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Our 4 day work week

Before the Australian trials, before the UK trials – we implemented a 4 day work week. Driven by a desire to put wellbeing front & centre we made the shift early in 2022.

But more than that, rewarding output not hours is something that needs to be normalised, and I wanted to show how it can work.

I implemented a number of wellbeing focussed initiatives, the key being a 4 day week generally resulting in both of us working around 30 odd hours per week.

Because we work from home with minimal interruptions our output is high. For this reason it was very important that compensation was based on a comparable full time salary – not pro rata

And I need to be clear, the intent wasn’t to take a full time workload and put the pressure on to get the work done in 4 days. Our workflows are scheduled based on what is reasonably achievable in 30 hours, factoring in our individual pace and skill.

Realistically though, we are achieving the same output as if we were in an office working 5 days per week, it’s the lack of water cooler chatter because we work from home, coupled with the the focus on output. There is something very freeing about flipping the narrative from “you’re employed to sit here from 8am – 5pm” to “this is what we need to get done this week, once you’re finished focus on something you’re passionate about”

Current “4 Day Week” trials work off a 100-80-100 model where companies allow employees to work 80% of their regularly scheduled hours in return for 100% of their pay and a pledge to deliver 100% of their standard output.


After 6 months we each wrote a social media post to discuss our experiences, this is what Tiahanna had to say:

“I have a mining background where corporations number 1 priority is output and production rather than the physical and mental well-being of their employees. I used to work an 8/6 roster, although the 6 days off were blissful, the 8 days on were regularly so hectic, it got to the point where I was wasting half of my days off just trying to recuperate rather than doing things for myself⁠

The 4 day work week has given me a larger perspective on life and has given me the freedom to make choices and create a better work/life balance – we work to live, we don’t live to work⁠”

And me?

“I certainly feel more balanced in body & mind and that has assisted with clearer thought processes related to the business. I’m finding it easier to integrate all aspects of my life and getting to spend more time off the hamster wheel of life”

Which brings us to the present, approaching the 12 month mark. The verdict?

Focussing on 4 key area’s important to her, Tiahanna provided the following feedback.

  • My personal life – This did not take any hits, I didn’t have to miss out on anything due to fatigue, stress, overtime, or anything else.
  • My health – I don’t think I’ve moved my body this much during my whole life, the balance of a 4-day work week has given me so much energy and focus, I really feel like I can look at most things so much more holistically now – that may sound wishy washy but I don’t think many people understand what having a good balance can actually feel like. 
  • My work life  – flourished, I’m working less but I definitely feel like I’m getting more done and to a better standard. 
  • Development – I even had enough energy to add on studying, that’s right, I’ve gone back to school so I can better serve all of our wonderful clients.

And from my perspective as a business owner and participant?

The short version – The work gets done, absenteeism isn’t an issue and engagement is high. (I mean, what more can you ask for)

As a HR community we know that when people are put first the organisation performs better. When flexibility exists to allow greater integration of a person’s work & personal life, wellbeing increases, burnout and stress decrease. Health outcomes are higher, work output is higher, employees are happier and more engaged.

And my experiences as a participant? As any small business owner will tell you, there’s “work hours” then there is all the other stuff that gets done after hours and on weekends. Although I recognised early on that unless I wanted to burnout and grow to resent my business I needed to put boundaries in place, it’s not realistic to be militant with maintaining them.

First & foremost, we are a service based business, and when things go wrong it doesn’t always fit neatly into my hours of work. So 100% consistency of maintaining a 4 day week, for me, was never going to be achievable. But predominantly it has been.

The clarity that comes with not always “being on” has produced better business outcomes which is reflective in the bottom line.

I have more time to focus on the non work related things that are important to me, we aren’t our jobs so *this* is a super important factor to be cognisant of.

But don’t just take our word for it, 96.9% of employees who have trialled a 4 day week throughout 2022 want to continue. Trials scored a 9/10 with companies.

A wide range of well-being metrics showed significant improvement from the beginning to the end of the trial. Stress, burnout, fatigue, work-family conflict all declined, while physical and mental health, positive affect, work- family and work-life balance, and satisfaction across multiple domains of life increased.

Of the companies that provided metrics related to revenue there was an 8.14% increase during the trial period. When compared to the same 6 month period in 2021 the increase was much larger at 37.55%.

You can download the full report here

Through impactful HR we create a positive employee experience every time.

