Are you ready for the new era of work? – job design

This post is the second post in a series running throughout 2022 taking a deep dive into the new era work. This post is all about job design and how it links to employee satisfaction and productivity.

There’s no denying the past few years have triggered a major shift in how people view work, life and the existential crises that has accompanied living through a pandemic. Even if, like me, you live in Western Australia and have largely been unaffected by lockdowns, poor health and loss of income, there is no doubt that at some point throughout 2020 and 2021 you were given cause to pause and reflect on whether you are truely living an authentic life or not.

Effective job design has an impactful relationship on the achievement of operational objectives and goals. It drives alignment of the HR function to the business structure, process and people goals to better mitigate risks.

The purpose of a job analysis is to provide an in-depth understanding of the competencies required for success in order to select appropriate candidates. The job analysis and design process looks at the current workforce situation and future workforce needs to future proof the organisation. It looks at continuous improvement / automation, grouping of logical tasks and job families, person specifications to best match the position profile, technical skills, capability, societal expectations and influence.

Societal Expectations and Influence

Thanks to a mixture of living through a pandemic and differing personal values of Millennials and Gen Z compared to Boomers and Gen X, the lens through which we view the social construct of work has been turned on its head.

Work from home mandates from 2020 continuing into 2022 has sped up the shift in flexible work arrangements, the connectivity of teams and how job tasks are completed in a remote environment.

The balance of power has shifted to employees, according to this recent ABC Australia article work from home arrangements have increased from 8% of Australians prior to the pandemic to 40% over the past 2 years and is expected to continue at high levels until the pandemic ends. This has opened the job market up to people who may have had barriers to employment in the past such as people with disabilities and primary carers.

There is greater understanding that an employee brings their whole self to work, personal obligations don’t go away when they clock on and return when they clock out. The employee offering is now being looked at as a human deal; inclusivity is all about offering employees choice and a level of control.

The ability to work from in an environment you are physically comfortable in and a structure to suit personal commitments such as child and elder care and home schooling has led to the desire to hyper personalise the work day. Think standing desks, plant lady obsessions, playing soft music and taking breaks when they suit you and your work style best.

What was a niche philosophy of allowing teams to design their own job roles and allocation of tasks to suit individual strengths and career aspirations has grown in popularity.

It’s an understanding that one size doesn’t fit all, that the key to a happy, healthy workforce is about doing the right work, at the right amount, at the right pace and the right time, in the right location.

We will explore this concept further when we look at compensation and benefits, in the meantime you can jump across to my Instagram here and here for a little sneaky peak.

Does the grouping of job tasks make sense? Are your employees dying of boredom?

When allocating tasks do they complement each other or are you building hybrid roles of very different beasts?

Let me explain, and I’m being very broad here, quite often in smaller organisations there will be an employee who undertakes finance, payroll, HR and marketing tasks.

When recruiting you split the role between what is required skills wise and what is required behavioural and capability wise. Building a person specification (info which guides organisations to determine which employees are best fit for specific jobs) based on the above brief is an exercise in contradictions.

Finance people tend to be black and white, numbers focussed, introverted, problem solving is viewed strategically and focussed on cost. Good HR and Marketing people are creative, empathic and can weigh up the shades of grey to determine a win win solution to problems. Problem solving is viewed both holistically and strategically with bent towards risk minimisation, even if that may be the most expensive option.

How easy is going to be to find an employee that fits a person profile ticking all those boxes?

Jobs need to be looked at realistically and critically, maybe the answer is to have two part time employees instead of just one?, or maybe outsource some tasks? It isn’t just about what needs to be done but who is around to do it.

And of course once you have a clear picture of the knowledge, skills and abilities of the job at hand it is much easier to determine an appropriate pay level that reflects the position requirements.


Another factor of job design that greatly impacts productivity and retention is the “sexiness factor” of the job.

