HR’s Role in Organizational Change

| October 22, 2018

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Rapid development of new business technologies and breakthrough innovations have become the new normal for organizations in the 21st century. Businesses are now more frequently encountering shifts in the global economy, changes to customer populations and fierce competition from an increasingly crowded marketplace. And when change is encountered, organizations and their employees are impacted in positive and negative ways.

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Employee Engagement Dynamics

We understand the talent challenges faced by our clients and account for them using our logical approach to building an engaged and happy workforce. Our focus is on creating simple and effective employee engagement solutions that generate financial returns for our clients while creating happy employees.

OTHER ARTICLES

How to have a great exit interview with an employee

Article | May 11, 2021

Exit interviews present a great opportunity for businesses to act on employee feedback. These interviews really do give employers the chance to find out the good, the bad, and the ugly about working for them and, more importantly, information upon which to effect positive change. So much knowledge and insight on business process can be obtained from these interviews, including: learning and development opportunities, working relationships, insight into job role and design, culture, wellbeing, and much more. Addressing the issues raised in exit interviews not only could ultimately reduce your employee turnover but help to improve the culture and working environment for your employees.

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How an Agile Executive Search Strategy Plays Out

Article | February 12, 2020

The Australian Financial Review on Feb 5 2020 carried a piece by Edmund Tadros in which the CEO of Rio Tinto, Jean Sebastien Jacques explains how he uses an internal management consulting team to do work previously done by external advisors. In responding to “The Australian Financial Review’s Annual Chanticleer CEO survey” Jacques admitted that Rio Tinto do use external consultants to provide specific niche expertise to support the Rio Tinto team but that he wants his core team to develop strategy and projects. If large organisations are going to do this successfully, the vision needs to start with their Executive Search strategy. Essentially what this entails is the sourcing of senior executives to lead specific functions who have cross functional experience and capability. It may not be necessary for a C-Suite executive to be a real generalist but increasingly we are seeing examples such as Chief Marketing Officers who have been Sales Directors, Chief Operating Officers who have been Financial Controllers or Chief Information Officers who may have led a high-tech manufacturing operation. The clear benefits that this executive search strategy produces are in the provision of at least a duality of skills to a specific role and also the potential to contribute effectively to an internal advisory team. Obviously, at this level, there is a reasonable assumption that the executive is operating at a high enough level to have his or her team operating independently and effectively. They must have the capacity as well as the capability to support broader strategic initiatives when working with with other executive colleagues as internal consultants. This will often represent a significant change in behaviours and culture and the smart organisations are more likely to shy away from traditional advisory services in favour of executive learning that helps senior people and their direct reports create additional capacity, while developing broader capability via an internal problem-solving “language” of tools and processes that they are all familiar with. Consequently, we start to see organisations who espouse the nurturing of their own teams, turning to the kind of leadership development support that is focused on transferring skills, enabling executives to be more effective in their roles and to make a broader contribution to their organisation. In turn, this is more likely to produce organisations that are closely aligned behaviourally and through their business activities with the longer term mission, vision and values of the corporate entity. #executive search #leadership development #advisory #riotinto #Jean-Sebastien Jacques

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Executive Search in Ageing Australia

Article | March 30, 2020

In Executive Search now, we have a perfect storm. There is a shortage of labour, a shortage of skills, and a shortage of talent. On top of that we have a global pandemic. A pandemic that is affecting employment now, but it is employment that will bounce back when we get through this. However, the current situation presents a new challenge for businesses considering how to build their A Team when this startes to recede. We have seen businesses caught up in "now" - and rightly so. We have also seen businesses, still concerned about now, but making plans for the future. It is the agile and the ready that will emerge fastest. Over a decade ago the Productivity Commission published a report called The Implications of a Ageing Australia. At that time they identified that by 2021 Australia would have zero net new entrants to the workforce. This is not a forecast, it was a demographic certainty as an understanding of the retirement rate is reliable and birth rate from 2003 is simply a matter of fact. So, it is demographics that produce the labour shortage. This is at a time when there has been substantial growth in high-paid high skilled roles and also growth in low skilled low-paid roles. Across the OECD, it is the roles in the middle, the so-called middle management roles that have been decimated. In looking for senior executives to join an organisation as this crisis recedes boards and hiring managers need to be considering how they can best access the required skill set. They also need to be considering the additional dimensions that define talent. Across most high-value roles, on top of the requisite skills for the job, the ability to think and act strategically, the capacity to embrace change and even drive it, and people skills, specifically the ability to inspire and motivate others are what separates the merely well-qualified from the leaders of the future. We also believe a new form of holistic leadership will emerge, systemic leadership. It had already begun, but in 6 months time, the new breeed of leaders will have a different view of the world. Leaders who can see their decisions influenced more by compassion, caring for us all and for the society we live in. It will be easy for organisations to sit on their hands when looking at the talent that they will require going forward. However, the current global pandemic will, one way or another, come to an end. With real talent in such short supply, it will be the brave and bold organisations who fulfil the talent requirements right now that will have the capacity to pull their businesses through into a new growth curve in the near future. These are troubling times, but the reality is that organisations large and small need to re-think leadership.

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5 Mistakes To Avoid When Creating A Workforce Development Strategy For Under-Performers

Article | March 1, 2020

In some spaces, underperformers are quickly dismissed, but there may be value in them yet. How can you improve their corporate abilities, and what online training errors should you dodge? Creating A Workforce Development Strategy: What To Avoid. Some disciplinarians use the shaming technique to teach a lesson—embarrassing them into compliance. But it often causes lifelong trauma. You may not see the negative repercussions right away.

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Spotlight

Employee Engagement Dynamics

We understand the talent challenges faced by our clients and account for them using our logical approach to building an engaged and happy workforce. Our focus is on creating simple and effective employee engagement solutions that generate financial returns for our clients while creating happy employees.

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