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.

employee quotes - Google Search

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.

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.



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.




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.



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* )







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.





Why are workplace HR policies so important?

2mU47LLARySxWAhqwEKDiAThere’s no denying that HR focus has dramatically changed in recent years. In the not so distant past, HR was primarily an admin function, the dreaded “fun police” when it came to workplace policies or it was a task lumped in with Payroll.

But today’s astute business leaders understand in order to succeed in today’s (and the futures) business environment they need to move their HR function away from focussing on personnel management and administrative tasks, and direct their focus towards managing employee engagement and strengthening workplace culture. Smart business owners see the benefits in ensuring their employees are happy and as a result will continue to stick around for the foreseeable future.

Human Resources Policies and Procedures are important as they provide structure, control, consistency, fairness and reasonableness in the business. They also ensure compliance with employment legislation and inform employees of their responsibilities and the organisations expectations. In addition, they also provide transparency in how processes will be managed, and should be easily accessible by all managers, supervisors and employees alike.

Let’s imagine a workplace without any HR policies and procedures that employs managers who have very little knowledge of what to do in terms of process or best practice, and have received no training. How would this look? Like a disaster waiting to happen, thats what- workplace policies are useful documents to rely on when a legal dispute arises between an employer and an employee. In many cases, where the employer can point to a policy to show that the employee ought to have known what his or her responsibilities were in relation to the disputed matter, the employer is likely to be in a much stronger position before a court or tribunal. Some employment related laws include a requirement that a policy be in place and that the policy fulfil certain specifications. For example, occupational health and safety laws require employers to put in place a rehabilitation policy outlining the responsibilities of the employer. Where no policy is in place this will constitute an offence under the legislation. In other areas of the law, such as equal opportunity, there is no specific requirement in the legislation that policies be put in place. However, where an employer can point to a policy, that will go some way towards substantiating the employer’s compliance with the law should the matter arise before a court or tribunal. To this end many organisations have policies on EEO, workplace harassment and grievance handling procedures

You may think that as ‘sensible adults’ your employees know how to behave – but unfortunately it’s not always the case. The mix of backgrounds, cultures, upbringings, education and experiences see all of us develop different ideas of what is and isn’t acceptable, and how to conduct ourselves at work  Policies should provide all the information that new & established employees need to know.  They are a great tool in the induction process to ensure new starters are on the same page as you from day one.

There are plenty of places to obtain workplace policies on the internet, generally they are relatively cheap, you insert your business name and you’re off and running, but generic policies don’t always work from business to business. Your policies need to be reflective of your workplace & peculiarities of your industry. In addition most of these policies only contain basic information and will then include a “insert procedure here” paragraph, without the appropriate HR knowledge how can you ensure your content isn’t just best practice but legal?

The key to getting policies right isn’t just understanding industry and the workplace, but understanding the law. It’s the difference between knowing legally what steps must be taken during employee discipline & termination or managing drug & alcohol testing to ensure you don’t end up on the wrong side of a Fair Work decision & just copying another companies policies off the internet.

70% of SME’s utilise the resources of adhoc HR (an employee holding another position in the business that has taken on the duties of HR), and it comes at a risk: If your business is leveraging adhoc HR for your HR needs, you’re dealing with a fairly costly business issue. According to recent data on SME’s, 82% of employees undertaking adhoc HR duties have no relevant training which exposes the business to not only significant legal risk but the lack of capacity to implement strategies to help save money or improve employee retention and culture.

The People & Culture Office policies reflect contemporary human resource practice, offer step by step procedures and are fully compliant to Australian workplace law and legislation. They have been written with the average employee in mind; that is anyone in the business can pick up the policy and understand exactly what is expected of them and what procedure should be followed to achieve the desired outcome.

Policies should add value to your business, whether it’s a Recruitment & Selection Policy to guide you to recruit employees of the highest standard or an EEO, Bullying & Harassment Policy that covers off the relevant legislation, if your policies are too vague, don’t provide guidance and protect you from legal action then you aren’t getting the value from them that you should. Click here to view how we can partner with you to provide contemporary workplace solutions for your business.

Outsourced HR solutions can help manage your risk, keep you compliant, and give you peace of mind. And in doing so, you’ll be placing your company in a strong position to grow and prosper. 

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












The definitive guide to turning off potential employees


What are the factors that determine the number of candidates to apply for positions at your company?

A) The number of potential candidates

B) The quality of your advertising

C) The ease of the application process

D) Company reputation

E) Salary & benefits

G) All of the above

If you clicked through to read this post, you must have had a little niggling doubt in your mind that your company could be doing a better job at attracting talent.

Maybe it’s because you thought your job ad was killer but you’re not getting the hoards of candidates you thought you be by now. Or maybe it’s because you’ve never received the amount of applications you thought you would have done for several jobs over the years.

Either way, you have your suspicions that your company’s application process isn’t all it’s cracked to be, and you want to know where you’re going wrong and how can you fix it.

