Jane Ward

A great read and article, it's a consistent theme across all HR functions regardless the size of the organisation, industry or geo-location. Like all support functions, the reality is, the CEO / MD of a business will measure the success of HR on the big stuff, not the little... #leadership #humanresources #culture #recruiting #talent #business #consulting #innovation #strategy #inspiration #coaching #vision #peopleandculture #skills #resilience #emotionalintelligence #changemanagement #mergersandacquisitions

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What is very important for Interim Executives is undertaking meaningful work.  Meaningful work, in an organisation where values are aligned to the individual executive, is becoming a non-negotiable. One respondent of Watermark’s 2024 Interim Executive Survey said, “My tolerance for misalignment between values and work is lower”. Another respondent is “seeking values-aligned colleagues”, while another is building a career consisting of a “blend of paid work and passion projects”. Meaningful work is the key to longevity as we all live and work longer. To read more about this, please download Watermark’s 2024 Interim Executive Survey here -https://lnkd.in/ewr3FJXg Jacinta Whelan Francesca Conquest Chris Grant Jen D'Arcy-Smith Caroline McAuliffe Alex Brown Pip Westhoff Suzanne Mulvihill Madeleine Stuart-Wright Lizzie Wynter Bronte Pickard David Evans Robert Atkinson Philip Whelan Daniel Nicholls Claire Crawford Jocelyn Santosa #interimexecutive #interim #survey #australiandata #longevity #currency 

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It was great to work with Jo Knox at HR Daily on this article that encourages employers to take a more strategic approach to enterprise bargaining. With a significant increase in the number of employees covered by enterprise agreements over the past 12 months, employers who take a proactive approach to enterprise bargaining will be much more likely to achieve a positive result. Read more here: https://lnkd.in/gV6a84VP #EnterpriseBargaining #EnterpriseAgreement #AustralianEmploymentLaw

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In setting up as an independent HR Consultant, an important aspect I've learned is to always ask the question❓, and never to assume 🤔. 🪪 Are you aware of the Right to Work Checks (and changes to)? 📂 Changes to Visas & Licences? 🍧 What's the latest rules on Annual Leave Entitltment & Holiday Pay? 👯 Does it matter if I call my team workers or employees? 🤼 (YES) 🤰🏼 Can redundancy happen when an employee is Pregnant or on Maternity Leave? 🍼 (POTENTIALLY YES - ATM) 🤒 How do you calculate holiday when an employee returns from Mat Leave, Long-term Sickness, or when leaving? McGin-Lee HR Ltd can help you with all of this and more... Think you know the answers but want to be sure - let us help... And that first meeting is free, so our advice is to use it wisely! And there's no strings or tricks - we'll happily help. And then you may well want to get an HR Healthcheck - again why wouldn't you, when it's complimentary (addressing any issues will incur a fee, but you'd likely expect that, right?!). So, call, email, or send a note in the DMs - we're here for it!

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Hi David I am a newly appointed HR manager at a disability services and support organisation. We are a modest size with 220 employees. We have been experiencing low engagement, decreased productivity, and persistent turnover. This has been a long-standing issue, and I believe it may be related to two managers who have been here for a long time. 😪 Do you have any advice for how best to navigate this situation personally, as well as how to improve engagement, morale and productivity? Thank you. Lily Dear Lily Thank you for sharing your predicament. This issue may be more common than you think. Here’s what I would suggest. 💡There needs to be more top-down communication from the senior management team to create greater engagement between employer and employees. 💡 Focus your recruitment efforts on hiring managers with a proven track record of strong people management skills.  💡 From a performance management standpoint, you will benefit from implementing both a formal and informal appraisal system. The formal system will provide more structure,  documentation, and development plans, while the informal system allows for relationship building and the flexibility to adapt to individual needs and circumstances. Using both systems allows for a more holistic approach. I like the informal approach particularly because it can boost morale and provide more continuity than the formal one. 💡 Finally, I highly recommend regular town halls and team meetings. While there has been much negative talk about meetings in general, when done well, meetings can open up dialogue and help identify issues as they arise. All the best,  David Wurth #WurthKnowing #WurthHR #PerformanceManagement #recruitment

I've just received a AHRCF Micro-credential through AHRI, verifying my capability in Workforce Effectiveness (Workforce Planning, Industrial Relations, Organisational Design and Work Design). View my verified AHRCF Micro-Credential here.

