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BREAKING THROUGH Australia’s most innovative HR teams

YOUR ESSENTIAL GUIDE 2017 Retention Special Report

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GUT INSTINCT OR ALGORITHMS? HR’s delicate balancing act

START WITH THE END IN MIND Why it’s time to embrace design thinking

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MARCH 2017

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UPFRONT 02 Editorial

Why machine learning should be embraced – with some provisos

04 Statistics

Innovation in Australian companies

06 News analysis

HR has been urged to drop its reliance on gut-feel but can algorithms beat instinct?

08 Upfront: technology update HR’s role in stopping data thieves

10 Upfront: rewards/benefits update Can office design improve health?


14 Head to head

What role does HR play in fostering a culture of innovation?

15 Expert insight

Enterprise bargaining: Are you putting your eggs in one basket?

START WITH THE END IN MIND HRD chats to one expert about how HR is starting to adopt design thinking into its processes



Want to lead the pack? It may be innovation that sets you apart. In our annual Innovative Teams list, we highlight Australia’s most innovative HR practices

PEOPLE 64 Career path

For Klaus Duetoft, HR is a bridge between different career steppingstones




RETENTION SPECIAL REPORT From retention strategies to reward and recognition, here are four essential ways to retain your best and brightest stars


NATIONAL HR SUMMIT SHOWGUIDE Everything you need to know about Australia’s premier HR event

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THE MACHINE THAT LEARNS THE CONCEPT of machine learning sounds like something out of science fiction. When I hear those words my brain jumps to machines like HAL in 2001: A Space Odyssey or the Terminator in James Cameron’s film series. The reality, of course, is not quite as dramatic or sinister. Machine learning is a method of data analysis that automates analytical model building. Using algorithms that iteratively learn from data, machine learning allows computers to find hidden insights without being explicitly programmed where to look. All of the technology that is currently providing HR with data analysis could be considered part of the machine learning phenomenon. The more information these machines gather, the more they learn, which in turn helps to hone the decisions that are made. However, rather like a choose your own adventure novel for kids, different data inputs can produce different outcomes – and it’s those inputs that are a possible red flag for HR practitioners. Any time humans are involved in



Editor Iain Hopkins

Marketing & Communications Manager Lisa Narroway

Journalist John Hilton Editorial Assistant Hannah Go Production Editor Bruce Pitchers

ART & PRODUCTION Design Manager Daniel Williams Designer Marla Morelos Traffic Coordinator Freya Demegilio

Business Development Managers Steven McDonald Clive Thomas

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


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Machine learning allows computers to find hidden insights without being explicitly programmed where to look decision-making there is inherent bias involved, and selecting the data points that go into the machine will invariably involve human input. As our news analysis on page six reveals, while HR data insights are certainly adding to HR’s standing in business, the human input that remains also needs to be considered. Given this issue’s cover story, it’s highly appropriate that future what-if scenarios are being referenced. The HR practitioners featured in our Innovative HR Teams list are pushing the boundaries of HR processes and strategies. Companies that thrive in the future will embrace innovation – and those on this year’s list are doing so already. Iain Hopkins, editor

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When it comes to efforts to drive innovation Australia’s heart is in the right place, but is that enough? CURRENTLY AT least 256 programs at the state or territory level and 83 federal government measures are in place geared towards boosting innovation in Australia; that’s the good news. The bad, contained in an OECD paper released in March, is that Australia while scoring well above the mean on the measure of innovation input is not getting the innovation output that should result. One disquieting metric: the quantity of global patent applications


Human capital

Regulations that are conducive to business will become increasingly important

The skills and expertise of the participants in the innovation system

emanating from Australia per billion dollars invested in R&D is at a level sub the OECD’s average. Similarly, the number of start-ups formed relative to the billions spent on research also comes in at the lower end of the OECD field. Other underperforming factors include firms bringing new products to market and the differential between the amount of dollars Australians spend on foreign technologies and the amount spent on local technology.

Collaboration Shifts to global and digital economies increases its importance

An analysis of Australia’s performance against international innovation systems shows that fields in which Australia is currently at best practice include research and development, trade and competition, and general infrastructure. In analysing Australia’s performance against international innovation systems, two main factors are considered:  Trends over time – that is, how Australia’s performance against different measures has evolved in recent years.  Current performance – that is, how Australia compares relative to others at the present point in time.

Business culture The attitudes and appetites of an organisation that shape its innovative capacity

Source: Four priority areas identified in Australia’s Innovation Imperative, Business Council of Australia, Deloitte Access Economics, August 2014



Almost one in three of the companies asked about the most valued opportunities for innovation in their workplaces responded that allocating funds to expert partners helped to drive innovative practices.

The last three quarters have seen an uptick in reports of workplaces being extremely supportive of innovation; the percentage of workplaces adjudged extremely or quite supportive of innovation showing a spike of more than 30 points since the launch of the index.

Funding for outside/third-party engagement

30% Innovation policy reflected in KPIs/other measurable

27% Dedicated time to practise design thinking


Extremely supportive 36% Quite supportive 24% Somewhat supportive 32% Not supportive at all 2% Unsure 6%

Extremely supportive 40% Quite supportive 33% Somewhat supportive 25% Not supportive at all 2%

Extremely supportive 50% Quite supportive 43% Somewhat supportive 7%

AUG 2016

OCT 2016

DEC 2016

Access to tax benefits from investing in staff innovation training

14% Off-site access to stimulating spaces and environments

9% Source: Innovation Index – December Key Findings 2016, AustraliaIsrael Chamber of Commerce, December 2016


Source: Innovation Index – December Key Findings 2016, Australia-Israel Chamber of Commerce, December 2016

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Rank (2013)

Falling behind Work to retain best practice

Frontrunners Look to next practice

Knowledge workers Trade and competition R&D Business environment Credit ICT

Political environment Investment Regulatory environment

General infrastructure

Score trend (2011-2013)

Tertiary education

Innovation linkages Reflects Australia’s current ranking under various inputs according to the INSEAD index

Knowledge absorption Education

Measures time

Ecological sustainability

Picking up pace

Falling behind

Source: Australia’s Innovation

Reach for best practice

Work to retain best practice

Imperative, Business Council of Australia, Deloitte Access Economics, August 2014

UNFULFILLED POTENTIAL Opportunities lost to the fear of failure provide perhaps the clearest picture of the value of innovation, with perceived opportunities and perceived capabilities coupled for a measure of entrepreneurial potential; subtracting fear of failure then provides an estimate of a country’s actual entrepreneurship.

(Entrepreneurship potential)



Fear of failure

TRAINING AND DEVELOPMENT Employee training and development has become more highly rated as an opportunity for future growth for Australian businesses over the course of the last three quarters, rising markedly from 15% to 30%. Training of workforce

80% 60%


40% 20%




United States







United Kingdom







Czech Republic





15% Aug 2016

19% Oct 2016

Dec 2016

Source: Innovation Index – December Key Findings 2016, Source: Australia’s Innovation Imperative, Business Council of Australia, Deloitte Access Economics, August 2014; DAE calculations based on Australian Centre for Entrepreneurship Research (2011)

Australia-Israel Chamber of Commerce, December 2016

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DO ALGORITHMS BEAT INSTINCT? HR has been urged to drop gut feel from decisionmaking, but have we gone too far? THE ANALYTICAL capabilities derived from big data have been a revelation for HR professionals, and are cited by many as finally giving the function and the insights that will help it talk the language of business and thus help sustain its position at the executive level. However, there is a growing concern that by using algorithms – which assist with machine learning (the tools used in HR data analysis) – HR is relying on automated decision-making and is therefore exposing itself to a degree of risk. Conventional thinking posits that algorithms are objective, efficient and remove bias from the decision-making process. For example, an increasing number of businesses

Gal cites an example. Consider a manager who wants to assess the performance of their employees over the previous year. There are a number of ways in which the manager can do that, including collecting data on how much revenue they have generated for the company over the last 12 months, how many clients they have interacted with or how many leads they have generated. “So we have three data points to access what we call performance, but why these three? We could have used any other combination of data points,” says Gal, who suggests that other alternatives could equally be valid, such as feedback from customers, feedback from colleagues, how much time

“About 54% of heads of HR or heads of data analytics are concerned about the data quality” Aaron McEwan, senior director, CEB are using these algorithms to identify their ideal candidate, believing that doing so removes manager bias from the process. However, there’s a problem. Associate professor Uri Gal from the Discipline of Business Information Systems at the University of Sydney Business School, says these same algorithms might be rejecting candidates without HR being aware of it. “Ostensibly, the process is meant to be objective and rational,” Gal says. “But the problem is that algorithms are not really objective in the sense that collecting big data actually involves a significant amount of human judgment.”


they spent on email, or how many days they were absent from work. Furthermore, when algorithms rely on inaccurate, biased or unrepresentative data, they may systematically undermine racial and ethnic minorities, women and other historically disadvantaged groups. An additional contentious issue is the weight applied to each data point. In the above performance example, do each of the three data points deserve equal value or importance? Or is one more important than the others? “We might or we might not decide that one data point is twice as important as the

other one and the third one is only half as important as the second one, which again involves human judgment,” Gal says. In short, Gal suggests there is no one correct way to assess the performance of employees. “This definitely involves human judgment which is subjective rather than objective,” he says. Aaron McEwan, senior director at CEB agrees there are some dangers inherent in an over-reliance on data analytics in decisionmaking. While he is an advocate of the use of HR data analytics, he uses the saying “garbage in, garbage out” to highlight the risk. “About 54% of heads of HR or heads of data analytics are concerned about the data quality,” he says. It’s also critical to understand what decisions HR is trying to shape with the data. Where is the organisation going and what data is going to help inform decisions about that direction?

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REMOVING BIAS An analysis (Kuncel, Ones, Klieger) of 17 studies of applicant evaluations showed that a simple equation outperforms human decisions by at least 25%. The success rate holds in any situation with a large number of candidates, regardless of whether the job is on the front line, in middle management or in the C-suite. The study results, published in Harvard Business Review, cite the human propensity to be thrown off by cognitive biases, irrelevant data points, arbitrary comments in conversation and candidate compliments as reasons why we might need some objective help in our hiring decisions. Supervisors’ ratings 29% 22% Number of promotions 33% 29% Ability to learn from training 25% 14% Algorithms

Human judgment

The bars above show the percentages of above-average employees (as gauged by three different measures) hired through algorithmic verses human judgment. The numbers show improvements in three key areas for those selected based on algorithmic decision-making.

“We have three data points to access what we call performance, but why these three?” Uri Gal, associate professor, University of Sydney Business School “That’s the most important thing: if you are asking the wrong questions you are going to be collecting data that doesn’t actually support the decisions you are trying to make,” McEwan says. As to the human element involved in data-based decision-making, McEwan agrees there is a genuine risk of poor choices being made. For example, a manager might make a decision about whether or not someone has the potential to be a high performer. Does the manager start collecting data that confirms the initial hypothesis and reject data that doesn’t confirm it? “There is always

a human element both in the selection of what data we choose to analyse and then also in the analysis of that data,” he says. However, the alternative – and the traditional means by which decisions were made – is not ideal. “Traditionally you’d have had a group of leaders with their own personal biases making subjective decisions about people’s futures in terms of pay rises, promotions and so on. The addition of objective data, even if it’s not perfectly objective, I think increases the accuracy of these decisions.” The key, he adds, is evidence-based

collection practices and evidence-based analysis practices to ensure at least some of the subjectivity is minimised. Gal also does not dismiss analytics and says there is room for having certain technologies in place to assist people making decisions. However, he urges a “more aware approach” in what these technologies are being used for. “It’s fine to have certain tools in place to help go through large amounts of data because computers and algorithms are more effective at that than human beings. But I think it is probably wise to maintain some sort of human oversight over this process.” He adds that, inevitably, algorithms are trying to construct models of human behaviour. These models are always going to be simplified versions of a very complex phenomenon that occurs in reality: the way in which people behave in organisations.

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TECHNOLOGY NEWS BRIEFS Aviva offers retraining to those losing their jobs to robots A global insurer is offering employees retraining for another role in the company, should they admit that their respective jobs could be done better by robots. Aviva has extended the said offer to some 16,000 of its employees in Britain. The offer is considered the world’s first, as other employers have introduced automation without consultation. Aviva’s staff who work in call centres, assess customers’ credit ratings and calculate the price of insurance policies, are most likely to have to retrain.

Women have promising careers in STEM It took less than six months for 84% of Asia-Pacific women who graduated with STEM (science, technology, engineering, or math) degrees to land their first jobs, a December 2016 survey by Mastercard found. Some 60% of women from that figure were “very satisfied” with the job options they had after graduation. The results come from a poll of 2,270 females across Australia, China, India, Indonesia, Malaysia and Singapore. Some 63% of the STEM first jobbers indicated they were likely to stay in STEM related fields for their entire careers.

Augmented reality boosts L&D Companies are increasingly leveraging augmented reality tools as a way to improve L&D, according to a report by global IT firm Cognizant. “Businesses across multiple sectors are now able to tap their vast potential to help users visualise data and instructions that overlay physical assets in real time,” reads the report.


Gartner research also claims AR is poised to become an important workplace tool that has matured to a point where firms can use it internally to complement and enhance key business processes, workflows and employee training.

Tech prevents deeper thought A leading medical practitioner has blamed technology for “dumbing us down” and says employees should be careful to disconnect on a regular basis. “If speed is the order of the day then certainly accessing the technology is the way to go. But if you want to have that deeper, more reflective thought, then removing yourself from technology is important,” said Dr Jenny Brockis, author of Brain Fit! How Smarter Thinking Can Save Your Brain. According to Brockis, organisations would see a meaningful difference if employees were to switch off for just a few minutes throughout the day.

Hiring managers ignore social media A survey by recruiter Robert Half has revealed that social media profiles are not perceived as being particularly important when making hiring decisions. Only 1% of hiring managers say social media profiles are the most important factor when hiring staff-level candidates. For manager-level roles, this figure drops to less than 1%. Two in five (40%) HR mangers identify the candidate’s CV as the most important factor when recruiting for managementlevel roles, (37% for staff-level positions), followed by a candidate’s performance during the interview for manager hires and staff-level hires (37% and 25% respectively).

STOPPING DATA THIEVES How can the employment contract help prevent data theft? Consider an employee who is exposed to plans/ products in development and then departs to a competitor and reveals those secrets. Can the employer mitigate against such a risk in the employment contract? Ideally there should be clauses in the employment contract that make issues of copyright ownership and confidential information very clear, says Lynne Lewis, partner, intellectual property, at Minter Ellison. “Sometimes the bounds of what is automatically owned by the company can be a little bit less than what the company would like it to be,” Lewis says. “It is better to have some good clauses in your employment contract that extend the ownership of the copyright and things which are created a little bit more than the law might automatically deem owned by an employer.” Lewis adds that there should certainly be clauses and good procedures in place around requiring the return of information when someone is departing. “This includes having those exit checklists where they have to sign to say that they have actually returned everything they have taken home,” she says. Employees may have documents on their home computer simply because they have been working from home. “It’s really important that you actually trigger in their minds whether or not they have information that needs to be searched at home,” says Lewis. “Think about a rogue employee who has been sending information home deliberately in the lead-up to departing. If they have signed a declaration – which those exit forms

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generally are – that they have turned everything over to you then that’s actually very important evidence. “You might rely on that in the court later when they try to say that they didn’t have these materials at home.” Lewis adds that the general response might be: “It’s my mistake – I didn’t realise I had all this.” However, it’s possible to then point to those documents in court and say, “Actually they must have realised because they had to go through this whole procedure by completing this checklist.” Moreover, the employee was asked if they had returned everything, they signed to say they had and they can’t now claim that they were not aware of those thousands of documents they have sitting on their computer at home, says Lewis.

“It is better to have some good clauses in your employment contract that extend the ownership of the copyright” “So it is a combination of your employment agreement terms being correct but also having those good exit procedures and checklist forms, not to mention making sure that you always go through the proper processes when employees leave.”



Fast fact According to Aberdeen Group, best in class employers are 78% more likely than all other organisations to extend onboarding up to or beyond six months for senior executives and twice as likely to do so for other employees.

