Dr Shamalka Perera

Can HR Teams help leaders build good habits? Leaders frequently find themselves at the helm of high-stakes decisions, tight deadlines, and relentless expectations. With that in mind, let's explore how leaders and HR teams can foster healthy habits to prioritise wellbeing, ensuring leadership success and organisational effectiveness. Read Now 👇 https://lnkd.in/gZgGFZaE #leaders #wellbeing #mentalhealth #founders #directors #stress

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Courage to challenge? How often do you push back? An interesting session I ran today with senior leaders and deputy directors on this topic. These were some of the questions I asked to challenge limiting beliefs and the tendency to become powerless.

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Equity always seems to be the most complex concept for employers and there is typically more ‘theory and rhetoric’ than informed policy and practice change. Equity is about policy, education, and practice that ensure a person’s identity isn’t the predictive factor in employment access, opportunities or benefits. Employers who struggle to see the very real barriers that equity deserving groups face, are going to struggle with improving workplace equity. It’s about context. Workplace accommodations are perhaps the most obvious equity behaviour. Learning that human diversity = diverse needs - and accommodating those needs with genuine empathy is a great starting point . #equity #DiversityAndInclusion

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When exploring why employees choose Local Government careers over private industry, LGA’s often emphasise the appeal of impact, mission-driven work, and growth opportunities. However, Gallup regional data uncovers a significant gap in the availability of development opportunities and how well employees feel connected to the organisation’s mission and purpose. In fact, Gallup research shows that Australian local governments score lower than private enterprise in all 12 engagement factors, but considerably lower in 5 key areas: 1️⃣ The ability to work to their strengths and have the opportunity to do what they do best every day. Employees who focus on their strengths are 6x more likely to be engaged, and those who receive strengths based feedback have 7.8% greater productivity 2️⃣ Having their best efforts acknowledged and valued. Employees who are not adequately recognised are twice as likely to say they’ll quit in the next year 3️⃣ Employees want to know there is someone looking out for them, encouraging them to grow and develop, pushing them beyond their current thinking. Without this engagement need being met, there is little chance of achieving real engagement 4️⃣ Strong social connections at work, built on mutual trust and respect, that drive the right conversations to build culture and engagement. What happens when we have pockets of social connections and / or relationships without engagement? The conversations tend to be whinge sessions about the organisation, eroding culture 5️⃣ Employees want to believe in what their employers do, when they feel their job is important they want to do more. Supporting the community you live in through your job should offer the ultimate alignment of purpose, so why is this factor low? Mission driven teams experience 30% to 50% fewer accidents and have 15% to 30% less turnover Be honest how much do you know about what your employees think and feel, and what evidence you have for that? As a HR consultant trained in administering and analysing the Gallup Q12 survey I can provide actionable insights into your teams, and tailor your strategies to boost engagement effectively. The science behind Gallup’s questions is solid. Organisations that actively measure and act on Q12 insights consistently outperform their peers in key performance metrics. This isn’t just theory—it’s proven in practice. https://lnkd.in/gC9f-p-s

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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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WA Local Governments! Did you know a number of Local Government Organisations on the East Coast have started to use the Gallup Q12 as part of their people & culture strategy? As a consultant trained in facilitating the survey, grouping the responses to identify themes and developing HR actions and strategies to enhance engagement and culture I can support you to join the 57 million employees worldwide who are creating greater outcomes for themselves, their people (& communities) through an intentional focus on employee engagement. https://lnkd.in/gC9f-p-s

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AICD’s Not-for-profit Governance Principles have been updated from the previous 2013 and 2019 editions to reflect the evolving governance environment including heightened board focus on organisational culture, stakeholders and sustainability. The Principles are presented in chapters comprising key points, director questions, case studies, and links to additional resources. I encourage school board members to download this resource. #independentschools #education #schools #boardmembers #directors #governance

