SHOWGUIDE 2016
HUMAN RESOURCES DIRECTOR HCAMAG.COM ISSUE 14.3
INNOVATIVE HR The teams leading change in HR
RETENTION SPECIAL REPORT From culture to perks: Your essential guide
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ONE ON ONE Global HR powerhouse IBM’s Diane Gherson
CEO PRIORITIES What’s keeping your CEO up at night?
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EDITORIAL www.hcamag.com MARCH 2O16 EDITORIAL
SALES & MARKETING
Editor Iain Hopkins
Marketing & Communications Manager Lisa Narroway
Journalists Victoria Bruce Nicola Middlemiss Production Editor Roslyn Meredith
ART & PRODUCTION
Business Development Managers James Francis Steven McDonald Lisa Tyras
CORPORATE
Design Manager Daniel Williams
Chief Executive Officer Mike Shipley
Designers Marla Morelos Loiza Caguiat
Chief Operating Officer George Walmsley
Traffic Coordinator Lou Gonzales
Managing Director Justin Kennedy Chief Information Officer Colin Chan Human Resources Manager Julia Bookallil
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Challenging the status quo IN 2011, one of North America’s leading private business schools (Babson College) predicted that by 2021 40% of existing Fortune 500 companies would no longer exist. Also in 2011, global business consultants Innosight noted the average lifespan of an S&P 500 company had decreased from 67 years in the 1920s to 15 years today, and predicted that at the current churn rate 75% of companies on the S&P 500 would be replaced by 2027. Closer to home, David Thodey, former CEO of Telstra, has spoken of industry insiders telling him bluntly that his business model was ‘dead’. Outdated hierarchical structures better suited to a previous era, the rapid rise of technology in the business world, and how people want to live and work are all having an impact on business longevity. HRD’s inaugural ‘Innovative HR Teams’ list, featured in this issue, highlights just how critical it’s become to challenge the status quo. These teams are not just embracing technology (although that’s a major
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The average lifespan of an S&P 500 company has decreased from 67 years in the 1920s to 15 years today component); they are challenging both their business practices and their own HR operations. The critical question they are constantly asking is ‘why?’ Why are we doing what we’ve always done? When it’s thought of in those admittedly simple terms, innovation is not such a scary prospect. Indeed, there’s a misconception that innovation must be about ‘big steps’ or significant changes. It isn’t. It can be incremental, small steps. It can be a change to a process or policy. Most importantly, it can come from anywhere. The bulk of the organisations on this list involve their employees – in fact, they rely on them to constantly feed through great ideas. Who better to come up with a better way of doing things than someone on the front line? No one else knows their role better. It’s easier said than done, but the lesson is clear: Don’t let the grass grow under your feet – either in life or in business.
Iain Hopkins, editor
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MARCH 2O16
CONNECT WITH US Got a story, suggestion or just want to find out some more information? HRDirector_au
CONTENTS
+Hcamag HumanResourcesDirector
UPFRONT 01 Editorial
FEATURES
45
NATIONAL HR SUMMIT SHOWGUIDE
16
Everything you need to know about the HR industry’s premier event
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FOLLOWING A PASSION
Unions have a radical proposal for casual worker rights. How are employers responding?
08 Employment law update
What do HR professionals need to know about workplace law changes in 2016?
14 Head to head
Is it time for HR to rethink how it delivers its services to business?
FEATURES
ALL ABOUT EXPERIENCE
With a wide range of companies demanding more progressive forms of HR, Ben Whitter asks if a fresh focus on employee experience might provide the answer
FEATURES
56 Other life
Meet the CHRO who is giving something back to the community
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MEET THE KING OF CULTURE
Find out how Stan Slap has instilled his people-first ethos into organisations all over the world
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06 News analysis
PEOPLE
Diane Gherson, respected industry veteran and IBM’s most senior global HR leader, takes time out to chat to HRD about her enduring love of technology
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What’s on top of your CEO’s mind?
How can you avoid ‘digital culture shock’?
INNOVATIVE HR TEAMS
PEOPLE
04 The data
10 Technology update
COVER STORY
Innovative companies will invariably be leaders in their fields. See who made the grade in HRD’s inaugural Innovative HR Teams list
Countless ‘old guard’ businesses are failing – is a lack of innovation the reason?
HCAMAG.COM CHECK IT OUT ONLINE
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THE DATA
MARCH 2O16
2016 CEO PRIORITIES
WHAT ASPECTS OF TALENT STRATEGY ARE YOU CHANGING TO MAKE THE GREATEST IMPACT?
Talent priorities feature highly on the agenda for most CEOs in Australia, according to a new global survey. Do you know what’s keeping your CEO up at night? COMPANIES WILL need a new generation of entrepreneurs, engineers, mathematicians and technologists to harness technology and drive innovation. That’s a key finding of PwC’s 19th Annual Global CEO Survey. Two thirds of surveyed CEOs in Australia are concerned about the availability of key skills, and half are making changes to how they develop their leadership pipeline. According to PwC research, workplace culture and behaviour are key areas
where CEOs are placing their greatest focus, with more than two thirds making changes in this area of talent strategy. This is critical, as having the right culture within an organisation is required for developing businesses geared towards innovation and growth. In other talent-related matters, four in 10 CEOs in Australia are making changes to their diversity and inclusion strategies. HRD summarises the key talent findings here.
US
61%
65%
27%
Workplace culture and behaviour
82%
percentage of CEOs who believe business success in the 21st century will be defined by more than financial profile
49%
percentage of CEOs who list ‘skilled workforce’ as their top priority in the coming year
CUTTING OVERHEADS – AND HEADCOUNT
78%
percentage of CEOs who see more threats today than three years ago. Of those, 65% selected ‘availability of key skills’ as a key threat
8 out of 10
Pipeline of leaders
number of CEOs who acknowledge that top talent want to work for companies with social values that align with their own
Diversity & inclusion
CEO PLANS TO DECREASE HEADCOUNT OVER THE PAST THREE YEARS 50 41% 40
38%
30
20
There has been an increase in the number of CEOs looking to take overheads out of their business, with almost three quarters planning to implement a cost-reduction initiative in the next 12 months and more than 40% saying they plan to cut jobs in the coming 12 months.
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10
21%
20%
21%
12% 2014 (%)
2015 (%) Australia
2016 (%) Global
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Japan
48%
73%
37% INNOVATION & TALENT STRATEGIES
China
11%
40%
CEOs who agree that R&D and innovation generate the greatest ROI for engagement with customers and stakeholders:
31%
53% 53% 61% 24% 63%
Australia Global
41%
49%
67%
22%
RESTRUCTURING PLANS FOR 2016 More than half of CEOs plan to enter into a new strategic alliance or joint venture, and almost half plan to outsource a business process or function this year. Implement a cost-reduction initiative
2016
73%
2015
67%
53%
2015
39%
GOVERNMENT PRIORITIES Australian CEOs believe that innovation is the way to deliver a more sophisticated approach to measuring success and value for stakeholders. Government has a key role to play – and the top priorities for government as perceived by CEOs include: A stable and effective tax system 61%
Enter a new strategic alliance or joint venture
2016
55%
62%
Adequate physical and digital infrastructure 53%
Outsource a business process or function
2016
47%
2015
43%
A skilled workforce 49%
Global US China Australia Japan
KEY QUESTIONS TO ASK There are four key questions to ask about transforming technology, innovation and talent: Are your products and services keeping pace with the changing needs of customers?
1 2 3 4
How are you adopting new technology and innovating to deliver on the needs of customers? Do you have a change-capable organisation – one that is able to drive transformation? How are you building a portfolio of future transformation leaders that fits what is required for the next wave of change?
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UPFRONT
NEWS ANALYSIS
FROM CASUAL TO PERMANENT Employers and unions have gone head-to-head over the rights of casual workers EMPLOYERS COULD be forced to convert casual workers into permanent employees after six months of employment, if a national union plan aimed at stopping the casualisation of Australia’s workforce becomes legislation. Under the union proposal, Australia’s 2.2 million casual workers would be given the right
WORKFORCE BREAKDOWN According to the ABS and the journal Social Indicators Research, since 1984 casual employment in Australia has grown from 15% of the workforce to 25%. Similarly, fixed-term contractors have grown to make up 4% of the workforce. Add to this the explosion in ‘independent contractors’, who now make up 10% of workers – many technically working for themselves but in reality dependent on a single client – and the number of people in non-permanent jobs is about 40% of the workforce.
to sign on as permanent employees once they have worked “regularly” for the same employer for six months.
Seeking new rights for casuals The Fair Work Commission has received claims from several major unions, seeking new rights to be set in place across every industry, Fairfax Media reported. This sparked a new industrial relations battle that raged in March. The workplace tribunal has commenced a
employers would simply not allow contracts to run for more than six months, which would ultimately disadvantage employees,” former ACCI chief Kate Carnell said. “Casual employment is not the enemy; not having a job is the problem, and this is what will ultimately happen to thousands of casual workers if these claims succeed,” Carnell said. To cite just one industry example of the reliance on casual workers, it is estimated there are some 140,000 casual workers in the manufacturing industry who do not
“Casual employment is not the enemy; not having a job is the problem, and this is what will ultimately happen to thousands of casual workers if these claims succeed” Kate Carnell
Permanent employees 60% (6.7 million) Fixed-term employees 2% (274,000) Casuals 19% (2.2 million) Independent contractors 10% (1.1 million) Business operators 9% (1 million)
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series of public hearings on the issue as part of its review of pay and conditions in 122 modern awards covering most Australian workers. Employers have fought back and condemned the legal claims as “costly and thoughtless”, Fairfax reported. The change could put some 19,000 jobs at risk and drain $3.7bn from the national economy, warns Australia’s biggest business lobby, the Australian Chamber of Commerce and Industry (ACCI). “These new restrictions would stifle flexibility in the workforce, and it means many
have access to entitlements such as annual leave because of their employment status. These workers are engaged in the same way as full-time employees; however, due to their ‘casual’ employment status, they receive no pay for sick days, or annual and personal leave. The unions’ proposed ‘casual conversion clauses’ state that casuals who convert to permanent will have their employment periods as regular casual employees factored in for redundancy, unfair dismissal and parental leave.
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The ’automatic conversion’ option At the Fair Work Commission on 14 March, the Australian Manufacturing Workers’ Union proposed that an “automatic conversion” option would see casual workers made permanent after six or 12 months, unless the workers themselves chose to “opt out” and remain casual. The national president of the Australian Manufacturing Workers’ Union, Andrew Dettmer, said rules on casual employment in the manufacturing industry allowed workers a “right to request” permanent employment after six months but gave employers a wide range of reasons to refuse. “Our research shows that 88% of requests to become permanent are rejected,” Dettmer
said. “In fact, 22% of casual workers are too afraid to ask, despite having the right.” Dettmer added that, in his view, “the system is broken”. “Casual employment has simply become a way for employers to exploit vulnerable workers. It’s time this stopped.” However, Australian Industry Group chief executive Innes Willox accused the union movement of trying to “demonise” casual work, saying that casual arrangements provided vital flexibility for both employees and employers. “One indisputable fact is that the level of casual employment has not increased in Australia for the past 18 years ... statistics show that it remains at 20% of the workforce,” Willox said.
DID YOU KNOW?
Four million Australians consider themselves as working in ‘non-permanent’ jobs, making us something of a world leader in developing a casualised workforce. By 2002, according to the OECD, only Spain had more casual workers than Australia’s then 27% (this has since fallen to about 25%).
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UPFRONT
EMPLOYMENT LAW UPDATE NEWS BRIEFS Portable LSL debate kicks off
The findings of a Senate inquiry into the possibility of a portable Long Service Leave (LSL) scheme in which employees carry their leave entitlements with them between employers have been released. The Senate Committee found that submitters and witnesses to this inquiry are deeply divided on the issue of portability of LSL. The Senate advised that in order to achieve a national standard, the state and territory governments would need to reach consensus on the provisions, such as the quantum of leave and qualifying periods. The Senate anticipated the main challenges would be the different long service entitlements between jurisdictions and the potential cost for employers.
HR manager charged with accessorial liability
An HR manager has been charged with accessorial liability for making unlawful wage deductions and knowingly falsifying employment records of cleaners working in Melbourne’s Federation Square and Crown Casino. The Federal Circuit Court found the director and HR manager of recruitment and labour hire company OzStaff Career Services Pty Ltd were jointly liable for the breach. The Fair Work Ombudsman (FWO) alleged the deductions were unlawful because were not authorised by the employees, nor did they serve to benefit the employees. The judge refused to accept that the HR manager was not aware that the deductions were being made, and that he was ignorant of the fact that OzStaff had intentionally supplied false and misleading records to the FWO, hiding the unlawful deductions.
SA’s HR pros urged to look at WHS
Tough new changes to South Australia’s workplace safety legislation proposing to hold employers criminally liable for the
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death of their employees should prompt HR professionals to review their workplace safety procedures. The proposed industrial manslaughter bill would see employers who cause the death of a worker fined up to $1m or jailed for a maximum of 20 years.
Dick Smith collapse a timely reminder
Businesses should be aware that there is a hefty obligation to provide redundancy payments when faced with laying off company employees, and employment lawyers have warned that Dick Smith’s approach to managing its 2,500 staff redundancies after being forced into receivership could set an example for other employers. When faced with making mass workplace redundancies, some important questions for HR to consider include: what are the consultation obligations; are there any redeployment opportunities; and what are the company’s obligations in regard to severance payment – is there a policy, enterprise agreement or award that applies?
Beware of false sick leave claims, says lawyer
The controversial resignation of Fair Work Commission (FWC) vice president Michael Lawler, who took sick leave at full pay for more than nine months while helping his partner fight a Federal Court case, serves as a key example of how not to handle long-term sick leave, says McDonald Murholme MD Alan McDonald. The FWC has been criticised for paying sick leave to the vice president while he was working to assist his partner. Lawler continued to collect his $430,000 salary during his sick leave, while helping his partner, former Health Services Union official Kathy Jackson, fight a Federal Court ruling that she misappropriated $1.4m of union funds. McDonald has pointed out that a sick or injured employee must not work, even in a voluntary capacity, for someone else while claiming sick leave from their employer.
CHANGES AFOOT HRD outlines several major employment law issues to keep an eye on as 2016 unfolds With nine months of 2016 stretching ahead of HR professionals, it’s timely to look at the key employment law issues they may have to face. PENALTY RATES Athena Koelmeyer, principal and director of Workplace Law, says the penalty rates case will be a key area to keep an eye on, especially for employers in hospitality and retail. The penalty rates case arose from the Modern Award Review and is now listed for four days of hearing in mid-April. “The subject of penalty rates has been much discussed of late, with the Productivity Commission making some interesting comments about payment of penalty rates on weekends,” says Koelmeyer, who adds that some sort of resolution should occur towards the end of this year. EQUAL REMUNERATION CASE For employers in the children’s services and early childhood industries, focus should be on the looming equal remuneration case. Some HR leaders may recall the equal remuneration case in the social and community services industry, and this one will run along similar lines. “So far there’s been only preliminary work done in the Fair Work Commission [FWC], refining and clarifying the scope of the claims – certainly employers in the industry should be active in the case as these cases necessarily represent a significant shift in the nature of and value attributed to work in these industries,” says Koelmeyer. AWARD REVIEW Having started in early 2014, the award review process continues. Koelmeyer says there are a significant number of matters yet to be
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determined, so HR should focus on keeping up to date with what is happening in the FWC that might have an impact on their operations. For example, the ‘family friendly work arrangements’ matter is listed for hearing in mid-2017 and has the potential to impact on all employers. Similarly, the ‘family and domestic violence clause’ matter is listed for hearing in October 2016 – again, with the potential to have an impact on all employers. FEDERAL ELECTION Last but not least, the federal election is due, and Prime Minister Malcolm Turnbull has indicated that it will be called in September/ October. There are no clear signs that either party will implement significant IR changes.