How can L&D technology help with onboarding new employees? The way in which many organisations continue to onboard employees is antiquated. Yes – filling out forms, obtaining security access and an ID badge, mandatory online training to tick the corporate policy and compliance boxes, etc, are all necessary processes – but there is a step beyond that adds real value to both the employee and employer. The idea of cross-boarding – driving an employee’s L&D from before they join and continuously as they grow through the organisation – is integral in attracting, developing and retaining top talent. And it is here where technology really delivers, especially via social and mobile. What are some examples of where technology is going and the results it will deliver in terms of onboarding? Mobile technology – alongside social – delivered a watershed moment in L&D. We’ve literally put it into the hands of the employee via business tools that allow them to drive their own career destiny. Being able to consume and transact via a device they use in their everyday lives has made L&D more than a workplace process. Training, understanding your goals and how they align to the corporate strategy, learning who your colleagues are and what they do, all from the palm of your hand anywhere, anytime, enhances the employee L&D experience. And with social technology comes knowledge acquisition and workplace collaboration on a whole new scale. For example, a new starter today begins on the L&D journey before they even join an organisation. They research the company, view videos, read the annual reports, follow social channels, etc. So why not carry this on once they are onboard via social learning? Do you think the focus is becoming more about the learner interacting just with the technology, as opposed to a face-to-face mentor? I honestly believe we run the risk of an over-reliance on technology. L&D is part art, part science, and it’s hard to do well. While an employee can now have an onboarding buddy before day one on the job – thanks in part to advances in mobile and social – the successful organisations I see today have evolved to more sophisticated models. An example I’ve seen deliver tremendous results is crossgenerational mentorship, as both a recruitment and retention tool. The mentee and mentor both gain a huge deal; in the end both become mentees. For example, pairing a baby boomer with a millennial will see the millennial benefit from deep expertise and knowledge, while the baby boomer may learn how to best capitalise on new technologies. I know of organisations that have retained mature talent – even from early retirement – through programs like these. Where technology should be used in this instance is identifying who in the organisation is the source of knowledge and experience and might be at risk of leaving. This person can then be paired with a new joiner with the aim of realising the retention benefits of crossgenerational mentorship.

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CAN OFFICE DESIGN IMPROVE HEALTH? Here’s how Frasers Property Australia is using smart, passive workplace design to boost well-being

Frasers Property Australia’s new Sydney headquarters In an attempt to improve employee wellness, innovation and leadership, Frasers Property Australia (formerly known as Australand) has unveiled its new head office located at the Rhodes Corporate Park in Sydney. Architectural practice BVN, in conjunction with Frasers Property’s commercial division, led the $9.8m fit-out of 3,700sqm spread across two levels. Reini Otter, executive general manager commercial and industrial at Frasers Property Australia, said the design reflects the corporate


values and culture of their business, as well as their future aspirations. “What I personally like best is the inherent passive design approach that we have adopted here that encourages movement,” Otter told HRD. “This includes basic things – for instance, we all come in the one entry door, which has a social aspect to it as well. “Additionally, we have one central communal cafe and kitchen area called The Steps, whereas before we had four separate areas. “Everybody also has lockers rather than

Contingent pay impacts well-being: study

Employees are more stressed than motivated when their organisation utilises incentive-related pay schemes, according to new research conducted by the University of East Anglia. Researchers studied the relationship between three types of contingent pay (performance-related, profit-related and employee share-ownership) and positive employee attitudes including job satisfaction. The study also revealed that performancerelated pay meant more intense work for employees, which led to “work-related stress or poor well-being, and offsetting some of its positive impact on staff”. 10

storage at their desks – so all of these passive measures mean that you have to move more.” Otter added that it’s not a ram-it-down-yourthroat kind of wellness approach. Rather, it’s a smart, passive design that encourages the outcomes that they want. “What we are noticing is that the cultural aspects are great as well,” he said. “You’ve got more visibility among people; people are seeing each other more and they are speaking more. “It’s all about mental, as well as physical well-being.” Otter said the company also wanted to encourage a much higher level of engagement and knowledge sharing both within teams and between teams. “One thing we are very focused on in our business is empowering the right people and giving them the autonomy to do their job effectively,” he said. Five key principles that shaped the design include: • Creating authentic places that inspire creativity and passion • Providing choice to support a variety of activities • Enabling and connecting with seamless technology • Bringing the customer into the heart of the business • Fostering a sense of community “Fundamental to the design is the belief that the built environment can directly affect our health – making employee well-being a top priority,” Otter said.

Yahoo CEO Marissa Mayer loses $2m bonus

Yahoo chief executive Marissa Mayer will lose her cash bonus (worth about $2m a year) over the mishandling of a 2014 data breach. An internal review found Mayer’s management team reacted too slowly to the breach, which involved 500 million accounts potentially being compromised. Mayer announced that she wanted the board to distribute her bonus to Yahoo’s entire workforce of 8,500 employees; however, the board has not confirmed if this directive will be followed. Moreover, Yahoo’s top lawyer, general counsel Ronald Bell, resigned without severance pay over the incident.

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Debra Corey Group reward director REWARDS GATEWAY

Fast fact Over 3.5 million employees and over 1,300 employers use Reward Gateway’s employee engagement products globally, and the company has nine offices in five countries.

BENEFITS, HR AND THE CFO How significant is the CFO in terms of establishing an effective rewards and recognition strategy? Your CFO has a significant role to play in establishing your company’s reward and recognition strategy. It is crucial they are a partner and not an obstacle, for without them you’ll never get over the finish line. By creating a partnership, employee recognition programs have a higher likelihood of being successful. Not only will they motivate employees, increase their connection to the business and each other and increase productivity, but will also be aligned to financial and business requirements. Do this right, and the CFO will act as a member of your winning relay team, working together to successfully pass the baton and finish the race as fast as you can. Do this wrong, and the CFO will instead be a hurdle you have to go over as you try to finish your race to establish and gain approval on your reward and recognition strategy. Innovative CFOs recognise that the trophy for engagement initiatives, such as reward and recognition, is significant. Hewitt research showed that companies with double-digit growth had 20% higher engagement scores than those with single-digit growth.

What are your tips for getting the CFO onside with the right kind of employee perks? Understand what motivates them. When working

FWC makes major changes to penalty rates

The Fair Work Commission has announced reductions in Sunday and public holiday penalty rates in the retail, fast food and hospitality industries, meaning hundreds of thousands of Australian employees are facing pay cuts. The changes include: hospitality workers on an award will have their Sunday penalty rate cut from 175% to 150%; retail workers’ rates will be cut from 200% to 150%; and fast food workers will have their rate cut from 150% to 125%. The changes are due to come into effect on 1 July 2017; however, Labor and the Greens have vowed to fight the decision.

with a CFO, or any audience, the first thing to do is to understand what motivates them. For a CFO it will most likely be numbers, but don’t assume this and take the time to understand what makes your CFO tick and give them what they need to support you. Highlight the ROI. When it comes to a CFO data is king (or queen), so it’s critical to give them what they want and need to get on your side. To do this you should highlight the ROI of your employee perks, by presenting a combination of soft metrics (eg employee engagement, retention) and hard metrics (eg salary savings for the company, discount savings for employees). Speak the right language. Each function has its own language, so it’s critical to translate your HR speak into CFO speak, using tangible terms that they can relate to and accept. One way you can do this is to relate the employee benefits strategy into the overall business strategy, showing how it fits into the bigger overall picture. Another way is to relate it back to the business itself. When I worked for a retailer, I would always present my proposals to the CFO in terms of jeans, saying how many more pairs of jeans each sales associate would have to sell to afford the program and how many more pairs of jeans the company would sell by implementing the program. This made it easy for the CFO to relate to and also showed that I respected their language.

Lack of awareness on benefits

A benchmark study conducted by CEB’s International HRD Forum and Flare HR has found that although Australian companies spend over 10% of total employment cost on benefits, they are seen as hygiene factors to satisfy statutory requirements instead of being a real motivator. In addition, more than 70% of respondents think employees are not fully aware of benefit offerings. Superannuation is typically the single most valuable and costly benefit provided to employees, yet 64% of multinationals have not tendered their default in the last two years.

Facebook introduces new paid leave

Social media giant Facebook’s COO Sheryl Sandberg announced in February that the company would be giving all of its employees six weeks of annual leave to care for ailing relatives – but that’s not all. “Facebook employees will have up to 20 days’ paid leave to grieve an immediate family member [and] up to 10 days to grieve an extended family member,” she said. Sandberg herself became a widow in 2015 when her husband, fellow tech figure Dave Goldberg, died suddenly of cardiac arrhythmia while on vacation – she returned to work 10 days after his death.

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STARTING AT THE END As the user experience is now a key priority for technology vendors, HRD chats to one expert about how HR is also starting to adopt the same design thinking into its own processes BERSIN BY DELOITTE is a name synonymous with HR thought leadership. The man spearheading that innovation is David Mallon, the firm’s head of research. Mallon is the former steward for Bersin by Deloitte’s L&D research practice, and has been central to the firm’s thought leadership relating to HR’s operating models, governance, and the evolution of key roles, such as the HR business partner. Mallon will be a keynote speaker at the National HR Summit, held in Sydney on 29-30 March. The theme of his talk, Innovative HR: Enabling the Workplace of Tomorrow, will challenge attendees’ preconceptions and encourage fresh thinking around the role of HR within today’s organisations. As a taster for the event, HRD chatted to Mallon about why HR should be incorporating design thinking into all of its practices.

HRD: You’ll be talking at the National HR Summit about some of the ways in which HR can transform itself – and one way is to incorporate design thinking into people strategies. Can you outline what this means? DM: There are a number of theories about design thinking out there, but regardless of which of those existing sets of theories you take on board, there are some common threads. One is the notion of empathy – not empathy in the


emotional sense but rather walking in the shoes of the people you serve. In this case, rather than HR looking to solve a problem by creating a top-down process based on consistent stepby-step guidelines, HR instead should embed themselves with the employees to gain intimate knowledge of everything happening in the employees’ world, all the disruption they are facing and what competes for their attention. Designing with employees in mind, how can

you then help them be successful, productive and engaged employees? It’s about having a relentless focus on the people you serve. Another part of this is experimentation and iteration. A key element of design thinking is that you go into whatever the problem is without thinking that you have the perfect solution. Instead you should generate many possible solutions, try to test as many that you can, as fast as you can, and then constantly iterate. That process never ends. It’s frankly something that HR is not naturally predisposed to being good at.

HRD: Can you provide some examples of how this might work? DM: On the transactional side of HR there are plenty of great examples. Let’s say you’re an employee and you want to obtain a verification letter in order to buy a house or car, or you want to change your schedule or request leave. Many HR functions are looking to put these transactions into mobile apps, for the simple reason that this is what employees now expect. It should mirror how they do their banking, for example. It requires thinking about how to make the employee experience so easy

DESIGN THINKING: THREE TOP TIPS David Mallon suggests three tips for introducing design thinking into people strategies: 1. Understand your workforce “Don’t be afraid to talk to people. It’s odd to say this in the context of HR, but don’t be afraid to go out and talk to your employees and spend lots of time with the people you serve. Be willing to use their feedback in the design process. Be willing to bring them into what you’re doing. You cannot have too many conversations with the users of whatever it is you do.” 2. Don’t do it all at once “You can find individual aspects of the talent experience to tackle first and learn from that. It’s OK to learn as you go, to try new things. It’s also OK to put out a project that isn’t 100% complete; it may only be 80% complete and that’s OK. Tell the employees it’s 80% done and you’ll figure it out as you go and make it better as you go. You see that a lot in performance management. What’s interesting is it’s one of the few areas where HR has been willing to experiment. They’ve been willing to say, ‘OK, let’s try it; let’s try a different process in three parts of the company and see which one works best.’ ” 3. Don’t forget to ask why “It’s a good opportunity to hit reset. Why do we have these processes and policies in place? Often the answer is not clear and when HR starts to ask itself, we often find that it’s not the value they want to be driving. They want more productivity; they want people to spend less time on the transactional. We want them focused on the day job and that’s not what they’re doing. That’s not how you’ve designed all of this.”

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that people barely know they are doing HR tasks. HR blends into the woodwork and employees don’t think about it; it’s just there and it works. But you’re also now seeing it show up in the more substantive things like career conversations. Rather than the HR person being someone you go to when there’s a problem, increasingly HR is someone you go to when you need counsel, when you need to think about where you might grow in the organisation. HR provides guidance as to the paths the company would like you to go on, the tools available to you, and the internal steps you need to take.

“Designing with employees in mind, how can you then help them be successful, productive and engaged employees?” David Mallon, head of research, Bersin by Deloitte HRD: Should HR feel threatened by this or is it an opportunity for them to have different sorts of conversations with staff? DM: I don’t think they should feel threatened at all. Look at banking as an example. Around the world today there are more bank tellers than there have ever been. That’s hard to get your head around when you think about how banking has changed. However, when you go into a bank branch and sit down at the teller, what they’re doing today verses what they did 10-20 years ago, it’s not even the same job. Being a cashier, exchanging money and so forth has gone away almost entirely. What’s going on in bank branches today is relationship building. They sit down; they want to know more about you; they’re going to recommend other kinds of products and programs and so forth. That’s essentially exactly what’s happening with HR. The skills required in HR, and the kind of skills required in the rest of the business for that matter, are becoming essentially more and more human. There have been studies done that show that wherever new technology – robotic process automation or cognitive technologies like machine learning or AI – has been introduced there have been more jobs generated, not fewer. But those jobs being generated are requiring different skill sets: relationship building, storytelling and data analysis. For further information on the National HR Summit visit:

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29-30 March 2017 • Luna Park Sydney

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How can HR foster innovative thinking? Be it the next winning product or the way business is conducted, what can HR do to drive a culture of innovation?

Belinda Newman Senior HR manager Kronos, ANZ/SEA

To instill innovative thinking you need to develop an innovative culture. HR leaders and managers have a role to play in nurturing an open and relaxed environment to ensure creativity and risk taking is encouraged. Hiring individuals with varying backgrounds will build a diverse workforce bringing different perspectives and concepts to the table. Once the right people are in place and empowered to speak up, processes need to be implemented to ensure ideas are followed through to execution. Our role as HR leaders is to remove cultural barriers to innovation, and continue to create, maintain and build innovative culture.

Peter Hartnett

Head of people & culture Sanitarium Health & Wellbeing I believe we need to be mindful of the bigger picture when we talk about categorising culture into buckets or boxes. For example, we can talk about creating a safety culture or a culture of performance or a customer service culture and yet these all include a culture of innovation. What we should be doing as HR practitioners is creating culture, a relevant point Robert Cooke of Human Synergistics made at a recent conference. Innovation and diversity are all just subsets of culture, so if we get culture right, things like innovation just flow. Being an Australian owned, mediumsized organisation also gives our people an opportunity to have a major impact on what happens in our business.

Vaughan Paul

Vice president, human resources Optus Innovation requires a mindset and reward structure that fosters ideation while removing the risk of failure. The organisation must learn to encourage and create space to generate ideas, but also allocate budget to trial, prototype and, most importantly, accept failure. HR has the opportunity to coach and develop leaders to manage this agenda, put in reward structures to support innovation and help develop change agents in the business. The organisation’s success in moving towards an innovative culture can be measured via HR surveys (engagement, culture) and should be tracked. In many organisations no single executive is responsible for innovation, giving HR the opportunity to step in and drive the agenda.

CHANGING THE WAY EMPLOYEES CONNECT AND THINK In the study, Human Capital Practices that Drive Innovation, two out of three of the business leaders consulted opined that integral to adaptability and competitiveness is the fostering of innovation and creativity. The study, from the Institute for Corporate Productivity, identified using technology-enabled collaboration or social media tools to share knowledge as the top practice employed by high-performing organisations to increase innovation; 36% of high-performing organisations made use of this approach vs 14% of lower-performing organisations. Key among the study’s other findings is the value of defining and promoting values specifically pertaining to innovation. According to Cliff Stevenson, senior human capital researcher at the institute, the statement of an organisation’s values lends workers a feeling of safety.


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ARE YOU PUTTING YOUR EGGS IN ONE BASKET? While Enterprise Agreements are widely used, Nigel Ward questions whether it’s the optimal solution for every employer BARGAINING IN its modern form started in NSW in the late 1980s and gained speed nationally during the ’90s. For many businesses, it has become the norm. For every client we talk to about Enterprise Agreements (EAs), we spend just as much time exploring the strategy of not using them. Why? Because: • Moving to collectively bargain will impact your employees’ relationship with your business • Once started, it is hard to stop • Bargaining opens doors for union and thirdparty involvement in your business You must see bargaining in the context of a holistic employee relations strategy aimed at driving direct engagement with employees. If bargaining will not achieve this, think long and hard before you do it. Over my 25 years working as an industrial advocate, the top reasons I’ve seen for employers considering using EAs are:


To legalise more suitable employment arrangements

Employers often commence bargaining because the modern award conditions do not suit their operating model and they need to legalise more suitable arrangements in an EA. The rigorous manner in which EAs are scrutinised for approval by the Fair Work Commission and the application of the “better off overall test” at an individual employee level is making this reason more complex than it once was.