We aim to create future-focused, people centred HR solutions to accelerate organisational and employee wellbeing, engagement and performance by making HR easy.

THE PEOPLE & CULTURE OFFICE SUPPORTS HR TEAMS AND ORGANISATIONS AUSTRALIA-WIDE TO TAKE A FRESH APPROACH TOWARDS THEIR PEOPLE AND CULTURE FUNCTION. 

Who we are

Is it the skills shortage or something else?

Let’s put our thinking caps on for a hot minute. When was the last time you undertook some leadership development at work? Never?

Did you know the direct Manager is responsible for up to 70% of turnover and lack of engagement in the workplace?

Organisations that focus on employee engagement have 43% less turnover, absenteeism reduces by 83% and 64% fewer safety incidents.

But let’s back it up a sec, Employee Engagement? That’s just people being happy & satisfied at work isn’t it?

There is a considerable difference between being satisfied and being engaged at work. It is often the difference between being content and going the extra mile. 

For organisations to grow, advance and maximise performance, they need engaged people who work together using their strengths to complement one another. The most effective managers take responsibility for creating an engaged workplace. It sounds straightforward, but it is not always that easy.   

To succeed, managers have to bring employees together in collaboration, provide clear direction, put effective measures in place and accept responsibility for maximising each employee’s full potential

And as with every new skill, this needs to be developed.

So thinking about this, and the stats relating to employee engagement;

  • 83% less absenteeism
  • 43% less turnover
  • 64% fewer safety incidents
  • 10% higher customer metrics
  • 18% higher productivity

I ask you this.

Do we continue to blame the skills shortage for our inability to attract & keep employees 

Or do we make changes to the way we lead our organisations

Imagine just for a moment if we created workplaces where employees looked forward to coming to work, stayed longer and missed fewer workdays. Where they acted with more confidence and direction and could quickly handle distractions and times of uncertainty.

What would your organisation look like if we transformed the work environment? Would the skills shortage be as big as a factor to your future growth and sustainability?

The People & Culture Office are Gallup Engagement Champions, if it’s time you moved your people function beyond employment contracts and HR policies you can reach out to us here.

Through impactful HR we create a positive employee experience every time.

We aim to create future-focused, people centred HR solutions to accelerate organisational and employee wellbeing, engagement and performance by making HR easy.

The People & Culture Office supports HR teams and organisations Australia-wide to take a fresh approach towards their people and culture function. 

Who we are

Annual Performance Reviews are so passé

bored men wearing beige outfits

Organisations have come to realise that traditional approaches to performance management do not effectively motivate employees. In fact, they often have the opposite effect. ⁠

Performance management has buckled because organisations have prioritised measurement over development. ⁠

The Shift From Performance Management to Performance Development

Successful performance development is not just about changing the way annual reviews are conducted. Rather, performance development is about creating a cultural shift in how people work and how they work together. ⁠

Moving from performance management to performance development requires managers to think of themselves in a new way: as a coach, not a boss.⁠

multiracial businesswomen with laptop talking about work

⭐️Establish expectations ⁠
⭐️Continually coach⁠
⭐️Create accountability⁠

When performance becomes focused on these core principles, manager-employee interactions and discussions feel encouraging, purposeful and rewarding in ways that annual reviews do not. ⁠

Creating a culture of performance development around these core principles also helps employees better own their performance, development and career.⁠

Too often, managers set the same expectations for all employees, forcing people into the same neat little box. ⁠

A good manager not only establishes expectations and gives employees a voice in the process, but also helps employees understand why their role exists and how their role expectations align with team and organisational objectives⁠


We will work with you to create a system that allows managers to work with employees to identify their capabilities, leverage their strengths and provide development opportunities to close any gaps between their capabilities and what is expected of them⁠

The People & Culture Office supports HR teams and organisations Australia-wide to take a fresh approach towards their people and culture function. 

With 20-plus years in the HR game behind them, Tiahanna & Simone create future-focused, people centred HR solutions to accelerate organisational and employee wellbeing, engagement and performance by making HR easy

Who we are

The People & Culture Office is a HR consultancy based in Kalgoorlie Western Australia, servicing organisations Australia wide.

No contracts | No ongoing fee’s | Just bespoke HR solutions to say goodbye to feeling lost & out of your depth when dealing with employee issues⁠.

Common misconceptions about HR

Believe it or not we don’t sit in our offices all day dreaming up ways to give you more work or ruin your life.

