Human Resources - Summer 2023 (Volume 28 No 4) Step up your influence by hrnz.magazine

New Zealand’s Magazine for Human Resources Professionals

Human Resources SUMMER 2023/24

Step up your influence

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From the editor T

ēnā koutou for the encouraging feedback on the new style Human Resources magazine. It’s great to know we’re providing you with a quality magazine that inspires you and provides useful insights on how to be a thriving HR professional – and looks fantastic too! With this issue, we aim to equip you with the tools and knowledge to extend your influence within your organisations. I remember my first graduate job in HR was for a retail organisation in the United Kingdom. The HR director said to me at my induction meeting, “HR is all about influence. And one of the best ways to influence people is to build relationships with them. Get to understand them and get to understand the business.” Her words have stuck with me and I’m often reminded of those words when I see great HR leaders in operation. It’s the way with people, the genuine interest and desire to understand and connect with others that I see in good leaders and good HR people.

MANAGING EDITOR Kathy Catton

Ph: 021 0650 959 Email: kathy.catton@hrnz.org.nz

Ph: (04) 802 3954 Email: nikita.barends@hrnz.org.nz

DESIGN Jen McBride, Jn Creative Email: jen@jn-creative.co.nz

PROOFREADER Jenny Heine

Email: jenny@heine.co.nz

In our feature articles, you will read about how to influence at senior board and small business owner level, as well as how to influence when you have no official ‘authority’. Additionally, we delve into one organisation’s success at influencing from within, and how the steps they took led to a more inclusive workplace environment. Thank you to all our contributors, industry experts and HR professionals who have generously shared their knowledge and experiences for this issue. As always, we encourage you to actively engage with the content, reflect on your own growth and share your thoughts and experiences with the HRNZ community. Together, let’s strive for excellence and continue to make a significant impact in shaping the future of work. Happy reading and happy holidays! Kathy Catton Managing Editor Kathy.Catton@hrnz.org.nz

SUBSCRIPTION ENQUIRIES Email: comms@hrnz.org.nz

PUBLISHER

Human Resources is published quarterly by Human Resources New Zealand PO Box 11-450, Wellington Ph: 0800 247 469

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The views expressed in Human Resources are not necessarily those of Human Resources New Zealand, nor does the advertisement of any product or service in this magazine imply endorsement of it by Human Resources New Zealand. Copyright © Human Resources New Zealand Inc. Vol 28 No: 4

ISSN 1173-7522

SUMMER 2023/24 | HUMAN RESOURCES 1

ADVERTISING & SPONSORSHIP Nikita Barends

In this edition, we dive deep into the latest industry insights and best practices that you can leverage to expand your influence. From the art of effectively influencing people about the crucial nature of sustainability to embracing the necessity to ‘get the basics right’, we explore a range of topics designed to support HR professionals in their quest for greater impact.

FROM THE HRNZ CHIEF EXECUTIVE

aking on a challenge is a lot like riding a horse, isn’t it? If you’re comfortable while you’re doing it, you’re probably doing it wrong.

to be the most important aspect of the assessment criteria. More important, for example, than having technical knowledge across many domains of HR knowledge.

No article about leadership and influence would be complete without a Ted Lasso quote. I’ve never ridden a horse so I’m not sure how accurate this statement really is.

A careful examination of the core capabilities at Leads level will reveal that applying these capabilities across two or three functional areas of HR represents a challenging benchmark for achieving Chartered Membership.

Intuitively, though, it feels right to say that any new challenge must take you out of your comfort zone if you’re going to learn from it or achieve anything great.

We consulted with HR professionals about what the criteria for Chartered Membership should be, using The Path as the reference point. What was clear from our discussions is that Chartered Membership needs to be about showing leadership in HR practice and the demonstration of the core capabilities at a Leads level needs

Equally, some members have felt challenged by the criteria. A particular challenge has been demonstrating knowledge of te ao Māori at the appropriate level. We’ve had some pushback from members, especially those who might have already achieved accreditation in another country. However, The Path presents an unashamedly unique Aotearoa approach to HR practice. HRNZ has taken a strong leadership position by acknowledging the importance of te ao Māori capability for the future success of HR professionals.

That position has been endorsed by the many HR professionals, CEOs and company directors with whom we have spoken. HRNZ, of course, supports its members to understand and develop in these new capability areas. We’ve recently released a new learning module for our members that provides guidance on how to lead in relation to bringing te ao Māori to HR practice in their workplaces. The module is designed to help members who are keen to get Chartered on their journey to developing this important capability.

SUMMER 2023/24 | HUMAN RESOURCES 3

Recently, HRNZ introduced a new capability framework called The Path and, at the same time, reframed the criteria for achieving Chartered Membership. In promoting the idea of Chartered Membership, HRNZ is trying to establish a benchmark for what is required for the successful practice of HR in Aotearoa New Zealand.

Since introducing the new benchmark, we’ve had a number of members apply for and achieve Chartered Member status. This is excellent and we congratulate those individuals. It shows that the benchmark, while challenging, is achievable.

GOVERNS

TOP OF MIND Nick McKissack

In this issue

Features 26 What boards really want Institute of Directors’ director Kirsten Patterson (KP) looks at how HR can make a difference at board level

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30 Influencing small businesses Editor Kathy Catton analyses what skills are needed for HR to influence small business owners

34 Influence: Grasping the intangible Laura Warren, People and Culture Director at Te Pūkenga, shares her insights and pointers for HR professionals to ‘do’ influence well 38 Branch presidents: Showcasing their influence We examine how HRNZ branch presidents use their influence within their committees, their communities and their workplaces

HRNZ Capability Framework GOVERNS

LEADS

Shaping the Profession 1

From the Editor Kathy Catton

Top of Mind Chief Executive Nick McKissack shares his thoughts

Quick Reads The latest updates to keep you current in the world of HR

10 Books and Podcasts to Inform and Inspire HRNZ Member Lynne Allison reviews the latest book and podcasts to inform and inspire 12 Accredited Members HRNZ caught up with a newly accredited Chartered Member and Emerging Member to share their career highlights and insights

16 Employment Law Update Getting the basics right: Recruitment – Jack Rainbow, Dundas Street Employment Lawyers, outlines the importance of getting the recruitment process right from the start

DESIGNS 18 Immigration Law Update Accredited Employer regime: Success for New Zealand employers? – Vienna Tse and Rabiah Khawaja, Cavell Leitch, evaluate the Accredited Employer Work Visa system one year into its implementation 20 Diversity Equity and Inclusion People’s diverse experience drives change – This case study of Hikina Whakatutuki Ministry of Business, Innovation and Employment looks at how HR teams can influence senior management by first working with the people throughout the organisation

ADVISES DELIVERS

Check out our banners and footers! Our articles are all tagged with the levels (see above), and Domains of Knowledge (see the end of each feature article), from our new Capability Framework, The Path. For more information, check out our website.

22 PD Spotlight In the second of our Demystifying Professional Accreditation series, we focus on HRNZ’s Chartered Membership 24 HR Systems and Technology How data can empower HR professionals – Brian Donn, Ceridian, looks at how data and systems can become the ultimate superpower for HR professionals 42 Dear Human Resources… Aidan Stoate, Inspire Group, shares his heartwarming insights into being a people leader

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14 Sustainability 11 ways for HR to influence on sustainability – Rob Perry, Sustainable Business Council, asks how HR can influence organisations to make a difference

SHAPES

inspiregroup.co.nz

Transforming the way organisations learn We’re on a mission to help companies revolutionise the way they train and grow their people.

Shaping the profession 8

Quick reads

Immigration Law Update

Books and podcasts to inform and inspire

Diversity, Equity and Inclusion

Accredited Members

PD Spotlight

Sustainability

HR Systems and Technology

Employment Law Update

Dear Human Resources SUMMER 2023/24 | HUMAN RESOURCES 7

Quick reads

ARTIFICIAL INTELLIGENCE IN HR: THREAT OR OPPORTUNITY

RNZ’s recent survey on artificial intelligence (AI) reveals a division of perception surrounding AI’s role in HR processes. The survey of HRNZ members and other HR professionals shows only 27 per cent of respondents were currently using AI in their HR processes. The most prevalent areas of use were in CV screening, learning and development and HR analytics. The benefits appear to be largely productivity related, with respondents indicating improved efficiency and streamlined administrative procedures were the main impacts.

Overall, it seems some HR professionals still have a ‘wait and see’ approach while others are seeking to learn and actively build strategies to explore its use.

NEW GOVERNMENT EMPLOYMENT LAW CHANGES?

event of dismissing an employee within this timeframe.

he National Party has received the largest share of votes at the October General Election and is likely to lead the next government. What employment policy changes are likely to occur under a Nationalled government?

The manifestos of National and ACT have also outlined abolishing the Fair Pay Agreements system. It is not yet apparent what will happen to those agreements in the process of bargaining at the time that repeal would take effect.

National, ACT and New Zealand First have proposed reinstating the 90-day trial period for all employers. This would imply that organisations can incorporate the trial period provisions in their employment contracts and use them in the

In addition, the National Party’s campaign manifesto set out that it would stop all work on Labour’s proposed income insurance scheme and amend current parental leave laws so it is possible for both parents to take paid leave at the same time.

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The perceived lack of human interaction was listed as the biggest concern for respondents (56 per cent) and privacy and data security concerns were also regarded as challenges (40 per cent). Similarly, 26 per cent of respondents felt AI was negatively affecting the employee–candidate experience.

Anne Wilson, Anthony Harper’s employment law Partner says strict requirements are still in place around trial periods imposed by the courts. Employers can start preparing by amending their employment agreements to include trial periods and making sure they have the right processes in place so they can rely on the trial period if things don’t go according to plan. “There have been a number of recent changes to employment law in the last few years so employers may also want to make sure their agreements are up to date,” says Anne.

PAY EQUITY SETTLEMENT FOR HEALTH WORKERS

round 16,000 health workers have accepted a pay equity settlement, resulting in an average 20 per cent salary increase, in a historic pay settlement adjustment with Te Whatu Ora. The Public Service Association Te Pūkenga Here Tikanga Mahi represents 11,500 of roughly 16,000 allied, public health, scientific and technical workers across Te Whatu Ora.

