurance, furniture, utilities, storage space, and equipment costs. Other benefits include the streamlining of recruitment, and the ability to hire and grow, without the restraints of office space or desk availability. 

In saying this, there are also many benefits that come with physical space, from better team collaboration and engagement, to be being able to mold and nurture the company’s culture. Although digital work offers a number of conveniences, it’s clear to see the social element of working suffers when the only face-to-face engagement teams receive is via Zoom calls. 

If considering a return-to-office approach, it’s important to look at what value a physical office space offers your company, and most importantly, ensure the decision reflects the values of the business and the needs of workers.

Dionne Niven, Chief People Officer, SiteMinder

Blanket rules for team culture are no longer effective, and the same goes for the workspaces that employees work in and the values that drive how those workspaces are designed and managed. There is no point in enforcing blanket rules where all people need to work remotely, go to a physical office space, or adopt rigid hybrid models. Everyone’s needs and circumstances are different, and this has proven to be worth particularly considering since the pandemic, as research highlights it has impacted each person, family, and community differently.

We have adopted an approach we call Open Working, whereby our teams are given the autonomy to determine the best ways of working for them. This encourages staff to minimise the stress of commuting, optimise the benefits of collaborating, and connect with their teams on platforms and in environments that suit their preferences. Not everyone wants to start work at 9am, but almost everyone does want to feel connected and part of a team no matter when or where they’re working, and making that a reality every day will look different for every employee.

Roger Carvosso, Strategy and Product Director, FirstWave Cloud Technology

Thousands of Australians are taking advantage of the opportunities to work from home, which many businesses have trialled and benefited from throughout the pandemic. As well as businesses being able to cut rent costs, and employees being able to save time on commutes, many teams are also experiencing a heightened sense of trust and transparency. 

Meanwhile, a company-wide shift to working remotely has led to a rapid rise in cybersecurity threats and scams throughout 2020, which is an urgent area that needs executives’ attention. As professionals have flocked to working more online, rapidly increased their use of social media and web browsing, and have even further merged how they use technological devices across their personal and professional lives, cybercriminals have had more opportunities than ever to impersonate executives in emails, gather personal information via social media platforms, and trick employees into making payments into the wrong accounts. Consequently, for business leaders planning for a remote workforce in 2021, cybersecurity needs to be a significant part of the business strategy. 


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New research by Australia Post and the Banksia Foundation looks at key issues that SMEs are facing when it comes to small business sustainability in a post-COVID world.

The study shows that almost half of SMEs in Australia, which make up 98 per cent of businesses and employ almost half of the nation’s workforce, see sustainability as a key driver for their future growth and success.

The Small business sustainability in a COVID-19 world report, which is part of a broader effort by the researchers to advance the UN Sustainable Development Goals (SDGs), suggests that sustainability is critical for the long-term survival, security, and competitive advantage of small businesses.

Key findings

1. Operating responsibly

The small business sustainability report found that SMEs are motivated to operate responsibly for three main reasons:

  • Balancing purpose and profit: profit is crucial to ensuring financial sustainability for all businesses, but many SMEs are seeking to balance purpose and profit by establishing themselves as a force for good.
  • Changing stakeholder expectations: a shift in generational thinking means more conscious consumers and purpose-driven employees who expect SMEs to be proactive in their sustainable practices.
  • Future-proofing the business: SMEs recognise that sustainable business practices are necessary for long-term survival, but they can only thrive if the communities they serve and operate in are also sustainable.

SMEs identified three important issues at the heart of their sustainability practices:

  • Reducing waste and rethinking materials: SMEs see waste as a burning issue and are reevaluating the materials they use in their products, while focusing more on reuse and recycle operations.
  • Sustainable packaging: e-Commerce-focused businesses consider packaging to be a significant concern, and one in three SMEs are now committing to Eco-friendly packaging for their products.
  • Supporting local communities: 38 per cent of SMEs said that they integrate community support into their sustainability approach, with many focusing on philanthropy, sponsorship, and initiatives that stimulate local employment.