HR is one of those business functions that people just “don’t get”. They either have this really narrow view of what HR is to business, or they think we are evil b*tches.

The latter is usually because they’ve had some dodgy manager that has allowed them to believe that some decision has been made because of HR.

“I don’t want to do this but HR is making me”

Then, there’s nothing like a manager who doesn’t want to have the tough conversations and puts it back on HR, setting them up as the bad guy.

So, are we all evil b*tches? Well, misconceptions come from somewhere, and absolutely there are some HR people out there doing our sector dirty. Sometime the function itself is outdated and there is no desire to move forward into the new era (or decade) of work, it can have too much red tape and it can all just be a bit too stuffy.

This isn’t how HR should look and feel⁠. And it’s not how we operate.

Let’s unpack some common misconceptions about HR

HR is about protecting the company⁠ – HR has a responsibility to minimise risk, sometimes protecting employees is the best way to minimise risk and sometimes it’s protecting the interests of the company. HR’s job is to be a neutral voice of reason, we are there to help leaders and employees navigate doing the right thing⁠.

Yep, a lot of HR people are anti-employee, but this isn’t what HR is, or should be. Sometimes this sentiment is driven by the leaders – if the company you are working for is anti-employee you should probably go find another job⁠

All HR does is hire & fire⁠ – Unless you are a dedicated recruiter this is about 10% of what HR is. HR is involved in the hiring and firing process to ensure it is a good process (and a legal process), but we don’t initiate it and it is nowhere near how we spend our days⁠.

HR is easy and anyone can do it⁠ – Ok, so we don’t just organise Christmas parties and answer employees questions. A large part of HR is strategising things that may or may not happen in the future, we look at organisational design and ensure you will have the right people to take the organisation forward. We develop initiatives to drive the right culture and build the capacity of your people⁠

We manage ego & politics and we need to be able to manage our own emotions when we need to flip from ending someones employment to celebrating someone else’s promotion.⁠ HR is full of “big feelings” and you need to be a skilled enough operator to juggle all of that in amongst the day to day & technical aspects of the work⁠.

They are always on our back – If you’re a manager and you aren’t completing a component of your job such as effectively leading your team, then yeah, we are going to be on your back. You know the stakes, if something is part of your job you need to do it. You can’t blame HR for the repercussions of you not doing your job.


Want to learn more about what quality HR is? Click HERE


The People & Culture Office supports HR teams and SMEs Australia-wide to take a fresh approach towards their people and culture function. 

With 20-plus years in the HR game behind them, Tiahanna & Simone build capacity and culture in the workplace to drive the achievement of your operational goals and give you an edge in a talent-led economy.

Who we are

Like what you see? Click around and discover how partnering with us can give your business a competitive advantage by aligning strategy with people & culture, or, give us a like on Facebook for regular updates on industry trends, blog posts & photo’s of us having coffee at our regular haunts and / or our dogs & cats disrupting our work day.

THE PEOPLE & CULTURE OFFICE IS A KALGOORLIE BASED HUMAN RESOURCES (HR) CONSULTING COMPANY THAT SPECIALISES IN DEVELOPING PARTNERSHIPS WITH SMALL AND MEDIUM ENTERPRISES. WE CAN PARTNER WITH YOU TO GAIN A COMPETITIVE ADVANTAGE THROUGH EMPLOYEE INITIATIVES. 

CONTACT US TO ARRANGE AN APPOINTMENT TO DISCUSS WHAT SOLUTIONS WE CAN PUT IN PLACE TO DRIVE ACHIEVEMENT OF YOUR STRATEGIC AND OPERATIONAL GOALS.

AT THE PEOPLE & CULTURE OFFICE YOU ONLY PAY FOR THE WORK WE UNDERTAKE FOR YOU;  NO ANNUAL OR MONTHLY FEES; NO CONTRACTS; JUST QUALITY, LOCAL, SERVICE.

Why Your Employees Quit – Trust & Respect

Strong working relationships allow everyone to share insights, ask questions and do their best work without fear⁠. To get that critical sense of safety, you have to know how to build trust within a team.

When employees don’t feel trusted or respected to do the job they’ve been employed to do resentment can start to build up and we can start to see the signs of quiet quitting.

And then they leave.

Lack of respect and trust can be seen in the way people are spoken to, the work they receive (too much, too boring) or the way their manager monitors their movements throughout the day.

