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.

Take the leap

Guest post – Sharni Foulkes – Business Advisor KBCCI

Kalgoorlie-Boulder really is the best place to start and launch a new business and 2020 has never been a better time.

Your probably thinking to yourself, who in their right mind is this lunatic with a statement like that, and why now, in what seems to be an economic down turn.

Well, My name is Sharni Foulkes, I am the Business Advisor at the KBCCI. I work with a variety of businesses across different Industry’s on a daily basis. And let me tell you, now has never been a better time to step out of that comfort zone and give that idea you’ve been housing for some time a good old fashioned go.

Sharni, left, pictured with Tia Jefferies from the KBCCI

With the average age of 33, an average household income of $115k and an almost 50/50 ratio of males to females the times are changing. Millennials are taking over and that is okay. For the small business industry, this means the barefoot investor budgets, strong side hustles and the ambition to succeed. And hard work prevails, but the statistics and support that have come across my desk throughout 2019 have been nothing short of amazing.  

  • 514 face-to-face client meetings
  • 20 group sessions/workshops across 9 different topics
  • 21 digital meetings
  • 502 client action plans
  • 494 returning clients
  • 241 new clients

And with the appointment of a further two new business advisory contracts at the start of the financial year through (ASBAS) Australian Small Business Advisory Service for digital solutions and (NEIS) New Enterprise Incentive Scheme we have been able to expand on the services and topics that we can provide. ASBAS allows us to provide an outcome based service in the digital world, whether it be setting up a facebook/Instagram account or walking through the ATO’s reporting app, we are aiming to better connect our small business clients online and empower them with the confidence and understanding to utilise technology for better productivity. And NEIS has allowed us to work with an unemployed clientele, assisting them to achieve their certificate 3 in micro (home based) business, while still keeping their payments, and building their business over an intensive 12 months of mentorship. Not only is this a free service, I actually do care about you and want you to be sustainable and successful! 

Along with the services that we provide, we also maintain close relationships with stake holders and where possible get them out to Kalgoorlie to engage with the businesses in a face-to-face setting through either a networking events or workshop. 2019 provided the following services and achievements for our clients to better their business opportunities:

  • Small Business Showcase Event
  • State Government Procurement policy presentation for Aboriginal Business (attendee)
  • AUS Industries visit and meetings with 10+ clients (outcomes for over 80%)
  • Facebook workshops presented by Facebook
  • Small Business Development Corporation visit and meetings with stakeholders
  • Female Founders Grant consultation (Only regional consultation for WA)
  • Australian Tax Office educational workshops
  • Australian Securities and Investment Workshops
  • Cyber security workshop as a hosting partner through NAB

As well as attending many meetings, collaborations, events and information sessions to ensure we are equipped to the highest standard to assist and pass on knowledge for our clients.  

I am one person and in Kalgoorlie-Boulder there are many other support services offering business advisory. So now knowing what you now know, wouldn’t you agree – there is no better time than 2020 to start, grow, expand or launch your business. If you are intrigued, give us a call and come in to see me, we can asses where your at and work out the right direction for you. It’s free, thanks to some amazing government funding.

When Sharni isn’t supporting the start-up business community of the Goldfields region, or facilitating numerous business workshops, she is dynamic participant of the local business community through her membership with Goldfields Women Building Business, Rotary and of course her membership of W.A.C.K.E.D. (that’s all about networking right??). In her downtime she can be spotted on Fashions on the Field catwalks around the state, outfit on point.

You can find Sharni on Facebook here, or located within the KBCCI office.

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 all starts here

When does a new employees’ introduction to your business begin? Day 1? Signing of the contract?

It starts when they first hear about your job and make that decision to apply. And that settling in, falling into the culture of your business process, takes about a year.

Task & skill wise it takes a new employee about 3 months to be working at capacity, but people rarely leave jobs because they can’t do the work, they leave because of poor leadership, poor communication, poor culture and poor organisation in the way the business approaches it operations.

28% of new employees will quit a job within the first 90 days, 64% within the first 12 months. In my experience you can usually tell within 6 weeks if you’ve lost a new starter or not. Sure they might still be attending work, but they aren’t “there”, they aren’t productive, a bit of a fish out of water, just not quite fitting in.

The solution?

A contemporary & structured recruitment and onboarding process (“Onboarding, also known as organisational socialisation, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organisational members and insiders.”)

Struggling to attract Kalgoorlie residential employees? I’m here to help!

One that doesn’t finish on day 1 after their induction.