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🌟 Day 3️⃣ of 30 Days of Human Relationships (HR) At a recent in-person speaking engagement with over 200 healthcare workers, I emphasised (and demonstrated😁 ) the importance of humanising the workplace by connecting with our own humanity. One of the simplest yet most powerful ways to foster that connection is through our emotions. In HR, emotional intelligence isn’t a luxury, it’s a necessity. We encounter a FULL SPECTRUM OF EMOTIONS - from the relief and validation that comes when someone feels truly heard, to the challenges of navigating misunderstandings and conflicts. Emotions are woven into every human experience, and ACKNOWLEDGING them is key to building workplaces grounded in empathy and understanding. While emotional intelligence is essential, it’s equally important to distinguish it from cultural intelligence. The two are not interchangeable, understanding emotions alone doesn’t bridge cultural divides. I’ll be exploring cultural intelligence in greater depth soon, but for now, it’s crucial to recognise that both are vital for creating workplaces that respect and honour each individual’s experience. I believe we can transform our workplaces into spaces of healing, trust, and authentic connection by embracing our shared humanity. This is why my business slogan, “BE, THE CHANGE, RELATE,” established in 2021, remains relevant today and will continue to inspire change into the future. ❤️💙🩷💚 In recognition of Islamophobia Awareness Month and Anti-Bullying Week #HumanRelationships #WorkplaceWellbeing #DignityAndRespect #FutureOfHR

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EEOC [Special Report] High Tech, Low Inclusion: Diversity in the High Tech Workforce and Sector 2014 - 2022 [11 September 2024] https://lnkd.in/gK8iKjpm or https://lnkd.in/gEtmdNAr [excerpt] Our findings show that the high tech workforce continued to become more racially and ethnically diverse between 2014 and 2022 with workers of color making up 40.1% of the high tech workforce in 2022. Despite some progress, our findings raise concerns about the barriers to equal opportunity that exist in the high tech workforce and sector. See Press Release EEOC Research Finds Unequal Opportunity in the High Tech Sector and Workforce https://lnkd.in/gBMrrtzC

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There has been a lot of discussion about cognitive priming in our office at Kōwhai Services this week. We've reflected on its invaluable role in how we run our business and its importance in supporting our counselling clients. Additionally, it serves as a vital strategy to mitigate psychosocial risks in the organisations we work with. Cognitive priming is crucial in the workplace because it shapes how employees think, feel, and perform. By strategically exposing individuals to specific stimuli, leaders can influence their teams to adopt more positive, creative, and productive behaviours. This not only enhances individual performance but also fosters a collaborative and motivated work environment. Understanding and utilising cognitive priming can significantly improve communication, reduce stress, and drive innovation, making it a vital component of effective workplace management. For example, team meetings can be enhanced by sharing the objectives and outcomes beforehand, allowing team members to leave their previous tasks behind and enter the meeting with their thoughts already shaped to the agenda. Another example of cognitive priming is when an employee has made a mistake that you need to discuss with them. Recongising the tense and difficult conversation ahead, you could ask the employee to bring to the meeting ideas around what they have learned from a mistake and how they would do things differently next time. This primes them to focus on future improvements rather than entering the conversation in a defensive mode. How Leaders Can Use Cognitive Priming We support organisations to understand the importance and implementation cognitive priming to foster a more positive and productive work environment. Here’s some simple ways to implement cognitive priming: Setting the Tone with Positive Priming: Starting the day or meetings with positive messages, success stories, or expressions of gratitude. This sets a constructive tone and primes employees for a productive day. Using Environmental Cues: Create office environments that support desired behaviours. For example, using visuals and slogans that reinforce company values and goals. Encouraging Pre-Meeting Priming: Distributing agendas, background information, or thought-provoking questions before meetings to prime participants for a more focused and productive discussion. Promoting Continuous Learning: Encourage employees to engage in activities that expose them to new ideas and perspectives, such as reading industry articles, attending workshops, or participating in cross-departmental projects. By understanding and implementing cognitive priming, we help leaders create environments that enhance individual performance and foster a culture of continuous improvement and well-being. Feel free to reach out to me or any of the team at Kōwhai Corporate Services for more insights on how to integrate cognitive priming into your workplace strategies.

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#NFP24 — Not-for-Profit Governance Forum 2024. “The not-for-profit space is unique, and because of this there is a bit of an art to understanding your organisation and it ties back to strategy. The board has a critical role to ask those tough questions to ensure you achieve your strategy. We do ourselves a disservice by comparing ourselves with the corporate sector.” — Morgana Ryan FAICD “We must reframe overheads and put the right amount of money in overheads. We are doing a disservice to Australians. We need to fight the good fight over overhead allocations.” — Justine Cain Our Panel discussion, sponsored by Right Source, titled "Delivering the NFP board mandate". Featuring speakers: • Morgana Ryan FAICD, Interim Chief Executive Officer, CARE Australia, Director, Wodonga TAFE • Justine Cain, Group Chief Executive Officer, Diabetes Australia, Director, UnitingCare Queensland • Chair: Justin Hogg FGIA, Managing Director, Right Source Speaking on: • Collaborative strategic planning – board and executive • Transparency in reporting to board – integrating financial results with environmental and societal impacts and long-term value • Monitoring risk, opportunity and appetite to deliver mission • Is the task of NFP boards extending beyond stewardship and governance oversight in current landscape?

