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It’s a fact that HRDs have a seat at the very top table. But the question is how to take the next step into the chair of the managing director or the CEO? In this issue we chat with four chief executives about what it takes to get into the big office and what it takes to be a leader of a major organisation. Some have come from marketing, another from corporate communications. Jane Huxley, managing director of upstart music streaming company Pandora, advises to manage up, and to network like it’s going out of fashion. Kristie Buchanan, CEO of RedBalloon, advises that it never hurts to be human and that a chief executive’s most important talent is the ability to listen, and then act decisively. Check out the rest of the feature on page 14. Alcohol is a significant part of Australian culture, and for certain segments of the population recreational drug use has become completely normalised. But what happens if it starts to make an impact on workplace performance? Drug and alcohol testing is commonplace in the blue-collar world, but as companies like the National Broadband Network Co demonstrate, it’s also becoming more pervasive in the white-collar world. We take a look at the reality of white-collar drug and alcohol testing (page 22) and ask whether it’s legal, as well as something more companies should start thinking about.


Josh Gliddon, editor, HRD


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COPY & FEATURES EDITOR Josh Gliddon PRODUCTION EDITORS Roslyn Meredith, Moira Daniels CONTRIBUTOR Cameron Edmond

ART & PRODUCTION DESIGNER Marla Morelos, Joenel Salvador, Loiza Caguiat DESIGN MANAGER Daniel Williams TRAFFIC MANAGER Abby Cayanan


CORPORATE CHIEF EXECUTIVE OFFICER Mike Shipley CHIEF OPERATING OFFICER George Walmsley MANAGING DIRECTOR Justin Kennedy CHIEF INFORMATION OFFICER Colin Chan HUMAN RESOURCES MANAGER Julia Bookallil Editorial enquiries Josh Gliddon tel: +61 2 8437 4703

The question is how to take the next step into the chair of the managing director or the CEO We also take a look at Facebook – you might have heard of it? With over a billion customers and a global reach, Facebook has had to grow up like no company before it. However, there are some interesting lessons for all companies, regardless of size, in how to scale while maintaining focus on corporate culture, and also on the customer. Facebook hasn’t done it perfectly, but in line with its motto – ‘move fast and break things’ – it’s taken lessons from what it’s done badly, learned from them and then put those lessons into practice (see page 46). We’re keen to hear your stories, whether they are about drug testing, scaling, leadership or something else. Drop me a line at



Advertising enquiries James Francis tel: +61 2 8437 4766 Steven McDonald tel: +61 2 8437 4757 Gareth Scott tel: +61 2 8437 4784 Subscriptions tel: +61 2 8005 6674 • fax: +61 2 8437 4753 Key Media Key Media Pty Ltd, regional head office, Level 10, 1–9 Chandos St, St Leonards, NSW 2065, Australia tel: +61 2 8437 4700 • fax: +61 2 9439 4599 Offices in Auckland, Toronto, Denver, Manila

HRD wants to hear from you. Email us:

Copyright is reserved throughout. No part of this publication can be reproduced in whole or part without the express permission of the editor. Contributions are invited, but copies of work should be kept as HRD can accept no responsibility for loss.

EXPRESS YOURSELF! Got a burning issue to get off your chest? Check out the readers’ forums at

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14 Cover story: CEOs on leadership What does it take to be a great leader? And what’s needed to make the key move into the C-suite? HRD talks to four chief executives to get some insights into the great leadership questions


American Express’s Nada Najjar Amex’s Nada Najjar leads an HR organisation of 25 people looking after around 2,500 staff in Australia. Joshua Gliddon talks to Najjar about the biggest challenges, risks and rewards of her position


Inside the secrets of an HR giant Level 3 Communications’ Laurinda Pang works to ensure today’s HR strategies will succeed in tomorrow’s tech-based business world

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How to scale Facebook is one of the world’s fastest-growing, most compelling organisations, with a membership of over a billion people. HRD examines how Facebook has managed to scale its business while maintaining its fast-moving culture

REGULARS 22 | White-collar drug and alcohol testing Drug and alcohol testing has long been a feature of blue-collar employment, but evidence suggests it’s moving into the white-collar space. What are the legal ramifications of testing? 54 | Global Salaries Survey



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DECEMBER 2013 | 3  

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FWC BRACES FOR INCREASE IN ANTI-BULLYING CASES Despite a slow start to the year, the Fair Work Commission is expecting the number of anti-bullying cases brought before it to rise over the next few months The Fair Work Commission (FWC) is prepared for an explosion of anti-bullying cases following the introduction of the Fair Work Amendment Act 2013 on January 1 of this year. According to the Commission, although the number of cases got off to a slow start with just 44 applications received during the first month of the year, numbers are expected to rise. Commission president Justice Iain Ross said in a statement that the slow start was not necessarily indicative of the number of applications expected throughout the rest of the year.

“The time of year and the fact that this is a new jurisdiction means that the number of applications received to date is not necessarily indicative of the lodgement trends we will see in future,” he said. Before the introduction of the new laws, workplace lawyers were bracing themselves for an inundation of claims, with some predicting around 3,500 applications would be submitted every year. “I think that as employers roll out their workplace behaviour training, review their policies and train their workforces, the FWC will see a rise in claims,” said Drew Pearson, partner at




Applications withdrawn

Applications received

28,049 Number of unique hits to Fair Work Commission website seeking information

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100% Percentage of matters commenced within the 14-day period


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Herbert Smith Freehills’ employment, pensions and incentives practice, in a recent interview. “Once people become more aware of it they will start taking advantage of it.” The important aspect of the slow start to claims is that it gives HRDs and their staff time to implement workplace practices, and a greater understanding of how to deal with workplace bullying in a proactive way. “What we’re really focused on at the moment is training clients on how to deal with bullying claims as they come,” Pearson said. “That is, making sure you have the best possible policy and procedures in place.” This is in line with what Justice Iain Ross said in a recent statement, stating that although it is early days, the process for dealing with antibullying applications was achieving its intent of engaging with the parties early and progressing matters promptly and in a practical, efficient and fair manner.


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Pearson also noted that it’s important for HRDs to attempt to deal with applications in an internal manner, or through mediation, rather than by taking things to a full court hearing. “Rather than ending up in the cold, hard light of a courtroom, if you can deal with it in the workplace, it’s dealt with quicker than in a formalised process. “Ultimately these laws are about restoring or normalising employee relationships to the extent that issues can be resolved at a low level,” he added. “I think that should be encouraged.” The FWC has undertaken to deal with all applications within a 14-day period from lodgement – a detail required by the new Act. According to a statement from the FWC, as of the end of January – the most current figures available – several cases had already been dealt with by the Commission, while others had been resolved through internal company processes. Of the 44 applications already made, six had subsequently been withdrawn.

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BULLYING BY THE NUMBERS Workplace bullying has been at the top of the national political, legal and management agenda for the last year. A feverish national debate culminated in amendments to the Fair Work Act that took effect from 1 January 2014. HRD looks past the politics into the raw numbers


26 November 2012

Government releases report Workplace Bullying: We Just Want It to Stop Productivity Commission estimates national cost of workplace bullying at $36bn

6 June 2013

1 January 2014

New anti-bullying jurisdiction of the Fair Work Act commences Government passes Fair Work Amendment Bill 2013


$4,000 $3,500 $3,000

Year 1 Year 2 on

$2,500 $2,000 $1,500 $1,000 $500 0





$40 $35

Year 1 Year 2 on

$30 $25 $20 $15

$65.50 Application fee for employees to lodge bullying claim with Fair Work Commission

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3,500 Predicted number of bullying claims for 2014

$10 $5 0




Business size


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14% Percentage of respondents who said they were bullied in their current workplace at least rarely to all the time

2% Percentage of workers who said they were bullied often or all the time

21% Percentage of workers who reported bullying in their current workplace. Bullying was most commonly reported in the health and community services industry

WHAT IS WORKPLACE BULLYING? ✔ Abusive, insulting or offensive language or comments


Percentage of the respondents who had reported they were bullied, and who said they were bullied by their supervisor/manager

✔ Unjustified criticism or complaints

✔ Deliberately excluding someone from workplace activities

✔ Withholding information that


40% said co-workers

said a patient’s family member


✔ ✔ ✔

said patients



Percentage of workers who said they had anti-stress and antibullying policies in their workplaces

said employees/ contractors

BULLYING AND DEPRESSION The Australian Workplace Barometer (AWB) survey was developed and conducted by Professor Maureen Dollard of the University of South Australia (Dollard et al, 2012). Funding for this project has come from a variety of grants and organisations, including Safe Work Australia. Prompted by variations in bullying definitions and associated bullying prevalence rate estimates, the AWB was designed to collect nationally representative information on psychosocial risk factors in Australian workplaces. Data was collected between 2009 and 2011 from employed workers over the age of 18.

WHAT IS NOT WORKPLACE BULLYING? ✘ Setting reasonable ✘ ✘ ✘




Participants had been sworn at or yelled at while at work Participants reported being humiliated in front of others Reported experiencing discomfort due to sexual humour Advised they had experienced unfair treatment due to gender Experienced negative comments regarding ethnic or racial background Reported they had been physically assaulted or threatened by a co-worker, supervisor, or manager in their workplace Experienced unwanted sexual advances at some stage in their workplace


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6.3% 6.3% 4.6%

✘ Females reported experiencing significantly more unwanted sexual advances, humiliation, and unfair treatment due to gender than men Men reported significantly higher rates of physical violence and being yelled at or sworn at

is vital for effective work performance Setting unreasonable timelines or constantly changing deadlines Setting tasks that are unreasonably below or beyond a person’s skill level Denying access to information, supervision, consultation or resources to the detriment of the worker Spreading misinformation or malicious rumours Changing work arrangements, such as rosters and leave, to deliberately inconvenience a particular worker or workers

✘ ✘

performance goals, standards and deadlines Rostering and allocating working hours where the requirements are reasonable Transferring a worker for operational reasons Deciding not to select a worker for promotion where a reasonable process is followed Informing a worker of their unsatisfactory work performance Informing a worker of their unreasonable or inappropriate behaviour in an objective and confidential way Implementing organisational changes or restructuring Taking disciplinary action including suspension or termination of employment

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HOW HR CAN GET IN FRONT OF A SOCIAL MEDIA CRISIS When a crisis looms, communicating with your staff is crucial to avoid a potentially damaging and costly flare-up on social media One hour: that is roughly how long an organisation has to respond to a looming crisis, both internally and externally, before it takes on a potentially damaging life of its own on social media. It took hackers just a few minutes and 11 words to tank the US stock market last year, when a hacker took hold of AP’s Twitter account and posted the false report: “Breaking: Two explosions in the White House and Barack Obama injured”. Jane Jordan-Meier, who wrote The Four Stages of Highly Effective Crisis Management: How to Manage the Media in the Digital Age, said a share price can drop quickly in response to social media ‘news’, whether the information being shared is fact or fiction, showing that the impact of platforms like Twitter cannot be overstated. If you don’t create a crisis strategy in advance, mapping out a clear path forward, you run the serious risk of high-value staff jumping ship. Consider the case at Ten Network a few years back, when Lachlan Murdoch and James Packer bought into the company: coupled with a new programming direction and low ratings, the change of ownership prompted several key staff to flee, right at the point when the organisation needed their expertise and experience most.

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In a crisis, you need to be active on social media by:

ACTING IMMEDIATELY Tweets and status updates should be written in advance or prepared in template form, says Jordan-Meier. “Even if you don’t know all the facts, you can say, ‘We’re aware and we’re investigating and we’ll update you as soon as we know more’.” COMMUNICATING INTERNALLY It is just as important to communicate clearly to your internal stakeholders – including employees, suppliers and other vested interests – as it is to communicate with the public. “The CEO should handle it externally, but internally we share that as an executive team,” says Mel Tunbridge, HRD, SBS. “We’re interchangeable in terms of being the face of the organisation to the organisation.”

DESIGNATING A SPOKESPERSON Whatever the crisis, “you never want to put the HR director in front of the 6 o’clock news, because that demonstrates to the public that the CEO doesn’t take it seriously enough to be there,” says Chris Lamb, HRD, LendLease Australia. “Of course, we [HR] do a lot of work behind the scenes, but we should never be the ones to front up to the media to talk about it.”


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The average North American company has just 63 per cent employee engagement. At Cisco Canada more than 90 per cent of their employees are engaged. HRD talked to Cisco Canada VP of HR David Heather about what makes Cisco different In 2012, Cisco Canada achieved 90% employee engagement – 40% higher than the North American average and 12 percentage points higher than the average engagement of Aon Hewitt’s Best Employers list. Every HR professional and their dog knows engagement is important, so what sets Cisco apart when it comes to achieving engagement at that level?

BUSINESS STRATEGY According to vice president of HR David Heather, it’s about avoiding the clichés and focusing on engagement as a tool for business success, not a goal in isolation. “Show me a company that doesn’t want to value its employees. Show me a company that doesn’t think employees are central to their success,” Heather challenges. “It’s become intrinsic. For Cisco Canada, it’s not about looking at employee engagement as an outcome or a KPI, or viewed in isolation. We look at it as more than an HR initiative.” Heather says it’s no coincidence that Cisco has seen significant growth and profitability in the last three to five years, the same period it’s been consistently recognised as a top employer. “We take a lot of satisfaction in that because it drives our business. It’s a statement that our employees understand what we’re trying to do, how we’re trying to do it and they feel like a positive part of that business,” he says. “If you can tap into that discretionary effort, where employees go above and beyond the requirements of their role then your company is going to succeed.” HCAMAG.COM

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DIVERSITY OF THOUGHT DESCRIBE CISCO’S CULTURE IN ONE SENTENCE “Our culture is about being progressive, open, flexible, fast-paced, resilient and customercentric.”

Cisco has been recognised for its diversity, which Heather says is about moving past quotas and numbers to focus on bringing in different ideas and ways of thinking. “Diversity is not just a measure of how many women you have in your organisation, how many ethnic minorities you have in your organisation, or what age demographics you have in your organisation,” he explains. “A truly diverse organisation is one that embraces diversity of thought. If you can embrace diversity of thought, you are tapping into the employee’s potential, you are listening, looking for ideas and that’s where true business improvement can come from.” Cisco operates in more than 100 countries around the world. Heather worked for Cisco in London and California before moving into the leadership role in Canada. How they embrace their international resources is one of the strengths of Cisco, he says. A balanced approach brings consistent values from the CEO about what kind of company Cisco should be, but remains flexible to adapt to new ideas and input. “We have truly excellent employees in every part of the world we operate in and part of the secret sauce, or what makes Cisco successful, is listening to those employees,” Heather elaborates. “Let’s not be beholden to one culture or approach, let’s be open and look for innovation and how we can drive success both internally and externally for our customers.”

LISTEN AND LEARN Most companies run annual employee surveys, but Cisco ensures they get and use all the data they can. The 30-to-40 minute survey, which is confidential and anonymous, results in a report that goes first to CEO John Chambers. “He’s passionate about it and that flows through the organisation,” Heather says. “The change could be company-wide, if there’s an opportunity we’re missing in the technology area, or if it’s that the coffee in Toronto is terrible we’ll deal with that at the local level.” Beyond the annual survey, the company leaders ensure that managers are coached and trained to be open to new ideas and feedback. “Your most important constituents are your first and second line managers,” Heather says. “They are at the front line working with the employees on a daily basis. Often companies neglect this important resource. We’ve invested significantly in the last

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year in Canada to try and change the training and learning landscape and we’ve put our first and second line managers as a key investment area.”

STARTS AT THE TOP From the CEO to each country’s leader, there has to be buy-in from the top for this kind of culture to flourish. “I’m a strong advocate that leadership has to be very present in this space. They need to articulate what’s important, not just from a business perspective, but how you do business,” Heather says. Senior leaders in Canada, including president Nitin Kawale, hold regular “Dialogue Cafes”, which can involve all 600 Canadian employees, or smaller groups from specific offices or departments. It’s an opportunity to present the company strategy, plans and priorities, and always involves a session of questions. “It’s so powerful when the senior leader in a company in the country actually goes to employees and asks for their opinion,” Heather says. “It’s not rocket science, it’s not new management thinking, it’s a simple tool, but when the leadership team engages in that way it’s a powerful engagement mechanism.”