According to research by Hibob, many new employees feel as though their role wasn’t accurately portrayed during the recruitment process. Whether that be tasks omitted from discussions or workplace culture being misrepresented it becomes startling evident on day 1 and the emotional disconnect commences. The process has been misleading, the excitement has soured.

More than 25% of employees say that they didn’t receive enough information about their job before accepting the offer. Only 40% of employees say that their current job completely reflects how the position was described during the interview process.

So what does this mean as an employer? It’s all about communication. Make the tasks and your expectations clear from the get go, and keep talking to your new employee about it. People thrive when they know what’s expected of them and what they are working towards.

A week— even a month — isn’t nearly enough time to grasp the complexities of a new company; understanding individual roles and how they fit into the bigger picture.

Beyond the essential information needed to do the job, onboarding is an opportunity to build connection with peers, leaders, work and the organisation. Weaving in workplace cultural elements — the vision, mission, values, norms, behaviours and rituals — in the early stages, takes onboarding beyond improving how individuals work, to strengthening the way in which people work together towards a common purpose.

As the first experience people have with the business, onboarding plays a crucial role in delivering on the promises of the employer brand, and should feel relevant with the overall employee experience.

The People & Culture Office can build your business a Recruitment & Onboarding Strategy, 100% tailored to your business, your values and your strategic goals. Contact us for an obligation free meeting to discuss how we can help you.

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.

Lets break it down

An employee planning their week in a diary

The People & Culture Office – A different kind of HR Consultant

Lᴇᴛs ʙʀᴇᴀᴋ ɪᴛ ᴅᴏᴡɴ 

Who am I & what do I do?

I want to start with my mission statement – “To build capacity of small – medium enterprises through people & culture initiatives. We aim to be the leading provider of human resource solutions in the local Kalgoorlie-Boulder area, and the wider Australian business community, helping to create more successful, productive and high performance organisations.”

So in other words, I want to build your knowledge, and improve your tools and the resources you have at hand, to help you achieve business success through quality employees and employment practices. And I will do this by embedding HR solutions into your business framework 

Buying a set of cookie cutter policies from a HR provider that has whacked your logo on there to make it feel individualised is not a HR solution – that’s an insurance policy to lull you into a sense of security should Fair Work come knocking.

Having a set of policies in a folder means diddly if you don’t understand the content, don’t follow them or aren’t being provided the support from an experienced HR professional to use them effectively in your business – someone who’s willing to share their knowledge to help you develop your skills in managing employee relations issues.

Additionally, a solution by its very definition is a means of solving a problem or dealing with a difficult situation. Are your set of generic policies really a solution?

Having trouble attracting employees? Would having a Recruitment Policy in place solve that? No, because a policy doesn’t tell you how your going to get there, just what you’re going to do once you’ve arrived.

A recruitment strategy, on the other hand, will assist with attracting employees because it’s designed as a plan of action. A recruitment strategy can identify how & where you can source candidates and what initiatives you can put in place to build your employer profile to make you more attractive to employees.

This is a HR Solution, and this is the true value of HR in your business.

And this is why when you become my client I don’t lock you into a contract, because the value I can offer over my competitors speaks for itself, and that’s why I’m a different kind of HR Consultant 

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 CAN PARTNER WITH YOU TO GAIN A COMPETITIVE ADVANTAGE THROUGH PEOPLE & CULTURE INITIATIVES CONTACT US TO ARRANGE AN APPOINTMENT TO DISCUSS WHAT SOLUTIONS WE CAN PUT IN PLACE TO DRIVE ACHIEVEMENT OF YOUR STRATEGIC GOALS.

Lets get back to basics

What is HR and what does it have to do with your business?

Let’s start with your strategic plan, these are the outcomes you want to achieve over the next 1 – 3 years. It’s your plan of where you want to take your business 

If you have employees then every aspect of your strategic plan involves them

One of your strategies might be to drive innovation and seek out improvements to every aspect of your business 

To do this you need skilled employees with the experience and capability to identify areas for improvement 

What skills & attributes have you identified that your employees will need for you to achieve this? How do you find them? Do you already have them? 

This is where a skilled HR professional can assist 

The strategic plan is underpinned by your core values 

Your core values are the behaviours that guide your decision making, your service, how you engage with clients and the community; they tell your stakeholders who you are and what you believe in

So it makes sense to employ people who share these values with you right?

How do you structure your interview process to ensure the answers to your questions identify the behaviours – negative or positive- as reactions to common scenarios in the workplace?