Union compulsion

Some employers operate in industries that are largely union controlled (eg building and construction), and for them bargaining is a licence to operate. If bargaining has been brought about through union compulsion (whether

through a majority support determination or shop floor pressure), it might be said that a more important battle has probably been lost; that being the failure to engage employees directly through effective leadership, internal grievance resolution and the development of a participative and inclusive workplace culture.


Historical reasons

Many employers got into enterprise bargaining to move out of the system of centralised wage fixation. Today they are in a position where they have culturally evolved to a point where they would prefer not to bargain

through the enterprise bargaining process, while the environment for doing so is conducive.


Workplace stability

Employers, particularly in contracting industries, often need to demonstrate through a tender process that their industrial arrangements are settled for the period of a contract, guaranteeing continuity of work and services during the contract period. This is a common feature in industries such as contract cleaning and industries providing contracted services to government, especially where liquidated damages might be in play.

Moving to collectively bargain will impact your employees’ relationship with your business any more. However, the current Fair Work system makes escape difficult. The critical issues are always the quality of the employer/employee relationship between bargaining cycles. It is important to ensure that during bargaining the employer maintains the primacy of the relationship with employees, rather than it degenerating into a transactional approach, creating a negative bargaining cycle and, consequently, erosion in employee engagement and workplace culture.


To lock in employment arrangements

Some employers have grown to a point where their local arrangements need to be formalised because they have reached a size where a union is taking an interest in them. It is common to find these employers locking in their arrangements directly with their employees


To create a common employment platform

Lastly, some employers participate in bargaining because they have a broad portfolio business and they want to develop a common employment platform as part of a simplified employment brand strategy. Taking this step is complex because it raises a series of HR and industrial/ strategic trade-offs. As one employer put it, “Putting your eggs in one basket is fine as long as you control the basket.” Nigel Ward is the CEO and a director at Australian Business Lawyers & Advisors (ABLA). Serving business and only business, this legal and advisory firm is trusted by the Australian Chamber of Commerce and Industry and is the leading voice for industry in the Fair Work Commission. Call Nigel on 1300 565 846 or email nigel.ward@ if you have any questions about matters raised in this article.

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BREAKING THROUGH Australia’s most innovative HR teams Want to lead the pack? It may be your ability to think outside the square that sets you apart. In our annual Innovative HR Teams list, we highlight Australia’s most cutting-edge HR practices


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JUST HOW innovative are Australian businesses, and by extension, their HR teams? A survey of 322 business and HR leaders, conducted by PageUp and Alexander Mann Solutions, revealed interesting local and global results. Globally, 64% of organisations believe driving innovation will be a priority over the coming 12 months and three-quarters hold innovation as a corporate value. The study found that while there is a desire for innovation, for most organisations around the world necessary frameworks are not in place to bring this to fruition. While 54% of respondents have a process in place for submitting new ideas and incorporating feedback to improve outcomes, less than 40% have established processes in place for prioritising these ideas. Australian companies are on par with their global peers for many cultural aspects, but lag when it comes to established talent management practices to support and build company-wide innovation capability. Australian respondents rated their organisations lower than their global peers (23% vs 39%) when asked if their company trains and educates employees to be more innovative and creative. Similarly, Australian organisations are less likely to reward and recognise innovation when it comes to performance management, compared to their global counterparts (48% vs 53%). This highlights the opportunity for HR to establish and drive enterprise-wide innovation capability within Australian businesses. In our second annual list of Innovative HR Teams, HRD has identified who we believe is pushing the innovation envelope. Want to see who’s made the grade? Read on …

Maxxia is pleased to again sponsor the HRD Innovative HR Teams list in 2017. Given HRD magazine’s extensive readership around the country, receiving this award endorses the success of your initiatives on a national stage. The award is based upon your own employee nominations, which is an honour and achievement in itself, recognising your commitment to placing your employees at the centre of everything you do. At Maxxia, your employees are our focus, too. In today’s changing workforce environment, where salary increases are often no more than CPI, employees expect more than simply a stable job and salary from their employer. That’s why a standout employee value proposition that offers compelling value has never been more important. Maxxia supports over 800 organisations and their HR teams across the not-for-profit, government and private sectors to be forward thinking in their employee benefit strategies. We’re entrusted to provide tangible value to nearly 300,000 customers with a range of employee benefits, and it’s a responsibility we’re passionate about. As the founders of the workplace benefits industry over 30 years ago, it’s in our DNA to come up with new ways to create value-adding initiatives for organisations, and stretch employees’ salaries further so they can get more from their take-home pay. Please join us in learning from leading Australian organisations selected by HRD magazine on how they’re driving industry change.

Mike Salisbury, Chief Executive Officer, McMillan Shakespeare Group (parent company to Maxxia) Customer Service Institute of Australia 2015 Australia Service Excellence Awards VIC Winner - Customer Charter

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At Accenture, the HR team has embarked on a strategic cultural shift in terms of recruitment, changing their approach from a traditional, company needs-oriented approach to one that focuses on the candidate experience. The team worked with Accenture’s own Fjord business to tap into service design and human-led experience, which has helped guide the redesign. By putting themselves in the position of the individual, the HR team was able to ideate new and innovative ways to better engage with candidates to improve attraction, selection and offer conversion. The refreshed process revealed deep insights. For example, females are more likely to apply for a role via referral (32.41% vs 28% of men). Accenture is now investing in female referral programs and incentives to redress this.


As a key employer of graduates in the STEM fields, AECOM has resolved to continue improving gender diversity of its workforce and transform its recruitment strategy “from good to great!” Following its initiatives, the company managed to recruit 175 graduates across Australia and New Zealand for 2016, with a sizeable proportion (47%) of female recruits – a notable achievement within the male-dominated engineering sector. AECOM then used the data to help guide the business through workforce planning and forecasting. Information on graduate roles and numbers across the business were provided from the last five years, with the data informing a proposal to increase the intake to at least 4% of the overall AECOM population. The end result was 5% of the overall employee population and a lift in ranking (14, up from 32) on the Gradconnection Top 100 Graduate Employers in Australia list.

A sample of the employer branding for AECOM’s graduate recruitment campaign.



As travel is at the heart of the organisation, Amadeus offers employees opportunities to develop careers through secondments to their global locations. These international assignments have strengthened business relationships across countries and have made implementation of new global systems and processes more effective. To stay ahead of the game, the HR team created an Internal Faculty program, composed of internal training sessions developed and facilitated by employees to share knowledge with their peers. Given the increasing need for diverse skillsets and flexibility in today’s workplace, the program covers everything from software development to foreign languages. Managers, meanwhile, are equipped with a comprehensive toolkit that contains guides on matters such as performance review, objective setting, conflict resolution and, most importantly, a benchmark of expectations that provides a consistent management approach for all employees.

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Since 2014, the HR team at ANZ has been studiously working on a data management strategy and aligning the company’s global HRM systems. As explained by HR data manager Kanella Salapatas and BI domain lead Amanda Graham, the team’s shortand medium-term goal is “the democratisation of data through open access … to enable more business self-discovery”. The initiative entailed reviewing, consolidating, simplifying and centralising data, as well as arranging for delivery of HR reporting and analytics through a Centre of Excellence. The team took care to embed a data integrity framework in the HR processes to ensure quality and integrity of data over time, and the HR data is centralised in an Enterprise Data Warehouse. With these in place, a use case for global and standard HR metrics was developed to provide key insights to HR, finance and other senior business leaders. Finally, Analytics and Insights upskilling programs have been conducted to ensure that employees are equipped to harness the data and effectively facilitate data-driven discussions with business stakeholders.


To be “Part of Tomorrow” is Australia Post’s most recent strategy and the next major chapter in its history; as such, the HR team has launched a significant cultural initiative. The Grapevine is a program developed by the team to break new ground in change management. It begins with recognising how change is influenced through storytelling, which the program demonstrates by engaging groups of 100 influential people across the business, regardless of job titles and positions, to come forth and share their stories. At The Grapevine, participants are invited to have genuine and purposeful conversations with colleagues from all parts of the company, share stories on common values, and discuss action plans that will help achieve the main strategy. Knowledge and insight sharing is continued through post-event support, which aptly demonstrates the grapevine concept.

WHAT WE HEARD FROM THE GRAPEVINE Participants of The Grapevine scored 13% higher on engagement, based on employee engagement results Of the 65 driver questions on engagement, scores on 62 of them were higher for teams with at least one participant in The Grapevine program An identified cohort of influential people across the Australia Post Group now serves as a trusted channel to disseminate messages and test new ideas

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As a not-for-profit working with limited budget and resources, Cancer Council NSW strives hard to make sure all its bases are covered. One of their key priorities is for the staff to have the best benefits. The HR team has arranged a three-part benefits package, composed of key benefits, leave benefits and benefits related to the organisation’s cause. To ensure consistency with the Council’s primary cause, the team reviewed their superannuation fund, and made corresponding adjustments in their investment portfolio, specifically to reduce investment in tobacco-related organisations. The team then went on to review current employee insurances and design new arrangements to cover the needs of existing and prospective employees.



As a brand that has always promoted happiness and enjoyment, Coca-Cola Amatil (CCA) hopes to effectively convey the same value and work principle for its internal customers. Thus, when the CCA NSW HR team noticed increased frequency of significant mental health issues that affected employees’ performances, they immediately took action. Together with the CCA Workers Compensation, Health, Safety & Wellbeing team and in conjunction with industry partner Aon Hewitt, the HR team developed and implemented a Healthy Minds at Work program. Training material was quickly developed, and local senior leaders were approached to help fund and facilitate training towards the end of 2016, even though it coincided with the company’s peak operational period. The training was initially conducted for all metro-based leaders in Sydney, but was shortly extended to two-thirds of all leaders across all teams. The HR team has received positive feedback for the program, with some leaders reporting that they have been able to apply their learning and skills within 24 hours of receiving training.


At Deloitte, it’s all about making an impact that matters, a philosophy that the people and performance team have taken to heart and worked to accomplish in their environment and through the professional services offered by the company. Deloitte has an Open Talent Network, a fully integrated end-to-end technology solution designed to address traditional labour and business model disruption. As a source of a wealth of information and knowledge, the platform provides consistent and effective access to varied talent pools, as well as access to practitioners without additional fixed costs, and gives practitioners a venue to engage with their work and enhance their experience. The firm has also invested in benefits such as wellbeing.

WELLBEING@WORK INDEX: A DATA-RICH AND EVIDENCE-BASED METHOD OF ASSESSING WELLBEING In collaboration with Medibank, Deloitte has developed the most comprehensive corporate wellbeing index in Australia. To determine the organisation’s wellbeing index score, results from surveys (completed by employees and executives) are weighted across four pillars of wellbeing:

mind body purpose place As a result, employers are able to better understand, measure and improve the wellbeing of their organisation.

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East Gippsland Shire Council is committed to promoting inclusive employment, which they’ve chosen to demonstrate by highlighting the talent pools found in diverse but typically neglected areas such as Aboriginal and Torres Strait Islanders, people with disabilities and youth. To improve the employment participation of these groups, the council officers developed a specialist recruitment guide for the recruiting managers. The guide contained provisions on areas such as organisational culture for inclusive practices, evaluation of recruitment process, potential barriers to employment of diverse groups, workplace mentoring and support. Following this, the council launched a number of initiatives to complete the inclusive employment project, such as training on culture and mentoring, a review of accessibility on corporate websites, paid employment placements, and a job skills roadshow for students.

Based on the council’s recruitment guide, the team launched the following initiatives to welcome more employees from the Indigenous community: • Cross-cultural Awareness Training – tours and on-site visits for all staff, management and councillors to understand cultural intricacies of the Aboriginal community • Mentor Training – for designated mentors, contact officers, and HR staff to support new Aboriginal employees • Indigenous School-based Trainees – hired by the council to be part of the Parks and Gardens team and the Bairnsdale Aquatic and Recreation Centre



Since the introduction of the National Disability Insurance Scheme, Endeavour Foundation’s services have been in demand. The HR team has targeted the employee experience as a way to create sustainable services to clients. The team started with Employee Insights Research, to get to the heart of what employees really want. An internal Research and Insights team was formed to partner with an independent research agency in designing the research. The team then selected staff across all levels and business units to participate in interviews and group discussions that revolved around their current working experience. Results revealed five key concerns, which are now being targeted to create an enhanced employee experience: recognition, leadership, workload, interpersonal relationships and internal communication.

ING Direct began their Employment Brand journey in late 2015 by reaching out to their employees and asking what being part of the company meant to them; the HR team received a good amount of positive feedback. But the team didn’t stop there; instead, they went on to organise activities that they hope will further enhance their Employee Value Proposition (EVP). In 2016, the team led a creativity brainstorming session for staff across business units to come up with more novel ways of engagement. They also appointed six People Promise Ambassadors to serve as role models, especially for future candidates. The ambassadors’ personal career stories were then developed and shared within and outside the company. Their EVP focus was further emphasised at the company’s annual experiential event for employees, WOW. The team arranged posters, signs and activities in the office that revolved around the theme of achieving full potential.

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In December 2016, ISS launched an FM industry first with the creation of a custom-built mobile and web app, which was developed and tested by the HR team during the year in partnership with mobility solution company Mumba Cloud. The MyISS app was designed to provide field-based employees mobile access to their payroll, rosters, annual leave data and company information, and to give them new avenues for engagement. To maximise efficiency, the app is directly linked to the company’s electronic time and attendance system, as well as the payroll system. As the company has an employee base of approximately 11,000 across the country, with most teams based in customer sites, the app is considered a significant leap in terms of management, facilitating a streamlined and paperless HR process and boosting employee engagement to new levels.



The Konica Minolta People & Culture (P&C) team has embarked on the project of ethical sourcing – to ensure that the organisation ultimately supports human rights values in all its business processes. “Today, there are an estimated 45.8 million people in some form of modern slavery, more than half of which are found in global supply chains. In 2016, Konica Minolta made a commitment to play our role in respecting and promoting human rights. Not only is it the right thing to do, it makes good business sense,” says director of P&C Cindy Reid. An Ethical Sourcing Roadmap was created – an 18-month plan framed by five goals and 40 supporting activities that demonstrate human rights due diligence. The team launched a supplier engagement program along with the release of the Supplier Code of Conduct. They have also organised the first supplier sustainability briefing on ethical sourcing for suppliers, employees and NGOs.


The last two years have been busy for Lindt’s HR team, to say the least. Not only did they have to facilitate the relocation of a workforce from three sites to a newly established facility located 50km away, the team also handled the insourcing of multiple third-party operations and ensured everything was in place for manufacturing to commence. To surpass what they had previously achieved in terms of talent management and operational efficiency, the team created the BEYOND 2015 plan, which consisted of 24 people initiatives to further drive employee engagement and performance, as well as talent acquisition and retention. Within the year, a number of efficiencies were accomplished through the HR and line managers, resulting in the following simplified processes: mobile phone requisition and approvals; bulk actions for processing high volume of applications and communications; time-saving online tools for reference checks and self-service interview booking; and online forms for contracts and onboarding that allowed seamless transfer of data to payroll.

CRUNCHING THE NUMBERS The technology introduced by Lindt’s HR team for the year resulted in the following accomplishments: 100% direct sourcing record in 2016

Out of the Shadows: Portraiture of Domestic Workers in Nepal, at Konica Minolta House in Macquarie Park.


39% growth in full-time employees 2.3 days for onboarding process (previously 14 days) 19.7 days taken to fill roles (previously over 60 days)

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Medibank’s wellbeing team

MANTRA GROUP Hospitality



Nowadays, both job seekers and employers are becoming increasingly expectant of faster turnaround times in recruitment, and this led Mantra Group to develop an initiative that became their highlight for 2016. The HR team introduced a seamlessly integrated recruiting solution, which allows managers to create and approve requisitions and candidates to apply directly to a role without going through external recruiting sites. Candidate information can also be easily tracked throughout the recruitment process, and the candidates receive automatic emails and prompt notifications to keep them abreast of their status. The team also introduced a video cover letter option for job applications for guest-facing roles, which encouraged candidates to be creative and allowed recruiting managers to easily gain insight to their personalities.