In an unprecedented ballot, 99 per cent voted to accept the pay equity settlement with 82 per cent of eligible members having their say. “This is a significant step toward a fairer future for healthcare where everyone’s work is valued for what it’s worth,” says PSA National Health Lead Sue McCullough. The settlement includes an interim pay adjustment backdated to 30 November 2022 and a lump sum

JOB ADVERTS RETURN TO PRE-COVID-19 LEVELS

fter rising in August, job ads declined 2 per cent in September and are now 1 per cent higher than in September 2019. Rob Clark, SEEK NZ Country Manager, says, “After four years, job ads volumes overall have returned to their pre-COVID normal levels. Some industries remain significantly higher than they were in 2019, such as Community Services and Development, Government and Defence and Mining, Resources and Energy.”

payment of up to $10,000. People working in more than 120 professions are covered including social workers, hospital dental assistants and sterile sciences technicians. “As New Zealand’s largest employer, gender pay discrimination has been a key priority for Te Whatu Ora, and this outcome, in addition to recent settlements for our nurses and midwives, is testament to that,” says Margie Apa, Chief Executive of Te Whatu Ora.

COVID-19), while all other regions are seeing job ad levels at 50 per cent and 60 per cent higher. Rob says, “September recorded a 4 per cent drop in applications per job ad, perhaps an indication that they are starting to plateau after two months of record-level applications. With application levels still so high, the balance of power, which had been so strongly with candidates for much of the past two years, is shifting to hirers.”

The trend is different between urban areas and the regions, with Auckland and Wellington seeing falling job adverts (since

HOPES AND FEARS SURVEY

One thousand New Zealand respondents shared their views, helping us to understand the employee landscape across the country, and how it compares to sentiment across the Asia-Pacific region. According to the survey, New Zealand employees are

In the work environment, 57 per cent feel they are fairly and equitably treated, with 51 per cent finding their job fulfilling. However, a perception

exists that workplace culture is less forgiving in New Zealand than across the Asia-Pacific region, with less than half of respondents agreeing that their manager tolerates small-scale failure, and only 28 per cent agreeing that their manager encourages dissent and debate in the workplace. Although only 32 per cent of New Zealand workers believe their employer is taking appropriate steps to address climate change, they are less inclined than their Asia-Pacific counterparts to push their employer to take action.

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wC’s Asia Pacific Workforce Hope & Fears Survey, part of PwC’s Global Workforce Hopes & Fears Survey, asked nearly 19,500 respondents about their views on business viability, worker sentiment, workforce skills, emerging technology, work environment and climate action.

generally more optimistic than their Asia-Pacific counterparts, with 72 per cent believing their employer will still be in business in the next decade. New Zealand employees are less likely to ask for a pay rise, promotion or to change employers in the next 12 months. Only 25 per cent believe the skills they need for their current job will change over the next five years, and New Zealand workers are less excited about the impact and opportunities of AI in the workplace.

BOOK AND PODCAST REVIEW LYNNE ALLISON

Books and podcasts to inform and inspire

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Ready for a mini-break from your desk? These two books and one podcast provide valuable guidance to help you in your HR role.

PODCAST: The Conscious Action Podcast by Brian Berneman: Conscious Action: Ep145: Bridget Williams on sustainability, creativity and leadership.

ridget Williams, from Christchurch, is the founder of Bead and Proceed, a social enterprise that is focused on using the power of creativity to action the 17 UN sustainable development goals (SDGs). This is a really informative podcast about how a focus on creativity, sustainability and self-leadership can be used to build and create more engaged people in teams

and organisations. She uses the making of beads as a way for people to lean into sustainability and start a conversation that’s different from how they might usually engage at work. Bridget feels we have stopped believing we can make an

Steve Browne (2023), HR Unleased!! Published by the Society for Human Resource Management.

teve Browne is an experienced HR professional and a global HR community connector. He has a worldwide following on X (formally Twitter) and regularly engages with the international HR community, driving a humanistic approach to HR. HR Unleashed!! is the third book in a series of insightful and thoughtprovoking books on unleashing the true potential of HR in organisations. Steve writes in an easy-to-read, entertaining and informal style. He is also well known for his love of the HR llama. He says the llama is the best animal to represent HR because they’re “cute and approachable, but if you upset them they might spit on you”.

Helen Zink (2023), Team Coaching for Organisational Development. Published by Taylor & Francis Ltd.

– a team member, the team leader, the internal and external coaches, and the organisation – shares their experiences over years one, two and three in a case at the Green Apple Company. It’s in the sharing of all perspectives where the plot twist and the movie analogy become apparent, because it is evident on reflection that the five ‘characters’ are sharing a similar story. As HR practitioners, we are also internal coaches for managers and often teams. This book offers valuable insights, based on a longitudinal case study, of the challenges and rewards of coaching and how HR can have an influence over strategy and make a significant contribution to organisational performance.

he concept of this book is an interesting one. It offers a multi-dimensional perspective on team coaching over three years using perspectives from different participants. Helen Zink is the team coach and guides the reader through the different chapters and characters – for which she uses a movie production analogy – complete with plot twists. The book offers a comprehensive and unique insight into coaching a team for performance. It applies team coaching theories, models and best practice along with successes, failures and insights gained. Each ‘actor’

Lynne Allison is an industrial and organisational psychologist and a commercially focused HR practitioner with a diverse background across government, financial/insurance and health IT. She focuses on best practice people management and strategy, and business transformation through the lens of both industrial/ organisational psychology and a Lean Six Sigma approach. She is a creative and passionate out-of-thebox thinker committed to driving business performance by bringing others along on the journey and a continuous improvement approach that puts people at the centre.

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In HR Unleashed!!, he explores the human aspect of HR and emphasises the importance of treating employees as individuals. Steve believes in the power of connecting; he says HR is the one occupation where you have a chance to “positively impact every. single. person. you meet”. Understanding the unique needs and aspirations of the people you interact with reminds us that HR is not just about policies and procedures but nurturing individuals and developing talent.

HR Unleashed!! tells Steve’s 40-year unique experiences within the HR profession. Steve believes HR practitioners need to focus on self-improvement and professional growth, and look to continuously learn, embrace change and innovate. Steve thinks it’s essential for your personal wellbeing and professional development to belong to a cohort because it provides perspectives you’d never get within the environment where you work. The book offers various resources and suggestions for HR professionals at all levels to enhance their skills and stay up to date with industry trends.

DOMAINS OF KNOWLEDGE

With the advent of artificial intelligence and technology like Chat GPT, creative thinking and creativity may become more challenging. If you’re interested in creating a more sustainable environment at work and a higher level of engagement, then this is a podcast that will get you started.

ADVISES

impact. By focusing on creating a sustainable environment using the SDGs, where individuals choose smaller goals using five beads linked to issues such as inclusion and diversity or gender disparity, this helps reduce the feeling of being overwhelmed. Working together can lead to more impactful and sustainable outcomes.

ACCREDITED MEMBERS

The road to HRNZ accreditation

Human Resources magazine caught up with Jackson Barber and Emma Bennett, to ask about their careers, their paths to HRNZ accreditation and their thoughts about the role of HR in Aotearoa New Zealand today.

What have been your career highlights to date? Three experiences stand out for me so far in my career: 1) Along with my team, growing the Ministry of Education’s summer internship programme from fewer than 10 to more than 35 in two years and turning it into an award-winning programme. Seeing that many diverse young people get their first opportunity in a professional setting has been the most fulfilling experience in my career to date; 2) Serving as the Branch President of the Wellington HRNZ Branch for eight months, leading a great committee to deliver some fantastic events; and 3) Something I am doing right now, which is moving to Kuala Lumpur as part of a rotation programme with PwC to learn more about the workforce services we deliver in South East Asia.

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What inspires and motivates you in your career and why? My inspiration is derived from seeing others achieve their potential, and I get motivated by opportunities to empower people within the workplace. That’s why I initially pursued a career in HR. I believe we are in a unique position to positively influence people’s experiences at work no matter what part of the employee lifecycle we work in. How has HRNZ membership helped your career? Both of my jobs thus far in my career have been the result of

Jackson Barber connections I have made via my HRNZ membership. The ability to meet people within the profession, learn new skills and stay on top of industry trends has immensely benefitted me in my career. Being an HRNZ branch president and committee member has also taught me leadership and governance skills, which I continue to see the benefit of in my day-to-day career. Please describe your journey towards becoming a Distinguished Fellow. How was the experience? I’ve been a member of HRNZ since 2018, beginning as a student ambassador at Victoria University of Wellington. Through that opportunity I was able to be part of the Branch Committee, which I stayed connected with until I became President of the Branch in 2022, which I maintained for eight months. Earlier this year, I completed my Emerging Professional Membership with HRNZ, which has been a chance to demonstrate my commitment to the profession and my credibility in the field.

I am proud of lots of things both big and small. One of the biggest ones recently was responding to COVID-19. I was working in the hospitality industry, and we lost 90 per cent of our business overnight. We had 230 staff who also lived on-site. I’m very proud of the process we went through, the communication with our team and the care we provided for everyone through a very difficult time.

A personal highlight I still carry with me was a comment shortly after I joined the hotel. “I wouldn’t have picked you as HR; you’re not like any normal HR person I’ve met”. The view of HR is changing, and I love that I have helped someone’s view of that in some small way.

Coming to HR through other management and leadership roles gave me a point of connection and learning. The professional development opportunities are fantastic, and I regularly use their webinars and online learning to stay current and refresh my skills.

I love the part I play in supporting all areas of the business, from setting people strategies with the CEO to onboarding new employees, and the positive effect it has on the employee experience. Good people practices have an impact on the whole business as does developing people strategies and objectives that are well aligned with the operational and commercial goals of the business. Seeing your ideas and contribution make a difference to an individual, a team or their leaders is incredibly rewarding. What do you see as the challenges facing the industry and HR profession? An area I am focused on at the moment is wellbeing, which is a vast-ranging topic but one that will become increasingly important to understand for the future workforce. We are seeing long-term impacts from the COVID-19 years, and, as an HR professional, having the tools to support leaders and team members through this will become more critical. Another significant change is in workplace dynamics, with flexible and remote work now more commonplace. This creates several new challenges for HR: how do we maintain and develop culture, how do we effectively engage and communicate, how do we retain the sense of a team and purpose and how do we align generational thinking across this shift in what a workplace is.

Because I have previously worked in remote areas, I couldn’t easily connect through the regional branches but, since moving to Christchurch, I have become part of the committee and am thoroughly enjoying being involved. Please describe your journey towards becoming a Chartered Member. How was the experience? The process was clearly laid out. I spent time looking at the requirements and did the self-assessment a few times before applying. This audit of my skills was very useful. I reached out to a mentor to review my self-assessment and challenge me on my scoring; this really helped me address the right areas. The Path made it clear to follow, and I enjoyed the opportunity to reflect on my journey. I had always felt that, because I didn’t have a formal qualification, I was missing something or somehow I wasn’t as accomplished as others who did. The Path showed me that my experience is just as valuable. While I wasn’t missing any of the Core Capabilities, my career hadn’t exposed me to all the Domains of Knowledge, and that’s normal. The interview was really enjoyable, and talking about some of my experiences made me realise not only how broad the role of an HR professional can be but also how much I have learnt and how much I have achieved. I found it a very empowering process.

