Lorraine Christopher

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  www.chandlermacleod.com.au/health/ABOUTUS/SENIORMANAGEM - [Cached Version]
  Published on: 1/21/2009    Last Visited: 1/21/2009  

  LORRAINE CHRISTOPHER EXECUTIVE GENERAL MANAGER RECRUITMENT SOLUTIONS
  
  Lorraine Christopher is the Executive General Manager of Recruitment Solutions, and joined Chandler Macleod in 2003, continuing an impressive 24-year career in the Human Capital and Recruitment Services Industry.
  
  Lorraine has held a number of senior roles within the industry, specialising in senior white collar and office support services that focus on holistic human capital solutions. She has successfully managed a number of Australia’s largest flexible staffing projects throughout her career, across a myriad of industries including financial services, telecommunications, primary industries and business services. Â

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  chd1.irmau.com/IRM/ShowStaticCategory.aspx?CategoryID=1 - [Cached Version]
  Published on: 10/3/2008    Last Visited: 10/3/2008  

  LORRAINE CHRISTOPHER
  ...
  LORRAINE CHRISTOPHEREXECUTIVE GENERAL MANAGERRECRUITMENT SOLUTIONSLorraine Christopher is the Executive General Manager of Recruitment Solutions, and joined Chandler Macleod in 2003, continuing an impressive 24-year career in the Human Capital and Recruitment Services Industry.
  
  Lorraine has held a number of senior roles within the industry, specialising in senior white collar and office support services that focus on holistic human capital solutions.She has successfully managed a number of Australia's largest flexible staffing projects throughout her career, across a myriad of industries including financial services, telecommunications, primary industries and business services.

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  www.bordermail.com.au/news/bm/national/722615.html - [Cached Version]
  Published on: 3/30/2007    Last Visited: 3/30/2007  

  Chandler Macleod's Recruitment Solutions general manager Lorraine Christopher said with the unemployment rate at a 32-year low, companies needed to start training their managers.
  
  More than 75 per cent of survey respondents claimed they would knock back a job with better pay if the manager had a poor reputation.
  
  Ms Christopher said the survey proved "people don't leave organisations, they leave bad bosses".
  
  "This study should serve as a timely wake-up call for organisations.Businesses simply can't afford to overlook any employee," she said.

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  www.australiannews.net/story/237741 - [Cached Version]
  Published on: 3/29/2007    Last Visited: 3/29/2007  

  Chandler Macleod's Recruitment Solutions general manager Lorraine Christopher said with the unemployment rate at a 32-year low, companies needed to start training their managers.
  
  Over 75 per cent of survey respondents claimed they'd knock back a job with better pay if the manager had a poor reputation.
  
  Christopher said the survey proved "people don't leave organisations, they leave bad bosses".
  
  "This study should serve as a timely wake-up call for organisations.Businesses simply can't afford to overlook any employee," she was quoted by AAP as saying.
  
  The survey of 233 office workers found more than 26 per cent claimed their boss never facilitated career development, almost 20 per cent reported a complete lack of regular and honest feedback and more than half said their manger did not always keep their word or provide leadership.
  
  Around 65 per cent of workers described their current manager as "always approachable", 58 per cent said their boss was always supportive and 60 per cent felt their manager respected their role in the organisation.
  
  Christopher said when dealing with a "bad boss" employees should request a meeting to discuss problems.
  
  She said when giving feedback on a manager, employees should focus on the impact of the situation on their employment environment and work performance, "and not resort to personal attacks".

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  news.ninemsn.com.au/article.aspx?id=257546 - [Cached Version]
  Published on: 3/30/2006    Last Visited: 3/29/2007  

  Chandler Macleod's Recruitment Solutions general manager Lorraine Christopher said with the unemployment rate at a 32-year low, companies needed to start training their managers.
  ...
  Ms Christopher said the survey proved "people don't leave organisations, they leave bad bosses".
  
  "This study should serve as a timely wake-up call for organisations," she said.
  ...
  Ms Christopher said when dealing with a "bad boss" employees should request a meeting to discuss the issue.
  
  She said when giving feedback on a manager, employees should focus on the impact of the situation on their employment environment and work performance, "and not resort to personal attacks".