END-TO-END RECRUITMENT Since the launch of the integrated recruiting solution in June 2016, Mantra Group has witnessed these promising statistics: 1,000+ internal applications received from existing team members, demonstrating improved employee engagement 34,000+ interested candidates included in the database

Old habits are extremely difficult to break, which is acknowledged in Medibank’s new health and wellbeing (H&W) program, Ritualize. After seeing requests for more focus on wellbeing in the employee survey, the team introduced the program in October 2016, following its successful “I am better” marketing campaign. Ritualize is an online holistic H&W program designed to help people develop positive lifelong habits. Based on the 80/20 principle (whereby 80% of the time you focus on eating clean, healthy foods and 20% of the time you have the freedom to indulge as you please), the program sets goals that are broken down into small, achievable steps – known as rituals. It then provides tools, resources and activities to improve wellbeing.

IN NUMBERS The results far exceeded expectations, with 100% of the participants saying that the program has helped them make positive life changes: • 2,054 – employees who registered for the program • 1,084 – employees who completed their BioAge test • 173,977 – rituals completed • 5 years – average reduction in number of years (age) for employees who retook the BioAge test after the program

23% of applications received directly by Mantra Group

• 80% – percentage of employees who reported improvements in physical wellbeing

1,400+ team members hired successfully through the integration process

• 94% – percentage of employees who reported improvement in mental wellbeing

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Assistant Commissioner Carlene York and Superintendent Robert Redfern of the Human Resources Command at the Moorebank RECON centre opening, with sponsors Mark Coyne CEO EML and Mohua Mukherjee GM TMF iCare.

The HR team at the NSW Police Force has introduced a comprehensive return-to-work program that helps employees recover quickly from injury. The RECON program started in 2013 as a reconditioning pilot program that offered in-house physiotherapy and strength and conditioning services to rehabilitate injured officers. Two streams of service have emerged from the original program: RECONNECT and RESTART. RECONNECT is a structured exercise and goal-setting program that assists officers with psychological illness and helps them transition back to the workforce. RESTART is an early intervention program for officers facing a high risk of injury. Officers undergo internal assessments such as a 15-minute health assessment measuring key risk factors, like blood pressure and blood sugar levels, and a functional movement screen that conducts seven simple movement-based assessments testing the officers’ mobility, flexibility and stability.



One of the key initiatives the team introduced in 2016 was a new onboarding process that uses the latest mobile onboarding technology, enboarder. The whole process begins 30 days prior to the employee joining the company, all the way until the end of their first year of employment. To help employees see the company’s willingness to invest in them and how they value innovation, the team introduced another initiative called the oOh! Future Thinking Award, a learning scholarship program for the company’s brightest thinkers, which includes mentoring by a member of the oOh! senior management team, a content generation training program, and tickets to South by Southwest, an annual conglomerate of film, interactive media and music festivals and conferences in Austin, Texas.


How much impact does constant change have on staff? RACQ’s HR team has responded to this query by developing a comprehensive impact assessment tool. The tool originated from the pressure of managing several project portfolios simultaneously – a challenge the HR team likened to “having many aeroplanes in the air and only one runway upon which they can land”. The objective of the portfolio assessment tool is to ensure the organisation can deftly handle the pressures of modern-day workload expectations. As no off-the-shelf programs were available, the team created its own tool in-house. The new Portfolio Change Impact Assessment requires quarterly collection of data on forecasted change impact at the project level. The report generated also provides a consolidated enterpriselevel view of the business and is based on a shared change impact framework. Finally, the data collected is validated by representatives of key business units, with a feedback loop for project managers. In 2016, nearly 60 projects worth over $50m were assessed using the Portfolio Change Impact Assessment.

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A sample of Reward Gateway’s employer branding.




Reward Gateway aims to be “a world leader in employee engagement technology”. To support this aim, they’ve made sure that their engagement and reward and recognition platform/hub is sticky enough to lure and retain the best talent. “We changed how we used our online employee engagement platform, moving it from being an interesting site to becoming the place to go. We created a diverse range of communication tools – blogs, videos, competitions, polls – completely changing how we got people to the hub,” says group reward director Debra Corey. As a result, the usage of their platform has escalated from 87% to as high as 98%. To keep employees hooked, the team at Reward Gateway also created an in-house weekly show, an innovative format for sharing information using film clips of their employees all around the world. The program has a viewership of 90% of all employees every week.

In September 2016, SEEK launched its ‘SEEKcess’ program, a 12-month coaching program that targets all of its 170+ people leaders, including the executive team. The ultimate goal behind this ‘SEEKcess’ initiative is to cultivate “a richer coaching and feedback culture for its people, to further strengthen employee motivation, engagement and performance and help the company achieve its strategic purpose”. The program combines theory, discussion, reflection, peer coaching, skills practice and action planning, all of which are needed to create sustainable behavioural change and achieve the cultural shift. The results were indeed a success, as employees have begun engaging in more meaningful coaching and feedback conversations, and the leaders have developed stronger peer relationships among themselves. 94% of participants found the workshop content valuable for their leadership work, with an overall Net Promoter Score of 9 out of 10.


Schneider Electric has chosen to focus on creating a work environment that will help its business and people flourish by using an approach that involves “positive psychology, neuroscience and emotional intelligence as the fundamental pillars” of the strategy. The team pointed to two initiatives as the highlights of their efforts in L&D. First is the Strengths-based Positive Leadership philosophy for work and individual development. The team adopted the R2 Strengths Profiler from the Centre of Applied Positive Psychology, which equips them “to identify authentic and energising strengths” in their staff. Flourish, Ignite and Illuminate – Schneider Electric’s flagship leadership and talent acceleration programs – are designed to promote growth mindsets among leaders. Leaders are inspired to build strategies for resilience, and are given the tools needed to empower their staff. The program has been a considerable success: in one instance, a manager was able to help his team raise their engagement score from 36% to 72% following the application of the tools and techniques learned from the program.



INNOVATIVE HR TEAMS THE OPEN CIRCUIT EFFECT Not only did the program benefit the leaders, their learnings have also trickled down to their teams, with the following results for the three key topics previously identified: Operational excellence – everyone’s business • 3 out of 4 leaders proactively review internal processes • 70% of leaders have changed their belief on tackling problems


After receiving the results of its engagement survey in 2015, the team at Siemens went on to conduct employee workshops across the country, and managed to identify three recurring topics that needed to be addressed: wellbeing, operational excellence and collaboration. Subsequently, a culture change program called Open Circuit was designed, with content and delivery based on a behavioural science concept and framework. The program also includes a platform that allows the leaders to gather together and collaborate more efficiently. This has created what the team describes as the Open Circuit Effect, characterised by a significant amount of knowledge sharing and collaboration among employees and leaders alike.

Wellbeing – a priority • 90% increase (average) in awareness on impact of lifestyle choices • 75% of leaders actively schedule time to focus on wellbeing Collaboration – a culture (not a tool) • 75% now consider including people from other divisions on their projects • 94% increase in strength of connections among leaders


To fulfil the company’s purpose of creating a better way to live for their communities, Stockland’s leaders have been tasked to take on an immersive training course. The leaders are placed within the context of a community for a week, and given a specific challenge to address, with the help of a group of experts in the fields of innovation, inclusion and mindfulness. The company held the first program in Maitland, NSW, where it has an ongoing redevelopment project. Apart from having the highest rate of youth unemployment within the state, Maitland is one of the centres for resettlement of Syrian refugees. With this context in mind, business leaders began a dialogue with community members on how they could help bolster the local community. Thus far, the experience of the first cohort has been a positive one, with 100% of participants eager to apply the skills in their regular roles. As a result, the leaders have become more inclined towards cross-business collaboration and are applying design thinking techniques in their work.



Last year, Vocus threw out formal performance reviews, adopting a performance motivation approach instead. This allowed Vocus to create an opportunity for leaders and employees to determine what motivates them, rather than relying on an outdated, hierarchical bi-annual performance review process, driven by HR. The review process had a Choose Your Own Adventure spin and a strengthbased approach; team members were given access to a custom-built portal filled with tools that they could use to form a plan that best fitted their needs. Aside from providing the usual KPIs, the HR team and management now emphasise having more regular and meaningful conversations during review, in order to help employees focus on developing their strengths. To date, the team has received outstanding feedback. In terms of engagement measures, Vocus has received higher scores for the key categories identified by Great Place to Work; in particular, its rating for communication has gone up from 6.7 to 8.9 over the past 12 months.

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Transurban returns to the basic yet effective concept of teamwork with its L&D program. Having realised that the bulk of L&D happens on the job, the HR team came up with CoPs – Communities of Practice – which they’ve defined as “a group of people who have a common expertise, interest or passion, and want to share and expand their knowledge”. The approach is straightforward: members of these communities are encouraged to share their best practices and come up with new knowledge that they can apply to their work. These knowledge sharing forums are employee-led, thus fostering initiative and empowerment, and are properly tailored to suit specialised fields. One community can consist of employees from different areas of the business and can also include external partners. As of mid-2016, the HR team had already facilitated the development of 11 formal CoPs that covered a wide range of skillsets, including engineering, road safety, mobile apps development and intelligent transport systems.

WESTERN POWER Energy supply and management


The HR team at the University of Canberra began rethinking their culture strategy by first reviewing the findings in the Workforce of the Future report by AHEIA/ PwC. Factors such as the changing nature of work in universities and new expectations of students were outlined in the report, which also explained how these called for more innovation and flexibility on the part of educational institutions. In response, the university formed its People Plan, which aligned the HR function with the institution’s strategic objectives. The plan was drafted through comprehensive workforce planning, and revolves around 3Cs – Capacity, Capability, Culture. In line with the latter, the objective is to create a culture that is focused on the customer. The university hopes to achieve this by building an effective employment brand and recruiting the right people with the right skills who will make up a diverse and inclusive workforce, and ultimately promote customer focus by promoting its values and nurturing capable leaders.


As a government-owned energy provider, Western Power understands how crucial it is to be on top of things around the clock in order to meet the needs of consumers. The HR team makes the same commitment to its internal customers through a 24/7-accessible reward, recognition and benefits program. The solution is described as “innovative, integrated, holistic and centralised”, and consists of two sub-programs. Livewires is a reward and recognition program that promotes an everyday culture of appreciation through formal and informal recognition, with specific rewards provided based on tenure and discretional initiatives. MyBenefits is a program to help employees achieve significant savings in everyday life, and provides in-house benefits and employee discounts for numerous products and services. These two platforms are effectively integrated with the support of a single provider and the use of a single sign-on, which has resulted in a seamless user experience.

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Sponsored by



A sample of Youi’s employer branding.


After reading about the employees’ dissatisfaction with the performance management system in the 2015 engagement survey results, the HR team designed a new approach to performance management. The desire is for employees to Thrive, which is what the team named their initiative; the aim is to identify individual performance goals, development goals, and career opportunities. The approach incorporated regular feedback and highlighted the importance of consistency and transparency, particularly in relation to reward and recognition. The team also created a portal that went live in July 2016, and this facilitated record-keeping and effective tracking of progress. As described by a manager: “When compared with the previous process, this conversation was very different. The conversation focused on actual projects and became a coaching session with a commitment to specific goals … the coaching aspect of the conversation allowed for a conversation of on-the-job development. The beauty of Thrive is that everything doesn’t have to be addressed in one sitting.”


In 2014, Youi established a YourLife health and wellbeing program to promote work-life balance. In 2016, the team decided to take the program to the next level by shifting the focus to curing inactivity within the organisation, in the hopes of achieving 100% engagement for the program by the end of the year. The team found the goal both terrifying and exhilarating, given that the company had over 1,700 employees across three countries. Inspired by The Global Goals, the head of each department became an ambassador and made a commitment to at least one of YourLife’s eight health and wellbeing targets (eg eat healthier, exercise regularly), and staff followed soon after. The departments then began arranging walking meetings, team PT sessions, meditation and sporting events, all to sustain the goal of curing inactivity.

YOURLIFE COUNTS Youi managed to hit the following numbers in 2016:

EARLY POSITIVE RESULTS The team did a mid-term review of the Thrive initiative by randomly selecting 75 participants from across the business, and found the following: Each participant was able to accurately describe Thrive and its approach 68% had already had a Thrive conversation 92% rated the quality as above average or engaging




number of different YourLife activities provided

individual participations in activities



of staff participated by September

average number of activity participations per person

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Peter Hartnett Sanitarium Health and Wellbeing Australian HR Director of the Year 2016 Friday 8 September 2017 • The Star Sydney

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Official publication

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RETENTION SPECIAL REPORT More than half (59%) of Australian millennials are actively looking for their next job opportunity, earning them the title of continuous candidates. And with career decisions from all employees being based upon opportunities for advancement, type of work, compensation and benefits, HR need a comprehensive strategy to retain outstanding talent


Culture really is the glue that holds organisations together. However, with so many toxic workplaces out there, Mark Pallot and Evelyn Jackson outline how HR can help build a culture that helps people thrive


Executive coaching has proven to be an effective way to retain employees who are working through challenging times, writes Dr Denise Fleming


Kate Jones outlines how a multi-pronged approach to managing staff can reap significant dividends in terms of staff retention


Recognition is a key component of employee retention, but what are the fundamentals of a successful program? Alan Heyward provides his insights

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CULTURE IS KING Culture really is the glue that holds organisations together. However, with so many toxic workplaces out there, Mark Pallot and Evelyn Jackson outline how HR can help build a culture that helps people thrive

alignment between the organisation’s core purpose and the values it lives by unveil meaning and belief. Creating a culture with meaning drives organisations to enable meaningful work, meaningful leadership and meaningful workplaces.

Personal connection to the work Employees today are looking for purpose and belief in what they do every day. They need connection to the organisation and its purpose. CULTURE BRINGS meaning to breakfast. Perhaps that’s a nod to the past famous Drucker quote … or is it acknowledging the future because this next generation of workers is looking for more than just pay and benefits? Either way, it’s a faster game now, with more players, more levels and more reward and recognition demands from the work itself. This generation is looking for a culture with meaningful work at the heart. Yes, employees today are brand loyal despite contrary opinions; however, it’s simply not in the same way as before. Millennials in particular are more fickle with brands that fail to appeal to their personality and who they truly are. Clarity and transparency are what is important. Employees want to be clear about why they work for a particular organisation, understanding the core purpose and ensuring they are aligned to it. At the heart of culture are the values of the organisation. Cultures with true


Belief built on trust Although culture is defined and shaped by all, it is the leaders who play a key influencing role when designing a culture to retain its best talent. The connection leaders have with their teams plays a significant part in how loyal employees are to the organisation and in turn their appetite to stay and continue to deliver above expectations. Employees are also searching for authenticity when it comes to leadership. They expect their leaders to be human. That means being honest

The workforce of today is looking for connection in the work they do, belief in the leaders they work with and belief in the organisation they work for The work they do every day must make a difference to the organisation’s achievements and the impact of their achievements must be evident for them and the people they work with. Enabling meaningful work starts with the design of the work itself and aligning the purpose of each role to the purpose of the organisation as a whole. Understanding individual passions and the type of work that deeply connects is the first step to ensuring the work has meaning. Then it’s about challenging individuals with the work they do and enabling a culture of continuous learning to appease curiosity and development inherent in the workforce today.

with themselves and their teams on a daily basis, asking as much as directing, questioning as much as praising, learning as much as teaching. When a leader is real in this way, their teams believe in what is being asked of them and start to trust and believe in the leader. To achieve this level of authenticity demands a culture of leaders who are not judged, where teams are empowered and accountable and where courage is celebrated and teamwork rewarded above individual praise. The policies, processes and the fabric of the organisation based on these inherent values and principles result in meaning.