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In my current role as People & Culture Leader in Construction, we have just been recognised as the Supreme winner at the New Zealand Women’s Empowerment Principles White Camellia Awards, also winning five out of the seven principles awards. A great team effort!

We all spend a large portion of our busy lives at work. I know what’s important to me and that’s what I try to provide for others and support our leaders in achieving. If I want to feel valued, be supported, have fun, be involved, learn, grow and work towards a shared purpose, then I’m sure others do too.

DOMAINS OF KNOWLEDGE

What have been your career highlights to date?

How has HRNZ membership helped your career? LEADS

Emma Bennett

What inspires and motivates you in your career and why?

SUSTAINABILITY ROBERT PERRY

Eleven ways for HR to influence on sustainability

Rob Perry, Manager Thriving People at the Sustainable Business Council, provides proven strategies for HR professionals to advocate for sustainability within their organisations.

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ustainability is crucial for any business. However, driving meaningful sustainability action can be challenging, which is why it’s crucial to develop a strong leadership team that is knowledgeable, committed and capable of inspiring change. HR professionals are both primed and uniquely positioned to help businesses embrace sustainability through their people management approaches, broad skillset and the deep cross-organisational connections they foster. HR leaders need to make sure they are equipped to seize this opportunity and bring it to executives’ attention. We’ve seen enormous growth and progress in the environmental sustainability space, but what about the other areas of the Environmental, Social and Governance (ESG) suite? The

Sustainable Business Council’s recently launched flagship report Strengthening the S in ESG aims to put ‘thriving people’ at the heart of business. The report shows that ‘S’ in ESG is lagging behind the increasingly structured approaches of the ‘E’ and the ‘G’. The ‘S’ in ESG is evolving rapidly. The landscape is complex. Emerging regulations are broadening business responsibilities, while stakeholders are intensifying their scrutiny of the social performance of businesses. Yet, the ‘S’ is lagging, and action remains relatively siloed and issue-specific, with impacts falling short of ambitions. As the natural stewards for the ‘S’ in ESG, HR practitioners will be critical in broadening boardroom perspectives beyond just the ‘E’ and ‘G’. Here are 11 strategies HR professionals can use to effectively advocate for sustainability within their organisations. • Understand the business case: Before progressing with the executive team, it’s critical

•

to understand the business case for sustainability and how it aligns with the organisation’s purpose, strategic goals and objectives. Organisational maturity: Assess current progress on sustainability (including the ‘S’) to identify strengths and weaknesses, create a benchmark, and start conversations on building capability, accountability and transparency. Develop a sustainability strategy: Work with senior leadership to develop a comprehensive sustainability strategy that aligns with the organisation’s purpose and values and focuses on your material issues. Training and development: Providing sustainability leadership and development opportunities will help senior managers acquire the skills and knowledge they need to tackle these issues. Lead by example: Exemplify sustainability behaviour and practices to inspire executives. Leadership advocacy: Stay informed on legislation,

sustainability decisionmaking, to create shared ownership and commitment. • Risk management and demonstrating return on investment: Present a precise return on investment analysis for sustainability initiatives, highlight the risks of inaction (for example, regulatory, supply chain vulnerabilities,

Ten top ways HR teams can integrate sustainability into policy and practices 1. Align company policy with sustainability goals. 2. Ensure sustainability goals are clearly communicated to all employees, including leadership.

4. Recruit and retain top talent who are sustainability conscious by incorporating these values into job descriptions and company culture. 5. Communicate and integrate sustainability goals into onboarding processes so employees understand their role in achieving organisational sustainability goals. 6. Develop training programmes and mentorship opportunities for employees (at all levels) who want to learn more about sustainability. 7. Engage and build positive relationships with local communities by understanding their challenges and where your organisation can make a positive impact. 8. Foster a culture of sustainability by raising employee awareness about its relevance to the organisation’s purpose. Celebrate sustainable practices through storytelling. 9. Work with other departments to incorporate ESG principles into business operations.

DOMAINS OF KNOWLEDGE

3. Build accountability for sustainability outcomes across the organisation (at all levels) and value chain, linking impact to performance management.

reputation and legal) and show how sustainability can mitigate these risks effectively. • Impact measurement and reporting: Collaborate with executives to develop SMART metrics and KPIs to track and report on outcome-focused sustainability progress. • Engage and collaborate for impact: Identify key stakeholders (for example, employees, customers, investors and community leaders) invested in sustainability. Engage with them to build support for sustainability initiatives and look for collaboration opportunities. • Start small and build on successes: Propose manageable, realistic and scalable innovations that demonstrate the value proposition and build momentum without requiring significant initial investment.

LEADS

critical issues, emerging trends and best practice. Include sustainability as an important topic in executive meetings and frame sustainability initiatives as strategic imperatives rather than separate initiatives. • Involve senior leaders in decision-making: Encourage leaders to participate in

Building a culture of sustainability throughout an organisation takes time, and HR leaders should be persistent in their efforts. It’s also essential to tailor the messaging and approach to align with the specific concerns and priorities of the senior leaders in your organisation. Building a compelling business case and demonstrating the value of sustainability can go a long way in influencing executive support.

10. Establish targeted partnerships with sustainability-focused organisations, non-profits or government agencies to collaborate on sustainability projects and initiatives.

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Robert Perry manages the Sustainable Business Council’s Thriving People portfolio. He champions business leadership and collective impact that supports employee wellbeing, positively affects communities and wider society, and puts thriving people at the heart of better business and our transition to a zero-carbon economy. Robert has over 20 years’ experience providing strategic leadership on critical sustainability issues and their solutions in business, consultancy and public sector organisations in the United Kingdom, Australia and New Zealand. Originally from Liverpool, Robert is a passionate Liverpool FC fan, muso and fitness fanatic.

EMPLOYMENT LAW UPDATE JACK RAINBOW

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Getting the basics right: Recruitment

In HRNZ’s first of a series of articles on getting the basics right, Jack Rainbow, Associate at Dundas Street Employment Lawyers, outlines the importance of getting the recruitment process in order from the very start.

ike all good relationships, a solid foundation from the outset is vital to ensuring a smooth road ahead. This is why it is important that businesses get their processes right from the beginning, starting with the recruitment process.

RECRUITMENT AND PRIVACY

nevitably, recruitment processes involve the collection and use of personal information, which is governed by the Privacy Act 2020. Any time an organisation collects information about an individual they undertake legal obligations as to how they deal with that information. It is crucial organisations have a privacy policy that addresses the reason they are collecting, storing, sharing, disclosing, correcting and destroying that information. When seeking information from a prospective candidate, there are

a few questions an organisation should ask itself first. IS THE COLLECTION OF INFORMATION NECESSARY?

nformation Privacy Principle 1, set out in the Privacy Act, holds that an organisation must only gather information for a lawful purpose connected to its function, and the collection is necessary for that purpose. In respect of recruitment, when seeking information from prospective candidates, an employer can only collect information that is relevant to determining whether the employee is the best applicant

COULD THE INFORMATION SUGGEST DISCRIMINATION?

t will come as no surprise that an employer cannot, subject to a few exceptions, discriminate in employment, which includes during the recruitment process. However, section 23 of the Human Rights Act 1993 also makes it unlawful to use or circulate an application form, or make an inquiry about any applicant, that indicates, or could reasonably be understood to indicate, an intention to discriminate.

For example, it would likely be unlawful to ask prospective candidates about their sexual orientation, because this information could be used by an employer to discriminate against the individual. Because the question has no relevance to the job, it could be reasonably understood to indicate an intention to

On challenge, the Employment Court found that the question in the application form was overly broad and indicated an intention to discriminate. The Court held:

“

The question does not provide any safeguards against discrimination on the grounds of disability including physical illness. It enables an employer potentially to reject an applicant on the basis that she suffers from a disability or medical condition even if it would have minimal or no impact on her job.

AM I AUTHORISED TO SPEAK TO THESE REFERENCES?

eference checking is an integral part of any recruitment process verifying a prospective candidate’s qualifications and experience. The Privacy Act requires an agency to collect personal information directly from the individual concerned. Where you are collecting information from elsewhere, you must be sure you have the authority to do so. When undertaking reference checks, be sure you have the express consent of the applicant to contact those references. The mere fact that a candidate has presented an employer with a written reference does not expressly entitle you to contact the author of that reference to verify it. In one case, an employee had provided a list of nominated referees and a written

IS IT REASONABLE TO CHECK ON SOCIAL MEDIA?

he age of social media has well and truly dawned. With so many platforms out there, it is rare to find someone without any form of online presence. This has, in turn, resulted in a significant erosion of privacy where a quick Google search can tell you a lot about a prospective candidate for a role. However, be on notice that this sort of information gathering will still fall under the requirements and protections of the Privacy Act. CONCLUSION

ecruitment processes are essential, and organisations often want to be sure that the person they are hiring is the best person for the role, as well as a good fit with the team. However, employers must know their legal obligations when collecting and sharing personal information about prospective candidates. Employers do not have carte blanche authority to ask any questions or obtain any information they desire. Getting the process right from the outset will ensure the employment relationship gets off to the best possible start.

Jack Rainbow is an Associate at Dundas Street Employment Lawyers. Jack has strong experience in industrial relations, dispute resolution and providing highlevel, strategic advice. He partners closely with his clients, providing advice and assistance from start to finish on a range of complex matters.

SUMMER 2023/24 | HUMAN RESOURCES 17

But what is an intention to discriminate? In a nutshell, section 23 is intended to prevent employers from asking questions and seeking information that could be used to discriminate against an employee on one of the specified grounds in the Human Rights Act 1993.

In Imperial Enterprises Ltd v Attwood, the employer’s job application form asked candidates “Do you have any medical problems of any kind?”. Ms Attwood disclosed she had a hip condition that affected her ability to stand for long periods. But she did not disclose that she had dormant leukoplakia or irritable bowel syndrome. Ms Attwood was eventually dismissed after the employer learned about her non-disclosure on the basis that it breached their trust and confidence.

reference from a former employer. However, the former employer was not listed on the nominated referee list. The prospective employer then contacted the former employer without seeking the consent of the applicant. The Privacy Commissioner in that case found the actions of the prospective employer were a breach of the Act, because the employer did not seek the information directly from the candidate nor did the employer seek their permission to collect information from the referee.