Think about a receptionist / switchboard operator for a large corporate. If you’ve ever sat at a switchboard with 20 incoming phone lines you will know this to be true:

a) it’s very busy and talking all day is draining

b) people are rude

c) it can be soul destroying

To provide some variety to keep employees engaged, productive and employed, the organisation may choose to invest in automation to divert incoming calls to the relevant department greatly reducing calls at the front desk. This would free up the employee to undertake a greater range of duties, aiding to break up the day and maintaining focus and attention.

This is a simple but effective example of using technology to address factors contributing to turnover in the organisation. This reduces costs, increases efficiencies and retains corporate knowledge.


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.


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 me having coffee at my regular haunts and / or my dog & cat disrupting my 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.

I’m dissecting Fair Work education posts so you don’t have to #1

Grab a cuppa and strap in! I’ve trawled Linkedin and screenshot a number of education posts around common employment, and contract of employment issues that I commonly see when meeting with prospective clients.

*this post applies to National System employers, WA based sole traders, partnerships and unincorporated organisations fall under the WA Industrial Relations System. References to an “Employee Agreement” relates to a registered collective agreement.


If it’s in a contract, it’s lawful – In short, No

Just because a clause is contained within a contract, and an employee has signed it, it doesn’t mean you can lawfully undertake that action.

The Fair Work Act underpins the industrial relations system in Australia, it is the legal framework that sets the minimum standards and conditions for the employer – employee relationship. From the Act we get the National Standards of Employment (NES) which are the 11 minimum terms & conditions for all employees, and then the Award is a full set of standards and conditions broken down by occupation.

An employment contract can’t provide for less, or deviate from in a detrimental way, than any of these industrial instruments.

I commonly see unlawful clauses contained within employment contracts related to ordinary hours of work and the entitlement of leave and superannuation, overpayments and payroll deductions, withholding of pay and use of individual flexibility agreements.


I’ve overpaid my employee, I’m entitled to take money back next pay – only if you’ve received a signed deduction authority from the employee

Again, a common clause I see written into employment contracts. Fair Work is pretty explicit about how and when payroll deductions can occur, if you are attempting to recoup funds without a signed authority you are quite simply playing with fire.


Medicals, uniforms, training courses, damage to equipment; it all costs money. I make sure I’m reimbursed for this from the employees pay – Again, Fair Work has explicit guidelines around how and when this can occur, having it written into a contract does not give you free rein

“and it’s unreasonable in the circumstances” and no, having a new employee sign a blank payroll deduction authority to be used to deduct monies from their final pay without obtaining consent for the amount first is not reasonable. Best practice will always come back to consulting with employees.


My departing employee hasn’t returned their work keys so I’m withholding their pay – most Awards dictate that an employee must receive their final pay within 7 days of their employment ending

Employment contracts can extend this period, for example if you are on a monthly pay cycle you can include a clause to state the final pay will be received in accordance with the pay cycle. Withholding a final pay (or any pay for that matter) is unlawful.


Industrial relations is complex, and our system is by no means easy to navigate. As a business owner / leader it is your responsibility to ensure that your business practices are lawful, but more importantly, that you fully understand what your contracts and policies contain and the implications of enforcing such business tools.

The buck stops with you, and you need to ask yourself:

  • Do I understand the advice I’ve been given
  • Do I understand and accept the risk of non-compliance
  • What are the wider implications to this business practice
  • Does it align to the values of the business (are you walking the walk)

This is part 1 of this series, stay tuned for part 2 where I dissect ordinary hours of work, flat rates of pay and leave accruals.

You can read more about employment contracts HERE and what quality HR is HERE and HERE


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 me having coffee at my regular haunts and / or my dog & cat disrupting my work day

You can find us on our socials, give us a like on Facebook and follow us on Instagram

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.

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 happens after R U Ok??

Polaroids of happy people with text caption of There has to be more after R U Ok?

Every September in Australia for 1 day our socials are flooded with posts about R U Ok day. Big corporates do the obligatory “Ask a mate if they are ok” post, emails are sent out from our employers encouraging us to ask for help, then …………… nothing.

And while R U Ok day is great place to start for raising awareness, there is still a lot more that needs to be done to support employees with mental health issues.