TRUST: THE TWO-WAY STREET High levels of trust correlate with high retention and engagement, as well as discretionary effort. It’s hard to judge what comes first, but it is clear that without trust in an organisation, it’s hard to maintain engagement. It needs to go beyond just talk – employees are good at reading between the lines and they’ll remember what you do more than what you say. “Employees know what is credible,” Heather says. “You have to be authentic, not overpromise and then deliver on your commitments. If you can do those things well employees will trust you, they’ll have faith in you. When times are tough they’ll give you the benefit of the doubt.” Trust also has to go both ways. Asking an employee to trust you when you clearly don’t trust them is unlikely to win anyone over. Heather says Cisco shows they trust employees through policies such as social media, where Cisco has no restrictions on employee use at and out of work. They train staff on how to use social media, and then allow them to engage and interact as they see fit. “Where others see a threat, we see social media as an opportunity,” he says. “We expect them to use HCAMAG.COM

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it sensibly and professionally but empower them to do what’s right.”

OPEN OPPORTUNITIES Cisco has a low attrition rate for the industry and ensuring their employees have paths to follow and ladders to climb is a necessary part of encouraging long tenures. Career pathing is about allowing people to meet their potential, but what that means is different for each person. Those who want to be managers are given the framework to learn and earn a place in management. However, not everyone wants to be the boss. How do you encourage those who want to continue to grow and move up the organisation, but who aren’t interested in managing a team? “Some people aren’t interested in managing people so we provide a career path for our technology experts that allows them to get the recognition they deserve but doesn’t necessarily force them into management,” Heather says. “We also have a career path that’s not based on tenure or


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time served, but is based on merit. If you’re Generation Y and you excel in your chosen field then you can progress.”

BACK TO FUNDAMENTALS Engagement comes back to core fundamentals – listening to feedback, having an open culture, rewarding success, holding people accountable and ensuring the organisation and its people reach their potential. “I don’t think we do anything unique. I think we use a lot of the tools and methodologies other companies use,” Heather says. “What I think has given us success and will hopefully give us continued success is a level of humility; you’re only as good as yesterday. “You need to continue to look forward, continue to engage with your employees and try to solve the problems they have, and execute on all commitments.” It’s not complicated, but there’s also no shortcut to success.

David Heather

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No one said leadership was easy. Getting to the big office requires a special mix of talent, ability and drive. Joshua Gliddon talks to four CEOs about the attributes they think are required for a good leader

1 Be human. Don’t be afraid to be vulnerable. People appreciate knowing that you experience the same doubts and challenges as they do. Your direct reports (and indeed the rest of the organisation) will have greater respect for you and more trust in your direction if you show them you are real. 2 Know your people. It sounds simple, but it’s so important. And I don’t mean just knowing them in a professional sense. Know how they like their coffee; the names of their children and pets; where they went on holiday last month. Lead by example in your interactions with others. It’s important that we remember to treat our people as people and not resources. 3 Promote a culture of enquiry. Encourage everyone in the business to look for new insights, test assumptions and 14 | MARCH 2014

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undertake rigorous analysis. Search for the lessons in any key initiatives, regardless of whether the outcomes are successful or unsuccessful. The collective learning of the organi-sation can keep it progressing with a sharper axe.

Kristie Buchanan CEO RedBalloon

4 Make recognition a priority. I am a big believer in ‘what gets recognised gets repeated’. Recognition is a powerful tool for two reasons; firstly, it drives productivity by reinforcing positive behaviours, and, secondly, it plays a key role in making someone feel valued. If we don’t feel valued in any relationship, we rarely operate at our best. 5 Listen. Try to listen more than you speak. People will not always say something to you directly – sometimes the key is in what they are not saying. And if you’re not listening, you’ll miss the hints. HCAMAG.COM

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addressed as they arise. This can mean difficult conversations. But the hardest part of a difficult conversation is the lead-up to it – all the anguished thinking and projection. The conversation itself is almost always cathartic, because one way or another it is communication that leads to resolution. Listening is an underrated skill – and asking the right questions. Don’t make assumptions about what an employee wants or what your staff think.

Corrie McLeod Managing director Espresso Communications

1 Culture. I have worked with hundreds of clients, and the common thing among all of them is that culture flows from the top. A company’s culture is almost always a direct reflection of the values held by its managing director or CEO. Most organisations put a lot of thought into the kind of culture they want to build, and ideally have this thinking documented in everything from mission statements to internal HR documents. But in my experience, the most powerful influence on company culture is the boss. It goes like this: show me an MD, and I will show you a culture. You can’t pay lip service to culture. You have to live it, and you have to be seen to live it. 2 Tell it straight/ask it straight. I read a really important blog recently about the debilitating nature of uncertainty in the workplace. Whether you are an employee or the MD, not knowing where you stand can be incredibly draining and unproductive. This means that communication needs to be open and clear, and it has to be two-way. Issues need to be HCAMAG.COM

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3 Vision. Having a medium- and long-term vision is incredibly important. To attract and retain good people, it is really important to communicate this vision to the people around you. They need to know how the company is growing and changing, and how they fit into the bigger picture. I have always found that the people around you want to get on board and grow and do great things, but they also want to know how they can personally grow and do great things in the process. As a company, we have tried standing still. It doesn’t work. You need to keep moving, evolving, and talking to the people you work with. 4 Hire people who make you nervous. I think we all get nervous about a new person starting in the workplace who has the potential to show you up for what you don’t know. Over the years I’ve found that if I’m concerned about hiring someone who might do this, then I’m on to a good thing. The person in question usually has a huge amount of insight and experience to bring to the organisation and is in a position to bring vital skills that challenge me. You can’t be everything to everyone, so I think it’s important to be honest about where your professional gaps are, find the right people to help you fill them, and then have the guts to hire them. 5 Commit to your ongoing education. I put a lot of emphasis on and investment in professional development of the people who work at Espresso. It is important for people to know they can grow in their jobs, and for them to have a say in the professional development programs they do. It’s good for them, and good for the company. The same goes for me. I also make sure I spend time on my own professional development, through networking and working with peers. This gets back to culture. I want people to see that personal and professional development is important to the business, and to think about opportunities that they can commit to themselves. MARCH 2014 | 15  

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ideally even run out in front. I’m at my best as a leader when I know I’ve supported or promoted the talent of enough people around me that any one of them could step up and run the show. The health and talent of the organisation I lead is as important as customer satisfaction or the bottom line.

3 Create an environment of trust in which people feel they can disagree with you without negative repercussions. At Intel we don’t entertain what we call “recreational whinging” but strive to create a culture in which staff are given permission to voice their opinions or question the direction of leadership. I actively encourage constructive conflict and counter opinions in meetings with staff, and positively reinforce the merit of people stepping forward with counter views. When the right path to take is not obvious, I may still have to ask staff to “disagree and commit”, but that’s better than never having the debate.

Kate Burleigh Managing director Intel Australia

1 Leadership is an art. It involves learning, hard work, risk, passion and imagination. Good leaders are constantly learning from experience and others around them. Whether through formal leadership training, self-styled learning or seeking out those you admire, leaders are constantly perfecting the art of leadership. For example, everyone can learn to draw well if shown a few key techniques, but the difference between a proficient sketch and real art is not just technique but also passion, imagination, risk-taking and drive. The same applies to great leadership: there is a lot you can learn, but you also need passion, imagination, a love of risk-taking, and boundless energy to be a great leader. 2 Great leaders look to promote others around them – nurturing and promoting talent is a key part of the leader’s role. Good leaders shouldn’t just aspire to have people following them but rather work towards having people run alongside them and 16 | MARCH 2014

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4 Self-awareness is the key to successful leadership, and be careful – you are always leading, even when you think you aren’t. Great leaders need to be self-aware, market aware, customer aware, staff aware. Long live social media and the ubiquitous computer devices that give me the ability to tap into market sentiment. Technology should be the friend of the leader because it allows us to pulse sentiment and react more quickly than at any other time in history. Flipping the lid on that, others can make a call on you or your company at the flick of a switch. So selfawareness is critical. You can’t underestimate the micro and macro signals you send every day as a leader. If you’re effective, it means others are watching you and looking for signals from you, so make sure you’re sending the signals you intend. 5 Listen twice as much as you talk, and don’t always feel compelled to come up with an answer. The key is to give others the floor and not take on the role of decision-maker at all times. People seek out leaders often because they do not want the burden of decision-making. But often the best decision comes from the person with the most expertise, and in many cases the leader is not the most expert. Talk half as much as you listen and you will learn more and encourage an environment in which the person doing the talking will come up with the answer themselves. Human nature shows most people are happy to defer to leaders, so if you don’t create an environment in which people feel their commentary is valued, they will just clam up, and that’s a disaster for any leader. HCAMAG.COM

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Jane Huxley Managing director Pandora Australia

1 Trust is the currency of flexibility. Hire good people, and then let them do their jobs. Trust that they will do the job as well as you would. That way everybody gets to have a life outside of work.

hiring marketing, understand how the budgets are to be committed. This will enable conversations in which you can leverage your functional knowledge to unlock bottom-line value.

2 Manage up, even when you think it’s not required or requested. Make sure you have a weekly template/email/update that you are sending skyward with a regular rhythm. This is great visibility for you and particularly for your team. This tactic always helps, particularly with functional teams that at times seem overlooked for their strategic capability.

4 Network like the clappers and use LinkedIn like it’s the Sydney Morning Herald/The Age/ The Australian – as a source of daily information and updates. The greatest source of conversation is to tap into what is trending on professional terms. You need to be particular about who you add and how you link; it’s not a volume game but a carefully curated collection of contacts. Never ever confuse the purposes of LinkedIn and Facebook.

3 Become versed in the performance indicators of the teams or individuals you are partnering with. If you are working with sales, understand the revenue pressures and gaps in capability. If you are working with developers, understand the methodologies and engines they use. If you are HCAMAG.COM

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5 Love what you do, and demonstrate that passion even in the inane parts of all jobs. And even on the tough days, remember that entire empires would crumble without the good folks of HR. MARCH 2014 | 17  

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INSIDE THE HR SECRETS OF AN INTERNET GIANT Level 3 Communications’ Laurinda Pang works to ensure today’s HR strategies will succeed in tomorrow’s tech-based business world Global telecommunications and internet services provider Level 3 Communications is less than two decades old, yet the company provides the infrastructure for a large portion of the internet and is responsible for the content delivery network that distributes Netflix and Apple media through the web. Chief HR officer Laurinda Pang, responsible for over 10,000 employees worldwide, explains, “We’ve got one of the largest IT backbones, so we probably see, on a daily basis, anywhere between one third and two thirds of the world’s internet traffic.” Pang has led Level 3 Communications’ HR department since the company acquired Global Crossings Limited in 2011, where she served in a number of roles, including senior vice president of HR. Throughout the years, she has witnessed a number of technological developments that necessitated a forward-thinking and innovative approach to HR management. “It’s interesting because, if you think about telecommunications over the last 15 years, we were building things that people didn’t even know could exist,” Pang says. As a result, the specialised skills needed to build and maintain Level 3 Communications’ technical infrastructure “weren’t readily available in the marketplace”. Instead of looking externally for talent, Pang explored new methods of cultivating employees and

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“For us, as much as I want to say we’re fun, we’re not fun. We’re actually a fairly maturing industry that requires discipline and technical expertise.” AT A GLANCE Industry Public

Traded as NYSE: LVLT

Industry Telecom




Broomfield, Colorado, USA

Key people

Jeff Storey (CEO) Sunit Patel (CFO)


internet services, content delivery

Employees 11,000


Mobile telephony,

Company bio Level 3 Communications is an international communications company headquartered in Broomfield, Colorado. It is one of only six Tier 1 internet providers in the world.


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“Whilst some of us are naturally more resilient than others, resilience is a defined set of characteristics and behaviours which can be learnt” Laurinda Pang


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Tech workers by the numbers Educated worker shortage projections by 2020:

40 million


16–18 million

North America and Europe

Source: McKinsey Global Institute

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training them to succeed in advanced technical roles. “We’ve developed, predominantly in North America, an operations academy where we will take people with no domain experience or background in telecommunications, but have a technical sense to them,” she says. “We’ll bring them in-house for a three-month period, put them in intense training and relocation programs across our different operations disciplines.” Pang notes that she targets military personnel in particular because they have the “discipline and leadership” needed for many of the cutting-edge positions at Level 3 Communications. According to PR Newswire, Level 3 Communications was recently named a “2014 Military Friendly Employer” by Victory Media, and Pang says that at her end this strategy has been “really successful”. Outside of Level 3’s Ops Tech Academy, Pang emphasises that it’s critical to target emerging talent before other firms can poach potential employees. She notes, “I think with the evolution of our industry itself, more talent that used to be homegrown is now being stolen.” While she says the reasons behind this are understandable, it presents a challenge that requires her to tackle her recruiting efforts from a very longterm standpoint. Some of the ways Pang does this are “through apprenticeships, through spending a lot of time with technical schools, and recruiting very early on before people even think about graduating. You can go even deeper than that, and start to partner with universities and other organisations to start to morph their curriculum such that it’s more applicable to you, so when people are graduating and ready to move on to a professional career, they’re already well situated to what we’re looking for.” Pang has also partnered with organisations such as Greenhouse Scholars, which takes high-potential youth from underprivileged areas and puts them into apprenticeships and training programs that prepare them for a career in the technical sphere. While high-skilled workers are certainly in demand today, the problem is only set to worsen within the next decade. The Society for Human Resource Management reports that there will be an international shortage of 40 million college-educated workers in 2020, particularly in high-tech fields. They note that even though post-recession unemployment is still prevalent in North America, many jobs in the tech industry go unfilled for six months or longer. Thus, it is imperative that firms

follow Pang’s example and start to implement their own training programs, in-house mentoring channels, and partnerships with technical schools if they wish to remain competitive in future years.

NOT YOUR TYPICAL TECH FIRM The culture within Level 3 Communications is not necessarily that of its Silicon Valley competitors. Headquartered in Broomfield, Colorado, Level 3 Communications may rival Google, Facebook and Microsoft in talent, but it has a corporate environment all its own. Pang recognises that many technical companies convey an atmosphere of a “fun, open environment, very casual, and highly innovative”, but that’s not what her company strives to be. “For us, as much as I want to say we’re fun, we’re not fun. We’re actually a fairly maturing industry that requires discipline and technical expertise.” She points out that many of the tech firms in Seattle and Northern California build their business models to appeal to young college graduates with no families or looming responsibilities outside of work. When these young people do grow older, get married, and have children, they find themselves unable to fit into that culture any longer. Pang says she tries to foster an environment with a different set of values to that of those firms. “Our employee value proposition is much broader than that. In North America, for example, health benefits is a really important aspect for a lot of our employees – they want differentiated health benefits and above-market health benefits.” Of course, Pang notes that certain values are consistent across almost all tech firms, such as “the ability to create, the ability to grow in a career, the opportunity for challenging assignments and projects”. In addition, Level 3 Communications encourages extracurricular activity in the form of community involvement, and has set up a program called ‘Level 3 Cares’, to inspire altruistic action. As part of this initiative, employees can take paid time off to volunteer for a cause, request funds for a non-profit organisation in which they have a personal stake, and partake in company-wide environmental sustainability efforts. Pang says these undertakings are “… so positive for the communities, but also so positive for the teams themselves to have that camaraderie and do things outside of the day-to-day”.