The penalty rates case will be a key area to keep an eye on, especially for employers in hospitality and retail Finally, Koelmeyer suggests that one significant issue from 2015 will continue to impact on businesses in 2016; that is, underpayment of wages both directly and within the supply chain. “This is largely off the back of high-profile cases driven by the Fair Work Ombudsman, such as the 7-Eleven cases, the recent decision involving findings against Coles in relation to underpayment of the trolley-collectors, the Australia Post contractors payment issues, and the looming potential issue involving Myer and its cleaners,” she says.
Q&A
RESCINDING A JOB OFFER Rod Marshall Partner and solicitor FCB WORKPLACE LAW
Fast fact Australian jobs are quite secure compared with those in other nations. Australian workers have a 4.4% chance of losing their job, which is lower than the OECD average of 5.3%.
Under what circumstances might an employer have to rescind a job offer? It is never ideal to have to withdraw a job offer that has been made to an employment candidate, but sometimes it has to be done, usually either due to: • circumstances at the business changing significantly; or • something undesirable being uncovered about the candidate. If the candidate has not communicated acceptance of the offer, then take all available steps to communicate the withdrawal of the offer as soon as possible as there should be no binding contract and enforceable contract on foot. If the candidate has accepted the offer, it may be the case that, at law, a contract has already come into existence, and in certain cases the company may be required to give notice to terminate the contract (in accordance with its terms). Alternatively, if the candidate has by their actions or omissions done something in the recruitment process to compromise trust and confidence (such as falsifying qualifications, or misrepresenting previous employment), it may be simply a matter of termination without notice. However, if the candidate has also given up stable employment to accept your offer, or foregone other lucrative offers to accept yours, that might not be the end of the story. What are the legal factors that must be considered? • Anti-discrimination laws/Fair Work Act protections – that is, if the reason you want to withdraw the offer is due to something you have found out about the candidate and that factor is related to a potential ground for discrimination or other statutory protection; for example, if a candidate has not passed a pre-employment medical check, or they have informed you they are pregnant, etc. In these cases anti-discrimination laws and general protections1 can come into play. • Contract law – has there been an offer in clear and certain terms? Has there been a clear acceptance of the offer? Has there been consideration (payment or other valuable consideration) between the parties? If you answer yes to all of these questions, it is likely a contract is already on foot between the parties. • Competition and consumer legislation – particularly prohibitions on misleading and deceptive conduct in relation to employment. Significant damages have been awarded to employees who have given up stable employment, or foregone other lucrative offers, to accept offers which were later withdrawn.2 What role do employment contracts play? Where a candidate has (or arguably has) accepted an offer, a well-drafted employment contract will always assist, particularly where the contract provides that employees fully and accurately disclose their qualifications, previous work history, etc, as a condition of both commencing and continuing employment. However, because of the other protections provided by antidiscrimination laws, the Fair Work Act and competition laws, aside from technical arguments about whether a contract is in place, even a well-drafted contract may not be the end of the story. As per Part 3-1 of the Fair Work Act 2009 (Cth)
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For example, Walker v Citigroup Global Markets Australia Pty Limited [2006] FCAFC 101
2
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UPFRONT
TECHNOLOGY UPDATE
AVOIDING ‘DIGITAL CULTURE SHOCK’ A people-first approach to the rapidly changing digital economy may mean the difference between success and failure
The Accenture Technology Vision 2016 report has identified five technology trends critical to digital success. “Digital means people too and a cornerstone of this year’s Vision is people first. Companies that embrace digital can empower their workforce to continuously learn new skills to do more with technology,” says Paul Daugherty, Accenture’s chief technology officer. The Accenture report highlights how companies can often feel overwhelmed by the
NEWS BRIEFS
pace of technology change, experiencing ‘digital culture shock’ at the prospect of keeping up with the competition. The firm recommends employers adopt a people-first approach that will allow them to create new business models that drive digital disruption. Success will depend on: 1. Intelligent automation. Leaders are embracing automation – powered by artificial intelligence (AI), robotics and augmented reality
Internet dominates job search process
Among the nearly 20% of employed people who changed jobs in 2014, 55% used the internet job search sites to find their new positions, says a new report from the Boston Consulting Group and Recruit Works Institute. The report, which reviews findings of a survey of more than 13,000 jobseekers from 13 countries, delivers a global view of the job search process today. The findings raise strategic questions that can help employers fine-tune their recruitment and hiring strategies, craft their value propositions and target their employment brands. 10
– to fundamentally change the way their businesses operate and drive a new, more productive relationship between people and machines. Significant investments are well underway, with 55% of global respondents revealing that they plan to use machine learning and embedded AI solutions like IPsoft Amelia extensively. 2. Liquid workforce. By exploiting technology to enable workforce transformation, leading companies will create highly adaptable and change-ready environments that are able to meet today’s dynamic digital demands. The competitive advantage offered by a liquid workforce is apparent as survey respondents indicated that qualities such as ‘the ability to quickly learn’ or ‘the ability to shift gears’ were ranked highly. 3. Platform economy. Industry leaders are unleashing the power of technology by developing platform-based business models to capture new growth opportunities, driving the most profound change in the global macroeconomic environment since the Industrial Revolution. 4. Predictable disruption. Fast-emerging digital ecosystems are creating the foundation for the next wave of disruption by straddling markets and blurring industry boundaries; forward-thinking leaders can proactively predict these ecosystem trajectories to gain a competitive advantage. 5. Digital trust. Trust is a cornerstone of the digital economy. To gain the trust of individuals, ecosystems and regulators in this new landscape, businesses must focus on digital ethics as a core strategy; better security alone won’t be enough.
Humans win over robots – for now
Mercedes-Benz is bucking modern HR trends in the manufacturing industry by trading in some of its assembly-line robots in favour of actual people. According to Markus Schaefer, head of production at Mercedes-Benz, the robots struggle particularly when it comes to customisation. However, robots will not be abandoned altogether. Instead, MercedesBenz is using a system it calls ‘robot farming’. This equips employees with an array of smaller, lighter machines. Previously, the robots would have operated behind a safety fence, in isolation from human workers.
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Q&A
James Kissell Strategy director WFS: A WORKFORCE SOFTWARE COMPANY
Fast fact According to Forrester, 86% of businesses in Australia use the cloud in some capacity, and it is predicted that the Australian market for public cloud services will reach $2.6bn by 2017.
TIME & ATTENDANCE: WHO, WHAT, WHERE AND WHEN We often talk about how technology is changing how and where we work, but how about the other way around? Workforce issues and trends drive trends in workforce technology adoption. The growth of the contingent workforce, for example, is a workplace trend increasing demand for robust, automated workforce management technology. Contingent workers’ hours are varied and they often have separate pay rates. For these reasons, organisations need a consolidated view of all their workers to carefully manage them and monitor their time, helping to save money, boost productivity and reduce turnover rates. The growing contingent workforce is also driving the adoption of mobile solutions, which offer off-site workers flexible, anywhere-access to applications including time and attendance, and scheduling.
Australia is known as a nation of hard workers. What are the current statistics? Australians work hard, giving up $128bn in unpaid overtime annually to employers.1 According to the OECD, the average annual hours worked by Australians in 2014 was 1,664 hours, compared to French workers who averaged 1,473 hours.2 Further, Australian workers are also likely to not take the breaks they are entitled to. One in five workers fail to take their lunch breaks, with half citing that they are too busy to do so.3
As workforce analytics become more widely available, this technology’s detailed analysis can help to fill a knowledge gap, letting HR make the most informed decisions possible. Automated workforce management systems also take out a lot of the ‘he said’/’she said’ type arguments – courtesy of the digital trail that shows the hours a worker is supposed to and not supposed to work. HR teams are increasingly using analytics to quantify the value employees bring to the business. Workforce analytics around absenteeism rates, hours worked and annual leave rates give HR unbiased insights into workforces to back up decisions. Data analytics platforms can also provide HR teams with a visual representation of their workforce data, helping them to identify patterns and trends.
Any exciting new technology in the space WFS is in? What’s next? It’s the macro trends in the workforce management space and not individual applications that make this such an exciting industry. Australian companies have quickly adopted cloud-based solutions and we’re also seeing the move from on-premise to cloud-based technology continue apace in the HR industry. With the move to the cloud comes a greater demand for HR analytics to enable organisations to drive greater insights from their personnel data. In the years ahead, one of the greatest demands will come for advanced HR analytics software to interpret, deploy and ultimately deliver competitive advantage through the workforce.
How does data around absenteeism rates, hours worked, annual leave rates, etc, play into the push for meaningful HR analytics?
Data security tops CFO concerns
Security of data and IT systems is a growing concern for business leaders across Australia in 2016. Research by Robert Half has confirmed that more than one in four (28%) CFOs rate IT security as their chief business concern, outstripping skills shortages or regulatory and compliance changes. Companies are using a variety of tools and services to protect corporate and customer information, with security software (50%) and password management systems (44%) being the tools most commonly employed by Australian companies.
Human rights court rules HR can view staff emails
The European Court of Human Rights has ruled that employers can monitor work emails and messages sent by staff. It is not “unreasonable for an employer to want to verify that the employees are completing their professional tasks during working hours”, the court said. In Australia, Commonwealth privacy laws regulate the collection and handling of personal information via the Australian Privacy Principals. Employers and employees should be made aware of what information may be collected and retained by employers and whether it can be passed on to others.
The Australia Institute, Workin’ 9 to 5:50: Unpaid overtime and worklife balance, November 2015
1
2
https://stats.oecd.org/Index.aspx?DataSetCode=ANHRS The Australia Institute ‘Go Home on Time Day’, 2013
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Employees aren’t protecting work devices
According to a report by British technology researchers Vanson Bourne, 44% of companies believe one or more of their senior managers have lost a mobile device, laptop or USB in the last year. A significant 93% of those devices contained work-related information, and a third of companies had no formal policy in place that would protect devices with encryption or passwords. An alarming 38% said anyone who found those devices would be able to access confidential files and documents with ease. www.hcamag.com
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PEOPLE
PROFILE
FOLLOWING A PASSION She oversees over 380,000 employees in more than 170 countries. IBM’s Diane Gherson takes time out to chat with Iain Hopkins about her enduring love of workplace technology and how the tech pioneer is reinventing itself ASK JUST about any successful business person for their number-one piece of advice and invariably the answer comes back: do something you love and you’ll never have to work a day in your life. Diane Gherson, senior vice president of human resources at International Business Machines (more commonly known as IBM), may balk slightly at the never-work-a-day part of that maxim, given the long hours she works, but there might just be something in it. Gherson has an enduring love of and fascination with technology, especially the impact it has on work. It’s therefore fortuitous that she has ended up in the most senior global HR role at IBM. She was fortunate to be at the MIT Lab for Computer Science in the early 1980s, “when all the great thinkers on technology, organisation and change had converged there – along with the hackers”. “We were using the ARPANET – later called the internet – and Emacs text editor, the first version of word processing,” she recalls. “Now, at IBM, all these years later, I’m again at the forefront of technology change, building cognitive computing into the way we hire and how we match employee skills and interests to open roles.” However, with predictive analytics still in its infancy, Gherson is currently most excited by the use of social and mobile technologies to engage people in how the company is run: crowdsourcing ideas, testing new program concepts and continuously engaging in dialogue with
the firm’s top minds. “Gone are the days of rolling out a new HR program and waiting a year to revise it based on feedback,” she says. “Employees can be actively involved throughout design, and then make it better through iterative releases. Through participation, employees feel a stronger sense of ownership and connection with the company. They are less like consumers and more like co-creators of HR programs.”
“Analytics is not rocket science, but it is more important than ever for HR professionals to have some background in statistics”
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A focus on big data
Not surprisingly, Gherson is also passionate about the possibilities presented by big data. She suggests HR is “perfect” for big-data analytics, simply because “we have so much unstructured data”. IBM uses analytics in just about everything it does – for example, proactive retention of employees likely to leave, managing skills, and assessing workforce climate. “Early on, we used analytics to identify propensity to leave, and these algorithms have yielded a selffunded program over the last five years, with net savings of almost US$300m,” Gherson says. “Because skills are so important in our industry, and because they are so dynamic, we are using analytics to infer skills in the workforce based on LinkedIn and other résumés, public blogs, project goals, sales pipelines and other unstructured data available in our internal social business platform [called IBM Connections].” IBM also analyses (internal) social chatter to take a pulse on the level of employee engagement.
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A SYSTEM THAT CAN LEARN Given that 80% of all data today is ‘unstructured’ (news articles, research reports, social media posts, photographs and enterprise system data), IBM has developed Watson, a cognitive technology platform. Watson uses natural language processing and machine learning to reveal insights from large amounts of unstructured data. In the business world, Watson can: • answer your customers’ most pressing questions • quickly extract key information from all documents • reveal insights, patterns and relationships across data Gherson is on record as saying Watson plays an important role within IBM, acting like a talent magnet for people with a certain entrepreneurial mindset: “ … For people with big data and cognitive science skills, Watson is a place that feels a lot more like you’re going to a start-up.” Gherson urges HR professionals to upskill so they can make the most of this ‘unstructured data’. “Analytics is not rocket science, but it is more important than ever for HR professionals to have some background in statistics,” she says.
Tough times and new challenges According to Bloomberg, IBM’s employee count shrank 12% in 2014 as the 103-year-old technology giant reinvented itself as a more nimble competitor. IBM divested parts of its portfolios and associated operations. As other tech pioneers are finding, reinvention as a cloud competitor requires a different mindset. Gherson’s biggest HR challenge for 2016 is technology-dependent: a new, company-wide performance management system. IBM is co-creating the system with employees. More than 100,000 people have participated in its development. “We ended up with a system without a single performance rating – a radical change for us. The real focus of the new system is feedback, and my challenge is to ensure we create the conditions for great feedback.”
Downtime Gherson has 12 to 14 meetings a day, sometimes including formal meetings with her peers and her CEO. She typically doesn’t get to read her emails until the workday is over. So how does she relax? “I’m pretty disciplined about not looking at my mobile on Saturdays,” she laughs. “That’s my day to catch up with the family, bike, shop, cook or read a good book.” But come Monday morning – or perhaps even Sunday morning – duty calls.
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PEOPLE
HEAD TO HEAD
GOT AN OPINION THAT COUNTS? Email hrd_editor@keymedia.com.au
Is it time for HR to rethink how it delivers its services to business?
Deborah Coakley Executive GM, people and asset solutions DEXUS Property Group
Darren Fewster Executive director shared services, HR Telstra
While large organisations with shared services functions can be slow to adapt to changing times, smaller companies (<1,000 employees) are evolving HR delivery. In these companies, there is a growing expectation for HR to understand business drivers and the impact that people and culture will have on business success. With information readily available to managers, HR has stepped up from information provider to strategic adviser focused on commercial outcomes. Today it’s about a conversation rather than a work order. HR provides an integrated service across the business, overlaying its understanding of diversity goals, learning and development, and career planning, and works alongside business partners to address skill gaps. The result? Smaller companies are making better talent decisions and helping drive commercial success.
There is no question that the role of HR is changing. Whilst the Ulrich model has been a critical framework to guide HR’s evolution, what’s more important today is to be business-aligned, agile and cost-focused. Last year at Telstra, we asked leaders from across the business about their priorities for HR, and the responses mirrored this research. They want HR to help them find and develop talent for their business, including their leadership pipelines, to help drive a high-performance and customer-focused workplace culture, to help them predict and solve business problems. The issue we sometimes see as a function is that what business leaders want HR to focus on and what we spend our time doing (or how they perceive HR’s capability to deliver on key business objectives) don’t always align. And that’s the challenge. It’s about ensuring that HR understands the business and delivers on what it needs.
Naomi Mourra Head of HR, Australia & New Zealand BBC Worldwide The original version of the Ulrich model is now more than 20 years old, and it’s interesting that David Ulrich himself keeps revisiting it and changing it. I think it forms a basis. It’s a method that works for some companies, and for a global company like BBC Worldwide it’s quite effective. But could we adapt it and tweak it and make it better? Probably. We’ve seen businesses change, and the model should also change. We have centres of excellence because that’s a really efficient way to run a global business that doesn’t have huge offices outside of the centre. I always think of this as vanilla ice cream: they give us vanilla ice cream and I put toppings on it – I localise it; make it OK for the Australian market to ensure it matches local sensitivities. And we have different issues here too, so I have flexibility to adapt and add things more relevant here.