2. Building resilience

SMEs identified three ways to build greater resilience in response to weakened supply chains and a lack of contingency planning:

  • Rethinking supply chains: Many SMEs will need to consider how they can reshore production and integrate diversity into new and existing supply chains.
  • Transitioning to a circular economy: SMEs may benefit from coming up with new business processes, connections and ways of linking the supply and manufacturing chain as natural resources decline and supply chains are disrupted.
  • Digital disruption: SMEs should be looking to adapt to online environments in the post-COVID world of social distancing, self-isolation, and the closure of bricks and mortar stores if they are to remain viable.

3. Regeneration in a world impacted by COVID-19

The SDGs serve as a global blueprint for creating a world that is comprehensively sustainable: socially fair, environmentally secure, economically prosperous, inclusive, and more predictable.

Adapting to sustainable business models could open up new market opportunities worth up to US$12 trillion a year and generate up to 380 million jobs by 2030.

4. Small business sustainability roadmap

SMEs can follow a practical roadmap to improve their approach to sustainability.

Image source: Australia Post

Australia needs small businesses ‘now more than ever’

Australia Post Executive General Manager Gary Starr called small business the “engine room of our economy” and urged business owners to take advantage of new opportunities to incorporate sustainability into their practices.

“There has never been a more important time for small businesses to be directing their focus towards sustainability and improving their overall resilience,” Mr Starr said.

“Research consistently finds that consumers are more likely to purchase from brands that are sustainable, and many are willing to pay more for products and services that protect the environment or don’t infringe on human rights, and this trend has only been accelerated by the pandemic.

“As many small to medium businesses are often occupied with the immediate concerns of running a business, sustainability isn’t always top of mind, but developing more sustainable products and operations is becoming increasingly important, and it’s easier to get started than many businesses realise.

Banksia Foundation Chief Executive Officer Graz van Egmond also called on small businesses to consider implementing sustainable strategies “in a way that also delivers positive commercial outcomes,” despite the limited resources available to them.

“Now more than ever Australia needs small businesses, and we have a real opportunity to build a more sustainable and inclusive economy than the one we left behind prior to COVID-19,” Ms van Egmond said.


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The Australian Government’s JobKeeper scheme has been of great support to businesses nationwide during the pandemic. With JobKeeper payments now reduced and the end of the scheme looming, Let’s Talk about what it can mean for businesses…

Rob Smith, Partner, McGrathNicol

JobKeeper has been the most significant and successful COVID-19 business support measure, providing substantial cash and employment support to impacted businesses across Australia through 2020. JobKeeper payments reduced again on 4 January 2021 to no more than $1,000 per fortnight and the scheme is currently set to expire on 28 March 2021. 

Without significant new government financial support, many businesses that continue to be adversely impacted by COVID-19, particularly in the tourism, travel, wholesale and retail industries will come under renewed liquidity and employment pressure from April this year.

We anticipate that asset-light small to medium sized businesses, with less funding options available, will be most affected. Solutions may be to permanently reduce employment, seek further concessions from suppliers, landlords and lenders, or to take more drastic measures such as closure or insolvency. Such actions will have a knock-on effect, impacting employment, liquidity and working capital through industry value chains and the broader economy.

Tracey Dunn, Associate Director, RSM Australia

While some businesses were hit hard by COVID-19 lockdowns, many have already transitioned away from JobKeeper in the second round. Most other businesses will have been planning in advance for the end of JobKeeper.

Businesses that are experiencing cashflow issues at this point may need to look at the business more broadly. It’s possible that underlying business issues were compounded by the COVID-19 crisis, magnifying and accelerating the impact of these issues for those businesses. If small businesses are likely to struggle to meet their overheads without JobKeeper, they should speak with their advisor to identify options. Restructuring could help the business emerge from this crisis stronger than before. In some cases, unfortunately, it may be that the business needs to be wound up.

Small businesses owners who are concerned about the end of JobKeeper should speak with their business advisor or insolvency advisor as soon as possible to maximise their chance of success.

Tom Cornell, Head of Assessments APAC, HireVue

Following the Government’s comments, JobKeeper will not be extended beyond its current deadline and instead Australian businesses will lose their safety net during March. For many businesses this will require a reassessment of their talent needs in order to ensure that all current and future hires can be adequately supported.