A HR professional experienced in behavioural or values based recruitment can develop processes to identify the quality employees from the, well, not so quality employees 

But what about your existing employees, how can they help you achieve your strategic goals? How do you guide their behaviours and identify development areas so that everyone is working at an ideal level?

HR can develop policies and processes such as performance management systems to ensure that everyone knows what is expected of them, what they are working towards and what their standard of work, attitude and behaviour needs to be

So this is a basic snapshot but you can see how quality HR processes are a necessity to elevate your business to where you want it to be, to achieve your goals, to have quality employees who stick around and have the buy in to want to see the business do well

HR isn’t a thing we do, it’s the thing that runs our 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.

Simone Pickering | The People & Culture Office

 The People & Culture Office can partner with you to gain a competitive advantage through people & culture initiatives Contact Us to arrange an appointment to discuss what solutions we can put in place to drive achievement of your strategic goals.

The case for diversity & inclusion

Diversity – “the collective mixture of differences and similarities that include, for example, individual and organisational characteristics, values, beliefs, experiences, backgrounds, preferences, and behaviors.”

Inclusion – “the achievement of a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, and can contribute fully to the organisation’s success”

Feeling welcomed and included, a part of the team, has a substantial effect on whether we feel good when we’re at work, our ability to perform in our role, and our overall wellbeing.

Australia, and subsequently its workforce, is one of the most diverse countries in the world. We come from a wide range of cultural, ethnic and socio-economic backgrounds, gender identities, ages, sexual orientations, and differing family responsibilities.

Yet discrimination, bullying, and harassment in the workplace remain ongoing issues, particularly for people from different cultural backgrounds, people with disabilities, mothers returning to work, LGBTI people, and mature age employees.

Diversity is about our individual differences and acknowledging the unique blend of knowledge, skills and perspectives people bring to the workplace.

Diversity can include characteristics such as cultural background and ethnicity, age, gender, gender identity, disability, sexual orientation, religious beliefs, language and education. Diversity also includes characteristics such as professional skills, working style, location, and life experiences.

An inclusive culture is one where everyone feels valued and respected and is able to fully contribute. It is about removing barriers to make sure everyone can fully participate in the workplace and have equal access to opportunities. Inclusion is about empowering people to contribute their skills and perspectives for the benefit of organisational performance and business outcomes.

The moral argument is weighty enough, but the financial impact – as proven by multiple studies – makes this a no-brainer.

Diversity is central to innovation. It brings forth new and better ways of doing things, helps us to harness the benefits of technology and improve the efficiency and quality of our services. Inclusion is the key to unlocking this potential.

When we value workplace diversity and inclusion we see benefits such as higher employee engagement, improved performance, greater innovation, retention of talent, improved employee wellbeing and lower levels of unlawful behaviour such as harassment and discrimination.

The case for diversity & inclusion lies in valuing peoples abilities instead of their limitations

Whether business owners and managers like to admit it or not, people tend to recruit someone that reflects back themselves. Sometimes when a management team states they recruit on cultural fit what they really mean is they are looking for a while male aged between 25 – 45 that likes to sink a few beers at the end of the week and supports the West Coast Eagles. Sometimes it’s overt, such as my example, but sometimes you can look around your workplace and realised you’ve basically employed the same person 40 times, this is called unconscious bias.

2018 Diversity & Inclusion report conducted by Hay’s found that  63 per cent of respondents across all markets believe leaders hold a bias towards people who look, think or act like they do.

Research suggests that we instinctively categorize people and things using easily observed criteria such as age, weight, skin color, and gender. But we also classify people according to educational level, disability, sexuality, accent, social status, and job title, automatically assigning presumed traits to anyone we subconsciously put in those groups.

The “advantage” of this system is that it saves us time and effort processing information about people, allowing us to spend more of our mental resources on other tasks. The clear disadvantage is that it can lead us to make assumptions about them and take action based on those biases. This results in a tendency to rely on stereotypes, even if we don’t consciously believe in them.

Read more about this here

No matter how unbiased we think we are, we may have subconscious negative opinions about people who are outside our own group. But the more exposed we are to other groups of people, the less likely we are to feel prejudice against them. So the more diverse our workplaces, the more it will become the norm.

Millennials have a unique perspective on diversity. While older generations tend to view diversity through the lenses of race, demographics, equality and representation, millennials see diversity as a melding of varying experiences, different backgrounds and individual perspectives. They view the ideal workplace as a supportive environment that gives space to varying perspectives on a given issue.