DOMAINS OF KNOWLEDGE

In one example, an employer asked a prospective candidate several personal questions, including about his relationship with his wife and children. The candidate, unhappy with the questions, made a complaint to the Privacy Commissioner who ultimately found the employer had breached Principle 1 of the Privacy Act by collecting personal information that was not for a lawful purpose because it was not necessary for recruiting the relevant position and so went further than required.

discriminate. Otherwise, why ask the question?

SHAPES

for the job. An employer cannot intrude unreasonably into the affairs of the applicant where that information does not relate to their ability to perform the job. Asking questions that may, on the face of it, appear innocent, can land an employer in hot water where it is not necessary for purposes of the recruitment process.

IMMIGRATION LAW UPDATE VIENNA TSE AND RABIAH KHAWAJA

Accredited Employer regime: Success for New Zealand employers?

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Associate Vienna Tse and Senior Associate Rabiah Khawaja from Cavell Leitch evaluate how successful the Accredited Employer Work Visa system has been, one year into its implementation.

hrough the accreditation of employers, the Accredited Employer Work Visa (AEWV) system seeks to mitigate risks associated with migrant exploitation and promote fair employment practices. Now, more than a year into its implementation, the critical question arises: have the policy developers successfully achieved their intended goals? According to Immigration New Zealand (INZ), as of 9 October 2023: • 29,295 employers obtained accreditation • 90,662 AEWV applications have been approved • 1,157 post-accreditation checks have been undertaken, and an additional 1,345 are under way • 81 employers have had their accreditation revoked, and 24 have had their accreditation suspended.

checks have been completed. This means that less than 4 per cent of verifications have been carried out since the policies were implemented in May 2022. With the meagre percentage of verifications being made under the AEWV system, its integrity has been called into question. DECELERATION OF PROCESSING JOB CHECK APPLICATIONS

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Currently, most job checks are taking more than 5–6 weeks for processing

INTEGRITY OF THE AEWV SYSTEM

he AEWV scheme is supposed to make it easier for employers in New Zealand to hire skilled migrants where genuine skills or labour shortages exist. However, the reality is that all employers are required to go through several verification steps before they are able to employ a skilled migrant, including obtaining accreditation, advertising the role, if required, and applying for a job check.

NZ has stated it aims to carry out about 15 per cent of post-accreditation checks. However, as of 9 October 2023, only 1,157 post-accreditation

While the processing timeframe for a job check application is about 10 working days, many employers have experienced substantial delays in job check

applications since August 2023. Currently, most job checks are taking more than five-to-six weeks to process, and the processing timeframe information has now been removed from INZ’s website.

Job check applications should be for roles where there are current vacancies.

urthermore, INZ recently confirmed that job check applications should be for roles where there are current vacancies. It means employers are not allowed to apply for additional job tokens for future possible work, even though hiring needs are foreseeable. The complicated process, along with exceptionally long processing times, has created significant obstacles for employers trying to navigate the AEWV system and hire skilled migrant workers to meet their needs. Subsequently, this has led to many businesses experiencing financial difficulty and other consequences as a result of not being able to be adequately staffed. MIGRANT WORKERS ARE WRONGLY PENALISED

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he AEWV is also designed to reduce the risk of migrant exploitation and promote fair employment practices. To encourage accredited employers to treat migrants fairly and only recruit someone when they have a genuine labour need or skills gap to fill, INZ recently announced that accredited employers are no longer allowed to use 90-day

Moreover, when INZ places a non-compliant employer on the stand-down list, innocent migrant workers also face penalties because they cannot alter their employment or employer after submitting their AEWV application unless they withdraw their initial application and resubmit a new one. Even if a migrant worker manages to secure a new job offer from a compliant-accredited employer, no consideration is given to the worker’s personal circumstances, particularly when there is no fault of their own. This means migrant workers are unfairly penalised due to the inflexible and impractical nature of these policies. CONCLUSION

e all acknowledge that no policy will ever be perfect. While the new government has outlined various forthcoming immigration policies, a critical question remains as to whether the policymakers acknowledge

While the processing timeframe for a job check application is about 10 working days, many employers have experienced substantial delays in job check applications.

Vienna Tse is an Associate in the Cavell Leitch immigration team. She has a sound working knowledge of immigration law, regulations and policies. She has an extensive amount of experience in the employer accreditation scheme and excels at understanding her clients’ needs and developing practical immigration strategies and solutions. In particular, Vienna understands that immigration matters can be confusing and stressful; therefore, she listens to people’s needs, simplifies the process and delivers pragmatic advice.

Rabiah Khawaja is a Senior Associate in the immigration team and leads the immigration practice at Cavell Leitch. Before her career as a lawyer, Rabiah worked as an immigration officer with the Ministry of Business, Innovation and Employment for over six years. Before joining Cavell Leitch, Rabiah worked as an Associate and Senior Associate for a well-known migration law firm in Melbourne. Being of Pakistani descent, she is fluent in Urdu/Hindi and has a deep understanding of current and ongoing migration issues. She is passionate about social justice, human rights and refugee and asylum seeker issues.

SUMMER 2023/24 | HUMAN RESOURCES 19

Accredited employers are no longer allowed to use 90-day trial periods in employment agreements.

Those migrant workers whose current visas will expire soon suffer from a significant deceleration in the processing of job check applications. In the absence of valid job tokens, these workers have no choice but to leave New Zealand upon the expiration of their current visas. This uncertainty acts as a deterrent, discouraging skilled talents from considering New Zealand as an attractive destination.

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DOMAINS OF KNOWLEDGE

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Despite the new rule aimed at fostering fair treatment, the ongoing job check delays place migrant workers in precarious positions. Because migrant workers need their prospective employer to share a job token with them before they are able to fill out the online AEWV application form, this impractical design contributes to an unintended consequence, where migrant workers are not allowed to submit their AEWV application form until the job check application for their position is approved by INZ.

the fact that 91 per cent of organisations in New Zealand continue to face an acute labour shortage. What New Zealand employers genuinely desire and require is a streamlined approach that provides stable and consistent immigration policies. These policies could ultimately facilitate them to resolve the labour shortage and establish a smooth pathway for hiring skilled migrant workers in New Zealand.

LEADS

The lack of specific details about these substantial delays is causing significant disruptions for businesses that have aimed to hire migrants with meticulously planned recruitment timelines in accordance with INZ’s stipulated processing times for job checks.

trial periods in employment agreements when hiring migrant workers on AEWVs.

DIVERSITY, EQUITY AND INCLUSION

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People’s diverse experience drives change

To influence its senior leaders on diversity, equity and inclusion (DEI) initiatives, the People and Culture (P&C) team at Hīkina Whakatutuki Ministry of Business, Innovation and Employment (MBIE) sought first to understand and hear from its people.

Thanks to Diversity Works New Zealand for the repurposing of its full case study report.

BIE is the government’s lead business-facing agency, with over 6,000 employees, dedicated to shaping and delivering a strong economy for Aotearoa New Zealand. Its purpose, “to grow Aotearoa New Zealand for all”, is best supported by an organisation that reflects the diversity of the communities it serves. The P&C team recognised it was imperative to understand the experiences of the diverse communities it serves, before designing initiatives to improve those experiences. So it took a systematic approach to enabling its people to share their stories.

“We realised that whilst we celebrate our diversity of work and people, MBIE has a way to go towards genuine equity and inclusion,” says Head of Inclusion and Belonging, Sripriya Somasekhar. In 2018, the P&C team first mapped the employee experience, to understand what was working well and what the barriers were for its people. It then undertook a survey to better understand people’s perceptions of inclusion and diversity, and this reinforced that experiences were different for diverse communities. “As we further reviewed data relating to promotion,

gender and ethnic pay gaps and performance ratings, it was evident we needed to engage directly with our diverse communities. This was the inception of our People Experience (Px) mahi.”

“We mapped the employee journey through their experiences and then engaged across MBIE with those who wished to share their stories. We did this in culturally appropriate and accessible ways to ensure comfort and safety so our people could share their truths,” Sripriya says. Kaimahi (workers) who identified as part of the community were invited to share their experiences through workshops, drop-in sessions, a survey and one-on-one interviews. This allowed people to engage in a way that felt safe for them and fit their schedule.

Exploring these employees’ perspectives, cultural values, histories and individual experiences resulted in greater awareness of the discrimination and inequity many people face, from the environment, systems, processes and other people. Also, it helped the wider organisation gain an understanding of the

“The presentation to SLT was an opportunity for our communities to share their truth and join MBIE to bring the recommendations to life and create a more inclusive and equitable workplace,” says Steph. “By earning the trust of our diverse workforce and representing them accurately to SLT, and wider MBIE, we were able to influence the organisation to bring about change,” she says. The Px mahi has benefitted MBIE’s workplace culture from an individual to systemic level. The work triggered full systems reviews, including performance conversations, career and pay progression, induction training for new

MBIE was recognised by judges of the 2023 Diversity Awards NZ™ and named the Medium Large Organisation Winner in the Inclusive Workplace category. As the judges say, “MBIE has created an inclusive workplace for their people. The wide collaborative approach has created significant changes in the HR systems and practices.” MBIE has also recently been awarded the Simpson Grierson Impact Award (Program, Policy, Practice) at the 2023 New Zealand Rainbow Excellence Awards for their Rainbow Employee Experience project. “We’re shaping processes not just for MBIE but for all of Aotearoa,” says Sripriya. “Since our Px mahi we have seen a significant shift in who sits around the table to make these decisions and who’s involved in shaping policies, processes and systems and also whose voice is being heard.”

Tips from the P&C team on gaining influence from within 1. People want to be valued, respected and make a contribution through their mahi. 2. Partner with employees from diverse communities and engage with them in a human-centred, mana-enhancing way. 3. People need safe spaces and channels where they can share their experience and stories in the workplace. 4. Ensure their voices are listened to and heard and that workplace practices adapt and change to meet their needs. 5. Empower project teams to share their insights and recommendations with the senior management team. It shouldn’t just come from HR practitioners. 6. Publish successes! Let people know what has resulted from their insights and what benefits it has brought to the whole organisation.

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Topics covered in Px kōrero included stereotypes, discrimination and racism, experiences of the work environment and systems, and mental health.

After each Px engagement, the respective project team presented a report to the Senior Leadership Team (SLT). Each report covers the methodology used, key insights and themes, and recommendations.

“It is a powerful way to engage and work with people, hearing directly from them, overlaying data, and sharing this throughout the organisation has connected people and senior leaders that would not otherwise be there, it is our people that are influencing the change from the bottom up.”

