𝐌𝐢𝐤𝐞𝐬 𝐈𝐧𝐬𝐢𝐠𝐡𝐭𝐬 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐌𝐢𝐬𝐭𝐚𝐤𝐞𝐬, 𝐏𝐚𝐲 𝐑𝐞𝐯𝐢𝐞𝐰𝐬 𝐚𝐧𝐝 𝐀

Hello, it's Mike Richards here, Mike's Insights, another video blog this week. If you like them, let me know. If you don't like them, let me know why you don't like them and I'll try and change them. So if there's anything in particular you want to hear about, drop me a Note, Mike, at TreasureRecruitment.com and let me know. So this week's newsletter was recruitment101 and it was about recruitment mistakes that we've seen from some of our clients about how job descriptions, how they expected candidates to just come running when they put an app on advert, wherever they might put it up on LinkedIn or elsewhere. So we did that and I was giving advice in there about how to avoid mistakes. One of the key ones I think as well is this is the article that it's come from is it's not about you anymore, it's all about them. And what that is talking about is how you as a Treasury treasurer. And if you like, if you're trying to attract staff, you need to put yourself in the shoes in there, you know, sit the other side of the desk. Why would they want to come and join you if you like? Because I recently met actually a client just the past few days about a Treasury manager role. And one of the nice things, they actually asked me this weird question, Mike, what do you think? What? Shocked, said, no. What mistakes do you see other treasury teams doing to attract staff? What a great question. I explained to them that is exactly what I said. I said, the biggest mistake is focusing too much on what you need and not enough on the candidate's perspective. I asked them, I said, do you offer study support? I said, don't know. I think it's a good thing. You can then help develop someone, then they're hooked into you and they've got a real linkage to you for it and you get a better member staff out of it. Whether that's studying, ACT or, or afp, CTP qualifications in the us, they're very good thing to have and you get a much better member of staff out of it and you pay for the study on that bigger cost. And actually at the same time they're becoming more competent and they're hooked in to you. So focus on the candidates you want to recruit first and then look at your vacancy. So actually do it the other way around if you like. Now, the other thing here, I'm just looking at some of my notes here. It's great when you sometimes say, look, we are a Great company and that's good. But so what? You're a great company, so what? You've got this great career, you've got this great history and you've got all these different things you as a company have done. Okay, but why would someone come and want to work for you? How are you going to take someone's career today when they join you? And how are you going to help them develop as a person, as an individual, as a Treasury professional? Where are they going to be in three, six, nine months time? That's up to you to think about that. And you think, hang on, we're just putting up, they should come. No, you need to think that. And if you've got that plan, when you're talking to your candidate, you're interviewing them, for instance, you can actually say, right, this is our career plan for you, that you'll come in and join us and in six months we'll have trained you up to this level. And in 12 months we would expect you to there. In two years time I'd expect you to be taking my job. Or it might be this by you planning that actually engages with the candidate and they want to work for you and then you can pick and choose. Then you might have two or three people wanting the job. That's a great place to be in. Okay, so we rethought their job descriptions. That's good. Following that great podcast this week with Tim Husnik from Medtronic. He is super. We love Tim, great guy. Also award winning team. Puts a lot of his team forward for various awards again to get recognition for all the different things that they're doing. We also talked about AI and automation. That's a bit of a thing that he and I both like about how to use it effectively. Not just because it looks pretty, a shiny new thing. AI, no. How can it actually help you as a treasurer and a Treasury professional? He also talks about how they'd won awards through transforming their treasury along the way. Great conversation. Just follow it. Go to our TreasurycareerCorner.com you'll find that one. And what's happening next? January salary survey. It's pay review time, people we know. So as I've said in previous videos, we're running it in January and July. So if you want to take part, go to treasurysalary.com you can take part there. I'm going to run the numbers in the next couple of weeks. Perfect timing for your pay reviews and your career planning. So keep an eye out now if you do want also this is one of the other things, this is the other teaser, if you like. I was in a conversation with a candidate the other day and he said to me, mike, how do I justify my pay rise, my pay review and requesting negotiating if you like, a pay. We went through some of the things and I said, look, don't rely on my salary survey. Is that, well, I know I'm going to go. I said, no, that's the last thing you do. The first thing you do is look back at your job. You talk to your boss, he's got a new cfo if you like, tell him and explain to him your what you've done, your contribution, quantify your contribution, your numbers guys. So what have you achieved? Where have you made an impact? Where have you saved money for the company implementing a new system, moving banks? Or where have you made money? Help them streamline operations, save cash, but also make cash if you like. Highlight how your role has grown by also you can compare yourself to your peers in the market and what their compensation levels are like. So you can use. And that's where you start to use our salary survey and timing. Bring it up. Maybe when you're talking about this now you're gonna have lots of pay reviews if need be. Maybe you say, look, I can wait for that, I'm gonna wait a year. But maybe if it's going to help you, if you're being swamped by this stuff, maybe can do it a bit later. Maybe you want to have a discussion about compensation after you've had a big win, you've done a big, you've done a big raising of capital or you've done a bond. And this is what I was talking to the chap about the other day and then when finally they said, bro, what brings you to say you want more money from me? I say, look, I'm below average, not performance wise, but actually salary wise. What leads you to believe this? I, amongst 90 other treasury managers, I'm in the bottom quartile. Well, show me. Here you go. Here's Mike's salary survey. Here's the global treasury salary survey. It then gives you a strong case to ask for more. So I'm putting together a guide to help you prepare for that. Now you can either drop me an email to request it, going to do it next week. There'll be a lot of tips if you like, a bit of a checklist if you like, for about how to negotiate your salary. So I'm going to put it together if you want to comment below. What does it say yeah, if you just put in the comments guide, then I'll put you on a list and I'll email it out to you. Or if you want to just drop me an email via LinkedIn or over trusty thing outlook email mike treasuryrecruitment.com just put in their guide your details and I'll email it back to you. So that's enough for me this week. It's still unusual for me to be doing this blogging sort of thing, but we're getting there. I'm really enjoying it and thank you very much. And if you've got a comment or you want anything positive, let me know. All right, Great to see you. Thanks.