HR SERVICE DELIVERY HR departments in many organisations globally have implemented a service delivery model in which transactional services, program design and strategic business support are carried out by three groups within the HR function: HR business partners, centres of excellence, and shared services centres. Commonly referred to as the ‘Ulrich model’, this structure improved HR performance and exceeded the capabilities of a model in which HR services were aligned purely functionally. However, in recent years it has come under fire. Are there more effective ways of structuring an HR team, perhaps to ensure more agile service delivery?
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EXPERT INSIGHT
WORKPLACE RELATIONS
Brought to you by
THE POWER OF THE WRITTEN WORD Are you drafting allegations and findings for an employee response? Lisa Burrell outlines what you need to know WHILE MOST Australians will read some form of information on a day-to-day basis, few individual documents are scrutinised as heavily as those involved in employment proceedings, including disciplinary and dismissal letters. For the recipient, any letters are likely to be analysed as a response is considered and formed, reviewed for weaknesses and exaggerations, and utilised if later formal proceedings ensue. Working with many businesses, as well as considering findings as they come out of the courts and tribunals, the Victorian Chamber views the following as representing the key areas employers should focus on from the outset in drafting allegations and findings for an employee response. Prior to proceeding, confirm that further action is actually warranted (and that your systems are robust enough to incorporate these checks). Typical examples of where further investigation may not be required include employee complaints about a supervisor, in instances where, if the allegation is taken as reported, the supervisor is found to be simply following process. Do not overstate the matter, for example by stating upfront that an employee has ‘intentionally’ or ‘repeatedly’ breached a rule, if the evidence to date may not support more than the breach itself. Equally, categorising behaviour as ‘illegal’ or a breach of legislation may set a higher bar than is useful or necessary. Finally, employers should resist the urge to
label behaviour if the complainant has not done so – in recent times, this particularly attaches itself to classifying a complaint as bullying, which then may bring in additional considerations of risk to health and safety, as opposed to saying that inappropriate or unacceptable behaviours have been complained of.
A simple illustration of this is where an initial draft of an allegation contains set times, wordings, or actions that may ultimately weaken the process. Instead, consider reframing as ‘on or about’ (date/time) or ‘words to the effect of ’; and limiting the strength of words (eg ‘struck’ rather than ‘punched’) may also be useful.
Consider listing single breaches, rather than grouping multiple allegations or incidents. While this doesn’t often ‘make or break’, it can make it more difficult to manage later communications and processes when only parts of a matter from an initial report are found to have occurred. Some policies and industrial instruments can also bind employers to issue a ‘finding’ on each allegation, meaning that where only one of the incidents described in an allegation has occurred, the employer may be left with a finding of ‘unsubstantiated’ due to poor framing.
If it appears that a policy or procedure has potentially been breached, consider whether this is the true issue, or an additional matter. This can be important in situations where a policy is ultimately found not to have been breached, however the behaviour is still inappropriate in and of itself. In particular, early consideration around exact policy wording and evidence required can save a great deal of time and angst during later stages. The actual breaches or matters that an employee is being disciplined or dismissed for can usually be categorised once any investigation is completed, and in line with procedural fairness these can then be put to the employee for response before making any final decisions.
Be cautious of ‘lingo’ in your allegations or documents. One well-known example of this came from the case where an employee breached a behavioural rule on ‘backbiting’, where multiple interpretations of what it actually meant were advanced in the unfair dismissal hearing – with the case ultimately going against the employer. Determine the tests or evidence required to substantiate the behaviour. This is a useful internal check for employers and will often lead to a reframing of wording.
Lisa Burrell is the general manager of the Victorian Chamber of Commerce and Industry. The Victorian Chamber is Victoria’s most influential employer group, servicing over 15,000 Victorian businesses per annum. An independent, non-government body, the Victorian Chamber was founded in 1851 by the business community to represent business.
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COVER STORY
INNOVATIVE HR TEAMS
FAST-FORWARD TO THE FUTURE Innovative companies will invariably be leaders in their fields. See who made the grade in HRDâ&#x20AC;&#x2122;s inaugural Innovative HR Teams list
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Sponsored by
IN LATE 2015, Prime Minister Malcolm Turnbull’s Innovation Statement made it clear just how important innovation will be to Australia’s future prosperity. The statement outlined additional funding for complex research and development projects, incentives for investing in start-ups, and funding for programs to boost digital literacy and science, technology, engineering and maths (STEM) skills. The statement also made it clear that more must be done to encourage women into science and technology. In short, it was a manifesto: a commitment to building a new economy underpinned and driven by digital skills. The overwhelming response to HRD’s inaugural Innovative HR Teams list, sponsored by Maxxia, indicates the prime minister is not alone in wanting to create innovative workplaces. From large multinationals to smaller start-ups, through to government agencies, the definition of innovation was not limited to technological innovation (the natural assumption when ‘innovation’ is mentioned is that it must be technology-driven). Entries covered innovation in terms of HR service delivery, recruitment, D&I initiatives, L&D initiatives, and even the field of neuroscience. Want to lead the way? Read on to find out what others are doing to ensure they remain leaders in their fields. >>
METHODOLOGY HRD readers were asked to submit entries on what their teams were doing that might be deemed innovative. A 500-word limit was set. Submissions were judged by HRD’s team, based on business impact and how innovative the initiative truly was in a wider context. Thirty HR teams have been selected and 10 of these are ‘spotlighted’ in greater detail over the following pages.
COMPANY INDEX NAME
PAGE
AECOM
19
Asciano
19
Caltex Australia
19
Churchill Education
20
Data#3
20
Deloitte
21
Employsure
21
Ernst & Young
22
Etax Accountants
19
Flight Centre Travel Group
24
Health Insurance Fund of Australia
22
Herbert Smith Freehills
23
Hollywood Private Hospital (Ramsay Health Care)
27
Housing Authority of Western Australia
23
IKEA
21
Johnson & Johnson Family of Companies
26
Laing O’Rourke
24
Minor DKL Food Group
21
MSS Security
23
MYOB
25
NSW Office of Environment and Heritage
28
Queensland Public Service Commission
28
RSPCA Queensland
28
Sanitarium Health and Wellbeing
24
Suncorp Bank
22
Telstra
28
TLC Healthcare
27
University of Western Australia
26
Vodafone Hutchison Australia
26
Westpac Group
26
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COVER STORY
INNOVATIVE HR TEAMS
THE INNOVATION GAME HRD chats to Andrew Suckling, group executive innovation at McMillan Shakespeare, and Suzanne Shepherd, group executive HR at McMillan Shakespeare Group (parent company to Maxxia), about where innovation sits in the corporate world and how HR can play a critical role HRD: When we hear about innovation we often jump to thinking it means technology – but it’s more than that. What does innovation in the corporate world mean to you? Andrew Suckling: For me, innovation means ‘any change that adds value’. For us at Maxxia, innovation can be something small and incremental such as a change to a process, enhancement to a product or an improved customer experience on one of our digital assets. However, innovation can often aim at much more significant change such as development of a new product, developing a new market, or dramatically changing the way we deliver service digitally. Often these types of innovation are supported through advances in technology. Suzanne Shepherd: What my team has done well, and what I’m proud of, is we’ve leveraged our internal capability and utilisation of resources to come up with some really pragmatic and creative ways of meeting the requirements of the business. I don’t believe they have to be big technology issues. It may go beyond our own team by partnering with other teams in the business, such as marketing, IT or communications. HRD: So much of innovation stems from simple ideas. What would your number one tip be to ensure the ideas of your employees get transformed into something tangible, and don’t get lost (or squashed) along the way? AS: It’s true that many great innovative ideas are small ones. And many of these are generated from staff at all levels. At Maxxia we have developed a crowdsourcing platform
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which allows all staff to participate in identifying product and service improvement opportunities, and also to propose solutions. These ideas gain momentum as more staff support or add to the initial idea. Quarterly staff committees decide which ideas they think are the most worthwhile trialling and testing. To this end it’s important that employees are empowered to trial and test new ideas. HRD: What role does HR play in innovation? AS: HR plays a very important role in helping to foster an innovation culture and ecosystem. Staff need to feel engaged to generate new ideas; they need to feel comfortable identifying opportunities for the company to improve and to feel that their ideas are valued. HR practices need to support the culture that it’s OK to take risks and fail. HR plays a crucial role in attracting and retaining creative talent to generate and implement innovative ideas. SS: This is part of our behaviour base. We launched our new ‘Why’ last year, which embraces a unified set of values and our purpose. And our ‘Why’, our core for the whole group, is ‘driving what’s possible’. That means driving what’s possible for the employee, for the customer, for the organisation and group as a whole. Everything that we do, from performance management to development pathways and assessment of people’s contribu tions, have those values and behaviours woven through. It’s our reason for being. HRD: In your opinion, what most commonly halts innovation in business? AS: Many organisations do not have clear processes for collecting, selecting and trialling new ideas. In some organisations, gaining
support or resources to trial new ideas generated from outside the C-suite can also be difficult. But in my experience the main reason innovation fails corporately is because culturally many companies fear taking risks, resist change and fear failure. Most new ideas and innovations fail. Culturally, businesses need to acknowledge that, plan for it and manage how they can mitigate the damage of failure and use ‘trying and failing’ as a tool to learn and grow. HRD: Why does Maxxia see innovation as being so critical to business success, and how has Maxxia been innovative in its own operations? SS: Essentially, it’s recognising that if we don’t create or disrupt, if we don’t look at the horizons ahead of us, our point of difference will disappear. It’s critical to tap into emerging and evolving customer and staff needs in how we work and operate. If we are to continue to grow and be as successful into the future as much as we have in the past, we must innovate. AS: Innovation is inextricably linked to growth. So imbedding innovation into your corporate DNA is critical if you want to be a market leader or even remain relevant. In the last two years, we have: • developed our own innovation crowd sourcing platform to assist in collecting and selecting ideas to trial • designed and developed a digital selfservice platform and our very first ‘Claims App’ • engaged customers to help design our website user experience and face-to-face service delivery
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Sponsored by
AECOM
ETAX ACCOUNTANTS
ASCIANO
Construction & engineering
Logistics
Hot innovation area: Diversity & inclusion
Hot innovation area: Recruitment
Accounting & finance
The Aecom HR team has been leading the way in taking steps to close the gender pay gap within the company. CEO Lara Poloni became a WGEA pay equity ambassador and the HR team stepped up to the plate by looking for gaps rather than falling back on tired HR practices. The analysis was extensive, utilising an internal classification framework to compare average salaries across levels, disciplines and locations. Actions included allocating 5% of the annual salary review budget to close the gap for those women who were not paid competitively enough against the internal or external market. The team has also examined how salaries are set at the point of hire and how out-of-cycle increases are assessed.
Asciano’s HR team has focused on recruitment: the Pacific National Division’s ‘Time for New Shoes’ campaign was a new, innovative and creative recruitment approach delivered through social media. A total of 633 people applied for freight team member roles, and based on video profiles 80 people were chosen to participate in a half-day assessment, including interviews, group activities and manual dexterity testing. Following pre-employment screening, 14 people were selected: eight women and six men. In a business that would normally struggle to achieve 10% female representation, this was hailed as an overwhelming success. And there’s follow-through too: the WILpower Management Cadetship is an accelerated development pathway for female cadets.
Hot innovation area: Graduate recruitment
CALTEX AUSTRALIA Fuel supplies & retail Hot innovation area: Performance management
Caltex’s ‘Personal Best’ takes a fresh look at all aspects of performance management methodology and processes. The company has removed performance ratings and the focus is now on open, honest conversations around actual performance, strengths, achievements and learning. The change has resulted in more regular and fluid quality conversations about rounded performance rather than a focus on mid-year and end-of-year reviews. Both leaders and employees were supported throughout this shift. HR developed workshops to help participants focus on the performance preview conversation, feedback and coaching skills, as well as the performance review discussion. ‘PB Buddies’ have also been established to further support leaders. After only eight months since the introduction of Personal Best, the number of employees who believe they receive regular feedback and coaching that assists their development has increased by 8%, as seen in recent Aon Hewitt Employment Engagement Survey results.
With the demand for graduate accountants intense, Etax Accountants has opted to channel its innovation thinking into the area of graduate recruitment. The firm has traditionally engaged graduates on short-term contracts to provide support through the tax season. It has also provided training and a range of benefits to these graduates. However, employee feedback prompted a rethink. Etax’s Accelerate Graduate Program was born to bridge the gap between university and industry. Key elements include job-ready training, the practical application of skills and knowledge in the workplace, and networking events providing direct connection with influential finance industry professionals.
PERSONAL BEST Caltex Australia’s renewed approach to performance management
Focus on Rounded Performance goals (WHAT you do; HOW you do it)
PB Feedback & coaching engagement results increased by 8% in just 8 months
Annual performance ratings replaced with two-way coaching & feedback conversation every 4 to 6 weeks
Continuous cycle that focuses on strengths, achievements & learning opportunities
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COVER STORY
INNOVATIVE HR TEAMS CHURCHILL EDUCATION Education/distance learning Hot innovation areas: Reward & recognition/Culture
With team members spread across Australia, Canada, the US and the Philippines, Churchill Education works hard to consistently maintain its core values. The critical, and oft-overlooked, business value of humour has seen the company embrace a number of unique initiatives. These include: • Monthly ‘Top Gun’ awards – peers nominate those colleagues who demonstrate workplace behaviours that reflect company values. If a team member receives two or more peer nominations they receive a Top Gun certificate plus a ticket to the company’s annual Study Tour Competition. At the end-of-financial-year party, one person’s name is drawn, and that person wins a study tour anywhere in the world to the value of $10,000.
DATA#3
Angels & Mortals Churchill Education has a closed Facebook page which all team members, across all four countries, contribute to. Here are two examples from the Facebook page in relation to the Angels & Mortals program.
• Dreams Trust – each team member writes down their dreams/goals/aspirations for 2016, as well as one thing they would like to do before they die. This information is collated (the HR manager is referred to as the official ‘Dream Catcher’) and it is shared among team members so each person can help their colleagues achieve their dreams. For example, a number of team members have said they would like to own their own home in 2016. Churchill Education has organised for Learning Lunches to cover topics such as ‘what to
look for when buying your own home’, and ‘budgeting and saving tips’. • Angels & Mortals – from the start of December, each team member acts as an ‘Angel’ for another team member (who is referred to as a ‘Mortal’). The key is anonymity. The Angel must perform at least three good deeds for their Mortal by 23 December. This might include buying or making coffee, sending anonymous gifts, or baking a cake. On 23 December the team gathers for the ‘reveal’.
Cloud solutions/ICT services
RESULTS
Hot innovation area: Technology
A few tangible outcomes from the use of technology have resulted, including:
Data#3’s OD and HR team have utilised the company’s technology background to connect with and provide collaboration tools for every one of its 1,000 employees and contractors. Recruitment, training, performance management, wellbeing seminars and simple one-on-one conversations can now take place face-to-face with the help of mobile technology, webcams and video conferencing. This allows the team to provide the same level of support to every team member, regardless of their location. It has also allowed the lean OD and HR team (just seven individuals) to be in more than one place at a time. Recent process innovations include automated talent management programs, online onboarding programs, paperless performance management and – eventually – a paperless employment contract process.