DOMAINS OF KNOWLEDGE

Project teams of eight to 14 people from across the organisation, with a range of ages, tenures, tiers and roles, all with lived experience within the community of focus, were formed.

“Hearing from our people, we could understand diverse perspectives. Providing a platform for the kōrero meant the collective voice could be heard. This mahi is about influencing change through listening and understanding,” says Steph Weller, who led the Px mahi.

people, position description updates, a recruitment process review and changes to individual employment agreements.

SHAPES

Across five distinct projects, the mahi affected more than 40 per cent of the workforce. It explored the experiences of tangata whenua, Pasifika, Asian, Rainbow, and employees who identify as being neurodivergent and/or having medical, physical or mental illnesses, disabilities, impairments, conditions, or disorders, or those who are caregivers and support people.

experiences of its diverse communities, improving inclusion and collaboration.

PD SPOTLIGHT AMY CLARKE

22 HUMAN RESOURCES | SUMMER 2023/24

Demystifying professional accreditation: Chartered Member accreditation

In the second of our Demystifying Professional Accreditation series, we’ll focus on the Chartered Member accreditation, the next step in your career journey if you want to demonstrate your high level of professional HR capability.

RNZ’s Chartered Member accreditation is the accreditation for experienced HR professionals. Nick McKissack, HRNZ’s CEO and one of the assessors of our Chartered Membership applications, shares some tips and tricks for applicants, what the accreditation has helped do for experienced professionals, how the process has changed following the implementation of The Path, and what Chartered Membership represents for the future of HR.

WHO IS THIS ACCREDITATION FOR?

WHAT DO I NEED TO HAVE DONE IN MY CAREER SO FAR TO BE SUCCESSFUL IF I DO APPLY FOR EMERGING PROFESSIONAL ACCREDITATION?

• Diversity, Inclusion and Equity • Employment Relations • Change Management • Health, Safety and Wellbeing • Attraction, Recruitment and Selection • Remuneration and Rewards • Learning and Development • Employee Engagement and Experience.

imilar to the Emerging Professional criteria, The Path has been a massive undertaking over the past two years. It has involved hundreds of HR professionals, CEOs, board directors and a range of other experienced professionals who have helped us identify what great HR practice looks like, and the skills needed for tomorrow’s HR leaders. We took great care to map the criteria we used for the previous Chartered Membership accreditation to the new criteria, to ensure we had a consistent but updated approach, and could maintain the rigour and validity that HR professionals have come to expect from Chartered Members. WHAT ARE YOU LOOKING FOR WHEN ASSESSING AN APPLICATION FOR CHARTERED MEMBERSHIP?

e are looking for someone who is passionate about leading the way in HR, who holds themselves to high standards, who has a proven track record as a leader and influencer, and who understands the importance of bringing the rest of the profession along on the journey of bicultural HR practice. We want to see that blend of technical excellence, and someone who genuinely cares about bettering outcomes for people and the profession of HR. WHAT IF I’M UNSURE ABOUT THE CRITERIA NEEDED FOR CHARTERED MEMBERSHIP? MY EXPERIENCE MIGHT NOT QUITE HIT THE MARK IN ONE OR TWO OF THE CORE CAPABILITIES?

e’d really encourage you to think about preparing your application, which can help highlight those development areas. Our professional development courses and other offerings are all there to help you as you move along the path to Chartered Membership.

he most common things we hear from members on the other side of Chartered Membership assessment are that they wish they’d applied long before now. We have a wealth of senior professionals in our community who would be an asset to our Chartered cohort, but who perhaps aren’t sure of the time or commitment required to apply for Chartered Member accreditation. By having the experience and expertise, you’re already three-quarters of the way there. In the past, our accreditation process has really only been set up to recognise generalists, which has meant that senior specialist professionals have missed out on being recognised. The Path has changed this for us, and we can now give these experts the opportunity to validate their skills and expertise with Chartered Membership, too. WHAT DOES CHARTERED MEMBERSHIP GIVE YOU AND WHY SHOULD I APPLY?

ecoming a Chartered Member validates your professional capability as an HR practitioner, while demonstrating a commitment to continuing professional development and leadership across our HR community in Aotearoa New Zealand. It’s a recognition of the skills, effort and expertise you have shared with others as you’ve developed as a leader within your field. SUMMER 2023/24 | HUMAN RESOURCES 23

e assess against specific criteria, which include being able to demonstrate all core capabilities of The Path at a ‘Leads’ level minimum. You also need to have experience working in at least three Domains of Knowledge, one of which must be in:

DOMAINS OF KNOWLEDGE

Chartered Membership is aimed at experienced HR professionals who are committed to, and leading in, the profession. This accreditation is for senior professionals operating at a Leads level in alignment with The Path, the HRNZ capability framework that maps the different stages of an HR professional’s career. This can be as a generalist or someone in a specialist role. To be eligible for Chartered Membership, you also need to be a current member of HRNZ and be up to date with your continued professional development.

WHERE HAVE THESE CRITERIA COME FROM?

IN YOUR VIEW, WHAT ARE COMMON MISCONCEPTIONS ABOUT THE CHARTERED MEMBERSHIP?

DELIVERS

ccreditation is for everyone who is serious about pursuing HR as a career. The three main ideas behind accreditation are that professionals should follow an independent code of practice, meet a specified level of capability and undertake ongoing development to maintain that capability. We want every member of the HR community to embrace accreditation, starting at an emerging level and moving up to becoming chartered with experience.

Our Chartered Member Guide has more information on the application process and criteria.

DOMAINS OF KNOWLEDGE

SHAPES

HR SYSTEMS AND TECHNOLOGY BRIAN DONN

How data can empower HR professionals Brian Donn, Managing Director of Asia-Pacific & Japan, Ceridian, looks at how data and systems can become the ultimate superpower for HR professionals.

n today’s rapidly evolving business world, where decisions are increasingly informed by vast amounts of data, HR professionals have the unique opportunity to harness this information and leverage it as a superpower. Armed with insights and accurate information, they can persuasively guide senior leadership’s decisionmaking and be a significant factor in shaping the future of their organisation.

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DATA-DRIVEN INFLUENCE Data-driven insights can play a crucial role in informing intelligent business decisions and increasing influence with senior leadership. Instead of relying solely on intuitions or traditional methods, HR professionals can present data-backed arguments to strengthen their proposals, validate strategies and demonstrate the quantifiable impact of organisational initiatives. For instance, realising the prevalence of burnout across industries, HR can use a burnout indicator, powered by data, to help reduce employee burnout. With burnout costing Australian and New Zealand organisations an estimated $11 billion each year, such data-centric approaches can persuade senior leaders to allocate resources or change strategies.

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Data-driven insights can play a crucial role in informing intelligent business decisions and increasing influence with senior leadership.

ACCESSING QUALITY DATA WITH THE RIGHT TOOLS

or HR professionals to influence effectively, they need access to quality data. Thankfully, numerous tools and cloud-based platforms available to organisations today already leverage AIpowered tools to help boost efficiency and provide accurate insights. These tools can also serve as research assistants, helping HR professionals understand patterns, predict trends and generate actionable insights on their workforce. Additionally, with the evolution of AI tools, data governance becomes more manageable. AI can help create data governance policies, reducing risks associated with data mishandling. As a result, HR can spend more time applying these policies and ensuring the data they rely on is of high quality.

to both legal and ethical guidelines. Organisations like Ceridian, for example, focus on data models offered for private deployment to ensure data privacy. While experimentation with public models is fine if you are not using any customer or internal data, organisations should remember that using public data likely contributes to that model’s training. CONCLUSION

s organisations become more data driven, HR professionals must embrace this shift, leveraging data to influence and make informed decisions. By prioritising data privacy and using the right AIpowered tools, HR can position itself as a significant strategic player in organisational growth and direction. In essence, when used correctly, data becomes the ultimate superpower for HR professionals, granting them influence and foresight like never before.

ENSURING DATA PRIVACY

hile the power of data is undeniable, it comes with responsibilities. HR professionals manage sensitive employee information, which demands a high level of care. This requires a balancing act because while data and IT professionals might desire broad access to data, those in governance roles understand the need to limit it, ensuring it’s used ethically and respects privacy regulations. As a result, HR professionals must prioritise data governance, adhering

Brian Donn is the Managing Director of Asia-Pacific & Japan at Ceridian. With more than 20 years of market experience, Brian has held leadership positions across the Asia-Pacific region, including Oracle, Verint Systems Inc, KANA Software and Sword Group. At Ceridian, Brian is focused on empowering customers with the digital transformation of their people processes in a constantly changing world of work.

Features 26

What boards really want

Influencing small businesses

Influence: Grasping the intangible

Branch presidents: Showcasing their influence

SUMMER 2023/24 | HUMAN RESOURCES 25

LEADING THE HR FUNCTION KIRSTEN PATTERSON

26 HUMAN RESOURCES | SUMMER 2023/24

What boards really want

Kirsten Patterson (KP), Chief Executive of the Institute of Directors, shares her thoughts on how HR professionals can ‘step up their influence’. She believes when it comes to governance, a crucial part of that is understanding what boards are concerned about today.

’d like to share some of the critical issues that Institute of Directors (IoD) members have told us keep them awake at night. Not all of these are directly related back to areas in which HR has traditionally had a large responsibility, but with the expanding scope of people and culture teams, it is to your advantage to know what is being said at the top. Increasingly, expectations on directors – for example, to understand their organisation’s social licence to operate, to consider a broader range of stakeholders, and to develop

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If you want to step up your influence, you need to anticipate new questions, new responsibilities and new possibilities.

INSIGHTS FROM OUR DIRECTOR SENTIMENT SURVEY

he IoD’s annual Director Sentiment Survey takes the pulse of New Zealand’s governance community to identify the issues and challenges that matter most to our members. It provides highlevel views sourced from around 1,000 directors across a range of sectors. These people represent both commercial and not-forprofit boards. In our 2022 survey, “labour quality and capability” was – hands down – the single biggest factor cited as a potential risk to the New Zealand economy. Directors were concerned that they would not be able to find, or to retain, the people they needed to keep their organisations running smoothly.

So what might people and culture teams offer to help boards navigate a tight labour market? Research has shown that values and beliefs increasingly influence how and where people shop, where they invest, and who they work for. Above all, employees want to feel like they are contributing to something meaningful.

Above all, employees want to feel like they are contributing to something meaningful.

Determining purpose is the first ‘pillar’ of the IoD’s Four Pillars of Governance Best Practice. If your eyes and ears on the ground suggest that this purpose is not well understood by management and staff, or it is understood differently in different teams, you need to share this with the Board. CHECK YOUR COMMUNICATION SKILLS

n aspect of the contemporary HR environment that is increasingly important is communication skills. Since we are talking about “stepping up your

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Don’t assume your board is full of HR experts.

