Hair & Beauty Salon employee guide – available now!

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Hair & Beauty Salon owners, we now have an employee guide tailored specifically to salon employees available for purchase. But why do I need one I hear you ask, well hear me out because an employee handbook can be the key to managing your team & culture.

As a salon owner, it can be extremely challenging juggling the demands of running a hair and beauty salon, this is especially the case if you are running a smaller business with fewer employees to delegate other responsibilities to.

From a customers perspective I want to frequent a salon for a particular experience, I’m about to drop some serious coin, I want to do it in a place that fit’s with my identity, my perception of a great experience and I want to find an affinity with my stylist. Client affinity is defined as having an inherent similarity, a liking for or an attraction to something, a quality that makes people or things suited to each other. In contemporary business, client affinity equals loyalty. The most efficient way to build affinity with clients is to develop a strong ethos (a set of salon values, goals, culture, and mission) which your target audience is likely to share.

Think of your employee guide as an internal marketing tool to help you communicate clearly, manage your team’s expectations and shape your salon culture. It’s a clear way of setting out expected behaviour, attitudes and standards. The ultimate guide on “How we do things here” and the perfect place to cover potentially tricky topics such as:

  • Mobile phone and social media use
  • Dress code
  • Acceptable behaviour standards in salon
  • Bullying
  • Attendance
  • Parental leave
  • Your salon disciplinary process
  • Ending employment

An employee guide lets you spell out both your salon procedures and Employment Law, reducing the room for any misunderstanding (deliberate or otherwise). Not only are written guidelines invaluable when you’re faced with argumentative employees, they can also help to keep you away from legal disputes.

The guide will be individually tailored towards your salon, all policies reflect contemporary human resource practice, offer step by step procedures and are fully compliant to Australian workplace law and legislation.

Your guide will contain the following;

  • Leave Policy & Leave Application Form
  • EEO, Anti-discrimination, Bullying & Harassment Policy
  • Medication, Drugs and Alcohol Policy
  • Social Media Policy
  • Occupational Health & Safety Policy
  • Employee Grievance Policy
  • Discipline & Termination Policy
  • Letter of Offer, including clauses to restrict poaching of salon clients & data
  • Personal Details Form
  • Payroll Details Form
  • Achievement & Career Development Check-in

Please visit our Shop for pricing.

BASED IN KALGOORLIE, THE PEOPLE & CULTURE OFFICE IS AN INDEPENDENT HR CONSULTANT WHO CAN PARTNER WITH YOU TO OFFER A ONE STOP HR SOLUTION, WE ONLY CHARGE YOU FOR THE WORK WE PERFORM; NO CONTRACTS, NO ANNUAL OR MONTHLY FEES, JUST QUALITY SERVICE. CLICK HERE TO LEARN MORE

Why employee motivation is the key to business success

Employee Annual Leave | HR Consultant | The People & Culture Office Kalgoorlie

It’s Friday, it’s a long weekend, school holidays start next week, the weather outside is glorious and I can hear the sound of a thousand West Aussies heading to Bali. It seems like a good time to discuss motivation 😂 because it’s not like we are all hanging out for knock off.

23% of the Australian workforce are said to be engaged, meaning Australia has one of the highest engagement rates in the world. A workforce is said to be made up of three types of employees, those that are engaged, not engaged and actively disengaged.

– Engaged Employees
Those employees within an organisation who are committed to the organisation and driven to moving the organisation forward.

– Not Engaged / Disengaged Employees
Those employees, who are present at work and put in the hours, however are not passionate about their job and aren’t utilising their full potential.

– Actively disengaged Employees
Those employees that don’t have an emotional commitment to work and often distract co-workers while they try and complete tasks. This can be due to their job not being suitable or not aligning with their skill set. They are often looking for employment elsewhere.

Employee happiness or satisfaction in the workplace does not necessarily equate to employee engagement. Employees can be happy and satisfied in their role, but not productive. For example: an employee may be happy and satisfied in their role because they spend much of the day chatting & socialising with colleagues, but aren’t necessarily performing their role adequately.

Instead, an engaged employee is one who aligns their behaviours and actions in the workplace, to meet their role requirements, as well as wider team and business goals and strategy. An engaged employee wants the organisation, your organisation, to succeed.

