Human Resources Director 17.03

Australia’s Top Recruiters

HCAMAG.COM ISSUE 17.03

The brightest young talent in HR ‘ONBOARDING’ NEW PARENTS Easing the transition back to work

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FAST FOOD AND THE HR CHALLENGE Retail Zoo’s head of HR on its new-tech solutions

BUILDING EMPLOYEE TRUST A super example of the value of trust

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JUNE 2019

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CONTENTS

@HRDAustralia facebook.com/HRDAustralia

UPFRONT 02 Editorial

Redefining the C-suite

04 Head to head

Could AI replace humans in recruitment?

05 Opinion

The liberating effects of technology and analytics

06 Statistics

Talent’s optimistic view of AI in the workplace

08 News analysis

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SPECIAL REPORT

AUSTRALIA’S TOP RECRUITERS 2019

HRD profiles readers’ top picks of recruiters in Australia by industry segment

Giving new parents the ‘royal’ treatment

10 L&D update

How exercise can improve employees’ cognitive ability

12 Recruitment update

Atlassian explores the benefits of remote working

17 Expert insight

The new legislation protecting employee whistleblowers

FEATURES 45 Workplace competition How to use competition to boost productivity and increase morale

FEATURES

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THE VALUE OF EMPLOYEE TRUST

How trust within an organisation can be the foundation of stronger relationships with customers

47 Career path 48 Other life

An HR generalist with a talent for the sax

30 FEATURES

INSIDE HR HCAMAG.COM

SPECIAL REPORT

RISING STARS 2019

HRD shines a light on the new faces and future leaders who are making their mark in Australian HR

PEOPLE

GOING BEYOND DIVERSITY Rosemary McGinness, chief people officer at The Weir Group, talks to HRD about inclusivity, and the power of HR to make a difference

PEOPLE NetComm’s Gillian Davie revels in the opportunity to navigate change

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The challenges faced by HR in the fast-food sector, and how Retail Zoo is finding new-tech solutions

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UPFRONT

EDITORIAL www.hcamag.com JUNE 2O19

Redefining the C-suite

W

hen it comes to leading through change, it’s important to be decisive. As the world around us becomes increasingly complex, economies continue to be unpredictable, and businesses are made and broken in days, HR has become a pillar of support for wary CEOs. A recent report by Gartner echoed this sentiment. In 2019, HR leaders will be focused on building critical skills, strengthening leadership and improving the overall employee experience. Gartner’s 2019 Future of HR Survey revealed that 40% of leadership roles were expected to be significantly different within five years – while just 29% of employees think that HR actually understands what they, as individuals, want and need.

In the future of work, upskilling and leadership development will fall directly to HR – something Josh Bersin recently revealed to HRD. Bersin explained that almost 95% of companies believe they need a new model of

The only defining difference between organisations that will survive the next few years and those that will thrive is ... an open-minded C-suite leadership for the future, with employees moving up into senior leadership roles at a much younger age.

“You can’t pay people only based on their individual performance,” he told HRD. “You have to pay them based on their contribution to a team or a project – or the company as a whole. You need to connect teams together to ensure they’re not working at cross purposes – a culture of knowledge sharing is important here.

“There’s a renewed focus on transparency, sharing goals online and implementing systems which facilitate collaboration. The organisation needs to be seen as a ‘network’ – not a collection of independent business units.”

The only defining difference between organisations that will survive the next few years and those that will thrive is the dedication and determination of an open-minded C-suite.

The team at Human Resources Director

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UPFRONT

HEAD TO HEAD

Will AI ever replace humans in recruitment?

Machine learning is gathering pace – but will it ever preclude the need for people in the hiring process?

Cathy Doyle

Group executive, HR, corporate affairs and workplace Rabobank Australia and New Zealand

Nicholle Duce

Group executive, people Virgin Australia

“We’re at our best when bringing to bear our unique skills and experiences.

For talent professionals, that means working on high-value tasks that actively connect the best talent to the business need. In partnership with humans, artificial intelligence can enhance the experience for all involved.

“Used well, AI can work with more complexity, faster and more flexibly, for example in responding to candidates on the other side of the world at a time that suits them. What AI can’t do is replace the expertise and judgment that great recruiters bring to coaching hiring managers and building world-class talent and teams.”

“Rather than replacing human involvement in recruitment, artificial intelligence should free people up to focus on more value-adding tasks. AI is great at transactional and analytical work such as candidate engagement, screening or interfacing with career and employment sites, but I’m not convinced that we’re at the stage where it’s able to perform more nuanced activities.

“When it comes to gauging cultural fit or tapping into non-digital networks to conduct targeted searches on key roles, an organisation’s greatest asset – its people – is the key contributor to success.”

“AI will not replace humans in sourcing candidates; rather, it will enhance the work of recruitment professionals. AI will likely become an integral element of any recruitment drive, and sophisticated algorithms can help deliver more efficient ways of sourcing stronger candidates from a larger and global talent pool. The application of AI allows recruiters to intelligently automate their workflow and screen candidates at greater speed through the scanning of CVs, video interviewing or chatbots.

However, while AI has many undeniable advantages, it will not replace the emotional intelligence, expertise and human touch that a recruitment professional can deliver.”

Lucinda Gemmell

Head of HR Optus

YOU’RE HIRED, AI! Fear of missing out on the recruitment of top talent is the greatest concern of executives, according to a survey by the Conference Board released last year – it is a worry that ranks higher than anxiety about global recessions, apprehension regarding new competitors, and even unease related to tech disruption. A CareerBuilder study also found that more than half of all HR managers expect artificial intelligence to become a regular part of their working lives in the next few years. It reported that over a quarter of respondents said they devoted more than 20 hours a week to tasks that could be automated – and just over one in 10 put this figure at more than 30 hours a week. Given the time-heavy nature of recruitment and that the cost, all up, of a single hire can top $20,000, it’s not surprising that employers are willing to turn to various forms of AI.

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EXPERT INSIGHT

OPINION

Don’t fear the reaper Technology and analytics are the foundation of 21st century organisational culture, writes Matt Burns I’VE BEEN in the HR profession long enough to remember frequent conversations that pitted culture against innovation. There was fear that the widespread adoption of technology and analytics would transform people-centric organisations into heartless entities. At the time, many HR professionals believed our value to our organisation couldn’t (and/or shouldn’t) be measured.

Over time that position has thawed. If you want proof, follow the money. In the first quarter of 2019, approximately US$1.74bn of venture capital investment was poured into HR technologies. That’s significantly more than any quarter in 2018 and $677m more than in all of 2017. Organisations are adopting HR technologies and analytics at rates never seen before. According to Josh Bersin’s report, HR Technology Disruptions for 2019, the average large company is spending $310 per employee per year, a 29% increase over last year, on HR technologies.

However, there remains reluctance in some organisations (and on the part of some HR professionals) to embrace this trend.

I believe that ignoring the trend is a mistake; that technology and analytics, when deployed consciously, can actually become the foundation for an employee-centric culture.

It begins with the automation of repetitive, mundane administrative tasks. The hard truth is that this work isn’t best performed by humans. Compared to technology, humans are slower, less reliable and more costly. To continue this pattern is simply not smart business, to say nothing of the waning satisfaction

of the employees performing these tasks.

I’ve often said that no HR person joined this profession to spend six hours each day behind a spreadsheet, though that’s where many of us still are. Technology liberates these employees from low-value monotony to tasks that drive true enterprise value – employment branding, employee experience and total rewards, to name a few. If architected with purpose, these investments can unlock incremental benefits to the organisation.

Take the example of a recruitment coordi-

mountain of underleveraged resources in the form of data. In many organisations HR is viewed as a cost centre, and is under constant scrutiny to justify its existence. Analytics help quantify organisational opportunities, issues and risks using the predominant language of business (that is, numbers). Analytics enable HR to report on impact – the ROI of their initiatives and programs, which, if successful, may attract further investments. For example, if HR develops a sales training program that costs $50,000 to create and deliver, though delivers $75,000 in incremental revenue when team performance is factored in, that’s – by any financial measure – a success.

At budget time, a discussion with this richness is not possible when there is no data. We graduate from subjective, qualitative funding arguments to evidence-based, quantitative investment decisions.

Leveraging predictive models we can analyse historical data to make calculated assumptions regarding future events. With an accurate and robust data set, we can determine the profile of high-performing employees at greatest risk of leaving. The

Technology and analytics, when deployed consciously, can actually become the foundation for an employee-centric culture nator who spends most of their working hours scheduling candidate interviews, conducting reference checks and following up on new-hire employment packages. With this work automated, this valued team member can be reallocated to employment branding activities that reduce the average length of open requisitions, which itself has a compelling rate of financial return.

Presenting a self-funded business case that enhances the candidate experience, reduces the length of open requisitions, and enriches the work of team members is possible in many medium to large organisations.

Making conscious investments in HR analytics yields similar results. HR departments in most organisations are sitting on a

reduced turnover rate, at minimum, partially offsets the upfront investment, to say nothing of benefits to operational continuity, team morale and employment branding. Using analytics we transform our role from reactive (firefighters) to proactive (fire prevention).

HR is best positioned to lead transformational change within organisations. However, in a highly disruptive global landscape, we too need to evolve. The time has come to embrace the tools available to us.

Matt Burns transforms organisations, leading a team recognised in 2018 as the Canadian HR Team of the Year – Retail/Hospitality and for Canada’s Most Innovative Use of HR Technology in 2017.

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UPFRONT

STATISTICS

Ready or not, here AI comes!

A RISING TIDE OF OPPORTUNITY

The potential impact of AI on the future workplace can’t be ignored, and talent, for the most part, are welcoming it TALENT AND talent leaders expect a lot from each other – it’s a relationship that’s only become more nuanced in recent years. Both see AI and robotics as having a tremendous impact on the workplace of the future.

Talent in general view this future with optimism. According to a recent Talent Trends Quarterly report released by Randstad Sourceright, three in five working professionals say these innovations will enable greater productivity and efficiency, and almost as many expect an improved

76%

of employers say talent scarcity is a top concern

54%

of employers are investing more in branding

work experience. Talent leaders are even more gung-ho about the benefits of AI – four in five say the field will open up new opportunities for talent, and almost the same proportion consider organisations likely to benefit via great opportunities arising from the technology.

While talent are sometimes afraid of not being able to stay abreast of the needs of the future workplace, almost as many employees express a willingness to improve their skills off their own bat.

20%

of working professionals say their ideal employer would use the latest tech

The majority of working professionals consider AI and robotics as empowering tools that are able to help them with work, although some are also worried about the impact of tech on such matters as their future job searches.

15%

of employers believe use of tech matters to talent

Source: Talent Trends Quarterly, Randstad Sourceright; Q2, 2019

EXPECTATIONS RISING More than 80% of human capital and C-suite leaders say employers’ expectations of talent are continually increasing, while in 2016 just 68% said as much. Almost the same proportion say employees’ expectations are rising (dropping from 71% in 2016).

100 80 60

83%

40

Provides attractive salary and benefits

19 35 36 35

67%

82% 61%

Provides work security

48 35 34

Supports a good work-life balance

20 Employers have rising expectations of talent

Employers

Talent have rising expectations of employers

Working professionals Source: Talent Trends Quarterly, Randstad Sourceright; Q2, 2019

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TOP 5 FACTORS DRIVING TALENT’S CHOICE OF EMPLOYER

Is financially healthy

40

0

TOP 5 TALENT ASKS Of the top five factors that talent care about when considering their ideal employer, at number one is an attractive salary and benefits package; however, only 19% of talent leaders believe this is important.

31

Offers career progression opportunities

50

0% Employers

10% 20% Working professionals

30%

40%

50%

Source: Talent Trends Quarterly, Randstad Sourceright; Q2, 2019

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EXPECTED IMPACT OF ADOPTION OF AI AND ROBOTICS WORKING PROFESSIONALS

C-SUITE AND HUMAN CAPITAL LEADERS

61%

57%

57%

79%

believe it will enable better productivity and efficiency

expect it to create a more positive work experience

expect it to open up new opportunities for talent

believe their organisations will experience more opportunities

55%

56%

79%

78%

believe it will create new opportunities for them personally

say it will make searching for a job easier

believe they will be able to better source, attract and engage with the right talent

56%

44%

76%

67%

64%

expect the job search experience to become less personal

are concerned that they may lose their job in the future

plan to reskill their workforce in response to automation investments

are concerned about the impersonalisation of the recruitment process

are concerned about technology’s impact on job loss

are excited about the investments their companies will make in this area

Source: Talent Trends Quarterly, Randstad Sourceright; Q2, 2019

MINDING THE SKILLS GAP Nearly half of all employees fear not having the skills needed to keep up with the workplace of the future, but almost two thirds say they will be seeking training on their own initiative in the next 12 months to advance or maintain their careers.

70 60

64%

65%

60%

50 40

44%

47%

46%

Almost half of all working professionals have plans to pursue some kind of technical skills development, such as data analysis, coding or computer programming, while a similar proportion intend to pursue improvements to soft skills, such as communication, problem-solving and conflict resolution.