Don’t assume your board is full of HR experts. Directors bring expertise to a board but they are also generalists who have to make decisions across many areas. That means you need to share data and ideas in a way that a non-HR expert can understand. Make sure you tell a story that demonstrates the relevance of the information you share. This is increasingly relevant around climate action, a topic on which boards are beginning to focus significant attention and on which they are interested in the ideas and feelings of staff. In the 2022 Director Sentiment Survey, when we asked board members to choose up to three future trends that they were currently paying attention to, the top two factors were talent and climate change.

SUMMER 2023/24 | HUMAN RESOURCES 27

The third most cited factor was “immigration policy”, which directors perceived as having a huge influence on their ability to secure “labour quality and capability”. So boards have talent and people slap bang in their sights, and 87 per cent of directors are reporting their boards are having strategic discussions on talent.

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influence” in a governance context, that means communicating upwards. I’d like to share an observation I have from my time serving on, and reporting to, boards.

DOMAINS OF KNOWLEDGE

Organisations with a clear purpose are more likely to attract and retain scarce talent and capability. You can help by providing a sound business case for the Board to clarify your organisational purpose (if they haven’t already). Then people and culture teams have the ability to affect how that purpose is shared and understood throughout the organisation.

LEADS

effective climate strategies – have implications for HR professionals. So if you want to step up your influence, you need to anticipate new questions, new responsibilities and new possibilities. And, perhaps, be prepared to take the lead.

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People and culture has a great deal of influence when it comes to how an organisation approaches the climate challenge. It is worth reflecting on what your team is doing to lead climate action in your organisation. A first step may simply be establishing the role of HR in climate leadership. There may also be scope to consider how remuneration and incentivisation can assist the organisation in reaching climate goals, or if you need to bring on new people with different skills to deliver the Board’s climate priorities. A quick note on climate change: the IoD’s Chapter Zero New Zealand is the local branch of a global initiative to help directors make good climate governance decisions. While the information – available free at chapterzero. nz – is targeted at directors, it will be relevant and of interest to HR professionals. It is worth taking a look.

SHARED VALUE

very year the IoD identifies five issues it considers should be top of directors’ minds. Our ‘top five’ do not aim to be comprehensive but, rather, are intended to help directors add value to their organisations by thinking over the horizon, anticipating developments and supporting management to be responsive to the changing operating environment. This list gives directors and their boards a sense of where potential opportunities and future strategic challenges may arise. Considering these issues will help to minimise surprises, support good decision-making and help boards and management prepare for the future (in ways that can be anticipated now). One of our top five for 2023 is ‘shared value’, the idea of shifting our thinking from

organisations to people; from profit to shared value; from ‘me’ to ‘we’. Shared value is a concept that encompasses many areas the HR professionals will be aware of. It includes pay and conditions, with a focus on attracting and retaining good staff. It includes health, safety and wellbeing. It includes sustainability and associated issues around gender equity, diversity and inclusion. Boards will likely discuss a couple of things in the context of shared value. First, they will want to ascertain how the organisation’s strategy impacts on stakeholders, including management and staff. Again, does the business strategy support the HR team to retain and attract staff, for example? Is the overall strategy up to date, by which I mean aligned with the other strategic initiatives you have introduced

as a board? The HR team’s role in this is to ensure that the Board has enough information to make good decisions. It is about communication, again.

Boards need to ask this, and HR teams need to answer, to ensure risks and opportunities in this area are managed effectively.

KEEPING THE LIGHTS ON

ur 2023 Director Sentiment Survey is currently being analysed, but one early trend

So when seeking to ‘step up your influence’, remember to tie your recommendations and the stories you weave around data to financial impacts, where possible. Directors have a duty to act in the best interests of an organisation, and there can sometimes be tension between long-term goals and shortterm needs. A people and culture team that can explain the positive social and cultural aspects of a shared value approach, for example, with reference to morale and profitability is talking the language a board speaks, a language in which sustainability is both a longterm goal and a short-term business imperative. And that is worth its weight in gold.

DOMAINS OF KNOWLEDGE

An important recommendation from our Top Five Issues for Directors in 2023 was this: “Prepare a new people strategy that acknowledges the nature of the post-pandemic environment and more fully recognises employee contributions; makes an investment in talent; ensures diversity, equity and inclusion”.

The focus on talent remains acute, and long-term goals around climate change retain their potency, but for many directors short-term financial challenges exist that need to take immediate priority.

LEADS

A second question boards are increasingly asking is, are there gaps in our remuneration – gender and ethnicity pay gaps have been hot governance topics over the past few years – that may undermine our ability to attract and retain staff?

we are observing is boards are feeling the economic squeeze.

Kirsten Patterson, CMInstD, is a qualified lawyer and a Distinguished Fellow of the Human Resources Institute of New Zealand, Chair of the Global Network of Directors Institutes, Chair of the Brian Picot Ethical Leadership Advisory Board and previously Chair of the Wellington Homeless Women’s Trust. With extensive governance and leadership experience, she is actively involved in community initiatives.

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Transfer membership when staff members leave or change roles Discounted bulk rate All staff get access to the Human Resources magazine and HRNZ Member discounts for HR101 and HR Foundations courses ($200 - $400 pp.) For more information please contact Louise Joe via email Louise.Joe@hrnz.org.nz

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SUMMER 2023/24 | HUMAN RESOURCES 29

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EMPLOYMENT RELATIONS

30 HUMAN RESOURCES | SUMMER 2023/24

Influencing small businesses

The power to shape opinions, drive change and establish great relationships is just as essential for HR professionals working with small-sized businesses as it is for large organisations. Editor Kathy Catton explores how HR consultants can leverage their influence to guide and empower these businesses.

lthough no official definition exists of a small business in Aotearoa New Zealand, businesses with fewer than 20 employees have traditionally been used and referred to in some legislation. According to Ministry of Business, Innovation & Employment, New Zealand’s small businesses comprise 97 per cent of the total businesses in Aotearoa New Zealand (2022). If we break that down further, that’s a little under 700,000 employees working in companies with fewer than 20 employees. So how do we reach these people and ensure, from

an HR perspective, they are contributing safely, ethically and wholesomely to their organisations? One of the core competencies to make a difference is influence.

mall businesses want practical, inexpensive ways to reach their goals. So, for HR matters, they don’t need working parties and committees. They need quick, accurate and timely advice. Mike Johnson, Director at Essential HR, based in Canterbury, has been working to provide HR advice and guidance to small businesses since 2006, and understands the unique environment of managing people in small businesses.

It’s essential that HR professionals demonstrate expertise in all aspects of HR management. Staying up to date with industry trends and understanding legislation, regulations and best practices are vital for the toolkit. Supporting small businesses from an HR perspective makes it a truly generalist role.

ffective communication is one of the essential skills for influencing any client and stakeholder. As an HR consultant, your ability to articulate ideas, goals and strategies clearly and concisely will enhance your influence. Tailoring your communication style to the audience, whether directors or shop-floor staff, is crucial to effectively conveying your message.

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It’s a bit like writing a cover letter for your CV – you have to persuade them to consider what you want to say, so it’s got to be interesting!

“Communicating with small business owners is hugely challenging because they are all so busy doing a range of different tasks,” says Mike. “You have to be concise and get the timing right. I try and communicate critical things

ecause every small business is unique in its operations, in the values of its owner and in the personal complexities of its few staff, advice and guidance need to be tailored. That means staying flexible and adaptable in your approach and considering the owner’s values and objectives (often not clarified in writing) alongside their budgetary constraints and resource limitations. “It’s primarily about helping business owners realise we are on their side,” says Mike. “Although we may not give the advice they want, any advice is given for their own protection and benefit in the long run.” “I find I am often trying to get business owners to understand the benefits of working with their employee – often, the HR problems they identify turn out to be communication issues. When we can identify what the employer really needs and link it to the employee’s thinking we are halfway to resolution. I have had a series of issues where the employee has simply

TOP TIPS TO INFLUENCE IN SMALL BUSINESSES 1. Build your credibility by building relationships and demonstrating your knowledge. 2. Upskill in all matters ER-related. 3. Get a good understanding of the business’s numbers, so you can influence from the point of data. 4. Share real-life examples with managers of how other companies have successfully dealt with similar issues. 5. Build trust through empathy and active listening. 6. Support and encourage the leader’s own development through coaching and other professional development. 7. Use your networks for your support and growth and to better serve your clients.

SUMMER 2023/24 | HUMAN RESOURCES 31

“Mostly, small business owners need guidance as to when they need you – and mostly they think they can manage more than they can, because they don’t know what they don’t know,” says Mike. “I long to get involved in their strategic planning, but usually they do this at home. So I try and get them to bounce ideas off me before they say anything – once a manager has told an employee they are going to disestablish a role, it is very difficult to create a fair consultative process!”

ONE SIZE DOES NOT FIT ALL

DOMAINS OF KNOWLEDGE

CREDIBILITY IS THE FIRST STEP

TAILORED COMMUNICATION

in a short update with short, relevant examples of how action will help. But I still have to hope they make time to look at the update. It’s a bit like writing a cover letter for your CV – you have to persuade them to consider what you want to say, so it’s got to be interesting!”

LEADS

At its core, influence is the ability to spark change or action in others by effectively communicating ideas, inspiring confidence and establishing credibility. When applied to HR consultants working in the small-business space, this means supporting businesses towards achieving their goals, fostering growth and optimising their workforce.

“A crucial way to show your influence is to develop a deep understanding of the unique challenges faced by each small business. Actively listening and engaging with clients, asking thoughtful questions, explaining how it relates to the way they run their business and providing transparent and accurate information (like legal references) will help build trust and credibility over time,” says Mike.

resigned once the situation was fully explained. No aggro, no PG and a quick process,” says Mike.

“

I have had a series of issues where the employee has simply resigned once the situation was fully explained. No aggro, no PG and a quick process.