When work from home orders were implemented in 2020 the sales of tracking software went through the roof. Leaders unable to observe employees in the office were convinced without them overseeing their every move they would surely spend their days on Tik Tok.

Never mind they could just track output to ensure work was still being completed, for many the first response demonstrated their lack of trust in their workforce, and were very *surprised Pikachu face* when the resignations started rolling in.

People don’t set out with the intention to be a poor leader, but frequently people are promoted and placed into positions without adequate leadership training. They just don’t know any better.

Read about this very subject HERE and HERE.

The Emotional Intelligence Factor

One of the fundamental roles of a leader is to build positive relationships with those they associate with. When leaders possess such characteristics they are able to engage their team, as their team feel understood, supported and encouraged.

This has positive effects on the organisation and those in it will feel comfortable contributing to organisational objectives. Having anyone in management positions exercising emotional intelligence leads to a more robust and high performing organisation.

If leaders don’t have the characteristics which contribute to emotional intelligence, it is likely that they will inhibit their ability to be an an effective leader and the organisation will be negatively affected, irrespective of their technical knowledge. You can read more about emotional intelligence HERE


Who we are

It’s time for HR to move beyond policies, practices and processes, HR’s value proposition to business is to ensure HR professionals and their practices’ produce positive outcomes for key stakeholders, employees, line managers, customers and investors.

Like what you see? Click around and discover how partnering with us can give your business a competitive advantage by aligning strategy with people & culture, or, give us a like on Facebook for regular updates on industry trends, blog posts & photo’s of us having coffee at our regular haunts and / or our dogs & cats disrupting our work day.

THE PEOPLE & CULTURE OFFICE IS A KALGOORLIE BASED HUMAN RESOURCES (HR) CONSULTING COMPANY THAT SPECIALISES IN DEVELOPING PARTNERSHIPS WITH SMALL AND MEDIUM ENTERPRISES. WE CAN PARTNER WITH YOU TO GAIN A COMPETITIVE ADVANTAGE THROUGH EMPLOYEE INITIATIVES. 

CONTACT US TO ARRANGE AN APPOINTMENT TO DISCUSS WHAT SOLUTIONS WE CAN PUT IN PLACE TO DRIVE ACHIEVEMENT OF YOUR STRATEGIC AND OPERATIONAL GOALS.

AT THE PEOPLE & CULTURE OFFICE YOU ONLY PAY FOR THE WORK WE UNDERTAKE FOR YOU;  NO ANNUAL OR MONTHLY FEES; NO CONTRACTS; JUST QUALITY, LOCAL, SERVICE.

recruitment is tough australia wide – this should be your priority right now

Hiring challenges are impacting businesses Australia wide, regardless of size or industry, finding suitably qualified employees is a tough gig. Seek released stats last month indicating that for the first time since they launched in 1997 they are seeing far more jobs being advertised than there are candidates.

Statistics from last quarter indicate that 50% of Australian businesses are employing right now. According to the PWC “What Workers Want” report Australian workers will soon be on the move in much larger numbers than we’ve seen in recent times: The Great Resignation.

Some commentators have said this intent has been created by a sense of restlessness, or looking to regain control, after a significant period in lockdown. Sociologists suggest that people have been particularly introspective as a result of the pandemic, which can often lead to job and career changes- and others believe it has been building up in the background for some time, as people have been reluctant to change employers in an unstable market.

It’s likely to be a combination of all those factors – but it doesn’t alter the reality that Australian organisations are about to see people walking out the door. And it’s adding to the impression that the balance of power is shifting from the employer to the employee. Because in the war for talent, it’s the worker who has the better bargaining position.

Whatever the cause, here we are and we need to put strategies in place to stop the flow of talent out the gate.

If you’ve approached recruitment with the “why should I employ you” mindset it’s time for that to change.

Attracting interest from job seekers requires you to shift your thinking from what you want from candidates (i.e. requirements of the role) to what you have to offer prospective candidates

It’s time to invest more in meeting employees expectations, when you do this it makes it much easier to attract employees. But more than that, they stick around, and the less you have to recruit, train and have staffing issues impact core business operations the more it makes this a no brainer right?

But if you don’t deliver on what you promise, or walk the walk then expect the flow to continue.

Culture is King

The latest data from the Gartner Talent Monitor Report reveals that ‘culture is king’ for employees who’ve emerged from lockdowns with a renewed sense of priorities. Aaron McEwan, VP Research & Advisory at Gartner, told HRD: “The data shows Australian employers face an ultimatum: prioritise quality leadership and a positive work culture in your organisation or risk losing staff to a highly competitive talent market.”