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Over the past few months, I've had a ton of chats HR professionals across New Zealand, and a common theme keeps emerging: navigating the ever-evolving landscape of HR technology feels like trying to hit a moving target. From integrating new systems, finding a payroll system that's compliant, to keeping up with the latest tools that promise to revolutionise our way of working, it's clear that while technology offers incredible opportunities, it also brings its fair share of challenges and questions. One thought keeps crossing my mind: wouldn't it be amazing if we had a comprehensive snapshot of how organisations across NZ are adopting and leveraging HR tech? Real, local insights that could help us make more informed decisions and learn from each other's experiences. Well, stay tuned because something exciting is on the horizon! 🚀 Next week, we'll be launching an initiative aimed at uncovering the true state of HR technology in New Zealand, and I can't wait to share more with you all. Let's come together to shed light on what's working, what's not, and how we can collectively drive our industry forward. More details coming soon—watch this space! 👀*

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I've just received a AHRCF Micro-credential through AHRI, verifying my capability in Workforce Effectiveness (Workforce Planning, Industrial Relations, Organisational Design and Work Design). View my verified AHRCF Micro-Credential here.

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🏖️Unlimited holiday policies: too good to be true? Following the recent HR Grapevine article (HR expert says 'unlimited' annual leave is a 'con' - here's why), I've been pondering this trend, and I'm reminded of the old adage - if something sounds too good to be true, it usually is. The concept is gaining traction, but let's unpack this a bit: 1. Reality Check: Work pressures, cycles, and deadlines mean truly 'unlimited' holiday can never truly exist. 2. The Catch: As HR expert David Rice points out, it can be a clever way for companies to avoid paying out unused holiday when employees leave. 3. Unintended Consequences: Surprisingly, studies show employees with 'unlimited' leave often take fewer days off - one study mentioned just 13 days a year on average. 4. Guilt Factor: There's often an unspoken pressure not to take 'too much' time off, as highlighted in Olivia Lott's experience in the article. But here's where I think the conversation needs to go: It's time to rethink not just holiday policies, but how we structure work itself. Many office roles have already moved away from rigid 9-5 schedules. Perhaps our approach to holiday needs a similar overhaul? What if, instead of 'unlimited' leave, we focused on: • Flexible work hours • Result-oriented performance metrics • Trust-based management • Encouraged, mandatory time off - how many of you/or your team & colleagues, not taken your holiday entitlement before the end of the year? The success of any leave policy lies in its management and company culture. As Catilin Collins suggests, it must be role-modelled by leadership and have clear guidelines to be effective. What's your take? Have you experienced 'unlimited' leave policies? How do you think we can create genuinely balanced and effective time-off strategies? Let's discuss the future of work-life balance - it's a conversation we need to have. --- 🚀 Founder & Director at GMZ & CultureTrak | Talent Strategy Expert | Future of Work Enthusiast. 💡 20+ years transforming how companies attract & retain top talent Discover how we're revolutionising talent strategies: www.gmztalent.uk | 👥 Follow GMZ & CultureTrak on LinkedIn | Facebook | YouTube #WorkLifeBalance #UnlimitedLeave #FutureOfWork #EmployeeBenefits

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With the upcoming implementation of the Worker Protection Act on 26 October 2024, now is the perfect time to conduct a baseline audit of your workplace's sexual harassment policies. Ensuring your organisation is compliant not only protects your workforce but also fosters a safe and inclusive environment.   Many of our clients are already ahead of the curve, utilising external survey providers like us to gain unbiased insights. Meanwhile, it seems that many companies are currently still unaware how this legislation will impact them – so spread the word!   https://lnkd.in/eqaPXfPi   #WorkerProtectionAct #HRCompliance #Leadership

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I’m talking ‘Career Pages’ on Drive by Friday this week and trust me, I’m not trying to do myself out of a job. I often see company career pages that are lacking information, don’t inspire and quite frankly are darn right dreadful to navigate.   Talent is visiting your site to learn what it’s like to work at your company and in most cases will decide whether to apply or not apply. Ask yourself the question - what do they see when they visit your site? Let’s unveil the power of company career pages!   #careers #careerpages #hiring #jobopportunities #recruitment #hr #jobsearch #employerbranding #companyculture #careerdevelopment https://lnkd.in/gRZg6ksT

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This article from Australian HR Institute (AHRI) struck a chord with me, not only because I am a non executive director with HR expertise but because it signals that change needs to occur, and be seen to occur, at ALL levels of our organisations. Does your Board need HR expertise? In the past I've contributed as a facilitator for Board processes as well as being an active Board member. Let's get a conversation going that leads to some change. #directorship #strategicHR #leadership https://lnkd.in/gMnyZuRw