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  essencecomms.com.au/resources.html - [Cached Version]
  Last Visited: 11/8/2008  

  The general manager for Recruitment Solutions, Lorraine Christopher, says some form of introductory program should be standard in any company.
  
  Such a program may seem like a big investment, but the cost of losing an employee in the first year of employment is also high. The cost has been estimated at three times the employee's annual salary.
  
  As 47 per cent of staff turnover occurs within the first 90 days of the employee being hired, anything that improves the employee's initial experience in the company will help reduce that turnover.
  
  A key to keeping staff is an introductory program designed to help integrate a new employee into the organisation's culture and develop his or her skills and training needs, Christopher says.

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  www.recruiterdaily.com.au/index.php?offset=44&keyword=& - [Cached Version]
  Published on: 4/13/2007    Last Visited: 1/19/2008  

  Employers are failing to see the interview process as an opportunity to make a positive impression with candidates, and as a result could be losing not only potential employees but also customers, according to Recruitment Solutions executive general manager, Lorraine Christopher.

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  www.businessnetwork.theage.com.au/articles/2007/04/09/2 - [Cached Version]
  Published on: 4/10/2007    Last Visited: 6/28/2007  

  The findings should serve as as a wake-up call for organisations, says Recruitment Solutions executive general manager Lorraine Christopher, who adds that managers need to be equipped with the skills and knowledge that help them to be good bosses.
  
  She says good bosses:
  
  · Are approachable, friendly, respectful and predictable.

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  www.officeprofessional.com.au/storyview.asp?storyid=967 - [Cached Version]
  Published on: 4/4/2007    Last Visited: 4/25/2007  

  Recruitment Solutions executive general manager Lorraine Christopher said the study clearly shows that people don't leave organisations; they leave bad bosses.
  
  "This study should serve as a timely wake-up call for organisations," she said.
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  "Most worryingly, we were concerned to learn that as high as one in eight people surveyed had been victims of bullying or harassment - some of it sexual harassment," said Christopher.
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  Christopher said that while many organisations are now focusing on promoting from within, care needs to be taken that these inexperienced new managers are supported properly with training, coaching and mentoring.
  
  "If new managers don't receive appropriate training, then their inexperience and inability to deal with difficult situations or stresses may cause them to react inappropriately and not provide effective leadership to their staff," she said.
  ...
  Christopher said that leadership is an "evolution".
  
  "The markets and the people employed within them are constantly changing and in order to keep up with these changes businesses must ensure their managers are the right people for the job and that they are the right leaders for their employees now and in the future," she said.
  
  What advice can be given to employees in a "bad boss" situation?Despite the best efforts of organisations, many employees will still at one time or another find themselves face to face with a bad boss situation.
  
  According to Christopher, the first step is to request a meeting with your manager to discuss the issue at hand.
  
  "Performance reviews can also provide a structured means for this discussion, but employees shouldn't wait for an annual or bi-annual review if the problem is a real issue now," she said.
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  "Employees rightly value their own quality of life, and a big part of this is their job satisfaction and enjoyment of their work environment," Christopher said.

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  Companies urged to employ mature-age workers - [Cached Version]
  Published on: 11/18/2006    Last Visited: 11/18/2006  

  Executive General Manager of Recruitment Solutions Lorraine Christopher said Australian companies ignore mature-age workers at their loss.
  
  "Clearly (companies) have some adjustments to make if they are to adapt and be competitive in the recruitment market in decades to come," she said.
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  With the landscape of the workforce changing rapidly, Ms Christopher says it's time for workers to also change their expectations.
  
  "While more opportunities will become available for people in the 50-plus bracket, it may no longer be the case that they can rely on their companies to keep them skilled and trained to the required level," she said.
  
  Recent research from strategic diversity management consultant, Diversity@Work, suggests that two thirds of human resource executives do not offer training for mature workers as an incentive to upgrade skills.
  
  "Workers will have to be proactive, and take on responsibility themselves, for attaining or maintaining the skills likely to be in demand," she said.
  
  Ms Christopher said mature-age workers need to stay abreast of the industry's skill requirements and be flexible and open-minded.
  
  "Objectively assess your own personal skills, attitude and aptitude," she said.
  
  "Be honest with yourself - what are you good at?What would you like to be better at?How employable am I now, and in five or 10 years time?," she said.

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