Home' Be : Issue 6 Contents 22
Dar ren Buchanan, director of Hays
Queensland, says contract or temporary
work can be just as rewarding as full-time
employment. A big positive is that you get
paid for every hour that you work, which
isn't the case for most permanent employees.
Another advantage is that contracts o er a great opportunity
to expand your skills.
Contractors often avoid the political game-playing that
can take place in organisations, but
the downside of that, Hemens says, is
you may not have access to the inside
networks that can be so helpful in
getting a job done. "You don't have to
put up with the politics but I think you
have to be able to operate autonomously
without the interaction you would get if
you were hired on a permanent basis."
Aaron McEwan, general manager,
professional services at Lee Hecht
Harrison in Queensland, says that up
to 75 per cent of jobs in the state are not
advertised. ey are o ered through
recruitment fir ms, or through the
'hidden' job ma rket.
McEwan recommends jobseekers
be very targeted in their approach. In
practical terms, that means saying, for
example, "I want to work in a business
analyst's position for a medium-to-
large finance and banking organisation
in the private sector, with a particular
type of culture. From there we'd get our
clients to research which companies
would meet that criteria," he says.
You should keep an eye on the
advertised market, speak to relevant
recr uiters and look at your own
networks to see if you know anyone
who works or has worked for the
organisation you want to join, or is
connected to them in some way. " e
idea is to have a strategy that allows you to get closer to a
decision-maker," McEwan says.
It's worth bearing in mind that you're unlikely to get any
training and development in a contract role. "It's not going
to be that sort of warm and fuzzy environment," Hemens
says. "You're going to be brought in to do a job, so you have
to have the confidence to be able to go in there and do it."
Hemens war ns not to take jobs that far exceed your
experience and skills range. "Once you get in there, they'll
expect you to deliver... they won't give you three months for
the learning curve," he says. "You've got to recognise that in
terms of the sorts of contracts you go for, and you've got to
recognise the pressure is on you."
When it comes to how much you can earn, Mangelsdorf
says the days of contractors commanding hourly rates far
and above their full-time colleagues are probably over for
most sectors except technology. Most
contractors now earn comparable
money to those on full-time salaries.
Most employers are o ering one-
to-three month contracts to potential
sta in the cur rent environment.
"It's starting as relatively short-ter m
project-based, so that employers can
really see what their longer term needs
are," Mangelsdorf says.
A downside of contracting is the
instability inherent with its limited
nature. Contractors fared poorly
when the global financial crisis hit,
as they were the easiest workers to let
go and many found themselves without
a job. However, Mangelsdorf says the
employers she deals with do try to give
contractors plenty of notice if their job
is coming to an end.
McEwan believes there is a
broader shift to more flexible work
arrangements, as baby boomers stay
in work longer but look to achieve a
greater work-life balance. Younger
people, used to less per manent
positions, will also be prepared to view
contracting as a way of working in the
longer term. " e average employee
is much more aware of the idea of a
'portfolio' career," McEwan says. He
believes career advisors are also driving
the trend, opening their clients' eyes to
the possibility of contract work.
e rise and rise of contracting is changing employers'
perceptions. Mangelsdorf says employers used to see a string
of contracts on a person's resume as a negative, a sign that
they couldn't hold down a permanent job. Now contracting
has become a more accepted way of working, that is no longer
n Tap into your networks to see
who is o ering what, as most
contract roles are not advertised.
n Ensure you hit it the ground
running -- you'll be expected to!.
n Cherish the fact that you
probably won't get caught up in
the company's internal politics,
but beware of the downside:
you'll have to get by without
the insider networks that can be
helpful to getting a job done.
n Embrace the chance to
sample di erent companies and
industries, and the opportunity
to be bolder in your work choices
than you normally would when
choosing a full-time role.
n Remember to plan for some
'dry' periods between contracts.
Victoria led to a
period of prosperity
at its highest during
these years of the
Great Depression --
close to 20%.
: POST WW
There was an
amazing growth in
sector after WWII,
helped in part by
After a rapid rise
and a lot of buzz,
something had to
give -- stocks for
the internet sector
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