Plan to pursue tech skills development

43%

44%

30

Plan to improve soft skills, ie presentation, leadership and time management

20

41%

10 0

EMPLOYEES KEEN TO UPSKILL

Cite lack of time as an obstacle to upskilling this year have trouble keeping up with tech changes in the workplace

worry they don’t have the skills needed for the future workplace

expect their employer to provide training over the next 12 months

will seek training on their own to advance or maintain their careers

believe the courses will be focused specifically on their roles

anticipate training in technical development

believe that if they had broader digital and tech skills they would have more roles to choose from

Source: Talent Trends Quarterly, Randstad Sourceright; Q2, 2019

36% Cite lack of money as reason for not upskilling this year

22% Source: Talent Trends Quarterly, Randstad Sourceright; Q2, 2019

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UPFRONT

NEWS ANALYSIS

Receiving the ‘royal’ treatment The recent arrival of an aristocratic baby has sparked an important debate about parental leave and the transition back to work

THE WORLD’S media was gripped by ‘baby fever’ last month as the UK’s Duke and Duchess of Sussex welcomed their first child – a son called Archie Harrison Mountbatten-Windsor.

While the press may have gone somewhat overboard with the relentless 24-hours-aday speculative coverage, we’re reminded of the tribulations of parents returning to work after the birth of a child. As parental leave

Providing a stellar parental leave program is a great asset for attracting top talent to your company – but how you deal with these parents once they come back into the workforce will have more of a lasting impact.

According to a survey by Bright Horizons, three in five employees claim they’re likely to switch organisations after the birth of their first child, and 70% of workers admitted that their employers and workplace culture

“Specialist maternity coaching provides an important and effective intervention at this critical time” Lynne Hardman, CEO, Working Transitions becomes an increasingly ‘must have’ benefit, what are employers doing to welcome employees back into the fold? How can HR step up and instil an authentic culture of returnship?

Offering paid maternal or paternal leave is a legal requirement in many countries, where employers and the government offer some form of paid absence. And while this is clearly welcome help for anxious soon-to-be parents, it doesn’t solve the issue of returnship.

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had directly impacted on the timing of their first baby. But with 96% of new mothers claiming to be ‘looking forward’ to returning to work, what are employers doing to ease that painful transition?

As parents often take up to one year off work to bond with their new baby, it’s no surprise when the workplace they return to is much different to the one they left.

“Returning to work after having a baby represents a significant transition – new

mums returning to their role can feel anxious about the prospect of returning to work – and this is often associated with decreased confidence from lack of skill usage coupled with lack of contact with the organisation,” explains Lynne Hardman, CEO of Working Transitions.

“Maternity returners may experience a mixture of positive and negative feelings, including a growing sense of anxiety about rejoining the business. Individuals who are supported both before and during their return to work often have a positive experience, are more engaged and become fully effective more quickly.

“Research has also shown that a high number of mothers who return to work leave the organisation within one year. Specialist maternity coaching provides an important and effective intervention at this critical time. It enables women to make the right choices to suit their situation and aspirations

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THE STATE OF GLOBAL PARENTAL LEAVE

36%

of companies worldwide have a global parental leave policy

19%

have a global policy that covers maternity, paternity, adoption and parental leave

12%

of organisations that don’t have a parental policy are considering implementing one Source: Mercer, 2016 Global Parental Leave report

and enables organisations to retain talent.

An external coach has no fixed agenda or preconceived ideas of the returner’s career

One facet of the process should take place during the parental leave period – and that is managerial training.

“It’s important to remember that people work best when they feel valued and supported” Jo Stubbs, head of product content strategy, XpertHR and is able to provide confidential and objective advice.”

Employers could consider the reintro­ duction into the workplace as a form of onboarding. It’s essential that HR takes the time to not only reskill the returning parent but also ensure they’re not left feeling out of place or isolated in the new company culture.

An organisation’s values may not change much in a year – but the way people perceive them certainly will.

“To ensure good support for employees taking parental leave, HR professionals should train line managers on the maternity process,” says Jo Stubbs, head of product content strategy at XpertHR. “The areas to cover should include the role of unconscious bias in the manager-employee relationship, and awareness of managers’ own bias. Other subjects for the training include how to manage change within their team, the business case for gender diversity,

and good practice in maternity, as well as employees’ rights during pregnancy and maternity leave and on their return to work and the key steps involved in the process of managing pregnancy and maternity.

“It’s important to remember that people work best when they feel valued and supported. There are several things that HR can do to facilitate this, such as providing for the option of spreading out contractual payments during maternity leave to support better budgeting, or offering flexible arrange­ ments for keeping-in-touch days.”

A recent report found that 25% of new mothers return to work just two weeks after giving birth – whether that’s out of choice or out of necessity is another matter entirely.

How HR deals with parents coming back into their organisation doesn’t just demonstrate a commitment to diversity and equality; it can actually make a real difference to people’s lives.

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UPFRONT

L&D UPDATE NEWS BRIEFS How crucial is mentorship in the #MeToo era?

Executive leaders may be “moving in the wrong direction” when it comes to empowering women in the #MeToo era. Three in five male managers on average, or 60%, are ‘uncomfortable’ with mentoring women, according to the latest workplace survey by Lean In and Survey Monkey. That number is up from 46% last year. This hesitation to include women in professional activities, such as one-on-one meetings and social functions, may potentially lead to more women being excluded from growth opportunities. “Whether this is driven by sexism or because men (perhaps unconsciously) gravitate toward helping other men, the result is that women miss out,” the analysts said.

Employer launches ‘Australian-first’ VR training

St John Ambulance Victoria has launched the new virtual reality CPR training, ‘SJx’. The new training course is an “Australian-first”. Victorian students going through the real-life 360-degree video scenarios and completing an integrated questionnaire will be accredited with the Provide Cardiopulmonary Resuscitation certificate. The technology showcases two real-life scenarios for students to respond to using 360 virtual reality; one scenario takes place in a car park, while the other is at a childcare centre. Research has shown that students who are trained through virtual reality answer questions correctly 82% of the time, which is 8% higher than the average respondent.

Inside CBA’s innovative new work environment

Commonwealth Bank of Australia’s 10,000 workers have recently moved into a brand-new building, Axle, at Sydney’s new technology and innovation hub, South Eveleigh.

Global architecture firm Woods Bagot

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designed the tenancy fit-out with the goal of providing employees with the best tools, techniques and spaces for a mindset of innovation, to bring ideas to life. “We realised that the bank’s need for flexibility and its ‘ABW’ portfolio could be achieved with simplicity,” said Woods Bagot’s global workplace design leader, Amanda Stanaway.

Aussie workers prioritise learning new skills

Unnecessary meetings and office politics are the main offenders preventing Australian employees from getting their work done. Indeed, achieving workplace happiness is driven by the ability to learn something new (38%), the desire for more challenging work (31%), and having the ability to actively engage more with colleagues (20%), according to Australian workers.

The research carried out by Tourette Syndrome Association of Australia revealed the most desired aspects of taking part in team-building exercises: workers put a high importance on engaging with colleagues (49%), educational activities (32%) and active movement (25%).

Women perform better in warmer offices

Women reportedly perform better on cognitive tasks when they work in warmer offices, according to new research published in the journal PLOS One. In contrast, men are said to perform better when the office temperature is cooler. Agne Kajackaite and her research team in Berlin asked nearly 550 female and male participants to complete verbal and mathematical tasks at varying room temperatures.

The results showed women were more focused and productive when the temperature was set higher. They answered 1.75% more math questions and 1% more verbal questions correctly for every one-degree Celsius warmer the room became.

Should HR encourage exercise at work?

Karen Gately, founder of Corporate Dojo, tells HRD that a healthy body enables employees to perform at their best The link between the strength of our mind and the standard of our performance is irrefutable, according to Karen Gately, founder of Corporate Dojo.

Gately adds that prioritising consistent exercise in order to have a healthy body and mind is essential for peak work performance.

“When people are mentally strong, they are entirely more likely to be engaged and perform at their best,” she says.

Indeed, co-authors Robert J. Anderson and William A. Adams surveyed more than one million leaders worldwide for the research in their book, Scaling Leadership: Building Organizational Capability and Capacity to Create Outcomes that Matter Most.

They found that exceptional leaders exercised on a regular basis, and commented afterwards on how important this was to helping them in their leadership role.

In particular, they found that the days they did not exercise were the days they were less effective. They also learnt that the days they found tough at work were the days they should increase their exercise.

The daily exercise was not just about being fit and healthy; it was about improving mood and cognitive ability as it accentuated their ability to think.

According to Gately, in an ideal world people should prioritise their own physical and mental health.

Ideally, they should make time for exercise in their day. However, the reality is that a lot of people struggle to find balance in their lives,

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especially if they are in demanding jobs that involve long hours.

“Most of us understand the struggles of maintaining an exercise regime, despite the endless benefits for our mind, body, spirit and success,” says Gately.

“Creating the opportunity for people to exercise in the workplace, or on work time, can go a long way towards helping them find the motivation and discipline they need to incorporate exercise into their lives.

“As an HR professional, the most important role you can play is to encourage managers to see why investing in the physical and mental

“Reflect on the benefits you have felt from going out for a walk, run or gym class during work hours” health of their team benefits not only the individual but also the organisation.”

According to Gately, exercise is energising and helps people choose a better attitude.

“Reflect on the benefits you have felt from going out for a walk, run or gym class during work hours,” she says.

“Just getting outside for a short burst of exercise can make a big difference to our ability to clear our mind, release tension and re-energise our spirit.

“An exercise session in the workplace might be just what people need to recharge and get back to working at a productive level. Thanks to the release of endorphins, exercise provides a natural boost to our mood and a more energised outlook.”

Q&A

Alex Hattingh Chief people officer EMPLOYMENT HERO

Fast fact In 2019, 73% of companies expect significant disruption, and 99% are taking action to prepare for the future of work, according to Mercer’s Global Talent Trends study.

How to develop toxic employees When one’s best talent/highest performer is a toxic employee, how does an employer make a call on what to do in this situation?

If you hold your values and purpose high as an organisation, retaining the highest performer never outweighs living your values.

A toxic employee is just that. They will ruin your culture, and in a short space of time too. People and teams will also notice that you are allowing toxic behaviour to go on for the ‘high performer’, and this will make people ask why, as managers, you are not being consistent with your values.

You need to be brave, take the risk and move on the toxic person: first make them self-aware of their behaviour as they may not realise the impact they are having and could correct it, but if they are intentionally being toxic, you need to move them on from your organisation.

Do you think employees can become toxic because they are not suited to a particular work environment? What are some ways employers can help prevent this and stop toxic work environments from flourishing?

Definitely. Every manager and leader needs to be observant when it comes to negative gossip or a toxic employee. Make it part of your weekly leadership discussions at every level: are there any red flags? This topic should highlight anyone who might be acting in a toxic way.

You also need to establish a safe environment for employees to talk about a toxic employee who is impacting them personally.

This can be as simple as asking in a weekly one-to-one, “Are there any red flags in the team that you think I don’t know about?”

Be observant as a manager. If someone is not themselves, ask them if there is anything going on that you can help with. This can help draw out if one of your team members is being drawn into toxic conversations.

Also, make sure you are covering your values and behaviours during orientation/induction/onboarding, to set expectations.

Be mindful of an employee’s fit within your culture during probation so that you observe any behaviour that may be the result of the ‘misalignment’ of an individual.

The onus is also on you as a manager to ask during the first few months how a new employee is feeling about their role and the organisation. This way employees will feel supported if they are struggling to navigate their way around – they know they can ask questions, and this will hopefully negate any negativity around the culture of your organisation.

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UPFRONT

RECRUITMENT

How Atlassian is increasing its talent pool HRD talks to Bek Chee, global head of talent at Atlassian, about its new remote work program

“We have seen other companies who have attempted to implement remote work in a meaningful way, but have struggled in some cases,” Chee tells HRD. “We want to find a way to learn from some of those mistakes and lessons – and see if we can make it work better. A key reason might be that they moved really quickly and implemented a global program across the board without necessarily understanding what could go wrong.”

“We want to find a way to learn from some of those mistakes and lessons – and see if we can make it work better” Atlassian has rolled out a complete remote work program following months of internal and external research.

The study led Atlassian to create an assessment of how ready someone is to work remotely, based on their personality, their role and their team. Atlassian has taken learnings from some of the best remote teams in the world, as well as those who have struggled with implementing remote work and had to face the consequences.

Atlassian is rolling out its program for two reasons in particular: For the benefit of employees – from a survey of Atlassian employees, 95% of 600 people surveyed said they were willing to change the

NEWS BRIEFS

way they worked to enable more remote work.

To increase the talent pool – Atlassian is the top employer of software engineers in Sydney, yet 63% of software engineers in Australia are located outside of Sydney. Earlier this year Atlassian recruited externally for its first fully remote team in Australia, and found a 25% increase in inbound interest compared to similar roles in the Sydney office. Consequently, they know the demand is there.

According to Bek Chee, global head of talent at Atlassian, the company is very much aware that remote working is something that is a “future-of-work trend”, and their employees have been paticularly vocal about it.

How will job automation impact recruitment?

More than a third of jobs (36%) in Australia face a significant or high risk of being automated in the next 15 to 20 years, the OECD’s Employment Outlook 2019 shows.

While this is less than the OECD average (46%), it means a sizeable share of adults will need to upskill to meet the needs of future jobs. According to the report, 25% of Australian workers are also hired as casuals, half of whom say they have no guaranteed work hours. Australia has one of the highest shares (13%) in the OECD of employees doing short-term part-time work.

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There are often logistics that need to be considered from an operational perspective – legal issues, tax issues – “and some of the factors that are not as fun to talk about”.

“On the HR side, it can get really painful – that’s why it’s a good reason to ‘crawl, walk, run’, which is our approach,” she said.

Chee adds that it’s also important to remember that not everybody in every team in every role is suited for remote work. In particular, she said it was important approach it by saying, “Let’s do the research – who is best suited for this? How can we mitigate those risks?”

While a company can gain a lot of productivity individually, you also run the risk of slowing down the organisation by as much as 30% in terms of speed of collaboration.

