THE "new norm" are words I hear pretty frequently, having entered the local vernacular as a succinct way of describing the futility of hoping market conditions will change for the better.
As tough as the last 18 months have been, our "new norm" has been "the norm" for every other part of the country during recessions from which Aberdeen has been relatively insulated, and that’s taken us all a bit of getting used to.
If you are a fatalist (or an eternal optimist!) the unpredictability of events like the shifting oil price or potential Brexit might give you pause to wonder over the value of time spent planning.
But those thoughts are most likely fleeting as only through planning can we hope to successfully adapt and survive (perhaps even thrive) in our “new norm”.
Since 2014 I’ve found myself in the privileged position of being privy to the early stages of significant change planning in local organisations as they share their business plans to restructure, diversify, down-size, benchmark, bring in new talent and indeed, even grow.
Although it took a little time, executive level candidates now readily accept the downward migration in starting salaries, acknowledging, in many cases, that they remain above central belt comparative salaries.
Flexing downwards is the executive "new norm" with any attempts to increase an offer negatively impacting credibility and calling into question commitment.
However, prevarication still exists, even in this job market. Savvy employers recognise the current market affords them the opportunity to attract higher calibre candidates than might previously have been possible.
But some, anticipating this market will elicit the "perfect" prospective employee, are losing out by choosing to protract the recruitment process.
Excellent candidates are not interested in waiting around for a potential new employer to deliberate.
They are attracted to companies that take positive action and are confident in their business planning, or at the very least are confident about how the candidate can contribute to plans for the business.
Irrespective of market conditions, ineffective recruitment will always damage your business reputation, and that impact is likely to be compounded at a time when so many organisations have abandoned employer branding activity.
Best factor in good hiring practice to your plans too.