There has to be more after asking R U Ok?

We all know 2020 hasn’t been great for mental health, and I’m not going to spend time in this space because the reality is workers compensation mental health claims have been rising by an average of 22% year – on – year since 2017. However, The Wellbeing Lab in-conjunction with the Australian HR Institute conducted a State of Wellbeing in Australian Workplaces survey in December 2019 with updated 2020 questions to capture the post bushfires and COVID impact. You can read the report HERE. to see the latest data with a COVID element applied.

According to the Black Dog Institute, the key to employers addressing mental health in the workplace is putting effort into implementing proven programs to support their colleagues, instead of simply holding coffee mornings to raise awareness. “Australia does not need any more mental health awareness campaigns because we do not have a mental health awareness problem,” said Sam Harvey, chief psychiatrist at the Black Dog Institute. “GP surgeries up and down the country are full of people asking for help with their mental health.”

The Institute has gone as far as identifying 4 key signs your workplace isn’t taking mental health seriously –

  1. You have morning teas on awareness days

Morning teas are social – they fool us into thinking that workplaces are ’doing their bit’. But do they really have your back when it comes to mental health? New research shows that Australia does not have an awareness problem, and that it’s time to move on from these campaigns. Workplaces need to use the momentum generated by morning teas and channel this into something constructive.

  1. They don’t offer flexible work arrangements 

We’ve been hearing about work-life balance for over a decade, and for good reason. Offering flexibility is a sure way for workplaces to look after their employees and this has never been more significant in a remote working COVID environment.  

  1. You feel guilty taking a mental health day 

Mental health is just as much a reason to take personal leave as a physical illness. Research shows that mentally healthy workers are more productive and less likely to take sick leave, so it’s actually a win-win for both employee and employer. If you struggle to ask for, or are denied, a mental health day, something needs to change.

  1. There is no practical training offered 

It’s 2020 and mental health is now part of Australia’s national agenda. This means workplaces need to implement mental health training for you and your colleagues and put support systems in place. 

My son works for a big employer in our hometown, this year they won an award for their industry leading mental health program to support its employees. The first my son, who has worked for this organisation for the past 4 years, heard about this initiative was when I sent him a screenshot of a LinkedIn post made by his employer. A bit of a disconnect between what they say they are doing and what they are actually doing isn’t there?

A lot of people in senior positions don’t know how to have a conversation about wellbeing, for many leaders they are from a generation (particulary males) who were taught that talking about feelings was airy fairy and best left alone. It’s also these attitudes that are killing our fathers, brothers and sons.

If you are concerned about someone’s mental health & wellbeing, talking to them about it just involves a simple sentence: “I’ve noticed you have been more or less (followed by the behaviour)” For example, I’ve noticed you’ve been arriving late to work, I’m just wondering if everything ok?. You are just stating you’ve noticed a behavioural change, no assumptions, no diagnosing, its just the start of a conversation

Workers who reported that their managers often expressed care, compassion, gratitude, and appreciation towards them were statistically more likely to be able to manage their wellbeing, and reported higher levels of job satisfaction, performance, and commitment to their organisations. 

But as with everything in life being able to do this, and do it well, is a learned behaviour. Training and coaching needs to occur throughout the organisation. It isn’t enough to roll a program out at the corporate level and neglect training those on the ground. It needs to be a whole of organisation approach.

Workplace Wellbeing strategies should provide a systems-wide approach to caring for wellbeing by providing workers, leaders and their organisation with an evidence-based framework that is easy to understand and measure and encourage small daily actions that can be incorporated into the way people work. Kylie McLerie from Collective Culture Consultancy can support your organisation, big or small, to implement a framework. You can find Kylie HERE.

As we head to the close of 2020 I will leave you with this thought

Practice what you preach, your token words don’t make you a better person. Your behaviour does.

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 me having coffee at my regular haunts and / or my dog & cat disrupting my work day

You can find us on our socials, give us a like on Facebook and follow us on Instagram

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.

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 it that you do?