Millennials have divided views on new tech Digital and societal disruption is shaping millennials’ and Gen Zers’ views around work and purpose, a recent Deloitte study found. Forty-nine per cent of millennials believe new technologies will augment their jobs, while 46% believe the changing nature of work will make it tougher to find or change jobs and 70% think they may only have some or few of the skills required to succeed in Industry 4.0. The majority also give a “great deal” or “fair amount” of importance to gender and ethnicity when considering whether to work for an organisation.

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6/06/2019 3:20:26 PM

Q&A

Matt Little CEO CoAct

The benefits of hiring staff with disabilities What are some of the positive flow-on effects of hiring someone with a disability?

Fast fact One in five (21% of) survey respondents said they believed they had been personally overlooked or disadvantaged during the recruitment process because of their gender, according to Embracing Difference, a Robert Walters report.

Consumers are expecting much more from the businesses they engage with. They expect the workforce to be reflective of the greater community, and they expect a commitment to social and environmental outcomes. Employers who take the time and effort to provide opportunities for those often overlooked regularly remark that it was the best decision they have ever made and the employees have quickly become incredible assets to their business.

People with disabilities want to work. They will be more loyal and committed if given the opportunity.

A recent Accenture study found that companies that offered the most inclusive working environment for disabled employees gained an average of almost 30% in revenue.

Diversity and inclusion were seen as something that was good to do but now can be included as an indicator of good governance and potential financial performance. Inclusive workplaces are generally more positive, with innumerable flow-on effects throughout the workforce, customers and the community.

Why do you think people with disabilities are under-represented in the workforce?

Most recruiting happens from the perspective of ‘the best available candidate’. Even in large organisations that implement implicit strategies to increase the representation of people with disabilities, the ingrained HR policies and processes are designed

Most attractive Aussie employers revealed

Qantas is Australia’s most attractive employer, according to Randstad’s Employer Brand Research.

The airline was recognised for job perks (including travel benefits), and its perceived adoption of technology and consistent financial performance. Epworth HealthCare and Apple, at second and third respectively, were also valued for their robust financials, engaging job content in leading fields and strong public reputations. Life sciences emerged as the most attractive industry ahead of early learning in second place.

to filter out less credentialled candidates.

There have been many examples of where an explicit strategy is not enough to make a change. Often a dedicated resource is required internally to identify these barriers and break them down so candidates with different capabilities and experience are included.

One in five Australians live with a disability, so 20% of the potential candidate pool is cut off if people with disabilities are not considered for roles. That doesn’t make sense for business or Australia’s economy.

The Australian government’s ‘Employ their Ability’ campaign found that 77% of employers were open to hiring people with disabilities. However, in reality, 35% of employers demonstrate a commitment to actually hiring people with disabilities. Employers say they are willing, but they are not acting. This disconnect means that one million Australians with disabilities are not in meaningful employment.

For many smaller employers, it is often the perception or fear of the unknown – the increased time for training and developing staff instead of choosing highly experienced staff on day one; the fear of having to make major changes to the workspace or invest in specialist equipment. Research routinely finds that while the initial investment in training and development can be greater, the staff loyalty, increased retention and long-term commitment far outweigh the initial costs.

That’s why disability employment organisations exist, to assist employers with on-the-job support and training and help the employee through all the early hurdles and anxieties that any new employee faces.

Trends with the greatest impact on recruitment

As technology transforms the employer-employee relationship, it is imperative for talent to keep pace with the trends disrupting the Australian workplace, according to LinkedIn’s 2019 Global Talent Trends report. The main trends that will have the greatest impact on the recruitment and HR industry in 2019 are soft skills, work flexibility, antiharassment, and pay transparency. That’s based on insights from over 5,000 talent professionals on the top trends shaping the recruitment industry in 2019.

Jobs set to be redefined and broadened

New technologies won’t just augment routine tasks – they will also broaden the scope of one’s work and redefine roles, says Deloitte’s 2019 Global Human Capital Trends report. Australia is ahead of the game, both in terms of adopting emerging tech and preparing its workers. A staggering 95% of businesses are gearing up for an increased reliance on artificial intelligence, cognitive tech, automation and robotics in the next three years, and 52% are using automation extensively or across multiple functions.

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6/06/2019 3:20:28 PM

PEOPLE

GLOBAL HR LEADER

LOOKING BEYOND DIVERSITY Rosemary McGinness, chief people officer at The Weir Group, talks to HRD about inclusivity, and HR’s power to lift people up and make a difference ROSEMARY MCGINNESS, chief people officer at The Weir Group, understands the meaning behind a compelling C-Suite vision.

HRD caught up with McGinness to hear how inclusion operates in a male-dominated sector and what inspired her to get into HR in the first place.

HRD: How did your career in HR begin?

Rosemary McGinness: My career began with a hotel group called Trusthouse Forte, where I started in line management.

Through this, I ended up moving into a project management role, which centred on improving the technology we used within the organisation. As part of that role, I took responsibility for staff training – which was my first taste of working in HR. I loved it! From there, I moved into a general management and training position. After that I chose to specialise in human resources.

As it was a global company, they had a lot of specialist functions which offered me the opportunity to sample various aspects of human resources. Although the company

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was based in the UK, I was able to work on lots of worldwide assignments too – and as I became more senior, I moved into more generalist roles.

HRD: Tell us about a difficult challenge you’ve faced and how you overcame it.

RM: My first head of HR role was with a company called Williams Lea, where I

have acknowledged that I was in a new role, with a new company, in a whole new city – New York – and it was pretty intense.

Obviously, being in the US, I had a lot of friends who wanted to come over and visit – which meant that I was working long hours all week and then my weekends were full too.

It was exciting, and I got a real buzz from the role, but it was incredibly exhausting.

“Three of my biggest career moves have transpired because the CEO had a really compelling vision – they wanted to transform the whole business” worked for five years. We had a joint venture partner in the US, and I was seconded over there. And whilst this was an amazing opportunity, the first year was tough. I was working too hard and I forgot to find that all-important work-life balance. I should

Eventually, I contracted a virus, which I actually put down to pure exhaustion. From this experience, I became much more conscious of the importance of self-care. It’s important to work hard, but don’t forget to look after yourself whilst doing it.

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6/06/2019 3:20:45 PM

PROFILE Name: Rosemary McGinness Company: The Weir Group Title: Chief people officer Years in the industry: 25 years HR awards: McGinness was named HR Director of the Year and received the Best Workplace award in the HR Network Awards Scotland in 2011, in addition to the Achievement Award for Excellence in Employee Engagement 2012 from the British Quality Foundation.

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6/06/2019 3:20:48 PM

PEOPLE

GLOBAL HR LEADER

HRD: Do you have a career inspiration?

RM: I think of this as more of a composite of many different people. Three of my biggest career moves have transpired because the CEO had a really compelling vision – they wanted to transform the whole business.

A leader who has a great vision, and can articulate that vision well, inspires me. I’ve seen some great HR colleagues who’ve had the courage to challenge convention – who’ve tested the boundaries, stepped up and explained the need to do things differently.

Leaders who’re conscious of their positional power and the positive impact that power can have on other people – that’s a rare quality.

When I was interviewed by the CEO of The Weir Group, Jon Stanton, he made it clear he wanted to enhance the organisational culture and employee proposition. Jon saw

team with me, which is progress, and we are determined to do more. We intend to make sure at least a third of board and executive members and their direct reports are female by the end of 2020. Following employee feedback, we are also looking beyond diversity.

We’ve recently shifted the focus to inclusion.

Our recent inclusion strategy looks at creating an inclusive environment for everyone – and that allows us to think much more broadly than within the traditional dimensions of diversity. Let me give you an example of something I think is really important. We have also just launched Weir ShareBuilder, which is a comprehensive share ownership scheme that will give all our 15,000 employees the chance to become owners of the business. We have gone to great efforts to ensure that every employee across the globe can participate, and

“Feeling like you’ve really made an impact on individuals’ lives is energising” HR as an instigator of that. In my interview, he explained how he wanted to create a place where people could do the best work of their lives. Hearing that was like a Jerry Maguire moment – ‘you had me at hello!’

I thought, wow, if the CEO is striving for this transformational excellence it’s a godsend from an HR perspective.

HRD: How do you find working in a male-dominated sector like engineering, and how do you recommend enhancing diversity in these industries?

RM: I came from outsourcing and the spirits industry, which are both maledominated industries, so honestly, I don’t think engineering is any different. I’m used to being the minority on the executive teams I’ve been a part of. However, at Weir we have three women on the board and a female chief technology officer who sits on the executive

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believe this will fully support our aim to be an inclusive employer.

DIVERSITY AT A GLANCE

Companies ranking in the top quartile for diversity on their executive teams are 21% more likely to outperform on profitability

Organisations with a less gender-diverse workforce are 29% less likely to show high profitability

Top-quartile companies for ethnic and cultural diversity were 33% more likely to outperform on profitability

HRD: What’s your life motto?

RM: I left my last HRD role after 12 years in the organisation, and I started to consider what my legacy would be. It’s all about making a difference – it’s that simple. Find a way to make a difference whilst simultaneously lifting people up as you go. When I left William Grant & Sons, people came to wish me well. However, the things they spoke to me about were not the things I had originally anticipated. No one was talking about the new talent management system, for example – they were discussing the conversations we’d had that helped them make important career choices. Or the times when I had more confidence in them than they had in themselves. Feeling like you’ve really made an impact on individuals’ lives is energising.

Enjoy what you do – for me, if I’m not making a difference, I have to move on.

Companies with the most ethnically diverse boards worldwide are 43% more likely to experience higher profits Source: Delivering through Diversity, McKinsey & Company

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7/06/2019 8:26:57 AM

EXPERT INSIGHT

Brought to you by

LEGISLATION

Tread carefully with employee whistleblowers Joe Murphy explains what employers need to know about new protections for whistleblowers JULIAN ASSANGE is probably the most controversial of whistleblowers to hit the headlines in the last 10 years. However, still murky waters surround his prosecution for whistleblower acts committed, in the face of allegations that his whistleblowing conduct also amounts to criminal conduct.

Closer to home, financial and aged-care institutions have been subjected to rigorous investigation following whistleblower allegations. These are extreme examples of what has happened recently when employees speak out.

The recent expansion of whistleblower laws in Australia means that corporations and other institutions across the country (eg insurers, superannuation trusts) must be conscious of, and compliant with, their obligations and the new protections that whistleblowers have under the law. The substantive provisions will commence on 1 July 2019.

The protections and obligations arise where: • the individual reporting the conduct is an ‘eligible whistleblower’ (employees, officers and suppliers of companies, as well as their family members) • the eligible whistleblower reports the conduct to an ‘eligible recipient’ (certain officers, senior managers, audit team members, actuaries, trustees) • the eligible whistleblower has ‘reasonable grounds’ to ‘suspect’ that the conduct is reportable conduct • the disclosure is made to ASIC, APRA or a prescribed Commonwealth authority • in specific circumstances a public interest

or emergency disclosure may be made to a member of parliament or a journalist.

The types of conduct that are reportable are quite broadly described and include: • misconduct in relation to a corporation or other regulated entity • an improper state of affairs in relation to a corporation or other regulated entity • a contravention of, or offence under, the Corporations Act 2001, the ASIC Act, the Banking Act 1959, the Financial Sector (Collection of Data) Act 2001, the Insurance Act 1973, the Life Insurance Act 1995, the National Consumer Credit

their own employment situation, dismissal, demotion, adverse action or personal grievance).

However, once a disclosure is appropriately made, then it is important to ensure that the identity is not directly or indirectly disclosed except in limited circumstances. Penalties (up to $1.05m for individuals and up to $10.5m for companies) and compensation orders can follow if the conduct in breach causes detriment (or amounts to a threat to cause detriment).

The risks associated with getting it wrong once an employee or other eligible whistleblower makes a disclosure are too significant not to ensure your business has in place the correct policy, procedures and complementary training of all staff so that legitimate whistleblowers can be protected and those that may seek the protection for their own purposes (eg where the nature of the issue is actually about their personal work-related grievance) can be dealt with in accordance with ordinary complaints and disciplinary procedures.

It is essential that organisations are well prepared for the new law with compliant policies. Ensure you have identified your eligible recipients for whistleblower complaints within the business and trained them to handle these cases. Educate the business from the top down on building a culture that encourages best practice behaviour.

The risks associated with getting it wrong once an employee or other eligible whistleblower makes a disclosure are significant Protection Act 2009, the Superannuation Industry (Supervision) Act 1993, or an instrument made under one of these Acts • a contravention of, or offence under, a law of the Commonwealth that is punishable by imprisonment for a period of 12 months or more • conduct that represents a danger to the public or the financial system.

Employees are not entitled to use the whistleblower protection or process in relation to a ‘personal work-related grievance’ (ie about

ABLA provides Whistleblower Policies and can assist in reviewing the implementation of appropriate procedures across your business.

Joe Murphy is the managing director of National Workplace at Australian Business Lawyers & Advisors (ABLA). ABLA is trusted by the Australian Chamber of Commerce and Industry and is the leading voice for business in the Fair Work Commission. ABLA was voted #1 Employment & Workplace Law Firm of the Year 2018. Contact Joe on 1300 565 846 or at joe.murphy@ablawyers.com.au if you have any questions raised by this article.

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6/06/2019 3:21:18 PM

COVER STORY

RISING STARS 2019

2019 Our annual feature is dedicated to shining a light on the fresh faces and future leaders in Australian HR

WHAT IS the future of HR? It’s a question that dominates the thoughts of many in the field today. Businesses are continually looking for ways to improve their HR processes, and any professional who’s been in the field more than a few years has likely seen a few trends come and go already. Most of these are touted as the magic bullet that will change HR forever. Companies and thought leaders on both the creator and consumer sides of the equation stake their careers on such purported innovations, with predictably variable results. Tech will come and go within the field, but people remain eternal.