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Improved tracking of employee satisfaction during the onboarding process as a result of increased contact/touchpoints through onboarding surveys The HR/OD team is able to be more proactive and to identify potential issues before they arise, because of the greater amount of information available An increased number of learning opportunities can be provided to a greater number of employees, regardless of their location Managers are able to have more efficient/robust performance development conversations due to integration of learning and performance management systems Access to real-time reporting on progress towards strategic high-level goals, thanks to those priorities being integrated into the performance development system This direct link between individual KPIs and the organisation’s strategic goals allows all individuals to have visibility of their impact and importance in the overall success of the business
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Sponsored by
EMPLOYSURE Employment services/WHS Hot innovation area: Recruitment
Employsure has experienced extraordinary growth in its five years in operation. After securing its first client in April 2011, Employsure’s trajectory now sees the firm servicing over 8,600 clients. In 2015, it secured its status as Australia’s fastest-growing company. Not only was the in-house talent team faced with rapid growth but it also had to find employees with the right cultural and capability fit. After identifying key employee recruitment and retention issues, the team introduced new initiatives, which led to a decrease in attrition and a greater ability to secure quality candidates who were more aligned with company values. A ‘flagging system’ was introduced for all potential candidates. Through extensive research into past and present employees, the talent team identified specific trends, classifying these as flags. When assessing new candidates, the team would measure the number of flags held by the applicant against these identified benchmarks, determining their suitability and, ultimately, their progression in the recruiting process. As a value-orientated organisation, another initiative was to compare Employsure’s core values with those of current employees. This illustrated that
DELOITTE
Professional services
Standing, from left: Jenny Testa, Jess van der Walt, Chantelle Cassin, Michael Morris. Seated: Rebecca Roebuck
high performers had a higher emphasis on values rather than capability, giving birth to the formula Performance = Capability x Values2. Employsure then introduced a quarterly check-in (performance review) process for all staff, based on this equation.
MINOR DKL FOOD GROUP
Confident they could teach capability, the focus of these check-ins was on core values, which are inevitably already in-built within an individual. Ultimately, Employsure has found capability is the qualifier and values is the differentiator.
IKEA
Retail
Hot innovation area: Performance management
Food & beverage retail
Hot innovation area: Talent management
Professional services firms have taken the lead in refreshing performance management processes. Deloitte has designed a framework that transforms how the firm handles all elements of performance. The focus has been on identifying and valuing an individual’s strengths, introducing weekly check-ins and team engagement pulse checks, providing leaders with just-in-time data on which to improve team effectiveness, and moving low-impact tasks like form-filling and rating debate to real conversations and real-time feedback. Finally, leaders are provided with mobile-friendly, valid, reliable and frequent performance data, ensuring performance can be assessed anywhere at any time.
Hot innovation area: L&D
IKEA has made HR headlines thanks to its innovative ‘Tack!’ (Swedish for ‘thank you’) program, which is a generous approach to financial bonuses. However, the company is progressive on multiple fronts, including reward and recognition and L&D. The key is empowerment: every employee has an opportunity to create a development plan with their manager and set their goals for the coming year and beyond. “There is no typical IKEA career” is a company motto, and this is reflected in the fact that employees are encouraged to try different roles, functions and even countries several times in their careers.
With a young and tech-savvy workforce, Minor DKL Food Group (which encompasses over 6,000 Coffee Club franchisees and team members across Australia) sought to revolutionise its training processes. After extensive research, the company settled on World Manager, an online LMS solution with a suite of options for DKL. A cross-functional team including operations, communications, training and HR joined forces to create ‘The Club House’, which is accessible on handheld devices. Time savings and communication enhancements have resulted, while the WHS suite ensures compliance is being maintained, and over 350,000 training modules have been completed online.
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COVER STORY
INNOVATIVE HR TEAMS
The EY Experience Management Leadership Team, a virtual team across six Asian countries, using local telepresence facilities. From left: Ben Perez (Melbourne), Jounsu Lee (Seoul, Korea), Christine Tan and Shanell Gregory (Singapore) and Poh Tat Teh (Kuala Lumpur, Malaysia). Not pictured: Jasmine Zhao (Beijing, China) and Anna Vatandoust (Sydney).
ERNST & YOUNG
Professional services
Hot innovation area: Technology
The HR team looking after EY’s Business Tax Services division (some 600 plus employees in Oceania) is pushing technology to new levels, specifically technology that supports flexible work options. From the use of shared drives to save all documents and emails, and using a shared Excel workbook to track what’s happening with key partners, through to regularly using online internal forums to
share ideas and interesting articles, the team has made ‘nice to have’ options like job sharing a workable reality. The current job share arrangement works so effectively that often partners don’t realise the job-sharing employees are not in the same location. Partners themselves have been coached on how to use tools like Skype for business to have virtual video meetings and share
HEALTH INSURANCE FUND OF AUSTRALIA (HIF)
SUNCORP BANK
Insurance
Banking & finance
live documents that can be seen by all participants and edited in real time. Another innovation is a focus on employee ‘experiences’. This includes a specific ‘experiences’ plan for each employee during annual planning, and the hiring of a dedicated ‘experience manager’ responsible for helping to facilitate the desired experiences for employees.
Hot innovation area: Talent management
Hot innovation area: L&D
The Perth-based not-for-profit private health insurer recently celebrated its 60th anniversary in fine form: key strategic decisions ensured rapid customer growth (climbing to over 27% year-on-year growth in an industry that traditionally moves at 2–3%), and an increase in headcount from 60 to 105. The existing HR processes needed an overhaul to keep up with this growth, crystallised in the development of a Talent Sourcing Strategy. Paper-driven and admin-heavy processes were jettisoned, replaced with candidate management and testing solutions (courtesy of Revelian) and brand-aligned end-to-end onboarding (courtesy of Navigo). The result has been a scalable solution for any growth situation, better end-user experiences and, most importantly, a positive candidate experience.
Suncorp’s L&D team recently demonstrated their innovative approach to learning when they delivered a new Personal Loans program for staff. Utilising the READY>SET>GO>SHOW structure, which aligns closely with the 70:20:10 methodology, this approach recognises that learning is more than just a workshop, and focuses on the importance of transforming learning into workplace practice. Combining online, facilitator-led and social media platforms, the program turned traditional learning on its head. Instead of print-heavy participant guides, learners were provided with a slim plastic pouch in which they could store Top-Up sheets distributed throughout the workshops. Instead of PowerPoint slides, a series of posters and flipcharts were displayed around teaching rooms. The program design also utilised a ‘backwards’ development approach whereby stakeholders and subject matter experts firstly determined and documented what successful performance looked like and how it could be assessed.
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Sponsored by
MSS SECURITY
HOUSING AUTHORITY OF WESTERN AUSTRALIA
Security services
Hot innovation area: HR service delivery
Government
MSS Security’s submission to HRD made a valid point: “Innovation does not always have to result in the implementation of a new system, process or strategy ... what we think is most innovative is not just following the lead, not just saying ‘yes’, not just doing what we’ve always done.” At MSS, the P&C team likes to challenge the status quo, stir the pot and make managers a little uncomfortable, and ask ‘why’. HR professionals often do not have KPIs directly related to financial measures (such as business unit contribution, EBITDA or Labour Cost Rations), but at MSS they do. The company recognises that every decision made by HR will impact on the business this quarter, this financial year, and so on. In HRD’s book, that equates to an innovative view of HR and its potential.
Hot innovation area: Diverity & inclusion
Housing Authority is a multifaceted organisation whose mission is to provide affordable housing options to low- and middle-income earners in WA. Of note is the Housing Authority’s dedication to diversity and inclusion – particularly for Aboriginal and Torres Strait Islander (ATSI) people, both within and outside the organisation. With this in mind the organisation has committed to: • renewed recruitment practices, including advertising vacancies in the local Aboriginal language and/or Kimberly Creole, using media such as the Koori Mail and Deadly Jobs. • the Aboriginal Art Program – whereby artworks are displayed throughout Housing’s metropolitan and country offices. The intent is twofold: firstly, to provide a source of income to Indigenous artists; and secondly, to create a sense of cultural security for Housing’s ATSI employees and clients. • a traineeship program – Housing employs up to six ATSI trainees each year, through a traineeship program coordinated by the Workforce Development team. • celebrating Aboriginal culture. Culturally significant events are celebrated throughout the year, including NAIDOC, Sorry Day and National Reconciliation Week. NAIDOC celebrations in particular provide an opportunity for non-Indigenous employees to learn more about ATSI culture.
WORK
ABI L
16.9%
10.3%
11.4%
MU
ITASKI LT
G N
Y
ICIENC FF
10.6%
NICA MU T
N IO
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Hot innovation area: L&D
Mindfulness is a way of paying attention to what is actually happening in our lives, becoming present through greater awareness of our thoughts, emotions and physical sensations. With increased awareness, it’s possible to take a step back and make wiser choices in how we respond to people and situations. Law firm Herbert Smith Freehills has long recognised the benefits of mindfulness (particularly in its leadership courses) and its application in the workplace, where it’s common to be exposed to an overload of information, interruptions and conflicting priorities. The firm has opted to develop a mindfulness program for staff. The program consists of three components: online guided recordings, perfect for independent learners and those on the go; weekly guided sessions provided by the L&D team and targeting anyone in the firm who wishes to build their skills on an informal basis; and a formal program, which consists of weekly training sessions over a six-week duration, and 10 minutes of practice per day. The program, designed by the Potential Project, is evidence-based, highly practical and, most importantly, gets results. In short, it’s perfect for the stressful legal profession.
The firm has recorded positive results in a number of key areas as a result of the mindfulness program
PE
Legal
RESULTS
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14.5%
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COVER STORY
INNOVATIVE HR TEAMS SANITARIUM HEALTH AND WELLBEING Food production & processing Hot innovation area: L&D
left-to-right: Maureen Bell and Rachael Deede, both leadership specialists, flank Melissa Armstrong, general manager, GoldMind, in the middle.
FLIGHT CENTRE TRAVEL GROUP Travel & hospitality Hot innovation area: L&D
Few industries have been as disrupted as the travel industry. Technology and external economic pressures have all played a role – and Flight Centre Travel Group has responded in an unexpected way. In 2015, Flight Centre engaged the GoldMind team, an initiative and brand of Flight Centre Travel Group, to implement a strategy to raise employee engagement and retention. The strategy’s objective was to assist Flight Centre employees with harnessing the power of their own mindset and building the capabilities required for success now and into the future. An L&D initiative was launched – the ‘Developing a GOLDEN Mind Workshop’. The workshop teaches participants the six key elements of peak performance, also referred to as the
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‘GOLDEN’ mnemonic. These six elements have been developed based on leading neuroscience research and years of proven application within the Flight Centre Group. Each element has been specifically developed to assist individuals in developing a greater understanding of their own cognitive behaviours, and in building personal belief and certainty around their capabilities. These elements include: Growth mindset Optimism and positivity Listen to your self talk Discipline Enjoy and have fun Norms, challenge them The GoldMind team have utilised storytelling and narrative to challenge traditional learning design methodologies, and also authored an original fable to centre the workshop on (Timothy Loppy and the Golden Mind).
Sanitarium’s L&D program, called ‘Living, Learning and Leading by Values’, is not only forward-thinking and flexible but also achieves the tricky task of bringing values to life. Combining all types of learning modules, ‘Living by Values’ is a partner program for all new members of the company, from day one through the first six months. ‘Leading by Values’ occurs after nine months on the job, or when someone is promoted into a people leader/influencer position. The staff member undertakes a 360-degree feedback tool from Human Synergistics called the ‘Life Style Inventory’. This tool provides feedback on leadership behaviours. After 9–12 months on the job, all people leaders/influencers participate in a two-day leadership retreat; meanwhile, ‘Leader as Coach’ workshops teach leaders how to apply the skills and practices of coaches. Senior leaders are not forgotten – they attend a two-day retreat and obtain feedback on their impact as leaders.
LAING O’ROURKE
Engineering & infrastructure development Hot innovation area: L&D
Laing O’Rourke’s innovation efforts have already been recognised in BRW’s Most Innovative Companies list in 2014 and 2015 – and with good reason. Just one focus area is the Online Learning Academy, which highlights the company’s commitment to providing flexible development opportunities to staff anytime, anywhere. It’s also the key to reaching remote locations. Dynamic online content (e-learning, videos, e-books and assessments) is integrated with Laing O’Rourke’s HRIS and provides 24-hour access, supporting those returning to work after an injury, on parental or unpaid leave, and blue-collar workers who have limited access to traditional development opportunities.
www.hcamag.com
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Sponsored by
MYOB Software development
MYOB’S INTERNAL MARKETING INITIATIVES
Hot innovation area: L&D/Benefits
MYOB lists innovation as one of its core values, so it’s hardly surprising to see it excelling in several areas. To cite just two – L&D and benefits – almost doesn’t do the company’s unique employee offerings justice. Learning Lab is an award-winning L&D framework consisting of four key categories (Managers Lab, Trade Lab, Leaders Lab and Life Lab), which offer personal and life learning focusing on how to live wisely and well. A concept called ‘share the love’ allows team members to teach each other on topics they are passionate about. On the benefits front, ‘Kudos’ aims to reward and develop high-performers by providing the development and reward options they value. There are four options to choose from, including a mentoring program with executives, lunch with the CEO, $1,000 to put towards an external development program, and additional leave days. Meanwhile, the Purple Film Fest utilises Instagram to deliver a short film festival to employees. With over 150 submissions in 2015, the event draws on the creativity of the team, encourages collaboration, and rewards cast and crew with fame (internally) and fortune (10 x $500 prizes). Part of the success of MYOB’s learning and benefits programs comes down to clever internal marketing. Here’s are three examples, outlining the Learning Lab to employees, the ‘Management 5’ essentials, and the Kudos program.
www.hcamag.com
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COVER STORY
INNOVATIVE HR TEAMS UNIVERSITY OF WESTERN AUSTRALIA
Tertiary education
Hot innovation area: Diversity & inclusion
Approximately 20% of staff and 27% of students at UWA come from diverse cultural backgrounds, with over 80 languages represented on campus. In 2009, UWA launched an innovative culture change strategy, Courageous Conversations about Race (CCAR). The core element of CCAR is a highly interactive ‘conversation’ that has constructively engaged the campus community in a dialogue around race, encouraging staff and students to become intellectually and emotionally comfortable with difference. The initiative involved delicate analysis of systems, policies and procedures that had an unwitting Anglo-Christian bias, careful avoidance of one-dimensional stereotyping around race, and an understanding that ‘race’, as something that is within us all, was not invisible across different facets of university life or was explored superficially through ‘outward’ manifestations (eg multicultural lunches). The Courageous Conversations initiative is now a regular feature on the annual UWA staff development calendar.
WESTPAC GROUP Banking & finance Hot innovation area: Work environment
Faced with outmoded technology hampering collaboration, rapidly evolving work practices and employee demands for greater flexibility, Westpac opted to rethink its traditional corporate environment and migrate 10,000 corporate employees to agile environments. Called ‘WorkSMART’, Westpac’s largest-ever workforce change program was led by the HR team. The program utilised insights from employees and involved significant investment in new technologies and the introduction of a mobile office concept for employees. ‘Mindset over Matter’ workshops addressed employee reactions to change, and a one-stop intranet portal was developed to house all WorkSMART information. Other key considerations were sustainability (paper reduction) and pre- and post-move change support (many other organisations have found employee behaviours revert to old norms without post-move support).
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VODAFONE HUTCHISON AUSTRALIA Telecommunications
Hot innovation area: L&D
Another contender for ‘most innovative L&D strategy’ is Vodafone. A redesign and upgrade of its existing LMS resulted in a learning portal anchored around three key elements: what have I done (a learner profile which captures a central learning history for every learner in real time); what I am doing (a learning pathway which presents an individualised and prioritised learning plan for each learner); and what I could do (a learning catalogue presenting all learning opportunities, structured in a way that makes it easy for learners to identify relevant learning). Elements of social learning and gamification were utilised (including the use of ‘badges’ to reward and encourage compliance, the ability to recommend training to others, and the ability to rate and comment on training). Since its launch, Vodafone has seen a 51% increase in monthly course completions and a 15% increase in learners utilising mobile platforms to learn on the go.