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An environment where alignment of values is possible Having genuine relationships at your workplace is possible when employees feel safe and are able to bring all of themselves to work. Not some professional or work persona to dress against similar to the clothes they wear each day. Organisations can become highly political in nature, and often there are environments where individuals act a certain way in order to match what they believe the company and their leaders want to see. Encourage your employees to bring all of themselves to work, avoid judgment and remove

politics from the environment. Nurture a workplace where behaviour expectations are communicated and adhered to, because the people you hire inherently match the values of the organisation – with no judgment on who they are, what drives them, what their dreams are, what they wish they had accomplished already and what they want to do once they leave your organisation. True authenticity is only possible when employees can be themselves to gain a deep connection with the people, the leaders and the organisation as a whole. Genuine loyalty occurs here because the people they have

around them matter more. The culture is perceived as too valuable for risk elsewhere. The workforce of today is looking for connection in the work they do, belief in the leaders they work with and belief in the organisations they work for. They are looking for a culture with a meaningful breakfast – and that is just the beginning. Corporate Crayon is powering company culture through employee energy by changing the relationship people have with work to attract, motivate and retain the emerging workforce. Follow us on Twitter, Facebook and Instagram and see more of what we do on

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COACHING AS A RETENTION TOOL Executive coaching has proven to be an effective way to retain employees who are working through challenging times, writes Dr Denise Fleming, managing director, Foresight’s Global Coaching FINANCIAL INCENTIVES are commonly used by corporations as an initiative to retain their top talent. However, experience indicates that complementing financial incentives with targeted executive coaching, as the following case vignettes show, can lead to better retention outcomes.

Integrating new executives Retention in the context of acquisitions A large corporation implemented executive coaching support for new executives resulting from the acquisition of highly successful, smaller organisations. The leadership team members were previously shareholders and needed to be retained for the acquisitions to be successful. Due to large financial rewards from the sale of shares, financial incentives would have added little extra value. Due to an investment in executive coaching for the executives, the value of their knowledge and skills was recognised and the executives remained. Onboarding The culture shock experienced by an acquired executive from overseas was mitigated through executive coaching to bridge the gap between the different cultures, peers and processes. Acquiring the executive had been


a costly process, retention was critical for the organisation and for the decision makers behind the appointment.

Competitive inducement An executive highly valued in the role, but unsuited to the next level Retention of a highly experienced executive who realised further promotion was unlikely was supported through executive coaching as loss to a competitor was a real threat. The coach helped the executive to realise and accept his value to the organisation as a technical specialist, and that he was highly valued globally for his technical knowledge, skills and experience. Thin talent pool, tight headcount and budgets A seasoned operational executive was under extreme pressure from a new divisional leader to achieve very demanding financial and operational targets through a team focused on a totally different set of targets. There was a high risk the executive would leave to join a competitor. The executive was retained and developed to deliver the required outcome through work with an executive coach.

Disrupted environment Change of CEO and restructuring Through executive coaching, a talented, high-potential person was retained who had become dispirited by the impact of a recent restructure on people they trusted and admired. The danger of their loss to a competitor, who was making a serious approach, was blocked. Executive coaching identified the benefits of staying, skills were developed and morale returned. Grooming for a new higher level undisclosed role Succession planning indicated that a leader would be promoted to a role elsewhere in the group and a direct report was developed as his internal replacement. A change in strategic leadership resulted in another person being appointed to the expected role. The direct report was moved to an unfamiliar but vital role and was assisted in the change by executive coaching. Retention was the critical objective together with development of the person for their next, as yet undisclosed, senior role.

Career plateaus Strategic status quo A talented, high-potential executive was asked to remain in an unchallenging role for an indeterminate length of time while other assets were divested. Executive coaching in personal growth and next-level skills resulted in the necessary patience and the executive remained in the role and in the organisation. Overcoming more of the same – not leaving for a new opportunity A retention challenge arose when a project management specialist – highly valued for specific expertise and the ability to deliver projects on time and on budget – felt new challenges elsewhere were too attractive to refuse. An investment in leadership growth, scope and scale strengths through executive coaching retained the expert. FGC provides executive coaching to senior executives in Australia and globally. FGC’s distinguished and experienced coaches are supported by a robust coaching model. Visit

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IS YOUR ORGANISATION AUSTRALIA’S BEST WORKPLACE? HRD’s third annual Employer of Choice survey is now open, recognising Australia’s best workplaces from those who know best - employees. For the chance to be named an Employer of Choice, encourage your staff to complete the survey and provide their feedback across a range of areas from career development to leadership, training and remuneration.

Complete the survey online at Survey closes 7 April.

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THE PROACTIVE APPROACH TO RETENTION Kate Jones outlines how a multi-pronged approach to managing staff can reap significant dividends in terms of staff retention PUT YOUR workers first, your customers second and your shareholders third, says Richard Branson, and the rest will take care of itself. Prioritising staff ahead of customers bucks the “customer comes first” mantra corporations have held dear for decades. Yet a gradual power shift has seen employee well-being, remuneration and physical health become more vital than ever before. Research shows better staff retention is

A high turnover of employees can place pressure on workers forced to pick up the slack, resulting in a drop in staff morale. It can also expose businesses to a loss of corporate intelligence, which can leave them vulnerable in a competitive marketplace.

Retention strategies The latest research into staff retention reveals the smartest strategies are multipronged, proactive and sustained.

“At the very least, review and benchmark your employees’ salaries on a yearly basis and provide increases that are in line with inflation” Charles Go better for business. Fostering a workforce of happy and engaged employees lifts productivity levels and drives business growth. What’s more, effective retention strategies save companies time and money. It also means organisations avoid the expense involved in engaging recruitment firms and the time spent interviewing and training new staff.


The 2016 Staff Retention Report by the Australian Institute of Management (AIM) shows 54.6% of Australian organisations are concerned about how to keep their employees, compared to 48.8% the previous year. However, an increased focus on ways to improve engagement of in-house talent may be responsible for a falling resignation rate.

Since 2012, resignations have fallen by 13.4% to 10.3%. To reduce resignation rates businesses used a range of methods, including exit interviews, reviewing or updating staff remuneration and conducting job satisfaction surveys. Local Government Association of Queensland (LGAQ) HR manager and AIM corporate member, Angie Gibson, says job satisfaction surveys have helped her keep a pulse on employee engagement. For the past three years the LGAQ has recorded job satisfaction scores of 93%, 85% and 92%. “If you look after your staff, they will look after you, and that’s reflected in our survey, and I’m really proud of that,” Gibson says. The LGAQ uses various methods to ensure staff retention and chief among them is a program called Well At Work. The program is steered by an eight-person Wellness Committee, which assesses the effectiveness of current practices. The program has been recognised by the Queensland government’s Happier. Healthier. Workplaces initiative and with an award from the Australian Human Resources Institute. Gibson says it includes everything from pedometer challenges to family social days. “We look after emotional, physical, mental, social and occupational areas of an employee,” she explains. “Some people think it’s all airy-fairy, but it’s very physical, emotional, social – all those sorts of things. We really support people.” A new program will be launched at the LGAQ this month to check and encourage employee health and promote inclusion through social activities. “We’ ll do things like ergonomic assessments, healthy heart checks in May, flu vaccinations, our social day at Simpson Falls, Mount Coot-tha on a weekend so all families can get together,” Gibson says. “We’ll do a walk to work day and have a breakfast here; we’ll have end-of-year

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functions, a Melbourne Cup function, mental health days. “There’s something every month and every second Wednesday is Wellness Wednesday, where we have massages and meditation in our rooms.” In addition to the wellness program, the organisation also has a reward and recognition scheme that acknowledges outstanding work in the form of a presentation and a gift voucher. As all-encompassing as these initiatives are, they mean little without measurement and assessment. Throughout the year, Gibson conducts job satisfaction surveys that quiz staff on everything from healthy

Millennials place a high value on working for organisations with ethical standards for their customers and their staff. Corporate social responsibility (CSR) programs are therefore an attractive option for Gen Y workers. Initiatives include annual charity donations, sustainable business practices, developing supplier relationships, corporate sponsorship, local community activities, carbon reduction strategies and staff charity days. Businesses with CSR programs recorded a resignation rate of 9.3%, while those with informal policies were 11.5% and those with none at all were 10.4%. Surveying staff can reveal which initiatives are most important to them. Using these results, organisations can ensure their mission and values statements resonate with employees.

eating at work to the issue of bonuses. Gibson also performs a thorough remuneration check to ensure they are not falling behind industry rates. “I do a remuneration benchmarking report every year, so I use the AIM National Salary Survey, which is one of my main things for the corporate side of the business,” she says. “I look through all the state government

public sector wages and federal and always request reviews from the larger agencies – like Hays and Robert Walters – and I research particular jobs on Seek. And every three or four years, I’ll go out to a specialist company like Mercer that surveys, say, the top six roles in the organisation to make sure their work value’s there – to make sure we’re not getting too far behind the ball.”

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WHY ARE EMPLOYEES LEAVING? AIM has identified the chief reasons for taking on another job role New challenge – 81.9% Limited career advancement opportunities – 56.5% Insufficient financial reward – 44.4% Conflict with staff/manager – 29.6% Logistically difficult – 21.8% Lack of development/training – 18.5% Lack of recognition – 16.7% Feeling unsupported/ overworked – 12% Insufficient non-financial reward – 8.8% Underutilised – 8.8% Lack of flexible start-finish times – 4.6% Unrealistic goals being set – 4.2% Lack of flexible working arrangements – 3.2% Other – 11.1% Source: AIM 2016 National Salary Survey

AUSTRALIAN INSTITUTE OF MANAGEMENT The Australian Institute of Management is the peak body for managers and leaders. For 75 years, AIM has been helping people become better managers, and managers become great leaders. We provide thought-leadership knowledge and resources to Australia’s management and leadership community. Visit our website for more details:


The pay factor So what’s more important for employees – pay or job satisfaction? The AIM 2016 National Salary Survey shows the top three reasons for employees taking on another job role are: seeking a new challenge at 81.9%, limited career advancement opportunities at 56.5% and insufficient financial reward at 44.4%. Charles Go, research product manager at AIM, says remuneration should be a top priority for those developing retention strategies. “No matter how cool your office is, how many benefits they have or how supported they feel at work, at the end of the day, people

consider giving better benefits, says Go. “It could translate to long-run savings for the employee,” he says. “For example, if a staff member can work from home one day a week that will save them $100 a week on day-care expenses, which will be about $4,800 a year.”

Other benefits Flexible benefits can have a surprising effect. Organisations offering time in lieu to reimburse overtime had resignation rates of just 9.8% compared to 10.9% for those who didn’t compensate staff for extra hours worked. Additional super contributions also make a difference. Organisations that made extra

“At the end of the day, people still need to pay their bills, save for holidays and afford to live the lives they want” Charles Go still need to pay their bills, save for holidays and afford to live the lives they want,” he says. “At the very least, review and benchmark your employees’ salaries on a yearly basis and provide increases that are in line with inflation.” Sales staff traditionally receive salary bonuses, but Go says it’s now becoming common for support, technical and finance staff to receive bonuses. He recommends clearly defining expectations, checking performance to make sure that they are on track, and ensuring the bonuses are based on the company’s overall targets so the company doesn’t pay them if it is not making any money. “Go one step further by encouraging and supporting them to reach those stretch targets to get their bonus,” he says. “You’ll be surprised at the increased level of engagement when people truly feel like they are closer and closer to the finish line.” Not every company can offer cash incentives or raises. Instead, they should

super contributions had a lower than average resignation rate at 9.5% compared to 10.5%. Developing a supportive learning environment is key to keeping workers challenged. More than 18% of employees report resigning because of a lack of professional development and training. Research shows personal interviews are the most effective way of evaluating training, followed by pre- and post-training surveys and training feedback forms. Building an effective staff retention plan is about more than just meeting an employee’s needs. It’s about surpassing them. In today’s disruptive market, staff retention strategies need to take a holistic approach to give employees the support they need to do their jobs well. A continual, proactive strategy creates a happier, more engaged workforce and safeguards organisations against the eroding effects of continual resignations.

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THREE KEY PILLARS OF EFFECTIVE RECOGNITION Recognition is a key component of employee retention, but what are the fundamentals of a successful program? Alan Heyward, Executive Manager, accumulate, provides his insights GROWING NUMBERS of organisations are treating employee recognition as a key pillar of their corporate strategy, recognising its critical role in driving cultural alignment and behavioural change, developing capability, and strengthening engagement and retention. And it’s those organisations that are applying increasing levels of sophistication to three key areas that are realising some of the most significant gains – those areas being: recognition branding, employee communications and people analytics.

1. Develop a fun, engaging and meaningful recognition brand While some organisations simply default to positioning their recognition activities under an extension of their corporate brand, there are plenty of organisations that have invested heavily in developing creative, aspirational and engaging brands with impressive results. Two of our major banking clients have developed and evolved their Heroes and Legends recognition brands respectively; the former invoking heavy superhero imagery to help recognise the everyday heroes within their organisation. The latter has drawn from mythology, employing a mix of illustrative and photographic imagery to represent the hidden legends within its walls. Additionally, a large multinational


pharmaceutical client has long celebrated a small blue mascot – Charlie – as the face of recognition throughout the company; he has acted as a fun, accessible, unifying element across its highly diverse workforce. Another example is a large retail client, which uses its playful and, at times, irreverent Seeker brand – complete with seemingly endless amounts of canine imagery and puns – as a vehicle through

effective communication – in all its forms – is critical to the success of any employee recognition strategy. While virtually a hygiene factor in the consumer marketing sphere, most of these organisations are now realising the power of targeted communications to different employee segments. Some target inactive employees who have not recognised a colleague for some time; others present

The themes and creative execution may be fun and light-hearted but, in each case, the recognition brand is highly meaningful which to recognise and reward behaviour that supports new business lead generation across its 30,000-strong workforce. The themes and creative execution may be fun and light-hearted but, in each case, the recognition brand is highly meaningful and has become a powerful lever that organisations can pull to help role model behaviour and effect change, and drive outstanding, measurable results.

2. Exploit the power of communication and community It sounds like an obvious point to make, but

affordable redemption options based on reward points balance. Many target demographic and geographic segments: blue collar vs white collar, office-based vs remote, fluent English vs ESL, and online vs offline are just some of the variations to consider. Within these segments, A/B testing is also common; variations in subject lines, messaging, imagery and communication dates are trialled, as are the use of control groups, providing the opportunity to further enhance communication insights and effectiveness. The more progressive organisations

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3 HABITS OF HIGHLY EFFECTIVE EMPLOYEE RECOGNITION STRATEGIES 1. Develop a differentiated, fun and meaningful recognition brand to cut through competing corporate branding and communications. 2. Target your communications to different employee segments to drive the desired behaviour. Communicate well, communicate often, via multiple channels. Leveraging the inherent strength of your employee communities is critical to the development of a strong, vibrant, sustainable culture. 3. Exploit the valuable employee data sources at your disposal to produce insights that will help optimise the performance and efficacy of your recognition strategies, and inform broader organisational decision-making. also target influential recognition superusers – those who regularly give and receive recognition – and empower them as recognition champions, to help drive the desired cultural change and/or alignment, and use recognition to help build stronger employee communities. Targeted, educational communications to managers are also common, as is the sharing of personal stories and individual profiles, to celebrate achievement, and role model and reinforce desired behaviours. The empowerment and strengthening of employee communities via social streams is another critical element of the communication mix, creating an additional layer of engagement by providing a forum for both professional conversations and personal interests. It’s no coincidence that organisations that provide a host of excuses for communicating infrequently, if at all, have trouble realising a strong return on their recognition investments.

3. Make data-driven decisions As I outlined in the Engagement Report in the December HRD issue, growing numbers of organisations are tapping their employee recognition data to produce insights that help optimise the performance and efficacy of their recognition strategies, and inform their broader organisational decision-making. For example, our Heroes client (from section 1) has analysed its HR data sets to draw a clear, positive correlation between recognition activity and overall engagement. Our Seeker client chose to overlay a qualitative element by surveying its employees on a range of elements, allowing it to build a strong internal NPS picture, identifying opportunities to improve process and communications, while also helping to shape its overall performance and reward strategy. Other clients are undertaking internal and external benchmarking, and feeding recognition data insights into their broader talent identification and key influencer

initiatives. Some are also looking to match recognition and engagement data with sales and customer data, to create a clear picture of key loyalty drivers at critical stages of both the employee and customer life cycles. Pulse checks, onboarding surveys and exit interviews provide additional, rich qualitative data sources to mine.

Where data meets communication and design There are many factors that contribute to effective retention, but it is those organisations that understand and exploit the powerful relationship between a creative, differentiated recognition brand, targeted communications and rich data insights that will ultimately steal a march on their competition when it comes to engagement, performance and retention. accumulate, a Qantas Loyalty business, partners with many leading Australian brands to help drive employee engagement and loyalty. Talk to us today to find out more.