AGENT OF CHANGE

o more so is your influence required than when supporting businesses through periods of change, whether that be restructures, mergers or shifts in business strategy. Auckland Business Chamber offers support to small businesses on all aspects of change. It provides a Members’ Lounge, where business owners can access templates, checklists and other resources. “All our resources are designed to streamline processes, as we know time is often of the essence with small businesses,” says Josh Beddell, Advocacy Officer at Auckland Business Chamber. “Often it’s about providing highquality support that is both timely and cost-effective, as legal assistance is not always financially viable.” RECRUITING AND PERFORMANCE MANAGING

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roadly speaking, recruitment and performance management are the two areas that take up most of an HR consultant’s time in small businesses. “You’d be amazed how often we receive distressed calls from business owners wanting to sack a staff member instantly,” says Mike. “Something has gone wrong, and they don’t have the time to run formal processes and the cost of two weeks’ pay can be significant. Issues are usually many and overlapping and take time to work through.” Josh agrees, saying, “It’s often about emphasising with small business owners the importance of strategic hiring from the beginning, and helping them find the best-fit employees who align

GROW YOUR ROLE

Although working as an HR consultant in small businesses can be challenging, it also provides huge exposure to many diverse businesses. Great job satisfaction is had from seeing happy clients who have built a strong relationship with you and trust your advice. “I have a range of clients who say things like they just want to talk to me and are happy to pay,” says Mike. “It’s so easy to make a difference for others – and that motivates me more than I can say. Plus, I know that staff working for me have found the breadth of experience and learning in business that they have gained is enormous.”

Mike Johnson, Director at Essential HR

DOMAINS OF KNOWLEDGE

Check out the range of professional development courses available from HRNZ, as well as webinars and mentor opportunities provided. HRNZ also provides a Knowledge Hub (eLearning platform) based on the Capability Framework.

By encouraging employers to invest in their own and their employees’ professional development, implementing performance management systems, and facilitating regular feedback and coaching sessions, HR professionals can foster a learning culture that drives organisational growth and leads to a more invested and motivated workforce.

LEADS

Operating in a small business environment provides HR professionals with the opportunity to gain exposure to a range of domains of knowledge, as detailed in The Path, HRNZ’s new Capability Framework. As Jessica Yardley from Essential HR says, “I don’t think that I would have had even nearly as much exposure or transferable experience working for the last four years anywhere else!”

with their culture and values.”

Jessica Yardley, Essential HR

Read back issues of

Human Resources online at:

hrnz.org.nz/news/hr-magazine SUMMER 2023/24 | HUMAN RESOURCES 33

LEADING THE HR FUNCTION

Influence: Grasping the intangible

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Laura Warren, People and Culture Director at Te Pūkenga, shares her personal insights into influencing and provides pointers on how HR professionals can ‘do’ influence well.

interviewed someone recently for a role in HR and asked them a question about influence; trying to understand their approach to influencing colleagues and senior stakeholders. Their response was to turn the question around. They spoke about how they don’t like using the term ‘influence’ and prefer to focus on collaboration and partnership to achieve shared outcomes. Although they didn’t say it quite this way, they were rejecting the idea of influence because it infers one person exerting power over the other.

“

Yes, our words and actions can influence others, but deeper than that I think in HR we can have real influence through the way we make others feel.

“

To me, influence is about change and about the effect we have on others.

So, what is influence and how do we ‘do’ it? It’s something I imagine most of us would struggle to describe because it’s so wrapped up in other aspects of our HR practice and personalities, from our style of communicating to how we live our values and how we show up day after day. Maya Angelou’s famous quote, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel”,

Let’s break this down a bit and work through ways that our practice can have a positive influence on the way people feel. FEELING CONFIDENT

hether it’s coaching someone to tackle a tough conversation, work through a challenging situation or to take on a new leadership or development opportunity, instilling confidence in others is a crucial aspect of our influence in HR. Through being prepared, communicating clearly, being calm and collected, and acknowledging when we don’t know something, we leave people feeling confident in our abilities and experience. When we are positive, honest and

SUMMER 2023/24 | HUMAN RESOURCES 35

This had me reflecting on what ‘influence’ really means in an HR context. Is it about power? I don’t think so. To me, influence is about change and about the effect we have on others. Influence can be positive and uplifting. We are often unaware of the influence we have over others, and it happens without us knowing it. Yes, occasions occur in HR when we need to be more active in influencing others, whether it be towards or away from a particular decision, position or outcome. However, I’d say the ability to positively influence others is one of the most powerful tools we have in our HR toolbox.

DOMAINS OF KNOWLEDGE

How many times have you walked into a room and someone has said, “Thank goodness you’re here, you’ll know what to do”, or said to you, “I’m so pleased you got involved in this situation; we wouldn’t have succeeded without you”? Hopefully, a lot! And I’d argue that it’s not always because of what you know, or because you hold a particular delegation to make decisions or have necessarily been successful in solving the problem at hand previously. I’d argue that you’ve heard people say those types of things because you instil confidence and calmness in others, and add value to situations because of how you are not because of what you know. It comes down to how you make others feel.

LEADS

resonates for me when I reflect on what influence is in the HR space. Yes, our words and actions can influence others, but deeper than that I think in HR we can have real influence through the way we make others feel.

encouraging we enable others to feel confident in themselves. When people trust us and have confidence in what we are telling them, or the direction we’re guiding them towards, our ability to influence is high. FEELING SAFE AND SUPPORTED

e have the privilege in HR of hearing a lot of private and confidential information, and supporting people through some of the toughest times in their lives. Our influence over the space and process of those situations can have a profound effect on how those situations can play out and the trust people have in us. Calmness, respect, empathy and kindness all contribute to this. FEELING VALUED AND ACKNOWLEDGED

he space we create as HR practitioners, as well as the language and approaches we use, can ensure people feel valued and acknowledged. This includes welcoming people as they are, lifting them up and acknowledging their strengths, efforts and unique characteristics. This all influences how someone feels. So how do we do this? How do we show up as HR professionals and have a positive influence in these ways? For me, reflecting on my success and the way I’ve influenced others, a few important aspects are involved. BEING AUTHENTIC

36 HUMAN RESOURCES | SUMMER 2023/24

t might seem cliché, but being authentically yourself is foundational in successful relationship building and influencing. That doesn’t mean you have to tell everyone everything about yourself, but it does mean that what you do share needs to be real. If you are consistently yourself in your interactions with others, then people know what to expect from you, and that builds trust and confidence in you as a person and practitioner. It builds genuine connection and a strong foundation for a relationship

that can endure when things are going well and when conflict or challenges occur.

BEING CONSISTENT

elated to being authentic is the importance of being consistent. Consistency leads to reliability and trust. When people feel they can rely on you, they’re more likely to take your advice, follow your lead, or respond to your requests. For me, the foundation of this is to do the little things well. Show up on time, be prepared and do what you say you’ll do. This is also about behaving the same no matter who you’re interacting with. It shouldn’t matter if it’s the chief executive, the senior manager or the frontline worker; being authentic and consistent in how we behave is important. PAYING ATTENTION

ay attention to others as well as yourself. What is the other person telling you (intentionally and unintentionally) about what they like and don’t like, need and don’t need? Use that to inform when, how and why you engage with them.

Self-care is essential for us as HR practitioners. While being our authentic selves takes less energy than trying to be someone we aren’t, our work serving others demands a lot from us. Learning the signals your body gives you when your tank is running low is important, and ensuring you’re doing something every day to replenish your energy and wairua (spirit) is essential for us to show up each day and keep giving to others. When I’ve not allowed myself time and space to replenish my energy, I’ve had situations where I’ve cut corners and been too forceful in my attempts to influence or I’ve been left without enough energy to lean into particular challenges. Both situations can end with less than satisfactory outcomes for all involved.

“

Stepping into the mindset of co-owning the problems with the business and not for the business will lead to greater understanding, influence and success.

Only focusing on the ‘HR’ part of a problem or situation can hinder our ability to influence. As HR practitioners, it’s vital for us to get to know the business we’re in, understand our clients and what drives them, and how our HR work fits into the bigger picture. When I think of situations where I’ve struggled to connect or reach the outcome I thought was best, it was because I was missing the bigger picture or what was most important to the business or person I was engaging with. Stepping into the mindset of co-owning the problems with the business and not for the business will lead to greater understanding, influence and success.

Laura Warren is a leader in the HR profession in Aotearoa New Zealand. She is known for her pragmatic, authentic and engaging approach and for the positive effect she has on all who meet her. She is energetic, enthusiastic and a great supporter of all HR professionals. As a Pounuku Tangata (Regional People and Culture Director) at Te Pūkenga she contributes to best-practice, peoplefocused strategies and workplace culture. At the 2023 HRNZ Awards she won the Leadership Award and was named HR Person of the Year.

SUMMER 2023/24 | HUMAN RESOURCES 37

Equally, reflect on how the person makes you feel. Is it an easy relationship or one that requires more work from you? Do you look forward to your interactions with them or roll your eyes when you see their name on an email or on caller ID? Try to unpick why that might be and use those reflections to enhance the relationship. If it’s not an easy relationship, then working out what might need to change to make it easier for you is worth it.

his wouldn’t be a complete practitioner’s guide if I didn’t share the challenges I’ve experienced in influencing others or outcomes.

DOMAINS OF KNOWLEDGE

LEADS

I’m unashamedly myself in all of my interactions. Yes, I might turn some parts of my personality up or down depending on the situation, or the person I’m dealing with, but I’m always myself. I also like to think this creates a safe space for others to be themselves around me, which breeds trust, openness and psychological safety.

WHAT CAN HINDER OUR ABILITY TO INFLUENCE?

LEADING THE HR FUNCTION

Branch presidents: Showcasing their influence Kathy Catton, Human Resources magazine editor, asks HRNZ’s branch presidents how they influence their committee, their community and their workplaces. Here she summarises their responses.

s HR professionals, many of us can relate to the challenge of carrying out our objectives and responsibilities without holding any official direct authority over individuals or departments. We can’t tell someone to do something or insist on a particular modus operandi. There’s no “my way or the highway”. So, to excel in our roles, it is crucial for HR professionals to learn the subtle yet powerful art of influencing. This is something HRNZ’s branch presidents are practising on a daily basis. I asked nine branch presidents how they use their position to drive change and impact the committee and community they serve. And I asked them to share their practical tips and suggestions on influencing. Their responses can be framed into seven common areas. BUILD RELATIONSHIPS

38 HUMAN RESOURCES | SUMMER 2023/24

irst and foremost, strong relationships are vital for any HR professional to make a lasting impact within their organisation.

Thank you to the HRNZ Branch Presidents who kindly gave their time and thoughts to help create this article.

As Kelly Wealleans, Canterbury Branch President says, “You need to start to build trust and really connect with your leaders and other teams in the business.” Kelly suggests doing this by offering to chair or sit in on operational meetings with managers. “Influencing is easy when you can connect closely and help others through their journey in the organisation.”