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No one doubts the valuable role that tech and automation can play in streamlining day-to-day processes – but perhaps the better question to ask is who is the future of HR? After all, HR is an enterprise that inherently concerns people.

Each year, HRD’s Rising Stars list is intended to highlight the future leaders in the HR field, and 2019 is no different. From recruitment through to pet food, it’s intriguing to see the differences – and similarities – that arise across different industries. Read on to get an insight into the next generation of HR in Australia.

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6/06/2019 3:47:52 PM

RISING STARS INDEX NAME

COMPANY

Beck, Yasmin

Department of Education Queensland

22

Carmont, Ellie

Feros Care

19

Castaneda, Angela

Talent International

19

Connell, Tess

Laing O’Rourke

24

Cruz Taylor, Sarah

Real Pet Food Company

22

Evans, Chelsea

Gold Coast Health

24

Harris, Bree

OMD Australia

20

Johnstone, Cara

Mondelez International

24

Lange, Nicole

Accenture

20

Leitch, Aviva

Gilbert + Tobin

22

Lowe, Sally

Australian Financial Security Authority

22

Moore, Jess

Merivale

23

Nunan, Joshua

Jenny Craig

20

Paramboukis, Antoinette

Philip Morris

21

Roden, Adam

Merri Health

24

West, Lauren

Buildcorp

20

ANGELA CASTANEDA

PAGE

Senior people and culture adviser Talent International

Angela Castaneda has already made a significant impact on multiple areas of Talent International’s business since she joined the company 18 months ago. With a strong background in employment law, she is Talent’s in-house expert in industrial and employment relations advice. This is especially important as the labour hire industry is constantly changing.

Legislative updates impact not only Talent’s 200 direct employees but also its wider recruitment and contingent workforce business comprising over 7,000 contractors.

Castaneda’s knowledge and diligence, combined with her commercial focus, ensure that Talent always adheres to the strictest legal obligations. Castaneda also supports the company’s ongoing change management process around industrial relations and workplace health and safety, including educating staff, writing policies and developing processes to ensure that Talent meets its obligations and increases awareness.

Castaneda has played an integral role in Talent’s achievement of its people and culture milestones over the past 12 months. Her work on employee engagement initiatives has resulted in an industry-leading low attrition rate of 12%; recognition by Gallup as the only recruitment company in the world’s 40 best workplaces list; and a gold medal for Talent in HRD’s Employer of Choice Awards (Medium Employers category).

ELLIE CARMONT Employee relations manager Feros Care

Joining Feros Care only a short time ago, Ellie Carmont has taken on the newly created full-time position of employee relations manager, with two direct reports – a return to work coordinator and ER adviser.

This is her first step into a managerial role and it has already seen her take the discipline of ER in the organisation to new levels of professionalism. Carmont has streamlined numerous out-of-date and clunky processes to ensure that Feros Care is meeting and exceeding the organisation’s expectations regarding the provision of ER. Carmont has also overseen procedural improvements, ensured fairness and equity for employees, and improved responsiveness to claims, which has reduced risk exposure for the organisation. Carmont has developed new templates and ways of working and engaged broadly with key stakeholders to deliver great results. Perhaps most importantly, she has worked with staff to ensure they are fully aware of the company’s processes, and has supported them during challenging times.

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6/06/2019 3:21:37 PM

COVER STORY

RISING STARS 2019 JOSHUA NUNAN Head of HR Jenny Craig

Providing HR and payroll support to 600-plus people across two countries, backed by a small team of two, Josh Nunan has partnered with the business closely to prioritise and identify key areas for improvement.

Over the last 12 months, Nunan has overhauled the way Jenny Craig recruits people by adding critical checkpoints and processes to ensure the company is placing the right people in the right roles. As a result, the business has seen turnover rates drop from the industry standard of 50% down to 29%.

Nunan works closely with the state managers to set clear criteria for recruitment, and also with his team to shortlist the right people. He launched an ATS platform (Job Adder) during the year, which has given the business clarity of recruitment within a decentralised model. Nunan has also partnered with the management team to effectively drive engagement across the organisation, which has led to a fantastic above-industry standard score of 87%.

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BREE HARRIS

LAUREN WEST

People and development manager

HR business partner

OMD Australia

Buildcorp

In 2016, OMD saw a drop in staff survey scores from 89% to 65%, across staff training, career planning and performance reviews. Clearly there were issues that needed to be resolved, and it was time for new talent to help reinvigorate the team.

Since joining OMD in 2017, Bree Harris has proved herself just the person to do that.

With a background in financial services and construction, Harris took up the mantle of people and development manager, overseeing 180 employees at OMD Melbourne. It’s a role that’s critical to achieving a strong culture – and subsequently client retention and revenue. Harris immediately launched a new training, recognition and inspiration initiative, increasing training satisfaction and leading to new career opportunities within OMD. Harris has continually emphasised a positive culture, engaging employees at OMD’s Melbourne office and helping the company become the biggest media agency in Australia in 2019. It is also no coincidence that during her tenure OMD has moved from number 15 to 10, then to its current number six in the Great Places to Work Awards.

After four years at Buildcorp, Lauren West was promoted from HR adviser to HR business partner. She has been responsible for implementing a range of initiatives, from Buildcorp’s HRIS to Performance Review Roadshows. Her credibility in the business, from the boardroom to construction sites, is a testament to her hard work and interpersonal flexibility – West can be in a hard hat and steelcapped boots one day and presenting to the MD and principal the next. Things don’t always go to plan in HR, and West’s accountability and resilience in the face of adversity is first-rate.

West oversees recruitment at Buildcorp and her appreciation of cultural fit ensures a high success rate for recruits. The induction program she runs helps build an optimistic and hard-working culture.

Still in the early stages of her own career, West has a natural affinity with Buildcorp’s cadets, and has reworked the cadet program to ensure interface with senior leaders and measurement of learning.

NICOLE LANGE Graduate talent attraction partner Accenture

Coming from a business administration and marketing background, Nicole Lange developed her HR skills during a two-year stint in London.

Since joining Accenture in 2014 as a junior analyst, she has taken the time to learn as much as possible from the wider team and global network.

After just a year at Accenture she was shortlisted in the Top 25 Graduate Recruiters in Australia.

She later made the Australian Association of Graduate Employers Top 25 in 2016, 2017 and 2018.

Lange actively seeks out opportunities to challenge herself and develop new capabilities, while providing an exceptional recruitment experience for her candidates. In 2019 she will step into a new role within the graduate team as a talent attraction partner for all industry groups. This will involve building close relationships with a cross-functional HR team and senior stakeholders in the business, to better understand the gaps and how Accenture can continue to improve its processes.

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3/07/2019 4:44:58 PM

ANTOINETTE PARAMBOUKIS Organisation effectiveness executive Philip Morris International

Originally part of the Inkompass internship program at Philip Morris, Antoinette Paramboukis quickly established herself as a highly capable worker, as well as a standout personality. Offered a full-time role in Philip Morris’s graduate program, her enthusiasm for people and culture was immediately evident, and she excelled in taking on all the opportunities and challenges that were presented.

In 2018, at the end of the graduate program, she was given a

position in the Organisation Effectiveness team as an executive.

During the last 12 months Paramboukis has been supporting Philip Morris’s talent acquisition, learning and development offers, and inclusion and diversity initiatives. Her major achievements during this time have been running the Inkompass assessment centre and internship program for the company – just three years after she was a candidate. She also launched and supports a new learning platform called the Learning SHIFT, which provides 30- to 45-minute learning moments for all employees. Additionally, Paramboukis managed to secure WEGA accreditation for the fourth year running due to her dedication and drive for results.

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6/06/2019 3:21:45 PM

COVER STORY

RISING STARS 2019 AVIVA LEITCH Manager, projects Gilbert + Tobin

In the short time since Aviva Leitch arrived at Gilbert + Tobin, she has been a strong contributor to a huge step change in its HR function and the delivery of HR projects and change initiatives. With previous experience in banking, Leitch has been instrumental to the business over the last year. Her mature and proactive approach has helped her build and maintain a trusted adviser position on the HR team, enabling her to overcome obstacles and influence outcomes.

Some of her key achievements include scoping, devising and implementing a new employee survey approach and provider; managing the move to a new HR system provider and associated changes in process; revamping the appraisal process and providing hands-on assistance to the team to enable change. She has also supported the remuneration review process and related changes.

SARAH CRUZ TAYLOR HR business partner

SALLY LOWE

Real Pet Food Company

Senior adviser – workforce strategy Australian Financial Security Authority

Sally Lowe originally joined the Australian Financial Security Authority (AFSA) in February 2018. Since then she has made a significant contribution to AFSA’s delivery of its workforce planning and strategy functions.

As a trusted adviser, Lowe has supported high-level succession planning conversations for AFSA’s board roles, alongside AFSA’s chief people officer and people and capability director. In addition, Lowe single-handedly coordinated the implementation of AFSA’s inaugural wellbeing strategy through an innovative approach to driving cultural change in this space.

Lowe also established AFSA’s internal Wellbeing Blog – #What’sYourWellbeingStory – and enthusiastically sourced staff stories for the blog. She created, convenes and drives AFSA’s Wellbeing Champions’ Network – a group of like-minded staff interested in holistic wellbeing and promotion not only for themselves but for their colleagues as well.

Her tireless work on bringing the strategy to life has been recognised not only by AFSA’s staff but by the wider HR community, as AFSA was awarded the 2019 Innovative HR Teams citation for its work on designing and implementing the Wellbeing@AFSA strategy.

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Sarah Cruz Taylor joined the Real Pet Food Company in 2018 as HR adviser and swiftly took on the challenge of radically and innovatively overhauling its talent attraction and onboarding process. Historically, recruitment had been 100% outsourced, but within six months Cruz Taylor had built the company’s Careers page through various social media streams and more than quadrupled its LinkedIn followers.

She introduced efficiency improvement tools by partnering with IT and external providers to ensure the recruitment process was focused on candidate care and responsiveness and less on the heavy administrative tasks that used to take up a lot of time.

Cruz Taylor has helped not only improve business financials through her determination to identify how to do things better but has also driven efficiency through new processes and improved ways of working. She has built a solid reputation for delivering exceptional results and keeping a balance of productivity and cost optimisation coupled with compassionate support for employee welfare.

YASMIN BECK Principal HR Department of Education, Queensland

The North Queensland region is a vast and unique area comprising 112 schools, including primary, secondary, youth detention, distance and special education centres. This presents a number of workforce challenges, which require an HR professional with a comprehensive understanding of the department’s strategic direction, adaptation to a continuously changing sphere of work, and analysis of previous trends and corresponding data. That HR professional is Yasmin Beck.

Graduating from James Cook University in 2014 with a Bachelor of Business in HR and Marketing, Beck joined the Department of Education as an admin assistant in 2015 and has risen in a short time to the principal HR position. She’s provided unprecedented support to both her own regional HR team and school leadership teams throughout North Queensland. Beck’s ability to think strategically and operationally and her relationship-building skills have been key to her success as a leader.

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6/06/2019 3:21:45 PM

JESS MOORE Head of people systems Merivale

As head of people systems at Merivale, Less Moore leads a team of three professionals dedicated to the maintenance and improvement of HR and workforce management systems. When she joined Merivale in 2013 as WHS and systems manager, she was tasked with managing the WHS, wellness and compliance training arm of the HR team. Promoted in 2017 to Merivale’s head of people systems, Moore is now responsible for the delivery of new people technology projects and the adoption of established people

systems. Dedicated to making a positive business impact through effective change and communication strategies, she prides herself on offering an alternative perspective when it comes to HR – challenging process norms and providing objective ways of thinking and a positive solution-focused approach to Merivale’s operations.

In addition to working hand in hand with people technology, Moore has a passion for embedding change management as a practice across all facets of the business, and for driving organisational transformation. She aims to maximise business uptake by engaging key stakeholders in process change, creating the opportunity for conversations and never settling when it comes to user experience.

www.hcamag.com

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6/06/2019 3:21:49 PM

FEATURES

SPECIAL REPORT: RISING STARS TESS CONNELL Senior learning and development advisor Laing O’Rourke

With nine years’ experience in the field – five at Laing O’Rourke – Tess Connell has already marked herself out as a significant force in HR. Relocating three times since joining the company, Connell has fast progressed from training coordinator to her current role of senior learning and development adviser.

Connell is responsible for making decisions, providing recommendations and aligning program objectives with business requirements as well as Laing O’Rourke’s 2025 strategy. She leads by example, taking learnings from the senior leadership program she supports, and thinks about ways to build similar baseline skills in early talent to drive a pipeline of capability for the business.

But perhaps her most important strength is her coaching skills. Helping junior staff reflect on their drivers, fears and aspirations to acknowledge why they think or behave in a certain way, and then working with them to come up with practical solutions, has been key to her success.

CARA JOHNSTONE HR manager Mondelez International

Cara Johnstone joined Mondelez International’s Graduate Program in 2013. She rotated through different parts of the HR function, including HR partnering in the commercial, corporate and supply chain areas of the business. Having proved her capability, she was soon appointed as an HR business partner in 2014, supporting two factories and a central team of approximately 350 employees. Since then, she’s established herself as a reliable business partner and built her employee relations credentials. In 2018, Johnstone was appointed as HR leader for the sales team (approximately 500 employees), with a larger team reporting to her.