COMPANY CHALLENGES While Pang has been successful in a number of ways,


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she also faces challenges that have not seen speedy resolutions. Due to the rapidly evolving nature of the telecom industry, leadership can sometimes fall behind in observing the accomplishments of staff and providing for the most up-to-date opportunities. “Do we do a great job just yet of moving talent around? No, but I’ll tell you it’s a huge focus of the senior and executive leadership. Do we do a great job of recognising risks that every single employee takes? No, but there are some key risks and key opportunities that we do certainly see that will rise to the level of scope and scale that the executives would have visibility into.” In addition to these obstacles, Pang discusses the hardships that accompanied the acquisition of telecommunications network Global Crossing. After the $2bn purchase in 2011, Level 3 Communications doubled both its employee base and revenue. The biggest change was geographical, though, as Level 3 Communications became much more international and employees were now widely dispersed across the globe. Pang made it a priority to seek “harmonisation” by “making sure that one group didn’t feel superior or subservient to another”. She took strides to integrate quickly and create uniform expectations of levels, benefits, salaries, and compensation. Even with such extensive considerations, though, a major difficulty arose in trying to blend two very different organisations: one centralised and the other more distributed. While Pang says Level 3 Communications tries to stay “flexible” with regard to telecommuting and working remotely, without a clear policy staff can be confused and even frustrated. Thus, HR needs

HOW TO OBTAIN TECHNICAL TALENT 1 In-house training and apprenticeships 2 Partner with technical schools to tailor programs

3 Seek high-potential youth early in their college careers

4 Recruit from the military 5 Work with organisations that find talent in underserved populations


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more precise language on the matter, so that the rest of the company can subsequently “fall in line and get on board”.

LESSONS LEARNED Part of what makes Laurinda Pang stand out among other HR directors is her background. In her time at Global Crossing, she was not only the head of HR but also had leadership positions in sales, marketing, finance, and product management. As a result, Pang is now able to view HR as one piece of a larger puzzle, and she tries not only to look ahead longitudinally but also to look broadly at her department’s role in helping the overall company to succeed. “I think any HR leader in today’s hypercompetitive environment, regardless of what industry you’re in, you better understand how your company makes money, and you better understand who your customers are externally. Because I think when you understand those two aspects – and clearly my background in different roles has allowed me to understand them – it’s much easier to understand what’s driving your organisation, which of course is your internal customer. “And when you can understand what’s driving your organisation, you know what their challenges are, you know what their business strategies are today and in the future, that’s when you can design programs that are effective, that are truly delivering value to the company and to the employees themselves.”

“ better understand how your company makes money, and you better understand who your customers are externally” MARCH 2014 | 21  

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Drug and alcohol testing legislation has long been a hot topic in Australia, especially in the area of blue-collar and government work. HRD navigates the debate, and asks if HR directors of white-collar workplaces should be taking notice Drug and alcohol testing in Australian workplaces has been a hot-button issue for some time: 2011 saw a landmark decision made by Fair Work Australia that gave Victorian employers the power to enforce compulsory drug and alcohol testing of their building site workers, despite strong opposition from unions. The battle has raged on ever since. More recently, the Victorian government came to the forefront yet again, this time pushing for construction companies to be required to have drug and alcohol testing in place for workers doing government construction work. Once again, they were met with opposition. The Construction, Forestry, Mining, and Energy Union slammed the proposal as an attack on construction workers, stating that no evidence of a drug and alcohol epidemic on construction sites


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DRUG AND ALCOHOL TESTING – YOUR LEGAL OBLIGATIONS White-collar drug and alcohol testing is a murky area. A legal expert guides us through some of the thorny issues One of the key questions any employer needs to ask before undertaking workplace drug and alcohol testing is whether the company has a contractual basis for doing so, says Tony Wood, partner, employment, at Herbert Smith Freehills. “If it’s agreed up front,” says Wood, “then the employer, with all things being equal, has the right to apply the regime and employees are expected to cooperate.” When it comes to pre-employment screening, an employer is well within their rights to ask a prospective employee to undertake a test. However, the prospective employee also has the right to refuse the test. Given that the employer has the power to make an employment decision, any refusal could count against the prospect in terms of gaining employment. During employment, if the testing has been agreed to and the employee refuses the test, then a failure to comply is a breach of contract, and the question would then arise whether the employer should undertake legal action, and perhaps seek dismissal. “The employer would need to argue breach of contract, but they would also have to demonstrate they undertook all the correct steps leading to the dismissal so that they would not fall foul of unfair dismissal laws,” says Wood. “The employer needs to demonstrate that the dismissal was not harsh, unjust or unreasonable.” According to Wood, the mere fact of refusing to undertake a test does not mean the dismissal is fair, and there would be a range of considerations, including length of service, the risk posed by the failure to participate, and the circumstances of the employer. So what happens if there is a positive result to the test? Wood says it should not mean automatic termination. “It needs to be considered in context. Was it the first breach? What was the level of intoxication, and so on. “Overall,” he adds, “the best employers would not be using testing as a disciplinary measure but as a behavioural issue, and would offer support to the employee for rehabilitation and to ensure they are able to continue their employment risk free.”

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existed, and therefore compulsory testing was not needed. However, Steve Bell of Herbert Smith Freehills doesn’t see why there’s anything wrong with being sure, especially when lives are at stake. “I think that it is pretty obvious the construction sector is a large sector of employment where people are working on activities that can be quite dangerous,” Bell says. “It is an area where a government is acquiring services and can therefore make decisions on requirement and conditions. Governments acquire a whole range of services such as legal and accounting, but there’s not an inherent danger there.” Other government employees have taken the leap themselves, with NBN Co engraining compulsory drug and alcohol testing in their organisation. “We have implemented our policy as it is considered best practice in the industry,” an NBN spokesperson says. “We also consider it unacceptable to jeopardise the people’s own safety and the safety of others.” The spokesperson adds that NBN Co offers support, through counselling and rehabilitation, to its employees who fail tests. “At the end of the program, should they test negative they are placed back in normal duties. If they fail, a plan is put in place to regularly test the employee, and should further failure occur the person’s future employment is considered,” they explain. While testing of government employees is one thing, what about the private sector? Should corporations be testing their white-collar employees? “I think that is a different issue of risk,” Bell states. “The issue of risk [in construction] is one of life and death, whereas the other is the risk of the competence of the work done.”

LOOK FOR THE SIGNS Drug use is caused by a number of factors. Unfortunately, these factors are often broader organisational issues (such as discrimination, peer pressure, poorly designed equipment, etc), or are part of the nature of the workplace (shift work, tight deadlines). However, signs that these have evolved into abuse are much more easily picked up, and HRDs should look out for them as they may indicate a need to bring in stricter policies or, ultimately, testing. WorkCover breaks down these signs as: • frequent, prolonged and unexplained absences • involvement in accidents both on and off the job • erratic work patterns and reduced productivity


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• indifference to personal hygiene • overreaction to real or imagined criticism • sudden mood changes • unusual irritability or aggression • behavioural changes • deteriorating relationships with managers, coworkers, customers • overt physical signs such as exhaustion or hyperactivity, dilated pupils, slurred speech or walking unsteadily • dishonesty or theft

HOLD YOUR FIRE Enforcing a drug and alcohol testing regime does not necessarily mean that HRDs will see a lot more turnover if their staff are coming to work intoxicated. Like NBN Co’s policy, punitive action is not a necessity. “You don’t have to introduce this testing with the intention of having a mechanism to terminate your employees who fail the test. The purpose of this testing is that you stop employees who are intoxicated or inebriated causing risks,” Bell explains. “Many good employers will have systems in place to help rehabilitate and assist employees to overcome addictions, be it alcoholism or drug addictions. That should be the primary focus of any system they introduce: not necessarily to make sure employees are terminated but to assist them to comply with the requirement to attend work safely, which in the end is what it is all about.” If drugs and alcohol have been detected in the workplace, HRDs should ensure there are robust policies in place to care for the employees in the best way possible. While punitive action may be something to consider down the track, there are other remedies that can be put in place beforehand to attempt to support employees and get them back on track. Dr Ken Pidd and Professor Ann Roche of Flinders University and the Australian Drug Foundation advise a number of good-practice responses: Education and training In response to drugs and alcohol appearing in the workplace, education and training of other staff may be necessary. Employees should be aware of the policies in place (which may also need review) and should understand them. HR should provide employees with information about alcohol- and drug-related harm in the workplace, and other general information.

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INSIDE THE LEGALITIES Employment law expert Tony Wood offers the following guidelines for white-collar workplace drug and alcohol testing: yyEmployers must have a contractual basis for the testing yyPre-employment screening can’t be enforced, but the candidate may be regarded poorly for not complying yyWhen there is no contract, common law principles apply yyFailing a test is not grounds for immediate termination yyAny termination must be in line with the Fair Work Act yyTermination must not be harsh, unjust or unreasonable

“The issue of risk [in construction] is one of life and death, whereas the other is the risk of the competence of the work done” Access to counselling/treatment Employers must ensure that adequate and appropriate counselling is available to employees with drug and alcohol problems. When conducting drug testing, compulsory attendance at counselling if indiscretions are found may be a way to help combat the problem in a positive way and get employees back on track. Brief interventions These brief interventions are best used to identify potential drug and alcohol problems and to uncover at-risk behavioural patterns, stopping problems from spiralling out of control. HRDs may wish to implement these if drug and alcohol use is revealed. Peer interventions These interventions utilise other employees as agents of change, based on the premise that coworkers are in the best position to recognise and respond to employees with drug and alcohol problems. Trained employees can identify problems with their colleagues and intervene appropriately. These are effective at identifying and addressing problem behaviours.


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OFFICIAL SHOWGUIDE 27-39_HRS14Showguide.indd 27

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MAIN CONFERENCE DAY ONE TUESDAY 1 APRIL 2014 8:00AM REGISTRATION & EXPO HALL OPENS 9:00AM OPENING REMARKS FROM CHAIRPERSON 9:20AM VIEW FROM THE TOP: HR LEADERSHIP In this inspirational session, Australian HR Awards 2013 HR Director of the Year Simone Carroll will share insight into the trajectory of her career. Simone Carroll, General Manager People & Brand, REA Group Winner, HR Director of the Year, Australian HR Awards 2013 10:00AM CASE STUDY: CHANGE MANAGEMENT – THE ART AND SCIENCE OF LEADING CHANGE Change within an organisation comes in many forms, be it through a merger, new leadership, new products or even though implementing new policies and procedures. This session will take you through understanding performance and change, including: • Strategic leadership and change control • Evidence-based approaches to change management • Hints and tips on key stages and critical elements of change management to get others on board and how to overcome resistance • Focusing on policy development, workflow mapping and benchmarking Shiona Watson, HR Director - Australia, PepsiCo Winner, Best Change Management Strategy, Australian HR Awards 2013 10:45AM REFRESHMENTS & NETWORKING BREAK 11:30AM CASE STUDY: INSIGHT INTO GOOGLE’S CORPORATE CULTURE Ever wanted to know what it’s really like to work at Google? In this interactive discussion, Sarah Robb, Google’s head of G&A HR for the Asia-Pacific region will take you through Google’s corporate culture and answer the questions you have always wanted to ask. Sarah Robb, Head of G&A HR – APAC, Google 12:15PM EMPLOYMENT LAW: WORKPLACE BULLYING: NAVIGATING THE NEW LANDSCAPE • Overview of the new laws: Coverage and new powers of FWC • Policies, procedures and systems that effectively protect against bullying claims • Best-practice bullying investigation process • Where do the Courts draw the line between bullying and performance management? • When does “interpersonal conflict” become bullying? Joydeep Hor, Managing Principal, People + Culture Strategies 1:00PM NETWORKING LUNCHEON National HR Summit attendees are encouraged to visit exhibitor booths and get their Expo Passports stamped. Passports completed by 1:00pm on Day 2 are eligible to be included in our Grand Prize draw of $10,000 cash! The prize will be awarded at 1:15pm on Day 2. The winner must be present to collect their prize. 2:00PM BREAKING BAD [WORKPLACE BEHAVIOUR] - THE SECRET TO MAKING COMPLIANCE TRAINING RELEVANT AND ENJOYABLE 10.3 million people watched the finale of TV series Breaking Bad in the US alone, a record number of viewers and a testament to the compelling nature of story. Imagine if the same interest and viewership could be garnered for compliance training within your organisation, not only reducing employer

liability and workplace incidents, but also fostering participation in positive behaviours and broader cultural activities. This session will examine the key factors that make mass media addictive, discuss their implementation in the context of digital compliance education, and look at learner results and reactions to the delivery model. Cam Hodkinson, Head of Product and Strategy, Learning Seat Georgia Edge, Manager Content and Partnerships, Learning Seat 2:30PM CASE STUDY: LET’S GET TECHNICAL! This session will discuss the top trends that will radically change the way organisations look at the workforce in the next decade, and what tomorrow’s work environment will look like. • The “consumerisation” and “applification” of HR • How is talent analytics transforming the HR function? • Key elements of a strong BYOD corporate policy • Best practices for video interviewing. The “why”, the “how” and the “so what”? • Human-centered tech – and its implications for HR Vanessa Porter, General Manager – People and Culture, National Rugby League (NRL) 3:15PM REFRESHMENTS & NETWORKING BREAK 3:45PM THE BENEFITS OF CREATING A MENTALLY HEALTHY WORKPLACE Research has consistently demonstrated a strong ‘business case’ for organisations creating mentally healthy workplaces. Organisations that promote mental health in the workplace have increased productivity, performance, creativity, and staff retention, and are more likely to be perceived as an employer of choice. In spite of this, many organisations are not fully realising the return on investment of creating a mentally healthy workplace. In this session, CEO of beyondblue Kate Carnell AO will discuss mental health in the workplace including: • Mental health conditions and their impact on the workplace when left untreated • Job stress and other workplace factors contributing to mental health conditions • The role of organisational leaders and HR • Practical strategies to create a mentally healthy workplace. Kate Carnell AO, CEO, beyondblue 4:30PM CASE STUDY: BECOMING A CHANGE AGENT: DRIVING CHANGE LEADERSHIP Values-based leadership as a successful management tool to increase engagement levels and organisational performance is gaining traction in organisations worldwide. The interconnectedness of leaders and followers in the 21st century requires a transformation from a transactional approach towards situational leadership methods. Mel Tunbridge from SBS will present an insightful case study about values-based leadership principles, its practical application and the resulting improvements of leadership and engagement levels at SBS; as well as the personal journey that has enabled her to drive this momentous change within a change-resistant institution. Mel Tunbridge, HR Director, SBS

Finalist, HR Director of the Year, Australian HR Awards 2013 5:15PM NETWORKING RECEPTION (DRINKS) An opportunity to meet and network with HR professionals and discuss related ideas and issues within your organisation’s specific industry. 27-39_HRS14Showguide.indd 28

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HAVE A QUESTION FOR AN HR SUMMIT SPEAKER? Email your questions in advance to and we will make sure your question is addressed at the conference.