I know you work in HR but what do you ACTUALLY do?

I don’t know a single HR person who hasn’t been asked this question at least once.

More than just policies and hiring & firing, HR is an integral component of any business looking to succeed. Human Resources is the function in an organisation that manages all employees and ensures maximum engagement & productivity, as well as making sure the company is protected from any issues that may arise from the workforce.

So what is it I can do for you?

A lot of businesses have been sold this idea that an outsourced HR function is a booklet of extremely (boring) generic policies, a template of an employment contract, a lock in contract and monthly fee’s whether you use the service or not.

Heck no! And I can’t stress this enough HECK NO!

Quality HR is a function that will add value to your business, policies are there to support the operations, but the role of HR in a business is a strategic one.

While a lot of senior managers view HR’s role as being there solely for the company, a good HR person will balance whats best for employees against a managers expectations. HR’s main objective is to minimise risk against an organisation, so understanding how managements expectations will impact the workforce, both in a positive and negative way, and being able to communicate that in a respectful and persuasive manner, is the role of HR. Theres no point in acquiescing to every request from management if it’s likely to bring the organisation before Fair Work and / or totally destroy the reputation of the organisation within the community and as a good employer.

Managing risk isn’t just about keeping Fair Work from your door, it’s managing the risk of not having the right people in the right place at the right time, the risk of developing a poor reputation as an employer, the risk of not being able to recruit in a proactive and cost effective manner, the risk of losing your top talent because you aren’t addressing performance issues and the risk of setting your pays way too high or way too low.

The People & Culture Office is Kalgoorlie owned and operated; with a background in mining & trades and considerable experience in undertaking high volume recruitment we are your local choice for quality HR services that will add value to your operations.

No lock in contracts, no ongoing fee’s and nothing but one on one quality service.

If you’re looking for less selling and more helping its time for us to chat.

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 me having coffee at my regular haunts and / or my dog & cat disrupting my work day

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.

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.

The lasting legacy of poor leadership

“A fish rots from the head down”

My friend was stood down from her job due to COVID-19 on March 23, she, along with her colleagues, hasn’t had any contact or communication from her employer at all during this time. At the time of writing this blog that’s been 11 weeks.

I have another friend who’s team at work was sat down by their manager a matter of hours after initial lockdown announcements were made and were told they’d probably have to make people redundant. This is a business who’s core operations were not affected by the lockdowns at all. No discussion about how the operations may change or how the business values their employees and will aim to do everything in its power to retain jobs – straight to the fear inducing.

Kylie McLerie from Collective Culture Consultancy, a Kalgoorlie based business consultancy service that specialises in leadership development, believes that “Leadership is, or should be, a people based exercise. Effective leaders are always remembered for how they made people feel valued and part of the big picture, not simply a cog in the wheel.”

Leadership comes from inspiring and empowering those around you, a position title doesn’t make you a great leader, which is why you find great leaders at all levels of an organisation. (You can read more about this here).

If I were to ask you to think of your most inspiring and well respected managers or supervisors at work, and their most admirable traits, many of you would respond with some common themes; honesty & integrity; good communicator; inspirational; accepts accountability; empathy; ability to delegate & empower; humility; transparency; resilience and decision making capabilities.

Kylie McLerie states the ability to be a great leader comes from the ability to “be the standard that you expect. If it isn’t modelled from the top then it won’t be part of the culture”

“What you do has far greater impact than what you say” Stephen Covey

An organisations culture is the standard it accepts, not the standard it expects. If a leader can’t emulate the right behaviours then why should your employees?

Which brings me to my opening quote “A fish rots from the head down”

If a leader in your organisation thinks is kosher to not follow policies and procedures; lead by intimidation and fear; not communicate; speak poorly of clients, employees and / or people from minority groups; withhold relevant information from employees, then guess what?

Your employees will think that it’s ok to act that way as well

It will impact business profitability significantly.

Employees will have low rates of engagement and productivity, they’ll speak negatively about their experiences while working for you and you’ll suffer frequent and high turnover – and that’s just the obvious symptoms of poor leadership.