Johnstone is highly valued by her client groups and has built the capability of the leadership teams she supports to manage day-to-day people issues autonomously. As she has tackled new roles, Johnstone has built strong relationships with her client groups and mastered the portfolio very quickly.

Her understanding of the business and site operations has been critical to her success in talent acquisition and people planning strategies. Johnstone’s impact is helping further strengthen the capability, capacity and culture of Mondelez International.

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CHELSEA EVANS Specialist, strategy and engagement Gold Coast Health

Since joining Gold Coast Health’s workforce strategy and engagement team in late 2017, Chelsea Evans has flourished. A high performer by nature, she is an effective planner who ensures outcomes are met ahead of time and meet the highest standard.

One of Evans’ key responsibilities has been to research, design and develop Gold Coast Health’s workforce strategy. She was accountable for reviewing global and national emerging trends that will affect how healthcare services will be delivered in the future. Insights gained helped formulate the impending risks and challenges that may arise for the workforce. Her approach to engaging with leaders and key stakeholders via one-to-one interviews and visioning workshops has enabled strong consultation and input, helping to generate buy-in and further insights from operational subject matter experts. The result has been a strategy that develops and maintains a high-performing, motivated workforce that aligns with the strategic direction and future needs of the organisation, ensuring readiness for the demands on the health service in the future.

ADAM RODEN HR, volunteer and OHS officer Merri Health

Adam Roden successfully developed and implemented a Mental Health and Wellness Framework that has led to significant improvements in the health and wellbeing of Merri’s employees and volunteers. The framework takes a whole organisational approach to promoting their wellbeing, health and happiness through programs, initiatives, resources and support. It takes a proactive instead of a reactive approach.

Roden heads up Merri’s Occupational Health and Safety Committee and has flipped the culture so all committee members are now actively engaged and passionate about enhancing their health and safety culture. Roden put structure behind Merri’s wellbeing calendar to ensure fair representation of health and wellness events throughout the year, creating strategies to increase engagement across 11 worksites. This has increased relationship-building and built awareness of key health matters.

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HR Tech

12 September 2019 • The Westin Sydney DISCOVER. LEARN. EVOLVE. STEP INTO THE FUTURE OF HR Within the next ten years, it’s estimated that over half of the world’s office-based jobs will be disrupted or displaced by technology. Is your company ready to keep up with the changes?

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LEADING SPEAKERS INCLUDE:

VERNON GRIFFITH Global head of hr service design & delivery QBE Insurance Group Limited

D’NEALE PROSSER National HR Manager - talent, leadership and competence IKEA Australia

JAYNE SADEGHI Group learning and development manager Goodman

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Scan the QR code to enjoy the discounted individual pass of $595.00 until September 19, 2019.

For more info visit sydney.hrtechsummit.com 18-25_Rising Stars_SUBBED.indd 25 HR Tech FP ad ad v2.indd 27

7/06/2019 8:34:33 8:38:13 PM AM 6/06/2019

FEATURES

ORGANISATIONAL TRUST

Built on a foundation of trust

The value of trust is universal in business – but, arguably, it’s rarely as important as it is in the superannuation industry. HRD talks to the CEO of VicSuper, Michael Dundon

THE LAST few months have made it difficult – if not impossible – to discuss the current state of superannuation without also touching on the findings of the royal commission into financial services. It’s tended to cast a dark shadow over the industry, with many organi-

managing the savings of almost every working Australian,” says Dundon. “We take this responsibility very seriously.”

Being a profit-to-member fund helps reinforce that the organisation’s sole focus is to act in its members’ best interests, he notes.

“Relationships are central to the way we interact with our members and stakeholders, and the relationships we have with our own people are the foundation of that” Michael Dundon, CEO, VicSuper sations loathe to discuss the resulting fallout.

But for CEO Michael Dundon, the findings were an affirmation that VicSuper had been taking the right approach all along.

“We work in an industry that’s recently come under increased scrutiny and rightly so, as collectively we’re responsible for

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“Relationships are central to the way we interact with our members and stakeholders, and the relationships we have with our own people are the foundation of that.”

Accordingly, VicSuper was pleased with the outcomes of the royal commission. It served as something of a vindication of its current

practices and approach to managing super.

“For us, they confirmed the fact that our governance and risk practices are sound, and that our member-centric approach is authentic and founded on trust,” says Dundon.

Best practice in hiring With responsibility comes trust – specifically, the trust that VicSuper has in its employees to do the right thing by members and by each other. The people within the company are the most important enablers of its ability to deliver on its strategy and to continue to help members get the best possible income in retirement.

“From an HR perspective, we don’t just focus on attracting the right skills for the job – we look for much more than that,” says Dundon. “Cultural fit is very important. It’s a big driver behind how we onboard, develop, manage, motivate and reward our people.”

Having an alignment between personal and corporate values underscores VicSuper’s approach to HR. The organisation’s strong culture and value set enables trust to be fostered effectively, and aligning talent with the member value proposition is crucial.

Beyond hiring practices, VicSuper also places considerable emphasis on building a positive culture within the workplace itself.

“We’re fortunate that our size helps us to really leverage our scale benefits,” says Dundon. “However, we’re not so big that we become impersonal and don’t know the teams in our other local offices. We’re ‘One Team’ and we really emphasise that among the respective offices.”

The employee experience To maintain this ‘One Team’ feel, the VicSuper executive team has made a strong commitment to driving inclusion across the organisation. Ensuring that employees believe in and understand their role in delivering VicSuper’s value proposition to its members is also critically important. At the heart of these initiatives is ‘The Voice’ – an annual staff engagement survey.

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Brought to you by

BECOMING AN EMPLOYER OF CHOICE

“Last year, 88% of our entire team participated and gave feedback on their working experience at VicSuper,” says Dundon. “We spend a lot of time reviewing the results and insights, because having full transparency around the results is critically important – so much so that acting on the feedback is a KPI for myself and the executive team.”

The results are also shared and discussed with all employees at both a department and enterprise level, and department leaders then workshop initiatives with their teams.

Targeted action plans are created across a variety of levels, from organisational down to personal level.

Every month Dundon also hosts a staff breakfast at which all are welcome, to encourage a catch-up where people from across the business come together to learn about the latest strategic issues and hear

Creating meaningful work in a values-based environment is crucial for an organisation to progress towards becoming an ‘employer of choice’, says VicSuper’s CEO, Michael Dundon. Tools such as internal surveys provide insights into the mood and morale of the organisation. Initiatives such as employee referrals also serve as a barometer of both current and future employee interest in the organisation.

“Everything we do is for the benefit of our members, so the work we do has a positive and meaningful impact on people’s lives,” says Dundon. “Our own research has shown that retention rates are higher; positions fill more quickly and referred employees are generally strong performers.”

Perhaps most importantly, notes Dundon, businesses must deliver on an authentic and compelling employee value proposition. Other important elements include:

• organisational culture • leadership • communication • professional and career development opportunities • remuneration, reward and recognition from their colleagues about new initiatives.

The Employee of the Month award is given, and, perhaps most importantly, staff can ask questions of the executive team in an informal setting.

“It’s not mandatory, but it’s great to see that most people in the organisation attend,” says Dundon. “We actively encourage anyone to present – from our chief investment officer right down to our Member Contact Centre

representatives who are on the phones.

Everyone has a critical role in helping us better understand what’s on the minds of our members.”

An active People Committee of volunteers from across the organisation contributes to the shared goal of enhancing the employee experience. They focus on initiatives that help build teamwork, reinforce VicSuper’s values and make the company a great place to

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FEATURES

ORGANISATIONAL TRUST Brought to you by

work, for example by organising team participation in goodwill or charity events such as Sleep at the ’G, the Mother’s Day Classic, or simpler projects such as setting up a book exchange for staff.

“What’s important is that it brings people together from all levels and across different functions within the organisation,” says Dundon.

Emphasis is placed on building trust in other ways too.

“We encourage cross-collaboration of

have embraced the education and awareness programs as a part of our Reconciliation Action Plan and taken their learnings into their interactions with our members.”

In practical terms, VicSuper offers workplace flexibility to accommodate a better work-life balance for its employees. It also provides health assessments as part of its wellbeing program. Staff participate in the company’s corporate volunteering program, and its commitment to community is outlined in its Social Sustainability Strategy. Within

“We want our people to be engaged, accountable and focused so that they deliver the best possible experience for our members and our employers” Michael Dundon, CEO, VicSuper work teams, and where possible we create working groups made up of subject matter experts from around the organisation,” says Dundon. “This work helps foster and encourage the sharing of diverse skills and new learning.”

ABOUT VICSUPER As a profit-to-member super fund, our members are at the centre of everything we do.

One in every 12 Victorians is a member of VicSuper – that’s over 240,000 people. We have $21bn in funds under management, so we’re big enough to deliver real value for our members, but not too big that you don’t get the service you need.

To find out more, visit www.vicsuper.com.au.

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Trust and CSR These commitments don’t simply stop within the workplace. They extend into every facet of the business. For example, VicSuper has made a conscious effort to integrate corporate responsibility into its business strategy by publicly articulating its Corporate Responsibility Commitments.

“We want our people to be engaged, accountable and focused so that they deliver the best possible experience for our members and our employers,” says Dundon.

“A great example of this is how our people

VicSuper’s company offices, staff work to minimise its carbon footprint and review suppliers against the corporate responsibility criteria in its supplier engagement policy.

Externally, as many members want to align the way their super savings are invested with their own social and environmental values, VicSuper’s Socially Conscious Investment option provides them with this opportunity.

“We have provided a commitment to responsible investing,” says Dundon.

“We integrate environmental, social and governance factors into our investment decisions and engage with the companies we invest in to influence positive change in corporate behaviour.”

Building trust remains the cornerstone on which VicSuper is founded – and it plans to continue building on that foundation into the future.

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A super fund our members are willing to recommend.

VicSuper VicSuper Pty Ltd ABN 69 087 619 412, AFSL 237333, Trustee of Victorian Superannuation Fund ABN 85 977 964 496.

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PEOPLE

INSIDE HR

MEETING THE HUNGER FOR HR Quick-service restaurants dominate the food landscape in Australia. But what sort of challenges do they present for HR professionals? HRD speaks to Lisa Fisher, head of HR at Retail Zoo, to find out

FAST FOOD is near-omnipresent in Australia, spanning every conceivable cuisine. Since 2000, Retail Zoo has been creating its own distinct flavours in this landscape, across brands Boost Juice Australia, Salsa’s Fresh Mex, Cibo Espresso and Betty’s Burgers & Concrete Co. Lisa Fisher, head of HR at Retail Zoo, joined the company in 2015 and has made it her mission to bring her skill set to this uniquely challenging sector of the Australian food industry.

“It’s a space with a lot of facets that you don’t have to consider in a standard office environment,” says Fisher. “You’re dealing with a significant number of staff who are also widely distributed across the whole country. You need to ensure that everyone is being treated fairly across a variety of different circumstances.”

Indeed, Fisher has spent the vast bulk of her HR career in quick-service restaurants (QSRs). Starting off as an operations team member in a Pizza Hut restaurant,

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she worked her way up the ranks to an area manager role. Around this time, the opportunity to work in the HR field team at Yum! Brands (the parent company of KFC and Pizza Hut) became available. With a degree majoring in HR management, Fisher had been looking for an opportunity to overlay her HR theoretical knowledge onto her background in operations and was “thrilled”

strong decisions with positive outcomes for both the business and our people.”

Boosting automation As Fisher sees it, the biggest shift during her time in the industry has been the introduction and increased use of technology. HR specialists once used spreadsheets to keep track of training and policy compliance. Training

“We dig deep to find our talent, and my team work tirelessly to find the right people who will bring something special to our brands” to accept the role.

“I was able to quickly engage with the operations team and help them make decisions that were commercial yet people focused,” says Fisher. “To this day, I draw on my time in operations. It’s given me an advantage in helping our leaders to make

needed to be delivered face-to-face, employee contracts were created individually, and employee information was loaded into payroll systems manually.

However, increased automation has meant that all of these processes are now far more streamlined. This, Fisher notes, has

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PEOPLE

INSIDE HR

BETTY’S BURGERS & CONCRETE CO.

allowed HR departments to move away from being the “police” of the organisation to the coaches, mentors and thought leaders.

“Through technology we can now keep track of procedural tasks easily,” she says.

“Our time has been freed up to focus on more important issues, like employee experience, engagement, culture and outputs.”

Accordingly, HR has progressed to become far more than just a team geared to make sure compliance is met.

“You can’t just fall into HR any more,” says Fisher. “It’s a core function, and it requires people who have studied it and have gained experience from entry level. It’s a real career choice.”

Similarly, Fisher expects new technologies to continue to push HR into new arenas. The

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increasing emphasis on analytics is likely to yield more effective data, which in turn will enable better KPIs, future planning and overall processes within the business.

“It’s already starting to help HR to predict and assess everything from turnover to recruitment strategies through to employee retention,” says Fisher.

“By embracing automation and new advances in HR we have more time to focus on our people and the business and really contribute to the strategy.”

The benefits of tech One of the most significant initiatives Fisher has overseen during her time at the company has come about as a result of automation – the onboarding process. The first few weeks are

The newest member of the Retail Zoo family, Betty’s Burgers & Concrete Co. was established in 2014 as a 50s-style diner.

Originating in Noosa and establishing itself as a well-loved Queensland chain, it’s since expanded to 20 locations around Australia, with more on the way. Fisher is enthused about the expansion, and looks to preserve the brand’s carefully cultivated integrity as it continues to grow.