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CRASH AND BURN: HRIS ROLLOUT FAILURES The shockingly high failure rate of HRIS rollouts indicates faults on the side of employers and vendors. Here’s what goes wrong, and how HR technology implementations can be improved HR TECHNOLOGY is big business. A report by KPMG claimed that 30% of organisations intended to replace their legacy HR systems in 2016, while 40% planned to move their operations to the cloud. Despite this push, technology research firm Gartner says 50%-75% of all enterprise

hard to compare solutions; and 50% said the flexibility of the solution was often unclear. Thirty per cent were unsure about the level of honest and transparent advice they were being given. Nick Southcombe, general manager at Frontier Software, is not surprised by the

“Vendors are good at selling and promoting what the benefits should be, but maybe they need to be stepping up with assisting clients to achieve successful implementations” Nick Southcombe, Frontier Software resource planning (ERP) projects fail. While the HR module will be just one chunk of an overall ERP pie, it’s a scary statistic. When it’s broken down further, some 48% of surveyed business leaders admitted they find the range of solutions confusing; 50% found a lack of industry standards made it


failure rate statistic, and suggests that if just HRIS failures are considered, the rate would likely be higher than 50%-75%. For payroll rollouts, however, the news is more positive – Southcombe suggests these rollouts actually have a higher than average success rate. The reason for this, he adds, is simple: “It’s

because there are clear objectives set and there’s a lot at stake, even more so than with a HRIS rollout. You’ve got to get your payroll right and we’ve seen what happens when companies get that wrong. No vendor wants to be front-page news.” Talking of vendors, Southcombe suggests HRIS rollouts are often a shared responsibility on behalf of the employer (or client) and the vendor – and evidently both parties have work to do.

What goes wrong? In many ways, HR professionals would do well to look at how and why payroll technology rollouts are on the whole more successful than HRIS rollouts. Southcombe says those people dealing with payroll systems are often systems-oriented. They know their data and they’ve got a defined objective and a well-defined time frame – that is, along the lines of: “We must be live by this date because the vendor is discontinuing support.” Southcombe says that often HR technology projects are ill-defined and objectives are vague at best. Something like: “We need to have an online recruitment system” is deemed sufficient. “Often they are just generalised motherhood statements and HR hasn’t adequately defined what the criteria or the objectives are, and also what the critical success factors are for the project,” he says. Southcombe adds that this is not due to a lack of due diligence; indeed, he says that most software solutions are adequate and will meet at least 80% of the required functionality. It’s more due to poor management and planning upfront. HR technology rollouts also go wayward when they don’t have an imperative deadline for completion. “Usually a payroll project is defined with a deadline,” says Southcombe. “Without that it’s easy to lose focus on the project.” Another key element to consider is the lack of established processes in the HR function. Unlike other technology areas – be

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A HELPING HAND? it financial or payroll, e-commerce solutions or supply chain systems – HR rarely starts from a process-based orientation. “A lot of HR can be a bit more laissez-faire and not well-defined. What software products and platforms are good at is working with defined processes,” says Southcombe, who adds that he’s worked with many organisations that do not have processes documented. As a result, they may underestimate the work they need to undertake with the vendor to ensure old processes are covered off and new processes are established. “My view is that successful implementations occur when the HR department has a very good in-house HRIS administrator,” Southcombe says. “That doesn’t mean they’re HR practitioners per se, but it’s someone dedicated to managing a system.”

What role does the relationship between IT and HR play in technology rollouts? Nick Southcombe responds: “We find that the IT department is typically not involved in HR implementations. What they’ll tend to do is provide and establish the underlying infrastructure availability: they ensure the software under the system is fine; they’ll deal with security issues; and set up the environment for the new software to succeed. It’s unusual for an IT department to provide a business analyst or process analyst from their department to work with HR. I don’t believe the two teams work as well together as they could, and that’s largely due to their skill sets and natural inclinations. HR people generally are not technocrats, but they work well with people. IT people tend to be technocrats who can work very well with technology but can be a little less humanistic in their approach to business.”

Sharing the blame Refreshingly, HR is not solely to blame for technology failures; vendors also have a role to play. Southcombe says that while it’s easy to blame HR for not understanding the importance of processes and time frames, he suggests vendors are also failing because they are not coaching and providing process consulting to their clients. He also says that many projects are

failing because there are poor out-of-the-box solutions offered. “Vendors will suggest an online recruitment system, but they fail to ask how the client needs that configured for their organisation. They expect the clients to know all the answers when maybe they’ve never had any experience with an online recruitment system before.” A consultative approach will help clients

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TECHNOLOGY Brought to you by

GETTING HRIS LAUNCHES OFF THE GROUND Nick Southcombe provides four essential tips: Start with clear direction and objectives “What are you hoping to achieve? Is it to make the lives of end users – your employees – more efficient? Is it to make your HR team more productive?”


Be clear on your processes “Payroll technology rollouts are generally more successful because payroll professionals are by nature very process-oriented. HR needs to adopt that mindset. Without processes, any software implementation will struggle, so know what your current processes and workflows are, and what your new processes and workflows might be with the new software.”


Set clear time frames “Nothing destroys morale more than time frames that keep being pushed back and back.”


Sell to end-users “With the points above covered, it’s easier for management to sell the ‘what’s in it for me’ element for stakeholders.”


FRONTIER SOFTWARE Founded in Melbourne, Australia in 1983, Frontier Software is a global leader in human resource, talent management and payroll solutions. Their solution ichris sets the global benchmark for functionality and improved employee experience. With support offices in Melbourne, Brisbane, Sydney, Canberra, Adelaide and Perth and key global locations, Frontier Software is well placed to service its 1,700 clients.


make the best choice, Southcombe adds. “It might be that there are four possible solutions and the vendor needs to walk through the pros and cons of each solution. Vendors are good at selling and promoting what the benefits should be, but maybe they need to be stepping up with assisting clients to achieve successful implementations.” How about training during and after implementation – should vendors play a role there too? “Most systems are highly configurable so, for example, the implantation of our selfservice kiosk in one client will be entirely

be trialled with a smaller group? Southcombe advises that this is certainly preferable in cases where an organisation is transforming from no or limited HR technology, to dedicated platforms such as performance management. Frontier Software itself takes this approach, but it’s more so that developers can use their own code first and make necessary amendments. The software will be prototyped and used in one or two departments before it’s rolled out through the organisation and then onto the market. When replacing a like-for-like system or switching from one vendor to another,

“Vendors should be designing systems that require little to no training. What training did anyone ever need to apply for a job on SEEK? Or training to use Facebook or Twitter?” Nick Southcombe, Frontier Software different to another client. Typically we find clients prefer to do their own training because it’s bespoke and tailored to their needs and requirements. It’s slightly different for the HR specialists like recruiters, for example. They need to be trained in the backend functionality, but I’d consider that separate to end-user training.” However, Southcombe adds that training requirements should be minimal as the end user experience should be at the top of the designers’ or coders’ priority list. “Really the vendors should be designing systems that require little to no training. What training did anyone ever need to apply for a job on SEEK? Or training to use Facebook or Twitter? It should be intrinsic and intuitive.” And how about the popular theory that any significant technology rollout should first

Southcombe suggests a “big bang” approach is perhaps more effective. “People are used to dealing with a system so, for example, you’re replacing one self-service kiosk portal to enter your sick leave to another. Doing it in one go is probably easier on the business – provided that the change management and communication occurs, and the software is intrinsic to use.” He adds that the personal nature of payroll and many HR technology functions means it’s critical to get it right. “Payroll in particular is the most personal type software. It affects everyone and obviously everyone wants to be paid correctly. But then think about all HR technology functions. People care about how they’re rated in a performance review. They care about how they are treated in the recruitment and onboarding process. So it’s really all personal.”

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TALENT SOLUTIONS FOR A NEW ERA As the Australian workforce undergoes dramatic change, now is the time to rethink traditional recruitment methods GLOBALISATION. An ageing workforce. Fundamental shifts in how, where and when people are undertaking work. These are just some of the key disruptors shaking up the workforce of 2017. At a time when businesses need to think even more strategically about their workforce mix, and as HR teams are under pressure to deliver more results with less, it’s understandable some may feel daunted.

challenged businesses to think through creative ways of attracting and engaging these workers, to think through the mix of workers required to deliver necessary outcomes and to revisit the policies needed to support a contingent workforce. “We have first-hand experience working with clients in media and advertising – industries that rely on the freelance economy for results,” says Cook. “Your

“We’ve seen talent acquisition get more attention at the board levels; therefore, our solutions have to demonstrate innovation and differentiation in the approach” Nicole Cook, Managing Director ANZ, PeopleScout Unfortunately, research suggests that the impact of workforce change is only just starting to be felt. Nicole Cook, Managing Director ANZ, PeopleScout, cites just one example: the rise of the contingent workforce (eg temporary, contractor and statement of work engagements). This development has


recruitment approach in these industries is passive strategic sourcing and you must be prepared to present a compelling employee value proposition [EVP] to keep good talent. Traditional views of turnover metrics may also be challenged. What is an acceptable turnover rate in this new way of working?”

In addition to this, Australia’s population is changing, and it will soon have a very real effect on the country’s workforce. According to McCrindle research, we should start to notice these differences by 2020 when the country’s median age will be 40 (up from just 29 in 1980), and there will be more 65-year-olds than one-year-olds. “The population is ageing while young people continue to flow into the workforce from secondary and tertiary education,” says Cook. “For people in talent acquisition, this means balancing the talents and desires of five distinct generations of workers.” Then there’s globalisation, which has had a profound impact on workforces and the employer landscape throughout the APAC region, particularly in Australia and New Zealand. “The rise of multinational corporations and foreign investment has provided robust demand for talent,” says Cook. “Australian companies investing internationally have also created a demand for Australian managerial talent to work outside the country for a significant period.” Globalisation is also a major factor in the description of jobs being created in the Australian economy. Cook cites an example: a consumer in Chicago can order a pair of boots from an Australian company on his computer and expect them to arrive on his doorstep in a matter of hours. In addition to those working in the factory in India, this is only possible due to those who work in global supply chain management, others who work processing the internet orders, and those who transfer those US$ being paid to A$ returned as profit. “The nature of jobs in the global marketplace is constantly evolving along with technology and the market itself,” says Cook, who adds that the classic supply and demand model of local talent filling the needs of local employers is obsolete.

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TALENT SCIENCE A helping hand It’s no surprise that Cook has found that even for organisations with sophisticated and well-staffed HR departments, these challenges can be daunting. A possible solution may lie in partnering with a reputable recruitment process outsourcing (RPO) provider, such as PeopleScout. PeopleScout operated in the ANZ region as HRX from 2005 through 2015 and became fully integrated into the global PeopleScout organisation in 2016. Cook says the firm’s global reach is important. It allows PeopleScout to offer Total Workforce Solutions – which blend Managed Service Provider (MSP) with RPO in one integrated program. It also enables the firm to provide workforce planning when there are no

Two key HR trends are business-driven talent analytics and predictive talent models with HR analytics. Both of these concepts involve merging talent data from the pre- and post-recruitment process with business process information. The focus is on predicting how and where to access talent based on the use of analytical tools and algorithms using what if scenarios. Nicole Cook explains how PeopleScout uses these insights. “PeopleScout implements Higher Insights, a proprietary business intelligence reporting platform that provides powerful analysis of program-specific data and metrics at a customised frequency and cadence aligned with our client’s overall business objectives. Higher Insights custom reporting provides clients with data on candidate quality, candidate pipelining, process efficiencies, hiring volumes, trends, SLAs and KPIs, sourcing effectiveness, market research, compliance reporting and more. The platform also provides meaningful and relevant industry data on topics including competitive insights, regulatory and legislative changes, RPO, HR and talent acquisition trends, technology and innovation, economic market indicators such as unemployment data and more.”

formal programs in place; and to draw on deep expertise in the strategic elements of talent acquisition, such as championing and integrating diversity programs and succession planning. This is important

to a number of sectors, as many APAC organisations need to access talent from outside the country or region. The term Total Workforce Solutions can mean different things to different clients

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RECRUITMENT Brought to you by

WHY RPO? Nicole Cook outlines why RPO might be appealing: • Results-focused “An RPO model is unique in that we operate like a fully integrated internal model, but we have contractual KPIs aligned to our client’s talent acquisition objectives that are non-negotiable. We can also flex up or down to meet recruitment demand easier than an internal team can.” • Flexibility “Customers look to us to provide the flexibility to adapt to increases and decreases in demand, changing talent acquisition agendas and provide innovation. Our ability to be nimble and flexible in meeting the changing demands of our client is a requirement.” • End-to-end services “HR directors in the APAC market aren’t simply looking for a transactional RPO any more. We’re being engaged to manage graduate recruiting, redesign employee value proposition programs, manage diversity agendas, run internal consulting projects or provide the entire HR function itself (HRO).”

PEOPLESCOUT PeopleScout, a TrueBlue company, is a Total Workforce Solution provider trusted by businesses around the world for Recruitment Process Outsourcing (RPO), Managed Service Provider (MSP) and blended programs. PeopleScout provides costeffective delivery of scalable, integrated and highly customised recruitment solutions to more than 70 countries worldwide. Learn more at


depending on their needs, but Cook says for PeopleScout the term implies there is a trend for organisations to look at a more comprehensive view of their workforce needs (executive search, full-time professional hiring, contingent and labour hires) from end to end. “We’ve seen talent acquisition get more attention at the board levels; therefore, our solutions have to demonstrate innovation and differentiation in the approach,” says Cook. “Being a part of a global organisation like PeopleScout means that we now have access to a global team to extend our reach and keep us tightly linked to innovations in this space.”

world of work, talent scarcity, demand for improved analytics and technology and need for improved ROI,” says Cook. Cook adds that employer brand positioning is a key trend in the talent acquisition space. Due to so many employers competing for the best talent, RPO programs play a crucial role in effective employer brand positioning and candidate experience, and can assist with strategic talent consulting and long-term workforce planning. Lastly, RPO programs – as well as Total Workforce Solutions – help buyers increase online access to program analytics, workforce planning and labour market data to boost visibility into relevant market dynamics.

“The nature of jobs in the global marketplace is constantly evolving along with technology and the market itself ” Nicole Cook, Managing Director ANZ, PeopleScout RPO changes The evolution of the RPO industry is another consideration for talent acquisition leaders. BPO analysts NelsonHall predicts that RPO will be the fastest growing service in the HR arena by 2020 and that the Asia-Pacific and Latin America markets will emerge as high growth. The global RPO market will help companies that require the flexibility to access talent from different geographies. Total Workforce Solutions have also been on the minds of RPO buyers for a number of years. The market is now maturing and PeopleScout is finding more talent acquisition professionals interested in the possibility of a blended solution. “Many of the key drivers for RPO are directly related to the key drivers for Total Workforce Solutions, including the changing

Despite its p o p u l a r i ty, some misconceptions about RPO remain. One is that there’s a highly defined client profile. This is not the case, says Cook. “We’re seeing interest from places that wouldn’t have considered our services five to eight years ago. We have extremely highquality people that we’re able to supply to our clients who are skilled at understanding the nuances of their business and trained to get fast results in recruitment.” The key, she adds, is being able to develop customised solutions to clients’ needs. “Now that we’re part of PeopleScout, much of this is driven by our brand pillars of technology and innovation, where we’re able to leverage the global infrastructure that comes when you are making 28% of all RPO hires around the world.”

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MORE THAN SHEER GRIT There is no quick fix for building resilience; the key is to form resilience habits. HRD chats to one leader who is helping organisations to proactively develop resilience from the top down THE WORD resilience is being thrown around with abandon in many organisations today, so it’s overdue for a recalibration of what it means. What exactly do we mean by resilience and is it being used correctly? HRD asked Shelley Winter, director and global head of coaching at YSC, for her thoughts. “Unfortunately, the word is often misused based on outdated so-called role models of resilience that portray behaviours or ways

is constant. It is also broader than just well-being. While well-being interventions are important, constructive thinking and behaviour strategies are just as important to grow and adapt. It is also often talked about as a fixed trait: you are either resilient or not. “This is not true and this belief is one of the biggest barriers to increasing your resilience,” Winter says.