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So what are some clear signs your workforce isn’t engaged & motivated? Organisations can utilise workforce analytics to establish positive or negative engagement by looking at areas such as;

  • employee absenteeism (e.g. low unscheduled or personal leave)
  • retention (e.g. low turnover rates, positive exit interview comments)
  • punctuality (e.g. employees arrive on time, working designated hours)
  • productivity (e.g. quality and quantity of output, staff meeting Key Performance Indicators)
  • safety (e.g. low accident/incident rates)

The difficulty with knowing how to engage and motivate employees is that often the strategies that will work for each employee, are as individual and unique as they are.

When organisations design and implement HR initiatives that acknowledge employee engagement and motivational factors, they are building the base for developing and supporting effective employees and teams. Consistent, clear and well-communicated HR practices can lead to employees trusting management and one-another, better communication, sharing of knowledge and ultimately achieving strategic business objectives.

Employees will be more committed and willing to work to their full potential…and less likely to leave.

HR FUNCTION RELATION TO EMPLOYEE ENGAGEMENT AND MOTIVATION
Compensation and benefits Although not a sole factor, an employee who feels adequately compensated is less likely to leave an organisation.
HR Policy Provides a consistent process to follow – inaccessible or policies that confuse can lead to disengagement and demotivation amongst employees.
Industrial Relations Local/State/Federal legislation outline minimum requires organisations must meet in regards to employment agreements/contracts, health and safety etc.
Job descriptions Provides a clear document that details responsibilities and parameters that both employees and managers can referred to and adjust as required.

Job descriptions which are linked to wider team and organisational goals also show employees how their role contributes to wider strategic business objectives.

Performance Management Offers an ongoing opportunity for employees and managers to plan, monitor and review employee’s work objectives and overall alignment and contribution to wider strategic business goals. Provides for open communication platform between employees and managers about what employee is expected to accomplish, while also enabling conversations around employee learning and development, and career progression.
Learning and Development Offers an opportunity for individual’s personal and professional developmental needs and wants to be met.
Diversity Provides for an environment where individual needs are acknowledged, and employees feel safe and free from harassment.
Work Health and Safety Employees who feel safe in their working environment are more likely to be motivated and engaged – a fear for personal safety will likely breed frustration and resentment, or a lack of caring which will likely lead to further health and safety issues.Organisations which takes a more holistic approach to health and safety (e.g. psychological wellness) will likely benefit – demonstrates an extra level of caring for employees.

BASED IN KALGOORLIE, THE PEOPLE & CULTURE OFFICE IS AN INDEPENDENT HR CONSULTANT WHO CAN PARTNER WITH YOU TO OFFER A ONE STOP HR SOLUTION, WE ONLY CHARGE YOU FOR THE WORK WE PERFORM; NO CONTRACTS, NO ANNUAL OR MONTHLY FEES, JUST QUALITY SERVICE. CLICK HERE TO LEARN MORE

 

HR myths about SME’s busted

HR Consultant | The People & Culture Office

For those of us that live and breathe HR, it can be frustrating to constantly defend the importance of what we do. I frequently hear “Oh, we don’t need HR, our Office Manager handles that.”

Then there are those that think HR is nothing more than maintaining files and making sure payroll gets submitted. The truth is HR is much more than paper pushing and file maintenance. It takes great dedication, commitment and knowledge to be a true HR professional. There are a lot of areas where SMEs get into trouble with their HR, such as:

  • Managing grievances e.g. bullying, sexual harassment
  • Unfair dismissals
  • Managing underperformance of employees
  • Parental leave and the requirements for the employee and the employer
  • Managing absenteeism
  • Keeping up to date with HR legislation and implementing HR frameworks
  • …and the list goes on.

So on that note I’d like to bust some common myths that SME business owners hold about hiring external human resource consultants.

Myth: “I’m not sure they’d have a place in my business.” Reality: Every business that hires and deals with employees most likely needs an HR consultant at some point. You may need your HR framework drawn up and implemented from scratch, a strategy for recruitment, help managing an employee’s performance, or a business restructure to best facilitate growth and change.

Myth: “Hiring an HR person would probably cost me an arm and a leg.” Reality: Not hiring an HR consultant might end up costing you much, much more. Let’s look at unfair dismissal. In recent times, unfair dismissal payouts cost businesses sums of five figures or more. In the financial year 2016/17 Fair Work awarded 7,194 monetary claims for unfair dismissal at a median rate of equivalent to 8 weeks pay, of these, 810 were for amounts of $10,000 up to the maximum amount payable (26 weeks of the employees earnings), these figures do not include fines imposed on businesses where applications were heard before a full hearing of the Commission,  a recent sexual harassment pay out was  $130,000. Evidence suggests that these high costs are usually incurred due to a lack of compliant HR policies, procedures or poor documentation. Hiring a HR consultant means you’ll be fully compliant in all these key areas.