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As leaders we have considerable power to influence our workplace. Perhaps we can offer financial rewards or promotions to team members who deliver above and beyond. Or maybe we step up and advocate for our team during organisational change processes such as restructures or mergers. Every workplace is different so, as a leader, I'm keen to work out what I can do in my current workplace to ... make it hard for staff to leave. 😉 I've learnt that my power lies in the day-to-day stuff - including the team in problem-solving and decision-making, prioritising the people over processes, and encouraging collaborative communication. Every day. My goal? When a team member gets offered a new opportunity and they say to me, 'but I really don't want to leave.' ⭐ #leadership #leadingteams #communication #collaboration #power

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In the Women with Impact Program that I deliver across many organisations we specifically look at the power of "nurturing the network". Here is the latest research on what can be done to build and nurture a useful network WATTLE Leadership Program (Women ATTaining LEadership)

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It appears that the NDC is just nine seats away from securing a two-thirds majority in Parliament. As a student of Leadership and Governance, I personally believe this could pose a significant challenge. A strong system of checks and balances is essential for good governance, and a weak opposition may struggle to fulfill this critical role effectively. #Leadership #GoodGovernmentMatters

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Human Resource Professionals are integral to good Industrial Relations outcomes. A good HR/IR practitioner has the mindset, skillset and toolset to drive outcomes that benefit workplaces. My presentation, "Industrial Relations is at the heart of Human Resources" spoke to the myriad of skills and tools HR practitioners have at their disposal to solve IR problems. Do you lean in to IR challenges, or call in the external experts before you've closed the email? Australian HR Institute (AHRI) WA State Conference 2024 #AHRIevents

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🌟 Day 4️⃣ of 30 Days of HR - Human Relationships & Relatedness Systemic discrimination demands a systemic response. In HR, we can’t rely solely on procedures to address these issues; we must deeply understand the human relationships that make up our workplaces and the underlying societal and organisational inequalities that impact them. It’s often challenging to distinguish between systemic and non-systemic issues. Today I worked thorough this with a client and I wanted to share with you too. This understanding is essential to help build an environment of true inclusivity consider- 1️⃣ Patterns Over Time - Systemic issues reveal themselves through repeated experiences that impact human relationships across teams and departments. 2️⃣ Impact Across Groups - When certain groups are disproportionately affected, it strains relationships and can create divisions within the workplace. 3️⃣ Root Cause Analysis - Going beyond symptoms to uncover root causes shows respect for each person’s lived experience. It’s how we ensure everyone feels seen, heard, and valued. 4️⃣ Societal Influence - Organisations are microcosms of society. The inequalities we see on a broader scale inevitably shape workplace relationships and the ways people connect—or fail to connect—with each other. When we approach systemic issues with a focus on human relationships ( how HR profession and advice should be) , we shift from seeing them as abstract problems to understanding the real, lived impacts on people. Addressing systemic discrimination means committing to creating spaces where trust, dignity, and respect can flourish in every interaction. In recognition of Islamophobia Awareness Month and Anti-Bullying Week #HumanRelationships #HumanRelatedness #WorkplaceWellbeing #DignityAndRespect #FutureOfHR ——————————————————————— I wanted to make sure I delivered today’s Day 4 of 30 days message on time, even though it was getting late in the day. Although I couldn’t find a perfect picture this late, I chose this one of myself because it makes me smile – and I wanted to share that smile with all of you too ! Look out for Day 5 of 30 Days of HR - Human Relationships and Relatedness tomorrow

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Sexual harassment is a bigger problem in workplaces than most people will realise. It will often not be overt and the cliched stereotype would be of men harrassing women. I have seen women harass men and make them feel very uncomfortable as they often feel unable to raise it as they feel so embarrassed that it is happening to them. Regardless of who the perpetrator is and who is suffering the harassment it is a nettle that employers need to grasp. A basic right to work in an environment free from harassment. Don’t forget that you must protect your employees from harrasment across all of your stakeholders, suppliers, customers, contractors etc. and have clear procedures for managing concerns.

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