This may lead to HR teams having to make difficult decisions. However, the core thing to bear in mind is the long-term health of the overall business. The current optimism around economic recovery is based on a range of factors, including the effectiveness of COVID-19 vaccines. Hiring talent into an unstable and potentially short-term environment comes with its own set of challenges and HR teams would be wise to take a cautious approach in the coming months. 

On the flip side, companies fortunate enough to be in a position to hire, will have an expanded pool of talent to draw from, so will need to effectively assess potential candidates to ensure they are securing the right fit for the business. Either way, this is not a time to be making knee-jerk decisions, but instead to be acting strategically.

Gordana Redzovski, Vice President APAC, Vend

Few industries were harder hit by the pandemic than retail, so for many who relied on it the impending end of the government’s JobKeeper program represents a daunting cliff edge. Despite that, though, the local retail industry has, and continues to make strong strides, with the proliferation of ecommerce, the “shop local” sentiment and easing social distancing restrictions representing a platform that could alleviate some of  the concerns about its conclusion.

That’s not to say it’ll be easy, though, so ensure you have a solid understanding of your business’ current financial position. Look at the past 12 months as a whole and then identify where you might be able to cut costs or implement more cost- and time-effective processes. If, for instance, you’re wasting time on manual admin tasks, consider how you might be able to adopt digital systems and processes to save both time and money in the long-run. Consider, also, whether flash sales, loyalty programs or discounts for recommending friends could incentivise a short-term spike in custom.

Jonathon Colbran, Partner, RSM Australia

Government stimulus funding has kept Australian small businesses afloat during the COVID-19 disruption. JobKeeper was a highly effective cashflow measure but, although it was extended a number of times, it was always intended to be finite. Businesses should therefore be prepared for it to end.

Unfortunately, it’s not clear that business owners have proactively planned for this. In an environment where many significant creditors have deferred debt repayments, businesses need to prepare for the time when these debt repayments will re-commence or return to pre-COVID-19 levels, since most debts were only deferred, not forgiven. When the government stimulus payments eventually stop, this is likely to affect cashflow.

Businesses continue to face risk from COVID-19 and other, unforeseen disruptions. It’s essential to work with a business advisor to plan for uncertainty, find ways to protect cashflow and explore all options such as restructuring to protect and improve the business.

Dunya Lindsey, COO, Wiise

The end of JobKeeper should be a sign that everything is getting back to normal. But as any business knows, “normality” is still a long way off. Australia has so far weathered the impact of COVID-19 better than many other nations. But certain industries have been particularly hard hit by continued travel restrictions. Travel and tourism, international education, freight and logistics will still be severely impacted even as JobKeeper ends.

This is a crucial time for businesses to take advantage of the right technology solutions. Having robust accounting and ERP software is critical to generating the data and insights needed for smart decision-making. This will boost business agility and help them keep a close eye on cashflow, as well as ensuring there is enough capital to rebuild businesses and meet deferred payments. Employment forecasts seem more positive, with labour force figures showing continued improvement since the depths of recession in June 2020. But the recovery is not evenly spread. For vulnerable businesses, still struggling and exposed to uncertainty, ongoing support measures will be critical.

Simon Le Grande, Director Of Marketing And Product Management, ‎Lightspeed

With the hospitality industry still facing so much uncertainty, there is hope that the federal government may continue to support the industry by extending JobKeeper or replacing it with a hospitality-specific scheme such as ‘HospoKeeper’, currently being pitched to the treasurer by Restaurant & Catering Australia.

However, if tough staffing decisions do need to be made by business owners, making the right decisions will be paramount. It will be critical to understand how business has changed over the past six months, including: What are now the busiest hours of the day, and days of the week? What is the new order channel split (eg: dine-in vs. takeaway), and how does this vary by hour? Getting the mix of skills and coverage right when rostering will be more important than ever.

Hospitality owners should also consider implementing emerging technology to generate additional staffing efficiencies. Connected, cloud-based POS systems enable access to tools that can bring efficiencies to roster management such as digital ‘order at table’ solutions, and rich, real-time analytics features that empower smarter business decisions


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