“New and expanding brands are always exciting,” says Fisher. “But obviously the brand is only as good as the people working for us. So we need to make sure that we’ve got the right hiring practices in place.” crucial in making sure new staff feel supported and are able to quickly get up to speed and feel like they are contributing to business success.

“Retail Zoo has an appetite for creating great working conditions, as well as making sure all our employees have a great working experience,” says Fisher. “We want to ensure this is being achieved both within the company and among franchisees.”

However, in 2015, Fisher recognised that there were issues with staff retention among

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newer staff. While the company’s support centre had a high percentage of long-term employees, there were issues around converting newer employees into longer-term employees. Clearly this needed to be addressed; without a new pool of employees replenishing the company, long-term staff attrition would eventually become a problem too. Future planning would become problematic, as would filling more senior roles, given the organisation’s

“We dig deep to find our talent, and my team work tirelessly to find the right people who will bring something special to our brands,” says Fisher.

In practical terms, this means senior roles are often recruited from within the organisation. Store management teams can manage teams of up to 70 employees and need to balance that with delivering great customer service and amazing products, ensuring each

“You can’t just fall into HR any more – it’s a core function, and it requires people who have studied it and have gained experience from entry level. It’s a real career choice” preference for promoting from within.

“We started by scrapping our manual paperwork and introducing HROnboard’s electronic onboarding system,” says Fisher. “Then we set about refining the induction process.”

One- and three-month check-ins with the HR team for new employees were added.

These enable the HR team to capture any issues new staff may be having and help resolve them early – before they become obstacles that are just too big to move.

“Our employee turnover rapidly declined, which helps us to continue pushing the boundaries with our outcomes,” says Fisher.

Preparing for the future of QSR Fisher sees the biggest challenge within the QSR industry as convincing people that they can have a career in the industry, rather than simply a temporary role. QSR positions, Fisher notes, are often viewed as roles that people take on while at school or university before moving on to their ‘real’ jobs. It’s a viewpoint she’s eager to change in both the current and future generations of staff.

customer is delighted – all while making sure expenses are controlled in order to ensure the business is profitable. It’s a challenging role, but Fisher says once employees have had a taste of one of Retail Zoo’s brands they’re sold on the wider organisation.

“I’m working with our learning and development team to continue to develop the leadership capabilities of our in-store management teams to ensure they are gaining business skills that they can continue to draw upon in years to come,” she says.

These are considerations that will have a considerable impact on the future shape of the QSR space in Australia, says Fisher.

Taking steps to change perceptions in the here and now is key.

“Gen Z are about to enter the workforce and we are currently undertaking research to find out what they look for when purchasing from us and what is important to them when choosing an employer,” Fisher says. “They’re the future of the workforce, and we want to make sure we market ourselves correctly to make us a first-choice employer.”

RETAIL ZOO AT A GLANCE

Founded in 2000

Encompasses Boost Juice Australia, Boost Juice International, Salsa’s Fresh Mex, Cibo Espresso and Betty’s Burgers & Concrete Co.

Over 5,700 employees in Australia

235 franchisees worldwide

Nearly 650 locations worldwide

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SPECIAL REPORT

TOP RECRUITERS 2019

RECRUITER OF THE YEAR Top Recruiters 2019

AUSTRALIA’S TOP RECRUITERS 2019 In HRD’s third annual Top Recruiters survey, we canvassed our readers for insights into what frustrates and what pleases them most about recruiters – and along the way we identified the best of the best so you don’t have to IN 2019, recruiters are looking for better models, better technology and better candidates. Sounds like business as usual, right? But there are more nuances to be found across that broad spectrum of recruiter behaviour. Candidate quality, more specifically, appears to have ascended to claim the top spot this year as the focus of recruiters.

According to Bullhorn’s Top Global Recruitment Trends for 2019 survey, the concerns seem to be largely candidate-centric: 61% of respondents cited candidate sourcing

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as their top priority. Engaging candidates came in second at 36%; talent shortage was the top hiring challenge for 73%; and 27% expressed concern over churn rates.

This is good news for prospective employees who are willing to put in the work, of course. But recruiters will need to make sure they’re bringing their A game in order to attract the talent they want and need. So now is as good a time as any to reflect on how things have been going so far in 2019, and what might need to change over

the second half of the year.

As with any industry, one way to gain insight into how to do things well is to look at others within your field. Over the following pages, we reveal which recruiters lead the pack in various industry segments. Respondents were asked to name the best recruitment firm across a number of categories, taking into account relevant criteria such as candidate care, cost, quality of hire, time to hire, and the overall level of service. Read on to discover who’s come out on top this year.

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What do clients want from recruiters?

Looking at the responses to this year’s survey, it’s evident that businesses are eager to work with recruiters. After all, businesses live and die on the strength of their employees, so it makes sense that they are eager to find the best possible talent in the field. Many businesses don’t have the time, resources or knowledge to conduct their own talent searches, and accordingly recruiters fill a valuable gap in the marketplace.

One respondent described their positive experience with a recruiter: “Conducted our own search and were reasonably sure we had a candidate suitable enough; however, needed a comparison to help make a decision … recruiter gave us one candidate that looked great on paper (much better than the one we found via direct advertising) and we proceeded to interview and offer within seven days! We couldn’t have asked for a better experience!”

Employers aren’t necessarily looking to recruiters for every position, but they do need recognise the important role that recruiters play in the marketplace. When performing at their best, recruiters can save the employer time, money and hassle, all while delivering

METHODOLOGY In March and April 2019, HRD surveyed readers, asking them to rate the performance of recruiters (at company level, not individual) they had worked with over the previous 12 months.

The survey determined winners (Gold/Silver/Bronze) in nine specialist industry areas, and the company that received the most overall votes is HRD’s Recruiter of the Year.

the right person for the role. The end goal, of course, is to improve the culture and performance of the workplace for the better.

One satisfied employer said: “Found candidates that we may not have reached, solid database and relationship with candidates which meant we had a very strong pool. Placement has been successful and almost at 12-month mark.”

Yet it’s not always smooth sailing. Perhaps the most common sentiment expressed by employers in this year’s survey was the desire for a more personal touch from recruiters when it came to helping find staff. Prospective clients want to feel as though recruiters understand their particular needs, and don’t appreciate recruiters who don’t take the time to understand them or their industry. As one employer said: “Listen to my needs and unique culture; don’t tell me you know my environment without spending time understanding what we do.”

When that personal touch is present, however, there’s also a distinct difference in the whole process. Praising their favoured recruiter, another employer said: “They take the time to get to know the client

SURVEY RESPONDENTS: COMPANY SIZE

Less than 50 staff 19% 51–200 staff 28% 201–499 staff 14% 500–999 staff 10% 1,000+ staff 29%

WHAT HR WANTS FROM RECRUITERS Respondents were asked to rate the above factors for importance on a scale of 1 to 5, where 1 = not important and 5 = extremely important.

Quality of hire Client service Sustainability of new hires Depth of market knowledge Candidate care Time to hire Existing relationship Cost Other services offered

3.25

3.95 3.90 3.76

4.80 4.66 4.51 4.48 4.44

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SPECIAL REPORT

TOP RECRUITERS 2019 HOW AND WHEN RECRUITERS ARE USED On average, what percentage of new hires would you use a recruiter for?

Less than 10%

35%

78% 53%

34%

New interviewing tools

56%

51–75%

12%

18% Data

Over 75%

50% 18%

19% 5

10

15

20

25

30

35

Are you more likely to use a specialist recruiter or a generalist recruiter?

37% 56% Generalist recruiters

7% 20

30

40

50

60

FOR WHAT ROLES WOULD YOU TYPICALLY USE A RECRUITER?

36

35%

Very/extremely important

Specialist recruiters

10

Artificial intelligence

8%

Both about the same

0

According to LinkedIn’s 2018 Global Recruiting Trends report, there are four key factors driving recruitment trends over the next few years – diversity, new interviewing tools, data, and artificial intelligence.

Diversity

11–50%

0

TOP TRENDS SHAPING THE FUTURE OF RECRUITING AND HIRING

Executive

24%

Graduate

5%

Project work

18%

Temporary/casual

17%

Specialist/niche

30%

Volume recruitment

6%

and [the] business to ensure they find the right fit. They are patient and not pushy.”

Maintaining integrity is also crucial – a lack of it will put off both current and future employers from using a recruiter. In the words of one respondent: “There are one or two recruiters that I refuse to work with, as a candidate or client, because they lack integrity and honesty.”

A number of respondents also indicated that they were aware that finding the right candidate could take time. It’s about getting the right person for the role, not just onboarding the first candidate who shows some potential. A number of respondents echoed sentiments similar to this one: “Don’t rush to put forward candidates that don’t fit our brief. Unless it’s temp needs, we will wait – finding the right person can take time.”

Overall, though, most respondents appeared pleased with their experience of working with recruiters and the standard of service provided.

Mostly/completely adopted

In fact, one respondent said: “I haven’t had a bad experience. I find that recruiters these days are delivering outstanding service.”

Specialists or generalists?

“Usually we are reaching out to recruiters for specialist roles or roles that are hard to fill. We want to use people who have their finger on the pulse market-wise, as well as understand what we need from someone in the role.”

It’s clearly evident from comments like this that recruiters – both generalist and specialist – remain very much in demand. However, it seems that specialist recruiters are more in demand generally, likely due to the industryspecific insights they can provide. Hiring new employees can be time-consuming and expensive, so there’s an understandable desire to get it right the first time.

Specialist recruiters are sometimes perceived as being the go-to, given their in-depth knowledge of specific industries, which

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theoretically allows them to source the best candidates. Ultimately, it appears to be largely contextual. Recruitment is no different to any other industry; it’s rare to find someone who is equally skilled across all areas, so naturally businesses will seek out different talents as they require them. One employer explained: “We do our own general recruitment, but the niche or specialised we send out.”

For example, a number of respondents indicated that internal recruitment could prove immensely useful for a variety of roles – but when it came to high-level or niche roles, it was often better to leave it in the hands of the dedicated professionals. While there is overlap on the Venn diagram of skills required for both generalist and specialist recruitment, they are nonetheless distinct areas. Thus, it makes sense that many businesses use a mix of both. As one respondent to this year’s survey said: “We prefer recruiters that have experience in the field we need.”

DO YOU EXPECT TO GROW YOUR FTE HEAD COUNT IN THE NEXT 12 MONTHS?

Yes 43% No 27% Unsure 27%

BANKING AND FINANCIAL SERVICES

LLOYD CONNECT

RANDSTAD

The last 12 months have seen continued turmoil in the banking and finance sector as businesses plot and rechart their courses in the wake of the royal commission into banking and financial services. Legislative changes are still pending, and while many companies are pre-emptively shifting their practices, it would be fair to say that a certain amount of uncertainty lingers.

Yet these times also present an opportunity for restructuring and rebuilding, and

UNDERWOOD EXECUTIVE

to demonstrate integrity within the business. Employers and recruiters alike should be scrutinising prospective candidates more closely than ever before, looking for those who have demonstrated good-faith behaviours during this challenging time for the industry.

It’s evident that businesses are turning to trusted names in the industry. Moving up from a Bronze win last year, Randstad has taken out the top spot in this category

in 2019. Toni Masselli, Randstad national director, banking and financial services, sees this award as validation of the trust the company has earned within the field.

“Randstad is thrilled to win the Gold award in banking and finance,” says Masselli.

“In these uncharted market conditions, we have found that what clients most value is our ability to guide them with informed advice.”

In line with the current industry climate, Randstad is also looking at effective ways to update its own procedures and keep pace with the rapidly changing environment. It’s not an easy task but one that’s crucial to maintaining trust across both the finance community and the general public. Investing in recruitment specialists also remains of key importance.

“We have strengthened capability across risk, compliance, remediation and analytics, while maintaining our portfolios in core banking, insurance and wealth markets,” says Masselli. “The importance of having true market specialists in each vertical delivers a valuable partnership with our clients and candidates alike.”

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SPECIAL REPORT

TOP RECRUITERS 2019 CONSTRUCTION AND ENGINEERING

RANDSTAD ANNA ROUSSOS RECRUITMENT AND ADVISORY Taking out Gold this year in Construction and Engineering is debut entrant Anna Roussos Recruitment and Advisory. Established with the core purpose of creating connections to enhance lives, director and head HappySeeker Anna Roussos credits the organisation for achieving this result by providing an outstanding level of service.

Now in its third year of business, the company is dedicated to constant innovation

Executive roles present unique challenges for recruiters. Mere money is often not enough to lure these employees away from secure positions; more is required. Impressive perks, a new career challenge, new locations – all of these and more may be required, while still working within the confines set by the client.

It’s an area of recruitment that requires a deft touch, and Underwood Executive returned to the top spot in the Executive category this year. For founder and managing director Nicole Underwood, it’s evidence of the hard work that has gone into building the business, and a testament to the skill of her staff.

“Winning Gold as Executive Recruiter of the Year is an absolute thrill and an amazing result for our consulting team,” says Underwood.

“We are often pitching against much larger global firms, and this award shows us that clients really want a personalised ‘high touch’ service where they are the number one focus.”

Of course, there’s no time for complacency.

Constant evolution is required to stay at the

38

CRANFIELD GROUP

and problem-solving, always asking for feedback and never settling.

“When Anna Roussos Recruitment and Advisory was established, we set out to be recognised – and therefore we are super proud and humbled to be awarded Gold in the Construction and Engineering category for 2019,” says Roussos.

By staying true to its values, Roussos states, the organisation is eliminating the stigma

around working with recruiters. Similarly, it remains committed to doing more than simply placing employees and generating profit – giving back to the community is a crucial part of its mission.