Myth: “They’ll just give me cookie-cutter advice that won’t apply to my business.” Reality:  The People & Culture Office will come into your business tailoring a solution to your exact needs. For example, you may be managing the performance of your operations manager. How can you manage the risk? We provide commercially viable and relevant advice helping you deal with any and all HR issues.

Myth: “These HR types will try and lock me into some kind of pricy ongoing agreement.” Reality: The People & Culture Offices’ business model works on a once-off or project basis. Depending on your business needs I don’t need to stick around for months or years on end. The People & Culture Office can provide a framework for your HR needs with ongoing HR support as and when required. It’s your business, you control the level of involvement, not me.

Myth: “HR is just about recruitment.” Reality: Recruitment is just one of the activities an HR professional does. Human Resource function is as vast as any other technical function can be and is segregated into multiple areas. While HR is the first and last point of contact for any employee in the hiring and exit process, it surely isn’t the only thing HR professionals are there for. There are several other areas any successful HR department caters to like employee engagement, training and development, performance management, resource management and many more.

Myth: “Anyone can do HR.” Reality: HR activities are based on theory, research and most importantly, practical experience to understand how to apply HR principals into the workplace. I decided to launch my own consultancy service after hearing many stories from Goldfields business that employees were being directed by the “HR Person” to take annual leave on a gazetted public holidays, to book annual leave just to get day’s off from continual rostered shifts, leaving them with no leave to actually take a holiday, telling employees on parental leave their job has been given to someone else and employees being given written warnings for time off sick when a Doctors Certificate is present. There is a shortage of skilled HR people in the region which unfortunately has seen the rise of admin personnel being promoted into positions that require a great deal of technical skill & knowledge, this practice isn’t good for business and exposes the organisation to a great deal of risk.

BASED IN KALGOORLIE, THE PEOPLE & CULTURE OFFICE IS AN INDEPENDENT HR CONSULTANT WHO CAN PARTNER WITH YOU TO OFFER A ONE STOP HR SOLUTION, WE ONLY CHARGE YOU FOR THE WORK WE PERFORM; NO CONTRACTS, NO ANNUAL OR MONTHLY FEES, JUST QUALITY SERVICE. CLICK HERE TO LEARN MORE

 

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Are you getting employee discipline & termination right?

Employee Working | HR Consultant | The People & Culture Office

The discipline or termination of an employee is never easy. It’s important that your termination procedure is compliant with Australia’s unfair dismissal laws and is based on an understanding of your employee’s rights. If you have employees you should have comprehensive policies and procedures in place to educate employees on the expected standards of behaviour and how you will approach any disciplinary actions relating to a breach of those standards. I’ve written about the importance of workplace HR Policies here and here.

Under Australia’s workplace laws there are some keys steps that must be followed for a termination to be lawful, the big one is whether the action taken meets the principles of “procedural fairness” or “natural justice”. This means the employee has been made aware of the allegations concerning their conduct and are given the right to defend the allegations put to them, this implies an opportunity that might result in the employer deciding not to terminate the employment if the defence is of substance. An employer may simply go through the motions of giving the employee an opportunity to deal with allegations concerning conduct when, in substance, a firm decision to terminate had already been made which would be adhered to irrespective of anything the employee might say in his or her defence. An example of this is walking into a disciplinary meeting with a pre-written letter of termination or warning in your notebook ready to pass across the table to the employee once you have put the allegations to them.

More and more with unfair dismissal cases Fair Work is looking at the process the employer followed as opposed to the conduct of the employee, it pays to have good policies & procedures in place and more importantly, to follow them. Particularly with breaches of policy such as WHS and Medication, Drugs & Alcohol the Commission is going to want to see evidence that the employee;

  • knew what was required of them
  • knew a breach of the safety requirement / policy could result in dismissal
  • An adequate investigation took place
  • was given a fair opportunity to respond to the allegation
  • failed to give an adequate response to the allegation

In regards to breaches of Medication, Drugs & Alcohol policies employers must verify a breach has occurred, this requires the sample to be sent for GCMS testing to confirm the presence of illicit substances in excess of the Australian Standards, a positive at the cup is not a verified positive result.