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What is negative leave, and can my employees take it? As an employer in Australia, managing employee leave entitlements can be a complex task, especially when dealing with situations where employees have taken more leave than they have accrued. This is known as 'negative leave'.   While negative leave is not explicitly addressed in the Fair Work Act 2009 ('the Act'), it is a common practice that many employers and employees have adopted to accommodate unforeseen circumstances or personal emergencies. This article explains how you can manage employees with a negative leave balance or those who are looking to take negative leave. ASSISTANCE Information provided in this post is general only and it does not constitute legal advice and should not be relied upon as such. HRGS provides no warranty as to its accuracy, reliability, or completeness. Before taking any course of action related to this post you should make your own inquiries and seek independent advice (including the appropriate legal advice) on whether it is suitable for your circumstances.   Our HR Advice Service is here to help businesses manage their workplace and compliance issues. Employers requiring assistance, support, and guidance, please call us at 1300 46 47 47 or visit us at www.hrgs.com.au.   #hrgsbusinesspartner #hrgsnews #hrgshelp #hrgsadvice #hrgsconsulting

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HR practitioners if you want to benchmark your capability against your peers and find out how to become a certified practitioner this is for you! Tani Jacobi you are a superstar! Your work is going to have such a profound impact on the practice of HR!

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https://lnkd.in/gCeiV_6K Frankly quite surprised by this statistic , or perhaps I shouldn’t be… as the article points to- hiring decisions need to be backed by data. Yeah, it’s a plug, but it only further reinforces why we go to the detail that we do to get data from interviews- giving our clients absolute confidence and a 12 month guarantee… don’t rush recruitment decisions and make sure you have meaningful data to back hiring decisions- not just “gut” feel.

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The best pilot project might be the one you killhttps://lnkd.in/g_sd5Mik perennial issue IT leaders face is that project success rates remain less than ideal. For example, survey data from recruitment firm Wifi Talents showed that, in 2023, fewer than 30% of software projects were completed successfully, and that 75% of IT and business executives anticipated that their projects would ultimately fail. Figures like these are sobering. And they are a key reason why many IT organizations choose to initiate pilot projects, especially when engaging new or emerging technologies, first before jumping into deeper water. Pilot projects are small-scale test runs aimed at determining the feasibility of a project before full-scale commitment. They give IT leaders insights into potential roadblocks and opportunities, and they help IT leaders make informed decisions on whether to proceed with a full-scale version of the concept by giving them practical feedback on the timeline, resource, cost, and outcome implications of doing so. Companies of all sizes use pilot projects because they are a great way to test new technologies and systems with a minimum investment — and with an upfront understanding from the board and other key stakeholders that the project might not work. “We use pilot projects all of the time,” a manager at a large AI database company shared with me. “And if they don’t start showing results in six to eight weeks, we pull the plug.” Ideas like pulling the plug and minimizing investment are fundamental to a sound pilot project strategy. But at what point should IT leaders expect toget viable results from their myriad pilot project efforts? Pilot project timelines Ninety days seems to be the de facto time frame given to most pilot projects, but there is no hard and fast rule. This is because time frames depend on the nature of the pilot project you are running. If you’re testing a new financial workflow that will shorten the month-end close by one or more days, the pilot project will minimally need to run for one month, and possibly for even an extra month or two to ensure that month-end results remain consistent. If you’re programming a robot to pick parts and report progress to a central warehouse system, you might only need four to six weeks to confirm whether the proof of concept is viable. In both cases, you must define in advance very specific metrics and outcome expectations that the pilot must produce to be considered viable. You must also set the timeframe in which results (good or bad) are expected. And you must communicate the project, timelines, and expectations to the pilot project team, the board, and management stakeholders. You’re your timeframe expires, results can be reviewed, and a decision to move forward or terminate can be made. Avoiding pilot project ‘sand traps’ Estimating the timeline and metrics for a pilot project is key — and can often be mo

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Launceston HR Networking is back. Tag your HR leaders, people leaders and colleagues. Thursday 30th May DuCane Launceston 4.30pm onwards - stay as long as you can. Ticket link in comments. #hrnetworking #launcestonhrevent #axiarecruitment #connectingcommunity

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Payroll/WFM/HRIS Solution Selection - Successfully Navigating the Minefield My top tips for successful solution/vendor selection 1. Cast your net wide and shortlist based on evalution criteria specific to your organisation 2. Develop detailed functional and technical business requirements 3. Develop scenarios specific to your organisation's unique challenges - use these as a basis for vendor demos 4. Decouple the solution and, where possible the vendor, many solutions are able to be implemented by multiple vendors (System Integrators) 5. While value for money is important, understand the full lifecycle costs - saving money upfront may result in additional downstream costs (i.e. remediation, solution support and maintenance) 6. Consider process, change, capability, culture, organisational maturity and factor these costs into your implementation 7. Where in doubt, leverage an independent, solution agnostic client-side advisor (there are many, but consider ImpactHRT!) What are your 'lessons learnt' when assessing and selecting HRIS/Payroll/WFM solutions? Leave your comments below. Want to know more? I'll write a more detailed thought leadership piece addressing this topic if this post generates enough interest. Alternatively, contact us for a no obligation chat - [email protected]

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