“What happens in the wake of a major worldwide existential event, like a global pandemic is that it leaves long-lasting changes,” he continued. “Even if everything returns to a balance of power in favour of the employer, I don’t think it will change the fundamental shift that we’ve seen in employees which is they are rethinking their relationship with work at a very fundamental level.

Get your offer and leadership right and employees will stick around. Not forever, because a job for life no longer exists, but you will manage a stable workforce. And in our current job market, this should be your key priority.

We can do this for you, experience a bit of our magic 🪄


Who we are

It’s time for HR to move beyond policies, practices and processes, HR’s value proposition to business is to ensure HR professionals and their practices’ produce positive outcomes for key stakeholders, employees, line managers, customers and investors.

Like what you see? Click around and discover how partnering with us can give your business a competitive advantage by aligning strategy with people & culture, or, give us a like on Facebook for regular updates on industry trends, blog posts & photo’s of us having coffee at our regular haunts and / or our dogs & cats disrupting our work day.

THE PEOPLE & CULTURE OFFICE IS A KALGOORLIE BASED HUMAN RESOURCES (HR) CONSULTING COMPANY THAT SPECIALISES IN DEVELOPING PARTNERSHIPS WITH SMALL AND MEDIUM ENTERPRISES. WE CAN PARTNER WITH YOU TO GAIN A COMPETITIVE ADVANTAGE THROUGH EMPLOYEE INITIATIVES. 

CONTACT US TO ARRANGE AN APPOINTMENT TO DISCUSS WHAT SOLUTIONS WE CAN PUT IN PLACE TO DRIVE ACHIEVEMENT OF YOUR STRATEGIC AND OPERATIONAL GOALS.

AT THE PEOPLE & CULTURE OFFICE YOU ONLY PAY FOR THE WORK WE UNDERTAKE FOR YOU;  NO ANNUAL OR MONTHLY FEES; NO CONTRACTS; JUST QUALITY, LOCAL, SERVICE.

What is psychological safety and how do you build it in your workplace?

people having a conversation

A guest blog bought to you by Kylie McLerie: Collective Culture Consultancy

The term psychological safety has gained traction over the last few years as we have traversed the changing landscape of the modern workplace. But really, this is the seed where all flourishing workplace cultures need to grow from. Psych safety is the single most important factors in high performance teams; a fact that is being recognised by more and more companies across the globe. 

If you are sitting there thinking, “Well what actually is this?” then let me explain: The term psychological safety was coined by Harvard Business School professor Amy Edmondson. She defines it as “a shared belief that the team is safe for interpersonal risk-taking.” Establishing a climate of psychological safety allows space for people to speak up and share their ideas. This means environments where staff are supported to contribute to the strategic and operational workings of the business, where collaboration is fostered, and strengths and expertise utilised and where people feel valued and part of the big picture. 

Timothy R Clark describes four stages of psychological safety that teams can move through. 

The first stage is inclusion safety. We all want to feel included. We long to belong. We humans need to be accepted in a team before we can be heard, so essentially the first stage is simply being comfortable being present. This stage means all members but be included and welcomed – without discrimination regarding gender, age, social background, sexual orientation, neurodiversity or anything else.

The second stage is learner safety – and this means being able to ask questions, give and receive feedback, experiment, and make mistakes. Team members at this stage will provide feedback to each other, and ask for feedback themselves

The third stage is contributor safety. This means being able to participate as a member of the team, contribute ideas and suggestions, and raise threats and risks using members’ individual talents and abilities to contribute to the team without fear. At this stage, retrospectives and “post-mortems” become very powerful practices.

The fourth stage is challenger safety. This means being able to challenge the way the team works, come up with new ways of working, behaviours, and challenge the ideas of others – even the ideas of senior members. This is the most powerful “stage” of psychological safety, as it not only allows new ideas to surface and learning from mistakes to occur, but it can prevent potentially bad ideas from getting to the real world.

Timothy Clark also believes a leader’s roll is to increase intellectual friction and decrease social friction. Diversity in your workforce increases intellectual friction, this is great for that floury of ideas and thoughts required to solve problems, innovate and get the best outcomes.  Inclusion of each team member is key to this. Diversity is a fact (diff. ages, education, cultural backgrounds), inclusion is a choice, and we draw that out through the building of psychological safety. If your people feel safe and there’s no fear of ridicule or retribution, then the intellectual diversity comes to the surface.

women standing beside corkboard

When we don’t have psychological safety our self-sensory instincts kick in.  There is literally a neurological response, our amygdala kicks in with our fight or flight response sending blood away from our thinking part of the brain. This means that we shut down, go into self-preservation mode, our wellbeing suffers, we are less resilient and more stressed.