DAY TWO WEDNESDAY 2 APRIL 2014 8:00AM REGISTRATION & EXPO HALL OPENS 9:00 AM LAST MAN STANDING Steven Bradbury’s career as an Olympic speed skater was driven by determination and most importantly a will to succeed. Steven has learned success strategies through experience in business and sport. Just like in sports, business is about showing up every day and giving it your best. When your moment to shine comes, will you be in a position and prepared to “do a Bradbury”? Steven Bradbury OAM, First Australian to win a Winter Olympic Gold Medal 9:45AM CASE STUDY: HR’S SEAT AT THE TABLE: MASTERING YOUR OWN LEADERSHIP PRESENCE How can you transform yourself from a good manager into an extraordinary business leader? Leadership is not about style or emulating another leader. It’s about responsibility and stewardship. A true leader appeals not only to people’s minds, but to their hearts, as leaders demonstrate through their vision and values. This case study will explore how the IKEA strives towards a culture founded on authentic leadership. “To be one of us, you need to be yourself”. • What is Authentic Leadership and how can you become an authentic leader • From Adviser to Leader • IKEA Leaders unveil the secrets of Authentic Leadership • Making your mark on the business the right way, being liked versus being respected Nick Gotsis, Leadership & Talent Manager, IKEA Australia 10:30AM REFRESHMENTS & NETWORKING BREAK 11:15AM CASE STUDY: LEVERAGING YOUR MOST IMPORTANT ASSET Acquiring the most qualified people is becoming increasingly difficult in the Human Age, where talent has replaced capital as the key competitive differentiator. To win, organisations need to link Business Strategy to People and Talent Strategy. In this session, Lincoln and Bridget will take you through: • The Human Age • Strategic workforce planning • Implementing innovative and differentiated sourcing and attraction strategies • Employee engagement, driving employee productivity It will be human potential itself that will be the catalyst for change and the global driving force - economically, politically and socially. Lincoln Crawley, Managing Director, ManpowerGroup Australia & New Zealand Bridget Beattie, Regional General Manager Australia & New Zealand, Right Management 11:45AM EMPLOYMENT LAW: SPOTLIGHT ON TERMINATION • Awkward situations: Terminations and redundancies in cases of long-term medical leave, carer’s leave, annual or maternity leave • When could retrenchment lead to an adverse action claim? • The reverse onus rule: When selecting employees for redundancy, how to ensure that you’re creating documentation that protects you from unlawful adverse action claims

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• Separation agreements and golden parachutes Joydeep Hor, Managing Principal, People + Culture Strategies 12:30PM LUNCHEON NETWORKING (INCLUDING PRIZE ANNOUNCEMENT) Attendees are encouraged to visit exhibitor booths and get their Expo Passports stamped. Passports completed by 1:00pm on Day 2 are eligible to be included in our grand prize. The prize will be awarded at 1:15pm on Day 2. The winner must be present to collect their prize. 1:30PM CASE STUDY: CULTIVATING ORGANISATIONAL CREATIVITY IN AN AGE OF COMPLEXITY Building an organisation with flexibility and agility requires leadership with the creativity to adapt to a constantly changing environment. Physical and functional boundaries will need to be addressed to make the most of an increasingly dispersed and diverse workforce that stretches across traditional institutional lines. This session will outline how Starlight Foundation unleashed creativity, flexibility and speed to seize elusive opportunities. • Uncover the key capabilities of the creative organisation • Unleashing creativity, flexibility and speed • Being creative when there is little to no budget for “people initiatives” Susan Henry, HR Director, The Starlight Foundation Finalist, HR Director of the Year, Australian HR Awards 2013 2:15PM BEST OF BENEFITS. SIX SECRETS TO UTILISING EMPLOYEE BENEFITS TO GAIN A COMPETITIVE EDGE Learn how market leaders are utilising benefits to enhance their Employment Value Proposition and gain a competitive edge. Discover the six key strategies to utilising benefits to assist you to attract, retain and engage the best. The session will cover: • Keys to reviewing benefits relevance for your demographic • How to gain buy in from C level executives • But it’s on the intranet! Proven and creative communications strategies to get your benefits buzzing. Discover what’s hot in benefits in 2014 and learn how to maximise the return on your benefits investment, in this informative session from the employee benefits experts. Kylie Green, National Business Development Manager, API Leisure and Lifestyle 2:45PM REFRESHMENTS & NETWORKING BREAK 3:30PM VIEW FROM THE TOP: INSIGHTS FROM THE FAIR WORK OMBUDSMAN Natalie James is the Fair Work Ombudsman. She was appointed to the position by the Governor-General for a 5 year term starting on 15 July 2013. Under the Fair Work Act 2009, the Fair Work Ombudsman is responsible for promoting harmonious, productive and cooperative workplace relations and ensuring compliance with Commonwealth workplace laws. Natalie James, Fair Work Ombudsman 4:00PM CONFERENCE CONCLUDES

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MAKING YOUR MARK: THE FIRST 100 DAYS IN A NEW LEADERSHIP ROLE The term “first 100 days” has become widely recognised as a measure of leadership effectiveness and a bellwether of leadership success. What you do in your first 100 days will be absolutely pivotal to your success or failure in a new role. This session will provide you with insight into how to succeed in the critical first days of a new role. • How to seal your leadership and build a team you can count on • Coming in on the heels of a highly regarded leader with a stellar track record • Avoiding the typical pitfalls of newcomers • Striking a balance between going for “quick wins” - to establish a virtuous circle of increasing credibility and help you to avoid a vicious circle of decreasing credibility - and devising long-term strategy commitments Susan Ferrier, National Head of People, Performance & Culture, KPMG

10:00AM CASE STUDY: INSIGHT INTO GOOGLE’S CORPORATE CULTURE Ever wanted to know what it’s really like to work at Google? In this interactive discussion, Sarah Robb, Google’s Head of G&A HR for the Asia-Pacific region will take you through Google’s corporate culture and answer the questions you have always wanted to ask. Sarah Robb, Head of G&A HR – APAC, Google 10:45AM REFRESHMENTS & NETWORKING BREAK IN VIP LOUNGE 11:30AM CREATING THE STRATEGIC ORGANISATION Creating value by fully aligning the organisation to strategy is the work of the human capital strategist. True strategic alignment begins when strategy informs the optimal organisational design. Strategy then becomes the foundation for growth plans and provides clarity and accountability for all leaders. As this session will demonstrate, a strategically aligned organisation ensures leadership accountability and staff engagement become a reality. Steve Johnson, Managing Director, Transfirmation Partners 12:15PM CASE STUDY: ON-BOARDING AT THE TOP: HELPING NEWLY HIRED EXECUTIVES TO ADAPT QUICKLY The main reason why newly hired outside executives have such an abysmal failure rate (40%, according to Harvard Business Review) is poor acculturation: They don’t adapt well to the new company’s ways of doing things. Here’s how to help them avoid missteps. • Guiding executives on how much of a mandate for change they really have • Process versus relationships: Knowing the balance • Does your organisation have a strong corporate immune system— that attacks anything that doesn’t belong? Neil Baker, Director People & Culture, Cooper Grace Lawyers

2:00PM ACADEMIC KEYNOTE ADDRESS: EMPLOYEE COMMUNICATION AND ENGAGEMENT: AN ELUSIVE QUEST? While a great deal of attention has been paid by management to improving employee communications and engagement, it has proved to be an elusive quest. Research has revealed that failure by management to effectively communicate and engage employees is often due to inadequate understanding of what motivates employees. Some successful examples from Australian workplaces will be examined to reveal the fundamentals of engaging employees more deeply in their work and organisations. Russell Lansbury AM, Emeritus Professor, work and organisational studies, University of Sydney MA Melb. DipEd Melb. PhD Lond. Hon DLitt Macq., FASSA 3:15PM REFRESHMENTS & NETWORKING BREAK IN VIP LOUNGE 3:45PM C-SUITE SELECTION AND SUCCESSION PLANNING Far too often organisations find themselves unprepared for various C-suite succession scenarios. The bar is set increasingly high: Whether it’s an unexpected departure, planned transition or longer term prospect, the HRD must know the options and play the appropriate role given the situation. • Navigating the political contest and ideological struggle among the powers within the organisation and the Board • Defining the situational challenges of the incumbent (start-up, turnaround, accelerated growth, realignment and sustaining success) • Selecting from within: Identifying strengths internally, common challenges encountered when moving from a functional role • Measuring readiness of internal executives with C-suite potential - How to accelerate the development of internal executives being groomed for the CEO role Kellie Egan, HR Director, Atlassian 4:30PM CREATIVE THINKING AND IDEA GENERATION Budgets are cut, resources are low and output is on the increase. So we are asked to be ‘more creative’ and come up with ‘new and exciting ideas’, but how exactly can we help our brains with this process and encourage new ideas to emerge? This interactive and practical session will: • Clarify some myths about creative thinking • Explain how creativity fits within the Innovation process • Explore different mindsets to get the best of our thinking • Demonstrate 3 logical and simple tools that can start creative thinking Patrick Medd, Learning & Development Leader, Asia Pacific Advisory, Ernst & Young 5:15PM NETWORKING RECEPTION (DRINKS) An opportunity to meet and network with HR professionals and discuss related ideas and issues within your organisation’s specific industry.

1:00PM LUNCHEON NETWORKING IN VIP LOUNGE Directors Forum attendees are encouraged to visit exhibitor booths and get their Expo Passports stamped. Passports completed by 1:00pm on Day 2 are eligible to be included in our Grand Prize draw of $10,000 cash! The prize will be awarded at 1:15pm on Day 2. The winner must be present to collect their prize. 27-39_HRS14Showguide.indd 30

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HAVE A QUESTION FOR AN HR SUMMIT SPEAKER? Email your questions in advance to and we will make sure your question is addressed at the conference.

DAY TWO WEDNESDAY 2 APRIL 2014 8:00AM REGISTRATION & EXPO HALL OPENS 9:00 AM HR IN THE ERA OF DIGITAL DISRUPTION We are told that data is a game-changer, that social technology is the future and that digital disruption is having profound effects across virtually all sectors. But what does all this this really mean for the HR function? In this session you will hear about the implications of digital disruption for the HR function and gain insights into the new opportunities, challenges and imperatives it presents for HR. In particular the session will examine the implications of digital disruption for: • Talent, how to find it, how to manage it, how to develop it and how to keep it • Skills, and the importance of innovation, collaboration, fast failure and a data mindset • Performance and how to think about it and how to measure it • Engagement and alignment and the opportunities and threats associated with social technology • Job design and the organisation of work • The key organisational capability of the future – data analytics – and the potential role of HR in harnessing and exploiting big data (and little data) Professor Richard Hall, Associate Dean Management Education, The University of Sydney Business School 9:45AM LEADERSHIP IN THE C-SUITE: SURVIVAL GUIDE Successful management teams are visionary, entrepreneurial and future focused. This session will provide insider tips on how to develop genuine influence at the highest level. • Preparing for the boardroom power plays: How do you build allegiances and ensure you have bargaining ability in these roles? • How to deal with egos, moving into silos, maintaining the confidence of the CEO • HR director’s role in creating the perfect composition and skills mix, the undertaking of Board reviews etc. • Tips to understand quickly what hot buttons are relevant for each member of the executive team Susan Davies, Director Human Resources, Administration & Customer Service, TNT 10:30AM REFRESHMENTS & NETWORKING BREAK IN VIP LOUNGE 11:15AM CASE STUDY: LEADERSHIP & THE POWER OF PURPOSE HR leaders need to work with leaders of differing styles and produce more with less. In his 30 years in HR across various industries and geographies David has developed a simple model (4Cs) to enhance personal and team success. He will share this model and also suggest some practical strategies gleaned from working with successful leaders. David Arkell, Leader - Human Resources, GE Australia & New Zealand 12:00PM RECALIBRATING HR FOR HIGHER VALUE – HOW TO DO “MORE WITH LESS” (AGAIN) IN 2014 The pressure is mounting on HR Executive to change the balance of the services it offers while keeping costs and headcount in check. The Hackett Group’s 2014 Key Issues Study and leading research demonstrates how HR organisations are attempting to successfully shift their service mix – and the required enabling capabilities. While doing so, HR must not let attention slip from integrated talent

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management and helping to use those processes to further the goals of the business as a whole. This session highlights what world class HR directors are making a priority in order to make the difference in their organisation in 2014. This includes: • Creating and enhancing partnerships with internal business customers • Effectively managing talent • Building the skills required to obtain maximum value from data Craig Knappick, Director, HR Transformation, The Hackett Group 12:30PM NETWORKING LUNCHEON IN VIP LOUNGE Attendees are encouraged to visit exhibitor booths and get their Expo Passports stamped. Passports completed by 1:00pm are eligible to be included in our Grand Prize draw. The prize will be awarded at 1:15pm. The winner must be present to collect their prize. 1:30PM DIVERSITY AND CULTURAL CHANGE Diversity is not just a HR issue, it’s about good governance and decision making. This session will explore: • What diversity contributes to organisational practices • Different ways organisations can embrace diversity • How the process of change is as important as the outcome • Working with the current culture to change the culture Helen O’Loughlin, Senior Executive Leader, People & Development, ASIC 2:15PM CASE STUDY: INTEGRATING THE GROWTH OF PEOPLE AND BUSINESS TOGETHER THE IKEA WAY IKEA takes their people agenda seriously, in fact so much so that the people agenda isn’t owned by HR, it’s owned by the entire organisation. Working with people in an integrated way through their leadership, culture and values, talent management and career opportunities, all lead from the top down. In this session, CEO David Hood and National HR Manager Jessica Murphy will share their experience working together on this philosophy and the symbiotic relationship between the people agenda and financial success including: • Evolving from a functional approach to HR towards a common belief in people that is woven through the fabric of an organisation • Using the shared values as a method to secure business outcomes • From the Global CEO to frontline co-worker: How setting people free drives growth David Hood, CEO, IKEA Australia Jessica Murphy, National HR Manager, IKEA Australia 3:00PM REFRESHMENTS & NETWORKING BREAK IN VIP LOUNGE 3:30PM VIEW FROM THE TOP: INSIGHTS FROM THE FAIR WORK OMBUDSMAN Natalie James is the Fair Work Ombudsman. She was appointed to the position by the Governor-General for a 5 year term starting on 15 July 2013. Under the Fair Work Act 2009, the Fair Work Ombudsman is responsible for promoting harmonious, productive and cooperative workplace relations and ensuring compliance with Commonwealth workplace laws. Natalie James, Fair Work Ombudsman Note this session will be conducted in the main conference room 4:15PM CONFERENCE CONCLUDES

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Leader - Human Resources, GE Australia & New Zealand David joined GE in August 2011. In his role, David partners with the A&NZ CEO and leadership team to develop GE’s human capital strategy, enhance their leadership pipeline and build their in-region HR capability. David has over 25 years of global Human Resources experience across Mining, Financial Services, Logistics and FMCG industries. He has a Bachelor of Business from Charles Sturt University and an Associate Diploma Company Directorship from the Australian Institute of Company Directors. He is also Fellow of AHRI.


Director Education, Institute of Executive Coaching & Leadership Hilary is a specialist in adult and generative learning and reflective practice. She has significant experience in building people’s capacity to reach their potential in today’s challenging workplace environments through executive and team coaching, mediation, ethics advocacy, and networked leadership. Hilary is on the advisory panel of the International Coaching Psychology Review and has published in the area of leadership, coaching, workplace ethics, action learning and narrative forms of practice.


Director of People & Culture, Cooper Grace Ward Lawyers Neil has held various HR roles in a range of diverse industries including recruitment, restaurants and food, HR consulting and for the last 15 years has held senior roles in professional services. Neil has been responsible for developing and operationalising Cooper Grace Ward’s people strategy with the leadership team, ensuring the people strategy supports the firm’s business strategy. Cooper Grace Ward has achieved numerous Employer of Choice and business awards, which are independent acknowledgement of the success of the firm’s people and business strategy.


Former Winter Olympian & Australia’s first Winter Olympic Gold Medallist Steven Bradbury’s career as an Olympic speed skater was driven by determination and most importantly a will to succeed. Steven has learned success strategies through experience in business and sport. Steven has presented at over 650 conferences and events in 14 countries as an expert motivational speaker.


Chief Executive Officer, beyondblue Kate Carnell was appointed CEO at beyondblue in 2012 and has been a Director since 2008. beyondblue is a national, independent, not-for-profit organisation working to address issues associated with depression and anxiety. Previously, she was CEO of the Australian Food and Grocery Council and the Australian General Practice Network. Kate was elected to the ACT Legislative Assembly in 1992 and was elected Chief Minister in March 1995 and 1998. She was appointed an Officer of the Order of Australia in 2006.


General Manager People & Brand, REA Group Joining REA Group in May 2009 in an acting role, Simone soon moved permanently into the position of General Manager of Human Resources. In August 2013, Simone took on the expanded role of General Manager of People and Brand – a new function specifically created to unify human resources and marketing strategy, further enhance the organisational culture and build the Group’s brands. Simone has over 15 years of human resources experience in a range of industries, including seven years in senior management roles.


Director Human Resources, Administration & Customer Service, TNT Susan has three areas of functional responsibility - Human Resources, Customer Service and Administration. She is the only female member of the Executive Committee and a member of the Board for TNT Australia Pty. Susan is directly responsible for over 405 employees, but more widely responsible for the welfare and engagement of the workforce of 4,500. She works closely with the management team and Managing Director on execution of strategy for international growth and sustainable profitability.