“Leadership is not about you; it’s about investing in the growth of others” Ken Blanchard

Employee HR Meeting | The People & Culture Office | Kalgoorlie

In 2015 a behavioural statistician, Joseph Folkman, commenced a study to look at the legacy of poor leadership within organisations. The aim was to conduct analysis to reveal any correlation between an executives capacity to effectively lead, and the impact of that leadership style on their direct reports and so on throughout the organisational structure.

Joseph gathered 360 degree feedback on 6000 leaders, looking specifically at the feedback from their direct reports and was then able to match those direct reports to 360 degree feedback from their direct reports.

The results were statistically significant. Managers who came in at the lowest 10% for their coaching skills had direct reports who’s coaching skills rated in the 45th percentile. Thats 5 points below average. On the flip side to that, Managers who scored exceptionally well for their coaching skills had direct reports who scored in the 60th percentile, or 10 points above average, for their coaching skills.

It is clear from this study that good coaches tend to develop good coaches and that poor coaches influence others in the opposite direction.

If you promote internally you can see the legacy implications of poor leadership.

“Value your team, you’re only as good as the people around you” Ali Kent

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 me having coffee at my regular haunts and / or my dog & cat disrupting my work day

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.

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.

In the wake of a global pandemic, what changes will you make?

This morning I made my pilgrimage to the local coffee van in the park, my journey there is adjacent to a number of bike paths and walking trails. For the past 7 weeks my well trod journey has presented young & old out riding bikes, walking, Mum & Dad and the 2.5 kids out living their best lives in the sun & soaking up nature.

The global pandemic has seen the best and worst of humanity, amongst the stories of dust ups in the Woolies loo paper isle are stories of bike sales going through the roof as people step away from their smartphones and endless social commentary about the future of work.

Nationwide lockdowns and directives from all levels of Government to stay home has opened the door to many employees having a work from home conversation with their bosses.

If the past 7 weeks have taught us anything, for many employees having to continue to structure their work around traditional office hours, in a traditional office building, dealing with traditional office politics is an outdated, and unwanted mechanism.

See, the thing with employees is they have lives outside of work. They have children and elderly parents, friends and pets they’d prefer to spend a lot more time with. Big, big lives that don’t always fit into the neatly compartmentalised structure of the daily grind we have been conditioned to accept.

What happy, productive employees need is flexibility. The freedom to structure their workday around the other demands in their life.

COVID-19 gave parents the ability to work from home and spend a lot more time involved in their kids lives, lots of very confused (but happy) dogs were going for lots of walks and trips to the park as more and more people grabbed any opportunity to get outside and soak up the sun & fresh air. For many, our lives simplified and became a whole lot more free, quite literally overnight.

People found that with out the constant interruptions and frustrations of office politics they got so much more work done.

But, as with everything what works for some won’t resonate with everyone.

Recently Mark Bouris interviewed Georgia Vidler, Director of Product at Canva on his podcast The Mentor. Understandably their conversation quickly turned towards the changes Canva had implemented to continue being a productive organisation in the face of the lockdown & social distancing requirements in Sydney. Mark admitted that prior to this period he always thought people requesting the flexibility to work from home were having a lend of him, what he found was he had a much, much more productive workforce.

While employees were positive about the changes made, there was a good percentage who indicated they liked working from home but also craved the social interaction that working in the office gave. They didn’t want to be back in the office full time though, they wanted a blend of both. This lead to Mark looking at creating 2 teams and having them in the office a week about, of course this means going forward he needs less office space, giving up a whole floor in the Sydney CBD will offer considerable cost savings.

But more importantly to the sustainability of the business, Mark was able to see a different – a better way – of working and ran with it.

I’m not pollyanna, I am aware that not everyone working from home will do the right thing, but chances are if they are that way inclined they probably aren’t working to full capacity in the office either. A line manager who has an understanding of each job role and the expected outputs will pick up on this pretty quickly and effective performance management processes will address the shortfall in achieving the expectations of the organisation.