JOHNSON & JOHNSON FAMILY OF COMPANIES Consumer healthcare Hot innovation area: HR service delivery
The J&J ANZ HR team has pioneered the first implementation of a new global operating model for HR and in doing so has elevated Australia as a centre for global functional innovation. HR director Amanda Towe’s 2015 mandate was to bring together three separate HR teams across the ANZ business into one overall enterprise HR team. This has had far-reaching business impacts, including a wider, interbusiness approach to talent management, career growth and succession strategy. Acting as a ‘hothouse’ for the global company required strong influencing, collaboration, listening, and understanding of the required business outcomes on the part of the HR team.
www.hcamag.com
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Sponsored by
TLC HEALTHCARE Healthcare Hot innovation area: Health & wellbeing
Healthy employees are generally happier and more productive employees – that’s a truism adopted by TLC Healthcare as part of its company mission. From August to November 2015, the TLC community embarked on the inaugural 100 Days of Health (100DoH), an HR-led, crossfunctional initiative aimed at increasing health and wellbeing awareness and boosting employee engagement. Key components of the initiative included: • Each employee and resident recording their 100DoH health and wellbeing commitment on custom cards and attaching them to ‘living commitment trees’ – which served as an ongoing reminder of their commitment to health and wellbeing.
RESULTS Surveys conducted at both the commencement and conclusion of 100DoH showed: a 6% increase in staff satisfaction a 17% rise in staff happiness with their health an 8% drop in alcohol consumption and 9% increase in water consumption the highest reduction in absenteeism, a significant reduction in staff turnover, and increased engagement
• Each week during 100DoH had stress balls and toothbrush kits. New different health-focused themes permanent benefits were introduced, with related events and activities. such as discounted private health Weekly themes included Physical insurance. Activity, Healthy Eating, Mental Health, Financial Health and Women’s Health • Throughout 100DoH, Team TLC members (among others). competed as teams in a TLC Walking Challenge. Rewards were appropriately • Events and activities included free health checks, pamper stations, fitness health and fitness-related. and cooking classes, and community BBQs for staff and residents. Weekly health-themed giveaways included TLC-branded drink bottles, sunscreen,
• TLC contractors and suppliers were involved, sponsoring products and events, and conducting free training and information sessions.
HOLLYWOOD PRIVATE HOSPITAL (RAMSAY HEALTH CARE) Healthcare Hot innovation area: Leadership development
The typical background of a ward manager in a hospital is one of rising through the ranks from junior nurse to senior, and then to an expert clinician. Management skills are often an afterthought for those who progress down this path, even though they may end up managing up to 60 staff. Since 2013 the HR team at Hollywood Private Hospital have focused on ‘transforming clinicians to managers’. A robust in-house education program was developed, with a focus on empowering managers to manage day-to-day employee issues. Core HR subjects (managing absence, bullying and harassment, etc) are each delivered four times a year. In addition, an emailed ‘HR Tips’ guide was introduced, covering topics such as reference checking.
KEY RESULT The HR team of six support over 2,000 employees and manage a caseload of 10–15 ER/IR/Fitness for Work issues per month. With more issues now being resolved earlier and more effectively by managers, the total caseload has dropped by almost 10% over the past 12 months.
www.hcamag.com
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COVER STORY
Sponsored by
INNOVATIVE HR TEAMS RSPCA QUEENSLAND
GOLDEN OPPORTUNITIES
Charity Hot innovation area: Reward & recognition
Many business functions inherit the systems and faults of their predecessors. Such was the case with RSPCA Qld’s HR team. The traditional, very transactional HR function inherited by the current team was doing no favours to the business, or the function of HR. One flawed program brought into the modern era was the organisation’s ‘Make Your Mark’ (MYM) reward and recognition program. A key component of RSPCA Qld’s talent management system, this program has been revamped to optimise the value of the workforce by defining discretionary effort via a web-based ‘commitments catalogue’. The program maximises performance by defining the ‘little bit extra’ the organisation is seeking from its people. By helping the organisation achieve animal welfare outcomes, employees gain access to a wide range of reward and recognition opportunities. The system is fully integrated with the organisation’s performance management processes and forms part of a ‘total rewards package’. Results have been astonishing: a goal of 50% engagement and 4,000 commitments was set within the first 12 months. Seventy-nine per cent engagement and 11,000 commitments were achieved inside the first six months.
TELSTRA
Telecommunications
Hot innovation area: Technology
It’s no surprise to find Telstra on this list: it’s one of the few organisations to have a dedicated HR Innovation Team. Its goal is to simplify and improve processes, implement innovative solutions to reduce calls to the HR support helpdesk (HR Direct), and drive adoption of HR self-service. Two recent HR innovations include the development of a personalised employee HR information page (Me Page) and an HR app (My HR). Me Page is a SharePoint site which extracts an individual’s employee information from over six different systems and presents it in one simple, personalised page. Employees can check their pay, leave balances, length of service, rewards program points, job opportunities and training requirements. The My HR app was developed to enable employees to use their mobile devices to complete HR activities previously only possible on a computer. My HR has been downloaded over 7,000 times.
Operating alongside the Make Your Mark program, ‘Golden Opportunities’ is centred around learning and stretch opportunities designed to grow and develop identified top talent. Golden Opportunities includes: Exchange programs to New Zealand ‘Animal Welfare Experiences’ to Hong Kong and Thailand US scholarships Ambassador program
QUEENSLAND PUBLIC SERVICE COMMISSION (PSC) Government Hot innovation area: HR service delivery
The Queensland public service has over 200,000 employees, and the PSC is an independent agency that drives workforce strategies across the sector. A recent initiative has been an overhaul and upskilling of the HR functions across its 20 in-scope organisations. Teaming up with Davidson Consulting, the PSC aimed to develop an aspirational strategic HR competency framework, as well as lift strategic HR capability. Customers’ views of HR were central to this. With this in mind, 56 internal customers, including CEOs, heads of corporate and chief HR officers, were consulted. The result was the Strategic HR Capability Assessment and Development (SHR-CAD) initiative – a comprehensive road map for HR operations within the PSC.
NSW OFFICE OF ENVIRONMENT AND HERITAGE (OEH)
KEY RESULTS
Government
Reduced time to hire – 61 days as at January 2016
Hot innovation area: Talent management
87% of hiring managers indicated the process gave them sufficient objective information to make the best hiring decisions
With over 3,500 employees, the OEH cares for and protects NSW’s natural environment, Aboriginal country, and cultural and built environment. The new Government Sector Employment (GSE) Act 2013 required an overhaul of the organisation’s employment and workforce management. OEH used this opportunity to transition away from a transactional, process-oriented culture. The overhaul included e-recruitment optimisation, with end-to-end recruitment resulting in faster, cost-effective outcomes, and also workflow redesign, which addressed resource consumption to support sustainability initiatives. A renewed communication strategy meanwhile ensured stakeholders were informed of legislative and other developments that affected them.
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82% of hiring managers believed that their new hires were demonstrating the capabilities they were hired for in their actual roles Increased client (hiring manager and candidate) engagement
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17/03/2016 2:14:02 PM
SAVE THE DATE
Friday 9 September | The Star Sydney Event Partner
Award Sponsors
Official Publication
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17/03/2016 17/03/2016 2:33:01 7:04:13 PM AM
RETENTION SPECIAL REPORT The latest statistics from jobs website Indeed indicate that nearly three quarters of all Australians are either actively searching for or are open to new job opportunities. After a period of ‘sit and wait’, job mobility is back on the agenda for many. What steps can you take to ensure your best and brightest – not to mention those
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you’ve invested time, money and resources in – don’t up and leave? There is no silver bullet for retention. A number of factors – from corporate culture to career development and financial reward – must combine to create a workplace where people want to stay. Read on for some retention tips.
p32 Employee experience
p38 Case study: Australia Post
p34 Corporate culture
p40 Leadership
p37 Benefits – novated leasing
p42 Workforce planning
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RETENTION SPECIAL REPORT
EMPLOYEE EXPERIENCE
HR ROCKS – IN A GOOD WAY With a wide range of companies demanding and actively leading the development of more progressive forms of HR, Ben Whitter asks if a fresh focus on employee experience might provide the answer A wide range of companies are demanding and actively leading the development of more progressive forms of HR. The models and approaches can be quite different, but we get the point completely: HR is changing, and the early convoy of bandwagons is growing in number every day. I say wagons in the traditional sense, but it may be more appropriate to say a convoy of Tesla Model S 70Ds, the ‘Car of the 21st Century’. Perhaps that would better express the supercharged, revamped and sustainable model this new HR represents?
Tesla’s approach
RUN FROM anyone who believes traditional HR is ‘a good thing’. That’s an essential requirement for any prospective HR practitioner at Tesla, says HR VP Mark Lipscomb. The movement to shift HR to a new place continues, and the HR profession is really rocking now. Depending on your view, it’s either rocking in a great way or simply being rocked by changing expectations in the workplace and HR’s evolving role within the business as new HR models continue to rise and shape our collective future.
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If any company represents progress, it’s CEO Elon Musk’s Tesla. Its defining mission is to accelerate the world’s transition to sustainable transport, and it is, at the same time, producing zero-emissions electric cars that are being rated as the ‘best ever’. Globally, Tesla is on the ball too, as it is expecting equal or higher sales in China than in the US by 2021. The challenges this brings, especially within HR in terms of attracting and retaining top talent, cannot be underestimated.
The HR rock star being advocated at Tesla is a good example to take note of. In fact, we didn’t need any deep insights to understand what Tesla’s vision is for the type of HR the company wants to see from the get-go. This type of HR is a fully fledged and integral part of the business. There seems to be a zero-tolerance approach to any kind of disconnect between the business and HR. There are some great one-liners to sum this up. For example, applicants for HR roles must absolutely: “Speak ‘business’, not ‘HR’. We don’t much like ‘HR’ lingo, and some of it is just silly … PIP this!” Here are some more of the criteria (see box) set out in Lipscomb’s recruitment post, which is also used as the standard on Tesla’s careers website for its HR roles. Are you missing all the HR speak yet? This is not your typical HR job ad. It sounds more like an HR role in a Star Wars movie.
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TESLA’S HR RECRUITMENT PITCH Make the impossible possible. Be a leader throughout Tesla – speak up, exert influence to create positive change and manage your boss, when needed. We are all human, except those who are robots. Be a trusted business partner and coach to our leaders. Have some popcorn with them on Wednesday afternoons every now and then. Understand our business and how what you do helps it accelerate at rocket speeds. Please remember to wear a seatbelt when you do this. When you think you are done, make it better. Prove your value every day. Work that doesn’t add value is not valuable. Be you! Being someone else all day is just plain exhausting. Love change; it happens here at the speed of light … maybe faster, but we have been unable to measure it because it is going too damn fast. Be proactive; we move too fast to be reactive. Plus, people that are always reacting have a funny look on their face. Love to be challenged … no, REALLY CHALLENGED. Recognise others and they will recognise you. Most of us like chocolate. Know, learn and keep up to date on the HR stuff. Learn something new every day. Not doing so is just dumb. But how could it possibly be any other way? This is a company that is changing the world and expects its HR team to do the same. World-changing HR: I like the sound of that. This certainly looks and feels more like HR as a true business leader.
A shift to employee experience? We continue to see demand climbing for the new type of HR professional in both operational and higher-level HR roles. This, coupled with the strategic plays to bring together services under the employee experience umbrella on a global or organisation-wide basis, presents a
compelling and potentially extremely successful combination to drive HR forward with confidence. It is different this time round as we transition from engagement to experience thinking. When practitioners talk of engagement it traditionally has felt like something was missing from the discussion. Experience brings the whole of HR and much more into play. It appears somehow more complete, with massive potential to clearly demonstrate value and impact on
growing number of HR practitioners trying on this new (or at the very least evolved) hat and liking its comfortable fit. In saying that, some HR practitioners and business leaders will comment that it’s very easy to create a nice new title and brand for HR, but the proof, as always, is in the pudding. That’s why it’s so revealing to take a look at the accompanying job descriptions for these roles. Companies are lining up behind the titles and setting out the much broader mandate required for success, which
World-changing HR: I like the sound of that. This certainly looks and feels more like HR as a true business leader business performance. We may be seeing shifts in the recruitment of HR folk to keep up with this thinking, but there is no doubt the focus on employee experience exploded around the world in 2015 across sectors. Gina O’Reilly, COO of Nitro and dedicated ‘Nitronaut’, has already experienced the benefits of moving to a strategic employee experience focus. Nitro is a software company that is “changing the way the world works with documents” and a company that has grasped the potential of pressing reset on their HR function. At Nitro, “Employee Experience (Ex) is first and foremost about protecting and supporting employees,” which incorporates Maslow’s work on the hierarchy of needs. For Nitro, what this means is a company focused on creating job satisfaction, happiness and success for its staff. This, according to a company that has grown its revenue “35–40% year-on-year” over the past five years, is crucial to business success. The flood of adverts now seeking a ‘director of employee experience’ provides further evidence and assurance that this is not simply a shiny new concept, thing or HR fad but something that businesses are really taking very seriously in terms of how they develop and connect their business performance. So, a flash in the pan it isn’t, and I note the
generally includes all the key services and functions that affect the employee experience across the business, as per the example at Airbnb (see p52, HRD13.9). Yet, in reality, the models will continue to differ as businesses build their own versions of the new HR. The overwhelmingly positive response from businesses and HR practitioners to this shift to employee experience for HR is very exciting, however, and has the potential to finally position HR in a true business leadership role. What’s the key to keeping this employee experience movement going? Well, that’s the easy bit. To summarise Tesla’s ethos: make the impossible happen, love change, prove value, and be proactive … because nobody within our incredibly meaningful profession would like to see that ‘funny look’ on our faces if we ever realise that the ship (or model S 70D) has sailed (driven off ) without us. Ben Whitter leads the organisation and people development function at the University of Nottingham Ningbo China (UNNC), which was the first Sino-foreign university to open its doors in China. In the top 1% of universities worldwide, UNNC is an award-winning university with a truly global perspective. This article first appeared on Ben’s LinkedIn page.
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17/03/2016 2:34:38 PM
RETENTION SPECIAL REPORT
CORPORATE CULTURE
HRD MEETS THE KING OF CULTURE Armed with a unique and undeniably effective approach to culture, high school dropout Stan Slap has instilled his people-first management ethos into organisations all over the world. Here, he talks to Nicola Middlemiss about book deals, building trust and using business as a conduit for humanity 34
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“I DON’T consider myself a role model for a well-planned life,” admits Stan Slap when asked how he achieved his phenomenal success despite dropping out of high school. “It all turned out okay but that’s more serendipity than anything else,” he insists. “It could have gone bad.” The suggestion that everything turned out okay is a ludicrous understatement. Since starting his namesake organisation SLAP 25 years ago, the San Francisco-based management consultant has conducted business in more than 70 countries, earned superlative praise from some of the world’s most respected corporate leaders, and signed a three-book deal with British publishing house Penguin. The latter, Slap says, is one of his biggest achievements. “I’m a huge reader, and writers are heroes to me,” he reveals. “The ability to take a few dozen letters and turn them into these transportational works of art is always something I’ve been stunned by and I just really wanted to do it myself.”
A people-first approach Slap’s books offer a much-needed glimpse into what businesses could look like if leaders dared to shake up their priorities and put people first. “I believe that the lack of humanity in business is a global issue and it affects everybody,” Slap says, when asked why he decided to write a business book rather than pursue his personal passion for fiction. “No matter how many clients we took on, we couldn’t get through the scale we needed to, so the book was a tool to get to that scale.”
Everyone has to start somewhere It’s clear Slap is on a mission to change the status quo of global corporations, so I asked him how it all started. “For me, the worst thing that one human being can do to another – short of actually killing somebody – is to make somebody feel small,” he begins. “So the passion that started to drive my company in the early days was the notion that nobody should
be diminished by business, working in it or buying from it.” While colleagues shared his compassionate ethos, the same couldn’t be said for everyone. “Everybody in my company loved that idea, so I naively assumed that every other company would love it too,” he laughs. “I’d go to these meetings with clients and say, ‘You know what’s really important here – nobody should be diminished by business,
All roads lead to culture SLAP carved out its consulting niche by starting with a proprietary definition of what a culture is. He then figured out how it operates, and finally he identified the biggest potential gain for an enterprise in regard to its manager culture, its employee culture and its customer culture. “Culture is the most overused and often least understood concept in business,” asserts
“I believe that the lack of humanity in business is a global issue and it affects everybody” working in or buying from it’, and I’d get this immediate, intense, rabid disinterest. They’d be like ‘OK, yeah that’s beautiful. Now back to these numbers’.” This lukewarm reaction led Slap to focus solely on culture. “I realised that if I was really going to change the standard, I’d have to find something that was of compelling interest to people – and that’s what led me to culture, because culture is where the humans gather in business,” he explains.