HR Director, Australia & APAC, Atlassian Kellie initially consulted to Atlassian for 7 months before accepting the HR Director role in January 2013. For the past 8 years, Kellie ran her own HR consulting company, which provided many exciting global and local opportunities and the ability to work in a range of industries. With a career spanning over 15 years in human resources, Kellie has been fortunate to work for companies including ANZ, Mercer, Perpetual, Computer Science Corporation

(CSC), Electronic Data Systems (EDS) and George Weston Foods.


National Head of People, Performance & Culture, KPMG Susan joined KPMG in 2011 and is responsible for leading the design and implementation of the Australian firm’s People Strategy and management of the firm’s people and internal communication teams. She holds more than 30 years of international experience working with boards and on executive teams in large global financial services organisations, a technology start up and professional services firms. Leading large scale complex business and people strategies driving culture change and high performance organisations have been a hallmark of Susan’s career. She was the winner of AHRI 2010 Dave Ulrich HR Leader of the Year Award and holds a MBA and a BA LLB.


Leadership & Talent Manager, IKEA Australia Nick is responsible for leading the Leadership & Talent strategy for IKEA in Australia. During his time at IKEA Nick has worked towards and supported the expansion of IKEA in Melbourne and Sydney, leading the design and delivery of learning in IKEA Australia, the development and delivery of talent and succession strategy, working with the Asia Pacific region to secure talent and succession for emerging markets and the delivery of leadership approach and design of leadership programs in IKEA.


National Business Development Manager, API Leisure and Lifestyle As part of the Senior Management team at API, Kylie has pioneered the Employee Benefits industry in Australia over the past 15 years. Kylie partners with organisations to assist them to achieve their business objectives, particular in the area of morale, engagement, employer branding, attraction and retention. She has developed, implemented and maintained successful employee benefits solutions to market leaders in the finance, IT, manufacturing, FMCG, telecommunications, recruitment and mining industries. Kylie holds a Bachelor of Business degree with majors in Human Resources and Marketing.


Associate Dean, Management Education; Professor of Work & Organisational Studies, University of Sydney Business School Richard has been teaching Organisational Change and Development and International Human Resource Management at Masters level at the University of Sydney since 2004 and is Co-Leader of the Leadership Module for the university’s Global Executive MBA. He has extensive experience in designing and conducting executive programs and workshops in strategic HRM, Performance Management, Leadership, Organisational Development and Change Management, and has consulted to business, government

and unions and has undertaken research and consultancy work with various large Australian organisations.


Head of People & Culture, Starlight Foundation Susan Henry is an experienced Human Resources Executive specialising in the development and implementation of HR strategies designed to drive achievement of overall business strategies. Susan’s key areas of expertise include strategic planning – business and people & culture strategies, alignment and engagement strategies, high performance culture development, capability building, leadership and management development and change management.


CEO, IKEA Australia As the Managing Director, David Hood has over 30 years of multi-site and international experience in all disciplines linked to retail operations in countries such as The Netherlands, Singapore, Japan, Malaysia, China and Australia. His specialties include: Retail Operations and a broad experience in HR, Supply Chain, Marketing, Property and Expansion.


Managing Principal, People+Culture Strategies Joydeep Hor is a fellow of AHRI and holds a Master of Laws from University of Sydney. He has over 14 years’ experience in advising employers on all aspects of law and strategy in workplace relations. Joydeep regularly appears on Sky Business Channel, conducts a monthly education program for lawyers online ( and is a regular presenter at HR and industry briefings. He has authored numerous books on employment law and workplace relations.


Fair Work Ombudsman Prior to taking this role, Natalie was the State Manager of the Victorian State Office of the Department of Education, Employment and Workplace Relations (DEEWR), a position she held for 3 years. Before that, Natalie worked for ten years in Government in Workplace Relations, including in senior roles at FWO and as Chief Counsel for Workplace Relations in DEEWR. During this time, she oversaw the drafting of the Workplace Relations Amendment (WorkChoices) Act 2005 and the Fair Work legislation.


Managing Director, Transfirmation Partners Steve has held HR Executive roles with the ASX, ING Australia and ING Group in the Netherlands. During his time in Amsterdam Steve designed ING’s global talent and leadership framework. For the past 3 years Steve has consulted to Australian and international firms in Leadership and Enterprise Transformation. In 2012 he was invited to be a guest lecturer and facilitator at Harvard Medical School’s Continuing Education Leadership program. 27-39_HRS14Showguide.indd 32

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Director, HR Transformation, The Hackett Group Craig has extensive experience in human resources business transformation across a range of industries including resources and energy, utilities, transport, hospitality and public sectors. Craig has been the engagement lead across a range of HR transformation, change management and shared service solutions projects, working with organisations servicing from 1500 to over 10,000 staff. He is a Fellow of the Australian Institute of Management and holds both a Masters of Commerce in HR & IR and a Bachelor of Economics.


Emeritus Professor of Work & Organisational Studies, University of Sydney Business School Russell holds degrees in Psychology and Political Science from the University of Melbourne and a PhD from the London School of Economics (LSE). His major contributions have been in the areas of international and comparative employment relations and human resources. His current research includes studies of the effects of management strategies of multinational enterprises on employment relations and labour practices. Russell has worked for British Airways and consulted to the International Labour Organisation (ILO) and the Organisation for Economic Cooperation and Development (OECD).


Psychologist, Onetest Leanne joined Onetest in 2012, after completing her Masters of Organisational Psychology at Macquarie University. She is a registered psychologist and a member of the Australian Psychological Society (APS). Leanne has experience in learning and development, assessment centres and conducting organisational surveys in the public and private sectors.


Learning & Development Leader Asia Pacific Advisory, Ernst & Young Patrick is a facilitator, learning consultant and advisor, and currently leads the Learning and Development team across Asia Pacific for approximately 4000 graduates to partners in EY Advisory. This is a global role and the aim is to provide a globally consistent and locally relevant learning solution across 21 countries. Prior to joining EY, Patrick built his career in L&D with leading companies in the UK and Europe including travel retail organisation Thomas Cook and telecommunications company TMobile.


Talent Practice Lead, Hay Group Wendy specialises in helping organisations work by building individual and leadership capability that supports implementation of their business strategy. Wendy has worked for Hay Group both in the USA and Australia. Prior to joining Hay Group, Wendy held senior human resources positions

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at Burroughs and Sperry, then in the combined entity of Unisys. Wendy has a Doctorate in Business Administration at Macquarie University and a Bachelor in Psychology from the University of Connecticut.


National Human Resources Manager, IKEA Australia Jess plays a leadership role in an organisation that believes in creating a better everyday life for many people. Before IKEA, Jess was Group Human Resources Manager for Adecco Group and prior to that State Human Resources Manager at Angus and Robertson. Jess has a degree in Sociology and Human Resources and is an active board member in the not-for-profit industry.


Head of Analytics, Onetest Peter develops tools to help HR professionals apply analytics. He joined Onetest in 2013 bringing strong analytics expertise, grounded in experience in the design and development of products that manage data to solve business problems. He holds a doctorate in bioinformatics and his career has seen him apply this knowledge to improve information monitoring and sharing in diverse fields including financial fraud detection, national security and credit fraud. Peter is a founding director of the Institute of Analytics Professionals of Australia.


Senior Executive Leader, People & Development, Australian Securities and Investment Commission (ASIC) Prior to joining ASIC in 2011, Helen worked in Human Resources at Westpac Banking Corporation in a range of roles including Head of Human Resources for Regional Banking. During her tenure at Westpac she also led the Talent, Recruitment, Workforce Planning and Learning functions. In 2008 and 2009 she was responsible for managing the people aspects of the St George and Westpac merger. Helen has also worked at Commonwealth Bank.


General Manager of People and Culture, NRL Vanessa is the General Manager – People and Culture at the NRL. Prior to the NRL she was the General Manager Human Resources for the leading event services company Staging Connections.Before Staging Connections, Vanessa was the Director for Talent and Development at McDonald’s Australia Limited where as divisional lead for Australia, New Zealand and South Africa she had overall responsibility for the company’s 85,000 employees. Vanessa has a Bachelor of Education (Major in Human Resource Development) from University of Technology Sydney.


Head of General & Administrative People Operations, APAC, Google Sarah joined Google in 2003 as a recruiter in New York working on North American sales recruitment before moving

into Google’s first ever campus drive for engineering in late 2004. In 2005, she helped launch offices in Latin America where she hired Brazil’s first employee and subsequently went on to lead recruitment in the Asia Pacific. Sarah relocated to Singapore in 2007 as their first HRBP. Currently Sarah is responsible for People Operations for all General and Administrative functions across APAC.


Director of Human Resources, Special Broadcasting Service (SBS) Mel’s approach is innovative and pragmatic, recognising the importance of demonstrating ROI and commerciality in all HR activities. She has honed her influencing skills and creativity to get the attention of HR sceptics and prompt both action and advocacy. Mel’s HR career spans 15 years, holding senior HR leadership roles within News Limited, TABCORP Holdings, Jupiter’s Ltd and various State & Federal public organisations. She has also held executive operational positions outside of HR and currently serves on three different Boards.


Human Resources Director, Australia, PepsiCo Shiona joined PepsiCo in 2011. Prior to PepsiCo, Shiona spent seven years with the Foster’s Group where her last role was as the General Manager HR - Commercial. Shiona has also worked in Australia and overseas in the aviation, construction and agricultural industries. Shiona has a Master of Commerce (Hons) from Melbourne University.


Managing Director, ManpowerGroup Australia and New Zealand, Recruitment and Consultancy Services Association (RCSA) President Lincoln’s extensive local market knowledge, and experience on numerous regional and global projects, helps leverage ManpowerGroup’s global capabilities locally. From 2010 to 2013, Lincoln served as President of the Australia and New Zealand peak industry body - the Recruitment and Consultancy Services Association (RCSA) and is committed to raising professionalism in the industry and influencing government to ensure workforce policy and legislation enhances rather than restricts productivity.


General Manager, ManpowerGroup Solutions & Human Resources Having worked at ManpowerGroup for over 12 years, Susan has honed her skills in a number of senior client-focused roles, with both global and local responsibilities. Susan’s expertise encompasses workforce solution design, deployment, workforce optimisation and is responsible for driving ManpowerGroup’s thought leadership agenda, helping companies understand global

trends and challenges in the changing world of work.


Manager – Content & Partnerships, Learning Seat Georgia has 10 years experience producing and delivering broadcast and digital content for news, current affairs, popular culture and education.Through an array of channels ranging from television and radio to web and beyond, Georgia has honed her skills in engaging individuals through mass media conventions to deliver a broad range of effective education initiatives.


Manager, Learning Seat With over 10 years digital and education experience, Cameron is a passionate creative who is focused on the development of visually engaging, meaningful and educational digital products and experiences. Cameron has been a key contributor to the successful development of several large-scale digital programs for the Australian education, banking and government sectors, and is passionate about delivering creative approaches to digital education and product development.


Director, Workplace Conflict Resolution Pty Ltd Catherine is a Nationally Accredited Advanced Mediator with Masters Degrees in Workplace & Employment Law and Conflict Resolution. She holds a special interest in L & D, advanced communication skills and high conflict personalities (HCP’s).


Founder, Art of Communicating Charmaine has founded and directed three successful educational businesses over the past 20 years. She is an advanced Toastmaster and Area 8 Governor, leading six executive club teams across Sydney. She’s trained in Speech and Voice Presentation (NIDA); an NLP Practitioner; an experienced adult educator with a Cert IV Training & Assessment; and an award-winning public speaker having won 1st place at various levels of the 2006, 2007, 2009 and 2011 Toastmasters International Speech Contests in Australia.


National Solutions and Training Manager, Drake International With over 25 years experience in Australia and the UK, Jonathan is currently the National Solutions and Training Manager for Drake, he oversees all sales, operations, work-force and project management, solutions/ training design and delivery. Career highlights include: Launching several HR/HRIS products, services for ADP, Concept and Mincom; Leading the HRIS upgrade project for Australia Post and the Performance Management System implementation for the Victorian Department of Justice; Leadership Management training for the Australian Rugby Union, Crown Casino and the Securities Institute of Australia.

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Free, interactive workshops led by expert facilitators who will equip you with practical skills you can apply in your day-to-day work. All workshops are completely free to attend but places are limited so make sure you check the National HR Summit website regularly for updates and sign up early to ensure you don’t miss out!

10:00- UNLOCK THE HIDDEN POTENTIAL OF YOUR DATA FOR GREATER KNOWLEDGE 10:45AM ABOUT YOUR PEOPLE Discover how data impacts your role as a human resources professional and how you can use existing and untapped data sources in your organisation to shape your people strategy and also identify both personalised and event-based management techniques. You will leave with some new and practical ideas on how this can complement existing assessment and talent management practices. Peter and Leanne will also debunk some of the hype surrounding 'Big Data' and find out what it really means – equipping you to guide your organisation through the noise. Peter O’Hanlon, Head of Analytics, Onetest Leanne Lee, Psychologist, OneTest 12:15- HR AND LINE MANAGERS: REINVENTING THE RELATIONSHIP 1:00PM HR directors and their teams often feel over-burdened by a large level of everyday requests from line managers. At the same time, many managers complain that HR teams are slow to respond to their urgent issues. Changing the paradigms on how HR and the line work together can deliver real strategic value for the organisation and its business performance. With the added benefit of engaging all of the energy and ability of both parties! In this interactive workshop you will: • Learn the findings from recent Hay Group research of 150 HR Directors and 600 line managers in the UK, USA and China; • Explore how organisations build a better relationship between these two teams; • Gain insight on how to reinvent the relationship: enabling line managers to act decisively on people management issues within a policy framework set by HR. Wendy Montague, Talent Practice Lead, Hay Group Pacific 2:45- 3:30PM

WORKPLACE BULLYING PART 2: AFTER THE CLAIM IS MADE Handling the legal aspects for a fair and equitable investigation into a bullying accusation is only the start of HR’s role in managing claim. What happens after the investigation and decision has been made is equally as important. In this follow up session, Catherine Gillespie will share practical steps to get the team back to performing including: • How do you re-engage the team to work as one • Stopping the rumours and water cooler talk • Building trust – embedding your role as credible, independent adviser when the dust has settled • Dealing with vexatious claimants – how to repair working Relationships Catherine Gillespie, Director, Workplace Conflict Resolution Pty Ltd

3:45- 4:30PM

HR LEADERSHIP - TIPS FOR NEW HR MANAGERS Making the move from HR partner to HR Manager requires a totally new set of skills, including inspiring and leading an HR team and playing a role in strategy development. This session will cover the key competencies that you will need to master in order to seamlessly transition from being a competent advisor role to an inspiring manager. • From colleague to boss: establishing authority within your team • Building credibility: winning over experienced managers who see you as a newcomer • How to build strong relations with the key department heads • Strategic HR goal-setting at the management level • Tips for creating a winning HR team: how to harness collective talent to bring cohesion, strength and accountability Hillary Armstrong, Director, Education at the Institute of Executive Coaching and Leadership (IECL)

DAY TWO WEDNESDAY 2 APRIL 2014 10:00- MODERN DAY HR: THE 20 PRINCIPLES OF HUMAN CAPITAL MANAGEMENT 10:45AM In the ever-changing, complex world of HR, there is constant friction from competing objectives, priorities and parties. The 20 Principles of Human Capital Management showcases how new technology trends matched with the latest people management methodologies offer utopia for businesses. How do you identify what works best for your organisation? You don’t have to. In this interactive workshop you will: • Understand the 20 Principles of Human Capital Management • How they affect the bottom line, both positively and negatively • Why engaging in them will improve your people, performance and productivity Jonathan Windsor, National Solutions and Training Manager, Drake International 12:00- HARNESSING PERSUASIVE POWER TO WIN RESULTS FOR HR INITIATIVES 12:45PM A HR manager's role is to get things done-through others. But in nonhierarchical, cross-functional workplaces, you may not have formal authority over everyone important to your goals (especially the leadership team). Moreover, much work gets done through informal means-corridor conversations, presentations, meetings. So how can you best mobilise people? This workshop will help you customise your own delivery style for maximum persuasive power. • The art and science of changing people’s minds in the workplace • How to build credibility to win resources for your fantastic HR programs • How to command attention and influence decision makers up and down the organisational ladder • Knowing when (and how) to compromise Charmaine Burke, Training Director, Art of Communicating 27-39_HRS14Showguide.indd 34

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INDUSTRY EXPO Visit the National HR Summit expo to find out about the latest products, services and techniques available from the best service providers in the industry. This is completely free to attend and open to all HR industry professionals. Bring your whole team and enjoy a productive day out of the office against a backdrop of stunning harbour views at the iconic Luna Park Sydney!