Given that you pay people to do a job, not sit in a chair, if the job isn’t 100% customer facing does it really matter where the employee works from? And if they are achieving their outputs does it really matter if they only work for 7 hours on the odd day here and there instead of sitting on Facebook for the last hour of the day because people can’t get past the concept that unless they are “at work” for 8 hours then they aren’t getting full value from their employees.

I know I’d rather an absolute star who applies themselves and gets their work done in a 4 day week than pay someone to fluff around for the majority of the day and be under the pump to meet deadlines.

Quality over quantity baby…….. Quality over Quantity.

What changes do you hope to come out of the global pandemic? Have you made any lifestyle changes that improves the quality of your life?

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 me having coffee at my regular haunts and / or my dog & cat disrupting my work day

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.

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.

It’s a vibe

Have you ever walked into a business and it’s evident that it isn’t everyones ideal work environment?

They just don’t suit the vibe of the business………… there’s something that’s just off.

I’m not talking about appearance. Hiring for cultural fit isn’t about how someone dresses, how attractive they are, the presence of tattoo’s, piercings and everything else that falls under the umbrella of employment prejudice.

This is about defining your strategic direction and values and then developing a set of strategic people processes that will assist you with achieving your business goals.

People processes that are developed around a balanced scorecard.

Businesses who place too heavy of a focus on skills risk having a dysfunctional workplace culture. At the extreme end of this concept are organisations that recruit based on skill based selection criteria’s, and score each candidate based on their ability to meet each criteria, at the lower end, and most common use of this practice, is to look at a resume and base the hiring decision around a degree, trade or years of experience in a particular industry.

The problem with this approach is that yes, technically they can do the job, but is that person actually someone that you would want to represent your business?

Do they have personal attributes that align to your values? Do they understand where your business is headed and have the right attitude to help you get there?

Skill & Competency versus Behaviours & Capability. The approach should be balanced, a nice little blend of both.

Drilling down, this is about finding employees that fulfil your expectations in regards to personal attributes, relationships, delivering results and the functional aspects of their jobs.

This is why we’ve developed our Key Behavioural & Capability Framework, to provide a toolkit towards achieving a competitive advantage through your people.

This balanced approach to your people management feeds into everything you do, it permeates through each and every initiative involving your employees. It starts with your organisational strategic direction, the framework takes your operational goals & values, develops a set of behaviours and capabilities and cascades them through assessing the capability of your organisation, how you recruitment, how you manage performance, how you develop your employees and how you plan for the future.

An all encompassing HR strategy to meet your business needs.

Employment Law & people management is a complex beast, if you need assistance navigating your way around we are on hand to provide support & add value to your business

I‘d love to meet with you to discuss how I can create a HR Strategy that adds value to your business, Contact Me for an obligation free chat.

This post is the 4th in a series of how quality HR solutions can add value to your business. Catch up here, here & here

HR is so much more than a set of policies and procedures. Strategic HR Management is about developing value adding strategies surrounding compensation & benefits, workforce planning, recruitment, performance management and career development. The policies and procedures aspect of HR is about compliance and risk management; they work within the wider business environment but their core purpose is to provide a risk management framework to manage the industrial relations and employee relations aspect of the business.

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 me having coffee at my regular haunts and / or my dog & cat disrupting my work day

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.

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 does good HR look like?

Whether your organisation has an in-house HR team or you’ve engaged an external HR consultant you need to be getting a lot more value than employment contracts and legislative policies.

Your HR function needs to be business driven and have a strategic approach that aligns the people and culture initiatives to the organisations’ strategic priorities and its values.

To be an effective function within the business your HR team (internal or external) needs to be able to competently perform the critical elements of the people function, but more than that, the executive or leadership team needs to allow them to do their job.

Presumably they have been engaged because management has recognised the need for HR support, as with any professional or expert within their individual field they are there to provide expert guidance and solutions for the business. Their professional knowledge, analysis and reports should be utilised to make evidence based business decisions.