Kicking goals in the area of diversity & inclusion isn’t easy, it’s a work in progress, something that requires continued work and maintenance. Empathetic leadership is key to this transformation. For real change to happen, every individual leader needs to buy into the value of belonging – both intellectually and emotionally.

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

Simone Pickering | The People & Culture Office

IT’S TIME FOR HR TO MOVE BEYOND POLICIES, PRACTICES AND PROCESSES. THE PEOPLE & CULTURE OFFICE CAN PARTNER WITH YOU TO GAIN A COMPETITIVE ADVANTAGE THROUGH PEOPLE & CULTURE INITIATIVES CONTACT US TO ARRANGE AN APPOINTMENT TO DISCUSS WHAT SOLUTIONS WE CAN PUT IN PLACE TO DRIVE ACHIEVEMENT OF YOUR STRATEGIC GOALS.

Building an “always learning” culture

“No matter how much you’ve done, or how successful you’ve been, there’s always more to do, more to learn, more to achieve” Barack Obama

One of my favourite questions to ask of potential new employees is “what is something in your area expertise would you’d like to learn more about”

When looking to future employees I’m looking for not only someone who can, and, is willing to learn something new, but someone with enough self awareness to understand there is ALWAYS something to learn.

I’m about to bang on now about how the workforce is changing and how entrenching a culture of continuous learning is a must for attracting and retaining not just younger employees (16 – 37 year old demographic), but any employee who values their position within an organisation and wants to bring as much value as they can to their role. In other words, the type of employee you’d be lucky to score.

So lets start with my favourite subject – the changing landscape of the workplace

Learning is no longer just for students or apprentices & trainees. Technological advances, such as AI and automation, are creating an environment of almost constant change – not just at work, in every aspect of our lives. Businesses that don’t encourage and enable their employees to adapt to the changes will lose their competitive edge.

Traditional employee learning and development strategies are based on a stable and predictable environment. That, for better or worse, no longer exists.

On a small scale we are talking about minor changes to internal processes; ie: the requirement for handover notes or incident reports to be completed online meaning all employees need some level of computer competency, for a big picture example, thanks to technology a multitude of businesses can now operate in a digital & global space that just wasn’t conceivable for them 20 years ago.

It’s also no longer enough to employ someone and expect them to remain stagnant in their nominated field of work. Deloitte’s 2017 Global Human Capital Trends’ report found 42 per cent of millennials are likely to leave their organisations because they’re not learning fast enough. That number is astounding, especially when 75 per cent of the workforce will be made up of millennials by 2025.

What’s needed for organisations to survive and thrive in this new world is education; creating a culture of continuous learning that helps older staff shift into this new, fast changing era, and to satisfy the younger workforce’s desire to learn.

It requires a change in mindset, but the rewards are positive. Leaders who embrace the concept of a learning culture understand that learning is a natural process, that people yearn to grow. These organisations cultivate employee potential through learning opportunities and experiences.

And now onto my next point – thanks to technology workplace learning is now easier than ever.

Thanks to applications such as Zoom & Skype workplaces can access coaching, webinars and structured training right from their desks.

TAFE’s around Australia have been delivering course content 100% online for some years now.

Depending on your industry, there may be an industry specific LMS system available for you to join in order to access learning modules for your employees.

And finally the *most* important factor in building a culture of continuous learning within your organisation – senior employees & leaders who possess the skills to coach employees.

Most people within a leadership position was probably bought up through the ranks by what’s known as a “Command & Control” leader, defined by traits such as; I’m the manager, so I make the rules; Your job is to do what I say; If you mess up, I’ll let you know about it; If you don’t hear from me, that means you’re doing fine; You’d better be careful not to make a mistake, or cross me!; I make the policies, and you follow them.

If this was your boss how willing do you think you’d be to try something new? Not very; you’d be terrified of getting in trouble.

Growth and innovation comes from trying new things; stepping outside of your comfort zone; not being afraid to fail. It requires a collaborative and innovative leader.

When people think of coaching employees to learn something new, they think in terms of just showing them what to do. “First we do this” “If this happens you need to do that”

Coaching is about providing your employees the tools and capacity to discover the solutions for themselves as opposed to the how and when to complete a task. The leader still makes decisions but the conversation in getting there is two way.

It’s about developing your employees by providing regular support & feedback to allow their careers to progress to where they aspire to be. The ongoing dialogue of coaching communication guarantees that employees know what is expected of them and how their work fits into a larger vision or strategy of the organisation. 

The unfortunate reality is most people in leadership roles do not coach or develop their employees — ever.