STEVEN BRADBURY BOOK SIGNING Your chance to meet Australia’s first Winter Olympics gold medallist, hold his gold medal and find out what it takes to succeed.

CORPORATE STYLING ADVICE WITH WENDY MAK Join Wendy Mak for a fun look at fashion in the workplace - when “business casual” goes more casual than business, ideas for wardrobe budget busters & cringe-worthy celebrity mishaps. Have a laugh over lunch while we also take a look at how important personal image is in today’s workplace.

MAKING THE WORK DAY MORE ACTIVE Discover great exercises and stretches to get your body moving in the office, and learn how to plan your day to include exercise.

$10,000 CASH GIVEAWAY There will be a $10,000 cash giveaway at the National HR Summit 2014 to one lucky person! You must visit all booths and get your National HR Summit 2014 passport stamped by each exhibitor to be in with a chance to WIN!

COME SEE US AT THE HRD BOOTH • Meet the editors of HRD and HC Online • Watch HC TV being filmed live • Get your I Heart HR badge • Win tickets to the next Masterclass series valued at $1,595 • Win a Schwarzkopf prize pack valued at $290

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ManpowerGroup™ is the world leader in innovative workforce solutions. Specialising in solutions that help organisations achieve business agility and workforce flexibility, ManpowerGroup leverages its 65 years of expertise to create the work models, design the people practices and access the talent sources its clients need for the future. From staffing, recruitment, workforce consulting, outsourcing and career management to assessment, training and development, ManpowerGroup delivers the talent to drive the innovation and productivity of organisations in a world where talentism is the dominant economic system. ManpowerGroup’s suite of solutions is offered through ManpowerGroup™ Solutions, Manpower®, Experis™ and Right Management®. ManpowerGroup was named one of the World’s Most Ethical Companies for the third consecutive year in 2013, confirming our position as the most trusted brand in the industry.

Peoplestreme provides the largest human capital software Technology Roadmap globally. Peoplestreme’s mission is to unlock the full potential of your workforce through providing the best human capital management software and deployment services in the world. Recognised by Gartner Research as a “cool vendor” in human capital management in 2011, Peoplestreme must be doing something right.

Susan Howse, General Manager P: +61 2 9263 8662 E: W:


PEOPLE + CULTURE STRATEGIES People + Culture Strategies (PCS) is an Australian workplace and HR law firm that services Australian and international employers in all aspects of workplace relations. PCS offers a unique value proposition: we focus on partnering with clients through approachable and pragmatic advice, provide flexible pricing models to suit organisations large and small (including monthly retainer arrangements) and deliver a comprehensive program of education events, webinars and other value-add activities. In addition, our expertise extends to non-traditional services to our clients’ HR/Legal functions including investigations, coaching and mentoring programs, strategic planning, industry-leading training and facilitation. PCS’ legal team includes some of Australia’s foremost workplace law advisers, trainers and litigators with experience in every Australian jurisdiction and across all industries. Joydeep Hor, Managing Principal P: 02 8094 3101 E: W:

Jean-Paul Fabrice Ho Fi, Digital Business Manager P: 03 9869 8880 or 03 9869 8880 E: W:

THOMSON REUTERS ACCELUS Thomson Reuters Accelus dynamically connects business transactions, strategy and operations to the ever-changing regulatory environment, enabling firms to manage business risk. Thomson Reuters Accelus brings together market-leading solutions for governance, risk and compliance management, global regulatory intelligence, financial crime, anti-bribery and corruption, enhanced due diligence, training and eLearning, and board of director services. Website:

MARQUE CONSULTING Marque Consulting Group are a team of employee management specialists with more than 50 years combined expertise in Psychology, HR Business Solutions and Recruitment, offering expert psychometric assessment and employee development services for businesses big and small. Rita Haitas, Director P: 1300 758 226 E: W:


LEARNING SEAT Learning Seat is one of Australia’s most prominent online education providers, offering a variety of offthe-shelf and custom learning solutions to over 400 clients across Australia and New Zealand. Founded in 2000, we have since been recognised and awarded for our comprehensive library of workplace compliance and professional development training, intuitive and powerful Learning Management System, and in-house custom development capability. So contact us to discuss how our learning solutions can benefit your workplace P: 1300 133 151 E: W:


API LEISURE & LIFESTYLE Want to attract, retain and engage the best? API Leisure & Lifestyle’s Employee Benefits Programs can enhance your Employment Value Proposition with an extensive range of lifestyle and financial benefits. Enjoy leading-edge communications ensuring high program visibility and positive employer branding. Your program offers convenient servicing including in workplace, instant e-benefits or API’s offices Australia-wide. Plus API has a free benefits App that allows employees to search, redeem and shop for benefits anywhere, anytime. With over 90 years of experience, API is the leader in Employee Benefits Programs. Kylie Green, National Business Development Manager P: 02 9277 6560 F: 02 92816660 W:

Power2Motivate is the leading solution for employee reward and recognition. The combination of clever cloud technology, passionate people and fantastic suppliers gives us global buying power and the unique edge that opens the hearts and minds of employees, reinforces company values, and celebrates what is meaningful, when it matters most. Mark Robinson P: (02) 8030 8869 E: W:

FOR SPONSORSHIP OPPORTUNITIES CONTACT James Francis, Business Development Manager P: (02) 8437 4766 E:

Gareth Scott, Business Development Manager P: (02) 8437 4745 E: 27-39_HRS14Showguide.indd 36

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Cornerstone OnDemand is a global leader of cloud-based talent management software solutions. 13 million users across 190 countries use Cornerstone to maximize potential, develop skills and foster collaborations; while organisations are empowered to manage employee lifecycle from hiring through retirement. Cornerstone provides Recruiting, Performance, Learning, and Extended Enterprise Cloud (LMS for external networks).

Onetest is Australia’s leading provider of online HR solutions including assessments, surveys, and analytics. The team draws on a unique mix of expertise in psychology, software engineering and data analytics to deliver online tools that help employers recruit the right people, as well as understand and manage employee and team performance in the longer-term. Large employers through to small-to-medium enterprises use Onetest to support their hiring and people management decisions with objective insights.


P: 1300 137 937 E: W:


TRANSFIRMATION PARTNERS Transfirmation Partners are specialists in leadership and organisational transformation. The focus of our consulting work is helping our clients organise their businesses for strategic alignment, optimal value creation and employee engagement. Extensive international experience has taught us that the strategically aligned organisation creates the right organisational design to serve the strategy, core business processes, key functions and leadership at all levels. This alignment is the foundation for the effective execution of strategy. Once this foundation is in place, our approach to leadership and human systems enables our clients to develop an enduring set of leadership principles and practices that create a sense of purpose, trust, accountability and employee engagement.

Drake International focuses on developing the people, productivity and performance of your organisation. Drake provides HR services and solutions - such as onboarding, assessing, training and development - to assist your business throughout any stage in the employee lifecycle, making us so much more than just a recruitment company. E: T: 131 448 W:


Contact: Steve Johnson, CEO P: 02 8216 0744 or 02 8216 0744 E: W:

Hay Group is a global management consulting firm with 70 years experience empowering organisations and people to work more effectively. We develop talent, organize people to be more effective and motivate them to perform at their best. Our online assessment solutions are cutting-edge, versatile, customisable, predictive and improve performance.


THE HACKETT GROUP The Hackett Group is a leader in business benchmarking and business transformation services including strategy and operations, business performance management, working capital management, and globalisation advice. Executives rely on The Hackett Group’s empirically-based efficiency and effectiveness metrics and best practices insights to drive business improvements and achieve world-class performance in finance, sourcing and procurement, supply chain, HR, IT, and other business services areas. It provides cross-functional support to help companies optimise their strategy, capital, talent, technology and operations. The Hackett Group has completed more than 10,000 benchmark studies with major corporations and government agencies. P: +61 2 9299 8830 E: W:


Contact: Matt Chaplin Talent Consultant P: 02 8227 9324 or 02 8227 9324 E: W:

WORKPLACE CONFLICT RESOLUTION Workplace Conflict Resolution is an Australian company committed to supporting other companies in their efforts to achieve workplace harmony. Workplace Conflict Resolution specialises in workplace mediation, grievance investigations, and training relating to leadership, communication, conflict prevention & management, and the minimisation of psychosocial workplace hazards including the prevention of bullying, harassment and unlawful discrimination. Catherine Gillespie, Director P:1300 227 901 E: W:





21-22 MAY

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30-31 JULY



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1300apprentice is a not-for-profit Group Training Company (GTO) and has been operating for over 27 years. Our apprentices and trainees are based in the Sydney metropolitan area, ACT, Southern Tablelands, South Coast, Southern Highlands and many parts of regional New South Wales. We currently employ approximately 300 apprentices and trainees across 40 different vocational areas. This includes both male and female, Indigenous and people of non-English speaking backgrounds. 1300apprentice was established in 1985 under the banner of Bankstown Group Retail Training Scheme to provide a formal means of countering unemployment for our youth and the disadvantaged as well as addressing the skills shortage that was starting to emerge.

Today Corporate Social Responsibility is a must-have for businesses who want to be an employer of choice. Socially responsible businesses attract the best staff, have happier more engaged and productive employees, and appeal more to consumers.

Malcolm Laybutt, General Manager P: 02 9715 7344 E. W:

Corporate Citizen is part of the 2evolve group, a fundraising organisation that has raised over $350M dollars in income for our charity partners over the last 17 years.

ALSCO MANAGED TRAINING SERVICES Fully Maintained and serviced First Aid Kits: Injury specific modules, no capital outlay, service and supply defibrillators Managed First Aid and Fire Evacuation Training: Ensures customers maintain a high level of legislative compliance, national visibility and immediate time reporting, workplace incident recording and analysis

At Corporate Citizen, we provide a simple CSR initiative that brings together businesses and their employees to make a difference in the world: workplace giving. It’s all about giving employees the opportunity to give to good causes at work, direct from their salary pre-tax so employees can increase the impact of their donations. By working with committed charities and providing an easy-to-use and administer web based platform, we help companies supercharge their employee engagement and CSR.

Luke Heffernan, General Manager Workplace Giving P: 0415 034 265 E: W:

DENTAL CARE NETWORK Dental Care Network™ brings leading dentists from across the country together in one place. It’s easy to find dentists you can trust for your employees.


Our Corporate Dental Program is an employee benefit scheme for organisations to offer to their employees. No cost, no admin, easy to use.

Michael Massih P: 02 9851 4616 E: W:

Bikram Singh P: 02 9420 6807 E: W:



Berlitz has been educating the world for over 130 years with over 500 locations in 70 countries. Our success is built on intensive quality learning customised to suit different needs. With innovative products, flexibility and multiple delivery platforms, Berlitz is the first choice for 400 of the world’s Fortune 500 companies for their executives and employees. Berlitz specialises in L&D solutions for Global Mobility/Relocation needs worldwide, leadership training, cross-cultural skills and language training. Rohan Baker, Managing Director P: 1300 118881 F: 02 92997782 E: W:

CHARLES STURT UNIVERSITY Charles Sturt University (CSU) is a national university for excellence in education for the professions, strategic and applied research and flexible delivery of learning. CSU is a leading provider of distance education. Our AHRI-accredited Master of Human Resource Management and MBA are highly regarded in the public and private sectors. P: 02 69332535 E: W:

CONNX Your workforce is your biggest cost and most valuable asset. ConnX can assist you maximise and leverage that investment through effective workforce planning, process automation and engagement. ConnX minimises the administration burden for personnel allowing you more time to focus on the strategic functions of your job. Zane Knight, company director P: 1300 CONNX HR E: W:

Endharassment helps protect businesses from lawsuits for harassment, bullying and discrimination. It does this by combining mobile learning with dynamic, role-specific and legally endorsed content that allows business owners or HR to: train your people; prove participation and understanding; and provide and share company policy and procedural guidelines. Aaron Sweetman, Managing Director E: P: 1300303621 W:

FIRST ADVANTAGE First Advantage offers one of the largest global screening footprints available in the industry. We have 4500+ employees across 25 offices in 12 countries, ready to provide the local support that will help you get the results you need. Our long-standing relationships with data providers around the world, whether they are local regulatory and police authorities, universities or employers, gives us a deep bench of resources to get the data you need. Make finding and retaining the right people easier with First Advantage. Bernadette Azizi, Business Development Executive P: 9017 4300 E: W:

FRONTIER SOFTWARE Founded in Melbourne, Australia in 1983, Frontier Software is a global leader in Human Resource, Talent Management and Payroll Solutions. Their flagship solution chris21 sets the benchmark functionality and useability. With support offices in Melbourne, Brisbane, Sydney, Canberra, Adelaide, Perth and key global locations, Frontier Software is well placed to service their 1,600 clients. Nick Southcombe, general manager P: 03 9639 0777 E: W: 27-39_HRS14Showguide.indd 38

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Frazer Jones is a niche, highly specialised, boutique Human Resources (HR) recruitment firm with well established offices in Sydney, Melbourne, Hong Kong, Singapore, Dubai, Düsseldorf, and London. Our brand is synonymous with excellence - in our people, our candidates and our global leadership team.

Close the gap between strategy and execution and improve results The right systems, processes, and tools can align your workforce to your business strategy and improve productivity. Both enterprise-class and small to midsize businesses can use our full suite of talent solutions, core HR, collaboration, and workforce analytics to improve productivity and engage, retain, and motivate employees.

We recruit at all levels of seniority from HR administration through to HR Director on both a permanent and interim basis. Our expertise covers the whole spectrum of the HR job family and includes roles in learning and development, talent, reward, OHS and recruitment.In addition to traditional contingent HR recruitment we also offer a retained search methodology and can map specific backgrounds and skills to produce a shortlist of “hard to find” candidates both in Australia and offshore. Ciaran Foley, Manager (Sydney) P: +61 (0) 2 9236 9090 or +61 (0) 2 9236 9090 E: Peter Barber, Manager (Melbourne) P: +61 (0)3 8610 8450 or +61 (0)3 8610 8450  E: W:

HALOGEN SOFTWARE Halogen Software offers an organically built cloud-based talent management suite that reinforces and drives higher employee performance across all talent programs - whether it is recruiting, performance management, learning and development, succession planning or remuneration. Endorsed by thousands of HR professionals worldwide, Halogen has been recognised as a market leader by major business analysts and has garnered the highest customer satisfaction ratings in the industry. The company’s powerful, yet simple-to-use solutions, which also include industry-vertical offerings, are used by organisations that want to build world-class workforces that are aligned, inspired and focused on delivering exceptional results. Lorna Daly, Regional Sales Manager P: 1800 048 060 W:

ITC LEARNING ITC Learning is a recognised leader in providing leading edge eLearning technology and services. By collaborating with our clients we enable them to implement customised solutions that respond to business objectives. We have the tools to assist your enterprise implement a complete eLearning solution – Lectora Authoring Software, Lectora Mobile, CourseMill Learning Management System, Business Skills Courseware Libraries, Content Development Services. Drop by our booth to see how we can help you with your eLearning endeavours. Keely Jones,Business Development Manager P: 02 9438 2500 E: W:

SG FLEET With over 25 years’ experience in the Fleet Management and Leasing industry, sgfleet is a leading provider of vehicle Salary Packaging solutions in the Australian marketplace. With operations in Australia, New Zealand and United Kingdom, sgfleet’s Novated Leases and Salary Packaging make it easy for organisations to provide a great workplace benefit for employees. Phil Clump, National Manager - novated sales P: 1300 138 235 or 1300 138 235 E: W:


Tony Armfield, General Manager, Cloud & Line of Business, SAP Australia & New Zealand P: +61 2 9935 4500 E: W:

PETER BERRY CONSULTANCY Peter Berry Consultancy (PBC) represents Hogan Assessment Systems (HAS) in Australia. HAS is an international test publisher that delivers personality and cognitive ability assessment solutions based on 25 years of research. These assessments help organisations to select and develop the best people and high performing leaders. PBC provides customised solutions in profiling and consulting services. We apply evidence-based practices across a wide range of private and public sector organisations. We conduct extensive research ensuring superior results for our clients. Helen Bednar, Senior Consultant P: 02 8918 0888 E: W:


Winner, HR Director of the Year, Australian HR Awards 2013 Live interview with HRD Magazine Editor Josh Gliddon 11:10AM 5 MINUTES WITH SARAH ROBB, HEAD OF G&A HR – APAC, GOOGLE Live interview with HRD Magazine Editor Josh Gliddon 1:15PM 5 MINUTES WITH ANDREA RIVEROS, HR MANAGER, LOUIS VUITTON OCEANIA

Live interview with HRD Magazine Editor Josh Gliddon 3:20PM DESKERCISE! Making the workday more active with Virgin Active 5:15PM NETWORKING DRINKS


Stirling Henry is a specialist migration firm that for over 20 years has been helping companies and individuals navigate the complex and ever changing Australian immigration laws.