In contrast when your workplace feels challenging but not threatening, your brain’s oxytocin levels rise, eliciting trust and trust-making behavior. This is a huge factor in team success as it encourages speaking up because: 

  • Concern is alleviated about others’ reactions
  • Energy isn’t wasted on fear-based behaviours, so clarity of thought is improved
  • Productive conflict is supported
  • Mistakes are readily discussed enabling failures to be mitigated
  • More novel ideas are shared promoting innovation
  • Instead of focusing on self-protection people are focused on achieving motivating goals
  •  A climate is created that increases accountability.

High psychological safety is not necessarily about being polite and nice. Rather its recognising that true respect is about saying what you think, and giving each other permission to make mistakes, get it wrong and being able to self-correct.  And having psychological safety isn’t about eliminating all risk, but by taking away interpersonal risk you can better mitigate business risk.  It also doesn’t mean you need to lower your performance standards.

You can still have high standards, high accountability and high psychological safety in your team. 

people sitting on chair

So where do you start? 

  • Well, is all starts from a feeling of connection and belonging. It all starts with trust. Value time for employees to build working relationships. 
  • Lead with a curious mindset. Remind leaders that no one comes to work wanting to do a bad job.
  • Invite participation and value strengths. Leaders don’t and shouldn’t know it all. Use the strengths of the collective to build high performing teams. 
  • Be clear on the expectations for the work. Individuals need to know exactly what kind of input is expected from them as part of the team and as an employee of the company. 
  • Model fallibility and vulnerability from the top. No one wants a robotic boss. Authentic leadership that recognises their own strengths and downfalls and keeps it real sets the tone for the company culture. 
  • Make it clear that building psych safety is everyone’s business. Individual and team training around how to build psych safety is imperative for sustainability. 

At the end of the day, employee performance will improve as a result of creating a psychologically safe workplace. And employees who feel safe and engaged at work are less likely to quit. Really how can you afford not to consider really auditing the levels of psych safety at your workplace. 

For more information, or to speak about how we can support you to build awareness at your workplace please get in touch at kylie@collectivecultureconsultancy.com.au

About kylie

Collective Culture Consultancy is an educational and business consultancy firm that specialises in supporting the growth and maintenance of a productive culture. Building a collective responsibility for success breeds vision, well being and drive. Your culture is what drives your success. Ensuring that ‘same page’ ethos is our core business.

Research indicates that staff that feel connected to their workplace, valued by their colleagues and have opportunities to grow their skills and careers will be more committed to achieving organisational goals. Attracting the right staff is only the beginning, retaining them is where the investment should be.

Kylie McLerie, Director, has carved a long and diverse career in educational leadership through her roles as School Principal, Deputy Principal and Curriculum Manager, Teacher and Consultant. She is recognised throughout Western Australia for her dynamic leadership skills, ability to grow others and skills in creating workplaces that people want to belong to.


Who we are

It’s time for HR to move beyond policies, practices and processes, HR’s value proposition to business is to ensure HR professionals and their practices’ produce positive outcomes for key stakeholders, employees, line managers, customers and investors.

Like what you see? Click around and discover how partnering with us can give your business a competitive advantage by aligning strategy with people & culture, or, give us a like on Facebook for regular updates on industry trends, blog posts & photo’s of us having coffee at our regular haunts and / or our dogs & cats disrupting our work day.

THE PEOPLE & CULTURE OFFICE IS A KALGOORLIE BASED HUMAN RESOURCES (HR) CONSULTING COMPANY THAT SPECIALISES IN DEVELOPING PARTNERSHIPS WITH SMALL AND MEDIUM ENTERPRISES. WE CAN PARTNER WITH YOU TO GAIN A COMPETITIVE ADVANTAGE THROUGH EMPLOYEE INITIATIVES. 

CONTACT US TO ARRANGE AN APPOINTMENT TO DISCUSS WHAT SOLUTIONS WE CAN PUT IN PLACE TO DRIVE ACHIEVEMENT OF YOUR STRATEGIC AND OPERATIONAL GOALS.