Best Practice

  • Failure to warn employees that their conduct may lead to their dismissal is usually considered a major employer omission by the Commission. This means there should be a ‘paper trail’ which documents the relevant incidents leading up to a dismissal.
  • Proper documentation is essential. It is advisable to have the employee sign the notes of any discussions relating to performance, although the employee is not legally obliged to do so. The employee should be given the opportunity to have a support person present, chosen by the employee.
  • The employee must be informed about all problems, be given an opportunity to respond, and allowed a reasonable period of time to remedy them.
  • In regards to written warnings the employee should be told this is the first warning in a process which may end in termination.
  • Under unfair dismissal laws, there is no statutory period of time in which a warning (verbal or written) remains valid.
  • The period a warning remains enforceable will depend on a number of factors, including the seriousness of the problem and the nature of the offence.
  • Between three and eight months is usually appropriate, but will obviously vary depending on the circumstances, such as how often the criteria for satisfactory performance can be applied to an employee.
  • A ‘shelf life’ of a year or longer for a written warning would be considered extreme in most cases before a tribunal.

BASED IN KALGOORLIE, THE PEOPLE & CULTURE OFFICE IS AN INDEPENDENT HR CONSULTANT WHO CAN PARTNER WITH YOU TO OFFER A ONE STOP HR SOLUTION, WE ONLY CHARGE YOU FOR THE WORK WE PERFORM; NO CONTRACTS, NO ANNUAL OR MONTHLY FEES, JUST QUALITY SERVICE. CLICK HERE TO LEARN MORE

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When did you last ask, Are U ok?

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**Trigger Warning**

Like millions of families Australia wide ours has been touched by suicide, in fact with an average of 200 suicide attempts and 8 people taking their own lives per day (2800 per year) it would be more likely than not to have lost a family member or friend to suicide.

Suicide is the national conversation we need to have, it’s the leading cause of death for those aged 15-44 years and the second leading cause of death in the 45-54 age group.

The impact of suicide on family and friends is devastating, all grief is devastating but suicide brings about it’s own peculiarities; the replayed conversations, the “if only” thoughts, the guilt that you didn’t do more, the anger that they left you. It leaves a scar seared onto your soul that doesn’t go away and you have just joined the club nobody wants to be a member of.

This Thursday is R U Ok Day, established in 2009 by Gavin Larkin in an effort to honour his father after his suicide in 1995, what began as a documentary to raise suicide awareness developed into a national movement to talk about mental health.

Similarly Beyond Blue was establish in 2000 to raise awareness around depression and to address the associated stigma. After continued research and community awareness their mandate has broadened to include anxiety and suicide prevention. This Monday was World Suicide Prevention Day.

According to Lifeline three times as many men as women die from suicide. Many Australian men are not good at dealing with poor mental health, and unfortunately this tips them into a downward spiral of hopelessness, poor decision-making and poor resilience to day-to-day life stresses. They don’t ask for help when they need it and as a result can see no end to the pain they are living everyday.

And this is where asking Are U Ok is so valuable. If a mate, a work colleague or family member has been behaving a bit out of character, been more withdrawn than usual and your gut is telling you something isn’t quite right then strike up a conversation and ask them are they ok?

The R U OK website has a wealth of resources to help you take that initial step, and I’m going to be honest with you, talking to someone about their mental health can be pretty confronting, but the more knowledge you can arm yourself with the more confident you will feel. In saying that if you aren’t in the right headspace yourself, or you don’t think you’re the right person for the job then see if you can find someone else to help.

Beyond Blue have come up with this handy infographic to help you have a conversation with someone you are worried about.

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So what are some of the warning signs that someone may not be coping?

  • A sense of hopelessness or no hope for the future.
  • Isolation or feeling alone – “No one understands me”.
  • Aggressiveness and irritability – “Leave me alone”.
  • Possessing lethal means – medication, weapons.
  • Negative view of self – “I’m worthless”.
  • Drastic changes in mood and behaviour.
  • Frequently talking about death – “If I died would you miss me?”.
  • Self-harming behaviours like cutting.
  • Risk-taking behaviours – “I’ll try anything, I’m not afraid to die”.
  • Making funeral arrangements.
  • Giving things away (clothes, expensive gifts) – “When I’m gone, I want you to have this”.
  • Substance abuse.
  • Feeling like a burden to others – “You’d be better off without me”.
  • Talking about suicide – “Sometimes I feel like I just want to die”.

If you are unsure whether someone is going to kill him or herself, the best way to find out is to ask. You might be worried that you will ‘put the idea of suicide into a person’s head’ if you ask about suicide. However, you cannot make a person suicidal by showing your concern. In fact, giving a suicidal person the opportunity to express his or her feelings can give relief from isolation and pent-up negative feelings, and may in fact reduce the risk of suicide.