Our primary area of work is the support of subclass 457 visa applications and employer sponsored permanent residence visas.

1:00PM ALL $10,000 ENTRIES DUE

Lisa Williams P: 02 9233 1805 E: W:

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Delivering on a promise:

American Express’s Nada Najjar Amex’s director of human resources always knew she wanted a career in HR. She talks with Joshua Gliddon about her career moves, the importance of treating employees like customers, and her goals for the coming year Credit cards are commonplace, and the prestige once attached to having a card in your wallet has largely disappeared – with the exception of American Express. Obtaining an Amex charge card, particularly the black Centurion card, is still a subtle way of saying you have arrived. Central to the card’s appeal is the company’s commitment to customer service excellence. From the most humble Amex credit card right through to the Black charge card, the company prides itself on going the extra mile for the card-holder. And instilling a strong customer service ethos, along with maintaining a positive, sunny corporate culture for the company’s 2300 Australia and New Zealand employees, comes down to Nada Najjar, vice president of HR for Australia and New Zealand, and her 25-strong team of HR professionals.

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“HR is starting to think more like a business unit, and moving towards having clear objectives linked to business strategy” Nada Najjar

“The way we treat our customers and the way we treat our employees is very similar,” says Najjar. “We have value-driven decision making at Amex and we have a high service ethos.”

Instilling corporate culture Najjar says many of the staff initiatives, such as groups for women, LGBTI employees, parents and healthy-living focused groups, are not driven by HR but by members of the senior leadership team. A team member will take on responsibility for a group and lead the planning and day to day operation of the group. According to Najjar, it’s about giving leaders a role in an activity that is not directly related to their day-to-day reporting line. “It’s about growing talent in leadership,” she says. “It also gives those leaders greater visibility to the very senior leadership team,” she adds. “We use the interest groups as opportunities for career growth.” She says the senior leadership team, headed up by ANZ managing director Rachel Stocks, is very HR focused, and Stokes in particular takes a keen interest in the well-being of employees, along with the HR function. “I have a great partnership with

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A seat at the top table At Amex, HR has a seat at the top table, and has significant input into business decisions. Najjar sits on two leadership boards, the first is the country board for Australia, and the second country executive team, which makes key operational decisions. “Amex has long had HR on the board, and I think it’s a recognition of the importance of the people side in everything that we do,” Najjar says. Najjar says she has seen significant changes over the course of her career (see boxout – Leading from the top) in the way business views human resources, and the responsibilities given to the HR director and their team. “HR has evolved, and gone are the days of the chief executive handing

LEADING FROM THE TOP Nada Najjar says she discovered her interest in human resources at a young age – when she was still in high school. “I was on the student council, and I was vice captain of the school,” she recalls. “I also won a pastoral care award, and this made me realise I was good at seeing both sides of things, and taking a conciliatory approach to resolving problems and issues.” After school she did a degree in economics majoring in human resources, and says she always had a strong interest in business. “HR is

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her, and HR is very much part of the leadership team,” she says. “Rachel is a great custodian of the organisation, and it’s great to have a female in the top job.” Stocks places particular emphasis on working smart and working flexibly, says Najjar, and is very open to maintaining the work-life balance for the employees.

clear. It’s a nice mix of business and people. It brings it all together,” she says. After her degree she did a nine-month stint at Manpower supporting the retailer Franklins. “That was during Y2k,” she says. She then moved to the publisher Thomson, spending two-and-a-half years as HR coordinator. Then it was off to PeopleSoft, and on to Honeywell, where she spent a decade, first as HR partner for ANZ, and then as HR director for the sensing and control business unit in Asia-Pacific. She has been at Amex for just shy of three years, and says the biggest difference between Honeywell and Amex is the company culture. “Amex is very focused on business to consumer, and it has a high service culture,” she says.


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you a memo and saying ‘this is the way we are going to do things’,” she says. “Today we are really at the front end of business decisions, and are viewed as a valued partner in the running of the business. It’s about organisational implications and effectiveness, and that permeates outside the pure people issues into the business as a whole.”

The importance of technology Amex in Australia is on a transformation journey with its HR technology, says Najjar. The company is putting in new systems and processes with the goal of having a single platform that talks to all the elements of the HR practice. “There is a lot of change happening this year, and we are putting in place systems that are interoperable and can talk to one another,” she says. In terms of the day to day running of the organisation, Amex already has


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self-service internal websites, and has implemented a system of online reviews for the regular employee review process. The technology changes are one of the major projects Najjar has taken on for 2014. Aside from a unified tech platform, she says the goal is not to become complacent around the company’s corporate culture. “If you are not moving forward when it comes to culture and to the business as a whole, then you are moving backwards,” she says. “The challenge is to evolve the things that are already good in the corporate culture, and make the most of them. “Overall, as HR we are custodians of the organisation’s culture and engagement,” she adds. “We need to think carefully about how we communicate, and how we form One Amex, as one brand, one company.”

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LEADERSHIP: HOW TO BE AN AUTHENTIC LEADER How do you win the hearts and minds of your followers? Corporate Crossroads founder Walter Bellin explains the essential qualities of an authentic and successful leader LEADERSHIP, SELF-AWARENESS AND CULTURE BUILDING Since the early 1990s, researchers have gathered a huge amount of statistical evidence that an organisation’s culture is the single most important factor in generating long-term success. For this reason, culture building is a critically important leadership responsibility. Through communicating and utilising an organisation’s vision and values, there are a number of specific culture-building leadership activities managers or executives can undertake. However, to undertake these activities successfully they must begin by working on themselves. For example, it is important that the organisation’s leaders devote time – through training, being coached, using psychological instruments and self

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reflection – to learn to be highly self aware. This should include awareness of their strengths as well as their current limitations or ‘Achilles’ heel’ – that is, habits or patterns of communication or behaviour that work against the quality of workplace relationships and culture they wish to create. It is this kind of self awareness that enables leaders to manage themselves well – the first essential step in being able to lead others effectively. This ability empowers leaders to communicate and interact with people in ways that foster mutual trust and respect and good workplace relationships throughout the organisation. It enables them to contribute to creating a workplace without fear – and one which encourages employee engagement, commitment and innovation; it assists them in creating effective communication and teamwork HCAMAG.COM

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SIX THINGS LEADERS MUST LEARN TO BE AWARE OF EVERY DAY 99Effective listening by leaders is at least as important as communicating well 99In depth, accurate understanding of yourself is the key to understanding and working with those whom you lead 99You need to communicate clearly what must be done – but it is even more important to explain why it should be done 99Leadership is not a position – rather it is skill in influencing the thinking and behaviour of those in the team you lead 99Trust and respect for you – the true currency of leadership – must be earned by people witnessing your behaviour over time 99In the end, your character as a person will impact the effectiveness of your leadership more than any specific skill

within teams and between different teams; and such leaders will be more effective at coaching, mentoring and developing the people they lead! Along with self-awareness and good selfmanagement, there are two other essential ingredients that enable leaders to undertake these types of culture-building activities successfully. The first is a great deal of face-to-face communication when attempting to influence people. During the late 1970s and early 1980s, psychologist Albert Merabian conducted a meticulously designed study of the factors that impact and influence people when someone communicates general messages about things such as vision and values. He found that only 7% of the impact was due to the actual words chosen – hence the ineffectiveness of written documents for this purpose. His study showed that 38% of the impact of the communication came from voice qualities (volume, pitch, resonance, rhythm, tempo) and 55% from body language (especially facial expressions). Thus, 93% of a leader’s ability to influence people requires much face-to-face communication. However, there is a second factor that determines people’s responsiveness to a leader’s attempts to influence them – their authenticity!

LEADERSHIP AND AUTHENTICITY More than anything else, a leader’s ability to influence, engage with and win the commitment of the people they lead is determined by how well the leader’s words match their actions. Generally people HCAMAG.COM

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“More than anything else, a leader’s ability to influence, engage with and win the commitment of the people they lead is determined by how well the leader’s words match their actions” are much more influenced by watching the day-today behaviour of a leader than by hearing their words. They want to know: does the leader really believe in and hold the values that they claim to believe in and hold? Are the leader’s daily actions consistent with the priorities and objectives they espouse? Do they, in fact, really walk the talk? It is these things that determine whether a leader is seen to be authentic – and this will affect people more powerfully than anything the leader says. Clearly, it is the leadership role – when undertaken by authentic and inspiring leaders – that breathes life and spirit into a company or firm. The management role, of course, is still very important – a business can founder just as badly when its activities are poorly managed as when it is poorly led. Yet a well-managed organisation in which managers and executives lack real leadership skills will not win the engagement, loyalty and commitment of its people. It is fostering these human characteristics among the organisation’s people that creates high-performance cultures. Over the past 25 years in consulting with over 200 companies and professional firms, I have noticed that many managers and executives spend much more time managing than leading. Partly I think this is due to many managers feeling more comfortable managing than leading, since many have not taken the time to develop the selfawareness, self-management and people skills that are essential. Partly I believe it is because they do not realise how greater emphasis on leadership will improve the performance of their business. Invariably, when managers and executives focus much more on developing and using their leadership capabilities, the organisations they are leading experience two interrelated results: there is a major improvement in business performance – and employee morale and retention is much higher!

Walter Bellin has been a consultant to private sector companies, professional firms and federal government agencies in leadership development and organisational culture change for 25 years. He is the CEO of consulting firm Corporate Crossroads and author of new book Climb a Different Ladder: Self-awareness, Mindfulness and Successful Leadership. For more information visit www. corporatecrossroads.

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FACEBOOK TIMELINE ● 28 Oct 2003 – Prelude Mark Zuckerberg releases Facemash, the predecessor to Facebook. It is described as a Harvard University version of Hot or Not. ● Jan 2004 – Creation Mark Zuckerberg begins writing Facebook. ● 11 Jan 2004 – Creation Zuckerberg registers domain.

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● 4 Feb 2004 – Creation Zuckerberg launches Facebook as a Harvard-only social network. ● Mar 2004 – Userbase Facebook expands to MIT, Boston University, Boston College, Northeastern University, Dartmouth College, and Stanford, Columbia and Yale Universities. ● 30 Dec 2005 – Userbase Facebook achieves its one-millionth registered user.

● Early 2005 – Userbase Facebook adds international school networks. ● 26 May 2005 – Financial/legal Accel Partners invests $13m in Facebook. ● 19 Jul 2005 – Acquisition talks News Corp acquires MySpace, spurring rumours about the possible sale of Facebook to a larger media company.

● 23 Aug 2005 – Product Facebook acquires domain for $200,000.

● Dec 2005 – Product Facebook introduces the ability to tag friends in photos.

● Sept 2005 – Userbase Facebook adds high school networks.

● Sept 2006 – Userbase Facebook launches a high school version of the website.

● Oct 2005 – Product Facebook launches its photos feature with no restrictions on storage (but without the ability to tag friends).

● 26 Sept 2006 – Userbase Facebook is open to everyone aged 13 and over, and with a valid email address.


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If Facebook was a religion, it’s billion-plus members would make it the third largest on the planet. So what can HRDs learn from how the social network has scaled its workforce? Facebook’s future is impossible to know. Despite stumbles including a botched public offering, some pundits predict it will become more dominant than Apple and Google; others predict that it will flail and fade away like America Online. Whatever Facebook’s fate, the twists and turns of how the company grew that colossal footprint in the eight short years before its 2012 public offering are instructive. By slowing down and shunning shortcuts when it came to developing the people who powered their expansion, leaders infused the company with the will, skill, and resilience to move quickly when and where it mattered. We’ve witnessed their ability to sustain this focus no matter how wild and out of control the ride has become since 2006, when our

● 24 May 2007 – Product Facebook announces Facebook Platform for developers to build applications on top of Facebook’s social graph. ● 24 Oct 2007 – Financial/legal Microsoft announces it will purchase a 1.6% share of Facebook for US$240m, giving Facebook a total implied value of around US$15bn.

● Sept 2009 – Financial/legal Facebook claims it has turned cash flow positive for the first time. ● 28 Jun 2011 – Competition Google launches Google+, widely perceived as a competitor to Facebook. Commentators believe that Facebook’s subsequent rapid release of new features and improvements may have in part been hastened due to competition from Google+.

conversations, interviews, and projects with people at Facebook began. They’ve done so despite brutal time pressures and distractions: adding as many as three million users per week and enduring intense media scrutiny, a Hollywood blockbuster that portrayed Zuckerberg in an unflattering light, nasty lawsuits, and withering user revolts – 750,000 users objected to the News Feed feature in 2006 and millions complained about ‘Timeline’ in 2012. This devotion to growing and grooming Facebook’s people happened informally at first. In the early years, Zuckerberg was jammed together with his employees in cramped offices. He talked constantly about his convictions and why they powered Facebook’s strategy. Once the company got

● Apr 2012 – Acquisitions by Facebook Facebook acquires Instagram for $1bn. ● May 2012 – Financial/legal Facebook IPO: Facebook goes public at a share price of US$38, valuing the company at US $104bn, the largest valuation to date for a newly listed public company. ● Oct 2012 – Userbase Facebook reaches one billion active users.

● 4 Feb 2014 – Milestone Facebook marks 10-year anniversary of its launch and Zuckerberg writes a public post about why he is proud of Facebook so far. ● 19 Feb 2014 – Acquisitions by Facebook Facebook announces it is acquiring the Sequoia Capital-backed multiplatform mobile messaging app WhatsApp for US$16bn.

Source: Wikipedia


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SCALING MANTRAS 1. Spread a mindset, not just a footprint. Running up the numbers and putting your logo on as many people and places as possible isn’t enough. 2. Engage all the senses. Bolster the mindset you want to spread with supportive sights, sounds, smells, and other subtle cues that people may barely notice, if at all. 3. Link short-term realities to long-term dreams. Hound yourself and others with questions about what it takes to link the never-ending now to the sweet dreams you hope to realise later. 4. Accelerate accountability. Build in the feeling that “I own the place and the place owns me”. 5. Fear the clusterfug. The terrible trio of illusion, impatience, and incompetence are ever-present risks. Healthy doses of worry and self-doubt are antidotes to these three hallmarks of scaling clusterfugs. 6. Scaling requires both addition and subtraction. The problem of more is also a problem of less. 7. Slow down to scale faster – and better – down the road. Learn when and how to shift gears from automatic, mindless, and fast modes of thinking (‘System 1’) to slow, taxing, logical, deliberative, and conscious modes (‘System 2’); sometimes the best advice is, “Don’t just do something, stand there”.