AT THE PEOPLE & CULTURE OFFICE YOU ONLY PAY FOR THE WORK WE UNDERTAKE FOR YOU;  NO ANNUAL OR MONTHLY FEES; NO CONTRACTS; JUST QUALITY, LOCAL, SERVICE.

Are you ready for the new era of work – Employee value proposition

Employee Value Proposition - The People & Culture Office Kalgoorlie

This post is the fourth post in a series running throughout 2022 taking a deep dive into the new era work. This post is all about your employee value proposition and the employee experience. You can catch up on previous The People & Culture Office posts here here and here.

Hands up who is struggling to recruit quality talent in the current climate 🙋🏼

Attracting interest from job seekers requires you to shift your thinking from what you want from candidates (i.e. requirements of the role) to what you have to offer prospective candidates

Thats Employee Value Proposition (EVP) in a nutshell – what you can offer, but more than that, what you can offer thats over and above what your competitors have to offer.

Or as I like to refer to it, what’s your secret sauce

Let me explain –

If I say Big Mac where does your mind go? The Big Mac Special Sauce right? 🍔

Macca’s have built entire marketing campaigns around the special sauce, it’s what the Big Mac is known for.

As an employer what’s your special sauce? What are you known for? What do your current and prospective employees associate to your employer brand?

Think about Google and how they entice tech guru’s to join their ranks. They put a lot of effort into defining Google as a place that values employee wellbeing by having onsite wellness centres and rest pods, they encourage employees to take time away from work to volunteer in the community, they have games, breakout spaces, hybrid work models. The underlying theme is “we want to make you and your individual values, interests and wellbeing at the forefront of your employee experience with us.”

Imagine now that you’re just one of many in your industry operating a business in your geographical location

  • You offer the same rosters as everyone else
  • You offer the same earning potential
  • The same stock standard benefits

When someone comes to work for you they really could be working for any one of your competitors….

….. unless you can offer an employee experience that sets you apart

This is your special sauce

Your Employee Value Proposition is what encourages people to come and work for you. It should be broadcast throughout your recruitment advertising and campaigns.

Your EVP consists of appealing financial and non-financial benefits. For example in caring industries the intrinsic rewards that come from making a difference to someones life is a big driver. Having quality leadership & treating your employees as individuals is another (read how being good at your job doesn’t necessarily make you a good leader here), competitive remuneration that aligns to your values and how you see yourself as an employer.

The key is to articulate your brand and the values that drive your organisation as a consistent message across recruitment, compensation & benefits, policies & procedures, customer service and stakeholder engagement – every time you communicate with employees and the community you are building your brand and your EVP.

We can do this for you, experience a bit of our magic. 🪄


We will have a lot to unpack in the coming months, so if you don’t already, follow us on our socials here and here, navigate back to our blog roll and sign up for newsletters, or, follow me on Linkedin for regular education posts just like this.

Check back in with us at the end of April for a special guest post on psychological safety by Kylie McLerie of Collective Culture Consultancy.


Who we are

It’s time for HR to move beyond policies, practices and processes, HR’s value proposition to business is to ensure HR professionals and their practices’ produce positive outcomes for key stakeholders, employees, line managers, customers and investors.

Like what you see? Click around and discover how partnering with us can give your business a competitive advantage by aligning strategy with people & culture, or, give us a like on Facebook for regular updates on industry trends, blog posts & photo’s of us having coffee at our regular haunts and / or our dogs & cats disrupting our work day.

THE PEOPLE & CULTURE OFFICE IS A KALGOORLIE BASED HUMAN RESOURCES (HR) CONSULTING COMPANY THAT SPECIALISES IN DEVELOPING PARTNERSHIPS WITH SMALL AND MEDIUM ENTERPRISES. WE CAN PARTNER WITH YOU TO GAIN A COMPETITIVE ADVANTAGE THROUGH EMPLOYEE INITIATIVES. 

CONTACT US TO ARRANGE AN APPOINTMENT TO DISCUSS WHAT SOLUTIONS WE CAN PUT IN PLACE TO DRIVE ACHIEVEMENT OF YOUR STRATEGIC AND OPERATIONAL GOALS.

AT THE PEOPLE & CULTURE OFFICE YOU ONLY PAY FOR THE WORK WE UNDERTAKE FOR YOU;  NO ANNUAL OR MONTHLY FEES; NO CONTRACTS; JUST QUALITY, LOCAL, SERVICE.