What about if you’ve identified you aren’t coping and you want to ask for help, how do you go about having that conversation? You may feel ashamed talking about it or worry that people will judge you or not take you seriously. But talking to someone you trust and feel comfortable with can help.

  • Share how you feel with someone you trust and feel comfortable with – this could be someone in your family, a friend, a teacher, doctor or other health professional
  • Try and think about it as just another conversation. Describe what’s happened, how you feel and the help you need. It’s best to be direct so that they understand how you feel.
  • Be prepared for their reaction. People who learn that someone is suicidal can be quite shocked and emotional. Just keep talking and together you can find a way through it.
  • Ask your support person to help you find support; in person, online, or over the phone.
  • It’s important to have support, but if you tell someone about your suicidal thoughts, you can’t expect them to keep it a secret. They’ll need to be able to help you stay safe and that usually means calling in extra help.

So, as awkward as that initial conversation will be, there is nothing to be gained by standing back and hoping someone “gets better”. Look after your mates, lookout for your family and take the time to just listen to how someone really is.

In memory of family & friends lost to suicide xx

BASED IN KALGOORLIE, THE PEOPLE & CULTURE OFFICE IS AN INDEPENDENT HR CONSULTANT WHO CAN PARTNER WITH YOU TO OFFER A ONE STOP HR SOLUTION, WE ONLY CHARGE YOU FOR THE WORK WE PERFORM; NO CONTRACTS, NO ANNUAL OR MONTHLY FEES, JUST QUALITY SERVICE. CLICK HERE TO LEARN MORE

 

 

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Retaining top talent

Employee HR Consultant | The People & Culture Office
The People & Culture Office – HR Consultant

Employee turnover is costly, it affects the performance of an organisation, and it becomes increasingly difficult to manage as the availability of skilled employees continues to decrease. There is even greater pressure on small businesses which have to compete at times for talent against larger organisations. 

At times it is not only difficult for business to find the right employees but it can be harder to retain them in the long term. The average rate of employee turnover in Australia is 15%, but my local (Kalgoorlie-Boulder) experience is that a percentage rate of mid – high 20’s is more realistic. A lot of businesses don’t actively keep track of their turnover or reasons that employees leave, but how can you change what isn’t measured?

According to a recent survey conducted by the Australian Human Resource Institute (AHRI) the top 4 reasons employees leave are;

  • New career opportunity (56%)
  • Lack of career progression / opportunities (48%)
  • Better pay elsewhere (34%)
  • Poor relationship with manager / supervisor (26%)

Today the immerging workforce is developing different attitudes about work and how it is designed to fit into their lives. Today’s employees may place a priority on; 

  • Family time
  • Sense of community
  • Autonomy in their roles
  • Flexibility in their work

In fact in the same AHRI survey, employees nominated their top reasons to stay with an organisation as;

  • Good relationship with colleagues (44%)
  • Job satisfaction (35%)
  • Good work/life balance (32%)
  • Flexible work options (27%)
  • Competitive pay & benefits (25%)

Successful organisations make it a strategic initiative to understand what their employees want and require in their workplace so that they can retain and engage their employees more effectively. Being aware of the different factors that affect employee retention makes it easier for businesses to focus on the areas that they can influence and change. 

So how do you know if your employees are happy? Ask them! Annual employee feedback surveys are an extremely valuable tool to gauge the mood of the workforce. Analysis of the data can show trends of issues or positives with leadership, working hours, pay & benefits, the effectiveness of training programs, communication and culture just to name a few. There is no point in only obtaining data from departing employees, or worse no data at all, and then sitting back wondering why your business is experiencing employee churn.

“People work for money but go the extra mile for recognition, praise and rewards.”

Before you get started on implementing employee retention measures ensure that retention of employees is fully tracked and reported. It’s critical to have this measurement mechanism in place before you embark on any program to retain employees. Some effective examples of retention programs can include;

  • Competitions and incentives such as feedback reward programs and recognition.
  • Flexible working hours / RDO’s, allowing employees to flex their work and life around each other
  • Training and development. Ranging from job-specific training, to soft skills and professional qualifications.
  • Appraisal and reward systems. Appraisal processes are almost universally disliked because of the perception of extra work required, but run well they can be motivational and contribute to retention.
  • Clear management and employee communication policies and plans so that employees understand the bigger picture about how they fit and why they are important.
  • Bonuses and/or shares options. Additional financial compensation can take a number of forms and is a popular retention program component.