Kelly Wealleans, Canterbury Branch President

Kelly also advises other HR professionals to consider their own personal brand and how they want to be seen. “To influence well, your brand should foster trust, respect and inclusivity,” says Kelly. “You need to create a solid sounding board where leaders can depend on you.” BECOME A TRUSTED ADVISER

any branch presidents agree with Kelly, saying the essential element to credibility is being a trusted adviser. That involves developing a deep understanding of the organisation’s strategic goals and ensuring the HR strategies are aligned with those. “I’ve been in many roles where I haven’t had the authority or even staff reporting to me, but I feel just stepping up to take the lead in different areas where you see a need, backed by a trusting working relationship, works well,” says Felicity Hislop, Wellington Branch President. “I think sometimes people end up assuming you have some authority because of the leadership role you play when you put yourself forward!” Teamwork, collaboration and transparency were all solid elements for the branch presidents in becoming trusted advisers. SHOWCASE YOUR EXPERTISE

t comes with the territory that many branch presidents are also subject-matter experts.

LEADS

Kerry Tattersall, Hawke’s Bay Branch President

Sarah Morton-Johnson, Waikato Branch President

No more so than the Academic Branch, led by Deepika Jindal. This virtual branch is made up of the HR academic community in Aotearoa New Zealand and aims to uplift the quality of HRM education and research at the national level.

and being approachable. As Kerry Tattersall, Hawke’s Bay Branch President, says it’s important to be “prepared to flex into the most appropriate communication style dependent on who you are talking to”.

All set annual goals and hold regular meetings to discuss critical decisions.

“We hold webinars, regularly contribute to Human Resources magazine and run an annual member survey,” says Deepika. “We also run an annual inperson symposium of Academic Branch committee members, which is a great opportunity to collaborate on teaching and research and also strengthen our connections with each other.”

LEAD BY EXAMPLE nfluencing without direct authority also requires leading by example. All the branch presidents spoke of the importance of ‘showing up’ and demonstrating integrity, empathy and accountability in their interactions in order to inspire others to follow suit.

Felicity Hislop, Wellington Branch President

Grant O’Kane, Otago Branch President

EFFECTIVE COMMUNICATION

EMBRACE DATA

rendon Jull, Taranaki Branch President, believes in the power of providing several options for consideration when influencing others. “I back them up with consequences and precedent, as well as data and facts,” says Brendon. As Kerry also summarises, “If you’re trying to influence someone with a strength in numbers, make sure

Katie Hirst, Northland Branch President

SUMMER 2023/24 | HUMAN RESOURCES 39

common theme for branch presidents when influencing is the need for clear and concise communication. Many speak of using open-ended questions to seek opinions

“I see my role as bringing people together and encouraging them to share their passions and expertise, which in turn inspires and initiates changes at an individual and workplace level,” says Sarah Morton-Johnson, Waikato Branch President.

“I set the tone, test the pulse, remain focused on the end result and offer consistency in my approach as well as a structured approach to meetings with energy,” says Tara Fisher, Auckland Branch President. “I ensure all have a voice and feel encouraged to contribute.”

DOMAINS OF KNOWLEDGE

Deepika Jindal, Academic Branch President

SOUND BITES ON INFLUENCING, FROM OUR BRANCH PRESIDENTS

“Authenticity, transparency and thoughtfulness are key.” Deepika Jindal Tara Fisher, Auckland Branch President

you use numbers, facts, data and statistics in your kōrero.” The Academic Branch is also strong in this area, providing evidence-based insights to support HR professionals. This data-driven approach adds credibility, making it more likely for managers and stakeholders to accept and act upon HR proposals. SEEK COLLABORATIVE OPPORTUNITIES

nfluencing without authority often thrives in collaborative environments. HRNZ branches are no different, it appears. All branch presidents talk of working with a range of teams and organisations when organising events for members.

40 HUMAN RESOURCES | SUMMER 2023/24

“We think a lot about the unique needs of our community and do a lot of networking,” says Katie Hirst, Branch President of the Northland Branch. “We try to maintain connections and offer opportunities for connection and engagement.” Grant O’Kane, Otago Branch President, also seeks to offer events and speakers who appeal to not only HRNZ members but the wider business sector. “Over time the relationship between the Otago Branch and local businesses has become mutually beneficial and as Branch President, I continue to build and improve those relationships,” he says.

Brendon Jull, Taranaki Branch President

FINAL WORDS

arah Morton-Johnson sums up her and her fellow branch presidents’ thoughts on influencing by saying, “It’s all about having authentic relationships, being an opinion sharer and truth-teller (even when the message is not popular). The key is turning up regularly, being available, looking, asking and listening for feedback and being prepared to experiment to meet the needs of those you are serving.” One final observation from this group of branch presidents is the enormous sense of pride individuals gain from belonging to their branch. For example, Kerry Tattersall, says she was astounded by the creative solutions the Branch came up with when the cyclone devastated the Hawke’s Bay region in February 2023. “So many people lost their homes and yet, businesses had to continue for not only business as usual mahi but to be a part of the clean-up and rebuild of the region. Our HR professionals were the enablers of many of the creative solutions put in place to keep our region moving forward and most importantly, providing hope for our people. I am so proud to belong to the Hawke’s Bay HR community. It was such a terrible time, and yet in the face of adversity, we all mucked in, changed ways of working and more importantly, supported each other with even some laughter thrown in, too.”

“I want to have an influence by ensuring we are aligning our reasons for being on the Committee and creating a personalised and open approach for our members.” Kelly Wealleans

“We have a very strong desire for members to contact us with any ideas they might have.” Felicity Hislop

“The rule is we are all equal, and opinions are valid and worth listening to. Each member brings a different strength and links to different areas of the community we play to.” Grant O’Kane

“Our focus is not on the number of initiatives we run, but on the impact of what we deliver.” Deepika Jindal

“Get alongside the key players. Listen to their concerns and offer solutions. At the end of the day, HR is about solutions. In doing so, you are influencing in a positive manner.” Grant O’Kane

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DOMAINS OF KNOWLEDGE

LEADS

AIDAN STOATE

Dear Human Resources Our regular columnist, Aidan Stoate, CEO New Zealand at Inspire Group, shares his heartfelt insights into leading people.

42 HUMAN RESOURCES | SUMMER 2023/24

s a frequent pub quizzer, though sadly far less frequent winner, I’ve found myself recently reflecting on the power of knowledge and the benefit of sharing it for the greater good. Beyond the $50 bar tabs and reputational prestige of securing the coveted first place on the leaderboard, winning these quizzes provides a valuable reminder that successes are most often achieved when individual knowledge is leveraged for collective strength. The teams that most frequently prevail in these environments are diverse. They vary significantly in age, gender, ethnicity, nationality, lived experiences and areas of specialist knowledge. They regularly include at least one participant who instantly knows the day, month and year in which the All Blacks recorded their largest-ever win (with bonus points for correctly guessing the stadium in which it occurred). This is, more often than not, a successful recipe for defeating my modest group of four, who, despite offering adequate general knowledge, are disadvantaged by uniformity.

Organisations are no different. Their diversity is their strength. This strength is mobilised when individuals, teams and functions are effectively integrated to achieve outcomes that are greater than the sum of their parts. This sounds good in theory, and it sounds even more compelling when you consider the statistics in the context of organisational effectiveness. In a recent LinkedIn study, organisations in the top quartile for gender diversity were found to have a 25 per cent higher likelihood of financially outperforming their competition. Those in the top quartile for ethnic diversity were found to have a 36 per cent higher likelihood of financial outperformance. Diverse companies typically earn 2.5 times more cashflow per employee, while inclusive teams are over 35 per cent more productive. Commercial performance and productivity aside, diverse organisations are also more attractive to top talent and more likely to retain them. Considering the metrics, I suspect most of these organisations are attending (and winning) on a Tuesday evening at the Horse and Trap quiz in Mount Eden, too. So how do we convince our organisations of the importance of diversity? HR has a crucial role here: from the conception of diversity and inclusion strategies to the implementation of learning and development initiatives and working practices that ensure all teams communicate and collaborate in consistent and effective ways. These initiatives are not easily formulated or executed though. They require

patience, persistence and, of course, influence. We influence through stories. We influence through data. We influence through engagement. We influence through results. We influence in different ways that appeal to a broad and varied demographic, which is how we maintain (and grow) these diverse and productive workplaces. Much like a quiz team captain, HR’s role is to evaluate how and where to leverage diverse capabilities for the collective good of the group – and then celebrate the glory of the win (responsibly, of course).

Aidan Stoate is the New Zealand CEO of Inspire Group, an award-winning learning design consultancy that delivers worldclass solutions to organisations globally. Aidan has a passion for helping organisations improve their culture and performance through innovative learning and development interventions. As an ICF-accredited organisational coach, Aidan provides subject-matter expertise for the design and delivery of leadership programmes, while leading the Inspire Group New Zealand business across all projects and disciplines. Having led organisations and teams in the United Kingdom, South-East Asia, North America and Australasia, Aidan brings a nuanced perspective while promoting inclusive, engaging and contextualised solutions that drive genuine behaviour change and strategic benefits.

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Which accreditation is right for you Early career HR professionals - HRNZ's new Emerging Professional Member accreditation is the ideal accreditation for you right now. It signals to employers and your colleagues that you are committed to pursuing HR as a career. For more information and how to apply, please visit hrnz.org.nz/professional-accreditation/emerging-professional. Experienced HR professionals - gain the recognition you deserve for your competency and professionalism with Chartered Membership accreditation. Chartered Members are the champions of the HR profession in New Zealand. Download the Chartered Membership information booklet and for more information please visit hrnz.org.nz/professional-accreditation

Recently Accredited Members Emerging Professional Members 2023 Emily Atkinson

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Auckland

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Canterbury

27 September

Jessica Yardley

Canterbury

3 October

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Waikato

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Auckland

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Jacinda Mark

Auckland

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Domains of Knowledge HR Administration Policy and Process Design Diversity, Equity and Inclusion Analytics and Data Science Attraction, Recruitment and Selection Employment Relations Industrial Relations Change Management Health, Safety and Wellbeing Renumeration and Rewards Learning and Development Employee Engagement and Experience Workforce Planning HR Systems and Technology Payroll Management Leading the HR function Organisational Development

Human Resources - Summer 2023 (Volume 28 No 4) Step up your influence

Articles inside

Dear Human Resources

Branch presidents: Showcasing their influence

Influence: Grasping the intangible

Influencing small businesses

What boards really want

How data can empower HR professionals

Demystifying professsional accreditation: Chartered Member Accreditation

People’s diverse experience drives change

Accredited Employer regime: Success for New Zealand employers?

Getting the basics right: Recruitment

Eleven ways for HR to influence on sustainability

The road to HRNZ accreditation

Books and podcasts to inform and inspire

Quick reads

TOP OF MIND Nick McKissack

From the editor