“Resilience is not a nice-to-have or something that is only needed under extreme adversity or trauma” Shelley Winter, director & global head of coaching, YSC of working that actually diminish resilience over time,” she says. “Some examples that we’ve seen prevail within organisation cultures are beliefs around not showing emotion indicating resilience, beliefs that going it alone shows strength or that perseverance no matter what is admirable.” In fact, resilience is about more than just bouncing back. Bouncing back is not a sustainable strategy in today’s world and workplace where change and disruption


Indeed, research on child and adult development shows that resilience can be developed – if you know which personal resources to target. So how should resilience be defined? YSC defines it thus: Resilience is the ability to grow, adapt and perform through times of change and challenge. Resilience is about thriving through difficult and unpredictable times, not just surviving.

The YSC model – developed through combined academic research and client insights – denotes five resilience resources (Support, Confidence, Striving, Recovery and Adapting) that are all developable. Therefore, YSC takes the concept of resilience a step further and has defined Leadership Resilience as a collective resource that leaders can develop in themselves and in those around them. “Resilience is not a nice-to-have or something that is only needed under extreme adversity or trauma,” Winter says. “It is a core business competence that every leader should learn about for themselves and for their people.”

An antidote to disruption? Constant change and disruption mean employers are in a near constant state of catch-up. It’s little wonder both leaders and employees can feel overwhelmed. Winter says it’s not unusual to hear statements from leaders along the lines of: “My people aren’t resilient enough”, or “I don’t know if they have the resilience for another change” – without realising it is something they can develop in their people. “In fact, when leaders have the opportunity to learn how they can develop it in others there is a mixture of relief and enthusiasm that they now have some strategies to address a growing challenge. Putting your head down to survive through change used to be a workable strategy to get through change – when change was isolated to one-off events,” Winter explains. Today, she adds, it’s difficult to find an organisation that does not have multiple overlapping changes taking place, and at least one of those changes will be considered transformational. “Organisations have historically taught change management skills and processes, but have not equipped leaders and their people

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YSC’S LEADERSHIP RESILIENCE PROFILER Resilience comprises multiple inputs that come together to help people through different phases of dealing with change, disruption and increases in pressure. YSC has identified the five critical inputs to developing resilience: Support, Confidence, Striving, Recovery and Adapting. YSC’s Leadership Resilience Profiler brings these inputs together in a holistic, dynamic and practical model, which has been developed into a psychometrically valid test.

Source: YSC

with the strategies to personally manage themselves through change, or enable and grow their people through the change. In fact, in our view, developing resilience is likely to become a core leadership capability,” Winter says. Leaders need to be targeted for two reasons. Firstly, while resilience is needed at all levels, leaders are in the unique position to build resilience in their team members as well as their own personal resilience. They are often leading change – so cultivating resilience within their team goes hand in hand with leading the mechanics of change. Secondly, the five YSC resilience resources will link in some way to cultural norms that are often

implicitly portrayed and reinforced by leaders.

Taking sustainable action By creating a broader view of resilience, YSC has developed practical workplace applications that enhance performance. The company’s Leadership Resilience interventions are based around the YSC Leadership Resilience model, which helps leaders to redefine resilience for themselves, understand the importance of the five resilience resources and then self-audit where their neglected or underused resources lie. YSC then helps them to identify personal and leadership resilience habits that they want to create and

maintain, and provide the on-going mechanisms to do so. This learning approach is utilised across a number of interventions depending on client need but can include executive team workshops, leadership programs, cross-functional workshops and one-on-one coaching. “We know that sometimes what is needed is high-touch one-on-one work, and other times organisations need a scalable option where people can use technology to support their learning,” Winter says. For example, one organisation that put 80 people through YSC’s online program noticed that the cohort collectively shifted their mindsets around resilience. Leaders

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3 MISTAKES TO AVOID They reach for a quick fix “The pressures that we experience and the increased need for resilience lead us to reach for a quick answer. Leaders bring in one-off interventions and expect change.”


They confine resilience interventions to mental health support “In a recent talk that I did to 100-plus HR leaders, the majority of their organisations provided exercise classes, nutrition advice, and education on mental health issues. Almost half the group had tried introducing mindfulness programs. These are all important and necessary for resilience in terms of managing our physical and mental energy, but they are not enough. Leaders and their people also need thinking, learning and social strategies to deal with increased performance pressures and change.”


They expect people to act once they know what’s good for them “Interventions that are purely educative are not enough to create change – organisational scaffolding and ongoing focus is needed to result in changes that will sustainably increase resilience.”


YSC YSC’s key client offerings include cutting-edge services and thought leadership in the arenas of board and CEO development and succession planning; executive assessment; executive coaching; leadership development; leadership frameworks and culture change; diversity and inclusion; executive team development; and emerging talent and identifying potential. For further details please visit:


reported different corridor conversations and colleagues recognised each other’s efforts to jointly raise levels of resilience. The top four perceived benefits of those who have completed the program are increased innovation, productivity, team work and sustainability. In addition, YSC has introduced a trademarked reliable and valid diagnostic called the Leadership Resilience Profiler. This can be used either as a self-audit tool, or as a multi-rater diagnostic that includes team or colleague ratings. Individuals receive a personalised report with normed rankings around their current level of resilience. This helps them to identify where they currently have constructive strategies that they should

habit building and, by providing prompts, tracking, feedback loops and support, YSC ensures that the behavioural goals are: • Pragmatic (integrated into everyday life and existing routines) • Personal (linked to their identity and personal rhythms) • Proactive (they feel in control and own their efforts) The scalable program takes habit building a step further by leveraging the social learning and support that a cohort provides. “Seeing and hearing that others are experiencing similar challenges helps to normalise the impact of increased change at a personal level, and participants learn from each other’s strategies and efforts to create

“In our view, developing resilience is likely to become a core leadership capability” Shelley Winter, director & global head of coaching, YSC maintain, and where they are overlooking opportunities to build greater resilience. These opportunities are often connected to unhelpful beliefs or competing attention on their time. The ratings are followed by developmental tips and suggestions that give leaders some practical ideas around building new strategies.

Forming habits Undertaking a course or undertaking a psychometric assessment is one thing, but taking those learnings into the workplace can be another matter. Winter agrees that it’s easy for people to avoid changing behaviours, even when they know that such a change might be beneficial – that’s why YSC uses its expertise in the psychology of change to facilitate the creation of new life-long resilience habits. This is in part by connecting the concept of resilience to

new resilience habits,” Winter says. A cohort approach also leads to cultural insights – one organisation may discover their strengths within Support but significant gaps in their Adapting behaviours that limit growth through change. Unsurprisingly, a YSC study of 400 leaders showed that high scores on the Leadership Resilience Profiler correlate positively with high scores on work engagement, job satisfaction, and organisational commitment. It’s apparent that when employees feel strong and confident about their ability to deliver, even in adverse circumstances, they are far more likely to be effective and committed. And highly engaged people are more likely to innovate and devise creative solutions to overcome the seemingly insurmountable. In today’s business world, this is more critical than ever.

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29-30 March 2017 • Luna Park Sydney


Official publications 53-63_HRSummitShowguide.indd 53

Organised by

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DAY TWO Thursday 30 March 2017

8:00AM Registration & Expo Hall opens

8:30AM Expo Hall opens

8:45AM Welcome to the National HR Summit 2017

8:50AM Welcome to Day 2

Antoinette Braks, Executive Coach & Founder, Join the SHIFT

Mary Sue Rogers, Strategy & Transformation Consultant, MSR Pty Ltd

9:00AM KEYNOTE Innovative HR: Enabling the workplace

of tomorrow David Mallon, Head of Research, Bersin by Deloitte


KEYNOTE The fighting spirit of a champion Anna Meares, Track cyclist champion and Australian team captain, Rio Olympics 2016


LIVE INTERVIEW Australian HR Director of the Year Peter Hartnett, HR Director, Sanitarium Health & Wellbeing


a high-performance team Alec Bashinsky, National Partner People & Performance, Deloitte Kalena Jefferson, General Manager People & Culture, Southern Cross Care (NSW & ACT) Alla Keogh, Head of People & Performance, MYOB Michelle Zimany, HR Director ANZ, Sanofi

10:00AM KEYNOTE Peta Credlin: Reflections on leadership and power

Peta Credlin, Host, Sky News and former Chief of Staff to Prime Minister

10:45AM Refreshments & networking break

10:45AM Refreshments & networking break

11:30AM KEYNOTE Mentally healthy workplaces: Good for people,


good for business Lucinda Brogden, Commissioner, National Mental Health Commission

inclusion programs at Toxfree Sarah Bagshawe, Executive General Manager, Toxfree Peter Cairncross, Human Resources and Group Training & Development Manager, Toxfree

12:15PM LIVE INTERVIEW Australian HR Champion (CEO) of the Year

Tricia Velthuizen, CEO, Churchill Education

12:00PM What will be the next big HR breakthrough?

12:30PM CASE STUDY ‘Mainstreaming’ flexible work at Westpac

Samantha Turner, Head of Inclusion & Diversity, Westpac Group

James Law, HR Director, Envato 12:15PM PANEL Managing constant change in your organisation

Barry Barakat, Director of Learning & Development, Stryker Joana Bonto, Director of Global Operations, ExciteHolidays Sarah Crowley, HR & Talent Director, Amobee Merryl Dooley, Executive GM People, Culture & Communications, Tabcorp Moderator: Vicki Leaver, Director People & Organisational Development, Legal Aid

1:00PM Networking lunch 2:00PM I survived a massive change initiative: Here’s what I learned

Barb Hyman, Executive General Manager People & Culture, REA Group 2:15PM EMPLOYMENT LAW Best-practice guide to mental health

in the disciplinary process Joydeep Hor, Founder & Managing Principal, People+Culture Strategies


Networking lunch

2:00PM CASE STUDY Learning and development programs that

engage millennials Catherine Frogley, Manager Leadership & Capability, Sanitarium Health & Wellbeing

3:00PM Refreshments & networking break 3:30PM CASE STUDY Tales from the HR trenches: Lessons from

the Masters wind-down Gillian Davie, former Director Human Resources, Masters Home Improvement 4:15PM PANEL What is the right balance between commercialism

and integrity? Carol Bothma, Executive Manager HR, Aged Care Plus Support Services Helen Perkins, Head of Human Resources – ANZ, Johnson & Johnson Sharon Stanford, HR Director Asia Pacific, Nasdaq Moderator: Ashley Winnett, Executive Director HR, Holden 5:15PM Networking drinks

Join your industry peers in the HR Summit Expo Hall to relax, reflect on the day and enjoy harbour views


Predicting human behaviour – is it even possible? Silvia Damiano, CEO, About my Brain Institute & NeuroLearning Programs Associate, MGSM Executive Education

3:15PM PANEL People and technology today – What role should

HR play? Sally Kincaid, Chief Human Resources Officer, QBE Insurance Toby List, Head of HR, Australia & New Zealand, Disney Mathew Paine, Director HR, International Convention Centre Sydney Sarah Sammut, Head of HR, Fitness First 4:15PM GRAND PRIZE DRAW

Get your Treasure Map stamped at every booth at the HR Summit Expo to enter the draw to win $10,000 cash! Winner must be present to claim their prize. 4:30PM Conference concludes 53-63_HRSummitShowguide.indd 54

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HR DIRECTORS FORUM DAY ONE Wednesday 29 March 2017

DAY TWO Thursday 30 March 2017

8:00AM Registration & Expo Hall opens

8:30AM Expo Hall opens

8:45AM Welcome to the HR Directors Forum 2017

8:50AM Welcome to Day 2

Kristyn Haywood, Founding Director, People for Success

Sarah Derry, Director, People Reaching Potential

9:00AM The forces of global change (and how they affect HR

8:55AM Opening remarks from the Event Partner

directors) Amanda Fleming, former HR Director, Coles

Adobe Systems 9:00AM Driving cultural change at Oxfam

9:45AM PANEL How companies are using big data analytics to

Helen Szoke, CEO, Oxfam

inform strategy Jane Keating, Managing Director, Queensland Treasury Corporation Kate McCormack, Group Executive Director People, Learning & Culture, Mercy Health Kirstin Schneider, Head of People and Culture for Energy Markets, AGL

9:45AM CASE STUDY Embracing diversity and attracting

millennials René Lalande, CEO, Transdev 10:30AM Refreshments & networking break 11:15AM C-SUITE ROUNDTABLE Leading through complex and

changing times Steve Cox, Managing Director, Dymocks Retail Peter Hartnett, HR Director, Sanitarium Health & Wellbeing Gail Ker, Group Chief Executive Officer, Access Group International David Smith, CEO, True Alliance

12:15PM C-suite survival: Negotiating and influencing in the

C-suite Corry Roberts, Vice President HR, Thales 1:00PM Networking lunch

10:45AM Refreshments & networking break 11:15AM CEO INSIGHT Cultivating a culture of transparency and

integrity in the leadership team Stephen Ellis, CEO, Knight Frank Sharon Woodley, Group Director of HR, Knight Frank 12:00PM CASE STUDY Leading organisational transformation at

the Queensland Treasury Corporation Jane Keating, Managing Director, Queensland Treasury Corporation 12:30PM Dealing with ‘misfits’ in the leadership team

2:00PM Driving cultural change through middle management

Claire Devlin, General Manager Capability and Leadership, Telstra

Joydeep Hor, Founder & Managing Principal, People+Culture Strategies 1:15PM Networking lunch 2:15PM When two worlds collide: Leading people through mergers

2:45PM Best practices for hiring the best talent

and acquisitions Helen Fraser, Director of HR ANZ, AECOM Lauren Allen, Director of Business Integration, AECOM

Allen Russell, Talent Director, Adobe Asia Pacific 3:15PM Refreshments & networking break 3:45PM The key to authentic leadership in the executive team

Barb Hyman, Executive General Manager People & Culture, REA Group 4:30PM CASE STUDY Leading a remote, mobile workforce at

Perpetual Rebecca Nash, Group Executive People & Culture, Perpetual

3:00PM PANEL Leadership development: Are we ready for

tomorrow’s future? Anjanette Murfet, Human Resources Director, Coca-Cola Vaughan Paul, Vice President HR, Optus Simone Shugg, Executive Director People and Culture, Foxtel Moderator: Tim Drinkall, National Leadership, Learning & Development Manager, Simplot Australia 4:15PM GRAND PRIZE DRAW

5:15PM Networking drinks

Join your industry peers in the HR Summit Expo Hall to relax, reflect on the day and enjoy harbour views

Get your Treasure Map stamped at every booth at the HR Summit Expo to enter the draw to win $10,000 cash! Winner must be present to claim their prize. 4:30PM Conference concludes

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Lucinda Brogden,

Peta Credlin,

Stephen Ellis,

Barb Hyman,

Commissioner National Mental Health Commission

Sky News host and former Chief of Staff to Prime Minister

CEO Knight Frank

Executive General Manager, People & Culture REA Group






Executive General Manager HR Toxfree

HR & Talent Director Amobee




Director, Learning & Development Stryker

Founder & CEO About my Brain Institute





Director of Business Integration AECOM

National Partner People & Performance Deloitte Director of Global Operations ExciteHolidays


Executive Manager HR Aged Care Plus Support Services


Executive Coach & Founder Join the SHIFT


Group Training & Development Manager Toxfree

Managing Director Dymocks Retail

former Director Human Resources Masters Home Improvement Director People Reaching Potential


General Manager Capability and Leadership Telstra


Executive GM People Culture & Communications, Tabcorp


National Leadership, Learning & Development Manager Simplot Australia

former HR Director Coles Director of HR ANZ AECOM


Manager Leadership & Capability Sanitarium Health & Wellbeing


HR Director Sanitarium Health & Wellbeing

KRISTYN HAYWOOD Founding Director People for Success


Founder & Managing Principal People+Culture Strategies


General Manager People & Culture Southern Cross Care (NSW & ACT)


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David Mallon,

Anna Meares,

Head of Research Bersin by Deloitte

Track cyclist champion

Vaughan Paul,

Dr Helen Szoke,

Vice President HR Optus

CEO Oxfam





Head of People & Performance MYOB Group Chief Executive Officer Access Group International


Chief Human Resources Officer QBE Insurance


JAMES LAW Director HR Envato


Director People & Organisational Development Legal Aid


Head of HR, Australia & New Zealand Disney


Group Executive Director People, Learning & Culture Mercy Health

Human Resources Director Coca-Cola Group Executive People & Culture Perpetual


Director HR International Convention Centre Sydney


Head of Human Resources – ANZ Johnson & Johnson

CORRY ROBERTS Vice President HR Thales


Strategy & Transformation Consultant MSR Pty Ltd

ALLEN RUSSELL Talent Director Adobe Asia Pacific

SARAH SAMMUT Head of HR Fitness First


Head of People and Culture for Energy Markets AGL


Executive Director People and Culture Foxtel



HR Director Asia Pacific Nasdaq



Executive Director HR, Holden

SHARON WOODLEY Group Director of HR Knight Frank


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HR SUMMIT EXPO Attend your choice of workshops led by expert facilitators FREE and gain practical skills and knowledge to apply in your WORKSHOPS day-to-day work. Register online at DAY ONE Wednesday 29 March 2017

DAY TWO Thursday 30 March 2017





Jason Portelli, Solutions Specialist, ELMO Talent Management Software Laurie Young, Solutions Specialist, ELMO Talent Management Software

Kristina Dagleish, Director, Health@Work 10:45AM THE FIVE WAYS TO MOTIVATE AND HELP YOUR



Anthony Moss, Business Development Manager, SG Fleet Dwain Richardson, Managing Director, Corporate Challenge Events Anita Kropacsy, Corporate Training Manager, Corporate Challenge Events





John French, Co-founder & Executive Director, Subscribe-HR 2:00PM CARDINIA SHIRE COUNCIL’S JOURNEY TO ACTIVITY



Dr Louise Schofield, Group Innovation Manager, Vitality Works 3:30PM LEVERAGING A RARE COMMODITY: HOW TO GET


Amanda Krulis, Consultant, Saville Consulting Scott Ruhfus, Psychologist, Saville Consulting

Waudi Tahche, General Manager People and Culture, Cardinia Shire Council Naveen Shettar, National Practice Manager, Consulting and Advisory, Thomas Duryea Logicalis 3:15PM THE COMPLETE ELEARNING JOURNEY

Dr Allen Partridge, Senior eLearning Evangelist - Adobe 53-63_HRSummitShowguide.indd 58

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FREE ACTIVITIES HR SUMMIT EXPO OPENING HOURS: Wednesday 29 March 8:00am – 6:00pm Thursday 30 March 8:30am – 4:30pm Visit the HR Summit Expo to find out about the latest products, services and technologies available to HR professionals. Bring your whole team and enjoy a productive day out of the office against a backdrop of stunning harbour views!