Remember… you can’t stop employees leaving unless you have a plan for them to stay!

For more information on employee retention watch our presentation below (warning * groovy music to follow, may induce killer dance moves* )

BASED IN KALGOORLIE, THE PEOPLE & CULTURE OFFICE IS AN INDEPENDENT HR CONSULTANT WHO CAN PARTNER WITH YOU TO OFFER A ONE STOP HR SOLUTION, WE ONLY CHARGE YOU FOR THE WORK WE PERFORM; NO CONTRACTS, NO ANNUAL OR MONTHLY FEES, JUST QUALITY SERVICE. CLICK HERE TO LEARN MORE

 

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So you think you want to work in HR

HR Consultant Apple Mac | The People & Culture Office Kalgoorlie

I fell into HR by chance, I’d always had a strong sense of social justice and after a few dead end jobs in banking and customer service to work around my kids school hours I managed to score a temp admin job thanks to a friend who worked in a recruitment agency. I had always picked up systems and programs pretty quickly so I taught myself Excel & building Access databases (remember those) and managed to move on to a support role for the CEO of the City of Kalgoorlie-Boulder. I was then approached by their Senior HR Officer to see if I had ever considered a career in HR, and after googling what a HR Officer does 🙂 I jumped at the chance to make a career move. That was 14 years ago and I haven’t looked back. Over the years I’ve obtained formal qualifications, filled my head with all sorts of knowledge and taken some jobs that involved massive learning curves and leaps of faith.

HR has a few different specialties and if you are in a city and working in a corporate role you can normally be lucky enough to focus your skills in one particular area such as organisational development, compensation & benefits or recruitment, but in a town like Kalgoorlie you need to be across a bit of everything.

I believe the perfect person for HR has a particular type of personality; easy going & able to put people at ease; empathetic; considered; resiliant; approachable; non-judgemental and a strong sense of personal integrity. When you work in HR you are engaging with a diverse bunch of people of all different nationalities, sexual preferences and personality types, if you tend to let your personal beliefs dictate your level of professionalism then HR isn’t the career for you.

Particularly if you undertake recruitment activities you are the first impression of the company for new & prospective employees, as a result they tend to bond to you and will always stop in to say Hi or say g’day if they see you in town. A few years ago I did a new mine start up and recruited about 150 employees over a span of a few months, I prided myself on the fact that I remembered everyone I recruited and loved catching up with them on site visits, however, now that I’m on the wrong side of 40 its a little harder to remember everyones name, but I still get a kick out of being highly regarded enough that former employees will come over to say Hi when they see me out and about.

You also see the very best and very worst of your company, management and the employees. You find out who’s a quiet achiever, who has a massive heart, and often disappointingly, who needs to recalibrate their moral compass.

Employees can share their mental health issues with you when they come seeking support, they tell you about the deaths of family members, they get diagnosed with terminal illnesses, they get bullied, they resign, they get promotions, they have babies – you’re privy to a lot of personal information and you need to be able to find a way to cope. Often it can be hard for HR to make friends at work because you can’t discuss your work day nor engage in idle gossip of others. You need to be acutely aware that you are present for watershed moments in employees’ lives and how to be respectful & kind in the moment without carrying the burden of the company’s actions.

You need to have a good understanding of the business, have a bit of finance knowledge, be strategic and have the confidence to speak up when a decision made higher up the food chain is going to have negative repercussions for the business. When it comes to employee issues you’re often seen as the goal keeper when many times the ability to actually do something is out of your control because managers and supervisors love nothing more than to hide stuff from you. It can be hugely frustrating a lot of the time.

What I’m attempting to convey is HR is scary; its hard; its confronting; it requires a thoughtful considered approach; it requires an open door; its hugely rewarding; its soul crushing; its innovative; its strategic; its continuous learning – its every single part of the business because the policies and initiatives you create as HR is what helps build the culture of the organisation and employee capacity, which together with the other functional areas of the business, ultimately determines how much your customers & clients value the organisation.

BASED IN KALGOORLIE, THE PEOPLE & CULTURE OFFICE IS AN INDEPENDENT HR CONSULTANT WHO CAN PARTNER WITH YOU TO OFFER A ONE STOP HR SOLUTION, WE ONLY CHARGE YOU FOR THE WORK WE PERFORM; NO CONTRACTS, NO ANNUAL OR MONTHLY FEES, JUST QUALITY SERVICE. CLICK HERE TO LEARN MORE

 

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