Slap. “Our expertise is in understanding how the three cultures in business actually work, then maximising their commitment to the enterprise.” “I knew that if I could reposition these three cultures back to the enterprise as newly precious workable assets, the enterprise would protect them,” he explains. “An enterprise will instinctively protect anything that’s an asset – especially if it’s just been presented as newly squeezable – and you can’t protect these three cultures
FOCUSING ON EMPLOYEE CULTURE Slap’s latest book, Under the Hood: The Stunning Power Hidden Inside Your Employee Culture, is his second literary offering. It focuses on the importance of establishing a positive employee culture. HRD asked him about the biggest challenges this poses for HR professionals. “Understanding what an employee culture really is, that’s probably the greatest challenge to HR professionals,” reveals Slap. Despite acknowledging the difficulty of truly understanding an employee culture, Slap insists much of the issue is down to smoke and mirrors. “There’s so much mythology and misdirection and superstition and generalised academic babble about what a culture is,” he complains. “It’s an independent organism living right inside the enterprise and its motivations are fundamentally different from that of the company it works for – but they can be aligned,” he insists, “and when they’re aligned that’s when you get maximum commitment.” This theory of commitment is what many leaders miss in their attempts to create a positive company culture, asserts Slap. “The definition of a great culture is not a happy culture – the definition of a great culture is a committed culture,” he explains. “Once it’s seen that way, as a business performance issue, that’s when you are on the way to taking it seriously and treating it with the respect it deserves.”
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17/03/2016 2:36:04 PM
RETENTION SPECIAL REPORT
CORPORATE CULTURE THREE BIG QUESTIONS
THREE BIG CULTURES
You left home at 16 and never finished high school – how would you say that influenced you? I think it gave me an appreciation for the importance of character and a very well-chosen community of people. I was on my own and had to figure a lot of stuff out, and I think it just gave me different parameters to what I look at – because everything I did had big consequences, and there wasn’t necessarily going to be any coverage for that, so I really had to think through the implications of things. Despite your unconventional start, did you always expect to achieve big things? I can’t claim that kind of retroactive self-awareness. Really it was kind of a guided missile. I was always – even as a little kid – unusually fascinated by business. Just the act of commerce and business as a conduit for humanity always fascinated me. While some kids were looking at baseball – and I did that too – and sports and this and that, I always had this thing for business. Did I think I was going to be successful at it? There’s no way to answer that question without sounding like an arrogant snot. I figured that I would do something – whether it would get me praised or jailed, I don’t know. You’ve done business in more than 70 countries. Is there somewhere you enjoy working the most? Each country has got its own attractions. A lot of the developing countries are great because you’ve got the ability to mint their perspective from the get-go – the right way to look at business. Then there are a lot of larger countries – some of the Asian ones – where there’s just such a tremendous desire and an eagerness to learn. In Asian culture, the sense of longevity and humility that a lot of companies have is just such a delight. In Norway, their definition of trust is just phenomenal – it’s distinct from any other country that I know of. You start with trust; you start with that equity that you are trustworthy as an individual, as an enterprise, as a government entity – but if you ever burn that trust you might as well leave the country. without protecting the humanity they represent.” The biggest challenge, Slap says, is getting other organisations to realise the true value – and power – that company cultures hold. “The problem is that if you don’t understand what a culture is, you don’t understand the manifestations of real cultural impact,” he says. “You wouldn’t understand leadership, you wouldn’t understand strategic execution and you wouldn’t understand branding – all of those things are purely cultural play.”
Everyone has an opinion… Many HR professionals are well aware of the vital importance culture can play. However,
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Slap says some organisations still falsely categorise culture as ‘soft and fluffy’, so everyone feels confident to assert their misguided opinions, even if they’re not experts. “A lot of the challenge is, without making somebody feel like an idiot when they’re very accomplished, gently but firmly rewiring the definitions of culture and helping them realise what’s really possible,” he explains. Despite quantifiable evidence of his success and gushing testimony from the likes of Apple, eBay, Facebook, Google, HSBC, Microsoft and many, many more, Slap says some organisations still stubbornly resist change. “I would say that, without naming them, the toughest companies to work with are the ones that operate with a fundamental contempt of their employees and customers,”
1. Manager culture: “The biggest issue for the enterprise is the gaining of emotional commitment – a company can gain financial commitment, intellectual commitment and physical commitment, but those combined aren’t as important as emotional commitment,” warns Slap. “Emotional commitment will translate as managers taking on a company’s success as a personal crusade. Sometimes you get that in the early garage days or in times of tremendous pain or gain, but you need self-sustained emotional commitment for prolonged success.” 2. Employee culture: “It doesn’t matter how well strategies are planned; it’s how well they’re implemented that counts, and that success depends entirely on your employee culture,” stresses Slap. “Ultimately, the employee culture has the power to make or break any management plan. 3. Customer culture: “The biggest compliment that a company can be given is if its customer-culture company brands it,” says Slap. “This means you have transferred sustainability of your company to your customer and they advertise themselves for you.”
says Slap. “Either that, or the ones that are just trying to divert attention from previously committed heinous acts, when they’re not really repentant. “We don’t do that any more,” he adds. “Those were very early mistakes we made in the company, but we have great radar for that now.” Of course the bad seeds, Slap says, are few and far between. “There’ve been a lot of beautiful moments we’ve had in companies where you can see the epiphany come together and say: ‘My God, we can actually treat humans with empathy and respect and make a ton of money from doing it!’ “Those are beautiful. We’ve turned around a lot of companies, we’ve saved a lot of companies, we’ve helped companies scale without losing their soul, and we’ve been responsible for legendary performance improvement in companies,” he says. “I’m in business to make the business case for humanity, because if we lose it in business, we’re all doomed,” he adds. “If we save it company by company, manager by manager, then we save ourselves.”
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RETENTION SPECIAL REPORT
BENEFITS
DRIVE-AWAY BENEFITS Wrapping a car into a salary package remains a popular choice for many employees, and doing so as part of a salary sacrifice arrangement often raises the topic of novated leases. Pasquale Petrucci, national manager novated at ORIX, chats about the latest trends and what’s involved
HRD: Has the game changed in terms of new technology (for logging mileage, etc)? PP: Technology is a large part of the evolving world of fleet, as is the case for most industry. Self-service tools are simplifying processes for both employers and employees. Online tools and smartphone applications are allowing employees to view and manage their accounts whilst providing handy features such as: • novated leasing calculators • mobile claim submission forms • kilometre and budget management tools • account transaction history • fuel, service and parking station locators HRD: Do you anticipate the upcoming federal election will see any changes proposed to FBT?
HRD: We know that employee benefits play an important role in both rewarding employees and retaining them. Where do you see novated leasing fitting into the benefits mix? Pasquale Petrucci: Novated leasing is one of few employee benefits remaining in the corporate sector. Whilst the treatment of FBT has changed over the years, novated leasing is still a cost-effective and convenient way for employees to finance and maintain a motor vehicle. Novated leasing helps employers attract and retain the best employees. The last few years have also seen a trend of employers across all industry rationalising their traditional ‘tool of trade’ fleet and offering novated leasing, providing employees with more flexibility and choice. HRD: How should employers be pitching novated leasing to their employees, so that they see it as something generous they are being offered? PP: Novated leasing should certainly be pitched as a benefit to employees. Employees can achieve significant savings in income tax, GST, running costs and time by opting for a novated lease – not to mention flexibility and choice of motor vehicle.
Employees can choose to novate a new, demonstrator or used motor vehicle. In fact, employees who already own a motor vehicle may also choose to novate their motor vehicle by way of a sale and leaseback.
PP: FBT has been under the spotlight, on and off, for over a decade, and whilst we have seen changes to the FBT formula, novated leasing can still offer significant tax savings. In recent years the statutory method has come under threat, which impacted the motor
HRD: What sort of myths would you like to bust? PP: There is a common misconception that novated leasing is only beneficial to highincome earners. In reality, this couldn’t be further from the truth. An employee doesn’t need to be earning a six-figure salary to financially benefit from a novated lease. A novated lease may benefit anyone who has or requires a motor vehicle. In support of the above, the national average purchase price of motor vehicles under novated lease is $38,758. Another common misconception is that novated leasing can be all too difficult for both employers and employees. Again, this couldn’t be further from the truth. ORIX’s Tied to Payroll process eliminates reconciliations and simplifies the salary deduction and remittance process for employers, whilst our novated specialists guide employees through a thorough yet simple process and ensure complete quote transparency with our itemised quotes.
vehicle and leasing industry at large. FBT will no doubt be reviewed by future governments.
HRD: For an employer wanting to set something like this up, what would their first steps be? PP: It’s important to look for a provider who is willing to work with the employer and can demonstrate flexibility at all levels. Many HR managers and payroll managers have a misconception that novated leasing attracts a whole lot of additional administration – for example, maintaining policy, salary deductions, remittances, budget reconciliations, and of course dealing with FBT. All very valid concerns if the wrong provider is appointed. Employers need to look for a provider that will offer exceptional service to both them and their employees, with the latest in technology and seamless integration with their payroll systems. A novated lease should be a ‘set and forget’ for employers, without any hassles, and should be just as simple for employees.
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RETENTION SPECIAL REPORT
CASE STUDY
CASE STUDY: AUSTRALIA POST HRD looks at Australia Post’s innovative approach to driving new business revenue, employee engagement and retention WITH THE slew of research attesting to the significant impact of employee reward and recognition programs on workforce engagement and retention, it’s no surprise that businesses are becoming increasingly innovative in their use of these tools to achieve a broad range of specific business objectives. Australia Post is a case in point, looking beyond the more traditional, values-based reward and recognition program – although they recently relaunched one of these too.
Background Having spotted an opportunity for improvement, this iconic Australian brand made the decision to reinvent its time-worn employee lead referral program. Identifying its 37,000-strong workforce as an ideal channel for sourcing new business leads, Australia Post knew the real challenge lay in motivating and upskilling its diverse workforce to undertake sales-related activities, often far removed from typical dayto-day responsibilities.
Solution With the help of employee loyalty experts Accumulate, Australia Post realised that the ideal, tried and tested formula it was looking for already existed. By drawing on and tweaking the principles of a traditional reward and recognition program to encourage behaviours linked to new business sales objectives rather than company values, the company would achieve the outcomes it needed. Plus, with employee reward and recognition programs intrinsically linked to engagement and retention, the benefits of this approach
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were destined to reach beyond those linked to new business generation. And so the Seeker employee lead referral program was born, incorporating the elements essential to effective reward and recognition programs, including: • an engaging brand • an automated, easy-to-use, online hub • a points-based rewards offering, redeemable online for thousands of reward options • an effective, multichannel (and entertaining) communication mix that drives awareness, education and participation, and publicly celebrates team and individual achievements • clearly-defined behaviour objectives • active senior management support
Results: New business leads and revenue Although the impact on new business objectives is more immediately measurable, again early results mostly serve as a barometer for the program’s potential. Sales-related measures taken around six months after the launch commenced, when Seeker had reached just 60% of the workforce, were again extremely positive indicators of things to come when compared to its predecessor: • 10% increase in leads • 10% increase in lead conversions • 5% increase in new business revenue
Looking ahead Importantly, the program encourages employees to learn new skills and perform tasks that sometimes fall outside the parameters of their usual roles. Not only is this essential for realising the program’s new business revenue objectives, but it’s also a well-documented contributor to employee engagement and retention.
Results: Engagement and retention With the launch having commenced in March 2015, the Seeker program is currently being rolled out in phases. So, while it ticks many of the boxes associated with effective behavioural recognition programs, it’s still too early to measure its impact on employee engagement and retention. However, early signs are extremely positive, with Australia Post reporting that the program – with its fun, canine-inspired brand – “has really captured the imagination” of its employees.
Unsurprisingly, the feeling at Australia Post is one of optimism: “We’re really excited by the results we’re seeing from the Seeker program so far … we’re pleased to say it’s already delivering well above expectations … (and) we can’t wait to see the results once it’s rolled out across the whole business,” says Jayleen Karpeta, local area marketing manager, consumer and small business. By taking a creative, non-traditional approach to solving an age-old business challenge, the company has created a solution that is not only driving a significant uplift in new business revenue but is also on track to have a strong impact on employee engagement and retention. To find out more, contact Alex Franklin on 0401 744 596 or alex.franklin@accumulate.com.au.
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RETENTION SPECIAL REPORT
Brought to you by
LEADERSHIP
THE NO. 1 REASON PEOPLE LEAVE THEIR JOBS The leadership skills of managers are the greatest source of employee fulfilment, writes Ciaran Foley, head of Frazer Jones, Australia COMPANIES CAN offer more money, training and development, recognition programs rewarding the right behaviours, and many other benefits. But there are better ways to help you retain your key talent. In Frazer Jones’ Asia-Pacific HR Salary Survey for 2016, we asked HR professionals across the region about what motivates them to perform and remain with their employers. The results specific to Australian employees make interesting reading. HR professionals from multinational corporations, professional partnerships, as well as small to medium-sized organisations, told us what they valued most about their jobs, and there were two aspects of their work that scored much more strongly than anything else. The strongest response highlighted the importance of the relationship with their managers. It is interesting that in the everchanging world we work in, the relationship people have with their direct managers still takes precedence over everything else. It has been said that people leave managers, not companies, and it would appear that in this age of increased flexible working options and technological advancements (meaning less face time with your manager!), the strength of this relationship is still the key factor in retaining staff. This is reflected in the conversations that I have with HR professionals on a regular basis.
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The other response that ranked well above the rest was company culture. This does reflect how businesses have evolved and changed and perhaps how some businesses have been slower to change. People strongly value the culture of the companies they work in, and they are making conscious decisions
leadership training. Excellent leaders will keep excellent staff. Cultivating a culture can take time to successfully permeate through a business. The consensus from conversations I have with HR leaders is that this needs to start from the top, with senior leaders
“Whether a relationship has soured or was never properly established, one of the most common must-haves in their next role is a manager they can trust, respect and work collaboratively with” Ciaran Foley, Frazer Jones to work for a business based on the culture it has created. These two responses highlight the important role the HR community can play in retaining talented staff. While managers must be accountable for their leadership and communication style, HR can develop these skills in their leaders (and future leaders). With many people leaving companies because of the relationship they have with their managers, I believe this represents a commercially strong business case for investing in
demonstrating the values, and rolemodelling the behaviours expected of each employee. Our research demonstrates that this is a journey well worth taking if you want to retain your star performers. Frazer Jones is a specialised human resources recruitment consultancy, connecting HR professionals with businesses around the world. Ciaran is based in Sydney and specialises in the recruitment of senior management and executive level HR roles across all industries. To request a copy of Frazer Jones’ 2016 APAC HR Salary Guide, or for more information, please email ciaranfoley@frazerjones.com.au or call 02 9236 9090.
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RETENTION SPECIAL REPORT
WORKFORCE PLANNING
A BACK-TO-FRONT APPROACH Professional development is a key component of staff retention, but it seems some employers are putting the cart before the horse when it comes to grooming future high-potential talent. Is there a better way to groom your organisation’s next generation of leaders? Strategy So, what does Hudson mean when it says organisations need a strategy around leadership? There are four components: • Having a framework in place – knowing what the goal is, knowing what ‘good’ leadership looks like, etc • Having a process in place to identify the capability of current leaders or the ability to identify future leaders • Having a clear understanding of the pipeline of leaders required: how many, with what skills, where, when • Leadership development – how the capability gaps are navigated
IT SEEMS the old maxim “the more things change the more they stay the same” is very applicable when it comes to talent management. Indeed, the theme of Hudson’s 2016 Leadership in Australia/ New Zealand white paper was “less talk, more action”. Simon Moylan, head of talent management at Hudson, confirms that each year when their survey results come back, the HR priorities have only shifted slightly.