Facebook’s most sacred belief: ‘Move fast and break things’ too big for Zuckerberg to personally influence every employee, it took to more systematic methods, notably ‘Bootcamp’. Facebook engineers and other product developers are hired after rounds of gruelling interviews to assess their technical skills and cultural fit. But they are not placed in a specific job until six weeks after coming aboard. Management has a hunch about which role each new hire will play. Yet the final decision is not made until the end of Bootcamp, which is designed and led almost entirely by engineers, not the HR staff. During Bootcamp, every new hire does small chores for a dozen or so diverse groups. Chris Cox, Facebook’s 31-year-old vice president of product, emphasises that Bootcamp isn’t just for figuring out which role is best for each newcomer. A more crucial aim is to infect each with the Facebook mindset. Bootcamp requires recruits to live Facebook’s most sacred belief: ‘Move fast and break things’. As Cox puts it, it is one thing to tell new engineers they can change code on the Facebook site. It is another thing

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for them to actually “touch the metal”. He adds, “We tell them, put your hand on it. Grab it. Now bend it.” Cox tells us about the newcomer whose dad called to say, “There’s a problem with this dropdown menu.” He called back the next day: “I fixed it, Dad. Did you see that?” That is the Facebook mindset: if you want people to move fast and fix things, they’d better feel safe to break some stuff along the way. When it comes to developing the site, going slow and trying to do things perfectly is taboo at Facebook. As engineer Sanjeev Singh explains, if you keep waiting for people to tell you what to do, don’t ask for help when you get stuck, and won’t show others your work until it is perfect, “you won’t last long at Facebook”. Bootcamp instills other beliefs about what is sacred and taboo. Engineers are expected to understand the code base, not just the part they tend to. Working on many different parts helps newcomers grasp the big picture. Rotating through many groups also sets the expectation that any role they play at Facebook won’t last long. Chris Cox worked as a programmer, product designer, project manager, head of HR, and vice president of product during his first six years at the company. After Bootcamp, these beliefs continue to be reinforced. Engineer Jason Sobel explains that Facebook doesn’t just tell new engineers they likely won’t be in any job for long; they live this philosophy via a “nearly mandatory” program called “hack-a-month” in which, each year, they are “loaned” to another group for a month. Each newcomer is assigned a mentor – usually an engineer who isn’t a manager – to help them navigate through Bootcamp. A new ‘class’ of 20 to 30 hires was started roughly every two weeks in 2011, which meant 70 or 80 engineers at a time were pulled away from their jobs to be mentors. This sometimes slowed crucial projects. Facebook’s leaders, including Cox and chief technology officer Mike Schroepfer, are convinced it is worth the cost – that their enduring success hinges on filling the company with people who live and breathe the right beliefs. Bootcamp also helps Facebook scale up talent because it enables mentors to “stick a toe in the management water”. It helps engineers discover if they enjoy mentoring and leading others. And Facebook executives get useful hints about whether employees are management material. Excerpted and adapted from the book Scaling Up Excellence: Getting to More Without Settling for Less by Robert I Sutton and Huggy Rao. Copyright 2014 by Robert I Sutton and Hayagreeva Rao. Published by Crown Business, an imprint of the Crown Publishing Group, a division of Random House LLC, a Penguin Random House Company.


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MINDFULNESS – there’s an app for that

Stress costs Australian business over $10bn per year. A start-up company has teamed with IBM to combat stress using a custom smartphone app, meaning stress relief for staff is just a click away. Joshua Gliddon investigates Stress is probably costing your company, and definitely the economy, a lot of money. According to a 2013 Safe Work Australia study, workplace stress costs Australian business more than $10bn per year. An earlier study from 2008 conducted by health insurer Medibank Private went even deeper, finding that workplace stress cost the economy $14bn per year, while an average of 3.1 worker days per year were lost due to stress. It’s those sorts of figures that play on the minds of corporate HRD and culture managers. Anna Phillips, IBM’s lead for Australia and New Zealand organisational and cultural change, is acutely aware of the impact stress has on employees, and the potential impact it has on the computing giant’s bottom line. “We recognise we’re a fast-paced business,” she tells HRD. “Dealing with stress can be taxing for the employee, but the view of IBM is that wellbeing is the key to business success.” Part of IBM’s focus on employee well-being is the recent trial of an app-based mindfulness program developed in collaboration with a company called Smiling Minds. According to Smiling Minds co-founder James Tutton, the app grew out of his personal interest in meditation, and what he halfjokingly refers to as a mid-life crisis. “I also wanted to teach my kids about mindfulness and meditation,” says Tutton. “So in collaboration with a psychologist we obtained seed

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THE PHYSICAL CO$T OF STRESS Mental stress can lead to the following conditions: ÎÎAnxiety ÎÎDepression ÎÎBurnout ÎÎFatigue ÎÎSocial and behavioural health – excess alcohol, smoking, etc ÎÎMusculoskeletal disorders ÎÎCardiovascular disease ÎÎMetabolic syndrome Source: Safe Work Australia – The Incidence of Accepted Workers’ Compensation Claims for Mental Stress in Australia

funding and developed the mindfulness app, which is free for schools to use.” The idea to roll it out on a fee basis to corporates came later, he says. “The intellectual property has been developed and can be redeployed for corporates on a custom basis. The reality is that if people are stressed they are not going to be doing their best work,” he adds. It was through the school program that IBM’s HR team heard about the app, and they subsequently approached Smiling Minds to develop a custom app to trial with a select group of its Australian staffers. Phillips says the company has run cognitive leadership programs for the last three years. These programs introduced the concept of mindfulness, and then some participants mentioned it was similar to a program their kids were doing at school. “We engaged in an open conversation with Smiling Minds, and developed the app for a trial,” says Phillips. The custom app has corporate branding, and is suitable for both Android and Apple’s iOS devices. The impact of stress on business and the economy is only just becoming apparent. According to the Medibank Private study, employees who are happy and healthy are three times more productive than unhealthy employees, while unhealthy employees take nine times more sick leave than healthy employees. The Safe Work study also found that mental stress claims are the most expensive form of workers’ compensation claims, and those claims often result in the employee being absent from the workplace for the longest period of any injury or disability. Clearly, minimising mental stress is key to reducing health-related absenteeism, and reducing the costs associated with ill health. Phillips says the mindfulness program, which encompassed


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“The reality is that if people are stressed they are not going to be doing their best work” James Tutton, Smiling Minds

200 staff, as well as a control group, had clear benefits when it came to reducing stress. “The results we could see were an increase in mindfulness and in overall well-being, as well as a significant reduction in perceived stress,” she says. The company has not assessed the effectiveness of the program in dollar terms, however. Those results mesh with what IBM project executive Gary Trytel, a participant in the program, experienced. “We’re all busy, and it’s helped me become more relaxed, yet more focused at the same time,” he says. The app has different exercises aimed at creating awareness of mindfulness, Trytel adds, and all are of different lengths. This means, he says, you can do an exercise when you have time to slot it in, whether that is during the working day or when you get home from work. “It just depends on how much time you have,” he says. Having seen clear benefits from the mindfulness program, IBM is now considering making it available to all Australian staff, and there’s considerable interest from overseas divisions as well, says Phillips. “Our colleagues in India are showing a lot of interest,” she says. “So we’ve started the conversation with them to roll it out.” THE FINANCIAL CO$T OF STRESS ÎÎHealthy employees are three times as productive as unhealthy staff ÎÎUnhealthy employees take nine times as much sick leave as healthy staff ÎÎPresenteeism costs $25.7bn annually ÎÎSix working days are lost every year per employee due to presenteeism ÎÎStress-related presenteeism and absenteeism costs the economy $14.81bn per year ÎÎStress-related presenteeism and absenteeism directly costs employers $10.11bn per year Source: Medibank Private: The Cost of Workplace Stress in Australia, 2008

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Presented by


Leadership & learning are indispensable to each other JOHN F. KENNEDY

Join Australia’s finest HR leaders as they discuss C-Suite survival, strategic influence and leadership Speakers include: Dharma Chandran, Chief HR & Corporate Services Officer, Leighton Holdings Limited Sally Kincaid, CHRO, QBE Australia Angela Murphy, Executive General Manager, HR Challenger Limited Chris Lokum, CHRO, BP Australia Brooke Miller, CFO, BP Australia Rob Phipps, Chief People Officer - South Pacific, Yum! Restaurants International (KFC, Pizza Hut, Taco Bell) Janette Coulton, Deputy Director Human Resources, Raytheon Australia Libbi Wilson, Group HR Director, Coca-Cola Amatil


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18/03/2014 18/03/2014 10:21:11 10:18:55AM AM


ENGAGEMENT – MAXIMISING YOUR HIDDEN PEOPLE The vital role of employee engagement is well established, both in terms of maximising the employee experience and driving organisational performance. It is a critical component of creating a smarter workforce. The body of evidence showing engagement’s critical role is undeniable. But how many of our approaches to engagement assume a rather traditional definition of employment? Many of our clients estimate that, on any given day, around 30–40% of their people have some form of non-traditional ‘employment relationship’ with them. Contingent workers, contractors, subcontractors, flexible workers, job sharers, even good old-fashioned part-timers – they represent a massive and growing part of organisations. This brings with it tremendous benefits, from flexibility and efficiency to creativity and specialisation. But are we sure we are getting the best out of them? From an engagement perspective, many people contractors are, at best, lumped in with everyone else or, at worst, totally ignored. Yet they make a tremendous difference to performance, the customer experience, innovation and profitability. Rather remarkably, many organisations struggle even to understand this category of worker within their company. It’s not as easy as simply deciding to include everyone with different ‘employment’ relationships in surveys or engagement strategies. Let’s reflect for a moment on how engagement surveys work. Most engagement indices include questions about commitment to remain working for the company (or, conversely, openness to the possibility of leaving). This is a very reasonable question for permanent employees; it reveals how connected they feel to the organisation. But if you are on a short-term contract, of course you are thinking of leaving – it’s inherent in the deal and you would be mad not to think about where your next contract is coming from. Moreover, for such people, having that thought need not indicate a lack of commitment or a problem. There are better ways of finding out how committed


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contractors are than by asking them whether they are thinking of leaving. Similar issues exist when we think about a wide range of critically important aspects of the employee experience. We frequently ask people about how they are rewarded and paid; for contractors, that is probably the result of a commercial deal they have with the company. So the issue of reward feels very different, and the question applies in a different way – though it still matters of course. Perceptions of development and the company’s leadership/ vision also feel different if you are a contractor. And what about job sharers or other flexible workers? How do they feel about commitment, flexibility, work-life balance or future vision? Clearly, the growth of new models of employment has caused these issues to be experienced very differently by many people. But the key point is not that these issues are different for such people; it is that we neglect how they feel at our peril, for there are increasing numbers of them and they make a massive difference to our organisations and our customers, whether we choose to think about it or not. For organisations, this means a different approach is needed. Having included everyone in their surveys, some of our clients are working with us to develop new ways of asking about engagement – in language that makes sense to everyone; or perhaps even having different survey versions for flexible workers so we can understand their unique experience. Most importantly of all, we must listen and take action differently. Even the most up-to-date and sophisticated survey will make no difference if we don’t learn to respond appropriately. Ask yourself: how many people do you have who are working flexibly, including contractors? Are you certain you are getting the best from them and engaging them positively? What are you doing to maximise their experience and – incidentally – to compete and perform better as a result.

Ed Hurst Consulting practice leader, IBM Smarter Workforce, ANZ

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Wage ($)





2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Australian average weekly salary

Australian minimum wage

































Wage ($)

Raise the minimum wage and companies hire fewer staff. It’s perfect capitalist logic. Each time the government raises the lowest payable hourly rate businesses suffer as they can’t absorb the cost and still make a profit. Well, it seemed like perfect logic until 1994 when two academics, David Card from Berkley and Alan Krueger from Princeton, released a study examining 410 fast-food restaurants in Pennsylvania and New Jersey before and after a minimum wage rise. Their study showed that instead of losing jobs, the restaurants actually acted contrary to the long-accepted classical supply and demand theory predictions. Armed with this paper (and a subsequent book of theirs featuring further studies), many prohigher minimum wage advocates have used their work to counter businesses that bemoan increased staff costs. Since the report, however, Card and Krueger’s report has been heavily criticised. David Neuman, another Californian academic, and William Wascher, an economist at the US Federal Reserve Bureau, looked at two decades of research (including studies that had used the Card and Krueger’s approach) and found nearly 70% of them showed the exact opposite of the 1994 paper. Other critics also point to the fact that the test was limited to fast food chains whose lean operating costs helped them manage to survive and prosper while the small, private, high labour cost cafes around them perished. Whichever is correct, a higher minimum wage is still an imperfect wage for reducing poverty – it’s estimated in the case of the US, nearly a third of the earnings from a minimum wage hike would go to families earning three times the poverty threshold. What do you think? What role should minimum wages play in a modern Australia? Join the debate on our lively forum –

Is raising the minimum wage the key to lifting living standards?


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39 work week hours




work week hours


Hourly Minimum Wage (US$) $11.09

Hourly Minimum Wage (US$) $10.25

40 work week hours

Hourly Minimum Wage (US$) $10.99



work week hours


Hourly Minimum Wage (US$) $14.24

37.5 work week hours


35 work week hours

Hourly Minimum Wage (US$) $11.49

Hourly Minimum Wage (US$) $12.22



work week hours

Hourly Minimum Wage (US$) $11.69

39 work week hours


Hourly Minimum Wage (US$) $12.83


work week hours

Hourly Minimum Wage (US$) $16.88


40 work week hours


Hourly Minimum Wage (US$) $11.18



Workweek (Hours)

Federally imposed minimum hourly wage (US$)


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Federally imposed minimum hourly wage (US$)




























Central African Republic



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Sierra Leone










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When will managers realise training isn’t just a cost centre but a way to improve the bottom line? asks Lisa Rubinstein

Lisa Rubinstein is CEO of the Institute for Human Potential, bringing neuroscience and martial arts to leadership and business performance

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I always find it both interesting and strange when managers and leaders insist on limiting training budgets to industry-specific skills and knowledge. While it is important to maintain professional standards, it is no less critical to ensure that workplace behaviours and relationships support a productive, forward-thinking and engaged culture. The problem many learning professionals face is that there are still too few leaders who understand the very real, tangible costs of poor management, bad behaviours and unproductive meetings. The most widely felt impact is on corporate productivity, but communication issues can also result in a big hit to your bottom line. We recently began a study on the cost of poor communication in the workplace, starting with middle and senior managers. The results weren’t pretty. The initial estimate of time lost, on average, was 10.5 out of 40 hours per week, or 21 days a year. The financial costs were another matter. Based on an average wage of $150 per hour, the estimated cost was close to $1,500 per week or $72,000 per year. This was based on a 40-hour, 48-week working year. One manager, using his boss’s

actual salary, estimated that the downtime of his company’s senior leadership team was costing them over $1m per year. This was against an estimated $80m annual revenue. What would you do with an extra one month and $1m per year? What’s even crazier is that two of the loudest complaints are about time and money, when we just have to learn to talk to each other. This isn’t rocket science. Write down how many hours you waste each day, multiply that by five, and then multiply that by your hourly wage, then by the number of working weeks per year. Then pour yourself and your manager a stiff drink while you break the news to them. Learning professionals, you now have a little more ammunition – or even a burning platform – to make your case. Any solution you come up with will never cost anywhere near what you’re currently losing, or keep people out of the office for a month. Take a few minutes to calculate how much time and money poor communication is costing you and your business, and email me at lisarubinstein@ I’ll send you the results once we finalise the survey. HCAMAG.COM

12/03/2014 5:33:24 PM

Save the date Friday 5th September, 2014 Doltone House, Darling Island Wharf

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Human Resources Director 12.03  

The magazine for people who manage people.