Organisations with neglected learning cultures experience high talent turnover, struggle to keep customers, and ultimately fall behind competitors. These organisations may be profitable in the short term, but they ultimately fail.

On a scale of thriving to failure, where would you rather be?

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

Simone Pickering | The People & Culture Office

IT’S TIME FOR HR TO MOVE BEYOND POLICIES, PRACTICES AND PROCESSES. THE PEOPLE & CULTURE OFFICE CAN PARTNER WITH YOU TO GAIN A COMPETITIVE ADVANTAGE THROUGH PEOPLE & CULTURE INITIATIVES CONTACT US TO ARRANGE AN APPOINTMENT TO DISCUSS WHAT SOLUTIONS WE CAN PUT IN PLACE TO DRIVE ACHIEVEMENT OF YOUR STRATEGIC GOALS.

Apprenticeships should support workforce planning

In 2013 when this most recent downturn hit I was made redundant from my job (the joys of working in a support service – you aren’t seen as an income generator so off you go).

I am passionate about youth employment and an opportunity arose for me to work in the apprenticeships & traineeships space.

What I become to learn (and alarmingly so) was that because of the down turn apprentice numbers took a sharp turn south. Companies that had in the previous years taken on a dozen or so new apprentices were only taking on 1 or 2 – or none.

These were for trades that once we come out the other side of the downturn (as past history would show we always do), would be in high demand. These were trades that up until the down turn businesses were recruiting from the eastern states and paying for existing employees to undertake trade upgrades.

Had companies maintained their apprenticeship program, by 2017 they would have had a bunch of tradies finishing their time and ready to work within their businesses, and most importantly, with a skill set tailored specifically to that business.

Apprentices & trainees should be seen by business as a way to bring fresh new talent into the business, to support their succession planning and growth aspirations and to minimise any negative impacts from current or future skills shortages.

And what a better way to have have a workforce trained to your specific business requirements than to grow your own talent. Apprenticeships and traineeships offer you the opportunity to train your up & coming employees in the areas that your business needs the most, providing your business with the skills it needs the most.

You want to know what else is great about employing youth into these roles? They bring a fresh approach & energy into a business which can have a knock on effect to other employees. A company that is willing to invest in people by supporting apprenticeships is showing a positive approach to corporate social responsibility, which is good for attracting both customers and future quality staff. It builds a positive employer brand which in turn will increase your profile as an employer that people want to work for.

And now to address the elephant in the room, I often hear business owners and older employees lament about the younger generation in the workplace; they are lazy, you have to hold their hand every step of the way, they are always on their phones.

Hands up who left school and started their first job and knew EXACTLY what to do? ……… anyone ……… anyone? Nobody can start a new job without some sort of training – ranging from “this is my first job ever and I don’t know how to conduct myself” through to “where do these documents get saved”. If you want your employees to not just exceed, but to excel, you need to spend time with them.

So if I hear “they are lazy” my response is did you asked them why they are sitting around not working; if you are telling me you have to hold their hand every step of the way I would suggest you try alternative ways to communicate, because your current method may not suit their learning style, and if I hear they are always on their phones I’m more interested in understanding why you haven’t told them to get off of it.

Depending on the industry & qualifications employers of apprentices and trainees can attract some great financial incentives with commencement, midpoint & completion payments available as well as well as additional incentives for priority areas and subsidised payroll tax for the bigger employers.

With the new financial year WA businesses can take advantage of the Jobs and Skills WA Employer Incentive. The great thing about this incentive is it is also available for school based trainees, which means you can gain a financial incentive to select and nurture your future employees from upper high school right through to the completion of their apprenticeship or traineeship. There’s a potential $8,500 in incentives on offer for a 4 year trade and $4,250 for a 2 year traineeship – woah!

Nicole Goldsworthy from Apprenticeship Support Australia is a valuable resource for employers within the Goldfields region and can answer your queries, sign your apprentices and trainees up and assist with sourcing reputable registered training organisations. You can email Nicole here.

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Simone Pickering | The People & Culture Office

IT’S TIME FOR HR TO MOVE BEYOND POLICIES, PRACTICES AND PROCESSES. THE PEOPLE & CULTURE OFFICE CAN PARTNER WITH YOU TO GAIN A COMPETITIVE ADVANTAGE THROUGH PEOPLE & CULTURE INITIATIVES CONTACT US TO ARRANGE AN APPOINTMENT TO DISCUSS WHAT SOLUTIONS WE CAN PUT IN PLACE TO DRIVE ACHIEVEMENT OF YOUR STRATEGIC GOALS.