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“Each year when we survey for the HR priorities, leadership always comes out at number one or two. So I wasn’t surprised it was top for 2016. What was surprising was every year we get that as number one, but it’s not what we see in practice when we talk to businesses.” Indeed, while 92% of organisations said leadership was their top priority, that hasn’t translated to 92% of them having a focused strategy around that issue.
“The survey showed us that 90% of organisations have something in place around development, but only 32% have a framework in place; they have no definition of what good looks like. So, what are they developing if they don’t know what good looks like and they don’t know what capability their leaders need?” Moylan says this ‘backwards’ approach is evident across all components of the leadership strategy. For example, 46% don’t have a pipeline in place. So, how do they know how many should be developed? Are they going to need 10 or 1,000? Thirty-seven per cent don’t know what their current capability is. So, how are they targeting where their gaps are? “It goes back to that scattergun, hope-it-improves type of approach,” he adds.
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Back to the drawing board Moylan recommends that if organisations are going back to the drawing board, they should start by determining what good leadership looks like – and this is something that can be done almost immediately. “You can’t do anything else if you don’t know that,” he says. “If you provide insight into what good looks like, and where their current capability is, the solid leaders will invest in themselves. It’s not all about the organisation driving these things for them.” Once that’s clear, a pipeline is required: how many are needed and what are their capabilities? That then drives the number of people you need to identify – are there potential leaders within the ranks or will you need to introduce leaders into the organisation? From there, it’s about development strategies. “For too long HR has been saying ‘we have a development plan in place’, or ‘we’re sending people off to do an MBA’. But that’s not enough. If you’re selecting the wrong people into those roles in the first place, it doesn’t matter what type of development you give them or how much money you invest in their development; you’ll never get the outcome you need,” Moylan says.
Two case studies Moylan provides two examples of organisations taking different but equally successful approaches to their talent management. The first is a large financial services organisation that integrated its graduate program into its leadership pipeline; it was the start of the company’s ‘leadership fund’. More importantly, it was able to articulate that to graduates in specific terms. “They said to the graduates, ‘we expect that in eight years you’ll be at senior leadership level’,” Moylan says. “What that meant was, because they were clear on what that target was, they knew exactly where they needed them to be, and that then drove everything they did to get to that point.” This approach meant the company had taken a long-term (eight-year) view and backtracked to what that might mean
Simply put, leadership is a long game. It doesn’t get results in six or 12 months. It may take three to five years
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RETENTION SPECIAL REPORT
WORKFORCE PLANNING TOP PEOPLE PRIORITIES: 2015 VS 2016 2015
Rank
2016
Leadership development
1
Leadership development
Selection and recruitment
2
Talent pipeline and succession planning
Learning and development
3
Selection and recruitment
Talent pipeline and succession planning
4
Learning and development
Organisational restructure and redeployment
5
Innovation
Innovation
6
Retention
Diversity
7
Prepare organisation for growth
Retention
8
High-potential programs
Prepare organisation for growth
9
Diversity
High-potential programs
10
HR analytics
HR analytics
11
Organisational restructure and redeployment
Prepare organisation for stagnation/downsizing
12
Prepare organisation for stagnation/downsizing
at graduate level today, including the foundational capabilities someone with that potential might exhibit. “They knew they’d lose some along the way, and they didn’t expect every graduate to stay the course. But they knew that if they hired grads and looked for these foundational capabilities and provided the right support and opportunities, a percentage would get through and would be feeding their talent pipeline at the right rate.” The program has been in place for a number of years. Today, 80% of leadership placements made are with internal hires. “They’ve made the investment and they’re getting results now,” says Moylan. A shorter-term investment can be seen in the hospitality industry. A company in that industry identified a key leadership role and then invested in determining what differentiated an average performer from a high performer in that role: the personality traits, what they did and how they performed in their role, and the experiences they’d had to get to that point. “It’s almost an investigative approach to identifying what it is that drives these leaders. Now they’re really clear about that,” says Moylan. At the start of each year the company
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identifies a pool of 50 people, knowing they’ll need 20 of them throughout the year. The 50 are put through an identification process, to understand what their gaps are and to then develop them towards that role. “The organisation’s risk is a lot lower because they’ve identified them before they’ve got the problem of a vacancy in a leadership role,” Moylan says. “You don’t want to get to a point where someone resigns and then have to ask, ‘What do we do? Why haven’t we got a plan in place?’”
Problems and excuses Moylan says a significant issue for some is that, simply put, leadership is a long game. It doesn’t get results in six or 12 months. It may take three to five years. “That’s probably the first challenge – the focus is results in a really short timeframe. It’s hard to get short-term results when you’re talking about developing leaders,” he says. Secondly, it’s common to see a ‘pass the hot potato’ approach where no one takes responsibility for future leaders. “Leadership is not an HR thing; leadership is a leadership thing,” says Moylan. “The business leaders need to understand the importance of leadership and developing leaders in the
organisation. They need to understand how to identify leaders, and know how to collect the right data to be able to do that.” Overlaid with the above is a persistent attitude of: ‘We’ll get X turnover anyway. What’s the point in investing when these people leave?’ Moylan says the really pertinent question should be: ‘What if you don’t invest and they stay?’ “An early mentor of mine said that developing leaders is like managing your share portfolio,” he says. “You need to do the right analysis upfront to give you the best chance of success in identifying who the winners will be. Not everyone is going to be one of those winners, but if you get the analysis right you’ll have a better chance of getting it right in the long term.”
LEADERSHIP 2016: KEY STATS • 92% of ANZ HR business leaders today say leadership is very important to business success • Only 54% have a clearly articulated leadership strategy in place • Of organisations that don’t have a leadership strategy, 53% (or one in two) plan to create one in the next six months Of those 54% with a clearly articulated leadership strategy in place: • 90% have a plan of development actions to build the leadership capabilities the organisation requires • 90% stated that their leadership strategy was specifically developed to support their organisation’s long-term strategic goals • 46% do not include in their leadership strategy an estimate of the pipeline of leaders they will need in the next three years
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#HRSummitAU
Luna Park Sydney â&#x20AC;˘ 6-7 April 2016
OFFICIAL SHOWGUIDE
Event partner
Presented by
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HR SUMMIT MAIN CONFERENCE DAY ONE WEDNESDAY 6 APRIL 2016
DAY TWO THURSDAY 7 APRIL 2016
8:00AM Registration & Expo Hall opens
8:55AM Opening remarks from the Chairperson
8:45AM Welcome to the National HR Summit 2016
Mia Freedman, Co-founder, Mamamia Women’s Network
9:00AM KEYNOTE
Holly Ransom, CEO, Emergent
10:00AM When the workplace really is a battle field: Inside the
Australian Army HR strategy MAJGEN Rick Burr, Deputy Chief of Army, The Australian Army
10:45AM Refreshments & networking break 11:15AM AUSTRALIAN HR AWARDS WINNER INSIGHT Making
people love HR: How to win supporters and influence leaders Nada T Najjar, Vice President Human Resources, Australia & NZ, American Express Winner, Best Reward & Recognition Program
12:00PM AUSTRALIAN HR AWARDS WINNER INSIGHT
Turning high performers into excellent leaders Amanda Towe, Director of Human Resources, Johnson & Johnson Family of Companies Australia Winner, Australian HR Director of the Year Winner, Best Leadership Development Program
12:45PM Networking lunch 1:30PM LEGAL UPDATE Unfair dismissal case law: Rescissions, redundancies and abandonment Rod Marshall, Partner & Solicitor, FCB Workplace Law
2:15PM Supporting rapid growth: HR’s strategic value-add Jane Foley, Group Executive, Strategy People and Performance, AustralianSuper
3:00PM Refreshments & networking break 3:30PM Creating a culture of recognition
Katy McDonald, Director People & Culture, Sydney Opera House
Lee Norman, General Manager – People & Culture, Beca
9:00AM KEYNOTE To hell and back: A journey across a frozen wasteland Cas & Jonesy, Australian Explorers
10:00AM HR is not string theory – The art of keeping it simple
Naomi Mourra, Head of HR, Australia & New Zealand, BBC Worldwide
10:45AM Refreshments & networking break 11:15AM Maintaining momentum beyond the strategy launch
Klaus Duetoft, Senior Director Human Resources, eBay Australia
12:00PM Communicating change: How to build excitement and buy-in Debra Eckersley, Managing Partner, Human Capital, PwC
12:45PM Networking lunch 1:30PM E-learning and M-learning: How to keep people on the
learning path in a virtual world Dr Anne Bartlett-Bragg, Managing Director, Ripple Effect Group
2:15PM Against all odds: Building high levels of engagement in a pressured environment Geoff Leeper, Second Commissioner - People, Systems & Services, Australian Taxation Office
3:00PM AUSTRALIAN HR AWARDS WINNER INSIGHT The Atlassian Pop-Up Hiring Tour - The art of creating a viral recruitment campaign Kellie Egan, HR Director Australia & APAC, Atlassian
3:45PM GRAND PRIZE DRAW
Visit the booths at the HR Summit Expo to get your Treasure Map stamped by 3:30pm to enter this draw to win $10,000 cash! Winner must be present to collect their prize.
4:00PM Conference concludes
4:15PM PANEL Is the death of the appraisal inevitable?
Helen Fraser, Director, Human Resources, Australia & New Zealand, Aecom Cindy Grass, Head of Talent & Strategy, ANZ, Millward Brown Andrew Woolf, Managing Director - Global Human Capital Lead, Financial Services, Accenture Moderator: Joris Luijke, Vice President of People, Grovo
5:00PM Networking drinks reception
Meet and network with fellow HR professionals whilst enjoying harbour views
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HR DIRECTORS FORUM
#HRSummitAU
DAY ONE WEDNESDAY 6 APRIL 2016
DAY TWO THURSDAY 7 APRIL 2016
8:00AM Registration & Expo Hall opens
9:00AM Leadership with integrity – Balancing conscience with
Directors Forum delegates are asked to make their way to the Ted Hopkins Room above the Expo Hall to start the day
8:45AM Welcome to the National HR Summit 2016
Mia Freedman, Co-founder, Mamamia Women’s Network
9:00AM KEYNOTE
Holly Ransom, CEO, Emergent
9:55AM Welcome to the Directors Forum
Tim Sprague, Director, Sprague Consulting
10:00AM CEO KEYNOTE Leading with purpose, clarity and impact Tony Lowings, Managing Director, Yum! Restaurants International
10:45AM Refreshments & networking break 11:15AM KEYNOTE Leading a geographically dispersed team
Eileen Burnett-Kant, Executive Global Head of Human Resources, Orica
commercialism Suzette Corr, General Manager Human Resources Australia, Group General Manager Talent and Culture, ANZ
9:45AM The connected workforce – How new technology
platforms have shifted how employees work and businesses are run Dineli Mather, Pro-Vice Chancellor – Graduate Employment, Deakin University
10:30AM Refreshments & networking break 11:15AM Overcoming resistance and gaining support for HR
initiatives Gillian Folkes, Group General Manager People and Culture, Centre of Excellence, IAG
12:00PM Starting at the top: Leadership transformation
Paul Landy, Chief Human Resource Officer, QSuper
12:45PM Networking lunch
12:00PM Being a frank and fearless advisor in the c-suite
1:30PM Leading HR strategies in a multi-divisional structure
12:45PM Networking lunch
2:15PM Succession planning within HR – Are we breeding the
Steve Rowe, Former General Manager Human Capital, Laing O’Rourke Australia
1:30PM Creating unity in a leadership team
Michael Stanley, HR Director, Vodafone Australia
Fiona Hathaway, Asia Human Resources Director, Microsoft Services Enterprise Consulting, Microsoft next generation of HR directors? Pearl Daly, Director, Global Talent & Succession Management, ResMed Ltd
2:15PM Structuring executive contracts and compensation
3:00PM WORKSHOP Corporate strategy masterclass
3:00PM Refreshments & networking break
3:45PM GRAND PRIZE DRAW
packages Campbell Fisher, Managing Partner, FCB Group
3:30PM Turning competent middle-managers into excellent leaders Lisa Christy, Director Human Resources ANZ, SAP
4:15PM PANEL HR by stealth: Should HR make itself invisible? Helen Burgess, Executive General Manager, People, Corporate Relations, Governance, NRMA: National Roads and Motorists Association
Professor Guy Ford, MBA Program Director, University of Sydney Business School Visit the booths at the HR Summit Expo to get your Treasure Map stamped by 3:30pm to enter this draw to win $10,000 cash! Winner must be present to collect their prize.
WIN $10,000 cash!
Darren Fewster , Executive Director, Human Resources, Telstra Tony Lehner, Senior Director Human Resources – Asia Pacific, Unysis Debbie Rigger, Human Resources Director, ANZ, EMC² Moderator: Samantha Liston, Director of People & Culture, ABC
5:00PM Networking drinks reception
4:00PM Conference concludes
Meet and network with fellow HR professionals whilst enjoying harbour views
Presented by
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KEY SPEAKERS
Mia Freedman
Holly Ransom
Co-founder Mamamia Womenâ&#x20AC;&#x2122;s Network
CEO Emergent
Cas & Jonesy
Tony Lowings
Australian Explorers
Managing Director Yum! Restaurants International
Eileen Burnett-Kant
Major General Rick Burr
Global Head Human Resources Orica
Deputy Chief of Army The Australian Army
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#HRSummitAU
DR ANNE BARTLETT-BRAGG
HELEN BURGESS
LISA CHRISTY
Managing Director Ripple Effect Group
Executive General Manager, People, Corporate Relations, Governance NRMA
Director Human Resources ANZ SAP
SUZETTE CORR
PEARL DALY
KLAUS DUETOFT
Group General Manager Talent and Culture & General Manager Human Resources Australia ANZ
Director, Global Talent & Succession Management ResMed
Senior Director Human Resources eBay Australia
DEBRA ECKERSLEY
KELLIE EGAN
DARREN FEWSTER
Managing Partner, Human Capital PwC
HR Director Australia & APAC Atlassian
Executive Director, HR Telstra
CAMPBELL FISHER
JANE FOLEY
GILLIAN FOLKES
Managing Partner FCB Group
Group Executive, Strategy, People & Performance AustralianSuper
Group General Manager, People and Culture, Centre of Excellence IAG
PROFESSOR GUY FORD
HELEN FRASER
CINDY GRASS
MBA Program Director University of Sydney Business School
Director, Human Resources, Australia & New Zealand Aecom
Head of Talent & Strategy, ANZ Millward Brown
FIONA HATHAWAY
PAUL LANDY
GEOFF LEEPER
Asia Human Resources Director - Microsoft Services Enterprise Consulting Microsoft
Chief Human Resource Officer QSuper
Second Commissioner - People, Systems & Services ATO
TONY LEHNER
SAMANTHA LISTON
JORIS LUIJKE
Senior Director Human Resources - Asia Pacific Unisys
Director ABC People ABC
Vice President of People Grovo
ROD MARSHALL
DINELI MATHER
KATY MCDONALD
Partner & Solicitor FCB Group
Pro-Vice Chancellor - Graudate Employment Deakin University
Director People & Culture Sydney Opera House
NAOMI MOURRA
NADA T NAJJAR
LEE NORMAN
Head of HR, Australia & New Zealand BBC Worldwide
Vice President Human Resources, Australia & NZ American Express
General Manager Beca
DEBBIE RIGGER
STEVE ROWE
TIM SPRAGUE
Human Resources Director, ANZ EMC2
Former General Manager Human Capital Laing Oâ&#x20AC;&#x2122;Rourke Australia
Director Sprague Consulting
MICHAEL STANLEY
AMANDA TOWE
ANDREW WOOLF
HR Director Vodafone Australia
Director of Human Resources Johnson & Johnson Family of Companies Australia
Managing Director - Global Human Capital Lead, Financial Services Accenture
Presented by
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FREE ACTIVITIES interactive workshops led by expert facilitators who will equip INTERACTIVE Free you with practical skills you can apply in your day-to-day work. WORKSHOPS Register online at www.hrsummit.com.au. DAY ONE WEDNESDAY 6 APRIL 2016 DAY TWO THURSDAY 7 APRIL 2016 9:00AM TRANSFORM YOUR ORGANISATION THROUGH TALENT
9:00AM EXPERIENCE THIS: FIVE REASONS EMPLOYEE
MANAGEMENT
ENGAGEMENT PRACTICES MUST CHANGE
Jason Portelli, Solutions Specialist, ELMO Learning
Jamie Pride, Managing Director and Co-Founder, REFFIND
10:00AM DEVELOPING TALENT FOR A STRONGER FUTURE
10:00AM BRINGING WORKPLACE LEARNING INTO THE 21ST CENTURY
Cameron Nott, Managing Director and Psychologist, CPP Asia Pacific
11:30AM THE RELEVANCE OF SALARY PACKAGING AS AN EMPLOYEE BENEFIT
Pasquale Petrucci, Corporate Manager, ORIX Australia
2:00PM THE RISE OF GLOBAL BACKGROUND SCREENING FINDING THE RIGHT BALANCE
Keely Jones & Sue Fell, Senior Relationship Managers, ITC Learning
11:30AM THE SELF-DEVELOPING ORGANISATION - A NEW APPROACH TO HR SUCCESS
Peter Kokkinos, Vice President, Asia Pacific Sales, SumTotal Systems, a Skillsoft Company & Tim Lawrence, Director, Solutions Architects, Asia Pacific Sales, SumTotal Systems, a Skillsoft Company
2:00PM MOVING FROM WOMEN IN LEADERSHIP TO WOMEN IN ACTION
Steve Girdler, Managing Director EMEA & APAC, HireRight
3:45PM WHY CONTINUOUS PERFORMANCE MANAGEMENT MAKES SENSE
Marc Havercroft, Vice President, HR Digital Strategy & Transformation, SAP SuccessFactors
Kath Greenhough, Manager, Consulting Services, Australia & New Zealand, Skillsoft
3:00PM SKILLS MANAGEMENT & THE 2020 WORKFORCE
Asheley Jones, Executive Director of Work Integrated Learning, Australian Technical Management College
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WHAT’S ON AT THE HR SUMMIT EXPO…
#HRSummitAU
EXPO OPENING HOURS: Wednesday 6 April 8:00am-6:00pm Thursday 7 April 8:00am-4:00pm
Visit the HR Summit Expo to find out about the latest products, services and technologies available to HR professionals. Bring your whole team and enjoy a productive day out of the office against a backdrop of stunning harbour views!