MOTIVATION THROUGH MARTIAL ARTS Wednesday 29 March 12:45pm Draw on the theory and practice of martial arts to reduce stress, improve resilience and build the necessary drive for success. John Gill, Principal Instructor, Australian School of Self-Defence and Motivational Masters

HOW TO SLEEP WELL WHEN UNDER STRESS Wednesday 29 March 1:45pm Learn techniques to reduce stress and improve the quality of sleep so you can perform optimally in the workplace. Ahna de Vena, Sleep Expert

FIVE MINUTES WITH…SPEAKER INTERVIEWS Various times Back by popular demand, see some of this year’s best conference speakers interviewed live on stage by HRD Editor Iain Hopkins



$10,000 GRAND PRIZE DRAW Thursday 30 March 4:15pm Complete your Treasure Map by visiting every booth at the HR Summit Expo for the chance to win $10,000 cash!

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Sponsors Directors Forum Partner

Legal Sponsor

Adobe is changing the world through digital experiences. Our creative, marketing and document solutions empower everyone — from emerging artists to global brands — to bring digital creations to life and deliver them to the right person at the right moment for the best results. Chandra Sinnathamby, Head of Document Cloud Solutions, Adobe Asia Pacific W: Silver Sponsor

People + Culture Strategies is a unique Australian law firm that also provides management consulting and leadership development services in labour, employment and migration law. It services employers nationally including prominent blue-chip corporates, government departments, not-for-profits and senior executives. The firm has been recognised as one of the most forward-thinking and innovative professional services firms in Australia. Joydeep Hor, Founder and Managing Principal T: (02) 8094 3101 E: W:

Affinity’s HR and Payroll system is a single source platform and offers a complete HRIS and payroll services for companies looking to outsource. Affinity also provides Software as a Service (SaaS) for a wide range of HR modules. Clever technology delivered on mobile devices. Empower your most important asset – your people. T: 1800 778 326 (AU) or 0800 729 633 (NZ) E: W:

Breakfast Sponsor

Sanofi Pasteur, the vaccines division of Sanofi, provides more than 1 billion doses of vaccine each year, making it possible to immunise more than 500 million people across the globe. A world leader in the vaccine industry, Sanofi Pasteur offers a broad range of vaccines protecting against 20 infectious diseases. W:

Knowledge Sponsor

Coffee Zone Sponsor

Harvard Business Publishing Corporate Learning partners with clients to create world-class leadership development solutions for managers at all levels. Leveraging the management insight, thought leadership, and expertise of Harvard Business School faculty and authors from Harvard Business Review. With more than 20 years of practical experience, our innovative, technology-enabled solutions drive meaningful and lasting business results.

One Platform. Many Possibilities. intelliHR is the essential core People Management platform for business providing the necessary infrastructure to align, manage and enable your People and Culture Strategy. intelliHR’s vision is to empower HR in businesses worldwide through the innovation and development of accessible, transformative HR technology.

Cathy Francis, Senior Strategic Relationship Manager T: +61 402620916 E: W:

Sonya Clark, Business Development Manager T: (07) 3231 6556 W: Charging Station Sponsor

vSure is work rights compliance on auto-pilot. Simplified, automated VEVO checks. Did you know Australian employers can face on the spot penalties of $81,000, for each worker found to be breaching their work rights, “regardless of whether the employer knew or was reckless”!? T: 02 8203 5433 W: 53-63_HRSummitShowguide.indd 60

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Luna LunaPark ParkSydney Sydney••29-30 29-30March March2017 2017 Workshop Sponsors Corporate Challenge Events is Australasia’s leading team building, corporate events and training provider. Established in 1994, we believe success is created through positive, fun team cultures. Our passion is to help organisations achieve this by delivering unique and rewarding events, corporate training and team experiences that leave a lasting happiness.

Saville Assessment Asia Pacific specialises in precision talent assessments that increase organisational and people performance. We take the time to understand your organisation and create specialist tailored solutions. We are dedicated to enabling HR to reach their goals through strategic people decisions based on data and analytics.

Dwain Richardson, Managing Director T: +61 3 9753 2562 E: W:


ELMO is Australia’s leading talent management software provider offering innovative HR cloud technology to over 2 million users throughout Australasia. Our in-house approach to development, implementation and support ensures fast, smooth and successful implementation. Our unified suite manages Recruitment, Onboarding, Performance and Learning. The ELMO Course Library offers access to hundreds of editable compliance and professional development courses, specific to jurisdiction and industry. T: 1300 884 510 E: W:

Health@Work is a national corporate health and wellbeing service provider, delivering a comprehensive suite of health services across a range of demographics, industries and sectors. We pride ourselves on providing a high level of customer service and ensure that our programs are designed to address the specific needs and requirements of our clientele. Kristina Dagleish, Director T: (03) 9639 5039 E: W:

Ironfish is one of Australia’s largest and leading property companies. We are property investment specialists dedicated to helping investors build their own diverse property portfolio using our popular investment system (the Portfolio Approach). We educate, empower, mentor and assist our investors through learning programs, face-to-face meetings and regular information updates.

sgfleet is one of Australia’s leading specialist providers of fleet management, vehicle leasing, and salary packaging services. We also provide heavy commercial fleet management and leasing services. sgfleet is in a unique position to provide a variety of services and innovation across Australia, New Zealand, and the United Kingdom. Phil Clump, National Manager T: 1300 138 235 E: W:

Subscribe-HR has led the field in HR Automation Cloud Software, providing solutions for People leaders. With over 50,000 users interacting with our e-Recruitment, On-boarding, Core-HR, Surveying and Performance solutions, customers like Kikki.K, Adelaide Convention Centre, Lonely Planet and Bankstown Council have reduced HR Friction Points and realigned their Culture to their business objectives. Mathew French, Founder/CEO T: 1300 543 544 E: W:

Thomas Duryea Logicalis draws on 15+ years’ experience in ICT infrastructure to enable customers on their digital transformation journey. Our evolving IT services portfolio is designed to help transform your internal IT capabilities, letting you focus on your core business while we bring the scale and expertise to run your IT infrastructure more efficiently. W:

T: 02 9439 6068 W:

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Workshop Sponsors Vitality Works is a Sanitarium company, passionate about health at work. We are a leading provider of Workplace Health Services across Australia and New Zealand. From health assessments to engaging wellbeing programs, and from the corporate office to the mining site, our world class programs demonstrate real returns. Justin Kirkland, Business Manager – Eastern Region T: 02 8244 3432 E: W:

Adobe is your partner in online learning, mobile learning & online collaboration. Adobe have the creative tools, LMS platforms & Virtual Classrooms to help you create, deliver & track your learning cost effectively. Check out the latest SaaS Learning Management System (LMS) Adobe Captivate Prime & the Adobe Connect Virtual Classrooms. T: +61 2 8968 1600 E: W:

Exhibitors The Australian Institute of Company Directors is committed to excellence in governance. We make a positive impact on society and the economy through governance education, director development and advocacy. Our membership of more than 39,000 includes directors and senior leaders from business, government and the not-for-profit sectors.



As a ‘Creative Agency for People’ Corporate Crayon powers high performing cultures through employee energy. We create meaningful experiences through a creative collaborative approach to employee engagement with diagnostics and practical tools so HR leaders can capitalise on their one true competitive advantage: their people.

T: +61 2 8248 6600 E: W:

T: 0438 633 631 E: W:

ConnX is a HR software provider focused on developing and delivering innovative solutions. Everything we do is designed to improve the lives of HR/Payroll professionals. We are passionate about delivering HR solutions. ConnX, first released in 2003 has matured into a market-leading solution with 500 clients and 250,000 users.

Deakin University take pride in being able to support, mentor and guide our students as they acquire the abilities and talents they need to become responsible global citizens and highly valued employees. Our Recruitment Services team help you reach and recruit graduates to support your business growth with free services including branding, talent matching and shortlisting.

Zane Knight, Company Director T: 1300 266 694 E: W:

E: W:

Cornerstone OnDemand is a global talent management software that is pioneering solutions to help organisations realise the potential of a modern workforce. Growth Edition is our simple, intuitive solution for growing businesses. It takes performance reviews from painful and unpopular to simple and meaningful, and our integrated e-Learning not only boosts productivity, but also fosters employee engagement and retention. T: +61 (2) 8667 3178 (Australia) or +64 (9) 968 2133 (New Zealand) E: W:

Foresight’s Global Coaching provides executive Coaching and Mentoring to senior business leaders. Our Coaches are experienced non-executive directors of public and private organisations, all being distinguished business leaders in their own right. Our robust coaching model is unique and we are considered the best Senior Executive Coaching firm in Australia. Heather Konsti, Operations Manager T: 02 9955 2611 E: W: 53-63_HRSummitShowguide.indd 62

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Luna LunaPark ParkSydney Sydney••29-30 29-30March March2017 2017 Frontier Software provides world class, employee lifecycle solutions to attract, nurture, and reward an organisation’s most valued asset – their staff. Leveraging over 30 years’ experience in Human Capital Management solutions – ichris optimises employee engagement and the user experience. Frontier Software is proud to provide HR solutions to over 1500 clients globally.

mlcoa is a premier provider of Independent Medical opinions and advisory services to insurers, government departments, self-insured companies and the legal profession. With a proud 30-year history, mlcoa delivers premium reporting services across all capital cities and key regional areas of Australia. Additionally, mlcoa can facilitate international bookings in the US, Canada, NZ and UK. T: 1800 mlcoa1 (1800 652 621) E: W:

T: 1300 376 684 E: W:

Good2Give is a not-for-profit organisation that makes it easy for businesses and donors to give. Committed to building a more giving society, we advise businesses on how to engage with charitable organisations and provide technology solutions and services to efficiently and securely process company and employee donations across Australia and New Zealand. Good2Give has granted over $155 million to more than 5000 Australian and international communities since 2001; we plan to deliver $300 million in donations by 2020. T: +61 2 9929 9633 E: W:

HR Advance is a cloud-based employee documentation system featuring 200+ documents (backed by leading law firm, Australian Business Lawyers & Advisors), a dedicated Workplace Advice Line, employee profiles and Policy and Induction features that streamline the creation, distribution and acceptance of company policies and documentation. Professional subscriptions are also available. Sue Mitchell, National Sales Manager T: 0427 760 406 E:

Intranet DASHBOARD (iD) is an out-of-the-box intranet, extranet and portal solution. iD is an all-in-one product accessed by 2,000 clients & 1.2 million users every day to centralise communication & document management, build online forms & workflow, automate HR processes and so much more.

For 30 years, ORIX Australia has been delivering a range of salary packaging, fleet management and leasing services in Australia and New Zealand. The dedicated ORIX team around Australia offer simple and flexible Novated lease solutions that provide a fantastic employee benefit. T: 1300 363 993 E: W: RITEQ is a specialist in delivering Workforce Management and Employee Time and Attendance Software Solutions across a broad range of business sectors. With more than a decade of experience, RITEQ enables sites around the world to drive efficiency and improve profitability. Nick Maltby, Sales Executive T: 1800 896 152 E: W: Thomas International is the global champion of the people assessment industry. Our assessments empower business leaders to transform the performance of their people, teams and cultures. Having been at the forefront of assessment innovation for over 35 years, our assessments are available in 56 languages and support clients in over 60 countries. T: +61 (0) 2 8404 0666 E:

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STEADINESS AMID CHANGE For eBay’s Klaus Duetoft, HR is a bridge between career stepping stones


Klaus Duetoft studied for his HR degree while also working in the field in Australia’s public STUDIES BOTH sector at the Department of Industrial Relations, THEORY AND Employment, Training and Further Education. PRACTICE “I was fortunate in that I was able to experience a number of public sector 1994 organisations before going into the private sector. Often people get hit by BEGINS CAREER; FINDS NORTH STAR the reality of an organisation that might not relate to the study; the real world Duetoft’s move from the public sector to the private, often application was invaluable.” a difficult conversion, was enabled by a hybrid OD/HR role at pharma Reckitt & Colman, an experience that had a formative effect on him. 1999 “It really showed me the importance of HR leaders having a very clear set of FINDS HIGH-TECH, FINDS HOME values, articulating them, and being disciplined around them. The North Star of When he joined 3Com Asia Pacific in a regional HR/OD manager role a set of values takes courage and ultimately that flows into the relationship you during the dot-com boom, Duetoft’s two years with the company were have with the company’s leaders.” spent in an almost constant state of restructuring and evolution. “I deal well with change; I wanted to experience an incredibly fast-moving 2001 environment. The moment I got into the high-tech industry I thought, TAKES THE STAGE FOR ‘I’m home.’ I walked from a safe sector into a cauldron of fire.” MAJOR TRANSFORMATION


GOES OUT ON HIS OWN Duetoft conferred with an executive coach and realised that one of his life’s dreams was to build a company. This led to the founding of Irrelach Consulting, where one of his first clients was up-and-comer eBay. “I noticed a window in the market for small to medium enterprises that wanted the same sort of advice, insight and capability as a larger organisation from an HR perspective but couldn’t afford it. eBay was my foundation client.”

Duetoft joined Vodafone as a senior HR business manager as the company embarked on a massive transformation in a competitive landscape. As part of the launch of the values-based initiative, Duetoft participated in a stage production that toured Australia. “There was song and dance – it was like a concert selling the values and the kind of future we wanted to create. It was a great lesson in the importance of authenticity, and being able to stand in the moment and the light of the values.”





At the prompting of a mentor, Duetoft took some time off to spend with family to get his breath back. eBay subsequently created a role for him to ensure his retention: the MyHR role for the Asia-Pacific region. It was a development that took him back to his days as a consultant. “All the traits of a consultant I very much brought to my senior roles in HR; the parallel is that MyHR personifies this approach.”


Duetoft joined eBay as regional senior HR director for the Asia-Pacific; key for him was the fact that the regional role had the option of being based wherever he wanted to be. Over the next five years Duetoft made over 300 business trips.

“I could see the impact that eBay could have on the world. These sorts of opportunities that truly make history are pretty rare. It was perfect timing to jump on board”

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Profile for Key Media

Human Resources Director 15.03  

The magazine for people who manage people.

Human Resources Director 15.03  

The magazine for people who manage people.

Profile for keymedia