“We believe Anna Roussos Recruitment and Advisory is changing lives not only by offering unrivalled services to clients and candidates but also by having a social purpose,” says Roussos. “We are working in recruitment for the right reasons, thus giving back is a fundamental part of our values, and, as such, we are committed to contributing a percentage of each placement to not-for-profit organisations that are important to us.”

Roussos describes herself and her colleagues as “incredibly proud” to work closely with some of South Australia’s most respected companies, sourcing and providing them with one of their key resources – their people.

“Not only are we a recruitment partner but we also specialise in advisory services, providing advice on candidate fit and retention strategies as well as market conditions,” says Roussos.

EXECUTIVE

RANDSTAD

DAVIDSON UNDERWOOD EXECUTIVE head of the pack and ensure high standards are maintained day-to-day. The key, Underwood says, is to build effective relationships with both clients and potential recruits. Reputation is built slowly and must be carefully maintained by managing these relationships.

“Our search methodology for C-suite roles is something we are continually evolving and

investing in,” says Underwood. “We understand that accessing and enticing executive talent is a specialised skill that we don’t take for granted.

We work hard at our relationships and reputation because in our industry success comes from how we make people feel, what people say about us, our brand reputation and the results we deliver.”

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HEALTHCARE

FRONTLINE HEALTH

LLOYD CONNECT

With just over 13% of the Australian workforce employed in healthcare, it’s clear that this industry remains one of the most crucial employment markets in Australia. With an ageing population, it’s also an industry that will see increasing demand in the coming years. Employers have to be prepared for this and will need the right talent in place in order to keep delivering the high standards of

Given the changing role of HR both in professional circles and public perception, recruitment within this field has become an increasingly specialised affair. The days of ‘Personnel’ have long gone, and HR staff are expected to bring a unique and transformative energy to their roles.

These changes are indicative of the increasingly prominent position HR finds itself in. Businesses must prepare for the future and equip themselves with the right team members. But how can they know which staff are best for their needs? A professional hand is frequently needed.

In this new environment, HR Partners has carved out a niche as an HR recruitment specialist, taking out Gold again this year.

For David Owens, managing director of HR Partners, the win is the culmination of the hard work of the team as a collective.

“Winning back-to-back Gold medals in the HR Recruiter category is a tremendous achievement for the HR Partners team,” says Owens. “Given the strong competition

ACM HEALTHCARE

service that Australia is known for.

Recruiters working in healthcare need to have a keen grasp of the ever-changing demands of the industry. For Jenny Lloyd, director of connections/founder at Lloyd Connect, it’s just part of the job. Connecting the right employers and professionals in the healthcare community is a skill set that hasn’t come about by accident; it’s the result of calcu-

lated decisions that benefit employers and prospective employees alike.

“Since the implementation of the NDIS we have made a concentrated effort to build our candidate network across Australia,” says Lloyd.

Utilising search, the company’s ATS Bullhorn and social media, Lloyd Connect taps into passive candidates and connects regularly with active jobseekers. This process has helped it claim Gold in this category in 2019, retaining the top spot from last year.

Lloyd Connect also places considerable emphasis on learning and improvement in the workplace. It’s a long-term approach but one that has clearly already delivered results, as the company’s placing this year attests.

“Our consultants are consistently upskilling and up to date with the NDIS through attending conferences and seminars, and are true experts in healthcare recruitment,” says Lloyd. “As we continue to broaden our recruitment expertise across the health sector, we are delighted to win Gold and have such positive support from our clients.”

HUMAN RESOURCES

THE NEXT STEP

HAYS HR PARTNERS

in the marketplace, this is a tangible endorsement of our candidate-centric approach, focus on relationship-building and genuine partnering.”

It’s been a significant 12 months for the company, Owens says. HR Partners is expanding and providing its services to more clients around the country than ever before.

“We’ve had an exciting year with the

opening of two new offices – one in Macquarie Park in Sydney and the other in Adelaide,” he says.

Big things are anticipated for the future too. Owens notes that part of the company’s continuing evolution has been the introduction of additional network groups, podcasts and career advice seminars for early-stage HR professionals.

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SPECIAL REPORT

TOP RECRUITERS 2019 IT, TECHNOLOGY AND DIGITAL

HUDSON

ROBERT HALF RANDSTAD We live in a society that is increasingly reliant on technology in all its forms. Though this shift has occurred within a relatively short period in historical terms, it is already difficult to remember a time when technology was not deeply integrated into the workplace.

Computers, tablets and smartphones have become the default and are no longer the high-end domain of managers and executives.

The transition to tech was a near-inevitable process as soon as its efficiency in the workplace was demonstrated.

It’s no surprise, then, that IT, technology and digital workers are in high demand. With many Australian professionals in the field attracted to overseas roles, talent retention is of increasing importance, along with career progression. It’s a delicate balancing act but one that will need

Given the broad swathe of fields that fall under the category of Professional Services, any recruiter that is looking to excel within the industry needs to bring something special to this area.

Spanning a diverse variety of industries and skill sets, it’s crucial to invest not only in the talents of individual recruiters but also in the whole surrounding structure of the recruiting company. Individual relationships must be carefully nurtured to ensure longlasting relationships.

It’s a testament, then, to Randstad’s deft hand in the field that it has managed to achieve Gold in 2019 – a feat to be admired by peers across the industry, and an example for others to follow.

For Frank Ribuot, Randstad’s CEO for ANZ, SEA and India, the award is a vindication of the company’s efforts to stand out in multiple fields, rather than simply being viewed as a monolith.

“We are very proud to be winning the Gold in this category, as it comes as a recog-

PROFESSIONAL SERVICES

40

LLOYD CONNECT

to be embraced by recruitment professionals throughout the country.

For Alex Jones, director, Australia, and regional director, growth strategy, at Randstad, this award serves as a demonstration of the importance that the organisation places on sourcing the right skills for the right roles.

“Being awarded the Gold medal in the IT Recruiter category is an honour for Randstad Technologies and a testament to the lengths we take to delight our customers and candidates,” says Jones. “As a business, the past five years have featured many memorable moments, and, notably, the consistent growth of our team nationally resulted in the business doubling in size.”

These factors, Jones says, have equipped Randstad to better serve its customers and candidates on a broader scale.

“We’re excited that the Gold medal award, the latest addition to our list of memorable moments, has recognised our consistent delivery of high-level expertise, professionalism and quality service,” says Jones.

RANDSTAD

nition from customers and is a culmination of all of the efforts we have put in place to support their success,” says Ribuot. “People outside of the company sometimes tend to see one large Randstad, but internally it’s almost a house of boutiques.”

The truth, says Ribuot, is that Randstad creates niche departments within the organisation that are tailored to specific verticals.

UNDERWOOD EXECUTIVE

This allows it to reach across a broader range of fields than would have been possible if it was simply using a one-sizefits-all approach.

“Under the one brand, in fact there are an absolute multitude of services,” says Ribuot.

“This is particularly crucial, given that professional services recruitment is an area where almost every desk is a specialty.”

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PUBLIC SECTOR/GOVERNMENT

RANDSTAD CHANDLER MACLEOD Public sector and government roles present unique challenges for recruiters. While such positions are frequently sought after, the lower compensation in comparison to private industry means that attracting top-tier talent can present genuine difficulties. The increased number of contract roles in comparison to full-time positions can also raise the eyebrows of potential jobseekers.

There is a distinct overlap between the skill sets required for sales and marketing – both involve convincing others of the necessity of a given product or service. Top salespeople and marketers are always in demand; their talents are highly sought after by organisations looking to further increase their profits.

Yet each area has its own nuances, and accordingly recruiters can provide a valuable service for employers seeking the right skills.

Identifying the top talent within a field is a skill unto itself; securing that talent for a company requires even further skill.

This year, Underwood Executive took the top spot. Founder and managing director Nicole Underwood says winning Gold in Sales and Marketing was an “exciting result”.

“It reflects our consultants’ ability to develop deep knowledge in particular sectors, combined with a laser focus on targeting the highestperforming talent in that market,” she says.

It’s also a win that demonstrates the symbiotic relationship between the employer and the recruiter; after all, recruiters can’t

UNDERWOOD EXECUTIVE

Additionally, recruiters working in this field must be up to date on relevant legislation, hiring policies and other initiatives that may affect the suitability of their candidates.

At face value, it’s a challenging prospect for any recruiter. But for those who are willing to take on the task, it’s possible to excel in this field and help provide the public service with the talent it requires.

This year’s medallists have marked themselves out as strong performers and proven to be up to the challenge. Chandler Macleod has taken the top spot in this category, rising two places from Bronze in 2018. As one of Australia’s largest recruiters, the organisation is active at all levels of government recruitment – local, state and federal – while also operating across all of the country’s states and territories. Utilising its BestFit™ formula, Chandler Macleod works to identify the best candidate for a job.

Randstad returns to the Top Recruiters list again this year, winning the Silver medal. Underwood Executive also received a nod in the form of the Bronze. The shifting positions between this year and the last are testament to just how competitive the field can be – yet they also demonstrate how top performers can often remain at the top, by virtue of the qualities that took them there in the first place. Commitment and dedication to continuous improvement remain as crucial as ever.

SALES AND MARKETING

RANDSTAD

HUDSON UNDERWOOD EXECUTIVE simply work from a blank slate and expect to achieve positive outcomes. Prospective employers need to be open to discussion around a potential candidate, while also providing clear parameters for what they need from their new employee.

“We have a saying in our office – that a successful recruitment result is only as good as the recruitment brief,” says Underwood.

To achieve the best possible outcomes, Underwood Executive’s attentions are focused on understanding its clients and their requirements, as well as challenging their expectations to ensure there is mutual alignment and realistic objectives for every search campaign.

It’s a process that has clearly paid off – a testament to the organisation’s ability to provide the right employee for the right employer.

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SPECIAL REPORT

TOP RECRUITERS 2019 2019 RECRUITER OF THE YEAR: RECRUITER OF THE YEAR Top Recruiters 2019

RANDSTAD

Randstad garnered enough reader votes across all categories to receive HRD’s highest honour in the Top Recruiter awards

To uncover what Randstad does so well and learn more about what’s happening in the HR recruitment market, HRD chatted to Frank Ribuot, Randstad’s CEO of ANZ, SEA and India.

HRD: How does it feel to be the 2019 Recruiter of the Year? Why do you think Randstad resonates so effectively with employers?

Frank Ribuot: We’re very proud to be recognised for the award – and perhaps most importantly very proud to be recognised by external parties, rather than nominating ourselves. It’s genuine recognition for the work we’re doing.

I would like to believe that the foundations we’ve built around our core values are what really resonates with clients. Our core values are: • • • • •

to know to serve to trust striving for perfection simultaneous promotion of all interests

We’re the only major recruitment company worldwide that still has the very strong involvement of its founder. He put these values in place almost 60 years ago, and they’re very much alive and well in the business.

They’re strong internally, so we believe that

42

our practice of them helps them resonate externally with the market.

Additionally, we’re always seeking to create meaningful moments and meaningful interactions with our clients. I can’t pretend that we’re successful 100% of the time, but it sets the standard that we strive for.

HRD: What are the unique recruitment challenges employers currently face? Are there any niche skills that are in high demand?

FR: Interestingly, I think that the huge amount of information-gathering that takes place in recruitment has resulted in its own set of challenges. Application processes have been simplified by technology, but the avenues that are being used for recruitment are far more diverse than even a few years ago. It’s so much information for recruiters to filter through, and not all of it is helpful.

Additionally, the disparity between the employee value proposition and the actual employee experience presents any employer with challenges, along with potential retention issues. Compound this with the increased transparency via various job review sites, and many businesses are understandably nervous about putting a foot wrong. It’s hard to keep up even for dedicated recruitment businesses!

In terms of niche skills, Australia has big shortages in engineering – civil engineering, mechanical engineers and electrical engineers in particular. We’re also seeing increased demand for IT professionals, early

education specialists, and any area that has to do with community services. They’re all growing sectors, but do we have enough people willing to work in the sector for current price points?

HRD: Where do you see recruitment heading as we move into 2020 and beyond? Are there any overarching trends?

FR: The workplace is increasingly complex.

In the old days, you largely had full-time staff and temps. Now you have other categories too – freelancers and outsourced functions, to name a couple. So you have a broad spectrum of employee touchpoints with the brand.

They’re all representing your company, but ensuring they’re all doing so effectively is a challenge in itself. That’s something recruiters and employers alike are going to have to tackle moving forward.

There’s also a real trend towards specialisation, for employees and recruiters alike. Dedicated recruitment specialists can adapt, but internal recruiters are going to be challenged. Managing specialised, high-level recruitment and bulk recruitment are two different skill sets, and internal recruiters aren’t always equipped with the necessary resources to do both. Technology will obviously be helpful, but it still raises questions about how companies will handle the process.

For ourselves, we will continue to evolve with market needs, but this is a good moment to reflect on all that has been achieved.

Thanks to all who have voted for us!

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What does future talent want in the workplace?

Over the previous pages, HRD has profiled some of the best recruiters in the business. But what are the surrounding trends that are going to drive the recruitment industry – and, accordingly, HR – in the coming years?

IN JANUARY this year, LinkedIn released its 2019 Global Talent Trends report. Surveying more than 5,000 talent professionals in 35 countries, the data highlighted four key trends that are currently playing a transformative role in the workplace: • soft skills • work flexibility • anti-harassment • pay transparency Keeping an eye on these trends is the key to not only attracting future talent but also retaining existing staff. Not all of them will come into play equally in every workplace, but they can provide insights into what candidates and businesses alike are treating with importance.

Soft skills The soft skills that an employee brings to the workplace are often underrated.