FREE CORPORATE STYLING SESSION Wednesday 6 April 12:15pm
BRUSH UP YOUR PRESENTATION SKILLS Wednesday 6 April 2:45pm
Bringing style to your 9-5 with Rachel Worden, Founder and Head Stylist, Ruby Slippers Styling
Presenting with confidence with Andrea Clarke, Managing Director, CareerCEO
HOLISTIC HEALTH IN THE WORKPLACE Wednesday 6 April 4:30pm
NETWORKING DRINKS Wednesday 6 April 5:00pm
Catch up with fellow HR professionals and unwind after a busy day at the official National HR Summit networking event
Ten tips on how to make you and your health a priority in your work day with Sam Barnett, National Training Manager, Vision Personal Training
PL
US
FIVE MINUTES WITH… SPEAKER INTERVIEWS Back by popular demand, see some of this year’s best speakers interviewed live on stage by HRD Editor Iain Hopkins
PL
US
$10,000 PRIZE DRAW
Complete your Expo Treasure Map by 3:30pm on Thursday 7 April to go in the draw to win the cash! The prize draw will be conducted at 3:45pm
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SPONSORS Event Partner
AustralianSuper is one of Australia’s largest superannuation funds with more than 2 million members and over $90 billion in assets. We work with over 200,000 businesses to deliver high-quality low cost superannuation options to their employees. Call us on 1300 697 873 to benefit from • Easy, flexible administration • Free clearing house services • A dedicated Account Manager if you have more than 10 employees • No joining fees • Education and free seminars for your employees or visit australiansuper.com/employer to find out more. T: 1300 697 873 W: www.australiansuper.com/employer Directors Forum Partner
Silver Sponsors
Affinity provides cloud-based integrated HRIS software for organisations with 200+ employees. Eliminate manual HR processes with automation and flexible workflow solutions. Deliver visibility, accurate reporting across HCM, Payroll, Rostering and compliance management. Affinity has 25 years’ experience with over 300 clients in Australia and New Zealand. T: 1800 778 326 (AU) or 0800 729 633 (NZ) E: info@affinityteam.com W: www.affinityteam.com
At PeopleStreme, we firmly believe that people are the single greatest determinant of an organisation’s success. Our mission is to unlock the full potential of your workforce through the best Human Capital Management software and deployment services in the world. Together, let’s make your people succeed. T: 1300 889 548 W: www.peoplestreme.com
IBM is a global technology and innovation company that stands for progress. For more than a century, the company has focused on helping build a smarter planet. With operations in over 170 countries, IBMers around the world invent and apply software, hardware, business consulting, and technology services to help forward-thinking enterprises, institutions and people solve their most complex problems. Lara Hemmaty, Business Development Representative T: +61 439 106 227 E: lhemma@au1.ibm.com W: www.ibm.com/au-en/ Legal Sponsor
Breakfast Sponsor
Get Healthy at Work is a FREE NSW Government service that gives businesses everything they need to develop a simple yet effective workplace health program that aims to get everyone eating better and moving more. A key offering is a confidential Brief Health Check to help workers better understand their risk of developing heart disease and type 2 diabetes. Samantha Babcock, Business Engagement Coordinator T: 02 4321 4491 E: samantha.babcock@safework.nsw.gov.au W: www.gethealthyatwork.com.au
FCB Group is Australia’s leading workplace relations service provider. With offices in Sydney, Melbourne and Brisbane we deliver sophisticated strategic and advisory services across workplace law, HR consulting, migration and HR technology. HR Assured, which sits under the FCB Group umbrella, is our complete workplace relations solution that helps businesses reduce costs and risks associated with managing people. Most importantly, we offer this package for a low-cost monthly fee. Sydney (Head Office) T: 02 9922 5188 E: info@fcbgroup.com.au W: www.fcbgroup.com.au
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#HRSummitAU
Workshop Sponsors
CPP, The MBTI® Company, is the distributor and certification provider of leading psychometric instruments including the Myers-Briggs Type Indicator®, the world’s best known and most trusted personality assessment tool. We offer psychological insight, with solutions designed for: • HR/L&D/OD Practitioners • Consultants • Executive Coaches • Career Counsellors Simone Bagg, Assistant Account Manager T: + 61 3 9342 1300 E: enquiries@cppasiapacific.com W: www.cppasiapacific.com
ELMO is Australia’s leading talent management software provider offering innovative HR cloud technology to over 2 million users throughout Australasia. Our in-house approach to development, implementation and support ensures fast, smooth and successful implementation. Our unified suite manages Recruitment, Onboarding, Performance and Learning. The ELMO Course Library offers access to hundreds of editable compliance and professional development courses, specific to jurisdiction and industry. T: 1300 884 510 E: contactus@elmotalent.com.au
REFFIND Limited is a mobile employee engagement platform that is redefining the way medium-large organisations communicate with their employees. With technology designed for the employee first, REFFIND helps organisations improve how they recruit, retain, motivate and educate their employees through a fun, fully mobile and easy-to-implement platform. T: 1300 600 956 E: marketing@reffind.com W: www.reffind.com
SAP SuccessFactors is the global provider of cloud-based human capital management (HCM) software. Our applications suite integrates on-boarding, social business and collaboration tools, a learning management system (LMS), performance management, recruiting software, applicant tracking software, succession planning, talent management, and HR analytics to organisations of all sizes across more than 60 industries. T: 1800 772 063 (AUS) / 0800 772 063 (NZ) E: daniel.benad@sap.com W: www.successfactors.com
HireRight delivers global background checks and employment verification services through an innovative platform to help you hire the right candidates, so you can grow successfully and efficiently. We offer a comprehensive screening solution that you can tailor to the unique needs of your organisation. Danny Yeoh, Director of Sales, Asia Pacific T: +65 8809 5187 E: danny.yeoh@hireright.com W: www.HireRight.com/apac
Seera is a modular unified talent management platform in the cloud that provides a holistic and integrated approach to everything from candidate sourcing to succession planning utilising powerful competency, skill and behavioural frameworks at its core. Seera is not a typical HR system but instead a revolutionary people management solution T: 1300 881 933 E: sales@seera.com.au W: www.seera.com.au
ITC Learning is a leader in digital learning solutions. Our close collaboration with clients ensures our solutions respond to their business objectives. If you are serious about eLearning, the ITC Learning products and services suite will ensure you are producing professional, engaging content – ITC Learning is your TOTAL eLEARNING SOLUTION. T: 02 9438 2500 E: mark.fennaroberts@itclearning.com.au W: www.itclearning.com.au
Skillsoft is a pioneer in the field of learning with a long history of innovation, providing cloud-based learning solutions for customers worldwide, including global enterprises, government, education, and small to mid-sized businesses. Skillsoft provides off-the-shelf and custom content to over 6,000 customers and more than 19,000,000 learners around the world.
For almost 30 years, ORIX Australia has been delivering a range of salary packaging, fleet management and leasing services in Australia and New Zealand. The dedicated ORIX team around Australia offer simple and flexible Novated lease solutions that provide a fantastic employee benefit at no cost to employers. T: 1300 652 886 E: info@orix.com.au W: www.orix.com.au
SumTotal Systems, a Skillsoft company and leading provider of next-generation HR solutions, helps organisations discover and develop the hidden potential within their workforce and entire business ecosystem. SumTotal goes beyond traditional talent management and HCM applications, delivering contextual and persuasive information and actions that improves employee performance in real time.
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EXHIBITORS Broadbean is the global leader in providing sophisticated, yet easy-to-use candidate sourcing tools that help recruiters improve efficiency and increase return on investment. Our software as a service (SaaS) makes it easy to distribute jobs and search for talent online, while providing tools that optimise your recruitment process and integrate internal systems. T: +612 9310 6000 E: APACSales@broadbean.com W: www.broadbean.com/au
Your workforce is your biggest cost and most valuable asset. ConnX can assist you maximise and leverage that investment through effective workforce planning, process automation and engagement. ConnX minimises that administration burden for personnel allowing you more time to focus on the strategic functions of your job. Zane Knight, Company Director T: 1300 CONNX HR E: sales@connx.com.au W: www.connx.com.au
At Corporate Citizen our mission is simple: to empower every Australian business with the technology to connect their employees with the world’s most important causes. By marrying businesses and their employees with good causes, we’ll help to create a better world and build better businesses. Paul Sloam T: (02) 8114 0770 E: paul.sloam@corporatecitizen.com.au W: www.corporatecitizen.com.au
Foresight’s Global Coaching provides Executive Coaching and Mentoring to senior business leaders. Our Coaches are experienced non-executive directors of public and private organisations, all being distinguished business leaders in their own right. Our robust coaching model is unique and we are considered the best Executive Coaching firm in Australia. Level 9, 80 Mount Street North Sydney NSW 2060 T: 02 9955 2611 W: www.globalcoaching.com.au
Founded in Melbourne, Australia in 1983, Frontier Software is a global leader in Human Resource, Talent Management and Payroll solutions. Their solution ichris sets the global benchmark functionality and useability. With support offices in Melbourne, Brisbane, Sydney, Canberra, Adelaide and Perth and key global locations, Frontier Software is well placed to service their 1700 clients. Kevin Brooks, National Sales and Marketing Manager T: 1300 376 684 E: sales@frontiersoftware.com.au W: www.frontiersoftware.com
Founded in 2000, Good2Give is a not-for-profit organisation making it easy for businesses and donors to connect with the charities that matter to them. Committed to building a more giving society, we advise businesses on how to engage with charitable organisations and provide software solutions to efficiently and securely process donations. T: +61 2 9929 9633 E: info@cafaustralia.org.au W: www.good2give.ngo
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#HRSummitAU
The Goodcompany platform empowers staff to give their Time (general volunteering), Talent (skilled volunteering) and Treasure (donating to charities, projects and fundraising pages) to save over 1500 charities. Clients includes Optus, Flight Centre and IAG. Our mission to connect those that can give with those in need. We hope you will join us! Ash Rosshandler, CEO T: +61 396866100 E: ash@goodcompany.com.au W: www.goodcompany.com.au
LeasePlan offers leading novated vehicle leasing and salary packaging services that deliver real benefits to staff. Our complete offering includes proven products and systems, financial security, and great customer service. We make it easy and worry-free for employers and employees. LeasePlan’s employee benefits make you look good without adding to the HR workload. Malinda Churchill T: 03 9269 2518 E: malinda_churchill@leaseplan.com.au W: www.leaseplan.com.au
At MEGT we believe the heart of business success lies with your greatest asset – the people you employ. To achieve your workforce objectives MEGT offers integrated services including: Recruitment Management, Workforce training, Education, and is the only national provider of the Australian Apprenticeship Support Network. We are proud to service some of Australia’s largest and smallest businesses and have the capability to do so. Colin McCabe, General Manager, MEGT Recruitment and Management Services T: (02) 8078 3398 E: Colin_McCabe@megt.com.au W: www.megt.com.au
RITEQ is a specialist in delivering Workforce Management and Employee Time and Attendance Software Solutions across a broad range of business sectors. With more than a decade of experience, RITEQ enables sites around the world to drive efficiency and improve profitability. W: www.riteq.com.au
With over 25 years’ experience in the Fleet Management and Leasing industry, sgfleet is a leading provider of vehicle Salary Packaging solutions in the Australian marketplace. With operations in Australia, New Zealand and United Kingdom, sgfleet’s Novated Leases and Salary Packaging make it easy for organisations to provide a great workplace benefit for employees. Phil Clump, National Manager - Novated Sales T: 1300 138 235 E: newbusiness@sgfleet.com W: www.sgfleet.com
Steptember is a ready-made staff engagement activity which aims to improve the health and wellness of your employees, increase morale and teamwork. In teams, employees are challenged to walk 10,000 steps a day and are encouraged to fundraise throughout the event to help people living with cerebral palsy. Visit us at www.steptember.org.au Lisa Strudwick E: steptember@cerebralpalsy.org.au
We specialise in providing high quality, integrated and responsive cloud-based eLearning solutions. Our solutions support the training requirements of your organisation. We provide a Learning Management System, course publisher, legal compliance and professional development training, accredited training and custom solutions designed for an Australian workforce, reflective of your organisation’s jurisdiction. We look forward to finding a solution that supports your vision. T: +61 7 3806 3660 E: action@techniworks.com.au W: www.techniworks.com.au
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PEOPLE
OTHER LIFE
2016
The year The Big Issue became a QBE Foundation charity partner
$7
11,000
Magazine sale price. Work opportunities Vendors buy for $3.50, keeping provided by street papers the difference globally each year
WORKING FOR CHANGE QBE’s CHRO stepped out of her comfort zone to highlight one of Australia’s biggest community issues TO HELP shine a spotlight on homelessness and disadvantage in our community, Sally Kincaid, chair of the QBE Foundation and CHRO at QBE Australia and New Zealand, took to the streets in February to sell street magazine The Big Issue. As part of International Vendor Week, Kincaid donned The Big Issue’s trademark fluoro vest one morning and joined vendor
56
Rachel T in front of the QBE office in Sydney for 30 minutes of selling. “It was an extremely different start to the day and one I found incredibly confronting. My colleagues gladly purchased copies of the magazine from me, but becoming a Big Issue vendor and approaching members of the public was a very different experience,” Kincaid says.
“It was a real eye-opener to understand first-hand just a little of what vendors like Rachel face every day in their efforts to build a better life by selling street papers. “I’m really proud to work for an organisation like QBE that is committed to supporting our community and providing our people with opportunities to contribute through the QBE Foundation.”
www.hcamag.com
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