If an Engineer were to advise on a particular course of action to avoid catastrophic failure management wouldn’t disregard their recommendations. High turnover, poor leadership, poor culture, lack of strategic direction, undervalued employees, poor reputation, inability to attract & retain employees are all a sign of catastrophic failure on HRs behalf.

Sometimes these outcomes are a result of the leadership teams failure to act on the recommendations of HR, too heavy of a focus towards business outcomes and a lack of balance with the people aspect of running a successful organisation. It’s the role of an experienced HR practitioner to present an effective business case to influence and educate management, to make a convincing argument as to why an investment in your strategy will result in a greater opportunity to meet the organisational goals.

The Australian HR Institute has developed a Model of Excellence; the competencies to which HR specialists should be measured against. The model reflects the “business and people” approach that is widely regarded as best practice and aims to:

  • contribute to a profitable and sustainable workforce
  • increase workforce competency and engagement
  • develop excellence in people management
  • create a dynamic and productive work environment

The Model of Excellence

Business Driven – HR adds value to the organisation through understanding the organisational context and objectives. They fully understand your business operations and the priorities of the business; drive a competitive advantage for the organisation through HR initiatives & projects; are proactive in managing the impacts of of economic, political and legislative influences

Strategic Architect – HR develops goals and plans which contribute to the strategic management of the organisation. They develop and implement HR strategies that add value, are valued by the organisation and ensure organisation strategies are achieved; apply analysis to the organisational outcomes and how they might be achieved from a people perspective; take action to ensure HR activities improve the organisations performance and design and deliver solutions to workforce issues, challenges and opportunities

Ethical & Credible Activist – Influences through the provision of valued insights. They have a track record of achieving positive people outcomes; exercise sound judgement and courage when influencing decision making; display a high level of personal values and leadership, they embody ethical behaviour and accountability.

Stakeholder Mentor & Coach – Builds quality relationships and partnerships with key stakeholders to ensure organisational capability. Engages with industry and internal & external stakeholders to develop effective HR solutions; coaches managers to develop their competence and confidence to perform their people management responsibilities effectively; engages in solutions focussed conversations

Expert Practitioner – Builds, maintains and applies expert HR knowledge to deliver HR benefits to the organisation. Continually develops knowledge; challenges the status quo and develops insights on how decisions affect organisational design, culture and performance; understands metrics and makes informed business decisions after analysis

Culture and Change Leader – Foster a sustainable organisational culture in response to the internal & external environment. Has an understanding on the creation of a positive workplace culture; designs HR solutions to foster an optimal organisational culture; translates culture & values into workforce and workplace practices; champions a values based culture

Workforce and Workplace Designer – Designs a workplace that sustains a capable workforce. Aligns the workforce profile with the needs of the organisation; designs a productive, sustainable and engaging workplace that integrates work and life; constructs and designs jobs which match the needs of the organisation and employee capabilities; establish frameworks and systems that ensure a productive and engaged workforce; builds frameworks that enable the development of workforce capacity and capability to meet the future needs of the organisation

Where does your HR team sit within the HR Competency Model? Do they require additional support to provide a HR service that is consistent with the organisational strategic direction and best practice?

If you have engaged an external HR consultant are they meeting this need for you? Are you getting 100% bang for your buck or are you literally getting employment contracts and a booklet of legislative policies?

Employment Law & people management is a complex beast, if you need assistance navigating your way around we are on hand to provide support & add value to your business

I‘d love to meet with you to discuss how I can create a HR Strategy that adds value to your business, Contact Me for an obligation free chat.

This post is the 3rd in a series of how quality HR solutions can add value to your business. Catch up here & here

HR is so much more than a set of policies and procedures. Strategic HR Management is about developing value adding strategies surrounding compensation & benefits, workforce planning, recruitment, performance management and career development. The policies and procedures aspect of HR is about compliance and risk management; they work within the wider business environment but their core purpose is to provide a risk management framework to manage the industrial relations and employee relations aspect of the business.

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 me having coffee at my regular haunts and / or my dog & cat disrupting my work day

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.

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.