Assets such as creativity, empathy and time management can be difficult to quantify.

But as the report notes, they’re often more broadly applicable and enduring than, say, familiarity with specific software.

Accordingly, soft skills are often make-or-

break points for employees – their hard skills may be part of the reason they got hired, but it seems that the soft skills are what keeps them employed. Employers looking to retain top staff need to find more effective ways of assessing soft skills and potentially establish KPIs based around them.

Work flexibility The ever-increasing reach of technology has ensured that most of us are working far more hours than we were even a couple of decades ago. Increasingly, that work is being done outside of the standard nine to five, too. As businesses expand globally and outsource functions overseas, it’s evident that a certain type of flexibility is becoming the default position, rather than the exception.

Nonetheless, when it comes to job selection, for many people flexibility – on their own terms – remains a key factor.

“It’s not just working moms,” said Sara Sutton, founder of the organisation 1 Million for Work Flexibility. “It’s people with disabilities, military spouses, people with health problems, caretakers, and people living in rural or economically disadvantaged areas.

People need and want work flexibility for a lot of different reasons.”

SOFT SKILLS COMPANIES NEED BUT HAVE A HARD TIME FINDING Soft skills in high demand relative to their supply, based on LinkedIn data

Creativity

Persuasion

Collaboration

Adaptability

Time management The businesses that embrace it, with mutual benefits for both employer and employee, are going to be the ones to watch in the coming years.

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SPECIAL REPORT

TOP RECRUITERS 2019 BUSINESSES SPLIT ON TRANSPARENCY Percentage of talent professionals who say their company shares salary ranges with employees or early-stage candidates, or is likely/unlikely to start sharing within the next five years

MORE EMPLOYEES WANT FLEXIBILITY Percentage of LinkedIn members who say flexible work arrangements are very important when considering a job, 2013–17

31% 27%

51% don’t share, unlikely to start 22% don’t share, likely to start

25%

28%

26%

27% share salary ranges 2013

2014

2015

Anti-harassment

MOST EFFECTIVE ANTIHARASSMENT TACTICS Percentage of talent professionals by gender who say the following actions are most effective Promote ways to safely report

Establish zero-tolerance policy

65% 59% 65% 59%

Add more ways to safely report

56% 51%

Hold training sessions

53% 51% Increase gender diversity of leadership

37%

51%

Add or improve policies

44% 39%

Women

44

Men

In the wake of the events that caused the #MeToo movement to go viral in 2017, it’s no surprise that anti-harassment has become an increasingly important priority for employers.

This goes beyond simply having rules against harassment in the workplace. That’s a jumping-off point, but it’s not a one-sizefits-all solution. Cultural and leadership change frequently also needs to occur, in order to create a safe environment for all employees within the workplace.

Emtrain CEO Janine Yancey says, “Many companies have anti-harassment policies, but policies alone don’t stop harassment. You have to create a culture of respect to ensure a safe workplace.”

It’s a multifaceted issue, and any workplace wanting to improve its record in this area will need to look at a variety of factors. One that leaps out from the report is the suggestion that many women are eager to see increased female leadership in the workplace. Given that women are disproportionately affected by workplace harassment, it’s understandable that they might feel that female leadership would be more sympathetic if a harassment situation arose.

Pay transparency Arguably the most contentious trend on

2016

2017

the list, pay transparency has long been a hot-button topic for employers. Wage disputes are the most common concern cited against transparency, with the report noting that employers have concerns around its potential for limiting negotiation with sought-after staff, or exposing existing staff to being poached by the competition.

Yet perhaps precisely because of such reasons, pay transparency has emerged as an increasingly important issue for employees – particularly for members of communities who have traditionally been marginalised when it comes to pay.

Engineering leader Leslie Miley says, “Pay transparency removes the distrust people have. As an African American, I’m always distrustful because all the data supports that I’m going to be paid less. If you come out and say, ‘This is what our salary is, these are the ranges’, that’s going to build trust.”

LinkedIn’s findings point out a variety of prospective benefits of pay transparency, including ensuring fair pay across race, gender and other demographics – all of which can help build trust with employees.

To view the report in full, visit www.business. linkedin.com/talent-solutions/blog/trendsand-research/2019/global-recruitingtrends-2019.

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FEATURES

COMPETITION

Reaping the rewards of workplace competition Competition can be both a boon and a bane, depending on how it’s applied in the workplace. Leaders need to learn how to harness competition so that it increases morale, boosts performance and fosters productivity, writes Stephen Barnes “LIFE’S NOT a competition,” our parents may have told us, along with their stories about Santa and the Easter Bunny. However, in business and the workplace, competition is both inevitable and indeed valuable.

Some industries and roles, such as sales, are more conducive to workplace competition than others, like IT. However, while competition on the sports field or during a board game is lauded, competi­ tiveness within the workplace is often thought of as a negative attribute. So, how can healthy competition benefit individual workers and the business, and how do you go about creating the right type and amount of competition?

Workplace competition can push us to excel, take chances and better ourselves. But there is a fine line between these positives and the dark side of workplace competition that can exacerbate stress and drain morale. The key is to compete on your own terms – maximise your strengths and take opportunities when they present themselves.

Competition can be a useful self-analysis tool that may result in changing work habits to become more organised, setting personal goals and stretching targets, which can motivate you to add further skills or

qualifications in order to deliver higherquality work. Competition also drives creativity and can improve the quality of work produced. It develops the same skills and attributes that are needed for innovation.

While workplace competition can drain morale, it can also boost morale and increase performance and productivity. If your goal is to outpace a colleague, you are more likely

to get more done than if there wasn’t a competitive element. ‘Winning’ can be selfvalidating and improve personal morale.

Workplace competition can push you outside of your comfort zone and zap complacency. Many years ago, I worked for a large corporate that performance-ranked employees. I had a team member who was great at his job, dedicated and quite happy

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FEATURES

COMPETITION

to stay in his current role, in which he was comfortable. Unfortunately, he didn’t realise that the performance management system valued those who went outside of their comfort zone and strived to improve, and that he was competing for his role every day, as the bottom 10% of employees in the performance reviews were made redundant. Performing at the same (albeit competent) standard was actually regarded at this company as going backwards. This employee needed to push himself, and boost his performance and productivity. Workplace competition is ubiquitous and ever-present, so become comfortable with it, embrace it and make peace with the fact that it exists.

Competition, especially collaborative competition, can widen your network. This might be achieved by forming relationships, connections or alliances with people in other areas of the company, or even outside the company; or by seeking out a mentor to inspire and guide you, or a sponsor to support you and your ideas. A sponsor can help you gain exposure or help facilitate stretch assignments that test or showcase your abilities.

Competition is not a zero-sum game. You might need to rethink workplace competition – it’s not necessarily that one person wins and one person fails. Workplace competition can make you assess how you measure up to your competitor. It can make you think about who a role model could be and how to emulate their skills or success. You can also learn from your competitors, so instead of feeling threatened, think about what they are doing differently to you and how you could follow their lead.

Workplace competition can be good for the business too. It can create an environment in which employees push each other to exceed the norm, resulting in increased production.

Higher productivity at an individual level results in higher productivity at the team level, and so on, right through to the overall

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business level. Workplace competition can also engender a sense of teamwork, community and accomplishment. This can translate to a better customer experience and a greater sense of community, benefiting the business as a whole.

How to promote healthy competition 1. Elicit excitement In a Harvard Business Review study, 204 employees from a variety of industries were asked how their company policies made them feel (eg bonuses, performance management, promotions).

They were also asked to think about the behaviours that distinguished them from their colleagues. These behaviours were creative, such as searching out new processes and ways of doing things, or coming up with new or improved product ideas, and some were unethical, such as taking credit for a colleague’s work or agreeing to help a colleague but planning not to follow through.

The results of the study showed that when employment policies elicited excitement, employees were more likely to use creativity. Conversely, when employment policies made employees feel anxious, or there was a culture of fear, the employees tended to go into sabotage mode or use unethical techniques.

2. Strive for ‘cooperative competition’ Rooted in game theory, cooperative competition suggests that by working together team members will push each other to be more productive and to produce stronger work. Working together and helping one another releases chemicals in the brain that enhance motivation, pleasure and bonding. The distinction here is that competition is created so that people work together for a common purpose rather than working against each other.

3. Understand that people are different Everyone is different, and not everyone responds to competition in the same way. Research cited in Top Dog: The Science of Winning and Losing by Po Bronson and Ashley Merryman suggests that 25% of people are unaffected by competition, 25% fear competition, and 50% benefit from competition. Women tend to be more conservative about their chances of succeeding in a competitive environment and tend to avoid competition. Men tend to be overconfident in their abilities and less fearful of the risks inherent in competition.

Good leaders must match the competitive landscape to the styles and preferences of individual employees.

4. Recognise that not all competition is productive Leaders should use competition judiciously, understanding the significance of instigating competition and the subsequent ramifications. Be prepared to shut down competition if it is causing damage.

5. Have fun The time spent at work takes up a huge proportion of our week. It can seem even longer if there is stress and fear. Try creating some fun workplace competitions, such as competing to bake the best birthday cake, or having a darts competition at Friday night drinks. A little fun competition enhances relationships and collaboration, which can transfer back to the day-to-day workplace.

Stephen Barnes is the principal of management consultancy Byronvale Advisors. He has over 20 years’ experience in advising clients, from new business start-ups to publicly listed companies across a wide array of industries.

He is also the author of Run Your Business Better. To find out more, visit www.byronvaleadvisors.com.

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PEOPLE

CAREER PATH

NAVIGATING CHANGE

Across fields, specialisations and nations, Gillian Davie has never met a challenge she didn’t like It wasn’t until university and an HR elective in the first year of her business degree that Gillian Davie discovered the field of HR, ultimately completing a minor in the subject.

“I knew I wanted to do something around business and people, and studied business management. I thought that meant managing people as a line manager; I hadn’t been exposed to HR until uni. While studying I worked at a newsagent’s and loved the customer interaction; that reinforced that I wanted to work with people.”

1991

DISCOVERS HR

2000

MOVES UP THE RANKS A promotion to the role of national training manager, designing management programs for Woolworths, came after a chance encounter and brought with it a move to Sydney.

“One day I was getting coffee early and bumped into the GM for national training and development, and we ended up chatting about what I wanted to do. About a week later I got a call to say, ‘We’ve got a job for you in Sydney if you want it’.”

2011

DEALS WITH DISASTER Davie moved to New Zealand when she was promoted to general manager HR at Progressive Enterprises, where she was responsible for 20,000 people. She was in New Zealand when Christchurch was hit by two major earthquakes.

“The distribution centre was decimated. The shift was scheduled to start 10 minutes after the quake hit; we were very fortunate. That was when care about people mattered – we put a washer and dryer in the distribution centre because people had no water and couldn’t wash their work clothes.”

2017

JOINS NETCOMM

Davie stepped into the chief people officer role at NetComm Wireless, an ASX-listed company, the year after she left Woolworths. In this position, she became involved in another proposed acquisition, but this time as part of the company being acquired, and yet again faced change head-on.

“The main thing for me is how to help people through uncertainty. Communication is critical; people need to feel they are being informed and kept up to date. Change is the only constant in business, and I love it!”

1995

STEPS INTO FIRST HR ROLE As a new graduate, Davie joined Woolworths’ management program and spent six months working in all parts of the store, including on the shop floor with customers.

“They invested six months in showing us every single part of the store; then they asked me what I wanted to do and I told them: human resources. They put me on another six-month training program to become HR manager for a store, and I was appointed to my first HR role as administration manager.”

2006

BECOMES A SPECIALIST Making a brave move, Davie took on specialist roles with responsibility for various HR functions across 180,000 staff. For four years she helped bring in multiple system implementations across the Woolworths network.

“I learnt a lot around change management and project management. My biggest learning: real user, real environment, real time and real system when it comes to testing before a system goes live.”

2016

SUPPORTS STAFF THROUGH UNCERTAINTY Back in Australia, Davie was working as GMHR of the Home Improvement division of Woolworths when its sale was announced.

“From the announcement in January to the final day of December, the year was spent managing a team of 9,000 people through uncertainty. The big lesson I learned was to understand the emotional side of change; being aware that people will get worried and that we need to look after the people. Then I left Woolworths after 23 years.”

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PEOPLE

OTHER LIFE

TELL US ABOUT YOUR OTHER LIFE Email hrdeditor@keymedia.com

Alison Hu nte plays seven instru ments: acoustic guitar, electric guitar, bass, pia no, orga n, alto sax a nd baritone sax

MUSIC TO HER EARS

When she’s not at work, Alison Hunte is most likely playing a happy tune

ALISON HUNTE comes from a musical background – her father played piano for the local church and the HR generalist was just three when she first started tickling the ivories herself. It was her father who surprised her with a guitar and lessons for her 11th birthday – but the sax, which Hunte started playing when she was 10, holds a special place in her heart.

“The sax looked big and shiny, and a lot of kids were saying, ‘Lisa Simpson plays that’. People were competing to be allowed to play it, and the music teacher chose me.”

Hunte’s love of music was of particular benefit during her time as a student, when she was able to score a position teaching piano and guitar, but even now she turns to music daily for the joy it brings.

“Music makes me happy – I play constantly at home for myself. My music room is my space.”

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$3,000

3 years

2

Cost of Hunte’s first saxophone

Age of youngest student Hunte taught piano and guitar

Bands she has played sax in: a jazz ensemble and a percussion club

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2019

Ashlee Hodson City of Canterbury Bankstown 2018 Winner - Australian HR Rising Star of the Year

Friday 6 September 2019 The Star Sydney www.hrawards.com.au

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