You can’t control the number of potential candidates, particularly in a specialised industry or in a skills shortage, but you have 110% control over everything else which will make it a hell of a lot easier to attract that elusive candidate than if you didn’t put effective strategies in place.

The quality of your advertising

Yesterday I was scrolling through seek doing some research for a client when I came across this ad;

Truck Driver

Must have HR Licence, Full Time. Northern Suburbs.


I kid you not, this was the ad, they paid $280 to give no information away what so ever other than they need the appropriate drivers licence to do the job. When you advertise you have to think of it from a sales perspective, include info about your company, do you offer additional employee benefits such as bonus’, salary packaging, relocation? well tell job seekers about it. If you have the budget for it choose a standout ad, this will allow you to put three bullet points related to the position or your company in the search results screen, this is the best possible way to grab a candidates attention for them to view your ad. Try to include as much clear, concise info as you can for job seekers without them dying of boredom while scrolling through a ton of content. The majority of job seekers will view your job ad on a mobile device, to grab their attention straight away structure your seek ad so the job details are first, then skills & experience requirements, how to apply & at the end include a brief overview of your organisation with links to your website for further information. If you fill the top part of the ad with “padding” about your company you risk them not taking the effort to scroll down to view the position on offer and navigating away. For more info on a killer advertising campaign read Are you selling Kalgoorlie and your brand when you recruit

The ease of the application process

How many of you have seen advertisements for low level or entry level positions asking candidates to address a selection criteria? Several years ago my son applied for an apprenticeship at a local organisation, as part of his application he was required to address a 6 point selection criteria. When you think of the target market for apprenticeship candidates what do you think of? School leaver, unskilled labour, minimal work experience, youth. Do you think this particular employer has a good understanding of structuring their application process to meet their target market?

The first thing you need to know (if you did’t already) is that today’s job market is a candidate driven one and the quality of their application experience can and will influence their perception of the company they’re dealing with.

In the past, the application process has always favored recruiters and employers. We’ve always expected that if a candidate wants a job badly enough, they’ll take time out of their schedule to put together an application and fill out our forms regardless of how long that might take them. We’ve also always assumed that we need not contact everyone who has applied, just the people we believe are a good fit for the job in the end.

When I worked for a big worldwide miner we had a recruitment database that linked with seek, so when the candidate clicked “apply now” they were taken to the application portal where, to be able to apply for the position, they had to complete 2 screens of personal & work info, all of which could be found on their resume. Then they uploaded their resume and sent it the application off. At the height of the resources boom they conducted analysis on the application software and found that 40% of potential applicants were abandoning their applications. So, we were able to entice them to apply with a fabulously creative job ad, but failed to persuade them to complete an application, we lost our talent to someone else.

For more information on how your poor recruitment practices can drive candidates away read Stop ghosting your candidates

Company reputation

When a company has a bad reputation, whether it’s earned by poor business decisions, poor customer service, or unhappy employees, business is simply more difficult to conduct. It becomes challenging to retain customers, employees and other important stakeholders, making the costs of doing business significantly higher. Having a bad reputation can make business operations more difficult every step of the way.

In the last eight or so years, the evolution of social media and access to information has changed the employment game. Job seekers have the ability to do their homework on an employer before they bother to apply. If they don’t like what they learn about your company online, they skip applying. 95 percent of job seekers surveyed say an employer’s reputation impacts their decision. This should be a wake-up call for employers. The best talent doesn’t waste their time on companies that seem like losers. Which means, the only people bothering to apply to your jobs are the less qualified, desperate job seekers – the ones you don’t want to hire! In fact, those surveyed said they wouldn’t even consider a job with a bad company unless they offered at least a 50 percent pay increase over what they were currently making.

Regardless of what is occurring in the labour market, the best-of-the-best will avoid working for you once they learn you have a bad reputation. If productivity matters to your company, then a shift in mindset towards building and marketing an exceptional employer brand is the most cost-effective way to ensure you’re capable of hiring the best at all times.

Salary & benefits

Wages may be classed as an operating expense, but like any good investment staff salaries can deliver healthy returns. Your business may have a great product or service but the true strength of the firm lies with your people – and top talent deserves to be well remunerated.

Salary levels are still a crucial element when it comes to attracting and retaining the best people. Companies that do not offer competitive pay packets can put themselves out of contention when it comes to sourcing top talent. As the employment market is constantly in flux, business owners & managers should constantly evaluate and adjust compensation policies in order to be seen as a desirable company to work for – one that pays competitive salaries. Put simply, low salaries are just false economy.


It’s not easy, but key to attracting the right talent is being the best business you can be. Pay well, build a strong and positive culture, promote your company with a detailed and engaging look at what you have to offer and be connected and respected in your industry – get these right and there is little doubt the best in the business will want to work for you.

Outsourcing your HR function can help you save money, manage risk & gain greater employee satisfaction.

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